Project Report On HR Practice
Project Report On HR Practice
Project Report On HR Practice
ON
“Employee’s attitude towards the organization”
MBA (2155644)
BHIMTAL CAMPUS
(2021-2023)
1|Page
ACKNOWLEDGEMENT
At last, but not the least gratitude to all my parents and friends who helped me
directly or indirectly to complete this project within the time frame.
Thank You
2|Page
Declaration
I, PANKAJ SINGH BANKOTI, hereby declare that the presented report titled
“Employee’s Attitude towards the Organization” is uniquely prepared by me.
(Faculty Mentor)
3|Page
Contents
1. INTRODUCTION
2. LITREATURE REVIEW
3. RESEARCH
METHODOLOGY
4. DATA ANALYSIS
AND INTERPRETATION
5. DISCUSSIONS
6. QUESTIONNAIRE
4|Page
Introduction:
Major aspects: When the term first entered the field of social phenomenon, it
was natural to conceive of attitude as a tendency, set or readiness to respond to
some social object. For the first time, ALLPORT noted the definition of
attitude, which he had observed contained the words ‘readiness’, ‘set’ or
‘disposition to act’. Even ALLPORT has used these terms in defining attitude.
He defines attitude as follows:
5|Page
Features of Attitude
6|Page
Attitude, Opinion and Belief
Attitude alone do not influence behaviour but these acts with other factors in the
individual influencing behaviour, such as personality, perception, motivation,
etc. Further, attitudes are also affected by the individual dimension as well as
the objects, persons, and ideas. Attitudes have been through as serving four
7|Page
functions and there by influencing the behaviour. These are instrumental, ego
defensive, value orientation and knowledge.
8|Page
Factors in Attitude Formation
The attitudes are learned. Though there are different approaches as how learning
works and is acquired by an individual, generally it is held that individuals learn
things from the environment in which they interact. Thus, for attitude formation,
all these factors must be taken into account from which people learn. Such
factors may be analysed in terms of groups starting from the family as a group,
an individual moves in a close group, then to longer groups, and finally to the
society. Apart from these groups, the individual’s psychology which makes up
particularly his personality, is also responsible for behaviour and attitudes.
9|Page
Methods of Attitude Change
There are various methods through which a positive change in attitudes may be
brought. In the social context, Cohen has suggested four methods for attitude
change. They are:
In some or the other, all these methods involve introducing discrepancies among
the elements making up the individual’s attitudes in the hope that the elements
will be rebalanced through the effective component of the attitudes. From the
organization point of view, a manager can take following actions in brining
change in attitudes of its organizational members.
• Group action
10 | P a g e
Values and Attitudes
Some researchers see values as consisting of large sets of related attitudes. For
example, “Fishbein” and “Ajzen” have included two components in attitudes-
informational, emotional. Thus, they have taken values as a part of attitudes.
However, some differences exist between values and attitudes. Attitudes are
specific and related to distinct objects, people, or ideas. Values are more general
than attitudes, values often contain statement of goodness or badness associated
with the attitudes which people hold. Values are, then, beliefs about which
attitudes we should have or how we should behave.
11 | P a g e
Values and Behaviour
12 | P a g e
Employee’s Attitudes towards the Organization
Attitudes are not the same as values, but the two are interrelated. You can see
this by looking at the three components of an attitude: cognition, affect and
behavior. The belief that “discrimination is wrong” is a value statement.
Types of Attitudes
Job Satisfaction
The term job satisfaction to an individual’s general attitude towards his or her
job. A person with a high level of job satisfaction holds positive attitudes about
their job, while a person who is dissatisfied with his or her job holds negative
attitudes about the job. When people speak of employee attitudes, more often
mean job satisfaction.
Job Involvement
The term job involvement is a more recent addition to the OB literature while
there isn’t complete agreement over what the tem means. A workable definition
states that job involvement measures the degree to which a person identifies him
with his or her job and considers his or her perceived performance level
13 | P a g e
important to self worth. Employees with a high level of job involvement
strongly identify with and really care about the kind of work they do.
Organizational Commitment
Research has generally concluded that people seek consistency among their
attitudes and between their attitudes and their behaviour. This means that
individuals seek to reconcile divergent attitudes and align their attitudes and
behaviour so that they appear rational and consistent. When there is an in
consistency, forces are initiated to return the individual to an equilibrium state.
This theory sought to explain the linkage between attitudes and behaviour.
Dissonance means an inconsistency. Cognitive dissonance refers to any
incompatibility that an individual might perceive between two or more of his or
her attitudes, or between his or her behaviour and attitudes.
14 | P a g e
Moderating Variables
The most powerful moderates have been found to be the importance of the
attitude; specially, its accessibility, whether there exist social pressures, and
whether a person has direct experience with the attitude. Important attitudes are
one’s that reflect fundamental values, self-interest, or identification with
individuals or groups that a person values. Attitude that individuals consider
important tend to show a strong relationship to behaviour.
Attitude Survey
15 | P a g e
Job Satisfaction
Job satisfaction is one of the important factors which have drawn attention of
managers in the organization as well as academicians Various studies have been
conducted to find out the factors which determine job satisfaction and the way it
influences productivity in the organization. Though, there is no conclusive
evidence that job satisfaction affects productivity directly because productivity
depends on so many variables, it is still a prime concern for managers. Job
satisfaction is the mental feeling of favorableness which an individual has about
his job. “Dubrins” has defined job satisfaction in terms of pleasure and
contentment when he says that.
Individual Factors
Individuals have certain expectation from their jobs. If there expectations are
met from the jobs, they feel satisfied. These expectations are based on an
individual’s level of education, age, and other factors.
16 | P a g e
1. Level of Education: Level of education of an individual is a factor
which determines the degree of job satisfaction. For example, several
studies have found the negative correlation between the level of
education, particularly higher level of education and job satisfaction.
3. Other factors: Besides the above two factors, there are other individual
factors which affect job satisfaction. If an individual does not have
favorable social and family life, he may not feel happy at the work place.
Similarly, other personal problems associated with him may affect his
level of job satisfaction.
Job satisfaction has a variety of effects. The effects may be seen in the context
of an individual’s physical and mental health, productivity, absenteeism, and
turnover.
The degree of job satisfaction affects an individual’s physical and mental health.
Since, job satisfaction is a typed of mental feeling, its favorableness or
unfavourableness affects the individual psychologically which for example,
17 | P a g e
“Lawler” has pointed out that drug abuse, alcoholism, and mental and physical
health results from psychologically harmful jobs.
18 | P a g e
Attitude Measurement
The scale is then presented to the respondents. Each respondent checks the
statement in pulling together numerous methods dealings with attitude
measurement. They are:
• Self Report
• Indirect Tests
19 | P a g e
However attitude measurement of employees in an organization is most
commonly carried out with self-respect questionnaires uses several scaling
methods. There are three types of attitude scaling which are commonly used in
attitude measurement. They are Thurston type of scale, Likert scale, and
semantic differential. With which he agrees his attitude score is then based on
the average or the median scale of the statements that he has checked. Soon
after Thurston scale, Likert experimented with certain other varieties of attitude
scales. Likert’s attitude scale uses five points. The statements relating to the
measurement of attitude is given to the person concerned and he is asked to
check one of the five points given for every statement. These points show the
degree of agreement or disagreement with the statement. The Likert scale is
considered better as compared to Thurston because of several positive facts.
21 | P a g e
LITRATURE REVIEW
A majority of U.S. employees say they are satisfied with their job and nearly
half feel pride in their career, according to a recent, “Harris Interactive Poll”.
Still, many U.S. employees dislike their jobs, suffer from burnout and don’t
have good feelings about their employers and Senior Managers, the poll shows.
Employees in small organizations are more likely to have positive attitude
towards their jobs, their employers and their top managers.
Of people working for small employers, 54% of those polled say they are
satisfied with their job, and company. 38% of those working for large
employers feel they are at dead-end jobs, compared with 24% of those working
for companies feel “this is the best organizational to work for” only 25% of the
people working for large organizations, compared with for small employers,
believe that the top manages display integrity and morality. This survey also
shows that younger workers have much more negative view of their job than
older workers. Among the older workers, 59% say a good deal of their pride
comes from their work and careers, compared with just 37% of the younger
workers. Likewise, among 64% of the older workers, only 47% of the younger
workers really care about the fate of the organization for which they work.
Overall, while 595 of the employees are satisfied with their jobs, that two out of
every five 41% of the workers aren’t satisfied. In addition, one-third of the
workers feel they are in dead-end jobs, and “trying to cope with feeling of burn
out”. Burn out is much more prevalent among the workers’ ages between 18-24
years, 47% report feeling burned out, compared with 28% of the older workers.
22 | P a g e
Ms. B. Nagalakshmi, 2006, had done a project on “Employee Attitude towards
the Organisation in “Lakshmi Machine Works Limited” and she suggested that
Management/HR department may be changing the procedures or approaches to
improve the employees’ positive attitude towards them by participation from
them. Attitudes change from person to person. In an organization, the functions
and procedures followed by the management/ HR departent should accepted and
negative attitudes if any may be identified at an earlier stage. Relationship of the
employees with the HR Department may be enhanced to reduce negative
attitude among the employees in general which will lead to prosperity of the
company through profits and that of the employees through enhanced quality of
work life.
Ganguli (1964) has argued that the factors that determine performance of the
workers in an industrial job can be classified under three heads.
1. Personal factors
2. Work factors
Personal Factors refer to skills of workers and the degree of motivation that
determine the extent to which he will apply his skill to the job. Work factor
refers to tools and equipment, method of work and materials used. Examples of
environmental factors are (a) physical lighting, ventilation, etc. (b) social and
psychological nature of leadership (supervisory and managerial), social climate
in the shop, nature of the group formation amongst members, etc and (c) Nature
of organizational controls, communication patterns, etc.
Mr. Vijayanand, 1999, had done a project on “job satisfaction”, among the
employees in “Sakthi Sugars” and he suggested that the organization has to
23 | P a g e
concentrate more on labour measures and also with regard to the maintenance of
buildings.
Mr. Vasudevan.C, 1999, had done a project on “job satisfaction” among the
workers in “ELGI Electric and Industries Limited” and he suggested that the
organization may provide better working conditions, can reduce the hours of
work and provide more career advancement opportunities.
Fleishman (1953) has studied the relationship of supervisory behaviour with the
productivity and morale of the sub ordinates, superiors create certain climate in
their department and high consideration results in high productivity and morale.
24 | P a g e
collected through discussion with officials of the Personnel Department from
the data it was found that almost every one were satisfied.
He holds that the effective leader or manager will help people to move from a
style of immaturity or dependent, towards a style of maturity.
25 | P a g e
RESEARCH METHODOLOGY
INTRODUCTION
Here, the general employee opinion survey method has been followed. The
questionnaires were directly handed over to the employees of the organization
for their responses.
26 | P a g e
SAMPLING METHOD
• Convenience sampling
In this research, the respondents are working minds from different companies.
Questionnaire is the main tool for data collection. Questionnaire has been
distributed to the employees directly and a discussion also has been done.
The following are the statistical tools used in this project to arrive specific
results.
Percentage Analysis:
27 | P a g e
Chi-Square Test:
Chi-Square=(Oi-Σi2)/Ei
This study has some limitations. They are Only 180 sample size has been taken
for this study. So, if this study is conducted to maximum persons, it may give
accurate overall attitude of the employees.
28 | P a g e
DATA INTERPRETATION AND ANALYSIS:
Frequency Percent
31 to 40 13 7.2
41 to 50 113 62.8
51 to 60 54 30.0
Total 180 100.0
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
29 | P a g e
2. The educational qualification of respondents for the survey
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
30 | P a g e
3. Marital status of respondents for the survey
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
31 | P a g e
4. Length of service of respondents for the survey
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
32 | P a g e
5. Number of Members in Family
Frequency Percent
Single 6 3.3
Self and spouse 11 6.1
Self, spouse and child 70 38.9
Self, spouse and two children 90 50.0
Self, spouse children and parents 3 1.7
Total 180 100.0
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
33 | P a g e
6. Present salary:
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
It is interpreted from the above table , 25% of the respondents draw rs 6000 to
8000, 40 % of respondent draw 8000 to 10000, 16% of the respondents belongs
to 10000 to 12000, and 17% of the respondents belongs to 12000 and above.
34 | P a g e
7. Satisfaction on type of work performed
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
The table show that 85% of the respondents are highly satisfied of type of work,
14.4% of the respondents are satisfied on type of the work and .6% percentage
of respondents are neither satisfied nor dissatisfied on type of the work
35 | P a g e
8. Work load
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
The table show that 91.7 % of the respondents are highly satisfied of work load,
3.9 % of the respondents are satisfied on work load and only 4.4 % of
respondents are neither satisfied nor dissatisfied on work load
36 | P a g e
9. Job Rotation
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
The table show that 85.6 % of the respondents are highly satisfied of job
rotation, 11.1 % of the respondents are satisfied on job rotation and only 3.3 %
of respondents are neither satisfied nor dissatisfied on job rotation
37 | P a g e
10. Working Hours
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
The table show that 93.3 % of the respondents are highly satisfied of working
hours, 6.1% of the respondents are satisfied on working hours, and only .6% of
respondents are neither satisfied nor dissatisfied on working hours.
38 | P a g e
11.Shift Timing
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
The table show that 96.1 % of the respondents are highly satisfied of shift
timings, 3.9% of the respondents are satisfied on shift timing.
39 | P a g e
12.Responsibilities/Assignment Given
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
The table show that 91.1% of the respondents are highly satisfied of
responsibilities, 7.8% of he respondents are satisfied on responsibilities, and
only 1.1% of respondents are neither satisfied nor dissatisfied on
responsibilities.
40 | P a g e
13. Acceptance of Suggestions Given
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
The table show that 93.3% of the respondents are highly satisfied of acceptance
of suggestion, 6.7 % of the respondents are satisfied on acceptance of
suggestion
41 | P a g e
14. Recognition of Performance
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
The table show that 91.7 % of the respondents are highly satisfied of
recognition by performance, 3.9 % of the respondents are satisfied on
recognition by performance, and only 4.4 % of respondents are neither satisfied
nor dissatisfied on recognition by performance.
42 | P a g e
15. Quality of work life
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
The table show that 92.8 % of the respondents are highly satisfied of acceptance
of quality of work life, 7.2 % of the respondents are satisfied on quality of work
life.
43 | P a g e
16.Work Stress
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
The table show that 93.3% of the respondents are highly satisfied of work
stress, 6.7 % of the respondents are satisfied on work stress.
44 | P a g e
17.What is your opinion about the co-workers relationship?
Frequency Percent
Chart Title
160
140
120
100
80
60
40
20
0
Very helpful Helpful Indifferenct
The table show that 84% of the respondents are highly satisfied of co-worker
relationship, 13% of the respondents are satisfied on co-worker relationship, and
only 2% of respondents are neither satisfied nor dissatisfied on co-worker
relationship.
45 | P a g e
CHI SQUARE ANALYSIS
age 31 to 40 13 13
41 to 50 95 18 113
51 to 60 45 8 1 54
Ψo2 = 28.222
The table value Ψe2 for the same at 5% level of significance = 16.919 (i.e.) D.F
= 9Since the computed value is greater than the table value, the hypothesis is
rejected Hence, there is an association between age and type of work performed.
46 | P a g e
Second Analysis
quality of Total
work life
1.00 2.00
2.00 20 0 20
3.00 6 0 6
Ψo 2 = 222.5333
The table value Ψe 2 for the same at 5% level of significance = 5.919 (i.e.) D.F
=2
Since the computed value is greater than the table value, the hypothesis is
rejected Hence, there is an association between job rotation and quality of work
life.
47 | P a g e
DISCUSSIONS
Job Security is a potential tool for the motivation of the employees which in this
study shows that, the employees have a negative attitude towards it. The
management may make the employees understand that they are the partners of
the business and the employees’ organization life depends up on the
constructive contributions made by them.
Only half of the respondents are satisfied with the medical facilities and safety
procedures provided in the organization which means that the remaining half of
them are not satisfied. Therefore, the management with regard to the medical
facilities along with ESI may offer a minimal amount exclusively for the
medical expenditure as a special package for different levels of employees. This
may motivate them and restrict them to avail leave. As per the respondents’
opinion, safety procedures followed are not up to the mark which also is one of
the reason for regular absenteeism. The respondents also feel that the leave
facilities provided are also not adequate. Management in this regard may
identify the ways by which leave facilities may be improved without disturbing
the regular schedule of work, by giving restricted holidays, by increasing the
number of paid holidays etc.
48 | P a g e
Therefore, the management may formulate strategies based on the workers’
Participation in Management bill or prepare a tailor-made guideline for the
extent of participation by the workers in the management decisions because
when decision marker execute, the execution proves worthy.
49 | P a g e
Annexure: Questionnaire
1. Age group
a) 31 to 40
b) 41 to 50
c) 51 to 60
2. Educational qualification
3. Martial Status
a) Married
b) Single
4. Length of service
a) 3 to 6 years
b) 6 to 9 years
c) 9 to 15 years
d) 15 years and above
a) Single
b) Self and spouse
c) Self, spouse and child
d) Self , spouse and two children
e) Self, spouse and parents
50 | P a g e
6. Present salary you draw
a) Rs 6000 to 8000
b) Rs 9000 to 10000
c) Rs 11000 to 12000
d) Above 12000
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
a) Highly satisfied
b) Satisfied
c) Neither satisfied not dissatisfied
a) Highly satisfied
b) Satisfied
c) Neither satisfied not dissatisfied
a) Highly satisfied
b) Satisfied
c) Neither satisfied not dissatisfied
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
51 | P a g e
12. Satisfaction with responsibilities/Assessments given
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
a) Highly satisfied
b) Satisfied
a) Highly satisfied
b) Satisfied
c) Neither satisfied nor dissatisfied
a) Highly satisfied
b) satisfied
a) Highly satisfied
b) Satisfied
a) Very helpful
b) Helpful
c) Indifferent
52 | P a g e