1

A STUDY ON EMPLOYEES JOB CLARITY AT

WHIRLPOOL OF INDIA LIMITED
SUMMER PROJECT REPORT

Submitted by
V.VAISHNAVI DEVI
REGISTER NO: 27348352
Under the guidance of
Mr. S. JAYAKUMAR, M.E, MBA, MISTE, (PhD)
Faulty, Department Of Management Studies
in partial fulfillment for the award of the degree
of
MASTER OF BUSINESS ADMINISTRATION
DEPARTMENT OF MANAGEMENT STUDIES

SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE

PONDICHERRY UNIVERSITY
PUDUCHERRY, INDIA
SEPTEMBER - 2007
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SRI MANAKULA VINAYAGAR ENGINEERING COLLEGE

MADAGADIPET, PUDUCHERRY.

DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE

This to certify that the project work entitled “A STUDY ON EMPLOYEES

JOB CLARITY AT WHIRLPOOL OF INDIA LIMITED” is a bonafide work done
by V.VAISHNAVI DEVI [REGISTER NO: 27348352] in partial fulfillment of the
requirement for the award of Master of Business Administration by Puducherry
University during the academic year 2007-2008.

GUIDE HEAD OF THE DEPARTMENT

Submitted for Viva-voce examination held on ____________

EXTERNAL EXAMINER
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TABLE OF CONTENTS

LIST OF TABLES …….………………………………… i

LIST OF CHARTS ……………………………………… ii

CHA
PTER TITLE PAGE NO
I INTRODUCTION
1
1.1 COMPANY PROFILE
1.2 INTRODUCTION TO THE STUDY 14
II REVIEW OF LITERATURE 15

III OBJECTIVES 24

IV RESEARCH METHODOLOGY 25

V DATA ANALYSIS AND INTERPRETATION 31

VI 6.1 FINDINDS OF THE STUDY 50

6.2 SUGGESTIONS AND RECOMMEDATIONS 52

VII CONCLUSION 53

VIII 8.1 LIMITATIONS 54

8.2 SCOPE FOR FUTURE STUDY 55

APPENDICES
ANNEXURES – I 56
ANNEXURES – II 60
ANNEXURES – III 61
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ACKNOWLEDGEMENT

I here by extend our sincere thanks to our honorable chairman Shri. N.Kesavan,
M.A., D.com who has been our true inspiration, his hard work has shown us that it is the
only trade mark for success in all walks of life.

I would love to take this opportunity to heartily thank our beloved Managing
Director Shri. M. Dhanasekaran M.A., M.Ed., D.Ag., D.F.T and our Secretary .
Shri.S.V.Sugumaran, and our head of the department Mr.S. Jayakumar, M.E., MBA,
MISTE, (PhD), Faculty and head of the department of management studies, Sri Manakula
Vinayagar Engineering College for complete care and support for all our endeavors.

With high respect I would like to thank our respectable principal

Dr.V.S.K.Venkatachalapathy, Principal, Sri Manakula Vinayagar Engineering College
for his timely encouragement.

It gives me immense pleasure in expressing my requital thanks to my guide

Mr.S.Jayakumar, M.E., MBA, MISTE, (PhD), faculty and head of the department of
management studies who had taken so much of his personal time into evaluating my
work and guiding me in the proper path, his efforts has helped me to complete my project
with the present kind of fineness of work.

I owe my deep sense of gratitude to Mr.K.Prakash, Deputy Manager (HR) and

Mr. Ragubady, Senior Executive (HR), Whirlpool of India Limited, for providing me a
platform to prove my best towards the successful completion of the project.

I will fail, if I do not thank to my parents for this relented support and affection.
Finally I thank my friends for their valuable help offered at all times.
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ABSTRACT

To be competitive in today’s increasingly complex and rapidly changing

environment, organizations must retain personnel and promote the well-being of
employees. The aim of projecting the job clarity is to find out the necessity of the job
requirement. Unless the employee knows required level of tasks or functions and
responsibilities of their position to perform the job, they may not in a position to carry out
the tasks effectively. Here, the role of job clarity takes importance. Therefore it requires
the study of job description and job profile of an employee helps to know the person in
depth role of functions of the job and other aspects in the job. After making thorough
study of the job clarity, one can understand the position of their roles and responsibilities
in their area and that helps them to perform their job efficiently and thereby improve the
overall growth of the particular concern.
The organization has to lose heavily if the employees have not understood the job
clarity and it may lead to waste of effort, time, money because people are not sufficiently
clear about their responsibilities begin or end, or because they are ill equipped to carry
out the responsibilities they have been given. How much frustration is caused when
people are blamed for mistakes which occurred, not because of lack of application, but
because of lack of clarity? Clarity is disambiguation. Clarity can refer to one’s ability to
clearly visualize an object or concept.
Job clarity was assessed for measuring the clarity of employees’ job
responsibilities. A well defined organization structure with clear definition of job
requirements will:

• Help ensure that roles are redesigned and compensated appropriately;

• Contribute to building an appropriate talent pool to fill job vacancies; and
• Provide for carrier progression and advancement–important factors in talent
recruitment and retention.
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LIST OF TABLES
TABLE PARTICULARS PAGE
NO NO
1 DISTRIBUTION OF REPONDENTS BY THEIR AGE 31
2 DISTRIBUTION OF REPONDENTS BY THEIR SEX
32
3 DISTRIBUTION OF REPONDENTS BY THEIR WORK
CATEGORY 33
4 DISTRIBUTION OF RESPONDENTS ON THEIR WORK
EXPERIENCE
5 DISTRIBUTION OF RESPONDENTS BASED ON THE MEANS FOR 34
PROVIDING ROLES AND RESPONSIBILITY
6 DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS 35
OF JOB ENTRUSTED
7 DISTRIBUTION OF RESPONDENTS BASED ON WORK LOAD ON 36
JOB CLARITY
8 DISTRIBUTION OF RESPONDENTS BASED ON THE
37
AWARENESS LEVEL OF JOB CLARITY AT THE TIME OF JOINING

9 DISTRIBUTION OF RESPONDENTS BASED ON THE LEVEL OF JOB 38

CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB

10 DISTRIBUTION OF RESPONDENTS BASED ON LEVEL OF THE
39
AWARE OF ROLES IN THE ACTIVE PARTICIPATION IN THE
ORGANISATION
11 DISTRIBUTION OF RESPONDENT PROVIDED JOB BASED ON THE 40
QUALIFICATION
12 DISTRIBUTION OF RESPONDENTS BASED ON THE EXPERIENCE
COUNTED FOR ASSIGNING THE SPECIFIED JOB 41
13 DISTRIBUTION OF RESPONDENTS BASED ON THE DELEGATION
OF POWERS ENTRUSTED TO EXECUTE THE JOB
14 DISTRIBUTION OF RESPONDENTS BASED ON THE AVAILIBILITY 42
OF TRAINING INPUTS
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15 DISTRIBUTION OF RESPONDENTS BASED ON THE WAY OF JOB

CLARITY IS EFFECTIVELY MADE OUT 43
16 DISTRIBUTION OF RESPONDENTS BASED ON EXTEND THE JOB 44

CLARITY IS USEFUL IN WORK PLACE

17 DISTRIBUTION OF RESPONDENTS BASED ON RANKING OF
45
BENEFITS IN THE JOB CLARITY
18 DISTRIBUTION OF RESPONDENTS BASED ON THE ANALYSIS
46
USING CORRELATION

47

48
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LIST OF CHARTS
TABLE PARTICULARS PAGE
NO NO
1 DISTRIBUTION OF REPONDENTS BY THEIR AGE 31
2 DISTRIBUTION OF REPONDENTS BY THEIR SEX
32
3 DISTRIBUTION OF REPONDENTS BY THEIR WORK
CATEGORY 33
4 DISTRIBUTION OF RESPONDENTS ON THEIR WORK
EXPERIENCE
5 DISTRIBUTION OF RESPONDENTS BASED ON THE MEANS 34
FOR PROVIDING ROLES AND RESPONSIBILITY
6 DISTRIBUTION OF RESPONDENTS BASED ON THE 35
AWARENESS OF JOB ENTRUSTED
7 DISTRIBUTION OF RESPONDENTS BASED ON WORK LOAD 36
ON JOB CLARITY
8 DISTRIBUTION OF RESPONDENTS BASED ON THE
37
AWARENESS LEVEL OF JOB CLARITY AT THE TIME OF
JOINING
9 DISTRIBUTION OF RESPONDENTS BASED ON THE LEVEL OF 38

JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF

THE JOB
10 DISTRIBUTION OF RESPONDENTS BASED ON LEVEL OF THE
39
AWARE OF ROLES IN THE ACTIVE PARTICIPATION IN THE
ORGANISATION
11 DISTRIBUTION OF RESPONDENT PROVIDED JOB BASED ON
THE QUALIFICATION 40
12 DISTRIBUTION OF RESPONDENTS BASED ON THE
EXPERIENCE COUNTED FOR ASSIGNING THE SPECIFIED JOB
41
13 DISTRIBUTION OF RESPONDENTS BASED ON THE
DELEGATION OF POWERS ENTRUSTED TO EXECUTE THE
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JOB
42
14 DISTRIBUTION OF RESPONDENTS BASED ON THE
43
AVAILIBILITY OF TRAINING INPUTS
15 DISTRIBUTION OF RESPONDENTS BASED ON THE WAY OF
JOB CLARITY IS EFFECTIVELY MADE OUT
16 DISTRIBUTION OF RESPONDENTS BASED ON EXTEND THE
44
JOB CLARITY IS USEFUL IN WORK PLACE
17 DISTRIBUTION OF RESPONDENTS BASED ON ANALYSIS
45
USING WEIGHTED AVERAGE METHOD
18 DISTRIBUTION OF RESPONDENTS BASED ON ANALYSIS
46
USING CORRELATION

47

48
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CHAPTER – I

INTRODUCTION

1.1 PROFILE OF ORGANISATION

Whirlpool Corporation is the world’s leading manufacturer and marketer of major

home appliances. The company manufactures in 13 countries on 4 continents namely :--
Canada, United States, Mexico, Argentina, Brazil, Slovakia, Germany, Sweden, France,
Italy, South Africa, China and India and markets products in more than 170 countries
under major Brands (26 including Affiliates) names such as Whirlpool, Kitchen Aid,
Roper, Estate, Bauknects, Ignis, Laden, Inglis, Braotemp, Crolls, Acros and Consul.
Whirlpool is also the principal supplier to Searo, Roebuck and company of many major
home appliances marketed under the Kenmore brand names. Head quartered at Benton
Harbour, Michigan, U.S.A, Whirlpool Corporation is the world’s leading manufacturer
and marketer of major home appliances. Washing Machines, Dryer, Dish-washers,
Refrigerators, Freezers, Cookers, Micro-wave Ovens, Room air-conditioners, Small
Kitchen Appliances, etc.,

Whirlpool of India Limited, a fully owned by Whirlpool Inc, US, ($12 billion), a
leading global consumer durable player. Whirlpool of India limited manufactures and
markets refrigerators and washing machines. The company has diversified its product
range into Air Conditioners and Microwave Ovens. The growth in the consumer durable
industry has slowed down due to lack of demand. The year 2000 has been a bad year for
the industry as the overall growth was flat. The refrigerators registered a flat growth;
washing machines saw a negative growth while the air conditioner segment performed
well exhibiting a growth rate of 20%. Whirlpool Corporation has a management system
called WES (Worldwide Excellence System) and a value to aged performance system
called HPC (High Performance Culture), which drives, are the actions and initiatives of
unit.
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HISTORICAL OVERVIEW OF WHIRLPOOL CORPORATION

Whirlpool Corporation was founded by Louise Upton in 1911. The company was
known as upto n Machine Company in its initial years. It produced wringer washers and
sold its first order of washers to Sears Roebuck & Co. in 1916.
In 1920s, the Upton machine company had become the exclusive supplier for
sears electric & gasoline powered washing machines. While the past 8 decades have seen
many sweeping and irreversible changes have obviously altered the very direction and
scope of the company Sears remain Whirlpool’s largest customer even today.
In 1936, Upton machine company inching its way into the global market place
and entered into Europe and Asia through the relationship of American Steel Exports
Company.
In 1950, the company was renamed and officially known as the Whirlpool
Corporation. The company added Automatic Dryers, Refrigerator, Ranges and Air
Conditioners to its product line. Innovation always a Whirlpool Corporation hallmark
was especially evident in 1956 with the “Whirlpool Miracle Kitchen” and expanded its
manufacturing locations nationwide during the period.
In 1957, the company established the Appliance Buyers Credit Corporation (Later
to be known as Whirlpool Finance Corporation) to extend credit to thousands of families
who are seeking for latest Appliances.
In 1958, the company made its first investment outside its home. Its investment in
Brasmotor, South America for an equity stake in the Brazilian Appliance market, which
later defined its successful global expansion and growth. Today, Whirlpool dominates the
whole Latin America.
In 1962, Whirlpool Corporation won the contract to develop the feeding and
waste management systems for NASA’s Gemini project, which made Whirlpool brand
name, was strong and well established in the North America market.
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In 1969, the company was the first to introduce a residential trash compactor, the
first new to market Appliances. During the same year the company further consolidated
its position by entering the Canadian market with equity interest in Ingles Limited.
In 1970, the company established Cool Line, the first toll-free Consumer service
support line. In 1980, Whirlpool Corporation began its globalization initiatives to expand
its business into rapidly growing markets throughout North America, South America,
Europe and Later Asia. At this juncture, the company was firmly in a position to lead and
shape the home Appliances industry worldwide.
The company current vision was created in 1986 and changed only once since its
creation
In 1987, Whirlpool Corporation and Sundaram Clayton of India formed TVS
Whirlpool limited to make compact washers for the Indian market (Whirlpool
Corporation would acquire majority ownership in 1994). Later, the company builds a
manufacturing plant (Washer Unit) in Puducherry, India. The company remained active
in North America as well, expanding its brand base by purchasing the Kitchen Aid
division of the Hobart Corporation in 1986 and acquiring the Roper Brand name in
1989.In 1989, the Whirlpool Corporation and N.V.Philips of the Netherlands formed a
joint venture company and having the way for Whirlpool entry in European market. The
three-tiered brand structure now gave customers a clear choice of high-end (Kitchen
Aid), Popular (Whirlpool) and Value-Oriented (Roper) home Appliances.
The Whirlpool Overseas Corporation was formed in 1990 to pursue global
opportunities outside Europe and the United States. During 1990s, the company created
two new subsidiaries to sell and service appliances in Hungary (Whirlpool Hungarian
Trading Limited) and Slovakia (Whirlpool Tatramat). Later, Whirlpool Europe opened
sales subsidiaries in Poland, the Czech Republic, Romania, Bulgaria and Russia. In mid
1990s, Whirlpool Asia established a corporate headquarters and product development or
technology center in Singapore and opened regional offices in Hong Kong, New Delhi,
Singapore and Tokyo. Later, the company purchased majority interests in five joint
ventures across India and China to expand the Asian manufacturing base.
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In 1991, Inglis-Brand based in Canada became part of the Whirlpool family and
the corporate technology organization was formed in the same year.
Whirlpool Corporation won the “Star of Energy Efficiency” award from the
Alliance to save energy, was named “Appliance Partner of the Year” by U.S.Department
of Energy and took home the climate protection and stratospheric Ozone Protection
Awards from the Environmental Protection Agency (EPA).
In 1995, the T.V.S.Whirlpool Limited acquired Kelvinator of India. During the
year, the company was renamed as Whirlpool Washing Machines Limited.
In 1996, Whirlpool of India was formed after attaining the majority of ownership.
In 1998, Whirlpool Corporation unveiled its Resource Saver® Wash System, a high-
efficiency, top-loading washing machine with a spray rinse system and water temperature
sensor that helped reduce energy consumption and water usage.
Throughout Western Europe, Whirlpool Corporation became a stand-alone brand,
and the company became the exclusive supplier of major home appliances to IKEA.

WHIRLPOOL CORPORATION TODAY

BUILDING CUSTOMER LOYALTY WORLDWIDE

Whirlpool Corporation arrived in the new century and millennium as the world’s
leading manufacturer and marketer of major home appliances. Today, Whirlpool’s global
platform provides our operations with resources and capabilities no other manufacturer
can match and with brands that consumers trust.
To sustain the productivity savings that is being achieved by our operations, they
have embedded their Operational Excellence Process - based on Six-Sigma and lean
manufacturing skills and capabilities - within each of their worldwide manufacturing
facilities. The company’s global information technology organization provides Internet
tools that cut the complexity and costs of doing business for Whirlpool and its trade
partners. Whirlpool’s unique global platform allows the company to transfer key
innovations and processes across regions and brands. Based on the continuing success of
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he company’s global innovation process, which began in 1999, Whirlpool has introduced
unique product innovations to consumers worldwide.
Inspired by their bold innovations and designs, increasing numbers of customers
around the globe are trusting Whirlpool to make their lives easier. More than ever before,
Whirlpool Corporation employees and brands are connecting with customers in ways that
will last a lifetime.

IMPROVING FUNCTION AND PERFORMANCE

At Whirlpool Corporation, they take pride in the quality of appliances to market

and manufacture. They are committed to building products that consumers around the
world can depend on to meet their daily needs. Their commitment to quality begins in the
concept stages and continues throughout the lifetime of the appliance. They are
constantly seeking out new and unique ways to improve the function, performance and
sustainability of our products. They want our brands to be the brands customers trust in
every home … everywhere.

CORPORATE VISION AND STRATEGY

WHIRLPOOL VISION

Every Home…..Everywhere. With Pride, Passion, Performance

The goal of the corporate is that their product should be in every home,
everywhere.
They will be achieving this by creating:

Pride --- --- in our work and each other

Passion --- --- for creating unmatched customer loyalty for our brands
Performance --- --- results that excite and reward global investors with
superior returns.
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Whirlpool in its chosen lines of business will grow with new opportunities and be
the leader in the global market. They will be driving their commitment towards the
continuous quality improvement by satisfying the customer and their expectations. They
gain their advantage through their effort and marketing strategy. The success of the
corporate make whirlpool, a company of worldwide that customer, employees and other
stakeholders can depend on.
Employees live by the values- based strategy that has made whirlpool the
international leader that they are today. Their values represent who they are to their
customers, to their investors and other stakeholders. The way they represent the company
demonstrates how they do business in the right atmosphere.

WHIRLPOOL MISSION

The mission of the corporate is that the demand of their selves so as to care
their customers and they will serve with pride in every home and bring
prosperity to their investors and customers. They are prepared to change the
standards of their industry and be the Envy of their competitors. They will
be leaders in home appliances which all others start to emulate.

COMPANY OBJECTIVE

To carry on all or any of the business of engineering machinist, tool makers, wire
drawers, radio tube manufacturers, electric lamp and bulb manufacturers of all kinds,
shapes, voltage wattage, in their various applications, designs, inexistence today or to be
invented hereafter and manufacturers of all types of electronic devices in vogue today or
to be invented hereafter, electroplates and enamels, etc.,

To carry on business as manufacturers and makers of and dealers in metals,

plastics, wood enamel aluminum alloys and any other products, substances, articles and
things of every description and kind and to carry on and conduct workshops and
foundries of iron, brass and other metals, wood and any other substances and to buy, sell,
export, import, manipulated and deal both wholesale and retail in products, commodities,
 16

goods articles and things of all kinds whatsoever. To carry on other business, whether
manufacturing or otherwise, which may seem to the company capable of being
conveniently carried on in connection with the above or calculated directly or indirectly
to enhance the value of our render profitable, any of the company’s property or rights?
To purchase or otherwise acquire or undertake the whole or any part of the
business, property a liability of any person, corporation or company, carry on any
business which this company is authorized to carry on or possessed of property suitable
for the purpose of the company. To make, build, construct, provide, maintain, any carry
on, use and work in Indian or elsewhere, roads, railways, tramways, telegraph lines,
telephones, electric lights, heat and power work, canals, reservoirs, water-works, wells,
aqueducts, water-courses, furnaces, gasworks, piers, wharves, docks, quartz, saw and
other mills, hydraulic works, factories, warehouses and other works and buildings which
may be deemed expedient for the purpose of the company and to contribute to the cost of
making, constructing, providing , carrying on, using and working the same. To acquire
by purchase or otherwise for the business of the company in India or elsewhere, any
lands, manufactories, buildings, plants, engines, machinery or other things and to erect
and maintain or reconstruct and adapt buildings, mills, plant engines, machinery and
other plant and things found necessary or convenient for the purpose of the company.

MANUFACTURING FACILITIES IN INDIA

Whirlpool has invested heavily in its manufacturing facilities in India. While the
factories in Faridabad and Puducherry have been upgraded to meet the exacting world
class standard of Whirlpool, the one under the construction at Ranjangaon, Pune will set
the standards as one of the world’s front runners in environmental sensitive and eco –
friendly manufacturing units.

FARIDABAD
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The refrigerator facilitated at Faridabad in Haryana manufactures direct cool.

Refrigerators ranging from 165 liters to 310 liters. Infusion of technology and up
gradation of machinery along with streamlining of processed has enhanced the plant
capacity from 7, 00,000 units to 8, 50,000 units annually. Whirlpool’s focus at this plan
on manufacturing refrigerators that are made to suit Indian conditions and requirements,
while matching Whirlpool global quality standard.

RANJANGAON

A state of art gallery for the manufacturers of the Global No Frost refrigerator at
Ranjangaon near Pune, this Rs.300 crore plant built to exacting world-class standards,
underlines Whirlpool’s commitments to India. It has been designed in accordance with
the ecological and environmental criteria that have become such a concern in today’s
scenario the world over.

PUDUCHERRY

The washer’s facility at Puducherry on the East coast manufacturers’ semi

automatic and automatic washers. Constant feedback from consumers has resulted in
improved product quality and styling, leading to an improved market share. This unit was
awarded the coveted ISO 9002 certification in 1996.

WHIRLPOOL BRANDS

North American brands

United States : Whirlpool, Kitchen Aid, Roper, Estate, Gladiator

Canada : Whirlpool, Inglis, Kitchen Aid

Mexico : Whirlpool, Acros, Supermatic, Scrolls

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Principal Products

Air Purifiers, Automatic Dryers, Automatic Washers, Built-in Ovens,

Dehumidifiers, Dishwashers, freezers, Hot Water Heaters, HVAC, Microwave
Ovens, Ranges (Gas and Electric, Freezers, Side-by-Side), Room Air
Conditioners, Trash Compactors, washers.

Kitchen Aid Products

Blenders, Food Processors, Hand Mixers, Hot-water Dispensers, Stand Mixers,

Toasters, Coffee Makers, Juicers

Primary Markets Served

United States, Canada and Mexico

Principal products

Built-in Ovens, Cookers (Gas and Electric, Freestanding, Built-in and Surface
Units), Dishwashers, Dryers, Freezers (Upright and Chest), Microwave Ovens,
Refrigerators (Built-in, Combis and Side-by-Side), Washers (Front and Top
Loading)

Primary Markets Served

Europe, Middle East, Africa, Asia Pacific

Principal Products

Freezers, Gas and Electric Ranges, Micro Ovens, Refrigerators, Room Air
Conditioners, Washers, Compressors

WHIRLPOOL OF INDIA LIMITED – PUDUCHERRY

UNIT PROFILE
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Whirlpool of India Limited is a fully owned company by Whirlpool Corporation,

USA Head quarters at Benton Harbor, Michigan USA. Whirlpool Corporation is the
worlds leading manufacturers and marketer of home appliances. Washing Machines,
Dryers, Dish Washers, Refrigerators, Freezers, Cookers, Microwave Ovens, Room Air
Conditioners, Small kitchen Appliances, etc.
Whirlpool of India limited, washer unit, Puducherry was the first manufacturing
venture of the Whirlpool Corporation, USA, the world’s largest manufacturer of home
appliances. In 1987, this unit was formed as a joint venture with M/s Sundaram Clayton
limited, a TVS group companies and was named as TVS Whirlpool Limited. This unit is
located on a 100 acre sprawling area manufacturing automatic and semi automatic
washing machine. This unit is certified ISO 9001 facility by UL. It has also been cleared
for “S” mark certification from Japanese Quality standards for Exports to Japan after our
facility approval. In WOIL, washer unit has a total of 11 departments comprising of 220
employees on the whole. Out of which 67 is management executives and rest 153 are
production operators.

The various departments in the company are

 Administration Department
 Finance Department
 Human Resource Department
 Materials Department
 Production Department
 Medical Department
 Stores Department
 Plant Maintenance Department (PMD)
 Regional Technology Center (RTC)
 Process Engineering Development (PED)
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 Quality Assurance Department (QAD)

HUMAN RESOURCE MANAGEMENT AT WHIRLPOOL

The comprehensive ‘Leadership to Dominance’ business strategy was

communicated to all employees across the company in a structured manner that has
succeeded in internalizing this strategic intent. In order to create resources to implement

this key activity were divested or outsourced. The six-sigma initiatives, which were
launched in 1995, were perused with further intensity wherein 26 employees were trained
as Black Belts. These employees are working on approximately so projects, which should
yield substantial financial and quality benefits to the organization in year 2002.

Company continued its focus on the philosophy that the ‘consumer is at the
center of our business’ and consistently delivered best in class product quality and
consumer service. The on going operations excellence programme with special focus on
six-sigma initiatives to improve manufacturing quality has ensured that exacting standard
of quality is maintained at all our factories and our product quality is benchmarked with
the best in the Whirlpool world. The absence of growth and low demand pricing pressure
but company’s unwavering focus on cost productivity ensured that business margins were
maintained. The cost productivity initiatives at the factories achieved a highest ever.

In line with Whirlpool worldwide initiatives ‘Innovation workshops’ were

conducted for employees throughout the country. These resulted in discovery of some
potential business opportunities for the company in future, some of that have already
started yielding results.

A Human Resource functions as a primary key to production improvement in the

factory. The company has a policy to show their uniformity in workplace by wearing the
same type of uniform dress code form top to bottom line of management.

It motivates the employees for their and firm’s better future. Has a part of
motivation company displays: two corners namely “Excellence Corner” and “Birthday
Corner”. Firm takes interest in employee’s self – growth. It extends flexibility to workers
 21

during business hours. Firm provides free food and transportation to all workers. Many
functions are conducted as a part of employee involvement in other activities. “Star
Awards” are given away to the best performers during the last fiscal year. “Quality
Month” is celebrated in month of June every year. During this month consumers were
greeted to the factory to check the quality of production. The customer’s difficulties and
problems in the machine were analyzed. Free service campaign is set during this month
for the consumer.

HR ORGANISATION CHART

A H B NARAYANA REDDY
DIRECTOR

M.V.MURALI
MANAGER

K PRAKASH
DEPUTY MANAGER

RAGUBADY
EXECUTIVE
 ORGANISATIONAL STRUCTURE

MANAGING DIRECTOR

VICE PRESIDENT

Our Mission
GENERAL MANAGER –
Plant Operations

SENIOR MANAGER

PURCHASE PRODUCTION QUALITY FINANCE HUMAN RESOURCE PROCESS ENGINEERING

MANAGER MANGER MANGER MANGER MANGER DEVEOLOPMENT MANGER

S1 S2 S3 S4 S5 S6

MEDICAL REGIONAL TECH.

MANGER CENTER MANGER
22

S7 S8
 23

1.2 INTRODUCTION TO THE STUDY

1. For success and development of an organization, clarity of employees’ job

responsibilities plays a vital role.

2. It helps to know the person in depth role of functions of the job.

3. It helps to improve the overall growth of the particular concern and as well
as individual career growth in the particular concern.
 24

CHAPTER – II

REVIEW OF RELATED LITERATURE

2.1 JOB ANALYSIS

 25

Job analysis involves developing a detailed description of the tasks involved in a

job, determining the relationship of a given job to other jobs, and ascertaining the
knowledge, skills, and abilities necessary for an employee to successfully perform the
job. Information gathered by using one or more of the job analysis methods results in the
organization being able to create a job description and job specification.
The job description and specification have historically been important documents for
guiding the selection process. The job description can be used to describe the job to
potential candidates. The job specification keeps the attention of those doing the selection
on the list of qualifications necessary for an incumbent to perform a job and assists in
determining whether candidates are qualified.
Manpower inventory is concerned with telling ‘what employees can do,’ job
analysis assesses ‘what employees are doing.’ From job analysis, specific details of what
is being done and the skills utilized in the job, is obtained. Job analysis enables managers
to understand jobs and job structures to improve to work flow or develop techniques to
improve productivity. It also involves job design or redesign, coordinating demands on
available time, individual psychological needs, technical procedures, and desired
performances.

JOB

A job may be defined as a “collection or aggregation of tasks, duties and

responsibilities which as a whole, are regarded as a regular assignment to individual
employees,” and which is different from other assignments. In other words, when the
total work to be done is divided and grouped into packages, we call it a “job.” Each job
has a definite title based upon standardized trade specifications within a job; two or more
grades may be identified, where the work assignments may be graded according to skill,
he difficulty of doing them, or the quality of workmanship. Further, a job may include
many positions, for a position is a job performed by, related to, a particular employee.

POSITION OR JOB DESCRIPTION (JD)

 26

“Job description” is an important document which is basically descriptive in

nature and contains a statement of job analysis. It provides both organizational
information (location in structure, authority, etc.) and functional information (what the
work is). It defines the scope of job activities, major responsibilities, and positioning of
the job in the organization. It provides the worker, analyst, and supervisor with a clear
idea of what the worker must do to meet the demands of the job.
Job description describes ‘jobs,’ not job holders.’ The movement of employees
due to promotion, quits, etc. would create instability to job descriptions if people rather
than jobs are described.

COMPONENTS OR CONTENT OF JOB DESCRIPTION

A job description contains the following data,

1. Job identification or Organizational position which includes the job title,

alternative title, department, division, and plant and code number of the job. Job
title may be determined by a project or bid proposal; otherwise, there are many
sources of job titles which will provide a handle for recruitment and employment
purposes.
2. Job summary may also be called the job objective or Purpose statement; a short
paragraph of no more than three to four sentences which concisely informs the
reader of the nature, level, and objective of the position.
3. Job duties and responsibilities give a comprehensive listing of the duties together
with some indication of the frequency of occurrence or percentage of time
devoted to each major duty. It tells us what needs to be done? How it should be
done? And why it should be done? It also describes the responsibilities related to
the custody of money, the supervision of workers and the training of subordinates.
 27

4. Relation to other jobs: This helps to locate the jobs in the organization by
indicating the job immediately below or above it in the job hierarchy. It also gives
an idea of the vertical relationships of work flow and procedures.
5. Supervision: Under it is given the number of persons to be supervised along with
their job titles, and the extent of supervision involved – general, intermediate or
close supervision.
6. Working conditions usually give us information about the environment in which a
job holder must work. These include cold, heat, dust, etc. obtaining inside the
organization.

NECESSITY OF JOB DESCRIPTION

Lack of clarity in job description can lead to workplace chaos. A job description
outlines the responsibilities and functions that are assigned to a particular position or role.
In effect, it provides clarity about what an employee is supposed to do. Job descriptions
provide an opportunity to clearly communicate a company’s direction and the position of
an employee in the scheme of things. A good job description dovetails into deliverables-
performance management and career development opportunities. Employees have a clear
idea of the organizational expectations, their key result areas and the parameters against
which their performance would be measured.
Ambiguous job descriptions can add to workplace confusion, hurt communication
and make people muse over what is expected of them. Job descriptions are critical during
performance appraisals where if the profile has been well defined to employees, they
cannot claim being unaware of their duties. In an industry, which constantly evolving and
where workforce requirements change often, it is imperative that job profiles are clearly
drafted and communicated for the betterment of the individual and the organization. Stiff
competition, recruitment targets in large volumes and quick turnaround times make it all
the more crucial that organizations get it right the first time and leave no room for doubt.
The description should be built in a way that allows for growth in the organization
and individual competencies. Continuous improvement then becomes a part of the
 28

organizational culture. Job description plays a vital role and this is leveraged by most of
the core human resource systems. It is used for recruitment and selection, career mapping
or pathing, training and development, organization design, compensation and benefits
and manpower planning. The fact that it provides an overview of scope and responsibility
of the job and maps the skills or competencies makes it a handy tool.
Job profile is an integral part of the recruitment process. It can be used to obtain
employee ownership and support for the position and to trace the parameters of the skills
and abilities sought for the position. Clearly defined job descriptions can help companies
make wise hiring decisions. Hiring the best can be facilitated through job description
since it is a tool to assess the best fit. Wrong fit will impact the organization adversely
and the fallout is that it hits key metrics around productivity and retention. Right job
description gets the right talent. Employees are able to clearly understand and deliver,
thus impacting overall productivity levels.
Job profiles must be flexible so that employees are comfortable cross training,
helping another team member accomplish a task, and confident enough of making
appropriate decisions to serve their customers. They should be comfortable taking
reasonable chances and in the process stretching their limits. They should not be
encouraged to think, ‘that’s not my job.’
Job description helps top executives, especially when they jointly discuss one
another’s responsibilities. Overlapping or confusion can then be pointed out; questions
can be raised about the major thrust of each position, and problems of structure can be
identified. A job description becomes a vehicle for organizational change and
improvement.
The use of ‘job descriptions’ in the management of organizations and human
resources is progressively changing to the writing and use of ‘role statements’. This is
because the manner in which a job is described in a typical job description is essentially
in the form of enlisting the tasks and duties to be performed. Consequently, it fails to
articulate the dynamism and evolving expectations that one has in the execution of the
responsibilities of that position. Unclear job descriptions lead to problems like lack of
clarity in defining deliverables and mismatch in expectations between the management
 29

and the employees. Such descriptions hinder performance management and career
development. If employees are clueless about their responsibilities and functions, their
productivity is affected and hence the business suffers.
This can affect the team performance as well, as a result of under-utilized
resources. The ambiguity can impact the relationship between a manager and his
subordinate. “Managers may not utilize the tasks that the employee can do very well or
push the employees to do the tasks he or she may not be skilled at. Either way, discontent
develops or you either have a hostile work culture or face attrition,” cautions Coelho of
cranes software.

LIMITATIONS OF JOB DESCRIPTION

In any use of job descriptions, it should be remembered that these descriptions are
not perfect reflections of the job. “The object of a job description is to differentiate it
from other jobs and set its outer limits.” Further, executives tend to carry work patterns
with them into new jobs, thus modifying the job drastically.
To avoid such problems, care must be exercised in writing a job description to
make it as accurate as possible, and at the managerial or professional level, it should be
reviewed and discussed after the job. Jobs tend to be dynamic, not static and a job
description can quickly go out of date. Therefore, jobs should be constantly revised and
kept up-to-date, and the personnel and the other departmental heads should be apprised of
changes.
Both supervisors and subordinates should understand the uses to which a job
description would be put so that appropriate information is recorded by them. The
relevant parties should agree that a job description fairly reflects the job; otherwise job
evaluation and job performance review would seem to be unfair.

JOB CLARITY
 30

Clarity is disambiguation. It is the property of being clear or transparent. Clarity

can refer to one’s ability to clear visualize an object or concept. Clarity refers to
sharpness and image resolution. Job clarity was assessed for measuring the clarity of
employees’ job responsibilities.

BENEFITS OF JOB CLARITY

• Clarity of responsibilities and expectations

• Much clearer and more rigorous appraisal process
• Better definition of training needs.
• More selective recruitment process.

2.2 REVIEW OF LITERATURE FROM JOURNALS AND ARTICLES

Organization functions are increasingly complex and challenging. Globalization,

competition, advancement in information technology increased work demand, decreasing
the utilization of resources, changing environment in work place and work force and
other challenges are the important factors to be studied. This factor has to be studied in
depth and changes occurring on these fields may be more important for the effective
management of the organization. The changes on the above factors may also be addressed
in respect of development of human resources management.
Employees influence the success of the organization because the performance and
productivity depend on the knowledge, skill, behaviors, attitudes and well being of
personal. If there is any lack of any such criteria as said above the success of the
organization may be in question. So, it is imperative that individual responsible for
personal decisions know how to increase the performance of the employees by improving
their criteria as stated above. Therefore the organization has to keep the employees to be
more vibrant and increase their job involvement by adopting various techniques.
So, a well defined organization should have the clear idea about the job
requirement and the employees involved in such job are given the clear vision up clarity
 31

on the job. If the employees understand the clarity on the job the required output on the
job can be successfully carried out by the organization. So these are all requires a
standard method to improve the performance of the personal and promote the well being
of the personal.
The organization has to lose heavily if the employees have not understood the job
clarity and it may lead to waste of effort, time, money because people are not sufficiently
clear about their responsibilities begin or end, or because they are ill equipped to carry
out the responsibilities they have been given. How much frustration is caused when
people are blamed for mistakes which occurred, not because of lack of application, but
because of lack of clarity? Clarity is disambiguation. Clarity can refer to one’s ability to
clearly visualize an object or concept.
Job clarity was assessed for measuring the clarity of employees’ job
responsibilities. A well defined organization structure with clear definition of job
requirements will:

• Help ensure that roles are redesigned and compensated appropriately;

• Contribute to building an appropriate talent pool to fill job vacancies; and
• Provide for carrier progression and advancement – important factors in talent
recruitment and retention.

Wagner and Harter, Gallup’s who has summarized the book called “The
Element of Great Managing”, stated about job clarity as “Knowing what’s expected”.
Gallup’s data show that groups which more strongly agrees with the statement that, “I
know what expected of me at work” turning higher productivity, profitability and safety
performance than groups which do not strongly agree. Here they are not stating about
their understanding of the job, but knowing how it fit into the roles of others and how the
job contributes to the whole. The author offers two analogies: The flight deck of an
aircraft carrier and symphony orchestra. In both the cases each person must not only
know his or her own role extremely well, but also how to fit seamlessly into the entire
effort. Another key distinction is that it is not clarity about process that matters. What
 32

really makes a difference to employee engagement and results is clarity about outcomes.
Not, “Here’s what we need to do,” so much as, “Here’s what we need to achieve.”

JOB DESCRIPTION

A job description outlines the responsibilities and functions that are assigned to a
particular position or role. In effect, it provides clarity about what an employee is
supposed to do. "For employers, job descriptions establish wage, salary ranges and grades
and promote a process-driven culture. For employees, job descriptions are useful to gain
equity in compensation and a way to be reassured that there are no discriminatory pay
policies in the company," says Jude Coelho, Executive Vice-president, Human
Resources, and Cranes Software International.
A good job description not only defines the roles but responsibilities as well.
Anshuman Ray, HR Country Manager, Synopsis India adds, "It's also an interface of
the job with internal and external customers, reporting relationship and challenges that
the job offers.
It provides a sense of how much impact the job can make by providing 'a degree
of accountability' as much as it attempts to align the job with the overall business group
charter."
An organization's goals are defined through job descriptions and it involves both
the management and the Human Resource. Suman Kumar Seal, HR Manager, Cisco
Systems India states, "A job description becomes the factor to look at if people are not
doing what the organization wants them to do. In the IT industry, an employee would
have multiple roles and therefore it becomes imperative for the HR to facilitate the
process, thereby deriving a proper job description with the help of management and line
management.”
Faisal Nadeem Saiyed, Manager, HR, CSC India states, “We align individual
development objectives with the organizational growth plan. To achieve these, well-laid
out job descriptions at all levels are critical, as they are the granular representation of the
 33

organizational structure. Job descriptions give a clear road map to our employees for
individual growth that ultimately accumulates into organizational growth.”
“Job description also ensures that an organization does not dilute its standards or
competency levels, which is important for protecting the spirit of ‘meritocracy’,” points
out Ray of Synopsys.

Caroll L. Shartle, otis and lenhert have provided the following suggestions for
making the job analyst’s task simple:

1. Introduce yourself so that the worker knows who you are and why you are
there;
2. show a sincere interest in the interest in the worker and the job that is
analyzed;
3. do not try to tell the employees how to do his job;
4. try to talk to the employees and supervisors in their own language;
5. do not confuse the work with the workers;
6. do a complete job study within the objectives of the programmes; and
7. Verify the job information obtained.
 34

CHAPTER – III

OBJECTIVES OF THE STUDY

a) To study the on- going job activity.

b) To identify the potentials by the way of job description and job profile.

c) To define the job description and the role of the employees on the job entrusted.

d) To reduce the redundancy of job.

e) To provide an insight of the career growth and career progression, plan.

f) To study the imbalance in the departmental function through job description and

job profile.

CHAPTER – IV
 35

RESEARCH METHODOLOGY

It is purely and simply the framework or a plans for the study that guides the
collection and analysis of data. Research is the scientific way to solve the problem and
it’s increasingly used to improve market potential. This involves exploring the possible
methods, one by one, and arriving at the best solution, considering the resources at the
disposal of research.

4.1 RESEARCH STEPS

a) Study about Organization

First, the organization was completely studied through discussions with the
company official’s, company broachers.

b) Setting of objectives
As per company’s requisition, the researcher prepared the main objective and
specific objectives.

c) Instrument-Design (Questionnaire)
A structured questionnaire was prepared in order to collect the needed
information from the workers whirlpool of India Ltd Puducherry.
d) Main Study
The main study was conducted for 50 employees. The researcher personally met
them and interviewed them with the help of Questionnaire.

e) Tabulation and cross tabulation

After, the resea
rcher collected the data, grouped them and then tabulated based on certain
classification to set the hypothesis.

f) Analysis and Interpretation

The collected data was analyzed through various statistical tools
 36

g) Findings
From the interviews, the researcher found out the solution for the research
problem.

h) Conclusion
The researcher concluded from the findings of the study.
i) Suggestion and Recommendation
From the analysis and findings the researcher gave suggestions and
recommendations for the company for its better performance.

4.2 RESEARCH DESIGN

According to Kerlinger, “Research Design is the plan, structure and strategy of

investigation conceived so as to obtain answers to research questions and to control
variance”.

A research design is the specification of methods and procedures for acquiring the
information needed. It is the over – all operational patterns or framework of the
project that stipulates what information is to be collected from which source by what
procedures.

KEY ISSUE OPTIONS

Research Design Descriptive Study

Primary Data and Secondary Data
Data

Research Survey Method

method
Research instrument questionnaire

There are four types in Research Design:

 37

a.Exploratory of Formulative study

b. Diagnostic Study
c.Experimental Study
d. Descriptive Study.

4.3 DESCRIPTIVE STUDY

A study, which wants to portray the characteristics of a group of individuals or
situations, is known as descriptive study.
The main objective of descriptive study is to know the job clarity among the
employees. To be of maximum value, a descriptive study must collect data for a define
purpose.

4.4 UNIVERSE OF STUDY

The first step in developing any sample design is to clearly define the set of
objects technically called the universe to be studied. In this case the universe included all
employees of whirlpool of India Ltd Puducherry.

4.5 DATA COLLECTION

The required data for the project has collected from both Primary Source
Secondary Source and internal data.
Both primary as well as secondary sources of data were utilized in the project.

4.5.1 PRIMARY DATA

Primary data are measurement that are observed & recorded on a part of an
original study. When the data required for a particular study can be found neither in the
internal records of the enterprise not in published sources it may become necessary to
collect primary data.
 38

4.5.2 SECONDARY DATA

The data which was already collected and used for some other persons/purpose &
it is useful to the present problem it will be called as secondary data for also include
available in accounting, finance, production, personnel, quality control, etc.

4.6 SAMPLING PROGRESS

4.6.1 Sampling Unit
All white Collar Employees of whirlpool of India Ltd , Puducherry.
4.6.2 Duration
One month duration

4.7 TYPES OF SAMPLING

Type of sampling used in this survey was convenience sampling. In this method,
the sampling units chosen for total workers of equal to all grades and equal to major
departments.

4.8 SAMPLE SIZE DETERMINATION

Sample size restricted as the set of the sample is one organization. This sample
size was determined as 50.

4.9 SAMPLING TECHNIQUE

4.9.1 Universe of study
The first step in developing any sample design is to clearly define the set of objects
technically called the universe to be studied. In this case the universe included all
employees of whirlpool of India Ltd Puducherry.

4.9.2Questionnaire construction
In constructing questionnaire, care was taken to investigate the difficulties that the
respondent may face while answering them. It was prepared keeping in view the objective
of the study. During the constructing care was taken to avoid questions, which may lead to
misinterpretation. The question thus constructed was a structured one so as to collect al the
 39

relevant information. The questions were arranged in a logical order/sensible sequence.

The questionnaire consists of a variety of questions presented to the employees for their
response. Dichotomous questions and multiple choice questions were used in constructing
the questionnaire.

4.10 STATISTICAL TOOLS

4.10.1 Tool for Data Collection

Questionnaire was used as a tool for data collection as it provided the advantages
of allowing the respondents to answer at their convenience and faster data collection. The
questionnaire explicitly stated the purpose of study as academic and assured
confidentiality of information solicited from the respondent.

4.10.2Percentage method

This method is used in making comparison between two are more series of data.
Percentages are used to describe relationship. Percentages can also be used to compare
the relative terms, the distribution of two or more series of data.
The data collected through questionnaire response method was analyzed in the
following manner:

Raw data was coded and tabulated

• The tabulated data was converted into percentages, to show the percentage of opinion
among respondents.
• Percentage analysis thus involves the simple interpretation / analysis of the various
items taken up in the questionnaire on a percentage basis from the data collected.
Interpretations of the graphs also include mean scores obtained by the organization on
every aspect / item as calculated.

Number of respondent

Percentage of Respondents = ___________________________________ * 100

 40

Total number of people questioned

4.10.3 Weighted average method

Weighted average method is defined as an average whose component items are

multiplied by certain value (weights) and the aggregate of the products are divided by
the total of weights
In the Weighted Average Method, the weighted average can be calculated by the
following formula

K XW = ε WX/ εX

Here
XW represents the weighted average
“X1, X 2, X3………….Xn” represents the value for variable values
“W1, W2, W3 …………Wn” represents the weight age given to the variable.
Steps:-
• Multiply the weights(W) by the variables(X) to obtain WX
• Add all WX to obtain εWX
• Divide εWX by sum of the weights (εX) to get weighted average.

4.10.4 Correlation:
Correlation is the techniques of determining the degree of correlation between
two variables in case of ordinal data where ranks are given to the different values of the
variables.
Spearman’s coefficient of correlation (or)
1 - 6 ∑di ²
r = _____________

n (n² - 1)
CHAPTER – V
DATA ANALYSIS AND INTERPRETATION
 41

TABLE – 5.1

DISTRIBUTION OF REPONDENTS BY THEIR AGE

AGE NUMBER OF RESPONDENTS PERCENTAGE (%)

Lesser than 30 years 23 46

30 – 40 years 24 48

40 and above years 3 6

Total 50 100

INFERENCE
From the above table it can be inferred that, the respondents falling under the age
group of 30 – 40 years record 48% and the remaining 46% of respondents fall under
the age group of Lesser than 30.
CHART – 5.1

TABLE – 5.2
AGE OF THE RESPONDENTS

DISTRIBUTION OF REPONDENTS BY THEIR SEX LESSER THAN 30

30-40
40 AND ABOVE

SEX NUMBER OF RESPONDENTS PERCENTAGE (%)

Male 47 94

Female 3 6

Total 50 100

INFERENCE:

From this above table it can be inferred that, 94 % of respondents

were male and only 6 % were the female respondents.
 42

CHART – 5.2

DISTRIBUTION OF REPONDENTS BY THEIR SEX

GENDER OF THE RESPONDENTS

MALE
FEMALE

TABLE – 5.3

DISTRIBUTION OF REPONDENTS BY THEIR WORK CATEGORY

CATEGORY NUMBER OF RESPONDENTS PERCENTAGE (%)

Technical 39 78

Non – Technical 11 22

Total 50 100

INFERENCE

From this above table it can be inferred that, the percentage of respondents from
the technical category were 78% and the remaining 22% were from the Non –
technical.
 43

CHART – 5.3

DISTRIBUTION OF REPONDENTS BY THEIR WORK CATEGORY

WORK CATEGORY

80

60

40
Percent

20

TECHNICAL NON-TECHNICAL
WORK CATEGORY

TABLE – 5.4
DISTRIBUTION OF RESPONDENTS ON THEIR WORK EXPERIENCE

WORK EXPERIENCE NUMBER OF RESPONDENTS PERCENTAGE

(%)

Below 5 years 16 32

Above 5 to 10 years 24 48

Above 10 years 10 20

Total 50 100

INFERENCE:
 44

From the above table it can be inferred that, the respondents falling under above
5 to 10 years of experience record 48 % and 32 % of respondents fall under below 5
years and remaining respondents of 20% fall under above 10years.

CHART – 5.4
DISTRIBUTION OF RESPONDENTS ON THEIR WORK EXPERIENCE

WORK EXPERIENCES

BELOW 5 YEARS
ABOVE 5 TO 10
YEARS
ABOVE 10 YEARS

TABLE – 5.5
DISTRIBUTION OF RESPONDENTS BASED ON THE MEANS FOR
PROVIDING ROLES AND RESPONSIBILITY
MEANS FOR NUMBER OF RESPONDENTS PERCENTAGE (%)
PROVIDING

Interview 3 6

Written orders 0 0

Co-employees 9 18

Manager in charge 38 76

INFERENCE:
 45

From this above table it can be inferred that, to 24 % of respondents their

roles and responsibilities are communicated through interview and co-employees
and the remaining were communicated through manager in charge.

CHART – 5.5

DISTRIBUTION OF RESPONDENTS BASED ON THE MEANS FOR

PROVIDING ROLES AND RESPONSIBILITY

ROLES AND RESPONSIBILITIES

INTERVIEW
CO-EMPLOYEES
Manager
INCHARGE

TABLE – 5.6
DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS OF
JOB ENTRUSTED
AWARE OF JOB NUMBER OF RESPONDENTS PERCENTAGE
ENTRUSTED (%)

Yes 47 94

No 3 6

Total 50 100

INFERENCE
From the above table it can be inferred that, 94 % of the respondents were
 46

aware of the job entrusted and remaining 6% of the respondents were unaware of
the job entrusted.
CHART – 5.6
DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS OF THE
JOB ENTRUSTED

B
JO
E
TH
F
O
S
N ES
E
100
AR
AW

80

60

Percent

40

20

YES NO
AWARENESS OF THE JOB

TABLE – 5.7
DISTRIBUTION OF RESPONDENTS BASED ON WORK LOAD ON JOB
CLARITY
WORK LOAD BASED NUMBER OF PERCENTAGE
ON JOB CLARITY RESPONDENTS (%)

Yes 45 90

No 5 10

Total 50 100

INFERENCE
 47

From the above table it can be inferred that, 90% of the respondents agree to the
work load based on job clarity and remaining 10% of the respondents says job clarity
does not exit on work load.
CHART – 5.7
DISTRIBUTION OF RESPONDENTS BASED ON WORK LOAD ON JOB
CLARITY

WORK LOAD BASED ON JOB

100

80

60

Percent

40

20

0
NO
YES
WORK LOAD BASED ON JOB

TABLE – 5.8
DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS LEVEL
OF JOB CLARITY AT THE TIME OF JOINING
 48

AWARENESS OF JOB NUMBER OF RESPONDENTS PERCENTAGE

CLARITY AT THE TIME OF (%)
JOINING

0 – 25 % 9 18

25 – 50 % 25 50

50 – 75 % 16 32

Above 75 % 0 0

INFERENCE:
From the above table it can be inferred that, the respondents falling under the
awareness level of 25 – 50 % record 50 %, 32 % of respondents fall under the level of
50-75 % and the remaining 18 % of the respondent falling under the awareness level of
0-25 %.
CHART – 5.8

DISTRIBUTION OF RESPONDENTS BASED ON THE AWARENESS LEVEL

OF JOB CLARITY AT THE TIME OF JOINING

LEVEL OF JOB CLARITY AT THE TIME OF JOINING

50

40

30

Percent

20

10

0 - 25 % 25 - 50 % 50 - 75 %
LEVEL OF JOB CLARITY AT THE TIME OF JOINING

TABLE – 5.9
DISTRIBUTION OF RESPONDENTS BASED ON THE LEVEL OF JOB
CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB
 49

LEVEL OF JOB CLARITY NUMBER OF RESPONDENTS PERCENTAGE

AFTER INVOLVEMENT (%)
OF THE JOB

0 – 25 % 1 2

25 – 50 % 18 36

50 – 75 % 22 44

Above 75 % 9 18

INFERENCE:

From the above table it can be inferred that, the respondents falling under the
level of job clarity after the involvement of 50-75 % record 44%,36 % of respondents fall
under the level of 25 – 50 % and 18% of the respondent falling under the level of above
75 % and the remaining 2% of the respondent falling under the level of 0 – 25 %.
CHART – 5.9
DISTRIBUTION OF RESPONDENTS BASED ON THE LEVEL OF JOB
CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB

JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB

50

40

30

Percent

20

10

0
0 - 25 % 25 - 50 % ABOVE 75 %
50 - 75 %
JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF THE JOB

TABLE – 5.10
 50

DISTRIBUTION OF RESPONDENT BASED ON LEVEL OF THE AWARE OF

ROLES IN THE ACTIVE PARTCIPATION IN THE ORGANISATION

AWARENESS OF ROLES NUMBER OF RESPONDENTS PERCENTAGE

IN THE ACTIVE (%)
PARTICIPATION

0 – 25 % 0 0

25 – 50 % 15 30

50 – 75 % 22 44

Above 75 % 13 26

INFERENCE:
From the above table it can be inferred that, the respondents falling under the
awareness level of 50 - 75 % record 44 %, 30 % of respondents fall under the level of
25 – 50 % and the remaining 26 % of the respondent falling under the awareness level of
above 75 %.
CHART – 5.10
DISTRIBUTION OF RESPONDENT BASED ON LEVEL OF THE AWARE OF
ROLES IN THE ACTIVE PARTCIPATION IN THE ORGANISATION

AWARE OF ROLES IN ACTIVE PARTICIPATION

50

40

Pert

30

20

10

25 - 50 % 50 - 75 % ABOVE 75 %

AWARE OF ROLES IN ACTIVE PARTICIPATION

TABLE – 5.11
 51

DISTRIBUTION OF RESPONDENT PROVIDED JOB BASED ON THE

QUALIFICATION
PROVIDED JOB BASED NUMBER OF PERCENTAGE
ON QUALIFICATION RESPONDENTS (%)

Yes 50 100

No 0 0

Total 50 100

INFERENCE
From the above table it can be inferred that, 100% of the respondents agree with
the job provided to them is based on qualification.

CHART – 5.11
DISTRIBUTION OF RESPONDENT PROVIDED JOB BASED ON THE
QUALIFICATION

QUALIFICATION CONSIDERED FOR SUITABLE JOB

100

80

60

Percent

40

20

0
NO
YES
QUALIFICATION CONSIDERED FOR SUITABLE JOB

TABLE – 5.12
 52

DISTRIBUTION OF RESPONDENT BASED ON THE EXPERIENCE COUNTED

FOR ASSIGNING THE SPECIFIED JOB

EXPERIENCE COUNTED NUMBER OF PERCENTAGE

FOR ASSIGNING THE RESPONDENTS (%)
SPECIFIED JOB

Yes 48 96

No 2 4

Total 50 100

INFERENCE
From the above table it can be inferred that, 96% of the respondents agree that job
was counted based on their experience and remaining 4% of the respondents reported that
it is not counted for them.

CHART – 5.12
DISTRIBUTION OF RESPONDENT BASED ON THE EXPERIENCE COUNTED
FOR ASSIGNING THE SPECIFIED JOB

EXPERIENCE COUNTED FOR ASSIGNED JOB

100

80

60
Percent

40

20

0
NO
YES
EXPERIENCE COUNTED FOR ASSIGNED JOB

TABLE – 5.13
 53

DISTRIBUTION OF RESPONDENT BASED ON THE DELEGATION OF

POWERS ENTRUSTED TO EXECUTE THE JOB

DELEGATION OF NUMBER OF PERCENTAGE

POWERS ENTRUSTED RESPONDENTS (%)

Yes 44 88

No 6 12

INFERENCE
From the above table it can be inferred that, 88% of the respondents agree that
delegation of powers was entrusted to execute the job and remaining 12% of the
respondents reported that the powers were not delegated to them.

CHART – 5.13
DISTRIBUTION OF RESPONDENT BASED ON THE DELEGATION OF
POWERS ENTRUSTED TO EXECUTE THE JOB

DELEGATIONOFPOWERS

YES
NO

TABLE – 5.14
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DISTRIBUTION OF RESPONDENT BASEED ON THE AVAILIBILITY OF

TRAINING INPUTS

AVAILABILITY OF NUMBER OF PERCENTAGE

TRAINING INPUTS RESPONDENTS (%)

Yes 48 96

No 2 4

Total 50 100

INFERENCE
From the above table it can be inferred that, 96% of the respondents agree that
training inputs are available in the organization and remaining 4% of the respondents
reported that there is no enough training inputs are available in the organization.
CHART – 5.14
DISTRIBUTION OF RESPONDENT BASEED ON THE AVAILIBILITY OF
TRAINING INPUTS

TRAINING INPUTS AVAILABLE

100

80

60

Percent

40

20

0
NO
YES
TRAINING INPUTS AVAILABLE

TABLE – 5.15
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DISTRIBUTION OF RESPONDENT BASED ON THE WAY OF JOB CLARITY

IS EFFECTIVELY MADE OUT

JOB CLARITY NUMBER OF PERCENTAGE (%)

RESPONDENTS

Interactive session 5 10

Meeting 36 72

Training 6 12

Supply of brochures 3 6

INFERENCE
From this above table it can be inferred that, 72% of respondents were known
their job clarity effectively through meeting, 12% of the respondent through training,
10% of the respondent through interactive session and the remaining through supply of
brochures.
CHART – 5.15
DISTRIBUTION OF RESPONDENT BASED ON THE WAY OF JOB CLARITY
IS EFFECTIVELY MADE OUT

JOB CLARITY EFFECTIVELY MADE

80

67

40
Percent

20

0
INTERACTIVE MEETING TRAINING SUPPLY OF
SESSION BROCHURES

JOB CLARITY EFFECTIVELY MADE

TABLE – 5.16
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DISTRIBUTION OF RESPONDENT BASED ON EXTEND THE JOB CLARITY

IS USEFUL IN WORK PLACE

BENEFITS OF JOB CLARITY NUMBER OF PERCENTAGE (%)

IN WORK PLACE RESPONDENTS
High 36 72
Little 12 24
Very little 2 4
None 0 0

INFERENCE
From this above table it can be inferred that, 72 % of benefits of job clarity is
high, 24 % of job clarity is little and 4 % of job clarity is very little in the work place.
CHART – 5.16
DISTRIBUTION OF RESPONDENT BASED ON EXTEND THE JOB
CLARITY IS USEFUL IN WORK

JOB CLARITY USEFUL IN WORK PLACE

80

60

40
Percent

20

0
HIGH
LITTLE VERY LITTLE
JOB CLARITY USEFUL IN WORK PLACE
 57

ANALYSIS USING WEIGHTED AVERAGE METHOD

TO KNOW WHETHER THE RANKING OF BENEFITS IN THE JOB CLARITY
IS BASED ON THE FOLLOWING FACTORS

TABLE – 5.17

MANAGEMENT IMPROVED REDUCE REDUCE EFFECTIVE BENEFITS

JOB CONFLICT
RANK WEIGHT TEAM THE DOWN RESOLUTION RECRUITMEN OF
INVOLVEMENT
EFFICIENCY
WORK I MBALANCE TIME T TRAINING

X W X1 WX1 X2 WX2 X3 WX3 X 4 WX 4 X 5 WX 5 X 6 WX 6 X 2 WX 7 X 8 WX 8

1 2 45 90 50 100 49 98 47 94 46 92 47 94 44 88 48 96

2 1 5 5 0 0 1 1 3 3 4 4 3 3 6 6 2 2

Total
50 95 50 100 50 99 50 97 50 96 50 97 50 94 50 98

C.W
1.9 2 1.98 1.94 1.92 1.9 4 1.88 1 .96

Rank
7 1 2 4 6 4 8 3

INFERENCE
From the Table it is inferred that management involvement regarding the ranking
of benefits in the job clarity is most preferred in the organization than the other aspects.
 58

ANALYSIS USING CORRELATION

TO KNOW WHETHER THERE IS CORRELATION BETWEEN AWARENESS
LEVEL OF JOB CLARITY AT THE TIME OF JOINING AND AFTER THE
INVOLVEMENT OF THE JOB

TABLE – 5.18
AWARENESS LEVEL OF JOB CLARITY AT THE TIME OF JOINING
Awareness 0 – 25% 25 – 50% 50 – 75% Above 75%
Level

No. of respondents 9 25 16 0

LEVEL OF JOB CLARITY IMPROVED AFTER THE INVOLVEMENT OF

THE JOB
Level of job clarity 0 – 25% 25 – 50% 50 – 75% Above 75%
improved

No. of respondents 1 18 22 9

RANK CORRELATION METHOD

Rank(X) Awareness Improved Level(Yi ) Di ²
Level (xi)
X1 3 4 1

X2 1 2 1

X3 2 1 1

X4 4 3 1

4
 59

1 - 6 ∑di ²
r = _____________

n (n² - 1)

r = 0.6

INFERENCE

From the above table it is inferred that the rank correlation between the
awareness level of job clarity at the time of joining and the level of job clarity improved
after the involvement of the job is positively correlated.
 60

CHAPTER – VI

6.1 FINDINGS OF THE STUDY

An array findings and conclusions have emerged from the analysis. It is listed as
follows:
• Most of the respondents of 48% are falling under the age group of 30 – 40 years
and 46% are falling under the age category of lesser than 30.
• Most of the respondent of 94% were male and only 6% were the female
respondent.
• Most of the respondent from the technical category were 78% and the remaining
22% were from the non – technical.
• Most of the employees fall under above 5 to 10 years of experience record 48%
and 32% of respondents fall under below 5 years and few respondents fall under
above 10 years.
• Most of the respondents of 76%, their roles and responsibilities are communicated
through manager in charge and few through interview and co-employees.
• Most of the respondents of 94% were aware of the job entrusted to them and a
few of them were unaware of the job entrusted.
• Most of the employees of 90% agree to the work load based on job clarity and
remaining 10% of the respondents say job clarity does not exit on work load.
• Most of the respondents of 50% are falling under the awareness level of 25 – 50%
of job clarity at the time of joining and few under the awareness level of 0 – 25%.
• Most of the respondents of 44% are falling under the level of job clarity after the
involvement of 50 – 75% and few of them are under the level of 0 – 25%.
• Most of the respondents of 44% are falling under the awareness level of 50 – 75%
of their roles in the active participation in the organization.
• Most of the respondents agree with the job provided to them is based on
qualification and their work experience.
 61

• Most of the respondents of 88% agree that delegation of powers was entrusted to
execute the job and few respondents reported that the powers were not delegated
to them.
• Most of the employees of 96% agree that training inputs are available in the
organization.
• Most of the respondents were known their job clarity effectively through meeting
and few through supply of brochures.
• Most of the respondents of 72% were reveals that benefits of job clarity are high
and few respondents of 2% reported that job clarity is very little in the work place.
• Most of the employees ranked their benefits of job clarity by giving first
preference to management involvement than other aspects.
• From the rank correlation it is known that the awareness level of job clarity at the
time of joining and the level of job clarity improved after the involvement of the
job is positively correlated.
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6.2 SUGGESTIONS AND RECOMMENDATIONS

• Employees may be given proper guidance about their duties and responsibilities
on the job entrusted to them.
• Regular coordination and supervision helps to obtain the better result and as well
as helps to improve the overall growth of an organization.
• The organization can plan to conduct regular reviews with their employees in
order to find out the status of their job performance and to plan necessary
improvements.
• To improve the performance of the employees, it requires concentrating more on
training.
• The training program for the employees has to be conducted once in 6 months or
in a year for the contribution towards job clarity.
• A separate forum or team can also be set up to keep an update on the performance
of the employees after training.
• Discussion on job specification can be conducted at various level meeting may

improve the performance of the employees in the organization.

• Job description form and periodic job analysis can be improved.

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CHAPTER – VII

CONCLUSION

The present study reveals that the awareness level of job clarity among

employees was around 50 – 75%. In order to improve that the performance of the

employees it require more concentration on training, discussion on job specification

conducting various level meeting may improve the performance of the employees in the

organization. Thereby cent percent of job clarity can be achieved.

 64

CHAPTER – VIII

8.1 LIMITATION OF THE STUDY

The focus of the study was to evaluate the employee’s job clarity at whirlpool of
India limited.

Some of the limitations were-

 Due to the heavy workload, the promptness of response by the senior employees

was low.

 Some of the employees were hesitant in giving their whole-hearted opinions due

to the fear of the management.

 Evaluation was conducted on the employees reaction only through questionnaires,

other experimental tests of evaluation was not prepared.

 65

8.2 SCOPE FOR THE STUDY

The present study of the project covers only a sample survey of 50 out 220
employees. For the further study they can cover the full sample survey of employees
in order to get more information regarding other areas in an organization and that
helps in improving the performance in better more ways.
 66

APPENDICES

ANNEXURES - I

QUESTIONAIRE
A STUDY ON EMPLOYEES JOB CLARITY IN WHIRLPOOL OF INDIA
LIMITED – PUDUCHERRY

PERSONAL DETAILS:

1. Name :
(optional)
2. Age
Lesser than 30 30 – 40 40 and above

3. Department & Designation :

4. Gender : male female

5. Work Category
technical ministerial ( non technical)

6. Work Experience
Below 5 years above 5 to 10 years above 10 years

7. Educational Qualification
a. technical - bachelor degree master degree diploma
 67

b. non - technical - bachelor degree master degree

8. Indicate the means for providing roles and responsibilities?

Interview written orders co - employees manager incharge

9. Are you aware of the job entrusted?

Yes No

10. Whether work load based on job clarity

Yes No

11. Your awareness level of job clarity at the time of joining

0 – 25 % 25 – 50 % 50 – 75% above 75 %

12. To what extend the level of job clarity improved after the involvement of the job?
0 – 25 % 25 – 50 % 50 – 75% above 75 %

13. To what extend you are aware of your roles in the active participation in the
organization
0 – 25 % 25 – 50 % 50- 75 % above 75 %

14. Whether the qualification has been considered and provided suitable job?
Yes No

15. Whether the experience counted for assigning the specified job?
Yes No

16. Whether regular interaction by colleagues is carried out at the performance level?
Yes No
 68

17. To what extend the manager help you in the execution of job?
0- 25 % 25 – 50 % 50 – 75 % above 75 %
18. Whether delegations of powers are entrusted to execute the job?
Yes No

19. Whether training inputs are available in the organization?

Yes No

20. In what way the job clarity is effectively made out?

Interactive session meeting training supply of brochures

21. To what extend the job clarity is useful in work place?

High little very little none

22. Do you think any improvement needed for the job clarity in whirlpool of India limited
Yes no

23. If yes to what extend?

High little very little none

24. Whether all the information is provided by the organization to improve the work
efficiency?
Yes no

25. What type of incentives scheme is available for the improvement of the career
growth and progression?
Special pay commission bonus increment other benefits

26. Describe ranking of benefits in the job clarity as given below

a. Job Efficiency
 69

satisfactory not satisfactory

b. Management involvement
satisfactory not satisfactory

c. Improved team work

Satisfactory not satisfactory

d. Reduce the imbalance in the departmental function

Satisfactory not satisfactory

e. Reduce the down time

Satisfactory not satisfactory

f. Conflict Resolution
Satisfactory not satisfactory

g. Effective recruitment
Satisfactory not satisfactory

h. the benefits of training

Satisfactory not satisfactory

26. Your views and ideas to improve job clarity in the organization
________________________________________________
________________________________________________
________________________________________________

27. Whether objective of the job description and job profile is achieved or not
 70

Yes No

ANNEXURES - II

WHIRLPOOL OF INDIA LIMITED

PUDUCHERRY

JOB CLARITY FORM

NAME: JOB TITLE:

DEPARTMENT: TOTAL EXPERIENCE:

REPORTING TO: QUALIFICATION:

JOB PROFILE:

JOB DESCRIPTION:
 71

ANNEXURE – III

BIBILIOGRAPHY

Books

Aswathappa .k, Human Resource and Personnel Management, Tata McGraw Hill
Publishing Co. Ltd. New Delhi.

Kothari C.R., Research Methodology – Methods & Techniques, New Age

International (p) Ltd ., New Delhi,

C.B.Mamoria and S.V.Gankar, Personnel Management, Himalaya Publishing house

Gary Dessler, Human Resource Management, New Delhi, Prentice Hall of India Pvt
Ltd 2002

Biswajeet pattanayak Human resource management (2nd edition) Published by asoke

k. ghosh.

Dr C.B. Guptha Business Management Published by Sultan Chand & Sons

Websites

www.managementhelp.org
www.personnelmanagement.com
www.whirlpoolindia.com
www.yahoo.com
www.google.com
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