106546234-“JOB-EVALUATION”

A

PROJECT REPORT

ON

“JOB EVALUATION”AT

“CAPITAL IQ”

Submitted by

D.LACHIRAM NAIK

(Ht.No: 098-06-146)

Submitted to

OSMANIA UNIVERSITY

In partial fulfillment of the Award of

MASTER’S DEGREE IN BUSINESS ADMINISTRATION

St.PAUL’S 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)

1

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

2

ACKNOWLEDGEMENT

At the outset, I wish to thank the management of CAPITAL IQ 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,CAPITAL IQ 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.Paul’s P.G. College, who have given her co-operation and

encouragement during the course of the project work.

Place: Date: D.LACHIRAM NAIK

3

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 - 1Introduction

5

OBJECTIVE OF THE STUDY

The purpose of this study is multifold.

This study examines the causes for Job Evaluation in an I T 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

Sample

For the purpose of current study data were collected from software programmers

working in Nayersoft. In all 91 questionnaires were administered to the software

programmers working in day shift. Of the 91 sample respondents 60 respondents

returned filled in questionnaires. Male respondents represent 67% of the sample and

female respondents represent 33% of the sample. Graduate respondents represent

60.2% and a post graduate’s respondent represents 39.8%. Employees who aged

below 20 years represents7.5%,employees who’s age is in between 20-25 years

represents 37.6%, employees who’s age is in between 25-30 years represents 40.8%,

employees who aged

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above 30 years represents 13.9%. Employees who are experienced below 1 year

represents 32.25%, Employees who are experienced in between 1-3 years represents

40.8%, employees who are experienced in between 3-5 years represents 17.25% and

employees who are experienced above 3 year represents 9.7%. Employees who earns

salary less than RS.10,000/- per month represents 56.98%, employees who earns

salary of RS.10,000/- to RS.15,000/- per month represents 24.73%, employees who

earns salary of RS.15,000/- to RS.20,000/- per month represents 9.67% and

employees who earns salary of above RS.20,000/- represents 8.6% .

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 IT 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.

8

Chapter – 2Review of literature

9

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 management and 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;

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.

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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.

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

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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

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

analysis should precede the actual program of evaluation.

13

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

department’s, 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:

14

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

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

15

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

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

16

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

2. Requires little time

3. Minimal administration required

Disadvantages:

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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 evaluate

4. Rankings by different evaluators are not comparable

5. Distance between each rank is not necessarily equal

6. May invite perceptions of inequity banding

A banding procedure takes place when jobs are grouped together by common

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

professional versus non professional, union versus non union, key contributor versus

non-key contributor, line versus staff, technical versus non-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.

Advantages:

1. Quick and easy procedure

2. Has initial face validity to employees

3. Allows for organizational flexibility


Disadvantages:

1. Subtle, but important, differences between groups ignored

2. Subtle, but important, differences within groups ignored

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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.

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

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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:

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

job content. Compensable factors selected should:

2. Avoid excessive overlapping or duplication,

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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. Management’s method to

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

programme.

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

21

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 plant’s labor force by

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

manning these jobs at present. Major Steps in Job Evaluation Major procedural steps

to be followed in a job evaluationprogramme are as under: I.

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Planning Acceptance of the Job EvaluationProgramme: Since the personnel

department is a staff department it cannot itself enforce a job evaluation programmed.

It must win co-operation and acceptance for the programme from top line executives,

employees, labor unions and first line supervisors. This can be done in two ways: by

soliciting participation and by communicating information. Participation leads to

identifications with the plan and greater acceptance of it by persons active in its

formulation. Communication regarding the purposes of job evaluation, the’” process

by which it is carried out, and the results currently attained is also vitally important.

To the extent this information is provided voluntarily to all concerned it creates a

feeling of trust and stimulates interest. A variety of methods may be adopted to

organize and communicate information to different categories of persons.

Conferences may be planned for top line executives to explain to them their

obligations under the programme.For example, job evaluation necessarily presupposes

self-discipline by management and its willingness to abide by job evaluation findings

rather than to allow judgment or favoritisms influence salary decisions.

Similarly, training programme maybe instituted to acquaint supervisors with the plan

to be used, role that they will be expected to play and the day-to-day problems which

they may face in administering and explaining the programme to their subordinates.

One of the most effective and widely used media Jar introducing job evaluations to

workers is a letter addressed to the employees signed by the personnel officer. It

brings out two important points in which employees are interested: namely, it stresses

management’s 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

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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.

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,

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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

26

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

27

defining objectives overvaluation and ends with establishing wage and salary

differen-tials.The main objective of job evaluation, as 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’s job-evaluation program involves answering several

questions: The major ones are:

I) whom jobs are to be evaluated.

II) Who should evaluate the jobs?

III) What training do the evaluations need?

IV) How much time is involved?

V) What should be the criteria for evaluation?

VI) 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 bused for comparisons inside and outside the organs.

The Objectives of Job Evaluation Job Analysis Job Description Job Specification 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 least25

28

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

department’s, 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

29

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

30

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


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.

31

Advantages

1. Quick and easy procedure

2. Has initial face validity to employees

3..Allows for organizational flexibility


Disadvantages

1. Subtle, but important, differences between groups ignored

2. Subtle, but important, differences within group’s 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

32

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.

33

The total points are then assigned to each factor. The worth of a job is then obtained

by adding together all the point values. Let us now discuss the few important

measures to improve JobEvaluation.How to Improve Job Evaluation Following

measures and steps for improving the work overvaluation programmes;•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.

34

Chapter – 3

The Company

35

CAPITAL IQ Corporate Overview

CAPITAL IQ Fast Facts

Snapshot of products & Key Service Areas

CAPITAL IQ Corporate Vision & Mission

CAPITAL IQ Objectives & Values

Organization Structure & People

Corporate HR & Admin Policies


Snapshot of products & Key Service Areas

CAPITAL IQ Corporate Vision & Mission

CAPITAL IQ Objectives & Values

Organization Structure & People


Capital IQ Information Systems India Pvt. Ltd., was formerly known as Smart

Software Technology Development Co., Pvt. Ltd., The company was started by Dr.

Kumara Prathipati in association with Mr. Madan Mohan, CIQ Executive Director. In

the year 1997, Smart Software became the subsidiary of simply stocks, Simply

Stocks, the parent company of Smart Software, has been acquired by Capital IQ NY.

Currently S & P acquired so we known as Capital IQ India a division of S & P the

McGraw-Hill Companies.

Capital IQ, is the world leader in deeply integrating information –on public & private

companies, investment firms, relationships among firms and professionals,

36

biographical and contact data, events, transactions, securities data, regulatory filings,

news, research products, interactions, and knowledge.

Capital IQ enables leading financial, advisory, and corporate professionals to

efficiently make more intelligent business decisions. Capital IQ serves over 10,000 +

clients, including the market leaders in investment banking, investment management,

private equity, and related professional services, as well as some of the world’s largest

corporations.

CIQ products integrate public & Private capital market information with software

applications for research, analysis, idea generation, workflow management, and

relationship development. CIQ are not just a data or software Company, but a team of

dynamic

Professionals vowing to provide:

High Quality, Timely and Accurate Data and Research Tools

Best Possible Client Service

CIQ Key Service Areas

financials, SEC filings, financial ratios and Business Descriptions

Exporting or Importing data into Excel spreadsheets

Creating reports which can be customized

Comparing companies against their peers and indices

Charting & graphing the results in bar, line, pie charts and customized

colorsCIQ visionTo achieve a leading position in the field of fundamental

data services by developing top-quality customer solutions and providing

finest financial data products and tools based on cutting-edge technology

and advanced quality assurance processes. CIQ MissionTo provide clients

with consistently superior quality fundamental data and innovative research

tools, thus bring a fresh approach to the financial information supply

business.

37

To provide an exemplary work environment and work culture where the best talent can be

attracted, retained and motivated to rise to higher peaks of excellence.

To be a responsible corporate citizen and discharge CIQ social responsibilities diligently.

CIQ Objectives

• To be a leader in U.S and a strong global player in supplying financial data

products and services.

• To provide quality services on time at globally competitive prices.

• To achieve optimal utilization of the important resources: people, time and money.

CIQ Values

Client Orientation

• CIQ clients are CIQ first priority

• CIQ deliver promises and nurture long-term relationships with CIQ clients

Knowledge Sharing

• CIQ welcome new ideas from CIQ employees and stakeholders

• CIQ enable improvement in CIQ processes Leadership

• CIQ promote initiative, decisiveness and accountability among CIQ employees

Integrity

• CIQ ensure honesty and fairness in all CIQ dealings Performance

• CIQ strive to achieve superior results all the times.

38

Teamwork

• CIQ believe in Team work with mutual respect, support and open

communication with CIQ clients and within.

Approach

• CIQ leverage CIQ intellectual capital and initiative to realize CIQ goals

CAPITAL IQ, INDIA – A Subsidiary of CAPITAL IQ

Capital IQ, India Development Inc. had its modest beginning in San Diego,

California by a group of entrepreneurs headed by Dr. Kumara Prathipati in 1993. The

Indian operation was started, as Capital IQ, India Technology Development Company

Pvt. Ltd., along with Mr. Madan Mohan, a successful entrepreneur with excellent

business acumen. In the year 1997, Capital IQ, India became the subsidiary of Simply

Stocks, Inc., San Diego, California.

In the recent past Simply Stocks & Capital IQ, India has been acquired by Capital IQ,

Capital IQ enables leading financial, advisory, and corporate professionals to

efficiently make more intelligent business decisions. Capital IQ products integrate

public and private capital market information with software applications for research,

analysis, idea generation, workflow management, and relationship development.

Capital IQ serves over 400 clients, including the market leaders in investment

banking, investment management, private equity, and related professional services, as

well as some of the world’s largest corporations.

39

Hierarchy Level & Grade classification

DECISION MAKING LEVEL

This level will involve decisions that will determine the scope, direction, and

overall goals of Capital IQ, India

These decisions will be subject to few constraints other than those imposed by

law and/or economic conditions.

40

DM

DM

Planning &Implementin

g

Planning &Implementin

g

InterpretationInterpretation

Defined ProcessDefined Process

Process ExecutionProcess Execution

These decisions will be the kind typically made or approved by CIQ / ED.

In short the decisions taken by this level would impact Capital IQ, India in

total.

PLANNING & IMPLEMENTATION LEVEL

This level will involve decisions related to the plans of achieving the Goals &

objectives established at the Decision Making level, These plans will be concerned

with formulating or adjusting the policies and procedures for the major

functions/divisions/departments and allocating resources

The positions in this level will typically be in charge of, or responsible to their

respective line of activities i.e., Production, Technical or HR. The decisions taken at

this level would impact a particular function in short term and Capital IQ, India in

long term.

INTERPRETATIVE LEVEL

At this level, position incumbents will interpret and carry out the Processes,

Goals & objectives planned at the Planning & Implementation level.

Decisions taken at the Interpretative level will specify what is to be done in

lower levels and how the resources i.e., time & people allocated to them are

deployed.

In short, people at this level will act as facilitators between the idea creators &

idea executors

DEFINED PROCESS LEVEL

The decisions at this level will involve determining the means or process of

achieving the standards set, objectives laid or guidelines established by the

Interpretative level.

These decisions will be subjected to the limits imposed by the available

resources & technology and to the constraints set by interpretative level.

41

The Defined Process level decision includes defining the process and specifies

what is to be done at the levels below.

In short, this team will act as a translator of the ideas.

OPERATIONS LEVEL

Employees at this level will focus on how to carry out the operations of the

process and the manner as well as speed of performing the elements of

production process as specified by the execution level

However, there will be, within the limits set by the specific process, a choice

as to how and when the operations are carried out.

In Short this team will execute the ideas.

Employee Levels / Career Progression levels

The following are the Employee levels at Capital IQ, India

1. Junior Research Associate

2. Research Associate

3. Senior Research Associate

4. Analyst

5. Senior Analyst

Procedure:

Each level of employee should have certain skills and knowledge levels which

will be defined and communicated to all the employees. This will help every

individual to accesses where he/she stands and how to reach the next level.

42

There shall be no specified time limit for promoting an employee from one

level to another. But the TL/Mgr shall follow certain guidelines, for the same,

as specified by the Management.

The TL/Mgr recommendation of each employee’s promotion is not the final

decision. It must be approved by the Management.

Junior Research Associate:

The newly hired Associate will typically have a college degree, and 0-2 years of

professional experience.

Junior Research Associates (JRA) should be good at basic concepts of capital

markets, good understanding of financial statements, accounting terminologies

etc., and are able to apply this knowledge while processing the data with a

significant to moderate degree of supervision.

JRA should be a good team player

JRA needs complete assistance & guidance of the Team Lead/Manager to clear all

his minor and major doubts or to handle any unique situations faced during

discharge of his/her duties

JRA should have basic understanding about all the policies & procedures of data

processing and various applications/tools used for this purpose

The productivity level of a JRA should near the standard production levels and

performance should be within acceptable error rate.

Research Associate:

Research Associates (RA) should be good at basic concepts of capital markets,

good understanding of financial statements, accounting terminologies etc., and are

able to apply this knowledge while processing the data.

The work of the RA for the most part should be error-free. The Associate

develops an ability to operate in an independent way, but may require assistance

from the Team Leader/Manager occasionally.

RA should be able to act individually with the laid down procedures.

43

RAs are good communicators and shall have good Interpersonal skills. The

Associate is able to communicate effectively with the Team Lead/Manger to

convey suggestions for tool enhancements, problems with work, questions, etc.

RA should have good command over all the policies & procedures of data

processing and various applications/tools used for this purpose

RA should show considerable improvement in the productivity & shall have

standard productivity

Senior Research Associate

Sr. RA’s should have very good understanding of capital markets, financial

statements, terminologies etc. And they are able to accurately apply this

knowledge to process the data.

The Sr. RA is usually able to operate in an independent way, requiring only

infrequent assistance from the Team Leader/Managers to accomplish production

targets

Should possess good understanding of relevant Accounting standards & principles

He/She is proficient in the use of production tools and understands the intricacies

of the data process so that even more difficult tasks can usually be accomplished

without assistance.

He/she is very productive, and is able to accomplish tasks at an above standard

pace.

Sr. RA must possess expert knowledge of his department and working knowledge

in more than one related departments to act as backup at times.

Sr. RA should have developed good communication skills along with the

confidence & knowledge to handle the doubts of Jr. RA’s & RA’s.

Sr. RA should be able to take up responsibilities from the Team Leader/Manager

In the absence of his superiors Team Leader/Manager/Sr. Analyst/Analyst, he/she

should be able to look after the production schedules and co-ordinate with other

team member accordingly

44

Analyst

Analyst must have expertise knowledge in subject, as well as, in his respective

department and must be good at analyzing critical data items.

Analyst should think beyond the production area and build positive relationships

with colleagues within the team and throughout the company.

Can handle small research projects, assist the MGR/TL in new projects and can

also prepare research reports. Shall also take initiative in accepting & handling

more Individualistic responsibilities

Should be proficient in relevant Accounting standards & principles

Analyst is proficient in the use of production process & tools such that even most

difficult tasks can be accomplished without assistance. Analysts are considered

expert in the use of these tools and will often assist other members of the Research

Team in this regard.

Should have knowledge about more than one department (like inter-statement

departments)

Should be able to identify mistakes of others in the team and guide them to rectify

the same.

Should have fair knowledge about Data storage & retrieval.

Should have very good written and oral communication skills

Shall gives priority to official tasks over personal commitments

In the absence of Team Leader/Manager/Sr. Analyst, he/she should be able to look

after the production schedules and co-ordinate with other team member

accordingly.

Senior Analyst

Sr. Analyst must have expertise knowledge in subject, as well as, in his respective

department and must be very good at analyzing critical data.

Must have a thirst for knowledge & make consistent efforts to enhance his

knowledge level and communicate the same down the line to other team members

Sr. Analyst acts as an Individual player, who takes up projects from the manager

and does research on his/her own

45

Sr. Analysts are confident & competent in all communication. They can write

reports effectively and will frequently communicate with the clients to address

their issues and also build positive relationships with colleagues throughout the

company.

Should be proficient in relevant Accounting standards & principles

Should be highly proficient in the process of all inter related departments

The work of the Sr. Analyst is extremely dependable and, for the most part, error-

free and is always in the top tier in productivity.

Should have good knowledge about Data storage & retrieval.

Should have overall knowledge of the total production flow and very good at

trouble shooting

DISCIPLINARY PROCEDURES

Disciplinary Proceedings

If any associate is caught violating CIQ policies or indulges in misconduct, the

following action will take place:

Verbal Warning:

The first reaction of the DM or the HR Manager or the concerned manager/TL

will be to issue a verbal warning.

Written Warning:

On repetition of the act or violation of any other policy, either the HR Manager or

the associate’s manager will issue him/her a written warning Failing to see an

improvement in behavior post these two warnings, the associate will be liable for

action including and up to termination.

Employee Conduct (actions which will result in discharge)

46

Your employment at the Capital IQ, India will demand a certain code of

conduct. In any workplace, it is easier for everyone to work together if there is

a code of conduct CIQ follow. Any action falling in the below category will be

liable for action up to and including termination.

Falsifying employment or other Company records;

Violating the Company's anti-harassment policy;

Soliciting or accepting gratuities or commissions etc. from customers, clients or

vendors and consultants;

Excessive absenteeism or tardiness;

Excessive, unnecessary, or unauthorized use of Company property and supplies,

particularly for personal purposes;

Reporting to work under the influence of drugs or alcohol, and the illegal

manufacture, possession, use, sale, distribution or transportation of drugs;

Fighting or using obscene, abusive, or threatening language or gestures;

Theft of property from co-workers, customers, or the Company;

Unauthorized possession of firearms on the Company premises or while on

Company business and disregarding safety or security regulations;

Failing to maintain the confidentiality of Company, customer, or client

Information.

Business Attire

The SS has a flexible business attire (“Flex-Dress”) policy. This policy is intended for

your comfort and enjoyment, without impacting CIQ professionalism or service to

CIQ clients. Flex-Dress simply means that you have the freedom to dress in business

casual attire (which includes compulsorily In-shirt for all men) from Monday to

Thursday and casuals on Friday & Saturday, depending on your personal preference

and your business requirements.

With Flex-Dress you can wear whatever you feel most comfortable wearing as long as

your dress is appropriate and falls within the definition of Business Casual Dress.

While it is difficult to provide an all-encompassing list of guidelines, you should use

good judgment and, in all cases, dress professionally and conservatively.

47

Harassment

It is the policy of the Company to maintain a working environment which encourages

mutual respect, promotes respectful and congenial relationships between associates

and is free from all forms of harassment of any employee or applicant for employment

by anyone, including managers, co-workers, vendors, or customers. Accordingly,

Company management is committed to vigorously enforcing this policy against

harassment, including but not limited to sexual harassment, at all levels within the

Company.

All reported or suspected occurrences of harassment will be promptly and thoroughly

investigated. Where harassment is determined to have occurred, the Company will

immediately take appropriate disciplinary action, including verbal/written warnings

and possible suspension, transfer and/or termination.

Grievance Redressal & Communication Protocol:

A Grievance Redressal system has been created to provide a means of expressing

your dissatisfaction or concern with respect to issues. This is in keeping with SS

policy of creating a positive work environment and a place where you will like to

come to work. You can mail all your concerns, views or suggestion to the following

ID.

[email protected]

The purpose is also to ensure that all employees have the opportunity to discuss their

issues and find a mutually agreeable solution. When a problem occurs, CIQ request

that relay your queries and/or concerns to your respective TL/MGR first. If for any

reason your queries/concerns are not addressed to your satisfaction, please contact the

Human Resources Department for further assistance. A meeting with the Executive

Director would be appropriate, only if your questions still remain unresolved.

48

mailto:[email protected]

THE FINAL STEP OF THE GRIEVANCE REDRESSAL SYSTEM WILL BE

THE ED’s ANSWER TO THE EMPLOYEE WITH THEIR RESPONSE TO

THE ISSUE.

INTRODUCTION

The emerging era sees a paradigm shift in the treatment of the human element in any

organization. Hardware and software continue to form major part of any organization,

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:

49

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

the job evaluation system in capital IQ. 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 Capital IQ

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

evaluation system adopted in capital IQ.

To study and examine the existing Job evaluation procedure in capital IQ.

To study scope of prevailing system.

To know the employees views regarding JOB EVALUATION methods

followed in capital IQ.

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:

STEP1: -DESIGINING THE QUESTIONAIRE

A structured questionnaire was designed under the guidance of my guide,

which was used for conducting the study.

STEP2: -DATA COLLECTION

The primary source of data collection was through questionnaires. Employee has to

give their feedback about JOB EVALUATION by answering the questionnaire. The

50

other source of the data was suggestions and opinion of the employees through direct

interaction with them.

STEP3: - METHODS OF ANALYSIS

After the completion of the fieldwork the data hence collected was tabulated and

analyzed. On the basis of the information from the data analysis suitable suggestions

and recommendations were made.

SAMPLE SIZE: -

The present study was conducted in the head office of capital IQ and on the

managerial staff comprising of senior and deputy managers. The sample size is 30

LIMITATIONS: -

In project of this nature, one cannot claim 100% accurate and authenticity.

However every possible effort has been made to make it genuine and authentic. It

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

51

Chapter - 5

Data Analysis and Presentation

AGE

52

Frequen

cy PercentValid

PercentCumulative Percent

Valid <20 16 26.7 26.7 26.721-26

26 43.3 43.3 70.0

26-30

18 30.0 30.0 100.0

Total 60 100.0 100.0

Statistics

AGE N Valid 60

Missing 0Mean 2.03Std. Deviation .758Variance .575

0.5 1 1.5 2 2.5 3 3.5

AGE

0

10

20

30

Fre

qu

ency

Mean = 2.03Std. Dev. = 0.758N = 60

Histogram

53

QUALIFICATION

Frequen

cy PercentValid


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


0.5 1 1.5 2 2.5 3 3.5

QUALIFICATION

0

5

10

15

20

25

30

Fre

qu

en

cy

Mean = 2.2Std. Dev. = 0.798N = 60

Histogram

54

GENDER

Frequen

cy PercentValid


Valid MALE 26 43.3 43.3 43.3FEMALE

34 56.7 56.7 100.0

Total 60 100.0 100.0

Statistics

GENDER N Valid 60


0.5 1 1.5 2 2.5

GENDER

0

10

20

30

40

50

Fre

qu

en

cy

Mean = 1.57Std. Dev. = 0.5N = 60

Histogram

55

Amount of work I am expected to do on my job is reasonableQ1

Frequen

cy PercentValid


Valid Strongly Disagree

12 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 76.7Strongly Agree

8 13.3 13.3 90.0

N/A 6 10.0 10.0 100.0Total 60 100.0 100.0

StatisticsQ1 N Valid 60

Missing 0Mean 3.03Std. Deviation 1.636Variance 2.677

0 1 2 3 4 5 6 7

Q1

0

5

10

15

20

Fre

qu

en

cy

Mean = 3.03Std. Dev. = 1.636N = 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 disagree26.7% of employees disagree16.7% of employees say neutral13.3% of employees agree13.3% of employees strongly agree

56

I am satisfied with the priorities and direction of my departmentQ2

Frequenc

y PercentValid

PercentCumulative

PercentValid Strongly

Disagree6 10.0 10.0 10.0


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 60


0 1 2 3 4 5 6 7

Q2

0

5

10

15

20

Freq

uen

cy

Mean = 3.5Std. Dev. = 1.662N = 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 disagree30% of employees disagree10% of employees neutral13.3% of employees agree23.3% of employees strongly agree

57

I have adequate information available which enables me to do my job well. Q3

Frequen

cy PercentValid



12 20.0 20.0 20.0


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 60


0 1 2 3 4 5 6 7

Q3

0

3

6

9

12

15

Fre

qu

en

cy

Mean = 3.07Std. Dev. = 1.625N = 60

Histogram

58

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

Q4

Frequen

cy PercentValid



8 13.3 13.3 13.3


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 60


0 1 2 3 4 5 6 7

Q4

0

5

10

15

20

Fre

qu

en

cy

Mean = 3.13Std. Dev. = 1.578N = 60

Histogram

59

I understand the day-to-day goals of my departmentQ5

Frequen

cy PercentValid



4 6.7 6.7 6.7


14 23.3 23.3 86.7

N/A 8 13.3 13.3 100.0Total 60 100.0 100.0

Statistics

Q5 N Valid 60


0 1 2 3 4 5 6 7

Q5

0

5

10

15

20

Fre

qu

en

cy

Mean = 3.57Std. Dev. = 1.598N = 60

Histogram

60

Diverse perspectives are valued and encouraged within the department

Q6

Frequen

cy PercentValid



6 10.0 10.0 10.0


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 60


0 1 2 3 4 5 6 7

Q6

0

5

10

15

20

Fre

qu

en

cy

Mean = 3.33Std. Dev. = 1.481N = 60

Histogram

61

Considering everything, how satisfied are you with your job? Q7

Frequen

cy PercentValid



6 10.0 10.0 10.0


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 60


0 1 2 3 4 5 6 7

Q7

0

5

10

15

20

Fre

qu

en

cy

Mean = 3.3Std. Dev. = 1.544N = 60

Histogram

62

Q8My work group has a climate in which diverse perspectives are valued

Frequen

cy PercentValid



10 16.7 16.7 16.7


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 60


0 1 2 3 4 5 6 7

Q8

0

3

6

9

12

15

Fre

qu

ency

Mean = 3.23Std. Dev. = 1.661N = 60

Histogram

63

COMPANY] policies and procedures make sense to me.

Q9

Frequen

cy PercentValid



10 16.7 16.7 16.7


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 60


0 1 2 3 4 5 6 7

Q9

0

5

10

15

20

Fre

qu

ency

Mean = 3.2Std. Dev. = 1.675N = 60

Histogram

64

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

Q10

Frequen

cy PercentValid



10 16.7 16.7 16.7


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 60


65

0 1 2 3 4 5 6 7

Q10

0

5

10

15

20

Fre

qu

en

cy

Mean = 3.17Std. Dev. = 1.628N = 60

Histogram

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

Frequen

cy PercentValid



10 16.7 16.7 16.7


8 13.3 13.3 86.7

N/A 8 13.3 13.3 100.0Total 60 100.0 100.0

StatisticsQ11 N Valid 60


66

0 1 2 3 4 5 6 7

Q11

0

5

10

15

20

Fre

qu

en

cy

Mean = 3.2Std. Dev. = 1.675N = 60

Histogram

67

Chapter – 5

Appendix

Questionnaire

Amount of work I am expected to do on my job is reasonableStrongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( )

I am satisfied with the priorities and direction of my departmentStrongly 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 ( )

68

We operate in a cost-efficient way in my departmentStrongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( )

I understand the day-to-day goals of my departmentStrongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( )

Diverse perspectives are valued and encouraged within the departmentStrongly 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 valuedStrongly 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 goodIndividual differences are respected here (e.g., gender, race, educational background, etc.) Strongly Disagree ( ) Disagree ( ) Neutral ( ) Agree ( ) Strongly Agree ( ) N/A ( )

69

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