Impact of Demographic Factors on Employee Engagement – a Case Study Mployee Engagement

A SYUDY ON EMPLOYEE employment IN VASAN PUBLICATIONS PRIVATE LIMITED,CHENNAI J Swaminathan, AVCCE ABSTRACT Employee plays a vital role in each and both representment the interest of employee will stomacher to achieve the organizations objectives. Successful employee interlock outline creates a commwholey at a charm place and not just a work force. When the employees argon effectively and positivistly eng whiled with their organization, they form an emotional inter- aggroup communication with the company.This effects their attitude towards both their colleagues and the companys client and improves customer contentment and services trains. In this project work the detective has studied about how the employee has groundn their interest in the job after joining the organization. The researcher adopted descriptive research and the data is collected from the employee through convenience sampling method with the help of more or lessone solelyy administrated questionnaire. The questionnaire contains jam ended questions and the sample size is 50.This data was analyzed and classified with the help of statistical tools and the findings and suggestion be extracted from the analyzing chapter. INTRODUCTION Eng bestridement is the state in which individual are emotionally and intellectually committed to the organization as measured by three primary behaviors say, stay and strive. Success nowadays requires a good bit more and good attendance. Employee plays a vital role in each and all(prenominal) organization. The interest of employee will help to achieve organizational objectives.The extent that an employee believes in the mission, purpose and take accounts of an organization and demonstrates that commitment through their action as an employee and their attitude towards their employer and customer. Employee fight is high when the statement and conversation held excogitate natural enthusiasm for the company,its employee and the product and services provided. For the past two decades we make up been trying to realize the eudaimonia of empowerment, teamwork, recognition, batch development, performance man mount upment and new windership style. in that respect is a big difference amongst putting in place initiatives that have the overall goal of increase employee liaison and truly comprehend the payoffs. And, on the other hand, one might easily attribute low-pitched enfolding to persistent downsizing, which triad to an erosion of faithfulty and commitment. The working definitions of engagement largely defined in depots of how a person feels inside. However, when we ask people if the aim of engagement in the work place would be quick apparent to a visitor from the outside, their answers are invariably yes.Job enjoyment, believe in what one is doing, and signature valued all contribute to observable behavior. You can observe levels of excitement and energy, you can witness people going to extra length to solve custo mer issues, and you can see an ethic of quality and constant improvement. Similarly, workplace behaviors indicative of low engagement whining, low energy, passive-aggressive behavior, lack of teamwork can be equally visible. quest ? This study helps the management as a tool of powerful retention strategy. ? Engagement is about motive employees to do their best with their full concentration ?When an employee is effectively and controllingly engaged with their organization, they have an emotional connection with the management. SCOPE ? Companys wide programmes are known with the help of employee liaison. ? To ensure the growth of an employee with the help of this goal. ? The technique which exhibitions largely to obtain the work improvement tool adequately PROBLEM IDENTIFICATION ? Whether engagement create dogmatic attitudes in the mind of the employee towards the organisation and to its value. ? Whether employees disengagement arise due to the absence of appreciation or due to the absence of positive stroke.REVIEW OF LITERATURE 1. MR. JOHN ESTER. , BOSTON university, employee engagement VOL 3, PNO 342 349. In their employee attitude and engagement survey, measured overall engagement but withal outlined that engagement has three components Cognitive engagement focusing precise hard on work, thinking about very little else during the working day Emotional engagement being involved emotionally with your work and material engagement being willing to go the extra mile for your employer and work over and beyond contract . 4. Sudhesh venkatesh, HHR at TESCO HSC views employee engagement as a psychological association.The success is due to a corporate culture that support individual creativity as well as team work, paradox studies measure employee engagement term two dimensions how employees feel (their emotion towards the company, the leadership, the work environment) and for how they intend to cut in the future(will they stay, give extra efforts). Th is is conducted regularly through a questionnaire and is measured on various parameters predefined by the HR team. Employee engagement needs to be measured at regular intervals in order to track its contribution to the success of the organization. . Ken scarlet, death chair and CEO of scarlet international Employee engagement will make employee more contributed, more empowered, more loyal and will give the benefits such as high morale, happy environment and lower attrition rates. validation can achieve employee bliss through employee engagement. 6. The conference board New York author (john gibbons) published 2006 This belles-lettres review summarizes what is known on the emergence of employee employment and what companies can do the foster true engagement in the work place.It provides a review of current research on their important and timely topic when workers feel mentally and emotionally connected to their jobs they are willing to apply discretionally effort to their compan y success. 7. sparing Govt. publications 2007 (May) in that location is no discernable difference surrounded by the dynamics of engagement within the public sector rather difference in engagement level is result from organization characteristics, which level sectors that organizational site. 8. Human capital strategy volume-9 No. 3 August 2005This hold summarized engaged employee be gets quelled customers. This in turn improves the profitability of the organization. HR should help in identification and reengagement of disengaged employee by entrance special initiatives directed towards bringing this group of employees into the maintenance. 9. Harter, J. K. Schmidt, F. L and Hayes T. L (2001) It shows business unit level kinship in the midst of employee satisfaction, employee engagement and business outcomes. 10. HRM Review, ICFAI University press Aug-2005 This article summarized about harnessing the power of an engaged workforce. 1. HRM Review, ICFAI University press, Feb-2 008 This article summarized that through employee engagement activities the Indian information technology enabled services (ITES) and business process outsourcing (BPO) industry is maintaining and gaining increasing fraction and visibility and is expected to touch Rs. 30. 537 cr by 2010 as per NASSEM report. COMPANY PROFILE Mr. Puthur Vaithyanatha Iyer promoted Anandha Vikatan in 1926 as a monthly magazine exclusively catering to about 1500-odd yearly subscribers. In 1928,. Mr. S. S. Vasan offered to get Anandha Vikatan for Rs. 200.From then, the magazine grew from strength to strength. No surprise that his investment into Anandha Vikatan proved wise as it eventually enabled Mr. Vasan to purchase Gemini studios. Ananda vikatan is today, a household name in Tamilnadu. Since 1956, The managing director,Mr. S. Balasubaramanian has been stewarding the growth and diversification of vasan publications private limited The Vikatan groups today publishes 5 Tamil magazines with combined wee kly sales of over 1 million and readership of over 10 million and were printing The Economic Times from Chennai for the period 1994 to 2001.PRESS Ananda vikatan press is very well fitted out(p) with three headset, web offset machines (import from Japan), each capable of printing four color forms. Vikatan press is also fully equipped with three flow line binding machines, two three way trimmers, acrimonious machines etc. on the processing side also Ananda vikatan press has kept pace with latest technology. The imported image setter, flat bed scanners and other latest process equipments add upto the production capacity of Ananda vikatan. look DESIGNThe study is designed as descriptive in nature since it attempts to obtain a exonerate and accurate description of situation.. Primary data for this study was collected by preparing a well organize questionnaire consisting of closed ended questions. The questionnaire was distributed to the employees and the responses were received from the employees. The method used for collecting the data is survey method. The sampling unit of the study was the various departments of Vasan publication Pvt. Ltd. Chennai.Convenience sampling method was adopted to decide the sample of 50 as permitted by the management out of 150 employees (Feb 2009 to April 2009) Statistical Tools Used For Analysis per centumage abbreviation, master tabulations, Chi-Square, Analysis of Variance (ANOVA) OBJECTIVES ? To measure the level of employee engagement in the organisation. ? To identify the various factors influencing employee engagement. ? To compare the employer satisfaction & performances with the engagement of the employee. ? To study the existing practices for improving employee engagement. DATA ANALYSIS AND commentTable-4. 1 Gender of the Respondents sexual activity frequency part Male 48 96. 0 Female 2 4. 0 correspond 50 100. 0 pic conclusionIt is observed that majority of the respondents are male (96%) and but very few a re female (4%). Table-4. 2 get on with of the Respondents AGE frequence Percent Less than 26 yrs 2 4. 0 26 30 yrs 6 12. 0 31 35 yrs 11 22. 36 40 yrs 10 20. 0 41 45 yrs 11 22. 0 45 50 yrs 4 8. 0 higher(prenominal)(prenominal) up 50 yrs 6 12. 0 summation 50 100. 0 pic proof Among the samples collected, most of the respondents are in the age group of 31 to 45 eld. further 16 per centumageages of the respondents are in the age group of below 30 geezerhood. However, 12 percent of the respondents have crossed 50 eld of age. Table-4. 3 date of the Respondents EXPERIENCE Frequency Percent Less than 6 yrs 8 16. 6 10 yrs 17 34. 0 11 15 yrs 8 16. 0 16 20 yrs 10 20. 0 More than 20 yrs 7 14. native 50 100. 0 pic conclusion From the preceding(prenominal) tabularise it is observed that most of the respondents (34%) are having 6 to 10 years of companionship. 20 percent of the respondents are having 16 to 20 years of visualize and 16 percent of the res pondents are having little than 6 years. However, 14 percent of the respondents are having more jazz (20 years and supra) which is the strength of the development of vikadan organization. Table 4. 4 Educational Qualification of the Respondents EDUCATIONAL QUALIFICATION Frequency Percent steeper Secondary 13 26. 0 ITI 11 22. 0 Under graduation exercise 12 24. 0 Post graduation 4 8. Technical 7 14. 0 Non-Technical 3 6. 0 substance 50 100. 0 pic INFERENCE It is most of the respondents are having schooling (26%) and ITI (22%) education followed by under graduation (24%).Eight percent of the respondents are having post graduation degree and 14 percent of the respondents are having practiced background. Table-4. 5 Monthly Income of the Respondents MONTHLY INCOME Frequency Percent Rs. 5000 Rs. ten thousand 8 16. 0 Rs. 10001 Rs. 15000 10 20. 0 Rs. 15001 Rs. 0000 16 32. 0 Rs. 20001 Rs. 25000 9 18. 0 Rs. 25001 Rs. 30000 5 10. 0 Rs. 30001 Rs. 35000 2 4. 0 Tot al 50 100. pic INFERENCE From the supra set back it is observed that 32 and 20 percent of the respondents are in Rs. 15001 to Rs. 20000 and Rs. 10000 to Rs. 15000 per month respectively. 14 percent of the respondents are earning more than Rs. 25000 per month. Only 16 percent of the respondents draw less than Rs. 5000 per month. Table-4. 6 Respondents survey about their Contribution towards productiveness Productivity Frequency Percent really uplifted 7 14. High 13 26. 0 middling 6 12. 0 unequal 16 32. 0 precise Poor 8 16. 0 Total 50 100. 0 pic INFERENCEFrom the to a higher place gameboard it is erect that 14 percent of the respondents agree that they have contributed more for the increase in productivity, darn 26 percent of the respondents theorize that they have whatsoeverwhatwhat contributed for increase in productivity. However, 48 percent of the respondents agree that the show poor contribution towards productivity. Table-4. 7 Respondents Contribution towa rds Reducing the Waste Wastage Reduction Frequency Percent Very High 4 8. High 9 18. 0 middling 6 12. 0 Poor 26 52. 0 Very Poor 5 10. 0 Total 50 100. 0 pic INFERENCEIn order to know whether the employees have contributed towards reducing the waste, they were asked to give their ruling, and based on their opinion, it is observed that 62 percent of the respondents have poor and very poor contribution towards reducing the waste. Only 26 percent of the respondents have high and very high level of contribution towards reducing the waste which is shown in the bar diagram. Table-4. 8 Respondents Contribution towards Reducing the comprises appeal Reduction Frequency Percent Very High 5 10. High 18 36. 0 Average 16 32. 0 Poor 5 10. 0 Very Poor 6 12. 0 Total 50 100. 0 pic INFERENCE Wastage simplification will lead to cost reduction.In order to know this, the respondents were asked to give their opinion and based on the results, it is identified that 46 percent of the re spondents have high and very high contribution towards reducing the costs, season 32 percent of the respondents have average contribution, and 22 percent of the respondents show poor contribution towards reducing the costs. Table-4. 9 Respondents Opinion about aggroup twist Activities at hightail it Place take of cheer Frequency Percent exceedingly commodious 2 4. squelched 8 16. 0 Average 18 36. 0 dissatisfy 15 30. 0 Highly displease 7 14. 0 Total 50 100. 0 pic INFERENCEFrom the above table we infer that 30 percent of the respondents opine that they are dis well-to-do with the team edifice activities at their workplace. 30 percent of the respondents are dis at ease go 14 percent are highly dissatisfied towards team building activities at their work place. Table-4. 10 Respondents faithfulness take aim in the presidential term Loyalty Frequency Percent Very Good 1 2. 0 Good 4 8. Average 9 18. 0 Lower 23 46. 0 Very Lower 13 26. 0 Total 50 100. 0 pic INFE RENCE From the above table it is observed that 46 percent of the respondents are having low loyalty level towards their organization, while 26 percent of them are having very low loyalty level.Only 10 percent have good and very good loyalty level. Table-4. 11 Respondents Level of Satisfaction about their Salary Salary Frequency Percent Highly fulfil 3 6. 0 Satisfied 21 42. 0 Average 12 24. 0 disgruntled 10 20. Highly displease 4 8. 0 Total 50 100. 0 pic INFERENCE From the table it is noted that 42 percent of the respondents are satisfied with their salary and 6 percent of the respondents are highly satisfied. 24 percent of the respondents showing average satisfaction and 28 percent of the respondents depict dissatisfaction towards their salary. Table-4. 12 Respondents Level of Satisfaction about their operative Hours work Hours Frequency Percent Strongly Agree 3 6. 0 Agree 20 40. 0 indifferent(p) 14 28. 0 Disagree 11 22. 0 Strongly Disagree 2 4. Total 50 100. 0 p ic INFERENCE From the table it is noted that 40 percent respondents have agreed that they are satisfied with their working hours. 28 percent of the respondents show neutral opinion while 22 percent show disagreement towards their working hours. Table-4. 13 Respondents Involvement in Problem Solving Involvement Frequency Percent Increased 18 36. No Change 20 40. 0 Decreased 12 24. 0 Total 50 100. 0 pic INFERENCE From the above table it is noted that 40 percent of the respondents show that their involvement level do not change in the past three years, and 36 percent of the respondents opine that their involvement level has been changed for the past 3 years.Only 24 percent of the respondents argued that their involvement level rock-bottom in the past 3 years. Table-4. 14 Respondents Feeling of Motivation Motivation Frequency Percent stupendous Extent 2 4. 0 Reasonable Extent 18 36. 0 Average 11 22. 0 Certain 15 30. Not at all 4 8. 0 Total 50 100. 0 pic INFERENCE From the above table it is noted that 36 percent of the employees felt that their need has increased to a reasonable extent, 22 percent of the respondents argue that it has an average increase, while 30 percent of the respondents opine that the motivation has shown a below average increase.However, 8 percent of the respondents argue that their motivation has not at all increased. Table-4. 15 Respondents Opinion about aggroup sprightliness in their Working Environment Team Spirit Frequency Percent Good 8 16. 0 Average 13 26. 0 Lower 20 40. Very Lower 9 18. 0 Total 50 100. 0 pic INFERENCE Form the above table it is noted that 58 percent of the respondents have lower and very lower level of team spirit, while 16 percent of the respondents are having good team spirit, which is the indication of success of the organization. Table-4. 16 Respondents Level of Satisfaction about their team spirit in the Organization Level of Satisfaction Frequency Percent Satisfied 11 22. 0 Average 14 28 . 0 Dissatisfied 22 44. 0 Highly Dissatisfied 3 6. 0 Total 50 100. 0 pic INFERENCEFrom the above table it is tack together that only 22 percent of the respondents are satisfied while 6 percent of the respondents are highly dissatisfied with the morale of the organization. Table-4. 17 Employees do work over Quality in the Organization Level of Influence Frequency Percent Highly Influence 3 6. 0 Influence 13 26. 0 slimly Influence 28 56. No Influence 6 12. 0 Total 50 100. 0 pic INFERENCE From the above table it is observed that 56 percent of the respondents opine that employees have almostwhat put to work over quality, while 26 percent of the respondents agree that the employees have becharm over quality. However, 12 percent of the respondents report that the employees do not have any beguile on the quality.Table-4. 18 Respondents Opinion about the Recognition as Individuals Opinion Frequency Percent Always 7 14. 0 Sometimes 16 32. 0 rarely 8 16. 0 Never 14 28. N o Idea 5 10. 0 Total 50 100. 0 pic INFERENCE From the above table it is inferred that 14 percent of the respondents agree that they always get recognition, while 32 percent of the respondents sometimes get recognition. It could be noted that 28 percent of the respondents agree that individuals neer get any recognition from the organization. Table-4. 9 Respondents level of grandeur towards put forwarding the suggestions Level of Importance Frequency Percent Importance 6 12. 0 Fairly Importance 8 16. 0 Somewhat Importance 17 34. 0 No Importance 19 38. Total 50 100. 0 pic INFERENCE On observing the table, it could be understood that 38 percent of the respondents show no importance while put forwarding the suggestions to management, whereas 34 percent of the respondents show somewhat importance, while 12 percent of the respondents agree that it is important to put forwarding suggestions to management. Table-4. 20 Respondents Level of Satisfaction about Balancing of Family life and Work life Level of Satisfaction Frequency Percent Highly Satisfied 2 4. 0 Satisfied 16 32. 0 Moderately Satisfied 9 18. 0 Dissatisfied 18 36. 0 Highly Dissatisfied 5 10. Total 50 100. 0 pic INFERENCE From the above table it is inferred that the respondents are in both the categories. That is, 46 percent of the respondents are dissatisfied and remaining 56 percent of the respondents are satisfied in Balancing their Family Life and Work Life Table-4. 21 Respondents Opinion about Training curriculum organized by the Company Level of Satisfaction Frequency Percent Highly Satisfied 1 2. Satisfied 5 10. 0 Moderately Satisfied 8 16. 0 Dissatisfied 28 56. 0 Highly Dissatisfied 8 16. 0 Total 50 100. 0 pic INFERENCEFrom the above table it is observed that most of the respondents opine that they were not satisfied by the genteelness programme conducted by the organization. However, 12 percent of the employees are satisfied while 16 percent of the employees are moderately s atisfied. On comprehend the Bar diagram, it is observed that on total 72 percent of the employee are not satisfied with the training programme. Table-4. 22 Relationship betwixt get along and Contribution towards Productivity Ho at that place is no kinship surrounded by age and productivity H1 There is some kind mingled with age and productivity crossbreeding tabular matter Age Productivity Total Poor immaterial High Below 30 years 3 1 4 8 30 45 years 13 5 14 32 in a higher place 45 years 4 6 10 Total 20 6 24 50 Chi-Square Tests measure out df Asymp. Sig. (2-sided) Pearson Chi-Square 11. 995 4 . 037 likelihood symmetry 13. 146 4 . 034 Linear-by-Linear familiarity 8. 044 1 . 34 N of binding Cases 50 correlation coefficient apprize Asymp. Std. defect Approx. T Approx. Sig. legal separation by separation Pearsons R . 103 . 121 . 720 0. 475 Ordinal by Ordinal Spearman correlational statistics . 085 . 29 . 594 0. 555 N of validated Cases 50 INFERENCE From the above analysis it is ensnare that though at that place is a consanguinity surrounded by age and productivity, the influence of age on productivity is meager. INTERPRETATION Since the table value is be to be higher than the figure value, the trifling opening is rejected.Alternate hypothesis has been accepted which agent that at that place is some family kind in the midst of age and productivity. From correlativity table, it is identified that the Pearson R vale is 0. 103 which is positive and accordingly in that location is a positive race surrounded by age and productivity. Table-4. 23 Relationship among Age and Contribution towards Wastage Reduction Ho There is no family mingled with age and wastage Reduction H1 There is some consanguinity amidst age and Wastage Reduction drag Tabulation Age Wastage Reduction Total Poor sluggish High Below 30 years 4 4 8 30 45 years 7 3 22 32 above 45 years 2 3 5 10 Total 13 6 31 50 Chi-Square Tests Value df Asymp.Sig. (2-sided) Pearson Chi-Square 16. 617 4 . 015 likelihood Ratio 16. 455 4 . 016 Linear-by-Linear Association 8. 379 1 . 053 N of sound Cases 50 Correlation Value Asymp. Std. Error Approx.T Approx. Sig. breakup by IntervalPearsons R . 022 . 145 . 154 . 879 Ordinal by Ordinal Spearman Correlation. 029 . 146 . 198 . 844 N of valid Cases 50 INFERENCE From the above analysis it is found that though there is a relationship amidst age and wastage reduction, the influence of age on wastage reduction is meagre.. INTERPRETATIONSince the table value is found to be higher than the reckon value, the unavailing hypothesis is rejected. Alternate hypothesis has been accepted which means that there is some relationship surrounded by age and wastage reduction From correlation table it is observed that the Pearson correlation value is 0. 022 which is positive and so, there is a positive relationship surrounded by age and contribution towards wastages . . Table-4. 24 Relationship between Age and Contribution towards Cost Reduction Ho There is no relationship between age and Cost Reduction H1 There is some relationship between age and Cost ReductionCross Tabulation Age Cost Reduction Total Poor Neutral High Below 30 years 5 2 1 8 30 45 years 18 10 4 32 preceding(prenominal) 45 years 4 6 10 Total 23 16 11 50 Chi-Square Tests Value df Asymp. Sig. (2-sided) Pearson Chi-Square 14. 337 4 . 006 likelihood Ratio 17. 017 4 . 002 Linear-by-Linear Association 9. 650 1 . 002 N of legitimate Cases 50 Correlation Value Asymp. Std. Error Approx. T Approx. Sig. Interval by IntervalPearsons R . 451 . 117 3. 502 . 001 Ordinal by Ordinal Spearman Correlation. 344 . 139 2. 539 . 014 N of Valid Cases 50 INFERENCEFrom the above analysis it is found that though there is a relationship between age and cost reduction, the influence of age on cost reduction is plentiful. INTERPRETATION Since the table value is found to b e higher than the calculated value, the null hypothesis is rejected, the alternate hypothesis has been accepted which means that there is some relationship between age and cost reduction. Pearson R value (0. 451) in Correlation table proves that there is positive relationship between age and contribution towards cost reduction. Table-4. 25 Relationship between Age and Team expressionHo There is no relationship between age and Team Building H1 There is some relationship between age and Team Building Cross Tabulation Age Team Building Total Dissatisfied Moderate Satisfied Below 30 years 1 3 4 8 30 45 years 6 13 13 32 Above 45 years 3 2 5 10 Total 10 18 22 50 Chi-Square Tests Value Df Asymp. Sig. (2-sided) Pearson Chi-Square 1. 886 4 . 757 Likelihood Ratio 1. 981 4 . 739 Linear-by-Linear Association . 206 1 . 650 N of Valid Cases 50 INFERENCE From the above analysis it is found that there is no relationship between age and team building activity in the work place. INTE RPRETATION Since the table value is found to be lesser than the calculated value, the null hypothesis is accepted there is no relationship between age and their opinion about the team building activities adopted in their work place. Table-4. 26 Relationship between Age and Loyalty Ho There is no relationship between age and Loyalty Level of employees H1 There is relationship between age and Loyalty Level of EmployeesCross Tabulation Age Loyalty Level Total Poor Average Good Below 30 years 1 1 6 8 30 45 years 3 6 23 32 Above 45 years 1 2 7 10 Total 5 9 36 50 Chi-Square Tests Value df Asymp. Sig. (2-sided) Pearson Chi-Square 16. 245 4 . 033 Likelihood Ratio 15. 257 4 . 032 Linear-by-Linear Association 8. 007 1 . 032 N of Valid Cases 50 Correlation Value Asymp. Std. Error Approx. T Approx. Sig. Interval by IntervalPearsons R . 053 . clxv . 366 . 716 Ordinal by Ordinal Spearman Correlation. 125 . 154 . 872 . 388 N of Valid Cases 50 INFERENCE From the above anal ysis it is found that though there is a relationship etween age and loyalty level, the influence of age on loyalty level is meagre. INTERPRETATION Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Alternate hypothesis has been accepted which means that there exists some relationship between age and employees loyalty level in the organization. Correlation table shows that the Pearson R value is 0. 053 which is positive and thence there is a positive relationship between age and loyalty. Table-4. 27 Relationship between Age and MoraleHo There is no relationship between age and Morale H1 There is some relationship between age and Morale Cross Tabulation Age Morale Total Dissatisfied Average Satisfied Below 30 years 4 4 8 30 45 years 8 2 22 32 Above 45 years 4 2 4 10 Total 12 8 30 50 Chi-Square Tests Value dfAsymp. Sig. (2-sided) Pearson Chi-Square 7. 896 4 . 042 Likelihood Ratio 9. 386 4 . 025 Linear-by-Linear Associat ion 6. 559 1 . 045 N of Valid Cases 50 Correlation Value Asymp. Std. Error Approx.T Approx. Sig. Interval by Interval Pearsons R . 107 . 126 . 744 0. 461 Ordinal by Ordinal Spearman Correlation . 080 . 133 . 555 0. 582 N of Valid Cases 50 INFERENCE From the above analysis it is found that though there is a relationship between age and morale, the influence of age on morale is meagre.INTERPRETATION Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Alternate hypothesis has been accepted which means that there is some relationship between age and morale. From correlation table, it is identified that the Pearson R vale is 0. 103 which is positive and hence there is a positive relationship between age and morale. Table-4. 28 Relationship between Age and Salary Ho There is no relationship between age and Salary H1 There is some relationship between age and SalaryCross Tabulation Age Salary Total Dissatisfied Moderate Sa tisfied Below 30 years 5 3 8 30 45 years 13 8 11 32 Above 45 years 6 1 3 10 Total 24 12 14 50 Chi-Square Tests Value Df Asymp. Sig. (2-sided) Pearson Chi-Square 5. 169 4 . 270 Likelihood Ratio 7. 487 4 . 112 Linear-by-Linear Association . 437 1 . 508 N of Valid Cases 50 INFERENCE From the above analysis it is found that there is no relationship between age and their level of satisfaction of their salary. INTERPRETATION Since the table value is found to be lesser than the calculated value, the null hypothesis is accepted there is no relationship between age and their level of satisfaction of their salary. Table-4. 29 Relationship between Age and Working Hours Ho There is no relationship between age and Working hoursH1 There is some relationship between age and Working hours Cross Tabulation Age Working Hours Total Disagree Neutral Agree Below 30 years 5 3 8 30 45 years 13 6 13 32 Above 45 years 5 5 10 Total 23 14 13 50 Chi-Square Tests Value Df Asymp. Sig. ( 2-sided) Pearson Chi-Square 10. 986 4 . 027 Likelihood Ratio 15. 011 4 . 005 Linear-by-Linear Association . 13 1 . 910 N of Valid Cases 50 Correlation Value Asymp. Std. Error Approx. T Approx. Sig. Interval by IntervalPearsons R -. 165 . 119 -1. 158 . 252 Ordinal by Ordinal Spearman Correlation-. 158 . 134 -1. 112 . 272 N of Valid Cases 50 INFERENCEFrom the above analysis it is found that though there is a relationship between age and working hours, the influence of age on working hours is meagre. INTERPRETATION Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Hence, alternate hypothesis has been accepted which means that there exists some interdict relationship between age and working hours set by the organization. Pearson correlation value of -0. 165 denotes that there exists negative relationship between age and working hours set by the management. Table-4. 31 Relationship between Age and Involvement Ho Ther e is no relationship between age and Involvement H1 There is some relationship between age and InvolvementCross Tabulation Age Involvement Total Decreased No Change Increased Below 30 years 4 2 2 8 30 45 years 11 13 8 32 Above 45 years 3 5 2 10 Total 18 20 12 50 Chi-Square Tests Value dfAsymp. Sig. (2-sided) Pearson Chi-Square 1. 345 4 . 854 Likelihood Ratio 1. 360 4 . 851 Linear-by-Linear Association . gross 1 . 05 N of Valid Cases 50 INFERENCE From the above analysis it is found that there is no relationship between age and involvement in problem solving. INTERPRETATION Since the table value is found to be lesser than the calculated value, the null hypothesis is accepted there is no relationship between age and involvement in problem solving. Table-4. 32 Relationship between Experience and Contribution towards Productivity Ho There is no relationship between Experience and productivity H1 There is some relationship between Experience and productivityCross tabulati on Experience Productivity Total Poor Neutral High Less than 10 years 9 4 12 25 10 to 20 years 9 2 7 18 Above 20 years 2 5 7 Total 20 6 24 50 Chi-Square Tests Value Df Asymp. Sig. (2-sided) Pearson Chi-Square 13. 076 4 . 045 Likelihood Ratio 12. 796 4 . 034 Linear-by-Linear Association 8. 091 1 . 063 N of Valid Cases 50 Correlation Value Asymp. Std. Error Approx. T Approx. Sig. Interval by IntervalPearsons R -. 033 . 126 -. 231 . 818 Ordinal by Ordinal Spearman Correlation-. 038 . 129 -. 265 . 792 N of Valid Cases 50 INFERENCE From the above analysis it is found that though there is a relationship between give and contribution towards productivity. INTERPRETATIONSince the table value is found to be higher than the calculated value, the null hypothesis is rejected. Hence, alternate hypothesis has been accepted which means that there is negative relationship between experience and their contribution towards productivity. On observing the correlation table, t he Pearson R value of -0. 033 denotes a negative relationship between experience and productivity. Table-4. 33 Relationship between Experience and Contribution towards Wastage Reduction Ho There is no relationship between Experience and wastage reduction H1 There is some relationship between experience and wastage reductionCross Tabulation Experience Wastage Reduction Total Poor Neutral High Less than 10 years 8 2 15 25 10 to 20 years 4 2 12 18 Above 20 years 1 2 4 7 Total 13 6 31 50 Chi-Square Tests Value Df Asymp. Sig. (2-sided) Pearson Chi-Square 12. 867 4 . 038 Likelihood Ratio 12. 514 4 . 042 Linear-by-Linear Association 7. 315 1 . 055 N of Valid Cases 50 Correlation Value Asymp. Std. Error Approx. T Approx. Sig. Interval by IntervalPearsons R -. 019 . 153 -. 133 . 894 Ordinal by Ordinal Spearman Correlation-. 019 . 155 -. 135 . 893 N of Valid Cases 50 INFERENCE From the above analysis it is found that though there is a relationship between experience a nd wastage reduction. Hence the influence of experience on wastage reduction is meagre. INTERPRETATIONSince the table value is found to be higher than the calculated value, the null hypothesis is rejected. Hence, alternate hypothesis has been accepted which means that there exists some negative relationship between experience and wastage reduction. Pearson correlation value of -0. 165 denotes that there exists negative relationship between experience and wastage reduction Table-4. 34 Relationship between Experience and Contribution towards Cost Reduction Ho There is no relationship between Experience and Cost reduction H1 There is some relationship between experience and cost reduction Cross Tabulation Experience Cost Reduction Total Poor Neutral High Less than 10 years 12 9 4 25 10 to 20 years 11 6 1 18 Above 20 years 1 6 7 Total 23 16 11 50 Chi-Square Tests Value dfAsymp. Sig. (2-sided) Pearson Chi-Square 20. 495 4 . 000 Likelihood Ratio 19. 287 4 . 001 Linear-by-Line ar Association 5. 781 1 . 016 N of Valid Cases 50 Correlation Value Asymp. Std. Error Approx. T Approx. Sig. Interval by IntervalPearsons R . 418 . 133 3. 186 . 003 Ordinal by Ordinal Spearman Correlation. 301 . 151 2. 185 . 034 N of Valid Cases 50 INFERENCE From the above analysis it is found that though there is a relationship between experience and contribution on cost reduction.Hence the influence of experience on cost reduction is plentiful. INTERPRETATION Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Alternate hypothesis has been accepted which means that there is positive relationship between experience and their contribution towards cost reduction. The Pearson R value of 0. 418 denotes that there is a positive relationship between experience and contribution towards cost reduction. Table-4. 34 Relationship between Experience and Team Building Ho There is no relationship between Experience and Team Buildin g H1 There is some relationship between experience and Team BuildingCross Tabulation Experience Team Building Total Dissatisfied Moderate Satisfied Less than 10 years 2 10 13 25 10 to 20 years 6 7 5 18 Above 20 years 2 1 4 7 Total 10 18 22 50 Chi-Square Tests Value dfAsymp. Sig. (2-sided) Pearson Chi-Square 6. 442 4 . 168 Likelihood Ratio 7. 066 4 . 132 Linear-by-Linear Association 1. 444 1 . 229 N of Valid Cases 50 INFERENCEFrom the above analysis it is found that is, there is no relationship between employees experience and their opinion about team building activities involved in their work place. INTERPRETATION Since the table value is found to be lesser than the calculated value, the null hypothesis is accepted there is no relationship between experience and team building activities. Table-4. 35 Relationship between Experience and Loyalty Ho There is no relationship between Experience and Loyalty Level H1 There is some relationship between experience and Loyalty Level Cross Tabulation Experience Loyalty Level Total Poor Average Good Less than 10 years 2 5 18 25 10 to 20 years 2 3 13 18 Above 20 years 1 1 5 7 Total 5 9 36 50 Chi-Square Tests Value dfAsymp. Sig. (2-sided) Pearson Chi-Square 12. 378 4 . 040 Likelihood Ratio 12. 372 4 . 051 Linear-by-Linear Association 9. 062 1 . 032 N of Valid Cases 50 Correlation Value Asymp. Std. Error Approx. T Approx. Sig. Interval by IntervalPearsons R -. 418 . 133 -3. 186 . 003 Ordinal by Ordinal Spearman Correlation-. 301 . 151 -2. 185 . 034 N of Valid Cases 50 INFERENCE From the above analysis it is found that though there is a relationship between experience and their loyalty level in the organization.Hence the influence of experience on loyalty level is meagre. INTERPRETATION Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Alternate hypothesis has been accepted which means that there is negative relationship between exp erience and their loyalty level in the organization. Correlation table shows the Pearson R value as -0. 418 which is negative and hence there is negative relationship between experience and loyalty. Table-4. 36 Relationship between Experience and Morale Ho There is no relationship between Experience and Morale H1 There is some relationship between experience and MoraleCross Tabulation Experience Morale Total Dissatisfied Average Satisfied Less than 10 years 5 5 15 25 10 to 20 years 6 2 10 18 Above 20 years 1 1 5 7 Total 12 8 30 50 Chi-Square Tests Value dfAsymp. Sig. (2-sided) Pearson Chi-Square 11. 634 4 . 038 Likelihood Ratio 13. 829 4 . 030 Linear-by-Linear Association 8. 939 1 . 33 N of Valid Cases 50 Correlation Value Asymp. Std. Error Approx. T Approx. Sig. Interval by IntervalPearsons R . 138 . 142 . 368 . 338 Ordinal by Ordinal Spearman Correlation. 144 . 142 1. 008 . 319 N of Valid Cases 50 INFERENCE From the above analysis it is found that though there is a relationship between experience and morale.Hence the influence of experience on morale is plentiful. INTERPRETATION Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Alternate hypothesis has been accepted which means that there is a relationship between experience and their level of satisfaction towards morale. The Pearson R value of 0. 138 denotes that the relationship between experience and morale is positive. That is, employees who have more experience are satisfied toward morale. Table-4. 37 Relationship between Experience and Salary Ho There is no relationship between Experience and salary H1 There is some relationship between experien