1

CHAPTER I

1.1 ABOUT THE STUDY

People in organizations join groups, because they have learnt to fulfill their needs
more effectively in groups rather than as individuals. More specifically, they organize
themselves to attain division of labor and specialization of efforts because it leads to
enhanced proficiency which in turn, results in greater productivity than what individual
effort can ever provide. Thus, an organization is a means to achieve mutual goals more
effectively. Explicitly, it is a social system and if an individual intends either to work in it
or to manage it, he must understand its basic operations and principles.

Organization is a system consisting of social, technical and economic elements

and purports to coordinate human and material resources to attain multiple objectives.
These may include: (1) to make profit, (2) to provide good products and good services,
(3) to go ahead in competition, (4) to provide for the welfare of employees (5) to grow,
and (6) to be efficient. This system converts numerous inputs into several outputs that
become products and services for the society. However, it is a very complex social
system which defines understanding.

Human behavior in organizations further complicates the issue because it stems

from deep-rooted needs and ambiguous values of people who are different from each
other in numerous ways. Notwithstanding this, it can be partly understood with the aid of
behavioral science which deals with the behavior of people as total integrated human
beings within the complex socio-economic-technical system.

At the outset, it may be pointed out that although application of behavioral

science to the study of human behavior in organizations has immense possibilities, we
should not have any misconceptions about it. There is no magic in behavioral science
which can solve all the problems faced by humans at work, as is thought sometimes in
over enthusiasm.
 2

The application of psychology in industry involves 4 kinds of inter-personal

relationships.
1) Relation between the employees and their work.
2) Relation between the employees and their boss.
3) Relation between the employee and colleagues.
4) Relation between the employees and management.

1.1.2 MAJOR FACTORS IN INTRA ORGANIZATIONAL RELATIONSHIP

Motivation

Motivation is one of the important factors affecting human behavior. The level of
motivation not only affect perception and learning but also affects the total performance
of the individuals.

The motivation is also affected by various psychological factors discussed earlier,

such as perception, learning, and personality. Thus in order to understand human
behavior completely, the motivational process must be analyzed.

Motivation has come from motives which are the expression of human needs by a
human being. In fact, the activities, of human beings are caused, and behind every action
there is a particular motive or need. The need can be defined as feeling of lack of
something and human being tries to get that removed. Here, we can differentiate between
needs and wants.

While needs are more comprehensive and include desires physiological or

psychological, wants are expressed in a narrow sense and include only those desires for
which a person has money and also the desire to spend money from satisfying the wants.
There are many psychological needs, e.g., to get status in the organization, which do not
come under the category of wants. Thus human behavior is caused by motives or needs,
and motivation is the process of inducing persons to experience needs for certain desired
behavior so that organizational efficiency is achieved.
 3

Motives are divided into three categories: physiological, socio-psychological and

general
.
Physiological Motives

Physiological motives are variously called primary motives, biogenic motives,

etc., whereas socio-psychological motives, derived motives, etc.

Socio-psychological Motives

Socio-Psychological motives may not be as immediate or physical, yet they

influence behavior at an early stage. An individual is not merely a food-seeking living
system. He desires and actively strives for association, for belonging to various
individuals and groups.

General Motives

The method of categorization poses difficulties in classifying certain general

motives such as curiosity. There is an intermediate category of motives between the
physiological and the socio-psychological. In this category may fall all other motives
which cannot be classified as physiological or socio-psychological, and these include
competence, manipulation, activity, and curiosity.

Since increase in productivity is the ultimate goal of every industrial organization,

motivation of employees at all levels is the most critical function of management. To
motivate means to provide an employee with his own generator to produce a goal-
directed behavior. A motivated employee does not need outside stimulation again and
again. His battery does not need to be recharged repeatedly. He is driven from forces
within him and not outside. In brief, he wants to do his job.
 4

COMMUNICATION

Communication is the process through which two or more persons come to

exchange ideas and understanding among themselves. Very significant role is played by
communication in the management of modern large organizations. Such organizations are
being designed on the basis of specialization and division of labour and have large
number of people working together. Since they are functionally related to each other,
there is high need of coordination among them.

This coordination requires mutual understanding of the organizational goals, the

mode of their achievement and the relationship between the work being performed by
various functions that are performed by communication. Such functions are information
function, command and instructive function, influence and persuasive function, and
integrative function.

Communication is the act of imparting an idea or understanding to another

person. It covers all those behaviors which aim at exchanging a meaning and clarifying
misunderstanding.

Communication is very important to the functioning and survival of the

organization. It is through communication that an organization becomes an open system
interacting with its environment. Chester Bernard saw communication as the very first
function of a manager-one that linked people and purpose together in any co-operative
system. Communication is needed in the recruitment process to persuade potential
employees of the merits of working for the enterprise. The recruits are told about the
company’s organization structure, policies and practices. Communication is needed in the
area of orientation to make people acquainted with peers, superiors and with company’s
rules and regulations.
 5

TRUST

The Trust is a positive expectation that another will not-through words, actions, or
decisions- act opportunistically. Trust is highly intangible element but very important in
our civilized living. Its presence or absence can govern our inter-personal behavior to a
large extent. Our ability to trust has a great impact on our working lives, our family
interactions and our achievement of personal and organizational goals.

Good relationship among co-workers or between employer and employee is based

on trust. Without trust, most human relationships will degenerate into conflict.

PARTICIPATION

The Participative management is a process in which subordinates share a

significant degree of decision making power with their immediate superiors. Participative
management, managers share decision-making, goal-setting, and problem-solving
activities with employees

It means the art of taking part. It also relates to process or style of management
enabling workers to take part in decision-making process Thus, participation helps in
creating good relationship in organizations.

RELATIONSHIP

Relationship instance, a department depends upon other department for resources,

work or information and the other departments depend upon that department for
resources, work or information. One’s understanding of that department is enriched form
the knowledge of its interactions with other departments.
 6

CONFLICT

The interaction of interdependent people who perceive opposition of goals, aims,

and values, and who see the other party as potentially interfering with the realization of
these goals.

“Conflict is a process that begins when one party perceives that another party has
negatively affected, or is about to negatively affects, something that the first party cares
about.

Conflict in some form and degree is part and parcel of virtually every part of human
life and hence, organizations are not free of it. It is an aspect of organizational
functioning that is frequently apparent to even casual observer. One of the most exciting
and novel developments in the social sciences has been the attempt of behavioral
scientists to treat the subject of conflict as one which is capable of scientific analysis
whose causes, processes, and manifestations can be explicated such a way that
organizational conflict may be brought not only under some measure of control, but in
fact positively exploited as a means of promoting effective change.
 7

1.2 INDUSTRY PROFILE

LOGISTICS:
Logistics is one of the oldest and also newest activities of business management.
Logistics was defined by Greeks as “The science of correct reasoning by means of
mathematics”.

HISTORICAL PERSPECTIVE:

Logistics has its roots from the military operations wherein it refers to the
complete system of moving, supplying, and quartering troops and their resources,
namely, guns, ammunition, food, water, medicines, tents and so on. When the concept is
applied to the corporate world too, logistics retains the precision of its military roots.

The Council of Logistics Management headquartered at Ohio, US, defines

logistics as “The process of planning, implementing, and controlling the effective flow
and storage of goods, services, and related information from the point of origin to the
point of consumption for the purpose of conforming to customer requirements.”

The prominent application of logistics was in World War II where weapon

movements and army movements were coordinated to ensure successes. With the
increase in competition in the market place, the management emphasis started including
customer services in early 50s in developed markets such as Europe & U.S.A. In late 60s
some of the logistics concepts were tested.

With the oil crisis of 70s and with the concept of just in time in manufacturing the
customer servicing standards were given more importance and new integrated logistics
models and solutions were born. The emergence of organized distribution system by
department stores and super fast courier service organizations gave a boost to logistics
concepts and strategies.
 8

1.2.1 LOGISTICS STRATEGY:

Constrains in implementing logistics strategy could be outlined as given below:

a) Organizational Barriers:
• Many top managements failed to recognize the importance of logistics
• Functional compartmentalization of business is a major stumbling block
• Getting the right kind of people to manage logistics

b) Lack of Systems Thinking:

• There is an inadequate accounting and information system
• Planning is done at very low level and with low level of thinking in
many business units.
• Many companies fail to recognize the inter relationships of various
activities
c) Conclusion:
This monograph on logistics summarizes the lectures had been given on the
following five topics during the last few years:
• Leveraging logistics for business success
• Logistics and competitive advantage
• Logistics network opportunities
• Logistics service levels
• Logistics – International

The points here create potential opportunities for building logistics excellence. As
one may be well aware, logistics organization of Xerox led to the turn around of Xerox
Co.
 9

1.3 ORGANIZATIONAL PROFILE

TVS LOGISTICS SERVICES LIMITED

TVS Logistics Services Limited is a wholly owned subsidiary of TVS and Sons
Ltd. The company specializes in automotive vertical. Parent company (TVS & Sons)
entered logistics business in 1995. The company is considered as best in its class.

TVS Logistics is a part of the US $3.6 billion TVS Group, one of the largest
business groups and the largest automotive component manufacturer in India. The group
recognized an opportunity in the fast-growing logistics market in India and abroad,
became an independent company in the year 2004.

The company’s warehousing operations encompass 400,000 sq.ft in thirteen fully

operational centers. The total volume handled per year for both warehousing and inbound
logistics is approximately Rs.1000 Crores.

VISION STATEMENT:

To create integrated supply chain for our customers by providing a high quality
and cost effective logistics services globally, this will be the best of its class in the
industry with respect to practices and procedures.

HR VISION STATEMENT:

To build up competent and integrated human assets that delivers on its

commitment to customers and organization growth through ethical practices and shared
values
 10

QUALITY POLICIES:

The Company is committed to add value to its customers operations by providing

quality logistics services through adoption of good management practices in the entire
supply chain.

The Company will enhance customer satisfaction levels by:

• Partnering with customers as well as service providers,

• Understanding and responding to customers’ needs and
expectations,
• Furthering customer relationship practices
• Continuously improving our internal processes as well as
end-to-end supply chain processes.

QUALITY OBJECTIVES:

The Company has the Q7 quality objectives based on:

• Delivery time
• Customer claims
• Damage less transmit
• Good logistics practices
• Total customer satisfaction

FINANCIAL POSITION:

The company ended the last financial year 2009-2010 with revenue of Rs.195
Crores. The entire consolidated revenue of TVSLSL and its subsidiaries stands at Rs.250
Crores for the year ended 31.3.2007. The company has chalked out various aggressive
plans to achieve a turnover of Rs.1000 Crores in the next five years.
 11

1.3.1 HIREARCHY OF THE ORGANIZATION:

President

Vice President

General Manager
Manager

Deputy General Manager

Assistant General Manager

Deputy Manager

Assistant Manager

Management Trainee

ent Trainee

Officer
 12

Deputy Officer

Graduate Engineer Trainee

Assistant Officer

Senior Administrative Staff

Administrative Staff

Junior Administrative Staff

Senior Floor Staff

Floor Staff

Junior Floor Staff

Trainee
 13

1.3.2 DEPARTMENTS IN THE ORGANIZATION:

DEPARTMENTS

Operations

Customer Business
Management Knowledge Shared
Development
Management Services
& Marketing
on
 14

CHAPTER 2

OBJECTIVES:

1. To identify the level of relationship existing among the employees and their
superiors and management in the organization and its effectiveness.
2. To study the level of Motivation among employees in the organization
3. To assess the level of intra organizational communication among employees in
the organization.
4. To know the extent of trust existing in the organization.
5. To assess the effectiveness of interpersonal relationship.
6. To identify the extent of participation and involvement of worker with the
organization.
7. To assess the effectiveness of conflict handling and resolution.
 15

2.2 SCOPE OF THE RESEARCH & LIMITATIONS

The total number of employees working in TVS LOGISTICS SERVICES

LIMITED is 1000 and the sample size taken for the research is 100. The total number
departments in the organization are 5. They are operations customer management,
business development and marketing, knowledge management, shared services. The
research has been limited to the following departments like operations, knowledge
management.

LIMITATIONS

1. There may be personal bias of the respondents, which affect the results
of the study.
2. The sample size was limited to 100.
3. Some of the respondents were unwillingness to answer the questions.
4. Some of the respondents were afraid to give true information in some cases.
5. The data was collected through questionnaire. The responds from the respondents
may not be reliable.
6. Since the organization has strict control, it acts as another barrier for getting data.
 16

2.3 SIGNIFICANCE OF THE STUDY

The study is intended to evaluate intraorganizational relationship in organization.

A good motivational program and communication procedure is essential to achieve goal
of the organization. If efficient motivational programmes and conflict resolution of
employees are made not only in this particular organization but also any other
organization; the organizations can achieve the efficiency also to develop a good
organizational culture.

Intraorganizational relationship has variety of effects. These effects may be seen

in the context of an individual’s physical and mental health, productivity, absenteeism
and turnover. Employee delight has to be managed in more than one way. This helps in
retaining and nurturing the true believers “who can deliver value to the organization”.
Proliferating and nurturing the number of “true believers” is the challenge for future and
present HR managers. This means innovation and creativity. It also means a change in the
gear for HR polices and practices. The faster the organizations nurture their employees,
the more successful they will be. The challenge before HR managers today is to delight
their employees and nurture their creativity to keep them a bloom.

This study helps the researcher to realize the importance of effective

Intraorganizational relationship. This research study examines types and levels of
 17

employee motivational programmes, conflict resolution strategies and it also helps to

identify the level of trust among the employees, level of communication among the
employees and with their superiors and importance of employees participation in the
management decision making, and also discusses management ideas that can be utilized
to innovate employee inter personal skills

CHAPTER III
REVIEW OF LITERATURE

PARTICIPATION

Employee Participation is generally defined as a process in which influence is

shared among individuals who are other wise hierarchically unequal (Locke and
Schweiger, 1979; Wagner, 1994).

Participatory management practice balances the involvement of managers and

their subordinates in information processing, decision making and problem solving
endeavors (Wager, 1994). Coch and French (1949) are considered to be the pioneers in
studying employee participation in the workplace.

A partnership between Bass and Avolio (1997) improved the refinement and
rectification process by developing the Multifactor Leadership Questionnaire (MLQ),
which is based on measuring idealized leadership and consideration leadership (Bass and
Avolio, 1997).
 18

(Venkatesh et al. 2003 for a literature review). Many of these investigations point
out those intraorganizational factors are core concepts affecting users’ behavior. For
example, Leonard-Barton (1987) explored the role of training; Lewis et al. (2003) pointed
out the importance of top management commitment; others (Taylor and Todd, 1995;
Venkatesh and Davis, 2000) have shown the significance of social norms.

MOTIVATION

Motivation is the energizer of behavior and mother of all action. It results from
the interactions among conscious and unconscious factors such as the (1) intensity of
desire or need, (2) incentive or reward value of the goal, and (3) expectations of
the individual and of his or her significant others.

The concept of motivation

The word motivation has been derived from motive which means any idea, need
or emotion that prompts a man into action. Whatever may be the behavior of man, there
is some stimulus behind it .Stimulus is dependent upon the motive of the person
concerned. Motive can be known by studying his needs and desires.

There is no universal theory that can explain the factors influencing motives
which control mans behavior at any particular point of time. In general, the different
motives operate at different times among different people and influence their behaviors.
The process of motivation studies the motives of individuals which cause different type
of behavior.

Types of Motivation.
 19

Intrinsic motivation occurs when people are internally motivated to do something

because it either brings them pleasure, they think it is important, or they feel that what
they are learning is morally significant. Extrinsic motivation comes into play when a
student is compelled to do something or act a certain way because of factors external to
him or her (like money or good grades)

COMMUNICATION:

Communication is the lifeblood of business. No business can develop in the

absence of effective internal and external communication. Besides, communication skills
of the employees are given high weight age at the time of their appointment as well as
promotion.

It is said to be structured communication within an organization pertaining to

accomplishing work goals. By structured we mean that such communication is built into
the organization’s plan of operation.

LESIKAR. PETTIT “Business Communication “sixth edition.

Communication is not a natural human activity. We learn to communicate. it is

not instinctive but taught.

Communication is a process of passing information and understanding from one

person to another. It may be broadly defined as the process of meaningful interaction
among human beings. More specifically, it is the process by which meanings are
perceived and understanding is reached among human beings.
 20

HRM communications programs are designed to keep employees informed of

organizational events, and knowledgeable of the policies and procedures affecting them.

DAVID.A.DECENZO STEPHEN.P.ROBBINS
“HUMAN RESOURCE MANAGEMENT “seventh edition

CONFLICT RESOLUTION

The conflict resolution approaches also point out strategies that could be
employed to find an exit from the conflict’s destroying dynamic and that aim toward
achieving satisfying solution for all parties involved. Among the many, Burton (1968)
could be regarded as the main representative of this research direction. Further, Kelman
and Fisher (2003) and Kriesberg (1998), who brought some very important impulses to
this discussion, are also to be mentioned. Burton (1968), contrary to the conflict
settlement approaches, considers ongoing conflicts as a result of unsatisfied human
needs.

This view becomes clear particularly in his approach to problem-solving conflict

resolution and respectively in his human-needs theory (Burton 1990). This author
differentiates thereby interests that are changeable or negotiable, from needs, which a
quasi natural. Here, security, justice and recognition are to be mentioned among the
others needs and values.

Although Burton does not give detailed specifications how all of these
fundamental needs could be realized, he offers a wide spectrum of methods (like
workshops, discussion groups, or round tables) and procedures (like mediation,
negotiations, or arbitration) in order to convert the respective conflict into a situation
 21

acceptable for both sides. Basically Burton’s point is to improve communication between
the conflict parties and to develop a mutual understanding for the interests of the each
side. Of central importance is both sides to make to understand that human needs are not
limited resources and that negotiation by all means can lead to win-win outcome. Exactly
here are to be noticed the social-psychological roots of Burton’s approach, considerably
influenced by the work of Kurt Lewins (1963; 1969; see also Lewin/Weiss Lewin/Frenzel
1953).

BUILDING EFFECTIVE INTRA-ORGANIZATIONAL NETWORKS AND

TEAMS:

While a small number, this is still a substantial increase from the entire decade of
the 1990s, during which only two articles met these criteria. This increase suggests that
researchers have recently begun to recognize the potential importance of the network-
team nexus.1 A full explanation as to why these two literatures diverged is beyond the
scope of this paper. We suspect it was largely due to a natural disciplinary coalescence
around different paradigms in the 1950s and 1960s.

In the small group and team literature, much of the theory development was based
on laboratory experiments conducted by social psychologists (Moreland, Hogg & Hains,
1994). Social network theory, meanwhile, focused on broad concepts (e.g., society,
institutions) best understood by sociologists. This distinction often involves a whole set
of issues around affect, mutual obligations, reciprocity, and intensity.

The key building block of network research is the tie.3 A tie “establishes a
linkage between a pair of actors” (Wasserman, et al., 1994: 18). The literature on intra-
organizational networks often examines ties based on communication, such as task-
related communication advice-related communication and social communication. The
structure of strong tie networks tends to be densely intra-clique, and the structure of weak
tie networks tends to be inter-clique (Granovetter, 1973). There has also been recent
 22

attention to “hindrance” ties—relationships that inhibit an individual’s productivity (e.g.,

Labianca, Brass & Gray, 1998; Sparrowe, Liden, Wayne & Kraimer, 2001).

CHAPTER IV

RESEARCH METHODOLOGY

4.1 INTRODUCTION

Research methodology is a way to systematically solving the research problems.

It may be understood as a science of studying how research is done scientifically. It
includes the overall research design, the sampling procedure, data collection method and
analysis procedure.

4.2 RESEARCH PROBLEM

The research problem here in this study is associated with the intraorganizational
relationship of employees of TVS LOGISTICS SERVICES LTD.,. There are a variety of
factors that can influence a Intraorganizational relationship; some of these factors include

1. Motivation.
2. Communication.
3. Relationship.
4. Trust.
5. Conflict.
6. Grievance Redressal.
 23

Motivated employees with good relationship, communication and trust are a great asset to
any organization. It is because the Intraorganizational Relationship and Organizational
Performance are clearly linked. Hence this study is focusing on the employee relationship
with their peers and superiors in the organization. The research problem is formulated as
follows:

“What are the factors which help to develop the Intraorganizational relationship?

4.3RESEARCH HYPOTHESIS

A hypothesis is a preliminary or tentative explanation or postulate by the researcher

of what the researcher considers the outcome of an investigation will be. It is an
informed/educated guess. It indicates the expectations of the researcher regarding certain
variables. It is the most specific way in which an answer to a problem can be stated.

Research hypotheses are the specific testable predictions made about the
independent and dependent variables in the study. Hypotheses are couched in terms of the
particular independent and dependent variables that are going to be used in the study. The
research hypothesis of this study is as follows.

Ho: There is no association between experience and the level of Satisfaction in

Motivation
Ho: There is no association between age and the level of Communication.
Ho: There is no association between age and the level of Trust.
Ho: There is no association between age and the level of Participation.
Ho: There is no association between age and the level of Conflict Resolution.
 24

4.4 RESEARCH METHODOLOGY

Research is a systematic method of finding solutions to problems. It is essentially

an investigation, a recording and an analysis of evidence for the purpose of gaining
knowledge. According to Clifford woody, “research comprises of defining and redefining
problem, formulating hypothesis or suggested solutions, collecting, organizing and
evaluating data, reaching conclusions, testing conclusions to determine whether they fit
the formulated hypothesis”

Universe.

The universe chooses for the research study is the employees of TVS Logistics
Services Ltd.,

Sampling Design/Techniques

A sample design is a finite plan for obtaining a sample from a given population.
Random sampling is used for this study.

Sampling is the process of selecting a few from a bigger group to become the
basis for estimating or predicting a fact, situation or out come regarding the bigger group.

Sampling design is to clearly define set of objects, technically called the universe
to be studied. This research has finite set of universe and the sampling design used in the
research is Random sampling.

A finite subset of population, selected from it with the objective of investigating

its properties called a sample. A sample is a representative part of the population. A
 25

sample of 100 respondents in total has been randomly selected. The response to various
elements under each questions were totaled for the purpose of various statistical testing.

Sample Unit/Sample Size

The concern, which is considered for this study, is “TVS LOGISTICS

SERVICES PRIVATE LIMITED, CHENNAI”. 1000 workers are working in this
concern in Chennai. The sample taken for the study is 100. The method adopted for
selecting the sample was Random sampling.

Variables of the Study.

The direct variable of the study is the interpersonal relationship of the employees.
Indirect variables are the incentives, interpersonal relations, career development
opportunities, conflict resolution, grievance Redressal.

Presentation of Data.

The data are presented through figures and tables.

Nature of the Research

Descriptive research, also known as statistical research, describes data and

characteristics about the population or phenomenon being studied. Descriptive research
answers the questions who, what, where, when and how.
Although the data description is factual, accurate and systematic, the research
cannot describe what caused a situation. Thus, descriptive research cannot be used to
create a causal relationship, where one variable affects another. In other words,
descriptive research can be said to have a low requirement for internal validity.
 26

4.5 TOOLS AND METHODS FOR DATA COLLECTION

Questionnaire is used as a primary source for data collection. A well defined

questionnaire that is used effectively can gather information on both overall performance
of the test system as well as information on specific components of the system. A
defeated questionnaire was carefully prepared and specially numbered. The questions
were arranged in proper order, in accordance with the relevance.

Nature of Questions Asked.

The questionnaire consists of closed ended questions.

Pre-testing
A pre-testing of questionnaire was conducted with 10 questionnaires, which were
distributed and all of them were collected back as completed questionnaire. On the basis
of doubts raised by the respondents the questionnaire was redialed to its present form.

Data Collection Method

There are two major approaches to gathering data are categorized as;
1. Primary data
2. Secondary data

Primary Sources.

Primary data are in the form of “raw material” to which statistical methods are
applied for the purpose of analysis and interpretations.
 27

The primary sources are discussion with employees, data’s collected through
questionnaire.

Secondary Sources.

Secondary data’s are in the form of finished products as they have already been
treated statistically in some form or other.
The secondary data mainly consists of data and information collected from
records, company websites and also discussion with the management of the organization.
Secondary data was also collected from journals, magazines and books.

4.6 TOOLS AND TECHNIQUES FOR ANALYSIS.

The data that researcher have collected need to be analyzed and processed
to generate meaningful and useful information, to serve this purpose, Simple percentage
analysis and chi-square test analysis were used. Chi Square is used to test the
hypothesis and draw inferences.

Simple percentage method

The collected data is analyzed by using simple percentage method. Under this
method, percentage is used to compare the data collected.
The formula for percentage is the following and it should be easy to use:

PART/WHOLE = %/100

Chi-Square Analysis

The collected data are statistically analyzed with chi-square test. The chi-square
test is a statistical measure used in the context of sampling analysis to determine if
 28

categorical data shows dependency or the two classifications are independent. The chi-
square is applied to find out the relationship between the attributes.

Χ2 = ∑(Oij – Eij)^2 / Eij

Oij = observed frequency of the cell in the ith row and jth column
Eij = expected frequency of the cell in the ith row and jth column

CHAPTER V
ANALYSIS AND INTERPRETATION

5.1 SIMPLE PERCENTAGE ANALYSIS

WORK SETTINGS & OTHER FACILITIES PROVIDED BY THE

ORGANIZATION
TABLE- 5.1
No. of
Opinion Respondents %
Highly satisfied 23 23
Satisfied 58 58
Neutral 10 10
Dissatisfied 9 9
Highly Dissatisfied 0 0
Total 100 100

FIGURE 5.1
 29

WORK SETTINGS & OTHER FACILITIES PROVIDED BY

THE ORGANIZATION

120 100100
100
80 58 58 No. of Respondants
60
40 23 23 Percentage
10 10 9 9
20 0 0
0

d
d

l
l
d

ta
tra

fie
ie

f ie

fie

To
f

eu

ti s
tis

t is

tis
N

sa
sa

sa
Sa

is
is
y

D
hl

D
ig

y
hl
H

ig
H
INFERENCE

It is inferred from the table that 81 percent of the employees are satisfied in the
work settings & other facilities provided by the organization.

SUPORT AND ENCOURAGMENT IN PERSONAL GROWTH &

DEVELOPMENT PROVIDED BY THE ORGANIZATION

TABLE- 5.2

Options No. Of Respondents

%

Yes 73 73

No 27 27

Total 100 100

FIGURE 5.2
 30

SUPORT AND ENCOURAGMENT IN PERSONAL

GROWTH & DEVELOPMENT PROVIDED BY THE
ORGANIZATION

27%

Yes
No

73%

INFERENCE
It is inferred from the table that 73 percent of the employees have feel the
Management is supportive and encouraging in personal growth & development.

INCENTIVES PROVIDED BY THE ORGANISATION

ON THE BASIS OF EMPLOYEES SKILLS AND ACHIEVEMENTS

TABLE- 5.3

%
Options
No. Of Respondents

Yes 68 68

No 32 32

Total 100 100

FIGURE 5.3
 31

INCENTIVES PROVIDED BY THE ORGANISATION ON

THE BASIS OF EMPLOYEES SKILLS AND
ACHIEVEMENTS

100
100
100

80
6868
60
No. Of Respondents
40 3232 %
20

0
Yes No Total

INFERENCE
It is inferred from the table that 68 percent of the employees feel that the
Organization give incentives on the basis of skills and achievement.

JOB SECURITY IN THE ORGANIZATION

TABLE- 5.4

Options No. Of
Respondents %

Yes 93 93

No 7 7

Total 100 100

FIGURE - 5.4
 32

JOB SECURITY IN THE ORGANIZATION

120

100
100 93
No. of Respondents

80

60

40

20
7

0
Yes No Total

Opinion of Respondents

INFERENCE

It is inferred from the table that 93 percent of the employees feel that they have
job security in the Organization.

SUPERIORS MOTIVATION ENHANCES EMPLOYEES JOB SATISFACT

TABLE- 5.5

No. of
Opinion
Respondents %
Strongly agree 24 24.00
Agree 68 68.00
Neutral 3 3.00
Disagree 5 5.00
Strongly disagree 0 0.00
Total 100 100

FIGURE 5.5
 33

SUPERIORS MOTIVATION ENHANCES EMPLOYEES

JOB SATISFACTION

120
100 100
100
Strongly agree
80 68 68 Agree
Neutral
60
Disagree
40 Strongly disagree
24 24
20 Total
3 5 3 5
0 0
0
No. ofRespondents %

INFERENCE
It is inferred from the table that 92 percent of the employees agrees that their
Supervisor’s motivation enhances job satisfaction.

SUPERIORS MOTIVATION ENHANCES EMPLOYEES JOB SATISFACTION

MESSAGES GOT FROM THE TOP LEVEL CLEAR & PROPER

TABLE- 5.6

No. of
Opinion
Respondents %
Yes 95 95.00
No 5 5.00
Total 100 100

FIGURE - 5.6
 34

MESSAGES GOT FROM THE TOP LEVEL CLEAR & PROPER

120

100
100 95
No. of Respondents

80

60

40

20
5
0
Yes No Total

OPinion of Respondents

INFERENCE
It is inferred from the table that 95 percent of the employees feel that the
messages got from the top level is clear & proper.

EMPLOYEES OBLIGATIONS & MESSAGES REACH PROPERLY &

CLEARLY TO OUR HIGHER AUTHORITY

TABLE- 5.7

No. of
Opinion
Respondents %
Yes 86 86.00
No 14 14.00
Total 100 100

FIGURE 5.7
 35

EMPLOYEES OBLIGATIONS & MESSAGES REACH

PROPERLY & CLEARLY TO OUR HIGHER AUTHORITY

No
14%

Yes
No

Yes
86%

INFERENCE
It is inferred from the table that 86 percent of the employees feel that the
obligations & messages reach properly & clearly to the higher authority.

DEPARTMENTAL COMMUNICATIN IS NECESSARY FOR MUTUAL

UNDERSTANDING AND IT PREVAILS IN THIS ORGANIZATION

TABLE- 5.8
No. of
Opinion
Respondents %
Strongly agree 16 16.00
Agree 62 62.00
Neutral 9 9.00
Disagree 11 11.00
Strongly disagree 2 2.00
Total 100 100

FIGURE 5.8
 36

DEPARTMENTAL COMMUNICATIN IS NECESSARY FOR MUTUAL

UNDERSTANDING AND IT PREVAILS IN THIS ORGANIZATION
Strongly
disagree
2%
Disagree Strongly agree
11% 16% Strongly agree
Neutral
Agree
9%
Neutral
Disagree
Strongly disagree
Agree
62%

INFERENCE
It is inferred from the table that 78 percent of the employees agreed that
Departmental communication is necessary for mutual understanding and it prevails in this
organization.

DISCUSSIONS WITH THE SUPERIOR

TABLE- 5.9

No. of
Opinion
Respondents %
Highly satisfied 26 26.00
Satisfied 61 61.00
Neutral 13 13.00
Dissatisfied 0 0.00
Highly dissatisfied 0 0.00
Total 100 100

FIGURE - 5.9
 37

DISCUSSIONS WITH THE SUPERIOR

120

100
100
No. of Respondents

80
61
60

40
26

20 13

0 0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

Opinion of Respondents

INFERENCE
It is inferred from the table that 87 percent of the employees are satisfied in the
discussions with their superiors.

WHETHER THE EMPLOYEE’S WORK EXPERIENCE MISSED ANY

IMPORTANT INFORMATION

TABLE- 5.10

No. of
Opinion
Respondents %
Yes 4 4.00
No 96 96.00
Total 100 100

FIGURE- 5.10
 38

WHETHER THE EMPLOYEE’S WORK EXPERIENCE MISSED ANY

IMPORTANT INFORMATION

120

100
100 96
No. of Respondents

80

60

40

20

0
Yes No Total

Opinion of Respondents

INFERENCE
It is inferred from the table that only 4 percent of the employees have missed
important information in their work experience.

POSITIVE EXPECTATION ABOUT THE ORGANIZATION

TABLE- 5.11

No. of
Opinion
Respondents %
Yes 98 98.00
No 2 2.00
Total 100 100

.
FIGURE - 5.11
 39

POSITIVE EXPECTATION ABOUT THE ORGANIZATION

120

98 100
100
No. of Respondents

80

60

40

20
2
0
Yes No Total

Opinion of Respondents

INFERENCE
It is inferred from the table that 98 percent of the employees have positive expectation
about the organization

THE TOP MANAGEMENT HAS INTEGRITY AND OPENNESS

TABLE- 5.12

No. of
Opinion
Respondents %
Yes 88 88.00
No 12 12.00
Total 100 100

FIGURE-5.12
 40

THE TOP MANAGEMENT HAS INTEGRITY AND

OPENNESS

100 88 88

80

60 Yes
No
40
12 12
20

0
No.Respondents %

INFERENCE
It is inferred from the table that 88 percent of the employees have said that the top
management have integrity and openness.

CHANGES ARE DISCUSSED AND INFORMED TO ALL LEVELS

TABLE- 5.13
No. of
Opinion
Respondents %
Yes 65 65.00
No 35 35.00
Total 100 100

FIGURE - 5.13
 41

CHANGES ARE DISCUSSED AND INFORMED TO

ALL LEVELS

70 65 65
60
50
40 35 35 Yes
30 No
20
10
0
No.Respondents %

INFERENCE

It is inferred from the table that 65 percent of the employees confirm that the
changes are discussed and informed to all levels.

ENCOURAGING EMPLOYEES FOR NEW IDEAS/SUGGESTIONS

TABLE- 5.14

No. of
Opinion
Respondents %
Yes 61 61.00
No 39 39.00
Total 100 100

FIGURE -5.14
 42

ENCOURAGING EMPLOYEES FOR NEW

IDEAS/SUGGESTIONS

No
39%
Yes
Yes No
61%

INFERENCE

It is inferred from the table that 61 percent of the employees have said that the
Organization is encouraging new ideas/suggestions.

LEVEL OF SATISFACTION IN THE INTRA DEPARTEMNTAL

RELATIONSHIP

TABLE- 5.15

No. of
Opinion
Respondents %
Highly satisfied 23 23.00
Satisfied 60 60.00
Neutral 9 9.00
Dissatisfied 8 8.00
Highly dissatisfied 0 0.00
 43

Total 100 100

.
FIGURE - 5.15

LEVEL OF SATISFACTION IN THE INTRA

DEPARTEMNTAL RELATIONSHIP

60 60
60

50
Highly satisfied
40
Satisfied
30 Neutral
23 23
20 Dissatisfied
9 9 Highly dissatisfied
10 8 8
0 0
0
No. Respondents %

INFERENCE
It is inferred from the table that 83 percent of the employees are satisfied in the
intra departmental relationship

ORGANIZATION CONDUCTS MEETINGS PERIODICALLY

TABLE- 5.16

No. of
Opinion
Respondents %
Yes 94 94.00
No 6 6.00
Total 100 100

FIGURE -5.16
 44

ORGANIZATION CONDUCTS MEETINGS

PERIODICALLY

100 94 94
90
80
70
60 Yes
50
40 No
30
20
6 6
10
0
Respondents %

No. of

INFERENCE
It is inferred from the table that 94% of the employees are satisfied in the
Meetings conducted by the Organization.

OPINION ABOUT CONDUCTION OF MEETINGS

TABLE-5.17

No. of
Opinion
Respondents %
Highly satisfied 19 20.20
Satisfied 51 54.26
Neutral 13 7.45
Dissatisfied 15 15.96
Highly dissatisfied 2 2.13
Total 100 100
 45

.
FIGURE - 5.17

OPINION ABOUT CONDUCTION OF MEETINGS

120

100
Highly satisfied
80 Satisfied
Neutral
60
Dissatisfied
40 Highly dissatisfied
Total
20

0
No. of Respondents %
INFERENCE
It is inferred from the table that 78% of the employees agreed that Departmental
communication is necessary for mutual understanding and it prevails in this organization

THE CONFLICT RESOLVING PERSON IS IMPARTIAL AND INDEPENDENT.

TABLE- 5.18

No. of
Opinion
Respondents %
Highly true 27 27.00
True 58 58.00
Neutral 5 5.00
Not true 10 10.00
Not at all 0 0.00
Total 100 100
.
 46

FIGURE - 5.18

THE CONFLICT RESOLVING PERSON IS NOT

PARTIAL AND INDEPENDENT

120
100 100
100
Highly true
80 TRUE
58 58 Neutral
60
Not true
40 27 27 Not at all

20 Total
10 10
5 5
0 0
0
No. of Respondents %

INFERENCE
It is inferred from the table that 85 percent of the employees said that the conflict
resolving person is impartial and independent.

RESOLUTION OF THE CONFLICTS ARE QUICK & EFFECTIVE

TABLE- 5.19

No. of
Opinion
Respondents %
Highly satisfied 14 14.00
Satisfied 59 59.00
Neutral 11 11.00
Dissatisfied 13 13.00
Highly dissatisfied 3 3.00
Total 100 100
 47

FIGURE - 5.19

RESOLUTION OF THE COMFLICTS ARE QUICK & EFFECTIVE

120

100
100
No. of Respondents

80

59
60

40

20 14 13
11

0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

Opinion of Respondents

INFERENCE
It is inferred from the table that 73 percent of the employees are satisfied that
Resolution of the conflicts are quick & effective
RESOLVING CONFLICT IMPROVES RELATIONSHIP
TABLE- 5.20

No. of
Opinion
Respondents %
All Ways 34 34.00
Most of the time 57 57.00
Sometimes 5 5.00
Rarely 3 3.00
Very Rarely 1 1.00
Total 100 100

FIGURE - 5.20
 48

RESOLVING CONFLICT IMPROVES RELATIONSHIP

120

100
100
No. of Respondents

80

57
60

40 34

20
5 3 1
0
All Ways Most of the time Sometimes Rarely Very Rarely Total

Opinion of Respondents

INFERENCE
34 percent of respondents feel that conflict resolution always improves
relationship. 57 percent of employees feel that most of the time conflict resolution
improves relationship. Only 4 percent of respondents feel that it rarely improves
relationship.

5.2 CHI-SQUARE ANALYSIS

ASSOCIATION BETWEEN EXPERENCE AND LEVEL OF SATISFACTION IN

MOTIVATION

TABLE- 5.21

TOP MANAGEMENT EFFORTS

Experience Highly satisfied Satisfied Dissatisfied Total

<15Yrs 15 9 6 30
16-20Yrs 6 23 6 35
21-25Yrs 10 17 8 35
 49

Total 31 49 20 100

CALCULATION:

Oi Ei Oi-Ei (Oi-Ei)^2 (Oi-Ei)^2/Ei

15 9.3 5.7 32.49 3.493548387

9 14.7 -5.7 32.49 2.210204082
6 6 0 0 0
6 10.85 -4.85 23.5225 2.16797235
23 17.15 5.85 34.2225 1.99548105
6 7 -1 1 0.142857143
10 10.85 -0.85 0.7225 0.066589862
17 17.15 -0.15 0.0225 0.001311953
8 7 1 1 0.142857143
TOTAL 10.22082197

Null Hypothesis (Ho) -There is no association between experience and the level of
Satisfaction in Motivation
Alternative Hypothesis (H1) -There is association between experience and the level of
Satisfaction in Motivation
The calculated value of χ2 = 10.22
Degree of freedom = (r-1)(c-1) = 4
Level of Significance = 0.05
Table Value = 9.4877
Calculated Value = 10.2208

Tabulated value of χ2 of 4 d.f at 5% level of significance = 9.4877

 50

The calculated value of χ2 > Tabulated value of χ2

10.2208 > 9.4877

Interpretation: Since calculated value is more than Table value. Null Hypothesis is
rejected. There is association between experience and the level of Satisfaction in
Motivation. Employees with experience between 16-20 years have the more satisfaction
in the motivation.

CHI-SQUARE ANALYSIS

ASSOCIATION BETWEEN AGE AND COMMUNICATION LEVEL

TABLE- 5.22

SHARES INFORMATION WILLINGLY

Age All ways Most of the time Rarely Total

18-35Yrs 23 34 15 72
>35Yrs 6 13 9 28
Total 29 47 24 100
 51

CALCULATION:

Oi Ei Oi-Ei (Oi-Ei)^2 (Oi-Ei)^2/Ei

23 20.88 2.12 4.4944 0.215249

34 33.84 0.16 0.0256 0.000757

15 17.28 -2.28 5.1984 0.300833

6 8.12 -2.12 4.4944 0.553498

13 13.16 -0.16 0.0256 0.001945

9 6.72 2.28 5.1984 0.773571

TOTAL 1.845853

Null Hypothesis (Ho) -There is no association between age and the level of
Communication.
Alternative Hypothesis (H1) -There is association between age and the level of
Communication.

Level of Significance = 0.05

The calculated value of χ2= 1.846
Degree of freedom = (r-1) (c-1) = 2
Tabulated value of χ2 of 4 d.f at 5% level of significance = 9.4877
The calculated value of χ2 < Tabulated value of χ2
1.846 < 5.9915
 52

Interpretation:
Calculated value is less than Table value. Null Hypothesis is accepted. There is no
association between age and the level of Communication.

CHI-SQUARE ANALYSIS:

ASSOCIATION BETWEEN AGE AND TRUST LEVEL

TABLE- 5.23

WE FEEL ORGANIZATION CONCERNS ON CAREER DEVELOPMENT

Age Highly True True Not True Total

18-35 Yrs 22 27 7 56
>35Yrs 7 24 13 44
Total 29 51 20 100

CALCULATION:
 53

Oi Ei Oi-Ei (Oi-Ei)^2 (Oi-Ei)^2/Ei

22 16.24 5.76 33.1776 2.04296

27 28.56 -1.56 2.4336 0.08521

7 11.2 -4.2 17.64 1.575

7 12.76 -5.76 33.1776 2.60013

24 22.44 1.56 2.4336 0.10845

13 8.8 4.2 17.64 2.00455

TOTAL 8.41629

Null Hypothesis (Ho) -There is no association between age and the level of Trust.
Alternative Hypothesis (H1) -There is association between age and the level of Trust.

Level of Significance = 0.05

Degree of Freedom = 2
Table Value = 5.9915
Calculated Value = 8.4163
Tabulated value of χ2 of 4 d.f at 5% level of significance = 9.4877
The calculated value of χ2> Tabulated value of χ2
8.4163> 5.9915

Interpretation:
 54

Calculated value is more than Table value. Null Hypothesis is rejected. There is
association between age and the level of Trust. Employees with age group greater then 40
have more Trust.

CHI-SQUARE ANALYSIS

ASSOCIATION BETWEEN AGE AND LEVEL OF PARTICIPATION

TABLE- 5.24

EMPLOYEES ARE KEPT INFORMED ABOUT POLICY DECISIONS

Age All Ways Many Times Not Informed Total

18-30Yrs 9 15 6 30
35-40Yrs 8 19 16 43
>40Yrs 4 13 10 27
Total 21 47 32 100
 55

CALCULATION:

Oi Ei Oi-Ei (Oi-Ei)^2 (Oi-Ei)^2

15 9.3 5.7 32.49 3.49
9 14.7 -5.7 32.49 2.21
6 6 0 0 0
23 17.15 5.5 30.25 1.76
6 7 1 1 0.14
10 10.85 -0.85 0.723 0.07
17 17.5 -1.5 0.0223 0.0013
8 7 1 1 0.14
9.977
TOTAL

Null Hypothesis (Ho) -There is no association between age and the level of
Participation.
Alternative Hypothesis (H1) -There is association between experience and the level of
Participation.

Level of Significance = 0.05

Degree of Freedom = 4
Table Value = 9.4877
Calculated Value = 9.977

Tabulated value of χ2 of 4 d.f at 5% level of significance = 9.4877

The calculated value of χ2 > Tabulated value of χ2
 56

9.977 > 9.4877

Interpretation:

Table value is less than calculated value. Null Hypothesis is rejected. There is
association between age and the level of Participation. Employees Participation in policy
decision is uniform with respect to age difference.

CHI-SQUARE ANALYSIS

ASSOCIATION BETWEEN AGE AND LEVEL OF CONFLICT RESOLUTION

TABLE- 5.25

CONFLICTS ARE SETTLED AT THEIR IMMEDIATE LEVELS

Age All Ways Most of the time Sometimes Rarely Total

18- 13 19 10 14 56
40Yrs
>40Yrs 8 6 17 13 44

Total 21 25 27 27 100

CALCULATION:

Oi Ei Oi-Ei (Oi-Ei)^2 (Oi-Ei)^2/Ei

 57

13 11.76 1.24 1.5376 0.130748

19 14 5 25 1.785714
10 15.12 -5.12 26.2144 1.733757
14 15.12 -1.12 1.2544 0.082963
8 9.24 -1.24 1.5376 0.166407
6 11 -5 25 2.272727
17 11.88 5.12 26.2144 2.206599
13 11.88 1.12 1.2544 0.105589
TOTAL 8.484505

Null Hypothesis (Ho) -There is no association between age and the level of
Conflict Resolution.
Alternative Hypothesis (H1) -There is association between age and the level of Conflict
Resolution.

Level of Significance = 0.05

Degree of Freedom = 3
Table Value = 7.8147
Calculated Value = 8.4845

Tabulated value of χ2 of 4 d.f at 5% level of significance = 9.4877

The calculated value of χ2 < Tabulated value of χ2
8.4845 > 7.8147

Interpretation:
Calculated value is more than Table value. Null Hypothesis is rejected. There is
association between age and the level of Conflict Resolution. Employees with age group
36-40 feel that conflicts are always settled by immediate higher level.
 58

CHAPTER VI

6.1 FINDINGS

1. 81% of the employees are satisfied with the work settings & other facilities
provided by the organization.
2. 73% of the employees feel that the Management is Supportive and encouraging in
our personal growth & development.
3. 68% of the employees feel that the organization gives incentives on the basis of
their skills and achievement.
4. 93% of the employees feel that there is job security in the Organization.
5. 80% of the employees are satisfied that the Top Management of this organization
takes efforts to recognize and use the potentials of employees.
6. 92% of the employees agreed that the Superiors motivation which enhanced job
satisfaction.
7. 95% of the employees feel that the messages got form the top level is clear &
proper.
8. 86% of the employees feel that the obligations & messages reach properly &
clearly to higher authority.
 59

9. 78% of the employees agreed that the Departmental communication is necessary

for mutual understanding and it prevails in this organization.
10. 87% of the employees are satisfied in the Discussions with the superior.
11. 76% of the employees said that most of the time people are mostly open with one
another and share information willingly.
12. Only 4% of the employees missed important information in work experience.
13. 98% of the employee’s positive expectation about the organization.
14. 88% of the employees said that the top management has integrity and openness.
15. 80% of the employees said that we feeling are the driving force of the
organization.
16. 65% of the employees confirm that the Changes are discussed and informed to all
levels.
17. 61% of the employees said that the Organization is encouraging new
ideas/suggestions.
18. 68% of the employees said that many times the employees are kept informed
about the policy decisions.
19. 83% of the employees satisfied in the intra departmental relationship.
20. 94% of the employees concur that the organization conducts meetings
periodically.
21. 74.46% of the employees are satisfied about conduction of meetings.
22. 85% of the employees said that the conflict resolving person is impartial and
independent.
23. 46% of the employees said that the conflicts are settled at their immediate levels
and are not taken with higher ups.
24. 73% of the employees are said that resolution of the conflicts is quick &
effective.
25. 34% of respondents feel that conflict resolution always improves relationship.
57% of employees feel that most of the time conflict resolution improves
relationship. Only 4% of respondents feel that it rarely improves relationship.
26. Employees with experience more than 5 years have the more satisfaction in the
motivation.
 60

27. Employees with the age group greater then 28 have the more satisfaction in the
communication.
28. Employees with age group greater then 30 have a more Trust.
29. Employees Participation in policy decision is uniform irrespective of age
difference.
30. Employees with age group 36-40 feel that conflicts are always settled by
immediate higher level.

6.2 SUGGESTIONS:

o The research reveals an overall positive relationship prevailing in the

company. Ideas and suggestions of each and every staff in the department should be
given due consideration so that they are motivated to participate.

o Organization shall conduct more meetings to improve the intra

organizational relationship between the employees.

o Performance Reviews can be conducted periodically so that the process

will be helpful for the employees to know that they are in their right track in
achieving their task.

o The management should concentrate more on the career development of

the employees, so that employees will feel secured and it will help to built up the
trust among the employees.
 61

o Superiors must try to consider the views and suggestions of the

subordinates so that the subordinates will get a chance to develop themselves and
they will be self motivated.

o Friendly relationship should prevail among the superiors and subordinate

than the boss subordinate relationship so that good organizational climate will exist
in the organization.

o Grievance Redressal should be done at immediate levels and should be

done effectively.

6.4 CONCLUSION

Intra organizational relationship is fairly good in “TVS LOGISTICS

SERVICES LIMITED.” This helps the organization in its productivity and growth.
Organizational effectiveness also has increased due to this.

Continues monitoring should be done among the employees to know their level
of involvement in their work. More training programs should be conducted so that it
guides the employees in their career development .Sustained efforts are to be continued
for maintaining intra organizational relationship and to further improve it.

6.5 SCOPE FOR FUTURE RESEARCH

The present research on impact on intraorganizational relationship on

organizational relationship on organizational effectiveness helps to get clear picture about
the factors which are important for the effective intraorganizational relationship. This in
turn, helps the management to formulate suitable policy to develop the trust and
relationship and motivation among the employees. Hence, the motivational level, trust
level, communication level, participation level of the employees may also change.
 62

The factors that build the effective intraorganizational relationship among the
employees and their superiors may change in time, because the needs of employees too
change with change in time. So continuous monitoring and close observation of factors
that builds the effective relationship among the employees is necessary to maintain a
competent work force. Only with a competent work force an organization can achieve its
objective. Moreover, human resource is the most valuable asset to any organization. A
further study with in department analysis to know, to what extent these factors helps to
build the effective and efficient relationship among the employees and the management is
required. And also in future research we can include the various dimensions like
performance appraisal, review, job satisfaction level of the employees, compensation.

APPENDICES:

IMPACT OF INTRA ORGANISATIONAL RELATIONSHIP ON

ORGANISATIONAL EFFECTIVENESS
(TVS LOGISTICS SERVICES (P) LTD, CHENNAI)

QUESTIONNAIRE

I .PERSONAL DETAILS

1.

Name : E-code :

Department : Designation :

2. Age :  18-20  20-25  26-30  31-35  <40

3. Gender:  Male  Female

 63

4. Qualification:  up to 10th  12th  ITI  Diploma UG

  PG

5. Experience:  0-6 months  1-2yrs  2 -4 yrs  4 – 10yrs

II. MOTIVATION

1. Satisfaction level with the work settings and other facilities provided by the
organization.

(a).Highly satisfied (b).Satisfied (c).Neutral

(d).Dissatisfied (e).Highly dissatisfied

2. Does the management supports and encourages your personal growth and
development?
(a).Yes (b).No

3. Are incentives paid on the basis of your skills and achievement?

(a).Yes (b).No

4. Do you have job security?

(a).Yes (b).No

5. The top management takes effort to recognize and use the potential of the
employees.
(a).Highly satisfied (b).Satisfied (c).Neutral
(d).Dissatisfied (e).Highly dissatisfied

6. My superiors motivation enhance my job satisfaction

(a).Highly satisfied (b).Satisfied (c).Neutral
(d).Dissatisfied (e).Highly dissatisfied

III. COMMUNICATION
 64

7. Are you getting the required messages with respect to your job from your
superiors at the right time?
(a).Yes (b).No

8. Do your obligations and messages reach your superiors in the right way?
(a).Yes (b).No

9. Departmental communication is necessary for mutual understanding and it

prevails in this organization.
(a).Strongly agree (b).Agree (c).Neutral
(d).Disagree (e).Strongly disagree

10. Peers are mostly open with one another and share information willingly.
(a).Always (b).Most of the time (c).Sometimes
(d).Rarely (e).Very Rarely

11. In general, communication is effective in the organization.

(a).Strongly agree (b).Agree (c).Neutral
(d).Disagree (e).Strongly disagree

IV. TRUST

12. Do you feel that your organization concerns on your career development?
(a).Yes (b).No

13. Do your management is trusted for the integrity & openness?

(a).Yes (b).No

V.PARTICIPATION

14. Do your superiors encourage your new ideas/suggestions?

 65

(a).Yes (b).No

15. Are changes discussed & informed to all levels in the organization?
(a).Yes (b).No

16. Employees are kept informed about the policy decisions

(a).Always (b).Most of the time (c).Sometimes
(d). Rarely (e).Very Rarely

VI. RELATIONSHIP

17. Are you satisfied with intra department relationship?

(a). Highly satisfied (b). Satisfied (c). Neutral
(d). Dissatisfied (e). Highly dissatisfied

18. Does your organization conduct meeting periodically?

(a).Yes (b).No

19. If yes, what is your satisfaction level of employees?

(a).Highly satisfied (b).Satisfied (c).Neutral
(d). Dissatisfied (e).Highly dissatisfied

VII. CONFLICT AND GRIEVANCE REDRESSAL

20. Is there any grievance handling system in your organization?

(a).Yes (b).No

21. If no, who will solve your grievances and conflict?

 66

(a).Superiors (b). Peers

22. The conflict resolving persons is not partial and independent

(a).Highly true (b).True (c).Neutral
(d). Not true (e). Not at all

23. Conflicts are settled at their immediate levels and are not taken to the top
management.
(a).Always (b).Most of the time (c). Sometimes
(d).Rarely (e). Very Rarely

24. Resolutions of the conflicts are done effectively.

(a).Highly satisfied (b).Satisfied (c).Neutral
(d).Dissatisfied (e).Highly dissatisfied

25. Resolving conflict improves relationship.

(a).Always (b).Most of the time (c).Sometimes
(d).Rarely (e).Very Rarely

26. your suggestions or ideas to improve your intra organizational relationship

____________________________________________________________________
_

THANK YOU
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BIBILIOGRAPHY

TEXT BOOKS:

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• Biswajeet Pattanayak (2008) “Human Resource Management” Third Edition.

 68

• Veerarajan (1995), “Probability Statistics & Random process” Second Edition.

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Economic Review, May, Chapter 7, P.no 12.
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WEBLOIGRAPHY:

• www.citihr.com

• www.tvslogistics.com

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