CHAPTER I

INTRODUCTION

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1.1 INTRODUCTION OF THE STUDY

In recent years, the term empowerment has become part of everyday management
language. It has also been associated with popular management movements of the times such
as human resource management (HRM) and total quality management (TQM).
Empowerment is regarded as providing a solution to the age-old problem of Taylorised and
bureaucratic workplaces where creativity is stifled and workers become alienated, showing
discontent through individual or collective means.

There are a number of problems with the existing prescriptive literature on

empowerment. First, the term is used very loosely and it is not always clear if we are
comparing like with like. Second, it is rarely located in a historical context: empowerment is
seen as an entirely new phenomenon. Third, there is little detailed discussion of the issues
likely to arise when implementing empowerment or the conditions which are necessary for
such an approach to be successful. It is assumed that employers will simply welcome the new
approach, seeing it as beneficial to them and the organisation. The literature also takes a
universalistic approach, regarding empowerment as appropriate to all organisations in all
circumstances. Fourth, the literature trivialises the conflict that exists with organisations and
ignores the context within which empowerment takes place (Marchington, 1995). In this
paper we examine the roots of empowerment, examine why it came into prominence in recent
years, suggest a classification of empowerment, and discuss the evidence as to its impact.

The term “empowerment” is generally used to refer to a form of employee

involvement initiative which was widespread from the 1980s and focused on task-based
involvement and attitudinal change. Unlike industrial democracy there is no notion of

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workers having a right to a say: it is employers who decide whether and how to empower
employees. While there is a wide range of programmes and initiatives which are titled
empowerment and they vary as to the extent of power which employees actually exercise,
most are purposefully designed not to give workers a very significant role in decision making
but rather to secure an enhanced employee contribution to the organization. Empowerment
takes place within the context of a strict management agenda

Empowerment is the process of enabling or authorizing an individual to think,

behave, take action, and control work and decision-making in autonomous ways. It is giving
employees a certain degree of autonomy and responsibility for decision-making regarding
their specific organizational tasks. It allows decisions to be made at the lower levels of an
organization where employees have a unique view of the issues and problems facing the
organization at a certain level. It is a management strategy that aims to give employees the
tools and resources necessary to make confident decisions in the workplace without
supervision. Empowerment is a long-term, resource-intensive strategy that involves
significant time and financial investment from the organisation’s leaders

According to Richard Kathnelson, ‘empowerment is the process coming to feel and

behave as if one is in power and to feel as if they owned the firm’. Employee Empowerment
is the first and the most important step towards such a freedom to be put into for the
employees, and this term Employee Employment actually focuses on increasing productivity
by empowering their employees by different methods. We can say that organizations aim at
empowering their employees, not to lose control over them but they have a bigger and clearer
picture about increasing productivity which they have in sight. In such cases organizations
always look at term goals rather than calculating short term results.

Employee empowerment is one of those terms that everyone thinks they understand,
but few really do. Ask a dozen different people and you'll get a dozen different answers to
the question, "What is employee empowerment?". In fact, research a dozen organizational
theorists and you'll get as many answers to the same question. This paper seeks to answer that
question in a way that it can be understood by a greater number of people. Some writers
indicate that empowerment consists of sharing power and authority. Others say that
empowerment occurs when the organization's processes are set-up to allow for it.

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 This paper also seeks to answer the question above in such a way that people who work
within organizations can apply the information to enhance employee empowerment. "Why
would we want to enhance employee empowerment?" you may be asking. That detailed
answer will be provided in the in the literature review section under the heading "benefits of
employee empowerment". However, it has been shown that employee empowerment results
in increased employee satisfaction, increased productivity, and increased customer
satisfaction.

Since this is an academic paper, I would be remiss if I did not include a section on the
theoretical foundations upon which the concepts of employee empowerment are built. While
there are few theorists who have delved very deeply into what makes up empowerment, what
they have mined is rich. There are more researchers who have attempted to provide a
framework for what they have observed; their ideas which have merit will be addressed.

Implementation of empowerment programs seems to be the biggest challenge

organizations face. The popular press often writes about "failed" empowerment efforts.
What has become evident to me is that there are some speed bumps on the road to
empowerment; often these so called failures are only rough patches which will be overcome.
However, it is also evident that the implementation often takes years, especially if the
organization has a bureaucratic culture. It also seems that empowerment implementation
efforts are often haphazard. By providing an easily understood definition of empowerment,
some information about what must take place, an assessment of how empowering your
workplace is, and a model for implementation based upon what is commonly understood as
an apprenticeship system, I hope to address unmet needs with this paper.

1.2 INDUSTRY PROFILE

Rice is a grain belonging to the grass family. It is related to other grass plants such as
wheat , oats and barely which produce grain for food and are known cereals. There are many
unproven mythological tales related to origin of rice, though historians hold little or no
slock in any. Rice cultivation is considered to have begun simultaneously in many countries
over 6500 years ago. Rice has been cultivated in China since ancient times, Chinese records
of rice cultivation go back 4000 years. Most believe the roots of rice come from 3000 BC

4
India, where natives discovered the plant growing in the wild and began to experiment with
it. Cultivation and cooking methods are thought to have spread to the west rapidly and by
medieval times, southern Europe saw the introduction of rice as a hearty grain. In several
Asian languages the word for rice and food are identical.

African rice has been cultivated for 3500 years. In the middle hast Mediterranean
Europe, it started around 800 BC. Rice spread throughout Italy and then France, after the
middle of 15th century, later propagating to all the continents during the great age of Europe
exploration. In 1694, rice arrived in south Carolina, probably originating from Madagascar.
The Spanish brought rice to south America at the beginning of the 18 th century. Rice
cultivation has been carried into all regions having the necessary warmth and abundant
moisture favorable to its growth, mainly subtropical rather than hot or cold.

Today rice cultivation is the principal activity and source of income for millions od
households around the globe, and several countries of Asia and Africa are highly dependent
on rice as a source of foreign exchange earning and government revenue.

1.3 CURRENT GLOBAL SCENARIO

Rice is the second largest produced cereal in the world. At the beginning of the
1990’s, annual production was around 350 million tons and by the end of the century it had
reached 410 million tons. Production is geographically concerned in Western and Eastern
Asia. Asia is the biggest rice produce, accounting for 90% of the world’s production and
consumption of rice. China and India, which account for more than one-third of global
population supply over half of the world’s rice. Brazil is the most important non-Asian
producer followed by the United States. Italy ranks first in Europe.

Rice is by far the most economically important food crop in mainly developing
countries, providing two third of the calories intake of more than 3 billion people in Asia,
and one third of the calories intake of nearly 1.5 billion people in North America and Europe
Union (EU), rice consumption has increased due to food diversification and immigration. In
the last two decades (1970-90), the per capita rice consumption increased at various rates,

5
ranging from 2.4 percent/year in the Italy and 8.2 percent/year in UK (Faure and
Mazaud,1996).

The world’s major rice-producing countries including the two most populous nations.
China-India – have emphasized the important of continuing to develop new rice varieties to
guarantee Asia’s food security and support the region’s economic development. Today, rice
is grown and harvested on every continent except Antarctica, where conditions make its
growth impossible. The majority of all rice produced comes from India, China, Indonesia,
Thailand, Burma, and Bangladesh. Asian farmers still account for 92-percent of the world’s
total rice production. More than 550 million tons of rice is produced annually around the
globe. In the United States, farmers have been successfully harvested rice for more than 300
years. There are thousands of strains of rice today, including those grown in the wild and
those which are cultivated as a crop.

WORLD TOP 10 RICE PRODUCING COUNTRIES

 China
 India
 Indonesia
 Bangladesh
 Vietnam
 Thailand
 Myanmar
 Japan
 Philippines

SOME OTHER RICE PRODUCING COUNTRIES

 Afghanistan,  Cameroon,
 Argentina,  Chad,
 Australia,  Colonia,
 Bhutan,  Cuba,
 Bolivia,  Ecuador,
 Cambodia,  Egypt,

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  France,  Republic of Ghana,
 Gambia,  Greece,
 Iran,  Korea DPR,
 Italy
 Republic of Korea,  Mauritania,
 Lao PDR,  Mexico,
 Liberia,  Mozambique,
 Madagascar,  Nepal, Nicaragua,
 Malaysia  Niger, Nigeria.
 , Mali

WORLD RICE PRODUCTION

World rice production (in ‘000 metric tonnes)

Country 2007/08 2008/09 2009/10 2010/11 2011/12
Bangladesh 28.758 29.00 28.800 31.000 30.000
Brazil 7.874 7.695 8.199 8.595 8.840
Burma 10,440 10,600 10,730 10,150 10,730
Cambodia 3.771 3.946 4,238 4.520 4,630
China 126.414 127,200 129,850 134.330 136.000
Egypt 4.135 4.383 4.385 4.387 4.374
India 91.790 93,350 96,690 99.150 84.000
Indonesia 34,959 35,300 37,000 38,300 37.600
Japan 8,257 7,786 7,930 8.029 7.620
Korea, South 4,768 4,680 4,408 4,843 4.500
Nigeria 2,700 2,900 3.000 3.200 3.400
Pakistan 5,547 5,450 5,700 6.300 6.000
Philippines 9.821 9.775 10,479 10,753 10.710
Thailand 18.200 18.250 19.300 19.400 20.000

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 Vietnam 22.772 22,922 24.375 24.430 23.795
Others 31.130 31,121 31,970 31,765 34.400
Total 411.336 414.358 427.054 439,152 42
Feted State 7,105 6.267 6.344 6,515 7,056
World Total 418,441 420,625 433,398 445,667 433,655

IMPORTANT FACTS ABOUT RICE IN GLOBAL SCENARIO ARE

AS:

Global rice production in the recent years has fluctuated between 375-400 million.
Consumption around 410 million tons had been above production in the recent years. Global
ending stocks, which has average above 120 million tons in the 1990’s is currently getting
reduced to 80 million tons.
Asia is the biggest producer, accounting of 90% of the world’s production and
consumption office.

INDIAN SCENARIO
India is an important center of the cultivation. The rice harvesting area in India is the
world’s largest. Rice is grown in many regions across India. For about 65% of the people
living in India, rice is a staple food for them. Rice is essential to life in India. It is a part of
nearly every meal, and it is grown on a majority of the rural farms. It contributes 21.5
percent of global rice production. Within the country, rice occupies one-quarter of the total
cropped area, contributes about 40 to 43 percent of total food grain production and continues
to play a vital role in the national food and livelihood security system. However, India did
not become a major rice exporting country for a long time. Its share in world rice trade,
mainly in the form of small volume exports of highly prized basmati rice, was insignificant
(5 percent). It was not until the mid-1980s that the quantum of export started to grow, from

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110000 tonnes in 1978/79 to 890613 tonnes in 1994/95 and to a record 5.5 million tonnes in
1995/96, second only to Thailand (at 5.9 million tonnes).

The region cultivating this crop in India distinguished as the western coastal strip, the
eastern coastal strip, covering all the primary deltas. Assam plains and surrounding low hills,
foothills and Terai region – along the Himalayas and states like West Bengal, Bihar, eastern
Uttar Pradesh, eastern Madhya Pradesh, northern Andhra Pradesh and Orissa. India, being a
land of eternal growing season, and the deltas of Kaveri River. Krikshna River, Godavari
River and Mahanadi River with a thick set-up of canal irrigation, permits farmers to raise
two, and in some pockets, even three crops a year. Irrigation has made even three crops a
year possible. Irrigation has made it feasible even for Punjab and Hariyana grow prized rice
for export purposes. The hilly terraced fields from Kashmir to Assam are idyllically suited
for rice farming with age-old hill irrigational conveniences. High yielding kinds, enhanced
planting methods, promised irrigation water supply and mounting use of fertilizers have
together led to beneficial and quick results. It is the rain fed area that cuts down average
yields per hectare.

SOME IMPROTANT FACT ABOUT RICE IN INDIAN SCENARIO:

Agriculture is the main source of income for families in India. Farms cover over half the
land and almost three-quarters of that land is used to grow the two major grains : rice and
wheat.
 India is the second leading producer of rice in the entire world, preceding only DV
China.
 India’s annual rice production is around 85-90 million tonnes. Annual consumption
is around 8.5 million tonnes.
 In India Rice is cultivated in both seasons – winter and summer.
 West Bangal, Uttar Pradesh, Andhra Pradesh, Punjab, Tamil Nadu,. Bihar, Orissa,
Assam, Karnataka and Haryana are the major producing states. More than 50% of
total production comes from the first four states.

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  Food Corporation of India purchases around 20 to 25% of the total rice production
in the country both under levy from the rice mills and directly in the form of paddy
from the farmers at Minimum Support Price announced by the Govt.
 More than 4000 varieties of rice are grown in India.
 India is the world’s largest exporter of basmati rice to Saudi Arabia and other Middle
East Countries, Europe and the Untied States.
 India has the potential to export one million tonnes of basmati rice.
 Major destinations of Indian no-basmati, white parboiled rice are Bangladesh,
Indonesia, Philippines, Nigeria, South Africa, Ivory Coast and other African
countries.

EXPROTING OF RICE

Among the exporting countries, Thailand, Vietnam, India and Pakistan are the major
countries exporting rice in sizeable quantity. Rice is one of the important cereal food crop of
India. Rice contributes about 43% of total food grain production and 46% of the total cereal
production in the country. It continues to play vital role in the national exports. The
percentage share of rice in total national export was 4.5% during 199H-99. The percentage
share of agriculture export in total national export was 18.25, whereas the percentage share
of rice export contributes nearly 25% of total agriculture export from the country.

YEAR WISE EXPORT OF TOTAL RICE FROM INDIA

TOTAL EXPORT OF RICE

Years Quantity (1000 tonnes) Value (Rs. in Crores)

2009-2010 2,092.42 2,286.72

2010-2011 990.63 2,205.79

2011-2012 5,914.01 5,568.08

2012-2013 3,512.20 4,172.36

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 2013-2014 3,389.06 4,370.99

2014-2015 5,940.78 7,200.80

From a nation dependent on food imports to feed its population, India today is self-
sufficient in grain production and also has a substantial reserve. The progress made by
agriculture in the last four decades has been one of the biggest success stories of free India.
Agriculture and allied activities constitute the single largest contributor to the gross domestic
product, almost 33% of it. Agriculture is the means of livelihood of two-third of the work
force in the country.

INDUSTRIES IN KERALA

Paddy is cultivated in almost all districts in Kerala. Rice production has experienced
continuous decline in area over 2 decades, rice production touched it’s of around 14 lack
tonnes in the mid-seventies.

Even at its peak level internal production was hardly sufficient to meet 50 percent of
state’s requirement. Consequent to the enormous pressure which high value crops like
Coconut, Banana, Pineapple and Rubber have exerted area under paddy has declined from its
peak coverage of 8.81 lack hectares in mid-seventies to 3050 lack hectares in 2003-2004. The
production of rice is declining every year. This is an indication of the problems faced by the
cultivations of Kerala. If proper measures are not being taken to overcome this situation, then
this sector will be abolished from the slate within no time. The main problems concerning
these cultivators are high cost of cultivation and less return for their products, the products
from other states is also affecting them adversely.
Season-wise data shows that the reduction in area under rice was entirely during the
Mundakan season whereas during. Viruppu and Puncha season 2003-2004 the negative trends
has been reversed, the data also reveal that out so around 1.70 lack hectares of double
cropped area, nearly 50000 hectare, are remaining fallow during the Virippu season. The
single cropped lands of Kuttanad and Kole. Where only one crop is raised during Puncha
season, also offer scope for additional cropping. Among the three seasons, Puncha season
records the highest productivity and the trend is continuing.

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COMPETITORS
 Double horse
 Nirapara
 Eastern
 Pavizham (only in rice)
 Gayathri (only in rice) Mariyas
 Saras Melam
 Ann’s curry powder
 Taste buds (in foreign market)
 Priyom Masala
 Aachi masala (outside Kerala)
 Saklhi Masala (outside Kerala)
 Brahmins
 Grandmas

COMPETITION FACED IN THE INDUSTRY

The need of food products by the house holds is increasing, so the competition will
increase. The customers want more quality products in low price in every time. So the main
competitions are to increasing the quality, low price and availability in every time with good
marketing.

CURRENT POSITION OF THE ORGANIZATIONS

Current position of the organization is 4th in India and will be in first third within 2
years. In KeralaChirackal Agro Millsis almost in first position.

OPPORTUNITIES

Increased need of ready ix food products Customers in foreign market Wide product
range.

CHALLENGES FACED BY THE INDUSTRY

Major issues on rice production over te world commonly reported, as follows:

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Low temperature

Low temperature is the greatest concern of rice growers in the temperature regions.
Although farers have tried to deploy varieties with tolerance to low-temperature and
recommended cultural practices, such as planting dale and water depth during panicle
development, rice crops still suffer from poor establishment and high grain sterility, due to
variable climate every year.

Water problems

Water is the primary factor determining the success of the rice crop. Wetlands have
been widely exploited for rice production in many parts of the world. Many problems
relating to this matter are well known: water efficiency, water quality.

Land constraints
Fast urbanization, industrialization and the demographic pressure have encouraged
farmers to exploit marginal lands for increased rice production to meet the family’s demand.
Therefore, acid soils, tidal land, forest land etc. have been reclaimed and brought under
cultivation, thereby limiting crop yield potential. In intensive irrigated rice farming systems,
the major soil problems include change in soil characteristics, soil mining affects and soil
pollution.

Biotic stresses

In the humid topics, the introduction of semi-dwarf-stature varieties and the large
use of nitrogen fertilizers ad insecticides have changed the status of pests from low to high
related to the economic importance in rice production. It was reported the serious incidence
of insects such as brown plant hoppers, stem borers, leaf folders, etc. And diseases such as
blast, bacterial blight, sheath rot. The short growth duration of modern rice varieties has
modified existing cropping patterns and increased farming intensity from single crop to
double or triple crops, thereby inducing a favorable environment for insect pests and
pathogen multiplication.

IMPROVEMENT OF RICE YIELD

Productivity of rice does not only vary between one country and another, but also
within the same country based on the different agro-ecological zones and production systems
used. The gap between the farmer’s yield and those obtained by research stations is still

13
large, even though some reduction has been reported recently. This indicates the various
limiting factors affecting rice productivity and production, ranging from land development,
production and marketing.

Rice quality

Rice consumption has increased in Europe. America and Africa as a result of food
diversification and immigration (North America and European Union).

Recently, the demand for long grain and aromatic rice has been increasing in North
America and EU, resulting in a significant change in rice –planted areas. Many long train
varieties have been developed for temperate conditions, particularly under frequent low night
temperature, where grain quality still needs to be improved Milling yield and cooking
quality and processing characteristics need further studies. Harmonization of analytical
method for grain quality at national and international laboratories should be encouraged.

Decline in investment for increased rice production

Water control was the main factor necessary to increase the rice production and
productivity in Asia during the Green Revolution, but in investment for the development of
irrigation infrastructure in many developing countries have taken place, thereby affecting the
growth of rice production as well as productivity.

High costs of rice production

High labour cost, mechanization, the use of chemical inputs and slow increase in
grain yield contributed to high cost of rice production in irrigated rice, especially in
developed countries. The cost of rice production was around US$ 400/Ion in France(Cambon,
1995) and US$ 166? Ton in the USA (Sanint and Zeigler, 1990. Subsidy has become the
national policy in many countries. The world’s price of rice declined import of rice from
China, Indonesia, Philippines, etc. and the occurrence of flooding and drought in these
countries.

Rice information

One of the most effective means to promote the flow of agricultural information over
the world is the modern computerized communication facilities, which allow gathering,
disseminating, and facilitating interaction and exchange of such information among a large

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number of people and institutions working in the same field. Obviously, it still needs to have
initiative, coordination and leadership in this regard.

FUTURE GROWTH PROSPECTUS

The Indian food and drinks market has witnessed strong over the past few years.
Liberalization of the economy and growing income of middle class population have had a
positive impact on consumer spending and consumption in both rural and urban areas. Indian
consumers now spend a significant proportion of their income on food and other essential
commodities. Numerous other factors like demographic and macro-economic conditions have
also given boost to expenditure on food and beverages in the country.

1.3 COMPANY PROFILE

The Chirackal family, well known for its enterprising spirit, entered the field as a
small scale unit, three decades ago and at presently stands among the leading rice
manufacturers in Kerala PERIYAR RICE was founded by Late Sh. K.P. Devassykutty
(1926-1999) and the company was clothed with a corporate veil in 1995. It was the first
company of its kind when, under the able guidance of Late Sh. Devassykutyy, who nurtured
the business till 1999. The torch kindled by the founder is taken forward in all brightness by
C.D. Polachan, C.D. Jose and C.D. Sebastian … all members of the Chirackal family, who
are focused on the vision and mission of the company that was set by Sh. Devassykutty.

At present, the management also consists of two of their heirs of the present
generation, i.e, Sunil Polachan, son of C.D. Polachan, who also had been actively present in
the business since the beginning of the millennium and Bijo Jose, son of C.D. Jose, who
recently finished higher studies, have also entered the firm along with, thereby both working
together proudly in running the family business, that was started by their grandfather. “it was
more than three decades ago, the Chirackal family introduced in Kerala, the idea of packed
rice. The Chirackal modern rice mill was started in 1991. The unit started manufacturing rice
and the brand was called “PERIYAR”, going after the great river Periyar on the banks of
which the company stood.

The second unit of the Chirackal Agro Mills was started in 1998. The machineries for
this unit were imported fro Japan and the same could completely remove the unwanted black

15
rice. The mill was the first unit of its kind it erect a 120 channel sortex machine for
“Palakkadan Matta Rice” in India.

The products of PERIYAR RICE saw huge acceptance among the general public
mainly because of the superior quality. This was achieved due to the very stringent quality
control measures that were introduced the unit’s right from inception. PERIYAR is now a
household name in India and many Middle East countries.
The company has today expanded its activities into the instant mixes and pickles
fields. The immediately acceptance of the PERIYAR brands has given the promoters a
change to have dreams for the future.

VISION STATEMENT
The vision of Periyar Rice is to improve on its quality ad services on a day to day
basis. We are committed to increase our product range to serve you better ad encompass the
wide variety of traditional taste of Kerala. Our vision is to spread the traditional mouth
watering delicacies of Kerala to the nook and corner of the globe.

MISSION STATEMENT
Periyar Rice is committed to adhering to tradition values and principles in providing
the best products while at the same time, keeping abreast with the attest technology and
machinery. Our commitment to quality in each and every product that our premises is
unwavering and will carry the tag of “Periyar Quality”.

Logo history

“THERE IS NOTHING PERMANENT EXCEPT CHANGE”

Since “change” is the essence of life, we too after 12 years as the premier
manufacturer f branded rice and rice products have decided to change. Right from inception,
our name has been based on the longest river in Kerala. The Periyar, also known as the
Lifeline of Kerala. Over the years, the river has changed, the banks adjoining the river have
changed, we as a company have changed… thus was born a creative innovation on our
insignia. Which other color for a new logo than the universal color that is painted across the

16
sky and on the crystal clear waters of the periyar …. A color that is cool and calming? The
blue in our new logo signifies the purity of our products …. The few golden grains sprouting
from the blue signifies the quality of our products…. Each grain that we produce can be
weighed with gold. And, lastly the ingenious caption “Goodness of traditional taste”
signifies that we give highest priority to tradition and taste attached to it. Just as we have
attached great importance on the looks of our logo, so too shall we strive to give you the best
products.

ORGANIZATIONAL STRUCTURE

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 Managing
Director

General
Manager

Quality Finance Production Marketing

HR Manager Contro in and Purchase and Sales
Manager
charge Manager Manager

HR Assistant Accountants

Supervisors

Workers Workers Workers

Storekeeper Production Maintains

Supervisor Supervisor

Workers Workers Workers Workers

Department Details

Major departments

1. Marketing And Sales Department

2. Human Resource Department
3. Finance Department
4. Production Department
5. Quality Control Department

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Marketing and Sales Department

General Manager

Marketing & Sales Manager

Marketing& Sales Supervisor

There are three units of chirackal agro mills and all manufacturing and marketing rice
under the brand name Periyar Rice. The product become among the customers in a short span
of time. The company has a wide distribution and network and retail outlets spread all over
the state of Kerala to meet the customer’s requirements with the quality rice. This brand not
only popular in the India but also in many foreign countries.One of the important promotional
activities adopted by the company is to provide offers to wholesalers and retailers as they
came in direct contact with the customers and they can help in promoting the brand much
more. The various promotional activities adopted by the company;

 Advertising through the Medias of T.V, newspapers, magazines, etc...

 By providing banners, stickers, posters and leaf letters.
 By providing sponsorship of sports events in the nearly areas.
 Providing various facilities to wholesalers and retailers.
 Providing special offers directly to the customers.

Human Resource Department

General Manager

HR Manager

HR Assistant

The chief Head of HR department in Periyar rice is Mr. Sunil Polachan. In this company the
personal at various functional levels affecting the product quality are having adequate
competency the personal having a number of years of experience and skills. They are also be
19
trained appropriately to perform their function. The HR had 80 workers including managerial
and supervisory staffs

Production Department

General Manager

Production and Purchase

Manager

Store Production Maintains

Keeper Supervisor Supervisor

The main product of the company is sorted rice. There are various varieties of rice are
available under the Periyar brand. The various varieties that begin marketed under the periyar
brand, the various varieties are follows;

 Jyothi rice
 Unda rice
 Jaya rice
 Kuruva rice
 Ponni rice

The production of different product may vary with the quality of the paddy consumed i.e, the
dryness of the paddy, the particular brand of the paddy etc. the paddy husk produced is
consumed by the industrial unit itself as fuel for the boiler machines for boiling and drying
paddy. Rice is the staple food of the keralites , is the main source of revenue earnings of the
unit. In addition to the sale of rice, brand produced is also solved to the consumers and
income is generated.

Bran is mainly used for extracting bran oil used as edible oil and the second quality is used
for the making of soap. The bran removed from paddy should reach 30 hrs to the factory to

20
extract first quality bran oil. The second quality bran fetches a market price, which is only
half of the first quality, 90% of the brand is used as cattle feed.

Quality Control Department

General Manager

Quality control in charge

Assistants

Chirackal agro mills are concentrating on the quality control while manufacturing the
product is the main reason for the product become dearer to the market. The company’s
primary goal is to satisfy its customers. For these they concentrate more on quality of the
product. They had done their purification in such a way that the cultivated paddy, which
collected from various places throughout Kerala, properly dried, transported and stocked in
the warehouse for further processing. The quality testing lab is capable of testing the
contaminants, fertilizers, pesticides, etc. quality products that come out from the stringent
quality process can be sure to meet health and hygiene standard of any country.

Finance Department

General Manager

Finance Manager

Accountants

Assistants

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Periyar rice is also having an account department headed by Mrs.Rajasree Subramanian.
Hirer the department consist of some staff members who responsible for keeping the accounts
of the company. As like all other companies it also maintains its account book they prepare
trading and profit account in order to know about the gross profit of the company. They
prepare balance sheet in order to know the position of the company.

PRODUCT PROFILE

 RICE

UNDA RICE

This short, round and reddish color variety of rice is rich in fiber and Vitamin B. the
Palakkadan Matta as this variety is commonly known is popular in Kerala and is produced in
short and long varieties by Periyar.

VADI RICE

The long grain rice or the basmati from Periyar is widely accepted for its quality and
unique taste. The feature of Vadi rice from Periyar is its non sticky quality.

KURUVA RICE

The par boiled rice known as Kuruva Rice is a specialty for Periyar. This process of
soaking, pressure streaming, drying and milling is done in excellent manufacturing facilities.

SUREKHA RICE

This thin and long variety of rice is also known as the US style rice. Periyar Surekha
rice cooks faster and is more tastier.

JAYA RICE

Jaya rice is well known for its nutritive qualities and is one of the favorites of the
woman in any household. Periyar Jaya Rice with it, the quality stamp of Periyar.

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PONNI RICE

The name Ponni is believed to be derived from Ponnu which literally means gold. As
the name, the Ponni rice is much valuable as gold. The Periyar Ponni Rice adds shine and
sheen to this special rice by improving upon its quality and taste.

 BREAKFAST ITEMS

PUTTU

The goodness of “puttu” lies in its high fibre red rice and the fact that puttu is steamed
and eaten with a legume. Puttu has the lowest glycemic index ie. Sugar in it is released
slowly, thus keeping your hunger at bay. The grated coconut adds fiber and fat. The quality
of PERIYAR’s Puttu Podi is a strong contender to the traditionally made “cheratta puttu”.

CHEMBA PUTTUPODI

Matta rice is high in fiber, has a wonderful array of nutrients, and possesses properties
that help control blood lipids, and blood sugar levels. This is the main ingredient in the
Chemba Puttu Podi of PERIYAR FOOD PRODUCTS. With a completely different taste, this
ideal breakfast offers a totally different setting at your dining table.

APPAM PODI
Appam is a popular South Indian dish that is essentially made with oats and rice paste.
It is simply pan fried and contains no spices or oil in any form. Appam reduces the chances of
obesity and heart stroke as it lowers cholesterol and fat deposits. Weight conscious people
have a good and appropriate choice in the form of appam as it has the goodness of both oats
and boiled rice.
MATTA BROKEN RICE

The “podiyari Kanji” is one of the prescribed food in Ayurveda . this simple but
delicious rice porridge is a specially of Kerala dishes. Payasam is also prepared with broken
rice. Periyar Matta Broken Rice gives these traditional dishes their real taste and texture.

DOSA PODI

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 It’s a huge sigh of relief for the lady in the kitchen with PERIYAR dosa podi simply
because the dosa comes off with effortless ease from the pan. The compliment she receives
from the sheer mouth watering taste is an added bonus. Urad Dal, an important component of
Dosa podi has in one cup, 189 calories, 13 gms. of protein 12 gms of fiber… what more for
boosting your energy levels?

EASY PALAPPAM PODI

Easy Palappam or Vellayappam is another wonder from the endless list of Kerala
cuisines. PERIYAR FOOD PRODUCT’s Easy Palappam Podi has no comparison when it
comes to being similar to its traditional taste and texture. A perfect breakfast for the busy
executive … just one minute missing process … than an hour break top get yourself ready for
the day…. A few minutes for preparation.

IDDALI PODI
The most significant aspect of the iddali made in the traditional style is its softness.
The Iddalis made of PERIYAR Iddali Podi are so soft that they simply melt in the mouth
with absolutely no sticky feel. Another oil free South Indian recipe to give you the perfect
breakfast … cholesterol & fat free … rich in calories, fiber and protein.

MATTA RICE FLAKES

This easily digestible form of raw rice is very popular and is normally used to prepare
snacks or light and easy fast food in a variety of Indian cuisine styles. Periyar Matta Rice
Flakes can be eaten raw by immersing it is plain water or milk, with salt and sugar to taste, or
lightly fried in oil with nuts, raisins, cardamoms and other spices.

PATHIRI PODI
Pathiri is pancake made of rice flour and is a special dish of Kerala. After preparation
it is sometimes soaked in coconut milk to keep it soft and to improve the flavor. It is served
with meat or fish. Periyar Pathiri Podi brings out the original taste of this traditional Kerala
dish.

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RICE POWDER
Rice powder is used for a variety of dishes and is essential ingredient in many a
cuisine. The Periyar Rice Powder is specially prepared in the most hygienic conditions and
by using modern and sophisticatred machinery, Rice powder with no comparison.

WHITE RICE FLAKES

One cup of rice flake contains 98 percent calories. The flakes can be eaten raw or can
be mixed in water or milk and sugar may be added for extra taste. The Periyar White Rice
Flakes are so soft and delicate that they just melt in your mouth.

PICKLES
India has a large variety of pickles, otherwise known as Achar in Kerala. The most
common pickles are made of mango, lime, tamarind and Indian gooseberry (amla), chilli,
vegetables such as egg plants, carrots, cauliflower, tomato, bitter gourd & green tamarind,
ginger, garlic, onion etc. These fruits or vegetables are generally mixed with some ingredients
like salt, spices, vegetable oils and is set to mature in moisture less medium. Preiyar Pickles
are known for its quality and taste… both uncompromised. Non Vegetarian Pickles made
from fish, prawn, meat, kallummekkaya are unique Periyar products.

FISH, GARLIC, GINGER, GOOSBERRY, KADU-MANGA, KALLUMEKAI, MIXED –

VEG, PRAWN, PULIYINCHI, TENDER – MANGO

SWEET DISHES

A wide range of products from the house of Periyar gives the freedom to give the taste
buds a new taste all the time. The Palada from Periyar gives life to mouth watering Palada
Payasam Rice Ada . rice Palada and Semiya Payasam mix are top quality products from
Periyar.

RICE MANUFACTURE

The one factor among many that makes Periyar proud is its most innovative and state
of the art manufacturing units. The modern sortex rice machine has been imported from
Satake, Japan. These machines along with others make out plant one of the best in the
industry. We take pains to keep abreast to the changing technology in the field and implement

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any of them which would be of benefit to our esteemed clients. One another feature of our
plants is our very stringent quality check measures. We guarantee to ourselves that not a grain
of rice leave our premises without undergoing all quality checks that has been incorporated in
our facility. This in turn gives our customers the chance to believe, 100%, on the quality of
all our products.

RICE PRODUCTS MANUFACTURE

Periyar offers an array of instant mixes for almost all of Kerala delicacies. Even
though these products are produced using modern machinery, the process is strictly
traditional. An example is the use of the traditional “uruli” or the use of firewood for heating.
These make our products traditional wonders …. Wonders which even grandma would
approve.

WHEAT PRODUCTS MANUFACTURE

Our manufacturing facility of wheat products has been made to churn out the very
best of wheat products which include, Attra Podi, Maida Podi, Varutha Rava Podi, Whole
Wheat Atta Podi. The machinery has been imported from Unamark, Turkey. All our products
undergo stringent quality control measures. The manufacture of these products are done
under strict supervision of our experienced and qualified personnel. Periyar is always on the
lookout for improving standards of production and quality control measures.

NETWORK
DISTRIBUTION NETWORK

Our distribution network makes it possible for our products to be made available at
every nook and corner across the country and abroad. We own a fleet of lorries, trucks and
smaller goods vehicles that ply around the clock to ensure timely deliveries. We have
appointed trustworthy and efficient distributors who take care of needs of valued customers.
It’s our constant effort to improve our distribution system and we shall strive to do so in the
future too. Our personalized expert functions is a very unique fact. We manufacture
according to your needs and make it available. This is a very exclusive feature of Periyar.
Not only do we manufacture according to requirements, but, also export to any country where
it is required. Our manufacturing facilities enable to produce what you need. Since quality is

26
our stronghold, you can be rest assured that our products will exceed your expectations in that
capacity. Timely deliveries is also our forte.

1.4 THEORETICAL BACKGROUND OF STUDY

Employee Empowerment
Empowerment is the process of enabling or authorizing an individual to think, behave,
take action and control work and decision-making in autonomous ways.

Empowerment has become necessary due to the following reasons:

 Time to respond has become much shorter.
 First-line employees must make many decisions.
 An employee feels much more control in their life since authority is given to
individual decision making.
 There is great untapped potential among employees, which can be revealed through
empowerment.
Definition
 According to Richard Kathnelson “empowerment is the process coming to feel and
behave as if one is in power and to feel as if they owned the firm”
 According to Bowen and Lawler, “employee empowerment refers to the management
strategies for sharing decision-making power”

Employee empowerment can be done by:

 Seeking opinions from the employees.
 Facilitating the employees to try their ideas.
 Encouraging for sharing of resources and information.
 Improving the communication skills of the employees.

Importance of Employee empowerment

 The investment in employees can improve productivity, which can reduce the costs.
 Individual employees experience a feeling of self-esteem, self-efficacy and self-
confidence.

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  Employee empowerment also helps in making employees more self-reliant.
 It allows independent decision-making by the employees.
 Empowerment of employees helps a firm top assign different projects to hone the
competence of employees.

Theoretical Approaches to Empowerment

Three theoretical approaches have been used to study empowerment socio-structural
perspective, psychological approach, and the critical perspective. The socio-structural
perspective focuses its attention on developing or redesigning organizational polices,
practices and structures to give employees power, authority, and influence over their work.
The psychological approach focuses on enhancing and enabling personal effectiveness by
helping employees develop their sense of meaning, competency, self-determination and
impact. The critical perspective challenges the notion of employee empowerment and
argues that efforts to create empowerment may actually lead to more, albeit less-obvious,
control over employees.

Advantages to Employees Empowerment

Employee empowerment provides some distinct advantages. Employee empowerment
should lead to increased organizational responsiveness to issues and problems. Another
advantage of employee empowerment should be an increase in productivity. It should also
lead to a greater degree of employee commitment to organizational goals since employees
can take some degree of ownership in the decisions made toward goal achievement.

Disadvantages to Employees Empowerment

Employee empowerment is not without some disadvantages. It can lead to decreased
efficiency because decisions may not be uniform and optimized for organizational goals. It
can also create problems with coordination throughout the organization because decisions
are decentralized and not managed at the top. Manager and employee relationships can
become tense as the boundaries of authority can be blurred. Finally according to the critical
perspective attempts at employee empowerment can be counterproductive actually creating
greater controls over employees. For example, empowering employees through the use of
teams may create peer pressure.

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Empowerment

The word “empowerment”, popularized since 1980s, is employed to refer to a new

form of employee involvement, it is derived from various approaches and fields of study such
as psychology, ecology, education, social and organizational studies. The history of its first
definition goes back to 1788, regarding empowerment as the conferment of power to
organizational role of the individual. This power should be endowed to the individual or
should be observed in his or her organized role.

There are many definitions about empowerment; other theoreticians as written and
Cameron post late that employee empowerment signifies we help individuals to improve their
confidence to overcome their feelings of inability and insufficiency. In empowerment,
individuals require not only power, but also enough training, credit and information in order
that they can be responsible for the decision they have made.

In a general categorization of empowerment, it can be hold that the researches

acknowledge that empowerment is delegation; what can be comprehended from their
definitions is that manager is able to empower the employee only if they give the
organizational information to them, reconstruct the organizational structure, replace
hierarchies with team work, and produce educational opportunities. On the other hand some
theorist presume that empowerment deals with creating motivation and also considers
empowerment as the process of increasing self-efficiency in individuals through
identification and elimination of the conditions which have caused inability in the employee.

Regarding the procedure and antiquity, up to 1980, the first approach (mechanical)
attempted the attention of the scientist of this field. However, after the studies of Thomas and
Velthouse and the researches of Speritzer, the tendency changed towards psychological
empowerment and in less than 20 years there have considerable amount of scientific and
academic studies in this area. On the one hand, the attention originates from the fact that
mechanical empowerment studies have had achieved positive and pervasive results in various
work environments and on the other hand until the individual is not ready and capable
psychologically, promotion and physical capability of the employees will not be effective.
Yes, it should be noted that none of the researches so far has proved which approach has

29
priority over the other and essentially these two approaches are not separate from each other
and their independence while performance is essential.

Dimensions of Psychological Empowerment

Meaningfulness

Meaningfulness indicates capable individuals appreciate career goals according to their

personal ideals and standards; in their value system working is considered significant and the
feel they are important when they participate in the activities of the organization.

Impact

Accepting the personal result is a stage where the individual influences on the results
and the strategic, official and operational consequences. Capable employees believes that
they can have a significant role for the realization of the organizational goals by performing
their career responsibilities; they can control occupational results and consequences and they
can have a positive impact on what occurs and can handle the limitations and barriers.

Competence

When individual become capable, they feel self-efficacy or they feel they are
qualified and they have enough skill and proficiency to perform a successful work. Not only
capable people feel they are qualified, but they feel they are confident and they are able to do
their work competently. They feel personal excellence and assume that if they are going to
encounter new challenges; they should learn and prosper. Some writers postulate this
characteristic is the most important aspect of psychological empowerment for it is the feeling
of self-efficacy which produces perseverance and endeavor to perform the difficult works.

Self-Determination

Capable employees fell responsibility and ownership towards their activities. They
feel they have independence to perform their responsibilities; they can make decisions about
their work and have enough authority regarding the manner, time and the speed of their
performing the task.

The examples in this area include making decision about the methods of performing
the job or determining the amount of efforts necessary to perform the activities

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Trust

It refers to the relationship between the superior and the inferior (the manager’s trust
to the employee and the reverse). Trust is associated with interest, competence, openness and
belief in the others. Capable people feel confident and are assured that they will be treated
fairly and honestly; this indicates they are certain that the operators of center powers or the
authority figures will not harm and will treat them impartially.

ORGANIZATIONAL CONDITIONS FOR THE EMPLOYEES

EMPOWERMENT

Clear Goals and Vision

Having clear and challenging goals is one of the underlying features of employees
empowerment. The first factor in discussions of organizational factors which facilitate the
empowerment of the individuals is having a clear and challenging outlook. Capable people
feel they have comprehended the senior management perspective and strategies of the
organization. On this account they feel they have required competence to perform the
assigned responsibilities independently, without waiting for the orders and instructions of
the senior management.

Professional Development of the Employees

Training the employees, their development and professional growth are crucial parts of
empowerment programs. In new organizations which are known as Organization.

Learning, managers have shown great interest in the empowerment and management
plans; this interest stems from the fact that empowerment has a significant role in promoting
a learning culture.

Availability of the Resources to the Employees

Empowerment is related to providing a variety of human resources which can help the
individuals to perform their responsibilities. The managers, who empower their employees,
are mainly providers of resources and eliminators of barriers, they are less risk-takers or
commanders. Therefore, one of the chief missions of managers is to help the employees to

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achieve their goals. The managers, who provide the requisite resources for their employees so
as to increase their capability, make endeavor to be assured that the employees receives
professional development experiences and adequate and constant training.

EMPLOYEE EMPOWERMENT & INDUSTRIAL RELATIONS

Industrial relations is an expression used not only for relationship between employer
and trade unions but also involving government with the aim of defining policies, facing
labor problems.

Industrial relations include following concept.

 Rules for employee management ‘r Role of State Government bodies ‘r- harmonious
relations and technology.
Empowerment mean to enable, to give power, to allow or to permit. Empowerment as an
act of building, development and increasing power.
Empowerments as a motivational concept associated with enabling rather than
delegating.
Employee empowerment is an important motivational tool in organization.

 A flatter organization structure facilitating dispersion of authority

 Participative decision making and allied activities in the organization.
 Open communication systems and exchange of information.

Empowering employees no long remains an optical decision, but has become necessity
to make organization flexible and adoptable to the volatile environment. Why are more and
more companies empowering employees?
One reason is the need to quick decisions by those people. Who are most
knowledgeable about the issue. Often those at lower organizational levels. If organizations
are to successfully complete in a dynamic global economy. They have to be able to make
decision and implement changes quickly.
Another reasons is the reality that organizational downsizing during the last part of the
twentieth century left many managers with larger spans of control. In order to cope with the
increased work demands manager had to empower their people. If an organization
implements employee empowerment properly:- the productivity gains, quality improvement
more satisfied customers, increased employee motivation and improved morale.

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But the primarily role of management is “to support and stimulate their people, co-operate to
overcome cross functional barriers and work eliminate fear with their own team”.
Success with empowerment, Saturn a highly successful American Car manufacture,
empowered its employees by the work team. Even the design process involves a high degree
of employee participation. In the Saturn case, empowerment became directly linked to
responsibility, and employees make suggestions how to improve processes. The process of
empowerment will differ from organization to organization depending on their :

 Concept of empowerment
 Organizational objective and strategies
 Resource and financial position

It is a philosophical concept that organizations have to buy into: for many organization
include some. Important facts – values, leadership, job structure and reward system.

Process of empowerment divides into 3 steps:

 Studying the working environment of the employees.
 Redefining tasks and reallocating resources.
 Focusing on the psychological & motivational needs of employees in empowered
position.

Empowerment has come to play a major role in corporate excellence. Empowerment

means giving the employees the authority to make decisions and providing them with
financial resources to implement their decisions.

The process of empowerment will differ from organization to organization depending on their
:
 Concept of empowerment
 Organizational objectives and strategies
 Resource and financial position
 Resource and financial position
 Resource and financial position

33
It is a philosophical concept that organizations have to buy into: for many organization
include some. Important facts- values, relationship, job structure and reward system.

Employee Empowerment & Productivity

In today’s rapid-fire modern business world, Employee Productivity has taken a center
stage, and one of the best ways to improve productivity of the employees is to empower
them.
Employee Empowerment is the process of making an individual confident, capable
and making them feel in control of their work out cornets. These factors when inculcated
amongst employees, they start working more effectively without any excessive monitoring or
micromanagement.

Employee Empowerment & Quality

Quality is important because it measures the viability of the organization. Without
quality an organization can survive but it can’t/won’t reach its optimal earning potential.
Quality is an important factor to organizations because it means management is better able to
compete on both price and quality, yielding better customer value. Good consistent quality
can give your organization a competitive advantage and will lead to lower costs and higher
profits. Experts have estimated that the losses from the costs of poor quality range from 20-
30% of gross sales for defective and unsatisfactory products. An organization that has poor
quality will find its reputation quickly deteriorating and it is very difficult to regain integrity
once it has been destroyed.
Quality starts with engaging the people responsible for processes- the people who
know the process best. How do you engage people? You give them freedom and autonomy in
their jobs. You empower them. Employee empowerment is one the most important concepts
in total quality engagement. Empowerment is the key to motivation and productivity which
will result in better quality, it is important that management recognize the potential of
employees to identify and to derive corrective actions to quality problems. Also very
important is that by empowering you employees you are giving management more time to
spend engaged in visioning, nurturing, broad-based thinking and focusing on quality. By
empowering your staff you are creating employees who are friendly, happy and can cater to

34
the customers needs more easily which can affect the customer’s perception of service quality
in a positive way.

Employee empowerments vs. Employee Engagement

Employee empowerment is giving employees the authority to make decisions about
their jobs. Instead of managers team collectively make these decisions and more. Empowered
employees may be given the authority to decide work schedules, productivity goals and even
daily priorities.
Employee empowerment is a component of employee engagement. The more
employees feel like they have the authority to make dec I ions about how their work is done,
the more engaged they become in their work and company. Empowerment leads to greater
collaboration and sharing of ideas. It can also lead to productivity gains and increased
performance. Employee engagement suffers if employees don’t have the authority to do their
jobs to the best of their abilities.
Employee engagement describes how committed and energized employees are about
their jobs. Because empowerment is only a component of engagement an employee can be
entirely empowered without being engaged. This could be caused by low compensation, a
jerk boss or burnout.
To achieve employee engagement an organization needs some level of empowerment,
but employee empowerment at one does not ensure employee engagement. Employee
empowerment is a term used to express the ways in which staff can make their own decisions
without consulting superiors. These decisions may vary in effect, depending on the level of
empowerment your organization wishes its employees to have. Employee empowerment
usually begins with training, which can transition an entire company toward an empowerment
model where employees are trusted to make responsible decision that benefit the company as
a whole. Or it could merely mean giving employees the ability to make some decisions on
their own, but still putting parameters in place to govern those decisions. With greater
responsibility, employees feel appreciated and will work for the greater good of your
organization. By offering employees choice and participation on a level that actually affects
daily production, your employees are more a part of the company, and view themselves as
ambassadors and will work to justify your trust with enhanced performance.

35
 Employee engagement is the concept that when employees have choices, they will act
in a way that benefits their company’s interests. An engaged employee is a person who is
fully involved in, and enthusiastic about, his or her work. Less than 30 percent of all
employees actually feel engaged in their jobs, according to a 2008 Employee Engagement
Report. Highly engaged employees believe they can positively affect the quality of their
organization’s product or services. Those engaged employees work with passion and feel a
strong connection to their company.

There are several steps that will help to empower and engage your employees. The top five
are:

 Perception of job importance – If your employees feel that their jobs are important,
the will feel valued, and you will have employee loyalty.
 Clear expectations – Clear expectations, basic materials, and equipment must be
provided or negative emotions such as boredom may result. Employees will become
more focused on getting through the day than about how to help the organization
succeed.
 Regular feedback from superiors – Feedback is the key to giving employees a sense of
where they’re going. Many companies are lacking in this department. This feedback
has to be positive as well as constructively critical.
 Use a suggestion box - Allowing your employees a say in what is being done in the
work place will strengthen their pride in their job and let them feel as if they have an
effect on the company’s operations.
 Effective communications – Employees want to know what is happening in the
workplace. Accepting that employees wish to feel involved in what they are doing is
the first step in creating a more productive work environment.

Employee engagement and empowerment represent powerful ways to enhance

productivity and profitability. Valued employees are happy employees; and happy.

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1.5 LITERATURE REVIEWS
 Erstad Margaret (1997): Empowerment and organizational change. The article on
Empowerment and organizational change focuses on the meaning of empowerment
that it refers to a change strategy with the aim of achieving the objectives of both the
organisation and the employee. The author talks about creation of a new management
culture and empowerment as a strategy to bring about a change in the organization.
 Karakoc N. (2009): Employee Empowerment and Differentiation in Companies. The
author has conducted a study on employee empowerment and differentiation in
companies. The study indicates that employee empowerment plays an important role
both in customer and employee satisfaction. The study has determined various
contributions of employee empowerment like creativity, motivation and job
satisfaction.
 Markos, S., & Sridevi, M. S. (2010): Employee Involvement in Organisation. The
author has used key words like Employee engagement, Employee commitment,
Organizational Citizenship Behaviour and Job satisfaction. The author has highlighted
various facets of human resource development with particular reference to Employee
Engagement in an organisation. The author feels that it is very important to address
these facets of human resource failing which the employees will fail in fully engaging
in their respective jobs which leads to mismanagement.
 Mehfuz Judeh (2011): An Examination of the Effect of Employee Involvement on
Teamwork Effectiveness. The researcher has conducted a study on the effect of
employee empowerment on Teamwork effectiveness in Jordanian glass and ceramic
industries listed in Amman Stock Exchange. The findings of the study reveal that
there is a significant effect of employee involvement on teamwork effectiveness. It is
also felt that the study has created an awareness among the Middle East countries on
the effectiveness of employee involvement in the organisation.
 Sarbapriya Ray, Ishita Aditya Ray (2011): Human Resource Management Practices
and Its Effect on Employees’ Job Satisfaction. The author discusses human resource
practices and its effect on employees ‘job satisfaction in iron and steel firms in India.
It has been examined that factors like performance appraisal, employee involvement
in decision making, empowerment, training and development have a direct impact on
organizational performance. It has also been found that these factors have a
substantial impact on customer satisfaction.

37
 Hassan Tutar et al. (2011): The effects of employee empowerment on achievement
motivation and the contextual performance of employees. The authors have
investigated the perceived employee empowerment on achievement motivation and
performance of employees. The study has revealed that the perceived employee
empowerment has a positive impact on the achievement motivation and contextual
performance of employees.
 Swarnalatha C., Prasanna T.S (2012): A study on employee empowerment to
motivate the employees in health care industry in a private multi-speciality
organization. The article focuses on employee empowerment to motivate the
employees in health care industry in a private multi-speciality organisation. The
authors have defined the term empowerment as enabling or authorizing an individual
to think, behave and take decisions independently in autonomous ways. It is the
process of passing of authority and responsibility to the lower level from the higher
levels in the organisations. It evidences the fact that employees gain more confidence
in their abilities when they are given empowerment.
 Gaudreau Meyerson, Blanchard Dewettinck (2012): Effect of Empowerment on
Employees Performance. This study emphasizes on the effect of empowerment on
employees’ performance. The authors have analyzed that employees readily accept
their delegated tasks and have better competencies when they are empowered.
 Aneela Abraiz et al. (2012): Empowerment Effects and Employees Job Satisfaction.
The authors have investigated the relationship between empowerment and job
satisfaction in service sector. They have emphasized on four dimensions of
empowerment namely, Autonomy, Responsibility, Information and Creativity. The
article highlights that the managers should be focused on these four dimensions of
empowerment all the time in their respective organization.
 Dr. S. Raghunatha Reddy, M.M.Suraj Ud Dowla (2012): Effect of Empowerment.
The authors have evaluated training and development in power Grid Corporation of
India with a view to emphasize that it is obligatory on the part of organisations to
enhance skills and capabilities of the employees by providing training and
development and empowering the employees.
 Augustine O. Isimoya, Bamidele E. Bakarey (2013): Employees’ Empowerment
and Customers’ Satisfaction in Insurance Industry in Nigeria. The study was
conducted on Employees’ empowerment and customer satisfaction in insurance

38
 industry in Nigeria. The relationship between employee empowerment and customer
satisfaction has been tested which confirm that there is a strong relationship between
employee empowerment and customer satisfaction. It is proved that employee
empowerment helps in staff retention, loyalty and commitment.
 Muhammed Arif KHATTAK et al. (2013): Relationship between Employees
Involvement and Organization Performance in Milieu of Pakistan. The research
article measures the relationship among the employee involvement and Organisational
performance in Pakistani organisations. A detailed study has been conducted on three
main components of employee involvement namely, empowerment, team orientation
and capacity development. It is proved that organisations who delegate authority to its
employees perform better.
 Ovidiu-Iliuta Dobre (2013): Employee motivation and organizational performance.
The article highlights employee motivation and organizational performance. It
analyses that employee motivation and organizational performance are inter-related to
each other. Empowerment and recognition foster employee motivation. It also
signifies that monotonous job creates dissatisfaction among the employees hampering
the organizational performance.
 Deepa S, Shree Kala Kurup (2014): A Study On Empowerment Factors In
ITES/BPO Organisations Based In Chennai Region The study is made on employee
empowerment factors in IT based sector with a conclusion that empowerment
certainly facilitates customer satisfaction. The study further explains that employee
empowerment has three important elements namely the organizational, individual,
and occupational elements for the sector. It also identifies the relationship between an
employee empowerment and the level of organizational commitment. It has been
found that there exists a positive relationship with organizational and individual
elements except occupational elements.
 Rhodah Nyasani Makinda, Josephat Kwasira (2014): An Assessment of Employee
Empowerment on Organizational Performance, A Survey of Selected Banks in
Nakuru Town. The paper discusses assessment of employee empowerment on
Organizational Performance in selected Banks in Nakuru Town in Kenya, East Africa.
The study points out that due to lack of employee involvement the banking industry in
the region has faced several problems which have become obstacles in

39
 competitiveness, opportunities for growth and in the overall organizational
performance.
 Edward Negwaya et al. (2014): An Investigation of Factors Influencing Levels of
Employee Empowerment in a Government Training Institution The Case of
Management Training Bureau: Zimbabwe. This study has been conducted in
Zimbabwe to investigate factors influencing levels of employee empowerment in a
Government Training Institution. The data collected for the study was analyzed
through both qualitative and quantitative approaches. The main factors influencing
employee involvement in management were found to be organizational culture,
leadership styles of managers, communication styles, quality of training and
development, lack of succession planning and high labour turnover of qualified and
competent personnel.
 Lawrence Wainaina et al.(2014): Effect Of Employee Participation In Decision
Making On The Organizational Commitment Amongst Academic Staff In The Private
And Public Universities In Kenya. This study was conducted to understand effect of
employee participation in decision making in the private sector in Kenya. A
comparative study has been made between private and public universities in Kenya.
The study found that employee participation in decision making has greatly
influenced university academic staffs’ organizational commitment in Kenya.
 Ms. Sonali Sharma, Mr. Vaibhav Sharma (2014): Employee Engagement To
Enhance Productivity In Current Scenario. A study has been done on employee
engagement to enhance productivity in current scenario. The study shows that higher
the employee engagement, higher the performance and employment opportunities.
The study focuses on how employee engagement is an antecedent of job involvement.
 Muhammed Khalid Khan et al. (2014): Enhancing Organizational Commitment
Through Employee Empowerment Empirical Evidence from Telecom Sector
Employees. The authors have conducted a study on enhancing organizational
commitment through employee empowerment. An effort has been made to find out
relationship between empowerment and organizational commitment. The study
confirms that employee empowerment is positively related with oranisational
commitment.
 Akancha Srivatsava, K. Ramachandran (2014): Predictors Of Employee Engagement
In R & D Organisation. The study explains predictors of employee engagement in R

40
 & D Organisations in Delhi. The present study has examined selected predictors in
employee engagement in R & D Organisations. The study reveals that Innovation
through creativity is an important determinant in the success and competitive
advantage of organisations

1.6 STATEMENT OF THE PROBLEM

Empowerment means encouraging the people to make decisions with least

intervention from higher management (Handy, 1993). Empowerment is the process of
authorizing an individual to think, behave, take action, control work and decision making in
autonomous ways. Empowered employees get motivated, become more satisfied with their
jobs that enable them to work independently for the betterment of their own as well as for
their organization. Empowerment can be a major contributor to the successful performance of
an organization by giving the responsibility and power to the employees. Therefore,
Employee empowerment is a much discussed idea in organizational research and in the world
of management practice. Employees are the key players for the organizational success (Yaniv
& Farkas 2005).Organization spend allot of money to hire the right employee and to retain
that employee is the most difficult task of HR department. Therefore, to retain those
employees organizations need to understand their needs, a strong sense of affiliation must be
created amongst them (Singh 2012), along with the perception of being present in the
important decisions and their viewpoints be respected and listened properly (Yukl & Becker
2006). But if we see in our industrial culture, manager resists delegating power to their
subordinates. There can be many reasons, lack of skill or experience in managing people,
trust in their team/employees, unwillingness to let go of functions which they previously
owned or excelled at, fear of the challenge or being overshadowed, fear of inability to deliver
fear for their own role or job security, their own personal psychological makeup or
ultimately. To excel in industry organizations must need to think in a way that employees are
their business partners. Today, Employee empowerment is consider as an important issues in
human resource management organizations and In this regard, it is important that each of the
individuals feel about their competence. Empowerment practices are not yet common in our
industry; I want to see the effect of employee empowerment on organizational performance.
Is this concept is applying in our industry, what managers found after empowering their
employees. And if not then why, when in international level most of the researchers agreed

41
that the empowering employees increase their responsibilities, decision making power, and
strong sense of affiliation which leads to higher gains for an organizations.

1.7 OBJECTIVES OF THE STUDY

 To know the employee empowerment in Chirackal agro mills.

 To study the employees perception towards organization.
 To examine the employee satisfaction in Chirackal agro mills.
 To give suggestions based on the study.

1.8 SCOPE OF THE STUDY

 The study can be used as a reference for future research in the same area.
 The study can be used to bring changes in future training provided by employees in
the organization.
 The study can be used by the organization for considering employees perception.
 The study is helpful for the management in understanding the employee’s attitude
towards the employees’ empowerment.

1.9 LIMITATIONS OF THE STUDY

 The staffs were co-operative, but they were constrained by time due to their busy
work schedule.
 An in-depth study of the company could not be carried out due to shortage of time.
 This research is geographically restricted to Thiruvalla city only. Hence the result
cannot be extrapolated to other places.
 Lack of co-operation from certain department due to their workload.
 The possibility of biased information from the secondary data cannot beavoided.
 There may be sampling errors

42
 CHAPTER II
RESEARCH METHODOLOGY

43
RESEARCH METHODOLOGY
Research is defined as a “systematized effort to gain knowledge”. Research comprises
defining and redefining problems, formulating hypothesis or suggest solutions, collecting,
organizing and evaluating data, making deductions and reaching conclusions and at last
carefully testing the conclusions to determine whether they fit the formulating hypothesis. It
refers to the systematic method consisting of enunciating the problem, formulating a
hypothesis, collecting the fact the data, analyzing the facts the reaching certain conclusion
and either in the form of solution towards the concerned problem or in certain generalization
for some theoretical formulation.

A research methodology forms the frame work of the entire research process. This
includes the necessary information about materials, techniques for the collection of data
appropriate to particular problem, statistics, questionnaires and controlled experimentation
and in recording evidence sorting it out and interpreting it.

2.1 RESEARCH DESIGN

Research design is the conceptual structure with in which research would he
conducted. The function of research design is to provide for the collection of relevant
information of research design, appropriate for a particular research problem
The research design is descriptive and contains a mixture of both quantitative and
qualitative analysis.

2.2 TYPE OF RESEARCH

The present type of research belongs to the category of ‘Descriptive study

.Descriptive study are undertaken when the researcher is interested in knowing the
characteristics of certain groups, assessing behaviour, making projections or for determining
the relationship between 2 or more variable

2.3 SOURCE OF DATA

The data’s were collected through two sources

 Primary data
 Secondary data

44
Primary data
Primary goal is original and collected by the researcher freshly. In this study primary
data was collected through questionnaire. A questionnaire is a popular means of collecting
primary data. A questionnaire is a list of question for the own.

Secondary data
Secondary data is the data, which is already available. It can be obtained through
company records, internet and some data collected from the observation method by the
researcher.

2.4 SAMPLING PLAN

Sampling plan is a definite plan for obtaining a sample from a given population. It
refers to the various techniques for selecting items for the sample. This plan calls for three
decisions.

2.5 POPULATION OF THE STUDY

The study was conducted on the topic Employees Empowerment at CHIRACKAL
AGRO MILLS. There are totally 250 above employees working in the organization.

2.6 SAMPLING METHOD AND SAMPLE SIZE

Convenience sampling was used for collection of data. In this method sampling units
are chosen primary on the basis of convenience of investigation. Respondent were selected
from all levels of employees in the organization for the purpose of conducting surveys on
employee empowerment. Out of the total strength the sample taken amongst workers that is
125 respondent.

2.7 MODE OF DATA COLLECTION

The survey was done using a well structured questionnaire designed by me and my
guide. Some help was taken from the internet websites. But the questionnaire is not complete
cop- from any source.
We designed a total of 20 questions. With the last question being an open ended
question. Each of the question on employee empowerment
1. Education, Training and Awareness

45
 2. Resource Related
3. Involvement Performance and Appraisal
4. Psychology and Self-Confidence

2.8 STATISTICAL TOOLS USED

PERCENTAGE ANALYSIS

Percentage is used to making comparison between two or more service of data

Percentage = Number of respondents / Total number of Respondents * 100.

CHI-SQUARE TEST

Chi-square is a statistical test commonly used to compare goodness of fit between a

set of observed values and those theoretically.

By degree of freedom, we mean the number of classes to which the values can be
assigned arbitrarily if at the 5% level of significance the calculated value of x2 is more than
the table value, the difference between the theory and observation is considered to be
significant.

On the other hand, the calculated value of x2 is less than table value. The difference
the theory and observation is not considered as significant i.e.., it is regarded as due to
fluctuations of sampling and hence ignored. The degree of freedom can be calculated using
the formula,

V =(c-1) (r-1)

Where, c – refers to columns,

And r – refers to rows,

46
 CHAPTER III

DATA ANALYSIS

AND

INTERPRETATION

47
 ANALYSIS AND INTERPRETATION OF DATA

TABLE NO :3.1

Age group of the respontents

Age Group Number of Percentage

respondents

Below 25 years 38 30%

26-35 years 50 40%

36-45 years 20 16%

Above 45 17 14%

Total 125 100%

48
 CHART NO :3.1

Age group of the respontents

40%
40%

35%
30%
30%

25%

20%
16%
14%
15%

10%

5%

0%
Below 25 25 - 35 36-45 Above 45

Age group of respondents

INTERPRETATION

From the above table the table shows that 30% of respondents are belongs to the age
group of below 25 years. And 40% of the respondents are under the 26-35 years group. 16%
of the respondents are in 36-45 years group. Balance 14% respondents are only belongs to
above 45 years group.

It concludes that the majority of (40%) of the respontents are in the age group of 26-35
years.

49
 TABLE NO : 3.2

Gender of respondents

Gender Number of Percentage

respondents
Male 50 40%

Female 75 60%

Total 125 100%

CHART NO :3.2
50
 Gender of respondents

60% 60%

50%

40%
40%

30%

20%

10%

0%
Male
Female

Gender of Respondents

INTERPRETATION

From the above table 40% of the respondents are under the male category and
60% of the respondents are under the female category.

It concludes that the majority (60%) of the respondents are females.

TABLE NO : 3.3

51
 Educational Qualification

Attribution Number of Percentage

respondents
SSLC, +2/PDC - 0%

Graduate 85 68%

Post Graduate 30 24%

Any other 10 8%

Total 125 100%

CHART NO:3.3

52
 Educational Qualification

0.8

68%
0.7

0.6

0.5

0.4

0.3 24%

0.2

8%
0.1
0%
0
SSLC, +2/PDC Graduate Post Graduate Any other

Education Qualification

INTERPRETATION

From the above table 68% of the respondents are graduates. 24% of the
respondents are post graduates and balance 8% of respondents are any others. None of
the respondents are in the SSLC,+2/PDC.

It concludes that the majority (68%)of the respondents are graduates.

TABLE NO:3.4

53
 Experience in the organization

Attribution Number of Percentage

respondents
0-1 years 18 14%

1-5 years 27 22%

5-10 years 30 24%

10 years and above 50 40%

Total 125 100%

CHART NO : 3.4
54
 Experience in the organization

40%
40%

35%

30%
24%
25% 22%

20%
14%
15%

10%

5%

0%
0-1 years 1-5 years 5-10 years 10 years and above

Years of experience in the organization

INTERPRETATION

The table shows that 14% of the respondents have 0-1 years of experience.
22% of the respondents have 1-5 years of experience. 24% of the respondents have 5-
10 years of experience and 40% of respondents have 10 years and above experience.

It concludes that the majority(40%) of the respondents are 10years and above
experience.

TABLE NO:3.5

55
 Monthly Income

Attribution Number of Percentage

respondents
Below 15000 35 28%

15000-25000 42 34%

25000-35000 23 18%

Above 35000 25 20%

Total 125 100%

CHART NO :3.5
56
 Monthly Income

34%
35%
28%
30%

25%
20%
18%
20%

15%

10%

5%

0%
Below 15000 15000-25000 25000-35000 Above 35000

Monthly Income

INTERPRETATION

The table shows that 28% of the respondents has monthly income below
15000. 34% of the respondents has monthly income between 15000-25000. 18% of
the respondents has monthly income between 25000-35000 and 20% of the
respondents has monthly income above 35000.

It concludes that the majority (34%) of the respondents get monthly income
between 15000-25000.

TABLE NO : 3.6
57
 Need of work.

Attribute Number of Percentage

respondents
Strongly Agree 0 0%

Agree 38 30%

Neutral 63 50%

Disagree 12 10%

Strongly Disagree 12 10%

Total 125 100%

CHART NO : 3.6

58
 Need of work.

50% 50%

40%

30%
30%

20%
10% 10%

10%
0%

0%
Strongly Agree Agree Undecided Disagree Strongly
Disagree

INTERPRETATION

The table shows that 30% of respondents are agree in the need of work. 50% of
respondents are neutral in the need of work. 10% of respondents are disagree in the
need of work. 10% of respondents are strongly disagree in the need of work.

It concludes that the majority(50%) of the respondents are neutral in the need of
work

TABLE NO : 3.7

59
 Basis of Members are happy about their work

Attribute Number of Percentage

respondents
Strongly Agree 38 30%

Agree 12 10%

Neutral 38 30%

Disagree 25 20%

Strongly Disagree 12 10%

Total 125 100%

CHART NO :3.7

60
 Basis of Members are happy about their work

30% 30%
30%

25%
20%

20%

15%
10% 10%

10%

5%

0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION

The table shows that 30% of the respondents are strongly agree to they are
happy about the work. 10% of the respondents are agree to they are happy in there
work. 30% of the respondents are neutral.20% of the respondents are disagree and
10% of the respondents are strongly disagree that they are not happy in there work.

It concludes that the majority (30%) of respondents are strongly agree and
neutral in the basis of members are happy about their work

TABLE NO :3.8
61
 Responsibility

Attribute Number of Percentage

respondents
Strongly Agree 62 50%

Agree 19 15%

Undecided 25 20%

Disagree 7 5%

Strongly Disagree 12 10%

Total 125 100%

CHART NO :3.8

62
 Responsibility

50%
50%

40%

30%
20%
15%
20%
10%

10% 5%

0%
Strongly Agree Agree Undecided Disagree Strongly
Disagree

INTERPRETATION

The table shows that 50% of respondents are strongly agree about their
responsibilities, 15% of employees are agree, 20% neutral, and 10% of respondents
are strongly disagree.

It concludes that the majority(50%) of respondents are strongly agree about

their responsibilities.

63
 TABLE NO :3.9

Environment

Attribute Number of Percentage

respondents
Strongly Agree 60 48%

Agree 10 8%

Neutral 20 16%

Disagree 30 24%

Strongly Disagree 5 4%

Total 125 100%

64
 CHART NO :3.9

Environment

48%
50%

40%

30% 24%

16%
20%
8%
10% 4%

0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION

The table shows that 48% of respondents are strongly agree about their work
environment is favorable enough to give me the opportunity to work on skills that
prepare me to achieve future goals, 8% agree, 16% are neutral, 24% are disagree and
4% employees are strongly disagree.

It concludes that the majority(48%) of the respondents are strongly agree about
their work environment.

TABLE NO : 3.10
65
 Basis of Initiatives at work

Attribute Number of Percentage

respondents
Strongly Agree 32 26%

Agree 73 58%

Neutral 12 10%

Disagree 8 6%

Strongly Disagree 0 0%

Total 125 100%

CHART NO : 3.10

66
 Basis of Initiatives at work

60% 58%

50%

40%

30% 26%

20%
10%
6%
10%
0%

0%
Strongly Agree Agree Undecided Disagree Strongly
Disagree

INTERPRETATION

The table shows that 58% of respondents are agree with frequent fitly take
initials at work, 26% are strongly agree,10% are undecided and 6% of employees are
disagree.

It concludes that the majority (58%) of respondents are agree with frequent
fitly take initials at work.

TABLE NO :3.11

67
 Basis of Sense of accomplishment

Attribute Number of Percentage

respondents
Strongly Agree 30 24%

Agree 65 52%

Neutral 10 8%

Disagree 17 14%

Strongly Disagree 3 2%

Total 125 100%

CHART NO :3.11

68
 Basis of Sense of accomplishment

60%

52%
50%

40%

30%
24%

20%
14%
8%
10%

2%
0%
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION

The table shows that 24% can feel a sense of accomplishment, 52% of
employees agree with this statement, 8% are neutral, 14% are disagree and the 2% are
strongly disagree.

It concludes that the majority(52%) of the respondents % can feel a sense of

accomplishment.

TABLE NO :3.12

69
 Materials and equipments

Attribute Number of Percentage

respondents
Strongly Agree 50 40%

Agree 30 24%

Neutral 25 20%

Disagree 20 16%

Strongly Disagree 0 0%

Total 125 100%

CHART NO :3.12

70
 Materials and equipments

40%
40%

30%
24%
20%
20% 16%

10%

0%
0%
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION

The table shows that 40% of respondents are strongly agree to the basis of
materials and equipment, 24% of employees agree with this statement, 20% are
neutral and the 16% are strongly disagree.

It concludes that the majority(40%)% of respondents are strongly agree to the

basis of materials and equipment.

TABLE NO :3.13
71
 Basis of Way of work

Attribute Number of Percentage

respondents
Strongly Agree 25 20%

Agree 37 30%

Neutral 13 10%

Disagree 25 20%

Strongly Disagree 12 10%

Total 125 100%

CHART NO :3.13

72
 Basis of Way of work

30%
30%

25%
20% 20%
20%

15%
10%
10%
10%

5%

0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION

The table shows that 20% of respondents take their opinion while changing
their way of work, 30% of employees are agree, 10% are undecided, 20% are disagree
and 10% of respondents are strongly disagree.

It concludes that the majority(30%) of respondents take their opinion while

changing their way of work.

TABLE NO : 3.14

73
 Basis of Work and work motivation

Attribute Number of Percentage

respondents
Strongly Agree 50 40%

Agree 35 28%

Neutral 12 10%

Disagree 20 16%

Strongly Disagree 8 6%

Total 125 100%

CHART NO : 3.14

74
 Basis of Work and work motivation

45%

40%

35%

30%

25%

20% 40%

15%
28%
10%
16%
5% 10%
6%
0%
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION

The table shows that 40% of respondents are strongly agree about they fell
enthusiastic about work and work motivation, 28% respondents agree with the
statement, 10% are neutral,16% are disagree and only 6% strongly disagree.

It concludes that the majority(40%) of respondents are strongly agree about

they fell enthusiastic about work and work motivation

TABLE NO : 3.15

75
 Basis of Delegate of Authorities

Attribute Number of Percentage

respondents
Strongly Agree 87 70%

Agree 20 16%

Neutral 8 6%

Disagree 10 8%

Strongly Disagree 0 0%

Total 125 100%

TABLE NO : 3.15

76
 Basis of Delegate of Authorities

70% 70%

60%

50%

40%

30%
16%
20%
6% 8%
10%
0%
0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION

The table shows that 70% of employees are happy about the delegate n of
authorities by the upper levels of management, 16% are agree, 6% are neutral and the
8% are disagree.

It concludes that the majority (70%) of employees are happy about the delegate
n of authorities by the upper levels of management

TABLE NO : 4.16

77
 Basis of roles and responsibilities

Attribute Number of Percentage

respondents
Strongly Agree 12 10%

Agree 95 76%

Neutral 10 8%

Disagree 5 4%

Strongly Disagree 3 2%

Total 125 100%

CHART NO : 4.16

78
 Basis of roles and responsibilities

80%

70%
76%

60%

50%

40%

30%

20%
10%
8%
10% 2%
4%

0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION

The table shows that 10% of respondents have a clearly defined and frequently
articulated roles and responsibilities, 76% are agree with this statement, 8% are
neutral, 4% are disagree and 2% are strongly disagree.

It concludes that the majority(76%)% of respondents have a clearly defined and

frequently articulated roles and responsibilities.

TABLE NO :3.17
79
 Basis of rewarded and recognized for the work

Attribute Number of Percentage

respondents
Strongly Agree 12 10%

Agree 73 58%

Neutral 35 28%

Disagree 5 4%

Strongly Disagree 0 0%

Total 125 100%

CHART NO :3.17

80
 Basis of rewarded and recognized for the work

58%
60%

50%

40%
28%
30%

20% 10%

10% 4%
0%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION

The table shows that ‘I am rewarded and recognized for my work well done’
10% of employees are strongly agree with this statement, 58% are agree with this,
28% are undecided and 4% of respondents are disagree with this statement.

It concludes that the majority(58%) of responents are agree to they are rewarded
and recognized for the work.

TABLE NO : 3.18

81
 Employees feels valued as a team member

Attribute Number of Percentage

respondents
Strongly Agree 15 12%

Agree 97 78%

Neutral 10 8%

Disagree 3 2%

Strongly Disagree 0 0%

Total 125 100%

CHART NO : 3.18

82
 Employees feels valued as a team member

78%
80%
70%
60%
50%
40%
30%
12%
20% 8% 0%
2%
10%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION

The table shows that 12% of employees feels valued as a team member, 78%
are agree, 8% are undecided and only 2% of respondents are disagree.

It concludes that the majority(78%) of respodents are feels valued as a team

member.

TABLE NO : 3.19

83
 Goals and strategy

Attribute Number of Percentage

respondents
Strongly Agree 63 50%
Agree 38 30%
Neutral 12 10%
Disagree 12 10%
Strongly Disagree 0 0%
Total 125 100%

CHART NO : 3.19

Goals and strategy

84
 50%
45%
40%
35%
30%
50%
25%
20%
30%
15%
10%
10% 10%
5%
0%
0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION

The table shows that 50% of respondents are understand how their work
contributes to the company’s overall I goals and strategy, 30% are agree, ad 10% are
disagree.

It concludes that the majority(50%) of respondents are understand how their

work contributes to the company’s overall I goals and strategy

TABLE NO :3.20

Communication across all levels of organization

85
 Attribute Number of Percentage
respondents
Strongly Agree 25 20%
Agree 38 30%
Neutral 12 10%
Disagree 25 20%
Strongly Disagree 12 10%
Total 125 100%

CHART NO :3.20

Communication across all levels of organization

86
 30%
30%

25%
20% 20%

20%

15%
10% 10%

10%

5%

0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree

INTERPRETATION

The table shows that 20% of respondents are strongly agree about there are
open avenues of communication across all levels of organization, 30% are agree, 10%
are undecided, 20% disagree and 10% of employees are strongly disagree.

It concludes that the majority(30%) of respondents are strongly agree about

there are open avenues of communication across all levels of organization.

TABLE NO : 3.21

Basis of report

87
 Attribute Number of Percentage
respondents
Strongly Agree 87 70%
Agree 20 16%
Neutral 8 6%
Disagree 10 8%
Strongly Disagree 0 0%
Total 125 100%

CHART NO : 3.21

Basis of report

88
 70%
70%

60%

50%

40%

30%
16%
20%
6% 8%
10% 0%

0%
Strongly Agree Agree Undecided Disagree Strongly
Disagree

INTERPRETATION

The table shows that 70% of employees know whom they need to report
immediately for any of my work-related issues, 16% are agree, 6% are undecided and
only 8% of employees are disagree.

It concludes that the majority(70%) of employees know whom they need to

report immediately for any of my work-related issues.

TABLE NO :3.22

Management support

Attribute Number of Percentage

89
 respondents
Strongly Agree 63 50%
Agree 38 30%
Neutral 12 10%
Disagree 12 10%
Strongly Disagree 0 0%
Total 125 100%

CHART NO :3.22

Management support

90
 50%
50%
45%
40%
35% 30%
30%
25%
20%
15% 10% 10%
10%
0%
5%
0%
Strongly Agree Agree Undecided Disagree Strongly
Disagree

INTERPRETATION

The table shows that 50% of employees are strongly agree with the upper
levels of management support and encourage they to make their own decisions as far
as possible for accomplishing assigned tasks, 30% are agree, 10% are undecided and
only 10% are disagree.

It concludes that the majority(50%) of employees are strongly agree with the
upper levels of management support.

TABLE NO :3.23

Employee feedback

91
 Attribute Number of Percentage
respondents
Strongly Agree 77 62%
Agree 35 28%
Neutral 8 6%
Disagree 5 4%
Strongly Disagree 0 0%
Total 125 100%

TABLE NO :3.23

Employee feedback

92
 70% 62%

60%

50%

40%
28%
30%

20%

10% 6% 4% 0%

0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION

The table clear that, 62% of respondents are strongly agrees with their
department uses employee feedback to make improvements, 28% are agree, 6% are
undecided, and 4% are disagree.

It concludes that the majority(62%) of respondents are strongly agrees with

their department uses employee feedback to make improvements.

TABLE NO :3.24

Satisfied with the recognition and reward

93
 Attribute Number of Percentage
respondents
Strongly Agree 60 48%
Agree 43 34%
Neutral 12 10%
Disagree 10 8%
Strongly Disagree 0 0%
Total 125 100%

CHART NO :3.24

Satisfied with the recognition and reward

94
 48%

50%
45%
34%
40%
35%
30%
25%
20%
10%
15% 8%
10%
0%
5%
0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree

INTERPRETATION

The table clear that, 48% of respondents are strongly agrees over all, they are
satisfied with the recognition and reward that they receive for doing their work, 34%
are agree, 10% are undecided, and 8% of employees are disagree.

It concludes that the majority(48%) of respondents are strongly agrees over all,
they are satisfied with the recognition and reward.

TABLE NO : 3.25

Respondents feel

95
Attribute Number of Percentage
respondents
Yes 95 76%
No 30 24%
Total 125 100%

CHART NO : 3.25

Respondents feel

96
 80%
70%
60%
50%
40%
30%
20%
10%
0%
Yes No

INTERPRETATION

The above table shows that the majority of respondents feel empowered in their
job-aspect.

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 CHAPTER IV

FINDINGS, SUGGESTIONS

AND

CONCLUSIONS

4.1 FINDINGS

98
 The majority of (40%) of the respontents are in the age group of 26-35 years.
 The majority (60%) of the respondents are females.
 The majority (68%)of the respondents are graduates.
 The majority(40%) of the respondents are 10years and above experience.
 The majority (34%) of the respondents get monthly income between 15000-
25000.
 The majority(50%) of the respondents are neutral in the need of work.
 The majority (30%) of respondents are strongly agree and neutral in the basis
of members are happy about their work.
 The majority(50%) of respondents are strongly agree about their
responsibilities.
 The majority(48%) of the respondents are strongly agree about their work
environment.
 The majority (58%) of respondents are agree with frequent fitly take initials at
work.
 The majority(52%) of the respondents % can feel a sense of accomplishment.
 The majority(40%)% of respondents are strongly agree to the basis of materials
and equipment.
 The majority(30%) of respondents take their opinion while changing their way
of work.
 The majority (70%) of employees are happy about the delegate n of authorities
by the upper levels of management.
 The majority(58%) of responents are agree to they are rewarded and
recognized for the work.
 The majority(50%) of respondents are understand how their work contributes
to the company’s overall I goals and strategy.
 The majority(40%) of respondents are strongly agree about they fell
enthusiastic about work and work motivation.
 The majority(76%)% of respondents have a clearly defined and frequently
articulated roles and responsibilities.
 The majority(78%) of respodents are feels valued as a team member.

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  The majority(30%) of respondents are strongly agree about there are open
avenues of communication across all levels of organization
 The majority(70%) of employees know whom they need to report immediately
for any of my work-related issues.
 the majority(50%) of employees are strongly agree with the upper levels of
management support.
 The majority(62%) of respondents are strongly agrees with their department
uses employee feedback to make improvements.
 The majority(48%) of respondents are strongly agrees over all, they are
satisfied with the recognition and reward.
 The above table shows that the majority of respondents feel empowered in their
job-aspect.

4.2 SUGGESTIONS

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 Some of the suggestions to make the employees empowered, that we received from
the employees of Periyar Rice Works are as follows:

 Employee and Emotional Engagement towards the job should encouraged.

 Team management, analytical ability, effective communication, leadership quality, goal
sharing, listening and continuous learning, problem solving methods, decision making
methods, these are all necessary and paly a vital role before making an employee
empowered.
 Rewarding self-improvement and achievements of an employee.
 Clearly defined roles and responsibilities to maintain accountability of employees.
 Encouraging open and two-way communication.
 Improvement groups should be formed.
 Job-enrichment such as multi-skilling and job-rotation should be practiced.
 Transparency and Fairness i.e. open-door policy should be put into work.
 Suggestion and feedback scheme should be strengthened.
 Employee recognition policies should be renewed and should be made more important
and recognizable.
.

4.3CONCLUSION

With the study on employee empowerment,it has highlighted various

theories that help in measuring and employee’s work satisfaction, loyalty and work

101
commitment level while at the same time, discovering the factors that will affect their work
attitude and results. Although human resourses have always been placed at the heart of
Google’s organizational strategy, however, employee’s needs and desire will change from
time to time, and the same applies to the factors that will motivate and empower them.
Therefore, there is a continuous need for Google to monitor and observe the factors that
motivate its employees so as to achieve and maintain a more competent workforce. An –in-
depth study may be conducted to analyse and identify the effect of impacts that the factors
have on the employees while concentrating on the specific areas that were discovered in this
study. Moving forward, measures should be taken to improve the motivational programs
procedure. Only if proper motivation and empowerment are well rendered, can the
organization be able to benefit from its employee’s performance while maintaining its
sustainability in the modern business world.

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