IMPACT OF JOB ENRICHMENT ON EMPLOYEE MOTIVATION

RUPESH VERMA LOVELY PROFESSIONAL UNIVERSITY 4TH SE

CONTENTS

PREFACE CERTIFICATE ACKNOWLEDGEMENT CHAPTER 1 1.1 INTRODUCTION 1.2 REVIEW OF LITERATURE CHAPTER 2 2.1 COMPANY PROFILE 2.2 HISTORY 2.3 GROWTH CHAPTER 3 3.1 OBJECTIVE OF THE STUDY 3.2 RESEARCH METHODOLOGY 3.3 RESEARCH DESIGN 3.4 SAMPLE SIZE 3.5 SAMPLING TECHN UE 3.! SOURCES OF DATA CHAPTER 4 4.1 ANALYSIS OF THE DATA 4.2 FINDINGS CHAPTER 5 CONCLUSION CHAPTER ! BIBLIOGRAPHY CHAPTER " APPENDICE

E#ECUTIVE SUMMARY Someone has rightly said that practical experience is far better and closer to the real world than more theoretical exposure. The practical experience helps the students to view the real business world closely, which in turn widely influences their perceptions and arguments their understanding of the real situation. Research work constitutes the backbone of any management education programme. management student has to do research work !uiet fre!uently during his entire span. "# is the stepping$stone to management care in order to reach practical and concrete results. This pro%ect is on &ob 'nrichment (mpact on 'mployee "otivation of mrit #anaspati )ompany *td. &ob 'nrichment refers vertical expansion of %obs. (t increases the degree to which the worker controls the planning, execution, and evaluation of work. n enriched %ob organi+es the tasks so as to allow the worker to do a complete activity, increases the employee,s freedom and independence, increases %ob responsibility and provides feedback. 'mployee,s %ob enrichment could be done in number of ways as follows. #y %ob rotation, allows workers to do different varieties of tasks. #y combining tasks, work activities are combined to give more challenging work assignments. #y implementing participative management, this allows employees to participate in decision making and strategic planning. #y providing autonomy for work , this allows employees to work independently #y providing feedback for their work, this allows employees to understand how poor or well they are doing. #y increasing client relationships, this increases direct relationship between employee and his clients. -

#ased on above understanding of %ob enrichment, we have identified factors which by which %ob enrichment could be done .These factors are as follows. &ob redesigning utonomy .eedback /ork place challenge )ustomer interaction 0articipate management .lexible working hours 1se of technical skills 2n the %ob training

The main ob%ectives of the pro%ect is to understand the &2# '3R()4"'3T ("0 )T 23
'"0*25'' "2T(6 T(23 in detail by interacting with the management, supervision and

workers and to see how far the various measures are implemented and bring out the drawbacks if any and recommended measures for the betterment of the system. Secondly to critically evaluate the &2# '3R()4"'3T impact on employee motivation as well as on absenteeism and turnover. t last study the most extensive changes those are critical for high motivation and performance.

PREFACE )orporate Training in an organi+ation is an integral and inseparable part of technical education syllabi8 it provides an opportunity and practical exposure to the students who are the future professional captains or leaders of the industry. There is a definite gap between theoretical knowledge9information imparted in classes and practical happenings9ground realities in any industrial organi+ation. This gap is bridged by practical training, which also strengthens the process of communication between the future professionals and corporate world. ( have done my summer training pro%ect from mrit #anaspati )ompany *imited, )handigarh

Road, Ra%pura. The company produces the edible oil !uality products, having brand names of :agan, :ini ;:32, )S2<, #ansari, Sunehri Teer, and "errigold, Sunflower oils under its banner. ( am assigned the task to study &ob 'nrichment (mpact on 'mployee "otivation of is controlled by the personnel department. =uring this training period ( learned a lot of other things beside the pro%ect assigned to me. ( have learned the office procedure in maintaining various registers and dissemination of information at various managerial levels. ( fenced the professional attitude in air and did grasp to an extent, what it takes to become a professional> 2ne thing more which ( learned during my training is that the working area of 4R is very wide. ? #), which

(n the 3utshell the whole experience was enlightening and interesting.

ACKNOWLEDGEMENT ( have prepared this pro%ect with the help of the many persons working in the organi+ation. ( collected primary data from the personnel department but secondary and supporting data was provided by many others. pro%ect work is never the work of a one person8 rather it is a combination of ideas, suggestions, views @ contribution involving various folks. ( want to thank several people for their professional assistance. This includes =r.R.A.Aalia ;:."$ 4R @ dmn<, #.S.&aswal ;Sr "anager$4R@ 0ers<, "r. Sita Ram and "r. mrit #anaspati )ompany *imited, :uvinder who gave me privilege of working as a trainee in writing. ( also want to thank all the person of the personnel department who gave their full support in completing my pro%ect. ll the persons mentioned above not only helped me but also provided guidance for completing the pro%ect by their vast experience and professional attitude. ( shall ever remain thankful to them and express my sincere gratitude Rupesh verma

Ra%pura. They devoted their precious time and rendered generous support for my research and

C$%&'() 1 1.1 I*')+,-.'/+*0 J+1 E*)/.$2(*' The current research pro%ect is based on &2# '3R()4"'3T. The new changes both in science and technology and business environment have brought a change in functional approach of an industrial organi+ation. The human resource executive plays a significant role to set and achieve the ob%ectives as the functional hori+on is extended from legalistic mundane approach to human relation. 'mployees are not perceived as human resource, as some human resource experts have termed the human resource as Cknowledge capitalD of the organi+ation. (t is, therefore, imperative for human resource executive to adopt a rationale approach to muster and accumulate the so$called knowledge capital. This places an immense responsibility on 4R executive, as there no direct scale to measure human 4R activities vis$E$vis the output. D(3/*/'/+*0 &ob 'nrichment is the addition to a %ob of tasks that increase the amount of employee control or responsibility. (t is a vertical expansion of the %ob as opposed to the hori+ontal expansion of a %ob, which is called %ob enlargement. "ost of us want interesting, challenging %obs where we feel that we can make a real difference to other people,s lives. s it is for us, so it is for the people who work with or for us. So why are so many %obs so nd what can you do to make the %obs you offer more satisfying> ;#y reducing boring and monotonous>

recruitment costs, increasing retention of experienced staff and motivating them to perform at a high level8 you can have a real impact on the bottom line.<

2ne of the key factors in good %ob design is %ob enrichment. This is the practice of enhancing individual %obs to make the responsibilities more rewarding and inspiring for the people who do them. /ith %ob enrichment, you expand the task set that someone performs. 5ou provide more stimulating and interesting work that adds variety and challenge to an employee,s daily routine. This increases the depth of the %ob and allows people to have more control over their work. The central focus of %ob enrichment is giving people more control over their work ;lack of control is a key cause of stress, and therefore of unhappiness.< /here possible, allow them to take on tasks that are typically done by supervisors. This means that they have more influence over planning, executing, and evaluating the %obs they do. (n enriched %obs, people complete activities with increased freedom, independence, and responsibility. They also receive plenty of feedback, so that they can assess and correct their own performance. 4ere are some strategies you can use to enrich %obs in your workplaceG

R+'%'( J+14 H :ive people the opportunity to use a variety of skills, and perform

different kinds of work. The most common way to do this is through %ob rotation. "ove your workers through a variety of %obs that allow them to see different parts of the organi+ation learn different skills and ac!uire different experiences. This can be very motivating, especially for people in %obs that are very repetitive or that focus on only one or two skills.

C+21/*( T%454 H )ombine work activities to provide a more challenging and complex

work assignment. This can significantly increase Ctask identityD because people see a %ob through from start to finish. This allows workers to use a wide variety of skills, which can make the work seem more meaningful and important. .or example, you can convert an assembly line process, in which each person does one task, into a process in which one person assembles a whole unit. 5ou can apply this model wherever you have people or groups that typically perform only one part of an overall process. )onsider expanding their roles to give them responsibility for the entire process, or for a bigger part of that process.

I,(*'/36 P)+7(.'8F+.-4(, W+)5 U*/'4 H #reak your typical functional lines and form

pro%ect$focused units. .or example, rather than having all of your marketing people in one department, with supervisors directing who works on which pro%ect, you could split the department into speciali+ed pro%ect units H specific storyboard creators, copywriters, and I

designers could all work together for one client or one campaign. feedback.

llowing employees to

build client relationships is an excellent way to increase autonomy, task identity, and

C)(%'( A-'+*+2+-4 W+)5 T(%24 H This is %ob enrichment at the group level. Set a

goal for a team, and make team members free to determine work assignments, schedules, rest breaks, evaluation parameters, and the like. 5ou may even give them influence over choosing their own team members. /ith this method, you,ll significantly cut back on supervisory positions, and people will gain leadership and management skills.

I2&9(2(*' P%)'/./&%'/:( M%*%;(2(*' H llow team members to participate in decision

making and get involved in strategic planning. This is an excellent way to communicate to members of your team that their input is important. (t can work in any organi+ation H from a very small company, with an owner9boss who,s used to dictating everything, to a large company with a huge hierarchy. /hen people reali+e that what they say is valued and makes a difference, they,ll likely be motivated.

R(,/4')/1-'( P+<() %*, A-'$+)/'6 H Redistribute control and grant more authority to s supervisors delegate more authority and

workers for making %ob$related decisions.

responsibility, team members, autonomy, accountability, and task identity will increase.

I*.)(%4( E2&9+6((8D/)(.'(, F((,1%.5 H "ake sure that people know how well, or

poorly, they,re performing their %obs. The more control you can give them for evaluating and monitoring their own performance, the more enriched their %obs will be. Rather than have your !uality control department go around and point out mistakes, consider giving each team responsibility for their own !uality control. /orkers will receive immediate feedback, and they,ll learn to solve problems, take initiative, and make decisions. &ob enrichment provides many opportunities for people,s development. 5ou,ll give them lots of opportunity for their task to participate in how their work gets done, and they,ll most$likely en%oy an increased sense of personal responsibility. &ob enrichment is connected to the concept of %ob enlargement.

&ob enrichment is the process of Kimproving work processes and environments so they are more satisfying for employeesK. "any %obs are monotonous and unrewarding $ particularly in the primary and secondary production industries. /orkers can feel dissatisfied in their position due to a lack of a challenge, repetitive procedures, or an over$controlled authority structure. &ob enrichment tries to eliminate these problems, and bring better performance to the workplace. There are three key parts to the process of %ob enrichment 1. T-)* (2&9+6((4= (33+)' /*'+ &()3+)2%*.(0

'nsuring that ob%ectives are well$defined and understood by everyone. The overall

corporate mission statement should be communicated to all. (ndividualLs goals should also be clear. 'ach employee should know exactly how she fits into the overall process and be aware of how important her contributions are to the organi+ation and its customers.

0roviding ade!uate resources for each employee to perform well. This includes support

functions like information technology, communication technology, and personnel training and development.

)reating a supportive corporate culture. This includes peer support networks, supportive .ree flow of information. 'liminate secrecy. 0rovide enough freedom to facilitate %ob excellence. 'ncourage and reward employee 0rovide ade!uate recognition, appreciation, and other motivators. 0rovide skill improvement opportunities. This could include paid education at 0rovide %ob variety. This can be done by %ob sharing or %ob rotation programmes. (t may be necessary to re$engineer the %ob process. This could involve redesigning the

management, and removing elements that foster mistrust and politicking.

initiative. .lextime or compressed hours could be offered.

universities or on the %ob training.

physical facility, redesign processes, change technologies, simplification of procedures, elimination of repetitiveness, redesigning authority structures.

1M

2. L/*5 (2&9+6((>4 &()3+)2%*.( ,/)(.'96 '+ )(<%),0

)lear definition of the reward is a must 'xplanation of the link between performance and reward is important "ake sure the employee gets the right reward if performs well (f reward is not given, explanation is needed

3. M%5( 4-)( '$( (2&9+6(( <%*'4 '$( )(<%),. H+< '+ 3/*, +-'?

sk them 1se surveys; checklist, listing, !uestionnaire<

&ob enrichment is a type of %ob redesign intended to reverse the effects of tasks that are repetitive re!uiring little autonomy. Some of these effects are boredom, lack of flexibility, and employee dissatisfaction ;*each @ /all, 2MM7<. The underlying principle is to expand the scope of the %ob with a greater variety of tasks, vertical in nature, that re!uire self$sufficiency. Since the goal is to give the individual exposure to tasks normally reserved for differently focused or higher positions, merely adding more of the same responsibilities related to an employeeLs current position are not considered %ob enrichment. The basis for %ob enrichment practices is the work done by .rederick 4er+berg in the 1J?MLs and BMLs, which was further refined in 1JF? by 4ackman and 2ldham using what they called the &ob )haracteristics "odel. This model assumes that if five core %ob characteristics are present, three psychological states critical to motivation are produced, resulting in positive outcomes ;Aotila, 2MM1<. .igure 1 illustrates this model.

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&ob enrichment can only be truly successful if planning includes support for all phases of the initiative. 2hio State 1niversity 'xtension began a %ob enrichment program in 1JJ2 and surveyed the participants five years later. The results, broken down into - sub$buckets of data beyond the main grouping of advantages9disadvantages as shown in Table 1, indicate the 1niversity had not fully considered the planning and administrative aspects of the program ;.ourman and &ones, 1JJF<. /hile the benefits are seemingly obvious, programs fail not because of a lack of benefits, but rather due to implementation problems. These problems can include a perception of too great a cost, lack of long$term commitment of resources, and potential %ob classification changes ;)unningham and 'berle, 1JJM<.

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(n order for a %ob enrichment program to produce positive results, worker needs and organi+ational needs must be analy+ed and acted upon. ccording to )unningham and 'berle ;1JJM<, before an enrichment program is begun, the following !uestions should be askedG 1. =o employees need %obs that involve responsibility, variety, feedback, challenge, accountability, significance, and opportunities to learn> 2. /hat techni!ues can be implemented without changing the %ob classification plan> -. /hat techni!ues would re!uire changes in the %ob classification plan> ;p.-< /hen asked about the successes of a Training :eneralist %ob enrichment program begun in 2MM2, Aaren Aeenan, *earning "anager with #ank of participants to date. merica, stated the accomplishments were, Kgreater than expectedK. The Training :eneralist program has resulted in three successful ccording to "s. Aeenan, positive results can be directly tied to a program that addressed the strategic goal of greater resource flexibility without adding to staff, as well as to proper planning, guidance, and feedback for the participants. 4aving a voluntary program contributed as well, attracting a high caliber of individuals eager to expand their skills and be positioned for advancement. To date, all three Training :eneralists have experienced promotions 1-

and additional recognition while affording "s. AeenanLs team financial results and workload flexibility it could not have otherwise achieved. %ob enrichment program can be a very effective intervention in some situations where a 0erformance Technician is faced with a re!uest for motivational training. Ralph #rown ;2MM7< summed it up very nicelyG Job enrichment doesn't work for everyone. Some people are very resistant to more responsibility or to opportunities for personal growth, butresearchers report that some people they expected to resist, seized the opportunity. nriching !obs is a particularly effective way to develop employees provided the !obs are truly enriched, not !ust more work for them to do. EVOLUTION OF MOTIVATION THEORIES "ainstream theories about employee motivation have varied greatly over the past century. 'arly conceptions, sometimes termed KtraditionalK management theory, assumed that work was an intrinsically undesirable pursuit and that workers naturally sought to do as little as possible. This translated into a sort of carrot$and$stick managerial policy whereby companies tried to maximi+e motivation by providing ade!uate compensation as an incentive but also by guarding against any sign of wayward behavior through authoritarian control regimes. backlash in the 1J7Ms and 1J?Ms against such policies, which did not always prove particularly successful, emphasi+ed building a conducive social environment in which workers felt valued and respected. This model still maintained managementLs authority over all critical matters, but attempted to make the workplace more palatable by humani+ing it. )urrent notions of employee motivation started to take root in the 1JBMs. 'laborating on the importance of human factors, contemporary theories envision workers as large and often untapped reserves of skills, ideas, and other potential benefits to an organi+ation. The motivation process, according to this view, involves tailoring the work environment and incentive structure to harness as much of this potential as possible. This approach emphasi+es granting employees greater flexibility, power, responsibility, and autonomy so that, to some extent, they may shape their own work environments as they see fit, while remaining accountable for both favorable and unfavorable outcomes of their actions. 17

THEORIES APPLIED Some attempts to bolster employee motivation still consider only extrinsic rewards. 'ndless mixes of (2&9+6(( 1(*(3/'4 such as health care and life insurance, &)+3/' 4$%)/*;@ employee stock ownership plans ;'S20s<, exercise facilities, subsidi+ed meal plans, .$/9, .%)( availability, company cars, and more have been used by companies in their efforts to maintain happy employees. lthough some experts argue that many of these efforts, if only directed at motivating employees, are %ust a waste of company money, it is clear that for certain individuals in certain scenarios, monetary incentives can stimulate better %ob performanceNat least for a while. The debate, rather, has been over whether such material factors have more than a superficial impact on motivation. "any modern theorists propose that the motivation an employee feels toward his or her %ob has less to do with material rewards such as those described above, than with the design of the %ob itself. Studies as far back as 1J27 show that simplified, repetitive %obs, for instance, fostered boredom and the taking of fre!uent, unauthori+ed breaks by those who performed them. (n 1J?M a series of attitude surveys found that highly segmented and simplified %obs resulted in lower employee morale and output. 2ther conse!uences of low employee motivation include absenteeism and high employee turnover, both very costly for businesses. K&ob enlargementK initiatives began to crop up in ma%or companies in the 1J?Ms, with one champion of the cause being (#" founder Thomas /atson, Sr. 2n the academic front, Turner and *awrence proposed task attributes that characteri+e %obs that motivate. Turner and *awrence suggest that there are three basic characteristics of a KmotivatingK %obG 1. "t must allow a worker to feel personally responsible for a meaningful portion of the work accomplished. n employee must feel ownership of and connection to the work he or she performs. 'ven in team situations, a successful effort will foster an individualLs awareness that his or her contributions were important in accomplishing the groupLs tasks. 2. "t must provide outcomes which have intrinsic meaning to the individual. 'ffective work that does not lead a worker to feel that his or her efforts matter will not be maintained. The outcome of an employeeLs work must have value to him or hers and to others in the organi+ation. 1?

-. "t must provide the employee feedback about his or her accomplishments. improvement of that which has already been performed.

constructive,

believable criti!ue of the work performed is crucial to a workerLs continuance or

(n 1JF1 4ackman and *awler tested these ideas. 1sing a telephone company as a test site, they surveyed 2MM employees to determine relationships between employee attitudes and behavior and the characteristics of the employeeLs %ob. The study also assessed whether an employeeLs reaction to his or her work was dependent upon particular kinds of satisfactions valued by the employee. 0ositive correlations were found to exist between the !uality of an employeeLs %ob, with !uality %obs meeting the three criteria above, and positive employee attitudes and behavior. .urther, Kdoing wellK at a %ob was interpreted by the employee as having put in a high !uality performance, rather than a high !uantity performance. 'mployees felt positively when they had accomplished something they felt was meaningful, and strove to do so if given an encouraging opportunity. MOTIVATION TOOLS The methods of motivating employees today are as numerous and different as the companies operating in the global business environment. /hat is the nature of the company and its industry> (s it small or big> /hat kind of culture is fostered> (s it conservative or innovative> /hat is important to the employees> /hat steps have been taken to find out> The best employee motivation efforts focus on what employees deem to be important. (t may be that employees within the same department of the same organi+ation will have different motivators. "any organi+ations today find that flexibility in %ob design and reward has resulted in employeesL increased longevity with the company, increased productivity, and better morale. lthough this Kcafeteria$planK approach to the work$reward continuum presents variety, some strategies are prevalent across all organi+ations that strive to improve employee motivation. EMPOWERMENT :iving employees more responsibility and decision$making authority increases their control over the tasks for which they are held responsible and better e!uips them to carry out those tasks. Trapped feelings arising from being held accountable for something one does not have the 1B

resources to carry out are diminished. 'nergy is diverted from self$preservation to improved task accomplishment. 'mpowerment brings the %ob enlargement of the 1J?Ms and the %ob enrichment that began in the 1JBMs to a higher level by giving the employees some of the power to expand their own %obs and create new, personally identified challenges. CREATIVITY AND INNOVATION t many companies, employees with creative ideas do not express them to management for fear of %eopardi+ing their %obs. )ompany approval and toeing the company line have become so ingrained in some working environments that both the employee and the organi+ation suffer. /hen the power to create in the organi+ation is pushed down from the upper echelon to line personnel, employees are empowered and those who know a %ob, product, or service best are given the opportunity to use their ideas to improve it. The power to create motivates employees and benefits the organi+ation in having a more flexible workforce, using more wisely the experience of its employees and increasing the exchange of ideas and information among employees and departments. These improvements also create an openness to change that can give a company the ability to respond !uickly to market changes and sustain a first mover advantage in the marketplace. "innesota "ining and "anufacturing )o., better known as -", has fostered company wide creativity for decades. (ts relentless support of new ideas has paid off in profitability and loyal employees who are so motivated that they have the most nimble and successful new product development system in the industry. ")( ;now part of ")( /orld)om<, too, encourages employees to develop new ideas and take chances with them. take risks.K LEARNING (f employees are given the tools and the opportunities to accomplish more, most will take on the challenge. )ompanies can motivate employees to achieve more by committing to perpetual enhancement of employee skills. ccreditation and licensing programs for employees are an increasingly popular and effective way to bring about growth in employee knowledge and motivation. 2ften, these programs improve employeesL attitudes toward the client and the company, while bolstering self$confidence. Supporting this assertion, an analysis of factors 1F top manager there stated, K/e donLt shoot people who make mistakes around here, we shoot people who donLt

which influence motivation to learn found that it is directly related to the extent to which training participants believe that such participation will affect their %ob or career utility. (n other words, if the body of knowledge gained can be applied to the work to be accomplished, then the ac!uisition of that knowledge will be a worthwhile event for the employee and employer. UALITY OF LIFE The number of hours worked each week by merican workers is on the rise again and many

families have two adults working those increased hours. 1nder these circumstances, many workers are left wondering how to meet the demands of their lives beyond the workplace. 2ften, this concern occurs while at work and may reduce an employeeLs productivity and morale. )ompanies that have instituted flexible employee arrangements have gained motivated employees whose productivity has increased. 0rograms incorporating flextime, condensed workweeks, or %ob sharing, for example, have been successful in focusing overwhelmed employees toward the work to be done and away from the demands of their private lives. MONETARY INCENTIVE .or all the championing of alternative motivators, money still occupies a rightful place in the mix of motivators. The sharing of a companyLs profits gives incentive to employees to produce a !uality product, perform a !uality service, or improve the !uality of a process within the company. /hat benefits the company directly benefits the employee. "onetary and other rewards are being given to employees for generating cost savings or process$improving ideas, to boost productivity and reduce absenteeism. "oney is effective when it is directly tied to an employeeLs ideas or accomplishments. 3evertheless, if not coupled with other, non monetary motivators, its motivating effects are short$lived. .urther, monetary incentives can prove counterproductive if not made available to all members of the organi+ation. OTHER INCENTIVES Study after study has found that the most effective motivators of workers are non monetary. "onetary systems are insufficient, in part because expectations often exceed results and because disparity between salaried individuals may divide rather than unite employees. 0roven non monetary motivators foster team spirit and include recognition, responsibility, and advancement. 1I

"anagers, who recogni+e the Ksmall winsK of employees, promote participatory environments, and treat employees with fairness and respect will find their employees to be more highly motivated. 2ne companyLs managers brainstormed to come up with -M powerful rewards that cost little or nothing to implement. The most effective rewards, such as letters of commendation and time off from work, enhanced personal fulfillment and self$respect. 2ver the longer term, sincere praise and personal gestures are far more effective and more economical than awards of money alone. (n the end, a program that combines monetary reward systems and satisfies intrinsic, self$actuali+ing needs may be the most potent employee motivator.

1J

1.2 R(:/(< +3 L/'()%'-)( H+*+9,A1BB"C@ suggests that an empowered organi+ation is one where managers supervise more people than in a traditional hierarchy and delegate more decisions to their subordinates ;"alone, 1JJF<. "anagers act like coaches and help employees solve problems. 'mployees, he concludes, have increased responsibility. Superiors empowering subordinates by delegating responsibilities to them leads to subordinates who are more satisfied with their leaders and consider them to be fair and in turn to perform up to the superior,s expectations ;Aeller and =ansereau, (n practice, the definition of delegation appears to be of critical importance.(t can be discerned by the language used by the researcher. The words CsubordinateD and CsuperiorD in the language suggests giving additional tasks to employees. This is not perceived as empowering by employees ;"enon 1JJ?<. 0roviding for the development of self$worth by negotiating for latitude in decision making and changing aspects of the employee,s %ob leads to increased levels of perceived self$control and hence empowerment. J+$*4+* A2DDEC, studied that absenteeism due to stress increased slightly in South frican

companies in 2MMI compared with the previous year. So far -.7O of all sick leaves taken until the end of &une this year were due to stress, depression and anxiety, according to )ams, a company which looks at corporate absenteeism. This was line with indications that the country was experiencing an economic downturn. (n 2MMF this figure was -.1O and -.JO in 2MMB. The research was done with the help of statistics from 1MM,MMM employees in BM companies, using data from doctor$issued sick certificates. K)ompanies should therefore continue to ask themselves what they could do to make their staff happy and productive.K M/994A1B"3C@ predicts that (ndustrial sociologists and psychologists have often paid little more than scant attention to the actual work of the people they have been studying. The literature is full of brief comments about the work situation which lack both data and an analytical framework. This deficiency is surprising. /ork content has been shown to have a significant impact on behaviour, morale, and productivity in the workplace. The purpose of %ob design research is to seek to understand this relationship more clearly and then to use research$based insights to create %obs which are more satisfying to perform, and more efficient in performance. s such this body of knowledge should be a sub%ect of particular relevance for personnel 2M

specialists since %ob content considerations should affect recruitment, training, placement and effort$reward policies. 4owever, although %ob content has very wide repercussions for the personnel area, %ob design is fre!uently left by default to the technical and engineering specialists, who seek to make their work system function effectively in production rather than human terms. M+;(9+3 ('.%9 A2DD5C@ discusses context$driven %ob satisfaction tradeoffs associated with careers in Plite versus non$Plite organi+ations and the role organi+ations may play in facilitating or impeding workers, participation in valued activities. (t emphasi+es the importance of participation in valued activities as a key driver of %ob satisfaction. The original purpose of this study was not to focus on %ob satisfaction, but rather to conduct an exploratory investigation of how symphony orchestra players cope with the frustrations and disappointments of orchestra life. Symphony orchestra players report surprisingly low levels of %ob satisfaction given the perception held by many that life and work in symphony orchestras is glamorous and rewarding. O)&(*A2DD"C@ examined that ;1< 'mployees in the enriched condition perceived their %obs as more enriched than before8 ;2< enrichment caused significant increases in employee %ob satisfaction, %ob involvement, and internal motivation8 ;-< enrichment led to significant decreases in absenteeism and turnover8 but ;7< enrichment had little impact on performance, whether assessed by superiorsL ratings or by actual output. These findings, which are described in terms of the 4ackman$2ldham theory of %ob design, are regarded as suggestive evidence that enrichment can cause substantial improvements in employee attitudes, but that these benefits may not lead to greater productivity. (t is argued that in order to explain the effect of enrichment on performance, it is necessary to consider other factors besides the psychological states produced by %obs which are seen to have certain characteristics. P('() ('.%9 A2DD4C@ said &ob enrichment is a type of %ob redesign intended to reverse the effects of tasks that are repetitive re!uiring little autonomy. Some of these effects are boredom, lack of flexibility, and employee dissatisfaction ;*each @ /all, 2MM7<. The underlying principle is to expand the scope of the %ob with a greater variety of tasks, vertical in nature, that re!uire self$ sufficiency. Since the goal is to give the individual exposure to tasks normally reserved for

21

differently focused or higher positions, merely adding more of the same responsibilities related to an employeeLs current position is not considered %ob enrichment. P(''2%*A1B"BC@ examines that C!uality of working lifeD ;Q/*< has grown steadily over a period in which the industrialised nations have increasingly come to !uestion the role and status of human beings in the modern technological environment. (n recent years concern with the nature of work, its impact upon people, and their attitudes towards it, seem to have sharpened. (nvestigation of, and experimentation with, the !ualitative aspects of working lifeNits ability to confer self$fulfilment directly, for example, as opposed to being a means of ac!uiring goodsN has gained momentum under the influence of a uni!ue set of economic, social, political and technological factors. The outpouring of books, reports and articles from a wide variety of sources has, not surprisingly, grown apace. R+1()'4A2DD!C@ study that absence is a ma%or issue for many 1A organi+ations, yet less than half monitor the cost of absence to their business ;)(0=, &uly 2MMF<. 2n average the cost of absence is RB?J per employee per year and in addition to this the indirect cost of absenteeism on the organi+ation is significant, affecting productivity levels and knowledge management and putting customer service, morale and corporate reputations at risk. "anaging absence is about starting with the little things. U99%$A1BB1C@ )onsiders that implementing total !uality management is more a matter of changing people than changing technologies. Shows how psychology can be used to facilitate the process. 'xamines attitudes and behaviour, values and motivation. =iscusses work redesign and goal setting as methods of motivating staff to achieve desired standards of work behaviour. .inally, considers the importance of psychological measurement to test customer attitudes. )oncludes that there are other areas of organisational psychology which have implications for implementing a programme of total !uality, and that the human side of TQ" is at least as important as the technical side.

22

C$%&'() 2 2-

2.1 COMPANY PROFILE mrit #anaspati is an (S2 JMM1$2MMM certified company. (t has a history of five decades in business of edible oil products. Today, it is one of the largest manufacturing unit of edible oil in the country. (ts main brands are :agan, :inni ;:32, )S2<, #ansari, Sunehri Teer, "errigold, and Sunflower 2il, which are very popular and virtually common household names in various parts of the country. (n terms of turnover mrit #anaspati )ompany *imited, has been rated amongst the top 1MM mrit #anaspati )ompany *imited companies of the (ndia. *ate Shri *axmi 3arain #a%a% set up

in the year 1J7M. (t was the ninth company of the country established in the #anaspati industry. The main branches that are under the mrit group areG a< b< c< mrit #anaspati )ompany *imited, :ha+iabad ;10.< mrit 0aper Sailkhurd, 4oshiarpur ;0un%ab< mrit #anaspati )ompany *imited, Ra%pura ;0un%ab<

A2)/' B%*%4&%'/ C+2&%*6 L/2/'(,@ G$%F/%1%, AUP.C (n :ha+iabad mrit #anaspati )ompany has a corporate office. A2)/' P%&() S%/95$-),@ H+4$/%)&-) AP-*7%1C 2ne of the leading producers of the print paper in the country. The production capacity has increased from 1M,MMM mts in 1JIM to 27,MMM mts at present. The company is saving precious foreign exchange for the country. A2)/' B%*%4&%'/ C+2&%*6 L/2/'(,@ R%7&-)% AP-*7%1C This unit of the mrit :roup was put in the year 1JBJ$1JFM with a capacity of 1MM mts per day of #anaspati ;4ydrogenated vegetable oil<. *ater in the year 1JI2$I- capacity was increased 12? mts per day. Then later on a separate facility to produce set of refined oils to the capacity of BM mts per day. t present company is manufacturing -BMM mts of #anaspati oil out of which -MMM of mts is produced in small packets under the brand name :agan, which is a well$known and accepted brand in entire 3orthern (ndia. (n Refined oil company is producing 1BMM$1FMM mts per month. 27

T6&(4 +3 R(3/*(, O/90 8 :inni :round 3ut 2il :inni :round )otton Seed 2il :inni :old Sunflower 2il :inni )orn 2il :inni is again a renewed and well$known brand in 3orthern (ndia. 6ery recently the company has launched table margarine under the brand name "errigold. The product has received a good response. Ra%pura )ompany is catering in the states of 0un%ab, 4aryana, 4imachal 0radesh, &ammu and Aashmir, Ra%asthan, "adhya 0radesh, and /est #engal @ )handigarh. 3orthern 'astern states are roughly estimated around BMO of the turnover of Ra%pura is around 7MM crores. Ra%pura plant is e!uipped with latest technology, developed in field of oil processing. #esides technology developed by machinery suppliers, the company has its own complete research and development facility. /here company keeps improving the process needed for oil processing and other R@= work. 4ence the plant regularly introduces new products in the market at regular intervals of time.State of 0un%ab has plenty of edible oils available and hence maximum need of the company is met locally within the 0un%ab state and rest of the need is fulfilled from the other parts of the country.(n future it seems that oil industry is going to be in good demand as its products are a basic part of the day today life and part of household.

LIST OF PRODUCTS08

2?

1. :agan 6anaspati 2. :inni :old Refined Sunflower -. :inni Refined )otton Seed 2il 7. :inni Refined :round 2il ?. :inni *ite Refined 2il B. :inni Refined Ricebran 2il F. :inni Refined Soyabean 2il I. "errigold Table "argarine J. :agan Aachi :hani "ustard 2il 1M. "erri *ite )alorie 6egetable 11. :agan Salt 12. :agan #asmati Rice

VARIOUS SLOGANS USED BY COMPANY 2B

K$%+ G%;%* R%$+ 2%;%* T$( O/9 +3 T+,%6

0 0

B%*%4&%'/ C+''+* S((, O/9 W+2%* +3 '+,%6

T$( C+2&9('( O/9

S-*39+<() O/9 C+2&9('( 3%2/96

I'4 T%5(4 +* '$( F9%:+-) +3 F++,

G)+-*,*-' O/9

A4 P-)( %4 M+'$()>4 L+:(

M-4'()(, O/9

I'>4 N+' B-''()@ I'>4 B(''()

M())/;+9, T%19( M%);)/*(

T$( T%4'( +3 G++, H(%9'$

M())/')(%' B)(%, S&)(%,

2F

THE MISSION STATEMENT OF THE COMPANY GT+ &)+,-.' %*, 4(99 ;++,4 '+ %.$/(:( '$( $/;$(4' )('-)* +* 4%9(4 /* '$( /*,-4')6 %*, '$( '+'%9 4%'/43%.'/+* +3 '$( .-4'+2()4@ (2&9+6((4 %*, '$( 4$%)( $+9,()4 /* '$%' +),()H.

KEY ORGANIZATION ELEMENTS OF AMRIT BANASPATI CO.LTD

C$%/)2%* .-2 M%*%;/*; ,/)(.'+)

I M).N%)(4$ K-2%) B%7%7

V/.( C$%/)2%* .-2 M%*%;/*; ,/)(.'+) I M). J%;(4$ K-2%) K$%/'%* S(*/+) EJ(.-'/:( D/)(.'+) D/)(.'+) D/)(.'+) D/)(.'+) D/)(.'+) D/)(.'+) D/)(.'+) D/)(.'+) D/)(.'+) D/)(.'+) G.M8 HR K A,2* S) M%*%;()8HRK P()4 I M).S-)(4$.C. A;;)<%9 IM). M%*2+$%* L%9 S%)/* IM).R+2(4$ L%9 IM).H%)/ S$%*5%) G+(*5% IM).L%9/' M+$%* S-)/ IM).V/)%*,() 5-2%) S/1%9 ID).B%91/) S/*;$ B$%'/% IM).P%:%* K$%/'%* IM).A4$<%*/ K-2%) B%7%7 IM).V/5)%2 B%7%7 ID).R.K.K%9/% NM).B.4.J%4<%9

2I

2.2 HISTORY mrit #anaspati )ompany is a public limited company started on 2J "arch 1J7M by *ate Sh. *axmi 3arain #a%a%. The company )ommenced business on the day of basakhi i.e. 1-th pril 1J7M by production of #anaspati at its :ha+iabad plant. (n 1J7M, 2?$mt capacity of plant was started at :ha+iabad ;1.0.<. 6ery soon the product became popular and sales increased accordingly. 4ence the capacity of the plant was increased to ?M$mt per day in 1J?7. The company was managed by "9S mrit gency 0rivate *imited till 1J?B. Thereof the managing agency was terminated and now #oard of =irectors manages it. :overnor of 0un%ab =r =.). 0avte reali+ing the increased demand in the field a 1MM$mt per day plant was started at Ra%pura in the year 1JBJ. The foundation stone of the company was laid by =r =.). 0avte on "arch MB, 1JBJ while the company was inaugurated by the honorable chief minister of 0un%ab "r. S. :urnam Singh on =ecember MB, 1JBJ. The commercial production of the #anaspati at Ra%pura unit started on &anuary 1M, 1JFM. #y noticing the power shortages in the state the company has installed diesel generator sets of high capacity at both of its units so as to reduce production losses due to power failures. The company,s most prestigious product today is "errigold )holesterol free "argarine launched in 1JJ1 at its Ra%pura unit. Since its establishment the company has grown very fast and also diversified its business. The main ob%ective of the company is the consumer satisfaction, !uality of the product to reach at break$even point and price stabili+ation 2.3 GROWTH #1S(3'SS T1R326'R The 0resent turnover of mrit group is around 11MM crores and that of Ra%pura unit is of IMM crores. (n terms of turnover mrit #anaspati )ompany has been ranked amongst the top companies of the (ndia.

2J

FINANCIAL STATEMENTS FOR AMRIT CORP. LTD 5ear over year, mrit )orp. *td has seen revenues fall from 7.F# to 272.B". This along with an increase in income tax expense has led to a reduction in the bottom line from 17B.1" to F1.?". )urrency in "illions of (ndian Rupees s ofG M%) 31 2DD4 P)(44 R(9(%4( M%) 31 M%) 31 M%) 31 2DD5 2DD! 2DD" P)(44 P)(44 P)(44 R(9(%4( R(9(%4( R(9(%4( 272.B 12.2 2?7.F 122.F 1-2.1 1?.M 11.7 F?.? 1M1.J -M.2 $2.F

Revenues 2ther Revenues T2T * R'6'31'S )ost of :oods Sold :R2SS 0R2.(T Selling :eneral @ dmin 'xpenses, Total =epreciation @ morti+ation, Total 2ther 2perating 'xpenses 2T4'R 20'R T(3: 'S0'3S'S, T2T * 20'R T(3: (3)2"' (nterest 'xpense

7,7F7.J 7,B2I.7 7,BF1.7 2J.I 2M.2 2-.B

7,?M7.F 7,B7I.B 7,BJ?.M -,1B7.7 -,2-I.- -,M??.M 1,-7M.- 1,71M.7 1,B7M.M 1MI.F 11J.7 -F.1 ?7.J 12-.1 B2.7

1,MI1.- 1,12?.7 1,2B7.? 1,22F.M 1,2JJ.F 1,7?M.M 11-.2 11M.F $?F.$?J.7 1JM.1 $?F.?

-M

3'T (3T'R'ST 'S0'3S' 2ther 3on$2perating (ncome ;'xpenses< '#T, 'S)*1=(3: 131S1 * (T'"S 2ther 1nusual (tems, Total 2ther 1nusual (tems '#T, (3)*1=(3: 131S1 * (T'"S (ncome Tax 'xpense 'arnings from )ontinuing 2perations 3'T (3)2"' 3'T (3)2"' T2 )2""23 (3)*1=(3: 'STR (T'"S 3'T (3)2"' T2 )2""23

$?F.M.M ??.J $$ $$ ??.J 11.? 77.7 77.7

$?J.7 M.M ?1.27.M 27.M F?.1B.?J.M ?J.M

$?F.? M.M 1-2.? JJ.I JJ.I 2-2.IB.1 17B.1 17B.1

$2.F M.M 2F.B F2.? F2.? 1MM.1 2I.B F1.? F1.?

77.7

?J.M

17B.1

F1.?

77.7

?J.M

17B.1

F1.?

The revenues fall from 7.F# to 272.B" of )orp. The 0resent turnover of companies of the (ndia.

mrit )orp. *td because

mrit group splits into mrit

various individual companies in 2MMB due to this there is sudden fall in the revenue of IMM crores. (n terms of turnover

mrit group is around 11MM crores and that of Ra%pura unit is of mrit #anaspati )ompany has been ranked amongst the top

-1

C$%&'() 3 3.1 OBJECTIVES OF THE STUDY To understand the &2# '3R()4"'3T ("0 )T 23 '"0*25'' "2T(6 T(23 in detail by interacting with the management, supervision and workers and to see how far the various measures are implemented and bring out the drawbacks if any and recommended measures for the betterment of the system.

To critically evaluate the &2# '3R()4"'3T impact on employee motivation as well as on absenteeism and turnover.

To study the most extensive changes those are critical for high motivation and performance.

3.2 R(4(%).$ M('$+,+9+;6 &ob 'nrichment refers vertical expansion of %obs. (t increases the degree to which the worker controls the planning, execution, and evaluation of work. n enriched %ob organi+es the tasks so as to allow the worker to do a complete activity, increases the employee,s freedom and independence, increases %ob responsibility and provides feedback. 'mployee,s %ob enrichment could be done in number of ways as follows. #y %ob rotation, allows workers to do different varieties of tasks. #y combining tasks, work activities are combined to give more challenging work assignments. #y implementing participative management, this allows employees to participate in decision making and strategic planning. #y providing autonomy for work , this allows employees to work independently #y providing feedback for their work, this allows employees to understand how poor or well they are doing.

-2

 #y increasing client relationships, this increases direct relationship between employee and his clients. The research methodology adopted in this research consists of the following stepsG P)+.(,-)( 3+99+<(,0 #ased on above understanding of %ob enrichment, we have identified factors which by which %ob enrichment could be done .These factors are as follows. &ob redesigning utonomy .eedback /ork place challenge )ustomer interaction 0articipate management .lexible working hours 1se of technical skills 2n the %ob training

!uestionnaire was prepared to see the effect of all of the above factors of employee motivation, absenteeism and turnover which in turn effects employee satisfaction. Independent variables for the study: &ob 'nrichment ; &ob redesigning, use of technical skills, on the %ob training< Dependent variables for the study: "otivation, bsenteeism, Turnover, &ob Satisfaction. 3.3 D(4/;* +3 R(4(%).$ -utonomy, .eedback,

work place challenge, customer interaction, participative management, flexible working hours,

Research design provides the glue that holds the research pro%ect together.

design is used to

structure the research, to show how all of the ma%or parts of the research pro%ect $$ the samples or groups, measures, treatments or programs, and methods of assignment $$ work together to try to address the central research !uestions. 4ere, after a brief introduction to research design, (Lll show you how ( classify the ma%or types of designs. 2ur research design is concentrated with the specification of method and procedures used for conducting study. The research design of our study is both explanatory as well as descriptive. 2ur research is exploratory in initial stages to provide background to the study. 4ere we explore general sub%ects to study. i< Study of available literature. ii< Survey of experienced individuals. iii< nalysis of insight stimulating examples. :radually as we proceed we shift to a descriptive research design as we concrete data from primary sources as well. /e choose to make the study descriptive as it is too made regarding &2# '3R()4"'3T ("0 )T 23 '"0*25'' "2T(6 T(23 of the company. 3.4 S%2&9( S/F( /here the frame and population are identical, statistical theory yields exact recommendations on sample si+e. 4owever, where it is not straightforward to define a frame representative of the population, it is more important to understand the cause system of which the populations are outcomes and to ensure that all sources of variation are embraced in the frame. *arge number of observations is of no value if ma%or sources of variation are neglected in the study. (n other words, it is taking a sample group that matches the survey category and is easy to survey. The 4%2&9( 4/F( of a statistical sample is the number of observations that constitute it. (t is typically denoted n, a positive integer ;natural number<. Typically, different sample si+es lead to different precision of measurement. This can be seen in such statistical rules as the law of large numbers and the central limit theorem. 0opulation consists of -MMM employees. 2ur sample element comprises middle level management and staff managers. -7

3ame and proper identification of the employees was taken from the attendance register of the company. 2ur sample unit is "R(T # 3 S0 T( )2. *T=.

I*/'/%9 .$%)%.'()/4'/.4 +3 '$( 4%2&9( 4/F( Sample size taken for study# $ge %roupG &ork xperienceG $verage rate of absenteeism# Job 'onotonyG Job SatisfactionG 3.5 S%2&9/*; '(.$*/L-( S%2&9/*; is that part of statistical practice concerned with the selection of individual observations intended to yield some knowledge about a population of concern, especially for the purposes of statistical inference. 'ach +14():%'/+* measures one or more properties ;weight, location, etc.< of an observable entity enumerated to distinguish ob%ects or individuals. Survey weights often need to be applied to the data to ad%ust for the sample design. Results from probability theory and statistical theory are employed to guide practice. The sampling process comprises several stagesG

-M -M$7? yrs 7$I years once in - months average Satisfied

=efining the population of concern Specifying a sampling frame, a set of items or events possible to measure

Specifying a sampling method for selecting items or events from the frame =etermining the sample si+e -?

(mplementing the sampling plan Sampling and data collecting Reviewing the sampling process

The sampling techni!ue will be probabilistic sampling more specifically the random sampling. s in probabilistic sampling the select unit for observation with known probabilities so that statistically sound assumptions are supported from the sample to entire population so that we had positive probability of being selected into the sample. Since the number of employees at different level management is !uite high so it is not possible to collect data from each individual working in the company. 4ere we will use S("0*' R 3=2" S "0*(3: method for selecting the employees. (n this method each member of the population has an e!ual probability of being the sample. 3.! S+-).(4 +3 D%'% "y purpose is to provide information that will assist you in interpreting Statistics data. The information ;also known as metadata< is provided to ensure an understanding of the basic concepts that define the data including variables and classifications8 the underlying statistical methods and surveys8 and key aspects of the data !uality. =irect access to !uestionnaires is also provided. ( will used primary source of data that is structured !uestionnaire will be used. s our research

problem is to study %ob enrichment impact on employee motivation. This research data collected from the primary source only. 2ur method of collecting the data is from the !uestionnaire that will be filled by the respondent from the sample, it will be structured !uestionnaire. The pro%ect report much attention was paid on the sub%ective study because the topic deals with psycho$socio behavior of the workers. The research work was carried out by visiting the various department of .#.) *T=. 3." T(4' A&&9/(, ANOVA0 T<+8F%.'+) </'$+-' R(&9/.%'/+* -B

(n statistics, %*%964/4 +3 :%)/%*.( ;ANOVA< is a collection of statistical models, and their associated procedures, in which the observed variance is partitioned into components due to different explanatory variables. The initial techni!ues of the analysis of variance were developed by the statistician and geneticist R. . .isher in the 1J2Ms and 1J-Ms, and is sometimes known as F/4$()=4 ANOVA or F/4$()=4 %*%964/4 +3 :%)/%*.(, due to the use of .isherLs .$distribution as part of the test of statistical significance. R.A FISHER@H nalysis of variance is the separation of the variance ascrible to one group of causes from the variance ascrible to other group. Two$way anova ;also known as a factorial anova, with two factors< when you have one measurement variable and two nominal variables. The nominal variables ;often called KfactorsK or Kmain effectsK< are found in all possible combinations. .or example, letLs say you are testing the null hypothesis that stressed and unstressed rats have the same glycogen content in their gastrocnemius muscle, and you are worried that there might be sex$related differences in glycogen content as well. The two factors are stress level ;stressed vs. unstressed< and sex ;male vs. female<. 1nlike a nested anova, each grouping extends across the other grouping. (n a nested anova, you might have Kcage 1K and Kcage 2K nested entirely within the stressed group, while Kcage -K and Kcage 7K were nested within the unstressed group. (n a two$way anova, the stressed group contains both male and female rats, and the unstressed group also contains both male and female rats. The factors used to group the observations may both be model (, may both be model ((, or may be one of each ;Kmixed modelK<. two$way anova may be done with replication ;more than one observation for each combination of the nominal variables< or without replication ;only one observation for each combination of the nominal variables<. A44-2&'/+*4 Two$way anova, like all anovas, assumes that the observations within each cell are normally distributed and have e!ual variances

-F

T<+8<%6 %*+:% </'$+-' )(&9/.%'/+* N-99 $6&+'$(4(40 /hen there is only a single observation for each combination of the nominal variables, there are only two null hypothesesG that the means of observations grouped by one factor are the same, and that the means of observations grouped by the other factor are the same. (t is impossible to test the null hypothesis of no interaction. Testing the two null hypotheses about the main effects re!uires assuming that there is no interaction. H+< '$( '(4' <+)540 The mean s!uare is calculated for each of the two main effects, and a total mean s!uare is also calculated by considering all of the observations as a single group. The remainder mean s!uare ;also called the discrepance or error mean s!uare< is found by subtracting the two main effect mean s!uares from the total mean s!uare. The .$statistic for a main effect is the main effect mean s!uare divided by the remainder mean s!uare. R(&(%'(, 2(%4-)(40 2ne experimental design that is analy+ed by a two$way anova is repeated measures, where an observation has been made on the same individual more than once. This usually involves measurements taken at different time points. .or example, you might measure running speed before, one week into, and three weeks into a program of exercise. #ecause individuals would start with different running speeds, it is better to analy+e using a two$way anova, with KindividualK as one of the factors, rather than lumping everyone together and analy+ing with a one$way anova. Sometimes the repeated measures are repeated at different places rather than different times, such as the hip abduction angle measured on the right and left hip of individuals. Repeated measures experiments are often done without replication, although they could be done with replication. (n a repeated measures design, one of main effects is usually uninteresting and the test of its null hypothesis may not be reported. (f the goal is to determine whether a particular exercise program affects running speed, there would be little point in testing whether individuals differed from each other in their average running speed8 only the change in running speed over time would be of interest. R%*,+2/F(, 19+.540 nother experimental design that is analy+ed by a two$way anova is

randomi+ed blocks. This often occurs in agriculture, where you may want to test different -I

treatments on small plots within larger blocks of land. #ecause the larger blocks may differ in some way that may affect the measurement variable, the data are analy+ed with a two$way anova, with the block as one of the nominal variables. 'ach treatment is applied to one or more plot within the larger block, and the positions of the treatments are assigned at random. This is most commonly done without replication ;one plot per block<, but it can be done with replication as well C$%&'() 4 ANALYSIS AND INTERPRETATION 1C I2&%.' +3 J+1 )(,(4/;* +* M+'/:%'/+*@ A14(*'((/42 %*, T-)*+:() "otivation 2? 2 bsenteeism Turnover 2 B I 17 2M 1M

(ncrease =ecrease 3o 'ffect

GRAPHICAL REPRESENTATION

ANOVA0 T<+8F%.'+) </'$+-' R(&9/.%'/+* -J

#y applying nova test we can analy+es if there is impact of &ob redesign on "otivation, bsenteeism and Turnover or not. S'(&10 S'%'( H6&+'$(4/4G H+0 There is no impact of &ob redesign on "otivation, bsenteeism and Turnover. H%0 There is an impact of &ob redesign on "otivation, bsenteeism and Turnover. 326 G Two$.actor without Replication
SUMMARY Row 1 Row 2 Row 3 Column 1 Column 2 Column 3 Count 3 3 3 3 3 3 Sum 33 24 33 30 30 30 Averag e 11 8 11 10 10 10 Varianc e 151 36 73 169 84 16

ANOVA
Source of Variation Rows Columns Error Total SS 18 0 520 538 df 2 2 4 8 MS 9 0 130 F 7.69231 0 P-value 0.934205 1 F crit 6.944276 6.944276

I*'()&)('%'/+*0 The table value at ?O level of significance is B.J772FB and calculated value is F.BJ2-1, since calculated value is greater than the tabulated value, hence null hypotheses is re%ected. There is impact of &ob redesign on "otivation, decreased and 2-.-MO were not affected. bsenteeism and Turnover. (t is also interpreted that level of motivation was increased on FMO employees while on B.FMO level of motivation was

7M

2C I2&%.' +3 J+1 A-'+*+26 +* M+'/:%'/+*@ A14(*'((/42 %*, T-)*+:() "otivation 27 7 2 bsenteeism Turnover 2 I 17 12 17 1M

(ncrease =ecrease 3o 'ffect

GRAPHICAL REPRESENTATION

ANOVA0 T<+8F%.'+) </'$+-' R(&9/.%'/+* #y applying nova test we can analy+es if there are is impact of &ob autonomy on "otivation, bsenteeism and Turnover or not.

S'(&10 S'%'( H6&+'$(4/4G H+0 There is no impact of &ob autonomy on "otivation, bsenteeism and Turnover. H%0 There is an impact of &ob autonomy on "otivation, bsenteeism and Turnover.

71

326 G Two$.actor without Replication

SUMMARY Row 1 Row 2 Row 3 Column 1 Column 2 Column 3 Count 3 3 3 3 3 3 Sum 34 30 26 30 30 30 Average 11.33333 10 8.666667 10 10 10 Variance 129.3333 28 37.33333 148 48 4

ANOVA Source of Variation Rows Columns Error Total

SS 10.66667 0 389.3333 400

df 2 2 4 8

MS 5.333333 0 97.33333

F 8.54795 0

P-value 0.947378 1

F crit 6.944276 6.944276

I*'()&)('%'/+*0 The table value at ?O level of significance is B.J772FB and calculated value is I.?J2-1, since calculated value is greater than the tabulated value, hence null hypotheses is re%ected. There is impact of &ob autonomy on "otivation, bsenteeism and Turnover. (t is also interpreted that level of motivation was increased on BB.BFO employees while on 1-.--O level of motivation was decreased and 2M.MMO were not affected.

72

3C I2&%.' +3 F((,1%.5 +* M+'/:%'/+*@ A14(*'((/42 %*, T-)*+:() "otivation 1B 7 1M bsenteeism Turnover B ? J 11? 12

(ncrease =ecrease 3o 'ffect

GRAPHICAL REPRESENTATION

ANOVA0 T<+8F%.'+) </'$+-' R(&9/.%'/+* #y applying nova test we can analy+es if is impact of .eedback on "otivation, bsenteeism and Turnover or not.

S'(&10 S'%'( H6&+'$(4/4G H+0 There is no impact of .eedback on "otivation, bsenteeism and Turnover. H%0 There is an impact of .eedback on "otivation, bsenteeism and Turnover.

7-

326 G Two$.actor without Replication

SUMMAR Y Row 1 Row 2 Row 3 Column 1 Column 2 Column 3 Count 3 3 3 3 3 3 Sum 27 26 37 30 30 30 Average 9 8.666667 12.33333 10 10 10 Variance 37 20.33333 6.333333 36 21 19

Source of Variation Rows Columns Error Total

SS 24.66667 0 127.3333 152

df 2 2 4 8

MS 12.33333 0 31.83333

F 0.387435 0

P-value 0.701774 1

F crit 6.944276 6.944276

I*'()&)('%'/+*0 The table value at ?O level of significance is B.J772FB and calculated value is M.-IF7-?, since calculated value is less than the tabulated value, hence a null hypothesis is accepted. There is no impact of feedback on "otivation, bsenteeism and Turnover. (t is also interpreted that level of motivation was increased on 2M.MMO employees while on -M.MMO level of motivation was decreased and ?M.MMO were not affected.

77

7< I2&%.' +3 W+)5 C$%99(*;(4 +* M+'/:%'/+*@ A14(*'((/42 %*, T-)*+:() (ncrease =ecrease 3o 'ffect "otivation 21 ? 7 bsenteeism I I 17 Turnover B 1B I

GRAPHICAL REPRESENTATION

ANOVA0 T<+8F%.'+) </'$+-' R(&9/.%'/+* #y applying nova test we can analy+es if is impact of work challenges on "otivation, bsenteeism and Turnover or not.

S'(&10 S'%'( H6&+'$(4/4G H+0 There is no impact of work challenges on "otivation, bsenteeism and Turnover. H%0 There is an impact of work challenges on "otivation, bsenteeism and Turnover.

7?

326 G Two$.actor without Replication

SUMMARY Row 1 Row 2 Row 3 Column 1 Column 2 Column 3 Count 3 3 3 3 3 3 Sum 35 29 26 30 30 30 Average 11.66667 9.666667 8.666667 10 10 10 Variance 66.33333 32.33333 25.33333 91 12 28

ANOVA Source of Variation Rows Columns Error Total

SS 14 0 248 262

df 2 2 4 8

MS 7 0 62

F 7.112903 0

P-value 0.895985 1

F crit 6.944276 6.944276

I*'()&)('%'/+*0 The table value at ?O level of significance is B.J772FB and calculated value is F.112JM-, since calculated value is more than the tabulated value, hence a null hypothesis is re%ected. There is impact of work challenges on "otivation, bsenteeism and Turnover. (t is also interpreted that level of motivation was increased on FM.MMO employees while on 1B.BFO level of motivation was decreased and 1-.--O were not affected.

7B

5C

I2&%.' +3 .-4'+2() /*'()%.'/+* +* M+'/:%'/+*@ A14(*'((/42 %*, T-)*+:() "otivation 1I J bsenteeism 7 F 1J Turnover 2 I 2M

(ncrease =ecrease 3o 'ffect

:R 04() * R'0R'S'3T T(23

ANOVA0 T<+8F%.'+) </'$+-' R(&9/.%'/+* #y applying nova test we can analy+es if is impact of )ustomer interaction on "otivation, bsenteeism and Turnover or not.

S'(&10 S'%'( H6&+'$(4/4G H+0 There is no impact of )ustomer interaction on "otivation, bsenteeism and Turnover. H%0 There is an impact of )ustomer interaction on "otivation, bsenteeism and Turnover.

7F

326 G Two$.actor without Replication

SUMMARY Row 1 Row 2 Row 3 Column 1 Column 2 Column 3 Count 3 3 3 3 3 3 Sum 24 18 48 30 30 30 Averag e 8 6 16 10 10 10 Varianc e 76 7 37 57 63 84

326
Source of Variation Rows Columns Error Total SS 168 0 240 408 df 2 2 4 8 MS 84 0 60 F 1.4 0 P-value 0.346021 1 F crit 6.944276 6.944276

I*'()&)('%'/+*0 The table value at ?O level of significance is B.J772FB and calculated value is 1.4, since calculated value is less than the tabulated value, hence a null hypothesis is accepted. There is no impact of )ustomer interaction on "otivation, bsenteeism and Turnover. (t is also interpreted that level of motivation was increased on 1-.--Oemployees while on 2-.-7O level of motivation was decreased and B-.--Owere not affected.

7I

!C I2&%.' +3 P%)'/./&%'/:( D(./4/+* +* M+'/:%'/+*@ A14(*'((/42 %*, T-)*+:() "otivation 27 7 2 bsenteeism Turnover 2 ? 1M 1B 1I J

(ncrease =ecrease 3o 'ffect

:R 04() * R'0R'S'3T T(23

ANOVA0 T<+8F%.'+) </'$+-' R(&9/.%'/+* #y applying nova test we can analy+es if there is impact of 0articipative =ecision on "otivation, bsenteeism and Turnover or not. S'(&10 S'%'( H6&+'$(4/4G H+0 There is no impact of 0articipative =ecision on "otivation, bsenteeism and Turnover. H%0 There is an impact of 0articipative =ecision on "otivation, bsenteeism and Turnover.

7J

326 G Two$.actor without Replication

SUMMARY Row 1 Row 2 Row 3 Column 1 Column 2 Column 3 Count 3 3 3 3 3 3 Sum 31 30 29 30 30 30 Average 10.33333 10 9.666667 10 10 10 Variance 142.3333 36 64.33333 148 64 31

326
Source of Variation Rows Columns Error Total SS 0.666667 0 485.3333 486 df 2 2 4 8 MS 0.333333 0 121.3333 F 9.002747 0 P-value 0.997258 1 F crit 6.944276 6.944276

I*'()&)('%'/+*0 The table value at ?O level of significance is B.J772FB and calculated value is 9.002747, since calculated value is more than the tabulated value, hence a null hypothesis is re%ected. There is impact of 0articipative =ecision on "otivation, bsenteeism and Turnover. (t is also interpreted that level of motivation was increased on IM.MMOemployees while on 1-.--O level of motivation was decreased and B.BFOwere not affected.

?M

"C I2&%.' +3 F9(J/19( W+)5/*; H+-)4 +* M+'/:%'/+*@ A14(*'((/42 %*, T-)*+:() "otivation 1? F I bsenteeism Turnover 2 11 1I 1B 1M

(ncrease =ecrease 3o 'ffect

:R 04() * R'0R'S'3T T(23

ANOVA0 T<+8F%.'+) </'$+-' R(&9/.%'/+* #y applying nova test we can analy+es if there is impact of .lexible /orking 4ours on "otivation, bsenteeism and Turnover or not. S'(&10 S'%'( H6&+'$(4/4G H+0 There is no impact of .lexible /orking 4ours on "otivation, bsenteeism and Turnover. H%0 There is an impact of .lexible /orking 4ours on "otivation, bsenteeism and Turnover.

?1

326 G Two$.actor without Replication

SUMMARY Row 1 Row 2 Row 3 Column 1 Column 2 Column 3 Count 3 3 3 3 3 3 Sum 20 36 34 30 30 30 Average 6.666667 12 11.33333 10 10 10 Varianc e 52.33333 31 17.33333 19 43 64

ANOVA Source of Variation Rows Columns Error Total

SS 50.66667 0 201.3333 252

df 2 2 4 8

MS 25.33333 0 50.33333

F 7.503311 0

P-value 0.638308 1

F crit 6.944276 6.944276

I*'()&)('%'/+*0 The table value at ?O level of significance is B.J772FB and calculated value is F.?M--11, since calculated value is more than the tabulated value, hence a null hypothesis is re%ected. There is impact of .lexible /orking 4ours on "otivation, bsenteeism and Turnover. (t is also interpreted that level of motivation was increased on ?M.MMOemployees while on 2-.--O level of motivation was decreased and 2B.BFOwere not affected.

?2

I< I2&%.' +3 T(.$*/.%9 45/994 +* M+'/:%'/+*@ A14(*'((/42 %*, T-)*+:() "otivation 27 2 7 bsenteeism Turnover 2 J 1M 1M 1I 11

(ncrease =ecrease 3o 'ffect

:R 04() * R'0R'S'3T T(23

ANOVA0 T<+8F%.'+) </'$+-' R(&9/.%'/+* #y applying nova test we can analy+es if there is impact of Technical skills on "otivation, bsenteeism and Turnover or not. S'(&10 S'%'( H6&+'$(4/4G H+0 There is no impact of Technical skills on "otivation, bsenteeism and Turnover. H%0 There is an impact of Technical skills on "otivation, bsenteeism and Turnover.

?-

326 G Two$.actor without Replication

SUMMARY Row 1 Row 2 Row 3 Column 1 Column 2 Column 3 Count 3 3 3 3 3 3 Sum 35 22 33 30 30 30 Average 11.66667 7.333333 11 10 10 10 Varianc e 126.3333 21.33333 49 148 64 1

ANOVA Source of Variation Rows Columns Error Total

SS 32.66667 0 393.3333 426

df 2 2 4 8

MS 16.33333 0 98.33333

F 9.166102 0

P-value 0.852516 1

F crit 6.944276 6.944276

I*'()&)('%'/+*0 The table value at ?O level of significance is B.J772FB and calculated value is J.1BB1M2, since calculated value is more than the tabulated value, hence a null hypothesis is re%ected. There is significant difference in impact of Technical skills on "otivation, bsenteeism and Turnover. (t is also interpreted that level of motivation was increased on IM.MMOemployees while on B.FO level of motivation was decreased and 1-.--Owere not affected.

?7

J< I2&%.' +3 +* '$( J+1 ')%/*/*; +* M+'/:%'/+*@ A14(*'((/42 %*, T-)*+:()

6ariables (ncrease =ecrease 3o 'ffect

"otivation 2F M -

bsenteeism Turnover B 11 F 1M 1F J

:R 04() * R'0R'S'3T T(23

ANOVA0 T<+8F%.'+) </'$+-' R(&9/.%'/+* #y applying nova test we can analy+es if there is impact of on the &ob training on "otivation, bsenteeism and Turnover or not. S'(&10 S'%'( H6&+'$(4/4G H+0 There is no impact of on the &ob training on "otivation, bsenteeism and Turnover. H%0 There is an impact of on the &ob training on "otivation, bsenteeism and Turnover.

??

326 G Two$.actor without Replication

SUMMARY Row 1 Row 2 Row 3 Column 1 Column 2 Column 3 Count 3 3 3 3 3 3 Sum 44 17 29 30 30 30 Average 14.66667 5.666667 9.666667 10 10 10 Varianc e 120.3333 26.33333 49.33333 219 37 1

ANOVA Source of Variation Rows Columns Error Total

SS 122 0 392 514

df 2 2 4 8

MS 61 0 98

F 9.622449 0

P-value 0.581629 1

F crit 6.944276 6.944276

I*'()&)('%'/+*0 The table value at ?O level of significance is B.J772FB and calculated value is J.B2277J, since calculated value is more than the tabulated value, hence a null hypothesis is re%ected. There is impact of on the &ob training on "otivation, motivation was decreased and 1MOwere not affected. bsenteeism and Turnover. (t is also interpreted that level of motivation was increased on JM.MMO employees while on MO level of

?B

F/*,/*;40 1. fter doing the survey it is found that BI.IJO of the employees believe that &ob 'nrichment increases their motivation and 11.7IO decrease their motivation. 2. 1J.BO of the employees believe that %ob enrichment does not effect their motivation. 3. &ob 'nrichment does not affect absenteeism for ?B.-O of the employees and -2.JBO of the employee,s feels that absenteeism will decrease with %ob enrichment. 7. 72.JBO of the employees feel that %ob enrichment will decrease the turnover and -BOof employees feel that %ob enrichment will have no effect on turnover. ?. (t is also interpreted that level of motivation was increased through &ob redesigning

on FMO employees while on B.FMO level of motivation was decreased and 2-.-MO were not affected. B. (t is found that there is significant difference on impact of &ob autonomy on bsenteeism and Turnover. (t is also interpreted that level of motivation was

"otivation,

increased on BB.BFO employees while on 1-.--O level of motivation was decreased and 2M.MMO were not affected. F. (t is found that absenteeism was increased on 2M.MMO employees while on -M.MMO

level of motivation was decreased and ?M.MMO were not affected through feedback. I. (t is also interpreted that level of motivation was increased on IM.MMOemployees

while on B.FO level of motivation was decreased and 1-.--Owere not affected through technical skills. J. (t is found that level of motivation was increased on JM.MMO employees while on

MO level of motivation was decreased and 1MOwere not affected through on the %ob training. 1M. (t is also interpreted that level of motivation was increased on ?M.MMOemployees

while on 2-.--O level of motivation was decreased and 2B.BFOwere not affected through flexible work hours.

?F

EFFECT OF JOB ENRICHMENT ON MOTIVATION I*.)(%4( FM.MMO BB.BFO ?-.--O FM.MMO BM.MMO IM.MMO ?M.MMO IM.MMO JMO BI.IJO D(.)(%4( B.FMO 1-.--O 1-.--O 1B.BFO 1MO 1-.--O 2-.--O B.FO MO 11.7IO W/99 *+' %33(.' 2-.-MO 2M.MMO --.--O 1-.--O -M.MMO B.BFO 2B.BFO 1-.--O 1MO 1J.BO

J+1 )(,(4/;*/*; A-'+*+26 F((,1%.5 W+)5 .$%99(*;( C-4'+2() /*'()%.'/+* P%)'/./&%'/:( ,(./4/+* F9(J/19( <+)5/*; $+-)4 U4( +3 '(.$*/.%9 45/994 O* '$( 7+1 ')%/*/*; A:()%;(

?I

EFFECT OF JOB ENRICHMENT ON ABSENTEEISM I*.)(%4( M.MMO B.BBO 2M.MMO 2B.BFO 1-.--O M.MMO 1M.MMO M.MMO 2M.MO 1M.F7O D(.)(%4( --.--O 7B.BFO -M.MMO 2B.BFO 2-.-7O 7M.MMO -B.BFO -B.BFO 2-.--O -2.JBO W/99 *+' %33(.' BB.BFO 7B.BFO ?M.MMO 7B.BBO B-.--O BM.MMO ?-.--O B-.--O ?B.BFO ?B.-O

J+1 )(,(4/;*/*; A-'+*+26 F((,1%.5 W+)5 .$%99(*;( C-4'+2() /*'()%.'/+* P%)'/./&%'/:( ,(./4/+* F9(J/19( <+)5/*; $+-)4 U4( +3 '(.$*/.%9 45/994 O* '$( 7+1 ')%/*/*; A:()%;(

?J

EFFECT OF JOB ENRICHMENT ON TURNOVER Increase Job redesigning !tono"# Feedbac$ Wor$ c%allenge C!sto"er interaction &artici'ati(e decision Fle)ible *or$ing %o!rs Use of tec%nical s$ills On t%e +ob training (erage 23.33% 26.67% 16.66% 20.00% 6.67% 16.67% 6.67% 30.00% 36.67% 20.37% Decre ase 43.34 % 40.00 % 43.34 % 53.33 % 26.67 % 53.33 % 60.00 % 33.33 % 33.33 % 42.96 % Will not affect 33.33% 33.33% 40.00% 26.67% 66.66% 30.00% 33.33% 36.67% 30.00% 36.7%

BM

C$%&'() 5 C+*.9-4/+*0 .rom the above study we can deduce that the %ob enrichment helps in increasing motivation and reducing turnover but does not help much to reduce absenteeism. combined together help in increasing %ob satisfaction of an employee 'mployers often use in their speeches the clichP that C'mployees are our most important assetD without doing much to improve working conditions and the motivation of employees to do their best for the organi+ation. (n today,s fast changing environment employees are faced with increasing demands from various sources. lso with the rising level of education employees aren,t anymore satisfied with repetitive, not meaningful, tasks. &ob enrichment offers a good way to increase the variety of work and to motivate employees to truly commit themselves for the benefit of the whole organi+ation. (n increasingly competitive environment, management finds that the best way to achieve corporate goals is to work together with the persons who are closest B1 ll these effects

to the actual work. )ompanies that implement programs that enhance employees, knowledge, abilities, and experience and allow them to apply these new skills in their work will be profitable in the future.

LIMITATIONS OF THE STUDY

lthough the sincere efforts have been done to collect authentic and relevant information, the study may have the following limitationG o H%), (*+-;$ '+ 3('.$ /*3+)2%'/+*. (t was not an easy task to get information

from middle level management. The respondents were not always open and forthcoming with their views, even agitates and not disclosing. o L/2/'(, 4.+&(. Scope of study is limited #) only and because of limited time

and money. So, results of study may not generali+e for (ndia as a whole.

B2

R(4-9'4 2%6 1( /*%..-)%'(. The study is based on the assumption that responses

are true and factual although at times that may not be the case. o EJ/4'(*.( +3 1/%4(4. The chances of biased responses cannot be eliminated

though all necessary steps were taken to avoid the same. o S2%99 4%2&9( 4/F(0 the sample si+e taken is small and may not be sufficient to

predict the results with 1MM O accuracy and findings may not be generali+ed.

BIBLIOGRAPHY BOOKS &ain.T.R, Statistics for "# , 2nd 'dition shwatthapa, 4uman Resource "anagement, Fth 'dition

WEBSITES www.emeraldinsight.com9(nsight9view)ontent(tem www.articlesbase.com9management$articles9%ob$enrichment www.eurofound.europa.eu9emire9(R'* 3=9&2#'3R()4"'3T www.smartmanager.us9eprise9main9web9us9 www.collegeresearch.us9showTessay911BIJ.html www.bookpump.com9dps9pdf$b9112MBJJb.pdf www.emeraldinsight.com91M.11MI9ebMM-7F2 httpG99www.emeraldinsight.com91M.11MI9ebM?? www.emeraldinsight.com91M.11MI917B-777JF1M1J?7F B-

 httpG99www.emeraldinsight.com91M.11MI9'1"MMMMMMMMM-12B www.emeraldinsight.com91M.11MI9M17-FF2M?1M?IF-MF http#((www.!oe.org(!oe()**+october(iw).html. httpG99edweb.sdsu.edu9people9arossett9pie9(nterventions9%obdesignT1.htm www.bls.gov9osmr9abstract9ec9ecMBMM1M.htm www.mindtools.com9pages9article9newT""TI1.htm en.wikipedia.org9wiki9&ob enrichment www.businessdictionary.com9definition9%ob$enrichment. httpG99www.emeraldinsight.com91M.11MI9ebM??2-2 httpG99hum.sagepub.com9cgi9content9abstract9-29-91IJ httpG99faculty.washington.edu9U%anegf9%eguide.pdf. httpG99www.siu.edu9departments9cola9psych9psyc-2-9chatMF9index.htm. httpG99academic.emporia.edu9smithwil9MM1fmg7?B9e%a9kotila7?B.html. httpG99www.changeboard.com9hrcircles9blogs9hrarticles9archive92MMI9M291?9absenteeism$ how$to$manage.aspx JOB ENRICHMENT IMPACT ON EMPLOYEE MOTIVATION A SPECIAL STUDY OF A.B.C. LTD. RAJPURA AMRIT BANASPATI COMPANY LIMITED@ RAJPURA APUNJABC

NAME PLACE 1. 5ears of 'xperienceG a. M 5ears b. ?$I 5ears 1$2 5ears bove

GENDER MMF CONTACT NO0

2$? 5ears

2. (f your %ob is redesigned in terms of task variety i.e. if more tasks are added to your current %ob, how it will affect the followings for you /ill increase will decrease will have no effect "otivation bsenteeism Turnover B7

-.

(f you are allowed to do your %ob the way you want, i.e. there is no interference by your immediate bosses. ; utonomy< how it will affect the followings for you /ill increase will decrease will have no effect "otivation bsenteeism Turnover

7. (f your %ob work is evaluated everyday and respective feedback is given to you, which will enhance your learning in an organi+ation, how it effect the followings /ill increase will decrease will have no effect "otivation bsenteeism Turnover ?. (f your %ob is made to have challenges everyday, how it will affect the followings for you /ill increase will decrease will have no effect "otivation bsenteeism Turnover 1M. (f your %ob includes interacting with customers, how it will affect the followings /ill increase will decrease will have no effect "otivation bsenteeism Turnover 11. (f company starts implementing decisions proposed by you, how it will affect followings /ill increase will decrease will have no effect "otivation bsenteeism Turnover 12. (f you are allowed flexible working hours, how it will affect the followings /ill increase "otivation bsenteeism Turnover will decrease will have no effect the

1-. (f you are allowed to use your technical skills in %ob more fre!uently, how it will affect the followings /ill increase will decrease will have no effect B?

"otivation bsenteeism Turnover 17. (f your current company involves you in the training how it will affect the followings> /ill increase will decrease will have no effect "otivation bsenteeism Turnover

BB