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A STUDY ON EMPLOYEE COMMITMENT
AT
M/s. HINDUSTAN COCA COLA BEVERAGES PVT LIMITED.
A Dissertation submitted to the
UNIVERSITY OF MADRAS
In partial fulfillment of the requirements
For the award of the degree of
Master of Social Work
By
R. MOHAN
MADRAS SCHOOL OF SOCIAL WORK
(Affiliated to the University of Madras)
No.32, Casa Major Road, Egmore,
Chennai 8.
March 2005
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Certificate of Approval
It is hereby certified that this dissertation was designed and executed by
Mr. R. MOHAN, in partial fulfillment of the requirement for the award of
the Degree of Master of social work, University of Madras. This
dissertation is the original work of the said candidate carried out exclusively
for the above-mentioned purpose.
Dr. D.Varadharajan, Mr.S.Malar.
Principal Research Guide
Place : Chennai
Date :
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TABLE OF CONTENTS
S. NO CONTENTS PAGE
NUMBER
1 Acknowledgement I
2 List of Tables II
3 Chapter-I: Introduction and Review of literature 1-14
4 Chapter-II: Research Methodology 15-18
5 Chapter-III: Data Analysis and Interpretation 19-60
6 Chapter-IV: Findings, Suggestions and Conclusion. 61-65
7 Bibliography 66
8 Appendix 67-72
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ACKNOWLEDGEMENT
I take this fine opportunity to express my piece of gratitude to my Parents,
who have extended their moral support to me in all my endeavors.
I hereby take this opportunity to express my deep indebtedness and grateful
respect to my beloved Principal Dr. D. Varadharajan, for the benevolence
extended by him during our entire course of studies in the college.
I acknowledge with pride my sincere thanks to my research guide
Mr.S.Malar, for the valuable guidance offered by him during the research
work.
I also take this opportunity to thank Mr. J Allen Christopher senior HR
executive and Mr. V. Sriram HR officer for providing me the opportunity
to carry out the research in the organization
Finally, I would also like to extend my heartful appreciation to all the
members of the teaching and non-teaching staff of the Madras School of
Social Work who helped us during our entire course of studies in the
college.
Researcher
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LIST OF TABLES
TABLENO.
TITLEPAGE
NUMBER
1 Respondents by their Department 19
2 Respondents by their Designation 20
3 Respondents by their Age 21
4 Respondents by their Educational qualification 22
5 Respondents by their Work experience 23
6 Respondents by their Martial status 24
7 Respondents by their Monthly Income 25
8 Respondents by their Family Members 26
9 Over all level of employee commitment 27
10 Factors contributing for level of commitment 28
11 Department Vs Level of Employee commitment 30
12 Department Vs Factors contributing to Employee commitment 31
13 Designation Vs Level of Employee commitment 33
14 Designation Vs Factors contributing to Employee commitment 34
15 Age Vs Level of employee commitment 37
16 Age Vs Factors contributing to employee commitment 39
17 Educational Qualification Vs Level of employee commitment 42
18Educational Qualification Vs Factors contributing employee
commitment43
19 Work Experience Vs Level of employee commitment 46
20Work Experience Vs Factors of contributing to employee
commitment47
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21 Marital Status Vs employee commitment 50
22 Marital Status Vs Factors contributing to employee commitment 51
23 Monthly Income Vs Level of employee commitment 53
24Monthly Income Vs Factors contributing to Employeecommitment
54
25 Family Members Vs levels of Employee Commitment 57
26Family Members Vs Factors Contributing to employeeCommitment
58
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INTRODUCTION
Employees are considered to be the assets of the organizations. It lies with the
organizations as to how to effectively utilize these powerful resources. Today, the
workforces are more educated and it is a challenging task before the management tohandle these valuable assets. Besides these, the organizations, which are competitive
enough and are very flexible, can only survive in this market. It is essentially important
for any organization to recruit, attract and motivate people to achieve desired results. An
organization has to see through that the employees are more committed towards the work
rather than just be a part of the organization. Any organization is said to be a profitable
organization only if its employees are more committed towards the work. Such
commitment will lead to taking of initiative, responsibilities and more amounts of
contributions by the employees.
Human Resource Management policies are designed to maximize organizational
integration, employee commitment, flexibility and quality of work. The concept of
commitment plays an important part in the Human Resource management philosophy.
MEANING OF ORGANIZATIONAL COMMITMENT
Commitment refers to attachment and loyalty. As defined by MOWDRAYET (1982)commitment consists of 3 components.
1) Identification with the goals and the values of the organization.
2) A desire to belong to the organization
3) A willingness to display effort on behalf of the organization.
The definition of commitment also emphasizes the importance of behavior in creating
commitment. Salancik defines commitment, as It is a state of being in which an
individual becomes bound by his actions to beliefs that sustain his activities and his
own involvement. Three features of behaviour are important in binding individuals
to their acts.
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a) The visibility of the acts
b) The extent to which the outcomes are irrevocable
c) The degree to which the person undertakes the action voluntarily.
Commitment according to Salancik can be increased and harnessed to obtain support for
organizational ends and interests through such ploys as participation in decisions about
actions.
SIGNIFICANCE OF COMMITMENT:
There have been two schools of thought about commitment. One, from control to
commitment school, was led by Walton (1985 a and b), who saw commitment strategy as
a more rewarding approach to Human Resource Management, in contrast to the
traditional strategy. The other, Japanese/Excellence school, is represented by writers
such as Pascale and Athos(1981) and Peters and Waterman (1982) who looked at the
Japanese model and related the achievement of excellence to getting the wholehearted
commitment of the workforce to the organization.
Organisational commitment involves the employees loyalty to the organisation and its
determine by the number of personal organizational and non-Organisational variable.
Recently commitment has been conceived as mainly three components affective
(emotional attachment), continuance (cost of leaving) and normative (obligation to stay).
The Organisational commitment attitude has mixed results but in general, is thoughts to
have somewhat strong relationship withOrganisational outcome such as performance,
absenteeism and turn over.
FROM CONTROL TO COMMITMENT:
The importance of commitment was highlighted by Walton (1985 a and b). his theme
was that improved performance would result if the organization moved away from the
traditional control-oriented approach to workforce management, which relies upon
establishing order, exercising control and Achieving efficiency in the application of
workforce. He argued that his approach should be replaced by a commitment strategy.
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He suggested that workers respond best and most creatively-not when they are tightly
controlled by the management , placed in narrowly defined jobs, and treated like an
unwelcome necessity, but, instead, when they are given broader responsibilities
encouraged to contribute and helped to achieve satisfaction in their work.
Walton (1985 a) suggested that in the new commitment-based approach Jobs are
designed to be broader than before, to combine planning and implementation and to
include efforts to upgrade operation not just to maintain them. Individual responsibilities
are expected to change as conditional change, and teams, not individuals often are the
organizational units accountable for performance. With management hierarchies
relatively flat and differences in status minimized, control and lateral coordination
depend on shared goals. And expertise rather than formal position determines influences.
A commitment strategy does not sound like a crude attempt to manipulate people to
accept managements values and goals as some have suggested. Infact, Walton does not
describe it as being instrumental in this manner. His perception is for a broad HRM
approach to the ways in which people are treated, jobs are designed and organizations are
managed. And he quotes a no. of examples in America where unions have cooperated
with management, talking about common interests and agreeing to sponsor quality of
working like programmers and employee involvement activities.
THE JAPANESE/EXCELLENCE SCHOOL:
Attempts made to explain the secret of Japanese Business success by such writers as
OUCHI(1981) and Pascale and Athos (1981) led to the theory that the best way to
motivate people is to get their full commitment to the values of the organization. By
leadership and involvement. This might be called the Hearts and Minds approach to
motivation, and, among other things, it popularized such devices as Quality Circles.
The baton was taken up by the Peters and Waterman (1982) and their imitators later in
1980s. this approach to excellence was summed up by Peters and Austin (1985) when
they wrote trust people and treat them like adults, enthuse them by lively and
imaginative leadership, develop and demonstrate and your workforce will respond with
total commitment.
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REVIEW OF LITERATURE
The issue on measuring employee commitment given on Human capital Edition dated
Jan2002
Managers of all kinds of organizations are working at ways to make workers enjoy what
they do so that productivity improves.
Today, most multinational and many Indian companies have made the employee
satisfaction index a key input in to the performance evaluation process for department
and company heads. It has been proved in a landmark research done by Iffaldano and
Muchinsky in 1985 that employee satisfaction does not necessarily lead to productivity.
The correlation between satisfaction and productivity is as low as 0.17
It was realized that employee satisfaction has lost some value as a surrogate measure for
workplace efficiency. It is in this context that organizational behavior scientists explored
the dimension of employee commitment.
Employee commitment is thought to be manifested in three ways:
1) The committed employee actively wants to remain part of the organization and
not just for security.
2) The committed employee is willing to go to the extra mile on the organisations
behalf.
3) The committed employee believes in and adheres to the companyss value
MEASURING EMPLOYEE COMMITMENT:
The most widely used measure of commitment in the business world today is the one
developed by a South African market research firm called research surveys. It has been
used in 50 countries worldwide and in India, it is offered by ORGMARG
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The measurement of commitment in this model ACE (assessing commitment of
employees) is through a composite of four variables.
The first variable is needs fit. Different people look for different things from their
employers. Some want job security, some others want money and yet others want career
growth. The extent to which organization fulfills the respective needs affects
commitment.
The second variable is the extent to which the employees are attracted towards option
outside the current company strong attraction towards the outside naturally reduces the
commitment to the organization.
The third and crucial measure is the extent to which the employee cares about work.
The fourth and final measure is ambivalence. Ambivalence occurs when employees are
not clear about what the choices mean to them and how well differentiated they are from
each other.
MATERIAL ON EMPLOYEE COMMITMENT STUDIES BROWSED ON THE
WEBSITE:
Across the business landscape, we may find organizations battling for workforce share,
just as they battle for market share. In todays business environment, it is imperative that
organizations learn to attract, motivate and retain the key talent needed to meet
aggressive business goals. A committed workforce is the hallmark of successful
organization. Committed employees are more productive and work with a focus on
quality and the profitability of the organization.
NATIONAL AND INDUSTRY EMPLOYEE COMMITMENT RESEARCH
Through national employee research AON was the first to investigate employee
commitment in the U.S and around the world defining it, measuring it, and, above all,
helping organizations maximize it. The continuing research, at both the national and
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industry level, has given AON the necessary data to keep organizations identify the steps
needed to build commitment and to measure how it is tied to profitability.
HELPING ORGANIZATIONS WITH CUSTOMIZED EMPLOYEE SURVEYS:
Using the yearly national and industry benchmark research, statistical analysis, and
industry-leading dual-scale technology, the organizations are provided with customized,
survey-based employee studies and assessments. These studies enable the organizations
to :
- increase employee commitment and productivity
- decrease turnover
- increase customer satisfaction
- improve benefits program design to leverage limited dollars and increase
employee commitment
- develop a strategic attraction and retention program
- focus on where to place organization improvement dollars to have the maximumeffect on employee commitment
- identify organizational strengths on which future gains in employee commitmentcan be built.
A study can be conducted to meet these important objectives. A multi-phase process can
be used to gather and review data in order to make recommendations an which we can act
upon.
AON offers five studies that can be conducted for any organizations needs:
Employee benefits contribute significantly to an employees commitment and loyalty to
an organization- they are also enormously expensive for the employer. It is therefore
important that employers leverage the available benefits dollars by ensuring they are
spent on the benefits most important to the employee.
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The benefits@worksurvey is the first step in leveraging benefits for maximizing effect.
This AON study examines employees experience with current benefits, the importance
of each benefit in relation to employee commitment and opinions about possible future
benefit offerings.
A CUSTOM STUDY
Benefits packages are unique to the organization; therefore the benefit surveys must also
be unique. AON uses a comprehensive question bank to tailor each survey to the research
specifications. Surveys are designed to assess areas such as :
current benefits
medical, financial and retirement benefits
communications
spending benefits dollars
workforce commitment
benefits linked to workforce commitment
BENEFITS AND WORKFORCE COMMITMENT:
The effect of benefits on employee loyalty is a long held assumption. The benefits
@work survey measures that relationship. The survey includes the questions that measure
the workforce commitment index (WCI), AONs national measure of employee loyalty.
An organizations WCI is compared to the national WCI, providing a context in which to
judge the performance. Additionally, employees evaluations of benefits are correlated to
the WCI, revealing the extent which specific benefits affect commitment.
As the importance of benefits in fostering employee loyalty grows, providing the right
package is critical to organizational success. Designing the right benefit package requires
the direction and focus that only a tested, validated assessment can provide.
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HIGH TECHNOLOGY ORGANIZATION@ WORK
In the high technology industry, where there are over 1.6 million open positions, the
issue of workforce commitment and retention is paramount. The days of job security and
life-long loyalty to an organization have disapproved, but a new kind of commitment has
evolved. The nature of this new commitment is a value exchange between the employer
and employee. With this in mind, AON created the high-technology organization@work
employee survey, customized for client organizations and based on norms established in
the National High- Technology@work-study.
Custom studies of commitment in individual high technology organizations focus on
those areas found to be critical to high-technology workers, as well as those workplacepractices found to drive commitment in all organizations. The study will
- provide a measure of workforce commitment in the organizations;
- compare the level of commitment to the national high-technology norm;
- explore employees perceptions of workplace practices in the organization; and
- determine which practices most impact commitment in the organization
AON also helps the organization build and implement a workforce performance plan
designed to increase employee commitment, retention, and productivity.
The QUESTIONNAIRE ON THE HIGH-TECHOLOGY ORGANIZATION
@WOKSTUDY employees are asked to rate, and rank in importance, their experience
with both the organization and their work group on several items in each of the five key
categories:
safety/security
rewards
affiliation
growth
work/life harmony
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This dual scaled approach allows for both an evaluation of the companys performance
on each item and for the prioritization of items in future improvement plans conducting
an organizational assessment of this type will uniquely position the organization to offer
best-in-class services through employees who are committed to their jobs and to the
organization.
PERFORMANCE IMPROVEMENT PROCESS ( POSITIVE DISCIPLINE)
It is ORNL policy to identify, communicate and address as early as possible when job
performance is below expected standards. Performance it becomes apparent that an
employee is not meeting expected performance standards. Supervisors should not wait
until the end of the review period to communicate the need to improve performance, if
the need to improve is identified earlier in the period.
The performance improvement component of the performance management process
consists of both informal actions and formal actions. (while it is recommended that all
actions relating to corrective performance be documented, the level of documentation is
critical at the formal actions stage). Employees may enter the process at either state
depending on the circumstances.
Informal actions are appropriate for situations when minor performance improvement is
needed, when it is the first time the employee has been in need of performance
improvement intervention, or if there is clearly defined skills mismatch.
INFORMAL ACTIONS
Coaching and counseling, in many cases, informal coaching and counseling will be all
that is necessary to facilitate improved performance. The objective of counseling is to
keep the employee recognize and solve the problem, early on. When a problem occurs or
begin to develop regarding work performance the manager should discuss the situation
with the employee before it becomes serious. During such a discussion, the manager
should explain exactly what the performance expectation is and specifically how the
employee is failing to meet it. Once the employees agrees (or atleast understands) that he
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or she is accountable for meeting expectations, the employee and manager should jointly
explore steps the employee might take to ensure he or she meets expectations in the
future. Ideally, the employee and manager will agree on the approach that will be taken to
solve the problem. It the agreement cannot be reached, it is the managers responsibility
to ensure that the employee understands what he or she must do to solve the problem, and
consequences for the employee if the problem is not resolved. The manager also needs to
tell the employee how and when he or she will follow up to provide additional feedback
on progress against the agreement.
FORMAL ACTIONS
The formal actions for performance improvement include an oral reminder, a written
reminder, and a final warning accompanied by a decision- making leave. At each step,
managers must meet with the employee. Managers should consult with the HR generalist
before initiating the formal action.
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Step 1 Oral Reminder
The oral reminder is a coaching session in which the manager and employee discuss the
problem, clarify the expectations and develop solutions that will lead to improvement.
The employee will be asked to commit to correcting the performance problem and will betold that this is an oral warning, which is the first step of the formal performance
improvement process. The employee will also be informed of the consequences if the
problem is nor resolved. Supervisors should discuss with the next level of supervision.
Step 2 - Written Reminder
If, after the oral warning, performance does not improve to the level necessary to meet
expectations or if the performance continues to decline, a written reminder session will be
conducted. During this session, the employee will be reminded of prior commitments that
have not been met. Performance expectations will be clarified and steps for improvement
developed. The supervisor should seek to obtain the employers commitment to resolve
the problem, if possible. Consequences for failure to correct the problem should be stated
and the employee should be told that this is the second step of the formal performance
improvement process. Initiation of this process requires the concurrence of the next level
of management.
Step 3 Final Warning
If, after the final warning, performance does not improve to the level necessary to meet
the expectations, or if performance continues to be decline, a final warning will be given.
A session will be held in which the employee will be reminded of prior commitments that
have not been met and performance expectations clarified. The employee will then be
given one day off with pay ( a decision-making leave) during which time he or she will
decide whether he or she can decide whether he or she can meet performance
expectations. Initiation of this step requires the concurrence of the division Director and
Review with the Director of Human Resources. The employee will be told of the
consequences for failure to correct the problem, which, in most cases, would be
termination of employment.
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DURATION OF STEPS:
The duration of each step (oral warning, written warning, final warning) will vary
depending on the performance issue and on the employee's progress. Normally, each step
would last from 30 to 90 days. No matter what the stated duration of the step, additional
action (the next step or implementation of consequences) may be taken before the stated
end of the step if the performance continues to decline noticeably or the employee does
not make a good faith effort to meet expectations. Actions should be more immediate and
rehabilitative efforts abbreviated for employees who have been with ORNL or in the
given job for only a short time (
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Unfortunately, some of the employees involved in each layoff may have weak skills. In
addition, many of the currently available candidates are recent graduates seeking career-
starter positions. Both of these groups may require significant training before they can
make real contributions. This is especially true for technical-support positions.
Contact centers typically fall into one of two categories as they relate to employment
practices. The first offers a quick training program before putting employees to the work
answering a high volume of calls. These companies can suffer high turnover because
expectations are low and the work can be grueling. A second type of contact center puts
its agents on a career path for professional growth within the company. More training is
involved, there may be a mentoring program, and there is a greater commitment between
employers and employees. As a result, turnover is less of a problem.
In general, companies that commit to adequate training, stronger relationships with
employees and an environment in which there are rewards for doing a good job can
expect better employee retention. Its not all about money, though whether its covered
parking, an occasional free lunch or a mentoring program for entry- level people, there
are many ways to improve work environment. Make people feel valuable, and they might
stay awhile.
A more subtle factor that can make revolving door faster is a mismatch between the
employees style and the companys culture. Although technical skills are important in
selecting the candidate, it is just as important for them to buy into environment. Some
people thrive in a highly structured, tight managed company. Others become more
successful in a casual environment where verbal communication is more common than e-
mail and there are fewer rules of conduct. Companies that learn to quickly identify which
candidate match their culture can avoid a good no. of hiring mistakes. In addition to
extending a companys reach in term of candidates, staffing firms are a good source of
help in this area. Their recruiters use proven processes that minimize employment risks
even before a formal interview takes place. For e.g., they may perform customized
testing, analyze a candidate's personality and use cultural matching techniques. Some
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firms also conduct customer service role-plying and team interviews once references are
checked and a background check is completed. These tools are used to determine a
candidate's potential success at a given job. When a variety of screening and testing
methods are used, by those trained to spot potential employment problems, employees
who make the cut are more likely to perform better in the long run.
Finally, its important to note that experienced recruiters, who have been evaluating
candidates for several years, have learned quite a lot from their past successes and
failures. Most develop a strong sixth sense about people that is useful in hiring process.
Another way companies battle the retention issue is to hire employees on a temporary
basis initially, to see if the employee is a good fit. While if offers an attractive try before
you buy advantage, the temp-to-perm model can be a double-edged sword. Yes, the
company can evaluate an employees performance before making a more permanent
offer. But it is important to remember the employer is also being evaluated.
In other words, temp-to-perm arrangements wont improve retention unless they are
addressed with the same level of respect as a company would pay to its new, full-time
employees. The same screening, testing and interviewing is needed before the hire, and
the same level of training is needed after the hire.
While contact centers face many unique challenges in hiring, managing and keeping
employees, the main issue for most is keeping the good ones they have. No single tool or
process will improve retention on its own, but a comprehensive program involving many
processes and initiatives, all aimed at the goal, can make an impact.
But it bears repeating that learning a great deal about a candidate before an offer is made
can be just as important.
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RESEARCH METHODOLOGY
Significance of the Study
The main objective of research is to find out to truth. The research helps to gain
familiarity with the phenomenon or to achieve new insight into it. Research in common
parlance refers to a search for knowledge. Research, simply put, is an endeavour to
discover answer to problems through the applications and scientific method to the
knowable universe.
Statement of the Problem
Managers of all kinds of organisation are looking at ways to make workers enjoy that
they do so that productivity improved. Today most multi national and Indian companies
have made the employee satisfaction index a key in put in to the performance evaluation
process for department and company heads. It has been proved in a landmark research
done by IFFALDANO and MUCHINSKY in 1985 that employee satisfaction does not
necessarily lead to productivity. The correlation between satisfaction and productivity is
as low as 0.17.
It was realise that employee satisfaction has lost some values as surrogate measures for
work place efficiency. It is in the context that organisation behaviour scientist explore the
dimension of employee commitment.
Research Methodology
All the methods used by social scientists in their fact-finding mission constitute
methodology. In that way, Research methodology is defined as the procedures adopted by
the researchers to go about their work of describing, explaining and predicting
phenomena. It helps the social scientists to describe, justify and explain the outcome of
many findings.
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Title of the study
The Title of the Research is "A Study on employee commitment at M/s. HINDUSTAN
COCA COLA BEVERAGES PVT LIMITED.
Objectives
1. To identify the factors that influence employee commitment
2. To study the level of attitudes of employee based on those factors and understand
the level of commitment among employees.
Research Design
Research design is a blueprint for the study. According Pauline V. Young, a research
design is the logical and systematic planning and directing a piece of research. It gives an
outline of the structure and process of the research programme.
The research design used for the current study is descriptive research design.
Universe
Universe is the aggregate of all units possessing certain specified characteristics on which
the sample seeks to draw inferences. The universe for the study is all the employees who
are working in M/s. HINDUSTAN COCA COLA BEVERAGES PVT LIMITED
Profile of the organisation
Coca cola returned to India after a 16 years absence in 1993 at chandigarh and amritsar.
A strategic alliance with parle exports gave the company instant owner of the nations top
soft drink brands.
1994 and 1995 saw a phased rollout of brands of coca-cola and fanta across the country.
Over and above the national and regional brands acquired from parle, 18 bottling plants
launched coca-cola and fanta in the territories in 1994 itself. In the following years new
products of the coca-cola company like sprite, sunfil and shock etc. Were launched in the
market, which has made coca-cola a market leader and ensure that it stays the same.
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Mission statement:
We at the Chennai unit will profitably lead the beverage revolution in every beverage
category with social responsibility and shall focus on system to enhance and sustain the
leadership. We shall enjoy providing the best customer and consumer experiences with
high quality products and services.
Tool of Data collection
The Researcher based on the objectives of the Study prepared a Structured Questionnaire.
A questionnaire is a form prepared and distributed to secure responses to certain
questions related to the study. The Questionnaire prepared by the researcher mainly
consists of the following:
1. Personal profile of the Respondents.
2. Identifying employee commitment based on the factors
Like Job role integer ration and challenges, company brand and synergistic
relationship, trust and confidence in organisation, carer growth and
development and Job satisfaction.
Pre-testing
The researcher conducted pre testing of questionnaire in order to ascertain the validity of
the created tool. So, pre- testing was carried out among few respondents in order to
detect the discrepancies that have crept in and to remove them after necessary
modifications in the questionnaire.
Data collection
Data Collection was carried out at M/s. HINDUSTAN COCA COLA BEVERAGES
PVT LIMITED .The questionnaire was administered to the respondents through the HR
Personnel of the organisation. The responses from the employees were quite encouraging.
Process of Data analysis
Data collected through Questionnaire was administered in SPSS (Statistical Package for
Social Sciences.) by which data was tabulated. Later data was interpreted to emerge with
findings.
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Limitations of the Study
The researcher was less accessible with the respondents, so the real feeling of them could
not be assessed.
Many respondents were reluctant to let out some of their personal information.
CHAPTERISATION
INTRODUCTION &. RESEARCH METHODOLOGY
REVIEW OF LITERATURE
ANALYSIS AND INTERPRETATION
FINDINGS, CONCLUSIONS AND SUGGESTIONS.
BIBLIOGRAPHY
APPENDIX
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Respondents by Department
Every organization consists of number of departments and the contribution of each
department varies according to its function. In manufacturing or software industry the
focus is more on the core function than the support function. Importance of each
department determines the level of commitment in the organization
Table No: 1
DEPARTMENT
NO OF
RESPONDENTSPERCENTAGE
Production
16 27
Shipping\admin21 35
Maintenance13 22
Quality10 16
Total60 100
Figures in Parenthesis denotes percentage
The above table represents that little more than one third of the respondents (35%) are in
the shipping and administration department and one fourth (26%) of the respondents are
in the production department. While the rest of the respondents fall in the maintenance
and the quality department. (i.e.) little more than one fifth (21%) and one tenth (10%)
respectively.
Thus it can be inferred that little more than two third of the respondents are in the
shipping and administration department.
Respondents by Designation
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Cadre is the level given to the individuals based on the educational Qualification (or)
experiences (or) combination of both with certain prescribed set of department and
authority.
Table No: 2
DESIGNATIONNO OF
RESPONDENTSPERCENTAGE
Fork lift operator 14 23
Operator 17 28
Inspector 15 25
Others 14 24
Total 60 100
Figures in Parenthesis denotes percentage
The table above describes the distribution of respondents by their designation. It shows
that little more than one fourth of the respondents (28%) are in the operator cadre and one
fourth (25%) of the respondents are in the inspector cadre. And the remaining fall in the
cadre of fork lift operator and others. Others refer to the carpenter, electrician and
purchasing assistance.
Therefore we can infer that majority of the respondents belong to the operator cadre and
this variation in the categories and number of respondents can be attributed to the
sampling technique adopted in the study, which is simple random sampling.
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Respondents by Age
Hurlock (1959) in her book on developmental stages of man explains that the age of
adulthood is a creativity period. Where there are new life style and adjustment enhanced
skill abilities. High level of motivation and learning and aptitude thinking due to the
carrier advancement are few characteristics of this period of human growth. There fore
age acts as an important factor in determining the learning ability of the individuals.
Table No : 3
AGENO OF
RESPONDENTSPERCENTAGE
Below 35 44 73
Above 35 16 27
Total 60 100
Figures in Parenthesis denotes percentage
The table depicts that little less than three fourth (73%) of the respondents are in the age
group of below 35 while little more than one forth (27%) of the respondents belong to the
age group of above 35.
It is a very evident that a little less than three fourth of the respondents are in the age
group of below 35 years..
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Respondents by Educational Qualification
Educational qualification of the individual will definitely influence the extent of learning.
Hence their commitment in the work also depends on the educational background of the
employees.
Table No: 4
EDUCATIONAL
QUALIFICATION
NO OF
RESPONDENTSPERCENTAGE
Technical 25 42
Non technical 35 58
Total 60 100
Figures in Parenthesis denotes percentage
From the above table it is evident that majority of the respondents (58%) are non-
technical qualification when compared to that of the respondents (42%) in the technical
background.
Hence from the table it can be inferred that majority of the respondents in the non-
technical qualification and the organisation moulds them accordingly.
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Respondent by Experience
Experience may be explained as the years of service that a person has put in a
organization or a field. In this context the years of experience refers to the years of
service that the respondent has put in the field of study (i.e.) in the present organization.
The commitment level of an individual also depends on the experience that an individual
posses.
Table No: 5
YEARS OF
EXPERIENCE
NO OF
RESPONDENTSPERCENTAGE
Below 511 18
Above 549 82
Total60 100
Figures in Parenthesis denotes percentage
The table indicates that most of the respondents (81%) have a total work experience of
above 6 years while little less than one fifth of the respondents (18%) have a total work
experience of below 5 years.
. Hence from the table it can be inferred that most of the respondents have above five
years of work experience .
Respondents by Martial Status
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Marital status can be defined as a state that whether an individual has been married or
unmarried. Hence marital status also has some relationship with that of the commitment
level of an individual towards his work.
Table No: 6
MARTIAL STATUS
NO OF
RESPONDENTSPERCENTAGE
Married50 83
Unmarried 10 17Total
60 100
Figures in Parenthesis denotes percentage
This table describes that most (83%) of the respondents are married and while little less
than one fifth (17%) of the respondents are unmarried.
Hence it can be inferred that most of the respondents are married irrespective of their age
category and income level.
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Respondents by Income
Income is the monitory benefit given to an individual for the work that the individual has
put in the organization. So the monthly income also plays a vital role in determining the
level of commitment of the employees.
Table No: 7
MONTHLY INCOMENO OF
RESPONDENTSPERCENTAGE
Below 10,000 24 40
Above 10,000 36 60
Total60 100
Figures in Parenthesis denotes percentage
The table states that vast majority of the respondents (60%) are drawing above ten
thousand as their monthly income and two fifth of the respondents (40%) are drawing
below ten thousand as their monthly income.
The above table represents that most of them draw the salary above ten thousand and
ensures that organisation pays well for its employees.
Respondents by Number of Family Members
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Family background of the employees also definitely influences the extent of commitment
level. The table above describes the distribution of respondents by their family members.
Table No: 8
FAMILY MEMBERSNO OF
RESPONDENTSPERCENTAGE
Below 4 16 27
Above 5 44 73
Total 60 100
Figures in Parenthesis denotes percentage
The table clearly shows that little less than three fourth of the respondents (73%) are with
family members of above five and little more than one fourth (27%) of the respondents
are with family members of below 5.
Thus we can conclude that little less than three fourth of the respondents have above five
members in their family.
Overall Employee Commitment
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Table No: 9
Over all Total No of Respondents Percentage
Low20 33
High40 67
Total 60 100
Figures in Parenthesis denotes percentage
The table above depicts the distribution of respondents with respect to their overallcommitment level.
The table states that two third of the respondents (66.7%) have high level of commitment.
Little less than two fifth of the respondents (33%) have low level of commitment.
Thus it can be inferred that most of the respondents irrespective of their age, income and
experience have high level of commitment.
Factors contributing for level of commitment
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The table consolidates the five factors influencing the level of employee
commitment in the organisation.
Table No: 10
Factors Level of commitment Total
Low High
Total level of job\role
Integration and
Challenges
49
(82)
11
(18)
60
(100)
Total level of Company
Brand and Synergistic
Work Relationship
37
(62)
23
(38)
60
(100)Total level of Trust and
Confidence in
Organization
31
(52)
29
(48)
60
(100)
Total level of Career
Growth and Development 49
(82)
11
(18)
60
(100)
Total level of JobSatisfaction 28
(47)
32
(53)
60
(100)
Figures in Parenthesis denotes percentage
Job role integration and challenges:
Most of the respondents (81.7%) have low level of job role integration and challenges
and little less than one fifth of the respondents (18%) have high level of job role
integration and challenges.
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Company brand and synergistic work relationship:
The table also represents that vast majority of the respondents (61%) have low level of
company brand and synergistic work relationship while little less than two fourth of the
respondents (38%) have high level of company brand and synergistic work relationship.
Trust and confidence in organisation:
The table depicts the distribution of respondents with respect to their trust and confidence
level in the organization. It conveys that majority of the respondents (51%) have low
level of trust and confidence level in the organization while little more than two fifth of
the respondents (48%) have high level of trust and confidence level in the organization.
Career growth and confidence:
Career growth and development in the table states that majority of the respondents (81%)
have low level of career growth and development while little less than one fifth of the
respondents (18%) have high level of career growth and development.
Job satisfaction:
The table above also depicts the respondents with respect to their job satisfaction.
Majority of the respondents (53%) have high level of job satisfaction and remaining
(47%) have low level of job satisfaction.
The table on the overall weighs the contribution of the factors. We can infer that total
satisfaction level significantly contributes to the employee commitment. And trust and
confidence in the employees also plays a major role in the employee commitment.
Company Brand and Synergistic Work relationship though not a major contributor,
notably ensures employee commitment. Both job role integration and career
growth/development contributes to a minimum for the employee commitment.
Department Vs Overall Employee Commitment
Table No: 11
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Department
Factors contributing to
Employee Commitment Total
Low High
Production
15
(37)
26
(63)
41
(100)
Administration
5
(26)
14
(74)
19
(100)
Total20
(33)
40
(67)
60
(100)
Figures in Parenthesis denotes percentage
Chi-Square Value: .616(b) with 1d.f Insignificant at 0.05 level
The above table shows the distribution of respondents by their department and their levelof commitment.
It can be seen from the above table that employee commitment is found to be high among
a little less than three fourth (74%) of the respondents of the Administration department
when compared to the Production Department.
Similarly, a little less than two fifth (37%) of the respondents of Production department
have low level of commitment.
Thus it can be inferred that level of commitment is found to be high among the
respondents of Administration department.
Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the level of commitment of the employees and the
designation of the respondents.
Department Vs Factors Contributing to Employee Commitment
Table No: 12
Factors Levels Department Total
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Production Admin
Job \role Integration and
Challenges
High
9
(22)
2
(11)
11
18
Low32
(78)
17
(90)
49
(82)
Company Brand and
Synergistic Work relation
ship
High
14
(34)
9
(47)
23
(38)
Low27
(66)
10
(53)
37
(62)
Trust and Confidence in
OrganisationHigh
21
(51)
8
(42)
29
(48)
Low 20(49)
11(58)
31(52)
Career Growth and
Development
High
8
(20)
3
(16)
11
(18)
Low33
(81)
16
(84)
49
(82)
Job Satisfaction
High
22
(54)
10
(53)
32
(53)
Low 19
(46)
9
(57)
28
(47)
Figures in Parenthesis denotes percentage
With Yates correction
Chi-Square value with 1 df Insignificant at 0.05 level
Department Vs Job\Role Integration and Challenges 0.87(b)
Department Vs Company Brand and Synergistic Work Relation ship .960(b)
Department Vs Trust and Confidence in Organisation 0.40(b)
Department Vs Carrier Growth and Development .120(b)
Department Vs Job Satisfaction .006(b)
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The main purpose of doing this cross tabulation between department and factors of
commitment is to find out the factor that contributes to the high and low level of
commitment of the respondents in each department.
In the Production department, high level of commitment is contributed to a large extent
by the factors Job satisfaction (54%) and Trust and confidence in organisation (51%)..
Whereas high level of commitment is contributed to a moderate extent by the factor
Company brand and synergistic work relationship (34%) while career growth and
development (81%) and Job/role integration and challenges (78%) are the factors that
contributes more to the low level of commitment of the respondents.
Similarly, in the Administration Department High level of commitment is contributed to
a large extent by the factors job satisfaction (53%) and Company brand and synergistic
work relationship (47%). Whereas high level of commitment is contributed to a moderate
extent by the factor trust and confidence in organisation (42%) while Job/role Integration
and challenges (90%) and career growth and development (84%) are the factors that
contributes more to the low level of commitment of the respondents.
Thus it can be inferred that level of commitment is found to be high among the
respondents of Administration department, which is highly contributed by the factor job
satisfaction.
Since the calculated values of the Chi-Square are less than the tabulated value, there is no
statistical significance between the factors of commitment (Job/role Integration and
Challenges, Company brand and synergistic work relationship, Trust and confidence in
organisation, Career growth and development, Job satisfaction) and the department of the
respondents.
Designation Vs Overall Employee Commitment
Table No: 13
Designation
Factors contributing to
Employee Commitment Total
Low High
9 22 31
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Fork Lift
operator\Operator\Mechanic\
Electrician
(29) (71) (100)
Inspector\Carpenter\Purchase
assistance
11
(37)
18
(62)
29
(100)
Total20
(33)
40
(66)
60
(100)
Figures in Parenthesis denotes percentage
Chi-Square Value: .534(b) with 1d.f Insignificant at 0.05 level
The above table shows the distribution of respondents by their designation and their level
of commitment.
It can be seen from the above table that employee commitment is found to be high among
vast majority (71%) of the respondents of the fork lift operator/ operator/ Mechanic/
Electrician when compared to the Inspector/Carpenter/ Purchase Assistance.
Similarly, a little less than two fifth (38%) of the respondents of Inspector/Carpenter/
Purchase Assistance have low level of commitment.
Thus it can be inferred that level of commitment is found to be high among therespondents of fork lift/Operator/Operator/Mechanic/Electrician cadre.
Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the level of commitment of the employees and the
designation of the respondents.
Designation Vs Factors Contributing to Employee Commitment
Table No: 14
FactorsLevels
Designation
Total
Fork Lift
Operator\Operator \
Mechanic\Electrician
Inspector \
Carpenter /
Purchasing assistance
Job \role Integration and
Challenges High
10
(23)
1
(6)
11
(19)
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In the Fork Lift/Operator/Operator/Mechanic/Electrician cadre, high level of commitment
is contributed to a large extent(57%) by the factor Job satisfaction. Whereas high level of
commitment is contributed to a moderate extent by the factors Company brand and
synergistic work relationship(36%) and trust and confidence in organisation(48%) while
career growth and development(84%) and Job/role integration and challenges(77%)
contributes more to the low level of commitment of the respondents.
Similarly, in the Inspector/Carpenter/purchasing assistance cadre, low level of
commitment is contributed to a large extent(94%) by the factor job/role integration and
challenges. Whereas low level of commitment is contributed to a moderate extent by the
factors company brand and synergistic work relationship(56%) , career growth and
development(75%) and Job satisfaction(56%) Trust and confidence is the only factor that
contributes more to the high level of commitment of the respondents.
Thus it can be inferred that level of commitment is found to be high among the
respondents of Fork lift Operator/Operator/Mechanic/Electrician cadre which is highly
contributed by the factor job satisfaction.
Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the factors of commitment(Job/role Integration and
Challenges, Company brand and synergistic work relationship, Trust and confidence in
organisation, Career growth and development, Job satisfaction) and the designation of the
respondents.
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Age Vs Overall Employee Commitment
Table No :15
Age
Factors contributing to
Employee Commitment Total
Low High
Below 30
2
(13)
14
(87)
16
(100)
30-35
11
(39)
17
(61)
28
(100)
Above 357
(44)
9
(56)
16
(100)
Total
20
(33)
40
(67)
60
(100)
Figures in Parenthesis denotes percentage Insignificant at 0.05 level
With Yates correction
Chi-Square Value : 21.24(a) with 2 d.f
The above table shows the distribution of respondents by their age group and their level
of commitment.
It can be seen from the above table that employee commitment is found to be high among
a little less than almost all (88%) the respondents who are in the age group of below 30
years while level of commitment of the respondents is found to be moderate among a
little less than two third of the respondents when compared to the remaining respondents.
Similarly, a little more than two fifth(44%) of the respondents who are in the age group
of above 35 years while the level of commitment is found to be moderate among a little
less than two fifth of the respondents who are in the age group of 30 to 35 years when
compared to level of commitment the remaining respondents.
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Thus it can be inferred that level of commitment is found to be high among the
respondents who are in the age group of below 30 years..
Since the calculated value of chi_square is more than the tabulated value, there is
statistical significant between over all commitment and age of the respondents.
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Age Vs Factors Contributing to Employee Commitment
Table No : 16
Factors LevelsAge
TotalBelow 35 Above 35
Job \role Integration and
Challenges
High6
(14)
5
(31)
11
(18)
Low 38
(86)
11
(69)
49
(82)
Company Brand and
Synergistic Work relation
ship
High
17
(39)
6
(38)
23
(38)
Low
27
(61)
10
(62)
37
(62)
Trust and Confidence in
Organisation
High20
(46)
9
(56)
29
(48)
Low 24
(54)
7
(44)
31
(52)
Career Growth and
Development
High10
(23)
1
(6)
11
(18)
Low34
(77)
15
(94)
49
(82)
Job SatisfactionHigh
24
(55)
8
(50)
32
(53)
Low 20
(45)
8
(50)
28
(47)
Figures in Parenthesis denotes percentage
With Yates correction
Chi-Square value with 1 df Insignificant at 0.05 level
Age Vs Job\Role Integration and Challenges 2.431(b)
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Age Vs Company Brand and Synergistic Work Relation ship .006(b)
Age Vs Trust and Confidence in Organisation .548(b)
Age Vs Carrier Growth and Development
2.701(b)
Age Vs Job Satisfaction
.097(b)
The main purpose of doing this cross tabulation between age and factors of commitment
is to find out the factor that contributes to the high and low level of commitment of the
respondents who are in that particular age group.
Among the respondents who are in the age group of below 35 years, high level of
commitment is contributed to a large extent by the factors Job satisfaction (55%) .
Whereas high level of commitment is contributed to a moderate extent by the factors
trust and confidence in organisation(46%) and Company brand and synergistic work
relationship (39%) while Job/role integration and challenges (86%) and career growth
and development (77%) are the factors that contributes more to the low level of
commitment of the respondents.
Similarly, among the respondents who are in the age group of above 35 years, high level
of commitment is contributed to a large extent by the factors trust and confidence in
organisation(56%) and job satisfaction (50%). Whereas high level of commitment is
contributed to a moderate extent by the factors company brand and synergestic work
relationship(38%) and Job/role Integration and challenges (31%) . While career growth
and development(94%) is the only factor that contributes more to the low level of
commitment among the respondents.
Thus it can be inferred that level of commitment is found to be high among the
respondents who are in the age group of below 30 years, which is highly contributed by
the factors job satisfaction..
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Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the factors of commitment (Job/role Integration and
Challenges, Company brand and synergistic work relationship, Trust and confidence in
organisation, Career growth and development, Job satisfaction) and the age of the
respondents.
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Educational Qualification Vs Overall Employee Commitment
Table No :17
Educational Qualification
Factors contributing to
Employee Commitment Total
Low High
Technical
10
(42)
14
(58)
24
(100)
Non-Technical
10
(28)
26
(72)
36
(100)
Total20
(33)
40
(67)
60
(100)
Figures in Parenthesis denotes percentageChi-Square Value : 1.250(a) with 1 d.f Insignificant at 0.05 level
The above table shows the distribution of respondents by their educational qualification
and their level of commitment.
It can be seen from the above table that employee commitment is found to be high among
a little less than three fourth (72%) of the respondents who have non technical
qualification when compared to the respondents who are having technical qualification.
Similarly, a little less than half(42%) of the respondents who are having technical
qualification have low level of commitment.
Thus it can be inferred that level of commitment is found to be high among the
respondents who are having non-technical qualification.
Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the level of commitment of the employees and the
designation of the respondents.
Educational Qualification Vs Factors Contributing to Employee Commitment
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Table No : 18
Factors Levels
Educational Qualification
TotalTechnical Non-
Technical
Job \role Integration and
Challenges
High
7
(29)
4
(11)
11
(18)
Low 17
(71)
32
(89)
49
(82)
Company Brand and
Synergistic Work
relation ship
High8
(33)
15
(42)
23
(38)
Low16
(67)
21
(58)
37
(62)Trust and Confidence in
Organisation
High 12
(50)
17
(47)
29
(48)
Low 12
(50)
19
(53)
31
(52)
Career Growth and
Development
High
5
(20)
6
(17)
11
(18)
Low19
(80)
30
(83)
49
(82)
Job Satisfaction
High 13
(54)
19
(53)
32
(53)
Low 11
(46)
17
(47)
28
(47)
Figures in Parenthesis denotes percentage
With Yates correction Insignificant at 0.05 level
Chi-Square value with 1 df
Educational Qualification Vs Job\Role Integration and Challenges 4.140(b)
Educational Qualification Vs Company Brand and Synergistic .423(b)
Work Relation ship
Educational Qualification Vs Trust and Confidence in Organisation .044(b)
Educational Qualification Vs Carrier Growth and Development .167(b)
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Educational Qualification Vs Job Satisfaction .011(b)
The main purpose of doing this cross tabulation between educational qualification and
factors of commitment is to find out the factor that contributes to the high and low level
of commitment of the respondents who are having the particular educational back
ground.
Among the respondents who are having technical qualification, high level of commitment
is contributed to a large extent by the factors Job satisfaction (54%) and Trust and
confidence in organisation (50%).. Whereas high level of commitment is contributed to a
moderate extent by the factor Company brand and synergistic work relationship (33%)
while career growth and development (79%) and Job/role integration and challenges
(71%) are the factors that contributes more to the low level of commitment of the
respondents.
Similarly, among the respondents who are having non-technical qualification high level
of commitment is contributed to a large extent by the factors job satisfaction (53%) and
Company brand and synergistic work relationship (47%). Whereas high level of
commitment is contributed to a moderate extent by the factor trust and confidence in
organisation (50%) while Job/role Integration and challenges (89%) and career growth
and development(83%) are the factors that contributes more to the low level of
commitment of the respondents.
Thus it can be inferred that level of commitment is found to be high among the
respondents who are having non-technical qualification, which is highly contributed by
the factors job satisfaction and trust and confidence in the organisation.
Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the factors of commitment ( Company brand and
synergistic work relationship, Trust and confidence in organisation, Career growth and
development, Job satisfaction) and the educational qualification of the respondents.
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Work Experience Vs Overall Employee Commitment
Table No :19
Work Experience
Factors contributing to
Employee Commitment Total
Low High
Below 5
2
(18)
9
(82)
11
(100)
Above 5
18
(37)
31
(63)
49
(100)
Total20
(33)
40
(67)
60
(100)
Figures in Parenthesis denotes percentage
Chi-Square Value : 0.666(b) with 1 d.f Insignificant at 0.05 level
The above table shows the distribution of respondents by their work experience and their
level of commitment.
It can be seen from the above table that employee commitment is found to be high among
most of the respondents(82%) who have below 5 years of work experience when
compared to the respondents who have above 6 years of work experience.
Similarly, a little less than two fifth(37%) of the respondents who are having above 6
years of work experience have low level of commitment.
Thus it can be inferred that level of commitment is found to be high among the
respondents who are having below 5 years of work experience.
Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the level of commitment of the employees and the work
experience of the respondents.
Experiences Vs Factors Contributing to Employee Commitment
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Experience Vs Job Satisfaction 0.59(b)
The main purpose of doing this cross tabulation between work experience and factors of
commitment is to find out the factor that contributes to the high and low level of
commitment of the respondents who have particular years of work experience.
Among the respondents who have below 5 years of work experience, high level of
commitment is contributed to a large extent by the factors trust and confidence(73%) and
Job satisfaction (64%) . Whereas high level of commitment is contributed to a moderate
extent by the factor Company brand and synergistic work relationship (46%) while
Job/role integration and challenges (91%) and career growth and development (73%) are
the factors that contributes more to the low level of commitment of the respondents.
Similarly, among the respondents who have above 5 years of work experience, high level
of commitment is contributed to a large extent by the factors job satisfaction (51%).
Whereas high level of commitment is contributed to a moderate extent by the factors
trust and confidence in organisation(43%)and company brand and synergistic work
relationship(37%) while career growth and development(84%) and Job role integration
and challenges (80%) are the factors that contributes more to the low level of
commitment among the respondents.
Thus it can be inferred that level of commitment is found to be high among the
respondents who are having below 5 years of work experience, which is highly
contributed by the factors job satisfaction and trust and confidence in the organisation..
Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the factors of commitment (Job/role Integration and
Challenges, Company brand and synergistic work relationship, Trust and confidence in
organisation, Career growth and development, Job satisfaction) and the Work experience
of the respondents.
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Marital Status Vs Overall Employee Commitment
Table No :21
Marital Status
Factors contributing to
Employee Commitment Total
Low High
Married
18
(36)
32
(64)
50
(100)
Un married
2
(20)
8
(80)
10
(100)
Total20
(33)
40
(67)
60
(100)
Figures in Parenthesis denotes percentage
Chi-Square Value : 0.930(b) with 1 d.f Insignificant at 0.05 level
The above table shows the distribution of respondents by their marital status and their
level of commitment.
It can be seen from the above table that employee commitment is found to be high among
most of the respondents(80%) who are unmarried when compared to the respondents who
are married.
Similarly, a little less than two fifth(36%) of the respondents who are married have low
level of commitment.
Thus it can be inferred that level of commitment is found to be high among the
respondents who are unmarried.
Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the level of commitment of the employees and the work
experience of the respondents.
Marital Status Vs Factors Contributing to Employee Commitment
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Table No : 22
Factors Levels
Marital Status
TotalMarriedUn
Married
Job \role Integration and
Challenges
High 10
(20)
1
(10)
11
(18)
Low 40
(80)
9
(90)
49
(82)
Company Brand and
Synergistic Work
relation ship
High19
(38)
4
(40)
23
(38)
Low 31
(62)
6
(60)
37
(62)
Trust and Confidence in
Organisation
High 22
(44)
7
(70)
29
(48)
Low 28
(56)
3
(30)
31
(52)
Career Growth and
Development
High 8
(16)
3
(30)
11
(18)
Low 42(84)
7(70)
49(82)
Job Satisfaction
High26
(52)
6
(60)
32
(53)
Low
24
(48)
4
(40)
28
(47)
Figures in Parenthesis denotes percentage
With Yates correction
Chi-Square value with 1 df Insignificant at 0.05 level
Marital Status Vs Job\Role Integration and Challenges 1.24(b)
Marital Status Vs Company Brand and Synergistic Work Relation ship 0.51(b)
Marital Status Vs Trust and Confidence in Organisation 2.04(b)
Marital Status Vs Carrier Growth and Development. 0.665(b)
Marital Status Vs Job Satisfaction 0.59(b)
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The main purpose of doing this cross tabulation between marital status and factors of
commitment is to find out the factor that contributes to the high and low level of
commitment of the respondents.
Among the respondents who are married, high level of commitment is contributed to a
large extent by the factor Job satisfaction (52%) . Whereas high level of commitment is
contributed to a moderate extent by the factors trust and confidence in organisation (44%)
and Company brand and synergistic work relationship (38%) while career growth and
development (84%) and Job/role integration and challenges (80%) are the factors that
contributes more to the low level of commitment of the respondents.
Similarly, among the respondents who are unmarried, high level of commitment is
contributed to a large extent by the factors trust and confidence(70%) and job
satisfaction (60%). Whereas high level of commitment is contributed to a moderate
extent by the factors company brand and synergestic work relationship(40%) while Job
role integration and challenges(90%) and career growth and development(70%) are the
factors that contributes more to the low level of commitment among the respondents.
Thus it can be inferred that level of commitment is found to be high among the
respondents who are unmarried , which is highly contributed by the factors job
satisfaction and trust and confidence in the organisation..
Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the factors of commitment (Job/role Integration and
Challenges, Company brand and synergistic work relationship, Trust and confidence in
organisation, Career growth and development, Job satisfaction) and the Marital Status of
the respondents.
Monthly Income Vs Overall Employee Commitment
Table No :23
Monthly Income
Factors contributing to
Employee Commitment
Total
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Low High
Below 10000
6
(25)
18
(75)
24
(100)
Above 10000
14
(39)
22
(61)
36
(100)
Total20
(33)
40
(67)
60
(100)
Figures in Parenthesis denotes percentage
Chi-Square Value : 1.250(b) with 1 d.f Insignificant at 0.05 level
The above table shows the distribution of respondents by their monthly income and their
level of commitment.
It can be seen from the above table that employee commitment is found to be high among
three fourth of the respondents(75%) who draws below Rs.10000 as their monthly
income when compared to the respondents who are drawing above Rs.10000.
Similarly, a little less than two fifth(39%) of the respondents who are earning above
Rs.10000 have low level of commitment.
Thus it can be inferred that level of commitment is found to be high among the
respondents who are earning below Rs.10000 as their monthly income.
Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the level of commitment of the employees and the
monthly income of the respondents.
Monthly Income Vs Factors Contributing to Employee Commitment
Table No : 24
Factors Levels
Monthly Income
TotalBelow
10000
Above
10000
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Job \role Integration and
Challenges
High
3
(13)
8
(22)
11
(18)
Low
21
(88)
28
(78)
49
(82)
Company Brand and
Synergistic Work relation
ship
High
10
(42)
13
(36)
23
38.30%
Low 14
(58)
23
(64)
37
(62)
Trust and Confidence in
Organisation
High10
(42)
19
(53)
29
(48)
Low 14
(58)
17
(47)
31
(52)
Career Growth and
Development High
6
(25)
5
(14)
11
(18)
Low18
(75)
31
(86)
49
(82)
Job Satisfaction High
17
(71)
15
(42)
32
(53)
Low 7
(29)
21
(58)
28
(47)
Figures in Parenthesis denotes percentage
With Yates correction
Chi-Square value with 1 df
Income Vs Job\Role Integration and Challenges 0.68(b)
Income Vs Company Brand and Synergistic Work Relation ship .188(b)
Income Vs Trust and Confidence in Organisation .712(b)
Income Vs Carrier Growth and Development. 1.187(b)
Income Vs Job Satisfaction 4.922(b)
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The main purpose of doing this cross tabulation between monthly income and factors of
commitment is to find out the factor that contributes to the high and low level of
commitment of the respondents who are earning a particular income.
Among the respondents who are earning below Rs.10000, high level of commitment is
contributed to a large extent by the factor Job satisfaction (71%) . Whereas high level of
commitment is equally contributed (41%) to a moderate extent by the factors trust and
confidence in organisation and Company brand and synergistic work relationship while
Job/role integration and challenges (88%) and career growth and development (75%) are
the factors that contributes more to the low level of commitment of the respondents.
Similarly, among the respondents who are earning above Rs.10000, high level of
commitment is contributed to a large extent by the factor trust and confidence(53%)
Whereas high level of commitment is contributed to a moderate extent by the factors job
satisfaction (42%) and company brand and synergestic work relationship(36%) while
career growth and development(86%) and Job role integration and challenges(78%) are
the factors that contributes more to the low level of commitment among the respondents.
Thus it can be inferred that level of commitment is found to be high among the
respondents who are earning below Rs.10000 , which is highly contributed by the factor
job satisfaction..
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Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the factors of commitment (Job/role Integration and
Challenges, Company brand and synergistic work relationship, Trust and confidence in
organisation, Career growth and development, ) and the monthly income of the
respondents.
Since the calculated value of the chi-square is greater than the tabulated value, there is a
statistical significance between the factor of commitment i.e., Job satisfaction and the
monthly income of the respondents
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Family Members Vs Overall to Employee Commitment
Table No :25
Family Members
Factors contributing to
Employee Commitment Total
Low High
Below 4
5
(31)
11
(69)
16
(100)
Above 4
15
(34)
29
(66)
44
(100)
Total20
(33)
40
(67)
60
(100)
Figures in Parenthesis denotes percentage
Chi-Square Value : 0.43(b) with 1 d.f Insignificant at 0.05 level
The above table shows the distribution of respondents by their family members and their
level of commitment.
It can be seen from the above table that employee commitment is found to be high among
more than two third of the respondents(69%) who are having below 4 family members
when compared to the respondents who have above 5 family members.
Similarly, a little more than one third(34%) of the respondents who have above 5 family
members have low level of commitment.
Thus it can be inferred that level of commitment is found to be high among the
respondents who are having below 4 family members..
Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the level of commitment of the employees and the Family
members of the respondents.
Family Members Vs Factors Contributing to Employee Commitment
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Table No : 26
Factors Levels
Family Members
TotalBelow 4 Above 4
Job \role Integration and
Challenges
High2
(12)
9
(20)
11
(18)
Low 14
(88)
35
(80)
49
(82)
Company Brand and
Synergistic Work
relation ship
High
9
(56)
14
(32)
23
(38)
Low 7
(44)
30
(68)
37
(62)
Trust and Confidence in
Organisation
High8
(50)
21
(48)
29
(48)
Low 8
(50)
23
(52)
31
(52)
Career Growth and
Development
High 3
(19)
8
(18)
11
(18)
Low 13
(81)
36
(82)
49
(82)
Job SatisfactionHigh
11
(69)
21
(48)
32
(53)
Low 5
(31)
23
(52)
28
(47)
Figures in Parenthesis denotes percentage
With Yates correction
Chi-Square value with 1 df
Family Members Vs Job\Role Integration and Challenges 0.85(b)
Family Members Vs Company Brand and Synergistic Work Relation ship 2.963(b)
Family Members Vs Trust and Confidence in Organisation .024(b)
Family Members Vs Carrier Growth and Development. 0.13(b)
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Family Members Vs Job Satisfaction 2.084(b)
The main purpose of doing this cross tabulation between family members and factors of
commitment is to find out the factor that contributes to the high and low level of
commitment of the respondents who are having particular number of members in their
family.
Among the respondents who are having below 4 members in their family, high level of
commitment is contributed to a large extent by the factor Job satisfaction (69%) .
Whereas high level of commitment is contributed to a moderate extent by the factors
Company brand and synergistic work relationship (56%) and trust and confidence in
organisation (50%) while Job/role integration and challenges (88%) and career growth
and development (81%) are the factors that contributes more to the low level of
commitment of the respondents.
Similarly, among the respondents who are having above 5 members in their family, high
level of commitment is equally contributed (48%) to a large extent by the factors trust
and confidence and Job satisfaction. Whereas high level of commitment is contributed to
a moderate extent by the factor company brand and synergistic work relationship (32%)
while career growth and development (82%) and Job role integration and challenges
(80%) are the factors that contributes more to the low level of commitment among the
respondents.
Thus it can be inferred that level of commitment is found to be high among the
respondents who below 4 members in their family, which is highly contributed by the
factors job satisfaction.
Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the factors of commitment (Job/role Integration and
Challenges, Company brand and synergistic work relationship, Trust and confidence in
organisation, Career growth and development, Job satisfaction ) and the Number of
family members of the respondents.
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FINDINGS OF THE STUDY:
PERSONAL PROFILE:
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A little more than two third of the respondents are in the shipping and
administration department. While majority of the respondents in the non-technical
qualification the organisation moulds them accordingly.
A little less than three fourth of the respondents are in the age group of below 35
years and Most of the respondents have above five years of work experience
while most of them draw the salary above ten thousand
Most of the respondents are married irrespective of their age category. And most
of them have little less than three fourth of the respondents have above five
members in their family.
OVERALL COMMITMENT LEVEL OF COMMITMENT:
Total job satisfaction level significantly contributes to the employee commitment.
and trust and confidence in the employees also plays a major role in the employee
commitment. Company Brand and Synergistic Work relationship though not a
major contributor, notably ensures employee commitment. Both job role
integration and career growth/development contributes to a minimum for the
employee commitment.
LEVEL OF COMMITMENT AND DEPARTMENT:
Level of commitment is found to be high among the respondents of
Administration department.
Level of commitment is found to be high among the respondents of
Administration department level of commitment is found to be high among the
respondents of Administration department, which is highly contributed by the
factor job satisfaction.
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LEVEL OF COMMITMENT AND DESIGNATION:
Level of commitment is found to be high among the respondents of fork
lift/Operator/Operator/Mechanic/Electrician cadre.
Level of commitment is found to be high among the respondents of Forklift
Operator/Operator/Mechanic/Electrician cadre, which is highly contributed by the
factor job satisfaction.
LEVEL OF COMMITMENT AND AGE:
Level of commitment is found to be high among the respondents who are in the
age group of below 30 years
Level of commitment is found to be high among the respondents who are in theage group of below 30 years, which is highly contributed by the factors job
satisfaction
The calculated value of chi-square is more than the tabulated value, there is
statistical significant between over all commitment and age of the respondents.
LEVEL OF COMMITMENT AND EDUCATIONAL QUALIFICATION
Level of commitment is found to be high among the respondents who are havingnon-technical qualification
Level of commitment is found to be high among the respondents who are havingnon-technical qualification, which is highly contributed by the factors job
satisfaction and trust and confidence in the organisation
LEVEL OF COMMITMENT AND EDUCATIONAL QUALIFICATION
Level of commitment is found to be high among the respondents who are having
below 5 years of work experience
Level of commitment is found to be high among the respondents who are having
below 5 years of work experience, which is highly contributed by the factors jobsatisfaction and trust and confidence in the organisation
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LEVEL OF COMMITMENT AND MARITUAL STATUS:
Level of commitment is foun