A STUDY ON EMPLOYEE ENGAGEMENT AT COCHIN PORT TRUST, TRUST, COCHIN C OCHIN
A PROJECT REPORT
Submitted by
RAHEENA.N
In partial fulfillment of the requirements For the award of the
POST GRADUATE DIPLOMA IN MANAGEMENT (PGDM)
DC SCHOOL OF MANAGEMENT & TECHNOLOGY MEDIA SCHOOL THIRUVANANTHAPURAM – 695 585 JUNE 2009 1|Page
Certificate from the organization
2|Page
ABSTRACT
Employee engagement is the level of commitment and involvement an employee has towards their organization and its values. An engaged employee is aware of business context, and works with colleagues to improve performance within the job for the benefit of the organization. It is a positive attitude held by the employees towards the organization and its values. This descriptive study on the basic of Gallup 12 point questionnaire and the IES survey, 2003.Q12 survey will help to identifies strong feeling of employee engagement and compare the eight important element of employee engagement like training, performance appraisal communication, equal opportunity and fair treatment, pay and benefits, health and safety, co-operation and job satisfaction, which developed on the basic of IES survey 2003. This study was conduct in the Cochin Port Trust, Kerala (2009).
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ACKNOWLEDGMENT
The study would not be complete without acknowledging my sincere gratitude to all persons who have helped me in the conduct of the study and the preparation of the dissertation. I express my sincere gratitude to Mr. Mahesh Mohan, faculty of DCSMAT, Trivandrum for his advice and guidance during my work. I express my deep sense of gratitude to faculty guide Mr. Anand Scotlin, who has been offering me valuable expertise and guidance throughout the progress of this dissertation work. I express my sincere gratitude to Mr. C. UnniKrishnan Nair, Deputy Secretary, Cochin Port Trust for giving me an opportunity to do this dissertation work and also for giving valuable guidance in carrying out this dissertation work successfully. I express my profound thanks to Mrs. Deeratmaja, Welfare Inspector Cochin port trust for her constructive criticism and valuable guidance throughout this dissertation work. I thank all the employees of Cochin port trust for their valuable help which was essential for successful completion of this dissertation. I express my gratitude to my parents and friends without whose cooperation and consistent encouragement, encouragemen t, the
accomplishment of this
dissertation would not have been possible. Finally, I thank the God Almighty Whose abundant grace and blessing that led me through this entire journey.
Rahneena.N
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TABLE OF CONTENTS
CHAPTER NO.
1
TITLE
PAGE NO.
INTRODUCTION
1.1
9-28
Industry profile
1.2
company profile
1.3
Literature survey
2
EMPLOYEE ENGAGMENT
2.1 2.2
Introduction Involvement factors related to CPT
10 16 26 29-52
30 38
3
RESEARCH DESIGN
4
DATA ANALYSIS AND INTERPRETATION
5
FINDINGS, SUGGESTIONS AND CONCLUSION 77-80
BIBLIOGRAPHY APPENDICES I
5|Page
53-56 57-76
81 82-83
LIST OF TABLES
SL No
TITLE
Page No
1.
Traffic handled at major ports-1
14
2
Traffic handled at major ports-2
15
3.1
Class wise distribution of post
25
3.2
Merit scholarships of port employee’s children.
44
4
Risk amount plus the savings accumulated as rates in
49
different class level. 5 6
port-wise dangerous occurrences fatal and non-fatal injuries during 2007 In service training program, 2008-2009
51 51
7
onsite training program in 2008-09
52
8
Research design
55
9.1
correlation between employee involvement and training
58
and development program 9.2
chi-square value
59
10.1
correlation between employee involvement and
60
communication 10.2
Chi-square value
61
11.1
correlation between employee involvement and ‘equal
61
opportunity and fair treatment’ 11.2
Chi-square value
62
12.1
correlation between the employee involvement and co-
63
operation 12.2
Chi-square value
64
13.1
correlation between employee involvement and job
64
satisfaction 13.2
14.1 6|Page
Chi-square value
65
correlation between employee involvement and
66
performance appraisal
14.2
Chi-square value
67
15.1
correlation between employee involvement and benefits
67
given to the cochin port trust 15.2
Chi-square value
68
16.1
correlation between employee involvement and “health and
69
safety measures” 16.2
Chi-square value
70
17
class wise frequency freque ncy
70
17.2
class wise employee involvement level
71
18.1
Age
72
18.2
rating of age and involvement level
73
19.1
Gender
73
19.2
Gender wise involvement level
74
20.1
Department frequency
75
20.2
Depatment wise employee involvement level
76
7|Page
LIST OF FIGURES
SL No
TITLE
Page No
1
India and intermediate sea ports
13
2
Port layout layout
17
3
Organizational chart
21
4
33
5
Ten important elements that influence employee’ perception Class wise employee involvement level
6
Rating of age and involvement level
72
7
Gender
74
8
Depatmnet wise employee’s frequency
75
8|Page
71
CHAPTER -1 INTRODUCTION
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1.1 INDUSTRY PROFILE
1.1.1 GLOBAL SENARIO
A port provides facility for receiving ships and transferring cargo and from them. They are usually situated at h the edge of an ocean or sea, river or lake. Ports often have cargo or handling equipments such as cranes and fort lifts for use in loading or unloading ships, which may be provided by private interests or public bodies. Harbour pilots burgs, and tug boats are often used to safety maneuver large ships in tight quarters as they approach and leave the docks. The ports that handle international traffic will have customer’s facilities.
The term “port” and seaport are used for ports that handle ocean going vessels, and “river port” is used for facilities that handle river traffic. Some ports on a lake, river or canal have access to a sea or ocean; they are sometimes have “inland ports”. A fishing port is a type of port or harbour facility particularly suitable for landing distributing fish .A “dry port” a term some time used to describe a yard used to place containers or conventional public cargo, usually connected to a sea port by rail or road.
The presence of deep water in channels or berths, the provision of protection from the wind, waves and storm surges and access to intermeddle transportation such as trains or trucks are critical to the functioning bat seaports and river ports.
Cargo containers allow for efficient transport and distribution by eliminating the need for smaller packages to be loaded individually at each transportation point, and allowing the shipping unit to be sealed for its entire journey. Standard containers can just as easily be loaded on a ship, train, truck or plane, greatly 10 | P a g e
simplifying intermeddle transfers. Cargo often arrives by train and truck to be consolidated at a port and loaded on to a large containership for international transport. At the destination port, it is distributed by ground transport once again. Port and shipping containers are a vital part of modern just in time inventory management strategies.
Port sometimes fall out of use Ryes, East Sussex, England was an important port in the Middle Ages, but the coastline changed and it is now two miles from the sea.
Also in London, on the River Thames, and Manchester, on the Manchester ships canal, were once important international ports, but are no longer so.
The world’s busiest port is contested by several ports around the world, as there is as yet no standardized means of evaluating port performance and traffic. The most keenly fought over this for the past decade was between the port of Rotterdam and the port of Singapore, with both ports claiming the busiest port tile.
1.1.2. INDIAN SCENARIO
Indian ports are not behind in effecting a metamorphosis in their attitude and approach. India is today among the top17 maritime nations in the world. India has a long coastline spanning 7517kilometres forming one of the biggest Peninsulas in the world. The ministry of shipping has laid great emphasis on the productivity aspect and benchmarking of quality ports and most importantly in making the ports cost effective.
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Almost all the major ports acquired ISO-9000 certification. The major ports are now in the process of revising their standards in compliance with the ISO09002-2000 standards. Indian ports are the major players in the shipping industry. They play a prominent role in the import and export of materials via the sea route from and to various destinations around the globe. The classification of Indian ports into major, minor and intermediate has an administrative significance. India is serviced by 12 major ports and 185 notified minor and intermediate port. At present this ports are handle about 75%of maritime cargo of the country. The ports come under the Ministry of Shipping, Govt. of India. The following are the Major ports in India:
Mumbai Port Trust, Mumbai
Jawaharlal Nehru Port Trust, Mumbai
Kolkata Nehru Port Trust, Kolkata
Cochin Port Trust, Cochin
Chennai Port Trust, Chennai
Visakhapatnam Port Trust, Visakhapatnam
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New Mangalore Port Trust, Mangalore
Tuticorin port Trust, Tuticorin
Mormugao Port Trust, Mormugao
Kandla Port Trust, Kandla.
Paradip Port Trust, Paradip
Ennore Pvt.Ltd, Ennore
Major port in India: Fig: (1)
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Traffic details: Table (1)
See the excel sheet
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TRAFFIC HANDLED AT MAJOR PORTS (DURING APRIL TO MARCH, 2009* VIS-A-VIS APRIL TO MARCH, 2008)
Table : (2)(*) TENTATIVE PORTS
APRIL TO MARCH TARGET 2008-09 2
1 KOLKATA Kolkata Dock System Haldia Dock Complex TOTAL: KOLKATA PARADIP VISAKHAPATNAM ENNORE CHENNAI TUTICORIN COCHIN NEW MANGALORE MORMUGAO MUMBAI JNPT KANDLA TOTAL:
TRAFFIC 2009* 3
4
12280 48000 60280 55000 65000 10550 64000 24060 18960 40340 40600 61030 63500 72770
12428 41623 54051 46412 63908 11500 57491 22011 15228 36691 41681 51876 57281 72225
1.21 -13.29 -10.33 -15.61 -1.68 9.00 -10.17 -8.52 -19.68 -9.05 2.66 -15.00 -9.79 -0.75
576090
530355
-7.94
Source: Indian port associati association on
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(IN ' 000TONNES) % VARIATION AGAINST TARGET
1.2 COMPANY PROFILE 1.2.1. History:
Cochin is the center for maritime trade and fishing for centuries created by nature in AD 1341, visited by international travelers and administered by colonial conquerors through the centuries which follow and developed by Sir. Robert Bristow during the period 1920-1940. In this century against far too
many odds and despite the cynicism of far too many people Cochin Port today is indeed the “Queen of the Arabian Sea”. The
Cochin
Port
Trust
newly
launched E-Thuramukham ,
a
comprehensive Enterprise Resource Planning (ERP) implementation program becoming the first Indian port. The project is based on SAP platform and will be customized by Tata Consultancy Services.
1.2.2. Formation:
The port was formally thrown open to vessels up to 30’draft in the year 1931. st
Cochin port was declared as a major port 1 August, 1936 and came under the administration of Govt. of India and the port was vested in a Board of trustees under a central legislation, viz. the Major Port Trust Act, 1963 on 29th February, 1964.
1.2.3. Location
Port of cochin is located on the Willingdon Island at Latitude 9(degree) 58’ North and Longitude 76(degree) 14’ east on the South –West coast of India about 930 KM south of Mumbai and 320 KM North of Kanyakumari.
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1.2.4. Port layout:
fig: (2)
The navigational channel system (approach channels)of cochin port comprise of an outer approach channel and two inner channels leading to Ernakulum side and Mattancherry side of the Willingdon Island on which the land based port facilities are located as shown in figure above.
1.2.5. Hinterland
With its strategic location on the South – West coast of India and at a commanding position at the cross roads of the East – West Ocean trade, the port is a natural gateway to the vast industrial and agricultural produce markets of the South – West India. India. The hinterland of the port includes the the whole of the Kerala state and parts of the Tamil Nadu and Karnataka states. A study carried out on the traffic flow in the hinterland of the port indicates that about 97% of the total volume of the traffic is accounted for by Kerala state. The hinterland of Cochin port has further spread over to different areas with the growth of containerization in the country and establishment of inland Container Depots different load canters in India. Cochin with its proximity to the international sea
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route between Europe and the Far East and Australia can attract large number of container lines offering immense sailing opportunities.
1.2.6.Mission
The Mission of the Cochin Port Trust is to provide dependable, cost-effective Port services through modern mode rn and efficient infrastructure coupled with high quality, customer friendly services. The Port shall manage its assets and a nd resources for optimal economic use to the Nation and the community. The Port shall strive to be the main catalyst for the economic development of the region, with a strong commitment to environmentally sound policies and safe practices. The Board of Trustees, the employees and all stakeholders of the Port shall work as a team in an open, positive, collaborative and cooperative manner. In pursuit of this Mission, the Port Trust shall be guided by the principles of integrity, ethical behavior, professional excellence, service to the community and respect for every individual. individual.
1.2.7. Vision
The vision of the Cochin Port is to serve the country as
A public service provider
An economic development facilitator
A Business enterprise
An environmental conservator
1.2.8. Goals
Strengthening our competitive position
Maximizing space and infrastructure utilization
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1.2.9. Objectives
o
To provide adequate service to trade and commerce so as to support the promotion of international trade, particularly of export trade, and to catalyze the techno-economic development of its hinterland by providing an important infrastructural facility.
o
To equip itself with modern techniques and mechanical innovations as well as technical expertise, so as to provide comprehensive, qualitatively efficient service to the trade.
o
To ensure efficient handling of cargo at minimum unit cost and to facilitate quick turn round of ship.
o
To streamline procedure formalities and to co-ordinate the operations of other official agencies connected with export and import trade, with the objective of aiding quick flow of work.
o
To optimize utilization of human and material resources with due regard to safety, quality of output and efficiency.
o
To facilitate effective and meaningful participation of all the interests concerned in the port’s work.
o
To afford to its workers and staff facilities which take care of their medical, educational, recreational and other welfare needs.
o
To optimize the return on investments and to maintain economy in expenditure in all spheres of the port’s work.
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1.2.10. Administration
The Port is governed by The Cochin Port Trust which is an autonomous body under The Major Port Trusts Act 1963. The Central Government constitutes a Board of Trustees, responsible for management of the port. The Government of India may from time to time nominate the Trustees in the Board representing various interests. The Major Port Trusts Act, 1963, makes provision for the constitution of the Cochin Port Trust to vest the administration, control and management of the port. 1.2.11. Ownership pattern
Cochin port is an autonomous body under the Government of India and it’s managed by the board of Trustees constructed by Govt. of India. The chairman of the Board is act as Chief executive officers. The Board of Trusties consists of: 1. .Chairman 2. Dy. Chairman appointed by the govt of India and member representing 3. Ministry of shipping 4. Govt of Kerala 5. Department of customs 6. Coast guard 7. Defence service 8. Indian railway 9. BPCL cochin refinery 10.Cochin 10. Cochin SEZ, Govt. of India 11.Mercantile 11. Mercantile Marine department 12.Kerala 12. Kerala chamber of commerce & industry 13.Cochin 13. Cochin Steamer Agent Association
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The board has strength of 19 members. Out of which 4 represents other interests and 2 represents labour trustees. 1.2.13. Organizational Chart
Fig: 3 Chairman
Deputy Chairman
General administration department
Accounts department
Traffic department
Medical department
Marine department
Civil engineering department
Cochin fisheries harbour
Mechanical engineering
Stores division
1.2.13. Departments and its functions
There are seven main departments and two sub departments in Cochin Port. The seven departments include General department, Accounts department, Traffic department, Medical department, Marine department, Civil engineering department, Mechanical engineering. Cochin fisheries harbour comes under civil engineering department and stores department comes under Mechanical engineering.
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1. Administration department
Co-ordinate the various activities of other departments of Cochin port trust such as appointment, training and promotion and personnel matters.
Convening of the board of trustees and sub-committee
Preparation of agenda for the meeting and follow up actions
Decision taken up
Public relation work
Implementation of official language ACT
Preventive vigilance
2. Central account department
To give financial advice on varies matters of the administration of the port.
Custody and accounting of receipts’ and expenditure from the port fund.
Compilation of budget estimates of financial statements.
Pre audit and checking of bills as an instrument of control
Financial and budgetary control.
Payment of salary pension and other dues to the employees.
Accounting of expenditure on works.
Issue of bills towards cost of service rendered by the port and recovery of amounts due.
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Costing of service and operations to facilitate to cost control
Fixing and revision of tariffs.
3. Civil engineering department
Maintenance and development of the general conservancy of the port from the civil engineering point of view.
Implementation of new scheme in consultation with the other department for providing port facilities to cope with the needs of trade.
Civil construction work and maintenance of the port structures
Sanitation of port area and water supply.
Preparation of estimates of new work and award of contact for the new contraction work.
Land leasing.
4. Mechanical Engineering department
It is responsible for procurement, maintenance and operation of all
cargo
handling
equipments
and
procurement
and
maintenance of flotilla required by the port.
Procurement and distribution of electricity
5. Traffic department
Allotment of berth
Deployment of equipment such as shore cranes, mobile cranes etc
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Deployment of labour gangs for loading and unloading
operations.
Transit management and supervision of the cargo handling.
Cargo accounting and receipt and delivery
Allotment of the ware house and open stacking yards and monitoring their utilizations. Container freight station operation such as stuffing, destuffing,
movement of boxes and receipt and their deliveries. Container terminal documentation, receipt and delivery of
containers.
6. Marine department
It is mainly conserved with the marine conservancy of the port. The piloting of the vessels in and out of the port, Hydro graphic survey, dredging operations, fire services, licensing of harbour crafts, single station including the operations and maintenance of the tanker terminals and of electronic equipment like VHF, etc. are the responsibilities of the marine department.
Pollution control
All harbour flotilla like tugs, launches, dredgers, etc are operating by the department.
7. Medical department
This department provide medical facilities for the officers and staff of the port trust as well as their families.
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Self-contained dispensary functioning at the port workshop and 6 first aid boxes located at different operational areas of the port trust.
8. Civil project and fisheries harbour
Execution of civil projects and contract dredging
Maintenance of fishing harbour.
9. Controller of stores department
Purchase and storage and issue of materials
Disposal of condemned and surplus items.
1.2.14. Class wise distribution of post
Following table represent the class wise employee’s distribution of the Cochin Port Trust; Table: (3.1)
Dept
Class1
Class2
Class3
Class4
Total
Administration Accounts Traffic Medical Marine Civil engineering
13 11 18 16 52 13
14 10 36 3 25 49
154 190 541 155 501 282
49 11 387 113 245 136
230 222 982 287 823 480
CFH Mechanical Stores
3 18 2
2 68 5
34 916 41
14 165 14
53 1167 62 4306
212
2814
1134
Total 146 25 | P a g e
1.3.
LITERATURE SURVEY
EMPLOYEE ENGAGEMENT: NEW PERSEPECTIVES Employee engagement constitutes the core competence of a successful organization. It is linked to important organizational issues such as employee retention, productivity and satisfaction. Engagement can be creatively integrated and woven into an organizations HR policy by creating an environment that includes challenges aspects of the work, supportive team members and effective training strategies that are consistent with the performance management techniques. These characteristics can help managers shape the workplace into an employee-friendly outfit. In a call monitoring sets clear performance standards and objective feedback facilitates the creation of a winning culture. A company must take initiatives to refine and redefine certain human resource management practices that contribute towards enhancing employee satisfaction and motivate workers to better and appreciate customer allegiance and shareholder value. At the individual employee level, the individual employee level, the measurement of employee engagement can be assessed by ascertaining whether people are willing to bring their positive value system and setting individual goals at the workplace. Research bears testimony to the fact that those employees who find their work to be challenging tend to possess a high degree of engagement at the workplace. In such a challenging environment, employees have a clear understanding of their role and perceive the assignment as an opportunity for self-expression, and their chance to satisfy their value system, which is based on their faith. The essence of management objectives, as enunciated by the management guru, Peter Drucker, can help managers to set the goals and also to
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provide the necessary support and resources. He also provide the employee a chance to execute the job well, so that it can further the employees career progression. Personalized attention to an employee’s carrier development is bound to have a positive impact on employee engagement. Factors like empowerment, recognition, respect, self-development, creativity, achievement, advancement, economic security (or wealth), and enjoying co-worker relationships effect employee engagement significantly. Committed and engaged workers deliver business value to the organization and thus create an emotional engagement with the customers, which spin off into a loyal client base for the company. Such employees tend to create a positive multiplier effect on their peers and as a result the workplace becomes genuinely productive and highly ethical. The tenure of such employees is nullified to a great extent. In essence, the deep satisfaction of a robust personal value system at the work place will automatically lead to a healthy employee engagement system for an organization this, in turn will lead to an increase in the ‘discretionary effort’ on the part of the employee for the cause of the organization- PVL RAJU*
EMPLOYEE ENGAGEMENT; NEW CORPORATE PERSPECTIVE
Product and process alone cannot help organizations sustain loyal customers. They also need highly motivated, dedicated and involved employees who are very passionate about their work and organization; in short, they need engaged employees.’ But nurturing engaged employees requires a lot of effort and skill on the part of HR managers and calls for a different HR philosophy in the organization. This article provides some perspective measures as to how HR managers can help their employees become engaged with their work and organization. – Andrew Dutta** 27 | P a g eHRM REVIEW the ICFAI University Press, *consulting editor. ** Page no.11-17
EMPLOYEE ENGAGEMENT: AN EMERGING PARADIGM
‘Employee Engagement’ is the new buzzword. A business success is directly linked to the commitment of the employees. Organizations that constantly keep themselves aware of their employees’ needs with the help of employee satisfaction surveys will have a competitive advantage over those who don’t. In a nutshell, successful companies are those that recognize opportunities to foster employee engagement.-K Sangeetha*
ENGAGING THE WORKFORCE: EMPLOYEE VALUE PROPOSITION AND CULTURAL BUILDING
A successful organization is built with its employees’ contribution -- a contribution that will not be effective unless its employees are engaged in strategic decision-making and other initiatives. Employee Engagement ensures the successful execution of any business strategy. Engaged employees are the competitive advantage of an organization and play the most important role in the implementation of their organization’s business initiatives._ Palak Mahendru and Swati Sharma.**
HRM REVIEW the ICFAI University Press, *page no.19 ** Page no.26
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CHAPTER -2 EMPLOYEE ENGAGMENT
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2.1. Introduction
There is a difference between working for survival and working for pleasure – It’s my job, I should have a sense of belongingness and should enjoy each and every moment of it...
Employee engagement is defined as “the extent to which people enjoy and believe in what they do, and feel valued of doing it. It is the degree of commitment towards the job, which an employee performs, and till how long the employee remains with the organization as a result of this commitment.” Engagement is a state where employees are not only intellectually committed to the job but are also emotionally attached to it.
2.1.1. Aspects of Employee Engagement
Three basic aspects of employee engagement according to the global studies are: The employees and their own unique psychological makeup and
experience The employers and their ability to create the conditions that
promote employee engagement Interaction between employees at all levels.
Thus it is largely the organization’s responsibility to create an environment and culture conducive to this partnership, and a win-win equation.
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2.1.2. Categories of Employee Engagement
According to the Gallup the Consulting organization there are there are different types of people: Engaged--" Engaged--" Engaged " employees are builders. They want to know the desired expectations for their role so they can meet and exceed them. They're naturally curious about their company and their place in it. They perform at consistently high levels. They want to use their talents and strengths at work every day. They work with passion and they drive innovation and move their organization forward.
Not Engaged--- Not-engaged employees tend to concentrate on tasks rather than the goals and outcomes they are expected to accomplish. They want to be told what to do just so they can do it and say they have finished. They focus on accomplishing tasks vs. achieving an outcome. Employees who are not-engaged tend to feel their contributions are being overlooked, and their potential is not being tapped. They often feel this way because they don't have productive relationships with their managers or with their co-workers.
--The "actively disengaged " employees are the "cave Actively Disengaged
dwellers." They're "Consistently against Virtually Everything." They're not just unhappy at work; they're busy acting out their unhappiness .They sow seeds of negativity at every opportunity. Every day, actively disengaged workers undermine what their engaged co-workers accomplish. As workers increasingly rely on each other to generate products and services, the problems and tensions that are fostered by actively disengaged workers can cause great damage to an organization's functioning.
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2.1.3. Importance of Engagement
An organization’s capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Some of the advantages of Engaged employees are; Engaged employees will stay with the company, be an advocate of
the company and its products and services, and contribute to bottom line business success. They will normally perform better and are more motivated. There is a significant link between employee engagement and
profitability. They form an emotional connection with the company. This
impacts their attitude towards the company’s clients, and thereby improves customer satisfaction and service levels It
builds
passion,
commitment
and
alignment
with
the
organization’s strategies and goals Increases employees’ trust in the organization Creates a sense of loyalty in a competitive environment Provides a high-energy working environment Boosts business growth Makes
the employees effective brand ambassadors for the
company
2.1.4. Factors Leading to Employee Engagement-
Studies have shown that there are some critical factors which lead to Employee engagement.IES Survey, 2003 found ten important elements that influence employees’ perception about feeling valued and involved.
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Ten Important Elements that influence Employee’ Perception
Source Source:: IES IES Surv Survee
Fig: 4
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2003 2003
1. Career, Development and training Organizations with high levels of engagement provide employees with opportunities to their abilities, learn new skills, acquire new knowledge and realise their potential. When companies plan for the career paths of their employees and invest in them in this way their people invest in them. Career development influences engagement for employees and retaining the most talented employees and providing opportunities for personal development. 2. Immediate management
3. Performance and appraisal
Fair evaluation of an employee’s performance is an important criterion for determining the level of employee engagement. The company which follows an appropriate performance appraisal technique (which is transparent and not biased) will have high levels of employee engagement. Successful organizations show respect for each employee’s qualities and contribution – regardless of their job level
4. Communication
The company should follow the open door policy. There should be both upward
and
downward
communication
with
the
use
of
appropriate
communication channels in the organization. If the employee is given a say in the decision making and has the right to be heard by his boss than the engagement levels are likely to be high.
5. Equal Opportunities and Fair Treatment
The employee engagement levels would be high if their bosses (superiors) provide equal opportunities for growth and advancement to all the employees.
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6. Pay and Benefits
The company should have a proper pay system so that the employees are motivated to work in the organization. In order to boost his engagement levels the employees should also be provided with certain benefits and compensations.
7. Health and Safety
Research indicates that the engagement levels are low if the employee does not feel secure while working. Therefore every organization should adopt appropriate methods and systems for the health and safety of their employees.
8. Co-operation
If the entire organization works together by helping each other i.e. all the employees as well as the supervisors co-ordinate well than the employees will be engaged.
9. Family Friendliness
A person’s family life influences his wok life. When an employee realizes that the organization is considering his family’s benefits also, he will have an emotional attachment with the organization which leads to engagement
10. Job Satisfaction
Only a satisfied employee can become an engaged employee. Therefore it is very essential for an organization to see to it that the job given to the employee matches his career goals which will make him enjoy his work and he would ultimately be satisfied with his job.
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2.1.5. Factors to develop employee engagement in an organization:
The effectiveness of the employee engagement depends upon the degree to which the employee is the part of the decision-making process and his/her are incorporated in the final plan. It generates self responsibility among the employees. This sense of self –responsibility instills the sense of ownership in the employee’s mind and they will feel that they actually own the job and accountable for each and every decision they take. This will result in the commitment and pride for success of not only the organization but also of the employee himself/herself. Engagement is not a one-time process or a short-term initiative; it is an ongoing and steady process, which requires following initiatives to be taken by the organization to build high level of employee engagement.
1. Informing employee about the change: Employee should be well informed about the change and the need for it.
2. Inviting employee’s suggestions: Organization should invite employees to come forward and give their suggestions. It should be noted that the employees understand the job more than anybody else because they actually perform it and so they would be able to give better suggestions than a third party or external consultant.
3. Incorporating valuable suggestions: Giving a final shape to employee’s valuable suggestions would result in a sense of belongingness and pride in the employees. It would also result in the effective implementation of the decision, because the employee who has to implement it actually believes in it as this suggestion has been given by him/her only. 36 | P a g e
4. Listening to the problems: The top management should always be willing to listen to the employees’ problem that they are facing in the implementation of the decisions.
5. Supporting at every stage of the implementation process: Managers should support employees in the implementation of the change process and should help them in overcoming the difficulties of the change.
The steps mentioned above are actually very simple, but we generally forget them in our day-to-day activities. These simple things when practiced can actually boost up the employee’s morale, give him/her a sense of belonging in an increase in his/her productivity, and ultimately augment the employee’s long-term associate with the organization.
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2.2. Involvement factors related to Cochin port trust
2.2.1. Employee Welfare benefits of Cochin port trust
Following are the welfare schemes of Cochin port trust given to their employees,
1. canteens
There are 12 canteens functioning in Cochin port trust and all of them are run by welfare clubs of employees. They have been given utensils, rent free accommodation, furniture, water &electricity by management.
Workshop canteen
Container terminal canteen
Ernakulum wharf canteen
Hospital canteen
Civil section canteen (Ernakulum wharf)
E.D.C. canteen
Marine canteen(Baggage jetty)
C.A.D. canteen
Mattancherry Wharf canteen
CFS canteen
Officers canteen A sum of Rs.1.39 lakh per month is given to the Welfare Club as subsidy for running the canteen under the Factories Act at the workshop.
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2. Shelters, rest rooms and lunch rooms are provided in all work sites / sections. Drinking water, Latrines and washing facilities are also provided 3. First aid facilities
First Aiders are being posted at the following places with necessary first aid boxes –mattancherry wharf, BTP, Marine complex, CFS and Ernakulum Wharf. Three Ambulance Vans are provided at the Port Hospital / Fire Station. 4. Medical facilities
1. A general hospital with 150 beds is functioning in the port. The hospital is equipped with modern amenities
like air-
conditioned analytical laboratory, X/ray facilities ultraviolet rays, E.C.G. facilities, intra-red rays, air-conditional operation theatre, labour room, pulmonary resuscitator etc., Specialists in Surgical E.N.T., Ophthalmic, Paediatric and dental etc., are also visited to the port hospital weekly for special treatment. Irrespective of age, department sons of the employees/ pensioners are eligible for medical facilities as per Govt. of India, Dept. of Health O.M.No.4-24/96-C&P/CGHS (P) dated 17-9-99. 2. A well equipped dispensary is working in the workshop from 8.30 hours to 11.30 hours with a doctor, a nurse,2 compounders, a dresser and a nursing orderly. As the dispensary is very near to the workshop Jetty, the emergency cases from the vessels are also treated here. 3. In –patient and out-patient treatment are provided for all employees
39 | P a g e
and
members
of
their
family
members.
4. The in-patient who is an employee or employee’s family member who met with accident while on duty and those who get admitted in the port hospital, is eligible for diet for Rs.6 /per day. 5. For treatment of chronic illness, employees and family members are referred to specialized hospitals and cost of treatment is borne by the Port. 6. Ambulance Van : Ambulance Van is provided free of charge to transport sick and injured Port employees from Offices/ Worksites of the Port Trust/Residence requiring immediate attention. This facility is also extended for taking patients i.e. Port employees and their dependants, from port Hospital to any Private Hospital within the limits of Kerala state for better treatment in acute emergency cases. 7. Hospital facilities are also provided to the retired employees and their spouses. 8. Contract/casual workers are also being provided outpatient treatment in port hospital free of charge.
5. family planning programme
Family planning operations and follow up attention is undertaken at the port Hospital free of charge. In addition to the above, special casual leave; Cash Awards etc are given to the port employees/their spouses who undergo family planning operations according to the Govt. of India rules from time to time. Family planning allowance: An employee undergoing the sterilization operation after having not more than two surviving children is eligible for a special increment in the form of personal pay. The rate of personal pay 40 | P a g e
would be equal to the amount of next increment due at the time of grant of the concession. 6. Recreational & cultural facilities:
a. Library facilities:A reading rooms and library have been provided at the workshop. Hon, Librarians have been appointed for looking after the Library. Newspapers and periodicals have also been provided at 19 different rest rooms at different sites for the workmen. b. Clubs:The following clubes are functioning for the benefit of employees and family members; i.
A staff club is functioning at the North End of the Island. Building on nominal rent and a recurring grant of Rs.10, 000/- per annum is given to the club. The club is provided with facilities like library, colour television, billiards table etc.
ii.
A Recreation club is functioning at the South End of Island in the Residential Quarters area. Building with necessary furniture is provided by management. A recurring grant of Rs.10, 000/- per annum is given to this club. The club is provided with facilities like library, indoor games, colour television etc.
iii.
A ladies club is functioning at South End in the Residential quarter’s area. Rent free building and annual grant of Rs. 3,000/- is given to the club by management. The club is provided with facilities like library,
41 | P a g e
indoor
games,
colour
Television
etc.
iv.
A women’s club is functioning in the North end. Free accommodation and annual grant in aid of Rs.20, 000/- are given to this club by the management. The club provided with facilities like library, indoor games, colour Television etc.
v.
Port trust officers club is functioning at the south End (Near port training institute) of
W/ island. Free
accommodation and annual grant in aid of Rs.10, 000/- is given to this club by the management. The club is provided with facilities like library, indoor games, colour television etc. All the clubs are maintain libraries and grants are given by the port for purchase of books for the libraries. Colour television sets have also been provided to the clubs. c. Sports & Games A sports control board is functioning in the port and port is promoting sports activities. The important efforts are the following; 1. Employees are sponsored for participating in the sports and games competition conducted at the District, state and national level. 2. Teams of outstanding sportsmen in athletic, Football, Volleyball take part in tournaments organized outside the port. 3. The selected players are given refreshments during practice period.
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4. Employees are sponsored for all India Major Port Athletic Meet and various other Tournaments. 5. Employees are granted special casual leave/ duty off if they meet with accidents during the play and for the time spent to participate in outside sports events. 6. Children’s Day Celebrations and sports for the children of employee of port are conducted very year in a befitting manner under the auspices of Sports Control Board and the selected team takes part in the all India Major Ports Children Sports. 7. Various other encouragements like financial benefits to outstanding sports employees, coaching programs to children of employees etc are also being organised. d. Entertainment Arts and cultural Clubs are functioning in the port. The port patronises these clubs by giving suitable grant when they organize
special
programme
or
participate
in
outside
competitions. 7. Educational facilities
a) Children’s educational allowance and reimbursement of Tuition fees are granted to children of port employees up to Higher Secondary Classes C lasses.. b) Free accommodation has been provided and maintained by the port for Nursery school (Sisu Vihar). The school is given free water and electricity. Island for which an annual grant of Rs.2, 000 /- is given from the welfare fund.
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c) Sir Robert Bristow Primary & Secondary school. Land, building and other facilities have been provided free of cost to the Kerala state government for running the primary and secondary schools. d) Kendriya Vidyalaya is functioning at the South End of w/ Island. Accommodation and furniture have been provided by the port, 50%of the seats in standard I are allotted to the children of port employees. e) Scholarships: the port is also awarding the following merit scholarships every year to the meritorious children of port employees. Table (3.2) Sl.No
Course
Amount
Quantity
Duration
Annual Expenditure
1
Technical Technical
300.00
10
3
to
4 9,000.00
yrs 2
Professional(B.Teh
1,000.00
20
5
87,000.00
&MBBS) 3
Higher secondary
250.00
50
2
25,000.00
4
Degree course
500.00
20
3
30,000.00
5
Post graduation course
600.00
10
2
12,000.00
total
1,63,000.00
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f) Workers education: workers teachers are sent for training at port expenses. Unit level classes are organized during working time the management is also providing periodical training to employees through reputed training institute/ faculties. 8. Transport facilities
The crew of the floating crafts and workers in the shift are provided with free transport facilities. 9. Transport Reimbursement
Transport reimbursement is provided at the rate of Rs.180/- to class III & IV employees and Rs.300/- for Class I & II officers. 10.Washing 10. Washing allowance
Washing allowance is provided at the rate of Rs.50 &Rs.150/- to class III & IV, class I & II respectively. 11.Leave 11. Leave Travel Concession
Leave Travel Concession is provided to all employees as per Cochin port trust regulations. 12.House 12. House Building Advance
House building advance is provided to all employees. The maximum limit of house building advance is 50 months basic pay subject to a maximum of Rs.7.5 lakhs 13.Personal 13. Personal computer advance
Personal computer advance at an interest rate of 11.5% is granted to all employees subject to a ceiling of Rs.50, 000/-
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14.Work 14. Work – related Allowances
The rates of work-related allowances, namely Actonnage Allowance, Night Weightage Allowance, Length Allowances and Cold Move Allowance are granted subject to the work of employees.
15.Mess 15. Mess allowance
At a rate of Rs.10/- is provided as mess allowance. 16. Outstation allowance
Equal to an amount of 33 1/3% of the basic pay is provided as outstation allowance from the date of departure to the date return to hometown.
17.Co-operative 17. Co-operative Establishments
a) Cochin port employees, co-operative society No.855, W/Islang is running a Bank end of W/ island affording loan facilities to the port employees. Rent free accommodation is given by the port. Necessary financial assistance, loans etc. are given to the employees when they are in need. Recovery of loans is arranged from the salary of the employees. The society is running a DeathCum- Retirement Benefit Scheme for the employees. b) Sir Robert Bristow memorial Benefit Fund: this is a voluntary organization of the port employees registered under the Charitable Societies Act. The Fund is running a Death-Cum –Retirement Scheme by which the member employees are benefited. Collection of subscription to the fund is arranged through pay roll deductions.
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18. Shopping facilities
A branch of kendriya Bhandar is also functioning in the W/island shopping center has been provided where rooms have been let out by the port for running Grocery, Stationary and vegetable shops, bakery, flourmill, cycle shop, barbershop etc. 19.Uniforms 19. Uniforms
Uniforms/working dress and protective equipments are provided to the operational, industrial and Hospital staff and class IV staff of the officers.
20.Ex-gratia 20. Ex-gratia payments:-
In additional to medical facilities, Ex-gratia payments are also usually made:a) When a worker or his family member is directed by the port Hospitals or any other far-off place; b) When treatment of a nature not available in port hospital or local government hospitals, is done in local private hospitals; c) When any treatment involves a sizeable expenditure which is not re-imbursable; d) When the workman is on EOL for a long time on account of illness; e) To give relief to those who suffer from natural calamities like storm, fire etc.
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21.Funeral 21. Funeral Expenses
Funeral expenses are being paid by the management to the bereaved family of the deceased employee. A sum of Rs. 3500/- is being paid in the case of normal death and Rs.7500/- for accidental death. 22.Compassionate 22. Compassionate appointment:
In the event of employees dying in harness or medically invalidated, their next of kins are registered for employment assistance and provided employment depending upon their qualification and availability of vacancies subject to other conditions of the scheme. 23.Family 23. Family security fund:
A family security fund has been constituted in the port w.e.f. 15-8-1981. The employees constitute at the rate of Rs.10/- per month the employee will get an amount of Rs.5000/- at the time of retirement. In the case of death, the nominee of the employee will get an amount of Rs.15, 000/24.Group 24. Group Insurance Scheme:
The saving linked Insurance Scheme was introduced in the port trust from March 1987. The employees of the port depending upon their present classification are allowed to join one of the following groups on payment of the prescribed monthly contribution shown against each. The contribution well cover the risk for the period of their service for which 35% of the contribution will be set apart. 65% of the contribution will form part of their savings which will be refunded to them on retirement, with accrued interest/profits. An employee joining a lower class on promotion to higher class is allowed to opt the higher group applicable from the next annual
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renewal date. Monthly premium /contribution is recovered from the salary and paid by the Port Trust. Payments by the L.I.C on maturity or in the event of death are made through the Port Trust.
Group
Risk
Monthly deductions
Class I
Rs. 75,000/-
Rs.79.69
Class II
Rs. 60,000/-
Rs.63.75
Class III
Rs. 45,000/-
Rs.47.81
Class IV
Rs.30,000/-
Rs.31.88
In the event of unfortunate death of an employee, his family will be entitled to get the whole risk amount plus the savings accumulated as rates given above against the class of employee as applicable(table-4).
2.2.2. SAFETY AND SECURITY MEASURES
The safety officer of the port and Asst. Director, Dock safety regularly visit operational area and ensure safe operations.
During the year 2007, 11 safety training programs have been carried out for a total of 269 employees including 18 officials of Cochin port trust.
Personal protective equipments: safety shoes, safety helmets nose masks and glouse were supplied to all the workers and they have been advised to wear these safety articles while they are working.
This safety equipments provided the casual /and contract workers.
DGFASLI has visited once, that is from 23-04-07 to 24-04-07 during the last 3 years.
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Committee meeting on a regular intervals i.e., once in three months, during last one year 4 safety committee meeting were held. Major suggestions made by the committee are as followers; 1. To ensure the road safety for which CISF personals are deputed for implementation 2. Pollution control while handling cargoes mainly break bulk cargoes 3. Providing medical facility and medical examination to the dockworkers periodically monitoring the same. 4. Cleanliness in the dock area 5. Providing better amenities to the dockworkers in the dock area. 6. Reviewing the number of accident and cause of accidents. 7. All these recommendations have been implemented.
The following safety audits have been conducted 1. In 1998 DGFASLI had conducted a safety audit and submitted their 26 recommendations. All the recommendations have been implemented. 2. As part of ISO 9001:2000, safety procedures in the departmental quality manual are audited by the ISO auditors on a regular basis for the compliance. this includes daily inspection of sites and maintain records of these inspections etc which are being carried out.
When any occasional health problem is noticed, the medical officer analyse the problem and the root cause is found out and remedial action taken. The containers stuffed with hazardous cargo are kept separately in a place earmarked for the same to avoid health hazards.
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Table:5 Port-wise Dangerous Occurrences Fatal and Non-Fatal Injuries during 2007
Sl. No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Ports Mumbai J.N. Port Kandla Mormugao Kolkata Paradip Visakhapatnam Chennai Cochin New Mangalore Tuticorin Total
FATAL
TOTAL
Dangerous Occurrences
03
42
05
00
11
03
03
08
02
01
08
00
03
28
00
01
10
01
01
06
01
8*
18*
06
00
13
04
01
05
00
02
09
00
23*
158*
22
P=Provisional P=Provisional * Includin 2 fatal fatal & 3 re ortable accidents of Ennore Port. Sources: Sources: ww www.d w.d fas fasli. li.nic nic.in .in
2.2.3. Training and career development programs of Cochin Port Trust: The following training programs were conducted as part of the management developed programs. In service Training Programme, 2008-2009 Table:6
Sl. Title of the No Programme 1 Computer Training on fundamental & MS Office
Institution No. of Class- Class- Class- ClassParticipants I II III IV Cochin 433 1 20 347 65 Port Trust/ M/s LCC, Cochin
Nov 2007 onwards
2
Cochin 36 Port Trust
5 Nov 2008
MRTP Act
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0
0
36
0
Date
th
Onsite Training Programme in 2008-09 Table: 7 Sl. Title of the program Institution no
1
2
3
Arbitration Proactive for Speedy and Cost Effective Dispute Resolution Implementation Implementation of Web based system CPGRAMS, DMIS, RTI, Portal etc. Port Operations & Productivity Improvements Techniques
5 Port Planning & Development 6 Tax Planning Seminar 7
Port Operations & Productivity Improvements Techniques
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Cla ss-I
Cla ssII
Cl Cla ass ssIV III 3 0
Dur atio n
Date
th
Indian Institute of Technical Arbitration, Chennai.
26
10
13
Ministry of Shipping RT&H, New Delhi.
13
3
2
8
0
One 4 day April 2008
18
0
3
15
0
20
0
4
16
0
M/S Maritime Academy, Chennai.
21
0
12
9
0
HSBC, Investment Securities, Cochin. M/S Maritime Academy, Chennai.
51
0
5
46
0
3 24 to th days 26 June 2008 th 60 9 June rd hrs to 23 July 2008 th 3 26 to th days 28 march 2008 st 2hrs 21 Jan 2009
17
7
7
3
0
M/S Maritime Academy, Chennai.
4 Business Communicative Skill
No. of part icip ants
M/S SB Global, Chennai.
One 4 day march 2008
th
th
th
3 25 to th days 27 Feb 2009
CHAPTER 3 RESEARCH DESIGN
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TITLE OF THE STUDY
“A Study on Employee Engagement at Cochin Port Trust, Cochin” OBJECTIVES OF THE STUDY
1. To identity the important elements which influence the employee engagement in Cochin Port Trust, Cochin. 2. To identify the relation between following elements and the employee’s in Cochin port trust.
Training, development and carrier
Communication
Equal opportunities and fair treatment
Pay and benefits
Job satisfaction
Performance and appraisal
Health and safety
Co-operation
VARIABLES UNDER STUDY
Dependent variable: variable : - Job involvement of the employees in Cochin Port Trust Independent variables:1. Role of training 2. Role of communication 3. Role of work place environment (equal opportunities and fair treatment) 4. Role of pay and benefits 5. Role of performance appraisal system 6. Role of health and safety measures 7. Role of co-operation 54 | P a g e
8.Role of job satisfaction
RESEARCH DESIGN
The research survey done is descriptive in nature. Quota Sampling Sampling Design Population
Total employees of cochin port trust(4306)
Sample unit
Employees of the all (seven main department and two sub department) departments including four classes of cochin port trust.
Sample size
Out of the 4306 employees in the organization a sample of 150 respondents were selected for study.
Data collection
The data was collected from the respondents using a standardized questionnaire and interview method. The non-directive interview method was also adopted where we encouraged the respondent to talk about their complete feelings. Discussions were also conducted with the employees.
Table :(8)
STATISTICAL TOOLS TO BE USED
Statistical tools are statistical techniques used for data analysis and to arrive at certain conclusions. The tools used for this project is Karl Pearson’s correlation coefficient Chi-square test Comparison of means
Software used to do Two of SPSS 11.5 for Windows SCOPE OF STUDY
The scope of study was limited to 150 employees of Cochin Port Trust. It is covered the variable such as training and development, performance
55 | P a g e
appraisal, communication, equal opportunity and fair treatment, pay and benefit, health and safety, co-operation and job satisfaction. LIMITATIONS OF STUDY
Few of the limitations of the study are
Time and cost constraints
The study was confined to limited numbers
The personal prejudice of the respondent is likely to influence his remark on questions
However care has been taken to avoid calculation errors and data entry errors in every stage
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CHAPTER-4 DATA ANALYSIS AND INTERPRETATION
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DATA ANALYSIS AND INTERPRETATION
This chapter includes the analysis and interpretation of the data collected from the organization in order to test the correlation of various details. The data collected through questionnaire was coded, tabulated and subjected to analysis using the SPSS. The study was conducted with general objective to identify any relation between the certain factors like Training, Communication, Equal opportunities and fair treatment, Pay and benefits, Job satisfaction Performance and appraisal, Health and safety and Co-operation in employee’s involvement in Cochin Port trust. In this survey all variables are not normally distribution and the distribution is skewed. So the significance can be check by using Non -parametric chi-square test. The reliability of the survey survey questionnaire was .7715 .
1. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND TRAINING AND DEVELOPMENT PROGRAM Table: 9(1) Correlations
affecting the
Training,
employee
development and
involvement
career
affecting the
Pearson correlation
1
.500(**)
employee
Sig.(2-tailed)
.
.000
involvement
N
150
150
Training,
Pearson correlation
.500(**)
1
development and
Sig.(2-tailed)
.000
.
career
N
150
150
** Correlation is significant at the 0.01 level (2-tailed).
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Inferences:
The above table shows the simple bivariate correlation between employee involvement and Training. The correlation analysis shows that the variable training has a moderate positive correlation of (r = .500) at a significance level of .01.
Ho: No significance between employee involvement and “carrier, training and development”. Ha: there is significance between involvement and “carrier, training and
development”.
Table: 9(2) Test Statistics
affecting the
Training,
employee
developmen
involvement
t and career
Chi-Square
163.973
104.560
Df
3
5
Asymp. Sig.
.000
.000
Inferences: This table shows that, chi-square values of employee involvement
and training and development program. Table value of chi-square at degree of freedom 3 and significance significance level .01 is 11.3449. And at the the degree of freedom for 5 are 15.0863. Both values are less than the table values (163.973 and 104.560). So we do not accept the null hypothesis. Hence we accept the alternative hypothesis. So the correlation is significant.
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2. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND COMMUNICATION Table:10 (1) Correlations
affecting the
communication
employee involvement affecting the
Pearson correlation
1
.333(**)
employee
Sig.(2-tailed)
.
.000
involvement
N
150
150
communication
Pearson correlation
.333(**)
1
Sig.(2-tailed)
.000
.
N
150
150
** Correlation is significant at the 0.01 level (2-tailed).
Inferences:
The above table shows the simple bivariate correlation between communication and employee involvement of Cochin port trust. This correlation analysis shows that the variable of communication has a weak positive correlation of (r = .333) this variables.
Ho: No significance between employee involvement and “communication”. Ha: There is significance between involvement and “communication”
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Table:10(2) Test Statistics
affecting the employee
communic
involvement
ation
Chi-Square
163.973
96.347
3
3
.000
.000
df Asymp. Sig.
Inferences: since the calculated chi-square value (96.347) is greater than the
table value (11.34) at the degree of freedom 3 and significance level .01.hence we can reject the null hypothesis and accept the alternative hypothesis. There is a significant relation between employee involvement and communication of the company. 3. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND ‘EQUAL OPPORTUNITY AND FAIR TREATMENT’ Table:11 (1) Correlations
affecting the
equal opportunity
employee
and fair treatment
involvement affecting the
Pearson correlation correlati on
1
.628(**)
employee
Sig.(2-tailed)
.
.000
involvement
N
150
150
equal opportunity
Pearson correlation
.628(**) .628(**)
1
and fair treatment
Sig.(2-tailed)
.000
.
N
150
150
** Correlation is significant at the 0.01 level (2-ta iled). 61 | P a g e
Inferences:
The above table shows the simple bivariate correlation between employee involvement and equal opportunity and fair treatment. The correlation analysis shows that this variable has a strongly positive correlation (r =.628).
Ho: No significance between employee involvement and “equal opportunity and fair treatment”. Ha: there is significance between involvement and “equal opportunity and fair treatment” Table:11 (2) Test Statistics
equal
Chi-Square df Asymp. Sig.
affecting the
opportunity
employee
and fair
involvement
treatment
163.973
165.520
3
5
.000
.000
Inferences: since the calculated value (165.52) is greater than the critical value
(15.08) of the table at the degree of freedom 3 and significance level .01.hence we can reject the null hypothesis and accept the alternative hypothesis. There is a significant association between employee involvement and equal opportunity and fair treatment.
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4. CORRELATION BETWEEN THE EMPLOYEE INVOLVEMENT AND CO-OPERATION Table:12 (1) Correlations
affecting the
co-operation
employee involvement affecting the
Pearson correlation
1
.505(**)
employee
Sig.(2-tailed)
.
.000
involvement
N
150
150
co-operation
Pearson correlation
.505(**)
1
Sig.(2-tailed)
.000
.
N
150
150
** Correlation is significant at the 0.01 level (2-tailed).
Inferences:
The above table shows the simple bivariate correlation between employee involvement and co-operation. The correlation analysis shows that the variable co-operation has a moderate positive correlation of (r =.505) at a significance level of .01. This shows that there is positive relationship between the employee involvement and co-operation.
Ho: No significance between employee involvement and “Co-operation” Ha: there is significance between involvement and “co-operation”
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Table:12 (2) Test Statistics
affecting the employee involvement
co-operation
163.973
115.067
3
3
.000
.000
Chi-Square Df Asymp. Sig.
Inferences: since the calculated chi-square value (115.06) is greater than the
table value (11.34) at the degree of freedom 3 and significance level .01.hence we can reject the null hypothesis and accept the alternative hypothesis. There is a significant relation between employee involvement and co-operation.
5. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND JOB SATISFACTION
Table: 13(1) Correlations
affecting the
job satisfaction
employee involvement affecting the
Pearson correlation
1
.571(**)
employee
Sig.(2-tailed)
.
.000
involvement
N
150
150
.571(**)
1
Sig.(2-tailed)
.000
.
N
150
150
job satisfaction
Pearson correlation
** Correlation is significant at the 0.01 level (2-ta iled). 64 | P a g e
Inferences:
The above table shows the simple bivariate correlation between job involvement and job satisfaction of employees. The correlation analysis shows that the job satisfaction has a somewhat strong positive correlation of (r = .571) at a significance level of .01. This shows that employee involvement positively correlated to job satisfaction.
Ho: No significance between employee involvement and “job satisfaction” Ha: there is significance between involvement and “job satisfaction”
Table:13 (2) Test Statistics
affecting the
Chi-Square Df Asymp. Sig.
employee
Performance
involvement
Appraisal
163.973
98.160
3
3
.000
.000
Inferences: since the calculated chi-square value (98.16) is greater than the
table value (11.34) at the degree of freedom 3 and significance level .01.hence we can reject the null hypothesis and accept the alternative hypothesis. There is a significant relation between employee involvement and job satisfaction.
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6. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND PERFORMANCE APPRAISAL Table: 14(1) Correlations
affecting the employee
Performance
involvement
Appraisal
affecting the
Pearson correlation
1
.583(**)
employee
Sig.(2-tailed)
.
.000
involvement
N
150
150
Performance
Pearson correlation
.583(**)
1
Appraisal
Sig.(2-tailed)
.000
.
N
150
150
** Correlation is significant at the 0.01 level (2-tailed).
Inferences:
The above table shows the simple bivariate correlation between performance appraisal and employee involvement. The correlation analysis shows that the performance appraisal has a strong positive correlation of (r = .583) employee involvement.
Ho: No significance between employee involvement and “performance appraisal”. Ha: there is significance between involvement and “performance appraisal”.
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Table: 14(2) Test Statistics
affecting the employee
Performance
involvement
Appraisal
Chi-Square
163.973
99.333
3
4
.000
.000
Df Asymp. Sig.
Inferences: since the chi-square value (99.333) is greater than the critical value
of table (13.27) at degree of freedom 4 and significance level .01. Hence, reject the null hypothesis and accept the alternative hypothesis. This shows that, there is a significant association between employee involvement and performance appraisal system.
7. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND BENEFITS GIVEN TO THE COCHIN PORT TRUST Table:15(1) Correlations
affecting the employee involvement
Pay and benefits
affecting the
Pearson correlation
1
.498(**)
employee
Sig.(2-tailed)
.
.000
involvement
N
150
150
Pay and benefits
Pearson correlation
.498(**)
1
Sig.(2-tailed)
.000
.498(**)
N
150
150
** Correlation is significant at the 0.01 level (2-ta iled). 67 | P a g e
Inferences:
The above table shows the simple bivariate correlation between employee involvement and pay and benefits of Cochin port employees. The correlation analysis shows that this has a weak positive correlation (r = .498). This shows that employee involvement positively correlated which the benefits to given to the employees. Ho: No significance between employee involvement and “pay and benefit” Ha: there is significance between involvement and “pay and benefit”. Table: 15(2) Test Statistics
affecting the
Chi-Square Df Asymp. Sig.
employee
pay and
involvement
benefits:
163.973
96.067
3
4
.000
.000
Inferences:
Since the calculated chi-square value (96.067) is greater than the table value (13.27) at the degree of freedom 3 and significance level .01.hence we can reject the null hypothesis and accept the alternative hypothesis. There is a significant relation between employee involvement and pay and benefits of the company.
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8. CORRELATION BETWEEN EMPLOYEE INVOLVEMENT AND “HEALTH AND SAFETY MEASURES” Table:16(1) Correlations
affecting the employee
Health and safety
involvement
measures
affecting the
Pearson correlation
1
.379(**)
employee
Sig.(2-tailed)
.
.000
involvement
N
150
149
Health and safety
Pearson correlation
.379(**)
1
measures
Sig.(2-tailed)
.000
.
N
149
149
** Correlation is significant at the 0.01 level (2-tailed).
Inferences:
The above table shows the simple bivariate correlation between employee’s involvement and health and safety measures. The correlation analysis shows that this variables has a weak positive correlation of (r = .379).
Ho: No significance between employee involvement and “health and safety” Ha: there is significance between involvement and “health and safety”
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Table:16(2) Test Statistics
affecting the
Health and
employee
safety
involvement
measures.
Chi-Square Df Asymp. Sig.
163.973
104.342
3
3
.000
.000
Inferences:
Since the calculated chi-square value (104.342) is greater than the table value (13.27) at the degree of freedom 3 and significance level .01.hence we can reject the null hypothesis and accept the alternative hypothesis. There is a significant relation between employee involvement and health and safety measures of the company.
9. CLASS WISE EMPLOYEE INVOLVEMENT LEVEL Table:17(1) Frequency Valid
Class I Class II Class III Class IV Total
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Percent
8
5.3
18
12.0
94
62.7
30
20.0
150
100.0
Fig:5
Table:17 (2) Affecting the emplo yee yee involvement Std. Class
Mean
Class I
3.7500
8
.46291
Class II
3.8889
18
.47140
3.6915
94
.63967
3.7333
30
.44978
3.7267
150
.57809
Class III Class IV Total
N
Deviation
Inferences: table (1) and fig :( 5) shows that the frequency of the class level of employees. And table (2) shows that the mean and SD of classes and employee involvement. Among this four classes, classes, class I employees are shows the high rate of involvement. And compare to other classes, class III shows the low level of involvement.
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10. RATING OF AGE AND INVOLVEMENT LEVEL
Age group
Table: 18(1)
Frequenc
Valid
y
Percent
20-30
10
6.7
30-40
28
18.7
40-50
58
38.7
54
36.0
150
100.0
Above 50 Total
Fig: 6
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Table:18(2) Affecting the employee involvement Age
Std.
group
Mean
N
Deviation
20-30
3.9000
10
.56765
30-40
3.6786
28
.61183
40-50
3.6207
58
.58722
above 50
3.8333
54
.54079
Total
3.7267
150
.57809
Inferences: table (1) and fig :( 6) shows that the frequency of age group. And table (2) shows that the mean and SD of age group and employee involvement. Among the four age group 20-30(mean value 3.9000 and SD of .56765) and above 50 age groups (mean value 3.8333 and SD of .54079) are shows the high rate of involvement .compare to other group’s 40-50 age group shows the less involvement.
11. GENDER
Table:19(1)
Frequency Valid
male female Total
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Percent
Gender 110
73.3
40
26.7
150
100.0
Fig: 7
Table:19(2) Affecting the employee involvement Std. Gender
Mean
N
Deviation
Male
3.7909
110
.52629
female
3.5500
40
.67748
Total
3.7267
150
.57809
Inferences: table (1) and fig (7) shows that the percentage analysis of gender. And table (2) shows that the mean and SD of gender difference and employee involvement. On the basic of study we we find out male shows the high high rate of involvement (mean value 3.79 and SD of .52629)and compare to male, female shows the less involvement rate(mean value3.55 and SD of .677).
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12. DEPATMENT WISE EMPLOYEE INVOLVEMENT LEVEL Table: 20(1) Frequenc y Valid
administrat ion dept accounts dept traffic dept medical dept marine dept civil dept mechanical dept Total
Fig: 8
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Percent 23
15.3
10
6.7
24
16.0
21
14.0
15
10.0
25
16.7
32
21.3
150
100.0
Table: 20(2) Affecting the employee involvement Std. Department administration
Mean
N
Deviation
3.8261
23
.38755
accounts dept
3.9000
10
.31623
traffic dept
3.7500
24
.60792
medical dept
3.4762
21
.81358
marine dept
4.0000
15
.37796
civil dept
3.6000
25
.64550
mechanical dept
3.7188
32
.52267
Total
3.7267
150
.57809
dept
Inferences: table (1) and fig :( 8) shows that the frequency and percentage analysis of departments in Cochin port trust. And table (2) shows that the mean and SD of age group and employee involvement. Among these these departments, Accounts and marine departments are shows the high rate of involvement. Compare to other departments, civil department shows the less involvement rate. On the basic of survey, correlation between employee involvement and variables like training, communication, co-operation, job satisfaction, equal opportunity of work place, pay and benefit system, health and safety measures and performance appraisal are positive relation and also variables are slight variation. On the basic of correlation analysis, we explained that the companies working environment (equal opportunity and fair treatment) performance appraisal and job satisfaction are more related the employee involvement. And on other hand, employees are not more satisfied the companies health measures, benefits system and communication between employees.
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CHAPTER-5 FINDINGS, SUGGESTIONS AND CONCLUSION
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5.1 FINDI F INDINGS NGS
Overall, the results from the studies indicate that, 1. Moderate positive correlation and significance between employee
involvement and training programs of the company. 2. weak
positive
correlation
and
significance
between
employee
significance
between
employee
involvement and communication 3. strong
positive
correlation
and
involvement and work place environment (Equal treatment and fair treatment) 4. moderate positive correlation and significance between employee
involvement and co-operation of employees 5. strong
positive
correlation
and
significance
between
employee
between
employee
involvement and Job satisfaction of employees 6. strong
positive
correlation
and
significance
involvement and Performance appraisal system of the company 7. Weak
positive
correlation
and
significance
between
employee
involvement and pay and benefits of the company 8. Weak positive correlation and significance between employee involvement
and health and safety measures of the company 9. Class I employees are more involved in their work and class III shows the
low level of involvement. 10. We find the 20-30 and above 50 age groups are shows the high rate of work
involvement compares to others. 11. Male employees are more involved than the female employees. 78 | P a g e
12. Accounts and marine department shows the high rate of involvement and
civil department shows the low rate, compare to other departments. 5.2 SUGGESTIONS
1. Workload of the employee can be reduced by providing latest equipments, Conduct the awareness programs of health and safety measures. Hence it will increase the commitment of employees towards their work. 2. In order to increase the commitment level of employee’s, adequate recognition and appreciation should be given for the successful completion of designated works. 3. Direction and guidance should be given at right time so as to increase the performance of employees. That will help to increase the employee’s involvement level. 4. An appraisal system based on continuous evaluation relating to various aspects of the work and that will convey to employee. 5. Internal communication among the employees should be increased, by conducting certain programs among the inter-departments, will help the employee to get more involvement to the company. 6. In order to ensure that right person is being promoted to the right post the company should review its present promotion policy. 7. To make better payment the present pay structure should be reviewed. 8. The mission, vision and policy of the organization should be clearly defined to each and every employee recruited in.
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5.3 CONCLUSION
Employee Engagement is the buzz word term for employee communication. It is a positive attitude held by the employees towards the organization and its values. It is rapidly gaining popularity, use and importance in the workplace and impacts organizations in many ways. Cochin Port Trust is a central government organisation, which is a safe working place for numerous employees. Cochin Port Trust is an autonomous body under Govt. of India. Port Trust aims at cost-effective Port services through modern and
efficient infrastructure
coupled
with
high
quality,
customer friendly services. services. Success of this organization is directly linked to the commitment of the employees. The organization should thus recognize employees, more than any other variable, as powerful contributors to a company's competitive position. Therefore employee engagement should be a continuous process of learning, improvement, measurement and action.
Hence it can be conclude that raising and maintaining employee engagement lies in the hands of an organization and requires a perfect blend of time, effort, commitment and investment to craft a successful endeavor.
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BIBLIOGRAPHY
Accident Trend in Docks:www.dgfasli.nic.in www.dgfasli.nic.in:2009-05-06 :2009-05-06
Operational details: www.indianportassociation.com 2009-06-10
www.cochinport.com
www.mapsofindia.com
Sharma .J K Business . Business Statistics. Pearson Education; second edition.
Richard I Levin & David S Rubin. Statistics for management, Prentice th
Hall India Publication; 7 edition.
Administrative Report Of Cochin Port Trust -2008
Employee Schedules of Cochin port trust-2009
Report Of Employee Benefits And Welfare Measures In Cochin Port Trust-2008
Draft policy for marine sector (ports, shipping and IWT),ministry of shipping government of India August,2004
Louis R. Forbringer, PhD, Overview of the Gallup Organization’s Q-12 Survey, 2002. O.E. Solutions, Inc
Dilys Robinson Employee engagement, IESopinion,www.employmentstudies.co.uk
Nitin Vazirani. Employee Engagement SIES College of Management Studies Working Paper Series ,Working Paper 05/07, SIES College of
Management Studies
PVL Raju, consulting editor: HRM REVIEW, the ICFAI University Press: Vol-VI: Issue-IV: April 2006. A Employee Engagement New Corporate Perspectives: Andrew Dutta, K Sangeetha, palak Mahendru
and Swati Sharma, K mallikarjunan: page no.11-48
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National policy on safety, health and environment at work place , ,
Government of India Ministry of Labor and Employment
www.Citihr.com, Cite Man Network Management Reality
www.ies.com,, institute for management studies, publication by IES www.ies.com authors.
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ANNEXURE I
QUESTIONNAIRE SURVEY OF EMPLOYEE ENGAGEMENT
GENERAL INFORMATION: To be used only for the purpose of analysis Age group: Gender:
20 – 30 Years
Male
30 – 40 Years
40 – 50 Years
Above 50 Years
Female
Edu Qualifi: Below SSLC
SSLC
Pre-Degree
Degree
PG
Technical
Designation: Designati on: …………………………. ……………………… ….
Working since (Month & Year): ………………………………
Department ………………………….
Class:
I
II
III
IV
Please tick mark the relevant answer as provided against each question.
Strongly Disagree
Disagree
(1) (2)
1. Do you know what is expected of you at work?
(1)
2. Do you have the materials and equipment you
(1)
(2)
Neither Agree nor Disagree (3)
(3)
(2)
(4)
(3)
Agree
Strongly Agree
(4)
(5)
(5)
(4) (5)
need to do your work right?
3. At work, do you have the opportunity to do what (1)
(2)
(3)
(4)
(5)
you do best every day?
4. In the last seven days, have you received
(1) (2)
(3)
(4)
(5)
recognition or praise for doing good work?
5. Does your supervisor, or someone at work, seem to care about you as a person?
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(1)
(2)
(3)
(4)
(5)
Strongly Disagree
Disagree
(1)
(2)
Neither Agree nor Disagree (3)
6. Is there someone at work who encourages your (1)
(2)
(3)
Agree
Strongly Agree
(4)
(5)
(4)
(5)
development?
7. At work, do your opinions seem to count?
(1) (2)
8. Does the mission/purpose of your company
(1) (2)
(3)
(4)
(3)
(4)
(5)
(5)
make you feel your job is important?
9. Are your associates (fellow employees)
(1)
(2)
(3)
(4)
(5)
(2)
(3)
(4)
(2)
(3)
(4)
(5)
(3)
(4)
(5)
(2) (3)
(4)
(5)
(4)
(5)
(4)
(5)
committed to doing quality work?
10. Do you have a best friend at work?
(1)
11. In the last six months, has someone at work
(1)
(5)
talked to you about your progress?
12. In the last year, have you had opportunities at
(1) (2)
work to learn and grow?
13. Are the pay and benefits in your organization (1) comparable to similar companies?
14. Are job promotions in this organization fair
(1)
(2)
(3)
and objective?
15. Are organization policies clearly communicated
(1)
(2)
(3)
in the organization?
16. Do you see yourself continuing to work for this organization two years from now?
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(1)
(2)
(3)
(4)
(5)
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