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    A

    PROJECT REPORT

    ON

    JOB EVALUATIONAT

    BIRLA ERICSSON OPTICALS LTD.

    Submitted by

    SUSHEEL MISHRA

    (Ht.No: 098-06-146)

    Submitted to

    AWADHESH PRATAP SINGH UNIVERSITY

    In partial fulfillment of the Award of

    MASTERS DEGREE IN BUSINESS

    ADMINISTRATION

    St.PAULS P.G. COLLEGE(Affiliated to Osmania University & Approved by AICTE )

    Sy.No. 603,604 & 605,Thurka Yamjal (vill), Hayath Nagar (Mdl.),R.R. Dist.

    (2006-2008)

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    DECLARATION

    I hereby declare that this Project Report titled JOB

    EVALUATION submitted by me to the Department of

    Business Management, O.U., Hyderabad, is a bonafide work

    undertaken by me and it is not submitted to any other University

    or Institution for the award of any degree diploma / certificate or

    published any time before.

    Name and Address of the Student Signature of the Student

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    ACKNOWLEDGEMENT

    At the outset, I wish to thank the management of BIRLA ERICSSON

    OPTICALS LTD. for their kind gesture of allowing me to undertake this

    project and its various employees who lent their helping hand towards the

    completion of the study.

    I am practically indebted to Mr.G.V.K GURUNATH ,HR

    DIRECTOR,BIRLA ERICSSON OPTICALS LTD. for allowing me to

    carry out my project work in the origination and Mr.ANAND SONI

    HRM, faculty member for apprising me of the situation with

    necessary guidance & help me to complete this project. .

    I would like to thank Mrs. INDIRA , Principal

    of St.Pauls P.G. College, who have given her co-operation and

    encouragement during the course of the project work.

    Place:

    Date: SUSHEEL MISHRA

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    Table of contents page no

    Chapter: 1 Introduction

    Objectives 6

    Limitations and Scope 8

    Chapter: 2 Review of literature Introduction to HRM 10

    Job Evolution 12

    Selection of Job Evolution method 26

    Chapter: 3 The Company 35

    Chapter: 4 Data analysis and presentation 52

    Chapter: 5 Appendix Questionnaire 67

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    Chapter - 1

    Introduction

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    OBJECTIVE OF THE STUDY

    The purpose of this study is multifold.

    This study examines the causes for Job Evaluation in a BEOL company.

    This study also tries to identify employee working conditions on job.

    This study attempts to suggest employee self assessment.

    This study also to know the employee performance

    This study examines the reasons for employee attrition

    Data Collection

    For the purpose of the study data were collected from two sources. One is the primary

    source by administering questionnaire to the respondents and the second is through

    company brochures, booklets, CIQbsites and other secondary sources.

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    Limitations of the study

    There are nearly 150 employees in the BEOL company of which, I have done

    my project work on JOB EVALUATION.I have taken only 60 as sample size

    and have analyzed but not the total employees working in this branch.

    The questionnaire is distributed to the employees and analyzed beyond it is

    true or not.

    The options chosen by the employees may be honest or dishonest.

    SCOPE OF THE STUDY:

    The scope of the study is to find out reasons for JOB EVALUATION and suggesting

    the retention of employee, hiring of employee etc.

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    Chapter 2Review of

    literature

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    Introduction to Human Resource Management

    Human resource management (HRM) is a relatively modern label for the range of

    themes and practices involved in managing people. It is defined and described in a

    variety of (sometimes contradictory) ways.

    This excerpt from Human Resource Management in a Business Context introduces

    the concept of human resource management. It outlines HRM as a philosophy of

    people managementand provides a framework for its role within the business context.

    People management - Human resource management has not 'come out of nowhere'

    HRM has absorbed ideas and techniques from a number of areas. In effect, it is a

    synthesis of themes and concepts drawn from over a century of management theory

    and social science research.

    There is a long history of attempts to achieve an understanding of human behavior in

    the workplace. Throughout the twentieth century, practitioners and academics have

    searched for theories and tools to explain and influence human behavior at work.

    Managers in different industries encounter similar experiences: businesses expand or

    fail; they innovate or stagnate; they may be exciting or unhappy organizations in

    which to work; finance has to be obtained and workers have to be recruited; new

    equipment is purchased, eliminating old procedures and introducing new methods;

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    staff must be re-organized, retrained or dismissed. Over and over again, managers

    must deal with events, which are clearly similar but also different enough to require

    fresh thinking.

    We can imagine that, one-day, there will be a science of management in which these

    problems and their solutions are catalogued, classified, standardized and made

    predictable. Sociologists, psychologists and management theorists have attempted to

    build such a science, producing a constant stream of new and reworked ideas. They

    offer theoretical insights and practical assistance in areas of people management such

    as recruitment and selection, performance measurement, team composition and

    organizational design. Many of their concepts have been integrated into broader

    approaches, which have contributed to management thinking in various periods and

    ultimately the development of HRM.

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    Job Evaluation

    Learning Objectives:

    1. To know basic approach to Job Evaluation.

    2. to importance of Job Evaluation and its effectiveness.

    3. To know the important methods of Job Evaluation.

    Now friends CIQ will discuss about how jobs used to be evaluated in an organization;

    if somebody having any idea about it pleases start explaining it; this can be explained

    in the following way. Job evaluation is the process of analyzing and assessing the

    various jobs systematically to ascertain their relative worth in an organization. Job is

    evaluated on the basis of their content and is placed in the order of their importance. It

    should be noted that in a job evaluation programme, the jobs are ranked and not the

    jobholders. Jobholders are rated through performance appraisal. Job evaluation is a

    process of finding out the relative worth of a job as compared to other jobs Now,

    who is going to explain the objectives of job evaluation? The following objectives are

    derived from the analysis of the above-mentioned definitions: - 1) To gather data and

    information relating to job description, job specification and employee specifications

    for various jobs in an organization. 2) To compare the duties, responsibilities and

    demands of a job with that of other jobs. 3) To determine the hierarchy and place of

    various jobs in an organization. 4) To determine the ranks or grades of various jobs.

    5) To ensure fair and equitable wages on the basis of relative worth or value of jobs.

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    In other words equal wages are fixed to the jobs of equal worth or value. 6) To

    minimize wage discrimination based on sex, age, caste, region, religion etc. How

    many of you know the principles of job evaluation programme? Job evaluation

    programme should be implemented carefully. The following principles help in

    successful implementation of the programme:

    1. Rate the job but not the employee. Rate the elements on the basis of the job

    demands. 2. The elements selected for rating should be easily understood.

    3. The elements should be defined clearly and properly selected.

    4. Employees concerned and the supervisors should be educated and convinced about

    the programme.

    5. Supervisors should be encouraged to participate in rating the jobs.

    6. Secure employee cooperation by encouraging them to participate in the rating

    programme.

    7. Discuss with the supervisors and employees about rating but not about assigning

    money values to the points.

    8. Do not establish too many occupational wages.

    For, better understanding let us look at the flowchart given below: Job Evaluation

    Process Employee Classification Wage Survey Job Evaluation ProgrammeJob

    Specification Job Description Job Analysis Objectives of Job Evaluation Job

    Evaluation Process:

    The job-evaluation process starts defining objectives of evaluation and ends with

    establishing wage and salary differentials. The main objective of job evaluation, as

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    was stated earlier, is to establish satisfactory wage and salary differentials. Job

    analysis should precede the actual program of evaluation.

    Job analysis, as was discussed earlier, provides job-related data, which would be

    useful in drafting job description and job specification. A job-evaluation program

    involves answering several questions: The major ones are: Which jobs are to be

    evaluated? Who should evaluate the jobs? What training do the evaluation need?

    How much time is involved? What should be the criteria for evaluation? What

    methods of evaluation are to be employed? Which jobs are to be evaluated in any

    exercise, where there are more than 30 or 40 jobs to be evaluated, it is necessary to

    identify and select a sample of benchmark jobs, which can be used for comparisons

    inside and outside the organs.

    The benchmark jobs should be so selected to achieve representative sample of each of

    the main levels of jobs in each of the principal occupations. The size of the sample

    depends on the number of different jobs to be covered. It is likely to be less than about

    five percent of the total number of employees in the organization and it would be

    difficult to produce a balanced sample unless at least 25 percent of the distinct jobs at

    each level of the organization were included.

    Staffing the Evaluation exercise: A committee, which consists of Head of several of

    departments, as was pointed out earlier, does representatives of employee unions and

    specialist drawn from the National Productivity council Job evaluation. HR specialists

    will be normally the chairmen of the committee. Responsibility for the overall

    coordination of the job-evaluation programme should be in the hands of a senior

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    executive who can then report its progress to the board, and advise it on ensuring

    wage and salary development. Training for the Committee:

    Members of the job-evaluation committee should be trained in its procedure so as to

    make the program successful. Time Factor: Job evaluation should not be conducted in

    haste. Any rushing through will lead to appeals against the grading of jobs. Eight jobs

    in a day can be the ideal pace. After this, the quality of evaluation tends to drop, and

    more time has to spend later in checking and assessing the validity of the grading.

    The final review of all the time should be allowed for re-evaluation, if necessary.

    Isolating Job-evaluation criteria: The heart of job evaluation is the determination of

    the criteria for evaluation. Most job evaluations use responsibility, skill, effort and

    working conditions as major criteria. Other criteria used are difficulty, time-span of

    discretion, size of subordinate staff, and degree of creativity needed.

    It needs no emphasis that job evaluation criteria vary across jobs. So friends

    you must have got a fair idea what is job evaluation; now CIQ will discuss what are

    the methods involved in job evaluation, Methods of Job Evaluation: Job-evaluation

    methods are of two categories-Analytical and Non Analytical Job Evaluation

    Analytical Non Analytical Point Factor Comparison Ranking Job-grading Banding

    Method Analytical:

    1. Point Method 2.Factor Comparison Method Point Method

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    The system starts with the selection of job factors, construction of degrees for each

    factor, and assignment of points to each degree. Different factors are selected for

    different jobs, with accompanying differences in degrees and points. Let us discuss

    the different factors with an example: The National Electrical Manufacturing

    Association (NEMA), USA has suggested the factors, degrees and point for hourly

    rated and salaried jobs. The job factors taken into consideration by NEMA for hourly

    rated jobs are: Skill Education Experience Initiative & ingenuity Effort Physical

    demand Mental and / or visual demand Responsibility for equipment or process

    Responsibility for materials or product Responsibility for safety of others

    Responsibility Job Conditions Working conditions >Hazards NEMA Manual for

    salaried jobs Factors: - Education Experience Complexity of duties Monetary

    responsibility Working Condition Contacts Types of Supervision

    Extent of Supervision Factor-Comparison Method: The factor-comparison method is

    yet another approach for job evaluation in the analytical group. Under this method,

    one begins with the selection of factors; usually five of them- is assumed to be

    constant for all the jobs. Each factor is ranked individually with other jobs. For

    example, all the jobs may be compared first by the factor mental requirements. the

    skills factor, physical requirements, responsibility, and working conditions are ranked.

    The total points are then assigned to each factor.

    The worth of a job is then obtained by adding together all the point values. Non-

    Analytical:1. Ranking Method 2. Banding Method 3. Job-Grading Method Non-

    analytical methods: Ranking and job classification methods come under this category

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    because they make no use of detailed job factors. Each job is treated as a whole in

    determining its relative ranking. Ranking method: this is the simplest, the most

    inexpensive and the most expedient method of evaluation. The evaluation committee

    assesses the worth of each job on the basis of its title or on its contents, if the latter is

    available.

    But the job is not broken down into elements or factors. Each

    job is compared with others and its place is determined. The method has several

    drawbacks. Job evaluation may be subjective, as the jobs are not broken into factors.

    It is hard to measure whole jobs. Ranking is the most straightforward method of work

    evaluation. Jobs, people, or even teams can be ranked from the ones adding most

    value to least value to the organization.

    Criteria for the ranking are not made explicit. Jobs rather than people are easier to

    rank when there are a large number of people in jobs. Teams can be ranked in a team-

    based environment as a substitute for or addition to the ranking of jobs and people.

    When a larger number of jobs, people, or teams are to be ranked, the method of paired

    comparisons can be used. With this approach each entity is compared to every other

    entity in terms of value to the organization. Overall value of the entity is determined

    by the number of times that the entity is evaluated as being of greater value then the

    entity being compared against. If an extremely large number of comparisons need to

    be made, statistical formulas are available to reduce the number of comparisons

    required using sampling theory.

    Advantages:

    1. Simple to use if there is a small number of a job, people, or teams to evaluate

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    1. Subtle, but important, differences between groups ignored

    2. Subtle, but important, differences within groups ignored

    3. May invite inequity perceptions Classification: Classification systems define the

    value of jobs, people, or teams with written standards for a hierarchy of classification

    level. Each classification level may be defined by a number of factors that need to be

    present for a job, person, or team to be slotted into a particular classification level.

    These factors are usually blended together resulting in one standard for each

    classification level. Advantages

    1. Jobs, people, and teams can be quickly slotted into the structure

    2. Classification levels have face validity for employees

    3. Standards to establish value are made explicit

    Disadvantages

    1. Many jobs, people, or teams do not fit neatly into a classification level

    2. Extensive judgment is required because standards used to define each factor are

    blended together

    3. Differences between classification levels may not be equal

    4. Creates status hierarchies within organizations

    5. Extensive administration required Job-grading Method: As in the ranking method,

    the job-grading method (or job-classification method) does not call for a detailed or

    quantitative analysis of job factors. It is based on the job as a whole. The difference

    between the two is that in the ranking method, there is no yardstick for evaluation,

    while in the classification method; there is such a yardstick in the form of job classes

    or grades. Under the classification method, the number of grades is first decided upon,

    and the factors corresponding to these grades are then determined.

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    The advantages of the method are; I) job grade descriptions are vague

    and are not quantified; ii) difficulty in convincing employees about the inclusion of a

    job in a particular grade because of vagueness of grade descriptions; and iii) more job

    classification schedules need to be prepared because the same schedule cannot be

    used for all types of jobs. Let us now discuss the few important measures to improve

    Job Evaluation. HOW TO IMPROVE JOB EVALUATION: - Following measures

    and steps for improving the work of evaluation programmers;

    A job evaluation scheme should be chosen cautiously. It should be devised

    and administered on the basis of employment market, demand for labour, bargaining

    power of the parties & job conditions.

    The details of the scheme should be drawn up in such a way that they do not

    conflict with other provision of a collective agreement.

    The scheme should be sold to all concerned and suggestions sought. Give

    major importance that the number of job titles and classification be kept to a

    minimum.

    Any anticipated changes in methods should be carried out before a scheme is

    installed and all modifications in it should be resisted until it becomes fully

    established.

    In preparing job descriptions it is a sound practice to emphasis in them the

    things which makes one job different from another rather than to find a

    comprehensive statement of all the duties of the job.

    The better the state of industrial relations the easier it is to introduce a job

    evaluation scheme. Essentials for the success of a Job Evaluation Programme

    Following are the essential for the success of Job Evaluation:

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    1. Compensable factors should represent all of the major aspects of

    job content. Compensable factors selected should:

    2. Avoid excessive overlapping or duplication,

    3. Be definable and measurable,

    4. Be easily understood by employees and administrators,

    5. Not cause excessive installation or admin cost and

    6. Be selected with legal considerations in mind. Operating

    managers should be convinced about the techniques and

    programme of evaluation.

    They should also be trained in fixing and revising the wages based on job

    evaluation All the employees should be provided with complete

    information about job Evaluation techniques and programme.

    All groups and grades of employees should be covered by the job evaluation The

    results of job evaluation must be fair and rational and unbiased to the individuals

    being affects Summary: A job evaluation scheme should be chosen cautiously. It

    should be devised and administered on the basis of employment market, demand for

    labour, bargaining power of the parties & job conditions.

    Job Evaluation In a preceding section CIQ have seen that internal equity in pay is one

    of the requisites of a sound primary compensation structure. Managements method to

    achieve equity in pay is jab evaluation. It is the cornerstone of formal wage and salary

    programme.

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    The central purpose of job evaluation is to determine the relative worth of jobs of an

    enterprise. It thereby helps in establishing fair pay differentials among jobs. Accord-

    ding to Knowles and Thompson2evaluation is useful in eliminating the following

    discrepancies of a wage paymentsystem:Paying high wages and salaries to persons

    who hold jobs and positions not requiring great skill, effort andresponsibility;Paying

    beginners, less than they are entitled to receive interims of what is required of

    them;Giving a raise to persons whose performance does not justify the raise;

    Deciding rates of pay on the basis of seniority rather thanability;LESSON

    25:PERFORMANCE COUNSELING AND JOB EVALUATION 12811.672.1

    Copy Right: Rai University HUMAN RESOURCES PLANNING &

    DEVELOPMENT Paying widely varied wages for the same or closely related jobs

    and positions; and Paying unequal wages and salaries on the basis of race, sex,religion

    or political differences. Advantages of Job Evaluation According to an LL.D.

    publication3, job evaluation enjoys the following advantages

    (a) It is an objective and logical method of rankil1g jobs and of removing unjust

    differentials in the existing wage structure.

    (b) It helps in fining new jobs at their appropriate places in the existing wage

    structure.

    (c) It improves labor-management relations by reducing grievances concerning

    relative wages in the long run.

    (d) It establishes an objective and clear basis for wage bargaining.

    (e) It simplifies wage administration by making wage rates more uniform.

    (f) It reveals the possibilities of more efficient use of the plants labor force by

    pointing out jobs which need less or more skilled workers than those who are

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    managements support and it assures the employee that his wages will not be reduced

    as a result of a programme.Effective results have also been attained through the

    publication and distribution of booklets, which explain in some detail the general

    principles of job evaluation.2. Selection of Jobs to Be Evaluated Due to difficulties of

    time and money all jobs and positions within an enterprise are not evaluated at one

    time. Most companies in the beginning evaluate only shop jobs and office work.

    Executive, professional, and technical jobs are usually excluded. But later on when

    conditions permit these jobs are also brought into the plan. Sometimes a pilot plan is

    installed to evaluate a group of jobs within a single department or in single plant of a

    multi-plant company. If the plan works well, its extended to other units in the

    organization.3. Preparing job descriptions and job specifications Before any job can

    be evaluated it is necessary to know what the duties of the job are. A job description is

    required, therefore, indicating in considerable detail the duties and responsibilities of

    each job or position in the enterprise. From these job descriptions, individual job

    specifications are prepared.

    On the basis of the information contained in these job specifications individuals in the

    enterprise are evaluated. Before employing any job specification for evaluation

    purposes, its accuracy and acceptance should be thoroughly checked. It should be

    made certain that there are no omissions and-duplication of responsibilities in it and

    that it has been harmoniously accepted by the employee concerned. Once all job

    specifications covering jobs selected for evaluation have been thus checked and

    agreed upon CIQ have the foundation for determining the relative worth of each job

    through one of several methods of job evaluation described below.4.

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    Appointment of A Committee to Perform JobEvaluation:Job evaluation may be

    carried out either by the employees or by outside consultants or by employees and

    outside consultant)jointly. In the first case, a committee consisting of senior,

    experienced and respected representatives of management and workers is constituted.

    Employees participation in job evaluation work reduces their doubts and suspicions

    about deprogrammed. But the committee lacks objectivity and speed because its

    members have to carry out job evaluation work in addition to their normal duties.

    These disadvantages are removed when job evaluation is performed by outside

    experts who generally work on a full time basis. Employees. However, resent

    appointment of outside experts and view them with suspicion and doubt. These

    experts may also lack intimate knowledge about the problems of the enterprise. As

    such the best course is to ask both employee representatives and consultants to

    perform job evaluation jointly. The joint venture makes it possible to combine the

    intimate knowledge of the company possessed by the employees with the necessary

    expertise of the consultants.

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    Selection of A Job Evaluation Method

    As a student will read in the following section there are in use today four basic

    methods of job evaluation. While the basic approaches of all these methods are

    somewhat similar, they differ in their detailed procedures. Some methods are

    designed specifically for evaluating clerical and administrative jobs; others work best

    when applied only to operative jobs. Sometimes it may be decided to evaluate the

    same jobs by two t different methods. The greater the amount of agreement between

    the two results, the greater would be their reliability..6. Periodic Review periodic

    review, usually every one or two years, of all job descriptions must be done. Many job

    evaluation programmehave failed because management failed to recognize this fact.

    A periodic review of all job descriptions is important for tworeasons:One, it softens

    the feelings of those who believe that their work was not properly described or

    evaluated last time and that they will get a fair deal at the time of review. Two, it

    enables management to keep itself abreast of changes taking place in the nature of a

    job. As the nature of a job changes factors which form the basis of job evaluation also

    change. Thus automation of job reduces physical effort and increases

    responsibility. The need for daily application of a skill is also reduced but the need

    for potential skill in emergencies increases. New factors, aches machinery utilization

    and isolation from fellow workers become important.

    Methods of Job Evaluation Determining the relative worth of all jobs in the enterprise

    is difficult. Different jobs make varying demands on workers. One job, for example,

    might demand a prescribed level of education; require a certain physical ability, or

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    exact specific responsibilities from an employee, whereas another job may be very lax

    in these aspects. A job, therefore, differ with repeat to thedemands made on the

    employee as well as in value to theenterprise.Job evaluation compares all demands

    made on each workerand, by means of this comparison, establishes the relative worth

    of each job in an enterprise.

    The comparison undervaluation may be made on a non-quantitative basis by simply

    ranking or classifying the jobs from lowest to highest, or on a quantitative basis where

    points value are assigned to the various demands of a job, and its relative worth

    determined by the sum of such point values. Job evaluation programme should be

    implemented carefully. The following principles help in successful implementation of

    the programme:

    1. Rate the job but not the employee. Rate the elements on the basis of the job

    demands.

    2. The elements selected for rating should be easily understood.

    3. The elements should be defined clearly and properlyselected.

    4. Employees concerned and the supervisors should be educated and convinced about

    the programme.

    5. Supervisors should be encouraged to participate in rating the jobs.

    6. Secure employee cooperation by encouraging them to participate in the rating

    programme.

    7. Discuss with the supervisors and employees about rating but not about assigning

    money values to the points.

    8. Do not establish too many occupational wages. For, better understanding let us look

    at the flowchart givenbelow:Job evaluation process The job-evaluation process starts

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    percent of the distinct jobs at each level of the organization were included. Staffing

    the Evaluation Exercise A committee, which consists of Head of several of

    departments, as was pointed out earlier, does representatives of employee unions and

    specialist drawn from the National Productivity council Job evaluation.

    HR specialists will be normally the chairmen of the committee. Responsibility for the

    overall coordination of the job-evaluation programme should be in the hands of a

    senior executive who can then report its progress to the board, and advise it on

    ensuring wage and salary development. Training for the Committee Members of the

    job-evaluation committee should be trained units procedure so as to make the program

    successful. Time Factor Job evaluation should not be conducted in haste. Any rushing

    through will lead to appeals against the grading of jobs. Eight jobs in a day can be the

    ideal pace. After this, the quality of evaluation tends to drop, and more time has to

    spend later in checking and assessing the validity of the grading.

    The final review of all the time should be allowed for re-evaluation,

    ifnecessary.Isolating Job-evaluation Criteria the heart of job evaluation is the

    determination of the criteria for evaluation. Most job evaluations use responsibility,

    skill, effort and working conditions as major criteria. Other criteria used are difficulty,

    time-span of discretion, size of subordinate staff, and degree of creativity needed.

    It needs no emphasis that job evaluation criteria vary across jobs. So friends you must

    have got a fare idea what is job evaluation; now CIQ will discuss what are the

    methods involved in jobevaluation.Methods of Job Evaluation Job-evaluation

    methods are of two categories- non-analytical and analytical. Job

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    EvaluationAnalyticalNon Analytical Point Ranking Factor Comparison Ranking

    Job-grading

    MethodAnalytical1. Point-Ranking method2. Factor comparison MethodNon-

    Analytical1. Ranking Method2. Job-grading method on-analytical Methods Ranking

    and job classification methods come under this category because they make no use of

    detailed job factors. Each job is treated as a whole in determining its relative ranking.

    Ranking Method this is the simplest, the most inexpensive and the most expedient

    method of evaluation. The evaluation committee assesses the worth of each job on the

    basis of its title or on its contents, if the latter is available. But the job is not broken-

    down into elements or factors.

    Each job is compared with others and its place is determined. The method has several

    drawbacks. Job evaluation may be subjective as the jobs are not broken into factors. It

    is hard to measure whole jobs.

    Ranking is the most straightforward method of work evaluation. Jobs, people, or even

    teams can be ranked from the ones adding most value to least value to the

    organization. Criteria forth ranking are not made explicit. Jobs rather than people are

    easier to rank when there are a large number of people in jobs. Teams can be ranked

    in a team-based environment as a substitute for or addition to the ranking of jobs and

    people. When a larger number of jobs, people, or teams are to be ranked, the method

    of paired comparisons can be used.

    With this approach each entity is compared to every other entity interims of value to

    the organization. Overall value of the entity is determined by the number overtimes

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    that the entity is evaluated as being of greater value then the entity being compared

    against. If an extremely large number of comparisons need to be made, statistical

    formulas are available to reduce the number of comparisons required using sampling

    theory.

    Advantages

    1. Simple to use if there is a small number of a job, people, or teams to evaluate

    2. Requires little time

    3. Minimal administration required

    Disadvantages

    1. Criteria for ranking not understood

    2. Increases possibility of evaluator bias

    3. Very difficult to use if there is a large number of jobs, people, or teams to

    evaluate4. Rankings by different evaluators are not comparable5. Distance between

    each rank is not necessarily equal6. May invite perceptions of inequity

    Banding procedure takes place when jobs are grouped together by common

    characteristics. Characteristics used to group jobs follow: exempt versus nonexempt,

    professional versus nonprofessional, union versus nonunion, key contributor versus

    non-key contributor, line versus staff, technical versus on-technical, value-added

    versus non-value-added, and classified versus non-classified. Often these groups are

    then rank ordered and each group is then placed in a pay band.

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    Advantages

    1. Quick and easy procedure

    2. Has initial face validity to employees

    3..Allows for organizational flexibility

    4. Minimal administration required

    Disadvantages

    1. Subtle, but important, differences between groups ignored

    2. Subtle, but important, differences within groups ignored

    3. May invite inequity perceptionsClassificationClassification systems define the

    value of jobs, people, or teams with written standards for a hierarchy of classification

    level? Each classification level may be defined by a number of factors that need to be

    present for a job, person, or team to be slotted into a particular classification level.

    These factors are usually blended together resulting in one standard for each

    classification level.

    Advantages

    1. Jobs, people, and teams can be quickly slotted into the structure

    2. Classification levels have face validity for employees

    3. Standards to establish value are made explicit

    Disadvantages

    1. Many jobs, people, or teams do not fit neatly into a classification level

    2. Extensive judgment is required because standards used to define each factor are

    blended together

    3. Differences between classification levels may not be equal

    4. Creates status hierarchies within organizations

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    5. Extensive administration required Job-grading Methods in the ranking method; the

    job-grading method (or job-classification method) does not call for a detailed or

    quantitative analysis of job factors. It is based on the job as a whole.

    The difference between the two is that in the ranking method, there is no yardstick

    for evaluation, while in the classification method; there is such an yardstick in the

    form of job classes or grades. Under the classification method, the number of grades

    is first decided upon, and the factors corresponding to these grades are then

    determined. The advantages of the method are; I) job grade descriptions average and

    are not quantified; ii) difficulty in convincing employees about the inclusion of a job

    in a particular grade because of vagueness of grade descriptions; and iii) more job

    classification schedules need to be prepared because the same schedule cannot be

    used for all types of jobs. Analytical Methods Point-ranking Method The system starts

    with the selection of job factors, construction of degrees for each factors, and

    assignment of points to each degree. Different factors are selected for different jobs,

    with accompanying differences in degrees and points. Factor-Comparison Method

    The factor-comparison method is yet another approach for job evaluation in the

    analytical group.

    Under this method, one begins with the selection of factors, usually five of them- are

    assumed to be constant for all the jobs. Each factor is ranked individually with other

    jobs. For example, all the jobs may be compared first by the factor mental

    requirements. The skills factor, physical requirements, responsibility, and working

    conditions are ranked.

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    COMPANY PROFILE

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    Birla Ericsson Optical Limited (BEOL), an IS/ISO 9001:2000 andIS/ISO - 14001:2004 certified company under the M.P. Birla Groupof Industries entered into the field of optical communication, byway of manufacturing optical fibre cables, in technical and financialcollaboration with Ericsson Cables AB, Sweden (now known asEricsson Network Technologies AB, Sweden).

    Ericsson is a leading name in telecommunications for the last 110years, with activities ranging from turnkey telecom networks to

    Cellular Mobile Telephone Systems and BusinessCommunications. M/s Ericsson Cables AB are the pioneers in S-Zstranding and Ribbon Cable technologies for optical fibre cables.

    BEOL has installed capacity of above more than 53,000 cableKms. per annum to produce complete range of optical fibre cablesincluding ribbon type optic fibre cable made to design andconstruction conforming to national and international standards.BEOL has the capability to produce speciality fibre optic cables for

    use in medical equipment, computers and local area networks,cable TV network or any other type as per customizedspecification.

    BEOL also has installed capacity to produce 43.25 lac conductorKms. of jelly filled copper telephone cables complying to nationaland international standards ranging from 5 pair to 2400 Pair andalso has capability to produce switchboard cables for switchingequipment.

    BEOL has fully computerized system for process monitoring andquality control to ensure consistency and reliability of its entireproduct range. All production activities are carried out as perapproved quality assurance plan. BEOL, therefore, provides thebest possible solutions with latest state of the art technology.

    BEOL has an exclusive marketing agreement with M/s AFLTelecommunications for sale of hi-tech overhead fibre optic cables,specially OPGW and associated accessories which find

    applications with electric power utilities etc.

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    BEOL has marketing arrangement with M/s ILSINTECH Co. Ltd.

    Quality policy

    Birla Ericsson Optical Limited (BEOL), an IS/ISO 9001:2000 and IS/ISO -

    14001:2004 certified company under the M.P. Birla Group of Industries entered into

    the field of optical communication, by way of manufacturing optical fibre cables, in

    technical and financial collaboration with Ericsson Cables AB, Sweden (now known

    as Ericsson Network Technologies AB, Sweden).

    Ericsson is a leading name in telecommunications for the last 110 years, with

    activities ranging from turnkey telecom networks to Cellular Mobile Telephone

    Systems and Business Communications. M/s Ericsson Cables AB are the pioneers in

    S-Z stranding and Ribbon Cable technologies for Optical Fibre Cables.

    BEOL has installed capacity of above more than 53,000 cable Kms. per annum to

    produce complete range of optical fibre cables including ribbon type optic fibre cable

    made to design and construction conforming to national and international standards.

    BEOL has the capability to produce speciality fibre optic cables for use in medical

    equipment, computers and local area networks, cable TV network or any other type as

    per customized specification.

    BEOL also has installed capacity to produce 43.25 lac conductor Kms. of jelly filled

    copper telephone cables complying to national and international standards ranging

    from 5 pair to 2400 Pair and also has capability to produce switchboard cables forswitching equipment.

    BEOL has fully computerized system for process monitoring and quality control to

    ensure consistency and reliability of its entire product range. All production activities

    are carried out as per approved quality assurance plan. BEOL, therefore, provides the

    best possible solutions with latest state of the art technology.

    BEOL has an exclusive marketing agreement with M/s AFL Telecommunications for

    sale of hi-tech overhead fibre optic cables, specially OPGW and associated

    accessories which find applications with electric power utilities etc.

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    ENVIRONMENTAL POLICY

    Birla Ericsson Optical Ltd. is committed to : Comply with Environmental legislations and prevention of

    pollution

    Make all efforts for continual improvement in theEnvironmental performanceWe shall conserve the resources and minimize theEnvironmental impact of our operations on Air, Water, andLand By :

    Implementing Environmental Management System to meetthe objectives and targets

    Bringing awareness amongst all employees

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    Mr. R.K. LAKHERA (PERSONNEL OFFICER)Mr. VINAY NIGAM (ASST. PERSONNEL

    MANAGER)

    Mr. Harsh V. Lodha Chairman

    Mr. Janne Sjoden(Alternate Mr. S.K.

    Daga)

    Mr. Magnus Kreuger

    (Alternate Mr. Dinesh

    Chanda)

    Mr. A.P. Dadoo

    Dr. Aravind Srinivasan

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    Technical (Rewa)

    Mr. Raghu Nair Sr. Vice President (Works)

    Mr. J.K. Mahajan Asstt. Vice President(Prod.&QA)

    Mr. Sanjeev DubeyAsstt. Vice President (Devp. &

    Maintt.)

    Mr. B.S. Sisodia General Manager (Production)

    Mr. Shekhar BanerjeeDy.General Manager (QA & ProductDevp.)

    Mr. Maneesh NayakDy.General Manager (Design &

    Devp.)

    Core strength

    Birla Ericsson Optical Limited (BEOL), has been a majorplayer in the telecom industry and proven core strengths like

    Pioneer in the field of OFC & Copper Cables since 1992.

    Experienced, Skilled Engineers and work force. Diversified Product Range.

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    Excellent Financial Strength. IS/ISO-9001:2000 and IS/ISO-14001:2004 certification. Collaboration with Ericsson Network Technologies AB of

    Sweden, the world leader in Telecommunication Industries

    State of the art Plant & Machinery. Fully computerized & Air-conditioned manufacturing facilities

    Approval with TSEC, Indian Railways (RDSO), Engineers IndiaLtd., Director General of Quality Assurance (Ministry of Defence),DGS&D, Dun & Bradstreet.

    Certification detail

    Birla Ericsson Optical Ltd. Rewa is committed to achieve customersatisfaction by meeting the customer's requirements as well as theapplicable product related statutory and regulatory requirementsand has also been awarded quality certifications from reputedagencies.

    COMPETITORS OF COMPANY

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    STERLITE INDUSTRIES

    Telecommunication has become the buzzword today the entry of

    private sectors into the basic services sector compiled with the

    governments increased allocation of resources and access toleasing/deferred credit is expected to further accelerate the

    telecommunication drive in the country.

    The department of telecommunication (Dot) has decided to replace

    all trunk lines with optical fiber cables and in tune with this the company

    has also commissioned to optical fiber cable plant.

    UNIFLEX CABLES

    UNIFLEX cables limited are an existing profit making company

    manufacturing a variety of power cables, which are sold mainly to

    government org.

    The company is diversifying in to manufacturing telesales optical

    fibers cables (OFC) with a capacity to produce 4,000 cable Km. and in to

    jelly filled telephone cables (JFTC) with a capacity to produce 12.5 lacks

    crores Km. per annum.

    Some others company of telecom sector is as Follows:

    I. Vindhya Telelinks Ltd.

    II. Paramount communication Ltd.

    III. M.P. Telelinks Ltd.

    IV. Finolex telecom Ltd.

    PRODUCT PROFILE

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    PRODUCT OF B.E.O.L.-

    The main product of company is: -

    fiber cables.

    Optical Jelly filled cables (PIJFTC)

    Fiber Ribbon Cable (FRC).

    1) OPTICAL FIBRE CABLES: -

    Birla Ericsson Optical Limited Manufactures all type of optical

    fiber cables for use in communication type of optical fiber cables for use

    in communication data transmission, Internet, E-commerce and

    multimedia. The company is fully equipped to manufacture all types of

    Duct/Armored optical fibro cables including ribbon type optical, custom

    made to shit the individual requirement of any customer conforming to

    any national or international specification.

    COMCENTRIC LOOSE TUBE CABLE: -

    PRIMARY coated fibers are protected in loose tube of

    PBTP/Polyamide filled with a special thyrotrophic gel in order to prevent

    water penetration. The loose tube containing fibers are standard around

    the control strength member of fiber-reinforced plastic for better pulling

    strength.

    A later of polyethylene sheath acts as a cushion for the cable

    core, the outer jacket is made of polyamide to offer a more resistance to

    mechanical and environmental efforts.

    CENTRAL LOOSE TUBE CABLE: -

    Primary coated fiber are protected in loose tube PBTP/Polyamide

    filled with a special thyrotrophic gel in order to prevent water penetration.

    To provide cushioning, a circular layer of polyethylene is executed

    around

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    the loose tube containing fibers. The strength members are

    embedded this layer of polythene to provide the required pulling strength.

    2) JELLY FILLED CABLES: -

    Birla Ericsson Optical limited manufactures polythene insulated

    (both solid and from skin) Jelly filled underground telephone cables for

    use in local distribution network and for Junctions between exchanges;

    these cables form a vital link for telecommunication distribution system.

    These can be used for large capacity exchanges used by department of

    telecommunication, MTNL, on Major cities and also for small exchanges

    used in ruler areas and for local networks in industries. These are also use

    by railways defense departments and various others specials users.

    Cable is available in conductor size 0.4, 0.5, .63 and .9 mm

    diameter with cables sizes varying from 10 pair to 2400 pairs.

    These cables are generally conforming to Indian P & T department

    specification. These can also be custom made suitable to individual

    requirement of any customer or to other national or international

    specifications.

    3) OPTICAL FIBRE RIBBON: -

    After decreasing sales of Optical Fiber Cable Company diversify

    his product in to fiber ribbon cable.

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    PLANT TOUR OF B.E.O.L.

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    QUALITY FEATURES-

    Quality Features are assured through systematically structuredquality planning and its execution covering every stage ofoperation starting from Purchase and up to Packing and Dispatch.People at work are adequately trained and given elbow space toimplement quality infusion and quality check at every stage

    All the latest equipments and gadgets, required to observe, test,evaluate and check every feature of Optical Fibre are importedfrom world's best manufacturer and installed at our Test Centers.

    Proof Testing : Fibre is tested to stand certain specified strain levelto conform strength, using an advance proof testing machine.

    In addition to above, other test facilities for various other tests areEnvironmental Chambers, Ovens, Hydrogen Ageing Equipment,

    System for Static Fatigue and Dynamic Fatigue Tests etc.We also take services from Outside Quality Agencies like IICT, CABS,

    CACT, RITES, ETDC, IIT, ERDA, Lloyds, Sameer, CSIO etc

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    whether it belongs to the new economy or the old one. However, the organization of

    the new economy also includes (apart from hardware and software) the information

    system and the skin ware that is the human.

    This era has also seen inclusion of manpower of an organization as an asset in the

    balance sheet of the company. Infosys was the Indian company to have done this. The

    latest trend includes the human resource information system, human resource audit

    etc.

    This complete turnaround in the position of HR has made the concept of JOB

    EVALUATION all the more imperative, while JOB EVALUATION itself is a

    relatively old concept. Its important has been greatly enhanced during the past decade.

    SCOPE OF THE STUDY:-

    The scope of the study is to prepare the participant of the management to take the

    decision while working with any organization.

    During this period the students are send to different section to know everything of that

    section in detail so that she/he gets over all picture of the working conditions ,Of that

    section or department. The participant prepares project report and mentions

    suggestions and gives recommendation where ever necessary

    OBJECTIVE OF THE STUDY:

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    The overall objective of taking up a project on job evaluation is to study and evaluate

    the job evaluation system in BIRLA ERICSSON OPTICALS LTD.. The importance

    of the job evaluation as a tool for growth and development of both employees and the

    organization it is now been realized that simply having a good system in place does

    not make the firm successful. This has therefore given a need for integrating the

    strategic concerns of a firm with its performance monitoring system.

    The following are the objectives behind taking up the study at BIRLA

    ERICSSON OPTICALS LTD.

    The main objective of the study is to gather reliable information on Job

    evaluation system adopted in BIRLA ERICSSON OPTICALS LTD..

    To study and examine the existing Job evaluation procedure in BIRLA

    ERICSSON OPTICALS LTD..

    To study scope of prevailing system.

    To know the employees views regarding JOB EVALUATION methods

    followed in BIRLA ERICSSON OPTICALS LTD..

    To access the impact of JOB EVALUATION on the actual performance of the

    employees.

    To make recommendations and suggestions for further improvement of the

    system, with permission of the authorities.

    METHODLOGY OF THE STUDY:

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    is possible that some errors might have crept in while collecting data or in the

    preparation of the report due to the following reasons

    Lack of experience on part of the researcher.

    Errors in tabulation and analysis of the data may weaken the exactitude.

    Sample size may not be enough

    The answers given by the respondents may be biased or not true

    Time is a constraint

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    Chapter - 5

    Data Analysis and Presentation

    AGE

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    Frequen

    cy PercentValid

    PercentCumulative Percent

    Valid

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    Frequen

    cy PercentValid

    PercentCumulative Percent

    Valid GRADUATES

    14 23.3 23.3 23.3

    POST

    GRADUATES

    20 33.3 33.3 56.7

    PROFESIONALS

    26 43.3 43.3 100.0

    Total 60 100.0 100.0

    Statistics

    QUALIFICATION

    N Valid 60

    Missing 0Mean 2.20Std. Deviation .798Variance .637

    0.5 1 1.5 2 2.5 3 3.5

    QUALIFICATION

    0

    5

    10

    15

    20

    25

    30

    Frequency

    Mean = 2.2

    Std. Dev. = 0.798

    N = 60

    Histogram

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    GENDER

    Frequen

    cy PercentValid

    PercentCumulative Percent

    Valid MALE 26 43.3 43.3 43.3FEMALE

    34 56.7 56.7 100.0

    Total 60 100.0 100.0

    Statistics

    GENDERN Valid 60Missing 0

    Mean 1.57Std. Deviation .500Variance .250

    0.5 1 1.5 2 2.5

    GENDER

    0

    10

    20

    30

    40

    50

    Frequency

    Mean = 1.57

    Std. Dev. = 0.5

    N = 60

    Histogram

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    Amount of work I am expected to do on my job is reasonable

    Q1

    Frequen

    cy Percent

    Valid

    Percent

    Cumulativ

    e PercentValid Strongly

    Disagree12 20.0 20.0 20.0

    Disagree 16 26.7 26.7 46.7Neutral 10 16.7 16.7 63.3Agree 8 13.3 13.3 76.7StronglyAgree

    8 13.3 13.3 90.0

    N/A 6 10.0 10.0 100.0Total 60 100.0 100.0

    StatisticsQ1

    N Valid 60Missing 0

    Mean 3.03Std. Deviation 1.636Variance 2.677

    0 1 2 3 4 5 6 7

    Q1

    0

    5

    10

    15

    20

    Frequency

    Mean = 3.03

    Std. Dev. = 1.636

    N = 60

    Histogram

    The data collected from the employees of organizations regarding the amount of

    work done is reasonable or not the response was as follows:20% of employees strongly disagree

    26.7% of employees disagree

    16.7% of employees say neutral

    13.3% of employees agree

    13.3% of employees strongly agree

    I am satisfied with the priorities and direction of my department

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    Q2

    Frequenc

    y PercentValid

    PercentCumulative

    Percent

    Valid Strongly

    Disagree 6 10.0 10.0 10.0Disagree 18 30.0 30.0 40.0Neutral 6 10.0 10.0 50.0Agree 8 13.3 13.3 63.3StronglyAgree

    14 23.3 23.3 86.7

    N/A 8 13.3 13.3 100.0Total 60 100.0 100.0

    Statistics

    Q2

    N Valid 60Missing 0

    Mean 3.50Std. Deviation 1.662Variance 2.763

    0 1 2 3 4 5 6 7

    Q2

    0

    5

    10

    15

    20

    Frequency

    Mean = 3.5

    Std. Dev. = 1.662

    N = 60

    Histogram

    The response from the employees regarding the priorities and directions given

    by the management the response was as follows:10% of employees strongly disagree

    30% of employees disagree

    10% of employees neutral

    13.3% of employees agree

    23.3% of employees strongly agree

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    I have adequate information available which enables me to do my job well.

    Q3

    Frequen

    cy PercentValid

    PercentCumulative Percent

    Valid StronglyDisagree

    12 20.0 20.0 20.0

    Disagree 14 23.3 23.3 43.3Neutral 12 20.0 20.0 63.3Agree 8 13.3 13.3 76.7StronglyAgree

    8 13.3 13.3 90.0

    N/A 6 10.0 10.0 100.0Total 60 100.0 100.0

    Statistics

    Q3

    N Valid 60Missing 0

    Mean 3.07Std. Deviation 1.625Variance 2.640

    0 1 2 3 4 5 6 7

    Q3

    0

    3

    6

    9

    12

    15

    Frequency

    Mean = 3.07

    Std. Dev. = 1.625

    N = 60

    Histogram

    CIQ operate in a cost-efficient way in my department.

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    Q4

    Frequen

    cy PercentValid

    PercentCumulative Percent

    Valid StronglyDisagree

    8 13.3 13.3 13.3

    Disagree 20 33.3 33.3 46.7Neutral 8 13.3 13.3 60.0Agree 10 16.7 16.7 76.7StronglyAgree

    8 13.3 13.3 90.0

    N/A 6 10.0 10.0 100.0Total 60 100.0 100.0

    Statistics

    Q4

    N Valid 60Missing 0

    Mean 3.13Std. Deviation 1.578Variance 2.490

    0 1 2 3 4 5 6 7

    Q4

    0

    5

    10

    15

    20

    Frequency

    Mean = 3.13

    Std. Dev. = 1.578

    N = 60

    Histogram

    I understand the day-to-day goals of my department

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    Q6

    Frequen

    cy PercentValid

    PercentCumulative Percent

    Valid StronglyDisagree

    6 10.0 10.0 10.0

    Disagree 14 23.3 23.3 33.3Neutral 14 23.3 23.3 56.7Agree 12 20.0 20.0 76.7StronglyAgree

    8 13.3 13.3 90.0

    N/A 6 10.0 10.0 100.0Total 60 100.0 100.0

    Statistics

    Q6

    N Valid 60Missing 0

    Mean 3.33Std. Deviation 1.481Variance 2.192

    0 1 2 3 4 5 6 7

    Q6

    0

    5

    10

    15

    20

    Frequency

    Mean = 3.33

    Std. Dev. = 1.481

    N = 60

    Histogram

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    Considering everything, how satisfied are you with your job?

    Q7

    Frequen

    cy PercentValid

    PercentCumulative Percent

    Valid StronglyDisagree

    6 10.0 10.0 10.0

    Disagree 18 30.0 30.0 40.0Neutral 10 16.7 16.7 56.7Agree 10 16.7 16.7 73.3StronglyAgree

    10 16.7 16.7 90.0

    N/A 6 10.0 10.0 100.0Total 60 100.0 100.0

    Statistics

    Q7

    N Valid 60Missing 0

    Mean 3.30Std. Deviation 1.544Variance 2.383

    0 1 2 3 4 5 6 7

    Q7

    0

    5

    10

    15

    20

    Frequency

    Mean = 3.3

    Std. Dev. = 1.544

    N = 60

    Histogram

    Q8

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    My work group has a climate in which diverse perspectives are valued

    Frequen

    cy PercentValid

    PercentCumulative Percent

    Valid Strongly

    Disagree 10 16.7 16.7 16.7Disagree 14 23.3 23.3 40.0Neutral 12 20.0 20.0 60.0Agree 8 13.3 13.3 73.3StronglyAgree

    8 13.3 13.3 86.7

    N/A 8 13.3 13.3 100.0Total 60 100.0 100.0

    Statistics

    Q8

    N Valid 60Missing 0

    Mean 3.23Std. Deviation 1.661Variance 2.758

    0 1 2 3 4 5 6 7

    Q8

    0

    3

    6

    9

    12

    15

    Frequency

    Mean = 3.23

    Std. Dev. = 1.661

    N = 60

    Histogram

    COMPANY] policies and procedures make sense to me.

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    Q9

    Frequen

    cy PercentValid

    PercentCumulative Percent

    Valid StronglyDisagree

    10 16.7 16.7 16.7

    Disagree 16 26.7 26.7 43.3Neutral 10 16.7 16.7 60.0Agree 8 13.3 13.3 73.3StronglyAgree

    8 13.3 13.3 86.7

    N/A 8 13.3 13.3 100.0Total 60 100.0 100.0

    Statistics

    Q9

    N Valid 60Missing 0

    Mean 3.20Std. Deviation 1.675Variance 2.807

    0 1 2 3 4 5 6 7

    Q9

    0

    5

    10

    15

    20

    Frequency

    Mean = 3.2Std. Dev. = 1.675

    N = 60

    Histogram

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    The physical working conditions (e.g., ventilation, space, cleanliness) are very good.

    Q10

    Frequen

    cy Percent

    Valid

    Percent

    Cumulativ

    e PercentValid Strongly

    Disagree10 16.7 16.7 16.7

    Disagree 16 26.7 26.7 43.3Neutral 10 16.7 16.7 60.0Agree 8 13.3 13.3 73.3StronglyAgree

    10 16.7 16.7 90.0

    N/A 6 10.0 10.0 100.0Total 60 100.0 100.0

    Statistics

    Q10

    N Valid 60Missing 0

    Mean 3.17Std. Deviation 1.628Variance 2.650

    0 1 2 3 4 5 6 7

    Q10

    0

    5

    10

    15

    20

    Frequency

    Mean = 3.17

    Std. Dev. = 1.628

    N = 60

    Histogram

    Individual differences are respected here (e.g., gender, race, educational background,etc.)

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    Frequency Percent

    ValidPercent

    Cumulative Percent

    Valid StronglyDisagree

    10 16.7 16.7 16.7

    Disagree 16 26.7 26.7 43.3Neutral 10 16.7 16.7 60.0Agree 8 13.3 13.3 73.3StronglyAgree

    8 13.3 13.3 86.7

    N/A 8 13.3 13.3 100.0Total 60 100.0 100.0

    StatisticsQ11

    N Valid 60Missing 0Mean 3.20Std. Deviation 1.675Variance 2.807

    0 1 2 3 4 5 6 7

    Q11

    0

    5

    10

    15

    20

    Frequency

    Mean = 3.2

    Std. Dev. = 1.675

    N = 60

    Histogram

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    Chapter 5

    Appendix

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    Questionnaire

    Amount of work I am expected to do on my job is reasonable

    Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( )

    I am satisfied with the priorities and direction of my department

    Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( )

    I have adequate information available which enables me to do my job well.

    Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( )

    We operate in a cost-efficient way in my department

    Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( )

    I understand the day-to-day goals of my department

    Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( )

    Diverse perspectives are valued and encouraged within the department

    Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( )

    Considering everything, how satisfied are you with your job?

    Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( )

    My work group has a climate in which diverse perspectives are valued

    Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( )

    COMPANY] policies and procedures make sense to me.

    Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( )

    The physical working conditions (e.g., ventilation, space, cleanliness) are very good

    Individual differences are respected here (e.g., gender, race, educational background,