CHAPTER-1 INTRODUCTION

WORK ENVIRONMENT
A work environment can be identified as the place that one works. i.e. -in an office building in a cube, at home at the kitchen table, from a car or truck, at a construction site. All are work environments. We tend, however, to hear about "healthy work environments." This can point to other factors in the work environment, such as co-workers, air quality, ergonomic seating, management (the boss!), child care, parking, noise, and even the size of one's cube. A work environment doesn't require a job. It requires that work has to be done in some place. Say you need to do homework. Where do you do it? At school in study hall? At your kitchen table? On the floor at a friend's house? These can also be considered work environments.

Work environment means

the

milieus

around

a person.

It

is

your

social

and

professional environment in which you are supposed to interact with a number of people. All of them are to be there with you. They are working there. They are supposed to coordinate with you in one way or he other. They may be working under you or you may be working under them. It depends upon your position at status at a work place. It is not important that an office would always be called your work place. It can be your home environment where you use to work for all the time where you are supposed to interact with your family members by and by. This environment is all about the people at your home and those who have any concern at your home.

Work environment does not only count the living world tings but also the materialistic world stuff. It may count the room or home where you are working. It may counts the things that you are using in one way or the other. It is all about things and livings that are around you where you are working.

THE IMPORTANCE OF WORKPLACE ENVIRONMENT

An employees workplace environment is a key determinant of their level of productivity. How well the workplace engages an employee impacts their level of motivation to perform. This then influences that employees:

error rate level of innovation collaboration with other employees absenteeism

The most important of these workplace environment factors that either lead to engagement or disengagement are shown in the following diagram. A close consideration of each of these factors is also very useful in ensuring that employees apply the skills they learn during training programs once they return to their workplace. Tending to the structural and interpersonal aspects of each of these factors enables employees to apply the required skills in a consistent and habitual way.

Figure 1 Workplace factors affecting employee performance

WORKPLACE PERFORMANCE FACTORS

What does each of these factors mean? The following is a brief introduction. Goal-setting Employees are involved in setting meaningful goals and performance measures for their work. This can be done informally between the employee and their immediate supervisor or as part of an organizations formal performance management process. The key here is that each employee is actively engaged in the goal-setting process and takes ownership of the final agreed goals and measures. Performance feedback Information on how the employee is performing is fed back regularly to employees. This consists of both positive feedback on what the employee is doing right as well as feedback on what requires improvement. The feedback is objective and delivered with the appropriate interpersonal and conflict resolution skills and can be a mix of both informal feedback and feedback delivered as part of a formal performance management cycle. Role congruity The role that the employee is required to perform is consistent with their expectations on joining the organization and any subsequent training. The organizations role expectations are typically reflected in formal documents, such as Job Descriptions and Role Specifications. These expectations are consistent with tasks allocated by the employees immediate supervisor.

Defined processes The organization constrains the variability of how work is actually performed through documenting processes and communicating such expectations to employees. The organization verifies on a regular or random basis that the work is actually performed in the way required.
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Workplace incentives The organization has determined what motivates its employees and has set up formal and informal structures for rewarding employees that behave in the way required. Rewards may consist of a mix of internal rewards, such as challenging assignments, and external rewards, such as higher compensation and peer recognition. Supervisor support Immediate supervisors act as advocates for employees, gathering and distributing the resources needed by employees in order for them to be able to do a good job and providing positive encouragement for a job well done. Supervisors display the interpersonal skills required to engage employees and enhance their self-confidence. Mentoring/coaching Skilled and respected people are available to employees to help them perform better in their current role and to assist them develop further into a future role. Mentors and coaches may be internal to an organization or external. Either way, they possess the necessary facilitation skills to assist employees develop and apply new sills. Opportunity to apply Time and material resources are available to employees, enabling them to perform to the best of their ability. Individual workloads and organizational systems and processes do not hinder employees from applying established skills or from practicing newly learned skills. Job aids The work environment is set up so that templates, guides, models, checklists and other such workplace aids are readily available to help minimize error rates and customer dissatisfaction. Paying close attention to the above workplace environment factors will heighten employee motivation to apply their skills and hence improve your workplace productivity.

HOW TO CREATE A FRIENDLY WORKPLACE ENVIRONMENT

Nobody likes to roll out of bed in the morning in dread of going to work. While you and your employer may not be able to reduce the workload that causes some of that dread, you may be able to reduce the stress that comes from working in an unpleasant environment. Most of us have experienced a workplace that was less than friendly. It's not that difficult to create a friendly workplace environment. It just takes a little creativity and initiative.

Hire upbeat, positive people who are enthusiastic about their work. Nobody can be sunshine and cheer all the time, but employees who believe in the work they are doing and have confidence in their abilities are more likely to bring a positive attitude to the workplace.

Treat employees and coworkers like adults. That means trusting them to be accountable for their own time and decisions. While there need to be some parameters in which to work, most people are responsible enough to make sure work is done on time and well.

Create a visually friendly and comfortable workplace. Consider replacing harsh fluorescent lights with softer lighting and providing workers with ergonomically correct furniture. Furthermore, allowing employees to enhance their workspaces with touches of home (like pictures or plants) can make the workplace seem more inviting.

Implement family-friendly and flexible work hours. Today's busy workers are often trying to juggle careers with family obligations. Provide employees the opportunity to take an hour off here and there to take care of appointments or child care issues or to see a school play. Willingness to be flexible will create a happier, more loyal and more productive workforce.

Avoid the temptation to participate in conversations that promote a toxic workplace environment. It's very easy to commiserate with a colleague who is having a bad day or to make disparaging remarks about a difficult client, but in offices, that type of negativity is often contagious.

Dismiss or address rumors about workplace changes. People tend to feed off each others' fears about change, and it can easily lead to low morale. Addressing issues directly ensures that everybody has been privy to the same information.

Say thank you. Don't hesitate to show your appreciation for a coworker or employee when he's done something well or helped you complete a project. A friendly gesture of gratitude can go a long way.

Some workplaces try to be friendly be celebrating every birthday, event or holiday. Before baking a cake or passing the hat, make sure the recipient would be comfortable with the gesture. Some people don't like being the center of attention. Likewise, make sure that nobody feels pressured to contribute to gifts, since not everybody can afford to do so.

WORKPLACE ENVIRONMENT AND ITS IMPACT ON EMPLOYEE PERFORMANCE

"Our people are our greatest asset", it is often said. Sadly, in many cases the reality is the converse. In todays competitive business environment, organizations can no longer afford to waste the potential of their workforce. There are key factors in the employees workplace environment that impact greatly on their level of motivation and performance. Find out what these factors are and how you can leverage them to create performance champions.

THE IMPORTANCE OF THE WORKPLACE ENVIRONMENT

Many managers and supervisors labor under the mistaken impression that the level of employee performance on the job is proportional to the size of the employees pay packet. Although this may be true in a minority of cases, numerous employee surveys have shown by and large this to be untrue. In fact, salary increases and bonuses for performance, in many instances, have a very limited short-term effect. The extra money soon comes to be regarded not as an incentive but as an "entitlement".

There are other factors that when combined provide a more powerful determinant of employee performance. When these other factors are missing or diluted, the employee does come to work only for a paycheck. In this case, the employee is present at work in body only, leaving their mind outside the gate.

It is the quality of the employees workplace environment that most impacts on their level of motivation and subsequent performance. How well they engage with the organization, especially with their immediate environment, influences to a great extent their error rate, level of innovation and collaboration with other employees, absenteeism and, ultimately, how long they stay in the job. Many studies have revealed that most employees leave their organization because of the relationship with their immediate supervisor or manager.
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So, what are the workplace environment factors that need to be taken into consideration by any serious manager? Described below are the key factors and how each can be utilized by supervisors and managers to boost performance.

WORKPLACE ENVIRONMENT
The workplace environment is a portrait of stark reality in an ever evolving world. It changes with the times and keeps pace with everything that happens on the outside. The workplace provides us with a microscopic image of the day to day lives of people who come to work, do their jobs, and live within the framework of company rules and regulations. Anyone who has ever been in a work environment can relate to the fact that everyone there is shaped by outside influences and live within a myriad of storylines that take place, and change, on any given day or time of day. This is workplace reality, almost identical to the storylines of soap operas, only in real life settings. A work environment is a hodgepodge of people with different interests, personalities, and lifestyles, who come together for a common purpose. It has many faces and many talents. It is a place of excitement, a place of wonder, and a place of familiar surroundings. A work environment can be warm and friendly, or cold and foreboding or it can be a mixture of both. In reality, people who work together live together in many ways more closely than they do with their own families at home. If you work in an office setting, you can spend more of your waking hours, standing side by side with co-workers than you spend with your family. Once you start your work day, unless you work at home, you become a part of the company and a part of the lives of the people around you. The person you are before you get to work is different in many ways than the person you are once you get to work. You may not think so, but the truth is in the pudding. You can't do anything you want while at work, you can't say anything you want, and you have to abide by company rules once you get to work.

What does this mean? It means that you, as an individual, are part of a much bigger picture. It means that you are something special in the grand scheme of things. Your personality, your lifestyle, your family and friends, your political and religious leanings, and all personal goals and aspirations are contained and limited once you enter the boundaries of the company doors and you become part of something else. Even what you do or say once you get off work and on your days off are also restrained in one way or the other. In actuality, your job becomes your life. It's not something that is forced on you because you always have the right to quit, but for most of us, quitting is not an option because once you start making bills, you can't quit on a whim. Your financial responsibilities can keep you tied to your place of employment until you either find a better source of income or you retire. The work environment does have its merits. Aside from being a place to earn a salary, the work environment should be a place to learn and grow as a human being, and it should be a place to develop skills and to garner worthwhile experience. Many people form lifelong friendships at work and get to know each other's families, their wives and children, friends and associates, and they may spend much of their time away from work together. These bonds may run long and deep and over the years, they may become unbreakable. In essence, a work environment is like an eco-system. Everyone and everything has a purpose and they all work together to keep the company running smoothly. People in every workplace talk about organizational culture, that mysterious word that characterizes a work environment. One of the key questions and assessments, when employers interview a prospective employee, explores whether the candidate is a good cultural fit. Culture is difficult to define, but you generally know when you have found an employee who appears to fit your culture. He just "feels" right.

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Culture is the environment that surrounds you at work all of the time. Culture is a powerful element that shapes your work enjoyment, your work relationships, and your work processes. But, culture is something that you cannot actually see, except through its physical manifestations in your work place. In many ways, culture is like personality. In a person, the personality is made up of the values, beliefs, underlying assumptions, interests, experiences, upbringing, and habits that create a persons behavior. Culture is made up of the values, beliefs, underlying assumptions, attitudes, and behaviors shared by a group of people. Culture is the behavior that results when a group arrives at a set of - generally unspoken and unwritten - rules for working together. An organizations culture is made up of all of the life experiences each employee brings to the organization. Culture is especially influenced by the organizations founder, executives, and other managerial staff because of their role in decision making and strategic direction. Culture is represented in a groups:

language, decision making, symbols, stories and legends, and Daily work practices.

Something as simple as the objects chosen to grace a desk tell you a lot about how employees view and participate in your organizations culture. Your bulletin board content, the company newsletter, the interaction of employees in meetings, and the way in which people collaborate, speak volumes about your organizational culture.

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Central Concepts about Culture Professors Ken Thompson (DePaul University) and Fred Luthans (University of Nebraska) highlight the following seven characteristics of culture through my interpretive lens.

Culture = Behavior. Culture is a word used to describe the behaviors that represent the general operating norms in your environment. Culture is not usually defined as good or bad, although aspects of your culture likely support your progress and success and other aspects impede your progress.

A norm of accountability will help make your organization successful. A norm of spectacular customer service will sell your products and engage your employees. Tolerating poor performance or exhibiting a lack of discipline to maintain established processes and systems will impede your success.

Culture is learned. People learn to perform certain behaviors through either the rewards or negative consequences that follow their behavior. When a behavior is rewarded, it is repeated and the association eventually becomes part of the culture. A simple thank you from an executive for work performed in a particular manner molds the culture.

Culture is learned Through Interaction. Employees learn culture by interacting with other employees. Most behaviors and rewards in organizations involve other employees. An applicant experiences a sense of your culture, and his or her fit within your culture, during the interview process. An initial opinion of your culture can be formed as early as the first phone call from the Human Resources department.

Sub-cultures Form Through Rewards.. Employees have many different wants and needs. Sometimes employees value rewards that are not associated with the behaviors desired by managers for the overall company. This is often how subcultures are formed, as people get social rewards from coworkers or have their most important needs met in their departments or project teams.

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How to Create a Positive Workplace Environment Comfortable Seating Helps Improve the Workplace Creating a positive workplace includes having healthy interactions and expectations, modeling good behavior and improving the physical environment. In today's difficult financial climate, work has become increasingly more stressful with a large increase in redundancies making employees anxious to ensure they are able to remain in employment. As the average person spends about 35-40 hours a week within the workplace environment it is important for staff morale to create and foster a healthy, positive environment. There are several simple ways to create a positive working environment including:

Having healthy interactions with employees Having healthy expectations Modeling good behavior Improving the physical environment

Become increasingly more stressful with a large increase in redundancies making employees anxious to ensure they are able to remain in employment. As the average person spends about 35-40 hours a week within the workplace environment it is important for staff morale to create and foster a healthy, positive environment.

There are several simple ways to create a positive working environment including:

Having healthy interactions with employees Having healthy expectations Modeling good behavior Improving the physical environment

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IMPORTANCE OF WORK SATISAFACTION TO WORKER AND ORGANIZATION

Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm and can lead to absenteeism and unnecessary turnover. Job satisfaction and occupational success are major factors in personal satisfaction, self-respect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude. A satisfied worker is more likely to be creative, flexible, innovative, and loyal.

For the organization, job satisfaction of its workers means a work force that is motivated and committed to high quality performance. Increased productivity the quantity and quality of output per hour worked seems to be a byproduct of improved quality of working life. It is important to note that the literature on the relationship between job satisfaction and productivity is neither conclusive nor consistent. However, studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and high productivity, and it does seem logical that more satisfied workers will tend to add more value to an organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon as the threat is lifted performance will decline.

Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Job satisfaction is also linked to a healthier work force and has been found to be a good indicator of longevity. And although only little correlation has been found between job satisfaction and productivity, Brown (1996) notes that some employers have found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers, thus protecting the "bottom line.
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" No wonder Andrew Carnegie is quoted as saying: "Take away my people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories, but leave my people, and soon we will have a new and better factory"

Workers' Roles in Job Satisfaction

If job satisfaction is a worker benefit, surely the worker must be able to contribute to his or her own satisfaction and well-being on the job. The following suggestions can help a worker find personal job satisfaction:

Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and greater responsibilities, with attendant increases in pay and other recognition.

Develop excellent communication skills. Employers value and reward excellent reading, listening, writing, and speaking skills.

Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently and effectively. This will relieve boredom and often gets one noticed.

Demonstrate creativity and initiative. Qualities like these are valued by most organizations and often result in recognition as well as in increased responsibilities and rewards.

Develop teamwork and people skills. A large part of job success is the ability to work well with others to get the job done.

Accept the diversity in people. Accept people with their differences and their imperfections and learn how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does can lead to satisfaction with the work itself. This helps to give meaning to one's existence, thus playing a vital role in job satisfaction.

Learn to de-stress. Plan to avoid burnout by developing healthy stress-management techniques.

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Assuring Job Satisfaction Assuring job satisfaction, over the long-term, requires careful planning and effort both by management and by workers. Managers are encouraged to consider such theories as Herzberg's(1957) and Maslow's (1943) Creating a good blend of factors that contribute to a stimulating, challenging, supportive, and rewarding work environment is vital. Because of the relative prominence of pay in the reward system, it is very important that salaries be tied to job responsibilities and that pay increases be tied to performance rather than seniority. So, in essence, job satisfaction is a product of the events and conditions that people experience on their jobs. Brief (1998) wrote: "If a person's work is interesting, her pay is fair, her promotional opportunities are good, her supervisor is supportive, and her coworkers are friendly, then a situational approach leads one to predict she is satisfied with her job" (p. 91). Very simply put, if the pleasures associated with one's job outweigh the pains, there is some level of job satisfaction. Creating Job Satisfaction So, how is job satisfaction created? What are the elements of a job that create job satisfaction? Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspire to creating a work environment that enhances job satisfaction need to incorporate the following:

Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product

Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenial team members

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Flexible benefits, such as child-care and exercise facilities Up-to-date technology Competitive salary and opportunities for promotion

Probably the most important point to bear in mind when considering job satisfaction is that there are many factors that affect job satisfaction and that what makes workers happy with their jobs varies from one worker to another and from day to day. Apart from the factors mentioned above, job satisfaction is also influenced by the employee's personal characteristics, the manager's personal characteristics and management style, and the nature of the work itself. Managers who want to maintain a high level of job satisfaction in the work force must try to understand the needs of each member of the work force. For example, when creating work teams, managers can enhance worker satisfaction by placing people with similar backgrounds, experiences, or needs in the same workgroup. Also, managers can enhance job satisfaction by carefully matching workers with the type of work. For example, a person who does not pay attention to detail would hardly make a good inspector, and a shy worker is unlikely to be a good salesperson. As much as possible, managers should match job tasks to employees' personalities. Managers who are serious about the job satisfaction of workers can also take other deliberate steps to create a stimulating work environment. One such step is job enrichment. Job enrichment is a deliberate upgrading of responsibility, scope, and challenge in the work itself. Job enrichment usually includes increased responsibility, recognition, and opportunities for growth, learning, and achievement. Large companies that have used job-enrichment programs to increase employee motivation and job satisfaction include AT&T, IBM, and General Motors (Daft, 1997). Good management has the potential for creating high morale, high productivity, and a sense of purpose and meaning for the organization and its employees. Empirical findings show that job characteristics such as pay, promotional opportunity, task clarity and significance, and skills utilization, as well as organizational characteristics such as commitment and relationship with supervisors and co-workers, have significant effects on job satisfaction.

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These job characteristics can be carefully managed to enhance job satisfaction. Of course, a worker who takes some responsibility for his or her job satisfaction will probably find many more satisfying elements in the work environment. Everett (1995) suggests that employees ask themselves the following questions:

When have I come closest to expressing my full potential in a work situation? What did it look like? What aspects of the workplace were most supportive? What aspects of the work itself were most satisfying? What did I learn from that experience that could be applied to the present situation?

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DEMOGRAPHIC SATISFACTION

FACTORS

THAT

INFLUENCE

WORKPLACE

Workplace satisfaction is not only a function of various work-related aspects, most of which can be revised by a firm or an employee, but it can also be influenced by a variety of inflexible demographic factors, such as size or age of firm, or gender or age of the employeerespondent. In order to get a better understanding of how such factors may influence a respondents level of satisfaction with various aspects of the workplace, each aspect was tested against 14 such demographic factors. Table 2 provides an overview of these findings highlighting those factors that contribute to high levels of satisfaction for each aspect of the workplace. Squares with a signify that no significant relationship exists between the workplace aspect on the far left and the demographic characteristic at the top. Where there is text, it means that people or firms displaying the demographic characteristic indicated are significantly more likely to be very satisfied with the workplace aspect listed to the far left. Some relationships are quite obvious, such as those most likely to be very satisfied with their salary, have higher levels of income. Others are much less so, such as why an employee with no children under 18 would be much more satisfied with their companys attitude to the environment. Only one demographic, age of respondent, did not seem to have any influence many of the workplace aspects, though it may be closely correlated with number of years worked and therefore represented in much the same way. Female respondents tend to be very satisfied with a number of workplace aspects; however, it has been widely acknowledged that women almost always score higher on satisfaction surveys, a phenomenon that still puzzles many researchers. Also highly satisfied with a number of workplace aspects are nonunionized employees. Those that do not belong to a union tend to be much more satisfied with their decision makers, training opportunities, level and range of responsibilities, service or product quality, level of innovation and physical work environment, then their unionized counterparts.

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Interestingly, those working for younger firms also seem to be very satisfied with a number of workplace aspects relating to interpersonal relations, flexibility and work ethic. Likely such young firms are also quite small and therefore allow for better relations between employers and employees (an assumption that is backed up by the fact that those working for smaller firms are also much more likely to be very satisfied with interpersonal aspects of the workplace). Some factors, such as work hours and number of years worked, are found to contribute to high levels of satisfaction in different ways, depending on the workplace aspect being tested. For example, employee satisfaction with decision makers and personal growth opportunities are much more likely among those who work longer hours, however, employee satisfaction with work hours is much more likely from those who work fewer hours. Similarly, those who have worked many years tend to be very satisfied with their benefits and amount of time off, but employees who have worked fewer years are more likely to be very satisfied with relations among employees.

STEPS TO IMPROVE EMPLOYEE SATISFACTION

1. Shared Mission or Vision: Organizations that have a mission or vision statement and use it as a guide for decision-making find employees spend less time and resources on non-incomeproducing activities when their people management strategies are aligned to the mission. A team guided by a clearly stated and communicated mission is more cost-effective and competitive than one where the mission is fuzzy or nonexistent. 2. Regular Employee Input and Feedback Programs: Building a corporate culture that requires employees to be an integral part of the organization can be an effective way of getting the most from the talents or competencies brought to the organization by each employee. Allowing employees at all levels of the organization to share their ideas and concerns will also help the company develop and maintain a safer and more productive work environment. Knowing employees' feelings for, and levels of commitment to, the organization can be essential to measuring whether people management programs are producing the desired results.
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3. Clearly Defined and Communicated job Expectations: When an organization makes the decision to fill a new position, it has an idea of what will be expected of the new employee. However, unless these expectations are clearly communicated, the result can be disappointing for both the employee and employer. Such situations cause conflict and inefficiencies in the workplace. Therefore, it is very important that the employer establish a mechanism for making sure the needs of the organization are clearly communicated and understood.

4. Regular and Fair Performance Feedback: Research has found that most employees in today's economy want to believe that they contribute to the overall success of the organization. However, if the employee is not sure how his or her job fits into the bigger picture, an employer may suffer a reduction in productivity or morale. A well-designed, consistently-applied and fair system for discussing the business goals, objectives and individual employee contributions can be a valuable tool in ensuring each employee becomes and remains an integral part of the organization's team.

5. Compensation, Benefits and Rewards Programs that are aligned with Mission Accomplishment: There is no way to overstate the importance of developing properly aligned compensation, benefits and rewards programs. Employees emulate behavior that they see being rewarded. When employees see executive and management employees being rewarded for behavior or work product that does not support the stated mission and/or vision of the organization, they may become disgruntled. These employees will either change their own behavior to mirror the rewarded behavior or become disgruntled with the lack of recognition they receive for "towing the line." Consequently, the work group loses its mission alignment.

6. Promotion of a Diversified Work Force: Diversity in today's global market is much different than the old Affirmative Action Plan that characteristically sits on the shelf in a binder and gathers dust. A truly diverse work environment not only welcomes but also encourages employees of different cultures and backgrounds. Such work environments promote the sharing of new ideas, diverse points of view and employees who challenge "the way we do things here."

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7. Hiring the Right Employees: No, this is not a contradiction to the statements made in the previous section. It actually is a compliment to diversity. Mission and vision are guiding principles for employees as to why the organization exists, what services it provides and how it operates. Corporate culture flows from the mission and vision. Hiring the right people means not only finding employees with the necessary knowledge, skills and abilities but also those who will be productive members of the organizational work team. Bringing in an employee who does not understand or support the shared mission and goals can be very disruptive and costly to the organization.

8. Comprehensive Employee Orientation and Integration Programs: Once an organization has developed a clear mission, defined its expectations, developed and implemented appropriate feedback and rewards programs and hired the right people, it is important to make sure that all employees have the information and tools necessary to transition smoothly into the work environment. Well-developed employee orientation and integration programs help both new and current employees work together to form a productive and satisfying work environment. Organizations that lack such programs can find that it loses many new employees who just "never got off to the right start."

9. Strong Commitment to Training and Development Programs: One of the most important benefits offered by many employers is employee personal development. Employers that invest in personal development programs that encourage employees to update skills and expand their knowledge base can directly contribute to bottom line profitability. This is because the organization will remain competitive and be able to adapt to market changes quickly, with little interruption in daily operations.

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CHAPTER-2 RESEARCH DESIGN

TITLE OF THE STUDY: DISSERATION ON WORK PLACE ENVIORMENT AND ITS IMPACT ON EMPLOYEES WORK SATISFACTION A CASE STUDY CONDUCTED AT SELECTED IT INDUSTRY ON BANGALORE CITY.

INTRODUCTION The study requires several information technology companies to be taken into consideration for effective project work. the project is bound by certain restrictions such has time limit and for a effective feedback a limited number of 4 IT companies has been selected for the purpose of study The IT giants though are large in number in Bangalore city, INFOSYS, WIPRO, HP, MAHENDRA SATYAM Companys employees work interviewed to procure primary source of information for the study. Employees are endowed with skills, knowledge, abilities, values etc. They come to the organization all these varieties of human resources. Employees commits themselves to the organization and those committed employees are called has valuable assets to the company in this process of maintaining human relation the company provides congenial work place environment to make their employees committed to the company. An employees work place environment is a key determinant of their level of productivity. How well the work place engages an employee impacts their level of motivation to perform. This then influence that employees. 1. Error rate. 2. Level of innovation. 3. Collaboration with other employees. 4. Absenteeism and ultimately, how long they stay in the job.
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STATEMENT OF THE PROBLEM: The problem is entitled with workplace environment and its impact on employees work satisfaction. The problem of statement is to check whether the employees who are working in IT sectors are satisfied with the environment provided to them are not and what its impact on employees work satisfaction.

OBJECTIVES OF TH STUDY: 1. To study the factors in the work place which effects the productivity and efficiency level of the employees on the work to understand the various levels of motivators which influences the employees to stay in the organization. 2. To understand the parameters this makes the workplace environment cardinal for both employer and employees. 3. To study the perception of employees towards their work and working environment enhances satisfaction levels.

METHODOLOGY OF RESEARCH: Survey method is used for the study this method is suitable for the title of the project and relevant to the study.

SAMPLING DESIGN: For the purpose of the study a sample size of 50 numbers is selected and this sample size represents the population. A stratified random sampling is adopted for the sake of convenience and randomness of the study.

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SOURCES OF DATA COLLECTION: Primary data: Based on the objectives of the study research approach questionnaire development and sampling is designed by visiting the employees within the company.

Secondary data: Secondary data will be collected through various books, journals, magazine, articles and websites.

LIMITATIONS OF THE STUDY: 1. The study has been made for a particular period / academic purpose only. 2. The divisions of the organizations are spread hence the study is proposed to be confined to IT sectors in Bangalore. 3. The study is also bounded by time factor and financial constraints. 4. The study is relevant for todays context only and cannot be standard one.

PLAN OF ANALYSIS: The collected data is tabulated correlated and analyzed with the help of mean median and mode. The data so analyzed would be depicted in form of graphs, charts, and diagram is used in the study.

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CHAPTER SCHEME

CHAPTER 1: GENERAL INTRODUCTION Introduction CHAPTER 2: RESEARCH DESIGN Title of the study Statement of problem Objectives of study Scope of study Methodology Limitations CHAPTER 3: INDUSTRY PROFILE IT Industry profile CHAPTER 4: Data Analysis and interpretation CHAPTER 5: Summary of Findings, suggestions and Conclusion. Bibliography and Annexure.

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CHAPTER-3 IT INDUSTRY PROFILE

Software is a wealth and job creating industry, which has in just a few years, grown to US $ 1 trillion, employing millions of professionals worldwide. The Indian software industry has burgeoned, showing a nearly 50% compounded annual growth rate over the recent years. Being a knowledge-based industry, a high intellectual capital lends competitive advantage to a firm. Intellectual capital comprises human capital and intellectual assets. The latter being any created bit of knowledge or expertise. With a global explosion in market-opportunities in the IT sector, the shortage of manpower both in numbers and skills is a prime challenge for HR professionals. The related issues are varied indeed: recruitment of world-class workforce and their retention, compensation and career planning, technological obsolescence and employee turnover. This article presents some of the findings of our recent research on the HR challenges posed by the IT sector.

Workforce Retention and Motivation

Retention and motivation of personnel are major HR concerns today. People a Gartner group company specializing in management of human capital in IT organizations has observed that the average tenure for an IT professional is less than three years. Further, the use of new technologies, the support of learning and training, and a challenging environment ranked higher than competitive pay structures as effective retention practices. Our own recent survey of 1028 software professionals from 14 Indian software companies, showed that while the professional gave importance to personal and cultural job-fit, HR managers believed that the key to retention was salary and career satisfaction. Money was a prime motivator for 'starters', but for those into their third or fourth jobs, their value-addition to the organization was more important. Monetarily, offering 'the best salaries in industry' is the minimum every company is doing, apart from performance-based bonuses, long-service awards, and stock options. Many organizations frequently conduct employee satisfaction and organization climate surveys, and are setting up Manpower Allocation Cells (MAC) to assign 'the right project to the right person'. In fact, some are even helping employees with their personal and domestic responsibilities to satisfy & motivate their workforce!
27

ATTRACTING THE BEST TALENT

In a tight job market, many organizations often experience precipitous and simultaneous demands for the same kinds of professionals. In their quest for manpower, they are cajoling talent around the world. In such a seller's market, software companies are striving to understand which organizational, job, and reward factors contribute to attracting the best talent? one having the right blend of technical and person-bound skills. This would mean a knowledge of 'the tools of the trade' combined with conceptualization and communication skills, capacity for analytical and logical thinking, leadership and team building, creativity and innovation. The Indian software industry suffers from a shortage of experienced people such as systems analysts and project managers, and attracting them is a key HR challenge......more on next page

HR CHALLENGES FOR THE IT INDUSTRY

We are now living in knowledge society. We have also welcomed the new millennium with great fanfare and hope. We have to face broad challenges in this new millennium. We have experienced the growth of the manufacturing sector, ford assembly lines to the present emphasis on quality system. This millennium will certainly belong to convergence of IT; organizations have to leverage IT to get advantage in a highly competitive environment. We are having fast moving IT companies in this arena; they have shown their business excellence through optimum utilization of IT. This IT boom has introduced great challenges for these companies. Now the question is how to put in place & processes that should be in tune with IT revolution, how to strategize, compete with globalization. Perhaps this is the prime challenges for HR in the IT industry. The IT industry is a service industry. Here we have to provide quality service to individuals and organization. The IT companies have to be creative, innovative knowledgeable. This can be achieved through human capital. This will also determine the success of your organization. We have to manage through HR whose intellectual applications that will drive your business.

28

CHALLENGES FOR IT INDUSTRY:

1. Recruitment planning 2. Performance management 3. Training and development 4. Compensation management 5. HRM as whole 1. Recruitment Planning: - Recruitment planning is most important component in new people management with special reference to IT industry. We have to deal with human assets so it becomes important and have good quality of people in the organization. We have to take the recruitment planning in very serious manner to ensure that we can get best talent in the organization. 2. Performance management: - Now the challenges how to manage the performance of your employees. You have to get right person in an organization to manage your business. The challenge should be to create a performance culture where you can provide opportunities for enhance performance, where optimum performance becomes a way life. 3. Training and development: - This is another challenging area in IT industry. We have to chalk out a suitable strategy for training & development so that employees are well equipped to handle the challenges in advance. 4. Compensation management: - The IT industry is one of the high paying industries. This is very competitive industry, we have to attract best talent, offer best possible compensation package to the employees. Now IT companies are having ESOP with the compensation package. But the really challenge should be how we are able to incorporate all the subsystems in HR. Ultimately this would help the organization for achieving exceptional performance. People have to be groomed to get in with the performance culture. We have to create an environment that stimulates the creation of knowledge; its sustenance will be the challenge for IT companies in the future. HR department cannot function with traditional systems. Now the role will shift to HR facilitator, to facilitate change process.

29

5. HR facilitator will have to involve the whole organization in this process and act as a guide, coach, counselor and facilitator. Any organization in the IT industry will have to face these challenges like Infosys, Satyam, Pent four, DSQ Software, Micro soft India, and Intel India. These IT companies are leaders in their own stride. They have excellent recruitment policies, huge data bank, placement agencies. They are also having rigorous tests to ensure that they can get high profile talent that will fit in their culture. They have best performance system that evaluates the organization as whole. They have been able to tackle the quantum of performance with fairly efficient manner. The prime tasks for these IT companies are to build corporate culture. They are diverting all the efforts to build performance driven culture. 6. The major issue for these companies to get right man for right job. We have to find person with the required skills, experiences, mind sets, and also he must be suitable for these organizations. 7. Attrition and Retention: - IT companies are having high degree of attrition. The challenges for these companies are to keep this attrition rate as low as possible. Various companies adopt different techniques to retain their employees like high pay packets, ESOP, other benefits. So we have to keep this attrition rate as low as possible to retain super achievers. 8. "Smart, innovative and efficient workplaces help businesses not just to cut occupancy costs but to add real value. A thoughtfully designed workspace can increase productivity, foster a sense of community, and minimize environmental impact. It also expresses the values of the organization," said Durst. 9. While the HR community has been quick to highlight the importance of employee morale in facilitating business recovery, there has been less focus on the influence of the physical workplace environment in contributing to a positive employee experience. This is despite extensive studies that show a well-designed office is one of the easiest and most costeffective ways to retain workers and make them more productive. 10. According to Dr Michael Burchell, Partner and Director of The Great Place to Work Institute UAE, the overall look and feel of an office has a profound and lasting effect on the frame of mind of each employee. Burchell represents a global research and management consultancy that recognizes the best workplaces in over 45 countries worldwide. Earlier this year he

30

announced the top 10 companies to work for in the UAE and says that the best companies also design their offices in people-centric ways. 11. "Facilities that are safe and contribute to a good working environment are an important demonstration of respect. In our visits to best companies around the world we find that leaders at these companies understand that behavior is a function of a person interacting in their environment. Take Microsoft Gulf for example, the top company to work for in the UAE. The majority of this office consists of various types of meeting rooms, breakout areas, gaming zones - all designed to enable employee collaboration." 12. "The way the workplace is designed can have a crucial influence on the way people approach their work. In addition to encouraging workplace collaboration to boost an organizations thinking capability; we must also pay attention to basic employee needs such as lighting, indoor air quality and comfort. All factors which help to reduce absenteeism and improve overall job satisfaction," said Durst

13. Exhibitors at The Office Exhibition 2011 agree. Leading Middle East office furniture supplier Gemaco Interiors says the optimization of working conditions has always been the focus when designing office environments. 14. "Creating an office environment in which people feel comfortable has a profound effect on office life and results in considerable cost savings too. Today, highly energy efficient white LED lights are revolutionizing the potential of LED. Aesthetically pleasing and totally controllable, they also offer longer life and lower maintenance. Clean, fresh indoor air flow is another important consideration. This helps your staff to breathe easy and also minimizes damage to soft furnishings. But with the average office worker spending approximately 80,000 hours sat at their desk during the lifetime of their career, an ergonomic workstation is the most important workforce investment a business owner could make. Improving the wellbeing of your staff improves their performance and efficiency too while eliminating costly medical expenses," 15. "Office design is so integral to how a business operates and also makes a very powerful brand statement to staff and customers, yet many companies do not recognize it as a business priority

31

CHAPTER-3 DATA ANALYSIS AND INTERPRETATION

Table showing the Classification of Respondents based on sex:

Table-1

Options

No. of respondents

percentage

Male

32

64%

Female

18

36%

Analysis: As per the sample size of 50 respondents I choose 32 male respondents and 18 female respondents due to lack of time consistency I took only 50 respondents and collected information about my project title using the structured questionnaire. The analysis and interpretation of the data collected are illustrated in the further pages.

32

1. ARE YOU SATISFIED WITH THE WORK PLACE ENVIRONMENT Table 2

Options

No. of respondents

Percentage

Strongly agree

22

44%

Agree

18

36%

Disagree

14%

Strongly disagree

6%

Analysis
From the above table it is observed that 44 percent of respondents strongly agree that they are satisfied with the work place environment in the organization, 36 percent of them agree with it, 14 percent disagreed, and 6 percent of the respondents strongly disagreed.

33

Graph - 1

100 90 80 70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree

Interpretation
It is therefore inferred that majority of the employees in the organization are satisfied with the work place environment in the organization.

34

2. FROM HOW LONG YOU ARE WORKING IN THIS ORGANIZATION

Table- 3

Options

No. of respondents

percentage

6 Months

32

64%

More than a year

18

36%

Analysis:

From the above data we can analyze that 64%of the respondents work in the organization for 6 months and the rest respondents has more

than a year experience in the organization.

35

Graph-2

100 90 80 70 60 50 40 30 20 10 0

6Months

More than 1 Year

Interpretation:

From the above analysis it is interpreted that as the work environment is good in the organization they are capable to retain the employees in the organization for more than 1 year.

36

3. ARE YOU SATISFIED WITH THE FACILITIES GIVEN BY THE COMPANY Table-4
Options No. of respondents Percentage

Poor

14%

Average

12

24%

Good

26

52%

Excellent

10%

Analysis:
The respondents were asked whether they are satisfied with the facilities given by the company 52% of employees said it was good 10 % respondents said it is excellent 14% of them said average 14%said very poor.

37

Graph-3

60 50 40 30 20 10 0 Poor Average Good Excellent

Interpretation
As 14% of employees rated that they are not satisfied with the facilities given by the company we can interpreted that there is lack of facilities given by the company.

38

4. HOW DO YOU RATE THE COMPANY PHYSICAL AMBIENCE

Table-5
Options No. of respondents Percentage

Poor

8%

Average

16

32%

Good

27

54%

Excellent

6%

Analysis:

The employees were asked to rate the company physical ambience 54% respondents rated it as good 32 % rated as average 8% rated as poor 6%said excellent.

39

Graph-4

60 50 40 30 20

10
0 Poor Average Good Excellent

Interpretation

It is therefore interpreted that the majority of employees agreed that there is a good physical ambience.

40

5. WHAT MAKES YOU TO STAY IN THE JOB AN ORGANIZATION Table-6

Options

No. of respondents

percentage

Salary

41

82%

Other Benefits

18%

Analysis:

From the above data we can analyze that 82 % of respondents said that they stay in the job because they are paid well other respondent s agree that they retain in the job because of other benefits which they get from the organization.

41

Graph-5

90 80 70 60 50 40 30 20 10 0
Salary Other Benefits

Interpretation: From the above analysis it can be interpreted that the employees stay in the job because they are paid well in the organization and also get other benefits with the good salary package.

42

6. DOES

YOUR EMPLOYER SUPPORTS IN HAVING TRAINING

PROGRAMME OR EDUCATION

Table-7

Options

No. of respondents

Percentage

Yes

32

64%

No

18

36%

Analysis: From the above data we can analyze that 64% of respondents agree that they are provided training and educational programme 36% of employees does not agree that the company provide training for developing employees.

43

Graph-6

100 90 80 70 60 50 40 30 20 10 0 Yes
Interpretation: It is there fore interpreted that training is helpful in achieving the better performance.

NO

44

7. HOW WOULD YOU RANK THE WORKING CONDITION OF YOUR PRESENT JOB IN REGARD TO

Table-8

No. of respondents Options Job duties 12

Percentage

24%

Staff

16

32%

Availability of facility

16%

Support of leader/manager

14

28%

Analysis: From the above data we can analyze that the working condition the job and the respondent s opted 24%for job duties 32% for staff 16% respondents agreed has availability or facility and rest 28% opted support of manager.

45

Graph-7

100 90 80 70 60 50 40 30 20 10 0 job duties availability of facility

Interpretation It is therefore interpreted that the employees are satisfied with the present working condition.

46

8. IS

THE

CULTURE

AND

EMOTIONAL

CLIMATE

OF

THE

ORGANIZATION IS GENERALLY POSITIVE AND SUPPORTIVE

Table-9
Options No. of respondents Percentage

Strongly agree

22

44%

Agree

18

36%

Disagree

14%

Strongly disagree

6%

Analysis: From the above table it is observed with the cultural and emotional climate of the organization is generally is positive and supportive 44% of the respondents strongly agreed 36% of agreed 14% is disagreed 6% of respondents strongly disagreed.

47

Graph-8

100 90 80 70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree

Interpretation: It is there fore observe that the cultural and emotional climate of the organization is positive and supportive.

48

9. DO YOU FEEL THAT ARE YOU A PART OF TEAM

Table-10
Options No. of respondents Percentage

Strongly agree

33

66%

Agree

16

32%

Disagree

2%

Strongly disagree

0%

Analysis:

The respondents were asked where they are part of team work 66% of the respondents strongly agreed 32 % of them agreed respondents 1% disagreed none of them strongly disagreed.

49

Graph-9

100 90 80 70 60 50 40 30 20 10

0
Strongly Agree Agree Disagree Strongly Disagree

Interpretation: The respondents of the employees of the organization strongly agreed with the majority strength they were a part of team work.

50

10. DOES YOUR EFFORTS ARE RECOGNIZED AND ACKNOWLEDGE IN

TANGIBLE WAYS Table-11

Options No. of respondents Percentage

Strongly agree

28

56%

Agree

12%

Disagree

12

24%

Strongly disagree

8%

Analysis: From the above data we can analyze that 56% of the respondents strongly agreed that their efforts are recognized and acknowledged in tangible ways, 12% of respondents agreed, 24% disagreed, and 8% strongly disagreed.

51

Graph-10

100 90 80 70 60 50 40

30
20 10 0 Strongly Agree
Interpretation: It is interpreted that majority of the respondents strongly agree that their efforts are recognized and acknowledged it tangible ways.

Agree

Disagree

Strongly Disagree

52

11. DO INNOVATION IS EXPECTED FROM YOU AND ARE YOU ENCOURAGED TO TAKE THE INITIATIVES

Table-12

Options

No. of respondents

Percentage

Strongly agree

14

28%

Agree

32

64%

Disagree

6%

Strongly disagree

2%

Analysis: The respondents were asked weather the company expects innovation from the employees and encourages it 64% of the respondents agree, 28% strongly agreed, 6% of them disagreed, 2% strongly disagreed.

53

Graph-11

100 90 80 70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree

Interpretation: It is therefore interpreted that innovation is encouraged in the organization.

54

12.ARE YOU ENCOURAGED TO SOLVE AS MANY OF YOUR OWN WORK RELATED PROBLEM AS POSSIBLE

Table-13
Options No. of respondents Percentage

Strongly agree

18

36%

Agree

27

54%

Disagree

6%

Strongly disagree

4%

Analysis: The respondents were asked that weather the company encourages to solve the employees work related problem as possible 54% of the respondents agreed 36% of them strongly agreed, 6& disagreed, 4% strongly disagreed.

55

Graph-12

100 90 80 70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree

Interpretation: It is observed that the company is concerned with the employee and helps them to solve work related problems.

56

13.AT WORK YOU ARE ACCEPTED FOR THE PERSON YOU ARE

Table-14
Options No. of respondents Percentage

Strongly agree

13

26%

Agree

27

54%

Disagree

14%

Strongly disagree

6%

Analysis: From the above data it is analyzed that 54% of the respondents says that they are accepted as what they are and only 8% of the respondents disagreed with the above statement.

57

Graph-13

100 80 60 40 20 0 Strongly Agree Agree Disagree Strongly Disagree

Interpretation: From the above analysis it can be interpreted as more number of employees agree that they have equal rights in the organization and the company also respects its employees.

58

14. DO YOU FEEL YOU HAVE CONTROL OF YOUR WORK AND CAPABLE OF COMPETENTLY RUNNING OUT YOUR DAILY TASKS

Table-15
Options No. of respondents Percentage

Strongly agree

17

34%

Agree

16

32%

Disagree

12

24%

Strongly disagree

10%

Analysis: From the above table it is analyzed that 34% of the respondents are strongly agreeing the above statement and only 10% of the respondents are strongly disagreeing the statement and 32% and 24% of the respondents are agreeing and disagreeing the statement respectively.

59

Graph-14

100 90 80 70 60 50 40 30 20 10 0 Strongly Agree

Interpretation: From the above analysis we can interpret that more number of the respondents are feeling comfortable with their job and are successfully completing their tasks in job.

Agree

Disagree

Strongly Disagree

60

15.THE ADMINISTRATIVE TEAM PROVIDES AN ENVIRONMENT IN WHICH YOU FEEL SAFE AND SECURE Table-16
Options No. of respondents Percentage

Strongly agree

32

64%

Agree

18

36%

Disagree

0%

Strongly disagree

0%

Analysis: From the above data we can analyze that the administrative team provides an environment in which the employees feel safe and secure, 64% of the respondents strongly agreed and 36% agree none of the respondents disagreed or strongly disagreed.

61

Graph-15

100 90 80 70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree

Interpretation: It is therefore interpreted that the company is concerned towards the safety and security of the employees.

62

16.DO YOUR PROFESSIONAL JUDGEMENT IS RESPECTED BY YOUR BOSS / DO YOU HAVE ADEQUATE FREEDOM TO EXERCISE YOUR JUDGEMENT AND EXPERTISE Table-17
Options No. of respondents Percentage

Strongly agree

21

42%

Agree

19

38%

Disagree

18%

Strongly disagree

2%

Analysis: From the above data we can analyze that 42% of the employees strongly agree that their professional judgment is respected by their boss and also they have adequate freedom to exercise their judgment and expertise, 38% of the respondents agreed, 18% disagreed and 2% strongly disagreed.

63

Graph-16

100 90 80 70 60 50 40 30 20 10 0 Strongly Agree

Interpretation: The majority of the respondents accept that their views are considered and encouraged in the organization.

Agree

Disagree

Strongly Disagree

64

17. DO YOUR BOSS IS COMMITTED TO WIN WIN SOLUTIONS TO

PROBLEMS Table-18
Options No. of respondents Percentage

Strongly agree

42

84%

Agree

6%

Disagree

10%

Strongly disagree

0%

Analysis: From the above table we can analyze that 84% of the respondents strongly agree that their boss is committed to win win solution to problems, 6% of the respondents agrees, 10% disagreed and none of the respondents strongly disagreed.

65

Graph-17

100 80 60 40 20 0 Strongly Agree Agree Disagree Strongly Disagree

Interpretation: It is therefore interpreted that the employers encourage and also adopts to win win conditions in the organization.

66

18.LEADERS IN YOUR ORGANIZATION GIVE EMPLOYEES THE AUTHORITY TO MAKE DECISIONS AND TAKE ACTIONS TO MEET THE NEEDS AND EXPECTATIONS OF YOUR CUSTOMERS/CLIENTS Table-19
Options No. of respondents Percentage

Strongly agree

13

26%

Agree

11

22%

Disagree

15

30%

Strongly disagree

11

22%

Analysis: From the above table we can analyze that 30% of the respondents disagree that the leader in their organization gives employee the authority to make decision and take actions to meet the needs and expectations of your customers 26% of the respondents strongly agree 22% of them agree 22% strongly disagree.

67

Graph-18

100 80 60 40 20 0 Strongly Agree

Interpretation: Most of the respondents either disagree or strongly disagree that their leaders in the organization do not give an importance in decision making.

Agree

Disagree

Strongly Disagree

68

19. DOES YOUR SUPERIOR ENCOURAGEMENT ALLOW YOU TO WORK TO THE BEST OF YOUR ABILITIES

Table-20
Options No. of respondents Percentage

Strongly agree

43

86%

Agree

14%

Disagree

0%

Strongly disagree

0%

Analysis: From the above data it is analyzed that 86% of the respondents strongly agree that their superiors encourage them to give their best 14% agree none of the respondents disagree nor strongly disagree.

69

Graph-19

100 90 80 70 60 50 40 30

20
10 0 Strongly Agree Agree Disagree Strongly Disagree

Interpretation: The respondents were asked weather they get encouragement from their superiors as none of them disagreed or strongly disagreed we can analyze that employees are motivated in the organization.

70

20. DOES YOUR ORGANIZATION WELCOMES AND ENCOURAGES EMPLOYEES TO THINK OUT OF THE BOX

Table-21
Options No. of respondents Percentage

Strongly agree

17

34%

Agree

24

48%

Disagree

12%

Strongly disagree

6%

Analysis: From the above table it can be analyze that 48% of the respondents agree that the organization does welcome and encourage them to the level of thinking out of the box, 38% of the respondents agree 12% disagreed, 6% strongly disagreed.

71

Graph-20

100 90 80 70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree

Interpretation: Employees in the organization are encouraged to the level of thinking out of the box where the employees are encouraged to give their feedback.

72

21. DOES

YOUR

SUPERIOR

ASKS

YOU

FOR

FEEDBACK

ON

HIS/HER

PERFORMANCE

Table-22

Options

No. of respondents

percentage

Yes

12%

No

44

88%

Analysis: From the above table we can observe that 88% of the employees agree that the superiors do not ask them for the feedback of their co-workers performance, 12% of the respondents agree with it.

73

Graph-21

100 90 80 70 60 50 40

30
20 10 0 yes no

Interpretation: Therefore it is analyzed that the superiors do not conduct performance appraisal in the organization.

74

22. DO YOUR ORGANIZATION INVOLVES EMPLOYEES IN HELPING TO SET GOALS FOR THE ORGANIZATION

Table-23
Options No. of respondents Percentage

Yes

17

34%

No

33

66%

Analysis: From the above table we can analyze that 34% of the respondents said that their company involves employees in setting goals to company and 66% of the respondents said that their company doesnt involve them in setting goals.

75

Graph-22

100 90 80 70 60 50 40 30 20 10 0 YES NO

Interpretation: From the above analysis it is interpreted that maximum number of companies doesnt involve their employees in setting goals to their organization.

76

23. DO MOST OF THE EMPLOYEES ENJOY THEIR WORK

Table-24

Options

No. of respondents

Percentage

Yes

24

48%

No

26

52%

Analysis: From the above table we can analyze that 48% of the respondents surveyed agree that they enjoy their work and rest of the respondents doesnt enjoy their work due to different reasons.

77

Graph-23

100

90
80 70 60 50 40 30 20 10 0 yes
Interpretation: From the above analysis it is interpreted that maximum number of the respondents doesnt enjoy their work and the organizations should take necessary steps to satisfy the employees in their work.

no

78

FINDINGS
Majority of the employees in the organization are satisfied with the work place environment in the organization. If work environment is good in the organization they are capable to retain the employees in the organization for more than 1 year. Many companies lack in giving good facilities to their employees Majority of employees agreed that there is a good physical ambience. Employees stay in the job because they are paid well in the organization and also get other benefits with the good salary package Training is helpful in achieving the better performance Most of the employees are satisfied with their present working conditions Most of the companys cultural and emotional climate is positive and supportive which helps the organization to have good results from employees The employees of the organization strongly agreed with the majority strength they were a part of team work. Majority of the respondents strongly agree that their efforts are recognized and acknowledged it tangible ways Many organisations encourage innovation from the organization Company is concerned with the employee and helps them to solve work related problems. More number of employees agree that they have equal rights in the organization and the company also respects its employees More number of the respondents are feeling comfortable with their job and are successfully completing their tasks in job Company is concerned towards the safety and security of the employees

79

 Employees views are considered and encouraged in the organization Employers encourage and also adopts to win win conditions in the organization Leaders in the organization do not give an importance in decision making for employees Employees are motivated in the organization towards their work Employees in the organization are encouraged to the level of thinking out of the box where the employees are encouraged to give their feed back The superiors in most of the company do not conduct performance appraisal in the organization Maximum number of companies doesnt involve their employees in setting goals to their organization. Maximum number of the respondents doesnt enjoy their work and the organizations should take necessary steps to satisfy the employees in their work.

80

SUGGESTION
Face is index of mind in the same way ambience or work place is face of the company here are some suggestions related to work place environment and its impact on work satisfaction in the company. It is a matter of fact that a good physical ambience of the company makes employees to stay in the organization for a longer time. Employees who are satisfied with good working conditions salary and other benefits will give the best in the organization. When the company cultural and emotional climate is satisfactory then the employees motivated to the tasks efficiently in the organization. A good training and developmental activities will increase the efficiency and effectiveness of the employees. An employee with support of superior and subordinate in the organist ion will have better working climate and would be motivated to give his /her best in the organization. It is suggested that with the good work place environment in the company the companys goals and objectives are attend with proper feedback from superiors and subordinates. The entire employees in the organization must be supported for doing things on their own, and must be encouraged to own responsibilities.

81

BIBLIOGRAPHY

Research Methodology:

C.R.Kothari , 2nd edition. S.N Murty and U Bhojanna

International Human Resource Management: P.Subborao Human resource management: Ashwatappa

Website Address: www.hrsite.com www.scribd.com www.google.com www.citehr.com

82

QUESTIONNAIRE

I am student of second year MBA of the G.T.I.M.S.R College Bangalore, I am doing project on WORK PLACE ENVIORMENT AND ITS IMPACT ON EMPLOYEES
WORK SATISFACTION A CASE STUDY CONDUCTED AT SELECTED IT INDUSTRY ON BANGALORE CITY. as a part of study. I request you to provide the

required information for the completion of my study. I promise that the information is used exclusively for academic purpose only.

A. Name: B. Address:

.......... ... ....

C. Sex: D. Age:

Male: [

] Female [

E. Name of the company F. Marital status :

1. Are you satisfied with the work place environment

Strongly Agree Agree

Disagree

Strongly Disagree

2. From how long you are working in this organization

6 months

more than 1 year 83

3. Are you satisfied with the facilities given by the company Poor Average Good Excellent

4. How do you rate the company physical ambience Poor Average Good excellent

5. What makes you to stay in the job an organization

Salary Other benefits

6. Does your employer supports in having training programme or education

Yes No

7. How would you rank the working condition of your present job in regard to :
Job duties Staff

Availability of facility

Support of leader/manager

8. Is the culture and emotional climate of the organization is generally positive and supportive
Strongly Agree Agree

Disagree

Strongly Disagree

9. Do you feel that are you a part of team

Strongly Agree Agree

Disagree

Strongly Disagree 84

10. Does your efforts are recognized and acknowledge in tangible ways
Strongly Agree Agree

Disagree

Strongly Disagree

11. Do Innovation is expected from you and are you encouraged to take the initiatives
Strongly Agree Agree

Disagree

Strongly Disagree

12. Are you encouraged to solve as many of your own work related problem as possible
Strongly Agree Agree

Disagree

Strongly Disagree

13. At work you are accepted for the person you are
Strongly Agree Agree

Disagree

Strongly Disagree

14. Do you feel in control of your work and capable of competently running out your daily tasks
Strongly Agree Agree

Disagree

Strongly Disagree 85

15. The administrative team provides an environment in which you feel safe and secure
Strongly Agree Agree

Disagree

Strongly Disagree

16. Do your professional judgement is respected by your boss / do you have adequate freedom to exercise your judgement and expertise
Strongly Agree Agree

Disagree

Strongly Disagree

17. Do your boss is committed to win win solutions to problems

Strongly Agree Agree

Disagree

Strongly Disagree

18. Leaders in your organization give employees the authority to make decisions and take actions to meet the needs and expectations of your customers/clients
Strongly Agree Agree

Disagree

Strongly Disagree

19. Does your superior encouragement allow you to work to the best of your abilities
Strongly Agree Agree

Disagree

Strongly Disagree 86

20. Does your organization welcomes and encourages employees to think out of the box
Strongly Agree Agree

Disagree

Strongly Disagree

21. Does your superior asks you for feedback on his/her performance
Yes No

22. Do your organization involves employees in helping to set goals for the organization
Yes NO

23. Do most of the employees enjoy their work

Yes No

87