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A STUDY ON EMPLOYEE COMMITMENT

AT

M/s. HINDUSTAN COCA COLA BEVERAGES PVT LIMITED.

A Dissertation submitted to the

UNIVERSITY OF MADRAS

In partial fulfillment of the requirements

For the award of the degree of

Master of Social Work

By

R. MOHAN

MADRAS SCHOOL OF SOCIAL WORK

(Affiliated to the University of Madras)

No.32, Casa Major Road, Egmore,

Chennai 8.

March 2005

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Certificate of Approval

It is hereby certified that this dissertation was designed and executed by

Mr. R. MOHAN, in partial fulfillment of the requirement for the award of

the Degree of Master of social work, University of Madras. This

dissertation is the original work of the said candidate carried out exclusively

for the above-mentioned purpose.

Dr. D.Varadharajan, Mr.S.Malar.

Principal Research Guide

Place : Chennai

Date :

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TABLE OF CONTENTS

S. NO CONTENTS PAGE

NUMBER

1 Acknowledgement I

2 List of Tables II

3 Chapter-I: Introduction and Review of literature 1-14

4 Chapter-II: Research Methodology 15-18

5 Chapter-III: Data Analysis and Interpretation 19-60

6 Chapter-IV: Findings, Suggestions and Conclusion. 61-65

7 Bibliography 66

8 Appendix 67-72

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ACKNOWLEDGEMENT

I take this fine opportunity to express my piece of gratitude to my Parents,

who have extended their moral support to me in all my endeavors.

I hereby take this opportunity to express my deep indebtedness and grateful

respect to my beloved Principal Dr. D. Varadharajan, for the benevolence

extended by him during our entire course of studies in the college.

I acknowledge with pride my sincere thanks to my research guide

Mr.S.Malar, for the valuable guidance offered by him during the research

work.

I also take this opportunity to thank Mr. J Allen Christopher senior HR

executive and Mr. V. Sriram HR officer for providing me the opportunity

to carry out the research in the organization

Finally, I would also like to extend my heartful appreciation to all the

members of the teaching and non-teaching staff of the Madras School of

Social Work who helped us during our entire course of studies in the

college.

Researcher

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LIST OF TABLES

TABLENO.

TITLEPAGE

NUMBER

1 Respondents by their Department 19

2 Respondents by their Designation 20

3 Respondents by their Age 21

4 Respondents by their Educational qualification 22

5 Respondents by their Work experience 23

6 Respondents by their Martial status 24

7 Respondents by their Monthly Income 25

8 Respondents by their Family Members 26

9 Over all level of employee commitment 27

10 Factors contributing for level of commitment 28

11 Department Vs Level of Employee commitment 30

12 Department Vs Factors contributing to Employee commitment 31

13 Designation Vs Level of Employee commitment 33

14 Designation Vs Factors contributing to Employee commitment 34

15 Age Vs Level of employee commitment 37

16 Age Vs Factors contributing to employee commitment 39

17 Educational Qualification Vs Level of employee commitment 42

18Educational Qualification Vs Factors contributing employee

commitment43

19 Work Experience Vs Level of employee commitment 46

20Work Experience Vs Factors of contributing to employee

commitment47

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21 Marital Status Vs employee commitment 50

22 Marital Status Vs Factors contributing to employee commitment 51

23 Monthly Income Vs Level of employee commitment 53

24Monthly Income Vs Factors contributing to Employeecommitment

54

25 Family Members Vs levels of Employee Commitment 57

26Family Members Vs Factors Contributing to employeeCommitment

58

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INTRODUCTION

Employees are considered to be the assets of the organizations. It lies with the

organizations as to how to effectively utilize these powerful resources. Today, the

workforces are more educated and it is a challenging task before the management tohandle these valuable assets. Besides these, the organizations, which are competitive

enough and are very flexible, can only survive in this market. It is essentially important

for any organization to recruit, attract and motivate people to achieve desired results. An

organization has to see through that the employees are more committed towards the work

rather than just be a part of the organization. Any organization is said to be a profitable

organization only if its employees are more committed towards the work. Such

commitment will lead to taking of initiative, responsibilities and more amounts of

contributions by the employees.

Human Resource Management policies are designed to maximize organizational

integration, employee commitment, flexibility and quality of work. The concept of

commitment plays an important part in the Human Resource management philosophy.

MEANING OF ORGANIZATIONAL COMMITMENT

Commitment refers to attachment and loyalty. As defined by MOWDRAYET (1982)commitment consists of 3 components.

1) Identification with the goals and the values of the organization.

2) A desire to belong to the organization

3) A willingness to display effort on behalf of the organization.

The definition of commitment also emphasizes the importance of behavior in creating

commitment. Salancik defines commitment, as It is a state of being in which an

individual becomes bound by his actions to beliefs that sustain his activities and his

own involvement. Three features of behaviour are important in binding individuals

to their acts.

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a) The visibility of the acts

b) The extent to which the outcomes are irrevocable

c) The degree to which the person undertakes the action voluntarily.

Commitment according to Salancik can be increased and harnessed to obtain support for

organizational ends and interests through such ploys as participation in decisions about

actions.

SIGNIFICANCE OF COMMITMENT:

There have been two schools of thought about commitment. One, from control to

commitment school, was led by Walton (1985 a and b), who saw commitment strategy as

a more rewarding approach to Human Resource Management, in contrast to the

traditional strategy. The other, Japanese/Excellence school, is represented by writers

such as Pascale and Athos(1981) and Peters and Waterman (1982) who looked at the

Japanese model and related the achievement of excellence to getting the wholehearted

commitment of the workforce to the organization.

Organisational commitment involves the employees loyalty to the organisation and its

determine by the number of personal organizational and non-Organisational variable.

Recently commitment has been conceived as mainly three components affective

(emotional attachment), continuance (cost of leaving) and normative (obligation to stay).

The Organisational commitment attitude has mixed results but in general, is thoughts to

have somewhat strong relationship withOrganisational outcome such as performance,

absenteeism and turn over.

FROM CONTROL TO COMMITMENT:

The importance of commitment was highlighted by Walton (1985 a and b). his theme

was that improved performance would result if the organization moved away from the

traditional control-oriented approach to workforce management, which relies upon

establishing order, exercising control and Achieving efficiency in the application of

workforce. He argued that his approach should be replaced by a commitment strategy.

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He suggested that workers respond best and most creatively-not when they are tightly

controlled by the management , placed in narrowly defined jobs, and treated like an

unwelcome necessity, but, instead, when they are given broader responsibilities

encouraged to contribute and helped to achieve satisfaction in their work.

Walton (1985 a) suggested that in the new commitment-based approach Jobs are

designed to be broader than before, to combine planning and implementation and to

include efforts to upgrade operation not just to maintain them. Individual responsibilities

are expected to change as conditional change, and teams, not individuals often are the

organizational units accountable for performance. With management hierarchies

relatively flat and differences in status minimized, control and lateral coordination

depend on shared goals. And expertise rather than formal position determines influences.

A commitment strategy does not sound like a crude attempt to manipulate people to

accept managements values and goals as some have suggested. Infact, Walton does not

describe it as being instrumental in this manner. His perception is for a broad HRM

approach to the ways in which people are treated, jobs are designed and organizations are

managed. And he quotes a no. of examples in America where unions have cooperated

with management, talking about common interests and agreeing to sponsor quality of

working like programmers and employee involvement activities.

THE JAPANESE/EXCELLENCE SCHOOL:

Attempts made to explain the secret of Japanese Business success by such writers as

OUCHI(1981) and Pascale and Athos (1981) led to the theory that the best way to

motivate people is to get their full commitment to the values of the organization. By

leadership and involvement. This might be called the Hearts and Minds approach to

motivation, and, among other things, it popularized such devices as Quality Circles.

The baton was taken up by the Peters and Waterman (1982) and their imitators later in

1980s. this approach to excellence was summed up by Peters and Austin (1985) when

they wrote trust people and treat them like adults, enthuse them by lively and

imaginative leadership, develop and demonstrate and your workforce will respond with

total commitment.

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REVIEW OF LITERATURE

The issue on measuring employee commitment given on Human capital Edition dated

Jan2002

Managers of all kinds of organizations are working at ways to make workers enjoy what

they do so that productivity improves.

Today, most multinational and many Indian companies have made the employee

satisfaction index a key input in to the performance evaluation process for department

and company heads. It has been proved in a landmark research done by Iffaldano and

Muchinsky in 1985 that employee satisfaction does not necessarily lead to productivity.

The correlation between satisfaction and productivity is as low as 0.17

It was realized that employee satisfaction has lost some value as a surrogate measure for

workplace efficiency. It is in this context that organizational behavior scientists explored

the dimension of employee commitment.

Employee commitment is thought to be manifested in three ways:

1) The committed employee actively wants to remain part of the organization and

not just for security.

2) The committed employee is willing to go to the extra mile on the organisations

behalf.

3) The committed employee believes in and adheres to the companyss value

MEASURING EMPLOYEE COMMITMENT:

The most widely used measure of commitment in the business world today is the one

developed by a South African market research firm called research surveys. It has been

used in 50 countries worldwide and in India, it is offered by ORGMARG

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The measurement of commitment in this model ACE (assessing commitment of

employees) is through a composite of four variables.

The first variable is needs fit. Different people look for different things from their

employers. Some want job security, some others want money and yet others want career

growth. The extent to which organization fulfills the respective needs affects

commitment.

The second variable is the extent to which the employees are attracted towards option

outside the current company strong attraction towards the outside naturally reduces the

commitment to the organization.

The third and crucial measure is the extent to which the employee cares about work.

The fourth and final measure is ambivalence. Ambivalence occurs when employees are

not clear about what the choices mean to them and how well differentiated they are from

each other.

MATERIAL ON EMPLOYEE COMMITMENT STUDIES BROWSED ON THE

WEBSITE:

Across the business landscape, we may find organizations battling for workforce share,

just as they battle for market share. In todays business environment, it is imperative that

organizations learn to attract, motivate and retain the key talent needed to meet

aggressive business goals. A committed workforce is the hallmark of successful

organization. Committed employees are more productive and work with a focus on

quality and the profitability of the organization.

NATIONAL AND INDUSTRY EMPLOYEE COMMITMENT RESEARCH

Through national employee research AON was the first to investigate employee

commitment in the U.S and around the world defining it, measuring it, and, above all,

helping organizations maximize it. The continuing research, at both the national and

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industry level, has given AON the necessary data to keep organizations identify the steps

needed to build commitment and to measure how it is tied to profitability.

HELPING ORGANIZATIONS WITH CUSTOMIZED EMPLOYEE SURVEYS:

Using the yearly national and industry benchmark research, statistical analysis, and

industry-leading dual-scale technology, the organizations are provided with customized,

survey-based employee studies and assessments. These studies enable the organizations

to :

- increase employee commitment and productivity

- decrease turnover

- increase customer satisfaction

- improve benefits program design to leverage limited dollars and increase

employee commitment

- develop a strategic attraction and retention program

- focus on where to place organization improvement dollars to have the maximumeffect on employee commitment

- identify organizational strengths on which future gains in employee commitmentcan be built.

A study can be conducted to meet these important objectives. A multi-phase process can

be used to gather and review data in order to make recommendations an which we can act

upon.

AON offers five studies that can be conducted for any organizations needs:

Employee benefits contribute significantly to an employees commitment and loyalty to

an organization- they are also enormously expensive for the employer. It is therefore

important that employers leverage the available benefits dollars by ensuring they are

spent on the benefits most important to the employee.

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The benefits@worksurvey is the first step in leveraging benefits for maximizing effect.

This AON study examines employees experience with current benefits, the importance

of each benefit in relation to employee commitment and opinions about possible future

benefit offerings.

A CUSTOM STUDY

Benefits packages are unique to the organization; therefore the benefit surveys must also

be unique. AON uses a comprehensive question bank to tailor each survey to the research

specifications. Surveys are designed to assess areas such as :

current benefits

medical, financial and retirement benefits

communications

spending benefits dollars

workforce commitment

benefits linked to workforce commitment

BENEFITS AND WORKFORCE COMMITMENT:

The effect of benefits on employee loyalty is a long held assumption. The benefits

@work survey measures that relationship. The survey includes the questions that measure

the workforce commitment index (WCI), AONs national measure of employee loyalty.

An organizations WCI is compared to the national WCI, providing a context in which to

judge the performance. Additionally, employees evaluations of benefits are correlated to

the WCI, revealing the extent which specific benefits affect commitment.

As the importance of benefits in fostering employee loyalty grows, providing the right

package is critical to organizational success. Designing the right benefit package requires

the direction and focus that only a tested, validated assessment can provide.
mailto:benefits@workmailto:benefits@work

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HIGH TECHNOLOGY ORGANIZATION@ WORK

In the high technology industry, where there are over 1.6 million open positions, the

issue of workforce commitment and retention is paramount. The days of job security and

life-long loyalty to an organization have disapproved, but a new kind of commitment has

evolved. The nature of this new commitment is a value exchange between the employer

and employee. With this in mind, AON created the high-technology organization@work

employee survey, customized for client organizations and based on norms established in

the National High- Technology@work-study.

Custom studies of commitment in individual high technology organizations focus on

those areas found to be critical to high-technology workers, as well as those workplacepractices found to drive commitment in all organizations. The study will

- provide a measure of workforce commitment in the organizations;

- compare the level of commitment to the national high-technology norm;

- explore employees perceptions of workplace practices in the organization; and

- determine which practices most impact commitment in the organization

AON also helps the organization build and implement a workforce performance plan

designed to increase employee commitment, retention, and productivity.

The QUESTIONNAIRE ON THE HIGH-TECHOLOGY ORGANIZATION

@WOKSTUDY employees are asked to rate, and rank in importance, their experience

with both the organization and their work group on several items in each of the five key

categories:

safety/security

rewards

affiliation

growth

work/life harmony
mailto:organization@workmailto:Technology@work-studymailto:organization@workmailto:Technology@work-study

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This dual scaled approach allows for both an evaluation of the companys performance

on each item and for the prioritization of items in future improvement plans conducting

an organizational assessment of this type will uniquely position the organization to offer

best-in-class services through employees who are committed to their jobs and to the

organization.

PERFORMANCE IMPROVEMENT PROCESS ( POSITIVE DISCIPLINE)

It is ORNL policy to identify, communicate and address as early as possible when job

performance is below expected standards. Performance it becomes apparent that an

employee is not meeting expected performance standards. Supervisors should not wait

until the end of the review period to communicate the need to improve performance, if

the need to improve is identified earlier in the period.

The performance improvement component of the performance management process

consists of both informal actions and formal actions. (while it is recommended that all

actions relating to corrective performance be documented, the level of documentation is

critical at the formal actions stage). Employees may enter the process at either state

depending on the circumstances.

Informal actions are appropriate for situations when minor performance improvement is

needed, when it is the first time the employee has been in need of performance

improvement intervention, or if there is clearly defined skills mismatch.

INFORMAL ACTIONS

Coaching and counseling, in many cases, informal coaching and counseling will be all

that is necessary to facilitate improved performance. The objective of counseling is to

keep the employee recognize and solve the problem, early on. When a problem occurs or

begin to develop regarding work performance the manager should discuss the situation

with the employee before it becomes serious. During such a discussion, the manager

should explain exactly what the performance expectation is and specifically how the

employee is failing to meet it. Once the employees agrees (or atleast understands) that he

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or she is accountable for meeting expectations, the employee and manager should jointly

explore steps the employee might take to ensure he or she meets expectations in the

future. Ideally, the employee and manager will agree on the approach that will be taken to

solve the problem. It the agreement cannot be reached, it is the managers responsibility

to ensure that the employee understands what he or she must do to solve the problem, and

consequences for the employee if the problem is not resolved. The manager also needs to

tell the employee how and when he or she will follow up to provide additional feedback

on progress against the agreement.

FORMAL ACTIONS

The formal actions for performance improvement include an oral reminder, a written

reminder, and a final warning accompanied by a decision- making leave. At each step,

managers must meet with the employee. Managers should consult with the HR generalist

before initiating the formal action.

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Step 1 Oral Reminder

The oral reminder is a coaching session in which the manager and employee discuss the

problem, clarify the expectations and develop solutions that will lead to improvement.

The employee will be asked to commit to correcting the performance problem and will betold that this is an oral warning, which is the first step of the formal performance

improvement process. The employee will also be informed of the consequences if the

problem is nor resolved. Supervisors should discuss with the next level of supervision.

Step 2 - Written Reminder

If, after the oral warning, performance does not improve to the level necessary to meet

expectations or if the performance continues to decline, a written reminder session will be

conducted. During this session, the employee will be reminded of prior commitments that

have not been met. Performance expectations will be clarified and steps for improvement

developed. The supervisor should seek to obtain the employers commitment to resolve

the problem, if possible. Consequences for failure to correct the problem should be stated

and the employee should be told that this is the second step of the formal performance

improvement process. Initiation of this process requires the concurrence of the next level

of management.

Step 3 Final Warning

If, after the final warning, performance does not improve to the level necessary to meet

the expectations, or if performance continues to be decline, a final warning will be given.

A session will be held in which the employee will be reminded of prior commitments that

have not been met and performance expectations clarified. The employee will then be

given one day off with pay ( a decision-making leave) during which time he or she will

decide whether he or she can decide whether he or she can meet performance

expectations. Initiation of this step requires the concurrence of the division Director and

Review with the Director of Human Resources. The employee will be told of the

consequences for failure to correct the problem, which, in most cases, would be

termination of employment.

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DURATION OF STEPS:

The duration of each step (oral warning, written warning, final warning) will vary

depending on the performance issue and on the employee's progress. Normally, each step

would last from 30 to 90 days. No matter what the stated duration of the step, additional

action (the next step or implementation of consequences) may be taken before the stated

end of the step if the performance continues to decline noticeably or the employee does

not make a good faith effort to meet expectations. Actions should be more immediate and

rehabilitative efforts abbreviated for employees who have been with ORNL or in the

given job for only a short time (

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Unfortunately, some of the employees involved in each layoff may have weak skills. In

addition, many of the currently available candidates are recent graduates seeking career-

starter positions. Both of these groups may require significant training before they can

make real contributions. This is especially true for technical-support positions.

Contact centers typically fall into one of two categories as they relate to employment

practices. The first offers a quick training program before putting employees to the work

answering a high volume of calls. These companies can suffer high turnover because

expectations are low and the work can be grueling. A second type of contact center puts

its agents on a career path for professional growth within the company. More training is

involved, there may be a mentoring program, and there is a greater commitment between

employers and employees. As a result, turnover is less of a problem.

In general, companies that commit to adequate training, stronger relationships with

employees and an environment in which there are rewards for doing a good job can

expect better employee retention. Its not all about money, though whether its covered

parking, an occasional free lunch or a mentoring program for entry- level people, there

are many ways to improve work environment. Make people feel valuable, and they might

stay awhile.

A more subtle factor that can make revolving door faster is a mismatch between the

employees style and the companys culture. Although technical skills are important in

selecting the candidate, it is just as important for them to buy into environment. Some

people thrive in a highly structured, tight managed company. Others become more

successful in a casual environment where verbal communication is more common than e-

mail and there are fewer rules of conduct. Companies that learn to quickly identify which

candidate match their culture can avoid a good no. of hiring mistakes. In addition to

extending a companys reach in term of candidates, staffing firms are a good source of

help in this area. Their recruiters use proven processes that minimize employment risks

even before a formal interview takes place. For e.g., they may perform customized

testing, analyze a candidate's personality and use cultural matching techniques. Some

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firms also conduct customer service role-plying and team interviews once references are

checked and a background check is completed. These tools are used to determine a

candidate's potential success at a given job. When a variety of screening and testing

methods are used, by those trained to spot potential employment problems, employees

who make the cut are more likely to perform better in the long run.

Finally, its important to note that experienced recruiters, who have been evaluating

candidates for several years, have learned quite a lot from their past successes and

failures. Most develop a strong sixth sense about people that is useful in hiring process.

Another way companies battle the retention issue is to hire employees on a temporary

basis initially, to see if the employee is a good fit. While if offers an attractive try before

you buy advantage, the temp-to-perm model can be a double-edged sword. Yes, the

company can evaluate an employees performance before making a more permanent

offer. But it is important to remember the employer is also being evaluated.

In other words, temp-to-perm arrangements wont improve retention unless they are

addressed with the same level of respect as a company would pay to its new, full-time

employees. The same screening, testing and interviewing is needed before the hire, and

the same level of training is needed after the hire.

While contact centers face many unique challenges in hiring, managing and keeping

employees, the main issue for most is keeping the good ones they have. No single tool or

process will improve retention on its own, but a comprehensive program involving many

processes and initiatives, all aimed at the goal, can make an impact.

But it bears repeating that learning a great deal about a candidate before an offer is made

can be just as important.

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RESEARCH METHODOLOGY

Significance of the Study

The main objective of research is to find out to truth. The research helps to gain

familiarity with the phenomenon or to achieve new insight into it. Research in common

parlance refers to a search for knowledge. Research, simply put, is an endeavour to

discover answer to problems through the applications and scientific method to the

knowable universe.

Statement of the Problem

Managers of all kinds of organisation are looking at ways to make workers enjoy that

they do so that productivity improved. Today most multi national and Indian companies

have made the employee satisfaction index a key in put in to the performance evaluation

process for department and company heads. It has been proved in a landmark research

done by IFFALDANO and MUCHINSKY in 1985 that employee satisfaction does not

necessarily lead to productivity. The correlation between satisfaction and productivity is

as low as 0.17.

It was realise that employee satisfaction has lost some values as surrogate measures for

work place efficiency. It is in the context that organisation behaviour scientist explore the

dimension of employee commitment.

Research Methodology

All the methods used by social scientists in their fact-finding mission constitute

methodology. In that way, Research methodology is defined as the procedures adopted by

the researchers to go about their work of describing, explaining and predicting

phenomena. It helps the social scientists to describe, justify and explain the outcome of

many findings.

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Title of the study

The Title of the Research is "A Study on employee commitment at M/s. HINDUSTAN

COCA COLA BEVERAGES PVT LIMITED.

Objectives

1. To identify the factors that influence employee commitment

2. To study the level of attitudes of employee based on those factors and understand

the level of commitment among employees.

Research Design

Research design is a blueprint for the study. According Pauline V. Young, a research

design is the logical and systematic planning and directing a piece of research. It gives an

outline of the structure and process of the research programme.

The research design used for the current study is descriptive research design.

Universe

Universe is the aggregate of all units possessing certain specified characteristics on which

the sample seeks to draw inferences. The universe for the study is all the employees who

are working in M/s. HINDUSTAN COCA COLA BEVERAGES PVT LIMITED

Profile of the organisation

Coca cola returned to India after a 16 years absence in 1993 at chandigarh and amritsar.

A strategic alliance with parle exports gave the company instant owner of the nations top

soft drink brands.

1994 and 1995 saw a phased rollout of brands of coca-cola and fanta across the country.

Over and above the national and regional brands acquired from parle, 18 bottling plants

launched coca-cola and fanta in the territories in 1994 itself. In the following years new

products of the coca-cola company like sprite, sunfil and shock etc. Were launched in the

market, which has made coca-cola a market leader and ensure that it stays the same.

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Mission statement:

We at the Chennai unit will profitably lead the beverage revolution in every beverage

category with social responsibility and shall focus on system to enhance and sustain the

leadership. We shall enjoy providing the best customer and consumer experiences with

high quality products and services.

Tool of Data collection

The Researcher based on the objectives of the Study prepared a Structured Questionnaire.

A questionnaire is a form prepared and distributed to secure responses to certain

questions related to the study. The Questionnaire prepared by the researcher mainly

consists of the following:

1. Personal profile of the Respondents.

2. Identifying employee commitment based on the factors

Like Job role integer ration and challenges, company brand and synergistic

relationship, trust and confidence in organisation, carer growth and

development and Job satisfaction.

Pre-testing

The researcher conducted pre testing of questionnaire in order to ascertain the validity of

the created tool. So, pre- testing was carried out among few respondents in order to

detect the discrepancies that have crept in and to remove them after necessary

modifications in the questionnaire.

Data collection

Data Collection was carried out at M/s. HINDUSTAN COCA COLA BEVERAGES

PVT LIMITED .The questionnaire was administered to the respondents through the HR

Personnel of the organisation. The responses from the employees were quite encouraging.

Process of Data analysis

Data collected through Questionnaire was administered in SPSS (Statistical Package for

Social Sciences.) by which data was tabulated. Later data was interpreted to emerge with

findings.

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Limitations of the Study

The researcher was less accessible with the respondents, so the real feeling of them could

not be assessed.

Many respondents were reluctant to let out some of their personal information.

CHAPTERISATION

INTRODUCTION &. RESEARCH METHODOLOGY

REVIEW OF LITERATURE

ANALYSIS AND INTERPRETATION

FINDINGS, CONCLUSIONS AND SUGGESTIONS.

BIBLIOGRAPHY

APPENDIX

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Respondents by Department

Every organization consists of number of departments and the contribution of each

department varies according to its function. In manufacturing or software industry the

focus is more on the core function than the support function. Importance of each

department determines the level of commitment in the organization

Table No: 1

DEPARTMENT

NO OF

RESPONDENTSPERCENTAGE

Production

16 27

Shipping\admin21 35

Maintenance13 22

Quality10 16

Total60 100

Figures in Parenthesis denotes percentage

The above table represents that little more than one third of the respondents (35%) are in

the shipping and administration department and one fourth (26%) of the respondents are

in the production department. While the rest of the respondents fall in the maintenance

and the quality department. (i.e.) little more than one fifth (21%) and one tenth (10%)

respectively.

Thus it can be inferred that little more than two third of the respondents are in the

shipping and administration department.

Respondents by Designation

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Cadre is the level given to the individuals based on the educational Qualification (or)

experiences (or) combination of both with certain prescribed set of department and

authority.

Table No: 2

DESIGNATIONNO OF


Fork lift operator 14 23

Operator 17 28

Inspector 15 25

Others 14 24

Total 60 100


The table above describes the distribution of respondents by their designation. It shows

that little more than one fourth of the respondents (28%) are in the operator cadre and one

fourth (25%) of the respondents are in the inspector cadre. And the remaining fall in the

cadre of fork lift operator and others. Others refer to the carpenter, electrician and

purchasing assistance.

Therefore we can infer that majority of the respondents belong to the operator cadre and

this variation in the categories and number of respondents can be attributed to the

sampling technique adopted in the study, which is simple random sampling.

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Respondents by Age

Hurlock (1959) in her book on developmental stages of man explains that the age of

adulthood is a creativity period. Where there are new life style and adjustment enhanced

skill abilities. High level of motivation and learning and aptitude thinking due to the

carrier advancement are few characteristics of this period of human growth. There fore

age acts as an important factor in determining the learning ability of the individuals.

Table No : 3

AGENO OF


Below 35 44 73

Above 35 16 27

Total 60 100


The table depicts that little less than three fourth (73%) of the respondents are in the age

group of below 35 while little more than one forth (27%) of the respondents belong to the

age group of above 35.

It is a very evident that a little less than three fourth of the respondents are in the age

group of below 35 years..

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Respondents by Educational Qualification

Educational qualification of the individual will definitely influence the extent of learning.

Hence their commitment in the work also depends on the educational background of the

employees.

Table No: 4

EDUCATIONAL

QUALIFICATION

NO OF


Technical 25 42

Non technical 35 58

Total 60 100


From the above table it is evident that majority of the respondents (58%) are non-

technical qualification when compared to that of the respondents (42%) in the technical

background.

Hence from the table it can be inferred that majority of the respondents in the non-

technical qualification and the organisation moulds them accordingly.

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Respondent by Experience

Experience may be explained as the years of service that a person has put in a

organization or a field. In this context the years of experience refers to the years of

service that the respondent has put in the field of study (i.e.) in the present organization.

The commitment level of an individual also depends on the experience that an individual

posses.

Table No: 5

YEARS OF

EXPERIENCE

NO OF


Below 511 18

Above 549 82

Total60 100


The table indicates that most of the respondents (81%) have a total work experience of

above 6 years while little less than one fifth of the respondents (18%) have a total work

experience of below 5 years.

. Hence from the table it can be inferred that most of the respondents have above five

years of work experience .

Respondents by Martial Status

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Marital status can be defined as a state that whether an individual has been married or

unmarried. Hence marital status also has some relationship with that of the commitment

level of an individual towards his work.

Table No: 6

MARTIAL STATUS

NO OF


Married50 83

Unmarried 10 17Total

60 100


This table describes that most (83%) of the respondents are married and while little less

than one fifth (17%) of the respondents are unmarried.

Hence it can be inferred that most of the respondents are married irrespective of their age

category and income level.

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Respondents by Income

Income is the monitory benefit given to an individual for the work that the individual has

put in the organization. So the monthly income also plays a vital role in determining the

level of commitment of the employees.

Table No: 7

MONTHLY INCOMENO OF


Below 10,000 24 40

Above 10,000 36 60

Total60 100


The table states that vast majority of the respondents (60%) are drawing above ten

thousand as their monthly income and two fifth of the respondents (40%) are drawing

below ten thousand as their monthly income.

The above table represents that most of them draw the salary above ten thousand and

ensures that organisation pays well for its employees.

Respondents by Number of Family Members

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Family background of the employees also definitely influences the extent of commitment

level. The table above describes the distribution of respondents by their family members.

Table No: 8

FAMILY MEMBERSNO OF


Below 4 16 27

Above 5 44 73

Total 60 100


The table clearly shows that little less than three fourth of the respondents (73%) are with

family members of above five and little more than one fourth (27%) of the respondents

are with family members of below 5.

Thus we can conclude that little less than three fourth of the respondents have above five

members in their family.

Overall Employee Commitment

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Table No: 9

Over all Total No of Respondents Percentage

Low20 33

High40 67

Total 60 100


The table above depicts the distribution of respondents with respect to their overallcommitment level.

The table states that two third of the respondents (66.7%) have high level of commitment.

Little less than two fifth of the respondents (33%) have low level of commitment.

Thus it can be inferred that most of the respondents irrespective of their age, income and

experience have high level of commitment.

Factors contributing for level of commitment

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The table consolidates the five factors influencing the level of employee

commitment in the organisation.

Table No: 10

Factors Level of commitment Total

Low High

Total level of job\role

Integration and

Challenges

49

(82)

11

(18)

60

(100)

Total level of Company

Brand and Synergistic

Work Relationship

37

(62)

23

(38)

60

(100)Total level of Trust and

Confidence in

Organization

31

(52)

29

(48)

60

(100)

Total level of Career

Growth and Development 49

(82)

11

(18)

60

(100)

Total level of JobSatisfaction 28

(47)

32

(53)

60

(100)


Job role integration and challenges:

Most of the respondents (81.7%) have low level of job role integration and challenges

and little less than one fifth of the respondents (18%) have high level of job role

integration and challenges.

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Company brand and synergistic work relationship:

The table also represents that vast majority of the respondents (61%) have low level of

company brand and synergistic work relationship while little less than two fourth of the

respondents (38%) have high level of company brand and synergistic work relationship.

Trust and confidence in organisation:

The table depicts the distribution of respondents with respect to their trust and confidence

level in the organization. It conveys that majority of the respondents (51%) have low

level of trust and confidence level in the organization while little more than two fifth of

the respondents (48%) have high level of trust and confidence level in the organization.

Career growth and confidence:

Career growth and development in the table states that majority of the respondents (81%)

have low level of career growth and development while little less than one fifth of the

respondents (18%) have high level of career growth and development.

Job satisfaction:

The table above also depicts the respondents with respect to their job satisfaction.

Majority of the respondents (53%) have high level of job satisfaction and remaining

(47%) have low level of job satisfaction.

The table on the overall weighs the contribution of the factors. We can infer that total

satisfaction level significantly contributes to the employee commitment. And trust and

confidence in the employees also plays a major role in the employee commitment.

Company Brand and Synergistic Work relationship though not a major contributor,

notably ensures employee commitment. Both job role integration and career

growth/development contributes to a minimum for the employee commitment.

Department Vs Overall Employee Commitment

Table No: 11

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Department

Factors contributing to

Employee Commitment Total

Low High

Production

15

(37)

26

(63)

41

(100)

Administration

5

(26)

14

(74)

19

(100)

Total20

(33)

40

(67)

60

(100)


Chi-Square Value: .616(b) with 1d.f Insignificant at 0.05 level

The above table shows the distribution of respondents by their department and their levelof commitment.

It can be seen from the above table that employee commitment is found to be high among

a little less than three fourth (74%) of the respondents of the Administration department

when compared to the Production Department.

Similarly, a little less than two fifth (37%) of the respondents of Production department

have low level of commitment.

Thus it can be inferred that level of commitment is found to be high among the

respondents of Administration department.

Since the calculated value of the Chi-Square is less than the tabulated value, there is no

statistical significance between the level of commitment of the employees and the

designation of the respondents.

Department Vs Factors Contributing to Employee Commitment

Table No: 12

Factors Levels Department Total

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Production Admin

Job \role Integration and

Challenges

High

9

(22)

2

(11)

11

18

Low32

(78)

17

(90)

49

(82)

Company Brand and

Synergistic Work relation

ship

High

14

(34)

9

(47)

23

(38)

Low27

(66)

10

(53)

37

(62)

Trust and Confidence in

OrganisationHigh

21

(51)

8

(42)

29

(48)

Low 20(49)

11(58)

31(52)

Career Growth and

Development

High

8

(20)

3

(16)

11

(18)

Low33

(81)

16

(84)

49

(82)

Job Satisfaction

High

22

(54)

10

(53)

32

(53)

Low 19

(46)

9

(57)

28

(47)


With Yates correction

Chi-Square value with 1 df Insignificant at 0.05 level

Department Vs Job\Role Integration and Challenges 0.87(b)

Department Vs Company Brand and Synergistic Work Relation ship .960(b)

Department Vs Trust and Confidence in Organisation 0.40(b)

Department Vs Carrier Growth and Development .120(b)

Department Vs Job Satisfaction .006(b)

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The main purpose of doing this cross tabulation between department and factors of

commitment is to find out the factor that contributes to the high and low level of

commitment of the respondents in each department.

In the Production department, high level of commitment is contributed to a large extent

by the factors Job satisfaction (54%) and Trust and confidence in organisation (51%)..

Whereas high level of commitment is contributed to a moderate extent by the factor

Company brand and synergistic work relationship (34%) while career growth and

development (81%) and Job/role integration and challenges (78%) are the factors that

contributes more to the low level of commitment of the respondents.

Similarly, in the Administration Department High level of commitment is contributed to

a large extent by the factors job satisfaction (53%) and Company brand and synergistic

work relationship (47%). Whereas high level of commitment is contributed to a moderate

extent by the factor trust and confidence in organisation (42%) while Job/role Integration

and challenges (90%) and career growth and development (84%) are the factors that



respondents of Administration department, which is highly contributed by the factor job

satisfaction.

Since the calculated values of the Chi-Square are less than the tabulated value, there is no

statistical significance between the factors of commitment (Job/role Integration and

Challenges, Company brand and synergistic work relationship, Trust and confidence in

organisation, Career growth and development, Job satisfaction) and the department of the

respondents.

Designation Vs Overall Employee Commitment

Table No: 13

Designation



Low High

9 22 31

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Fork Lift

operator\Operator\Mechanic\

Electrician

(29) (71) (100)

Inspector\Carpenter\Purchase

assistance

11

(37)

18

(62)

29

(100)

Total20

(33)

40

(66)

60

(100)


Chi-Square Value: .534(b) with 1d.f Insignificant at 0.05 level

The above table shows the distribution of respondents by their designation and their level

of commitment.


vast majority (71%) of the respondents of the fork lift operator/ operator/ Mechanic/

Electrician when compared to the Inspector/Carpenter/ Purchase Assistance.

Similarly, a little less than two fifth (38%) of the respondents of Inspector/Carpenter/

Purchase Assistance have low level of commitment.

Thus it can be inferred that level of commitment is found to be high among therespondents of fork lift/Operator/Operator/Mechanic/Electrician cadre.




Designation Vs Factors Contributing to Employee Commitment

Table No: 14

FactorsLevels

Designation

Total

Fork Lift

Operator\Operator \

Mechanic\Electrician

Inspector \

Carpenter /

Purchasing assistance


Challenges High

10

(23)

1

(6)

11

(19)

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In the Fork Lift/Operator/Operator/Mechanic/Electrician cadre, high level of commitment

is contributed to a large extent(57%) by the factor Job satisfaction. Whereas high level of

commitment is contributed to a moderate extent by the factors Company brand and

synergistic work relationship(36%) and trust and confidence in organisation(48%) while

career growth and development(84%) and Job/role integration and challenges(77%)


Similarly, in the Inspector/Carpenter/purchasing assistance cadre, low level of

commitment is contributed to a large extent(94%) by the factor job/role integration and

challenges. Whereas low level of commitment is contributed to a moderate extent by the

factors company brand and synergistic work relationship(56%) , career growth and

development(75%) and Job satisfaction(56%) Trust and confidence is the only factor that

contributes more to the high level of commitment of the respondents.


respondents of Fork lift Operator/Operator/Mechanic/Electrician cadre which is highly

contributed by the factor job satisfaction.


statistical significance between the factors of commitment(Job/role Integration and


organisation, Career growth and development, Job satisfaction) and the designation of the

respondents.

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Age Vs Overall Employee Commitment

Table No :15

Age



Low High

Below 30

2

(13)

14

(87)

16

(100)

30-35

11

(39)

17

(61)

28

(100)

Above 357

(44)

9

(56)

16

(100)

Total

20

(33)

40

(67)

60

(100)

Figures in Parenthesis denotes percentage Insignificant at 0.05 level


Chi-Square Value : 21.24(a) with 2 d.f

The above table shows the distribution of respondents by their age group and their level

of commitment.


a little less than almost all (88%) the respondents who are in the age group of below 30

years while level of commitment of the respondents is found to be moderate among a

little less than two third of the respondents when compared to the remaining respondents.

Similarly, a little more than two fifth(44%) of the respondents who are in the age group

of above 35 years while the level of commitment is found to be moderate among a little

less than two fifth of the respondents who are in the age group of 30 to 35 years when

compared to level of commitment the remaining respondents.

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respondents who are in the age group of below 30 years..

Since the calculated value of chi_square is more than the tabulated value, there is

statistical significant between over all commitment and age of the respondents.

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Age Vs Factors Contributing to Employee Commitment

Table No : 16

Factors LevelsAge

TotalBelow 35 Above 35


Challenges

High6

(14)

5

(31)

11

(18)

Low 38

(86)

11

(69)

49

(82)

Company Brand and


ship

High

17

(39)

6

(38)

23

(38)

Low

27

(61)

10

(62)

37

(62)


Organisation

High20

(46)

9

(56)

29

(48)

Low 24

(54)

7

(44)

31

(52)

Career Growth and

Development

High10

(23)

1

(6)

11

(18)

Low34

(77)

15

(94)

49

(82)

Job SatisfactionHigh

24

(55)

8

(50)

32

(53)

Low 20

(45)

8

(50)

28

(47)




Age Vs Job\Role Integration and Challenges 2.431(b)

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Age Vs Company Brand and Synergistic Work Relation ship .006(b)

Age Vs Trust and Confidence in Organisation .548(b)

Age Vs Carrier Growth and Development

2.701(b)

Age Vs Job Satisfaction

.097(b)

The main purpose of doing this cross tabulation between age and factors of commitment

is to find out the factor that contributes to the high and low level of commitment of the

respondents who are in that particular age group.

Among the respondents who are in the age group of below 35 years, high level of

commitment is contributed to a large extent by the factors Job satisfaction (55%) .

Whereas high level of commitment is contributed to a moderate extent by the factors

trust and confidence in organisation(46%) and Company brand and synergistic work

relationship (39%) while Job/role integration and challenges (86%) and career growth

and development (77%) are the factors that contributes more to the low level of

commitment of the respondents.

Similarly, among the respondents who are in the age group of above 35 years, high level

of commitment is contributed to a large extent by the factors trust and confidence in

organisation(56%) and job satisfaction (50%). Whereas high level of commitment is

contributed to a moderate extent by the factors company brand and synergestic work

relationship(38%) and Job/role Integration and challenges (31%) . While career growth

and development(94%) is the only factor that contributes more to the low level of

commitment among the respondents.


respondents who are in the age group of below 30 years, which is highly contributed by

the factors job satisfaction..

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organisation, Career growth and development, Job satisfaction) and the age of the

respondents.

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Educational Qualification Vs Overall Employee Commitment

Table No :17

Educational Qualification



Low High

Technical

10

(42)

14

(58)

24

(100)

Non-Technical

10

(28)

26

(72)

36

(100)

Total20

(33)

40

(67)

60

(100)

Figures in Parenthesis denotes percentageChi-Square Value : 1.250(a) with 1 d.f Insignificant at 0.05 level

The above table shows the distribution of respondents by their educational qualification

and their level of commitment.


a little less than three fourth (72%) of the respondents who have non technical

qualification when compared to the respondents who are having technical qualification.

Similarly, a little less than half(42%) of the respondents who are having technical

qualification have low level of commitment.


respondents who are having non-technical qualification.




Educational Qualification Vs Factors Contributing to Employee Commitment

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Table No : 18

Factors Levels

Educational Qualification

TotalTechnical Non-

Technical


Challenges

High

7

(29)

4

(11)

11

(18)

Low 17

(71)

32

(89)

49

(82)

Company Brand and

Synergistic Work

relation ship

High8

(33)

15

(42)

23

(38)

Low16

(67)

21

(58)

37

(62)Trust and Confidence in

Organisation

High 12

(50)

17

(47)

29

(48)

Low 12

(50)

19

(53)

31

(52)

Career Growth and

Development

High

5

(20)

6

(17)

11

(18)

Low19

(80)

30

(83)

49

(82)

Job Satisfaction

High 13

(54)

19

(53)

32

(53)

Low 11

(46)

17

(47)

28

(47)


With Yates correction Insignificant at 0.05 level

Chi-Square value with 1 df

Educational Qualification Vs Job\Role Integration and Challenges 4.140(b)

Educational Qualification Vs Company Brand and Synergistic .423(b)

Work Relation ship

Educational Qualification Vs Trust and Confidence in Organisation .044(b)

Educational Qualification Vs Carrier Growth and Development .167(b)

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Educational Qualification Vs Job Satisfaction .011(b)

The main purpose of doing this cross tabulation between educational qualification and

factors of commitment is to find out the factor that contributes to the high and low level

of commitment of the respondents who are having the particular educational back

ground.

Among the respondents who are having technical qualification, high level of commitment

is contributed to a large extent by the factors Job satisfaction (54%) and Trust and

confidence in organisation (50%).. Whereas high level of commitment is contributed to a

moderate extent by the factor Company brand and synergistic work relationship (33%)

while career growth and development (79%) and Job/role integration and challenges

(71%) are the factors that contributes more to the low level of commitment of the

respondents.

Similarly, among the respondents who are having non-technical qualification high level

of commitment is contributed to a large extent by the factors job satisfaction (53%) and

Company brand and synergistic work relationship (47%). Whereas high level of

commitment is contributed to a moderate extent by the factor trust and confidence in

organisation (50%) while Job/role Integration and challenges (89%) and career growth

and development(83%) are the factors that contributes more to the low level of



respondents who are having non-technical qualification, which is highly contributed by

the factors job satisfaction and trust and confidence in the organisation.


statistical significance between the factors of commitment ( Company brand and

synergistic work relationship, Trust and confidence in organisation, Career growth and

development, Job satisfaction) and the educational qualification of the respondents.

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Work Experience Vs Overall Employee Commitment

Table No :19

Work Experience



Low High

Below 5

2

(18)

9

(82)

11

(100)

Above 5

18

(37)

31

(63)

49

(100)

Total20

(33)

40

(67)

60

(100)


Chi-Square Value : 0.666(b) with 1 d.f Insignificant at 0.05 level

The above table shows the distribution of respondents by their work experience and their

level of commitment.


most of the respondents(82%) who have below 5 years of work experience when

compared to the respondents who have above 6 years of work experience.

Similarly, a little less than two fifth(37%) of the respondents who are having above 6

years of work experience have low level of commitment.


respondents who are having below 5 years of work experience.


statistical significance between the level of commitment of the employees and the work

experience of the respondents.

Experiences Vs Factors Contributing to Employee Commitment

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Experience Vs Job Satisfaction 0.59(b)

The main purpose of doing this cross tabulation between work experience and factors of


commitment of the respondents who have particular years of work experience.

Among the respondents who have below 5 years of work experience, high level of

commitment is contributed to a large extent by the factors trust and confidence(73%) and

Job satisfaction (64%) . Whereas high level of commitment is contributed to a moderate

extent by the factor Company brand and synergistic work relationship (46%) while

Job/role integration and challenges (91%) and career growth and development (73%) are

the factors that contributes more to the low level of commitment of the respondents.

Similarly, among the respondents who have above 5 years of work experience, high level

of commitment is contributed to a large extent by the factors job satisfaction (51%).


trust and confidence in organisation(43%)and company brand and synergistic work

relationship(37%) while career growth and development(84%) and Job role integration

and challenges (80%) are the factors that contributes more to the low level of

commitment among the respondents.


respondents who are having below 5 years of work experience, which is highly

contributed by the factors job satisfaction and trust and confidence in the organisation..




organisation, Career growth and development, Job satisfaction) and the Work experience

of the respondents.

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Marital Status Vs Overall Employee Commitment

Table No :21

Marital Status



Low High

Married

18

(36)

32

(64)

50

(100)

Un married

2

(20)

8

(80)

10

(100)

Total20

(33)

40

(67)

60

(100)



The above table shows the distribution of respondents by their marital status and their



most of the respondents(80%) who are unmarried when compared to the respondents who

are married.

Similarly, a little less than two fifth(36%) of the respondents who are married have low



respondents who are unmarried.


statistical significance between the level of commitment of the employees and the work

experience of the respondents.

Marital Status Vs Factors Contributing to Employee Commitment

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Table No : 22

Factors Levels

Marital Status

TotalMarriedUn

Married


Challenges

High 10

(20)

1

(10)

11

(18)

Low 40

(80)

9

(90)

49

(82)

Company Brand and

Synergistic Work

relation ship

High19

(38)

4

(40)

23

(38)

Low 31

(62)

6

(60)

37

(62)


Organisation

High 22

(44)

7

(70)

29

(48)

Low 28

(56)

3

(30)

31

(52)

Career Growth and

Development

High 8

(16)

3

(30)

11

(18)

Low 42(84)

7(70)

49(82)

Job Satisfaction

High26

(52)

6

(60)

32

(53)

Low

24

(48)

4

(40)

28

(47)




Marital Status Vs Job\Role Integration and Challenges 1.24(b)

Marital Status Vs Company Brand and Synergistic Work Relation ship 0.51(b)

Marital Status Vs Trust and Confidence in Organisation 2.04(b)

Marital Status Vs Carrier Growth and Development. 0.665(b)

Marital Status Vs Job Satisfaction 0.59(b)

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The main purpose of doing this cross tabulation between marital status and factors of



Among the respondents who are married, high level of commitment is contributed to a

large extent by the factor Job satisfaction (52%) . Whereas high level of commitment is

contributed to a moderate extent by the factors trust and confidence in organisation (44%)

and Company brand and synergistic work relationship (38%) while career growth and

development (84%) and Job/role integration and challenges (80%) are the factors that


Similarly, among the respondents who are unmarried, high level of commitment is

contributed to a large extent by the factors trust and confidence(70%) and job

satisfaction (60%). Whereas high level of commitment is contributed to a moderate

extent by the factors company brand and synergestic work relationship(40%) while Job

role integration and challenges(90%) and career growth and development(70%) are the

factors that contributes more to the low level of commitment among the respondents.


respondents who are unmarried , which is highly contributed by the factors job

satisfaction and trust and confidence in the organisation..




organisation, Career growth and development, Job satisfaction) and the Marital Status of

the respondents.

Monthly Income Vs Overall Employee Commitment

Table No :23

Monthly Income


Employee Commitment

Total

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Low High

Below 10000

6

(25)

18

(75)

24

(100)

Above 10000

14

(39)

22

(61)

36

(100)

Total20

(33)

40

(67)

60

(100)



The above table shows the distribution of respondents by their monthly income and their



three fourth of the respondents(75%) who draws below Rs.10000 as their monthly

income when compared to the respondents who are drawing above Rs.10000.

Similarly, a little less than two fifth(39%) of the respondents who are earning above

Rs.10000 have low level of commitment.


respondents who are earning below Rs.10000 as their monthly income.



monthly income of the respondents.

Monthly Income Vs Factors Contributing to Employee Commitment

Table No : 24

Factors Levels

Monthly Income

TotalBelow

10000

Above

10000

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Challenges

High

3

(13)

8

(22)

11

(18)

Low

21

(88)

28

(78)

49

(82)

Company Brand and


ship

High

10

(42)

13

(36)

23

38.30%

Low 14

(58)

23

(64)

37

(62)


Organisation

High10

(42)

19

(53)

29

(48)

Low 14

(58)

17

(47)

31

(52)

Career Growth and

Development High

6

(25)

5

(14)

11

(18)

Low18

(75)

31

(86)

49

(82)

Job Satisfaction High

17

(71)

15

(42)

32

(53)

Low 7

(29)

21

(58)

28

(47)




Income Vs Job\Role Integration and Challenges 0.68(b)

Income Vs Company Brand and Synergistic Work Relation ship .188(b)

Income Vs Trust and Confidence in Organisation .712(b)

Income Vs Carrier Growth and Development. 1.187(b)

Income Vs Job Satisfaction 4.922(b)

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The main purpose of doing this cross tabulation between monthly income and factors of


commitment of the respondents who are earning a particular income.

Among the respondents who are earning below Rs.10000, high level of commitment is

contributed to a large extent by the factor Job satisfaction (71%) . Whereas high level of

commitment is equally contributed (41%) to a moderate extent by the factors trust and

confidence in organisation and Company brand and synergistic work relationship while

Job/role integration and challenges (88%) and career growth and development (75%) are

the factors that contributes more to the low level of commitment of the respondents.

Similarly, among the respondents who are earning above Rs.10000, high level of

commitment is contributed to a large extent by the factor trust and confidence(53%)

Whereas high level of commitment is contributed to a moderate extent by the factors job

satisfaction (42%) and company brand and synergestic work relationship(36%) while

career growth and development(86%) and Job role integration and challenges(78%) are

the factors that contributes more to the low level of commitment among the respondents.


respondents who are earning below Rs.10000 , which is highly contributed by the factor

job satisfaction..

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organisation, Career growth and development, ) and the monthly income of the

respondents.

Since the calculated value of the chi-square is greater than the tabulated value, there is a

statistical significance between the factor of commitment i.e., Job satisfaction and the

monthly income of the respondents

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Family Members Vs Overall to Employee Commitment

Table No :25

Family Members



Low High

Below 4

5

(31)

11

(69)

16

(100)

Above 4

15

(34)

29

(66)

44

(100)

Total20

(33)

40

(67)

60

(100)



The above table shows the distribution of respondents by their family members and their



more than two third of the respondents(69%) who are having below 4 family members

when compared to the respondents who have above 5 family members.

Similarly, a little more than one third(34%) of the respondents who have above 5 family

members have low level of commitment.


respondents who are having below 4 family members..


statistical significance between the level of commitment of the employees and the Family

members of the respondents.

Family Members Vs Factors Contributing to Employee Commitment

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Table No : 26

Factors Levels

Family Members

TotalBelow 4 Above 4


Challenges

High2

(12)

9

(20)

11

(18)

Low 14

(88)

35

(80)

49

(82)

Company Brand and

Synergistic Work

relation ship

High

9

(56)

14

(32)

23

(38)

Low 7

(44)

30

(68)

37

(62)


Organisation

High8

(50)

21

(48)

29

(48)

Low 8

(50)

23

(52)

31

(52)

Career Growth and

Development

High 3

(19)

8

(18)

11

(18)

Low 13

(81)

36

(82)

49

(82)

Job SatisfactionHigh

11

(69)

21

(48)

32

(53)

Low 5

(31)

23

(52)

28

(47)




Family Members Vs Job\Role Integration and Challenges 0.85(b)

Family Members Vs Company Brand and Synergistic Work Relation ship 2.963(b)

Family Members Vs Trust and Confidence in Organisation .024(b)

Family Members Vs Carrier Growth and Development. 0.13(b)

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Family Members Vs Job Satisfaction 2.084(b)

The main purpose of doing this cross tabulation between family members and factors of


commitment of the respondents who are having particular number of members in their

family.

Among the respondents who are having below 4 members in their family, high level of

commitment is contributed to a large extent by the factor Job satisfaction (69%) .


Company brand and synergistic work relationship (56%) and trust and confidence in

organisation (50%) while Job/role integration and challenges (88%) and career growth

and development (81%) are the factors that contributes more to the low level of


Similarly, among the respondents who are having above 5 members in their family, high

level of commitment is equally contributed (48%) to a large extent by the factors trust

and confidence and Job satisfaction. Whereas high level of commitment is contributed to

a moderate extent by the factor company brand and synergistic work relationship (32%)

while career growth and development (82%) and Job role integration and challenges

(80%) are the factors that contributes more to the low level of commitment among the

respondents.


respondents who below 4 members in their family, which is highly contributed by the

factors job satisfaction.




organisation, Career growth and development, Job satisfaction ) and the Number of

family members of the respondents.

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FINDINGS OF THE STUDY:

PERSONAL PROFILE:

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A little more than two third of the respondents are in the shipping and

administration department. While majority of the respondents in the non-technical

qualification the organisation moulds them accordingly.

A little less than three fourth of the respondents are in the age group of below 35

years and Most of the respondents have above five years of work experience

while most of them draw the salary above ten thousand

Most of the respondents are married irrespective of their age category. And most

of them have little less than three fourth of the respondents have above five

members in their family.

OVERALL COMMITMENT LEVEL OF COMMITMENT:

Total job satisfaction level significantly contributes to the employee commitment.

and trust and confidence in the employees also plays a major role in the employee

commitment. Company Brand and Synergistic Work relationship though not a

major contributor, notably ensures employee commitment. Both job role

integration and career growth/development contributes to a minimum for the

employee commitment.

LEVEL OF COMMITMENT AND DEPARTMENT:

Level of commitment is found to be high among the respondents of

Administration department.

Level of commitment is found to be high among the respondents of

Administration department level of commitment is found to be high among the

respondents of Administration department, which is highly contributed by the

factor job satisfaction.

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LEVEL OF COMMITMENT AND DESIGNATION:

Level of commitment is found to be high among the respondents of fork

lift/Operator/Operator/Mechanic/Electrician cadre.

Level of commitment is found to be high among the respondents of Forklift

Operator/Operator/Mechanic/Electrician cadre, which is highly contributed by the

factor job satisfaction.

LEVEL OF COMMITMENT AND AGE:

Level of commitment is found to be high among the respondents who are in the

age group of below 30 years

Level of commitment is found to be high among the respondents who are in theage group of below 30 years, which is highly contributed by the factors job

satisfaction

The calculated value of chi-square is more than the tabulated value, there is

statistical significant between over all commitment and age of the respondents.

LEVEL OF COMMITMENT AND EDUCATIONAL QUALIFICATION

Level of commitment is found to be high among the respondents who are havingnon-technical qualification

Level of commitment is found to be high among the respondents who are havingnon-technical qualification, which is highly contributed by the factors job

satisfaction and trust and confidence in the organisation

LEVEL OF COMMITMENT AND EDUCATIONAL QUALIFICATION

Level of commitment is found to be high among the respondents who are having

below 5 years of work experience

Level of commitment is found to be high among the respondents who are having

below 5 years of work experience, which is highly contributed by the factors jobsatisfaction and trust and confidence in the organisation

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LEVEL OF COMMITMENT AND MARITUAL STATUS:

Level of commitment is foun

Mohan 2005

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