The document analyzes employee satisfaction with HR strategies among managers, supervisors, and laborers. It finds statistically significant differences in satisfaction levels between the groups. Managers reported lower satisfaction than supervisors and laborers. The document also examines how HR strategies affect employee retention according to managers, finding a significant effect. Finally, it looks at relationships between employee groups and opinions on problems implementing HR strategies. Managers and supervisors differed significantly in their views on some issues but not others.
The document analyzes employee satisfaction with HR strategies among managers, supervisors, and laborers. It finds statistically significant differences in satisfaction levels between the groups. Managers reported lower satisfaction than supervisors and laborers. The document also examines how HR strategies affect employee retention according to managers, finding a significant effect. Finally, it looks at relationships between employee groups and opinions on problems implementing HR strategies. Managers and supervisors differed significantly in their views on some issues but not others.
The document analyzes employee satisfaction with HR strategies among managers, supervisors, and laborers. It finds statistically significant differences in satisfaction levels between the groups. Managers reported lower satisfaction than supervisors and laborers. The document also examines how HR strategies affect employee retention according to managers, finding a significant effect. Finally, it looks at relationships between employee groups and opinions on problems implementing HR strategies. Managers and supervisors differed significantly in their views on some issues but not others.
The document analyzes employee satisfaction with HR strategies among managers, supervisors, and laborers. It finds statistically significant differences in satisfaction levels between the groups. Managers reported lower satisfaction than supervisors and laborers. The document also examines how HR strategies affect employee retention according to managers, finding a significant effect. Finally, it looks at relationships between employee groups and opinions on problems implementing HR strategies. Managers and supervisors differed significantly in their views on some issues but not others.
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H1: Satisfaction related to HR strategies is significantly differs among the three groups of
employees (managers, supervisors and labors).
Descriptive - Satisfaction with Respect to HR Strategies
N Mean Std. Deviation Std. Error
Manager 30 2.70 .364 .066
Supervisor 30 3.34 .315 .058
Labor 300 3.16 .283 .016
Total 360 3.13 .325 .017
The descriptive table provides descriptive statistics, including the mean and standard deviation for the dependent variable (Employee Satisfaction with Respect to HR Strategies) for each group (Manager, Supervisor and Labor ) as well as when all groups are combined (Total).
ANOVA - Satisfaction with Respect to HR Strategies
Sum of Squares df Mean Square F Sig.
Between Groups 7.210 2 3.605 42.029 .000
Within Groups 30.620 357 .086
Total 37.830 359
The above table shows the output of the ANOVA analysis and whether there is a statistically significant difference between our group means. The statistics shows that the significance value is 0.000 (i.e. p = .000), which is below 0.05 and, therefore, there is a statistically significant difference in the mean employee satisfaction with respect to HR strategies between different designations.
From the results so far, it is observed that there are statistically significant differences between the groups as a whole. The table below, Multiple Comparisons, shows which groups differed from each other. Multiple Comparisons Satisfaction with Respect to HR Strategies Tukey HSD
95% Confidence Interval
(I) (J) Std. Mean Difference (I-J) Sig. Lower Upper Designation Designation Error Bound Bound
Supervisor -.647* .076 .000 -.83 -.47
Manager Labor -.460* .056 .000 -.59 -.33
Manager .647* .076 .000 .47 .83
Supervisor Labor .188* .056 .003 .06 .32
Manager .460* .056 .000 .33 .59
Labor Supervisor -.188* .056 .003 -.32 -.06
*. The mean difference is significant at the 0.05 level.
From the above table it is observed that there is a statistically significant difference in Employee Satisfaction with Respect to HR Strategies between Manager and Supervisor (p = .000), Manager and Labor (p = .000) and Supervisor and Labor (p = .003).
There was a statistically significant difference between groups as determined by one-way
ANOVA [F (2,357) = 42.029, p = .000]. A Tukey post hoc test revealed that Satisfaction with Respect to HR Strategies was statistically significantly lower for Manager (2.70 + .364) compared with Labor (3.16 + .283) and Labor compared with Supervisor (3.34 + .315).
Result: Failed to reject null hypothesis and accepted alternative hypothesis. Thus, it can be concluded that Satisfaction related to HR strategies is significantly differs among the three groups of employees (managers, supervisors and labors). H2: From the opinion of Managers, HR strategies used in automobile ancillaries significantly affect employee retention. One-Sample Statistics N Mean Std. Deviation Std. Error Mean
Employee Retention 30 3.5000 1.07479 .19623
One-Sample Test Test Value = 4
95% Confidence Interval
Mean t df Sig. (2-tailed) of the Difference Difference Lower Upper
Table labeled ‘One-Sample Statistics’ presents descriptive statistics including meand and standard deviations for the variable ‘Employee Retention. To validate hypothesis 2, researcher has used t-test analysis. HR strategies used in automobile ancillaries significantly affect employee retention,’ which means population mean is statistically significantly different. Moving from left-to-right, above table, presented with the observed t-value (‘t’ column), the degrees of freedom (‘df’), and the statistical significance (p-value) (‘Sig. (2-tailed)’) of the one- sample t-test.
In the analysis, p < .05 (it is p = .016). Therefore, it can be concluded that the population means are statistically significantly different.
Result: Therefore null hypothesis cannot be accepted. Thus, above table reveals that ‘HR strategies used in automobile ancillaries significantly affect employee retention.’ H3: There is significant relationship between the group of employees (managers and supervisors) and their opinion on problems faced by companies on implementation of HR strategies. Chi-Square Statistics Pearson Chi-Square df p-Value Value Designation * Failure to Understand Strategic 9.643 1 0.002 Need Designation * Inadequate Assessment of 26.786 1 0.000 Environmental Factors Designation * Inadequate Assessment of 5.455 1 0.020 Cultural Factors Designation * Development of Ill-convinced 0.48 1 0.488 and Irrelevant Initiatives
Designation * Wrong Analysis of Best Practices 2.052 1 0.152
Designation * No Business and HR Strategic Fit 9.317 1 0.002
Designation * Unawareness of Strategies among
0.606 1 0.436 Employees Designation * Conflict between Labor and 2.455 1 0.117 Management
Designation * Some Political Intervention 1.669 1 0.196
At 1 degree of freedom, calculated value of Chi-square (i.e. X2) for Designation * Failure to Understand Strategic Need as a problem faced by companies on implementation of HR strategies is 9.643 and table value is 3.84 at 5% level of significance. Table value is less than calculated chi-square and hence there is a strong evidence to conclude that there is significant relationship between the group of employees (managers and supervisors) and their opinion on problems faced by companies on implementation of HR strategies where companies fail to understand strategic need of it. Likewise, while taking into consideration the factors like Inadequate Assessment of Environmental Factors, Inadequate Assessment of Cultural Factors and No Business and HR Strategic Fit, from the above Chi-square Statistics table, it has been observed that there is significant relationship between the group of employees (managers and supervisors) and their opinion on problems faced by companies on implementation of HR strategies.
However, while taking into consideration factors like Development of Ill-convinced and Irrelevant Initiatives, Wrong Analysis of Best Practices, Unawareness of Strategies among Employees, Conflict between Labor and Management and Some Political Intervention, it has been observed that there is no significant relationship between the group of employees (managers and supervisors) and their opinion on problems faced by companies on implementation of HR strategies. Crosstab details for all parameters are presented in the annexure.
Result: Failed to reject null hypothesis. Thus, it can be concluded that there is no significant relationship between the group of employees (managers and supervisors) and their opinion on problems faced by companies on implementation of HR strategies.
