Employee Engagement Subramanian

CHAPTER 1
INTRODUCTION
1
1. INTRODUCTION
1.1INDUSTRY PROFILE
In the growing global competition, the productivity is the key for the survival
of any business organization. Among different functions in an organization,
production/operations function is a vital function which does the job value addition to
products/services, respectively.
An organization consists of mainly four functional subsystems, viz.

Marketing, Finance, Production and Personnel.
Marketing
Finance
Productio
n
Personnel
Functional subsystem of an organization
 The Marketing function of an organization aims to promote its products among

customers, which helps it to obtain substantial sales order. This in turn, is
communicated to the production subsystems which are concerned with the
management of physical resources for the production of an item or provision of a
service.
2
 To manufacture the products as per the specifications, the production function
needs to organize its resources (raw materials, equipments, labour and working
capital) according to the predetermined production plans.
 The Finance function provides authorization and control to all other subsystems to
utilize money more effectively through a well designed mechanism.
 The Personnel function is a supporting function which plans and provides
manpower to all other subsystems of the organization and to itself by formulating
proper recruitment and training programmes. It also monitors the performance of
the employees for better direction, promotions and results.
Production/operations management is the process which combines and

transforms various resources used in the production/operations subsystem of the
organization into value added products/services in a controlled manner as per the
policies of the organization.
The set of interrelated management activities which are involved in

manufacturing certain products is called as production management. If the same
concept is extended towards services management, then the corresponding set of
management activities is called as operations management.
The inputs to the system are materials, Labour, equipments and capital.
These inputs are combined and converted into goods/services by a suitable
technology. In product manufacturing, the major inputs are capital,
machines, equipments and tools, and Labour is required to operate and
maintain the materials requirement planning
a) Capacity planning
b) Scheduling and control
c) Line balancing
d) Line of balance
e) Single machine scheduling
f) Flow shop scheduling
g) Job shop scheduling
2. Maintenance management
3
3. Feedback and control techniques
a) Quality control
b) Inventory control
Input Output
Operations Management
Materials
Labour Transformation Good or services

(Conversion)
Equipment Process
Capital
Environment Feedback information
4
COMPANY PROFILE
 DELTA WAVE SOLUTIONS PRIVATE LIMITED

Delta Wave Solutions is a global information technology (IT) services
company providing IT consulting, technology and outsourcing services. Using
our enhanced global delivery model, innovative software platforming approach
and industry expertise, we provide high-value IT services that enable our clients
to enhance business performance, accelerate time-to-market, increase
productivity and improve customer service.
 ORGANISATION CULTURE
Consistent with Tata Group's philosophy, TRL has developed a unique
culture, which is articulated in its vision, mission and values.
 VISION
A Global information technology (IT) services company
 MISSION
Delta Wave Solutions shall be high performance and technology driven
organization committed to create value for all its stakeholders
 VALUES
a. Customer delight
b. Leadership by example
c. Integrity and transparency
d. Fairness
e. Furthering excellence
f. Delta Wave Solutions firmly believes that the purpose of an industrial
enterprise is to improve the quality of life of the people and community it
serves. Towards this, it creates economic, social and environmental values.
The vision, strategic goals, objectives and the behavior it demonstrates are
guided by this philosophy. Delta Wave Solutions is an equal opportunity
5
employer and promotes high ethical values, improvement orientation,
innovation, agility with respect to manpower, technology and products,
learning and sharing and equal opportunity to all.
1.2. IDENTIFIED PROBLEM
 Primary reasons to study Employee engagement is because a good quality of

working life is associated with better retention, lower absence and higher
productivity.
 To identify and resolve work place problems such as Absenteeism, Attitude
Survey, Burnout, Discipline, Employee assistance programs (EAP)
 Quality circles
 Stress, Substance abuse, turnover and Work/life initiatives.
1.3 NEED FOR STUDY
Human resource executives in India continue to struggle with talent management

issues, particularly retention. The quest to find the best way to retain employees has taken
HR pundits through concepts such as employee review, employee satisfaction and
employee delight. The latest idea is “Employee Engagement”, a concept that holds, that,
it is the degree to which an employee is emotionally bonded to his organization and
passionate about his work that really matters.
Engagement is about motivating employees to do their best. An engaged
employee gives his company his hundred percent. The quality of output and competitive
advantage of a company depends upon the quality of its people.It has been proved that
there is an intrinsic link between employee engagement, customer loyalty and
profitability.
When employees are effectively and positively engaged with their organization
they form an emotional connection with the company. This impacts their attitude towards
the company’s clients, and thereby improves customer satisfaction and service levels.
Most organizations realize today that a satisfied employee is not necessarily the
best employee in terms of loyalty and productivity. It is only an engaged employee who
6
is intellectually and emotionally bound with the organization, feels passionately about its
goals and is committed towards its values who can be termed thus. He goes the extra mile
beyond the basic job responsibility and is associated with the actions that drive the
business. Moreover, in times of diminishing loyalty, employee engagement is a powerful
retention strategy. The fact that it has a strong impact on the bottom-line adds to its
significance.
A successful employee engagement helps create a community at the workplace
and not just a workforce. As organizations globalize and become more dependent on
technology in a virtual working environment, there is a greater need to connect and
engage with employees to provide them with an organizational identity. Especially in
Indian culture this becomes more relevant given the community feeling which
organization provide in our society. There are a lot of HR things. They are called fads.
Those are the bandwagons upon which we hop. Perhaps it’s time to evaluate whether
employee engagement is a fad or a new knowledge domain for which HR executives can
help make their companies a better place to work.
1.4. OBJECTIVES AND SCOPE

1.4.1 PRIMARY OBJECTIVE
a. To examine the strategies adopted and practices followed in Delta wave solutions
regarding employee engagement system
b. To examine the importance given by employees to their work & the level of their
satisfaction.
c. To find out whether the changes in technology in Delta wave solutions have been
properly matched by training & development of its manpower.
d. To study the effectiveness of free flow of information between the management

and the employees.
e. To examine the effects of work culture/environment and ethos in Delta wave

solutions on employees.
f. To find out whether the employees are being adequately compensated for their
service and labor.
7
g. To examine the quality of work-life of the employees in Delta wave solutions.
h. To examine whether the welfare measures provided truly reflect the

management’s philosophy and policy.
i. To check whether the employee engagement survey outcome is being

implemented or not.
j. To suggest measures for improvement.
1.4.2 SECONDARY OBJECTIVE

The purpose of this research has been to find out:
a. The engagement levels for the entry level employees in the sector.
b. The areas in which the sector is lagging behind.
c. To suggest ways to improve the levels of employee engagement in the sector.
1.4.3 SCOPE
Embarking upon the scope of the project assigned to me I was first briefed by the
(GM HR) Mr. Jeyaraj on the day one and during that session a well planned agenda
was formulated.
a. It suggested that first I ought to observe every minute activity going in the Delta
wave solutions.
b. Following the above was the task to be aware about the structure, functioning and
products of the Delta wave solutions.
c. After that I undertook the job of employee interaction- the most important part of
my project.
d. Employee interaction was in the form of questionnaire fill up.
e. Report generation was the ultimate ramification of the questionnaire
administration in the survey.
1.5 DELIVERABLES OF STUDY
8
a. Improvement of engagement can be made by providing Job Enrichment and
Job Design
b. Success of the organization is highly dependent on how it attracts recruits,
motivates, and retains its workforce.
c. Today’s organizations need to be more flexible so that they are equipped to
develop their workforce and enjoy their commitment.
d. Therefore, organizations are required to adopt a strategy for engagement to
satisfy both organizational objectives and employee needs.
e. Employee engagement making the job more satisfying and productivity has
been greatly felt.
CHAPTER 2
LITERATURE SURVEY
9
2.1 REVIEW OF LITERATURE
The purpose of this section is to review how employee engagement is defined in

the literature in order to identify if a clear and common idea of what engagement is can
be drawn out. Firstly the evolution of employee engagement as an increasingly popular
concept is discussed. This allows us to build a picture of engagement, and demonstrate
how it means more than earlier concepts of commitment, motivation or organisational
citizenship behaviour ( OCB). Next this chapter discusses the definitions of employee
engagement throughout the literature and highlights the key characteristics by which an
engaged workforce can be identified.
'Employee engagement' is a relatively new term in HR literature and really started
to come to prominence from 2000 onwards. Melcrum Publishing (2005) found that from
a global survey of over 1,000 communication and HR practitioners 74% began to
formally focus on the issue between 2000 and 2004.
Having reviewed an extensive amount of literature, the commentary on the evolution
of employee engagement is summarised by the following points:
• It builds upon and goes further than 'commitment' and 'motivation' in the
management literature (Woodruffe, 2006 as cited in CIPD, 2006a)
• A desk review undertaken by Rafferty et al (2005) indicates that it originated from
consultancies and survey houses rather than academia
10
• The level of interest it has generated indicates that it is more than a passing
management fad and a considerable amount of research and analysis has been
conducted in the last 10 years or so building up our understanding of the term.
As pointed out in Rafferty et al (2005), the concept of employee engagement has as its
foundation, two well-researched precursors - employee commitment and organisational
citizenship behaviour.
Commitment literature - Silverman (2004) (paper presented as Appendix 1 in Robinson
et al 2004) discusses the different directions the study of employee organisational
commitment (see definitions below) has taken over the previous decade, noting that more
recent research emphasises the multidimensional nature of commitment that implies
commitment cannot be realised through one single human resource ( HR) policy. In other
words, people are motivated by a range of factors, and these differ from person to person.
The earlier commitment literature, which discusses the various kinds of commitment and
the impacts of a committed workforce, lays the foundation for understanding of
engagement and the evolution of the concept. As is discussed later, commitment and
engagement are not considered to be one and the same. Whilst commitment is an
important element of engagement, engagement is considered to be more than just
employee commitment.
Tamkin (2005) reviews commitment in the literature and highlights an early model by
Allen and Meyer (1990), which defines three types of commitment:
• Affective commitment - employees feel an emotional attachment towards an

organisation;
• Continuance commitment - the recognition of the costs involved in leaving an
organisation; and
• Normative commitment - the moral obligation to remain with an organisation.
As noted by Tamkin (2005), not all of these forms of commitment are positively
associated with superior performance - employees who feel high continuance
commitment for whatever reason, but lower levels of affective and normative
commitment are unlikely to produce huge benefits for the organisation.
The closest relationship with engagement is 'affective' commitment as explained by
Silverman (2004) (paper presented as Appendix 1 in Robinson et al 2004). This type of
11
commitment emphasises the satisfaction people get from their jobs and their colleagues,
and the willingness of employees to go beyond the call of duty for the good of the
organisation. It also goes some way towards capturing the two-way nature of the
engagement relationship, as employers are expected to provide a supportive working
environment.
This point is expanded upon by Meere (2005), who highlights that organisations must
look beyond commitment and strive to improve engagement, as it is engagement that
defines employees' willingness to go above and beyond designated job responsibilities to
promote the organisation's success.
Organisational Citizenship Behaviour ( OCB) literature - this predates employee
engagement, but is highly relevant to it. The review of OCB literature by Barkworth
(2004) (paper presented as Appendix 2 in Robinson et al 2004) defines its key
characteristic as behaviour that is discretionary or 'extra-role', so that the employee has a
choice over whether they perform such behaviour. These behaviours include voluntarily
helping of others, such as assisting those who have fallen behind in their work, and
identifying and stopping work-related problems in the first place. As these types of
behaviour are not normally part of the reward system, absence of such behaviours is
therefore not punishable by the organisation but performance of them should lead to
effective running of it.
Over 30 different forms of OCBs have been identified and defined and these have been
classified by Podsakoff et al. (2000) in Barkworth's paper (2004) (paper presented as
Appendix 2 in Robinson et al) into seven themes:
• Helping behaviour - voluntarily helping others

• Sportsmanship - being able to carry on with a positive attitude in the face of
adversity and being willing to set aside personal interests for the good of the
group
• Organisational loyalty - promoting the organisation to the outside world, and
staying committed to it, even when doing so could involve a personal sacrifice
• Organisational compliance - following organisational rules even when not being
monitored
• Individual initiative - demonstrating performance over and above what is
expected
12
• Civic virtue - macro-level interest in the organisation as a whole, such as a loyal
citizen would display towards their country
• Self-development - voluntarily improving one's own knowledge, skills and
abilities in such a way as to be helpful to the organisation.
OCB links very strongly to employee engagement as it focuses on securing commitment

and involvement which lies outside contractual parameters - often referred to as the
individual 'going the extra mile'.
In terms of the impact of OCBs on organisational effectiveness, three behaviours: helping
behaviour, sportsmanship and civic virtue, appear to lead to performance gains. The fact
that helping behaviour was not beneficial in all studies raises the issue of the context in
which the behaviours are to occur, as they will not be suitable in all situations.
Further, Barksworth (2004) (paper presented as Appendix 2 in Robinson et al 2004) notes
research by Organ and Ryan (1995), which found that attitudinal variables such as job
satisfaction, organisational commitment, fairness and leader supportiveness all have a
positive relationship with OCB. Task-related variables are also identified in this literature
as important antecedents to OCB. Barksworth (2004) (paper presented as Appendix 2 in
Robinson et al 2004) quotes Podsakoff's (2000) findings that such variables as feedback
and satisfying tasks are significantly correlated to altruism, courtesy, conscientiousness,
sportsmanship and civic virtue.
Variables that have a negative relationship include breach of the psychological contract,
abusive supervision and task reutilisation. All of these issues are, in some way, linked to
leadership style and behaviour, either directly or more subtly. Therefore, the obvious
starting point in trying to harness OCB should be from the top-down, as the impact made
by leaders and managers does seem to affect the demonstration of OCB. This finding
links strongly to the role of management in securing engagement - see later discussion.
It appears that engagement, although sharing strong characteristics with each of
these two concepts is about more than commitment and/or OCB on their own. Rafferty et
al (2005) draw the distinction on the basis that engagement is a two-way mutual process
between the employee and the organisation. Sharpley (2006) (as cited in Harrad 2006)
also points out that it is important to distinguish between motivation and engagement, as
it is possible to be motivated in one's job without necessarily feeling an attachment to the
13
organisation. In Sharpley's (2006) (as cited in Harrad 2006) definition of engagement
there must be a mutual feeling of support between the employee and the organisation.
Ellis and Sorenson (2007) point to the inconsistent way in which the term engagement
has been applied by business leaders and human resource ( HR) professionals over the
last 20 years. They highlight the inconsistency of using the term to refer to attitudes or to
employee perceptions of specific elements of their work environment or benefits, which
they feel have 'little' to do with engagement. They endorse a two dimensional definition
of engagement that defines an engaged employee as one who 1) knows what to do at
work and 2) wants to do the work. It is their strong view that engagement should always
be defined and assessed within the context of productivity, and that the two elements of
engagement noted above are necessary for driving productivity.
Right Management (2006) defines true engagement as every person in the organisation
understanding and being committed to the success of the business strategy, and that this
goes beyond more than just simple job satisfaction and incorporates aspects of
commitment, pride and advocacy about the organisation's products and brand. Whilst the
onus is on the organisation to manage communication effectively to involve employees
and align them with the organisation, this clearly requires input and feedback from
employees as well to make the process work.
The CIPD Annual Survey report (2006c) defines engagement in terms of three
dimensions of employee engagement:
• Emotional engagement - being very involved emotionally in one's work;

• Cognitive engagement - focusing very hard whilst at work; and
• Physical engagement - being willing to 'go the extra mile' for your employer.
The survey report states that the very engaged will go one step further and speak out as
advocates of their organisation, in what they describe as a 'win-win' situation for the
employee and the employer.
Some authors discuss the varying degrees of engagement employees can experience.
Meere (2005) describes three levels of engagement:
• Engaged - employees who work with passion and feel a profound connection to
their organisation. They drive innovation and move the organisation forward;
14
• Not engaged - employees who attend and participate at work but are timeserving
and put no passion or energy into their work; and
• Disengaged - employees who are unhappy at work and who act out their
unhappiness at work. According to Meere (2005), these employees undermine the
work of their engaged colleagues on a daily basis.
Buchanan (2004) describes the difference between rational commitment and emotional
commitment. Rational commitment results when a job serves employees' financial,
developmental or professional self-interest. In contrast, emotional commitment, which has
four times the power to affect performance as its more pragmatic counterpart, arises when
workers value, enjoy and believe in what they do. According to the figures of the
Corporate Leadership Council quoted by Buchanan (2004), about 11% of the workforce
are classified as 'true believers' and demonstrate very high levels of both commitment
types; another 13% at the other end of the normal distribution curve demonstrate little
commitment and are classified as the 'disaffected'.
A global study of over 50,000 employees found that those employees who are most
engaged perform 20% better and they are 87% less likely to leave.
Corporate Leadership Council 2004
Along with a survey of 664,000 employees at 50 global companies, Towers Perrin-ISR

compared the financial performance of companies with varying levels of employee
engagement over a 12 month period. It found that three financial indicators – operating
income, net income and earnings per share – rose when engagement was high and fell
when engagement was low. People Power, ISR/Towers Perrin, 2006
Engaged employees indicate a better understanding of how to meet customer needs –

70% versus 17% of the non-engaged workers.
Measuring True Employee Engagement, Right Management, 2006
A CIPD research report found that engaged employees take less sick leave, perform
better and are more likely to recommend the organisation they work for and are less
likely to quit.
Working Life: Employee Attitudes and Engagement, CIPD, December 2006
15
Engaged employees take an average of 2.69 sick days per year while the disengaged
average 6.19. Gallup 2003
Gallup UK study shows only 19% of employees are actively engaged, a similar
proportion are actively disengaged (20%) and the vast majority 61% are neutral
representing untapped potential. A CIPD survey is slightly more optimistic with 35% of
employees indicating active engagement with their work.
Gallup UK quoted in Meere 2005
Employee Attitude and Engagement Survey, CIPD, 2006
A 2004 study found that moving employees from strong non-commitment to strong
commitment can result in a 57% increase in discretionary effort. They state that moving
from low to high effort levels can result in a 20% improvement in employee
performance. They coin this the “10:6:2 rule” in that a 10% increase in commitment can
lead to 6% increase in effort and this results in an improvement in performance by 2%.
Employee Engagement Survey, Corporate Leadership Council 2004
Lucey, Bateman and Hines (2005) interpret the Gallup Engagement Index as measuring
"how each individual employee connects with your company and how each individual
employee connects with your customers" (p.12). They call the opposite of this
emotionally unemployed.
DDI (2005) uses the definition "The extent to which people value, enjoy and believe in
what they do" (p1). DDI also states that its measure is similar to employee satisfaction
and loyalty.
Fleming, Coffman and Harter (2005) (Gallop Organization researchers) use the term
committed employees as a synonym for engaged employees.
Gallup's Human Sigma website (2005) likens employee engagement to the concept of
customer engagement, which has the dimensions of confidence, integrity, pride and
passion.
Wellins and Concelman (2004) call employee engagement "the illusive force that
motivates employees to higher levels of performance" (p.1) "This coveted energy" is
similar to commitment to the organization, job ownership and pride, more discretionary
effort (time and energy), passion and excitement, commitment to execution and the
16
bottom line. They call it "an amalgam of commitment, loyalty, productivity and
ownership" (p. 2). They also refer to it as "feelings or attitudes employees have toward
their jobs and organizations" (p. 2).
Robinson, Perryman and Hayday (2004) define engagement as "a positive attitude held
by the employee towards the organization and its values. An engaged employee is aware
of the business context, works with colleagues to improve performance within the job for
the benefit of the organization. The organization must develop and nurture engagement,
which is a two-way relationship between employer and employee" (p2). They say that
engagement overlaps with commitment and organizational citizenship behavior, but it is
two-way relationship. They say it is "one step up" from commitment.
2.2 RESEARCH GAP
Employee engagement is a comprehensive program designed to enhance

service to the public by improving employee satisfaction. Work place strength can be
achieved by providing training and helping employees to manage change and transition.
Employee engagement can be in form of a participatory management, in

most cases the initiative for implementing the employee engagement programs is up to
the employees at the floor level. Nevertheless, strong management support and
leadership, usually in the form of joint council is the first step to success. In most firms
annual employee engagement plans were developed and implemented at the department
levels. Each department would have a employee engagement coordinator who is
responsible for coordinating Employee engagement activities.
Measurement of employee engagement is a difficult task as the intention is to

enhance the employees work life qualitatively and not quantitatively. The result would be
reflected in better productivity. Morale and Job satisfaction leads to overall
organizational effectiveness.
17
The theories of motivation and leadership would provide a sound base for the
concept of eEmployee engagement. Maslow depicted the complexity of human nature by
describing various levels of human needs and satisfaction for the high order needs.
18
CHAPTER 3
METHODOLOGY
3. INTRODUCTION
Research is simply the process of finding solutions to a problem after a thorough study
and analysis of the situational and other related factors. Business research is a systematic
19
and organized effort to investigate a specific problem encountered in the work setting that
needs a solution.
According to Clifford Woody "research comprises defining and redefining problems,
formulating hypothesis or suggested solutions, collecting, organizing and evaluating data;
making deductions and reaching conclusions, and at last carefully testing the conclusions
to determine whether they fit the formulated hypothesis".
The research process consists of the following distinctive interrelated phases: (1)
Defining the research problem (2) Establishing Research Objectives (3) Developing the
research design (4) Preparing a research proposal (5) Data Collection (6) Data Analysis
and Interpretation and (7) Research reporting.
Research is an organized and systematic way of finding answers to questions.
Systematic because there is a definite set of procedures and steps which you will follow.
There are certain things in the research process which are always done in order to get the
most accurate results.
Organized is that there is a structure or method in going about doing research. It is a
planned procedure, not a spontaneous one. It is focused and limited to a specific scope.
Finding answers is the end of all research. Whether it is the answer to a hypothesis or
even a simple question, research is successful when we find answers. Sometimes the
answer is no, but it is still an answer.
Questions are central to research. If there is no question, then the answer is of no use.
Research is focused on relevant, useful, and important questions. Without a question,
research has no focus, drive, or purpose.
Methodology can be defined as:
1. "the analysis of the principles of methods, rules, and postulates employed by a

discipline"
2. "the systematic study of methods that are, can be, or have been applied within a
discipline"or
3. "a particular procedure or set of procedures.
Most of the research objectives could be met by using any one of the three types of
research designs; exploratory, descriptive and casual research designs.
20
Exploratory research focuses on collecting data using an unstructured format or
informal procedure to capture data and to interpret them. It is often used to classify the
problems or opportunities and it is not intended to provide conclusive information from
which a particular course of action can be determined.
Descriptive research uses a set of scientific methods and procedures to collect raw data
and create data structures that describe the existing characteristics of a defined target
population. For e.g., the profile of the consumers, pattern of purchase behavior etc. In
descriptive research design the researcher looks for answers to the how, who, what, when
and where questions concerning the different components of a market structure. The data
and information generated through the descriptive designs can provide the decision
makers with evidence that can lead to a course of action.
Casual research design deals with collecting raw data, creating data structures and
information that will allow the decision maker or researcher to model cause-effect
relationships between two or more market variables. The casual research design enables
to identify, determine and explain the critical factors that affect the decision making.
However, the research process is more complex, expensive and time-consuming.
3.1 Types of Project Study-
 The type of project study undertaken is Descriptive.
Descriptive research
 It uses a set of scientific methods and procedures to collect raw data and create
data structures that describe the existing characteristics of a defined target
population. For e.g., the profile of the consumers, pattern of purchase behavior
etc. In descriptive research design the researcher looks for answers to the how,
who, what, when and where questions concerning the different components of a
market structure. The data and information generated through the descriptive
designs can provide the decision makers with evidence that can lead to a course of
action.
21
3.2 Target respondents
 Employee’s of the concern who are under union.
3.3 Assumptions
 Employee engagement is important for each and every employee working in an

organization. Work is an integral part of our everyday life, as it is our livelihood
or career or business. On an average we spend around twelve hours daily in the
work place, that is one third of our entire life; it does not influence the overall
quality of our life. It should yield job satisfaction, give peace of mind, a
fulfillment of having done a task, as it is expected, without any flaw and having
spent the time fruitfully, constructively and purposefully.
3.3.1 Constraints
 Employee engagement but everything in every place cannot be analyzed, so it is

limited.
3.3.2 Limitations-
 Since quality is a broad topic, I have limited a particular field where it’s analyzed
for skilled and non-skilled employees.
 The employees were busy in their work schedule, so it is difficult to get

respondents
 Research was conducted by Questionnaire and through direct interview to only

samples selected.
 It is a time consuming process to get responses from the respondents.
3.4 Sampling Methods
22
 Sampling refers to randomly selected subgroup of people or objects from the
overall membership pool of defined target population.
 Sampling plans can be broadly classified into probability and non probability
sampling. In a probability sampling plan, each member of the defined target
population is a known and has an equal chance of being drawn into the sample
group. Probability sampling gives the researcher the opportunity to assess the
sampling error.
 In the case of non probability sampling the research finding cannot be
generalized and the sampling error cannot be assessed. The findings are limited to
the sample which provided the original raw data. However non probability
sampling may be the only choice in case where the population cannot be
ascertained.
3.4.1 A simple random sample
 A simple random sample is obtained by choosing elementary units in search a

way that each unit in the population has an equal chance of being selected. A
simple random sample is free from sampling bias. However, using a random
number table to choose the elementary units can be cumbersome. If the sample is
to be collected by a person untrained in statistics, then instructions may be
misinterpreted and selections may be made improperly. Instead of using a least of
random numbers, data collection can be simplified by selecting say every 10th or
100th unit after the first unit has been chosen randomly as discussed below. Such
a procedure is called systematic random sampling.
3.4.2 A systematic random sample
 A systematic random sample is obtained by selecting one unit on a random basis

and choosing additional elementary units at evenly spaced intervals until the
desired number of units is obtained. For example, there are 100 students in your
class. You want a sample of 20 from these 100 and you have their names listed on
a piece of paper may be in an alphabetical order. If you choose to use systematic
random sampling, divide 100 by 20, you will get 5. Randomly select any number
between 1 and five. Suppose the number you have picked is 4, that will be your
23
starting number. So student number 4 has been selected. From there you will
select every 5th name until you reach the last one, number one hundred. You will
end up with 20 selected students.
3.4.3 A stratified sample
 A stratified sample is obtained by independently selecting a separate simple

random sample from each population stratum. A population can be divided into
different groups may be based on some characteristic or variable like income of
education. Like any body with ten years of education will be in group A, between
10 and 20 group B and between 20 and 30 group C. These groups are referred to
as strata. You can then randomly select from each stratum a given number of units
which may be based on proportion like if group A has 100 persons while group B
has 50, and C has 30 you may decide you will take 10% of each. So you end up
with 10 from group A, 5 from group B and 3 from group C.
3.4.4 A cluster sample
 A cluster sample is obtained by selecting clusters from the population on the basis
of simple random sampling. The sample comprises a census of each random
cluster selected. For example, a cluster may be some thing like a village or a
school, a state. So you decide all the elementary schools in New York State are
clusters. You want 20 schools selected. You can use simple or systematic random
sampling to select the schools, and then every school selected becomes a cluster.
If you interest is to interview teachers on their opinion of some new program
which has been introduced, then all the teachers in a cluster must be interviewed.
Though very economical cluster sampling is very susceptible to sampling bias.
Like for the above case, you are likely to get similar responses from teachers in
one school due to the fact that they interact with one another.
3.5 Data Processing

 Data is the facts presented to the researcher from the study environment. Data can
be gathered from a singe location or from all over the world based on the research
objectives and the resource allocation.
 Data capturing is elusive, complicated by the speed at which events occur and the
24
time-bound nature of observation. Data reflect their truthfulness measured by the
degree of closeness to the phenomena. Secondary data has at least one level of
interpretation inserted between the event and its recording. Primary data are close
to the truth.
 The data collection method ranges from observation, questionnaires, laboratory
notes and other modern instruments and devices. Data can be characterized by
their abstractness, verifiability, elusiveness and closeness to the phenomenon. As
abstractions, data are more metaphorical than real. When sensory experiences
consistently produce the same result then the data is said to be trustworthy as they
are verified.
3.5.1 Sources of data
 Data sources can be broadly categorized into three types’ viz., primary, secondary
and tertiary.
3.5.2 Primary data sources
 Primary data refers to information gathered firsthand by the researcher for the
specific purpose of the study. It is raw data without interpretation and represents
the personal or official opinion or position.
 Primary sources are most authoritative since the information is not filtered or
tampered. Some examples of the sources of primary data are individuals, focus
groups, panel of respondents, internet etc. Data collection from individuals can be
made through interviews, observation etc.
3.5.3 Secondary data sources
 Secondary data refers to the information gathered from already existing sources.
Secondary data may be either published or unpublished data. The published data
are available in the following forms:
 Publications of central, state and local governments.
 Publications of foreign governments, international bodies
and their subsidiary organizations.
 Technical and trade journals.
 Books, magazines and newspapers.
25
 Reports and publications of various business and industrial
associations, stock exchanges, banks and other financial
institutions.
 Reports prepared by research scholars, universities,
economists in different fields.
 Public records and statistics, historical documents and other
sources of published information.
 Online and real time databases etc.,
 The unpublished sources include the company records or archives, diaries, letters,
biographies and autobiographies and other public/private organizations.
 Collection of secondary data involves less time and cost. However, a researcher
should not solely depend on the secondary data due to the following reasons; the
data can become obsolete and may not provide current and updated information,
data would have been collected for some other purpose and hence it may not meet
the specific requirements of the researcher.
3.5.4 Tertiary sources
 Tertiary sources are an interpretation of a secondary source. It is generally
represented by index, bibliographies, dictionaries, encyclopedias, handbooks,
directories and other finding aids like the internet search engines.
3.5.5 Methods of data collection
 Data collection method is an integral part of the research design. There are
various methods of data collection; each method has its own advantages and
disadvantages. Selection of an appropriate method of data collection may enhance
the value of research and at the same time wrong choice may lead to questionable
research findings.
 Data collection methods include interviews, self-administered questionnaires,
observations and other methods. The choice of a method depends on the
following factors:
 Nature , scope and objectives of the research
 Availability of resources
 Degree of accuracy required
 Expertise of the researcher
26
 Time span of the study and Cost involved and the like
3.5.6 Questionnaires
 Most of the research studies carried out for solving business problems require the
researcher to depend on primary data. The researcher should collect data through
questionnaires/ interview schedules and process the same so as to provide solution
to the identified problem. A questionnaire is a formalized framework consisting of
a set of questions and scales designed to generate primary raw data. It is a
preformulated written set of questions to which the respondents record their
answers. The answers are mostly chosen by a respondent from within the closely
defined alternatives. The questionnaires can be administered personally, mailed to
the respondents or electronically distributed.
3.5.7 Guidelines for questionnaire design
 A good questionnaire accomplishes the research objectives. The logical sequences
of the steps involved in the development of a good questionnaire are discussed
below:
 Deciding the information to be collected.
 Formulate the questions needed to obtain the information.
 Decide on the wordings of the questions and layout of the

questionnaire.
 Pretesting the questionnaire and correcting the problem.
3.5.8 Personally administered questionnaire

 If the study is confined to a local area, the questionnaires can be collected by
personally administering the same. The main advantage is that the researcher can
collect all the completed responses within a short period of time.
 The researcher has an opportunity to introduce the research topic and motivate the
respondents to offer frank answers. Any doubts that the respondents have on any
questions is clarified on the spot.
27
 Administering the questionnaire to a large number of respondents at a time would
save time and expenses and also ensure quick collection of data as against
personal interviewing. Hence, wherever possible group administration of
questionnaire should be opted for depending on the sample frame work.
3.6. TOOLS FOR ANALYSIS
3.6.1. Percentage Analysis

On preparing the data in a structured format , simple percentage analysis can be done to
calculate the level of satisfaction among the employees towards various factors.
Percentage = No. of respondents/ Total no. of respondents
This percentage can be calculated for each factor under categorized data.
3.6.2. CHI-SQUARE TEST

 Chi-square test is the most widely used non parametric test of
significance. It is particularly useful in those tests involving nominal
data but can also be used for higher scales. Using this technique, the
significant differences between the observed distribution of data
among categories and the expected distribution are tested on the null
hypothesis. This test can be used in one sample, two independent
samples or k independent samples. It must be calculated with actual
counts rather than percentages.
The formula for the chi-square ( ) test is
Oi = observed number of cases categorized in the ith category
Ei = Expected number of cases in the ith category under Ho
K = the number of categories
28
CHAPTER 4
29
DATA ANALYSIS AND
INTERPRETATION
4. Data Analysis and Interpretation
 Research is conducted for the purpose of acquiring information. Raw data as such
does not provide information. Further analyzes needs to be done to crunch
information out of data. Data analysis involves application of statistical
techniques for reducing accumulated data to a manageable size leading to
summaries. Responses acquired by way of administering questionnaires should be
subjected to analysis so as to ascertain the behavior of variable, the relationship
between variables etc. Analysis should be focused to find answers to the research
questions / hypothesis.
 Various statistical software is available to make the job of data analysis easier and
scientifically. However, the interpretation needs to be made with expertise as the
recommendations are made on the basis on them.
30
DIAGRAMATIC REPRESENTATION
4.1. DATA ANALYSIS & INFERENCE

GENDER WISE CLASSIFICATION
TABLE NO: 4.1.1
Particulars No of respondents Percentage (%)
Male 185 74%
Female 65 26%
Total 250 100
Chart No: 4.1.1.GENDER WISE CLASSIFICATION
31
Gender Wise Classification
80% 74%
% of respondents
60%
40%
26%
20%
0%
Male Female
Gender
INFERERENCE:
 74% of the respondents are male and 26% are female.
AGE WISE CLASSIFICATION

TABLE NO: 4.1.2
Particulars No of respondents Percentage
Less than 25 years 37 14
25-35 years 104 41
35-45 years 71 28
45-50 years 26 10
More than 50 years 12 4
Total 250 100
32
Chart No: 4.1.2.AGE WISE CLASSIFICATION
Age Wise Classification
50% 41%
% of respondents
40%
28%
30%
20% 14%
10%
10% 4%
0%
Less than 25 yrs 25-35 yrs 35-45 yrs 45-50 yrs More than 50
yrs
Age
INFERENCE:
14% of the respondents are less than 25 years, 41% of the
respondents are 25-35 years, 28% of the respondents are 35-45 years, 10%
of the respondents are 45-50 years and 4% of the respondents are more
than 50 years.
INCOME WISE CLASSIFICATION
TABLE NO: 4.1.3
33
Below Rs.15000 34 13
Rs.15001 to Rs.20000 101 40
Rs.20001 to Rs.25000 83 33
More than Rs.25000 32 12
Total 250 100
Chart No: 4.1.3. INCOME WISE CLASSIFICATION
Income Wise Classification
50%
40%
% of respondents
40% 33%
30%
20% 13% 12%
10%
0%
Below Rs.15001 to Rs.20001 to More than
Rs.15000 Rs.20000 Rs.25000 Rs.25000
Income
34
INFERENCE:
13% of the respondents earn less than below Rs.15000, 40%
of the respondents earn Rs.15001-20000, 33% of the respondents earn
Management trainee 46 17
Area sales manager 86 35
Branch sales manager 74 30
Branch manager 25 10
Others 19 8
Total 250 100

Rs.20001-25000 and 12% of the respondents earn more than Rs.25000.
OCCUPATION WISE CLASSIFICATION

TABLE NO: 4.1.4
Chart No: 4.1.4. OCCUPATION WISE CLASSIFICATION
35
Occupation Wise Classification
40% 35%
30%
% of respondents
30%
17%
20%
10% 8%
10%
0%
Management Area sales Branch sales Branch manager Others
trainee manager manager
Occupation
INFERENCE:
17% of the respondents are management trainees, 35% of the
respondents are area sales managers, 30% of the respondents are branch
sales managers, 10% of the respondents are branch managers and
remaining 8% of the respondents are others.
EXPERIENCE WISE CLASSIFICATION

TABLE NO: 4.1.5
Particulars No. of respondents Percentage
Less than Five years 53 21
Five – Ten years 128 51
Ten – Fifteen years 69 28
More than Fifteen years 0 0
Total 250 100
36
Chart No: 4.1.5 EXPERIENCE WISE CLASSIFICATION
Experience Wise Classification
60% 51%
% of respondents
50%
40%
28%
30% 21%
20%
10% 0%
0%
Less than Five yrs Five – Ten yrs Ten – Fifteen yrs More than Fifteen
yrs
Experience
INFERENCE:
21% of the respondents have less than five years experience,

51% of the respondents have five-ten years, 28% of the respondents
have ten-fifteen years and none of the respondents have experience more
than fifteen years.
PROCESS OF RECRUITMENT IS DIFFICULT

TABLE NO: 4.1.6
37
Strongly agree 54 22
Agree 86 34
Neither agree nor disagree 51 21

Disagree 38 15
Strongly disagree 21 8
Total 250 100
Chart No: 4.1.6 PROCESS OF RECRUITMENT IS DIFFICULT
Process Of Recruitment wise classification
40% 34%
% of respondents
30%
22% 21%
20% 15%
8%
10%
0%
Strongly agree Agree Neither agree Disagree Strongly
nor disagree disagree
Le ve l of satisfaction
INFERENCE:
38
22% respondents strongly agree that the recruitment process is
difficult, 34% respondents agree, 21% of the respondents neither agree
nor disagree, 15% of the respondents disagree and 8% of the respondents
strongly disagree.
SELECTION PROCEDURE IS GOOD
TABLE NO: 4.1.7
Yes 114 46
No 136 54
Total 250 100
Chart No: 4.1.7 SELECTION PROCEDURE IS GOOD
39
Selection Procedure Wise Classification
56% 54%
54%
% of respondents
52%
50%
48% 46%
46%
44%
42%
Yes No
Particulars
INFERENCE:
46% of the respondents think that the company is following good
selection procedure and 54% of the respondents do not think so.
TRAINING PROVIDED BY THE COMPANY
TABLE NO: 4.1.8
Excellent 45 18
Good 113 45
Average 70 28
Poor 22 9
Total 250 100
Chart No: 4.1.8 TRAINING PROVIDED BY THE COMPANY
40
Training Providance in company
50% 45%
40%
% of respondents 28%
30%
18%
20%
9%
10%
0%
Excellent Good Average Poor
Pe rformance le ve l
INFERENCE:
18% of the respondents felt that the training provided by the
company is excellent, 45% of the respondents felt good, 28% of the
respondents felt average and 9% of the respondents felt poor.
TRAINING PROGRAMMES HELP EMPLOYEES ACQUIRE THE NECESSARY

SKILLS
TABLE NO: 4.1.9
To great extent 49 20
To some extent 174 70
Rarely 27 10
Total 250 100
41
Chart No: 4.1.9 TRAINING PROGRAMMES HELP EMPLOYEES
ACQUIRE THE NECESSARY SKILLS
Skill requirement for job performance wise classification
80% 70%
% of respondents
60%
40%
20%
20% 10%
0%
To great extent To some extent Rarely
Performance level
INFERENCE:
As per analysis 20% of the respondents felt that the training
programmes help an employee to great extent, 70% of the respondents felt
to some extent and 10% of the respondents felt the training programmes
helps rarely.
TRAINING PROGRAMMES HELP IMPROVE RELATIONSHIPS
TABLE NO: 4.1.10
42
Yes 156 64
No 94 36
Total 250 100
Chart No: 4.1.10 TRAINING PROGRAMMES HELP IMPROVE

RELATIONSHIPS
Improving relationship among employees wise classification
70% 64%
60%
% of respondents
50%
40% 36%
30%
20%
10%
0%
Yes No
Particulars
INFERENCE:
64% of the respondents said yes that the training programmes help
in improving relationship among employees, 36% of the respondents said
no.
43
TRAINING PROGRAMMES MUST BE CONDUCTED
EXTENSIVELY
TABLE NO: 4.1.11
Agree 78 31
Disagree 114 46
Total 250 100
Chart No: 4.1.11 TRAINING PROGRAMMES MUST BE

CONDUCTED EXTENSIVELY
44
Exte nsive ly conducte d training programme s wise classification
50% 46%
40%
% of respondents 31%
30%
20% 17%
10% 6%
0%
Strongly agree Agree Disagree Strongly disagree
INFERENCE:
17% of the respondents strongly agree that the training
programmes should be conducted more extensively, 31% of the
respondents agree, 46% of the respondents disagree and 6% respondents
strongly agree.
ORGANIZATION WORK TIMINGS
TABLE NO: 4.1.12
Excellent 55 22
Good 105 42
Satisfactory 57 23
poor 33 13
Total 250 100
45
Chart No: 4.1.12 ORGANIZATION WORK TIMINGS
Organization work timings wise classification
50%
42%
40%
% of respondents
30% 22% 23%

20% 13%
10%
0%
Excellent Good Satisfactory poor
Level of performance
INFERENCE:
As per analysis 22% of the respondents felt excellent about work
timings of the organization, 42% of the respondents felt good, and 23% of
the respondents felt satisfactory and 13% of the respondents felt poor.
ORGANISATION PROVIDES OPPORTUNITY FOR CAREER GROWTH
TABLE NO: 4.1.13
46
Agree 79 32
Disagree 66 26
Total 250 100
Chart No: 4.1.13 ORGANISATION PROVIDES OPPORTUNITY FOR

CARRER GROWTH
Opportunity for carre r growth wise classification
35% 32%
30% 26% 26%
% of respondents
25%
20% 16%
15%
10%
5%
0%
Level of satisfaction
INFERENCE:
47
As per analysis 26% of the respondents strongly agree that the
organization provides opportunity for career growth, 32% of the
respondents agree, 26% of the respondents disagree and 16% of the
respondents strongly disagree.
ORGANISATION GIVES FREEDOM TO USE SKILLS
TABLE NO: 4.1.14
Agree 89 35
Disagree 72 29
Total 250 100
48
Chart No: 4.1.14 ORGANISATION GIVES FREEDOM TO USE
SKILLS
Free dom in utilisation of skills wise classification
40% 35%
29%
% of respondents 30% 24%
20%
12%
10%
0%
INFERENCE:
24% of the respondents strongly agree that the organization is giving
freedom to use their skills, 35% of the respondents agree, 29% of the
respondents disagree group and 12% of the respondent strongly disagree.
THE JOB UTILISES MOST OF MY SKILLS AND ABILITIES
TABLE NO: 4.1.15
Agree 89 36
Disagree 77 31
Total 250 100
49
Chart No: 4.1.15 THE JOB UTILISES MOST OF MY SKILLS AND ABILITIES
Utilisation of skills & abilities in job wise classification
40% 36%
31%
% of respondents
30%
21%
20%
12%
10%
0%
INFERENCE:
21% of the respondents strongly agree that the job utilises most of
their skills and abilities, 36% of the respondents agree, 31% of the
respondents disagree and 12% of the respondents strongly disagree.
CO-ORDINATION AMONG DEPARTMENTS IS GOOD
TABLE NO: 4.1.16
50
Agree 78 31
Disagree 61 24
Total 250 100
Chart No: 4.1.16 CO-ORDINATION AMONG DEPARTMENTS IS GOOD
Co-ordination among departments wise classification
35% 31%
30% 26%
% of respondents
24%
25%
19%
20%
15%
10%
5%
0%
51
INFERENCE:
As per analysis 26% of the respondents strongly agree that the co-
ordination among departments is good, 31% of the respondents agree group,
24% of the respondents disagree group, 19% of the respondents strongly
disagree.
WORK IS STRESSFUL
TABLE NO: 4.1.17
Always 56 22
Often 90 36
Sometimes 79 32
Never 25 10
Total 250 100
Chart No: 4.1.17 WORK IS STRESSFUL
52
Stressfulness at work wise classification
40% 36%
32%
% of respondents
30%
22%
20%
10%
10%
0%
Always Often Sometimes Never
Particulars
INFERENCE:
22% of the respondents always feel stress in their work, 36% of the
respondents often, 32% of the respondents sometimes finding stress in their
work and 10% of the respondents never feeling stress.
OPINION ABOUT CHANGES NEEDED IN PRESENT WORK LIFE
TABLE NO: 4.1.18
Completely 76 30
Partially 97 39
Never 77 31
Total 250 100
53
Chart No: 4.1.18 OPINION ABOUT CHANGES NEEDED IN
PRESENT WORK LIFE
Changes needed in present work wise classification
50%
39%
40%
% of respondents
30% 31%
30%
20%
10%
0%
Completely Partially Never
Particulars
INFERENCE:
30% of the respondents completely needed changes in their present
work life, 39% of the respondents partially needed changes and 31% of the
respondents never needed changes in their work life.
GIVEN ADEQUATE AND FAIR COMPENSATION
TABLE NO: 4.1.19
54
Agree 87 35
Disagree 74 29
Total 250 100
Chart No: 4.1.19 GIVEN ADEQUATE AND FAIR COMPENSATION
Payment of compensation wise classification
40% 35%
29%
27%
% of respondents
30%
20%
9%
10%
0%
INFERENCE:
55
27% of the respondents strongly agree, 35% of the respondents
agree, 29% of the respondents disagree and 9% of the respondents strongly
disagree.
REWARDS ARE LINKED TO PERFORMANCE
TABLE NO: 4.1.20
Agree 87 35
Disagree 65 26
Total 250 100
Chart No: 4.1.20 REWARDS ARE LINKED TO PERFORMANCE
56
Linking re wards to job pe rformance wise classification
40% 35%
35%
29%
25%
20%
15% 10%
10%
5%
0%
Strongly agree A gree Dis agree Strongly dis agree
Le vel of satisfaction
INFERENCE:
29% of the respondents strongly agree that the organization does a
good job linking rewards to job performance, 35% of the respondents agree,
26% of the respondents disagree and 10% of the respondents strongly
disagree.
FRINGE BENEFITS
TABLE NO: 4.1.21
57
Insurance 56 23
Retirement benefit 72 29
Health check up 71 28
All the above 51 20
Total 250 100
Chart No: 4.1.21 FRINGE BENEFITS
Availability of fringe benefits wise classification
35%
29% 28%
30%
% of respondents
23%
25% 20%
20%
15%
10%
5%
0%
Insurance Retirement benefit Health check up All the above
Particulars
INFERESE:
23% of the respondents said that the company is providing
insurance, 29% of the respondents mentioned retirement benefit, 28% of the
58
respondents mentioned health check up and 20% of the respondents
mentioned all the above.
SOCIAL
Yes 145 58
No 105 42
Total 250 100

SECURITY BENEFITS ARE PROVIDED
TABLE NO: 4.1.22
Chart No: 4.1.22 SOCIAL SECURITY BENEFITS ARE PROVIDED
59
Social s e curity be ne fits wise class ification
70%
58%
60%
40%
30%
20%
10%
0%
Y es No
P a rticula rs
INFERENCE:
58% of the respondents said yes that the company is providing social
security benefits and remaining 42% of the respondents said no.
WORK ENVIRONMENT
TABLE NO: 4.1.23
Extremely motivating 58 23
Fairly motivating 135 54
Neither motivating nor de

57 23
motivating
Total 250 100.0
Chart No: 4.1.23 WORK ENVIRONMENT
60
Motivation in work environment wise classification
60% 54%
% of respondents
50%
40%
30% 23% 23%
20%
10%
0%
Extremely motivating Fairly motivating Neither motivating nor de
motivating
Particulars
INFERENCE:
23% of the respondents saying that, 54% of the respondents
saying fairly motivating and 23% of the respondents saying neither
motivating nor de motivating
SATISFACTION REGARDS TO PERFORMANCE APPRAISAL

SYSTEM
TABLE NO: 4.1.24
61
Highly satisfied 34 13
Satisfied 125 50
Neither satisfied nor
47 19
dissatisfied
Dissatisfied 30 12
Highly dissatisfied 14 6
Total 250 100
Chart No: 4.1.24 SATISFACTION REGARDS TO PERFORMANCE

APPRAISAL SYSTEM
Satis faction regards to pe rformance appraisal syste m wise classification
60% 50%
50%
% of respondents
40%
30%
19%
20% 13% 12%
10% 6%
0%
Highly satisfied Satisfied N either satisfied Dissatisfied Highly dissatisfied
nor dissatisfied
Le vel of satisfaction
62
INFERENCE:
13% of the respondents were highly satisfied with performance
appraisal system, 50% of the respondents were satisfied, 19% of the
Highly satisfied 33 13
Satisfied 70 28
Neither satisfied nor dissatisfied 85 34
Dissatisfied 54 22
Highly dissatisfied 8 3
Total 250 100
respondents were neither satisfied nor dissatisfied, 12% of the respondents
were dissatisfied, and 6% of the respondents were highly dissatisfied.
OVERALL JOB SATISFACTION

TABLE NO: 4.1.25
Chart No: 4.1.25 OVER ALL JOB SATISFACTION
63
Job satisfaction level wise classification
40% 34%
28%
% of respondents
30%
22%
20% 13%
10% 3%
0%
Highly satisfied Satisfied Neither satisfied Dissatisfied Highly
nor dissatisfied dissatisfied
INFERECE:
13% of the respondents were highly satisfied with overall job, 28%
of the respondents were satisfied with overall job, 34% of the respondents
were neither satisfied nor dissatisfied, 22% of the respondents were
dissatisfied and 3% of the respondents were highly dissatisfied.
STATISTICAL ANALYSIS
The data collected from the respondents the respondents are analyzed using the
following statistical techniques. They are as follows:
• Chi-square test
• Kolmogrov - Smirnov test (KS)
CHI-SQUARE TEST
Introduction
The chi-square test, also known as non-parametric test or a distribution free test is
used when is impossible to make any assumption about population or when
researcher is unable to estimate the population’s parameters. The main advantage
of using non-parametric test is that, the researcher can analyze qualitative data.
The name chi-square is generally denoted by the symbol (χ2)
64
Properties
1. χ2 cannot be negative value: it is 0 or positive value.
2. χ2 is not symmetrical: it is skewed to the right.
3. For degrees of freedom exceeding 30, the X distributions are approximated by
the normal distributions.
Steps involved in applying chi-square test

1. Calculate the expected frequencies on the basis of given hypothesis or on the
basis of null hypothesis.
2. Obtain the difference between observed and expected frequencies and find out
the squares of such differences i.e., calculate (Oij – Eij) 2.
3. After finding out the squares of such differences we have to calculate (Oij-Eij)
2/E.
CHI-SQUARE TEST-1
Test: 1
Aim:
To find out significant relationship between the occupation and
satisfaction with respect to work timings.
Null hypothesis: (Ho):

There is no significant relationship between the between the
occupation and satisfaction with respect to work timings.
Alternate hypothesis: (H1):

There is significant relationship between the occupation and
satisfaction with respect to work timings.
OBSERVED FREQUENCY
65
Occupation
Management Area Branch Branch Others Total
trainee sales sales manager
Work timings manager manager
Excellent 11 14 19 7 4 55
Good 20 40 29 8 8 105
Satisfactory 10 18 19 6 4 57
Poor 5 14 7 4 3 33
Total 46 86 74 25 19 250
EXPECTED FREQUENCY
Occupation
Management Area Branch Branch Others Total
trainee sales sales manager
Work timings manager manager
Excellent 10 19 16 6 4 55
Good 19 36 31 11 8 105
Satisfactory 11 20 17 5 4 57
Poor 6 11 10 3 3 33
Total 46 86 74 25 19 250
66
CALCULATION OF CHI-SQUARE VALUE
Oi Ei Oi-Ei (Oi-Ei)2 (Oi-Ei)2/Ei
11 10 1 1 0.1
14 19 -5 25 1.31
19 16 3 9 0.56
7 6 1 1 0.16
4 4 0 0 0
20 19 1 1 0.05
40 36 4 16 0.44
29 31 -2 4 0.12
8 11 -3 9 0.81
8 8 0 0 0
10 11 -1 1 0.99
18 20 -2 4 0.2
19 17 2 4 0.23
6 5 1 1 0.2
4 4 0 0 0
5 6 -1 1 0.16
14 11 3 9 0.81
7 10 -3 9 0.9
4 3 1 1 0.33
3 3 0 0 0
Table value: 28.300

Calculated value of χ2 = 6.21.
Level of significance=5%
Dof = (C-1) (R-1)
= (5-1) (4-1)
= (4) (3)
= 12
Table value of 28.300 @ 5% of significance.
67
Result:
Calculated value is less than the table value, therefore we
accept the null
Hypothesis (Ho)
Decision:
There is no significant relationship between the occupation
and satisfaction with respect to work timings.
CHI-SQUARE TEST-2
Test: 1
Aim:
To find the significant relationship between experience and
overall job satisfaction.
Null hypothesis: (Ho)
There is no significant relationship between experience and

overall job satisfaction
Alternate hypothesis: (H1)
There is significant relationship between experience and

OBSERVED FREQUENCY
68
Experience Less than 5 Five-Ten Ten- More Total
years years Fifteen than
Level of job years Fifteen
satisfaction years
Highly Satisfied 4 22 7 0 33
Satisfied 19 33 18 0 70
Neither Satisfied 22 38 24 0 84
nor Dissatisfied
Dissatisfied 5 32 17 0 54
Highly Dissatisfied 3 4 2 0 9
Total 53 129 68 0 250
EXPECTED FREQUENCY
Experience Less than 5 Five-Ten Ten- More Total

Level of job years years Fifteen Than
satisfaction years Fifteen
years
Highly Satisfied 7 17 9 0 33
69
Satisfied 15 36 19 0 70
Neither Satisfied 18 43 23 0 84
Nor Dissatisfied
Dissatisfied 11 28 15 0 54
Highly Dissatisfied 2 5 2 0 9
Total 53 129 68 0 250
4 7 -3 9 1.28
22 17 5 25 1.47
7 9 -2 4 0.44
0 0 0 0 0
19 15 4 16 1.06
33 36 -3 9 0.25
18 19 -1 1 0.05
0 0 0 0 0
22 18 4 16 0.88
38 43 -5 25 0.58
24 23 1 1 0.04
0 0 0 0 0
5 11 -6 36 3.27
32 28 4 16 0.57
17 15 2 4 0.26
0 0 0 0 0
3 2 1 1 0.5
4 5 -1 1 0.2
70
2 2 0 0 0
0 0 0 0 0
Table value: 28.300

Calculated value of χ2 = 6.75
Dof = (C-1) (R-1)
= (4-1) (5-1)
= (3) (4)
= 12
Result:
accept the null
Hypothesis (Ho)
Decision:
overall job satisfaction
CHI-SQUARE TEST-3
Test: 1
Aim:
To find the significant relationship between gender and co-
ordination among departments.
Null hypothesis: (Ho)

There is no significant relationship between gender and co-
Alternate hypothesis: (H1)

There is no significant relationship between gender and
co-ordination among departments.
OBSERVED FREQUENCY
71
Gender Male Female Total
Co-ordination
Strongly agree 49 15 64
Agree 53 25 78
Disagree 44 17 61
Strongly disagree 39 8 47
Total 185 65 250
EXPECTED FREQUENCY
Gender
Co-ordination Male Female Total
Agree 58 20 78
Disagree 45 16 61
Total 72
185 65 250
49 47 2 4 0.085
53 58 -5 25 0.431
44 45 -1 1 0.022
39 35 4 16 0.457
15 17 -2 4 0.235
25 20 5 25 1.25
17 16 1 1 0.063
8 12 -4 16 1.333
Table value: 7.815

Calculated value of χ2 = 3.876
Dof = (C-1) (R-1)

= (2-1) (4-1)
= (1) (3)
=3
Result:
Calculated value is less than the table value, therefore we accept
the null Hypothesis (Ho)
Decision:
There is no significant relationship between gender and co-
TEST NO.4
73
KOLMOGROV-SMIRNOV TEST (KS)
Aim:
To test the significant relationship between the age and opinion
about opportunities for career growth.
Null Hypothesis (H0):

There is no significant relationship between the age and opinion
Alternative Hypothesis (H1):

There is a significant relationship between the age and opinion
FREQUENCY TABLE
Career Strongly Strongly

Agree Disagree Total
growth Agree disagree
Age
Less than 25
years 10 10 12 5 37
25 – 35 years 24 31 28 21 104
35 – 45 years 23 19 18 11 71
45 50 years 2 14 7 3 26
More than 50
years 6 5 1 0 12
Total 65 79 66 40 250
74
CALCULATION OF WEIGHTED AVERAGES
Less than 25 More than

Factors & years 25-35 years 35-45 years 45-50 years 50 years
Attributes W X WX W X WX W X WX W X WX W X WX
Strongly 1
agree 4 0 40 4 24 96 4 23 92 4 2 8 4 6 24
1
Agree 3 0 30 3 31 93 3 19 57 3 14 42 3 5 15
1
Disagree 2 2 24 2 28 56 2 18 36 2 7 14 2 1 2
Strongly
disagree 1 5 5 1 21 21 1 11 11 1 3 3 1 0 0
Total 10 99 10 104 10 196 10 67 10 41
wx
Weighted Average = --------
w
∑W = 4+3+2+1
= 10
1. Less than 25 years =

99/10 = 9.9
2. 25 – 35 years = 104/10 = 10.4
3. 35 – 45 years = 196/10 = 19.6
4. 45 – 50 years = 67/10 = 6.70
5. More than 50 years = 41/10 = 4.10
TABLES SHOWING WEIGHTED AVERAGE AND RANKS
75
Factors Weighted average Rank
More than 50 years 4.10 5
45 – 50 years 6.70 4
Less than 25 years 9.9 3
25 – 35 years 10.4 2
35 – 45 years 19.6 1
CALCULATION OF Dmax VALUES
Dmax =
CFO FE {FO(X) -
O (E) FO (X) E CFE (X) FE(X)]}
4.10 4.10 0.08 10.14 10.14 0.2 -0.12
6.70 10.8 0.21 10.14 20.28 0.4 -0.19
9.9 20.7 0.40 10.14 30.42 0.6 -0.2
10.4 31.1 0.61 10.14 40.56 0.8 -0.19
19.6 50.7 1 10.14 50.6 0.9 0.01
∑O=50.7 ∑E=50.7 Dmax = 0.01
E = 50.7 / 5 = 10.14
50.7
E = ----------
5
= 10.14
The calculated value of Dmax = 0.01
76
1.36
The table value of Dmax = -----------
√N
1.36
= --------- = 0.08
√250
RESULT:
The calculated value is 0.01 which is less than the tabulated value
0.08. Hence the null hypothesis is accepted.
DECISION:
There is no significant relationship between the age and opinion
TEST NO.5
KOLMOGROV-SMIRNOV TEST (KS)
Aim:
To test the significant relationship between the income of the
employees and stress leads.
Null Hypothesis (H0):

There is no significant relationship between income of the employees
and stress leads.
Alternative Hypothesis (H1):

There is a significant relationship between the income of the
FREQUENCY TABLE
77
Monthly
Below 15001 – 20001 – More than
income Total
15000 20000 25000 25000
Work
stressfulness
Always 9 23 17 7 56
Often 10 41 26 13 90
Some times 12 25 32 10 79
Never 3 12 8 2 25
Total 34 101 83 32 250
CALCULATION OF WEIGHTED AVERAGES
78
More than
Factors & Below 15000 15001-20000 20001-25000 25000
Attributes W X WX W X WX W X WX W X WX
Always 4 9 36 4 23 92 4 17 68 4 7 28
Often 3 10 30 3 41 123 3 26 78 3 13 39
Some times 2 12 24 2 25 50 2 32 64 2 10 20
Never 1 3 3 1 12 12 1 8 8 1 2 2
Total 10 93 10 277 10 218 10 89

wx
Weighted Average = --------
w
∑W = 4+3+2+1
= 10
1. Below 15000 = 93/10 = 9.3

2. 15001 - 20000 = 277/10 = 27.7
3. 20001 - 25000 = 218/10 = 21.8
4. More than 25000 = 89/10 = 8.9
TABLES SHOWING WEIGHTED AVERAGE AND RANKS
Factors Weighted average Rank

More than 25000 8.9 4
Below 15000 9.3 3
20001 – 25000 21.8 2
15001 – 20000 27.7 1
CALCULATION OF Dmax VALUES
Dmax =
CFO {FO(X) -
O (E) FO (X) E CFE FE (X) FE(X)]}
8.9 8.9 0.13 16.92 16.92 0.24 -0.11
79
9.3 18.20 0.26 16.92 33.84 0.49 -0.23
21.8 40 0.59 16.92 50.76 0.74 -0.15
27.7 67.7 1 16.92 67.6 0.01 0.99
Dmax = 0.99
∑O=67.7 ∑E=67.7
E = 67.7 / 4 = 16.9
67.7
E = ----------
4
= 16.9
The calculated value of Dmax = 0.01
1.36
The table value of Dmax = -----------
√N
1.36
= --------- = 0.086
√250
RESULT:
The calculated value is 0.01 which is less than the tabulated value
0.08. Hence the null hypothesis is accepted.
DECISION:
There is no significant relationship between income of the
4.2 DELIVERABLES OF STUDY
a. Improvement of engagement can be made by providing Job Enrichment and

Job Design
b. Success of the organization is highly dependent on how it attracts recruits,
motivates, and retains its workforce.
80
c. Today’s organizations need to be more flexible so that they are equipped to
develop their workforce and enjoy their commitment.
d. Therefore, organizations are required to adopt a strategy for engagement to
satisfy both organizational objectives and employee needs.
e. Employee engagement making the job more satisfying and productivity has
been greatly felt.
CHAPTER 5
CONCLUSION
81
5. 1 SUMMARY OF FINDINGS
 5.1.1 GENERAL FINDINGS:
•
74% of the respondents are male.
•
41% of the respondents belong to 25-35 years age group.
•
40% of the respondents belong to Rs.15001-Rs.20000 income
group.
•
35% of the respondents belong to area sales manager group.
•
51% of the respondents have five-ten years experience.
•
34% of the respondents agree that recruitment process is difficult.
•
54% of the respondents do not think that the selection procedure is
good.
•
45% of the respondents felt good about the training provided in the
company.
•
70% of the respondents said the training programmes helps to
some extent.
82
•
64% of the respondents said yes that the training programmes
helps in improving relationship among employees.
•
46% of the respondents disagree on extensive training
programmes.
•
42% of the respondents felt good about the work timings.
•
32% of the respondents agree that the company provides an
opportunity for career growth.
•
35% of the respondents agree that the company gives freedom to
use their skills.
•
36% of the respondents agree that the job utilizes most of their
skills and abilities.
•
31% of the respondents agree that the coordination among
departments was good.
•
36% of the respondents felt stress at work often.
•
39% of the respondents partially need changes in their present
work life.
•
35% of the respondents agree on given adequate and fair
compensation.
•
35% of the respondents agree that the company does a good job
linking rewards to job performance.
•
29% of the respondents getting retirement benefit as a fringe
benefit.
83
•
54% of the respondents said yes that the company is providing
social security benefits.
•
54% of the respondents saying that work environment is fairly
motivating.
•
50% of the respondents are satisfied with performance appraisal
system.
•
34% of the respondents were neither satisfied nor dissatisfied
with overall job.
 5.1. 2 STATISTICAL FINDINGS:
TEST NO: 1
Result:
accept the
null Hypothesis (Ho)
Decision:
There is no significant relationship between the occupation
and satisfaction with respect to work timings.
TEST NO: 2
Result:
accept the null Hypothesis (Ho)
Decision:
TEST NO: 3
Result:
accept the null Hypothesis (Ho)
84
Decision:
There is no significant relationship between gender and
co-ordination among departments.
TEST NO: 4
RESULT:
The calculated value is 0.01 which is less than the
tabulated value 0.08. Hence the null hypothesis is accepted.
DECISION:
There is no significant relationship between the age and
opinion about opportunities for career growth.
TEST NO: 5
RESULT:
The calculated value is 0.01 which is less than the tabulated
value 0.08. Hence the null hypothesis is accepted.
DECISION:
There is no significant relationship between the income of the
employees and stress levels.
5.2 SUGGESTIONS & RECOMMENDATIONS
i. The ‘suggestion box’ programs can be sophisticatedly changed to ‘employee

involvement association’ (EIA) because it is the keystone of organizational
development, nurturing the engagement & empowerment of people.
ii. Employees have diverse needs so this diversity requires flexible and individually
directed support. The priority must be to offer a customizable program that can be
tailored to the specific needs of each individual.
85
iii. Benefit plans like cash balance plan which is a defined contribution plan specify
the amount of contribution made by the employer towards an employees
retirement account can be implemented.
iv. Health savings plan, HSAs paired with high deductible health plans, HDHPs help
employers cope with rising health care premiums can be implemented.
v. Incentive awards must be designed to reward employees’ ideas, suggestions and

solutions that results in cost savings and generate revenue.
vi. Cash awards or gift certificates can be awarded as per the policy and procedures
governing recognition/incentive programs.
Examples of behavior to recognize-customer service, team support/team

building, quality control, leadership, problem solving etc.
vii. On the spot citation awards may be granted for specific behaviours.
Examples include:-
a. Catching an error that potentially may have caused spoilage or a delay in
meeting customer deadlines.
b. voluntarily shouldering an extra or emergency assignment while

maintaining own workload.
c. using personal initiative and creativity to solve an unusual or a difficult

problem.
d. Producing a work product of high quality under tight deadlines taking a

calculated risk in the face of obstacles, successfully or unsuccessfully.
viii. Awards may be in the form of a gift card with a monetary value.
ix. Rewards and recognition should be fair, transparent, inclusive, timely and varied.
x. The form of recognition should be appropriate to the contribution that was made.
xi. Recognition should be meaningful and reflect the preferences of the recipient.
xii. Recognition or rewarding activities should be respectful of workplace diversity.
86
xiii. Employees at all levels should be involved in the development, implementation
and review of recognition programs and practices.
xiv. When recognition is the result of a group or team effort, all contributing members
of the team should be recognized.
xv. Employees must be given stimulating and worthwhile jobs to feel part f a
successful organization and for their work to bottom-line.
xvi. Let the employees or the top performers know that they are identified as high
potential so that they will become invested in remaining in the organization.
xvii. Make available to the immediate supervisors small gifts of gratitude to be handed
out on the spot to reward and reinforce great efforts. For e g -free movie ticket,
free meal ticket etc.
xviii. Workforce management technique such as automated scheduling can help ensure
that employee resources are optimized. Even better is to implement employee self
service options so that shift bidding is handled fairly while accommodating
employee preferences.
xix. Conduct companywide contests for ideas on how to improve operational

efficiency. Winners can receive monetary rewards equal to a percentage of the
savings/benefits generated.
xx. Complete transparency is difficult, however keeping the lines of communication

open about what is happening in the market and what the organization is doing to
respond is critical to keeping employees engaged and productive because in the
absence of information, employees assume the worst case scenario.
5.3 CONCLUSION
From this study on Employee engagement in DELTA WAVE SOLUTIONS LTD the
employees are genuinely nursing their grudges against the organization for some
reasons or the other .Others again are genuinely complimenting the performance of
the organization because they are quite satisfied as they are getting the needful
87
facilities and support. But some employees were found to be passive and when they
were interrogated they, very often than not, equivocated. I found myself at a loss in
making any logic head or tail out of the response such employee gave. There were
few employee who although faced no problems but responded like a visionary; in
other words their reply was prompted by their whims and fancy and was replete with
imaginations which practically looked decent and noticeable in black and white.
In a nutshell I can say that the conclusion which I have drawn once
and again about the employee engagement are purely empirical and are not influenced
in the least by the vagaries of my perception.
APPENDIX
88
QUESTIONNAIRE ON “EMPLOYEE ENGAGEMENT”
Hi friends this is Mr. R.Subramanian, final semester MBA student of Anna University
(Center for distance education), Guindy, Chennai-600 025, here by submit the following
questions for your kind reference. It is requested to spare a few minutes for answering the
questions. This information will be utilized only for academic purpose and will be kept
highly confidential.
Thanking you,
R.Subramanian
_______________________________________________________________________
Designation: Educational Qualification: Age:
_______________________________________________________________________
Please ‘Tick’ your choice

QUESTIONNARIE
Customer Profile:
Name: ______ Dept.,

__________________
1. Gender:
() Male () Female
2. Age:
() Less than 25 yrs () 25-35 yrs
89
() 35-45 yrs () 45-50 yrs () More than 50 yrs
3. Monthly Income:
() Below Rs.15000 () Rs.15001 to 20000
() Rs.20001- 25000 () More than Rs. 25000
4. Occupation:
() management trainee () Area sales manager
() Branch sales manager () Branch manager ()
others_________________
5. How long have you been working for DELTA WAVE SOLUTIONS?
() Less than Five years () Five – Ten yrs
() Ten – Fifteen yrs () More than Fifteen yrs
6. The recruitment process is difficult in the company.

() Strongly agree () agree () neither agree or disagree
() disagree () strongly disagree
7. Do you think that the selection procedure followed in the company is good?
() yes () no
8. The training provided by the company is

() excellent () good () average () poor
9. How far training programmes help an employee to achieve the require

skill for performing the job efficiently?
() To great extent () To some extent ()
Rarely
10. Do you think the training programmes helps in improving relationship

among employees?
() Yes () No
11. The training programmes should be conducted more extensively.

() Strongly agree () Agree () Disagree ()
strongly disagree
12. The work timings of the organization are

() Excellent () Good () Satisfactory ()
Poor
13. Do you agree that organization provides an opportunity for career

growth.
strongly disagree
14 The organization gives you freedom to use your skills.
90
strongly disagree
15 The job utilizes most of my skills and abilities.

strongly disagree
16. Coordination among departments is good.

strongly disagree
17. How often do you find your work stressful?

() Always () Often () Sometimes ()
never
18. Do you feel the changes needed in your present work life?
() Completely () Partially () Never
19. I am given adequate and fair compensation for the work I do.
strongly disagree
20. DELTA WAVE SOLUTIONS does a good job of linking rewards to job
performance
strongly disagree
21. Fringe benefits provided to you….

() Insurance () Retirement benefit
() Health check-up () All the above
22. Does the DELTA WAVE SOLUTIONS provide you the social security
benefits?
() Yes () No
23. How motivating is in the work environment?

() Extremely motivating () Fairly motivating
() Neither motivating nor de motivating
24. Are you satisfied with performance appraisal system?

() Highly satisfied () Satisfied () Neither satisfied nor dissatisfied
() Dissatisfied () Highly dissatisfied
25. What do you think about overall job satisfaction level?

() Highly satisfied () Satisfied () neither satisfied nor dissatisfied
() Dissatisfied () Highly dissatisfied
26. Please give any suggestions to improve quality of work life of employees
91
------------------------------------------------------------------------------------------------
--------------------------------------------------------------------------------------------------
----------------
REFERENCES
BOOKS REFERED:
• Human Resource Management C.B.Memoria
• Research methodology C.R.Kothari
• Biswajeet Pattanayak., “HUMAN RESOURCE MANAGEMENT’, 2ND

Edition.
• C.B.Mamoria and S.V. Gankar “PERSONNEL MANAGEMENT”
• C.R. Kothari., “RESEARCH METHODOLOGY”, 2ND Edition,

Wishwa Praseshan 2003.
92
• S.P Guptha., “STATISTICAL MEHODS” 2nd Edition, Sultan Chand &
Co, 1999.
WEBSITES REFERED:
• www.a2zmba.blogspot.com
• www.hrmba.blogspot.com
• www.sitehr.com
• www.google.com
• www.wikipedia.com
• www.sitehr.com
• www.indiandata.com
93

Employee Engagement Subramanian

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Employee Engagement Subramanian

Hochgeladen von

Copyright:

Verfügbare Formate

CHAPTER 1

An organization consists of mainly four functional subsystems, viz.

Functional subsystem of an organization

 The Marketing function of an organization aims to promote its products among

Production/operations management is the process which combines and

The set of interrelated management activities which are involved in

Labour Transformation Good or services

Environment Feedback information

 DELTA WAVE SOLUTIONS PRIVATE LIMITED

1.2. IDENTIFIED PROBLEM

 Primary reasons to study Employee engagement is because a good quality of

1.3 NEED FOR STUDY

Human resource executives in India continue to struggle with talent management

1.4. OBJECTIVES AND SCOPE

d. To study the effectiveness of free flow of information between the management

e. To examine the effects of work culture/environment and ethos in Delta wave

h. To examine whether the welfare measures provided truly reflect the

i. To check whether the employee engagement survey outcome is being

j. To suggest measures for improvement.

1.4.2 SECONDARY OBJECTIVE

b. The areas in which the sector is lagging behind.

c. To suggest ways to improve the levels of employee engagement in the sector.

1.5 DELIVERABLES OF STUDY

The purpose of this section is to review how employee engagement is defined in

• Affective commitment - employees feel an emotional attachment towards an

• Helping behaviour - voluntarily helping others

OCB links very strongly to employee engagement as it focuses on securing commitment

• Emotional engagement - being very involved emotionally in one's work;

Along with a survey of 664,000 employees at 50 global companies, Towers Perrin-ISR

Engaged employees indicate a better understanding of how to meet customer needs –

2.2 RESEARCH GAP

Employee engagement is a comprehensive program designed to enhance

Employee engagement can be in form of a participatory management, in

Measurement of employee engagement is a difficult task as the intention is to

1. "the analysis of the principles of methods, rules, and postulates employed by a

3.1 Types of Project Study-

 The type of project study undertaken is Descriptive.

 Employee’s of the concern who are under union.

 Employee engagement is important for each and every employee working in an

 Employee engagement but everything in every place cannot be analyzed, so it is

 The employees were busy in their work schedule, so it is difficult to get

 Research was conducted by Questionnaire and through direct interview to only

 It is a time consuming process to get responses from the respondents.

3.4 Sampling Methods

3.4.1 A simple random sample

 A simple random sample is obtained by choosing elementary units in search a

3.4.2 A systematic random sample

 A systematic random sample is obtained by selecting one unit on a random basis

3.4.3 A stratified sample

 A stratified sample is obtained by independently selecting a separate simple

3.4.4 A cluster sample

3.5 Data Processing

3.5.1 Sources of data

 Deciding the information to be collected.

 Formulate the questions needed to obtain the information.

 Decide on the wordings of the questions and layout of the

 Pretesting the questionnaire and correcting the problem.

3.5.8 Personally administered questionnaire

3.6. TOOLS FOR ANALYSIS

3.6.1. Percentage Analysis

3.6.2. CHI-SQUARE TEST

The formula for the chi-square ( ) test is