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V I I . oRGANISATIONAL EFFECTIVENESS
DETERMINANTS AND MEASUREMENT
An organisation can be made effective not only by
augmenting productivi ty but also by co-ordinating and developing a
system for the efficient handling of employees who are daoply
committed to the objectives of the organisation. Further, an
effect ive organisation i s characterised by i t s emph~sis on human
resource development. Thus, the effectlveness of an organisation
depends mainly on the behaviour of employees. Employees d i f fer
i n the i r outlooks, needs, goals and abi l i t ies, even when they are
placed i n the same work environment. I t makes people to behave
dif ferently from one another. I t i s certain that, i t w i l l
ul t imately affect the entire organisation. Moreover, the i r
ind iv idual differences can have a dlrect bearlng on o r g a n i s a t i o ~ l
effectiveness. An effective management can lead the employees
towards i t s goal which cannot be achieved without the Hh0le
hearted and posi t ive co-operatlon of a i l categories of employees of
the organisation, Any organisation which wnnts to achlove i t s
objectives should create a part icipative climate for mutual benefit.
Organisational effectiveness, I n general, i s based on
the integration of the goals of the organisation and the employees.
Neither of them s h w l d be vlewed i n isolation. Organisational
effectiveness has been identi f ied, i n earl ier theories, wi th
'maximisation of prof i ts ' or 'high productivi ty ' or 'efficient
service' and good employees morale. Normally, every organisation
has certain mul t i - purpose social functions. But studies have
emphasised that the human behaviwr of organisations i s very much
limited. The behavioural scientists feel that th is I s a limitation
of organisational effectiveness. Hence, the needs and wants of the
employees s h w l d be achieved through part icipation of employees
i n a l l the v i ta l areas of decision-making. Further, the main
objective of Part icipative Management i s to improve the industr ial
relations and performance of organisations.
I n a country l i k e India, i f prof i t i s considered to be
the only measure of success or effectiveness of organisation, even
organisations, maneged unscientifically would be considered as
successful and effective. Therefore, apart from prof i ts, a number
of other factors should also be considered to determine the
effectiveness of the organisation. Management and proper co-
ordination of labour i s one of these factors. Labour s h w l d be
organised properly along with other factors of production, to
improve I t s efficiency. This can be made possible only by
creatlng a better environment to work and by improving the
satisfact lo~l of the employees through a number of measures. I n
part icular, job satisfaction, morale, favwrable industr ial
relations, better quality of work l i f e , conducive organisatimal
climate and the overal l health of organisation can help to achieve
organisational effectiveness. A review of earl ier studies, i n th i s
f ield, makes i t cleer that these factors have already been
identi f ied as main determinants of organisational effectiveness.
For instance, job satisfaction has been identi f ied as an important
factor influencing Organisational Effectiveness by Gibson et .al.,
Negandhi and Relmann, Campbell (19731, Morale by Cainpbell and
(1973), Industr ial relations by Negandhil Reimann (1973) and
adaptabi l i ty (Organisational Health) by Mott and Webb (1974).
To identi fy the variables, determining the
organisational effectiveness i n the study mi l ls , following factors
have been taken into consideration: 1) Job Satisfaction, 2 )
Morale, 3) Industr ial Relations, 4) Quality of work l i f e , 5)
Organisatlonal Climate and 6) Organisational Health. The sample
respondents have been asked to grade the level of satisfaction or
the prevai l ing environment through the different dimensions of the
above determinants. The dimensions included i n the investigatim
under each determinant have been l is ted below:
1 . Variable : JOB SATISFACTION
Different Dimensions included for Investigation:
a) Nature of Work
b ) Pay
c) Promotion
d ) Co-workers
e) Ssperv isors
f ) Leadership Style
g) Welfare fac i l i t ies
h ) Organisation
i ) Job Security
Scaling Techniques Used : Five point scale
Scores : 1 = Very much dissatisfied
2 = Dissatisfied
3 = Moderate
4 = Satisfied
5 = Very much satisfied
2. Variable : MORALE
Different Dimensions included for Investigation:
a) Dealings with Employees
b) Pride of Place
c) Training
d ) Career growth
e) Promotion pol icy
f ) Adequate respect
g) Motivating the employees
h) Partlclpatlon in vital decisions
i ) Comnunication system
j) Management Pollcles
Scaling Techniques used : Three point scale
Scores : 1 = Low
2 = Moderate
3 = High
3. Variable : INDUSTRIAL RELATIONS
Different Dimensions included for Investigation:
a) Involvement in ConcflIatlon
b) Relations with imnediste Supervisor
c ) Relations with Co-workers
d) Settlement of Industrial disputes
e) Recognltion of Trade unions view
f) Involvement in Collective bargaining
g ) Involvement In Negotiation.
Scaling Techniques used : Three point scale
Scores : 1 = Poor
2 = Moderate
3 = Good
4. Variable : OUALITY OF WORK LIFE
Different Dimensions included for Investlgatlon:
a) Reward and Recognition
b) Job freedom
c ) Requirements of Skill
d) Safety and healthy conditions
e ) Job independence
Scallng Techniques used : Three point scale
Scores : 1 = Poor
2 = Moderate
3 = Good
5. Varlable : ORGANISATIONAL CLIMATE
Different Dimensions included for Investigation:
a ) Recognition and Appreciation
b) Promotion
c ) Job Environment
d) Mode of Payment
e) Working Conditions
f) Participation
g) Security Measures
h ) Objectivity and rationality
i ) Welfare facilities
j) Grievance handling
Scaling Techniques used : Three point scale
Scores : I = Poor
2 = Moderate
3 = Good
6. V a r i a b l e : ORGANISATIONAL HEALTH
D i f f e r e n t Dimensions used f o r I n v e s t i g a t i o n :
a ) Adapt i veness
b ) C o n s i d e r a t e Leadersh ip
c ) I n d u s t r i a l Democracy
S c a l i n g Techniques used : Three p o i n t s c a l e
Scores : 1 = Poor
2 = Moderate
3 = Good
PERCEPTION ABWT JOB SATISFACTION
The level o f ' job satisfaction perceived among the
different categories of employees I n Swadeshi M i l l s indicated
through the average scores, on different dimensions of job
satisfaction has been given i n Table 7.1. The mean score worked
out for each dimension explains how far the employees have been
satisfied, on an average.
SWAOESHI MILLS
The overal l average scores, taklng the nine dimensions
together, makes i t clear that there i s no remarkable differences
I n the leve l of satisfaction among the different categories of
employees. Except the Supervisors, the overal l average score I s
varying between three and four, I n the case of Supervisors, the
overall average i s 2.67. Hence, the majority of the workers have
crossed the moderate level of satisfaction. But yet they have
not reached the level of f u l l satisfaction. However, I n the case
of Supervisors, they have crossed the level of dissatisfaction.
But the i r level i s below the moderate level.
Investigating the mean score of different dimensions i n
each category, the dimension i n which a relat ively higher level
of satisfaction has been reached can be identified. In the case
of Unskilled Workers, the highest mean score corresponds to the
co-workers and i t i s 3.97. This indicates that the Unskilled
Workers have been satisfied more, compared to other dimensions,
i n the case of co-workers. Job security comes i n the second
place with mean 3.64. The level of satisfaction i s less i n other
dlmenslons, namely, nature of work, pay, Supervision, leadership
style, welfare fac i l i t ies and organlsation. The mean score i s less
than three I n the case of promotion, and i t the lowest.
Among the Semi-skilled Workers, the two dimensions
namely the nature of work and co-workers have attained the fu l l
satisfaction level. I n both the dimensions, the mean score i s
greater than four. I n other dimensions, the score i s varying
between 3.24 and 3.81. The score i s minimum In the case of
~romot ion.
I n the category of Ski l led Workers, the highest score
i s 3.96 and t h l s corresponds to co-workers. The other dimensions
such as nature of work and job security have also registered the
same level of satisfaction. Only i n 'promotion and pay ' , the
scores are less than three. The minlmum score, 2.56, I s i n
promotion. Hence, the Ski l led Workers of Swadeshi Mi l ls are not
satisfied with the pay and promotion dimensions and therefore
more opportunities for promotion and higher pay are required
mainly to improve the i r level of job satisfaction.
In the case of Supervisors, i n a l l the dimensions, the
mean scores are less than three and the varlations among these
mean scores are also not much. I t i s ranging between 2.55 and
2.83. The minlmum score i s i n promotion and the maximum score
i s In leadership style. Taking the employees of Swadoshi Mi116
as a whole, the employees i n the category of Supervisors have
not reached even the moderate level of satisfactlon.
The mean scores of the Executives vary over a range
of 2.20 t o 3.25. The highest score I s i n Supervision and the
lowest score i s i n co-workers. The scores i n nature of work,
pay, promotion, supervision, organisation and job security are
greater than three and the scores i n co-workers, leadership s ty le
and welfare fac i l i t ies are less than three. Thus, the Executives
have attained re la t ive ly more satisfaction i n supervision.
However, i n the case of co-workers, they have been dissatisfied
and It indicates the lack of cordial reiatlonship among them.
I n fine, the overal l leve l of job satisfaction among the
employees of Swadeshi M i l l s has not reached the maximum level of
satisfaction. Except, the Executives, the level of satisfaction i s
high among the co-workers. The level i s low i n the case of
promotlon. Hence, the Unskilled, Semi-skilled and Ski l led Workers
and the Supervisors i n Swadeshi M i l l s are expecting more
opportunities for promotion to improve the i r level of job
satisfaction. But the Executives, have been moderately satisfied
i n the i r nature of work, pay, Supervision and i n promotion.
Better understanding and cordial relationship among the executives
are required to improve the level of the i r job satisfaction.
The Supervisors require improvement i n a i l the nine
dimensions, since the i r level of satisfaction has not even reached
the moderate level completely. Hence the position of Supervisors
should be taken due care so that i t improves the i r level of
satisfaction and there by contributes to the active functioning of
the en te r~ r i se .
BHARATHI MILLS
The mean scores of the nine dimensions of job
satisfaction and the overal l mean scores obtained by the different
groups of employees of Bharathi Mi l ls have also been given In
Table 7.1.
The overal l average scoreg of job satisfaction of
Bharathi M i l l s suggest that the job satisfaction varies considerably
among the different groups of employees. The Semi-skilled
Workers have been satisfied more and they are followed by the
Ski l led and Unskilled Workers. The job satisfaction of the
Supervisors and Executives i s less compared to the workers . The hlghest score 3.57 i s obtained by the Semi-skilled Workers
and the lowest score 2.72 by the Supervisors. The Workers are
i n the "satisfactory stage", but the Supervisors and Executives
have not yet reached t h i s stage.
Analysing the mean scores of Unskilled Workers, i t i s
clear that th i s pait icular group 1s satisfied i n a l l dimensions
except q'promotion and Suprvisors". The highest score 3.90
corresponds t o co-workers. The lowest score 2.77 I s for
promotion. Hence most of the Unskilled Workers are not satisfied
with the opportunities of promotion available to them.
I n the case of Semi-Skilled Workers, they are very
much satisfied i n thei r dimenslons such as, "nature of work and
co-workers". The mean scores of a l l the other dimensions are i n
the range of 3.07 to 3.83. In Supervision and welfare faci l i t ies,
the level of satisfaction i s the same. This g r w p of workers also
are less ~ t i s f i e d in promotion.
The Ski l led Workers are i n the satisfactory stage i n
a l l the dim&sions of job satisfaction. The minlmum score i s 3.22
and the maximum score i s 3.73. Among the nine dimensions, the
higheat score i s for organlsation and the lowest score i s for
promotion and welfare faci l i t ies. This group of workers also
have not been satisf ied much i n promotion.
The mean scores of Supervisors have not yet reached
the satisfactory stage i n a l l the nine dimensions. The scores are
i n between 2.45 and 2.91. The maximum score 2.91 I s for
promotion and the minlmum score 2.45 i s for welfare fac i l i t ies.
Thelr perceptions are the same i n the case of organisation and job
security. I n the case of Supervisors and co-workers also, the
perceptions are the same.
The Executives of Bharathl M i l l s are satisfied In most of the
dimensions. The maximum score 3.25 i s for Supervisors and the
minimum score 2.20 i s for co-workers. The Executives are not
sat isf led with the i r co-workers. As far as the nature of work
and pay are concerned they are i n the same level of satisfaction.
As a matter of fact, the highest score corresponds to these two
factors only. I n leadership s ty le and welfare fac i l i t ies also the
mean scores are the same.
Whlle investigating the views of the workers In the
nlne dimensions of job satlsfactlon, I t could be f w n d that a l l the
workers have crossed the moderate level of satisfaction. The
Unskilled Workers have the l r maximum score i n co-workers. The
Semi-skilled Workers have the i r maximum score i n 'nature of
work' the Ski l led Workers' maximum score i s i n organisation. An
important point t o be noted here i s that a l l the workers
perception towards promotion i s minimum. Therefore, more
attentlon should be given to promotion aspects for satisfying the
workers.
Analysing the perception of the managerial staff of
Bharathi M i l l s on job satisfaction, on an average, they have not
yet reached the moderate level of satisfaction. The Executives
have crossed the moderate level of satisfaction i n s ix dimensions,
but the Supervisors have not reached th i s level even i n one
dimension of job satisfaction. I n the case of Supervisors and
Executives the i r maximum score i s i n leadership style, nature of
work and pay respectively and minimum score 1s for welfare
fac i l i t ies and co-workers. Hence, i t i s necessary to create a
conducive atmosphere t o promote cordial relationship among the
employees for better job satisfaction.
PERCEPTION ABWT MORALE
Table 7.2 presents the mean scores of the perception
about the morale of the employees of the Swadeshi and Bharathi
Mi l ls . Here, three point scale has been used for collecting
informatlon from the various categories of employees. The overal l
average scores disclose the opinion a b w t the ten dimensions of
morale, i n general, and the other mean scores explain thei r
opinion abwt the different dimensions of morale.
SWADESHI MILLS
The overal l average scores show that a l l the
employees of Swadeshi M i l l s have crossed the moderate level on
morale, since the mean scores are greater than 1.50. Among the
workers, the Semi-Skilled Workers have obtained the highest
average score 1.90. I t i s followed by Unskilled and Ski l led
Workers. In the case of managerial staff, the Executives obtained
1.97 as mean scores whlch shows that they are i n the moderate
level i n various dimensions of morale. The overal l average score
i s relat ively low i n the case of Supervisors.
Analysing the mean scores of the Unskilled Workers, i n
the management policies, they have crossed the moderate level and
i n the other dimensions, they are i n the moderate Level. The
mean scores are i n the range of 1.62 and 2.09. The lowest
score 1.62 corresponds to communication.
The mean scores of Semi-Skllled Workers are i n
between 1.70 and 2.26. I t shows that the Semi-skilled Workers
are In the moderate level i n a l l the dimensions of the morale.
The maximum score 2.26 is for management polcieis. The Semi-
Skil led Workers also have crossed the moderate level i n
rnaoagement policies and opportunity for career growth. In the
other dimensions such as employees pr ide of place, and promotion
pol icy, the scores are nearing the value two. I n general, the
Semi-Skilled Workes are i n the moderate level i n a l l the
dlmensions of morale.
In the case of Sk i l led workers, the mean scores are
within the region of 1.62 and 2.11. This group of workers have
crossed the moderate level i n training and management policies.
In the other eight dimensions, they are i n the moderate level.
The mean scores of the Supervisors are varying i n
between 1.55 and 2.00. The maximum score 2.00 i s for the
dealings with the employees. The minimum score 1.55 i s for
communication. Hence, the Supervisors have obtained the lowest
score i n communication. Except the dimension, employees, i n a l l
other dlmensions, the mean scores are less than two. The overal l
average score of the Supervisors i s lower than a l l other
categories of employees.
The mean scores of Executives have crossed two i n
f i ve dlmensions and the maximum goes upto 2.13. However the
mlnlmum i s found to be 1.70. Thus, the Executives feel that the
dlmensions of morale such as p r ide of place, impart lal training,
adequate respect, part icipation in v i ta l decision-making and
management pol icies are high i n both the mil ls. I n other
dimensions, they feel that the existing situation i s not fu l l y
satisfactory. Their highest score corresponds to dimensions such
as management pol icies and pr ide of place.
Comparing the perception of the workers, the overal l
average score of the Semi-skilled Workers are greater than the
Unskilled and Ski l led Workers. The Unskilled and Ski l led
Workers have crossed the moderate level i n management policies,
the Semi-Skilled Workers have crossed the moderate level i n
career growth and management policies. The important point here
i s that a l l the three categories of workers are having high morale
i n management policies and i t means that the i r management pol icies
are employee oriented.
Comparing Supervisors and Executives, the Executives
are i n a better position and the Supervisors are i n the last stage
i n Swadeshi Mi l ls . The Supervisors have touched the moderate
level only I n the i r dealings with employees but the Executives
have crossed th i s stage i n f i ve dimensions. Thus, the
Supervisors have not been much satisfied i n the dif ferent
dimensions of 'morale', and i t indicates that they are i n the
moderate level.
BHARATHI MILLS
The overal l average scores of the employees of
Bharathi M i l l s are i n the range of 1.77 and 1.92. The mlnimum
score 1.77 i s obtained by the Executives and the maximum score
1.92 i s obtained by the Unskilled Workers. A l l the employees
are i n the moderate level i n 'morale dimensions'.
Investigation of the mean scores of the Unskilled
Workers shows that they are i n between 1.73 and 2.03, and they
are i n the moderate level i n most of the dimensions. Only i n
four dimensions, namely, dealings with employees, pr ide of place,
motivating the workers and management polcieis, they have crossed
the moderate level. The Unskilled Workers' minimum score i s for
communication. Hence, i t i s required to give more attention to
communication for improving the morale of the Unskilled Workers.
The Semi-skilled Workers have crossed the moderate
level i n a l l the dimensions of morale. The maximum score
corresponds to management policies and the minimum score
corresponds to impart ial training. Only i n Management policies,
the mean score i s greater than two. It i s indicative of the fact
that they are satisfied more i n th i s particular dimension. So,
special attention should be given to impart ial training, which i s
the poorest of a l l the dimensions of morale.
The mean scores of the Ski l led Workers are In the
range of 1.62 and 2.22. The maximum score 2.22 i s for career
growth and the minimum score 1.62 i s for promotion pol icy. This
9rWP of workers .re less satisfied i n promotion pol icy. The
mean score 1.68 i s common for both pr ide of place and impart lal
training. Only i n the case of career growth the Ski l led Workers
have crossed the moderate level. In a l l the other dimensions
the scores are i n the moderate level.
The mean scores of the Supervisors, vary In between
1.68 and 2.14. The maximum score corresponds to management
policies and the minimum score corresponds to pr ide of place.
The mean score i s two i n the case of 'dealings with employees
and promotion pol icy ' . I n most of the other dimensions, the mean
score i s very close to two, which means that the Supervisors are
I n the moderate level .
Among the different groups of employees, the mean
scores of the Executives vary over a large range. They are
satlsf led more w i th ' management pollcles. As far as the dlmenslon
p r ide of place i s concerned the i r satisfaction i s the lowest. The
Executives have obtained the lowest mean score, 1.20 for p r ide of
place.
I n general, the mean scores of the three categories of
the workers do not show much varlatlon and th i s lmplles that
the i r perceptions about the morale do npt d i f f e r much.
Eventhwgh, the overal l mean scores have not crossed two, the
level of morale i s s l ight ly high.
The Supervisors and Executives have not yet crossed
the mean score two i n most of the dimensions. In prcwnotion and
/management policies both Supervisors and Executives have crossed
the moderate level. The overall average indicates that i n
perception the Executives are i n a lower stage.
PERCEPTION ABOUT INDUSTRIAL RELATIONS
The perception about industr ial relations by the f i ve
categories of employees of Swadeshl end Bharethi Mi l ls have been
presented In Table 7.3 through mean scores.
SWADEWI MILLS
On an average, the perception score of a l l the workers
have crossed the moderate level. The overal l average scores
vary I n between 1.81 and 2.16. The maxlmum score i s obtained
by the Semi-Skllled Workers and the minimum score, goes to the
Supervisors. The perception of the Supervisors and Executives
have not yet crossed the moderate level. But i n a l l the other
categories of workers i t has crossed the moderate level. Among
the managerla1 staff, the Executives have obtained more score
compared to the Supervisors. I n fine, the level of satisfaction of
the workers towards industr ial relation system I s better than the
managerial staff. Therefore i t brings out the fact that the
Supervisors and Executives are not fu l ly satisfied with the
existing system of industr ial relations.
Investigations of the mean scores of the Unskilled
Workers on different dimensions of industr ial relations, make i t
clear that the level of satisfaction i s high i n majority of the
dimenslons. The mean score i s i n the range of 1.30 and 2.67.
They are quite satisf ied about the i r relationship with the i r co-
workers. But with regard to recognition of the i r trade union
views they are least satisfied. Except, collective bargaining and
recognition of trade union views, i n other dimensions they have
crossed the mean score two.
The analysis of the perception of the Semi-skilled
Workers, shows that the i r mean scores have crossed the moderate
level i n most of the dimenslons of indubtr ial relations. The mean
scores are varying i n between 1.42 and 2.47. The maximum score
i s for conciliation and minimum score i s for recognition of trade
unions views. I t specifically explains that the Semi-skilled
Workers of th i s organisation are least satisfied wi th the
recognition of trade union views by the management. I n t h i s case
also, the Semi-skilled Workers have obtained low scores i n
col lect ive bargaining and recognition of trade union views. I n
these two dimensions only, they have not yet crossed the
moderate level.
The Ski l led Workers have just crossed the moderate
level. The mean scores of the different dimensions vary i n
between 1.47 and 2.58. Their perception i s high i n the case of
co-workers and low In collective bargaining. I n three dimensions,
namely, settlement of industrial disputes, collective bargaining and
recognition of trade union views, they have not crossed the
moderate level. In the remaining dimensions, they have crossed
the moderate level. Hence, the Ski l led Workers feel that the
industr ial relations i s 'good' as inferred from majority of the
dimensions.
Taking the Supervisors' view on industr ial relations,
the mean scores are varying i n between 1.55 and 2.07. The mean
score i s maximum (2.07) i n negotlation and minimum (1.55) i n the
case of 'immediate Supervisors'. Except i n negotiation, they have
not yet crossed the moderate level any where else.
While analysing the views of the Executives, i t became
apparent from the mean score that the industr ial relations i s
'good' i n conciliation, settlement of industrial disputes, collective
bargaining and recognition of trade unlon vlews. The mean scores
are i n between 1.65 and 2.17. Their perception i s good i n
conciliation and moderate i n relations with immediate Supervisors.
In th l s case the Executives are not fu l ly satisfled with thel r
relations with thel r immediate Supervisors and co-workers.
A comparison of the views of workers, made I t
evldent that a l l the workers have crossed the moderate level i n
thel r relat lon with thei r co-workers. The Unskilled and Semi-
Ski l led Workers are i n the moderate level as far as the
recognition of trade union views are concerned. I n other
dimensions they have been more or less fu l l y satisfied. The
Ski l led Workers' minimum score i s for col lect ive bargaining.
Hence, the main inference i s that the majority of the workers
feel that the views of the trade unions are not properly
recognised.
Comparlng the perceptions of the Supervlsors and
Executives, the level of satisfaction about industr ial relations i s
s l ight ly high among the Executives. However, Executives are
satisfied more i n conciliation, whi le Supervisors are more satisf ied
i n negotiation. The Executives have crossed the moderate level i n
four dimensions where as the Supervisors have crossed t h i s level
only i n one dimension. Therefore, the management has to give
more attention to improve the industr ial relations among the
Supervisors.
BHARATHI MILLS
The overal l average scores of the employees of
Bharathi M i l l s for industr lal relations I s varying between 1.91 and
2.13. The maximum score I s obtained by the Semi-skilled
Workers and the minimum score, goes to the Executives. The
mean scores of Unskilled and Ski l led Workers are equal. The
score of managerial staff i s less than two. The Supervisors and
Executives have not yet reached the moderate level. I t i s clear
that the perception scores of the workers are better than those of
the managerial staff.
The mean scores of the Unskllled Workers, are varying
between 1.43 and 2.27. The minimum score has been glven for
the recognition of trade unions' view, and the maxlmum score I s
for both conciliation and relations with immediate Supervisors.
Except, collective bargaining and recognition of trade unions'
view, a l l the other dimensions have scores which have crossed
the moderate level. In collective bargainlng and recognition of
trade unions' view, thelr satisfaction i s low while cmpared to
other dimensions. The Unskllled Workers feel that the management
i s not recognising the vlews of the trade union leaders and hence
the views of the trade union leaders s h w l d be properly
recognlsed. The involvement of the Unskilled workers i n
collective bargainlng i s less as revealed by thel r levels of
satisfaction.
A careful analysis of the views of the Semi-Skilled
Workers, makes It clear that they have crossed the moderate
level I n most of the dimensions. The mean scores l i e between
1.48 and 2.62. The maximum score corresponds to relations wlth
co-workers and minimum score corresponds to recognition of trade
unions' view. This g r w p has not yet crossed the moderate level
i n collective bargaining and recognition of trade unions' vlew.
Heoce, It i s evident that most of the Seml-Skllled Workers are
less satisfied i n these two dimensions.
The mean scores of the Ski l led Workers reveal that
they have crossed the moderate level i n conciliation, relations
with immediate Supervisors, relations with co-workers and
negotiation. The mean score l ies between 1.40 and 2.57. The
maximum and minimum scores correspond to relations with co-
workers and recognition of trade unions' view respectively. In
collective bargaining and recognition of trade unions' view, they
have not yet reached the level of f u l l satisfaction. Their
satisfaction I s less i n col lect ive bargaining and recognition of
trade unions' view. The majority of the Ski l led Workers feel
that the i r views are not properly recognised i n col lect ive
bargaining.
The mean scores of Supervlsors on different dimensions
of industr ial relations, have not yet crossed the moderate level,
i n majority of the dimensions. The mean scores are varying i n
between 1.64 and 2.04. The minimum score corresponds to
relations wi th immediate supervisors and maximum score
corresponds to settlement of industr ial disputes. The mean score
1.91 i s for conciliation, collective bargaining and recognition of
trade unlons' view and i t shows that they are nearing the level
of f u l l satisfaction. Moreover, the industr ial relations should be
improved through the whole-hearted co-operation of the workers
and management.
I n the case of Executives, the mean score i s found to
be ranging between 1.60 and 2.60. The maximum score i s for
relations with co-workers and minimum score i s for recognition of
trade unions' view. I n the majority of the dimensions, they have
not yet crossed the moderate level. The Executives feel that
they have not been given a major ro le to play i n most of the
dlmensions of industr ial relations. While comparing the mean
scores of the workers, i t becomes clear that the i r level of
satisfaction i s high i n relation to co-workers and low for
recognition of trade unions' view. In most of the other
dimensions, they have crossed the moderate level. The Ski l led
Workers have not been satisfied much i n collective bargaining. On
an average, the level of satisfaction of the Semi-Skilled Workers
i s higher than that of the other groups of workers.
The Supervisors and Executives, on an average, are i n
the same level of satisfaction, and the i r level of satisfaction i s
less than that of the workers. The Supervisors have crossed the
moderate level i n settlement of industr ial disputes and negotiation.
But the Executives, have reached th i s position only with regard
to the i r relations with co-workers and settlement of industr ial
disputes. I n other dimensions, the i r satisfaction i s less. The
mean score of Supervisors i s minimum with regard to the i r
relat ion wi th the i r immediate superiors. For the Executives, i t
is i n recognition of trade unions' view. In general, the
Supervisors and Executlves need to be encouraged more I n
promoting the i r industrial relations with the l r co-employees and
other workers.
PERCEPTION ABOUT QUALITY OF WORK LIFE
The perception of the employees of Swadeshi and
Bharathi Mi l ls a b w t quality of work l i f e has been furnished i n
Table 7.4
SWAOESHI MILLS
The perception of the employees, i n general, shows
that a l l the workers and managerial staff feel that the exist ing
qual i ty of work l i f e i s good. The average scores are i n between
2.00 and 2.24. The maximum score i s obtained by the Semi-
Ski l led Workers and the minimum score i s obtained by the
Executives. Comparing the overal l average score of the workers
and the managerial staff, i t can be inferred that the perception of
the workers are better than that of the managerial staff.
I n the case of Unskilled Workers, the mean score for
quality of work l l f e ranges between 1.80 and 2.26. The minimum
score relates to safety and healthy conditions and maximum score
relates to reward and recognition. The Unskilled Workers are
fu l ly sat isf ied i n dimensions l i k e reward and recognition, job
freedom and requirements of s k i l l . I n other dimensions they are
less satlsfled. If the management provides a l l safety and healthy
measures properly, i t w i l l automatically improve the quality of
work l i f e .
Investigations of the mean scores of Sk i l led Workers i n
the dlfferent dimenslons of quality of work l l fe , show that the
Ski l led Workers are fu l ly satisfied i n a l l dlmenslons, except
safety and healthy conditlons. Thelr perceptlon a b w t quality of
work l l f e I s varylng between 1.85 and 2.72. The minimum score
i s for safety and healthy conditlons and maximum score I s for job
freedom. I n th i s group also, the minlmum score I s for safety and
healthy conditions. Thus the Semi-Skilled Workers are not fu l ly
satisfied about the existing safety and health condltlons.
An analytical study of the views of the Ski l led
Workers shows that the mean scores of the different dimenslons of
quality of work l i f e are ranging between 1.78 and 2.51. The
maxlmum score 2.51 i s for 'requirement of s k i l l ' and the minlmum
score 1.78 i s for ' job Independence'. The Skl l led Workers have
been satlsfled more In the f i r s t four dimensions. Thelr
satisfaction i s at a lower level only In the case of job
Independence. The Ski l led Workers feel that they do not have
much job Independence i n the i r organisatlon.
The mean scores of Supervisors are fwnd to be I n the
range of 1.59 to 2.65. The maxlmum and minimum scores
correspond to Job freedom and safety and health conditlons
respectively. I n reward and recognltlon, safety and health
m d l t i o n s and job independence, they have been i n the moderate
level and i n the remaining dimensions, they have crossed the
moderate level. This group of employees also, have not been
ful ly satlsfled about the existing health and safety condltlons.
The Executlves have reached the stage of complete
satisfaction i n a l l the dimensions of quallty of work l i f e , except
safety and health conditions. Their mean scores are i n between
1.78 and 2.09. The maximum score i s for reward and recognition
and the mlnimum score i s for safety and health conditions. This
group of employees also obtalned mlnlmum score for safety and
health conditions. The mean score 2.04 i s obtained by
dimensions, such as, job freedom, requirement of s k i l l and job
independence.
Comparing the perception of workers about quallty of
work l l f e , i t i s clear that the Unskilled and Semi-Skilled
Workers' minimum score corresponds to safety and health
condltlons, and I n the case of Ski l led Workers, i t corresponds to
job independence. The Semi-Skilled and Ski l led Workers are In
the stage of fu l Mtlsfact ion i n four dimensions. But the Unskilled
Workers, have reached th is stage only I n three dimensions.
As far as the perceptions of managerial staff about
quallty of work l l f e are concerned the i r minlmum score I s for
safety and health condltlons. The Supervisors' maximum score i s
for job freedom. But the maximum score of the exacutives I s for
reward and racognltion. The Supervisors have reached the stage
of complete satisfaction I n two dimensions and the Executives i n
four dimensions. On the whole, the Supervisors and Executives
are i n the same level of satisfaction. Nevertheless, i t cannot be
denied that i t i s lower than that of the workers.
B M A T H I MILLS
The perception of the employees of Bharathi Mi l ls on
quality of work I l f e , on an overal l basis, I s varying I n between
1.85 and 2.25. The minimum score i s secured by Supervisors and
the maximum score by Semi-skilled Workers. I t shows that the
perception of the Ski l led and Semi-Skilled Workers has crossed
the moderate level i n the various dimensions of quality of work
I l fe . The level of satisfaction i s relat ively less i n other
categories of workers.
On investlgatlng the mean scores of Unskilled Workers,
It becomes clear that the i r mean score ranges between 1.57 and
2.27. The minimum scor'e i s for safety and health conditions and
maximum score i s for reward and recognition. The Unskilled
Workers are less satlsfied about requirement of Sk i l l , safety and
health conditions and job independence. I n job freedom, the
score 1s exactly two.
The perception of the Semi-Skilled Workers I s found to
be i n the range of 1.78 and 2.69. The Semi-Skilled Workers have
obtained maximum wtisfact ion i n job freedom, and minimum
satlsfactlon 'in safety and health condltions. Except I n safety
and health condltlons, I n other dlmenslons, they have reached the
stage of 'complete satisfaction'. The overal l average of Semi-
Ski l led Workers i s 2.25, so i t could be held that they do agree
that the different dimensions of quality of work l i f e are good.
The a ~ l y s l s of the perception of the Skl i led Workers,
reveals that In most of the dlmenslons of q w l l t y of work l l f e ,
they have reached the stage of 'complete satlsfactlon'. However
they are not very much satlsfied abwt safety and health
condltlons. The maximum score 2.51 corresponds to job freedom
and the minimum score 1.73 corresponds to safety and health
condltlons. Except safety and health condltlons, I n other
dimensions, mean scores are more than two. Thls group of
workers have also secured the minimum score for safety and
health conditions.
The mean scores of Supervisors are found to be i n the
range of 1.54 to 2.09. The maximum score I s for reward and
recognition and the minimum score I s for job freedom. I n reward
and recognition, requirement of Sk l l l and job independence they
are i n the level of 'complete satisfaction'. I n other dimensions,
the l r satlsfactlon i s less. The overal l average score i s less due
t o the low scores of job freedom and safety and health condltlons.
Further, they have obtained the mean score two for 'requirement
01 s k i l l ' and job Independence'.
The mean scores of the Executives r a n g between 1.80
and 2.15. The minimum score relates to safety and health
conditions and the maximum score relates to job independence.
They are i n the level of complete satisfaction i n job freedom and
job independence, and i n other dimensions the level of satisfaction
i s less. The overal l average score of the Executives i s s l ight ly
higher than that of the Supervisors.
While comparing the perception of the workers in the
various dimensions of quality of work l i f e , i t could be seen that
the i r minimum score i s for safety and health conditions. The
maximum score of the Semi-Skilled and Ski l led Workers i s for job
freedom and the maximum score of Unskilled Workers is for reward
and recognition. Moreover, the overal l average score of Seml-
Ski l led Workers i s higher than that of the Ski l led and Unskilled
Workers.
A comparison between the views of the Supervisors and
Executives about the quality of work l i f e , makes i t ostensible
that the Supervisors are i n a higher level of satisfaction i n three
dimenslons and the Executives, i n two dlmensions. But the
overal l average of the Executives i s hlgher than that of the
Supervlsors. However, when compared to the workers, i n th i s
m i l l also, the Supervisors and Executives are I n a lower stage of
satisfaction.
PERCEPTION ABWT ORGANISATIONAL CLIMATE
Table 7.5 presents the mean scores of the perception
of the different categories of employees In the two ml l ls a b w t
organlsational climate.
SWADEWI MILLS
The average score of the different categories of
employees are found to be varying between 1.93 and 2.12. The
minlmum score 1s obtained by the Supervisors and the Maximum
score, by the Executives. I t clearly reveals the fact that a l l
the workers and Executives are perceiving the existing climate as
good. The mean score of the Supervisors i s below two and
hence their perception a b w t organisational climate i s I n the
moderate level.
The Unskilled Workers' score for Organisatlonal climate
i s varying between 1.67 and 3.00. They have perceived the
organlsational climate as good i n four dimensions. The minimum
score goes to job envlronment and, the maximum score goes to
mode of payment. I n majority of the dimensions they feel that
the cllmate i s reasonably good.
The mean score of the Seml-Skilled Workers I s found
to be I n the range of 1.72 and 3.00. The minlmum score I s for
security measures end maximum score I s for mode of payment.
The second hlghest mean score I s for welfare facilities. The
mean score 1.89 i s obtained i n recognition and appreciation, job
envlronment and object ivi ty and rat ional i ty. The overal l score
has crossed two. It could be taken to mean that the Semi-Skilled
Workers feel that the exlstlng climate I s good.
The perception of the Skl l led Workers i s estlmated to
be ly lng between 1.71 and 3.00. The maximum score goes to mode
of payment and the mlnlmum score goes to recognition and
appreciation. The overal l average of the Ski l led Workers i s
higher than that of the workers and Supervisors. The mean score
2.11 i s the same for job environment, and object ivi ty and
rat ional i ty. This group also feels that the o r g a n i s a t i o ~ l climate
i s good.
The mean scores of the Supervisors are i n the range
of 1.41 and 3.00 . The minimum score corresponds to promotion
and maximum score corresponds to mode of payment. The
Supervisors have not been satisfied about promotion and,
object ivi ty and rat ional i ty. I n recognition and appreciation, mode
of payment and working conditions, they feel the climate i s good.
I n other dimensions, they feel that the exlst lng cllmate i s
moderately good. The overal l average score of the Supervisors I s
the mlnlmum whlle compared to the other categories of workers.
The mean scores of Executives vary i n between 1.83
and 3.00. The minimum score i s for job environment and maximum
score I s for mode of payment. I n majority of the dimensions,
they feel that the organisational climate i s moderately good. The
overal l average has crossed two. This i s the maximum overal l
average score for the workers and Supervisors of Swadeshi Mil ls.
When the views of Workers and managerial staff are
compared i t could be seen that a l l of them have obtained maximum
score for mode of payment. A l l the employees feel that the
existing climate I s good. Their views do not show much
variation. The majority of the employees of different categories
are satisfied with the existing organisational climate.
BHARATHI MILLS
The overal l average scores of the different categories
of employees of Bharathi Mi l ls for the different dlmensions of
organisational climate are i n the range of 1.78 and 2.04. The
maximum score i s secured by the Supervisors. The mean score of
the Unskilled Workers i s greater than two. I t clearly indicates
that the Unskilled Workers and Executlves perceive that the
organisational climate i s good. Other group of workers and
Supervisors feel that the existing climate i s moderately good.
A study of the mean scores of the Unskilled Workers
for organlsatfonal cllmate, dlscloses the fact that they feel
that the climate I s good I n recognition and appreciation, mode of
payment, objectivl ty and ratlonallty, and welfare facl l l t les. In
other dlmenslons, they perceive that the climate i s moderately
good. The overall average score of the Unskilled Workers I s the
second largest.
The mean scores of Semi-Skilled Workers are found to
be varylng i n between 1.57 and 3.00. The mlnimum score I s for
grlevance handllng and the maximum score i s for mode of payment.
On an average, they feel that the existing climate i s reasonably
good. Except for mode of payment, for other dlmenslons the
scores are less than two. I t indicates that a segment of the
Semi-Skllled Workers feel that the existing organisatlonal cllmate
i s not quite good.
I n the case of Skl l led Workers, the mean scores are
varylng i n between 1.51 and 3.00. The mlnlmum score i s for
promotion and the maximum score I s for mode of payment. The
average score shows that thei r oplnlon about the existlng climate
I s moderately good. Except mode of payment and welfare
facl l l t les, they feel that the other dlmenslons are moderately
w d .
The mean score of the Supervisors are i n the range of
1.54 and 1.95. The minimum score i s for promotion and the
maximum score i s for recognition and appreciation, and grievance
handling. The average score of the Supervisors I s the minimum
while compared to that of the workers and Executives. Hence,
the proportion of the workers who feel that the orgsnisatlonal
climate I s not good, i s more.
The perception of the Executives are In the range of
1.50and 3.00. The minimum score i s for job environment and the
maximum score i s for mode of payment. The average score shows
that they perceive that the existing organisational climate i s
good. I n most of the dimensions, they feel that the climate i s
good.
I n general, the workers and the managerial staff feel
that the exist ing climate i s either good or moderately good.
Except the Supervisors, a i l other groups of employees feel that
mode of payment i s very good. Thus the existing organisational
climate, as revealed by the employees i s reasonably good.
PERCEPTION ABOUT ORGANISATIONAL HEALTH
Table 7.6 gives stat ist ical detai ls about the perception
of the employees of the two m i l l s about organisational health. I n
th i s case, three dimensions have been used with three-point
scale.
SWAOESHI MILLS
The overal l average score of a l l the employees of
Swadeshi M l l l s i s below two. The minimum score i s secured by
the Executives and the maximum score i s secured by the Unskilled
Workers. Hence, the majorlty of the employees feel that the
existlng organlsatlonal health i s good.
The mean scores of the Unskilled Workers I s 1.98. I t
c w l d be taken the mean that they vlew the organlsatimal health
as good. As far as adaptlveness and industrial democracy are
concerned a small proportion of workers have expressed that the
organisational health i s very good and hence the mean scores In
these cases are greater than two. However, i n 'considerate
leadership', a sizable number of workers feel that the
organisational health i s good and th i s reflected by the mean
Bcore, which 1s less than two.
The mean scores of Semi-Skilled Workers are I n the
range of 1.60 and 2.32. The maxlmum score i s for Industr lal
democracy and the minimum score i s for considerate leadership.
I n the f l r s t two dimensions they feel that the health of the
organisation I s moderately good and i n industr ial democracy the
mean score i s greater than two. Hence, i n adaptlveness and
considerate leadership, a small proportion of the workers are not
~ t i s f i e d .
While investigating the perception of the Ski l led
Workers a b w t organisational health, i t becomes clear that the
poor score i s for considerate leadership and the maximum score i s
for adaptlveness. They have been more satisf led about
adaptlveness and industr ial democracy. The mean score of
considerate leadership, i s the lowest among a l l the mean scores.
Thus, a majority of the Ski l led Workers view that In considerate
leadership the existing organisational health i s not good.
Therefore, more attention should be given to considerate
leadership .
An empirical analysis of the views of Supervisors,
shows that the maximum score goes to adaptlveness and the
minimum score goes to considerate leadership. I n considerate
leadership and industr ial democracy the mean score i s below two
and hence i t i s clear that they satisfied about considerate
leadership and Industr ial democracy, are not as much they are
a b w t ada~tiveness.
I n the case of Executives, the maximum score two I s
for adaptiveness and i n other, dimensions, the mean score i s less
than two. Therefore, i n adaptiveness, they feel that the health
of the organisation i s good. But I n considerate leadership and
industr ial democracy they feel that the organlsatlonal health i s
not a t a l l good. The average score of the Executives i s
comparatively lower than that of the workers and Supervisors.
I n a l l the cases, the workers and the managerial staff
get the minimum score for considerate leadership. The Unskilled
and Semi-Skilled Workers' maximum score i s for industr ial
democracy and the maximum score of the Ski l led Workers,
Supervisors and Executlves I s for adaptiveness. On the whole,
they feel that the existing health of the organisatlon I s reasonably
W d .
BHARATHI MILLS
The average score of the employees of Bharathi M i l l s
for organisational health i s found to be varying between 1.77 and
2.03. The maximum score i s secured by the Executlves and the
minimum score i s secured by the Supervlsors. Hence, the
Executives alone feel that the health of the organisatlon i s good
and others do not feel that the existing organisational health i s
quite good.
The maximum score of the Unskilled Workers i s for
adaptlveness and the minimum score i s for considerate leadership.
Their op ln im about organisationai health i s moderately good i n
considerate leadership and industr ial democyacy, and good i n
adaptiveness. Therefore, the management should t r y to change the
s ty le of leadership for improving the health of the organisation.
The mean scores of Semi-Skilled Workers l i e between
1.52 and 2.02. The minimum and maximum scores correspond to
cmsiderate leadership and industr ial democracy respectively . They feel that the health of the organisation I s good i n industrial
democracy. I n adaptiveness the mean score i s close to two. I t
indicates a sl ightly better position compared to cmslderable
proportion of the Semi-skilled Workers feel that the existing
organlsational health i s not good.
From the opinion of the Ski l led Workers about
organisatlonal health, i t i s clear that they feel that the
organlsational health i s good i n adaptiveness, i n considerate
leadership and industrial democracy. Al l the three groups of
workers, have secured the minimum score i n considerate leadership
consistently. Hence, majority of the workers view that the
organisational health i s not good i n considerate leadership.
The overall average score of the Supervisors i s 1.77.
But thelr individual mean score i s greater than two. I n
adaptiveness and i n two more dimensions, the mean score i s less
than two. I t clearly indicates that i n considerate leadershlp and
industr ial democracy they are not satisfied abwt the existing
health of the organisatlm.
A careful analysis of the perception of the Executives,
shows that the mean score tends to vary from 1.95 to 2.10. The
minimum score goes to considerate leadership, and maximum score
goes to adaptiveness. Hence the Executives have been completely
satlsfled i n adaptiveness and industr ial democracy. I n considerate
leadership also, the score I s close to two. Thus, the grading of
the Executlves of the organisational health I s higher, compared to
that of other employees.
Comparing the vlews of the workers and the
managerial staff , the employees of a l l categorles feel that the
health of the organisation I s not good in considerate leadership.
Except the Semi-Skilled Workers, a l l the other employees feel
that the organisational health i s good i n adaptiveness. Hence the
management should glve more attention to conslderate leadership
for Improving the exlstlng organisatlonal health.
VERIFICATION OF HYPOTHESIS (H3)
I n th i s section the hypothesis that organisatIona1
effectiveness i s a multi-varlable phenomenon I s sought to be
verl f led.
The level of satisfaction or the level of exlstlng
position about the different factors such as, job satisfaction,
morale, industr ial relations, quality of work l i f e , organlsatlonal
climate and organlsatlonal health have been analysed through the
mean scores. I f the employees have been satlsfled to the
maximum extent possible i n these factors, i t may then indlcate the
Improved level of organlsatlonal effectlveness i n the m i l l s under
study. Hence, the perception of the employees would help to
make an assessment of the organieational effectiveness i n the two
mills.
The mean scores of the total scores of the different
categories of employees, the overal l total score,the average level
of satlsfaction achieved from a l l the s ix factors, expressed i n
percentages and the share of each factor I n the achieved level of
satisfaction I n determining the organisatioml effectiveness for
Swadeshl and Bharathi M i l l s have been tabulated i n Tables 7.7,
7.8, and 7.9 respectively.
The perceived level of satisfaction i n Swadeshi Mi l ls ,
when a l l scores of a l l the sample employees are combined, vary
over a range of 62.38 to 69.54 per cent. In a l l the cases, the
achleved level of satisfaction has exceeded 60 per cent snd hence
satisfaction to be derlved by the employees from the factors of
orgsnisational effectiveness needs to be increased s t i l l further, by
30 to 40 per cent. The exiJting level of satlsfaction derived from
the s ix factors have more or less equal share i n determining the
current position of organlsational effectiveness. Each factor
shares not less than 15 per cent. The maximum share i s
accounted for by quali ty of work l i f e and the minimum share I s
by morale. A similar finding can be observed from Table 7.8 for
the Bharathi M i l l s also. The ranking of factors i n accordance
with thei r hare tn the two mi l l s has been given i n Table 7.9.
Amoog the s ix factors, quality of work l i fe comes f i r s t In
Swadeshi Mills. It i s followed by o rgan l sa t io~ l health and
morale. In both Swadeshi and Bharathf Mllls, quality of work
l i fe , organisational health and morale are in the same ranks . However, in Swadeshi Mills industrial relations takes the second
place. It i s followed by organisational cllmate and job
satisfaction.
In fine, the foregoing analysis makes it clear that a l l
the six factors investigated contribute a significant share in
determining organisational effectiveness. Hence, organlsational
effectiveness i s not determined by one factor/variable alone. It
i s influenced by a number of factors/variabies. All the factors
included in the investigation have more or less the same share.
Therefore, it i s only just and right that organisational
effectiveness i s related to a number of fnctors. A similar
conclusion has been arrived at in the studies made by chlld
(1974, 1975), Duncan (1973), Gibson et.al. (1973), Mott (19721,
Negandhi and Reimann (1973) and Webb (1974). This proves the
hypothesis, (H3) that organisational effectiveness i s a
multivariable phenomenon.
SUMMARY
The analysls of the perception of the employees about
the various dimensions of organisational effectiveness establlshes
the fact that a l l the three groups of workers are generally more
satisf ied than the Supervisors and Executives. The low levels of
satisfaction attained by Supervisors and Executives could be
attr ibuted to the i r g rmt expectation. The share of the each
factor I n the existing level of organisationel effectiveness i s more
or less the same. Thus a l l factors are equally responsible in
augmenting the level of organisetionai effectiveness.