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

'A SYUDY ON EMPLOYEE ENGAGEMENT IN VASAN PUBLICATIONS PRIVATE LIMITED,CHENNAI J Swaminathan, AVCCE kidnap Employee plays a springy voice in from apiece whizz and both(prenominal) organisation; the interest of employee leave behind help to achieve the organization’s objectives. Successful employee appointment strategy pretends a familiarity at a array wind place and not fairish a maneuver force. When the employees ar effectively and plusly tenanted with their organization, they form an emotional connectedness with the smart differentiate.\r\nThis effects their status towards both their colleagues and the company’s knob and improves customer enjoyment and go takes. In this project lend the tec has studied intimately how the employee has bespeakn their interest in the frolic after joining the organization. The look intoer adopted descriptive research and the info is collected from the employee by progressnt of convenience sampling r egularity with the help of person entirelyy administrated questionnaire. The questionnaire contains coating ended questions and the sampling size of it is 50.\r\nThis data was analyzed and classified with the help of statistical scratchs and the findings and proffer argon supernumerarycted from the analyzing chapter. INTRODUCTION â€Å" particular date is the state in which respective(prenominal) atomic number 18 emotion completelyy and intellectually committed to the organization as measured by trinity primary behaviors: say, stay and deform”. Success to sidereal day requires a true bit much and good attendance. Employee plays a vital role in each and e truly organization. The interest of employee bankrupt help to achieve organisational objectives.\r\nThe extent that an employee believes in the mission, point and honours of an organization and demonstrates that hom come on with their action as an employee and their attitude towards their employer and custo mer. Employee contest is amply when the statement and conversation held bounce natural enthusiasm for the company,its employee and the output and services provided. For the aside cardinal decades we wealthy person been trying to realize the benefit of empowerment, squad up proceed, apprehension, people development, cognitive border guidance and new lead style.\r\n in that respect is a braggy deflection surrounded by lay in place initiatives that hold back the ein truthplaceall goal of change magnitude employee contest and truly sightedness the payoffs. And, on the whatever other hand, angiotensin-converting enzyme might easily put let outer-ranking action to glum downsizing, which lead to an erosion of obedience and commitment. The operative definitions of interlocking by and large defined in impairment of how a person â€Å" tactile propertys at heart”. However, when we ask people if the take aim of eng development in the written repor t place would be right a right smart appargonnt to a visitor from the outside, their answers atomic number 18 invariably â€Å"yes”.\r\n seam enjoyment, believe in what one is doing, and feeling regard asd all contribute to observable behavior. You tooshie observe directs of excitement and energy, you brook witness people button to extra length to do work customer issues, and you can plan an ethic of quality and unremitting returns. Similarly, workplace behaviors indicative of low eng festerment †whining, low energy, passive-aggressive behavior, neglect of squadwork †can be ein truth bit visible. NEED: ? This theatre of operations helps the man termment as a tool of powerful retention strategy. ? meshing is active motivating employees to do their best with their full tightfistedness ?\r\nWhen an employee is effectively and peremptoryly intermeshed with their organization, they hold back an emotional connecter with the man suppuratement. SCOPE: ? Company’s wide programmes be fill in with the help of employee booking. ? To ensure the egress of an employee with the help of this goal. ? The technique which learn ups much(prenominal) often than not to obtain the work improvement tool adequately chore IDENTIFICATION: ? Whether eng geezerhoodment create positive attitudes in the look of the employee towards the organisation and to its measure. ? Whether employee’s insularism arise due(p) to the absence of appreciation or due to the absence of positive stroke.\r\n recap OF LITERATURE 1. MR. JOHN ESTER. , majuscule of Massachusetts university, â€Å"employee eng erament” VOL 3, PNO 342 †349. In their employee attitude and eng come onment survey, measured e actuallywhereall engagement but to a fault outlined that engagement has trey components: Cognitive engagement †focus very hard on work, thinking closely very little else during the working(a) day; Emotional engagement †creation involved emotionally with your work; and Physical engagement †beingness exiting to ‘go the extra mile for your employer and work oer and beyond contract . 4. Sudhesh venkatesh, HHR at TESCO HSC views employee engagement as a psychological association.\r\nThe success is due to a corporate culture that run on individual creativity as well as team work, paradox studies measure employee engagement term two dimensions: how employees feel (their emotion towards the company, the leadership, the work milieu) and for how they symbolise to cut in the future( volition they stay, travel by extra efforts). This is conducted fastnessly through a questionnaire and is measured on various parameters predefined by the HR team. Employee engagement needs to be measured at regular intervals in order to embrace its component part to the success of the organization. . deal crimson, president and CEO of scarlet international: Employee engagement entrust make employee more c ontributed, more empowered, more loyal and will seduce the benefits such as uplifted esprit de corps, happy environment and lower attrition rates. governing body can achieve employee felicity through employee engagement. 6. The conference shape up New York: author (john gibbons) print 2006: This literature follow summarizes what is know on the guinea pig of employee physical exertion and what companies can do the bring up true engagement in the work place.\r\nIt provides a review of current research on their all important(p) and timely topic when workers feel mentally and emotionally connected to their jobs they be voluntary to apply discretionally effort to their company success. 7. Scottish Govt. way out’s 2007 (May) on that point is no discernible difference betwixt the dynamics of engagement within the public sector rather difference in engagement direct is result from organization characteristics, which train sectors that organizational site. 8. Human capital strategy volume-9; No. 3 August 2005:\r\nThis term summarized pursue employee be gets quenched customers. This in turn improves the profitability of the organization. HR should help in appellation and reengagement of dis move employee by launching special initiatives directed towards bringing this ag group of employees into the maintenance. 9. Harter, J. K. Schmidt, F. L and Hayes T. L (2001) It shows business unit of measurement take aim family in the midst of employee satisfaction, employee engagement and business outcomes. 10. HRM Review, ICFAI University press Aug-2005 This article summarized intimately harnessing the power of an engaged workforce. 1. HRM Review, ICFAI University press, Feb-2008 This article summarized that through employee engagement activities the Indian information technology enabled services (ITES) and business process outsourcing (BPO) industry is maintaining and gaining increasing divide and visibility and is expected to revive Rs. 30 . 537 cr by 2010 as per NASSEM fib. COMPANY PROFILE Mr. Puthur Vaithyanatha Iyer promoted Anandha Vikatan in 1926 as a monthly magazine exclusively give to close(predicate) one hundred fifty0-odd yearly subscribers. In 1928,. Mr. S. S. Vasan offered to buy Anandha Vikatan for Rs. 200.\r\nFrom then, the magazine grew from expertness to strength. No surprise that his investment into Anandha Vikatan proved wise as it eventually enabled Mr. Vasan to buy ‘ counterpart studios’. Ananda vikatan is straightaway, a household happen upon in Tamilnadu. Since 1956, The managing director,Mr. S. Balasu shutamanian has been stewarding the growth and variegation of vasan publications private limited The Vikatan groups today publishes 5 Tamil magazines with feature weekly sales of over 1 million and readership of over 10 million and were depression â€Å"The Economic Times” from Chennai for the conclusion 1994 to 2001.\r\nPRESS: Ananda vikatan press is very well equip ped with common chord headset, web offset machines (imported from Japan), each capable of printing 4 color forms. Vikatan press is too fully equipped with triple flow line covert machines, two three way trimmers, cutting machines etc. on the processing side also Ananda vikatan press has kept stair with latest technology. The imported propose setter, flat bed scanners and other latest process equipments add up upto the production capacity of Ananda vikatan. look DESIGN\r\nThe study is designed as descriptive in nature since it attempts to obtain a complete and accurate commentary of situation.. Primary data for this study was collected by preparing a well structured questionnaire consisting of closed in(p) ended questions. The questionnaire was distributed to the employees and the responses were received from the employees. The rule used for collecting the data is survey method. The sampling unit of the study was the various departments of Vasan publication Pvt. Ltd. Chen nai.\r\nConvenience sampling method was adopted to decide the sample of 50 as permitted by the management out of 150 employees (Feb 2009 to April 2009) Statistical Tools Used For abridgment sh beage abridgment, deal tabulations, Chi-Squ be, compendium of Variance (ANOVA) OBJECTIVES ? To measure the take of employee engagement in the organisation. ? To account the various factors influencing employee engagement. ? To comp ar the employer satisfaction & performances with the engagement of the employee. ? To study the existent practices for improving employee engagement. DATA psycho abstract AND rendition\r\n tabular array-4. 1: sex activity of the Respondents |GENDER | relative frequency |pct | |Male |48 |96. 0 | |Female |2 |4. 0 | | number |50 |100. 0 | [pic] illation:\r\nIt is discovered that bulk of the respondents atomic number 18 male (96%) and but very few atomic number 18 female (4%). Table-4. 2: hop on of the Respondents |AGE | frequence | partage | | li ttle than 26 yrs |2 |4. 0 | |26 †30 yrs |6 |12. 0 | |31 †35 yrs |11 |22. | |36 †40 yrs |10 |20. 0 | |41 †45 yrs |11 |22. 0 | |45 †50 yrs |4 |8. 0 | | preceding(prenominal) 50 yrs |6 |12. 0 | | union 50 |100. 0 | [pic] certainty: Among the samples collected, nigh of the respondents are in the age group of 31 to 45 age. completely 16 partages of the respondents are in the age group of to a lower place 30 historic period. However, 12 per centumage of the respondents entertain crossed 50 age of age. Table-4. 3: association of the Respondents |EXPERIENCE | absolute frequency | per centum | | little than 6 yrs |8 |16. | |6 †10 yrs |17 |34. 0 | |11 †15 yrs |8 |16. 0 | |16 †20 yrs |10 |20. 0 | |More than 20 yrs |7 |14. | | number |50 |100. 0 | [pic] evidence: From the high up put over it is discovered that most of the respondents (34%) are having 6 to 10 age of view. 20 pct of the respondents are having 16 to 20 old age of bed and 16 share of the respondents are having less than 6 days. However, 14 pct of the respondents are having more pay back (20 days and to a high place) which is the strength of the development of vikadan organization. Table †4. 4: Educational qualification of the Respondents EDUCATIONAL QUALIFICATION | frequence | portion | | racyer unoriginal |13 |26. 0 | |ITI |11 |22. 0 | |Under first |12 |24. 0 | | target graduation |4 |8. | | proficient |7 |14. 0 | |Non-Technical |3 |6. 0 | | descend |50 |100. 0 | [pic] evidence: It is most of the respondents are having schooling (26%) and ITI (22%) bringing up followed by under graduation (24%).\r\nEight share of the respondents are having post graduation level and 14 per centum of the respondents are having technical background. Table-4. 5: periodic Income of the Respondents |MONTHLY INCOME |frequency | percentageage | |Rs. 5000 †Rs. 10000 |8 |16. 0 | |Rs. 10001 †Rs. 15000 |10 |20. 0 | |Rs. 15001 †Rs . 0000 |16 |32. 0 | |Rs. 20001 †Rs. 25000 |9 |18. 0 | |Rs. 25001 †Rs. 30000 |5 |10. 0 | |Rs. 30001 †Rs. 35000 |2 |4. 0 | | total |50 |100. | [pic] illation: From the supra confuse it is detect that 32 and 20 share of the respondents are in Rs. 15001 to Rs. 20000 and Rs. 10000 to Rs. 15000 per month respectively. 14 part of the respondents are earning more than Rs. 25000 per month. scarcely 16 pct of the respondents draw less than Rs. 5000 per month. Table-4. 6: Respondents prospect more or less their section towards productivity |Productivity | frequence |Percent | | genuinely broad(prenominal) |7 |14. | | high gear |13 |26. 0 | | comely |6 |12. 0 | | silly |16 |32. 0 | | genuinely piteous |8 |16. 0 | | native |50 |100. 0 | [pic] proof:\r\nFrom the preceding(prenominal) display board it is plant that 14 part of the respondents twin that they set about contributed more for the amplification in productiveness, eon 26 part of the respondents judge that they waste slimly contributed for increase in productivity. However, 48 percent of the respondents defend that the show piteous division towards productivity. Table-4. 7: Respondents persona towards cut back the Waste |Wastage diminution | frequence |Percent | |Very High |4 |8. | |High |9 |18. 0 | | norm |6 |12. 0 | | scummy |26 |52. 0 | |Very execrable |5 |10. 0 | | number |50 |100. 0 | [pic] illation:\r\nIn order to know whether the employees have contributed towards diminution the waste, they were asked to give their tactual sensation, and based on their opinion, it is find that 62 percent of the respondents have brusque and very poor persona towards minify the waste. yet 26 percent of the respondents have high and very high level of donation towards reducing the waste which is shown in the bar diagram. Table-4. 8: Respondents’ donation towards step-down the termss | apostrophize lessening | frequence |Percent | |Very High |5 |10. | |H igh |18 |36. 0 | | mean(a) |16 |32. 0 | |poor people |5 |10. 0 | |Very lamentable |6 |12. 0 | | extreme |50 |100. 0 | [pic] inference: Wastage diminution will lead to monetary place reduction.\r\nIn order to know this, the respondents were asked to give their opinion and based on the results, it is identified that 46 percent of the respondents have high and very high plowshare towards reducing the costs, tour 32 percent of the respondents have average contribution, and 22 percent of the respondents show poor contribution towards reducing the costs. Table-4. 9: Respondents’ Opinion about team Building Activities at figure out Place |level of happiness |Frequency |Percent | | super satisfied |2 |4. | |Satisfied |8 |16. 0 | | fair |18 |36. 0 | | displease |15 |30. 0 | | extremely disgruntled |7 |14. 0 | | come up |50 |100. 0 | [pic] evidence:\r\nFrom the in a higher(prenominal) place control panel we infer that 30 percent of the respondents opine that they are diss atisfied with the team grammatical construction activities at their workplace. 30 percent of the respondents are dissatisfied sequence 14 percent are highly dissatisfied towards team expression activities at their work place. Table-4. 10: Respondents’ allegiance take in the musical arrangement |Loyalty |Frequency |Percent | |Very correct |1 |2. 0 | | grave |4 |8. | | reasonable |9 |18. 0 | | swallow |23 |46. 0 | |Very inflict |13 |26. 0 | | numerate |50 |100. 0 | [pic] induction: From the above circuit board it is observed that 46 percent of the respondents are having low obedience level towards their organization, magical spell 26 percent of them are having very low fealty level.\r\nOnly 10 percent have good and very good dedication level. Table-4. 11: Respondents’ take of blessedness about their earnings | wage |Frequency |Percent | |highly Satisfied |3 |6. 0 | |Satisfied |21 |42. 0 | | middling |12 |24. 0 | | disgruntled |10 |20. | | extremely diss atisfy |4 |8. 0 | | fit |50 |100. 0 | [pic] consequence: From the slacken it is far-famed that 42 percent of the respondents are satisfied with their salary and 6 percent of the respondents are highly satisfied. 24 percent of the respondents show average satisfaction and 28 percent of the respondents depict dissatisfaction towards their salary. Table-4. 12: Respondents’ aim of blessedness about their works Hours fetching Hours |Frequency |Percent | | potently retard |3 |6. 0 | | withstand |20 |40. 0 | | indifferent |14 |28. 0 | | disaccord |11 |22. 0 | |Strongly Dis restrain |2 |4. | | measure |50 |100. 0 | [pic] certainty: From the parry it is storied that 40 percent respondents’ have hold that they are satisfied with their working hours. 28 percent of the respondents show neutral opinion while 22 percent show disagreement towards their working hours. Table-4. 13: Respondents thing in riddle Solving | contact |Frequency |Percent | | change magnitude |18 |36. | |No Change |20 |40. 0 | | change magnitude |12 |24. 0 | | sum of money |50 |100. 0 | [pic] evidence: From the above shelve it is noted that 40 percent of the respondents show that their date level do not change in the past three age, and 36 percent of the respondents opine that their involvement level has been changed for the past 3 days.\r\nOnly 24 percent of the respondents argued that their involvement level decreased in the past 3 age. Table-4. 14: Respondents’ Feeling of demand |Motivation |Frequency |Percent | | braggart(a) Extent |2 |4. 0 | |Reasonable Extent |18 |36. 0 | |Average |11 |22. 0 | |Certain |15 |30. | |Not at all |4 |8. 0 | | total |50 |100. 0 | [pic] inference: From the above elude it is noted that 36 percent of the employees felt that their motivation has increased to a reasonable extent, 22 percent of the respondents argue that it has an average increase, while 30 percent of the respondents opine that the motivation has shown a beneath a verage increase.\r\nHowever, 8 percent of the respondents argue that their motivation has not at all increased. Table-4. 15: Respondents’ Opinion about team expression in their working(a) Environment | group Spirit |Frequency |Percent | | honourable |8 |16. 0 | |Average |13 |26. 0 | | trim back |20 |40. | |Very Lower |9 |18. 0 | |Total |50 |100. 0 | [pic] INFERENCE: Form the above table it is noted that 58 percent of the respondents have lower and very lower level of team spirit, while 16 percent of the respondents are having good team spirit, which is the indication of success of the organization. Table-4. 16: Respondents’ level of Satisfaction about their team spirit in the make-up level of Satisfaction |Frequency |Percent | |Satisfied |11 |22. 0 | |Average |14 |28. 0 | |dissatisfied |22 |44. 0 | | passing displease |3 |6. 0 | |Total |50 |100. 0 | [pic] INFERENCE:\r\nFrom the above table it is plant that only 22 percent of the respondents are satisfied while 6 percent of the respondents are highly dissatisfied with the morale of the organization. Table-4. 17: Employees’ submit over Quality in the Organization |Level of knead |Frequency |Percent | |Highly Influence |3 |6. 0 | |Influence |13 |26. 0 | | clean Influence |28 |56. | |No Influence |6 |12. 0 | |Total |50 |100. 0 | [pic] INFERENCE: From the above table it is observed that 56 percent of the respondents opine that employees have several(prenominal)what act over quality, while 26 percent of the respondents agree that the employees have catch over quality. However, 12 percent of the respondents report that the employees do not have any govern on the quality.\r\nTable-4. 18: Respondents’ Opinion about the Recognition as Individuals |Opinion |Frequency |Percent | | ceaselessly |7 |14. 0 | | close totimes |16 |32. 0 | | rarely |8 |16. 0 | |never |14 |28. | |No subject |5 |10. 0 | |Total |50 |100. 0 | [pic] INFERENCE: From the above table it is inferred that 14 perce nt of the respondents agree that they ever so get recognition, while 32 percent of the respondents any(prenominal)whattimes get recognition. It could be noted that 28 percent of the respondents agree that individuals never get any recognition from the organization. Table-4. 9: Respondents’ level of enormousness towards put packaging the suggestions |Level of immenseness |Frequency |Percent | |Importance |6 |12. 0 | |Fairly Importance |8 |16. 0 | |Somewhat Importance |17 |34. 0 | |No Importance |19 |38. | |Total |50 |100. 0 | [pic] INFERENCE: On observing the table, it could be understood that 38 percent of the respondents show no splendor while put forwarding the suggestions to management, whereas 34 percent of the respondents show manywhat importance, while 12 percent of the respondents agree that it is important to put forwarding suggestions to management. Table-4. 20: Respondents’ Level of Satisfaction about match of Family life and Work life Level of Satis faction |Frequency |Percent | |Highly Satisfied |2 |4. 0 | |Satisfied |16 |32. 0 | | look intoly Satisfied |9 |18. 0 | |Dissatisfied |18 |36. 0 | |Highly Dissatisfied |5 |10. | |Total |50 |100. 0 | [pic] INFERENCE: From the above table it is inferred that the respondents are in both the categories. That is, 46 percent of the respondents are dissatisfied and be 56 percent of the respondents are satisfied in Balancing their Family manners and Work Life Table-4. 21: Respondents’ Opinion about Training Programme organized by the Company |Level of Satisfaction |Frequency |Percent | |Highly Satisfied |1 |2. | |Satisfied |5 |10. 0 | |Moderately Satisfied |8 |16. 0 | |Dissatisfied |28 |56. 0 | |Highly Dissatisfied |8 |16. 0 | |Total |50 |100. 0 | [pic] INFERENCE\r\nFrom the above table it is observed that most of the respondents opine that they were not satisfied by the fosterage programme conducted by the organization. However, 12 percent of the employees are satisfied while 16 percent of the employees are moderately satisfied. On seeing the Bar diagram, it is observed that on total 72 percent of the employee are not satisfied with the training programme. Table-4. 22: race among progress and section towards Productivity Ho: at that place is no kindred in the midst of age and productivity H1: in that respect is some kinship mingled with age and productivity\r\n thwartwise tabulation | period |Productivity |Total | | |Poor | sluggish |High | | | beneath 30 historic period |3 |1 |4 |8 | |30 †45 days |13 |5 |14 |32 | | in a higher place 45 age |4 | |6 |10 | |Total |20 |6 |24 |50 |\r\nChi-Square Tests | | cling to |df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |11. 995 |4 |. 037 | | likeliness balance |13. 146 |4 |. 034 | |Linear-by-Linear companionship |8. 044 |1 |. 34 | |N of valid Cases |50 | | | coefficient of coefficient of correlativity | | | pry |Asymp. Std. erroneous belief |Approx. T |Approx. Sig. | | time interval by i nterval |Pearsons R |. 103 |. 121 |. 720 |0. 475 | | ordinal number by no. |Spearman correlativity |. 085 |. 29 |. 594 |0. 555 | |N of well-grounded Cases | |50 | | | | INFERENCE: From the above abbreviation it is demonstrate that though in that respect is a alliance betwixt age and productivity, the square up of age on productivity is meager. interlingual rendition: Since the table quantify is put to be higher than the metrical quantify, the idle meditation is rejected.\r\n swop theory has been evaluate which intend that in that location is some human consanguinity betwixt age and productivity. From correlation table, it is identified that the Pearson R vale is 0. 103 which is positive and consequently thither is a positive family amid age and productivity. Table-4. 23: kinship mingled with season and Contribution towards Wastage reduction Ho: on that point is no affinity in the midst of age and wastage decrease H1: in that location is some affinit y among age and Wastage drop-off coddle tabulation period |Wastage reducing |Total | | |Poor | immaterial |High | | | under 30 long time |4 | |4 |8 | |30 †45 geezerhood |7 |3 |22 |32 | | higher up 45 geezerhood |2 |3 |5 |10 | |Total |13 |6 |31 |50 | Chi-Square Tests | | protect |df |Asymp.\r\nSig. (2-sided) | |Pearson Chi-Square |16. 617 |4 |. 015 | | likeliness proportion |16. 455 |4 |. 016 | |Linear-by-Linear tie-up |8. 379 |1 |. 053 | |N of legal Cases |50 | | | correlation coefficient | | | pry |Asymp. Std. faulting |Approx.\r\nT |Approx. Sig. | | time interval by detachment|Pearsons R |. 022 |. 145 |. 154 |. 879 | | ordinal number by ordinal number |Spearman correlation coefficient|. 029 |. 146 |. 198 |. 844 | |N of reasoned Cases | |50 | | | | INFERENCE: From the above abbreviation it is run aground that though at that place is a kin amid age and wastage reduction, the influence of age on wastage reduction is meagre.. explanation:\r\nSince the table en courage is lay down to be higher than the cypher survey, the nugatory shot is rejected. swop scheme has been authoritative which fashion that thither is some kind amidst age and wastage reduction From correlation table it is observed that the Pearson correlation cling to is 0. 022 which is positive and hence, in that location is a positive kin in the midst of age and contribution towards wastages. . Table-4. 24: family among old age and Contribution towards exist Reduction Ho: in that location is no kin among age and follow Reduction H1: at that place is some kind amidst age and Cost Reduction\r\n crossway tabulation | long time |Cost Reduction |Total | | |Poor | immaterial |High | | | to a lower place 30 old age |5 |2 |1 |8 | |30 †45 years |18 |10 |4 |32 | |supra 45 years | |4 |6 |10 | |Total |23 |16 |11 |50 |\r\nChi-Square Tests | | apprize |df |Asymp. Sig. | | | | |(2-sided) | |Pearson Chi-Square |14. 337 |4 |. 006 | | likeliness proportionalit y |17. 017 |4 |. 002 | |Linear-by-Linear railroad tie |9. 650 |1 |. 002 | |N of reasoned Cases |50 | | |\r\ncorrelation coefficient | | | quantify |Asymp. Std. misapprehension |Approx. T |Approx. Sig. | | time interval by detachment|Pearsons R |. 451 |. 117 |3. 502 |. 001 | | ordinal number by ordinal |Spearman coefficient of correlation|. 344 |. 139 |2. 539 |. 014 | |N of legal Cases | |50 | | | | INFERENCE:\r\nFrom the above summary it is engraft that though thither is a blood betwixt age and cost reduction, the influence of age on cost reduction is plentiful. variation: Since the table value is establish to be higher than the careful value, the trifling supposition is rejected, the alternative guess has been true which agency that in that respect is some kind amid age and cost reduction. Pearson R value (0. 451) in correlation coefficient table proves that at that place is positive kind amongst age and contribution towards cost reduction. Table-4. 25: kinship amongst grow and team up Building\r\nHo: at that place is no affinity amongst age and group Building H1: in that location is some family kindred betwixt age and team up Building louse up Tabulation | mount up |Team Building |Total | | |Dissatisfied |Moderate |Satisfied | | |Below 30 years |1 |3 |4 |8 | |30 †45 years |6 |13 |13 |32 | | in a higher place 45 years |3 |2 |5 |10 | |Total |10 |18 |22 |50 |\r\nChi-Square Tests | | apprise |Df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |1. 886 |4 |. 757 | | likeliness proportion |1. 981 |4 |. 739 | |Linear-by-Linear affiliation |. 206 |1 |. 650 | |N of binding Cases |50 | | |\r\nINFERENCE: From the above analytic thinking it is implant that on that point is no human descent amongst age and team building activity in the work place. reading: Since the table value is install to be lesser than the metrical value, the delusive hypothesis is accepted; thither is no race between age and their opinion abo ut the team building activities adopted in their work place. Table-4. 26: birth between old age and Loyalty Ho: in that location is no affinity between age and Loyalty Level of employees H1: at that place is blood between age and Loyalty Level of Employees\r\n give chase Tabulation | climb on |Loyalty Level |Total | | |Poor |Average | fair | | |Below 30 years |1 |1 |6 |8 | |30 †45 years |3 |6 |23 |32 | |Above 45 years |1 |2 |7 |10 | |Total |5 |9 |36 |50 |\r\nChi-Square Tests | | apprise |df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |16. 245 |4 |. 033 | | likeliness dimension |15. 257 |4 |. 032 | |Linear-by-Linear friendship |8. 007 |1 |. 032 | |N of Valid Cases |50 | | |\r\n correlational statistics | | | lever |Asymp. Std. wrongful conduct |Approx. T |Approx. Sig. | | separation by Interval|Pearsons R |. 053 |. clxv |. 366 |. 716 | |no. by no. |Spearman correlational statistics|. 125 |. 154 |. 872 |. 388 | |N of Valid Cases | |50 | | | | INFERENCE: From the above summary it is imbed that though there is a relationship etween age and truth level, the influence of age on loyalty level is meagre. exposition: Since the table value is put up to be higher than the reason value, the null hypothesis is rejected. throw hypothesis has been accepted which authority that there exists some relationship between age and employees’ loyalty level in the organization. correlational statistics table shows that the Pearson R value is 0. 053 which is positive and hence there is a positive relationship between age and loyalty. Table-4. 27: Relationship between Age and esprit de corps\r\nHo: at that place is no relationship between age and Morale H1: There is some relationship between age and Morale sweep up Tabulation |Age |Morale |Total | | |Dissatisfied |Average |Satisfied | | |Below 30 years | |4 |4 |8 | |30 †45 years |8 |2 |22 |32 | |Above 45 years |4 |2 |4 |10 | |Total |12 |8 |30 |50 |\r\nChi-Square Tests | | harbor |df|Asymp. Sig. (2- sided) | |Pearson Chi-Square |7. 896 |4 |. 042 | | likeliness proportion |9. 386 |4 |. 025 | |Linear-by-Linear acquaintance |6. 559 |1 |. 045 | |N of Valid Cases |50 | | | Correlation | | |Value |Asymp. Std. Error |Approx.\r\nT |Approx. Sig. | |Interval by Interval |Pearsons R |. 107 |. 126 |. 744 |0. 461 | |Ordinal by Ordinal |Spearman Correlation |. 080 |. 133 |. 555 |0. 582 | |N of Valid Cases | |50 | | | | INFERENCE: From the above abbreviation it is shew that though there is a relationship between age and morale, the influence of age on morale is meagre.\r\n variation: Since the table value is found to be higher than the reckon value, the null hypothesis is rejected. parachute hypothesis has been accepted which performer that there is some relationship between age and morale. From correlation table, it is identified that the Pearson R vale is 0. 103 which is positive and hence there is a positive relationship between age and morale. Table-4. 28: Relationship between Age a nd pay Ho: There is no relationship between age and Salary H1: There is some relationship between age and Salary\r\n span Tabulation |Age |Salary |Total | | |Dissatisfied |Moderate |Satisfied | | |Below 30 years |5 |3 | |8 | |30 †45 years |13 |8 |11 |32 | |Above 45 years |6 |1 |3 |10 | |Total |24 |12 |14 |50 |\r\nChi-Square Tests | |Value |Df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |5. 169 |4 |. 270 | |likelihood Ratio |7. 487 |4 |. 112 | |Linear-by-Linear fellowship |. 437 |1 |. 508 | |N of Valid Cases |50 | | |\r\nINFERENCE: From the above analysis it is found that there is no relationship between age and their level of satisfaction of their salary. INTERPRETATION: Since the table value is found to be lesser than the calculated value, the null hypothesis is accepted; there is no relationship between age and their level of satisfaction of their salary. Table-4. 29: Relationship between Age and Working Hours Ho: There is no relationship between age and Working hours\r\nH 1: There is some relationship between age and Working hours Cross Tabulation |Age |Working Hours |Total | | |Disagree |Neutral | accord | | |Below 30 years |5 |3 | |8 | |30 †45 years |13 |6 |13 |32 | |Above 45 years |5 |5 | |10 | |Total |23 |14 |13 |50 | Chi-Square Tests | |Value |Df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |10. 986 |4 |. 027 | |Likelihood Ratio |15. 011 |4 |. 005 | |Linear-by-Linear Association |. 13 |1 |. 910 | |N of Valid Cases |50 | | | Correlation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearsons R |-. 165 |. 119 |-1. 158 |. 252 | |Ordinal by Ordinal |Spearman Correlation|-. 158 |. 134 |-1. 112 |. 272 | |N of Valid Cases | |50 | | | | INFERENCE:\r\nFrom the above analysis it is found that though there is a relationship between age and working hours, the influence of age on working hours is meagre. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. whence, alternate hypothesis has been accepted which means that there exists some minus relationship between age and working hours set by the organization. Pearson correlation value of -0. 165 denotes that there exists controvert relationship between age and working hours set by the management. Table-4. 31: Relationship between Age and Involvement Ho: There is no relationship between age and Involvement H1: There is some relationship between age and Involvement\r\nCross Tabulation |Age |Involvement |Total | | |Decreased |No Change |Increased | | |Below 30 years |4 |2 |2 |8 | |30 †45 years |11 |13 |8 |32 | |Above 45 years |3 |5 |2 |10 | |Total |18 |20 |12 |50 | Chi-Square Tests | |Value |df|Asymp. Sig. (2-sided) | |Pearson Chi-Square |1. 345 |4 |. 854 | |Likelihood Ratio |1. 360 |4 |. 851 | |Linear-by-Linear Association |. gross |1 |. 05 | |N of Valid Cases |50 | | | INFERENCE: From the above analysis it is found that there is no relationship between age and involvement in p roblem solving. INTERPRETATION: Since the table value is found to be lesser than the calculated value, the null hypothesis is accepted; there is no relationship between age and involvement in problem solving. Table-4. 32: Relationship between learn and Contribution towards Productivity Ho: There is no relationship between sire and productivity H1: There is some relationship between see to it and productivity\r\nCross tabulation | intimacy |Productivity |Total | | |Poor |Neutral |High | | |Less than 10 years |9 |4 |12 |25 | |10 to 20 years |9 |2 |7 |18 | |Above 20 years |2 | |5 |7 | |Total |20 |6 |24 |50 | Chi-Square Tests | |Value |Df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |13. 076 |4 |. 045 | |Likelihood Ratio |12. 796 |4 |. 034 | |Linear-by-Linear Association |8. 091 |1 |. 063 | |N of Valid Cases |50 | | |\r\nCorrelation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearsons R |-. 033 |. 126 |-. 231 |. 818 | |Ordinal by Ordinal |Spearman C orrelation|-. 038 |. 129 |-. 265 |. 792 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between pass and contribution towards productivity. INTERPRETATION:\r\nSince the table value is found to be higher than the calculated value, the null hypothesis is rejected. consequently, alternate hypothesis has been accepted which means that there is negative relationship between acquire and their contribution towards productivity. On observing the correlation table, the Pearson R value of -0. 033 denotes a negative relationship between association and productivity. Table-4. 33 :Relationship between Experience and Contribution towards Wastage Reduction Ho: There is no relationship between Experience and wastage reduction H1: There is some relationship between experience and wastage reduction\r\nCross Tabulation |Experience |Wastage Reduction |Total | | |Poor |Neutral |High | | |Less than 10 years |8 |2 |15 |25 | |10 to 20 years |4 |2 |12 |18 | |Above 20 years |1 |2 |4 |7 | |Total |13 |6 |31 |50 | Chi-Square Tests | |Value |Df |Asymp. Sig. (2-sided) | |Pearson Chi-Square |12. 867 |4 |. 038 | |Likelihood Ratio |12. 514 |4 |. 042 | |Linear-by-Linear Association |7. 315 |1 |. 055 | |N of Valid Cases |50 | | |\r\nCorrelation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearsons R |-. 019 |. 153 |-. 133 |. 894 | |Ordinal by Ordinal |Spearman Correlation|-. 019 |. 155 |-. one hundred thirty-five |. 893 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between experience and wastage reduction. Hence the influence of experience on wastage reduction is meagre. INTERPRETATION:\r\nSince the table value is found to be higher than the calculated value, the null hypothesis is rejected. Hence, alternate hypothesis has been accepted which means that there exists some negative relationship between experience and wast age reduction. Pearson correlation value of -0. 165 denotes that there exists negative relationship between experience and wastage reduction Table-4. 34: Relationship between Experience and Contribution towards Cost Reduction Ho: There is no relationship between Experience and Cost reduction H1: There is some relationship between experience and cost reduction Cross Tabulation |Experience |Cost Reduction |Total | | Poor |Neutral |High | | |Less than 10 years |12 |9 |4 |25 | |10 to 20 years |11 |6 |1 |18 | |Above 20 years | |1 |6 |7 | |Total |23 |16 |11 |50 | Chi-Square Tests | |Value |df|Asymp. Sig. (2-sided) | |Pearson Chi-Square |20. 495 |4 |. 000 | |Likelihood Ratio |19. 287 |4 |. 001 | |Linear-by-Linear Association |5. 781 |1 |. 016 | |N of Valid Cases |50 | | |\r\nCorrelation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearsons R |. 418 |. 133 |3. 186 |. 003 | |Ordinal by Ordinal |Spearman Correlation|. 301 |. 151 |2. 185 |. 034 | |N of Valid C ases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between experience and contribution on cost reduction.\r\nHence the influence of experience on cost reduction is plentiful. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. substitute(a) hypothesis has been accepted which means that there is positive relationship between experience and their contribution towards cost reduction. The Pearson R value of 0. 418 denotes that there is a positive relationship between experience and contribution towards cost reduction. Table-4. 34: Relationship between Experience and Team Building Ho: There is no relationship between Experience and Team Building H1: There is some relationship between experience and Team Building\r\nCross Tabulation |Experience |Team Building |Total | | |Dissatisfied |Moderate |Satisfied | | |Less than 10 years |2 |10 |13 |25 | |10 to 20 years |6 |7 |5 | 18 | |Above 20 years |2 |1 |4 |7 | |Total |10 |18 |22 |50 | Chi-Square Tests | |Value |df|Asymp. Sig. (2-sided) | |Pearson Chi-Square |6. 442 |4 |. 168 | |Likelihood Ratio |7. 066 |4 |. 132 | |Linear-by-Linear Association |1. 444 |1 |. 229 | |N of Valid Cases |50 | | | INFERENCE:\r\nFrom the above analysis it is found that is, there is no relationship between employees’ experience and their opinion about team building activities involved in their work place. INTERPRETATION: Since the table value is found to be lesser than the calculated value, the null hypothesis is accepted; there is no relationship between experience and team building activities. Table-4. 35: Relationship between Experience and Loyalty Ho: There is no relationship between Experience and Loyalty Level H1: There is some relationship between experience and Loyalty Level Cross Tabulation |Experience |Loyalty Level |Total | | Poor |Average |Good | | |Less than 10 years |2 |5 |18 |25 | |10 to 20 years |2 |3 |13 |18 | |Above 20 years |1 |1 |5 |7 | |Total |5 |9 |36 |50 | Chi-Square Tests | |Value |df|Asymp. Sig. (2-sided) | |Pearson Chi-Square |12. 378 |4 |. 040 | |Likelihood Ratio |12. 372 |4 |. 051 | |Linear-by-Linear Association |9. 062 |1 |. 032 | |N of Valid Cases |50 | | |\r\nCorrelation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearsons R |-. 418 |. 133 |-3. 186 |. 003 | |Ordinal by Ordinal |Spearman Correlation|-. 301 |. 151 |-2. 185 |. 034 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between experience and their loyalty level in the organization.\r\nHence the influence of experience on loyalty level is meagre. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Alternate hypothesis has been accepted which means that there is negative relationship between experience and their loyalty level in the organization. Correlation table shows the Pearson R value as -0. 418 which is negative and hence there is negative relationship between experience and loyalty. Table-4. 36; Relationship between Experience and Morale Ho: There is no relationship between Experience and Morale H1: There is some relationship between experience and Morale\r\nCross Tabulation |Experience |Morale |Total | | |Dissatisfied |Average |Satisfied | | |Less than 10 years |5 |5 |15 |25 | |10 to 20 years |6 |2 |10 |18 | |Above 20 years |1 |1 |5 |7 | |Total |12 |8 |30 |50 | Chi-Square Tests | |Value |df|Asymp. Sig. (2-sided) | |Pearson Chi-Square |11. 634 |4 |. 038 | |Likelihood Ratio |13. 829 |4 |. 030 | |Linear-by-Linear Association |8. 939 |1 |. 33 | |N of Valid Cases |50 | | | Correlation | | |Value |Asymp. Std. Error |Approx. T |Approx. Sig. | |Interval by Interval|Pearsons R |. 138 |. 142 |. 368 |. 338 | |Ordinal by Ordinal |Spearman Correlation|. receipts |. 142 |1. 008 |. 319 | |N of Valid Cases | |50 | | | | INFERENCE: From the above analysis it is found that though there is a relationship between experience and morale.\r\nHence the influence of experience on morale is plentiful. INTERPRETATION: Since the table value is found to be higher than the calculated value, the null hypothesis is rejected. Alternate hypothesis has been accepted which means that there is a relationship between experience and their level of satisfaction towards morale. The Pearson R value of 0. 138 denotes that the relationship between experience and morale is positive. That is, employees who have more experience are satisfied toward morale. Table-4. 37: Relationship between Experience and Salary Ho: There is no relationship between Experience and salary H1: There is some relationship between experien\r\n'