Perception

AMITY BUSINESS SCHOOL AMITY UNIVERSITY UTTAR PRADESH

EMPLOYEE’S PERCEPTION ABOUT THE ORGANISATION – MAP(INDIA) (2009) A REPORT SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIRMENT OF TWO YEARS FULL TIME MBA DURATION: 1ST MAY TO 30TH JUNE

SUBMITTED TO:

SUBMITTED BY:

MR. P.K. SHRIVASTAVA

POOJA MAHALAWAT

Metzeler Automotive Profile System

NALINI PANJWANI

Ghaziabad

ACKNOWLEDGMENT

The entire project from the very idea of it to the reality would not have been possible without the guidance and support of many people. I would therefore like to take this opportunity of experiencing my sincere and profound gratitude to all those people who helped me throughout the project. I would like to express my sincere gratitude to PROF. (DR.) DHASON ANTONY and other faculty members for their guidance and support throughout the project. This project would not have been completed without the expert guidance, encouragement, and valuable advice of Mr. P.K.Shrivastava (HR- HEAD) of MAPS INDIA for giving me an invaluable opportunity to start my project. I am also thankful to Mr. Nitin Bisht (Executive -HR) and all employees of MAPS with whom I interacted during my training and gained valuable inputs and learning. Our indebtedness to our parents will be very formal and inadequate in representing the depth of feeling of gratitude towards them and any literally expression seems just on official acknowledgment.

EXECUTIVE SUMMARY

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Human resources are the most important asset for an organization. The real competitive advantage for an organization comes from its employees. The Perception of employees for their organization determines their behavior which in turn affects the performance of the employees and the organization as a whole. The topic “employee’s perception about their organization” was been assigned by the organization itself. The main objective of the study was to measure the perception of employees about the organization at MAPS. Perception is defined as a process by which individuals select, organize, and interpret their sensory impressions, so as to give meaning to their environment. Perception is a complex cognitive process and differs from person to person. People’s behavior is influenced by their perception of reality, rather than the actual reality. For conducting the study data was collected through Questionnaire -designed on 6 factor Employees Perception Scale (EPS).The study was conducted on 130 staff members in all the three plants of MAPS INDIA. Data is analyzed unit wise and overall perception at MAPS INDIA was found out. On the basis of the study it was found out that most employees at MAPS INDIA have positive perception at MAPS. But still a proportion of employees are in the category of neutral and negative perception. So, the company’s step for changing the negative perception of its employees should be in the direction of giving more frequent nonmonetary rewards and recognition and motivating them so that a proportion of employees having negative or neutral perception can be changed to positive perception.

CONTENTS 3

1). OVERVIEW OF THE COMPANY •

HISTORY OF THE COMPANY…………………………………..5

•

METZELER INDIA…………………………………………….......7

•

ACHIEVEMENTS………………………………………………….11

2). INTRODUCTION……………………………………………………….......12 •

OBJECTIVES……………………………………………………….14

3). LITERATURE REVIEW……………………………………………………15 4). METHODOLOGY…………………………………………………………...23 5). DATA ANALYSIS •

FACTOR BASED DATA ANALYSIS……………………………..28

•

LOCATION BASED DATA…………………………………………38

•

PERCEPTION AT MAPS…………………………………………..45

6). RESULTS…………………………………………………………………….46 7). FINDINGS……………………………………………………………………49 8). LIMITATIONS OF THE PROJECT……………………………………….50 9). RECOMMENDATIONS…………………………………………………….51

10). ANNUXERS…………………………………………………….52 11). BIBLOGRAPHY……………………………………………….59

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HISTORY OF THE COMPANY COMPANY PROFILE The company, Metzeler Automotive Profiles India Private Ltd. (formerly BTR Wadco Automotive Pvt. Ltd.), started it’s sealing systems operations in November, 1993 as a joint venture between Schlegel Corporation , U.S.A. and Wadhwas Group, who were holding 60% equity of the company at that time. The company was initially set up to supply sealing systems to Maruti Udyog Ltd., a joint venture between Suzuki of Japan and government of India. Schlegel Corporation, doing business in the name and style “Metzeler Automotive Profile Systems” (hereinafter referred to as MAPS) progressively increased its share in the equity of the Company from 40% in 1993 to 100% in 1999. The sealing systems business of MAPS was bought over by CVC Capital Partners in March, 2000. In July, 2001, MAPS sold 26% of the equity stake in the Company to Toyoda Gosei Co. Ltd., another company of global repute. Currently MAPS is holding its part of equity in the company of 74% through “Automotive Sealing Systems S. A”. The company has been acquired by Cooper standard Automotive Inc., headquartered in Novi, Mich. USA, a global leader in each of its product lines. The Company is a manufacturer of high performance Automotive Body Seals and Glass Runs. The plant is located on the outskirts of Delhi at Sahibabad. It has the coveted ISO 9001 and QS 9000 quality systems certification and use world class ERP system. It has also recently been bestowed with the ISO 14001 and OHSAS 18001 certification in the field of environmental management and occupational health and safety management system. We have the ability to design, prototype and manufacture world class sealing systems for the automotive industry. The Company has the latest CAD facility to undertake design and development of static and dynamic seals for all automotive applications. It uses top end CATIA stations to design seals for car manufacturers. The Company is the Tier 1 vendor for most of the car makers. The product range of the

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Company is as under: ► Single Durometer Dense Weather strips like windshields and back window seals. ► Single Durometer Sponge Door seals like sponge door and dust seals. ► Dual Durometer Stamped Metal/ Wire Carrier Flange Mounted Bootseals and Door seals. ► Single/Dual Durometer Flocked/Low Friction Coated Glass runs. ► Rigid Metal Flocked Inner and Outer Waist belts. ► Architectural EPDM Gaskets.

MANUFACTURING SITES METZELER INDIA (PLANT INFORMATION)

REGD. OFFICE

301-302, Tolstoy House 15, Tolstoy Marg, N.Delhi SAHIBABAD UNIT

24-A Site 4 Sahibabad Industrial Area 19057 m2 Ghaziabad (U.P.) 103* Tel No. 0120-4181710, 2896393-400 315* Fax No. 0120-4181705, 2896406 (*as per dt.01.09.2008)

Plant size: Staff members: Operators:

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GURGAON UNIT

Plot No.-122, Sec-37 2138m2 Pace city Gurgaon (Haryana) 45*

Plant size: Staff members: Operators:

17*

Tel No. : +91(0)124 3950462 DHARUHERA UNIT

Plot No. -11, Industrial Estates 10200m2 Dharuhera (Haryana) Tel No. : +91(0)9254333869 / 9254333870

Plant size: Staff members: 40*

SALES TURNOVER Indian operations Worldwide

: 125 crores : 2.5 billion US dollars

METZELER INDIA PRODUCTS AND TECHNOLOGIES As a full service supplier of complete sealing systems to international OEMs, Metzeler Automotive Profile Systems is in control of the complete development and production process.

From the development of material, prototyping, tooling, testing and

simulation to mixing, extrusion and finishing – all these process steps are conducted directly at CSA. This ensures consistent and failure free processes and at the end, a safety functioning product. SEALING SYSTEMS - Flexible connection between the doors and passenger compartment and between the trunk lid and body protect the interior of a vehicle against the effect of weather and dust. Sealing systems guide the door window panes precisely and the low friction. They ensure sealing efficiency even at max speed. Sealing systems contribute toward a reduction of the drag coefficient and toward min wind noise. They meet exact design requirement of specific car types with regard to

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shape and surface of materials. Our sealing systems can be mounted quickly and easily and they provide smooth functioning of doors, windows hood, tailgate and sliding roofs. The product group rubber sheeting and compounds is also part of the sealing systems unit of Metzeler. WIRE CARRIER - This special product is used as a metal carrier in a number of applications such as car door seals, crash helmets, car seats and motor bike shields. Used in car seals, our wire carriers are designed to provide optimum seal quality and flexibility as well as weight reduction. STAMPED METAL - The use of this product is similar to wire carrier, with similar application. This product is to provide the optimum strength and flexibility and helps to retain the seal on the body profile. MANUFACTURING FACILITY ► Two intermix of 45.6 Ltr. Capacity ► One Banbury mixer with 86 Ltr. Capacity with auto loading of cartan, Caco3 and process oil and semi auto chemical weighing. ► 4 dual durometer extrusion lines, well equipped with Flocked/coating ► 4 single durometer extrusion lines ► Wire carrier unit ► 90 Pneumatic transfer presses ► 110 hydraulic transfer presses (15-25 ton capacity) ► 7 injection molding presses ► Power lack up of 3450 kva

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► MTD stations ► Effluent treatment plant ► Utilities like chiller, compressor, cooling tower etc. ► Mfg. Pro/ERP, Lotus, Notes, Internet Facilities. ► Compound testing & product test lab well equipped with reheometer (02) viscometer, UTM. & Microscope.

DESIGN FACILITY Metzeler India has latest CAD (Computer Aided Design) and FEA (Finite Element Analysis) facility to undertake design of static and dynamic seals for all automotive applications. It uses top end CATIA stations to design seals for carmakers and 2D, 3D mechanical drawings .Surface modifying, solid modeling, corner mould design, extrusion die design etc. It has global support for virtual methods/techniques such as CAD and FEA (Finite Element Analysis), rapid prototyping digital mockups (DMU) and simulations. Metzeler India has access to state of art testing facilities to conduct durability. acoustics/wind tunnel and other tests on rapid prototyped components to know before hand the performance of future products.

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VISION 2009 AD ► Be the largest manufacturer of best quality automotive sealing systems in India. ► Be the first choice company to our employees, customers, shareholders and suppliers. ► Be the clean and green company safeguarding the interest of stakeholders. ► Be the zero accident company.

MISSION Provide innovative and cost effective solutions exceeding the continuously increasing expectations of the global automotive industry by manufacturing world class quality components having best of human resources safe and environment friendly and manufacturing facility.

CORE VALUES ► Integrity ► Excellence ► Mutual respect ► Learning and growing opportunity ► Transparency ► Openness

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QUALITY, SAFETY, HEALTH & ENVIRONMENT (QSHE) POLICY & OBJECTIVE Policy Metzeler Automotive Profile India Pvt. Ltd. Design develops, manufacture & supply rubber sealing to automotive OEM car manufacturing industries. Company in committed to implement, maintain & continually improve. ► Quality management system to achieve customer’s satisfaction both in quality and value. ► Environmental management system to ensure prevention of pollution by adopting and Upgrading the operations that have minimal environmental impact ► Occupation health and safety management system to reduce occupational health and safety risk and hazards related to its employees and interested parties ► To comply or exceed applicable legal requirements & other requirements to which the Organization subscribed which relates to its environmental aspects

Objectives ► Continuous reduction in cost of quality by improving operational efficiency ► To promote cross-functional team approach throughout the organization for Continuous improvement ► Enhance employee awareness, involvement & motivation through necessary Information, instruction & training

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► Identification & control of improvement points related to employees, management Process, occupational health & safety through regular assessment ► Minimum hazardous material reduction in industrial waste & potential risk of illness & accidents to its employees ► Ongoing up gradations of QSHE management system by adhering to customers, social Expectations, applicable legislation & other requirements that company subscribe.

ACHIEVEMENTS

►QUALITY CERTIFICATION: ISO/TS – 16949, ISO-14001 OHSAS-18001. 2001 ► BEST HR PRACTICE NATIONAL AWARD (2nd BEST IN INDIA). 2002 ► MERIT AWARD OF QUALITY CIRCLE AT QC INTERNATIONAL CONVENTION IN INDIA . 2003 ►AWARD FOR SUPERIOR PERFORMANCE THROUGH KAIZEN. 2004 ►AWARD OF HONOUR FOR PROMOTING QUALITY CIRCLE FROM QCFI. 2005 ►EXCELLENT AWARD FOR QUALITY CIRCLE NATIONAL CONVENTION. 2005 ►MARUTI SUZUKI “KAIZEN AWARD” . 2006 ►QUALITY AWARD FOR TKM BEST SUPPLIER.

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2006 ►DELPHI AWARDED METZELER FOR TOP 4 SUPPLIERS. 2006 ►ALLIANCE SUPPLIER EVALUATION SYSTEM ‘B’ GRADE CERTIFICATION FROM RENAULT- NISSAN. 2007 ►EXCELLENT AWARD FOR QC NATIONAL CONVENTION. 2007 ►AUTO MONITOR- AWARD FOR BEST HUMAN RESOURCE INTIATIVE OF THE YEAR

(Partners In Progress).

2008 ► FORD Q1 CERTIFICATE 2008 ►INSSAN FIRST PRIZE FOR “BEST PRACTICES IN EMPLOYEES INVOLVEMENT” (Partners In Progress).

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INTRODUCTION 1) BACKGROUND OF THE STUDY

As Human Resources are the most important asset for the organization. Employee’s decisions and performance depends on their perception about the work culture, communication system, working conditions, e.t.c in their organization. In today’s competitive world it has become very important for the organization to retain the human resources so it has become important for the organizations to know and change the negative perception of their employees. The

topic

of

the

project

“EMPLOYEES

PERCEPTION

ABOUT

THEIR

ORGANIZATION” was assigned to me by the organization. I felt proud to work on this project as it gave me practical knowledge and real insight on the topic.

2) RATIONALE OF THE STUDY The reasons as to why I choose to do the project on employee’s perception were: o This is one of the most important topics in the field of Human Resource Management. o To have an in depth understanding of the factor this determines the employee’s perception about their organization. o Perception of employees is linked to the performance of the organization. o Perception of employees has negative relationship with attrition rate .if perception of employees in the organization is positive then there will be lower attrition rate.

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3) THE SCOPE The scope of the project can be subdivided in two perspectives i.e for me as an individual and for the organization MAPS(INDIA).

For Me As An Individual Through this project it was a great opportunity for me to learn about the topic Perception. Perception is a very important matter of concern in Human Resource. During this project I had the opportunity to interact with the dynamic managers, employees and workmen. They shared their views, HR practices (star performer, kaizen, partners in progress etc) which are being followed in the organization along with their perception about the organization based on various dimensions. I also learned what are the consequences of perception in an organization

For The Organization As we know that the performance of an organization and performance of its employees depends on the perception of its employees. The scope of this project for the organization is to keep a check on its attrition rate and increase employee’s engagement. As I have find out the reasons for negative perception of employees in the organization , working on which organization can change the perception of employees in the organization.

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OBJECTIVES OF THE STUDY The main objective of my study is to know the perception of employees at MAPS for their organization based on six factors.

Other objectives of my study were: To know the causes and reasons of negative and positive perception of employees in the organization. To suggest how negative perception can be changed to positive perception.

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LITER ATURE REVIEW: HUMAN RESOUECE MANAGEMENT ISSUES People are our greatest asset is a mantra that companies have been chanting for years. But only a few companies have started putting Human Resource Management Systems in place that support this philosophy. There are a number of challenges in the Indian industry which require the serious attention of HR managers to, ‘find the right candidate’ and build ‘ a conducive work environment’ which will be beneficial for the employees, as well as the organization. The industry is already under stress on account of persistent problems such as attrition, confidentiality, and loyalty. Other problems are managing people, motivation to adopt new technology changes, recruitment and training, performance management, development and compensation management. With these challenges it is timely for organizations to rethink the ways manage their people. Managing HR in the knowledge based industry is a significant challenge for HR managers as it involves a multi task responsibility. In the present scenario, HR managers perform a variety of responsibility. Earlier their role was confined to administrative functions like managing manpower requirements and maintaining rolls for the organizations. Now it is more strategic as per the demands of the industry.

MANAGING PEOPLE In view of the industry dynamics, in the current times, there is a greater demand for knowledge workers. Resumes abound, yet companies frequently search for the people who can make a difference to the business. Often talented professionals enjoy high bargaining power due to their knowledge and skills in hand. The attitude is different for those who are taking up responsibilities at a lesser age and experience. These factors have resulted in the clear shift in approach to individualized career management from organization career commitment.

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MOTIVATING THE WORKFORCE As the competition is growing rapidly in the global market, a technological edge supported by a talent pool has become a crucial factor for survival in the market. Naturally, as a result every organization gives top priority to technology advancement programs. HR managers are now performing the role of motivators for their knowledge worker to adopt new changes.

COMPETENCY DEVELOPMENT Human capital is a real asset for any organization, and this makes the HR role important in recruiting, managing, retaining the best. The HR department has a clear role in this process and determines the success tempo of any organization. An urgent priority for most of the organization is to have an innovative and competent HR pool, sound in HR management practices with strong business knowledge.

RECRUITMENT AND TRAINING Recruitment has become a major function from an imperative sub system in HR, particularly in the industry.HR managers play a vital role in creating assets for the organization in the form of quality manpower. Attractive new talent also is the top priority for software companys, but less so for smaller companies. Another challenge for HR managers is to put systems in place to make the people a perfect fit for the job. Skill redundancy is fast in the industry. To overcome this problem, organizations give the utmost priority to training and skill enhancement programs on a continuous basis. Many companies are providing technical training to the employees on a quarterly basis. These trainings are quiet useful also in terms of providing security to the employees.

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THE TRUST FACTOR Low levels of trust inhibit tacit knowledge sharing in the knowledge based industry. It is essential that our company takes more initiative to improve the security levels of the employees.

WORK LIFE BALANCE FACTOR Another dimension to the challenges faced by our company is the growing pace of talent acquisition. This aspect creates with it the challenge of a smother assimilation and culture binding of the new comers into the organization fold. The pressure of delivering the best of quality services in a reduced time frame calls for ensuring that employees maintain a work life balance

ATTRITION/RETENTION OF THE TALENT POOL One of the toughest challenges for the HR managers in the industry is to deal with the prevalent high attrition levels. Though there is an adequate supply of qualified staff at entry level, there are huge gap in the middle and senior level management in the industry. Further, the salary growth plan for each employee is not well defined. This situation has resulted in increased levels of poaching and attrition between organizations. The industry average attrition rate is 30-35 percent and could range up to 60 percent.

BRIDGING THE DEMAND SUPPLY GAP HR managers have to bridge the gap between the demand and supply of professionals. They have to maintain consistency in performance and have to keep the motivation levels of employees high, despite the monotonous nature of work. The same also leads to recurring training costs. Inconsistent performance directly affects revenues. Dwindling motivation levels lead to a loss of interest in the job and a higher number of errors.

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PERCEPTION In an organization perception plays a big role. When an employee believes something he/she feels

is true

he /she behaves accordingly and that plays a big role in

environment

of the organization and becomes the determinant of the attitude of

employees . For an organization employee’s perception is the reality as it is present in every organization and affects the future and working of the organization. Dealing with the question “what is perception?” It can be defined as “a process by which individuals select, organize and interpret their sensory impressions, so as to give meaning to their environment.” Perception has been defined by many psychologist and management gurus. Some of them defned perception as given below: According to Udai Pareek “perception can be defined as the process of receiving, selecting, organizing, interpreting, checking and reacting to sensory stimuli or data”. Stephen P.Robbins defines perception as “a process by which individuals organize and interpret their sensory impressions in order to give meaning to their environment”. Fred Luthans opines that “perception is an important mediating cognitive process through which persons make interpretation of stimulus or situation they are faced with”. Perception is a complex cognitive process and differs from person to person. People’s behavior is influenced by their perception of reality, rather than the actual reality. People’s individual differences and uniqueness are result of perceptual processes. Perceptual process takes place between the situation and the behaviour .Perception has its importance

in

understanding

the organizational behaviour

as other

psychological processes such as learning , motivation and personality gets affected by the way one perceives the situations. There is relationship between these sensations and perceptions. People familiarize themselves with the world around them through there senses .It is there sensory input ,which enables them to see ,hear or feel the sense in other objects .But mere sensory data is not enough for the person to make sense in order to understand the world around them . in comparison to sensation, perception is a much broader concept. Process of perception involves receiving raw data from the senses and then filtering,

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modifying the data completely through the process of cognition. The processes of perception consist of various sub processes such as confrontation, registration, interpretation and feedback. Some examples of difference between sensation and perception are: The same product may viewed by the inspector to be high quality and the customer finds it of low quality.

Therefore ,there may be marked difference between the

sensation and perception .That is why different people may have different perceptions about same situation.

SUB-PROCESS OF PERCEPTION: Perception is based on interaction among the persons situation. Therefore how we interpret or gives meaning to it is based on his existing knowledge as well as several other factors. The persons confirmation with the stimulus is the first sub process of perception .The sensation may be occurring due to the total sensory stimulation, physical or social-cultural environment .It represents the stimulus situation interacting with the person . In addition to this, there are internal cognitive processes of registration, interpretation, and feedback .During the registration phenomena, the physiological ability to hear and see will affect perception. The next sub process is interpretation: it is affected by various factors such as motivation ,learning, and personality of the person .Therefore on the basis of past experience person will interpret the situation .Further it is associated with the feedback ,it could be pat on the back of the subordinate; raised salary ,promotion ,or praise .The persons entire behaviour whether overt such as putting more hard work, being more punctual or covert developing own attitudes ,values. prejudice towards the other person depends on the feedback. The process of registration, interpretation and ,interpretation and feedback are complex processes occurring within the person which constitutes of the first part ; the resulting behavior and the consequences of this behaviour make up for final part.

Factors affecting perception Different individuals may perceive the same thing differently. Difference may arise due to factors associated with

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•

The perceiver :Attitude, Motives, Expectations etc.

•

The situation : Time, Place etc.

•

The target: Novelty, Background, Sound, size etc.

THEORIES OF PERCEPTION: ATTRIBUTION THEORY: This theory has been proposed to explain the ways we judge people differently ,depending on what meaning we attribute to a given behaviour. Basically the theory suggests that when we observe an individuals behaviour we attempt to determine whether it was internally or externally caused. Internally caused behaviour is those that are believed to be under the personal control of the individual. Externally caused behaviour is seen as resulting from outside causes that is person is seen having been forced into the behaviour by the situation . That determination, however, depends largely on three factors:

1. DISTINCTIVENESS: Refers to whether an individual displays different behavior in different situations that is this behavior is unusual. If it is, behavior is likely to be attributed to the external causes and behavior will probably be judged as internal.

2. CONSENSUS: If everyone who is faced in a similar situation responds in the same way we can say that behaviour shows consensus. If consensus is high you would be expected to give an external attribution to the employees behaviour whereas opposite behavior would be attributed to internal factors.

3. CONSISTENCY: Refers to responding in a same way in a over time .The more consistent the behaviour the more the observer is inclined to attribute it to internal causes.

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FUNDAMENTAL ATTRIBUTION ERROR: That is when we make judgment about the behavior of other people we have a tendency to underestimate the influence of external factors and overestimate the influence of internal or personal factors:

Self serving bias: There is a tendency for individuals to attribute there own success to internal factors such as ability or effort while putting the blame for failure on external factors, Such as luck.

SOCIAL IDENTITY THEORY: The perceptual process is an interesting combination

of our self perception and

perceptions of others. Increasingly experts around the world are discovering that how we perceive the world are how we perceive the world depends on how we define ourselves. The connection between self perception and perception of others is explained through Social identity theory. According to social identity theory, people maintain social by defining themselves in terms of the group to which they belong and have an emotional attachment. For instance someone might have a social identity as an Indian , a graduate of university of Delhi and an employee at Infosys. Everyone engages in this social categorization process because it helps to make sense where we fit in social world. Along with social identity, people have a personal identity characteristics that make them unique and distinct from people in any particular group .for instance a unusual achievement that distinguishes you from other people typically becomes personal identity personal identity refers to something about you as an individual without reference to a larger group. By perceiving yourself to be employee of Infosys , you are assigning characteristic to yourself that you believe is a characteristic of Infosys employee in general.

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Social identity is a complex combination of many membership arranged in a hierarchy of importance. One factor determining the importance is how obvious Our membership is in the group. We define ourselves by our genders ,race, age and other observable characteristics because people can easily identify our membership in those groups. Along with our demographic characteristics, groups status is typically an important on our social identity. Most of us want to have positive self image ,so we identify with groups that has higher status or respect.

Perceiving others through social identity: Social identity theory explains more than just how we develop self perception –how we perceive others. The social perception is influenced by three activities in the process of forming and maintaining our social identity: categorization, homogenization, differentiation.

Categorization : social identity is a comparative process and that comparison begins by categorization people into distinct group. By viewing someone as Indian will remove person’s individuality and instead see him or her as a protypical representative of the group call Indian. This categorization allows you to distinguish Indians and Chinese .

Homogenization: to simplify the comparison process, we tend to think that people within each group are very similar to each other.

Differentiation: social identity fulfills our inherent needs to have a distinct and positive identity –in other words , to feel unique and good about ourselves. To summarize the social identity process explains how we perceive ourselves and other people . we identify ourselves partly in terms of our membership in social groups. The process makes our social world easier to understand and fulfills are innate need to feel unique and positive about ourselves.

PERCEPTION AND DECISION MAKING:

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Individual in organization make decisions that is make choices from among two or more alternatives .top manager for instance recognize there organization goals etc. Making decision is not the sole province of manager ,non managerial employees also make decision that effect there job and the organization for which they work.these decision might include whether or not to come to work on any given day how much effort to put forward once at work. In addition in increasing number of organizatiom in recent years have been empowering there non managerial employees with job related decision making authority that in the past was reserved for managers alone. In decision making, therefore is an important part of organization behavior but how individuals in organization make decisions and quality of there final choices are largely influenced by the perception. Decision making occurs as a reaction to a problem so the awareness that the problem exists and decision needs to be made is a perceptual issue. Moreover every decision requires interpretation, evaluation of data. Which data are relevant to decisions and which are not the perception of decision maker will answer such question. Individual perception is not based on the way there external Environment actually is, rather, or what they see or believe it to be. it is employees perception of the situation that becomes the basis for his or her behavior. The employee who perceives is or her supervisor has a hurdle reducer who helps him or her do a better job and the employee who sees a same supervisor has big brother closely monitoring every motion will differ in there behavioral responses to there supervisor. The difference has nothing to do with the reality of the supervisor but the difference in employees behavior is due to different perception. What individual perceives from there work situation will influence there productivity more than will the situation itself. Therefore , to be able to influence productivity it is necessary to access how workers perceive there jobs. Absenteeism, turnover and job satisfaction are also reaction to the individual perception.

Failure to deal with

differences when individuals perceive the job in negative terms will result in increase absenteeism and turnover and lower job satisfaction.

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Factors affecting perception: Factors that influence perception, perceive and situation all these factors are of two kinds:

•

Internal(endogenous )factors

•

External (exogenous) factors

Internal factors: These factors reside in person concerned these includes:

Needs and Desires: individual perception about stimuli is influenced by interlay, his needs and desires at that time.

Personality: This affects what is attended or perceived in the given situation. Experience: while one’s successful experience enhances his or her perspective ability failure erodes his or her self confidence.

External factors: External factors relate to what is to be perceived and situation these are:

Size : principle of size says that larger the object the more is the probability that it is perceived size attracts the attention of the individual. Size establishes the dominances and enhances perceptual selection. E.g. Full page attracts more attention than a few lines in a classified section.

Intensity : principle of attention states that more intense this stimuli the more likely it is to be perceived eg. A loud noise or a strong odour will be noticed more than a soft sound and a weak odour.

Frequency: the repetition principle states that a repeated external stimulus is more attention getting than a single on it is for this reason that advertisers go for repetition advertising to gain the customers attention to there product.

Contrast : as per the contrast principle which stands out against the background will receive more attention . for eg plant safety signs with black lettering on a yellow background are more attention attracting.

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Status: people with high status often exerts more influence on the perception of the individual as compared to those holding low status.

Movement : movement principle states that people pay more attention to moving object than the stationery one. For eg: people will be more attracted by a running train than one standing at the platform.

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METHODOLOGY An empirical study was conducted to know the employee’s perception about the MAPS, the company they work in. The research was conducted at all the three units of MAPS i.e at Sahibabad, Gurgaon and Dharuhera. The whole research was based on the primary data collected and random sampling technique was used by visiting personally to the staff members and shop floor operators. A sample of 80% of the staff members was taken which constituted a group of 130 employees who were invited from all the three plants of the company. Using the 6 factor EPS (Employees Perception Scale) a structured questionnaire was designed. Questionnaire was translated in Hindi for the convenience of shop floor operators. Observation, interviews and brainstorming were tools which complimented the questionnaire. A Likert 5-point scale of strongly agree, agree, neutral, disagree and strongly disagree was used to answer the question/scale of the questionnaire. In analysis of the data collected the final results are in the terms of positive perception, neutral perception and negative perception. Positive perception is obtained by strongly agree and agree options, neutral by neither agree nor disagree and negative perception by disagree and disagree scales of the Likert 5-point scale.

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SIX FACTORS OF EMPLOYEES PERCEPTION SCALE (EPS): The six EPS/survey variables 1. confidence and

Criterion for implementation of EPS in an organization 1. Pride

Question items of employee perception survey Q1. Working for

trust in the

organization gives me

organization (CTO)

pride? 2. Supplier status

Q3. Company values for my safety and care for my well being? Q4. The customer can

3. Customer satisfaction.

rely on company for outstanding quality, service and value?

4. Resource management.

Q9. Company attracts and retains outstanding employees? Q13. You understand the

5. Physical working condition

value and principle that guide an organization? Q16. Company has sufficient opportunity to

6. Value system

grow its business? Q11. Company has reached preferred

7. leadership and vision.

supplier status? Q15. Employees enjoy working at Metzeler?

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2. Interest in the

1. Time management.

Q6. Management

employees

respects employee’s time

future(IEF)

and helps in managing time effectively? Q14. Company has 2. Training and education and learning activities.

3. Teaching

1. Positive attitude towards work

winning strategy in its training?

Q2. Problem at

employees to solve

organization is my

problem (TESP) 4. communicating

problem? Q7. The company

1. Information and analysis.

information and

provides me with

needs in the

information I need to

organization

make good decision?

(CINO)

Q8. In organization we 2. Structure and procedure.

keep organization structure simple by keeping small teams? Q5. The company

3. Proper feedback and response

listens well and responds quickly to my feedback?

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5. Actively seeking for employees ideas

1. Determining improvement projects.

Q17. What are the 2 things you would like to

and opinions

change in your

(ASIO)

organization to make it a better working place? 2. Performance measures.

Q12. Employees give enthusiastic referrals for the company? Q18. Company has effective and successful

6. Recognising

1. Competent project teams.

employees involvement and accomplishments

strategy for its growth? Q10. Employees are fairly rewarded for their

2. Performance rewards.

(REIA)

contribution and loyalty towards the company’s long term success?

3. Trust.

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Data Analysis

32

FACTOR BASED DATA:

1.

CONFIDENCE AND TRUST IN THE ORGANISATION INCLUDES:

SNO. SUB-FACTOR 1.a pride in working

No. %

1.b

Good physical working condition

No. %

1.c

Customer satisfaction

No. %

1.d

value system of the organization

No. %

1.e

Supplier status of the organization

No. %

1.f

Company retains good employees

No. %

SA 47 36.15 % 33 25.38 % 36 27.67 % 47 36.15 % 20 15.39 % 34 26.14 %

A 77 59.25 % 81 62.32 % 72 55.38 % 77 59.25 % 60 46.15 % 73 56.15 %

NAD 3 2.30%

D 3 2.30%

SD 0 0%

9 6.93%

3 2.30%

4 3.08%

21 16.15 % 5 3.87%

0 0%

1 0.76%

1 0.76%

0 0%

22 16.83 % 18 13.84 %

22 16.83 % 5 3.87%

6 4.60% 0 0%

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CUSTOMER SATISFACTION

P RIDE 2% 0%

0%

2% 37%

SA

16%

1% 28%

A

A

D

NAD

SD

59%

D

NAD

Employees feel pride working in MAP.

PHYSICAL WORKING CONDITION 3% 2% 7%

63%

25%

Good working condition.

SA

SD 55%

Customer satisfaction is high.

RETENTION 4% 14%

0% 26%

SA

SA

A

A

NAD

NAD

D

D

SD

SD

56%

Retention of good employees in the organization

34

SUPPLIER STATUS

V A LU E SYSTEM

5%

1% SA

4% 0% 36%

SA

A

A

N AD D

59%

15%

17%

NAD D

17%

SD

SD 46%

Belief in the value system of the

MAPS has reached Preferred supplier

Organization.

Status.

PERCEPTION TOWARDS THE FACTOR “CONFIDENCE AND TRUST IN THE ORGANISATION” FOR MAPS:

35

CONFIDENCE AND TRUST IN ORGANISATION N 10%

NP 5%

PP N NP

PP 85%

2. COMPANY’S INTEREST IN EMPLOYEES FUTURE (IEF) CONSTITUTES OF:

36

Sno. Sub-factor

SA

A

NAD

D

SD

2.a

22 16.93% 30 23.07%

79 60.76% 83 63.84%

20 15.38% 9 6.93%

8 6.15% 4 3.08%

1 0.76% 4 3.08%

2.b

Training programs No. % Time management No. %

TIME MANAGEMENT 3% 7%

TRAINING 6%1%

3% SA

17%

15%

SA

23% A

64%

A

NAD

NAD

D

D

SD

SD

Management values employees time

61%

Perception of training programs.

PERCEPTION ABOUT “COMPANY’S INTEREST IN EMPLOYEES FUTURE” FACTOR OF THE MAPS:

37

INTEREST IN EMPLOYEES FUTURE N 11%

NP 6%

PP N NP

PP 83%

3.TEACHING EMPLOYEES TO SOLVE PROBLEM (TESP):

38

SNO. SUB - FACTOR 3.a

Positive attitude towards work and problem

SA No. 60 % 46.15 %

A

NAD

D

SD

47 36.15 %

10 7.69 %

5 3.84 %

8 6.15%

PROBLEM SOLVING 4% 6% SA

8% 46%

A NAD D SD

36%

Making everybody part of the problem

PERCEPTION OF EMPLOYEES ABOUT THIS FACTOR IN MAPS

TEACHING EMPLOYEES TO SOLVE PROBLEM 10% 8% pp n np 82%

4. COMMUNICATING INFORMATION AND NEEDS IN ORGANISATION (CINO) INCLUDES:

39

SNO. SUB – FACTOR 4.a Providing information 4.b

Giving Feedback to employees

4.c

Structure of organization and working in team

SA No. 30 % 23.07 % No. 36 % 27.69 % No. 25 % 19.24 %

FEEDBACK 9%

A 82 63.07 % 73 56.15 % 57 43.84 %

NAD 10 7.69 % 11 8.46 % 10 7.69 %

D 3 2.30%

SD 5 3.87%

5 3.85%

5 3.85%

28 21.54 %

10 7.69%

INFORMATION 4% 8%2%

4%4% 27%

23%

SA

SA

A

A

NAD

NAD

D

D

SD 56%

Responding to feedbacks given by employees.

63%

SD

Providing information to employees for good decision making.

40

TEAMWORK 8%

19% SA

21%

A NAD D

8%

SD 44%

Simple structure of the organization and team spirit.

PERCEPTION OF EMPLOYEES TOWARDS THE FACTOR AT MAPS:

COMMUNICATING INFORMATION AND NEEDS TO EMPLOYEES NP 14% N 9% PP N NP

PP 77%

41

5. ACTIVELY SEEKING FOR EMPLOYEES IDEA AND OPINIONS (ASIO) INCLUDES:

SNO. SUB –FACTOR 5.a Referrals by employees

SA A No. 23 79 % 17.87% 60.76%

NAD D SD 22 3 3 16.82% 2.30% 2.30%

REFRRALS 2% 17%

2% 18%

SA A NAD D SD

61%

Seeking active referrals from employees .

PERCEPTION OF EMPLOYEES IN REGARD ASIO IS: ACTIVELY SEEKING FOR EMPLOYEES IDEAS AND OPINIONS

N 17%

NP 4%

PP N NP

PP 79%

42

6. RECOGNISING EMPLOYEES INVOLVEMENT AND ACCOMPLISHMENT:

SNO. SUB –FACTOR 5.a Employees are fairly rewarded

SA No. 31 % 23.84 %

A 80 61.54 %

NAD 10 7.69 %

D 5 3.85 %

SD 4 3.08%

REWARDS 8%

4% 3% 24% SA A NAD D SD 61%

Employees are fairly rewarded for contribution and achievement.

PERCEPTION OF EMPLOYEES AT MAPS:

43

REWARD AND RECOGNITION SYSTEM

8%

7%

PP N NP

85%

LOCATION BASED PERCEPTION OF EMPLOYEES 1) PERCEPTION OF EMPLOYEES AT SAHIBABAD UNIT OF MAPS (INDIA):

OVERALL PERCEPTION OF EMPLOYEES AT SAHIBABAD PLANT 2% 10%

2% 26%

SA A NAD D

60%

SD

44

TOTAL PERCEPTION OF EMPLOYEE AT SAHIBABAD PLANT

10%

4%

pp n np

86%

Reasons for positive perception at Sahibabad unit: 

Implementation of partners in progress (12%).



Kaizen & star performer concept (9%).



Increased market share and expansion of business due to global presence (86%).



Good leadership and effective management (16%).

Reasons for negative perception at Sahibabad plant: 

Communication gap (17%).



Team work (16%).



Training program (13%).



Cooperation and respect among employees (13%).

45

2) PERCEPTION OF EMPLOYEES AT GURGAON UNIT:

EMPLOYEESPERCEPTION ATGURGAONPLANT 6%

4%

pp n np 90%

Reason for positive perception at this loction: 

Talented staff(37%).

46

Reasons for negative perception: 

Lack of team spirit(37%).



Communication gap: no timely action(28%).

3) PERCEPTION OF EMPLOYEES AT DHARUHERA PLANT:

PERCEPTION OF EMPLOYEES AT DHARUHERA PLANT

7%

6% 2%

38%

SA A NAD D SD

47%

47

PERCEPTION AT DHARUHERA PLANT

7%

8%

PP N NP 85%

Reasons for positive perception at Dharuhera plant: 

Confidence in company’s strategies and future growth (82%)



New projects taken and increasing sales and production (42%).



Promotion of operators to staff-enhanced self esteem.



Lot of new recruitments.

Negative perception at this plant: 

Unstable workforce.



Canteen facility (41%).



Housekeeping and physical working condition (16%).

48

4) PERCEPTION OF SHOP FLOOR OPERATORS AT SAHIBABAD PLANT:

PERCEPTION OF SHOPFLOOR OPERATERS

10%

3% SA

8%

A 46%

NAD D

33%

SD

49

PERCEPTION OF SHOPFLOOR OPERATORS 13% 8% PP N NP

79%

Positive Perception of operators at Sahibabad plant:  Expansion of the business of MAPS : it has managed to grow from one plant to 3 plants(30%).  Good financial condition of the company(10%).  Hard working and committed employees(12%).  Increasing sales (27%).

Negative Perception of operators at Sahibabad plant  Canteen facility- Quality of food(15%).  Need better maintenance of existing machines, tools and system(15%).  long break time to casual workers(22%).

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PERCEPTION OF EMPLOYEES AT MAPS (INDIA). BASIS OF PERCEPTION-EMPLOYEES PERCEPTION SCALE (EPS):

CONFIDENCE AND TRUST IN ORGANISATION

RECOGNIZING EMPLOYEES INVOLVEMENT AND ACCOMPLISHMEN T

INTEREST IN EMPLOYEES FUTURE

PERCEPTION OF EMPLOYEES AT MAPS(INDIA)

ACTIVELY SEEKING IDEAS AND OPINIONS OF EMPLOYEES

TEACHING EMPLOYEES TO SOLVE PROBLEM COMMUNICATIN G INFORMATION AND NEEDS IN ORGANISATION

51

RESULTS: POSITIVE PERCEPTION AT MAPS (INDIA):

52

POSITIV E PERCEPTION OF EM PLOYEES ABOUT ORGANISATION AT M APS 92%

90%

90% 88%

86%

86%

85%

85%

84% 82% 79%

80% 78% 76% 74% 72% GUR GA ON

SA HIB A B A D DHA R UHER A OPER A TOR S

M A PS

NEGATIVE PERCEPTION AT MAPS (INDIA):

53

NEGAT IV E PERCEPT ION OF EM PL OYEES ABOUT ORGANISA T ION AT M APS 13%

10% 8% 6% 4%

8% 4%

7%

4%

MA PS

S OR PE RA T O

DH AR UH ER A

AO RG GU

SA H

N

2% 0% IB AB AD

PERCENTAGE

14% 12%

NUETRAL PERCEPTION AT MAPS (INDIA)

54

NUETRAL PERCEPTION OF EM PLOYEES AT M APS(INDIA) 12%

10%

PERCENTAGE

10% 8%

8%

8%

7%

6%

6% 4% 2%

M AP S

RS PE RA TO O

DH AR UH ER A

N AO UR G G

SA H

IB AB AD

0%

FINDING FROM THE STUDY

55

From the study it can be concluded that at MAPS (INDIA) most of the employees are having positive perception towards the organization on the basis of six factors of EMPLOYEE PERCEPTION SCALE (EPS). Only 7% perceives negatively while 85% perceives positively about the organization. On an average 8% of employees hold neutral perception for the organization.

These are the major findings:

1) Employees in MAPS have negative perception about being preferred

supplier

but they still believe that organization will grow and

prosper in the future. 2) Proper training needs are to be identified and more technical and

behavioral training programs are to be conducted. 3) Employee’s perception about customer satisfaction is very high i.e.

about 83% though they believe that they are not the preferred suppliers. 4) Employee’s perception towards teamwork and organization structure

is negative i.e. about 29% holds negative perception for the team spirit.

LIMITATION:

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1. Non- inclusion of some employees due to shift problem.

2. Reluctant behavior of employees to give true feedback due to busy schedule. 3. Biased feedback by some employees. .

RECOMMENDATIONS

57

 More effective communication system reducing the communication gap (Response to feedback)  Consideration of good and innovative ideas and suggestion from employees.  More effective and stable long term planning.  Improving motivation level through presentations, workshops and

seminars.  More frequent non monetary rewards for good performance and achievements.  Right training for right person.  Increase team spirit among employees. and conduct more team

building exercise.  Providing conveyance to employees to the company.

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ANNEXURES

59

ENGLISH QUESTIONNAIRE OPENING LETTER Dear Sir/Mam, We invite your participation in this organizational survey on ‘employee perception about the organization-MAPS’. This questionnaire is an integral part of the survey which will help us identify the views of both staff and operators on the above mentioned topic. Through this questionnaire we hope to compare the theory and on- ground reality behind such concept. The questionnaire should take about 6-7 minutes to complete. We therefore request you to spare few minutes of your precious time to complete the questionnaire. The information provided by you will be treated as confidential. Yours sincerely NALINI PANJWANI POOJA MAHALAWAT

QUESTIONNAIRE

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FOR STAFF OF METZELER AUTOMOTIVE PROFILE INDIA PVT. LTD. Guidelines: 1. Please answer all the questions. 2. Tick mark only one suitable answer. 3. In the following questionnaire SA:-Strongly agree A: - Agree NAD:-Neither agrees nor disagrees D: - Disagree SD: - Strongly disagree NAME (optional): DESIGNATION: Sno. 1 2 3

Question Working for Metzeler gives me pride? Problem at Metzeler is my problem? The company values my safety and care for my well

4

being? The customer can rely on company for outstanding

5

quality, service and value? The company listens well and responds quickly to my

6

feedback? Management respects my time and helps me manage

7

my time effectively. The company provides me with information I need to

8

make good decision. At Metzeler we keep organizational structure simple

9 10

by keeping small teams. Company attracts and retains outstanding employees? People are fairly rewarded for the contribution and

11 12 13

loyalty towards the company’s long term success. Metzeler has reached preferred supplier status? I provide enthusiastic referrals to the company? I understand the value and principle that guide

14 15

Metzeler? The company has winning strategy in its training? Do you enjoy working at Metzeler?

SA A NAD D SD

61

Qno. 16:- In your opinion, do you think Metzeler has sufficient opportunities to grow its business? Support your answer with reason.

Qno. 17:- What are the two things in METZELER you would like to change to make it a better working place.

Qno.18:- Do you think Metzeler management has effective and successful strategy for its growth? Give at least two examples.

Descriptive Information Qno19. How long have you been an employee of the company? •

Less than one year

•

One to five year

•

Five to ten year

•

Ten years or more

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Qno20. At what location do you work? •

Sahibabad

•

Dharuhera

•

Gurgaon

Thank you for your time in completing the questionnaire. Employees perception survey, 2009

x

HINDI QUESTIONNAIRE ip/ya saaiqayaao , Aapsao AnauraoQa hO kI Aap Apnao vyast samaya sao kuC va@t inakala kr inamnailaiKt ivaklpao ko AaQaar pr p/SnaavalaI pUrI kr do.Aapko Wara dI gayaI saUcanaa gaaopnaIya rKI jaaegaI.

63

naama ( vaOkilpk ) : ivaBaaga : inad-oSa : saBaI p/Snaao ko ]<ar donaa Apoixat hO. kovala ek hI ]<ar pr icanh lagaae. Jsa p/SnaavalaI mao inamnailaiKt ivaklpao ko AaQaar pr AapkI QaarNaa kao samaJaa jaaegaa. ivaklp :  PaUNa-t: sahmat : 1  sahmat : 2  kaoJ- ivacaar nahI : 3  Asahmat : 4  PaUNa-t: Asahmat : 5 kRPyaa inamnailaiKt p/Snaao ko ]<ar doM : k/Mmaa p/Sna 1 2 3 4 5 k p/Sna : maOPsa ko ilayao kama krnao mao kma-caairyaao kao gavahaota hO . p/Sna : maOPsa kI samasyaa maorI samasyaa hO . p/Sna : maOPsa kma-caairyaao kI saurxaa AaOr doKBaala kao mah
64

p/Sna : p/Sna : p/Sna : p/Sna :

p/Sna : p/Sna : p/Sna : p/Sna : p/Sna :

Apnao samaya ko p/baMQana maoM madd krta hO. kMpnaI Wara dI gaJ- jaanakarI mauJao AcCa inaNa-ya laonao maoM madd krtI hO . maOPsa CaoTI TImaoM rKkr saMgazna saMrcanaa kao saaQaarNa rKtI hO. kMpnaI AcCo va maohnatI kmacaarIyaaoM kao barkrar rKtI hO. kMpnaI BaivaYya maoM lambaoM samaya kI saflata ko ilayao inaYzapUNa- AacarNa AaOr yaaogadana ko ilayao kma-McaarIyaaMo kao purskRt krtI hO. maOPsa pMsadIda saPlaayar str pr ph^uca gayaI hO. Aap ApnaI kMMMpnaI ko ilae ] %saahSaIla saMd-Ba doto hO. kma-caarI maOPsa ko isaMwataoM eMvama maUlyaao kao samaJata hO. kma-caarI kMMMpnaI kI p/iSaxaNa rNanaIit kao samaJata hO. Aapkao ApnaI kMMMpnaI maoM kaya- krnao mao Aannad Aata hO.

p/Sna : @yaa Aap ko ivacaar mao yah kMMMpnaI ] nnait ko pqa pr hO AaOr kOsao ?

p/Sna : kMMMpnaI kI kaOna saI dao icaja,o Aap badlanaa caahoMgao ?

65

p/Sna : @yaa Aap ko ivacaar mao maOPsa kI naIityaa p/BaavaSaalaI va safla hO, ,, kOsao, ?

p/Sna : Aap iktnao samaya sao maOPsa maoM kama kr rhoM hOM ?  1 saala sao kma  1 sao 5 saala  5 sao 10 saala  10 saala sao jyaada

Qanyavaad .

BIBLOGRAPHY:  ORGANIZATIONAL BEHAVIOR-STEPHEN .P.ROBBINS.  ORGANIZATIONAL BEHAVIOIR-LM PRASAD.  ORGANIZTIONAL BEHAVIOR-S S KHAN.

66

 REASEARCH METHODS FOR BUSINESS STUDENTS-MARK SAUNDERS, PHILIP LEWIS, ADRIAN THORNHILL.

WEBSITES:  WWW.GOOGLE.COM (INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCEAND ENGINEERING MANAGEMENT, VOL. 2 (2007) NO. 3, PP 229- 238)  WWW.CITEHR.COM

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