A Study on Employee Commitment @Sidco - Siad 2011 Batch

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A STUDY ON EMPLOYEE COMMITMENT LEVEL WITH REFERENCE TO KERALA-SIDCO LTD TRIVANDRUM A SUMMER SUMMER PROJECT REPORT (MBA703)

Submitted by

A.MOHAMMED SIAD Register No: 0920400028 Under the Guidance of Mr.A.SENTHIL KUMAR

in partial pa rtial fulfillment fulfillment for the award awa rd of the degree of

MASTER OF BUSINESS ADMINISTRATION

in Department of Management Studies

KUMARAGURU COLLEGE OF TECHNOLOGY TECHNOLOGY (An Autonomous Autonomous Institution Affiliate d to Anna Anna Unive rsity of Techn Tec hnolog ology, y, Coimbatore Coimbatore))

COIMBATORE – 641 049 October, October, 2010 20 10

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KUMARAGURU COLLEGE OF TECHNOLOGY COIMBATORE COIMBATORE - 641 049

Department of Management Studies

A SUMMER PROJECT WORK (MBA703) OCTOBER 2010

This is to certify that the project entitled A STUDY ON EMPLOYEE COMMITMENT LEVEL WITH REFERENCE TO KERALA-SIDCO LTD TRIVANDRUM

is the bonafide record of project work done by A.MOHAMMED SIAD Register No: 0920400028

of Master of Business Business Admi Ad mini nist stration ration duri d uring ng the year year 2010 – 2011

---------------------

Project Pro ject Guide

----------------------------------

Head of the Department

Submitted Submitted for the Summer Summer Project Viva-Voce Viva-Voce examinati examination on held held on ____ __ ______ ______ ____ __

----------------------------Internal Inter nal Examiner

-------------------------External External Examiner

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DECLARATION

I affirm that the project work titled A STUDY ON EMPLOYEE COMMITMENT LEVEL WITH REFERENCE TO KERALA-SIDCO LTD, TRIVANDRUM being submitted in partial fulfillment for the award of Master of Business Administration is the original work carried out by me. It has not formed the part of any other project work submitted for award of any degree or diploma, diploma, either in this this or o r any other Univers Universiit y.

(Signature (Signature of the Candidate) MOHAMMED SIAD A

0920400028 I certi cert ify that the declarati declara tion on made above by b y the candidate cand idate is true

Signature Signature of the Guide Guide,, Mr.A.Senthil Kumar Senior Lecturer KCT KC T Business Business School Kumaraguru Co Coll llege ege of o f Technology Technolo gy Coimbatore-641049.

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ACKNOWLEDGEMENT I express my sincere gratitude to our beloved Chairman Arutchelvar Dr. N.Mahalingam and and prime guidin guiding g spirit spirit of K umara umaraguru guru Coll C ollege ege of Technology. Management for the prim

I wish to express deep sense of obligation to Mr.A.Senthil Kumar, Senior Lecturer, KCT Business Business School, Sc hool, for his his intensive intensive guida guidance nce through thro ugho o ut my project. pro ject.

I am greatly indebted to thank Mr.C.Ganeshmoorthy , Project Co-ordinator / Class Advisor and all all other faculty faculty membe members rs of KCT KC T Business Business School Sc hool for their their ki k ind support. suppo rt.

I thank Mr.Regunathan Sabu, Administrative Officer, KERALA-SIDCO Ltd for his valuable guidance throughout my project.

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TABLE TABLE OF CONTENTS CHAPTER NO

1

2A

2B

TITLE TITLE

P AGE NO

CERTIFICATE

i

DECLARATION

ii

ACKNOWLEDGEMENT

iii

LIST OF TABLES TABLES

iv

ABSTRACT

v

INTRODUCTION

1.1 Background

1

1.2 Review Review of litera literature ture

3

1.3 Statement of the probl prob lem

6

1.4 Company Profile

7

1.5 Objectives of the study

17

1.6 Scope of the study

17

1.7 Limitations

17

RESEARCH METHODOLOGY

2.A.1 Research Design

18

2.A.2 Sources of Data

18

2.A.3 Col Co llection of Data Data

18

2.A.4 Stati S tatisti stica call tools & technique techniquess

18

M ACRO & M ICRO ANALY ANALYSIS SIS

2.B.1 Concepts C oncepts of small small-sc -scaa le industry ndustry

19

2.B.2 2. B.2 SmallSmall- scale sca le industries ndustr ies in India

19

3

DATA ANALYSIS ANALYSIS AND INTERPRETAT INTERPR ETATION ION

22

4

CONCLUSION

4.1 Findings

50

4.2 Recommendations

53

4.3 Conclusion

54

BIBLIOGRAPHY

55

APPENDIX

56

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LIST OF TABLES Table No

Table Table Name

Page No

3.1 3.2 3.3 3.4 3.5 3.6 3.7 3. 7 3.8 3. 8

Gender Classifi Classifica catio tion. n. Age Classifi Classificat catio ion. n. Quali Qualific fic ations. Showing Showing how many employees employees are supervis supervis ing others. Happy to spend my rest of my career caree r in this this organizatio organization. n. I enjoy discussing discussing my organizat organizatiio n with with people peo ple outside. outside. I reall rea lly y feel as if this this organiza organiza tions tio ns problem pro blem is my own. I coul co uld d easil eas ily y beco be come me as attached attac hed to another organization organization as I am to this this one. I do not not feel like like “a member member of the family” family” at this this organizat organizatio ion. n. I do not fee feell “emotional “emotionally ly attached” attac hed” to this this organi o rganizat zation. ion. Thi This organizat organizatiio n has a great deal of personal perso nal meaning eaning for me. I do not feel strong sense of belonging belonging to this this organizat organizatiio n. I am not afraid afraid of what what might might happen happ en if if i quit my job at this this organization organization without having another one. It would would be very hard for me me to leave leave my my job at this this organization organization right right now even if I wanted to. Too much much of life life would be disrupted if I decided de cided to leave my my job at this this organization right now. It would not be too costly for me to leave leave my job at this this organization organization in the near future future as much much as a s desires. Right Right now, now, staying staying with with my job at this this organizati organization on is is a matter of necessity. I beli believe I have too few options to consider consider shoul should d I decide to leave my job at this this organizat organizatiio n. Negati Ne gative ve side side of leaving eaving organizat organizatiio ns is scarcity of alternative alternative jobs. One of the major reasons rea sons I conti co ntinue nue to work for for this this organization organization is that leaving would require considerable personal sacrifice. I think think that people peo ple these days move from company to company too often. often.

22 23 24 25 26 27 28 29

3.22 3. 22

I do not not believe believe that that a person pe rson must must always be loyal loyal to his his or her her organization.

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3.23 3. 23

Jumping Jumping from organization organization to organization organization does do es not not seem at all all unethica unethicall to me. Reasons Reaso ns for conti co ntinuing nuing work because bec ause I bel be lieve that loyalty loyalty is impo important. rtant. Do not not fee feell that it‟s it‟s right right time time to leave leave the organi or ganizat zatio ion n find find good job. job . I was taught to bel be lieve in the value value of remaining loyal to one organization. organizat ion. Thi Things ngs were better in the days when people peo ple stayed with with one organizat organizatiio n. I do not think that waiting to be a “company man” or “company woman” is sensible anymore.

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3.9 3.10 3.11 3.1 1 3.12 3.1 2 3.13 3. 13 3.14 3. 14 3.15 3. 15 3.16 3. 16 3.17 3. 17 3.18 3.1 8 3.19 3.1 9 3.20 3. 20 3.21 3.2 1

3.24 3. 24 3.25 3.26 3. 26 3.27 3.2 7 3.28

30 31 32 33 34 35 36 37 38 39 40 41 42

45 46 47 48 49

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ABSTRACT

Over the last ten years, the study of commitment has advanced in many different directions. A variety of disciplines have adopted the topic as a theme in their research and these have offered fresh and significant insights. These recent advances include new approaches to both the conceptualization of employee commitment and the particular human resource practices intended to increase it. Studies have confirmed that satisfied employees will be more committed to their organi o rganizat zatio ions ns and offer high high quality quality service to the customers. The study focuses on identifying the level of commitment the employees possess towards the work. For this, commitment level in workplace is divided into three levels namely affective, continuance and normative commitments. A descriptive study is conducted in KERALA-SIDCO Limited, TRIVANDRUM by taking whole population which consists of 120 employees as samples. Primary data is collected from the company employees by administering a structured questionnaire. The collected responses are analyzed and interpreted. The findings of the study indicate the presence of high affective commitment whereas low continuance and normative commitment. The study is concluded that the employees at KERALA-SIDCO Limited, TRIVANDRUM exhibit exhibit a high high level of o f overal overa ll comm co mmiit ment me nt towards towar ds the organizat organizatio ion. n.

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CHAPTER – 1 INTRODUCTION

1.1 Backgrou Back ground nd of study study 1.1.a Employee commitment:

No organizations in today‟s competitive world can perform at peak levels unless each employee is committed to the organization‟s objectives and works as an effective team member.

Organizational commitment has an important place in the study of organizational behavior. This is in part due to the vast number of works that have found relationships between organizational comm co mmitm itment ent and attitudes and behaviors b ehaviors in the workplace work place..

Furthermore, reasons rea sons for for studying studying

organizational commitment are related to (a) employee behaviors and performance effectiveness, (b) attitudinal, affective, and cognitive constructs such as job satisfaction, (c) characteristics of the employee‟s job and role, such as responsibility and (d) personal characteristics of the employee such as age, job tenure. Organizational commitment refers to employee‟s loyalty to the

organiza organiza t ion, their willing willingness ness to work on behalf be half of the organizati organizatio o n. 1.1.b Levels of commitment:

According to Meyer and Allen (1991), organizational commitment is referred to as affective, continuance and normative commitment. 

Affective Commitment: Affective commitment is a feeling of emotional attachment to, identifica identificatio tion n with, with, and a nd involve involvemen mentt in the organiza organiza tion. tio n.



Continuance Commitment: Continuance Commitment refers to an awareness of the costs associated asso ciated with leavi ea ving ng the organizat organizatio ion. n.



Normative Commitment: Normative Commitment reflects a feeling of obligation to continue employment. High levels of employee commitment of individual projects or to the business as a whole

are considered to be indicators of an organization‟s success. The following factors were

identifi de ntified ed in consi co nside dering ring ones level level of o f com co mmit mit ment: me nt:

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

Job type



Job security



Educational levels



Salary



Work experience



Job challenge



Promotional chances



Rewards



Reputation



Role clarity

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1.2 Review of literature

Natalie J. Allen, John P Meyer1

(1990) Organizational commitment has been

conceptualized and measured in various ways. The two studies reported here were conducted to test aspects of a three-component model of commitment which integrates these various conceptualizations. The affective component of organizational commitment, proposed by the model, refers to employees' emotional attachment to, identification with, and involvement in, the organization. The continuance component refers to commitment based on the costs that employees associate with leaving the organization. Finally, the normative component refers to employees' feelings of obligation to remain with the organization. In Study 1, scales were developed to measure these components. Relationships among the components of commitment and with variables considered their antecedents were examined in Study 2. Results of a canonical correlation analysis suggested that, as predicted by the model, the affective and continuance components

of

Organizational

commitment

are

empirically

distinguishable

constructs

with

different correlates. The affective and normative components, although distinguishable, appear to be somewhat related. The importance of differentiating the components of commitment, both in research and practice, is discussed. 2 Barbara B. Brown (March 25, 2003) The purpose of this research paper was to

investigate the relationship between employees‟ perceptions of their immediate supervisors‟

relations-oriented and task-oriented leadership behaviors and different types of organizational commitment. Bass & Avolio's (1995) Multifactor Leadership Questionnaire (MLQ Form 5X) was used to measure relations-oriented and task- oriented lea leade dershi rship p behavi be haviors. ors. Meyer & Allen‟s Allen‟s (1997) Organizational Commitment Questionnaire (OCQ) was used to measure organizational commitment. Participants in the research included 361 employees who worked for the city of

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Nat alie J. Allen & Joh n P. Meyer, The measurement measurement an d antecedents antecedents of af fective, fective, continuance continuance and normative commitment commitment to t he organization, organization, Depart ment ment of Psychology, Psychology, The University of Western Ontario, Canada Canada N6 A 5C2, Journal o f Oc cupational cupational Psychology Psychology (1990), 63, 1- 18 printed in Great Britain © 1990 The British Psychological Psychological Societ Societ y. 2

Barbara B. Brown, Emp loyees loyees Organizational Commitment and Their Perception of Supervisors „Relations -Oriented and Task-Oriented Leadership Behaviors, , Doctor O f Philosophy Philosophy in h uman uman development, development, Dissertation submit submit ted to t he Faculty of t he Virginia Virginia P olytechn olytechnic ic In stitute stitute and Sta Sta te Univer sity, sity, Falls Church, Virginia, Virginia, Ma rch 25, 2003. 2003.

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Charlottesville, Virginia. Factor scores were used to perform regressions and investigate the amount

of

variance

relations-oriented

leadership

behaviors

and

task-oriented

leadership

behaviors explained in organizational commitment. Relations-oriented leadership behaviors explained the greatest amount of variance in affective commitment, somewhat less variance in normative commitment, and no variance in continuance commitment. The results for taskoriented leadership behaviors revealed the same pattern of relationships with the different types of organizational commitment, only weaker. Harold L. Angle and James L. Perry 3 (March 1981) This study attempts to relate the

organizational

commitment

of

lower-level

employees

to

organizational

effectiveness

in

organizations offering bus services. Organizational commitment was found to be associated with organizational Adaptability, turnover, and tardiness rate, but not with Operating costs or absenteeism. Two subscales were constructed to measure value commitment and commitment to stay in the organization. Few significant differences were found between the subscales, as they relate to various indicators of organizational effectiveness, and the overall pattern suggested the need to avoid simplistic assumptions about the impact of commitment on organizationally relevant behavior. Sunil Maheshwari, and Ramesh Bhat & Somen Saha 4 ( July 12, 2006) Commitment,

competencies and skills of people working in the health sector can significantly impact the performance and its reform process. In this study they attempted to analyze the commitment of state health officials and its implications for human resource practices in Gujarat. A selfadministered questionnaire was used to measure commitment and its relationship with human resource

(HR)

variables.

Employee‟s

organizational

commitment

(OC)

and

professional

commitment (PC) were measured using OC and PC scale. Fifty five medical officers from Gujarat participated in the study. The study provided some support for positive effects of 3

Harold L Angle, James L P erry, An Empirical Assessment Assessment of Organizational Organizational Commitment Commitment and Or ganization ganizational al Ef fectiveness fectiveness,, Administrat Administrative ive Science Quarter ly, Vol.2 Vol.2 6, No.1 (M ar.1981) ar.1981),, p p.1-14. 4

Sunil M aheshwari, an d Ramesh Bhat & Somen Saha, Commitment Commitment among state health officials & its im plications plications for h ealth sector ref orm: Lessons f rom Gujarat, I ndian Institute of Management Ahmedab Ahmedabad, ad, Ahm edabad edabad,, I ndia, and Received July 12, 2006, Indian J Med Res 127 , February 200 8, pp. 148-153.

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progressive HR practices on OC, specifically on affective and normative OC. Following initiatives were identified to foster a development climate among the health officials: providing opportunities

for

training,

professional

competency

development,

developing

healthy

relationship between superiors and subordinates, providing useful performance feedback, and recognizing and rewarding performance. For reform process in the health sector to succeed, there is a need to promote high involvement of medical officers. There is a need to invest in developing leadership quality, supervision skills and developing autonomy in its public health institutions. Isaiah O. Ugboro 5 (2006) This study is designed to determine the relationship between

job redesign, employee empowerment and intent to quit measured by affective organizational commitment among survivors of organizational restructuring and downsizing. It focused on midd middlle level managers managers and empl e mployee oyeess in supe supervi rvisory sory positi p ositions ons bec b ecause ause

survivors survivors of this this group group

are often called upon to assume expanded roles, functions and responsibilities in a post restructuring and downsizing environment. The results show statistically significant positive relationships between job redesign, empowerment and affective commitment. It therefore, provides empirical data to support theoretical models for managing and mitigating survivors‟ intent to quit and subsequent voluntary turnover among survivors of organizational restructuring and downsizing. The implications of these findings, which suggest expanded roles for job redesign and employee employee empowerment, empowerment, are discussed.

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Isaiah O Ugboro, Organizational Commitmen Commitment, t, Job Redesign, Redesign, Em ployee ployee Empowerment Empowerment and Intent t o Quit Among Survivors Survivors of Restructuring Restructuring and Downsizing, Nor th Carolina A & T State University, University, © Inst itute of Behavioral Behavioral and Applied Management Management 20 06. 06.

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1.3 Statement of the problem

Organizational commitment refers to employees‟ loyalty to the organization, their

willingness to work on behalf of the organization. Committed employee is a growth edging for an organization. For, he is expected to contribute for the increase in organization productivity. The present study attempts to identify the level of commitment of employees at SIDCO (Small industries development corporation) -Trivandrum.

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1.4 Company Company Profile Profile 1.4.a History

SIDCO is a fully owned Government Corporation setup to promote Small Industries in the state SIDCO registered as a company on 6th November, 1975. The company actually an amalgamation of two companies namely Kerala State Small Industries Corporation (formed in July July 1961) 196 1) and Kerala Ke rala Employm Employmee nt Promotion Promotion Co Corpora rporati tion on (formed (formed in 1974). Kerala SIDCO is the institutional agency providing support facilities to Small Scale Industry. It was established with the prime objective of rendering and promoting schemes for Industrial Development and to develop entrepreneurship by providing packaged consultancy services. The major activities of SIDCO include raw material distribution, marketing assistance to registered SSI units in the state, execution of civil works for infrastructure development on behalf of industries. The SIDCO have 17 major industrial estates and 36 mini industrial estate all over the state. This corporation also having 8 production and service units. SIDCO distributes raw materials through the raw material division, which enter to the needs of small-scale sector in Kerala especially for iron and steel, pig iron, wax, titanium dioxides etc. SIDCO also distributes various raw materials to registered SSI units in the state through its raw material depots in each district.

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1.4.b 1.4 .b Organizatio Organization n Structure Structure Organizatio Organizational nal Structure Structure of SIDCO SID CO

Chairman

Managing Director

Public Relation Officer

Assistant Officer

G.M Marketing

Junior Manager

Branch in charge

Team Leaders

Executive

Administrative Officer

Estate Officer

Senior Manager

G.M. Finance

Human Resources Manager

Manager

Accounts

Human Resource Assistants

Branch in charge

Accounts Manager

Accounts

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1.4.c Objectives Objectives of SIDCO

The main objective of corporation, which were clearly declined in the Articles of Associatio Associatio n are extracted below: b elow: To aid, council, finance, protect and promote the interest of small industries in the state, stabilize and run any industrial undertakings, projects or enterprise whether owned,, or run by Government, statutory bode, company, co-operative society, firm or individuals by providing them with capital, credit, means, resources, supply of machinery and equipment‟s on hire

purchase, procurement and distribution of raw-materials, advise on import control policy and export promotion procedures, marketing and sales of products, revitalization of sick units and rehabilitation of defunct units, adequate information and publicity, construction, maintenance, management and administration of industrial estates and development plots, provisions of all industrial facilities, technical and managerial assistance for the prosecution of their work and business.

To promote employment and entrepreneurship among the skilled, semi-skilled, trained, experienced and educated members of the public by promoting, establishing and undertaking the development of small scale and medium industries, industrial estates, development areas and plots, growth centers, common facility or service centers or other infrastructure works on its own or as agent of Government Government or any other body bod y corporate corp orate or co- operate ope rate society or person. perso n. To

promote

and

operate

scheme

for

industrial

developments

and

to

develop

entrepreneurship by providing package consultancy service, investment service and postinvestment service and for that purpose to prepare and get or cause to be prepared reports, studies, surveys, procedures, designs, blue prints, statistics and other information necessary for successful implementation of industrial projects.

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1.4.d 1.4 .d Functional Functional Divisio Div isions ns

The major major functiona functionall divi divis io ns under under SIDCO SIDC O are: 1. Raw material ate rial division division 2. Production division 3. Marketing division 4. Construction division 5. Industrial estate esta te divi division. sion. 6. Information technology and telecommunication division 7. Import and export division 8. Super check cell

1.4.e Functions Functions of SIDCO

Keral Ke ralaa SIDCO S IDCO,, a public public sector undertak undertakiing of the Governme Governme nt of Kerala has has four decades deca des of servicing to its credit cre dit as a promoti pro motiona onall agency for small small scale sca le industr industries. ies. The majo majorr functio functions ns of SIDCO are;

1. This corporation is rendering assistance to small scale industries in the state .SIDCO is the nod nodal al agency for providing providing support supp ort facilitie facilitiess to small small scal sca le industries industries in the state. 2. To provi pro viding ding infrastr infrastruc uctt ural ura l facilitie facilitiess to small-sc small-scaa le industries industrie s in the state. state . 3. To providing distribution of essential raw materials to the registered small-scale industry units in the state through its raw material depots in each district. Raw material division is engaged in the distribution of various raw materials to small-scale industry sector. Our distribution includes iron and steel, paraffin wax, titanium dioxide, plastic granules, cement, G.I pipes, aluminum sheets and petroleum products like lubricants, rubber process oil and bitumen. 4. To help marketing of SSI products in the state. This function is mainly with help of marketing division of SIDCO. The marketing division of SIDCO provides assistance to small-scale units in canvassing order from Government and other public sectors under

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takings by of contract marketing and tender marketing, the marketing product are food products ,plastic products, leather and rubber , electrical products, in addition to wood, steel stee l, hospital furniture and laboratory labora tory equi eq uipment‟s pment‟s..

5. The main function of this division is to undertake construction and maintenance works of sheds in industrial Estates, Industrial Development plots, providing infrastructure facilit facilit ies for Industrial Growth Centers, Ce nters, setting up of industrial ndustr ial parks pa rks etc. Moreover Kerala SIDCO is supplying Bitumen to local bodies as nodal agency and paraffin wax to small-scale industries. From the very inception of the new company, SIDCO was assisting the Department of Industries in the implementation of 10,000 industry programs. Mainly Mainly these functi functio o ns are carried carried through the the diff differe erent nt divis divis ions of SIDCO SIDC O .

The majo majorr functio functions ns of SIDCO SIDC O are unde underr the foll follow owing ing divis divis ions. 

Raw Material Mate rialss Divi Diviss ion



Production Division



Marketing Division



Construction Division



Industrial Estate Division

Raw materials division

SIDCO Raw Material Division is engaged in the distribution of various industrial raw materials to the small scale industries sector in Kerala. It also distributes iron and steel materials to Public Public Sector Sec tor Undertak Undertakiings in Kerala accordin acc ording g to their their requirements. requirements. Mode Mo de of Distr Dis trib ibuti ution on of raw Materials: Ma terials:

The Raw Material Mate rialss Division Division distributes distribute s materials materials through 14 1 4 District District Level Depots. Dep ots. Raw Materials Distributed:

Iron and Steel, Pig Iron, Paraffin Wax, Titanium Dioxide, Plastic Raw Materials, Cement, Oil and Lubricants, Lubricants, Bitum Bitumee n, Aluminum Aluminum sheets and sections, Galvanized Galvanized Iron pipes, paints paints etc. e tc.

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Field of Interest:

In the current scenario of Globalization and free trade, this Division is looking for import of Industrial raw materials like Paraffin Wax, Furnace Oil, Palm fatty acid; Cement, Iron and Steel, Iron Scrap, Plastic Plastic Raw Materials, Materials, Bitum Bitumee n etc. Scope of Business:

There is scope for doing business to 600 Million Indian Rupees (12.5 Million US$) in 2003-04. Production division

Now 8 Production units are functioning under Kerala SIDCO in various districts of the State Government Departments, Public Sector Undertakings and Autonomous Bodies. These units are free to purchase all types of furniture and other equipment produced in these units, without observing usual tender formalities. a) Die-casting Unit

Die is used for production process. Different types of dies like fixed and Moving dies are using using for differe different nt type of items items produce pro duced. d. Items Produ Produce ced d

Handle bar, Gear support, Clutch lever, brake lever, brake shoe, gear box cover, switch support cover co ver racks, Alm Almara, table. b) Gove rnment rnment Instrume Instrume nt Workshop

Fund allotted allotted here is is 5crores. 5cro res. 

Production Pro duction of mathemati athemat ical, ca l, survey and leveling leveling instrume instruments. nts.



Melting Melting of empty fired fired cartridges. ca rtridges.



Fabrication Fa brication of steel stee l furni furnitt ure‟s. ure ‟s.

Process

Order will be given requisition to management. Goods received will be entered in the Goods Receiving Report (GRR). It is supplied to the factory. Finished product will be obtained. The work is half machined machined and half manual. manual.

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Customers

Kerala Automobile LTD (KAL), Agro machinery Corporation, KSTRC, ISRO, Government Departments. c) Furniture Furniture Production Production Unit Process

1. Purchase of raw material 2. Sizing Sizing and plaining 3. Assembling 4. Sandering 5. Sand papering 6. Waxing 7. Polishing 8. Transporting Marketing Marketing Division

Provides assistance to SSI units for marketing their products. There are opportunities for export of the products of Kerala's SSI sector, Village Industries Sector etc. The Marketing Division is now having 7 Sales Emporia and 7 Marketing Centers at various districts of Kerala. The SSI units registered with SIDCO exhibit their products in the emporia for which SIDCO is not charging any fee fee.. The Government of Kerala appointed Kerala SIDCO as sole channelizing Agent for procurement and supply supply of 20 products. prod ucts. Construction Division

The main functions of this Division is to undertake construction and maintenance work of sheds in Industrial Estates, Industrial Development Plots, providing infrastructure facilities for Industrial Growth Centers, setting up of Industrial Parks etc. In addition to these it undertakes civil works entrusted by the Industries Department, Public Sector Undertaking and Other autonomous autonomous bodi bod ies and Grama Grama Panchayaths on cent age basis.

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Industri Industrial al e state division division

Kerala SIDCO owns 17 Conventional Industrial Estates and 36 Mini Industrial Estates, which are functioning in different Districts of Kerala. There are 920 factory sheds in which more than 750 SSI units are functioning. The above said factory sheds were allotted on Lease basis, Hire Purchase basis and Out Right Purchase basis. A very few sheds are vacant for allotment preferably on Out Right Purchase basis. In addition to these factory sheds, Industrial Plots are being allotted to the entrepreneurs in Industrial Estates, Mini Industrial Estates and Industrial Parks for constructing factory sheds of their own design to run industrial Units. Considering the importance of Small Scale Industries, as part of Government Policy, the scheme for setting up of One Industrial Park in each of the 140 Assembly Constituencies of the State is being implemented by SIDCO. At present 12 sites are under possession of which 7 sites are ready for allotme allotment nt in Various Districts of Kerala. Ke rala.

1.4.f After sales service

SIDCO always give priority to after sales services. The prices in SIDCO are fixed rate. So the only way by which they can increase sales is through after sales services. So SSI units will take more interest than the private party in the case of improving after sales services. Even if they do not give written guarantee to the products, if there is a complaint from customer, they will either rectify it or replace the products. Once a complaint received by referring invoice number, SIDCO can know which unit has supplied such defaulted product. Through this SIDCO can ensure the future future quality quality of the products. pro ducts. Moreover SIDCO brings the product to the customers place and install them at the place specified by the customers. Once the relationship with the department or customer is made, SIDCO will frequently contact with them and to enquire whether there is further order. Because,-sales is not the end of a transaction, rather it is the beginning of a long term relationship with a customer. SIDCO conduct exhibitions in order to give propaganda about the product.

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1.4.g 1.4 .g Produ Product ct Profile Profile

Government have examined the proposal in detail and pleased to appoint SIDCO as the agency procurement supply for the following items to government department and public sectors undertakings. Water facilities, public water tap, plastic modeled furniture, pipes and pipe fittings and water tanks and survey equipment‟s. Wood working units and four engineering units, SIDCOs sole canalizing agent for procurement supply of selected items manufactured by small-scale industrial units. 351 products are steel furniture, wooden furniture and lab equipment‟s

chemicals. Small scale industrial sector and public sector undertaking in Kerala through the raw materials includes iron and steel, paraffin wax, titanium dioxide, plastic granules, cement, GI pipes, aluminum sheets and petroleum products like lubricants, rubber process oil and bitumen. SIDCO SIDC O is the agency for procurement pro curement and supply for the followin following g items. items. 

Tarpaulin



Electrical Electrical chock. Condensers, Co ndensers, starters, starters, fi fitting etc.



Control panels



Laboratory chemicals



Aluminu Aluminum m and steel utensils utensils



Manhole covers



Wax candles



Rolling shutters



Voltage stabilizers



Agricu Agricullt ura l tools to ols and imple mple ments men ts



Paints and varnishes

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1.4.h Future Plans Telecom city

Government of Kerala has issued orders to allot 25 acres of land to SIDCO for setting up of a telecom city in Trivandrum in collaboration with M/s ITI, Bangalore, preliminary steps were taken to measure the land and jungle clearing. Expression of interest from prospective entrepreneurs entrep reneurs will will be b e called called for after after obtain obta ining ing sanction from governmen governmentt of K eral era la M ulti-Storied Building Building Com Co mplex At Kadvanthara, Kochi

Expression of interest have been invited for the construction of a multistoried building in SIDCO land at Kadavanthra on BOT basis and submitted to government for sanction. SIDCO is expecting expe cting Rs.5cro Rs.5 crores res as ini initial invest investm me nt if government appro ap proves ves the propo pro posal. sal. Joint venture

a) A high security printing press on joint venture with shri sajeev is proposed to be started at the premises premises of o f SIDCO SIDC O equi eq uipment pment compl co mplex, ex, manvila. manvila. b) Joint venture business with Malabar rubber consortium for the business of treat rubber is also in progress. In short, SIDCO is on the path of progress, commemorating the golden days of import of cement during during 1980 19 80s, s, by the teamwork of o f employees and manageme manageme nt.

25

1.5 Objectives of the study Primary Objective: 

To study the comm co mmitmen itmentt level of the employees employees workin work ing g in KERALA-SIDC KERALA- SIDCO O Ltd. Ltd .

Secondary Objective: 

To study the affective affective,, continua continua nce & normative comm co mmitmen itmentt level of employees.

1.6 Scope of the study

The results of the study may provide various factors that influencing commitment level of employees. This study may also help to analyze the commitment of employees in KERALASIDCO. Growing needs of employee participation in achieving organizational goals demand the further studies in employee commitment. This helps to understand the career path and maturation level of your workforce work force and the the role of the employer employer in supporting supp orting their development. d evelopment.

1.7 Limitations Limitations of the s tud tudy y 

The study may not be Generalizable.



The study is conducted co nducted in a singl singlee organizat organizatio ion. n.



Time Time period pe riod is Limite Limited. d.



Employees are from different educational level.

26

CHAPTER – 2A RESEARCH METHODOLOGY This This chapter addre a ddresses sses the approach app roach to the study. study.

It provides provides an explanati explanation on of the

research design, details regarding the sample, the variables to be examined, chosen measurement instruments, nstrume nts, means of data da ta coll co llect ectiio n, and data da ta analysis. analysis. 2.A.1 Research design

The type of the the research researc h used in this this study has been bee n descriptiv des criptivee in nature. nature. 2.A.2 Sources of data

This project study involves primary data collected from the company employees by the way of giving giving structured questionnaire. questionna ire. 2.A.3 Collection of data  Sampling design -

The data collected from the respondents is through census sampling

method.  Target Targe t Population Population - 120  Sample size – 120

2.A.4 Statistical Tools & Techniques 

Percentage Analysis

27

CHAPTER - 2B MACRO & MICRO ANALYSIS 2.B.1 Concepts of small-scale industry

Small-scale industries are those engaged in the manufacturing and processing or production of goods. These would include units engaged in mining and quarrying, servicing and repairing of machinery. The investment ceiling for plant and machinery differs for smallscale industries, ancillary industries, small service establishments, export oriented small industries and small service and business enterprises. A unit is considered to be an ancillary unit if it supplies or proposes to supply at least 50 percent of its production to other units. For being an export-oriented unit, the unit shall undertake to export more than 50 percent of annual production pro duction by the end of the year from the date da te comm co mmencin encing g production. pro duction. 2.B.2 2.B. 2 Small-scale Small-scale industr industries ies in Indi India a

When India became independent in 1947, the industrial base of the economy was very small and there were a number of problems in industries like shortage of raw materials, deficiency in capital, bad industries relation etc. Now almost all the economists give great importance to the industrial development of our country. As a result of this, some industrial development de velopment in the country co untry has taken tak en place. place .

A rewarding feature of economic development in India has been the impressive growth of modern Small Scale Industries (SSIs) .The small enterprises established their competence to manufacture a wide variety of sophisticated goods in different product lines requiring a high degree of skill and precision. They have made a notable contribution in realizing the principal objectives of generating employment opportunities, adoption of modern techniques and dispersal of industries in small towns and rural areas. This has been possible as a result of the successful implementation of the programme for assistance of small-scale industries. The diversified, rapid growth of small-scale industries is a significance feature of India's economic development in recent years.

28

India is one of the few developing countries that consistently supported small-scale industries and has protected them from the unhealthy competition of large industries by implementing a large number of discriminatory measures. The SSIs plays a vital role for the healthy growth of our country. The promotion of SSIs in generating employment opportunities, raising income and standard of living and bringing balanced and integrated rural economy. The small-scale industries occupy a very important position in Indian economy. SSIs provided employment to more than 177 lakh persons in the 32-lakh SSI units spread throughout the country. The small-scale sector has been contributing to about 40 per cent of industrial production and 35 per cent of direct exports. The sector produces a variety of products ranging from traditional to hi-tech. Small-scale industries have contributed over 50 lakhs entrepreneurs. SSIs have contributed significally to the realization of socio-economic objectives of growth in employment and exports, fostering entrepreneurship and ensuring industrial growth. In this era of liberalization, SSI units have commonly recognized that small-scale industries play a key role in the country's planned economic development. The small and medium enterprises (SME) sector is one of the fastest growing industrial sectors all over the world. Many countries of the world have established a SME development Agency (SMEDA) as the nodal agency to coordinate and oversee all Government interventions in respect of the development of this sector. In the case of India, though a separate medium sector is not defined, the Office of Development Commissioner (SSI) also known as Small Industries Development Organization (SIDCO) functions as the nodal Development Agency for small industries. SIDCO functions under the Ministry of SSI (Ministry of small Scale Industries.) SIDCO was established in 1954 on the basis of the recommendations of the Ford Foundation. Over the year, it has seen its role evolve into an agency for advocacy, handholding and facilitation for the small industrial sector. It has over 60 offices and 21 autonomous bodies under its management. These autonomous bodies include Tool Rooms, Training Institutes and Project - cum - process Development Centers. SIDCO provides a wide spectrum of services to the small industrial sector. These include facilities for testing, tormenting, training for entrepreneurship development, preparation of project and product profiles, technical and

29

managerial consultancy, assistance for exports, pollution and energy audits etc. SIDCO provides economic information services and advices Government in policy formulation for the promotion and development of SSIs. The field officers also work as effective links between the Central and State Government. Consequent to the increased globalization of the Indian economy small industries are required to face new challenges. SIDCO has recognized the changed environment and currently focusing on providing support the fields of credit, marketing technology and infrastructure to SSIs. Global trends and national developments have accentuated SIDCOs role as a catalyst of growth of o f Small Enterprises in the the country.

30

CHAPTER – 3 DATA ANALYSIS AND INTERPRETATION

SIM PLE PERCENTAGE ANALYSIS

Table No: 3.1

DESCRIPTION DESCRIPTION

GENDER CLASSIFICATION

NUMBER NUMBER OF RESPO RESPONSES NSES

PERCENTAGE PERCENTAGE

Male Male

85

70.8

Female Female

35

29.2

Total

120

100

Interpretation:

The table 3.1 interprets interprets that 70.8% 70.8 % of respondents respo ndents are male and a nd 29.2% of respondents respo ndents are female. emale.

infers ers that majo majority rity 70.8 70 .8% % of respondents respo ndents are a re male. male. Inference : The table inf

31

Table No: 3.2


AGE CLASSIFICATION



UNDER 26

2

1.7

26-35

8

6.7

36-45

35

29.2

46-55

44

36.7

56-65

31

25.8

-

-

120

100

65-Above TOTAL TOTAL

Interpretation:

The table 3.2 interprets that 1.7% of respondents are under the age of 26, 6.7% of respondents are between the ages of 26-35, 29.2% of respondents are between the ages of 36-45, 36.7% of respondents are between the ages of 46-55, 25.8% of respondents are between the ages of 56-65.

Inference : The table infers that 36.7% of the respondents are in the age group between 46-55

years.

32

Table No: 3.3


QUALIFICATIONS



Diplom Diplomaa

22

18.3 18. 3

Bachelor‟s Degree

60

50

Master‟s Degree

18

15

-

-

Others

20

16.7

TOTAL TOTAL

120

100

Doctorate

Interpretation:

The table 3.3 interprets that 18.3% of respondents have educational qualification of Diploma, 50% of res pondents have bachelor‟s degree, 15% of respondents have Master‟s Degree, 16.7% of respondents have other qualification.

and Inference : The table 3.3 infers that 50% of the respondents have a bachelor‟s degree and remaining respondents are having diploma and other disciplines as educational qualification and no one have doctorate degree.

33

Table No: 3.4


Do you sup s upervise ervise others? others?



Yes

14

11.7

No

106

88.3

TOTAL TOTAL

120

100

Interpretation:

The table 3.4 interprets that 11.7% of respondents says “yes” and 88.3% of respondents are saying “no” “no” to the above ab ove statement.

The table 3.4 3. 4 infers nfers that 88.3% 88.3 % of the respondents are not supervising supervising others. Inference : The

34

AFFECTIVE AFFECTIVE COMM COM M ITMENT ITMEN T CONSTRUCTS: CONSTR UCTS:

Table No: 3.5

Happy to spend my rest of my career in this organization


NUMBER OF RESPO RESPONSES NSES


Strongl Stro ngly y disagree

-

-

Disagree Disagree

-

-

Sligh Slightl tly y disagree disagree

-

-

18

15

-

-

Agree Agree

48

40

Strongly Strongly agree

54

45

TOTAL TOTAL

120

100

Neither agree nor disagree disagree Sligh Slightl tly y agree

Interpretation:

The table 3.5 interprets that 15% of respondents have responded neutral , 40% agreed & 45% are strongl stro ngly y agreed agreed that they are very happy happ y in spendin spe nding g rest of their career care er in that organization. organizat ion.

Inference : The table 3.5 infers that 45% of the respondents are happy to spend the rest of there

career in their organization.

35

Table No: 3.6

I e njoy njoy discuss dis cuss ing my organizatio organization n with people pe ople outs outside ide





-

-

Disagree Disagree

-

-


-

-

18

15

-

-

Agree Agree

68

56.7


34

28.3 28. 3

TOTAL TOTAL

120

100


Interpretation:

The table 3.6 interprets that 15% of respondents have responded neutral, 56.7% are agreeing and 28.3 28 .3% % are strongly strongly agreein agree ing g to the the statement.

Inference : The table 3.6 infers that majority of the respondents i.e. 56.7% are agreeing that they

enjoy discussing discussing about ab out their organiza organiza tion tio n with other people. peo ple.

36

Table No: 3.7

I re re ally fee fe e l as if this this organ o rganiz izations ations problem problem is my own own




Strongly Strongly disagree disagree

4

3.3

Disagree Disagree

-

-


-

-

Neither agree nor disagree disagree

30

25

Sligh Slightl tly y agree

32

26.7 26. 7

Agree Agree

30

25.0


24

20

TOTAL TOTAL

120

100

Interpretation:

The table 3.7 interprets that 3.3% of the respondents have strongly disagreed, 25% of respondents are neutral in their statement, 26.7% of respondents are slightly agreeing to the statement, 25% are agreeing and 20% are strongly strongly agreein agree ing g to the the statement.

Inference : The table 3.7 infers that majority of respondents i.e. 25% have responded neutral and

another 25% 2 5% that they they are considering considering the organizatio organizatio ns probl prob lem are their their own.

37

Table No: 3.8 I could eas e asily ily become as a s attached attached to another another organization organization as I am to this this one o ne





26

21.7 21. 7

Disagree Disagree

56

46.7 46. 7


28

23.3 23. 3


10

8.3


-

-

Agree Agree

-

-


-

-

120

100

TOTAL TOTAL

Interpretation:

The table 3.8 interprets that 21.7% are strongly agreeing, 46.7 % disagreed, 23.3% are slightly disagreeing disagree ing and 8.3% 8. 3% are neutral neutral in their their selection. se lection.

Inference : The table 3.8 infers that majority i.e. 46.7% of respondents disagree to the statement

that they they can c an attach to another organ o rganiizati zat io n like the present organizat organizatiio n.

38

Table No: 3.9

I do do not fee fe e l like “a me me mber of the family” family” at this organ o rganiization





32

26.7 26. 7

Disagree Disagree

48

40


16

13.3 13. 3


24

20


-

-

Agree Agree

-

-


-

-

120

100

TOTAL TOTAL

Interpretation:

The table 3.9 interprets that 26.7% of the respondents strongly disagree with the statement, 40% disagreed, disagree d, 13.3 13 .3% % slightl slightly y disagreed and 20% 20 % are neutral in their statement.

Inference : The table 3.9 infers that 40% of respondents disagreed with the statement that they

don‟t feel like a member in their organization.

39

Table No: 3.10

I do do not fee fe e l “em “e motionally otionally attached” to this this organiz organization atio n





56

46.7 46. 7

Disagree Disagree

40

33.3 33. 3


24

20


-

-


-

-

Agree Agree

-

-


-

-

120

100

TOTAL TOTAL

Interpretation:

The table 3.10 interprets that 46.7% are strongly disagreeing, 33.3% are disagreeing, 20% are slightly agreeing the statement.

Inference : The table 3.10 infers that majority of the respondents i.e. 46.7% are strongly

disagreeing disagreeing to the statement statement that “they “they don‟t d on‟t feel feel emotionally attach attac h to their organizat organizat ion”. ion ”.

40

Table No: 3.11

This Th is organization organization has a gre gre at de de al of pe pe rsonal meaning for me





-

-

Disagree Disagree

-

-


-

-

16

13.3 13. 3

-

-

Agree Agree

32

26.7


72

60

TOTAL TOTAL

120

100


Interpretation:

The table 3.11 interprets that 13.3% are neutral in their responses, 26.7% agreed and 60% strongl stro ngly y agreed agree d with with the statement. state ment.

Inference : The table 3.11 infers that majority of the respondents i.e. 60% strongly agreeing to the

statement state ment that they have have strong personal per sonal meanin meaning g towards towar ds their organizat organizatio ion. n.

41

Table No: 3.12

I do do not fe e l strong se nse of belonging belonging to this this organizati organization on





60

50

Disagree Disagree

60

50


-

-


-

-


-

-

Agree Agree

-

-


-

-

120

100

TOTAL TOTAL

Interpretation:

The table 3.12 interprets that 50% of respondents are strongly disagreeing and 50% are disagreeing disagree ing with the statement. state ment.

Inference : The table 3.12 infers that all of the respondents are disagreeing with the statement that

they “don‟t fee feell strong sense of belong be longin ing g to their organiza organizatio tion” n”.

42

CONTINUANCE COMMITMENT CONSTRUCTS:

I am not afraid of what what might happen ha ppen if i quit my my job at a t this organization org anization

Table No: 3.13


without having another one.




94

78.3 78. 3

Disagree Disagree

22

18.3 18. 3


-

-


4

3.3


-

-

Agree Agree

-

-


-

-

120

100

TOTAL TOTAL

Interpretation:

The table 3.13 interprets that 78.3% of respondents are strongly disagreeing, 18.3% disagreeing and 3.3% 3.3 % are neutral in their statement. sta tement.

Inference : The table 3.13 infers that majority of the respondents i.e. 78.3% are strongly

disagreeing disagree ing that “they “they don‟t do n‟t fear fear if they they quit quit the job without without another one”.

43

It would would be ve ry hard hard for me me to leave le ave my job job at this this organiz o rganizatio ation n right now e ven ve n if I

Table No: 3.14 DESCRIPTION DESCRIPTION

wanted to




-

-

Disagree Disagree

-

-


-

-


6

5.0


-

-

Agree Agree

36

30


78

65

TOTAL TOTAL

120

100

Interpretation:

The table 3.14 interprets that 5% are neutral in their agreement, 30% agreeing and 65% are strongl stro ngly y agreeing agree ing with the above ab ove statement. state ment.

Inference : The table 3.14 infers that majority of the respondents i.e. 65% are strongly agreeing to

the statement that “they “they can‟t ca n‟t leave ea ve organiza organiza tion tio n “.

44

Too much much of life life would be disrupte disrupted d if I decided dec ided to leave le ave my job


at this organization organization right now




-

-

Disagree Disagree

-

-


-

-

14

11.7 11. 7

-

-

Agree Agree

28

23.3


78

65

TOTAL TOTAL

120

100


Interpretation:

The table 3.15 interprets that 11.7% of the respondents selected neutral, 23.3% agreeing & 65% are strongly strongly agreein agree ing g with with the statement. state ment.

Inference : The table 3.15 infers that majority of the respondents i.e. 65% are strongly agreeing

that their their life life would be disrupted if they quit quit from present pre sent job.

45

It would would not be too cos tly for for me to le le ave my job job at this this organiz o rganization ation


in the near future




60

50

Disagree Disagree

10

8.3


48

40


2

1.7


-

-

Agree Agree

-

-


-

-

120

100

TOTAL TOTAL

Interpretation:

The table 3.16 interprets that 50 % of respondents are strongly disagreeing, 8.3% disagreed, 40% sli slightly agreed and 1.7% 1.7 % are neutral. neutral.

Inference : The table 3.16 infers that majority i.e. 50% of the respondents are strongly disagreeing

the statement that “l “leaving eavin g their organiza organizatio tion n would not cost co st much much for them”. them”.

46

Right Rig ht now, now, staying sta ying with with my job job at this organization organization is a matter atte r of nece nec e s s ity


as much much as a s desir des iree s




-

-

Disagree Disagree

-

-


-

-

14

11.7 11. 7

-

-

Agree Agree

34

28.3


72

60

TOTAL TOTAL

120

100


Interpretation:

The table 3.17 interprets that 11.7% of the respondents are neutral, 28.3% agreeing, 60% are strongly agreeing with the statement.

Inference : The table 3.17 infers that majority of the respondents i.e. 60% strongly agreeing with

the statem state ment that “staying “staying in the the organizat organizat io n is a matter of o f necessity”. nece ssity”.

47

I believe I have too few options to consider should I decide to

Table No: 3.18


leave my job at this organization




-

-

Disagree Disagree

-

-


-

-

72

60

-

-

48

40

-

-

120

100

Neither agree nor disagree disagree Sligh Slightl tly y agree Agree Agree Strongly Strongly agree TOTAL TOTAL

Interpretation:

The table 3.18 interprets that 60% are neutral in their statement and 40% agreeing with the statement.

Inference : The table 3.18 infers that majority of the respondents i.e. 60% are neutral in their

statement state ment that “I “I have have few few options to consi co nside derr before be fore lea leavi ving ng the organiza organiza t io n”. n” .

48

Table No: 3.19

Ne gative side of leaving lea ving organiz organizations ations is scarci sca rcity ty of alternative alternative jobs





-

-

Disagree Disagree

-

-


-

-


4

3.3


-

-

Agree Agree

28

23.3


88

73.3 73. 3

TOTAL TOTAL

120

100

Interpretation:

The table 3.19 interprets that 3.3% are neutral, 23.3% agreeing and 73.3% strongly agreeing with the statement.

Inference : The table 3.19 infers that majority of respondents i.e. 73.3% are strongly agreeing that

“Negative side of leaving leaving organiza organiza tions tio ns is scarcity sca rcity of alternative alternat ive jobs”. job s”.

49

One of the major major reas ons I continue continue to work work for this organization is that that leaving lea ving

Table No: 3.20

would require considerable personal sacrifice





-

-

Disagree Disagree

-

-


-

-

12

10

-

-

Agree Agree

24

20


84

70

TOTAL TOTAL

120

100


Interpretation:

The table 3.20 interprets that 10% of the respondents are neutral in their selection, 20% agreeing and 70% strongly stro ngly agreein agree ing g with with the statement. state ment.

Inference : The table 3.20 infers that majority of respondents i.e. 70% are strongly agreeing that

“continuing “continui ng in this this organiza organiza tion tio n is because be cause leaving leaving would cost personal per sonal sacrif sa crifice. ice.””

50

NORMATIVE COMMITMENT CONSTRUCTS:

Table No: 4.21

I thin think k that people these thes e days move from company company to company company too ofte ofte n





-

-

Disagree Disagree

-

-


-

-

10

8.3

-

-

Agree Agree

44

36.7


66

55

TOTAL TOTAL

120

100


Interpretation:

The table 3.21 interprets that 8.3% of the respondents are neutral in their selection, 36.7% agreed and 55% have selected se lected strongly stro ngly agreed agree d with with their statement.

Inference : The table 3.21 infers that majority of respondents i.e. 55% are strongly agreed with the

statement that “peopl “peop les swap s wapping ping companies c ompanies is more in in these days”.

51

I do not believe that a person must always be loyal to his


or her organization



Strongly Strongly disagree

46

38.3 38. 3

Disagree Disagree

52

43.3 43. 3


10

8.3


12

10


-

-

Agree Agree

-

-


-

-

120

100

TOTAL TOTAL

Interpretation:

The table 3.22 interprets that 38.3% of the respondents have selected strongly disagreed, 43.3% disagreed, disagree d, 8.3 8 .3% % slightl slightly y disagreed disagree d and 10% 10 % have selected selecte d neutral neutral with with their their statement. sta tement.

Inference : The table 3.22 infers that majority of the respondents i.e. 43.3% are agreeing that “a

person must be loyal to his his or her organizat organizatio ion”. n”.

52

Jumpin Jumping g from organization to organization does doe s not s e e m at


all une une thical to me me




58

48.3 48. 3

Disagree Disagree

38

31.7 31. 7

-

-

24

20


-

-

Agree Agree

-

-


-

-

120

100

Sligh Slightl tly y disagree disagree Neither agree nor disagree disagree

TOTAL TOTAL

Interpretation:

The table 3.23 interprets that 48.3% of respondents have strongly disagreed, 31.7% disagreed, and 20% 20 % are selected neutral with their statement. sta tement.

Inference : The table 3.23 infers that majority of the respondents (48.3%) are strongly disagreeing

that “swapping organization is unethical “.

53

One of the the major major reas ons I continue continue to work work for fo r this organization organization is that that I believe belie ve is

Table No: 3.24 that loyalty is impor important tant and therefore fee l of se s e nse of obligation obligation to re re main





-

-

Disagree Disagree

-

-


-

-


6

5


26

21.7 21. 7

Agree Agree

8

6.7


80

66.7 66. 7

TOTAL TOTAL

120

100

Interpretation:

The table 3.24 interprets that 5% are neutral, 21.7% slightly agreed, 6.7% agreed and 66.7% are strongl stro ngly y agreed agree d with with their statement.

Inference : The table 3.24 infers that majority of the respondent i.e. 66.7% are strongly agreeing

that they they remain in in organization organizat ion because because they gave importance importance to loyalty and obl ob ligat igatiio n.

54

I would would not fee l that it’s right right time time to leave le ave the organiz organization ation e ven ve n if I find find better job


opportunities elsewhere.




-

-

Disagree Disagree

-

-


-

-


2

1.7


-

-

Agree Agree

28

23.3


90

75

TOTAL TOTAL

120

100

Interpretation:

The table 3.25 interprets that 1.7% are neutral in their selection, 23.3% agreed, 75% are strongly agreed with their statement.

Inference : The table 3.25 infers that majority of the respondents i.e. 75% are strongly agreeing

that “they don‟t d on‟t feel feel it was the right right time time to leave the organizat rganizatiio n for another another job” job ”.

55

I was was taught taught to believe in the value of remainin remaining g


loyal to one organization




-

-

Disagree Disagree

-

-


-

-

38

31.7 31. 7

-

-

Agree Agree

19

15.8


63

52.5 52. 5

TOTAL TOTAL

120

100


Interpretation:

The table 3.26 interprets that 31.7% are neutral in their selection, 15.8% agreed and 52.5% are strongl stro ngly y agreed agree d with with their statement.

Inference : The table 3.26 infers that majority of the respondents i.e. 52.5% are strongly agreed

with the statement that “they beli b elieve eve in the the value value of remaining loyal to one organizat organizatio ion”. n”.

56

Things were better in the days when people stayed


with one o ne organizatio organization n




75

62.5 62. 5

Disagree Disagree

10

8.3

-

-

35

29.2 29. 2


-

-

Agree Agree

-

-


-

-

120

100

Sligh Slightl tly y disagree disagree Neither agree nor disagree disagree

TOTAL TOTAL

Interpretation:

The table 3.27 interprets that 62.5% of the respondents have strongly disagreed, 8.3% disagreed and 29.2% 29. 2% are neutral in their sel se lecti ec tion. on.

Inference : The table 3.27 infers that majority of respondents i.e. 62.5% strongly disagree that

“the “the things things were better bette r in the days when when people peo ple stayed in same organiza organiza tion”. tio n”.

57

I do not not think think that waiting waiting to be be a “comp “co mpany any man” or o r “com “co mpany woman” is


se nsible nsible anymore anymore




-

-

Disagree Disagree

-

-


-

-

21

17.5 17. 5

-

-

Agree Agree

42

35


57

47.5 47. 5

TOTAL TOTAL

120

100


Interpretation:

The table 3.28 interprets interprets that 17.5% 17.5 % of respondent respo ndent are neutral in their their response, respo nse, 35% 35 % have agreed and 47.5% 47.5 % have strongl strongly agreed in the above abo ve statement. statement.

3.2 8 infers nfers that majo majority rity of the respondents respo ndents i.e. 47.5 47 .5% % are strongly strongly agreein agree ing g Inference : The table 3.28 that “they “they don‟t do n‟t think think waiting waiting as company man and company co mpany woman wo man is is sensible”.

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CHAPTER – 4 CONCLUSION 4.1 FINDINGS  Majority

of the respondents respo ndents i.e. 70.8% 70. 8% are male. male.



About one-thi one- third rd of the respondents i.e. 36.7% 36. 7% are in in the the age group group between be tween 46-5 46 -55 5 years.



Half of the respondents i.e. 50% have a bachelor‟s degree and remaining respondents are having diploma and other disciplines as educational qualification and no one have doctorate degree.



About 88.3% 88. 3% of the the respondents are not supervisin supervising g others.



Majority i.e. 45% of the respondents are happy to spend the rest of their career in their organization.



Majority of the respondents i.e. 56.7% are agreeing that they enjoy discussing about their organizat organizatiio n with with other people.



Majority of the respondents i.e. 25% have responded neutral and another 25% that they are considering the organizat organizatio ions ns prob pr obllem are their own.



Majority i.e. 46.7% of the respondents disagree to the statement that they can attach to another organizat organizatiio n like the present organi organization. zatio n.



About 40% of the respondents disagreed with the statement that they don‟t feel like a member in their organization.

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

Majority of the respondents i.e. 46.7% are strongly disagreeing to the statement that “they don‟t do n‟t feel emotiona emotionally lly attach attac h to their organizat organizat ion”. ion ”.



Majority of the respondents i.e. 60% strongly agreeing to the statement that they have strong personal perso nal meani ea ning ng towards towa rds their their organizati organizat io n.



All of the respondents are disagreeing with the statement that they “don‟t feel strong sense of belong be longing ing to their organiza organizatio tion”. n”.



Majority of the respondents i.e. 78.3% are strongly disagreeing that “they don‟t fear if they quit the job without without another one”.

 Majority of the respondents i.e. 65% are strongly agreeing to the statement that “they can‟t

leave organization “.



Majority of the respondents i.e. 65% are strongly agreeing that their life would be disrupted if they quit from present job.

 Majority i.e. 50% of the respondents are strongly disagreeing the statement that “leaving

their organiza organiza t io n would not cost cos t much much for them”. them”.



Majority of the respondents i.e. 60% strongly agreeing with the sta tement that “staying in the organizat organizatio ion n is a matter atte r of o f nec necessity” essity”..



Majority of the respondents i.e. 60% are neutral in their statement that “I have few options to consider consider before leaving leaving the organizat organizatiio n”.



Majority of respondents i.e. 73.3% are strongly agreeing that “Negative side of leaving organiza organiza tions tio ns is scarcity sca rcity of alternative jobs”. job s”.

60



Majority of respondents i.e. 70% are strongly agreeing that “continuing in this organiza organiza tion tio n is because be cause leaving leaving would cost personal sacrifice”.



Majority of respondents i.e. 55% are strongly agreed with the statement that “peoples swapping swap ping compani co mpanies es is more in in these days”.



Majority of the respondents i.e. 43.3% are agreeing that “a person must be loyal to his or her organization”.



Majority of the respondents (48.3%) are strongly disagreeing that “swapping organization is unethical unethica l “.



Majority of the respondent i.e. 66.7% are strongly agreeing that they remain in organiza organiza tion tio n because be cause they gave impo importance rtance to loyalty loyalty and obli ob ligat gation. ion.



Majority of the respondents i.e. 75% are strongly agreeing that “they don‟t feel it was the right right time time to leave ea ve the organizati organizat io n for another job” job ”



Majority of the respondents i.e. 52.5% are strongly agreed with the statement that “they beli be lieve eve in the value of remaining remaining loyal to one organi orga niza zation”.



Majority of respondents i.e. 62.5% strongly disagree that “the things were better in the days when people stayed in same organization”.



Majority of the respondents i.e. 47.5% are strongly agreeing that “they don‟t think waiting as company co mpany man and a nd company woman is sensible”.

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4.2 RECOMM RECOMM ENDATIONS ENDATIONS

The existence of relatively moderate continuance and normative commitment makes the researc rese archer her to give give the followi following ng suggestio suggestion: n:



The scope sco pe of partici pa rticipa patory tory decisi de cision on making making shall be enhanced from the pre sent level. level.



The possibility po ssibility of introduc ing managing by objec ob jectiv tives es (MBO) (MBO ) shall be explored. explored .



The existing perform pe rformance ance appra ap praisal isal system shall be rehauled.



Need – based ba sed training shall be impar imparted ted to the the employees.

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4.3 CONCLUSIONS

The study has identified the presence of high affective commitment of employees towards organization. However, the continuance commitment and normative commitment is found low with employees. This indicates that the employees are committed to the organization because of their liking towards the organization and not because of purely pay benefits and nonavailability of alternatives. The study is concluded that the employees at KERALA-SIDCO, Trivandr Trivandrum um exhibit exhibit a high high level level of overall overa ll com co mmit mit ment me nt towards towa rds the organi orga nizatio zatio n.

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Bibliography

Journals:

Thomas E Becker, John P Meyer, Christian Vandenberghe, Employee Commitment and Motivation: A Conceptual Analysis and Integrative Model, Journal of Applied Psychology, 2004, Vol.89, No.6, 991 – 1007. 1007. Sunil Maheshwari, Ramesh Bhat & Somen Saha, Commitment among state health officials & its implications for health sector reform: Lessons from Gujarat, Indian J Med Res 127, February 2008, pp. 148-153. Barbara J. Kreisman, Insights Into Employee Motivation, Commitment and Retention, Ph.D. Research/White Paper, Pap er, Insigh Insights ts Denver, Denver, February Feb ruary,, 2002 20 02,, pp. 100-1 100 -148. 48.

Books: Michael Beer, High Commitment High Performance: How to Build a Resilient Organization for Sustained Sustained Advantage, Advantage, Published Published by Hardcover Hardco ver - Aug 10, 2009. 200 9. Howard J. Klein, Thomas E. Becker, and John P. Meyer, Commitment in Organizations: Accumulated Wisdom and New Directions (SIOP Organizational Frontiers Series), Published by Hardcover - Mar 11, 2009. Sangeetha K, Em Employee Co Com mmitmenttmen t- An Introductio Introductio n, Published Published by pb books, boo ks, July July 27, 2009. 200 9.

Websites:

www.scribd.com www.pdfcast.org www.jmis-web.org www.infibeam.com www.docstoc.com

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Employee Commitment Questionnaire The following statements concern how you feel about the organization where you work. Please tick  your extend of your agreement or disagreement disagreeme nt with each eac h statement. state ment.

Questions

1. I woul would be very happy to spend the rest of my my career ca reer in this organization 2. I enjoy enjoy discussing discussing my organization organizat ion with with people outside 3. I reall rea lly y feel as a s if this this organizations problems pro blems are a re my own 4. I think think I could easil e asily y become as attached to another organization as I am to this this one 5. I do not feel like like “a member of the family” at this organization

6. I do not feel “emotionally attached” to this organization 7. This This organization organizat ion has a great deal of personal meaning for me 8. I do not not feel strong sense of belong be longing ing to this organization

Strongly Disagree

Disagree

Slightly Disagree

Neither Agree nor Disagree

Slightly Agree

Agree

Strongly Disagree

65

Questions

9. I am not afraid afraid of what mig might ht happe happen n if if i quit my job jo b at this this organization without having another one 10. It would would be very hard for me to leave my job at this organization right now even if I wanted to 11. 11 . Too much much of life life would be disrupted if I decided to leave my job at this organization right now 12. It would would not be too too costly for me to leave my job at this this organization in the near future 13. Right Right now, staying with my job jo b at this organization is a matter of necessity as much much as desire 14. I beli be lieve eve I have too few options to consider should I decide to leave my job at this organization

Strongly Disagree

Disagree

Slightly Disagree


Slightly Agree

Agree

Strongly Disagree

66

Questions

15. One of the few negative consequences of leaving leaving my job at this organization, would be the scarcity of available alternative elsewhere 16. One of the major reasons rea sons I conti co ntinue nue to work for this organization is that leaving would require considerable personal sacrifice; another place may not match match the overall benefi be nefits ts I have here 17. I think that people these days move from company to company too often often 18. I do not not beli b elieve eve that a person must always be loyal to his his or her organization 19. Jumping from organization to organization does not seem at all unethica unethicall to me

Strongly Disagree

Disagree

Slightly Disagree


Slightly Agree

Agree

Strongly Disagree

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Questions

20.

One of the major reasons rea sons I conti co ntinue nue to work for this organiza organiza t io n is that I believe is that loyalty is impo importa rtant nt and therefore feel of sense of obligation to remain

21. 21.

If I got another offer for a better job elsewhere I would would not feel it was right to leave my organization

22. 22.

I was taught to beli be lieve eve in the value of remaining loyal to one organization

23. 23.

Things Things were bette b etterr in the days when people stayed with one organizat organizatiio n for most of their care c areers ers

24. 24.

I do not think think that waiting waiting to be a “company man” or “company woman” is sensible anymore

Strongly Disagree

Disagree

Slightly Disagree

Neither Agree Nor Disagree

Slightly Agree

Agree

Strongly Disagree

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A Study on Employee Commitment @Sidco - Siad 2011 Batch

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