CHAPTER-I

INTRODUCTION
 CHAPTER-I

INTRODUCTION

JOB

ENRICHMENT
Job enrichment is the addition to a job of tasks that increase the amount of employee
control or responsibility. It is a vertical expansion of the job as opposed to the horizontal
expansion of a job, which is called job enrichment.

The current research project is based on Job Enrichment. The ne changes both in
science and technology and business environment have brought a change in functional
approach of as industrial organization. The human resource executive plays a significant role to
set and achieve the objectives as the functional horizon is extents from legalistic mundane
approach to human relation. Employees are not perceived as human resource, as human
resource experts have termed the human resource as “knowledge capital” of the organisation.

It is, therefore, imperative for human resource executive to adopt a rational approach
to muster and accumulate the so called knowledge capital. This place an immense
responsibility on HR executive, as there no direct scale to measure human HR.

DEFINITION
Job enrichment involves adding more motivation to a job to make it more
rewarding. Job becomes enriched when it gives job-holder were decision making planning
and controlling.

First coined by Herzberg in his famous research with motivators and maintenance
factors, job enrichment has become a popular concept. It simply specific, a job is enriched
when the nature of job is exciting, challenging and creative, or gives the job holder more
decision-making, planning and controlling.

MEANING
According to Robert N. Ford, Job enrichment means to make jobs which

1. Have a greater variety.

2. Requires higher level of knowledge and skill.
3. Give workers more autonomy.
4. Give worker more responsibility.
 5. Give worker opportunities for personal growth, and
6. A meaningful work experience.

CHARACTERISTICS OF DIRECT FEEDBACK:

Employees should be able to get immediate knowledge of the results they are
achieving. The evaluation of performance can be built into the job(as in an electronic spell-
checker indicating the presence or absence of error) or provided by a supervisor.

Client Relationship
A supplier has an enriched job. The client can be outside the firm such as a
mechanic dealing with a car owner or outside such computer operator executing a job for
another department.

New Learning
An enriched job allows its incumbent to feel that his growing intellectually. An
assistant who clips relevant newspaper articles for his or her boss, therefore, doing an
enriched job.

Scheduling Own Work

Freedom to schedule one’s own work contributes to enrichment. Deciding when to
tackle which assignment is an example of self-scheduling. Employees who perform creative
work have more opportunity to schedule their assignment than those who perform routine jobs.

Unique Experience
An enriched job has some unique qualities or features, such as a quality controller
visiting a supplier.

Control over Resources

One approach to job enrichment is for each employee to have control over his or her
resources and expenses. For example, he or she must have the authority to order supplies
necessary for completing his job.

Direct Communication Authority

An enriched job allows the worker to communication directly with people who use
his or her output, such as a quality assurance manager handling customer’s complaints about
quality.
 Personal Accountability
An enriched job holds the incumbent responsible for the results. He or she
receives praise for good wok and blame for poor work. In direct outgrowth of Herzberg’s
two factor theory of motivation, job enrichment is a valuable motivational technique. For
example lab technician in the health department of a state government experience frustration
after 20 years of working in the same capacity. The only regular work he does, on every
working day, is to sign the attendance register at 10am. The frustration of such employees
can be remedied by enriching their jobs.

A few studies conducted in the United State have also demonstrated the usefulness of
job enrichment at a motivator. For example, a study of AT&Ts clerical and other telephone
company employee showed a positive improvement in job performance and satisfaction after job
enrichment. Another study with technician, engineer and sales representative also showed similar
results.

CONCEPT OF JOB ENRICHMENT

Job enrichment seeks to improve both tasks effectively and human satisfaction by
building into people jobs, quite specifically, greater scope for personal achievement and
recognition, more challenging and responsible work, and more opportunity for individual
advancement and growth. An enriched job will have more responsibility and autonomy vertical
enrichment, more variety of tasks horizontal enrichment and more growth opportunities. The
employee does more planning and controlling with less supervision but more self-evaluation. In
other words, what the supervisor has been doing till now planning, instruction, controlling and
supervising will now be done by the worker.

The technique of job design, job enrichment has both positive and negative features.
On the plus side, it may be stated that job enrichment benefits employees organisation in terms
of increased motivation, performance, satisfaction, job involvement and reduce absenteeism.
Finally the concept of empowerment is a by-product of job enrichment. Empowerment means
passing on authority and responsibility. Empowerment occurs when power goes to employees
who, then, experience a sense of ownership and control over the jobs. Job enrichment
demands delegation of accountability and hence the need for empowerment. Titan watches,
Asea Brown Boveri (ABB). Tata Information Systems, GE Plastic India and Philips are
empowering their employees with telling effect. Finally, Frederick Herzberg’s renewed faith
in job enrichment testifies to its importance. In his seminal article One more time: How do you
motivate employee strongly recommend ‘vertical job-loading factor’ essential for motivating
employee.
CHARACTERISTICS OF JOB ENRICHMENT:

Nature of Job

Job enrichment is a vertical expansion of job. The workers are given job, which require
higher level knowledge, skills and responsibilities. Job enrichment improves the
quality of the job.

Objective

The objective of job enrichment is to make the job more lively and challenging. The job is a
source of motivation for the workers.

Positive Results

Job enrichment gives positive results if the workers are highly skilled. This is because workers
are given opportunities to show initiative and innovation while doing their job.

Direction and Control

Job enrichment encourages self-discipline. It does not believe in external direction and control.

ADVANTAGES OF JOB ENRICHMENT:

The importance or merits or advantages of job enrichment are,

● Job enrichment is useful to both the workers and the organisation.

● The worker gets achievement, recognition and self-actualization.
● The worker finds the job meaningful.
● Job enrichment reduces absenteeism, labour-turnover and grievance.
● It motivates the workers to give best performance.

LIMITATION OF JOB ENRICHMENT:

● The first basic problem is that majority of workers do not and the type of changes which
are introduced by job enrichment. They do not really want challenging job, as the basic
human tendency is to shirk responsibility. Workers put wages and job security above
all.
● Job enrichment is basically limited to the unskilled professional already contain many
challenging elements. As such there is no scope of applying job enrichment in their cases.
● Technology may not permit the enrichment of all the jobs. In specialized machinery,
tasks and processes, it may not be possible to make the job very meaningful.
 ● Job enrichment is a highly costly affair. In most of cases, the cost involved affair. In
most of the case, the cost involve is more than the gain in productivity.

● Sometime, the employee may prefer to have job enrichment but may not have
the necessary capabilities and qualifications to meet the new challenges.
● In the short run, job enrichment may have negative effects. After an increase in job
responsibility, it is not unusual for organization to experience a drop in productivity, as
workers become accustomed to the new system. In the long run, however, there will be
increased productivity.
● People being bored in their job, it is likely, therefore, that after a period of time they will
become bored in their enriched jobs also.
● There is, generally, a tendency on the part of the management to impose job enrichment
on workers rather than applying it with their consent; it will have a negative impact on
the employees.

SOME CAUTION ABOUT JOB ENRICHMENT:

Job enrichment has been so well publicized in recent years as a method of
increasing worker motivation, one can easily be misled by its possibilities. Although job
enrichment will have little or no effect. Job enrichment is not a subtitle for good
supervisory practices, wages and company policies.

I. Job Enrichment is Not a Substitute for Good Management:

Regardless of how enriched jobs might be in an organisation, if other
environmental factors in the organisation are not adequate, job enrichment will have
little or no effect.

II. Enriched is a Relative Term:

As a general rule, job enrichment presupposes that jobs with little

responsibility should be improved to provide more responsibility for the incumbent.
However, we must remember that describing a job as one with little responsibility
carries an implicit assumption about the person occupying that role. While the job may
appear to be boring to the observer, the person actually performing the job may find it
quite challenging.

III. Enriched Jobs May Create A Snow Ball Effect:

Given That Organizations have fixed amount of authority to distribute among

the member, enriching one person job may means taking authority away from another
most likely the manager.
IV. Job Enrichment Assumes that Workers Want More Responsibility:

Clearly if we take the extreme case of a worker who is motivated

by lack of responsibility, then job enrichment for this person would be a
disaster.

V. Job Enrichment May Have Negative Short-Run Effects:

In short time after an increase in job responsibility it is not unusual for

organisation to experience a drop in productivity, as worker become accustomed to the
work system.

VI. Job Enrichment May Become Static:

People become bored in their jobs because their capacity to make decision is
not fully utilized. Even though the job is changed to utilize this capacity, there is sample
evidence to suggest that personal capacity is a dynamic and developing attribute.

VII. Participation Can Affect Enrichment Process:

Participation can affect the Herzberg originally recommended the workers should
not to be involved in the enrichment process. His logic was that workers are often
conditional to see their jobs in terms of ‘hygiene’ factors and are unable to respond to
the job content. No doubt this is a factor that management must consider in the
participation process, but participation can have a positive effect.

VIII. Change is Difficult to Implement:

As is well known, any change is resisted and this applies to job enrichment
also. In fact, the job enrichment theory is a paradox. On one hand a theory telling us
that changing jobs by increasing the level of responsibility will result in increased
motivation. On the other hand, our knowledge about changing processes tells us that
this type of change is one of the most difficult things to implement in a work situation.
The initiation of a job enrichment programme must take this factor into account. In other
words, do not expect employee to jump with joy at the announcement of a job
enrichment programme.
 CHAPTER-II

REVIEW OF LITERATURE
 CHAPTER-II

REVIEW OF LITERATURE

Palomo. R.D, (2020) It shows evidence about the positive relation between
employees job enrichment, job satisfaction and commitment, and the intermediary role of
satisfaction between enrichment and commitment, females were seen more committed than
male with enriched job.

Adeyemo, S.K. (2018) The current study is to find whether job enrichment has
negative or positive impact on job satisfaction of faculty members from both Public and
Private Universities.

Nzewi N.H, (2017) According to them job autonomy and commitment influences
the productivity level of the organization.

M.M. Abimbola Azeez.O.R. (2016)Studies show job enrichment had a strong

positive relationship with employee satisfaction, employee motivation, employee
performance.

Robbins, S. P & Judge, T. A. (2015) Job enrichment necessitates the practices that
apportion greater responsibility for arranging, organizing and designing work to the employees
who actually produce product.

Armstrong (2014) Feedback should be given to allow employees to assess and

evaluate the level of completion which is the end result of the task itself.

William (2013) Job enrichment Is a fundamental aspects of employees by

expanding job responsibilities and giving increased autonomy over the task processes
and completion.

Johnson (2012) Johnson studied that absenteeism due to stress increased slightly in
South African companies in 2008 compared with the previous year. So far 3.4% of all sick
leaves taken until the end of June this year were due to stress, depression and anxiety, according
to Cams, accompany which looks at corporate absenteeism. This was line with indications that
the country was experiencing an economic downturn. In 2007 this figure was 3.1% and 3.9% in
2006. The research was done with the help of statistics from 1000,000 employees in 60
companies, using data from doctor-issued sick certificate. “Companies should therefore continue
to ask themselves what they could do to make their staff happy and productive”.
 Hower, (2012) The principle of individual difference indicate that some people
tend to assume more responsibilities which later lead to skill varieties, self-sufficiency,
personal growth and satisfaction while others resist.

Orpen (2011) It examined that the Employees in the enriched condition perceived
their jobs as more enriched than before Enrichment caused significant increase in employee job
satisfaction, job involvement, and internal motivation. Enrichment led to significant decreases in
absenteeism and turnover but enrichment had little impact on performance, whether assessed by
superiors’ ratings or by actual output. These finding, which are described in terms of the
Hackman-Oldham theory of job design, are regarded as suggestive evidence that enrichment can
cause substantial improvements in employee attitudes, but that these benefits may not lead to
greater productivity. It is argued that in order to explain the effect of enrichment on
performance, it is necessary to consider other factors besides the psychological states produced
by job which are seen to have certain characteristics.

Roberts (2010) The major issue for many UK organization, yet less than half monitor
the cost of absence to their business CIPD, July 2007. On average the cost of absence is 659 per
employee per year and in addition to this the indirect cost of absenteeism on the organisation is
significance, affecting productivity levels and knowledge management a putting customer
service, morale and corporate reputations at risk. Managing absence is about starting with the
little things.

Mogelof et.al (2009) In discusses context-driven job satisfaction tradeoffs associated

with careers in elite versus non-elite organisation and role organisation may play in facilitating or
impeding workers participation in valued activities. It emphasizes the importance of participation
in valued activities as a key driver of job satisfaction. The original purpose of this study was not
to focus on job satisfaction, but rather to conduct an exploratory investigation of how symphony
orchestra players cope with the frustration and disappointment of orchestra life. Symphony
orchestra players report surprisingly low levels of job satisfaction given the perception held by
many that life and work in symphony orchestras is glamorous and rewarding.

Peter et.al (2008) The job enrichment is a type of job red sign intended to reverse the
effects of tasks that are repetitive little autonomy. Some of these effects are boredom, lack of
flexibility, and employee dissatisfaction. The underlying principle is to expand the scope of the
job with a greater variety of tasks, vertical in nature, that require self-sufficiency. The goal is to
give the individual exposure to task normally reserved for differently focused or higher
positions, merely adding more of the same responsibilities related to an employee current
position is not considered job enrichment.
 Derek & Laura (2007) Job enrichment in organizational development has
contributed in reducing these de-motivating factors by giving employees the right of
decision making, and control over their task in order to promote healthier performance to
the workplace.

Herzberg (2006) Job enrichment is the process whereby addition motivators are
added to job so that more rewarding. Generally, the concept of job enrichment, these concepts is
often used interchangeably. Although the enrichment concept is more behavioral, sophisticated,
apparently. Job enrichment is the horizontal expansion of job, an increase in job scope, while
job enlargement is the vertical expansion of job by adding planning and evaluating
responsibilities.

Honold (2005) An empowered is one where managers supervise more people than
in a traditional hierarchy and delegate more decisions to their subordinate Malone 1997.
Managers act like coaches and help employees solve problems. Employees, concludes, have
increased responsibility. Superiors empowering subordinates by delegating responsibilities to
them leads to subordinates who are more satisfied with their leaders and consider them to be fair
and in the turn to perform up to the superior’s expectation Keller and Dansereau. It can be
descended by the language used by the researcher. The words “subordinate” and “superior” in
the language suggest giving additional tasks to employees. This is not perceived as empowering
by employee providing for the development of self-worth by negotiating for latitude in decision
making and changing aspects of the employees job leads to increased levels of perceived self-
control and hence empowerment.

Ullah (2004) The total quality management is more a matter of changing people
than changing technologies. Show how psychology can be used to facilitate the process.
Examines attitudes and behavior, values and motivation. Discusses work redesign and goal
setting as methods motivating staff to achieve desired standards of work behavior. Finally,
considers the importance of physiological measurement to test customer attitudes. Concludes
that there are other areas of organizational psychology which have implications for
implementing programme of total quality , and that the human side of TQM is at least as
important as the technical side.

Norton et al. (2003) In evaluated whether or not job enrichment had taken place
and examined the conditions under which it was likely to be a success or a failure. The paper
also studied the evolution of the term job enrichment; contrast job enrichment to other
organizational change methodologies; examined the most widely used measure of job content
and job satisfaction; offered a paradigm for research on job enrichment; discussed two major
reviews of job enrichment-one critical and one supportive and suggested conditions which
research may show to be related to the success of job enrichment programs.

Pettman (2003) It examines that “QUALITY OF WORKING LIFE (QWL) has

grown steadily over a period in which the industrialized nations have increasingly come to
question the role and status of human beings in the modern technological environment. In recent
year’s concern with the nature of work, its impact upon people and their attitudes towards it
seem to have sharpened. Investigation of and experimentation with, the qualitative aspects of
working life-its ability to confer self-fulfillment directly, as opposed to being a means of
acquiring goods has gained momentum under the influence of a unique set of economic, social,
political and technological factors.

McLean and Sims (2002) In their article on job enrichment from theoretical
poverty considered various definitions of the concepts of job enrichment and considered the
finding of job enrichment studies. The article also illustrated some shortcoming in the theory
and its applications and summarized these shortcomings so that instead of remaining isolated
and failure they point to areas of deficiency. The research evidence suggested that a more
promising line for the practitioner would be the development of an approach which enable them
to discover directly from the employees themselves the meaning that their work has for them,
their aspirations in work and the forms of satisfaction which they do and do not hope to gain
from it. They concluded that only such a ‘redesigned’ approach to choosing and making the
changes involving can ever lead to predicable, successful job redesign.

King-Taylor (2001) in her article on job enrichment and motivation suggested that
jobs must be revised to meet the needs and fulfill the aspirations of people as individual, not as
robots. The author insisted that a program of job enrichment should usually begin by defining
the jobs which had to be done and which were affected by the programme; project team
comprising representatives of the task holders should be formed to do this. According to the
author ‘brainstorming’ session during which the people involved in the jobs suggest as many
changes as possible, could conceivably make them more challenging and interesting, as well as
more efficient and productive. According to the author, job enrichment is not a technique, but a
way of managing which is married into the company philosophy and organizational structure-
job enrichment is in essence, true participation and workers involvement.

Collins and Raubolt ( 2000) examined the association between employee

background and occupational characteristics and degree of resistance to a job enrichment
program in a large- scale manufacturing firm. The study group consisted of engineers,
engineering associates and draftsmen. The questionnaire included background and occupational
characteristics such as age, education, position and tenure. The findings revealed that education
was the most important determinant of degree of resistance. Employee with a college degree
were found to be less resistant to performed, revealed that more youthful employees were non-
resistant than older employees and more employees who were performing similar tasks were
non-resistant than were employees performing general tasks. The study also revealed other
characteristics with resistance to job enrichment such as the number of years to retirement.

Werther (1999) Stated that employment enrichment views the total work
enrichment confronting employees as a system which consists of two overlapping areas: the
worker-job relationship. Job enrichment addresses itself primarily to one dimension of the
employment relationship; the worker-job aspects represent the most significant components of
the employee’s connection with the organization. He argued that without changes in the overall
worker-organization relationship, employees were apt to believe job enrichment is manipulative.
Moreover, the author pointed out that the removal of the more dehumanizing characteristics of
the job causes the employee- organization interface to increase in importance-the worker
becomes more sensitized to the negative aspects of his association since there were fewer
unpleasant distractions in connection with the job.

Mills (1998) It predicts that Industrial sociologists and psychologists have often
paid little more than scant attention to the actual work of the people they have been studying.
The literature is full of brief comments about the works situation which lack both data and an
analytical framework. The deficiency is surprising. Work content has been shown to have a
significant impact on behavior, morale, and productivity in the workplace. The purpose of job
use research- based insight to create jobs which are more satisfying to perform, and more
efficient in performance.

It should be a subject of particular relevance for personnel specialists since job

content considerations should affect recruitment, training, placement and effort-reward policies.
However, although job content has very wide repercussions for the personnel area, job design is
frequently left by default to the technical and engineering specialists, who seek to make their
work system function effectively production rather than human terms.
 CHAPTER-III

COMPANY PROFILE
 CHAPTER-III

COMPANY PROFILE

PERAMBALUR SUGAR MILLS LIMITED:

Perambalur sugar limited a government of Tamil Nadu undertaking was
incorporated in the year 1947 with the main objective of setting up of sugar mills in the state of
Tamil Nadu two sugar mills viz., Arignar Anna sugar mills, Kurungulam, Thanjavur, district
and Madurai sugar, Pandiarajapuram, Madurai district are functioning under the corporation
subsequently, Perambalur sugar mills ltd., was established as these unbsidlary company of
TASCO ltd., in the year 1976 Perambalur Sugar Mills ltd., established a sugar mills at Eraiyur,
Perambalur district.

The registered offices of Tamil Nadu Sugar Corporation limited and Perambalur
Sugar Mills ltd are situated at Chennai, Tamil Nadu Sugar Corporation limited and Perambalur
Sugar Mills ltd are government by the board of directors nominated by the state government.

OBJECTIVE:
Commercial exploitation of sugar rich variety of sugarcane to ensure higher
recovery of sugar. Offering constancy for implementation of new and expansion sugar project,
for setting up of ancillary plants for effective plants for effective utilization of the byproducts.

MISSION:
To promote economic development and employment opportunities in rural and
backward area by encouraging cultivation of cane and promoting and setting up sugar mills.

MAJOR FUNCTION OF THE COMPANY:

● Exploring the feasibility of setting up new sugar mills under cooperative public
sector.
● Exploring installation of co-generative in cooperative and public sector sugar mills.
● Offering constancy services to cooperative sugar mills in technical and non-
technical area mills.
● Monitoring the operation of public sector/cooperative sugar mills.
● Guiding planning of registration of one plantation of cooperative sugar mills.

Tamil Nadu co-operative sugar federation started functioning from 30.5.1962 as an

apex organization of the co-operative sugar mills. The federation finalizes rate contract for
purchase of bulk materials viz., Gunny, chemical, fertilizer and pesticides and lubricants. It also
undertakes sale of sugar, molasses, bagasse and alcohol and behalf of cooperative and public
sector sugar mills for the above activities subscription is collected from the member mills prorate
to the sugar production.

LOCATION AND ORIGIN:

Perambalur sugar mills ltd is a subsidiary unit of Tamil Nadu sugar corporation ltd.
It is situated in Eraiyur village about 20kms away from Perambalur on Trichy, Chennai national
highways in an extent of 133 acres of land. This is an agro based industry. Sugarcane being the
raw material crushing operation will be going on for about viz., month every year and the
remaining period will be unitized for overhauling of the machinery. The factory had its maiden
crushing during 1977-78 season with an installed capacity of 1250 tons of cane per day.

EXPANSION:
The installed capacity of the mill was expanded during 1980-90 from 1250 TCD to
3000 TCD and crushing at expanded capacity was started on 06.11.1990. The loans received
from financial institution for expansion have been fully repaid.

AREA OF OPERATION OF THE MILLS:

TALUK DISTRICT

Perambalur Perambalur
Veppanthattai Perambalur
Kunnam Perambalur

Senthurai Ariyalur

Kallakurichi Villupuram
ADMINISTRATION:

The mill is being administrated by the board of direction of Perambalur sugar mills
ltd at unit level. The executive administration is being carried out by the chief executive
subject to the control and supervision of the chairman and managing director, Perambalur
sugar mills Limited.

The following departments are functioning in the mills.

● Administration
● Account
● Cane
● Engineering
● Manufacturing

DIVISIONAL OFFICES:
● Eraiyur
● V.Kalathur
● Labbaikudikadu
● Agaramseegur
● Puduvettakudi
● Thamoraipoondi
● Perambalur
● Krishnapuram

SUGAR POLICY:
SUGAR SEASON:
One sugar season is 12 months from October to September; the actual
crushing will depend upon of sugarcane, which will normally be about 6 months in
a year.

STATE ADVISED PRICE:

The sugar government announce can price every year over and above the
statutory minimum price fixed by the government of India and this price is known as
state advised price. The state advised price for 1998-1999 for this mills were Rs.702.50
linked to 8.5% recovery.
SALE OF SUGAR:

As per the existing sugar policy Dual control every sugar produce shall sell
40% of their production as levy sugar to the public distribution system through the civil
supplier corporation/food corporation of India and the balance 60% shall be sold in the
open market under the sugar control order, 1996 the sale and dispatch of sugar both levy
and flue is regulated by the monthly release orders issued by the directorate of sugar
government of India. The quality of released for a month under free sale should be sold
and dispatched before end of the month.

STATUTORY MINIMUM PRICE:

The Government of India fixed the statutory minimum cane price under the
sugarcane control order 1996. This price has to be paid by the sugar mill within 14 days
from the date of supply of cane failing which interest at the rate of 15% will have to be
paid to cane growers. The statutory minimum cane price is fixed by the Government of
India for the recovery of 8.50%. The cane price is fixed for a sugar mill based on the
peak period recovery of the mill. The peak period refers to the average recovery obtained
from 1st December to 31st March of the preceding season. The statutory minimum price
for 2010 - 2011 fir Perambalur Sugar Mill was Rs.1017.60 per ton.

BY PRODUCT:
BAGASSE:
The production of bagasse will be normally around 30% of the cane crushed
about 80% of the bagasse will be utilized as fuel in the mills boiler for production of
steam which is utilized for generation of electricity. The remaining quality of bagasse is
being sold to Tamil Nadu news prints and paper limited.

PRESS MUD:
The production of press mud will be around 3% of the cane crushed the
entire press mud being given to cane grower @ Rs.25 per ton.

MOLASSES:
The production of molasses will be around 4.25% of cane crushed. The
possession and sale of molasses was 100% controlled prior to 01.06.1993. The
Government of India rescinded the molasses control order dated 10.06.1993 and
consequently the state Government has also decontrolled sale of molasses is being sold
decontrolled sale of molasses. After the decontrol molasses is being sold in the open
market by tender system to distiller, cattle feed manufacture etc.
 WELFARE MEASURES FOR THE CANE GROWER:

SUBSIDIES:
Transport subsidy-up to 10 km only the transport charges paid by the
mills. Crop insurance is providing for all sugar cane.

ROAD:
Road were laid under sugar cane road development scheme for a distance of
48.6km by spending Rs.182 lakes to connect the village with the main roads unable the
grower to transports the sugar cane o mill. In addition to these 54 roads for a distance of
46,6kms by spending Rs 37.70 lakes have by utilizing the area development fund.

LOANS:
Loans were sanctioned the cane grower under sugar development fund for
digging and depending of open wells and bore-wells purchase of oil engines, electric
motors. So for a sum of Rs 254.33 lakes received from the Government of India, had
been sanctioned to 2828 cane growers. The loan amounts are being recovered from the
cane proceeds the mill is also arranging loan through nationalized banks for digging of
well, purchase of pump set oil engine type card etc.

SUGAR TO CANE GROWER:

Sugar of concessional rate is being distributed to the cane grower at the rate of
½ kg per to at cane supplied the mills 25kgs to at cane supplied the mills 25kgs at levy
price rate.

DIESEL BUNK:
A customs diesel bunk is functioning in mills premise for supplying diesel to
the vehicle transporting cane to the mill and amount fully paid by mill.

PHYSICAL PERFORMANCE:
The installed capacity of the mill was 1250 tons of cane per day. It was
expanded 1990 - 19991 seasons.
 WELFARE MEASURES FOR THE EMPLOYEES:

RESIDENTIAL QUARTERS:
There are 206 quarters in the mills premises. All officers, supervisory staff and
essential categories of workers and staff have been provided with residential quarters.

FREE ELECTRICITY:

Electricity is supplied free to the employees staying in the mill quarters as detailed
below:

a) Chief Executive 100 units

b) Chief officer and Deputy officers 75 units
c) Supervisory staff 50 units.
d) Other 40 units.

BANK:
A branch of Indian Overseas Bank is functioning in the premises of the
mills of the benefit of employees of the mills and cane grower.

POST OFFICE:
A post office is functioning in the premises of the mill.

CANTEEN:
A canteen is functioning inside the premises of the mill.

CO-OPERATIVE CREDIT SOCIETY:

An employee’s co-operative credit society is functioning inside mills. The
employees can avail themselves of a loan up to Rs. 80,000/- from the society.

CONSUMER CO-OPERATIVE STORE:

An employee’s co-operative society if functioning in the premises of mill, here
the employees of the mills can purchase their requirements either by paying cash or on
credit.
SCHOOL:
The mill runs a Higher Secondary School for the benefit of the children of the
employee, can grower and general public of the nearby villages. At present about 2,000
students are studying in the school. There are about 70 on the staff of the school.

DISPENSARY:

The mill has a dispensary where treatment is given free of cost to the employees
and their family members. The total cost of medicines purchases a year is about of Rs.
7lakhs.

BUS FACILITY FOR SCHOOL CHILDREN:

The mill provides bus facility for the children of the employees and the
cane grower/shareholder to go to school/ college in Perambalur and also for
bringing the children to the mills school at a nominal charge of Rs 25/- per month
per student.

UNIFORM:
Three sets of T.C uniform are given to workers. Shoe is being given once in
two years. Shoe is being once in two years to eligible employees is given once in year
to others.

NIGHT SHIFT ALLOWANCE:

The mill is paying night shift allowance to all the workers and staffs who are
attending night shifts 2 percentage per night.

EXPANSION ALLOWANCE:
The mill is paying the expansion allowance of 15 percentages per
month to the employees.

EDUCATION TOUR:
The employees are permitted to go on education tour every year for which 3 days.
Special casual leave with wages are allowed one sixth of the employees with be covered
every year.
MEDICAL COVERAGE:
The workmen who are affected by Tuberculosis (TB), Cancer, Leprosy,
Kidney Transplantation, heart Bye-Pass surgery and treatment for Brain Tuner granted
leave with wages for a maximum period of one year.

DESCRIPTION OF SUGAR MANUFACTURING:

The cane harvested in the fields is to be crushed within 24 hours and the cane
should be matured, clean, pest-free, disease-free, and roots free, without any foreign
material. The cane brought to the factory is weighed and stacked on the feeder table by
the use of cane unloads. Then the cane is fed into the cane carrier and passes through
kicker, leveler, and cutter fiberize where the cane is leveled, cut into pieces and
fibrizered. This prepared cane is crushed in 6 mills Tandem in series. Water is added
from the sixth mill. The crushing is done to recover maximum quality of sugar juice and
minimum is lost in the bagasse. To avoid loss due to bacterial effect in the milling, mill
cleaning and mill sanitation chemicals are added. Then the mixed juice collected in the
mill house is pumped to the boiling house.

Phosphoric acid is added to the raw juice to maintain the phosphate content a
300-ppm level. In the boiling house the mixed juice is first weighed and heated to 700 to
720 to eliminate the microorganism and for optimum condition for chemical reactions, in
the juice solicitation vessel.
 CHAPTER-IV

RESEARCH METHODOLOGY
 CHAPT RESEARCH
ER - IV METHODOLOGY

STATEMENT OF THE PROBLEM

Systematic investigation into problem or situation, where the intention identify and
opinion that will assist in solving the problem of dealing with the situation research is a process
steps to use to collect and analyze information our understanding of a topic or issue.

RESEARCH METHODOLOGY:
Research methodology is a way to systematically solve the research problem. It
may be understood as a science of studying how research is done scientifically. So the
research methodology not only talks about the research methods but also considers the
logical behind method used in the context of the research study.

Job Enrichment refers vertical expansion of jobs. It increase the degree to which the
worker control the planning, execution and evaluation of work. An enriched job organizes the
task so as to allow the worker to do a complete activity, increase job responsibility and provides
feedback.

● By job rotation, allows workers to different varieties of tasks.

● By combining tasks, ok activities are combined to give more challenging work
assignment.
● By implementing participative management, this allows employees to participate in
decision making and strategic planning.
● By providing autonomy for work, this allows employees to work independently.
● By providing feedback for their work, this allows employees to understand how poor or
well they are doing.

OBJECTIVES OF THE STUDY:

● To understand the Job Enrichment in detail by interacting with the management,
supervision and workers and to see how far the various measures are implemented and
bring out the drawbacks if any and recommended measures for the betterment of the
system.
● To critically evaluate the Job Enrichment impact on employee motivation as well as on
absenteeism and turnover.

● To study the most extensive change those are critical for high motivation and
performance.
PROCEDURE FOLLOWED:

Based on above understanding of job enrichment, we have identified factors

which by which job enrichment could be done.

These factors are follows:

● Job Redesigning

● Autonomy

● Feedback

● Work Place Challenge

● Customer Interaction

● Participate Management

● Flexible Working Hours

● Use of Technical Skills

● On the Job Training

RESEARCH DESIGN:

Research design provides the glue that holds the research project together. A
design is used to structure the research, to show how all of the research project-the sample
or group, measure, treatment or programs and method of assignment-work together to try
to address the central research question. Here, after a brief introduction to research design.

It concentrated with the specification of method and procedures used for

conduction study. The research design of our study is both explanatory as well as
descriptive. Our research is exploratory in initial stages to provide background to the study.
Here we explore general subject to study.

● Study of a Available Literature.

● Survey of Experienced Individuals.

● Analysis of Insight Stimulating Examples.

 COLLECTION DATA:
The project is based on primary and secondary data. The primary data are collected
from the sample using a structural questionnaire. The secondary data collected from the
records of the company.

PRIMARY DATA:
The data is the data which is collected for the first time from the employees. Tool
used to collect the primary data is the structural questionnaire. Questionnaire is a list of question
given to a number person to get answer as per their perception and from those obtaining
standardized result that can be tabulated and treated statistically.

SECONDARY DATA:
Secondary data is the data which was already existed and it is collected from
various sources such as books, magazines and websites.

RESEARCH INSTRUMENT
SAMPLE SIZE:

The sample size is 125 taken from the population. The company consists of 1000
employees including women. The sample taken by using convenient sampling technique.

SCALING:

A well structure questionnaire consisting of 5 point scale questions was used

as research instrument.

SAMPLING METHOD:

In order to select the sample from the universe the researcher has used random
sampling method.

AREA OF STUDY:

Area of study in Perambalur sugar mills limited at Eariyur

PERIOD OF STUDY:

Period of study is JANUARY 17, 2022 to JANUARY 27, 2022

 STATISTICAL TOOLS USED:

Statistical tools are the tools used for analyzing and interpreting data which are
collected through the Questionnaire. The tools used there is no relationship.

● Percentage Analysis
● Chi – Square Test
Null Hypothesis (Ho): There is no significant relation between the
information and knowledge to do job well that increase confidence and ability
to do job.

Alternative Hypothesis (H1): There is a significant relation between the

information and knowledge to do job well that increase confidence and ability
to do job.
● Weighted Average

SAMPLING TECHNIQUES:

Sampling is that part of statistical practice concerned with the selection of

individual observation intended to yield some knowledge about a population of concern,
especially for the purposes of statistical inference. Each observation measures one or more
properties of an observable entity enumerated to distinguish objects or individuals.

LIMITATION:

● The first basic problem is that majority of workers do not want the type of
changes which are introduced by job enrichment. They do not really want
challenging job, as the basic human tendency is to shirk responsibility.

● Job enrichment is basically limited to the unskilled and semiskilled jobs. Jobs of
highly skilled professionals already contain many challenging elements. As such
there is no scope of applying job enrichment in their cases.

● Technology may not permit the enrichment of all the jobs. With specialized
machinery, tasks and processes, it may not be possible to make the jobs very
meaningful.

● Sometimes, the employees may prefer to have job enrichment but may not have
the necessary capabilities and qualifications to meet the new challenges.
 ● There is, generally, a tendency on the part of the management to impose job
enrichment on workers rather than applying it with their consent: it will have a
negative impact on the employees.

● The top managers and personnel, generally apply, their own scale of values of
challenge and accomplishment to other people’s personalities this evokes more
resistance from workers.

CHAPTER SCHEME

CHAPTER I – INTRODUCTION

This chapter of the report deals with introduction, meaning scope objective,
characteristics, importance and limitations.

CHAPTER II – REVIEW OF LITERATURE

This chapter deals with the reviews of related studies on retention which are
conducted earlier and from articles.

CHAPTER III – COMPANY PROFILE

This chapter presents company profile.

CHAPTER IV – RESEARCH METHODOLOGY

This chapter of the reports deals with methodology, objective, research techniques,
research design, sampling and data collections, the tabulation of the data and limitation.

CHAPTER V – DATA ANALYSIS AND INTERPRETATION

This chapter research gives the data analysis and the interpretation.

CHAPTER VI – FINDINGS, SUGGESTION, CONCLUSION

Here the researcher gives the major findings and suggestions for the future.
 CHAPTER-V

DATA ANALYSIS AND

INTERPRETATION
 DATA ANALYSIS AND INTERPRETATION

TABLE 5.1

AGE OF RESPONDENT

Age in Responden Percenta

S. No
Years ts ge
1 Below 25 5 4%
2 25-35 37 14%
3 35-45 34 33%
4 Above 45 44 50%
Total 120 100%

Source of Data: Primary Data

INERPRETATION:

The above table 5.1 shows that 4 percent of the respondents were below 25years of
age,14 percent of the respondents were between 25-35years of age, 33 percent of
respondents were between 35-45 years of age and 50 percent of respondents were above 45
years of age.

INFERENCE:

It is inferred that the majority of the respondents (50%) were above 45 years of age.
 TABLE 5:1

AGE OF RESPONDENTS
 TABLE 5.2

MARITAL STATUS OF THE RESPONDENTS

S. Particular Responden Percentag

No s ts e

1 Married 71 95%

2 Unmarried 49 5%
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above tale 5.2 shows that 95 percent of the respondents were married and 5
percent of the respondents were unmarried.

INFERENCE:

It is inferred that the majority of the respondents (95%) were married.

 TABALE 5.2

MARRITAL STAE OF THE RESPONDENT

 TABLE 5:3

EDUCATION QUALIFICATION OF THE RESPONDENTS

Particular Respondent Percenta

S.NO
s s ge
1 SSLC 20 11%
2 HSC 15 9%
3 Degree 44 47%
4 Other 37 33%
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above table 5.3 shows that 11 percent of the respondents educational qualification
are SSLC, 9 percent of the respondents qualification were HSC, 47 percent of the respondents
were Degree holders and 33 percent of the respondents were falls under other qualification.

INFERENCE:

It is inferred that the majority of the respondent (44%) were degree holders.
 TABLE 5:3

EDUCATION QUALIFICATION OF THE RESPONDENTS

 TABLE 5:4

GENDER WISE CLASSIFICATION OF RESPONDENTS

S .No Particulars Responde Percentag

nt e
1 Male 78 74
2 Female 42 26
Total 120 100

Source: Primary Data

INTERPRETATION:

The above table 5.4 shows that 74 percent of the respondents were male and 26
percent of respondents were female.

INFERENCE:

It is inferred that the majority of the respondent (74 %) were male.

 TABLE 5:4

GENDER WISE CLASSIFICATION OF RESPONDENTS

 TABLE 5:5

EXPERIENCE OF THE RESPONDENTS

Particul Responden Percentage

S.NO ar ts
1 Less than 20 12%
5 year
3 5-10 year 20 12%
3 10-15 36 36%
year
4 Above 15 44 40%
year
Total 120 100%

Source: Primary Data

INTERPRETATION:

The table 5.5 shows that 12 percent of the respondents are having an experience of less
than 5 years, 12 percent of the respondents are having 5-10 years of experience, 36 percent of
the respondents are having10-15 years and 40 percent of the respondents are having above 15
years of experience.

INFERENCE:

It is inferred that the majority of the respondents (40%) are having above 15 years of
experience.
 TABLE 5:5

EXPERIENCE OF THE RESPONDENTS

 TABLE 5:6

DESIGNATION OF THE RESPONDENTS

S .N Particul Responden Percentag

o ar ts e
1 Manager 10 7%
Supervis
2 25 13%
or
3 30 15%
Accountant
4 Other 55 65%
Total 120 100%

Source: primary data

INTERPREATATION:

The above table 5.6 shows that 7 Percent of the respondents are manager,
13percent of the respondent are supervisor, 15 percent of the respondents are
accountant, 65 percent of the respondents are other.

INFERENCE:

It is inferred that the majority of the respondent (65%) were others.

 TABLE 5:6

DESGNATION OF THE RESPONDENT

 TABLE 5:7

OPINION ABOUT SKILL AND ABILITY DO MORE JOB

S. No Particular Respondents Percentage

Strongly
1 45 40%
agree
2 Agree 57 52%
3 Neural 18 8%
4 Disagree 0 0%
Strongly
5 0 0%
Disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above table 5.7 shows that 40 percent of the respondent were strongly agree that
skill and ability are required to do more jobs, 52 percent of the respondent were agree, 8
percent of the respondent were neutral, None of the respondent were disagree and strongly
agree about skill and ability requirements to do more jobs.

INFERENCE:

It is inferred that the majority of the respondent (52%) were agreed that skill and
ability are required to do more jobs.
 TABLE 5.7

OPINION ABOUT SKILL AND ABILITY DO MORE JOB

 TABLE 5:8

OPINION ABOUT IMPORTANCE OF MOTIVATION TO DO VERTICAL JOB

S. No Particular Respondents Percentage

1 Strongly agree 60 49%
2 Agree 46 38%
3 Neutral 14 14%
4 Disagree 0 0%
Strongly
5 0 0%
Disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above table 5.8 shows that 49 percent of the respondent were strongly agreed that
motivation is essential to do vertical jobs, 38 percent of the respondent were agreed, 14 percent
of the respondent were neutral, None of the respondent were disagreed and strongly disagreed
towards the importance of motivation to do vertical jobs.

INFERENCE:

It is inferred that the majority of the respondent (49%) were strongly agreed that
motivation is essential to do vertical jobs.
 TABLE 5:8

OPINION ABOUT IMPORTANCE OF MOTIVATION TO DO VERTICAL JOB

 TABLE 5:9

OPINION ABOUT TECHNIQUES OF JOB ENRICHMENT USED

S. Particular Responden Percenta

No ts ge
1 Strongly 45 39%
agree
2 Agree 54 42%
3 Neutral 16 14%
4 Disagree 5 5%
5 Strongly 0 0%
Disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above table 5.9 shows that 39 percent of the respondents were strongly agree
that various job enrichment techniques are used, 42 percent of the respondent were agree,14
percent of the respondent were neutral, 5 percent of the respondent were disagree , None of the
respondent were strongly disagree

INFERENCE:

It is inferred that the majority of the respondent (42%) were agree that various job
enrichment techniques are used.
 TABLE 5:9

OPINION ABOUT TECHNIQUES OF JOB ENRICHMENT USED JOB

 TABLE 5: 10

OPINION ABOUT EXPECTATION OF WORK

S.No Particular Respondent Percentage

s
1 Strongly 35 30%
agree
2 Agree 65 53%
3 Neutral 15 13%
4 Disagree 5 5%
5 Strongly 0 0%
Disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above table 5.10 shows that 30 percent of the respondent were strongly agree that
reasonable expectation of work to do the job, 53 percent of the respondent were agree, 13
percent of the respondent were neutral, 5 percent of the respondent were disagree, None of the
respondent were strongly disagree that reasonable expectation of work to do the job .

INFERENCE:

It is inferred that the majority of the respondent (53%) were agree that reasonable
expectation of work to do the job.
 TABLE 5: 10

OPINION ABOUT EXPECTATION OF WORK

 TABLE 5: 11

OPINION ABOUT EXPECTED JOB IS RESPONSIBLE EMPLOYEE AND COMPANY

Responden Percenta
S. No Particular
ts ge
1 Strongly agree 29 24%
2 Agree 65 53%
3 Neutral 25 22%
4 Disagree 1 1%
5 Strongly Disagree 0 0%
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above table 5.11 shows that 24 percent of the respondent were strongly agree, 53
percent of the respondent were agree, 22 percent of the respondent were neutral, 1percent of the
respondent were disagree, none of the respondent were strongly agree.

INFERENCE:

It is inferred that the majority of the respondent (53%) were agree that expected
job is responsible employee and company
 TABLE 5: 11

OINION AND EXPECTED JOB IS RESPONSIBLE EMPLOYEE AND COMPANY

 TABLE 5: 12

OPINION ABOUT GOOD PRIORITIES AND DIRECTION FOR EMPLOYEE

Responden Percenta
S. No Particular
ts ge
1 Strongly agree 29 26%
2 Agree 64 50%
3 Neutral 25 22%
4 Disagree 2 2%
5 Strongly disagree 0 0%
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above table 5.12 shows that 26 percent of the respondent were strongly agree that the
department has good priorities and direction given for employees, 50 percent of the respondent
were agree, 22 percent of the respondent were neutral, 2 percent of the respondent were disagree,
None of the respondent were strongly disagree that the department has good priorities and
direction given for employees.

INFERENCE:

It is inferred that the majority of the respondent (50%) were agree that the department has good
priorities and direction given for employee.
 TABLE 5: 12

OPINION ABOUT DEPARTEMENT HAS GOOD PRIORITIES FOR EMPLOYEE

 TABLE 5: 13

OPINION ABOUT INFORMATION AND KNOWLEDGE ENRICH TO DO JOB WELL

Particula Responden Percenta

S. No
r ts ge
Strongly
1 49 41%
agree
2 Agree 39 31%
3 Neutral 28 26%
4 Disagree 4 2%
Strongly
5 0 0%
disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above table 5.13 shows that 41 percent of the respondent were strongly agree that adequate
information and knowledge enrich to do the job well, 31 percent of the respondent were agree,
26 percent of the respondent were neutral, 2 percent of the respondent were disagree, None of the
respondent were strongly disagree that adequate information and knowledge enrich to do the job
well.

INFERENCE:

It is inferred that the majority of the respondent (41%) were strongly agree that adequate
information and knowledge enrich to do the job well.
 TABLE 5: 13

OPINION ABOUT INFORMATION AND KNOWLEDGE ENRICH TO DO JOB WELL

 TABLE 5:14

OPINION ABOUT OPPORTUNITY GIVEN TO USE VARIETY OF SKILL

S. No Particular Respondents Percentage

Strongly
1 39 30%
agree
2 Agree 48 44%
3 Neutral 29 22%
4 Disagree 31 3%
Strongly
5 1 1%
disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above table 5.14 shows that 30 percent of the respondent were strongly agree that
opportunity given to use variety of skill , 44 percent of the respondent were agree, 22 percent of
the respondent were neutral, 3percent of the respondent were disagree, 1percent of the
respondent were strongly disagree that opportunity given to use variety of skill

INFERENCE:

It is inferred that the majority of the respondent (44%) were agree that opportunity given to
use variety of skill.
 TABLE 5:14

OPINION ABOUT OPPORTUNITY GIVEN TO USE VARIETY OF SKILL

 TABLE 5:15

OPPORTUNITY GIVEN BY THE COMPANY TO COMPLETE ENTIRE TASK

Particul Responden Percenta

S. No
ar ts ge
Strongly
1 30 27%
agree
2 Agree 52 46%
3 Neutral 27 19%
4 Disagree 10 6%
Strongly
5 1 1%
disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above table 5.15 shows that 27 percent of the respondent were strongly agree that the
opportunity is given to complete entire task, 46 percent of the respondent were agree, 19
percent of the respondent were neutral, 6 percent of the respondent were disagree, 1 percent
of the respondent were strongly disagree that the opportunity is given to complete entire task.

INFERENCE:

It is inferred that the majority of the respondent (46%) were agree that the opportunity is
given to complete entire task.
 TABLE 5:15

OPPORTUNITY GIVEN BY THE COMPANY TO COMPLETE ENTIRE TASK

 TABLE 5:16

OPINION ABOUT CONFIDENCE IN THEIR ABILITY TO ENRICHED JOB

S. Responden
Particular Percentage
No ts
Strongly
1 40 37%
agree
2 Agree 45 43%
3 Neutral 25 17%
4 Disagree 3 3%
Strongly
5 0 0%
Disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above table 5.16 shows that 37 percent of the respondent were strongly agree that
confidence in their ability to enrich the job , 43 percent of the respondent were agree,
17percent of the respondent were neutral, 3 percent of the respondent were disagree, None
of the respondent were strongly disagree that confidence in their ability to enrich the job.

INFERENCE:

It is inferred that the majority of the respondent (43%) were agree that confidence in their
ability to enrich the job.
 TABLE 5:16

OPINION ABOUT CONFIDENCE IN THEIR ABILITY TO ENRICHED JOB

 TABLE 5:17

ENRICHED JOB TAKES EXTRA TIME THAN WORKING HOUR TO COMPLETE

S. Responden
Particular Percentage
No ts
Strongly
1 40 34%
agree
2 Agree 49 40%
3 Neutral 20 18%
4 Disagree 10 7%
Strongly
5 1 1%
Disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above table 5.17 shows that 34 percent of the respondent were strongly agree that the
enriched job takes extra time to complete, 40 percent of the respondent were agree, 18
percent of the respondent were neutral, 7 percent of the respondent were disagree, 1 percent
of the respondent were strongly disagree that the enriched job takes extra time to complete.

INFERENCE:

It is inferred that the majority of the respondent (40%) were agree that the enriched job
takes extra time to complete.
 TABLE 5:17

ENRICHED JOB TAKES EXTRA TIME THAN WORKING HOUR TO COMPLETE

 TABLE 5:18

SELF ASSURANCE ABOUT THE CAPABILITIES TO PERFORM WORK AND

ENRICHED JOB

Particula Responden Percenta

S. No
r ts ge
Strongly
1 45 36%
agree
2 Agree 45 36%
3 Neutral 20 25%
4 Disagree 10 3%
Strongly
5 0 0%
Disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above table 5.18 shows that 36 percent of the respondent were strongly agree that
self- assurance about the capabilities to perform the work and enriched job, 36 percent of
the respondent were agree, 25 percent of the respondent were neutral, 3 percent of the
respondent were disagree, none of the respondent were strongly disagree that self-
assurance about the capabilities to perform the work and enriched job.

INFERENCE:
It is inferred that the majority of the respondent (36%) were agree that self-assurance about
the capabilities to perform the work and enriched job.
 TABLE 5:18

SELF ASSURANCE ABOUT THE CAPABILITIES TO PERFORM WORK AND

ENRICHED JOB
 TABLE 5:19

OPINION ABOUT MASTERED IN SKILL IS NECESSARY FOR JOB

S. Particul Responden Percenta

No ar ts ge
Strongly
1 25 31%
agree
2 Agree 45 43%
3 Neutral 25 23%
4 Disagree 10 2%
Strongly
5 0 0%
Disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:
The above table 5.19 shows that 31 percent of the respondent were strongly agree that
mastered in the skills is necessary for job enrichment, 43 percent of the respondent were
agree, 23 percent of the respondent were neutral, 2 percent of the respondent were disagree,
None of the respondent were strongly disagree that mastered in the skills is necessary for job
enrichment.

INFERENCE:
It is inferred that the majority of the respondent (43%) were agree that mastered in the
skills is necessary for job enrichment.
 TABLE 5:19

OPINION ABOUT MASTERED IN SKILL IS NECESSARY FOR JOB

 TABLE 5:20

OPINION ABOUT OWN DECISSION ABOUT HOW TO DO THE JOB

S. No Particular Respondents Percentage

Strongly
1 35 34%
agree
2 Agree 50 44%
3 Neutral 20 14%
4 Disagree 10 5%
Strongly
5 5 2%
Disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:
The above table 5.20 shows that 34 percent of the respondent were strongly agree that
employees taken their own decision about to do the job, 44 percent of the respondent were agree,
14 percent of the respondent were neutral, 5 percent of the respondent were disagree, 2 percent
of the respondent were strongly disagree that employees taken their own decision about to do the
job.

INFERENCE:
It is inferred that the majority of the respondent (44%) were agree that employees
taken their own decision about to do the job.
 TABLE 5:20

OPINION ABOUT OWN DECISSION ABOUT HOW TO DO THE JOB

 TABLE 5:21

CONSIDERABLE OPPORTUNITY FOR INDEPENDENCE AND FREEDOM TO DO

OWN JOB

Responden
S. No Particular Percentage
ts
Strongly
1 40 32%
agree
2 Agree 45 35%
3 Neutral 20 26%
4 Disagree 5 6%
Strongly
5 0 0%
Disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:
The above table 5.21 shows that 32 percent of the respondent were strongly agree that
opportunity for independence and freedom given to do the job, 35 percent of the respondent were
agree, 26 percent of the respondent were neutral, 6 percent of the respondent were disagree, none
of the respondent were strongly disagree that opportunity for independence and freedom given to
do the job.

INFERENCE:
It is inferred that the majority of the respondent (35%) were agree that
opportunity for independence and freedom given to do the job.
 TABLE 5:21

CONSIDERABLE OPPORTUNITY FOR INDEPENDENCE AND FREEDOM TO DO

OWN JOB
 TABLE 5:22

OPINION ABOUT JOB ENRICHMENT IS MADE MORE EFFECTIVE

S. No Particular Respondents Percentage

Strongly
1 20 26%
agree
2 Agree 50 53%
3 Neutral 30 17%
4 Disagree 10 4%
Strongly
5 0 0%
Disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:
The above table 5.22 shoes that 26 percent of the respondent were strongly agree, 53 percent
of the respondent were agree, 17 percent of the respondent were neutral, 4 percent of the
respondent were disagree, none of the respondent were strongly agree.

INFERENCE:
It is inferred that the majority of the respondent (53%) were agree that job enrichment is
made more effective.
 TABLE 5:22

OPINION ABOUT JOB ENRICHMENT IS MADE MORE EFFECTIVE

 TABLE 5:23

OPINION ABOUT TECHNICAL AND BEHAVIORAL SKILL CONTRIBUTE TO

COMPANY

Responden
S. No Particular Percentage
ts
Strongly
1 30 29%
agree
2 Agree 50 46%
3 Neutral 20 22%
4 Disagree 15 2%
Strongly
5 5 1%
Disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:
The above table 5.23 shows that 29 percent of the respondent were strongly agree that
technical and behavioural skill contribute more to the company, 46 percent of the respondent
were agree, 22 percent of the respondent were neutral, 2 percent of the respondent were
disagree, 1% of the respondent were strongly disagree.

INFERENCE:
It is inferred that the majority of the respondent (46%) were agree that technical and
behavioral skill contribute more to the company.
 TABLE 5:23

OPINION ABOUT TECHNICAL AND BEHAVIORAL SKILL CONTRIBUTE TO

COMPANY
 TABLE 5:24

OPINION ABOUT JOB ENRICHMENT INCREASE LEVEL OF SKILL FLEXIBILITY

Responden Percenta
S. No Particular
ts ge
Strongly
1 40 30%
agree
2 Agree 50 38%
3 Neutral 20 22%
4 Disagree 10 9%
Strongly
5 0 0%
Disagree
Total 120 100%

Source: Primary Data

INTERPRETATION:

The above table 5.24 shows that 30 percent of the respondent were strongly agree that job
enrichment increase the level of skill flexibility, 38 percent of the respondent were agree, 22
percent of the respondent were neutral, 9 percent of the respondent were disagree, None of the
respondent were strongly disagree.

INFERENCE:

It is inferred that the majority of the respondent (38%) were agree that job enrichment increase
the level of skill flexibility

.
 TABLE 5:24

OPINION ABOUT JOB ENRICHMENT INCREASE LEVEL OF SKILL FLEXIBILITY

 HYPOTHESIS

HYPOTHESIS TESTING

Null Hypothesis (Ho): There is no significant relation between the information and
knowledge to do job well and confidence and ability to enriched job

Alternative Hypothesis (H1): There is a significant relation between the information and
knowledge to do job well and confidence and ability to enriched job

Particul Strong Agree Neutral Disagree Strong Total

ar ly ly
Agre Disagr
e ee
Informatio
n And
Knowledg 5 39 33 2 0 125
1
e Enriched
To
Do Job
Well
Confidenc
e In Their
And 4 54 21 4 0 125
6
Ability To
Enriched
Job

Total 9 93 54 6 0 250
7

CHI-SQUARE = ∑ (O-E) 2/E

O = Observed Frequency

E= Expected frequency
Expected Frequency = (Row Total X Column Total) / Grand Total
OBSERVED EXPECTED
FREQUENC FREQUENC (O-E) (O-E) 2 (O-E)2/E
Y Y
51 49 2 4 0.08
39 47 -8 64 1.36
33 27 6 36 1.33
2 3 -1 1 0,33
0 0 0 0 0
46 49 -3 9 0.18
54 47 7 49 1.04
21 27 -6 36 1.33
4 3 1 1 0.33
0 0 0 0 0

TOTAL 5.98

Calculated value

∑(O-E)2/E = 5.98

Level of significance = 5%

Degree of freedom = (r-1) (c-1)

= (2-1) (5-1)

= (4)

Table value = 9.49

Calculated value < Table value

H0 is rejected and H1 is accepted

INTERPRETATION

As the calculated value is lower than the table value, the null hypothesis is accepted
and it is concluded that there is no significant relation between the information and knowledge
to do job well that increase confidence and ability to do job.

HYPOTHESIS TESTING

Null Hypothesis (Ho): There is no significant relation between the own decision about
how to do job and job enrichment is made more effective

Alternative Hypothesis (H1): There is a significant relation between the own decision
about how o do job and job enrichment is made more effective

Particulars Strong Agr Neutr Disagr Strong Tot

ly ee al ee ly al

agre Disagr
e ee

Own
Decision 4 55 18 6 3 125
3
About How
to Do The
Job

Job Enrichment 3 66 21 5 0 125

Is Made More 3
Effective

TOTAL 7 121 39 11 3 250

6

CHI-SQUARE = ∑ (O-E) 2/E

O = Observed Frequency
 E= Expected frequency

Expected Frequency = (Row Total X Column Total) / Grand Total

OBSERVED EXPECTED
FREQUENC FREQUENC (O-E) (O-E) 2 (O-E)2/E
Y Y
43 38 5 25 0.67
55 61 -6 36 0.59
18 20 2 4 0.2
6 6 0 0 0
3 2 1 1 0.5
33 38 5 25 0.65
66 61 5 25 0.40
21 20 1 1 0.05
5 6 -1 1 0.16
0 0 0 0 0
TOTAL 3.22

Calculated value

∑(O-E)2/E = 3.22

Level of significance = 5%

Degree of freedom = (r-1) (c-1)

= (2-1) (5-1)

= (4)

Table value = 9.49

Calculated value < Table value

H0 is rejected and H1 is accepted

 INTERPRETATION

As the calculated value is lower than the table value, the null hypothesis is accepted and it is
concluded that there is no significant relation between the decision on own and job enrichment is
made more effective.

WEIGHTED AVERAGE METHOD

Information and knowledge enrich to do job well

No of % of
Particular Weight Average
Respondents Respondents

Strongly 51 41% 5 225

Agree

Agree 39 31% 4 156

Neutral 33 26% 3 99

Disagree 2 2% 2 4
Strongly
Disagree 0 0% 1 0

Total 125 100% 484

Weighted Average = Average = 484

Total no of respondents 125

= 4 Agree
INTERPRETATION
The above tables explains the respondents are agreed that they have acquire adequate
information and knowledge which enable them for enrichment to do the job well.

WEIGHTED AVERAGE METHOD

Confidence in their and ability to enriched job

No of % of
Particular Weight Average
Respondents Respondents

Strongly 46 37% 5 230

Agree
Agree 54 43% 4 216

Neutral 21 17% 3 63

Disagree 4 3% 2 8
Strongly
Disagree 0 0% 1 0

Total 125 100% 517

Weighted Average = Average = 517

Total no of respondents 125

= 4 Agree

INTERPRETATION

The above table shows that the confidence in ability to do the job by the respondents are agreed
for job enrichment.
 WEIGHTED AVERAGE METHOD

Own decision about how to do the job

No of % of
Particular Weight Average
Responden Responden
ts ts
Strongly 55 34% 5 215
Agree
Agree 43 44% 4 220

Neutral 18 14% 3 54

Disagree 6 5% 2 12

Strong 3 2% 1 3
ly
Disagr
ee
Total 125 100% 504

Weighted Average = Average = 504

Total no of respondents 125

= 4 Agree

INTERPRETATION

The above table explains that the respondents are agreed that decision on own to do the job helps
for job enrichment.
 WEIGHTED AVERAGE METHOD

Job enrichment is made more effective

No of % of
Particular Weight Average
Responden Responden
ts ts
Strongly 33 26% 5 165
Agree
Agree 66 53% 4 264

Neutral 21 17% 3 63

Disagree 5 4% 2 10

Strongly 0 0% 1 0
Disagree
Total 125 100% 502

Weighted Average = Average = 502

Total no of respondents 125

= 4 Agree

INTERPRETATION

The above table explains that the respondents are agreed that the job enrichment are made more
effective that improves work efficiency.
 CHAPTER-VI

FINDING, SUGGESTION
AND CONCLUSION
 CHAPTER - VI

FINDING

● The majority of the respondents (50%) were above 45 years of age.

● The majority of the respondents (95 %) were married.
● The majority of the respondent(44%) were degree holders.
● The majority of the respondent(74 %) were male.
● The majority of the respondents (40%) are having above 15 years of experience.
● The majority of the respondent (65%) was others.
● The majority of the respondents (52%) were agreed that skill and ability are required to
do more jobs.
● The majority of the respondents (49%) were strongly agreed that motivation is essential
to do vertical jobs.
● The majority of the respondents (42%) were agree that various job enrichment
techniques are used.
● The majority of the respondent (53%) were agree that reasonable expectation of work to
do the job.
● The majority of the respondent (53%) were agree that expected job is responsible
employee and company.
● The majority of the respondent (50%) were agree that the department has good priorities
and direction given for employees.
● The majority of the respondent (41%) were strongly agree that adequate information
and knowledge enrich to do the job well.
● The majority of the respondents (44%) were agree that opportunity given to use variety
of skill.
● The majority of the respondent (46%) were agree that the opportunity is given to
complete entire task.
● The majority of the respondent (43%) were agree that confidence in their ability to enrich
the job.
● The majority of the respondent (40%) were agree that the enriched job takes extra time to
complete. The majority of the respondent (36%) were agree that self-assurance about the
capabilities to perform the work and enriched job.
● The majority of the respondent (43%) were agree that mastered in the skills is
necessary for job enrichment.
● The majority of the respondent (44%) were agree that employees taken their
own decision about to do the job.
● The majority of the respondent (35%) were agree that opportunity for independence
and freedom given to do the job.
● The majority of the respondent (53%) were agree that job enrichment is made more
effective.
● The majority of the respondent (46%) were agree that technical and behavioral
skill contribute more to the company.
● The majority of the respondent (38%) were agree that job enrichment increase the
level of skill flexibility.
 SUGGESTIONS

● It is suggested the select organization to provide necessary provisions related to hours

of work
● It suggestions for improve in job enrichment it can be done through increasing
autonomy , skill and task
● It is the management to consider the aging group employees and provide provision like
more rest time maximum leisure time for them to get refreshed
● It is suggested Tom the management of selected organization to maintain flexi time to
increase the job enrichment
● It is suggested to inside the employees in selected organization and to create awareness
about the importance of work life balance
 CONCLUSION

From the above study we can deduce that the Job enrichment helps in increasing
motivation and reducing turnover but does not help much to reduce absenteeism. All these
effects combined together help in increasing job satisfaction of an employees. Employees are
our most important asset we should improve working conditions and we should motivate them
to do their best for the organization. In today's fast changing environment employees are faced
with increasing demands from various sources. Also with the rising level of education employees
aren't more satisfied with the repetitive work, which is not meaningful tasks.

Job enrichment offers a good way to increase the variety of work and to motivate employees to
truly committed themselves for the benefit of the whole organization. Increasing competitive
environment, management finds that the best way to achieve corporate goals is to work together
with the persons who are closest to the actual work. Companies that implement programs that
enhance employees knowledge abilities and experience and allow them to apply these new skills
in their work will be more profitable and employees may find more interesting in doing their
work.
 BIBLIOGRAPHY

BOOKS

● Jain. T.R, Statistics for MBA, 2nd Edition

● Ashwatthapa, Human Resource Management, 7th Edition
● Gupta, Organisational Behavior
● James W. Walker, Human Resource Management
● Thomas Henry Patten, Orgnisational development through teambuilding
● John R. Maher, New perspective in job enrichment
● Roy W. Walters, Job Enrichment bibliography
● Robert E. Tannehill, Job enrichment: the modern, proven method to motivate
your employee
● Rachelle G. Christopher, Edward E. Christopher Job enrichment: how far have we come?
● Roy W. Walter and associates, Job Enrichment for results

WEBSITES

● www.emeraldinsight.com/Insight/viewContentItem
● www.aticlesbase.com/management-articles/job-enrichment
● www.eurofound.europa.eu/emire/IRELAND/JOBENRICHMENT
● www.smartmanager.us/eprise/main/web/us/
● www.businessdictionary,com/definition/job-enrichment.