A Study On "Employee Commitment" AT M/S. Hindustan Coca Cola Beverages PVT Limited

A STUDY ON “EMPLOYEE COMMITMENT”
AT
M/s. HINDUSTAN COCA COLA BEVERAGES PVT LIMITED.
A Dissertation submitted to the
UNIVERSITY OF MADRAS
In partial fulfillment of the requirements
For the award of the degree of
Master of Social Work
By
R. MOHAN
MADRAS SCHOOL OF SOCIAL WORK

(Affiliated to the University of Madras)
No.32, Casa Major Road, Egmore,
Chennai – 8.
March 2005
Certificate of Approval
It is hereby certified that this dissertation was designed and executed by

Mr. R. MOHAN, in partial fulfillment of the requirement for the award of
the Degree of Master of social work, University of Madras. This
dissertation is the original work of the said candidate carried out exclusively
for the above-mentioned purpose.
Dr. D.Varadharajan, Mr.S.Malar.

Principal Research Guide
Place : Chennai
Date :
TABLE OF CONTENTS
S. NO CONTENTS PAGE
NUMBER
1 Acknowledgement I
2 List of Tables II
3 Chapter-I: Introduction and Review of literature 1-14
4 Chapter-II: Research Methodology 15-18
5 Chapter-III: Data Analysis and Interpretation

19-60
6 Chapter-IV: Findings, Suggestions and Conclusion. 61-65
7 Bibliography 66
8 Appendix
67-72
ACKNOWLEDGEMENT
I take this fine opportunity to express my piece of gratitude to my Parents,

who have extended their moral support to me in all my endeavors.
I hereby take this opportunity to express my deep indebtedness and grateful

respect to my beloved Principal Dr. D. Varadharajan, for the benevolence
extended by him during our entire course of studies in the college.
I acknowledge with pride my sincere thanks to my research guide

Mr.S.Malar, for the valuable guidance offered by him during the research
work.
I also take this opportunity to thank Mr. J Allen Christopher senior HR

executive and Mr. V. Sriram HR officer for providing me the opportunity
to carry out the research in the organization
Finally, I would also like to extend my heartful appreciation to all the

members of the teaching and non-teaching staff of the Madras School of
Social Work who helped us during our entire course of studies in the
college.
Researcher
LIST OF TABLES
PAGE
TABLE TITLE
NUMBER
NO.
1 Respondents by their Department 19
2 Respondents by their Designation 20
3 Respondents by their Age 21
4 Respondents by their Educational qualification 22
5 Respondents by their Work experience 23
6 Respondents by their Martial status 24
7 Respondents by their Monthly Income 25
8 Respondents by their Family Members 26
9 Over all level of employee commitment 27
10 Factors contributing for level of commitment 28
11 Department Vs Level of Employee commitment 30
12 Department Vs Factors contributing to Employee commitment 31
13 Designation Vs Level of Employee commitment 33
14 Designation Vs Factors contributing to Employee commitment 34
15 Age Vs Level of employee commitment 37
16 Age Vs Factors contributing to employee commitment 39
17 Educational Qualification Vs Level of employee commitment 42

Educational Qualification Vs Factors contributing employee
18 43
commitment
19 Work Experience Vs Level of employee commitment 46
Work Experience Vs Factors of contributing to employee
20 47
commitment
21 Marital Status Vs employee commitment 50
22 Marital Status Vs Factors contributing to employee commitment 51
23 Monthly Income Vs Level of employee commitment 53

Monthly Income Vs Factors contributing to Employee
24 54
commitment
25 Family Members Vs levels of Employee Commitment 57
Family Members Vs Factors Contributing to employee
26 58
Commitment
INTRODUCTION
Employees are considered to be the assets of the organizations. It lies with the
organizations as to how to effectively utilize these powerful resources. Today, the
workforces are more educated and it is a challenging task before the management to
handle these valuable assets. Besides these, the organizations, which are competitive
enough and are very flexible, can only survive in this market. It is essentially important
for any organization to recruit, attract and motivate people to achieve desired results. An
organization has to see through that the employees are more committed towards the work
rather than just be a part of the organization. Any organization is said to be a profitable
organization only if its employees are more committed towards the work. Such
commitment will lead to taking of initiative, responsibilities and more amounts of
contributions by the employees.
Human Resource Management policies are designed to “maximize organizational

integration, employee commitment, flexibility and quality of work”. The concept of
commitment plays an important part in the Human Resource management philosophy.
MEANING OF ORGANIZATIONAL COMMITMENT
Commitment refers to attachment and loyalty. As defined by MOWDRAYET (1982)

commitment consists of 3 components.
1) Identification with the goals and the values of the organization.
2) A desire to belong to the organization
3) A willingness to display effort on behalf of the organization.
The definition of commitment also emphasizes the importance of behavior in creating

commitment. Salancik defines commitment, as “It is a state of being in which an
individual becomes bound by his actions to beliefs that sustain his activities and his
own involvement”. Three features of behaviour are important in binding individuals
to their acts.
a) The visibility of the acts
b) The extent to which the outcomes are irrevocable
c) The degree to which the person undertakes the action voluntarily.
Commitment according to Salancik can be increased and harnessed to obtain support for
organizational ends and interests through such ploys as participation in decisions about
actions.
SIGNIFICANCE OF COMMITMENT:
There have been two schools of thought about commitment. One, “from control to
commitment school, was led by Walton (1985 a and b), who saw commitment strategy as
a more rewarding approach to Human Resource Management, in contrast to the
traditional strategy. The other, “Japanese/Excellence” school, is represented by writers
such as Pascale and Athos(1981) and Peters and Waterman (1982) who looked at the
Japanese model and related the achievement of excellence to getting the wholehearted
commitment of the workforce to the organization.
Organisational commitment involves the employee’s loyalty to the organisation and its
determine by the number of personal organizational and non-Organisational variable.
Recently commitment has been conceived as mainly three components affective
(emotional attachment), continuance (cost of leaving) and normative (obligation to stay).
The Organisational commitment attitude has mixed results but in general, is thoughts to
have somewhat strong relationship with Organisational outcome such as performance,
absenteeism and turn over.
FROM CONTROL TO COMMITMENT:
The importance of commitment was highlighted by Walton (1985 a and b). his theme
was that improved performance would result if the organization moved away from the
traditional control-oriented approach to workforce management, which relies upon
establishing order, exercising control and “Achieving efficiency in the application of
workforce”. He argued that his approach should be replaced by a commitment strategy.
He suggested that workers respond best and most creatively-not when they are tightly
controlled by the management , placed in narrowly defined jobs, and treated like an
unwelcome necessity, but, instead, when they are given broader responsibilities
encouraged to contribute and helped to achieve satisfaction in their work.
Walton (1985 a) suggested that in the new commitment-based approach “Jobs are
designed to be broader than before, to combine planning and implementation and to
include efforts to upgrade operation not just to maintain them. Individual responsibilities
are expected to change as conditional change, and teams, not individuals often are the
organizational units accountable for performance. With management hierarchies
relatively flat and differences in status minimized, control and lateral coordination
depend on shared goals. And expertise rather than formal position determines influences.
A commitment strategy does not sound like a crude attempt to manipulate people to
accept management’s values and goals as some have suggested. Infact, Walton does not
describe it as being instrumental in this manner. His perception is for a broad HRM
approach to the ways in which people are treated, jobs are designed and organizations are
managed. And he quotes a no. of examples in America where unions have cooperated
with management, talking about common interests and agreeing to sponsor quality of
working like programmers and employee involvement activities.
THE JAPANESE/EXCELLENCE SCHOOL:
Attempts made to explain the secret of Japanese Business success by such writers as
OUCHI(1981) and Pascale and Athos (1981) led to the theory that the best way to
motivate people is to get their full commitment to the values of the organization. By
leadership and involvement. This might be called the “Hearts and Minds” approach to
motivation, and, among other things, it popularized such devices as Quality Circles.
The baton was taken up by the Peters and Waterman (1982) and their imitators later in
1980s. this approach to excellence was summed up by Peters and Austin (1985) when
they wrote “trust people and treat them like adults, enthuse them by lively and
imaginative leadership, develop and demonstrate and your workforce will respond with
total commitment.
REVIEW OF LITERATURE
The issue on measuring employee commitment given on Human capital Edition dated
Jan’2002
Managers of all kinds of organizations are working at ways to make workers enjoy what
they do so that productivity improves.
Today, most multinational and many Indian companies have made the employee
satisfaction index a key input in to the performance evaluation process for department
and company heads. It has been proved in a landmark research done by Iffaldano and
Muchinsky in 1985 that employee satisfaction does not necessarily lead to productivity.
The correlation between satisfaction and productivity is as low as 0.17
It was realized that employee satisfaction has lost some value as a surrogate measure for
workplace efficiency. It is in this context that organizational behavior scientists explored
the dimension of employee commitment.
Employee commitment is thought to be manifested in three ways:
1) The committed employee actively wants to remain part of the organization and
not just for security.
2) The committed employee is willing to go to the extra mile on the organisations’

behalf.
3) The committed employee believes in and adheres to the companys’s value
MEASURING EMPLOYEE COMMITMENT:
The most widely used measure of commitment in the business world today is the one
developed by a South African market research firm called research surveys. It has been
used in 50 countries worldwide and in India, it is offered by ORGMARG
The measurement of commitment in this model ACE (assessing commitment of
employees) is through a composite of four variables.
The first variable is needs fit. Different people look for different things from their
employers. Some want job security, some others want money and yet others want career
growth. The extent to which organization fulfills the respective needs affects
commitment.
The second variable is the extent to which the employees are attracted towards option
outside the current company strong attraction towards the outside naturally reduces the
commitment to the organization.
The third and crucial measure is the extent to which the employee cares about work.
The fourth and final measure is ambivalence. Ambivalence occurs when employees are
not clear about what the choices mean to them and how well differentiated they are from
each other.
MATERIAL ON EMPLOYEE COMMITMENT STUDIES BROWSED ON THE

WEBSITE:
Across the business landscape, we may find organizations battling for workforce share,
just as they battle for market share. In today’s business environment, it is imperative that
organizations learn to attract, motivate and retain the key talent needed to meet
aggressive business goals. A committed workforce is the hallmark of successful
organization. Committed employees are more productive and work with a focus on
quality and the profitability of the organization.
NATIONAL AND INDUSTRY EMPLOYEE COMMITMENT RESEARCH
Through national employee research AON was the first to investigate employee
commitment in the U.S and around the world – defining it, measuring it, and, above all,
helping organizations maximize it. The continuing research, at both the national and
industry level, has given AON the necessary data to keep organizations identify the steps
needed to build commitment and to measure how it is tied to profitability.
HELPING ORGANIZATIONS WITH CUSTOMIZED EMPLOYEE SURVEYS:
Using the yearly national and industry benchmark research, statistical analysis, and
industry-leading dual-scale technology, the organizations are provided with customized,
survey-based employee studies and assessments. These studies enable the organizations
to :
- increase employee commitment and productivity
- decrease turnover
- increase customer satisfaction
- improve benefits program design to leverage limited dollars and increase

employee commitment
- develop a strategic attraction and retention program
- focus on where to place organization improvement dollars to have the maximum

effect on employee commitment
- identify organizational strengths on which future gains in employee commitment

can be built.
A study can be conducted to meet these important objectives. A multi-phase process can
be used to gather and review data in order to make recommendations an which we can act
upon.
AON offers five studies that can be conducted for any organization’s needs:
Employee benefits contribute significantly to an employees commitment and loyalty to

an organization- they are also enormously expensive for the employer. It is therefore
important that employers leverage the available benefits dollars by ensuring they are
spent on the benefits most important to the employee.
The benefits@work survey is the first step in leveraging benefits for maximizing effect.
This AON study examines employees’ experience with current benefits, the importance
of each benefit in relation to employee commitment and opinions about possible future
benefit offerings.
A CUSTOM STUDY
Benefits packages are unique to the organization; therefore the benefit surveys must also
be unique. AON uses a comprehensive question bank to tailor each survey to the research
specifications. Surveys are designed to assess areas such as :
 current benefits
 medical, financial and retirement benefits
 communications
 spending benefits dollars
 workforce commitment
 benefits linked to workforce commitment
BENEFITS AND WORKFORCE COMMITMENT:
The effect of benefits on employee loyalty is a long – held assumption. The benefits
@work survey measures that relationship. The survey includes the questions that measure
the workforce commitment index (WCI), AON’s national measure of employee loyalty.
An organization’s WCI is compared to the national WCI, providing a context in which to
judge the performance. Additionally, employees evaluations of benefits are correlated to
the WCI, revealing the extent which specific benefits affect commitment.
As the importance of benefits in fostering employee loyalty grows, providing the right
package is critical to organizational success. Designing the right benefit package requires
the direction and focus that only a tested, validated assessment can provide.
HIGH TECHNOLOGY ORGANIZATION@ WORK
In the high – technology industry, where there are over 1.6 million open positions, the
issue of workforce commitment and retention is paramount. The days of job security and
life-long loyalty to an organization have disapproved, but a new kind of commitment has
evolved. The nature of this new commitment is a value exchange between the employer
and employee. With this in mind, AON created the high-technology organization@work
employee survey, customized for client organizations and based on norms established in
the National High- Technology@work-study.
Custom studies of commitment in individual high –technology organizations focus on

those areas found to be critical to high-technology workers, as well as those workplace
practices found to drive commitment in all organizations. The study will
- provide a measure of workforce commitment in the organizations;
- compare the level of commitment to the national high-technology norm;
- explore employees perceptions of workplace practices in the organization; and
- determine which practices most impact commitment in the organization
AON also helps the organization build and implement a workforce performance plan
designed to increase employee commitment, retention, and productivity.
The QUESTIONNAIRE ON THE HIGH-TECHOLOGY ORGANIZATION

@WOKSTUDY employees are asked to rate, and rank in importance, their experience
with both the organization and their work group on several items in each of the five key
categories:
 safety/security
 rewards
 affiliation
 growth
 work/life harmony
This dual –scaled approach allows for both an evaluation of the company’s performance
on each item and for the prioritization of items in future improvement plans conducting
an organizational assessment of this type will uniquely position the organization to offer
best-in-class services through employees who are committed to their jobs and to the
organization.
PERFORMANCE IMPROVEMENT PROCESS ( POSITIVE DISCIPLINE)
It is ORNL policy to identify, communicate and address as early as possible when job
performance is below expected standards. Performance it becomes apparent that an
employee is not meeting expected performance standards. Supervisors should not wait
until the end of the review period to communicate the need to improve performance, if
the need to improve is identified earlier in the period.
The performance improvement component of the performance management process

consists of both informal actions and formal actions. (while it is recommended that all
actions relating to corrective performance be documented, the level of documentation is
critical at the formal actions stage). Employees may enter the process at either state
depending on the circumstances.
Informal actions are appropriate for situations when minor performance improvement is
needed, when it is the first time the employee has been in need of performance
improvement intervention, or if there is clearly defined skills mismatch.
INFORMAL ACTIONS
Coaching and counseling, in many cases, informal coaching and counseling will be all
that is necessary to facilitate improved performance. The objective of counseling is to
keep the employee recognize and solve the problem, early on. When a problem occurs or
begin to develop regarding work performance the manager should discuss the situation
with the employee before it becomes serious. During such a discussion, the manager
should explain exactly what the performance expectation is and specifically how the
employee is failing to meet it. Once the employees agrees (or atleast understands) that he
or she is accountable for meeting expectations, the employee and manager should jointly
explore steps the employee might take to ensure he or she meets expectations in the
future. Ideally, the employee and manager will agree on the approach that will be taken to
solve the problem. It the agreement cannot be reached, it is the manager’s responsibility
to ensure that the employee understands what he or she must do to solve the problem, and
consequences for the employee if the problem is not resolved. The manager also needs to
tell the employee how and when he or she will follow up to provide additional feedback
on progress against the agreement.
FORMAL ACTIONS
The formal actions for performance improvement include an oral reminder, a written
reminder, and a final warning accompanied by a decision- making leave. At each step,
managers must meet with the employee. Managers should consult with the HR generalist
before initiating the formal action.
Step 1 – Oral Reminder
The oral reminder is a coaching session in which the manager and employee discuss the
problem, clarify the expectations and develop solutions that will lead to improvement.
The employee will be asked to commit to correcting the performance problem and will be
told that this is an oral warning, which is the first step of the formal performance
improvement process. The employee will also be informed of the consequences if the
problem is nor resolved. Supervisors should discuss with the next level of supervision.
Step 2 - Written Reminder

If, after the oral warning, performance does not improve to the level necessary to meet
expectations or if the performance continues to decline, a written reminder session will be
conducted. During this session, the employee will be reminded of prior commitments that
have not been met. Performance expectations will be clarified and steps for improvement
developed. The supervisor should seek to obtain the employers’ commitment to resolve
the problem, if possible. Consequences for failure to correct the problem should be stated
and the employee should be told that this is the second step of the formal performance
improvement process. Initiation of this process requires the concurrence of the next level
of management.
Step 3 – Final Warning

If, after the final warning, performance does not improve to the level necessary to meet
the expectations, or if performance continues to be decline, a final warning will be given.
A session will be held in which the employee will be reminded of prior commitments that
have not been met and performance expectations clarified. The employee will then be
given one day off with pay ( a decision-making leave) during which time he or she will
decide whether he or she can decide whether he or she can meet performance
expectations. Initiation of this step requires the concurrence of the division Director and
Review with the Director of Human Resources. The employee will be told of the
consequences for failure to correct the problem, which, in most cases, would be
termination of employment.
DURATION OF STEPS:
The duration of each step (oral warning, written warning, final warning) will vary
depending on the performance issue and on the employee's progress. Normally, each step
would last from 30 to 90 days. No matter what the stated duration of the step, additional
action (the next step or implementation of consequences) may be taken before the stated
end of the step if the performance continues to decline noticeably or the employee does
not make a good faith effort to meet expectations. Actions should be more immediate and
rehabilitative efforts abbreviated for employees who have been with ORNL or in the
given job for only a short time (<1 yr.). By acting promptly and decisively, the
organization can avoid long-term problems.
COMMITMENT IS KEY TO EMPLOYEE RETENTION

Taking a personal interest in individuals is vital to finding and keeping good customer-
service workers.
GREATER METROPLEX, whether the economy is on the rise or in a slump, one thing
doesn’t change. Customers will need personal attention and service.
While many businesses have experienced layoffs or hiring freezes, customer contact
centers are still growing and still seeking qualified employees to support a wide range of
products and services.
In the Dalla area, the jobs are plentiful. The METROPLEX has emerged as a leading
market for customer-service –support facilities, with more than 400 contact centers in
addition to many in-house, help-desk departments.
As a result, finding and keeping good employees remains a major concern centers with
so many job choices, good agents can be selective. In addition, contact-center jobs call
for people with specific skills and right temperament. If compromises are made to fill
seats, business can suffer greatly. There may also be a misconception that due to recent
layoffs, there is a deep pool of qualified candidates out there, ready and waiting.
Unfortunately, some of the employees involved in each layoff may have weak skills. In
addition, many of the currently available candidates are recent graduates seeking career-
starter positions. Both of these groups may require significant training before they can
make real contributions. This is especially true for technical-support positions.
Contact centers typically fall into one of two categories as they relate to employment
practices. The first offers a quick training program before putting employees to the work
answering a high volume of calls. These companies can suffer high turnover because
expectations are low and the work can be grueling. A second type of contact center puts
its agents on a career path for professional growth within the company. More training is
involved, there may be a mentoring program, and there is a greater commitment between
employers and employees. As a result, turnover is less of a problem.
In general, companies that commit to adequate training, stronger relationships with

employees and an environment in which there are rewards for doing a good job can
expect better employee retention. It’s not all about money, though whether its covered
parking, an occasional free lunch or a mentoring program for entry- level people, there
are many ways to improve work environment. Make people feel valuable, and they might
stay awhile.
A more subtle factor that can make revolving door faster is a mismatch between the
employees’ style and the company’s culture. Although technical skills are important in
selecting the candidate, it is just as important for them to “buy into” environment. Some
people thrive in a highly structured, tight managed company. Others become more
successful in a casual environment where verbal communication is more common than e-
mail and there are fewer rules of conduct. Companies that learn to quickly identify which
candidate match their culture can avoid a good no. of hiring mistakes. In addition to
extending a company’s reach in term of candidates, staffing firms are a good source of
help in this area. Their recruiters use proven processes that minimize employment risks
even before a formal interview takes place. For e.g., they may perform customized
testing, analyze a candidate's personality and use cultural matching techniques. Some
firms also conduct customer service role-plying and team interviews once references are
checked and a background check is completed. These tools are used to determine a
candidate's potential success at a given job. When a variety of screening and testing
methods are used, by those trained to spot potential employment problems, employees
who make the cut are more likely to perform better in the long run.
Finally, it’s important to note that experienced recruiters, who have been evaluating
candidates for several years, have learned quite a lot from their past successes and
failures. Most develop a strong sixth sense about people that is useful in hiring process.
Another way companies battle the retention issue is to hire employees on a temporary
basis initially, to see if the employee is a good fit. While if offers an attractive “try before
you buy” advantage, the temp-to-perm model can be a double-edged sword. Yes, the
company can evaluate an employee’s performance before making a more permanent
offer. But it is important to remember the employer is also being evaluated.
In other words, temp-to-perm arrangements won’t improve retention unless they are
addressed with the same level of respect as a company would pay to its new, full-time
employees. The same screening, testing and interviewing is needed before the hire, and
the same level of training is needed after the hire.
While contact centers face many unique challenges in hiring, managing and keeping
employees, the main issue for most is keeping the good ones they have. No single tool or
process will improve retention on its own, but a comprehensive program involving many
processes and initiatives, all aimed at the goal, can make an impact.
But it bears repeating that learning a great deal about a candidate before an offer is made
can be just as important.
RESEARCH METHODOLOGY
Significance of the Study

The main objective of research is to find out to truth. The research helps to gain
familiarity with the phenomenon or to achieve new insight into it. Research in common
parlance refers to a search for knowledge. Research, simply put, is an endeavour to
discover answer to problems through the applications and scientific method to the
knowable universe.
Statement of the Problem

Managers of all kinds of organisation are looking at ways to make workers enjoy that
they do so that productivity improved. Today most multi national and Indian companies
have made the employee satisfaction index a key in put in to the performance evaluation
process for department and company heads. It has been proved in a landmark research
done by IFFALDANO and MUCHINSKY in 1985 that employee satisfaction does not
necessarily lead to productivity. The correlation between satisfaction and productivity is
as low as 0.17.
It was realise that employee satisfaction has lost some values as surrogate measures for
work place efficiency. It is in the context that organisation behaviour scientist explore the
dimension of employee commitment.
Research Methodology
All the methods used by social scientists in their fact-finding mission constitute
methodology. In that way, Research methodology is defined as the procedures adopted by
the researchers to go about their work of describing, explaining and predicting
phenomena. It helps the social scientists to describe, justify and explain the outcome of
many findings.
Title of the study
The Title of the Research is "A Study on employee commitment at M/s. HINDUSTAN
COCA COLA BEVERAGES PVT LIMITED.
Objectives
1. To identify the factors that influence employee commitment
2. To study the level of attitudes of employee based on those factors and understand
the level of commitment among employees.
Research Design
Research design is a blueprint for the study. According Pauline V. Young, a research
design is the logical and systematic planning and directing a piece of research. It gives an
outline of the structure and process of the research programme.
The research design used for the current study is descriptive research design.
Universe
Universe is the aggregate of all units possessing certain specified characteristics on which
the sample seeks to draw inferences. The universe for the study is all the employees who
are working in M/s. HINDUSTAN COCA COLA BEVERAGES PVT LIMITED
Profile of the organisation

Coca cola returned to India after a 16 years absence in 1993 at chandigarh and amritsar.
A strategic alliance with parle exports gave the company instant owner of the nations top
soft drink brands.
1994 and 1995 saw a phased rollout of brands of coca-cola and fanta across the country.
Over and above the national and regional brands acquired from parle, 18 bottling plants
launched coca-cola and fanta in the territories in 1994 itself. In the following years new
products of the coca-cola company like sprite, sunfil and shock etc. Were launched in the
market, which has made coca-cola a market leader and ensure that it stays the same.
Mission statement:
“We at the Chennai unit will profitably lead the beverage revolution in every beverage
category with social responsibility and shall focus on system to enhance and sustain the
leadership. We shall enjoy providing the best customer and consumer experiences with
high quality products and services”.
Tool of Data collection

The Researcher based on the objectives of the Study prepared a Structured Questionnaire.
A questionnaire is a form prepared and distributed to secure responses to certain
questions related to the study. The Questionnaire prepared by the researcher mainly
consists of the following:
1. Personal profile of the Respondents.
2. Identifying employee commitment based on the factors
Like Job role integer ration and challenges, company brand and synergistic
relationship, trust and confidence in organisation, carer growth and
development and Job satisfaction.
Pre-testing
The researcher conducted pre testing of questionnaire in order to ascertain the validity of
the created tool. So, pre- testing was carried out among few respondents in order to
detect the discrepancies that have crept in and to remove them after necessary
modifications in the questionnaire.
Data collection
Data Collection was carried out at M/s. HINDUSTAN COCA COLA BEVERAGES
PVT LIMITED .The questionnaire was administered to the respondents through the HR
Personnel of the organisation. The responses from the employees were quite encouraging.
Process of Data analysis

Data collected through Questionnaire was administered in SPSS (Statistical Package for
Social Sciences.) by which data was tabulated. Later data was interpreted to emerge with
findings.
Limitations of the Study
The researcher was less accessible with the respondents, so the real feeling of them could
not be assessed.
Many respondents were reluctant to let out some of their personal information.
CHAPTERISATION
 INTRODUCTION &. RESEARCH METHODOLOGY
 REVIEW OF LITERATURE
 ANALYSIS AND INTERPRETATION
 FINDINGS, CONCLUSIONS AND SUGGESTIONS.
 BIBLIOGRAPHY
 APPENDIX
Respondents by Department
Every organization consists of number of departments and the contribution of each

department varies according to its function. In manufacturing or software industry the
focus is more on the core function than the support function. Importance of each
department determines the level of commitment in the organization
Table No: 1
NO OF
PERCENTAGE
DEPARTMENT RESPONDENTS
16 27
Production
21 35
Shipping\admin
13 22
Maintenance
10 16
Quality
60 100
Total
Figures in Parenthesis denotes percentage
The above table represents that little more than one third of the respondents (35%) are in
the shipping and administration department and one fourth (26%) of the respondents are
in the production department. While the rest of the respondents fall in the maintenance
and the quality department. (i.e.) little more than one fifth (21%) and one tenth (10%)
respectively.
Thus it can be inferred that little more than two third of the respondents are in the
shipping and administration department.
Respondents by Designation
Cadre is the level given to the individuals based on the educational Qualification (or)
experiences (or) combination of both with certain prescribed set of department and
authority.
Table No: 2
NO OF
DESIGNATION PERCENTAGE
RESPONDENTS
Fork lift operator 14 23
Operator 17 28
Inspector 15 25
Others 14 24
Total 60 100
The table above describes the distribution of respondents by their designation. It shows
that little more than one fourth of the respondents (28%) are in the operator cadre and one
fourth (25%) of the respondents are in the inspector cadre. And the remaining fall in the
cadre of fork lift operator and others. Others refer to the carpenter, electrician and
purchasing assistance.
Therefore we can infer that majority of the respondents belong to the operator cadre and
this variation in the categories and number of respondents can be attributed to the
sampling technique adopted in the study, which is simple random sampling.
Respondents by Age
Hurlock (1959) in her book on developmental stages of man explains that the age of
adulthood is a creativity period. Where there are new life style and adjustment enhanced
skill abilities. High level of motivation and learning and aptitude thinking due to the
carrier advancement are few characteristics of this period of human growth. There fore
age acts as an important factor in determining the learning ability of the individuals.
Table No : 3
NO OF
AGE PERCENTAGE
RESPONDENTS
Below 35 44 73
Above 35 16 27
Total 60 100
The table depicts that little less than three fourth (73%) of the respondents are in the age
group of below 35 while little more than one forth (27%) of the respondents belong to the
age group of above 35.
It is a very evident that a little less than three fourth of the respondents are in the age
group of below 35 years..
Respondents by Educational Qualification
Educational qualification of the individual will definitely influence the extent of learning.
Hence their commitment in the work also depends on the educational background of the
employees.
Table No: 4
EDUCATIONAL NO OF
PERCENTAGE
QUALIFICATION RESPONDENTS
Technical 25 42
Non technical 35 58
Total 60 100
From the above table it is evident that majority of the respondents (58%) are non-
technical qualification when compared to that of the respondents (42%) in the technical
background.
Hence from the table it can be inferred that majority of the respondents in the non-
technical qualification and the organisation moulds them accordingly.
Respondent by Experience
Experience may be explained as the years of service that a person has put in a
organization or a field. In this context the years of experience refers to the years of
service that the respondent has put in the field of study (i.e.) in the present organization.
The commitment level of an individual also depends on the experience that an individual
posses.
Table No: 5
YEARS OF NO OF
PERCENTAGE
EXPERIENCE RESPONDENTS
11 18
Below 5
49 82
Above 5
60 100
Total
The table indicates that most of the respondents (81%) have a total work experience of
above 6 years while little less than one fifth of the respondents (18%) have a total work
experience of below 5 years.
. Hence from the table it can be inferred that most of the respondents have above five
years of work experience .
Respondents by Martial Status

Marital status can be defined as a state that whether an individual has been married or
unmarried. Hence marital status also has some relationship with that of the commitment
level of an individual towards his work.
Table No: 6
NO OF
PERCENTAGE
MARTIAL STATUS RESPONDENTS
Married
50 83
Unmarried 10 17
Total
60 100
This table describes that most (83%) of the respondents are married and while little less
than one fifth (17%) of the respondents are unmarried.
Hence it can be inferred that most of the respondents are married irrespective of their age
category and income level.
Respondents by Income
Income is the monitory benefit given to an individual for the work that the individual has
put in the organization. So the monthly income also plays a vital role in determining the
level of commitment of the employees.
Table No: 7
NO OF
MONTHLY INCOME PERCENTAGE
RESPONDENTS
Below 10,000 24 40
Above 10,000 36 60
Total
60 100
The table states that vast majority of the respondents (60%) are drawing above ten
thousand as their monthly income and two fifth of the respondents (40%) are drawing
below ten thousand as their monthly income.
The above table represents that most of them draw the salary above ten thousand and
ensures that organisation pays well for its employees.
Respondents by Number of Family Members

Family background of the employees also definitely influences the extent of commitment
level. The table above describes the distribution of respondents by their family members.
Table No: 8
NO OF
FAMILY MEMBERS PERCENTAGE
RESPONDENTS
Below 4 16 27
Above 5 44 73
Total 60 100
The table clearly shows that little less than three fourth of the respondents (73%) are with
family members of above five and little more than one fourth (27%) of the respondents
are with family members of below 5.
Thus we can conclude that little less than three fourth of the respondents have above five
members in their family.
Overall Employee Commitment

Table No: 9
Over all Total No of Respondents Percentage
20 33
Low
40 67
High
Total 60 100
The table above depicts the distribution of respondents with respect to their overall
commitment level.
The table states that two third of the respondents (66.7%) have high level of commitment.
Little less than two fifth of the respondents (33%) have low level of commitment.
Thus it can be inferred that most of the respondents irrespective of their age, income and
experience have high level of commitment.
Factors contributing for level of commitment

The table consolidates the five factors influencing the level of employee
commitment in the organisation.
Table No: 10
Factors Level of commitment Total

Low High
Total level of job\role
Integration and 49 11 60
Challenges (82) (18) (100)
Total level of Company
Brand and Synergistic 37 23 60
Work Relationship (62) (38) (100)
Total level of Trust and
Confidence in 31 29 60
Organization (52) (48) (100)
Total level of Career

Growth and Development 49 11 60
(82) (18) (100)
Total level of Job
Satisfaction 28 32 60
(47) (53) (100)
Job role integration and challenges:

Most of the respondents (81.7%) have low level of job role integration and challenges
and little less than one fifth of the respondents (18%) have high level of job role
integration and challenges.
Company brand and synergistic work relationship:
The table also represents that vast majority of the respondents (61%) have low level of
company brand and synergistic work relationship while little less than two fourth of the
respondents (38%) have high level of company brand and synergistic work relationship.
Trust and confidence in organisation:

The table depicts the distribution of respondents with respect to their trust and confidence
level in the organization. It conveys that majority of the respondents (51%) have low
level of trust and confidence level in the organization while little more than two fifth of
the respondents (48%) have high level of trust and confidence level in the organization.
Career growth and confidence:

Career growth and development in the table states that majority of the respondents (81%)
have low level of career growth and development while little less than one fifth of the
respondents (18%) have high level of career growth and development.
Job satisfaction:
The table above also depicts the respondents with respect to their job satisfaction.
Majority of the respondents (53%) have high level of job satisfaction and remaining
(47%) have low level of job satisfaction.
The table on the overall weighs the contribution of the factors. We can infer that total
satisfaction level significantly contributes to the employee commitment. And trust and
confidence in the employees also plays a major role in the employee commitment.
Company Brand and Synergistic Work relationship though not a major contributor,
notably ensures employee commitment. Both job role integration and career
growth/development contributes to a minimum for the employee commitment.
Department Vs Overall Employee Commitment
Table No: 11
Factors contributing to
Employee Commitment Total
Department
Low High
15 26 41
Production (37) (63) (100)
5 14 19
Administration (26) (74) (100)
20 40 60
Total
(33) (67) (100)
Chi-Square Value: .616(b) with 1d.f Insignificant at 0.05 level
The above table shows the distribution of respondents by their department and their level
of commitment.
It can be seen from the above table that employee commitment is found to be high among
a little less than three fourth (74%) of the respondents of the Administration department
when compared to the Production Department.
Similarly, a little less than two fifth (37%) of the respondents of Production department
have low level of commitment.
Thus it can be inferred that level of commitment is found to be high among the
respondents of Administration department.
Since the calculated value of the Chi-Square is less than the tabulated value, there is no
statistical significance between the level of commitment of the employees and the
designation of the respondents.
Department Vs Factors Contributing to Employee Commitment
Table No: 12
Factors Levels Department Total

Production Admin
11
9 2
Job \role Integration and High (22) (11) 18
Challenges 32 17 49
Low
(78) (90) (82)
14 9 23
Company Brand and
High (34) (47) (38)
Synergistic Work relation
27 10 37
ship Low
(66) (53) (62)
21 8 29
Trust and Confidence in
High (51) (42) (48)
Organisation
20 11 31
Low
(49) (58) (52)
8 3 11
High (20) (16) (18)
Career Growth and
Development 33 16 49
Low
(81) (84) (82)
22 10 32
High (54) (53) (53)
Job Satisfaction
Low 19 9 28
(46) (57) (47)
With Yates correction
Chi-Square value with 1 df Insignificant at 0.05 level
Department Vs Job\Role Integration and Challenges 0.87(b)
Department Vs Company Brand and Synergistic Work Relation ship .960(b)
Department Vs Trust and Confidence in Organisation 0.40(b)
Department Vs Carrier Growth and Development .120(b)
Department Vs Job Satisfaction .006(b)
The main purpose of doing this cross tabulation between department and factors of
commitment is to find out the factor that contributes to the high and low level of
commitment of the respondents in each department.
In the Production department, high level of commitment is contributed to a large extent

by the factors Job satisfaction (54%) and Trust and confidence in organisation (51%)..
Whereas high level of commitment is contributed to a moderate extent by the factor
Company brand and synergistic work relationship (34%) while career growth and
development (81%) and Job/role integration and challenges (78%) are the factors that
contributes more to the low level of commitment of the respondents.
Similarly, in the Administration Department High level of commitment is contributed to

a large extent by the factors job satisfaction (53%) and Company brand and synergistic
work relationship (47%). Whereas high level of commitment is contributed to a moderate
extent by the factor trust and confidence in organisation (42%) while Job/role Integration
and challenges (90%) and career growth and development (84%) are the factors that
respondents of Administration department, which is highly contributed by the factor job
satisfaction.
Since the calculated values of the Chi-Square are less than the tabulated value, there is no
statistical significance between the factors of commitment (Job/role Integration and
Challenges, Company brand and synergistic work relationship, Trust and confidence in
organisation, Career growth and development, Job satisfaction) and the department of the
respondents.
Designation Vs Overall Employee Commitment
Table No: 13
Designation
Low High
9 22 31
Fork Lift
operator\Operator\Mechanic\ (29) (71) (100)
Electrician
11 18 29
Inspector\Carpenter\Purchase
(37) (62) (100)
assistance
20 40 60
Total
(33) (66) (100)
Chi-Square Value: .534(b) with 1d.f Insignificant at 0.05 level
The above table shows the distribution of respondents by their designation and their level
of commitment.
vast majority (71%) of the respondents of the fork lift operator/ operator/ Mechanic/
Electrician when compared to the Inspector/Carpenter/ Purchase Assistance.
Similarly, a little less than two fifth (38%) of the respondents of Inspector/Carpenter/
Purchase Assistance have low level of commitment.
respondents of fork lift/Operator/Operator/Mechanic/Electrician cadre.
Designation Vs Factors Contributing to Employee Commitment
Table No: 14
Designation
Fork Lift Inspector \
Factors
Levels Operator\Operator \ Carpenter /
Total
Mechanic\Electrician Purchasing assistance
Job \role Integration and 10 1 11
Challenges High (23) (6) (19)
34 15 49
Low
(77) (94) (81)
16 7 23
Company Brand and
High (36) (44) 38.30%
28 9 37
ship Low
(64) (56) (62)
21 8 29
High (48) (50) (48)
Organisation
23 8 31
Low
(52) (50) (52)
7 4 11
High (16) (25) (18)
Career Growth and
Development 37 12 49
Low
(84) (75) (25)
25 7 32
High (57) (44) (53)
Job Satisfaction
19 9 28
Low
(43) (56) (47)
Designation Vs Job\Role Integration and Challenges 1.26(b)

Designation Vs Company Brand and Synergistic Work Relation ship .271(b)
Designation Vs Trust and Confidence in Organisation .024(b)
Designation Vs Carrier Growth and Development 0.54b)
Designation Vs Job Satisfaction .805(b)
The main purpose of doing this cross tabulation between designation and factors of
commitment of the respondents in each cadre.
In the Fork Lift/Operator/Operator/Mechanic/Electrician cadre, high level of commitment
is contributed to a large extent(57%) by the factor Job satisfaction. Whereas high level of
commitment is contributed to a moderate extent by the factors Company brand and
synergistic work relationship(36%) and trust and confidence in organisation(48%) while
career growth and development(84%) and Job/role integration and challenges(77%)
Similarly, in the Inspector/Carpenter/purchasing assistance cadre, low level of

commitment is contributed to a large extent(94%) by the factor job/role integration and
challenges. Whereas low level of commitment is contributed to a moderate extent by the
factors company brand and synergistic work relationship(56%) , career growth and
development(75%) and Job satisfaction(56%) Trust and confidence is the only factor that
contributes more to the high level of commitment of the respondents.
respondents of Fork lift Operator/Operator/Mechanic/Electrician cadre which is highly
contributed by the factor job satisfaction.
statistical significance between the factors of commitment(Job/role Integration and
organisation, Career growth and development, Job satisfaction) and the designation of the
respondents.
Age Vs Overall Employee Commitment
Table No :15
Age
Low High
2 14 16
Below 30 (13) (87) (100)
11 17 28
30-35 (39) (61) (100)
7 9 16
Above 35
(44) (56) (100)
20 40 60
(33) (67) (100)
Total
Figures in Parenthesis denotes percentage Insignificant at 0.05 level

Chi-Square Value : 21.24(a) with 2 d.f
The above table shows the distribution of respondents by their age group and their level
of commitment.
a little less than almost all (88%) the respondents who are in the age group of below 30
years while level of commitment of the respondents is found to be moderate among a
little less than two third of the respondents when compared to the remaining respondents.
Similarly, a little more than two fifth(44%) of the respondents who are in the age group
of above 35 years while the level of commitment is found to be moderate among a little
less than two fifth of the respondents who are in the age group of 30 to 35 years when
compared to level of commitment the remaining respondents.
respondents who are in the age group of below 30 years..
Since the calculated value of chi_square is more than the tabulated value, there is
statistical significant between over all commitment and age of the respondents.
Age Vs Factors Contributing to Employee Commitment
Table No : 16
Age
Factors Levels Total
Below 35 Above 35
6 5 11
High
Job \role Integration and (14) (31) (18)
Challenges
Low 38 11 49
(86) (69) (82)
17 6 23
Company Brand and
High (39) (38) (38)
27 10 37
ship Low
(61) (62) (62)
20 9 29
High
Trust and Confidence in (46) (56) (48)
Organisation
Low 24 7 31
(54) (44) (52)
10 1 11
High
(23) (6) (18)
Career Growth and
Development
34 15 49
Low
(77) (94) (82)
24 8 32
High
Job Satisfaction (55) (50) (53)
Low 20 8 28
(45) (50) (47)
Age Vs Job\Role Integration and Challenges 2.431(b)

Age Vs Company Brand and Synergistic Work Relation ship .006(b)
Age Vs Trust and Confidence in Organisation .548(b)
Age Vs Carrier Growth and Development
2.701(b)
Age Vs Job Satisfaction
.097(b)
The main purpose of doing this cross tabulation between age and factors of commitment
is to find out the factor that contributes to the high and low level of commitment of the
respondents who are in that particular age group.
Among the respondents who are in the age group of below 35 years, high level of
commitment is contributed to a large extent by the factors Job satisfaction (55%) .
Whereas high level of commitment is contributed to a moderate extent by the factors
trust and confidence in organisation(46%) and Company brand and synergistic work
relationship (39%) while Job/role integration and challenges (86%) and career growth
and development (77%) are the factors that contributes more to the low level of
commitment of the respondents.
Similarly, among the respondents who are in the age group of above 35 years, high level
of commitment is contributed to a large extent by the factors trust and confidence in
organisation(56%) and job satisfaction (50%). Whereas high level of commitment is
contributed to a moderate extent by the factors company brand and synergestic work
relationship(38%) and Job/role Integration and challenges (31%) . While career growth
and development(94%) is the only factor that contributes more to the low level of
commitment among the respondents.
respondents who are in the age group of below 30 years, which is highly contributed by
the factors job satisfaction..
organisation, Career growth and development, Job satisfaction) and the age of the
respondents.
Educational Qualification Vs Overall Employee Commitment
Table No :17
Educational Qualification
Low High
10 14 24
Technical (42) (58) (100)
10 26 36
Non-Technical (28) (72) (100)
20 40 60
Total
(33) (67) (100)
Chi-Square Value : 1.250(a) with 1 d.f Insignificant at 0.05 level
The above table shows the distribution of respondents by their educational qualification
and their level of commitment.
a little less than three fourth (72%) of the respondents who have non technical
qualification when compared to the respondents who are having technical qualification.
Similarly, a little less than half(42%) of the respondents who are having technical
qualification have low level of commitment.
respondents who are having non-technical qualification.
Educational Qualification Vs Factors Contributing to Employee Commitment
Table No : 18
Educational Qualification
Factors Levels Technical Non- Total
Technical
7 4 11
Job \role Integration and High (29) (11) (18)
Challenges Low 17 32 49
(71) (89) (82)
8 15 23
Company Brand and High
(33) (42) (38)
Synergistic Work
relation ship 16 21 37
Low
(67) (58) (62)
High 12 17 29
(50) (47) (48)
Organisation
Low 12 19 31
(50) (53) (52)
5 6 11
Career Growth and High (20) (17) (18)
Development
19 30 49
Low
(80) (83) (82)
High 13 19 32
(54) (53) (53)
Job Satisfaction
Low 11 17 28
(46) (47) (47)
With Yates correction Insignificant at 0.05 level
Chi-Square value with 1 df
Educational Qualification Vs Job\Role Integration and Challenges 4.140(b)

Educational Qualification Vs Company Brand and Synergistic .423(b)
Work Relation ship
Educational Qualification Vs Trust and Confidence in Organisation .044(b)
Educational Qualification Vs Carrier Growth and Development .167(b)
Educational Qualification Vs Job Satisfaction .011(b)
The main purpose of doing this cross tabulation between educational qualification and
factors of commitment is to find out the factor that contributes to the high and low level
of commitment of the respondents who are having the particular educational back
ground.
Among the respondents who are having technical qualification, high level of commitment
is contributed to a large extent by the factors Job satisfaction (54%) and Trust and
confidence in organisation (50%).. Whereas high level of commitment is contributed to a
moderate extent by the factor Company brand and synergistic work relationship (33%)
while career growth and development (79%) and Job/role integration and challenges
(71%) are the factors that contributes more to the low level of commitment of the
respondents.
Similarly, among the respondents who are having non-technical qualification high level
of commitment is contributed to a large extent by the factors job satisfaction (53%) and
Company brand and synergistic work relationship (47%). Whereas high level of
commitment is contributed to a moderate extent by the factor trust and confidence in
organisation (50%) while Job/role Integration and challenges (89%) and career growth
and development(83%) are the factors that contributes more to the low level of
respondents who are having non-technical qualification, which is highly contributed by
the factors job satisfaction and trust and confidence in the organisation.
statistical significance between the factors of commitment ( Company brand and
synergistic work relationship, Trust and confidence in organisation, Career growth and
development, Job satisfaction) and the educational qualification of the respondents.
Since the calculated value of chi_square is more than the tabulated value, there is
statistical significant between factor of commitment and job role integeration and
challenges and the educational qualification of the respondents.
Work Experience Vs Overall Employee Commitment
Table No :19
Work Experience
Low High
2 9 11
Below 5 (18) (82) (100)
18 31 49
Above 5 (37) (63) (100)
20 40 60
Total
(33) (67) (100)
Chi-Square Value : 0.666(b) with 1 d.f Insignificant at 0.05 level
The above table shows the distribution of respondents by their work experience and their
level of commitment.
most of the respondents(82%) who have below 5 years of work experience when
compared to the respondents who have above 6 years of work experience.
Similarly, a little less than two fifth(37%) of the respondents who are having above 6
years of work experience have low level of commitment.
respondents who are having below 5 years of work experience.
statistical significance between the level of commitment of the employees and the work
experience of the respondents.
Experiences Vs Factors Contributing to Employee Commitment

Table No : 20
Experience
Factors Levels Below 5 Above 5 Total
High 1 10 11
(91) (80) (82)
High 5 18 23
Company Brand and
(46) (37) (38)
Low 6 31 37
ship
(54) (63) (62)
High 8 21 29
(73) (43) (48)
Organisation
Low 3 28 31
(27) (57) (52)
High 3 8 11
(27) (16) (18)
Career Growth and
41
Development Low 8 49
(84)
(73) (82)
7 25 32
High
(64) (51) (53)
Job Satisfaction
Low 4 24 28
(36) (49) (47)
Experience Vs Job\Role Integration and Challenges 1.22(b)

Experience Vs Company Brand and Synergistic Work Relation ship .289(b)
Experience Vs Trust and Confidence in Organisation 3.84(b)
Experience Vs Carrier Growth and Development 0.64(b)
Experience Vs Job Satisfaction 0.59(b)
The main purpose of doing this cross tabulation between work experience and factors of
commitment of the respondents who have particular years of work experience.
Among the respondents who have below 5 years of work experience, high level of
commitment is contributed to a large extent by the factors trust and confidence(73%) and
Job satisfaction (64%) . Whereas high level of commitment is contributed to a moderate
extent by the factor Company brand and synergistic work relationship (46%) while
Job/role integration and challenges (91%) and career growth and development (73%) are
the factors that contributes more to the low level of commitment of the respondents.
Similarly, among the respondents who have above 5 years of work experience, high level
of commitment is contributed to a large extent by the factors job satisfaction (51%).
trust and confidence in organisation(43%)and company brand and synergistic work
relationship(37%) while career growth and development(84%) and Job role integration
and challenges (80%) are the factors that contributes more to the low level of
commitment among the respondents.
respondents who are having below 5 years of work experience, which is highly
contributed by the factors job satisfaction and trust and confidence in the organisation..
organisation, Career growth and development, Job satisfaction) and the Work experience
of the respondents.
Marital Status Vs Overall Employee Commitment
Table No :21
Marital Status
Low High
18 32 50
Married (36) (64) (100)
2 8 10
Un married (20) (80) (100)
20 40 60
Total
(33) (67) (100)
The above table shows the distribution of respondents by their marital status and their
most of the respondents(80%) who are unmarried when compared to the respondents who
are married.
Similarly, a little less than two fifth(36%) of the respondents who are married have low
respondents who are unmarried.
statistical significance between the level of commitment of the employees and the work
experience of the respondents.
Marital Status Vs Factors Contributing to Employee Commitment

Table No : 22
Marital Status
Un
Factors Levels Married Total
Married
High 10 1 11
(80) (90) (82)
19 4 23
Company Brand and High
(38) (40) (38)
Synergistic Work
31 6 37
relation ship Low
(62) (60) (62)
High 22 7 29
(44) (70) (48)
Organisation
Low 28 3 31
(56) (30) (52)
High 8 3 11
(16) (30) (18)
Career Growth and
Development 42 7 49
Low
(84) (70) (82)
26 6 32
High
(52) (60) (53)
Job Satisfaction
24 4 28
Low (48) (40) (47)
Marital Status Vs Job\Role Integration and Challenges 1.24(b)
Marital Status Vs Company Brand and Synergistic Work Relation ship 0.51(b)
Marital Status Vs Trust and Confidence in Organisation 2.04(b)
Marital Status Vs Carrier Growth and Development. 0.665(b)
Marital Status Vs Job Satisfaction 0.59(b)
The main purpose of doing this cross tabulation between marital status and factors of
Among the respondents who are married, high level of commitment is contributed to a
large extent by the factor Job satisfaction (52%) . Whereas high level of commitment is
contributed to a moderate extent by the factors trust and confidence in organisation (44%)
and Company brand and synergistic work relationship (38%) while career growth and
development (84%) and Job/role integration and challenges (80%) are the factors that
Similarly, among the respondents who are unmarried, high level of commitment is
contributed to a large extent by the factors trust and confidence(70%) and job
satisfaction (60%). Whereas high level of commitment is contributed to a moderate
extent by the factors company brand and synergestic work relationship(40%) while Job
role integration and challenges(90%) and career growth and development(70%) are the
factors that contributes more to the low level of commitment among the respondents.
respondents who are unmarried , which is highly contributed by the factors job
satisfaction and trust and confidence in the organisation..
organisation, Career growth and development, Job satisfaction) and the Marital Status of
the respondents.
Monthly Income Vs Overall Employee Commitment

Table No :23
Factors contributing to Total
Monthly Income Employee Commitment
Low High
6 18 24
Below 10000 (25) (75) (100)
14 22 36
Above 10000 (39) (61) (100)
20 40 60
Total
(33) (67) (100)
The above table shows the distribution of respondents by their monthly income and their
three fourth of the respondents(75%) who draws below Rs.10000 as their monthly
income when compared to the respondents who are drawing above Rs.10000.
Similarly, a little less than two fifth(39%) of the respondents who are earning above
Rs.10000 have low level of commitment.
respondents who are earning below Rs.10000 as their monthly income.
monthly income of the respondents.
Monthly Income Vs Factors Contributing to Employee Commitment
Table No : 24
Monthly Income
Factors Levels Below Above Total
10000 10000
3 8 11
Job \role Integration and High (13) (22) (18)
Challenges 21 28 49
Low (88) (78) (82)
10 13 23
Company Brand and
High (42) (36) 38.30%
Low 14 23 37
ship
(58) (64) (62)
10 19 29
Trust and Confidence in High
(42) (53) (48)
Organisation
Low 14 17 31
(58) (47) (52)
Career Growth and 6 5 11
Development High (25) (14) (18)
18 31 49
Low
(75) (86) (82)
17 15 32
Job Satisfaction High (71) (42) (53)
Low 7 21 28
(29) (58) (47)
Income Vs Job\Role Integration and Challenges 0.68(b)

Income Vs Company Brand and Synergistic Work Relation ship .188(b)
Income Vs Trust and Confidence in Organisation .712(b)
Income Vs Carrier Growth and Development. 1.187(b)
Income Vs Job Satisfaction 4.922(b)
The main purpose of doing this cross tabulation between monthly income and factors of
commitment of the respondents who are earning a particular income.
Among the respondents who are earning below Rs.10000, high level of commitment is
contributed to a large extent by the factor Job satisfaction (71%) . Whereas high level of
commitment is equally contributed (41%) to a moderate extent by the factors trust and
confidence in organisation and Company brand and synergistic work relationship while
Job/role integration and challenges (88%) and career growth and development (75%) are
the factors that contributes more to the low level of commitment of the respondents.
Similarly, among the respondents who are earning above Rs.10000, high level of
commitment is contributed to a large extent by the factor trust and confidence(53%)
Whereas high level of commitment is contributed to a moderate extent by the factors job
satisfaction (42%) and company brand and synergestic work relationship(36%) while
career growth and development(86%) and Job role integration and challenges(78%) are
the factors that contributes more to the low level of commitment among the respondents.
respondents who are earning below Rs.10000 , which is highly contributed by the factor
job satisfaction..
organisation, Career growth and development, ) and the monthly income of the
respondents.
Since the calculated value of the chi-square is greater than the tabulated value, there is a
statistical significance between the factor of commitment i.e., Job satisfaction and the
monthly income of the respondents
Family Members Vs Overall to Employee Commitment
Table No :25
Family Members
Low High
5 11 16
Below 4 (31) (69) (100)
15 29 44
Above 4 (34) (66) (100)
20 40 60
Total
(33) (67) (100)
The above table shows the distribution of respondents by their family members and their
more than two third of the respondents(69%) who are having below 4 family members
when compared to the respondents who have above 5 family members.
Similarly, a little more than one third(34%) of the respondents who have above 5 family
members have low level of commitment.
respondents who are having below 4 family members..
statistical significance between the level of commitment of the employees and the Family
members of the respondents.
Family Members Vs Factors Contributing to Employee Commitment

Table No : 26
Family Members
Below 4 Above 4
Factors Levels Total
2 9 11
High
Challenges
Low 14 35 49
(88) (80) (82)
9 14 23
Company Brand and
High (56) (32) (38)
Synergistic Work
Low 7 30 37
relation ship
(44) (68) (62)
8 21 29
Trust and Confidence in High
(50) (48) (48)
Organisation
Low 8 23 31
(50) (52) (52)
High 3 8 11
(19) (18) (18)
Career Growth and
Development Low 13 36 49
(81) (82) (82)
11 21 32
High (69) (48) (53)
Job Satisfaction
Low 5 23 28
(31) (52) (47)
Family Members Vs Job\Role Integration and Challenges 0.85(b)

Family Members Vs Company Brand and Synergistic Work Relation ship 2.963(b)
Family Members Vs Trust and Confidence in Organisation .024(b)
Family Members Vs Carrier Growth and Development. 0.13(b)
Family Members Vs Job Satisfaction 2.084(b)
The main purpose of doing this cross tabulation between family members and factors of
commitment of the respondents who are having particular number of members in their
family.
Among the respondents who are having below 4 members in their family, high level of
commitment is contributed to a large extent by the factor Job satisfaction (69%) .
Company brand and synergistic work relationship (56%) and trust and confidence in
organisation (50%) while Job/role integration and challenges (88%) and career growth
and development (81%) are the factors that contributes more to the low level of
Similarly, among the respondents who are having above 5 members in their family, high
level of commitment is equally contributed (48%) to a large extent by the factors trust
and confidence and Job satisfaction. Whereas high level of commitment is contributed to
a moderate extent by the factor company brand and synergistic work relationship (32%)
while career growth and development (82%) and Job role integration and challenges
(80%) are the factors that contributes more to the low level of commitment among the
respondents.
respondents who below 4 members in their family, which is highly contributed by the
factors job satisfaction.
organisation, Career growth and development, Job satisfaction ) and the Number of
family members of the respondents.
FINDINGS OF THE STUDY:
PERSONAL PROFILE:
 A little more than two third of the respondents are in the shipping and
administration department. While majority of the respondents in the non-technical
qualification the organisation moulds them accordingly.
 A little less than three fourth of the respondents are in the age group of below 35
years and Most of the respondents have above five years of work experience
while most of them draw the salary above ten thousand
 Most of the respondents are married irrespective of their age category. And most
of them have little less than three fourth of the respondents have above five
members in their family.
OVERALL COMMITMENT LEVEL OF COMMITMENT:
 Total job satisfaction level significantly contributes to the employee commitment.

and trust and confidence in the employees also plays a major role in the employee
commitment. Company Brand and Synergistic Work relationship though not a
major contributor, notably ensures employee commitment. Both job role
integration and career growth/development contributes to a minimum for the
employee commitment.
LEVEL OF COMMITMENT AND DEPARTMENT:

 Level of commitment is found to be high among the respondents of
Administration department.
 Level of commitment is found to be high among the respondents of
Administration department level of commitment is found to be high among the
respondents of Administration department, which is highly contributed by the
factor job satisfaction.
LEVEL OF COMMITMENT AND DESIGNATION:
 Level of commitment is found to be high among the respondents of fork

lift/Operator/Operator/Mechanic/Electrician cadre.
 Level of commitment is found to be high among the respondents of Forklift

Operator/Operator/Mechanic/Electrician cadre, which is highly contributed by the
factor job satisfaction.
LEVEL OF COMMITMENT AND AGE:
 Level of commitment is found to be high among the respondents who are in the
age group of below 30 years
 Level of commitment is found to be high among the respondents who are in the
age group of below 30 years, which is highly contributed by the factors job
satisfaction
 The calculated value of chi-square is more than the tabulated value, there is
statistical significant between over all commitment and age of the respondents.
LEVEL OF COMMITMENT AND EDUCATIONAL QUALIFICATION
 Level of commitment is found to be high among the respondents who are having
non-technical qualification
non-technical qualification, which is highly contributed by the factors job
satisfaction and trust and confidence in the organisation
LEVEL OF COMMITMENT AND EDUCATIONAL QUALIFICATION
below 5 years of work experience
below 5 years of work experience, which is highly contributed by the factors job
satisfaction and trust and confidence in the organisation
LEVEL OF COMMITMENT AND MARITUAL STATUS:
 Level of commitment is found to be high among the respondents who are

unmarried.
 Level of commitment is found to be high among the respondents who are
unmarried , which is highly contributed by the factors job satisfaction and trust
and confidence in the organisation..
LEVEL OF COMMITMENT AND MOHTHLY INCOME:
 Level of commitment is found to be high among the respondents who are earning
below Rs.10000 as their monthly income.
 Level of commitment is found to be high among the respondents who are earning
below Rs.10000, which is highly contributed by the factor job satisfaction
LEVEL OF COMMITMENT AND MARITUAL STATUS:
below 4 family members
 Level of commitment is found to be high among the respondents who below 4

members in their family, which is highly contributed by the factors job
satisfaction.
SUGGESTIONS:
The following are the suggestions that could be made from the researcher:
 The management could have the policy of sufficient of pay, benefits and rewards,
family oriented polices and actions could be made by the organisation.
 The quality of the supervisory relationship could be continually improved.
 Favorable to the employees the management should conduct the relevant training
programmes.
 Also the employees feel that based on the experience and qualification they expect
promotions and increments in order to increase the commitment level as well as their
morale.
 The management should ensure receipt of the performance and feedback by the
employees
 The communication pattern between the management and employee should be

improved.
CONCLUSION:
Employee commitment has become one of the core area, which needs to be concentrated
more by the organization. It is left with the organization to take appropriate steps to
increase the level of commitment among the employees.
Today the organization primary role is to make the employees know more about its
policies and goals, so that it may increase the loyalty and responsibility of their members,
for any organization to sustain in their competitive market. It is necessary to continuously
improve the quality of people by increasing their commitment towards work as well as to
the organization.
Winding up this research work to commitment the general trends that have energy after
an assessment of variables that were designated to expose the level of employee
commitment. The results show that the employee commitment is high in the organization.
Bibliography
Books
1. Fred Luthans, Organisational Behaviour, Mc. Graw Hill, 1990.
2. Becker C., Commitment and Organisation Performance, Mc. Graw Hill, 1960.
3. Stephen P.Robbins,Organizational Behaviour, Prentice-Hall Inc USA.
4. Organisational Commitment And Conflict, Omer Bin Sayeed.
Websites:
 www.employerssurveys.com
 www.meaning@work.com
 www.google.com
 www.usanet.com
 www.humancapital.com
QUESTIONNIARE
PART-I
Personal Data
1. Department :
2. Designation :
3. Age :
4. Educational Qualification :
5. Years of Experience :
6. Marital status :
7. Income :
8. Number of members
in the family :
PART-II
Scale Used
Strongly Disagree
Disagree
Agree
Strongly Agree
Job/Role Integration and Challenges:
New Challenges I face in my job make me involved.
(a) Strongly Disagree (b) Disagree
(c) Agree (d) Strongly Agree
I feel committed because the right job has been given to the right man
Here.
I stay in this organization primarily for the freedom. I enjoy in experimenting with new
ideas.
I enjoy working in this organization because of the congenial team work.
I am committed to the organization as I experience high job satisfaction.
Here I share a strong feeling of being part of the management
I feel I am with this organization for the respect I got here

Company Brand and Synergistic Work Relationship:
The prestige of this company increase my sense of commitment.
The “Human Touch” in my organization is one reason which contributed a sense of

attachment here.
I feel I strongly identify myself with this organization due to the Proactive
management.
Caring relationship play a vital role in making people committed to this Organaisation.
The encouraging supervisor makes me feel close to the organization.
I feel involved as I work with people of same wave length.

The good relationship between senior and junior levels may be one reason why people do
not leave this organization.
TRUST AND CONFIDENCE IN ORGANIZATION
I feel committed as superiors encourage discussion while making decisions and solving
problems.
I carry feelings of oneness with the organization due to overall positive attitude by
person.
I feel greatly involved as my superiors appreciate my work.
I feel more involved here because I have the opportunity to plan, organize and execute.
The high degree of trust prevailing here prompted me to continue in my job so long.

I feel more committed to this organization due to the larger opportunities I have here.
I feel my organization is more stable and growth oriented.
I feel that a sense of freedom and responsibility really makes me committed to this
organization.
JOB SATISFACTION
I feel greatly involved due to harmonious relationship with my superiors.
I feel that physical environment does have an impact in the manner I work.
I feel a sense of fulfillment in my work.

I feel satisfied because I know what is expected from me.
I feel that if I am more committed to the job, it will lead to

(specify your rank here from 1-5)
S.No. Particulars Rank

1. Job satisfaction
2. Job security
3. Job performance
4. Career growth
5. More responsibility on the job

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A STUDY ON “EMPLOYEE COMMITMENT”

A Dissertation submitted to the

In partial fulfillment of the requirements

For the award of the degree of

Master of Social Work

MADRAS SCHOOL OF SOCIAL WORK

It is hereby certified that this dissertation was designed and executed by

Dr. D.Varadharajan, Mr.S.Malar.

3 Chapter-I: Introduction and Review of literature 1-14

4 Chapter-II: Research Methodology 15-18

5 Chapter-III: Data Analysis and Interpretation

6 Chapter-IV: Findings, Suggestions and Conclusion. 61-65

I take this fine opportunity to express my piece of gratitude to my Parents,

I hereby take this opportunity to express my deep indebtedness and grateful

I acknowledge with pride my sincere thanks to my research guide

I also take this opportunity to thank Mr. J Allen Christopher senior HR

Finally, I would also like to extend my heartful appreciation to all the

1 Respondents by their Department 19

2 Respondents by their Designation 20

3 Respondents by their Age 21

4 Respondents by their Educational qualification 22

5 Respondents by their Work experience 23

6 Respondents by their Martial status 24

7 Respondents by their Monthly Income 25

8 Respondents by their Family Members 26

9 Over all level of employee commitment 27

10 Factors contributing for level of commitment 28

11 Department Vs Level of Employee commitment 30

12 Department Vs Factors contributing to Employee commitment 31

13 Designation Vs Level of Employee commitment 33

14 Designation Vs Factors contributing to Employee commitment 34

15 Age Vs Level of employee commitment 37

16 Age Vs Factors contributing to employee commitment 39

17 Educational Qualification Vs Level of employee commitment 42

22 Marital Status Vs Factors contributing to employee commitment 51

23 Monthly Income Vs Level of employee commitment 53

Human Resource Management policies are designed to “maximize organizational

MEANING OF ORGANIZATIONAL COMMITMENT

Commitment refers to attachment and loyalty. As defined by MOWDRAYET (1982)

1) Identification with the goals and the values of the organization.

2) A desire to belong to the organization

3) A willingness to display effort on behalf of the organization.

The definition of commitment also emphasizes the importance of behavior in creating

FROM CONTROL TO COMMITMENT:

THE JAPANESE/EXCELLENCE SCHOOL:

Employee commitment is thought to be manifested in three ways:

2) The committed employee is willing to go to the extra mile on the organisations’

3) The committed employee believes in and adheres to the companys’s value

MEASURING EMPLOYEE COMMITMENT:

MATERIAL ON EMPLOYEE COMMITMENT STUDIES BROWSED ON THE

NATIONAL AND INDUSTRY EMPLOYEE COMMITMENT RESEARCH

HELPING ORGANIZATIONS WITH CUSTOMIZED EMPLOYEE SURVEYS:

- increase employee commitment and productivity

- increase customer satisfaction

- improve benefits program design to leverage limited dollars and increase

- develop a strategic attraction and retention program

- focus on where to place organization improvement dollars to have the maximum

- identify organizational strengths on which future gains in employee commitment

Employee benefits contribute significantly to an employees commitment and loyalty to

BENEFITS AND WORKFORCE COMMITMENT:

Custom studies of commitment in individual high –technology organizations focus on

The QUESTIONNAIRE ON THE HIGH-TECHOLOGY ORGANIZATION