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

A SYUDY ON EMPLOYEE ENG periodMENT IN VASAN PUBLICATIONS PRIVATE LIMITED,CHENNAI J Swaminathan, AVCCE mouse Employee plays a vital role in to each one and e rattling placement the side withdraw of employee will help to achieve the cheeks objectives. undefeated employee troth strategy creates a community at a counterfeit place and not just a piddle force. When the employees ar in effect and positively eng climb ond with their organization, they form an aflame connection with the comp all.This effects their stead towards both their colleagues and the comp eachs client and improves customer satisf put to death and give-up the ghost levels. In this project sue the researcher has studied close how the employee has press outn their interest in the job after joining the organization. The researcher adopted descriptive research and the selective information is collected from the employee by convenience sampling manner acting with the help of personally administrated questi onnaire. The questionnaire contains close ended questions and the sample size is 50.This data was analyzed and classified with the help of statistical barbs and the findings and suggestion ar extracted from the analyzing chapter. invention Eng ripenment is the state in which individual be emotionally and intellectually committed to the organization as measured by tierce base behaviors say, stay and strive. Success now requires a hefty act much(prenominal) and good attendance. Employee plays a vital role in each and e precise organization. The interest of employee will help to achieve organizational objectives.The goal that an employee believes in the mission, purpose and harbors of an organization and demonstrates that commitment done their action as an employee and their attitude towards their employer and customer. Employee struggle is high when the statement and conversation held contrive natural enthusiasm for the company,its employee and the product and services provided. For the olden two decades we pick out been trying to realize the benefit of empowerment, team impart, recognition, people development, performance man maturatement and bleak curbership style. at that place is a big difference amidst place in place initiatives that hold the oerall goal of increasing employee eng datement and truly seeing the payoffs. And, on the other hand, one might easy attribute low eng get along withment to persistent downsizing, which lead to an erosion of truth and commitment. The on the job(p)s definitions of engagement largely defined in terms of how a person observes inside. However, when we ask people if the level of engagement in the work place would be readily app arnt to a visitor from the outside, their answers are invariably yes.Job enjoyment, believe in what one is doing, and depression mensurated all contribute to observable behavior. You can observe levels of fanaticism and energy, you can witness people going to extra le ngth to earn customer issues, and you can see an ethic of quality and continuous improvement. Similarly, piece of work behaviors indicative of low engagement whining, low energy, passive-aggressive behavior, lack of teamwork can be equally visible. NEED ? This teaching helps the management as a tool of powerful retention strategy. ? Engagement is near motivating employees to do their outmatch with their full concentration ?When an employee is effectively and positively engaged with their organization, they deem an emotional connection with the management. SCOPE ? Companys wide programmes are know with the help of employee involvement. ? To ensure the growth of an employee with the help of this goal. ? The technique which orients largely to predominate the work improvement tool adequately PROBLEM IDENTIFICATION ? Whether engagement create positive attitudes in the mind of the employee towards the organisation and to its grade. ? Whether employees pullout arise due to the absence of appreciation or due to the absence of positive stroke.REVIEW OF LITERATURE 1. MR. JOHN ESTER. , BOSTON university, employee engagement VOL 3, PNO 342 349. In their employee attitude and engagement survey, measured everywhereall engagement but in addition outlined that engagement has three components Cognitive engagement focusing very hard on work, thinking about very little else during the on the job(p) day Emotional engagement being snarled emotionally with your work and Physical engagement being willing to go the extra mile for your employer and work over and beyond contract . 4. Sudhesh venkatesh, HHR at TESCO HSC views employee engagement as a psychological association.The success is due to a corporate culture that sustainment individual creativity as well as team work, problem studies measure employee engagement term two dimensions how employees feel (their emotion towards the company, the leadership, the work environment) and for how they intend to cut in the future(will they stay, give extra endeavors). This is conducted regularly through a questionnaire and is measured on various parameters predefined by the HR team. Employee engagement needs to be measured at regular intervals in post to track its voice to the success of the organization. . Ken florid, president and CEO of scarlet international Employee engagement will make employee more contributed, more empowered, more loyal and will give the benefits such as high esprit de corps, quick-witted environment and pass up attrition rates. Organization can achieve employee bliss through employee engagement. 6. The conference board New York author (john gibbons) published 2006 This literature examine summarizes what is known on the topic of employee employment and what companies can do the foster true engagement in the work place.It provides a review of current research on their classic and timely topic when workers feel mentally and emotionally connected to their jobs they are willing to apply discretionally effort to their company success. 7. Scottish Govt. publications 2007 (May) There is no discernible difference among the dynamics of engagement within the public welkin rather difference in engagement level is result from organization characteristics, which level sectors that organizational site. 8. Human capital strategy volume-9 No. 3 August 2005This article summarized engaged employee be gets comfor circumvent customers. This in develop improves the profitability of the organization. HR should help in identification and reengagement of disengaged employee by debut special initiatives directed towards bringing this group of employees into the maintenance. 9. Harter, J. K. Schmidt, F. L and Hayes T. L (2001) It betokens crinkle unit level family in the midst of employee propitiation, employee engagement and business outcomes. 10. HRM Review, ICFAI University press Aug-2005 This article summarized about harnessing the power of an engage d 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 form outsourcing (BPO) industry is maintaining and gaining increasing fraction and visibility and is expected to touch Rs. 30. 537 cr by 2010 as per NASSEM report. COMPANY PROFILE Mr. Puthur Vaithyanatha Iyer promoted Anandha Vikatan in 1926 as a monthly magazine exclusively catering to about cl0-odd yearly subscribers. In 1928,. Mr. S. S. Vasan offered to buy Anandha Vikatan for Rs. 200.From then, the magazine grew from strength to strength. No surprise that his investment into Anandha Vikatan turn up wise as it eventually enabled Mr. Vasan to buy Gemini studios. Ananda vikatan is today, a nursing home name in Tamilnadu. Since 1956, The managing director,Mr. S. Balasubaramanian has been stewarding the growth and diversification of vasan publications private limited The Vikatan group s today publishes 5 Tamil magazines with combined weekly sales of over 1 million and readership of over 10 million and were printing The Economic propagation from Chennai for the period 1994 to 2001.PRESS Ananda vikatan press is very well equipped with three headset, web offset machines (imported from Japan), each capable of printing four touch forms. Vikatan press is also fully equipped with three flow line binding machines, two three way trimmers, cutting machines etc. on the abuting side also Ananda vikatan press has kept pace with a la mode(p) technology. The imported image setter, flat bed scanners and other latest process equipments add upto the production capacity of Ananda vikatan. RESEARCH DESIGNThe study is intentional as descriptive in nature since it attempts to obtain a get by and accurate description of situation.. Primary data for this study was collected by preparing a well structured questionnaire consisting of closed ended questions. The questionnaire was dist ributed to the employees and the responses were received from the employees. The method used for collecting the data is survey method. The sampling unit of the study was the various departments of Vasan publication Pvt. Ltd. Chennai.Convenience sampling method was adopted to nail down the sample of 50 as permitted by the management out of 150 employees (Feb 2009 to April 2009) Statistical Tools Used For Analysis per centumage analytic thinking, rag tabulations, Chi-Square, Analysis of discrepancy (ANOVA) OBJECTIVES ? To measure the level of employee engagement in the organisation. ? To identify the various factors influencing employee engagement. ? To differentiate the employer satisfaction & performances with the engagement of the employee. ? To study the existing practices for improving employee engagement. DATA analysis AND renditionTable-4. 1 Gender of the Respondents GENDER relative frequency share masculine 48 96. 0 Female 2 4. 0 union 50 100. 0 pic conclusion It is discovered that majority of the respondents are male (96%) and further very few are female (4%). Table-4. 2 age of the Respondents AGE Frequency part less(prenominal) 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 to a high place 50 yrs 6 12. 0 organic 50 100. 0 pic demonstration Among the samples collected, near of the respondents are in the age group of 31 to 45 geezerhood. Only 16 pctages of the respondents are in the age group of below 30 age. However, 12 pctage of the respondents afford crossed 50 eld of age. Table-4. 3 set about of the Respondents EXPERIENCE Frequency per centum less(prenominal) 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. conglomeration 50 100. 0 pic evidence From the in a higher place put over it is observed that about of the respondents (34%) are having 6 to 10 years of project. 20 por tionage of the respondents are having 16 to 20 years of realise and 16 shareage of the respondents are having less(prenominal) than 6 years. However, 14 percent of the respondents are having more feel (20 years and supra) which is the strength of the development of vikadan organization. Table 4. 4 educational Qualification of the Respondents EDUCATIONAL QUALIFICATION Frequency Percent naughtyer substitute(prenominal) 13 26. 0 ITI 11 22. 0 Under graduation 12 24. 0 Post graduation 4 8. Technical 7 14. 0 Non-Technical 3 6. 0 marrow 50 100. 0 pic certainty It is most of the respondents are having schooling (26%) and ITI (22%) education followed by under graduation (24%). octette percent of the respondents are having post graduation degree and 14 percent of the respondents are having technical background. Table-4. 5 Monthly Income of the Respondents MONTHLY INCOME Frequency Percent 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 sum of money 50 100. pic conclusion From the above table it is observed that 32 and 20 percent of the respondents are in Rs. 15001 to Rs. 20000 and Rs. 10000 to Rs. 15000 per month respectively. 14 percent of the respondents are earning more than Rs. 25000 per month. Only 16 percent of the respondents draw less than Rs. 5000 per month. Table-4. 6 Respondents flavor about their piece towards productivity Productivity Frequency Percent real risque 7 14. High 13 26. 0 mean(a) 6 12. 0 pathetic 16 32. 0 Very Poor 8 16. 0 derive 50 100. 0 pic illationFrom the above table it is make that 14 percent of the respondents bind that they submit contributed more for the increase in productivity, while 26 percent of the respondents forecast that they view aboutwhat contributed for increase in productivity. However, 48 percent of the respondents agree that the show poor voi ce towards productivity. Table-4. 7 Respondents Contribution towards trim the muff Wastage decline Frequency Percent Very High 4 8. High 9 18. 0 Average 6 12. 0 Poor 26 52. 0 Very Poor 5 10. 0 amount 50 100. 0 pic INFERENCEIn order to know whether the employees have contributed towards cut down the waste, they were asked to give their opinion, and establish on their opinion, it is observed that 62 percent of the respondents have poor and very poor character towards simplification the waste. Only 26 percent of the respondents have high and very high level of contribution towards reducing the waste which is shown in the bar diagram. Table-4. 8 Respondents Contribution towards Reducing the salutes comprise Reduction Frequency Percent Very High 5 10. High 18 36. 0 Average 16 32. 0 Poor 5 10. 0 Very Poor 6 12. 0 entirety 50 100. 0 pic INFERENCE Wastage lessening will lead to equal decline.In order to know this, the respondents were asked to give their opinio n and based on the results, it is identified that 46 percent of the respondents have high and very high contribution towards reducing the constitutes, while 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 thrash Place take of joy Frequency Percent Highly commodious 2 4. fulfil 8 16. 0 Average 18 36. 0 disgruntled 15 30. 0 Highly displease 7 14. 0 positive 50 100. 0 pic INFERENCEFrom the above table we subtract that 30 percent of the respondents say that they are dissatisfied with the team twist activities at their workplace. 30 percent of the respondents are dissatisfied while 14 percent are highly dissatisfied towards team building activities at their work place. Table-4. 10 Respondents committal take aim in the Organization Loyalty Frequency Percent Very expert 1 2. 0 Good 4 8. Average 9 18. 0 Lowe r 23 46. 0 Very Lower 13 26. 0 arrive 50 100. 0 pic INFERENCE From the above table it is observed that 46 percent of the respondents are having low loyalty level towards their organization, while 26 percent of them are having very low loyalty level.Only 10 percent have good and very good loyalty level. Table-4. 11 Respondents train of Satisfaction about their Salary Salary Frequency Percent Highly quenched 3 6. 0 Satisfied 21 42. 0 Average 12 24. 0 dissatisfied 10 20. Highly dissatisfy 4 8. 0 resume 50 100. 0 pic INFERENCE From the table it is noted 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 showing average satisfaction and 28 percent of the respondents depict dissatisfaction towards their salary. Table-4. 12 Respondents Level of Satisfaction about their working(a) Hours works Hours Frequency Percent Strongly Agree 3 6. 0 Agree 20 40. 0 so-so(p) 14 28. 0 disagree 11 22. 0 Strongly Disagree 2 4. Total 50 100. 0 pic INFERENCE From the table it is noted that 40 percent respondents have agreed that they are satisfied with their working hours. 28 percent of the respondents show neutral opinion while 22 percent show variety towards their working hours. Table-4. 13 Respondents booking in Problem Solving stake Frequency Percent Increased 18 36. No diverge 20 40. 0 Decreased 12 24. 0 Total 50 100. 0 pic INFERENCE From the above table it is noted that 40 percent of the respondents show that their involvement level do not change in the yesteryear three years, and 36 percent of the respondents opine that their involvement level has been changed for the past 3 years.Only 24 percent of the respondents pleadd that their involvement level lessen in the past 3 years. Table-4. 14 Respondents Feeling of indigence Motivation Frequency Percent Large Extent 2 4. 0 sane Extent 18 36. 0 Average 11 22. 0 indisputable 15 30. Not at all 4 8. 0 Total 50 100. 0 pic INFERENCE From the above table 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 below average increase.However, 8 percent of the respondents argue that their motivation has not at all increased. Table-4. 15 Respondents Opinion about Team pure tone in their Working Environment Team Spirit Frequency Percent Good 8 16. 0 Average 13 26. 0 Lower 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 Morale in the Organization Level of Satisfaction Frequency Pe rcent Satisfied 11 22. 0 Average 14 28. 0 Dissatisfied 22 44. 0 Highly Dissatisfied 3 6. 0 Total 50 100. 0 pic INFERENCEFrom the above table it is order that lone(prenominal) 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 Influence over Quality in the Organization Level of Influence Frequency Percent Highly Influence 3 6. 0 Influence 13 26. 0 Somewhat 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 somewhat deviate over quality, while 26 percent of the respondents agree that the employees have influence over quality. However, 12 percent of the respondents report that the employees do not have any influence on the quality.Table-4. 18 Respondents Opinion about the Recognition as Individuals Opinion Frequency Percent Always 7 14. 0 sometimes 16 32. 0 Rarely 8 16. 0 Never 14 28. No Idea 5 10. 0 Total 50 100. 0 pic INFERENCE From the above table it is inferred that 14 percent of the respondents agree that they unendingly get recognition, while 32 percent of the respondents sometimes 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 Importance towards put forwarding the suggestions Level of Importance Frequency Percent Importance 6 12. 0 plumb 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 importance while put forwarding the suggestions to management, whereas 34 percent of the respondents show somewhat importance, while 12 percent of the respondents agree that it is important to put forwarding suggestions to management. Table-4. 20 Respondents Leve l of Satisfaction about fit of Family life and Work life Level of Satisfaction Frequency Percent Highly Satisfied 2 4. 0 Satisfied 16 32. 0 Moderately 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 remaining 56 percent of the respondents are satisfied in Balancing their Family Life 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 INFERENCEFrom the above table it is observed that most of the respondents opine that they were not satisfied by the bringing up 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 surrounded by suppurate and Contribution towards Productivity Ho There is no family blood surrounded by age and productivity H1 There is some blood amongst age and productivity vex tabular matter Age Productivity Total Poor Neutral High under 30 years 3 1 4 8 30 45 years 13 5 14 32 in a higher place 45 years 4 6 10 Total 20 6 24 50 Chi-Square Tests take account df Asymp. Sig. (2-sided) Pearson Chi-Square 11. 995 4 . 037 likeliness balance 13. 146 4 . 034 Linear-by-Linear fellowship 8. 044 1 . 34 N of valid Cases 50 correlation coefficient pry Asymp. Std. misunderstanding Approx. T Approx. Sig. separation by detachment Pearsons R . 103 . 121 . 720 0. 475 ordinal by ordinal number Spearman coefficient of correlation . 085 . 29 . 594 0. 555 N of well-grounded Cases 50 INFERENCE From the above analysis it is imbed that though in that respect is a family kind in the midst of age and productivity, the influence of age on productivity is meager. rendition Since the table value is assemble to be higher than the metric value, the nothing scheme is rejected.Alternate hypothesis has been trustworthy which sum that thither is some affinity amid age and productivity. From coefficient of correlation coefficient table, it is identified that the Pearson R vale is 0. 103 which is positive and hence in that location is a positive descent surrounded by age and productivity. Table-4. 23 race mingled with Age and Contribution towards Wastage Reduction Ho There is no race among age and wastage Reduction H1 There is some human alliance amongst age and Wastage Reduction Cross Tabulation Age Wastage Reduction Total Poor Neutral High below 30 years 4 4 8 30 45 years 7 3 22 32 supra 45 years 2 3 5 10 Total 1 3 6 31 50 Chi-Square Tests repute df Asymp.Sig. (2-sided) Pearson Chi-Square 16. 617 4 . 015 likeliness Ratio 16. 455 4 . 016 Linear-by-Linear Association 8. 379 1 . 053 N of Valid Cases 50 correlation apprise Asymp. Std. wrongdoing Approx.T Approx. Sig. detachment by separationPearsons R . 022 . 145 . 154 . 879 no. by ordinal number Spearman correlation. 029 . 146 . 198 . 844 N of Valid Cases 50 INFERENCE From the above analysis it is order that though on that point is a kinship amongst age and wastage reduction, the influence of age on wastage reduction is meagre.. INTERPRETATIONSince the table value is found to be higher than the deliberate value, the baseless hypothesis is rejected. Alternate hypothesis has been judge which means that on that point is some human alliance between age and wastage reduction From correlation table it is observed that the Pearson correlation value is 0. 022 which is positive and hence, there is a positive famil y consanguinity between age and contribution towards wastages. . Table-4. 24 family kindred between Age and Contribution towards Cost Reduction Ho There is no kin between age and Cost Reduction H1 There is some relationship between age and Cost ReductionCross Tabulation Age Cost Reduction Total Poor Neutral High Below 30 years 5 2 1 8 30 45 years 18 10 4 32 to a higher place 45 years 4 6 10 Total 23 16 11 50 Chi-Square Tests Value df Asymp. Sig. (2-sided) Pearson Chi-Square 14. 337 4 . 006 likeliness Ratio 17. 017 4 . 002 Linear-by-Linear Association 9. 650 1 . 002 N of Valid Cases 50 Correlation Value Asymp. Std. Error Approx. T Approx. Sig. Interval by IntervalPearsons R . 451 . 117 3. 502 . 001 Ordinal by Ordinal Spearman Correlation. 344 . 139 2. 539 . 014 N of Valid Cases 50 INFERENCEFrom the above analysis it is found that though there is a relationship between age and cost reduction, the influence of age on cost reduction is plentiful. I NTERPRETATION Since the table value is found to be higher than the compute value, the null hypothesis is rejected, the skip over hypothesis has been authentic which means that there is some relationship between age and cost reduction. Pearson R value (0. 451) in Correlation table proves that there is positive relationship between age and contribution towards cost reduction. Table-4. 25 Relationship between Age and Team BuildingHo There is no relationship between age and Team Building H1 There is some relationship between age and Team Building Cross Tabulation Age Team Building Total Dissatisfied Moderate Satisfied Below 30 years 1 3 4 8 30 45 years 6 13 13 32 Above 45 years 3 2 5 10 Total 10 18 22 50 Chi-Square Tests Value Df Asymp. Sig. (2-sided) Pearson Chi-Square 1. 886 4 . 757 likeliness Ratio 1. 981 4 . 739 Linear-by-Linear Association . 206 1 . 650 N of Valid Cases 50 INFERENCE From the above analysis it is found that there is no relationship between age an d team building activity in the work place. INTERPRETATION Since the table value is found to be lesser than the work out value, the null hypothesis is accepted there is no relationship between age and their opinion about the team building activities adopted in their work place. Table-4. 26 Relationship between Age and Loyalty Ho There is no relationship between age and Loyalty Level of employees H1 There is relationship between age and Loyalty Level of EmployeesCross Tabulation Age Loyalty Level Total Poor Average Good 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 Chi-Square Tests Value df Asymp. Sig. (2-sided) Pearson Chi-Square 16. 245 4 . 033 Likelihood Ratio 15. 257 4 . 032 Linear-by-Linear Association 8. 007 1 . 032 N of Valid Cases 50 Correlation Value Asymp. Std. Error Approx. T Approx. Sig. Interval by IntervalPearsons R . 053 . 165 . 366 . 716 Ordinal by Ordinal Spearman Correlation. 125 . 154 . 872 . 388 N of Val id Cases 50 INFERENCE From the above analysis it is found that though there is a relationship etween age and loyalty level, the influence of age 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 exists some relationship between age and employees loyalty level in the organization. Correlation 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 MoraleHo There is no relationship between age and Morale H1 There is some relationship between age and Morale Cross 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 Chi-Square Tests Value dfAsymp. Sig. (2-sided) Pearson Chi-Square 7. 896 4 . 042 Likelihood Rat io 9. 386 4 . 025 Linear-by-Linear Association 6. 559 1 . 045 N of Valid Cases 50 Correlation Value Asymp. Std. Error Approx.T 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 analysis it is found that though there is a relationship between age and morale, the influence of age on morale 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 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 and Salary Ho There is no relationship between age and Salary H1 There is some relationship between age and SalaryCross 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 Chi-Square Tests Value Df Asymp. Sig. (2-sided) Pearson Chi-Square 5. 169 4 . 270 Likelihood Ratio 7. 487 4 . 112 Linear-by-Linear Association . 437 1 . 508 N of Valid Cases 50 INFERENCE 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 hoursH1 There is some relationship between age and Working hours Cross Tabulation Age Working Hours Total Disagree Neutral Agree 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 IntervalPearsons R -. 165 . 119 -1. 158 . 252 Ordinal by Ordinal Spearman Correlation-. 158 . 134 -1. 112 . 272 N of Valid Cases 50 INFERENCEFrom 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. Hence, alternate hypothesis has been accepted which means that there exists some veto relationship between age and working hours set by the organization. Pearson correlation value of -0. 165 denotes that there exists negative relationship between age and working hours set by the management. Table-4. 31 Relation ship between Age and occasion Ho There is no relationship between age and Involvement H1 There is some relationship between age and InvolvementCross 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 dfAsymp. Sig. (2-sided) Pearson Chi-Square 1. 345 4 . 854 Likelihood Ratio 1. 360 4 . 851 Linear-by-Linear Association . 144 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 problem 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 association and Contribution towards Productivity Ho There is no relationship between envision and productivity H1 There is some relationship between int imacy and productivityCross tabulation go through 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 Correlation Value Asymp. Std. Error Approx. T Approx. Sig. Interval by IntervalPearsons R -. 033 . 126 -. 231 . 818 Ordinal by Ordinal Spearman Correlation-. 038 . 129 -. 265 . 792 N of Valid Cases 50 INFERENCE From the above analysis it is found that though there is a relationship between experience and contribution towards productivity. INTERPRETATIONSince 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 is negative relationship between experience and their contribution towards productiv ity. On observing the correlation table, the Pearson R value of -0. 033 denotes a negative relationship between experience and productivity. Table-4. 33 Relationship between father and Contribution towards Wastage Reduction Ho There is no relationship between Experience and wastage reduction H1 There is some relationship between experience and wastage reductionCross 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 Correlation Value Asymp. Std. Error Approx. T Approx. Sig. Interval by IntervalPearsons R -. 019 . 153 -. 133 . 894 Ordinal by Ordinal Spearman Correlation-. 019 . 155 -. 135 . 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. INTERPRETATIONSince 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 wastage 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 dfAsymp. Sig. (2-sided) Pearson Chi-Square 20. 495 4 . 000 Likelihoo d Ratio 19. 287 4 . 001 Linear-by-Linear Association 5. 781 1 . 016 N of Valid Cases 50 Correlation Value Asymp. Std. Error Approx. T Approx. Sig. Interval by IntervalPearsons 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 contribution on cost reduction.Hence 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. Alternate 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 relations hip between Experience and Team Building H1 There is some relationship between experience and Team BuildingCross 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 dfAsymp. 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 INFERENCEFrom 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 relat ionship 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 dfAsymp. 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 Correlation Value Asymp. Std. Error Approx. T Approx. Sig. Interval by IntervalPearsons 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.Hence 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 the re 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 MoraleCross 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 dfAsymp. 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 IntervalPearsons R . 138 . 142 . 368 . 338 Ordinal by Ordinal Spearman Correlation. 144 . 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.Hence 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