PROJECT WORK

INTRODUCTION TO EMPLOYEE PERCEPTION

One aspect constantly distinguishes top performing organization from the rest of the pack: motivated and satisfied employees. Organizations at which employees exhibits elevated levels of satisfaction enjoy higher quality products and services, as well as increased ustomer satisfaction and heightened overall business performance. !mployee surveys have been around forever in one form or another. "owever, until recently they have been used primarily to gauge only employee satisfaction. #dvancement in measurement and analysis now make it possible to link employee satisfaction to other aspects of employee experiences and most importantly, to the impact on business outcomes. $he !mployee %erception &urvey '!%&( is an employee attitude survey that provides an important view of the organization ) through the eyes of the employees. $his survey allows employees to give honest, confidential input about their job and the organization. $his discreet feedback provides a powerful tool for understanding and meeting employees needs. $he !%& defines for management, in detail, employee needs and concerns. !mployee satisfaction is improved when needs are met and concerns are shared openly. $he !%& gives employees the opportunity to evaluate the organization for which they work through numerical ratings, as well as open ended free* response questions. !ach employee receives a survey questionnaire in person, ensuring confidentiality and candid responses. !mployee surveys can give the management the knowledge and tools that directly impact the bottom line and builds positive employee relations and a positive work environment. $his survey allows an organization to understand employee perceptions. %erception is reality. +ecause employees at every organization act on the basis of their perceptions, management must be keenly aware of employees, views. !mployee opinion surveys deliver a successful means of measuring and acting upon, employees, current beliefs on many job*related subjects.

Employee perception survey c n !e use" to me sure t#e $ollo%in& 'ey re s:*

Overall -ob &atisfaction &atisfaction with the .ork oworker %erformance/ ooperation %ay &atisfaction +enefits &atisfaction %romotions/ areer #dvancement &upervisory onsideration &upervisory %romotion of $eamwork and %articipation &upervisory 0nstruction/1uidance ommunication "uman 2esources/%ersonnel %olicies oncern for !mployees %roductivity/!fficiency $raining 3 4evelopment %hysical .orking onditions ustomer &ervice &trategy/5ission -ob &tress

(ENE)IT* O) U*IN+ ,N EMPLOYEE PERCEPTION *UR-EY

One aspect constantly distinguishes top performing organization from the rest of the pack: motivated and satisfied employees. Organizations at which employees exhibits elevated
levels of satisfaction enjoy higher quality products and services, as well as increased ustomer satisfaction and heightened overall business performance. 0mplementing an !mployee %erception &urvey can be used to gauge current levels of satisfaction and identify opportunities for improvement as perceived by employees.

Or& ni. tions c#oosin& to utili.e Employee Perception *urveys re p myri " !ene$ices s t#ey re !le to/0

6earn about organizational strengths

0dentify key retention factors

4iscover opportunities for improvement

* 0mprove morale 7 reduce turnover * 6earn about potential cost*savings * !nhance productivity/efficiency

8se tool for positive change

* 9alue employee,s opinions * 8tilize employee,s recommendations and solutions

0dentify cost*saving opportunities !valuate opportunities for improving customer service &treamline communication 6earn about perception of different management styles 8se "2 &olutions, :ational !mployee &atisfaction :ormative 4atabase for &tatistical +enchmarking 5easure the effectiveness of the organization,s programs &trengthen supervision #ssess training needs urb absenteeism 0dentify other areas for improvement 0ncrease credibility of management

PERCEPTION
#n organization may spend millions of dollars to create a pleasant work environment for its employees. "owever, in spite of theses expenditures, if an employee believes that his/her job is lousy; he/she will behave

accordingly. &o we can say that it is the perception of a situation that becomes the basis on which an employee behaves. $herefore we cay say that perception is a critical determinant of the way people behave. 6et us now discuss <perception12 %erception can be defined as a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment. "owever, what one perceives can be substantially different from objective reality. 0t need not be, but often there is disagreement. $here are a number of factors which operate to shape and sometimes distort perception. $hese factors can reside in the perceiver, in the object or the target being perceived, or in the context of the situation in which the perception is made.

T3E PERCEI-ER
.hen an individual looks at a target and attempts to interpret what he or she sees, that interpretation is heavily influenced by personal characteristics of the individual perceiver. .hen one buys a new car, he will suddenly notice a large number of the same car. 0t=s unlikely that the number of such cars suddenly expanded. 2ather, one=s own purchase influences one=s perception so that you are now more likely to notice them. $his shows how factors related to perceiver influences what he or she perceives. #mong the more relevant personal characteristics affecting perception are attitudes, motives, interests, past experiences, and expectations.

T3E T,R+ET
haracteristics in the target that is being observed can affect what is perceived. 6oud people are more likely to be noticed in a group than the quiet ones. &o, too, are extremely attractive or unattractive ones.

+ecause targets are not looked at in isolation, the relationship of a target to its background influences perception, as does our tendency to group close things and similar things together.

T3E *ITU,TION
$he context in which we see objects or events is important. !lements in the surrounding environment influence our perceptions. >ou are more likely to notice your employees goofing off if your boss from head office happens to be in town. #gain the situation affects your perception. $he time at which an object or event is seen can influence attention, as can location, light, heat, or any number of situational factors. ?rom the above discussion we can say that the understanding of perception is very important in understanding and controlling the behavior, particularly in the organizational setting. # manager is primarily concerned with the achievement of organizational objectives through specified behavior of its members. %erception affects the outcome of behavior. $his is so because people act on the basis of what they see. 0n an organizational setting perception is important in various activities. "owever, there are three major areas which require special attention so far the perceptual accuracy is concerned. $hese are ) interpersonal working relationships, selection of new employees, and performance appraisal.

INTERPER*ON,L WORKIN+ REL,TION*3IP/0

Organizations are intended to bring integrated behavior. $herefore, managers in the organization need to know whether or not members share similar or at least compatible perceptions. 0f they don not, the problems of the organizations are greater and will require efforts to make perception more compatible.

*ELECTION O) EMPLOYEE*/0
Organizations typically select new employees on the basis of selection test, interviews and reviews of the applicants backgrounds. 0n many instances,

much of the information is vague, and the managers are subject to many of the perceptual problems when they make the selection decisions.

PER)ORM,NCE ,PPR,I*,L/0
$he appraisal of a subordinate=s performance is highly affected by the accuracy of a manager=s perception. $he major areas of concern in this context are @. 5anagers have tendencies to positively evaluate some employees because they are better liked, or are on favored tasks or are particularly noticeable. A. +ecause of "#6O effects, performance evaluation will be affected adversely.

Title o$ t#e Pro4ect

$o study <%erceptionB amongst employees of &atluj -al 9idyut :igam 6td., on different "uman 2esource and ?unctional aspects.

*cope o$ t#e stu"y/0

# survey related to various "2 aspects will be conducted at the following locations: orporate office'&himla , 4elhi 3 %arwanoo( :-"%&, 2"!% 6"!%. # sample size of CCD people will be taken, distributing the number of people among different locations. &urvey will be conducted to gather the view points of employees related to various "2 aspects.

Nee" $or *tu"y/0

Organizations are made up of people and functions through people. 0t is through the combined efforts of people that material and monetary resources are effectively utilized for the attainment of common objectives. &-9: believes that employees are its most valuable asset and their opinions and feedback are always listened to and acted upon. $his survey gives the management the knowledge and act as a tool that directly builds up positive employee relations and a positive work environment.

O!4ectives/0
$he following study is conducted to monitor the needs of the employees. $his would help in increasing the productivity of the employees. $he following survey will help to serve "24 4epartment as a valuable tool in framing appropriate policies and improving various functional aspects. $o offer practical and sound method to assess employee satisfaction.

 $o encourages employee participation. ,ssumptions/0 $he respondent will give response to the best of their knowledge. $hey will give full support to make survey a success :o bias on part of respondents

RE*E,RC3 MET3ODOLO+Y
* mple si.e/0

$he size of the sample was CEF employees of &-9:6, this included the employees of the three cadres namely E5ecutives, *upervisors and Wor'men1 POPUL,TION ,ND *,MPLE *I6E CO-ERED IN *J-NL EMPLOYEE PERCEPTION *UR-EY &#5%6! &0G! #$ 2"!% %O%86#$0O: #$ 2"!% :-"%&%O%86#$0O: #$ &#5%6! &0G! #$ 6"!% 6!9!6 :-"%&&#5%6! &0G! #$ %O%86#$0O:#$ 6"!% *,MPLETOT,L TOT,L POPUL,TION 99: 89: ;9> 89@? &#5%6! &0G! #$ IJ %O%86#$0O: #$ EDK

!H! 8$09!

JF

@CI

EI

@@K

@A

KA

788

.O2M5!: &8%!290&O2

FD

LA

E@

C@

EA

@A

;;

CJ

ADA @DL F@K

FD

@@D

EA

@ED

7<=

$O$#6 @IA CKA ADA JAK

KK

AJD

CA

AAF

=<?

Auestionn ire/0

 4ifferent questionnaire were designed for the three cadres namely E5ecutiveB *upervisor n" Wor'men, in accordance to the aspects important for respective cadre. losed !nded questions were included. ?our point scale was used. $he questions were related to the various "2 and functional aspects.

D t Collection
Prim ry D t /0 %rimary data was collected through a structured questionnaire which was given to the employee of &atluj -al 9idyut :igam 6td. - rious 3R spects t# t %ere consi"ere" "urin& t#e pro4ect/0 81 JO( *,TI*),CTION/ We % nte" to i"enti$y t#e level o$ s tis$ ction o$ t#e employees in !ot# t#eir person l n" pro$ession l lives1 Opportunity to excel -ob &ecurity +elongingness %roductivity 71 P,RTICIP,TI-E M,N,+EMENT/ We % nte" to i"enti$y t#e level o$ s tis$ ction o$ t#e employees in !ot# t#eir person l n" pro$ession l1 .orkers involvement in decision making 1rievance redressal procedure <1 WEL),RE ,ND *,)ETY/ We % nte" to i"enti$y t#e level o$ % reness on s $ety me sures n" t#e v rious %el$ re $ cilities1

 &afety devices .elfare facilities ?1 TR,ININ+ ,ND DE-ELOPMENT/ We % nte" to i"enti$y %#et#er t#e tr inin& pro&r m i"enti$ies t#e tr inin& nee"s n" #o% e$$ective it is1 &kill enhancement %romotion &atisfaction hange and requirement =1 LE,DRE*3IP/ We % nte" to i"enti$y t#e %or' culture n" t#e ttitu"e o$ employees to% r"s t#e m n &ement1 5ode &tyle #cceptance 91 COMMUNIC,TION/ 3ere %e %ere $ocusin& on t#e c# nnel o$ communic tion n" #o% e$$ective it is1 hannels of communication +arriers to communication :1 MOTI-,TION/ 3ere %e ime" t i"enti$yin& %#et#er t#e employees re &iven reco&nitionB ut#ority %it# responsi!ility1 ;1 W,+E* ,ND INCETI-E*/ 3ere t#e $ocus % s on i"enti$yin& %#et#er t#e % &es re $ irB ppropri te n" comp r tive to ot#er P*Us1 0ncentives ?actors for policy formation @1 JO( )IT/ We % nte" to i"enti$y %#et#er t#e 4o! tr its m tc# t#e person l tr its1 &kills of employee &kills required for job

8>1 TE,M (UILDIN+/ We % nte" to i"enti$y t# t %# t 'in" o$ %or' &roups e5ists n" %# t is t#e level o$ cooper tion mon& employees1 1roup formation 0nterpersonal relation 881 PER)ORM,NCE ,PPR,I*,L/ We % nte" to i"enti$y %#et#er it is $ ir n" e$$ective1 ?airness acceptance 871 *TRE** M,N,+EMENT/ T#is c te&ory %e % nte" to i"enti$y t#e stress level s %ell s t#e e$$ectiveness o$ copin& me sures1 effectiveness effect on productivity 8<1 DI*CILINE ,ND +RIE-,NCE REDRE*,L/ We % nte" to i"enti$y #o% e$$ective t#e &riev nce re"ress l m c#inery1 effectiveness

RE*PON*E/0 $he responses have been divided into two categories ) positive 'strongly agree and agree( and negative 'strongly disagree and disagree(. :o responses will be taken as negative responses.

+R,P3IC,L REPRE*ENT,TION O) T3E RE*ULT*

JO( *,TI*),CTION
JO( *,TI*),CTION 6O #$0O: :-"%& 2"!% 6"!% N O? 40&&#$0&?# $0O: @F.EJ @F.KD AJ.JK @F.IL

JOB SATISFACTION
30 % OF DISSATISFACTION 25 20 15 10 5 0 CC NJHPS RHEP LHEP 14.36 14.8 14.97 26.68

LOCATION

O )INDIN+* ,ND *U++E*TION*/0 ?rom the data collected related to this aspect, it has become clear that employee dissatisfaction is highest in the location 2"!%. $he employees believe that there is under utilization of their talent and less growth opportunities provided by the organization. $herefore it=s suggested that the employees are given more responsibilities keeping in mind their personal traits and also should be provided with more growth opportunities.

P,RTICIP,TI-E M,N,+EMENT
P,RTICIP,TI-E M,N,+EMENT 6O #$0O: :-"%& 2"!% 6"!% N O? 40&&#$0&?# $0O: AD.ED ED.JJ F@.EE AL.IF

PARTICIPATIVE MANAGEMENT
45 40 35 30 25 20 15 10 5 0 41.33 30.66 20.3 27.94

% of DISSATISFACTION

CC

NJHPS

RHEP

LHEP

LOCATION

)INDIN+* ,ND *U++E*TION*/0 #fter analyzing the data related to this field it becomes clear that dissatisfaction is again highest in 2"!%. $he employees believe that O%!: "O8&! is not functioning well and also the interpersonal relations need to be improved between executive and executive and between executive and supervisor. $herefore management must give proper attention to these problem areas.

WEL),RE ,ND *,)ETY

.!6?#2! #:4 &#?!$> 6O #$0O: :-"%& 2"!% 6"!% N O? 40&&#$0&?# $0O: @I.IF AF.EE EF.JD FA.CC

WELFARE AND SAFETY

45 40 35 30 25 20 15 10 5 0 42.55 34.6 24.33

% of DISSATISFACTION

19.94

CC

NJHPS

RHEP

LHEP

LOCATION

)INDIN+* ,ND *U++E*TION*/0 #fter analyzing the data related to this field it can be made out that here dissatisfaction is highest amongst the employees of 6"!%. $he employees, related to this aspect believe that the canteen and drinking water facility needs improvement. #lso the attitude of the medical staff towards the non* executive cadre needs to be improved. 5anagement must take corrective action by providing the basic facility of clean water and food and must change the attitude of medical staff and should encourage them to change their attitude towards the non*executive.

TR,ININ+ ,ND DE-ELOPMENT

TR,ININ+ ,ND DE-ELOPMENT 6O #$0O: :-"%& 2"!% 6"!% N O? 40&&#$0&?# $0O: @I.@J AA.EL AI.AK AJ.CJ

TRAINING AND DEVELOPMENT

30 % OF DISSATISFACTION 25 20 15 10 5 0 CC NJHPS RHEP LHEP 19.16 22.37 29.28 26.56

LOCATION

)INDIN+* ,ND *U++E*TION*/0 $he percentage of dissatisfaction is highest in 2"!%. $he problem area is that the employees think their training needs are not recognized as frequently as they should be. $he management must evaluate, by using some suitable method, the training needs of the employees. $raining is essential for performing the various activities in a systematic way so that the employees can become an invaluable asset to the organization. %re* training and %ost*training evaluations will give better insight into the whole procedure and hence will enable to trace the area that needs improvement.

LE,DER*3IP

LE,DER*3IP 6O #$0O: :-"%& 2"!% 6"!% N O? 40&&#$0&?# $0O: @J.FJ @J.JJ @C.LI @J.IC

LEADERSHIP
17 16.8 16.6 16.4 16.2 16 15.8 15.6 15.4 15.2 16.95 16.66 16.46

% OF DISSATISFACTION

15.79

CC

NJHPS

RHEP

LHEP

LOCATION

)INDIN+* ,ND *U++E*TION*/0 #fter analyzing the data related to this aspect, we get to know that employees are not really happy with the level of authority and they think that the level of upward communication is not effective. $herefore it=s suggested that the leaders should encourage employees more and set examples for their subordinates.

COMMUNIC,TION
COMMUNIC,TION

6O #$0O: :-"%& 2"!% 6"!%

N O? 40&&#$0&?# $0O: @C.LE @I.C@ ED.LL EJ.IE

COMMUNICATION
40 35 30 25 20 15 10 5 0 36.93 30.77 19.51

% OF DISSATISFACTION

15.73

CC

NJHPS

RHEP

LHEP

LOCATION

)INDIN+* ,ND *U++E*TION*/0 ?rom the data collected related to communication it is clear that the workers feel that they are not free and feel hesitant in communicating their views to their superiors. $hey also don=t take interest in reading the manuals and journals of the organization. $he management needs to make the communication effective. 0t must take corrective action by encouraging them to be more vocal about their views and by ensuring that their views are heard.

MOTI-,TION
MOTI-,TION

6O #$0O: :-"%& 2"!% 6"!%

N O? 40&&#$0&?# $0O: @J.DI @J.LE AI.IF AK.DK

MOTIVATION
30 % OF DISSATISFACTION 25 20 15 10 5 0 CC NJHPS RHEP LHEP 16.09 16.73 29.94 28.08

LOCATION

)INDIN+* ,ND *U++E*TION*/0 #fter analyzing the data related to this aspect it was found out that the employees believed that creativity and innovation wasn=t appreciated adequately and there was also dissatisfaction about the promotion policy. $herefore it=s suggested that the promotion policy be made more transparent and competitive. $here should also be more delegation of responsibility and authority.

W,+E* ,ND INCENTI-E*

W,+E* ,ND INCENTI-E* 6O #$0O: N O? 40&&#$0&?# $0O:

:-"%& 2"!% 6"!%

AA.EJ AJ.IC EC.I@ AI.F@

WAGES AND INCENTIVES

40 35 30 25 20 15 10 5 0 35.91 26.95 22.36 29.41

% OF DISSATISFACTION

CC

NJHPS

RHEP

LHEP

LOCATION

)INDIN+* ,ND *U++E*TION*/0 ?rom the data collected it was found out that employees felt that the incentives were not at par with other %&8=s. #lso the employees were clear about 1eneration 0ncentive &cheme. &o the management must make employees aware about this scheme.

JO( )IT
JO( )IT 6O #$0O: N O? 40&&#$0&?# $0O:

:-"%& 2"!% 6"!%

@@.JE @J.@E @K.JK F@.CC

JOB FIT
45 40 35 30 25 20 15 10 5 0 41.55

% OF DISSATISFACTION

11.63

16.13

18.68

CC

NJHPS

RHEP

LHEP

LOCATION

. )INDIN+* ,ND *U++E*TION*/0 ?rom the data collected related to this aspect it becomes clear that the employees thought that their talent was underutilized. &o it=s advised that the employees are given more responsibilities so that their full potential is utilized.

TE,M (UILDIN+
TE,M (UILDIN+ 6O #$0O: N O? 40&&#$0&?# $0O: @A.A@

:-"%& 2"!% 6"!%

@F.EI K.KJ @J.IE

TEAM BUILDING
18 16 14 12 10 8 6 4 2 0 16.93 14.39 12.21 8.86

% OF DISSATISFACTION

CC

NJHPS

RHEP

LHEP

LOCATION

)INDIN+* ,ND *U+E*TION*/0 ?rom the data collected related to this aspect it becomes clear that the employees thought that there was friction in interdepartmental working and work groups were not formed frequently. &o it=s suggested that the management should work towards achieving a work culture that helps to overcome the interdepartmental differences.

PER)ORM,NCE ,PPR,I*,L
PER)ORM,NCE ,PPR,I*,L 6O #$0O: N O? 40&&#$0&?# $0O: A@.A@

:-"%& 2"!% 6"!%

@A.FD AJ.CI @L.DC

PERFORMANCE APPRAISAL
30 % OF DISSATISFACTION 25 20 15 10 5 0 CC NJHPS RHEP LHEP 21.21 17.05 12.4 26.59

LOCATION

)INDIN+* ,ND *U++E*TION*/0 ?rom the data collected in this aspect it was found out that the employees felt that their appraisal wasn=t fair and also that they are not getting timely feedback. $he management must make sure that the appraisal is done fairly and it must be conveyed to the employees as well. &ome standards must be set and the appraisal must be done strictly according to those standards so that there is no chance of biasness. #t the same time timely and proper feedback should be provided to the employees so that they know where they stand and what improvement they need.

*TRE** M,N,+EMENT
*TRE** M,N,+EMENT 6O #$0O: :-"%& N O? 40&&#$0&?# $0O: A@.@I A@.LD

2"!% 6"!%

AL.AL EK.CL

STRESS MANAGEMENT
40 35 30 25 20 15 10 5 0 38.57 27.27 21.19 21.7

% OF DISSATISFACTION

CC

NJHPS

RHEP

LHEP

LOCATION

)INDIN+* ,ND *U++E*TION/0 #fter analyzing the data related to this aspect it became clear that the employees believed that the jobs assigned to them was of routine nature. $his was seen more in the supervisor category. $he management must make efforts to bring variety in their jobs. $he management can resort to -ob 2otation, -ob !nlargement or -ob !nrichment. +y using these methods more variety can be brought into their jobs and they will feel interested in the jobs which will help to reduce and manage their stress.

+RIE-,NCE REDRE**,L
+RIE-,NCE REDRE**,L 6O #$0O: :-"%& 2"!% N O? 40&&#$0&?# $0O: @C.DE AE.JC EA.@F

6"!%

FE.EJ

GRIEVANCE REDRESSAL
45 40 35 30 25 20 15 10 5 0 43.36 32.14 23.65 15.03

% OF DISSATISFACTION

CC

NJHPS

RHEP

LHEP

LOCATION

)INDIN+* ,ND *U++E*TION*/0

3R1 ,*PECT WI*E ,N,LY*I* )OR ECECUTI-E*

3R1,*PECT WI*E ,N,LY*I* )OR *UPER-I*OR*

3R1 ,*PECT WI*E ,N,LY*I* )OR WORKMEN

3R1 ,*PECT WI*E ,N,LY*I* )OR TOT,L OR+,NI6,TION