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EVALUATION OF MANPOWER CONTRIBUTION IN SUCCESS OF

ORGANISATION, PLANNING TO ENTER INTO NEW MARKET SEGMENT-


THE CASE STUDY OF ART OF LIVING FOUNDATION PLANNING TO ENTER
ANDHRA PRADESH

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1.0 Chapter 1: Introduction

1.1 Introduction:

Every organisation is forced to capture new market segment with the help of
rapid growth and intense competition of the market. The key purpose of this
extension is to increase the market share and incorporating new organisational
structure (Huselidet al. 1997). However it is problematic for the non-profit
organisation to penetrate into the new market on the basis of only introducing
presence. Therefore, it is crucial for this type of organisation to gather adequate
information about target market and design the workforce according to the
requirements of that market that the organisation can be ready to face new
challenges into new market segment. There are many significant factors that
have impact on extension of the organisation such as, capital, human resource,
location, equipment etc. Among them manpower is the most effective factors,
which is also controlled by other influential factors like, motivation, job
satisfaction and fulfilment of needs (Geareet al. 2006). It is the sole
responsibility of the human resource department of the organisation to provide
right and potential manpower that can be the strength of the organisation to
perform better in entering new market (Herzberg, 1976).

The human resource department channelize the resources and operates in


effective strategies to provide appropriate and potential manpower to the
organisation in an efficient and cost effective manner.Yusoffet al. (2009) has
stated thatIt also meets the necessities of the organisation as well as the
workforce. Moreover, it is the responsibility of the human resource department
to motivate and train the new employees as they can understand the goals and
objectives of the organisation towards its market expansion.

1.2 Focus of the study:

The key focus of this current research study is to evaluate the importance of
manpower contribution in a non-government organisation, art of living
foundation in entering new market segment. It also focuses on the strategic
implementation and other important steps to maximise the contribution of the
workforce by motivation and training programs that their potential contribution

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can assists the organisation in facing several challenges at the time of entering
new market.

1.3 Research aims and objectives:

The research aims and objectives help the organization to choose the right path
to meet the objectives. It also can focus the areas to address, in order to
implement the strategies that cover all the issues related to the primary
objectives of the organization.

1.3.1 Aims of the study:

The primary aim of the project is to evaluate the importance of manpower


contribution towards the success of NGO planning towards social responsibilities
to enter into the new market segment in India.

1.3.2 Objectives of the study:

The primary objectives of this current project are:

1. To critically identify the importance of manpower contribution towards the


success of the NGO in establishing it into the new market segment by
going through mail survey method.
2. To find out the reason why people are less motivated in the activities of
NGOs and the process how they get motivated to provide their best
performance to reach to the target of the organization through mail
survey method.
3. To identify the process how the art of living foundation address the issue
of manpower motivation that they can give their best performance, in
order to get best outputs in meeting the organizational goal through the
method of survey.

1.4 Research question:

1. What is meant by manpower contribution?


2. How does it work by mail survey in entering into new market?
3. How does the organisation motivate its employees to provide best
performance, in order to produce best output towards entering into new
market, Andhra Pradesh?

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1.5 Rationale of the study:

The relationship between administration of an organisation and its employees is


directly proportional within the organisation. The significant involvement of
higher number of employees towards the a particular agenda with proper
orientation and efficient leadership make it more capable in producing effective
output. In general, an appropriate manpower planning and its contribution are
related to each other. Thus, relevant manpower planning can make the
workforce an effective contribution towards the organisational goal. Thus, the
management of the organisation will be capable to utilise, evaluate and retain
right workforce with the help of proper manpower planning and utilisation that
may help the organisation to enter into new market place with its great
contribution.

The key rationale behind this project is to evaluate the contribution of workforce
of the organisation towards the several challenges that the organisation can face
at the time of entering into new market segment. The current project can also
help the management of the organisation to make out the contribution of
potential manpower that assists them in making strategies to channelize them
towards better performance of the organisation.

1.6 Structure of the study:

The current research is divided into five relevant chapters that together analyse
the importance of manpower contribution in overall success of the NGO planning
to enter into the new market segment.

The first chapter is all about the brief introduction about the topic that also
contains the related components of the whole research study. This chapter has
utmost important as it sets the aim and objectives of the study. The researcher
also focuses on the research question that comes in the supportive format. The
answer of this question can enable the researcher to meet its objectives.

The second chapter states about the theoretical evidences associated with the
topic. These theories help the researcher to implement the ideas into the
research, in order to conduct the research successfully. Several theories are
analysed to fetch out the gap of the previous research.

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The third chapter deals with the methodology of conducting the research. The
researcher selects suitable methods by effective assessment of which method is
appropriate to find out the answer of the research questions. The chapter also
provides the implication and execution of the research procedures. It covers
research philosophy, research design, research approach and data collection
method.

The fourth chapter is data analysis and findings. Here, the researcher analyses
the data with help of graphs and themes. The detailed analysis helps the
organisation to identify the reason of its current position and thus assists the
researcher as well as the organisation to improve the area for better
performance.

The fifth chapter deals with conclusion and recommendation of the whole
research study. The conclusion is drawn by the researcher after analysing the
collected data in detail. It also focuses on how their research can help the
organisation in meeting its primary objectives. This chapter also highlights the
future scope of the study, focusing on the area uncovered by the current
research.

1.7 Choice of organization:

The present project is conducted on a non-government organisation, “Art of


Living Foundation” that is trying to enter into Andhra Pradesh, in order to
establish their ideologies. The key function of this organisation is on
humanitarian principles such as, stress management and human services (The
Economic Times, 2013). The headquarter of this organisation is situated in
Bangalore. It was founded by Sri Sri Ravi Shankar in 1981 and it was formulated
by the humanitarian projects that are based on human ideologies. The company
is now trying to expand its presence to Andhra Pradesh, in order to hike the
standard of living of the residents.

1.8 Ethical consideration:

The researcher conducts the research by following and maintaining all types of
ethics that are required to follow. Firstly, it is crucial to ensure that the collected
data are no used for any commercial purpose. The author has followed all ethical
issues to gather reliable and valid data at the time of conducting the survey. The

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researcher has gone through an appropriate manner while collecting data from
the secondary resources such as, online journals, books and related websites of
the topic as well as the companies. All the data are extremely confidential and
confirmed to keep under security.

1.9 Chapter summary:

The first chapter describes the reasons of conducting the research study. The
author has set an appropriate aim and related three objectives, along with three
supportive research questions to meet the research goal. Setting a proper aim
and is related objectives helps the researcher to reach to the desirable
conclusion of the study. The rationale of the current research work states about
the concept of the topic, its importance to conduct as a research and role of this
research to help the researcher, in order to link with ultimate objectives. The
structure of the research gives an overview about all the chapters of the whole
dissertation. The author has also mentioned the background of the research as
well as the industry, along with the ethical issues that the researcher has
followed while conducting the research.

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Chapter 2: Literature Review

2.0 Introduction:

This chapter contains the detailed theoretical evidences regarding the topic,
manpower contribution towards the success of the organisation. The chapter
also includes all other components of the manpower management like
motivation, performance appraisal, recruitment and selection process etc. The
organisation has attempted to enter into the new market segments. Thus,
manpower contribution can be effective reason for its success towards the
expansion of its existence to Andhra Pradesh.

2.1 Manpower:

Manpower is termed generally as the supply of sufficient personnel for the


certain job or task allocated to the persons. It focuses on the strength of the
organisation to fulfil the requirements in terms of workforce. Sufficient number
of work force helps the organisation to complete the planned activities within
pre-set time interval. From economic perspective, manpower is described as the
total labour force of a nation. If the number is excess rather than the
requirements it is called surplus where less number of labours than required can
be termed as deficit.

2.2 Importance of manpower:

Manpower is a crucial part of the organisation to reach towards its success with
the effective utilisation of manpower according to the objectives and
organisational goals (Jacsonet al. 1976). However optimal number of manpower
in organisation is also important to be maintained, in order to execute the plans
of the organisation towards the responsibilities. There are many implications of
adequate manpower contribution towards the goal of the organisation through
appropriate strategic planning for future projection (Nilakantanet al 2011).

Productivity:

Nirmala and Jeeva (2010) have stated that productivity is a key issue of the
organisation that relates the company with its available workforce. Manpower is
the other name of productivity. The higher the people are involved into the
organisation and related projects, faster the projects can be completed or the

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higher number of projects can be executed or undertaken. It increases the cost
factors like wages, training cost etc. conversely the lack of sufficient manpower
can prevent the task to be completed within time (Parthasarathyet al. 2010). It
can reduce the revenue as well as profitability and productivity of the firm
whereas for the non-profit organisation like NGOs, can be affected negatively
from inadequate manpower to fulfil their objectives by delaying execution of
plans.

Safety:

Ismailaet al. (2009) has noticed that safety is the issue that all the employees
seek to know from the organisation before joining into it. Sufficient number of
skilled workers does not generally need to work in high number of overtime as
the responsibilities or tasks are divided into them in equal part. This helps the
workers in remaining less stressed and more alert about changes that assists in
enhancing the capabilities to provide high quality of products and services. In
case of that, the workers are more interested in knowing the safety issues and
policies especially for the physically challenging works. An appropriate
compensation policy can also help the organisation acquiring potential
employees by providing them a certain level of security as needed by the
candidates (Nirmala and Jeeva, 2010).

Options and innovations:

Sufficient number of manpower helps the organisation in focusing on more


options that how the business can be operated in various ways. More options
enhance the potentiality to choose the best one in execution of the plans
(Parthasarathyet al. 2010). On the other side, sufficient number of manpower
enables the organisation to generate innovations in the organisation that can
help the organisation to go for the planned activities, in order to execute the
plans.

Customer relations:

As stated by Armstrong (2008, p-11), “Good manpower enables the organisation


in keeping the promises that the company has made with its customers”. It
helps the organisation in establishing a good relationship with its customers and
keeping it by maintaining the consumer requirements for the further years. This

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activity enhances the position of the company among its other competitors by
retaining existing customers as well as attracting new customers. Thus, in this
way company becomes capable to keep a good market position that also assists
it in expanding the business activities in new market places.

Accountability:

Accountability refers to the details of activities of the employees that the


organisation focuses to evaluate the operational issues towards the objectives
(Ismailaet al. 2009). For example, if one employee proposes any potential
change in the organisation for its better performance, higher authority considers
it as not to be considered whereas the same proposal can be accepted due to
supports of more number of employees. Thus, team work is an important
activity of the employees to implement such thoughts that they think to be
applicable for better performance.

2.3 Objectives of Manpower Planning

An appropriate utilisation of the organisational workforce may help to save


money from unnecessary expenses in present activities as well as any plan for
company's future. However, an effective manpower requires an open interaction
among the workers and between the departmental heads and its human
resource professional that helps in maintaining the workforce level according to
the organisational needs. Planning of manpower can help the organisation to
reach its goal easily.

2.3.1 Future Needs

According to Robbins and Terry (2010), one of the functions of manpower


planning is to anticipate the future skill set needs of the company and begin the
process of seeking for qualified and skilled candidates. The human resources
department of the organisation needs to be involved in all aspects of business
planning, in order to prepare for recruiting in different posts that the company
has no such prior experience in this matter.

2.3.2 Skill Matching

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Utilisation of existing employees in the new business unit is less expensive
rather than hiring new candidates within the organisation. In case of hiring new
employees, the company has to include recruitment cost training expenses and
the cost of low productivity as the new employee settles into certain job. For
example, an existing employee within organisation who has payroll skills can be
moved into the payroll department with a high level of competence
(Parthasarathyet al. (2010).

2.3.3 Efficiency

A company needs to efficiently utilize its workforce in maintaining its productivity


and maintains high employee morale. Developing part-time positions, creating
different work shifts, offering overtime to compensate for increased production
needs and maintaining a pertinent training program are ways that manpower
planning maximizes workforce efficiency (Parthasarathyet al. 2010).

2.4 Factors affecting manpower:

As opined by Armstrong (2008, p-11), “It is mandatory criteria for an


organisation to have adequate number of manpower in hand of the organisation
to get success in its predetermined projects, maintaining good customer
relationship and effective execution of the plans”. On the other hand, excessive
manpower may affect the business in terms of cost increment and other
unwanted expenses due to a bloated payroll.

2.4.1 Organisational structure:

Organisational structure is the most important factor that affects the manpower
contribution to the organisation in reaching the success (Jeffrey, 1994). For
example- if the organisation is the collection of some departments, manpower
can be measured on the basis of vacancy in each department. However, the
organisation that is dependent on the functional areas like sales, operations,
finance etc., requires the professionals from the relevant field to manage the
functions according to their knowledge and qualifications.

2.4.2 Expansion:

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Every business organisation is expected to expand in future that requires
sufficient number of manpower to properly execute the plan (Wernerfelt, 1984).
In that case, it is crucial for the company to evaluate that what types of posts
can be created in the organisation in expanding the business in new locations or
in product ranges. Thus, effective expansion plan affects the company in
appropriate manpower contribution towards the success of the business
expansion strategy. Therefore, the organisation also needs to focus that whether
the existing employees are capable to handle the development effectively or any
training program is needed for those employees to make them introduced with
the improvements and make them efficient in strategic development
management of organisation (Porter, 1985).

2.4.3 Location:

According to Jeffrey (1994), Business location plays a key role in manpower


contribution as different location contains different level of employment records.
It is too difficult for the organisation to provide the manpower for the open
positions in the region have lower unemployment level. On the other side, the
business that requires sufficient number of skilled labour, needs to think for the
outsourcing the skilled employees outside the business region. In that case, the
organisation can use online recruitment process to address the cost
effectiveness in provision of adequate manpower. Thus, in case of the non-
government organisation it is necessary for the organisation to ensure that the
selected location is capable to fulfil the requirements of interested candidates
towards the non-profit objectivity as it operates.

2.4.4 Outsourcing:

Outsourcing in organization is needed due to absence of proper infrastructure of


production (Porter, 1985). Thus, it is important to consider which functions need
to be performed in-house and which are to outsource. For example, in case of an
Internet marketing service, the business can be more cost-effective to outsource
copy writing jobs as opposed in hiring a full-time copywriter as business is
project-oriented.

2.4.5 Business condition:

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Manpower in organisation can help in determining the needs. If the business is
on struggling period or experiencing a financial downturn, additional staff
involvement may not be an option for its success.

2.4.6 Retention of employees:

According to Nirmala and Jeeva (2010), key components to employee retention


include areas such as training and development opportunities, as well as the
overall level of communication within your organization. Thus, retention of
employees may help the organisation in reducing training and recruitment cost
and enhancing the quality of services of the organisation.

2.5 Important factors of affecting teamwork:

Team work is very important for an organisation in case of goal setting and
meeting the goal with perfect cooperation and sharing personal views. After the
creation of a productive team environment, organisation can begin to expect
positive results from your team.

2.5.1 Focusing on Goals

According to Armstrong (2008), an effective team is driven by the common goal


of the organisation that helps the team to focus on one point. This concentric
concentration of all the team members forms a strong bondage between the
team members. This helps the team to achieve the goal easily by concentric
focus on the team goal setting and its fulfilment. However, the management of
the organisation needs to be sure about understanding of the goal to all the
team members in a clear format that team members together can accomplish
them by splitting up the responsibilities of the task.

2.5.2 Communication

Communication is an effective process of execution of objectives by sharing


views and status updating, in order to change the strategies of the organisation
topwards the projection. Open communication among teammates is an effective
way of enhancing coordination between the members in such a way so they can
learn how each other communicates. According to Jeffrey (1994), the

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communication process includes both informal communication as well as
professional communication. The organisation can also allow the team to interact
between team members outside of the office to develop better communication
among them. These are the kinds of tools a team needs from management and
the company to be effective.

2.5.3 Compensation

Compensation can be termed as the rewards of the efforts of each team


members towards the success of the organisation (Armstrong, 2008). Therefore,
it is better for the organisation to come up with a good compensation plan
before making the process of team building compensation can be removed as an
obstacle to effective teamwork after having the compensation expectation before
their joining into the organisation. Fair compensation provision to the team helps
in enhancing the productivity of the team members in maximum level as
possible
(Nirmala and Jeeva, 2010).

2.5.4 Deal With Conflict

Armstrong (2008) has suggested that dealing with conflict within a team is
important to take effective decision on certain action. Thus the team must be
alert about such conflicts that force the team in defocusing its common goal and
this, the operating activities hampers.

2.6 Techniques of manpower management:

Human resource planning is simply the process of systematically looking at


manpower needs to ensure that the required number of employees, with the
appropriate skills, are available when they are needed.

2.6.1 Mathematical Model

The mathematical model in case of the manpower planning is basically used for
the sales-driven businesses. An efficient business operation maintains the
positive relationship between the number of employees and the demand of sales

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figures. This is the reason why the retailers are seeking to hire temporary
employees for the retail selling.

2.6.2 Estimation

Estimation is mostly used method in the organisation that helps the organisation
in shaping the manpower requirements according to the workload and nature of
business. Estimations are made on best of the knowledge and overall possible
projection of human resource planning. For example- Contractors who hire on a
per-project basis must be able to take into account both the needs of the job
and the skill level of its employees.

2.6.3 Strategic Planning

Strategic planning helps the organisation as well as its owners in looking at both
the needs of the business as well as the specific skills that different employees
possess to its workplace (Armstrong, 2008). The key factor of this planning is to
schedule workers so that employees can be involved at work when their skills
are needed. This is not as easy as it describes, especially for small business with
few employees. Instead of hiring more workers, which may not be possible,
those who use strategic planning methods for assigning manpower often find
that multi-skilled workers are the most valuable, and therefore may invest in
additional training (Jeffrey, 1994).

2.6.4 Human Resource Management

Management of the organisation are the main part of the business with their co-
operation organisation can achieve benefit (Nirmala and Jeeva, 2010). For
example- in some businesses, like restaurants, employees within the
organisation with the same skills work in the organisation in different shifts of
each other with the permission of the management. The manager, in this case,
needs a specific number of people with the necessary skills to work at any given
time.

2.7 Factors affecting in manpower management:

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Corporate manpower planning is the process of ensuring that all personnel
resources are being used efficiently. Manpower defines the organisational power
and productivity and growth. Corporate manpower planning is not an easy task
management has to do a deep research and to assign duty to an appropriate
person.

2.7.1 Absenteeism

Corporate manpower planning puts company personnel resources in the areas


where their experience and training will best benefit the company (Srinivasanet
al. 2011). When developing a corporate manpower plan, managers need to put
policies on absenteeism into place and strictly enforce them to maximize
personnel resources.

2.7.2 Utilization of Resources

Resource utilisation is one of the best method of manpower planning by


matching the background as well as experiences of the employees with the tasks
in the organisation Jeffrey, P. (1994). It helps the organisation in cutting cost in
case of recruiting and employing the skilled employees. In this case, the human
resource of the organisation and its other departments need to have a periodical
audit in order to evaluate available resources that also indicates the future
requirements of resources, need to be acquired. It is the initial stage of the
effective manpower planning. In addition internal communication process
between the management and employees can help the organisation to evaluate
and select suitable candidates from existing employees (Armstrong, 2008). It is
an effective process of manpower acquisition to recruit liable and efficient
manpower for appropriate tasks and responsibilities.

2.7.3 Projection

The effective projection of manpower planning is an important issue for the


organisation that forecasts on the future needs in workforce of skilled labours on
the basis of current workforce status and company business plans Nirmala and
Jeeva, 2010). It is necessary to ensure about the exact number of manpower

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needed for future action plans to executes the planned activities according to the
organisational objectives.

2.7.4 Exit Interviews

A company needs to understand employee turnover, in order to maintain the


sufficient workforce in an efficient manner. Srinivasanet al (2011) has opined
that Exit interviews with departing employees help the managers in
understanding the work conditions, company policies or workplace culture
aspects that are causing qualified employees to leave the company.

2.8 Recent initiatives taken by the organisation:

The art of living foundation tries to enter in to new market of Andhra Pradesh to
spread the awareness of the healthy and wealthy livelihood. It requires a huge
number of potential manpower that it can easily execute its planning towards its
future prospects. In this case motivation plays a pivotal role to make more
people involved into the projection. Recently the organisation has taken some
initiatives to gain some potential candidates for the operations.

Online recruitment is one of those initiatives that the organisation has


undertaken to address the cost effectiveness as the organisation is a non-profit
organisation.Another effective step that the organisation has taken is incentives.
This may help in selecting potential candidate from the pool of applicants in their
new projects. The organisation has recruited qualified finance professionals that
enable the organisation in cutting unnecessary cost factors in the business
operations.

2.9 Summary:

The current chapter covers the potential areas that help the organisation in
evaluating manpower contribution towards the success of the organisation in
case of entering into new market places. Various attributes into the candidates
and other related factors has been described in this chapter that the
organisation can utilise the theoretical knowledge and practices in the project
they have undertaken, in order to expand its business areas. It also covers the

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areas that the organisation also needs to consider to reduce any of the
interruption during the operational activities are being executed.

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Chapter 3:

Research Methodology:

3.0 Introduction:

The research methodology refers to the process of conducting the research to


focus on the problem figures in an efficient manner. Research methodology is all
about the way of conducting the whole research. The methodologies are
dependent up on the objectives that the author has pointed out to reach to a
desired conclusion. The purpose of including this chapter in this project report
indicates the importance of this chapter towards the whole research. Without an
appropriate method, it is not possible to find out a suitable path to reach to the
desired objectives. This chapter also provides the justification behind selecting
the particular methodology because of the research background and the
rationale, discussed in previous chapter. The researcher has conducted this
research to know the importance of manpower and its contribution towards a
well-known non-profit organisation Art of Living Foundation in entering new
market, in order to highlight its presence. The author also discusses the impact
of the manpower contribution of the company to its operational as well as
financial performance. The current chapter justifies the selected methodology to
solve the problems, the company faces in terms of entering into new market
segment.

3.1 Method Outline:

As opined by Brannen (2009, p 8), “The method outline explains the basic
structure of the methodology chapter, along with all the elements of the
methodology, used in this chapter”. The topic of this research is ‘Evaluation of
Manpower Contribution in Success of Organisation, Planning to Enter into New
Market Segment- the Case Study of Art of Living Foundation Planning to Enter

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Andhra Pradesh’. The researcher has selected relevant methodology, compared
to the topic. Matching with the topic, the researcher has chosen positivism and
interpretive philosophy, approach and design. Only the primary sources are used
to collect data for the analysis purpose. Fifty people have been taken as the
sample size while conducting the research. The researcher has also followed
different ethical issues, in order to establish the reliability of the collected data.

3.2 Research Onion:

The research onion is basically the transparent picture of the research


methodology as a whole. According to Saunders et al. (2009), the research
onion helps the author to frame the way of conducting the research with a
sophisticated method and suitable strategies. Each layer of the onion describes
each section of specific research methodology. Using each of the layers in this
study, the author can answer each of the research questions, related to the
research objectives. The following diagram shows a research onion, along with
its every layer into it, in order to get detailed idea about the methodology of
conducting the research.

Figure: Research Onion

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(Source: Chend, J., 2008, p 78)

3.3 Research Philosophy:

Research Philosophy comes in the first layer of the research onion that helps to
predict the possible research techniques at its initial stage. The researcher needs
to choose an appropriate philosophy to get idea about the impact of the
manpower towards success of the organisation in expanding to new market
segment. It refers to the perspective of the researcher towards the research as a
whole. An appropriate philosophy is necessary to choose to gather, analyze and
utilize the data to draw a suitable conclusion, related to the objectives. The three
major research philosophies are Epistemology, Ontology and Axiology.

Epistemology:

According to Johnson et al. (2007), the epistemology refers to the truth of the
theory. It helps to convert the theory, which is believed to be true into the
theory, which is known to be true. It questions about the nature and scope of
knowledge. The Epistemology has three major perspectives: Positivism, Realism
and Interpretive.

EPISTEMOLOGY

POSITIVISM INTERPRETIVISM REALISM

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Figure: Epistemology

(Source: Nicosia, F. M. And Mayer, R. N., 2009, p 69)

As opined by Ellis and Levy (2009, p 327), “The positivism philosophy emerges
in response to the inability to speculate the philosophy, in order to solve the
problems that have arisen as the outcome of scientific development”. This
philosophy claims not to be metaphysical philosophy that modelled the empirical
sciences by providing them an appropriate methodology.

Under the Interpretive philosophy the focus of the research is more the people
rather than the objects. Most of the researches on the social sciences follow this
philosophy as the interpretation of the respondents’ answer is necessary for
those studies. As per the belief of this philosophy, the reality can be understood
only through the subjective interpretation.

The realism philosophy refers to the operation between two extremes of


positivism and interpretive approaches of philosophy. This is a scientific
approach to develop the knowledge about the subject on which the research has
been conducted.

Ontology:

As demonstrated by Morgan (2007, p 50), “The Ontology analyzes the reality


and compares it with the assumptions of the researcher”. It means the Ontology
helps to relate the nature of the reality that whether the assumptions of the
researcher have really existence to relate with the fact of the research study.
This philosophy is also here types named Subjectivism, Objectivism and
Pragmatism. The Subjectivism states that the creation of social phenomenon
comes from the perceptions and actions. As per the Objectivism, the social
entities have existence in reality external to the social factors. The Pragmatism
emphasizes on the research question as a fact and treated as the most
important determinant of philosophy in current research.

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ONTOLOGY

SUBJECTIVISM OBJECTIVISM PRAGMATISM

Figure: Ontology

(Source: Omar, O. E., 2007, p 59)

Axiology:

The Axiology philosophy deals with the research problems in terms of the value
and process. It focuses on individual’s belief, principles and values about the
research topic. Most of the society related problems and the studies on social
sciences follow this philosophy.

3.3.1 Justification of using Positivism:

The researcher has chosen Positivism philosophy. The Positivism philosophy has
been chosen as the current research is based on the fact. Here, the researcher
has collected the fact about workforce management of the organisation to
successfully run its new project. This philosophy helps the researcher providing a
clear view of outcomes of the research study to analyze whether the whole
research can able to generate positive result to the industry or not. To know the
impact of the manpower management procedure and motivational factors to
regain the interest of its employees on the operational and financial performance
of art of living foundation, the interpretation of the problem statements is
necessary in terms of the individual opinion and knowledge. Here, the researcher
has considered the people to understand the workforce management and

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employee behaviour, in order to draw a subjective interpretation. Therefore, the
Positivism philosophy is appropriate to conduct this social research.

3.4 Research approach:

The second layer of the research onion refers to the research approach.
Inductive and Deductive are two basic approaches, used in the research study.
Brannen (2009) has stated that the Inductive approach goes through
observation, data collection, data analysis through statistical and financial tools
and development of theories relating to the research topic. On the other hand,
the Deductive approach follows theory selection, hypothesis testing,
implementation of relevant tools to evaluate the findings and confirmation of
selected theories, as opined by (Lancaster, 2012). The Inductive approach is
theory development whereas the Deductive approach is theory confirmation or
theory improvement.

Research Approach

Inductive Deductive

Figure: Research Approach

(Source: Culpeper, R., 2009, p 15)

3.4.1 Justification of using deductive approach:

23
The researcher has chosen the deductive approach to implement the theoretical
evidences mentioned in second and third chapter. The theories are implemented
to develop various tests on the collected data with the help of different statistics
and financial tools, which develop the findings and therefore the discussion and
evaluation of those findings. The deductive approach helps to explore the known
phenomenon regarding the manpower contribution and its development, in order
to perform better in further years in new market segment. Going through this
approach, the existing theories are confirmed. Therefore, the selected approach
is appropriate for the current research.

3.5 Research design:

The next layer of the research onion is research design. The research as a whole
helps the researcher to draw the design of the study (Cameron, 2009). The
design of the research depends on the primary objectives and characteristics of
the research. The exploratory, explanatory and Descriptive are three main
research design, applied in most of the research. The exploratory design helps to
obtain background information of the study, in order to identify the problem
statement by explaining the theoretical terms. Burns et al. (2008) has stated the
explanatory design as a tool to focus on the reasons of the problem identified.
On the other hand, the descriptive design helps the researcher to establish the
relationship between the findings with the research questions and the primary
objectives of the current research (Crouch and Pearce, 2012).

Research Design

Exploratory Explanatory Descriptive

Figure: Research Design

24
(Source: Yajun, H., 2008, p 100)

3.5.1 Justification of using exploratory design:

The researcher has used the exploratory design for this research. As a reason,
this method is appropriate to identify the problem statement with the help of
background of the company and its historical performance. This design helps to
explore the competitive result of the company and it tries to establish new
concept to improve the strategy. The application of new strategy can helps the
organisation in recruiting potential manpower to meet its objectives of entering
into new market. As a result the competencies of the company can be increased
to improve the overall performance of the company, compared to the
competitors. The exploratory design refers to attaining the information by both
the direct and indirect observations (Cameron, 2009). Therefore, the exploratory
design is appropriate for this research to draw conclusion by exploring the
background information about the organisation as a non-profit firm, with the
help of analysis of collected data.

3.6 Data collection method:

The data are collected for the analysis purpose. The two major data collection
process are primary data collection and secondary data collection.

Secondary Data Collection


Primary Data
Data Process

Figure: Data collection process

(Source: Weimin, H., 2009, p 210)

25
3.6.1 Justification of using primary data:

As it has been mentioned that the organisation is a non government organisation


that does not aim to achieve profitability from its operational activities, it is
difficult to gather secondary data as well as analyse the financial performance of
the organisation. Thus, the researcher has only conducted the survey to gather
the direct and authenticate data from its employees. The research emphasises
on the manpower contribution towards the success of the organisation, only the
employees can provide this data about its employment status and its volunteers
can provide its services by its activities in various segments of the organisation.
These all information can only be collected from survey. The researcher has also
the survey through the mail after getting the approval from the organisation to
address the time consumption as there is less time the researcher has to
complete the study. Therefore, primary data is appropriate for the current study.
Individual questionnaire is sent to each of the volunteers, in order to minimise
the biasness of the answers.

3.7 Sampling method:

The research requires collecting information in form of primary data, which


needs to conduct a sampling method while conducting the study. There are only
two options, which the author can choose to collect data. Those are probability
sampling or random sampling and the non-probability sampling (Crouch and
Pearce, 2012). Here the author has conducted the probability or random
sampling as, the intensive communication of the respondents are essential for
this research.

26
Random Non-probability Sampling
Sampling Sampling Mehod

Figure: Sampling Method

(Source: Weimin, H., 2009, p-210)

3.7.1 Justification behind the selected sampling method – Normal


convenience Sampling:

The author has used only the normal convenience sampling method as the
respondents are selected from the art of living foundation according to their
feasibility and availability. The samples are taken from various levels of people
in the same relevant area. The primary objective of this sampling method is to
gather the data from the observations and experience of those people who are
working in the art of living foundation and the clients of the organisation. The
researcher pursues the survey through a questionnaire of 20 questions and
other statistical tools that subjected to find out knowledge from the participants.
The questions have been designed in such a way, in order to capture the needed
information for this study.

3.8 Sample size:

The sample size refers to the population that the researcher has taken to
conduct the survey (Broom and Willis 2007). On the other words, sample size is
all about the number of respondents undertaken to gather the information by
the questionnaire survey method. Here, the researcher has taken 80 people

27
from the volunteers of the organisation. The key reason is that the volunteers
can best describe the manpower contribution of the organisation towards its
clients and their quality of services as well as the selection procedures of the
employees or the volunteers. All the volunteers are selected from its Bangalore
headquarter that controls all its branches all over the country.

3.9 Research method:

The researcher has considered the quantitative analysis method to reach to its
primary objectives. The research is mostly interested to look into core
competencies, innovations, behaviour with clients and performance efficiencies
by selecting secondary resources that helps to obtain more reliable data, having
influence to the valuable research objectives. It also helps to find out the
relevant answer to the research questions. It is very easier to evaluate the
performance of the company with the numeric result by using trend analysis and
some useful calculative tools. The quantitative analysis is important to identify
the deficits of the company in terms of manpower contribution to implement the
planning successful, in order to address the sustainability of the organisation
into the new market segment (Bernard, 2011).

3.10 Ethical consideration:

The researcher has maintained all the ethical issues while conducting the
research. It is very important to verify the validity and reliability of collected
data on the telecommunication industry as well as three telecommunication
organizations. Without the valid data, it is not possible to generate a perfect
visibility and genuine research result in terms of findings of impact of the
manpower contribution towards the success of the new project of the
organisation. This is the reason why the researcher has collected data from
volunteers of the organisation in questionnaire survey method. The collected
data are used only for the main purpose of the research. The confidentiality has
been maintained while collecting the information from the primary resources.
The author has also maintained appropriate referencing style with a proper
manner, in order to make the research more reliable and valid to the readers.
Website links have been used for the direct referencing purpose. Therefore, the
collected data are valid and reliable.

28
3.11 Chapter summary:

The chapter provides an overview of the research design, methods, approaches


and techniques in detail. The above mentioned methods are applied to gather
the information to interpret and analyze the collected data. The researcher has
tried to find out the current performance of art of living foundation in providing
healthy life through its effective operation as well as the procedure how it can
expand its presence to Andhra Pradesh. To assess the financial and technological
position of the company, the author has chosen Positivism and Interpretive
philosophy, Deductive approach, Exploratory design and the primary data,
collected for the quantitative analysis purpose only. The primary data are
collected from the employees of the organisation that make a real assessment
about its manpower control. The data are analyzed on the next chapter.

29
Chapter 4: Findings and Analysis:

Introduction:

The prime objective of this chapter is to provide the detailed information about
the company and a comparative analysis of the company with the results of its
competitors. It helps to identify the way of findings that are based on the data
analysis, linked with the mentioned methodology. The researcher has collected
data from the employees of Art of Living Foundation through a questionnaire
survey. This chapter contains a well-structured data presentation with its
relevant graphs, charts and other diagrams, in order to give a transparent view
about the performance of the companies.

Data description:

Data for the research refers to the raw materials that are used for the analysis of
the organizations with the help of different analytical tools, in order to describe
the topic. Data are very important to evaluate the current as well as the
historical situation of the organization. Without the appropriate data, it is not
possible to go ahead with the research. As a reason, the inappropriate data
selection can divert the research to another direction other than the objectives.
Therefore, the researcher needs to choose the relevant data from different
resources to match the research objectives with its conclusion by utilizing those
data in a perfect manner. Here, the researcher has chosen the primary data
collected from the employees of the organisation through as questionnaire
survey. As a reason, the researcher has notified that primary data can be
collected directly from the employees. Thus, the data are unique and
authenticate as the answers are different from each other on the basis of their
knowledge and experiences. The rationale behind selection of the data of art of
living foundation is to evaluate how a non-profit organisation can operate its
business with motivating its employees.

Quantitative Analysis: Questionnaire Survey

Q1. How long are you working in the organisation?

options No. Of Total respondents Percentage


respondents

30
Less than 5 years 17 80 21.25
5-10 years 35 80 43.75
10-15 years 15 80 18.75
More than 15 13 80 16.25
years

duration of the employees


50.00%
43.75%
45.00%
40.00%
35.00%
30.00%
25.00% 21.25%
18.75%
20.00% 16.25%
15.00%
10.00%
5.00%
0.00%
Less than 5 years 5-10 years 10-15 years More than 15 years

Findings:

From the above result, it can be obtained that most of the employees are at the
young age as required for the non-profit organisation. However the stability of
its employees are very lower relative to the age group of the employees. Very
few candidates (16.25%) retain the stability in this organisation for a long period
of time. On the other hand, 21.25% participants are new comers in this
organisation. Therefore, the number of employees in different working longevity
depends on the age group of the employees.

Analysis:

The above result states that the number of employees is higher in number in
case of a particular time interval the respondents are working in the
organisation. The highest number of employees has 5-10 years of experiences in
this organisation. This number indicates that this group of employees are the

31
young fellows having experiences of working with a non-government
organisation. The option 1 that provides that 21.25% of employees are new
comers signifies that most of the young aged persons are interested in this tasks
and responsibilities. These group of employees have the capabilities to fulfil the
responsibilities with innovative ideas and high level of energy towards its goal.

Q2. What are the objectives of Art of Living Foundation?

options No. Of Total respondents Percentage


respondents
Profit making 0 80 0
Popularity 9 80 11.25
Providing healthy 37 80 46.25
life
Expand the 34 80 42.5
organisation

Objectives of Art of Living Foundation


50% 46.25%
45% 42.50%
40%
35%
30%
25%
20%
15% 11.25%
10%
5% 0%
0%
Profit making Popularity Providing healthy life Expand the
organisation

Findings:

From the above result it is clear that the organisation art of living foundation is
based on providing healthy life style by their campaigning programs and
activities. Very few numbers of respondents (11.25%) think that the
organisation is working to expand the organisation outside of its domestic area.
However, 42.5% of the respondents states that the organisation is now focusing

32
on the expansion of the business to other states of the country. No respondent
has chosen the first option of the question.

Analysis:

From the above findings it can be obtained that the employees of the
organisation are loyal as they highlight the positive aspects of the organisation.
The key reason behind rejecting the first option of the question by all the
respondents is the activity of the organisation. It is known to all that the art of
living foundation is a non-profit organisation that aims to aware of the health by
their programs. This result also focuses on the loyalty and honesty of the
employees as they explore the truth and main objectives of the organisation. As
the organisation is currently focusing on the presence expansion, a higher
number of employees focus on that area.

Q3. Your organisation has adapted effective selection method of


manpower?

options No. Of Total respondents Percentage


respondents
Strongly agree 26 80 32.5
Agree 25 80 31.25
Neutral 13 80 16.25
Disagree 7 80 8.75
Strongly disagree 9 80 11.25

33
Adaptation of selection Method of
Manpower
35.00% 32.50%
31.25%
30.00%

25.00%

20.00%
16.25%
15.00%

10.00% 8.75%

5.00%

0.00%
Strongly agree Agree Neutral Disagree

Findings:

In response to this question approximately 63% respondents agree with the


researcher. However, out of them 32.5% of employees strongly agrees and
31.25% employees agree with the issue of adaptation of effective selection
process of the manpower. On the other side, 9 employees among the total
respondents disagree with the organisation. Moreover, 16.25% of the
respondents do not answer it or replied to be the neutral as they have less
knowledge about the organisation and its selection process.

Analysis:

As replied by the respondents of the survey, the highest number of respondent


agree with the statement as the organisation has adapted new selection
procedure to choose the effective candidate that has also been proved to the
cost effective process of recruitment and selectin method. Currently the
organisation uses different social networking sites to get the knowledge about
the candidates and the market segment that have potentiality to provide
efficient employee to the organisation. The purpose of this strategy of the
organisation is to communicate with the mass that can be an effective process to
choose best candidates from the population. This is to assist the organisation in
financial management and other non-financial aspects.

34
Q4. Does the time based personal requirement forecasting motivates
employees?

options No. Of Total respondents Percentage


respondents
Strongly agree 28 80 35
Agree 21 80 26.25
Neutral 16 80 20
Disagree 9 80 11.25
Strongly disagree 6 80 7.5

Motivation on Personal Requirement


Forecasting
40% 35%
35%
30% 26.25%
25% 20%
20%
15% 11.25%
10% 7.50%
5%
0%
Strongly agree Agree Neutral Disagree Strongly disagree

Findings:

In response to this question, most of the employees strongly agree with the
statement. However, 26.25% of the employees are in support of this option
while the confidence level is little lower in emphasising on this matter. 16
respondents out of total participants have no such knowledge about this matter.
On the other hand, there exist some employees that are on against of this
subject. According to them the personal forecasting cannot motivate the
employees as it produces no ultimate result.

Analysis:

This is clear from the statements of the employees that periodic assessment of
the personal requirements is necessary to motivate the employees. It indicates

35
that the employees need some changes over time after completion of a long run
campaigning program. On the other hand, the persons disagree with the
statement are either management level employees or the persons having some
experiences in this organisation. They have stated that there is no limitation of
the individuals. Again they suggest the organisation to have such reward system
to motivate the employees towards their responsibilities. It can enhance the
efficiency as well as the quality of the work by including individual ideas and
innovations.

Q5. Does your organisation use the performance based appraisal?

options No. Of Total respondents Percentage


respondents
Strongly agree 16 80 20
Agree 25 80 31.25
Do not know 25 80 31.25
Disagree 11 80 13.75
Strongly disagree 3 80 3.75

Use of Performnace based Appraisal


35% 31.25% 31.25%
30%
25%
20%
20%
13.75%
15%
10%
3.75%
5%
0%
Strongly agree Agree Do not know Disagree Strongly disagree

Findings:

The performance based appraisal is one kind of reward for the employees that is
provided to the employees in terms of money, gifts and other forms of rewards,
based on their performance in certain project. The number of respondents
agrees with the statement and has no knowledge about the task are same

36
(31.25%). However, 20% of the respondents strongly agree with the subject. As
a reason, they have enough knowledge about the tasks of the organisation. On
the other hand, 13.75% employees disagree with the statement. From here, it is
obtained that all the respondents answer the questions on best of their
knowledge and experiences.

Analysis:

Therefore, based on the replies of the respondents, it can be concluded that the
organisation uses performance based appraisal to reward the employees
according to their performance. As a reason, the management of the
organisation believes that performance appraisal is an effective way of
motivating the employees to fulfil their responsibilities in an efficient manner.
The 31.25% respondents, who are indifferent with such appraisal method, may
be the employees of lower division. As a result, a communication gap has been
created in between these employees and management that has been proved to
be the barrier to maintain information to its low division employees.

Q6. Do your organisation asked you to give feedback in a certain time


interval?

options No. Of Total respondents Percentage


respondents
Always 34 80 42.5
Sometimes 32 80 40
Often 12 80 15
Rarely 2 80 2.5
Never 0 80 0

37
Frequency of Collecting Feedbacks
45.00% 42.50%
40%
40.00%
35.00%
30.00%
25.00%
20.00%
15%
15.00%
10.00%
5.00% 2.50%
0%
0.00%
Always Sometimes Often Rarely Never

Findings:

The above result shows that most of the participants are glad to mentioned that
they are allowed to give feedbacks on the activities and planning they are asked
to do. The highest number of respondents states that they are allowed to give
feedbacks on the organisational performance on the basis of their success. On
the other hand 40% of the respondents opined that the organisation sometimes
arrange this program to discuss such problems arisen in the organisation
regarding the decision making process on business expansion. Again, 15%
mentioned the program of feedback collection to be held very often whereas
2.5% says that it occurs very rarely.

Analysis:

Therefore, it can be obtained from the results that the organisation is aware of
the manpower and its importance in success of the organisation. As a result, it
allows the employees in giving feedbacks on the performance of the
organisation, in order to welcome the fresh and innovative ideas to reach
towards the success of the organisation. No participant has chosen the fifth
option, which indicates the truthiness of the responses. It is definitely a good
initiative for the organisation to collect opinions of its employees that can help
the firm in selecting the best option to implement. As a reason it is uncertain to
get the best options from the top level employees only.

Q7. Do your supervisors frequently discuss problems with you?

38
options No. Of Total respondents Percentage
respondents
Always 13 80 16.25
Sometimes 13 80 16.25
Often 21 80 26.25
Rarely 23 80 28.75
Never 10 80 12.5

Frequency of Problem Discussion with


Superior
35.00%

30.00% 28.75%
26.25%
25.00%

20.00%
16.25% 16.25%
15.00% 12.50%

10.00%

5.00%

0.00%
Always Sometimes Often Rarely Never

Findings:

In response to this question, highest number of employees (28.75%) states that


their superiors discuss on the problems with them rarely while 12.5% has opined
that they have never communicated with their superiors regarding any matter
based of certain projects. Simultaneously, equal number of respondents among
the employees in this survey states about the involvement of them in the
problem discussion in different frequency of periodical discussion.

Analysis:

From the statements of the respondents it can be obtained that this NGO works
with different levels of employees as required for different tasks. The part of
employees that never participates in discussion are the lower division employees
that works on the contractual basis. On the other side, other divisional clerks are

39
allowed to participate in the discussion. Above result also focuses that not all the
departments are involved into the discussion program. Therefore, top
management level employees and superiors of the respondents have an efficient
leadership quality to make sound decision on the basis of self sufficiency. The
overall result describes that the organisation respects the employees and their
opinions in decision making process.

Q8. There are least opportunities to grow in the NGOs

options No. Of Total respondents Percentage


respondents
Strongly agree 40 80 50
Agree 25 80 31.25
Neutral 6 80 7.5
Disagree 5 80 6.25
Strongly disagree 4 80 5

Opportunities of Growth
60%
50%
50%

40%
31.25%
30%

20%

10% 7.50% 6.25% 5%

0%
Strongly agree Agree Neutral Disagree Strongly disagree

Findings:

In response to this question genuine response of this survey has been proved as
equal and similar responses have come from most of the respondents of the
organisation. Most of the employees think that there is hardly opportunity in this
sector to grow as compared to the other sectors. Some of the respondents

40
disagree with the statement (6.25% and 5%) as they think that these types of
non-profit organisation also have greater opportunity to grow in terms of its
experiences and knowledge gathered from the activities. Such experiences add
value to the basic educational qualification of the individuals.

Analysis:

One of the main reasons that most of the respondents support the statement is
the nature of the organisation. As the organisation is a non-profit organisation,
there is a hardly opportunity to grow in terms of earnings and experiences.
However, art of living foundation provides the opportunity to work in suitable
environment and different challenges that helps the employees to gather such
valuable knowledge to implement in their future prospects.

Q9. Do you need periodical training program to enhance your skills?

options No. Of Total respondents Percentage


respondents
Strongly agree 25 80 31.25
Agree 32 80 40
Do not know 12 80 15
Disagree 6 80 7.5
Strongly disagree 5 80 6.25

Need of Periodical Training for Skill


Enhancement
45.00% 40%
40.00%
35.00% 31.25%
30.00%
25.00%
20.00% 15%
15.00%
10.00% 7.50% 6.25%
5.00%
0.00%
Strongly agree Agree Do not know Disagree Strongly disagree

41
Findings:

Analysis:

Q10. How do you forecast demand of manpower?

options No. Of Total respondents Percentage


respondents
Trend analysis 5 80 6.25
Managerial 24 80 30
estimates
Delphi technique 26 80 32.5
Task expansion 25 80 31.25

Forecasting Demand of Manpower


35.00% 32.50%
31.25%
30%
30.00%

25.00%

20.00%

15.00%

10.00%
6.25%
5.00%

0.00%
Trend analysis Managerial estimates Delphi technique Task expansion

Findings:

Analysis:

Q11. What are basis of selecting and evaluating potential candidates?

options No. Of Total respondents Percentage


respondents
Objective and 9 80 11.25
independent
personal bias

42
Merit based 18 80 22.5
communication 17 80 21.25
Periodical 36 80 45
assessment at all
stages

Findings:

Analysis:

Q12.

Q13.

Q14.

Q15.

Q16.

Q17.

Q18.

43
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