V I I . oRGANISATIONAL EFFECTIVENESS

DETERMINANTS AND MEASUREMENT

An organisation can be made effective not only by

augmenting productivi ty but also by co-ordinating and developing a

system for the efficient handling of employees who are daoply

committed to the objectives of the organisation. Further, an

effect ive organisation i s characterised by i t s emph~sis on human

resource development. Thus, the effectlveness of an organisation

depends mainly on the behaviour of employees. Employees d i f fer

i n the i r outlooks, needs, goals and abi l i t ies, even when they are

placed i n the same work environment. I t makes people to behave

dif ferently from one another. I t i s certain that, i t w i l l

ul t imately affect the entire organisation. Moreover, the i r

ind iv idual differences can have a dlrect bearlng on o r g a n i s a t i o ~ l

effectiveness. An effective management can lead the employees

towards i t s goal which cannot be achieved without the Hh0le

hearted and posi t ive co-operatlon of a i l categories of employees of

the organisation, Any organisation which wnnts to achlove i t s

objectives should create a part icipative climate for mutual benefit.

Organisational effectiveness, I n general, i s based on

the integration of the goals of the organisation and the employees.

Neither of them s h w l d be vlewed i n isolation. Organisational

effectiveness has been identi f ied, i n earl ier theories, wi th

'maximisation of prof i ts ' or 'high productivi ty ' or 'efficient

service' and good employees morale. Normally, every organisation

has certain mul t i - purpose social functions. But studies have

emphasised that the human behaviwr of organisations i s very much

limited. The behavioural scientists feel that th is I s a limitation

of organisational effectiveness. Hence, the needs and wants of the

employees s h w l d be achieved through part icipation of employees

i n a l l the v i ta l areas of decision-making. Further, the main

objective of Part icipative Management i s to improve the industr ial

relations and performance of organisations.

I n a country l i k e India, i f prof i t i s considered to be

the only measure of success or effectiveness of organisation, even

organisations, maneged unscientifically would be considered as

successful and effective. Therefore, apart from prof i ts, a number

of other factors should also be considered to determine the

effectiveness of the organisation. Management and proper co-

ordination of labour i s one of these factors. Labour s h w l d be

organised properly along with other factors of production, to

improve I t s efficiency. This can be made possible only by

creatlng a better environment to work and by improving the

satisfact lo~l of the employees through a number of measures. I n

part icular, job satisfaction, morale, favwrable industr ial

relations, better quality of work l i f e , conducive organisatimal

climate and the overal l health of organisation can help to achieve

organisational effectiveness. A review of earl ier studies, i n th i s

f ield, makes i t cleer that these factors have already been

identi f ied as main determinants of organisational effectiveness.

For instance, job satisfaction has been identi f ied as an important

factor influencing Organisational Effectiveness by Gibson et .al.,

Negandhi and Relmann, Campbell (19731, Morale by Cainpbell and

(1973), Industr ial relations by Negandhil Reimann (1973) and

adaptabi l i ty (Organisational Health) by Mott and Webb (1974).

To identi fy the variables, determining the

organisational effectiveness i n the study mi l ls , following factors

have been taken into consideration: 1) Job Satisfaction, 2 )

Morale, 3) Industr ial Relations, 4) Quality of work l i f e , 5)

Organisatlonal Climate and 6) Organisational Health. The sample

respondents have been asked to grade the level of satisfaction or

the prevai l ing environment through the different dimensions of the

above determinants. The dimensions included i n the investigatim

under each determinant have been l is ted below:

1 . Variable : JOB SATISFACTION

Different Dimensions included for Investigation:

a) Nature of Work

b ) Pay

c) Promotion

d ) Co-workers

e) Ssperv isors

f ) Leadership Style

g) Welfare fac i l i t ies

h ) Organisation

i ) Job Security

Scaling Techniques Used : Five point scale

Scores : 1 = Very much dissatisfied

2 = Dissatisfied

3 = Moderate

4 = Satisfied

5 = Very much satisfied

2. Variable : MORALE

Different Dimensions included for Investigation:

a) Dealings with Employees

b) Pride of Place

c) Training

d ) Career growth

e) Promotion pol icy

f ) Adequate respect

g) Motivating the employees

h) Partlclpatlon in vital decisions

i ) Comnunication system

j) Management Pollcles

Scaling Techniques used : Three point scale

Scores : 1 = Low

2 = Moderate

3 = High

3. Variable : INDUSTRIAL RELATIONS

Different Dimensions included for Investigation:

a) Involvement in ConcflIatlon

b) Relations with imnediste Supervisor

c ) Relations with Co-workers

d) Settlement of Industrial disputes

e) Recognltion of Trade unions view

f) Involvement in Collective bargaining

g ) Involvement In Negotiation.

Scaling Techniques used : Three point scale

Scores : 1 = Poor

2 = Moderate

3 = Good

4. Variable : OUALITY OF WORK LIFE

Different Dimensions included for Investlgatlon:

a) Reward and Recognition

b) Job freedom

c ) Requirements of Skill

d) Safety and healthy conditions

e ) Job independence

Scallng Techniques used : Three point scale

Scores : 1 = Poor

2 = Moderate

3 = Good

5. Varlable : ORGANISATIONAL CLIMATE

Different Dimensions included for Investigation:

a ) Recognition and Appreciation

b) Promotion

c ) Job Environment

d) Mode of Payment

e) Working Conditions

f) Participation

g) Security Measures

h ) Objectivity and rationality

i ) Welfare facilities

j) Grievance handling

Scaling Techniques used : Three point scale

Scores : I = Poor

2 = Moderate

3 = Good

6. V a r i a b l e : ORGANISATIONAL HEALTH

D i f f e r e n t Dimensions used f o r I n v e s t i g a t i o n :

a ) Adapt i veness

b ) C o n s i d e r a t e Leadersh ip

c ) I n d u s t r i a l Democracy

S c a l i n g Techniques used : Three p o i n t s c a l e

Scores : 1 = Poor

2 = Moderate

3 = Good

PERCEPTION ABWT JOB SATISFACTION

The level o f ' job satisfaction perceived among the

different categories of employees I n Swadeshi M i l l s indicated

through the average scores, on different dimensions of job

satisfaction has been given i n Table 7.1. The mean score worked

out for each dimension explains how far the employees have been

satisfied, on an average.

SWAOESHI MILLS

The overal l average scores, taklng the nine dimensions

together, makes i t clear that there i s no remarkable differences

I n the leve l of satisfaction among the different categories of

employees. Except the Supervisors, the overal l average score I s

varying between three and four, I n the case of Supervisors, the

overall average i s 2.67. Hence, the majority of the workers have

crossed the moderate level of satisfaction. But yet they have

not reached the level of f u l l satisfaction. However, I n the case

of Supervisors, they have crossed the level of dissatisfaction.

But the i r level i s below the moderate level.

Investigating the mean score of different dimensions i n

each category, the dimension i n which a relat ively higher level

of satisfaction has been reached can be identified. In the case

of Unskilled Workers, the highest mean score corresponds to the

co-workers and i t i s 3.97. This indicates that the Unskilled

Workers have been satisfied more, compared to other dimensions,

i n the case of co-workers. Job security comes i n the second

place with mean 3.64. The level of satisfaction i s less i n other

dlmenslons, namely, nature of work, pay, Supervision, leadership

style, welfare fac i l i t ies and organlsation. The mean score i s less

than three I n the case of promotion, and i t the lowest.

Among the Semi-skilled Workers, the two dimensions

namely the nature of work and co-workers have attained the fu l l

satisfaction level. I n both the dimensions, the mean score i s

greater than four. I n other dimensions, the score i s varying

between 3.24 and 3.81. The score i s minimum In the case of

~romot ion.

I n the category of Ski l led Workers, the highest score

i s 3.96 and t h l s corresponds to co-workers. The other dimensions

such as nature of work and job security have also registered the

same level of satisfaction. Only i n 'promotion and pay ' , the

scores are less than three. The minlmum score, 2.56, I s i n

promotion. Hence, the Ski l led Workers of Swadeshi Mi l ls are not

satisfied with the pay and promotion dimensions and therefore

more opportunities for promotion and higher pay are required

mainly to improve the i r level of job satisfaction.

In the case of Supervisors, i n a l l the dimensions, the

mean scores are less than three and the varlations among these

mean scores are also not much. I t i s ranging between 2.55 and

2.83. The minlmum score i s i n promotion and the maximum score

i s In leadership style. Taking the employees of Swadoshi Mi116

as a whole, the employees i n the category of Supervisors have

not reached even the moderate level of satisfactlon.

The mean scores of the Executives vary over a range

of 2.20 t o 3.25. The highest score I s i n Supervision and the

lowest score i s i n co-workers. The scores i n nature of work,

pay, promotion, supervision, organisation and job security are

greater than three and the scores i n co-workers, leadership s ty le

and welfare fac i l i t ies are less than three. Thus, the Executives

have attained re la t ive ly more satisfaction i n supervision.

However, i n the case of co-workers, they have been dissatisfied

and It indicates the lack of cordial reiatlonship among them.

I n fine, the overal l leve l of job satisfaction among the

employees of Swadeshi M i l l s has not reached the maximum level of

satisfaction. Except, the Executives, the level of satisfaction i s

high among the co-workers. The level i s low i n the case of

promotlon. Hence, the Unskilled, Semi-skilled and Ski l led Workers

and the Supervisors i n Swadeshi M i l l s are expecting more

opportunities for promotion to improve the i r level of job

satisfaction. But the Executives, have been moderately satisfied

i n the i r nature of work, pay, Supervision and i n promotion.

Better understanding and cordial relationship among the executives

are required to improve the level of the i r job satisfaction.

The Supervisors require improvement i n a i l the nine

dimensions, since the i r level of satisfaction has not even reached

the moderate level completely. Hence the position of Supervisors

should be taken due care so that i t improves the i r level of

satisfaction and there by contributes to the active functioning of

the en te r~ r i se .

BHARATHI MILLS

The mean scores of the nine dimensions of job

satisfaction and the overal l mean scores obtained by the different

groups of employees of Bharathi Mi l ls have also been given In

Table 7.1.

The overal l average scoreg of job satisfaction of

Bharathi M i l l s suggest that the job satisfaction varies considerably

among the different groups of employees. The Semi-skilled

Workers have been satisfied more and they are followed by the

Ski l led and Unskilled Workers. The job satisfaction of the

Supervisors and Executives i s less compared to the workers . The hlghest score 3.57 i s obtained by the Semi-skilled Workers

and the lowest score 2.72 by the Supervisors. The Workers are

i n the "satisfactory stage", but the Supervisors and Executives

have not yet reached t h i s stage.

Analysing the mean scores of Unskilled Workers, i t i s

clear that th i s pait icular group 1s satisfied i n a l l dimensions

except q'promotion and Suprvisors". The highest score 3.90

corresponds t o co-workers. The lowest score 2.77 I s for

promotion. Hence most of the Unskilled Workers are not satisfied

with the opportunities of promotion available to them.

I n the case of Semi-Skilled Workers, they are very

much satisfied i n thei r dimenslons such as, "nature of work and

co-workers". The mean scores of a l l the other dimensions are i n

the range of 3.07 to 3.83. In Supervision and welfare faci l i t ies,

the level of satisfaction i s the same. This g r w p of workers also

are less ~ t i s f i e d in promotion.

The Ski l led Workers are i n the satisfactory stage i n

a l l the dim&sions of job satisfaction. The minlmum score i s 3.22

and the maximum score i s 3.73. Among the nine dimensions, the

higheat score i s for organlsation and the lowest score i s for

promotion and welfare faci l i t ies. This group of workers also

have not been satisf ied much i n promotion.

The mean scores of Supervisors have not yet reached

the satisfactory stage i n a l l the nine dimensions. The scores are

i n between 2.45 and 2.91. The maximum score 2.91 I s for

promotion and the minlmum score 2.45 i s for welfare fac i l i t ies.

Thelr perceptions are the same i n the case of organisation and job

security. I n the case of Supervisors and co-workers also, the

perceptions are the same.

The Executives of Bharathl M i l l s are satisfied In most of the

dimensions. The maximum score 3.25 i s for Supervisors and the

minimum score 2.20 i s for co-workers. The Executives are not

sat isf led with the i r co-workers. As far as the nature of work

and pay are concerned they are i n the same level of satisfaction.

As a matter of fact, the highest score corresponds to these two

factors only. I n leadership s ty le and welfare fac i l i t ies also the

mean scores are the same.

Whlle investigating the views of the workers In the

nlne dimensions of job satlsfactlon, I t could be f w n d that a l l the

workers have crossed the moderate level of satisfaction. The

Unskilled Workers have the l r maximum score i n co-workers. The

Semi-skilled Workers have the i r maximum score i n 'nature of

work' the Ski l led Workers' maximum score i s i n organisation. An

important point t o be noted here i s that a l l the workers

perception towards promotion i s minimum. Therefore, more

attentlon should be given to promotion aspects for satisfying the

workers.

Analysing the perception of the managerial staff of

Bharathi M i l l s on job satisfaction, on an average, they have not

yet reached the moderate level of satisfaction. The Executives

have crossed the moderate level of satisfaction i n s ix dimensions,

but the Supervisors have not reached th i s level even i n one

dimension of job satisfaction. I n the case of Supervisors and

Executives the i r maximum score i s i n leadership style, nature of

work and pay respectively and minimum score 1s for welfare

fac i l i t ies and co-workers. Hence, i t i s necessary to create a

conducive atmosphere t o promote cordial relationship among the

employees for better job satisfaction.

PERCEPTION ABWT MORALE

Table 7.2 presents the mean scores of the perception

about the morale of the employees of the Swadeshi and Bharathi

Mi l ls . Here, three point scale has been used for collecting

informatlon from the various categories of employees. The overal l

average scores disclose the opinion a b w t the ten dimensions of

morale, i n general, and the other mean scores explain thei r

opinion abwt the different dimensions of morale.

SWADESHI MILLS

The overal l average scores show that a l l the

employees of Swadeshi M i l l s have crossed the moderate level on

morale, since the mean scores are greater than 1.50. Among the

workers, the Semi-Skilled Workers have obtained the highest

average score 1.90. I t i s followed by Unskilled and Ski l led

Workers. In the case of managerial staff, the Executives obtained

1.97 as mean scores whlch shows that they are i n the moderate

level i n various dimensions of morale. The overal l average score

i s relat ively low i n the case of Supervisors.

Analysing the mean scores of the Unskilled Workers, i n

the management policies, they have crossed the moderate level and

i n the other dimensions, they are i n the moderate Level. The

mean scores are i n the range of 1.62 and 2.09. The lowest

score 1.62 corresponds to communication.

The mean scores of Semi-Skllled Workers are i n

between 1.70 and 2.26. I t shows that the Semi-skilled Workers

are In the moderate level i n a l l the dimensions of the morale.

The maximum score 2.26 is for management polcieis. The Semi-

Skil led Workers also have crossed the moderate level i n

rnaoagement policies and opportunity for career growth. In the

other dimensions such as employees pr ide of place, and promotion

pol icy, the scores are nearing the value two. I n general, the

Semi-Skilled Workes are i n the moderate level i n a l l the

dlmensions of morale.

In the case of Sk i l led workers, the mean scores are

within the region of 1.62 and 2.11. This group of workers have

crossed the moderate level i n training and management policies.

In the other eight dimensions, they are i n the moderate level.

The mean scores of the Supervisors are varying i n

between 1.55 and 2.00. The maximum score 2.00 i s for the

dealings with the employees. The minimum score 1.55 i s for

communication. Hence, the Supervisors have obtained the lowest

score i n communication. Except the dimension, employees, i n a l l

other dlmensions, the mean scores are less than two. The overal l

average score of the Supervisors i s lower than a l l other

categories of employees.

The mean scores of Executives have crossed two i n

f i ve dlmensions and the maximum goes upto 2.13. However the

mlnlmum i s found to be 1.70. Thus, the Executives feel that the

dlmensions of morale such as p r ide of place, impart lal training,

adequate respect, part icipation in v i ta l decision-making and

management pol icies are high i n both the mil ls. I n other

dimensions, they feel that the existing situation i s not fu l l y

satisfactory. Their highest score corresponds to dimensions such

as management pol icies and pr ide of place.

Comparing the perception of the workers, the overal l

average score of the Semi-skilled Workers are greater than the

Unskilled and Ski l led Workers. The Unskilled and Ski l led

Workers have crossed the moderate level i n management policies,

the Semi-Skilled Workers have crossed the moderate level i n

career growth and management policies. The important point here

i s that a l l the three categories of workers are having high morale

i n management policies and i t means that the i r management pol icies

are employee oriented.

Comparing Supervisors and Executives, the Executives

are i n a better position and the Supervisors are i n the last stage

i n Swadeshi Mi l ls . The Supervisors have touched the moderate

level only I n the i r dealings with employees but the Executives

have crossed th i s stage i n f i ve dimensions. Thus, the

Supervisors have not been much satisfied i n the dif ferent

dimensions of 'morale', and i t indicates that they are i n the

moderate level.

BHARATHI MILLS

The overal l average scores of the employees of

Bharathi M i l l s are i n the range of 1.77 and 1.92. The mlnimum

score 1.77 i s obtained by the Executives and the maximum score

1.92 i s obtained by the Unskilled Workers. A l l the employees

are i n the moderate level i n 'morale dimensions'.

Investigation of the mean scores of the Unskilled

Workers shows that they are i n between 1.73 and 2.03, and they

are i n the moderate level i n most of the dimensions. Only i n

four dimensions, namely, dealings with employees, pr ide of place,

motivating the workers and management polcieis, they have crossed

the moderate level. The Unskilled Workers' minimum score i s for

communication. Hence, i t i s required to give more attention to

communication for improving the morale of the Unskilled Workers.

The Semi-skilled Workers have crossed the moderate

level i n a l l the dimensions of morale. The maximum score

corresponds to management policies and the minimum score

corresponds to impart ial training. Only i n Management policies,

the mean score i s greater than two. It i s indicative of the fact

that they are satisfied more i n th i s particular dimension. So,

special attention should be given to impart ial training, which i s

the poorest of a l l the dimensions of morale.

The mean scores of the Ski l led Workers are In the

range of 1.62 and 2.22. The maximum score 2.22 i s for career

growth and the minimum score 1.62 i s for promotion pol icy. This

9rWP of workers .re less satisfied i n promotion pol icy. The

mean score 1.68 i s common for both pr ide of place and impart lal

training. Only i n the case of career growth the Ski l led Workers

have crossed the moderate level. In a l l the other dimensions

the scores are i n the moderate level.

The mean scores of the Supervisors, vary In between

1.68 and 2.14. The maximum score corresponds to management

policies and the minimum score corresponds to pr ide of place.

The mean score i s two i n the case of 'dealings with employees

and promotion pol icy ' . I n most of the other dimensions, the mean

score i s very close to two, which means that the Supervisors are

I n the moderate level .

Among the different groups of employees, the mean

scores of the Executives vary over a large range. They are

satlsf led more w i th ' management pollcles. As far as the dlmenslon

p r ide of place i s concerned the i r satisfaction i s the lowest. The

Executives have obtained the lowest mean score, 1.20 for p r ide of

place.

I n general, the mean scores of the three categories of

the workers do not show much varlatlon and th i s lmplles that

the i r perceptions about the morale do npt d i f f e r much.

Eventhwgh, the overal l mean scores have not crossed two, the

level of morale i s s l ight ly high.

The Supervisors and Executives have not yet crossed

the mean score two i n most of the dimensions. In prcwnotion and

/management policies both Supervisors and Executives have crossed

the moderate level. The overall average indicates that i n

perception the Executives are i n a lower stage.

PERCEPTION ABOUT INDUSTRIAL RELATIONS

The perception about industr ial relations by the f i ve

categories of employees of Swadeshl end Bharethi Mi l ls have been

presented In Table 7.3 through mean scores.

SWADEWI MILLS

On an average, the perception score of a l l the workers

have crossed the moderate level. The overal l average scores

vary I n between 1.81 and 2.16. The maxlmum score i s obtained

by the Semi-Skllled Workers and the minimum score, goes to the

Supervisors. The perception of the Supervisors and Executives

have not yet crossed the moderate level. But i n a l l the other

categories of workers i t has crossed the moderate level. Among

the managerla1 staff, the Executives have obtained more score

compared to the Supervisors. I n fine, the level of satisfaction of

the workers towards industr ial relation system I s better than the

managerial staff. Therefore i t brings out the fact that the

Supervisors and Executives are not fu l ly satisfied with the

existing system of industr ial relations.

Investigations of the mean scores of the Unskilled

Workers on different dimensions of industr ial relations, make i t

clear that the level of satisfaction i s high i n majority of the

dimenslons. The mean score i s i n the range of 1.30 and 2.67.

They are quite satisf ied about the i r relationship with the i r co-

workers. But with regard to recognition of the i r trade union

views they are least satisfied. Except, collective bargaining and

recognition of trade union views, i n other dimensions they have

crossed the mean score two.

The analysis of the perception of the Semi-skilled

Workers, shows that the i r mean scores have crossed the moderate

level i n most of the dimenslons of indubtr ial relations. The mean

scores are varying i n between 1.42 and 2.47. The maximum score

i s for conciliation and minimum score i s for recognition of trade

unions views. I t specifically explains that the Semi-skilled

Workers of th i s organisation are least satisfied wi th the

recognition of trade union views by the management. I n t h i s case

also, the Semi-skilled Workers have obtained low scores i n

col lect ive bargaining and recognition of trade union views. I n

these two dimensions only, they have not yet crossed the

moderate level.

The Ski l led Workers have just crossed the moderate

level. The mean scores of the different dimensions vary i n

between 1.47 and 2.58. Their perception i s high i n the case of

co-workers and low In collective bargaining. I n three dimensions,

namely, settlement of industrial disputes, collective bargaining and

recognition of trade union views, they have not crossed the

moderate level. In the remaining dimensions, they have crossed

the moderate level. Hence, the Ski l led Workers feel that the

industr ial relations i s 'good' as inferred from majority of the

dimensions.

Taking the Supervisors' view on industr ial relations,

the mean scores are varying i n between 1.55 and 2.07. The mean

score i s maximum (2.07) i n negotlation and minimum (1.55) i n the

case of 'immediate Supervisors'. Except i n negotiation, they have

not yet crossed the moderate level any where else.

While analysing the views of the Executives, i t became

apparent from the mean score that the industr ial relations i s

'good' i n conciliation, settlement of industrial disputes, collective

bargaining and recognition of trade unlon vlews. The mean scores

are i n between 1.65 and 2.17. Their perception i s good i n

conciliation and moderate i n relations with immediate Supervisors.

In th l s case the Executives are not fu l ly satisfled with thel r

relations with thel r immediate Supervisors and co-workers.

A comparison of the views of workers, made I t

evldent that a l l the workers have crossed the moderate level i n

thel r relat lon with thei r co-workers. The Unskilled and Semi-

Ski l led Workers are i n the moderate level as far as the

recognition of trade union views are concerned. I n other

dimensions they have been more or less fu l l y satisfied. The

Ski l led Workers' minimum score i s for col lect ive bargaining.

Hence, the main inference i s that the majority of the workers

feel that the views of the trade unions are not properly

recognised.

Comparlng the perceptions of the Supervlsors and

Executives, the level of satisfaction about industr ial relations i s

s l ight ly high among the Executives. However, Executives are

satisfied more i n conciliation, whi le Supervisors are more satisf ied

i n negotiation. The Executives have crossed the moderate level i n

four dimensions where as the Supervisors have crossed t h i s level

only i n one dimension. Therefore, the management has to give

more attention to improve the industr ial relations among the

Supervisors.

BHARATHI MILLS

The overal l average scores of the employees of

Bharathi M i l l s for industr lal relations I s varying between 1.91 and

2.13. The maximum score I s obtained by the Semi-skilled

Workers and the minimum score, goes to the Executives. The

mean scores of Unskilled and Ski l led Workers are equal. The

score of managerial staff i s less than two. The Supervisors and

Executives have not yet reached the moderate level. I t i s clear

that the perception scores of the workers are better than those of

the managerial staff.

The mean scores of the Unskllled Workers, are varying

between 1.43 and 2.27. The minimum score has been glven for

the recognition of trade unions' view, and the maxlmum score I s

for both conciliation and relations with immediate Supervisors.

Except, collective bargaining and recognition of trade unions'

view, a l l the other dimensions have scores which have crossed

the moderate level. In collective bargainlng and recognition of

trade unions' view, thelr satisfaction i s low while cmpared to

other dimensions. The Unskllled Workers feel that the management

i s not recognising the vlews of the trade union leaders and hence

the views of the trade union leaders s h w l d be properly

recognlsed. The involvement of the Unskilled workers i n

collective bargainlng i s less as revealed by thel r levels of

satisfaction.

A careful analysis of the views of the Semi-Skilled

Workers, makes It clear that they have crossed the moderate

level I n most of the dimensions. The mean scores l i e between

1.48 and 2.62. The maximum score corresponds to relations wlth

co-workers and minimum score corresponds to recognition of trade

unions' view. This g r w p has not yet crossed the moderate level

i n collective bargaining and recognition of trade unions' vlew.

Heoce, It i s evident that most of the Seml-Skllled Workers are

less satisfied i n these two dimensions.

The mean scores of the Ski l led Workers reveal that

they have crossed the moderate level i n conciliation, relations

with immediate Supervisors, relations with co-workers and

negotiation. The mean score l ies between 1.40 and 2.57. The

maximum and minimum scores correspond to relations with co-

workers and recognition of trade unions' view respectively. In

collective bargaining and recognition of trade unions' view, they

have not yet reached the level of f u l l satisfaction. Their

satisfaction I s less i n col lect ive bargaining and recognition of

trade unions' view. The majority of the Ski l led Workers feel

that the i r views are not properly recognised i n col lect ive

bargaining.

The mean scores of Supervlsors on different dimensions

of industr ial relations, have not yet crossed the moderate level,

i n majority of the dimensions. The mean scores are varying i n

between 1.64 and 2.04. The minimum score corresponds to

relations wi th immediate supervisors and maximum score

corresponds to settlement of industr ial disputes. The mean score

1.91 i s for conciliation, collective bargaining and recognition of

trade unlons' view and i t shows that they are nearing the level

of f u l l satisfaction. Moreover, the industr ial relations should be

improved through the whole-hearted co-operation of the workers

and management.

I n the case of Executives, the mean score i s found to

be ranging between 1.60 and 2.60. The maximum score i s for

relations with co-workers and minimum score i s for recognition of

trade unions' view. I n the majority of the dimensions, they have

not yet crossed the moderate level. The Executives feel that

they have not been given a major ro le to play i n most of the

dlmensions of industr ial relations. While comparing the mean

scores of the workers, i t becomes clear that the i r level of

satisfaction i s high i n relation to co-workers and low for

recognition of trade unions' view. In most of the other

dimensions, they have crossed the moderate level. The Ski l led

Workers have not been satisfied much i n collective bargaining. On

an average, the level of satisfaction of the Semi-Skilled Workers

i s higher than that of the other groups of workers.

The Supervisors and Executives, on an average, are i n

the same level of satisfaction, and the i r level of satisfaction i s

less than that of the workers. The Supervisors have crossed the

moderate level i n settlement of industr ial disputes and negotiation.

But the Executives, have reached th i s position only with regard

to the i r relations with co-workers and settlement of industr ial

disputes. I n other dimensions, the i r satisfaction i s less. The

mean score of Supervisors i s minimum with regard to the i r

relat ion wi th the i r immediate superiors. For the Executives, i t

is i n recognition of trade unions' view. In general, the

Supervisors and Executlves need to be encouraged more I n

promoting the i r industrial relations with the l r co-employees and

other workers.

PERCEPTION ABOUT QUALITY OF WORK LIFE

The perception of the employees of Swadeshi and

Bharathi Mi l ls a b w t quality of work l i f e has been furnished i n

Table 7.4

SWAOESHI MILLS

The perception of the employees, i n general, shows

that a l l the workers and managerial staff feel that the exist ing

qual i ty of work l i f e i s good. The average scores are i n between

2.00 and 2.24. The maximum score i s obtained by the Semi-

Ski l led Workers and the minimum score i s obtained by the

Executives. Comparing the overal l average score of the workers

and the managerial staff, i t can be inferred that the perception of

the workers are better than that of the managerial staff.

I n the case of Unskilled Workers, the mean score for

quality of work l l f e ranges between 1.80 and 2.26. The minimum

score relates to safety and healthy conditions and maximum score

relates to reward and recognition. The Unskilled Workers are

fu l ly sat isf ied i n dimensions l i k e reward and recognition, job

freedom and requirements of s k i l l . I n other dimensions they are

less satlsfled. If the management provides a l l safety and healthy

measures properly, i t w i l l automatically improve the quality of

work l i f e .

Investigations of the mean scores of Sk i l led Workers i n

the dlfferent dimenslons of quality of work l l fe , show that the

Ski l led Workers are fu l ly satisfied i n a l l dlmenslons, except

safety and healthy conditlons. Thelr perceptlon a b w t quality of

work l l f e I s varylng between 1.85 and 2.72. The minimum score

i s for safety and healthy conditlons and maximum score I s for job

freedom. I n th i s group also, the minlmum score I s for safety and

healthy conditions. Thus the Semi-Skilled Workers are not fu l ly

satisfied about the existing safety and health condltlons.

An analytical study of the views of the Ski l led

Workers shows that the mean scores of the different dimenslons of

quality of work l i f e are ranging between 1.78 and 2.51. The

maxlmum score 2.51 i s for 'requirement of s k i l l ' and the minlmum

score 1.78 i s for ' job Independence'. The Skl l led Workers have

been satlsfled more In the f i r s t four dimensions. Thelr

satisfaction i s at a lower level only In the case of job

Independence. The Ski l led Workers feel that they do not have

much job Independence i n the i r organisatlon.

The mean scores of Supervisors are fwnd to be I n the

range of 1.59 to 2.65. The maxlmum and minimum scores

correspond to Job freedom and safety and health conditlons

respectively. I n reward and recognltlon, safety and health

m d l t i o n s and job independence, they have been i n the moderate

level and i n the remaining dimensions, they have crossed the

moderate level. This group of employees also, have not been

ful ly satlsfled about the existing health and safety condltlons.

The Executlves have reached the stage of complete

satisfaction i n a l l the dimensions of quallty of work l i f e , except

safety and health conditions. Their mean scores are i n between

1.78 and 2.09. The maximum score i s for reward and recognition

and the mlnimum score i s for safety and health conditions. This

group of employees also obtalned mlnlmum score for safety and

health conditions. The mean score 2.04 i s obtained by

dimensions, such as, job freedom, requirement of s k i l l and job

independence.

Comparing the perception of workers about quallty of

work l l f e , i t i s clear that the Unskilled and Semi-Skilled

Workers' minimum score corresponds to safety and health

condltlons, and I n the case of Ski l led Workers, i t corresponds to

job independence. The Semi-Skilled and Ski l led Workers are In

the stage of fu l Mtlsfact ion i n four dimensions. But the Unskilled

Workers, have reached th is stage only I n three dimensions.

As far as the perceptions of managerial staff about

quallty of work l l f e are concerned the i r minlmum score I s for

safety and health condltlons. The Supervisors' maximum score i s

for job freedom. But the maximum score of the exacutives I s for

reward and racognltion. The Supervisors have reached the stage

of complete satisfaction I n two dimensions and the Executives i n

four dimensions. On the whole, the Supervisors and Executives

are i n the same level of satisfaction. Nevertheless, i t cannot be

denied that i t i s lower than that of the workers.

B M A T H I MILLS

The perception of the employees of Bharathi Mi l ls on

quality of work I l f e , on an overal l basis, I s varying I n between

1.85 and 2.25. The minimum score i s secured by Supervisors and

the maximum score by Semi-skilled Workers. I t shows that the

perception of the Ski l led and Semi-Skilled Workers has crossed

the moderate level i n the various dimensions of quality of work

I l fe . The level of satisfaction i s relat ively less i n other

categories of workers.

On investlgatlng the mean scores of Unskilled Workers,

It becomes clear that the i r mean score ranges between 1.57 and

2.27. The minimum scor'e i s for safety and health conditions and

maximum score i s for reward and recognition. The Unskilled

Workers are less satlsfied about requirement of Sk i l l , safety and

health conditions and job independence. I n job freedom, the

score 1s exactly two.

The perception of the Semi-Skilled Workers I s found to

be i n the range of 1.78 and 2.69. The Semi-Skilled Workers have

obtained maximum wtisfact ion i n job freedom, and minimum

satlsfactlon 'in safety and health condltions. Except I n safety

and health condltlons, I n other dlmenslons, they have reached the

stage of 'complete satisfaction'. The overal l average of Semi-

Ski l led Workers i s 2.25, so i t could be held that they do agree

that the different dimensions of quality of work l i f e are good.

The a ~ l y s l s of the perception of the Skl i led Workers,

reveals that In most of the dlmenslons of q w l l t y of work l l f e ,

they have reached the stage of 'complete satlsfactlon'. However

they are not very much satlsfied abwt safety and health

condltlons. The maximum score 2.51 corresponds to job freedom

and the minimum score 1.73 corresponds to safety and health

condltlons. Except safety and health condltlons, I n other

dimensions, mean scores are more than two. Thls group of

workers have also secured the minimum score for safety and

health conditions.

The mean scores of Supervisors are found to be i n the

range of 1.54 to 2.09. The maximum score I s for reward and

recognition and the minimum score I s for job freedom. I n reward

and recognition, requirement of Sk l l l and job independence they

are i n the level of 'complete satisfaction'. I n other dimensions,

the l r satlsfactlon i s less. The overal l average score i s less due

t o the low scores of job freedom and safety and health condltlons.

Further, they have obtained the mean score two for 'requirement

01 s k i l l ' and job Independence'.

The mean scores of the Executives r a n g between 1.80

and 2.15. The minimum score relates to safety and health

conditions and the maximum score relates to job independence.

They are i n the level of complete satisfaction i n job freedom and

job independence, and i n other dimensions the level of satisfaction

i s less. The overal l average score of the Executives i s s l ight ly

higher than that of the Supervisors.

While comparing the perception of the workers in the

various dimensions of quality of work l i f e , i t could be seen that

the i r minimum score i s for safety and health conditions. The

maximum score of the Semi-Skilled and Ski l led Workers i s for job

freedom and the maximum score of Unskilled Workers is for reward

and recognition. Moreover, the overal l average score of Seml-

Ski l led Workers i s higher than that of the Ski l led and Unskilled

Workers.

A comparison between the views of the Supervisors and

Executives about the quality of work l i f e , makes i t ostensible

that the Supervisors are i n a higher level of satisfaction i n three

dimenslons and the Executives, i n two dlmensions. But the

overal l average of the Executives i s hlgher than that of the

Supervlsors. However, when compared to the workers, i n th i s

m i l l also, the Supervisors and Executives are I n a lower stage of

satisfaction.

PERCEPTION ABWT ORGANISATIONAL CLIMATE

Table 7.5 presents the mean scores of the perception

of the different categories of employees In the two ml l ls a b w t

organlsational climate.

SWADEWI MILLS

The average score of the different categories of

employees are found to be varying between 1.93 and 2.12. The

minlmum score 1s obtained by the Supervisors and the Maximum

score, by the Executives. I t clearly reveals the fact that a l l

the workers and Executives are perceiving the existing climate as

good. The mean score of the Supervisors i s below two and

hence their perception a b w t organisational climate i s I n the

moderate level.

The Unskilled Workers' score for Organisatlonal climate

i s varying between 1.67 and 3.00. They have perceived the

organlsational climate as good i n four dimensions. The minimum

score goes to job envlronment and, the maximum score goes to

mode of payment. I n majority of the dimensions they feel that

the cllmate i s reasonably good.

The mean score of the Seml-Skilled Workers I s found

to be I n the range of 1.72 and 3.00. The minlmum score I s for

security measures end maximum score I s for mode of payment.

The second hlghest mean score I s for welfare facilities. The

mean score 1.89 i s obtained i n recognition and appreciation, job

envlronment and object ivi ty and rat ional i ty. The overal l score

has crossed two. It could be taken to mean that the Semi-Skilled

Workers feel that the exlstlng climate I s good.

The perception of the Skl l led Workers i s estlmated to

be ly lng between 1.71 and 3.00. The maximum score goes to mode

of payment and the mlnlmum score goes to recognition and

appreciation. The overal l average of the Ski l led Workers i s

higher than that of the workers and Supervisors. The mean score

2.11 i s the same for job environment, and object ivi ty and

rat ional i ty. This group also feels that the o r g a n i s a t i o ~ l climate

i s good.

The mean scores of the Supervisors are i n the range

of 1.41 and 3.00 . The minimum score corresponds to promotion

and maximum score corresponds to mode of payment. The

Supervisors have not been satisfied about promotion and,

object ivi ty and rat ional i ty. I n recognition and appreciation, mode

of payment and working conditions, they feel the climate i s good.

I n other dimensions, they feel that the exlst lng cllmate i s

moderately good. The overal l average score of the Supervisors I s

the mlnlmum whlle compared to the other categories of workers.

The mean scores of Executives vary i n between 1.83

and 3.00. The minimum score i s for job environment and maximum

score I s for mode of payment. I n majority of the dimensions,

they feel that the organisational climate i s moderately good. The

overal l average has crossed two. This i s the maximum overal l

average score for the workers and Supervisors of Swadeshi Mil ls.

When the views of Workers and managerial staff are

compared i t could be seen that a l l of them have obtained maximum

score for mode of payment. A l l the employees feel that the

existing climate I s good. Their views do not show much

variation. The majority of the employees of different categories

are satisfied with the existing organisational climate.

BHARATHI MILLS

The overal l average scores of the different categories

of employees of Bharathi Mi l ls for the different dlmensions of

organisational climate are i n the range of 1.78 and 2.04. The

maximum score i s secured by the Supervisors. The mean score of

the Unskilled Workers i s greater than two. I t clearly indicates

that the Unskilled Workers and Executlves perceive that the

organisational climate i s good. Other group of workers and

Supervisors feel that the existing climate i s moderately good.

A study of the mean scores of the Unskilled Workers

for organlsatfonal cllmate, dlscloses the fact that they feel

that the climate I s good I n recognition and appreciation, mode of

payment, objectivl ty and ratlonallty, and welfare facl l l t les. In

other dlmenslons, they perceive that the climate i s moderately

good. The overall average score of the Unskilled Workers I s the

second largest.

The mean scores of Semi-Skilled Workers are found to

be varylng i n between 1.57 and 3.00. The mlnimum score I s for

grlevance handllng and the maximum score i s for mode of payment.

On an average, they feel that the existing climate i s reasonably

good. Except for mode of payment, for other dlmenslons the

scores are less than two. I t indicates that a segment of the

Semi-Skllled Workers feel that the existing organisatlonal cllmate

i s not quite good.

I n the case of Skl l led Workers, the mean scores are

varylng i n between 1.51 and 3.00. The mlnlmum score i s for

promotion and the maximum score I s for mode of payment. The

average score shows that thei r oplnlon about the existlng climate

I s moderately good. Except mode of payment and welfare

facl l l t les, they feel that the other dlmenslons are moderately

w d .

The mean score of the Supervisors are i n the range of

1.54 and 1.95. The minimum score i s for promotion and the

maximum score i s for recognition and appreciation, and grievance

handling. The average score of the Supervisors I s the minimum

while compared to that of the workers and Executives. Hence,

the proportion of the workers who feel that the orgsnisatlonal

climate I s not good, i s more.

The perception of the Executives are In the range of

1.50and 3.00. The minimum score i s for job environment and the

maximum score i s for mode of payment. The average score shows

that they perceive that the existing organisational climate i s

good. I n most of the dimensions, they feel that the climate i s

good.

I n general, the workers and the managerial staff feel

that the exist ing climate i s either good or moderately good.

Except the Supervisors, a i l other groups of employees feel that

mode of payment i s very good. Thus the existing organisational

climate, as revealed by the employees i s reasonably good.

PERCEPTION ABOUT ORGANISATIONAL HEALTH

Table 7.6 gives stat ist ical detai ls about the perception

of the employees of the two m i l l s about organisational health. I n

th i s case, three dimensions have been used with three-point

scale.

SWAOESHI MILLS

The overal l average score of a l l the employees of

Swadeshi M l l l s i s below two. The minimum score i s secured by

the Executives and the maximum score i s secured by the Unskilled

Workers. Hence, the majorlty of the employees feel that the

existlng organlsatlonal health i s good.

The mean scores of the Unskilled Workers I s 1.98. I t

c w l d be taken the mean that they vlew the organlsatimal health

as good. As far as adaptlveness and industrial democracy are

concerned a small proportion of workers have expressed that the

organisational health i s very good and hence the mean scores In

these cases are greater than two. However, i n 'considerate

leadership', a sizable number of workers feel that the

organisational health i s good and th i s reflected by the mean

Bcore, which 1s less than two.

The mean scores of Semi-Skilled Workers are I n the

range of 1.60 and 2.32. The maxlmum score i s for Industr lal

democracy and the minimum score i s for considerate leadership.

I n the f l r s t two dimensions they feel that the health of the

organisation I s moderately good and i n industr ial democracy the

mean score i s greater than two. Hence, i n adaptlveness and

considerate leadership, a small proportion of the workers are not

~ t i s f i e d .

While investigating the perception of the Ski l led

Workers a b w t organisational health, i t becomes clear that the

poor score i s for considerate leadership and the maximum score i s

for adaptlveness. They have been more satisf led about

adaptlveness and industr ial democracy. The mean score of

considerate leadership, i s the lowest among a l l the mean scores.

Thus, a majority of the Ski l led Workers view that In considerate

leadership the existing organisational health i s not good.

Therefore, more attention should be given to considerate

leadership .

An empirical analysis of the views of Supervisors,

shows that the maximum score goes to adaptlveness and the

minimum score goes to considerate leadership. I n considerate

leadership and industr ial democracy the mean score i s below two

and hence i t i s clear that they satisfied about considerate

leadership and Industr ial democracy, are not as much they are

a b w t ada~tiveness.

I n the case of Executives, the maximum score two I s

for adaptiveness and i n other, dimensions, the mean score i s less

than two. Therefore, i n adaptiveness, they feel that the health

of the organisation i s good. But I n considerate leadership and

industr ial democracy they feel that the organlsatlonal health i s

not a t a l l good. The average score of the Executives i s

comparatively lower than that of the workers and Supervisors.

I n a l l the cases, the workers and the managerial staff

get the minimum score for considerate leadership. The Unskilled

and Semi-Skilled Workers' maximum score i s for industr ial

democracy and the maximum score of the Ski l led Workers,

Supervisors and Executlves I s for adaptiveness. On the whole,

they feel that the existing health of the organisatlon I s reasonably

W d .

BHARATHI MILLS

The average score of the employees of Bharathi M i l l s

for organisational health i s found to be varying between 1.77 and

2.03. The maximum score i s secured by the Executlves and the

minimum score i s secured by the Supervlsors. Hence, the

Executives alone feel that the health of the organisatlon i s good

and others do not feel that the existing organisational health i s

quite good.

The maximum score of the Unskilled Workers i s for

adaptlveness and the minimum score i s for considerate leadership.

Their op ln im about organisationai health i s moderately good i n

considerate leadership and industr ial democyacy, and good i n

adaptiveness. Therefore, the management should t r y to change the

s ty le of leadership for improving the health of the organisation.

The mean scores of Semi-Skilled Workers l i e between

1.52 and 2.02. The minimum and maximum scores correspond to

cmsiderate leadership and industr ial democracy respectively . They feel that the health of the organisation I s good i n industrial

democracy. I n adaptiveness the mean score i s close to two. I t

indicates a sl ightly better position compared to cmslderable

proportion of the Semi-skilled Workers feel that the existing

organlsational health i s not good.

From the opinion of the Ski l led Workers about

organisatlonal health, i t i s clear that they feel that the

organlsational health i s good i n adaptiveness, i n considerate

leadership and industrial democracy. Al l the three groups of

workers, have secured the minimum score i n considerate leadership

consistently. Hence, majority of the workers view that the

organisational health i s not good i n considerate leadership.

The overall average score of the Supervisors i s 1.77.

But thelr individual mean score i s greater than two. I n

adaptiveness and i n two more dimensions, the mean score i s less

than two. I t clearly indicates that i n considerate leadershlp and

industr ial democracy they are not satisfied abwt the existing

health of the organisatlm.

A careful analysis of the perception of the Executives,

shows that the mean score tends to vary from 1.95 to 2.10. The

minimum score goes to considerate leadership, and maximum score

goes to adaptiveness. Hence the Executives have been completely

satlsfled i n adaptiveness and industr ial democracy. I n considerate

leadership also, the score I s close to two. Thus, the grading of

the Executlves of the organisational health I s higher, compared to

that of other employees.

Comparing the vlews of the workers and the

managerial staff , the employees of a l l categorles feel that the

health of the organisation I s not good in considerate leadership.

Except the Semi-Skilled Workers, a l l the other employees feel

that the organisational health i s good i n adaptiveness. Hence the

management should glve more attention to conslderate leadership

for Improving the exlstlng organisatlonal health.

VERIFICATION OF HYPOTHESIS (H3)

I n th i s section the hypothesis that organisatIona1

effectiveness i s a multi-varlable phenomenon I s sought to be

verl f led.

The level of satisfaction or the level of exlstlng

position about the different factors such as, job satisfaction,

morale, industr ial relations, quality of work l i f e , organlsatlonal

climate and organlsatlonal health have been analysed through the

mean scores. I f the employees have been satlsfled to the

maximum extent possible i n these factors, i t may then indlcate the

Improved level of organlsatlonal effectlveness i n the m i l l s under

study. Hence, the perception of the employees would help to

make an assessment of the organieational effectiveness i n the two

mills.

The mean scores of the total scores of the different

categories of employees, the overal l total score,the average level

of satlsfaction achieved from a l l the s ix factors, expressed i n

percentages and the share of each factor I n the achieved level of

satisfaction I n determining the organisatioml effectiveness for

Swadeshl and Bharathi M i l l s have been tabulated i n Tables 7.7,

7.8, and 7.9 respectively.

The perceived level of satisfaction i n Swadeshi Mi l ls ,

when a l l scores of a l l the sample employees are combined, vary

over a range of 62.38 to 69.54 per cent. In a l l the cases, the

achleved level of satisfaction has exceeded 60 per cent snd hence

satisfaction to be derlved by the employees from the factors of

orgsnisational effectiveness needs to be increased s t i l l further, by

30 to 40 per cent. The exiJting level of satlsfaction derived from

the s ix factors have more or less equal share i n determining the

current position of organlsational effectiveness. Each factor

shares not less than 15 per cent. The maximum share i s

accounted for by quali ty of work l i f e and the minimum share I s

by morale. A similar finding can be observed from Table 7.8 for

the Bharathi M i l l s also. The ranking of factors i n accordance

with thei r hare tn the two mi l l s has been given i n Table 7.9.

Amoog the s ix factors, quality of work l i fe comes f i r s t In

Swadeshi Mills. It i s followed by o rgan l sa t io~ l health and

morale. In both Swadeshi and Bharathf Mllls, quality of work

l i fe , organisational health and morale are in the same ranks . However, in Swadeshi Mills industrial relations takes the second

place. It i s followed by organisational cllmate and job

satisfaction.

In fine, the foregoing analysis makes it clear that a l l

the six factors investigated contribute a significant share in

determining organisational effectiveness. Hence, organlsational

effectiveness i s not determined by one factor/variable alone. It

i s influenced by a number of factors/variabies. All the factors

included in the investigation have more or less the same share.

Therefore, it i s only just and right that organisational

effectiveness i s related to a number of fnctors. A similar

conclusion has been arrived at in the studies made by chlld

(1974, 1975), Duncan (1973), Gibson et.al. (1973), Mott (19721,

Negandhi and Reimann (1973) and Webb (1974). This proves the

hypothesis, (H3) that organisational effectiveness i s a

multivariable phenomenon.

SUMMARY

The analysls of the perception of the employees about

the various dimensions of organisational effectiveness establlshes

the fact that a l l the three groups of workers are generally more

satisf ied than the Supervisors and Executives. The low levels of

satisfaction attained by Supervisors and Executives could be

attr ibuted to the i r g rmt expectation. The share of the each

factor I n the existing level of organisationel effectiveness i s more

or less the same. Thus a l l factors are equally responsible in

augmenting the level of organisetionai effectiveness.