Sathyabama: Submitted in Partial Fulfillment of The Requirements For The Award of Degree in

A STUDY ON EMPLOYEE PERCEPTION TOWARDS ORGANIZATIONAL
CHANGE INSTATISTICAL SOFTWARE SOLUTIONS PVT LTD
Submitted in partial fulfillment of the requirements for the award of

Degree in
MASTER OF BUSINESS ADMINISTRATION
by
SIVANANDHAM .E
Register No.41410297
DEPARTMENT OF BUSINESS
ADMINISTRATION SCHOOL OF MANAGEMENT
STUDIES
SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY
(DEEMED TO BE UNIVERSITY)
Accredited with Grade “A” by NAAC I 12B Status by UGC I Approved by AICTE
JEPPIAAR NAGAR, RAJIV GANDHI SALAI, CHENNAI - 600 119
MAY 2023
SCHOOL OF MANAGEMENT STUDIES
BONAFIDE CERTIFICATE
This is to certify that this Project Report is the bonafide work of SIVANANDHAM.E
41410297 who carried out the project entitled “A Study On Employee Perception
Towards Organizational Change InStatistical Software Solutions Pvt Ltd” under

my supervision from January 2023 to April 2023.
Dr. R. THAMILSELVAN M.com, MBA., M.Phill,B.Ed,Ph.D
Internal Guide External Guide
Dr. BHUVANESWARI. G, MBA., Ph.D

Dean – School of Management Studies
Submitted for Viva voce Examination held on_06.05.2023
Internal Examiner External Examiner

COMPANY COMPLETION LETTER
DECLARATION
I SIVANANDHAM.E(41410297) hereby declare that the Project Report entitled “A Study On

Employee Perception Towards Organizational Change In Statistical Software
Solutions Pvt Ltd” done by me under the guidance of DR. R.THAMILSELVAM M.com.,
MBA., M.Phil., B.Ed., Ph.D., is submitted in partial fulfillment of the requirements for the
award of Master of Business Administration degree.
DATE:06.05.2023
PLACE: chennai SIVANANDHAM.E

ACKNOWLEDGEMENT
I am pleased to acknowledge my sincere thanks to Board of Management of SATHYABAMA for

their kind encouragement in doing this project and for completing it successfully. I am grateful to
them.
I convey my sincere thanks to Dr. G. Bhuvaneswari, MBA., Ph.D., Dean - School of Management
Studies and Dr. A. Palani, M.Com., M.B.A., Ph.D., Head - School of Management Studies for
providing me necessary support and details at the right time during the progressive reviews.
I would like to express my sincere and deep sense of gratitude to my Project Guide
DR. R.THAMILSELVAN M.com., MBA., M.Phil., B.Ed., Ph.D., for her valuable guidance,
suggestions and constant encouragement paved way for the successful completion of my
project work.
I wish to express my thanks to all Teaching and Non-teaching staff members of the School of
Management Studies who were helpful in many ways for the completion of the project.
SIVANANDHAM.E
TABLE OF CONTENTS
CHAPTER
TITLE PAGE
NO. NO.
ABSTRACT (i)
LIST OF TABLES (iii)
LIST OF CHARTS (iv)
LIST OF ABBREVIATIONS (v)
INTRODUCTION
1.1 .Introduction 1-2
1.2 .Industry Profile 2-3
1.3 .Company Profile 4-5
1
1.4 .Statement of the problem 5
1.5 .Objectives of the Study 5-6
1.6 .Need for the study 6
1.7 .Scope & Significance of the study 6
REVIEW OF LITERATURE
2
2.1 Review of Literature 7-9
RESEARCH METHODOLOGY
3.1 Methodology 10
3.2.Research Design 10
3.3. Sample Technique 10
3 3.4. Source OF Data 10-11

3.5. Tools FOR Data Collection 11
3.6.Sample Size 12
3.7.Period of Study 12
3.8. Location Targeted People Of Study 12
3.9 hypothesis 12
3.10 Tools For Analysis 13
DATA ANALYSIS AND INTERPRETATION
4 4.1 Percentage Analysis 14-43
4.2.Oneway Anova Analysis 44-46
4.3. Correlation Analysis 47-48
FINDINGS,SUGGESTIONS AND CONCLUSION
5.1.Findings of the Study 49-50
5
5.2.Suggestions & Recommendations 51
5.3. Limitations of the study 51
5.4.Conclusion 52
REFERENCES 53
ANNEXURE I – QUESTIONNAIRE 54-58
ANNEXURE II – Research Articles 59-72
ABTRACT
This study reveals the factors of feelings of employees, and this report is useful to the
management of the company to know the satisfactory levels of employees and above to take
right measures to increase productivity and to maintain good interpersonal relationship in the
organization.
The primary objective of this project is to study the employee conflict towards
organizational change in Statistical Software Solutions. The secondary objectives are to
study the satisfaction level of the employees towards change management system; to
study how the employees were impacted to this change management system, to study
the operational performance of the organization existed through this change
management system and to enhance the performance of the organization as well as the
employees
The sample was confirmed to 120 respondents. So this study cannot be regards ‘full
proof’ one. To adapt to the new technologies, tools and techniques. To remain
competitive to the other rival firms.
Multiple choice questions have been chosen to collect the responses from 120
employees. Convenience sampling method has used in the research work. The data
collected has been analyzed. Numerous new findings has been derived from this
research has helped to provide few suggestions to the company to reduce its employee
conflict towards organizational change.
LIST OF TABLES
TABLE PAGE
TITLE
NO. NO
4.1.1 GENDER 14
4.1.2 AGE 15
4.1.3 MARITAL STATUS 16
4.1.4 YEAR OF SERVICE 17
4.1.5 QUALIFICATION 18
4.1.6 SATISFIED WITH THE CHANGES MADE IN THE ORGANIZATION 19
SATISFIED WITH THE CHANGED RULES AND REGULATIONS 20
4.1.7
OF THE ORGANIZATION
SATISFIED WITH THE TOP MANAGEMENT’S PARTICIPATION IN 21
4.1.8
THE CHANGE PROJECT
4.19 SATISFIED WITH THE CHANGE PROCEDURES IMPLEMENTED 22
SATISFIED WITH THE CHANGED WORKING CONDITIONS IN 23
4.1.10
THE ORGANIZATION
SATISFIED WITH THE TOOLS & TECHNIQUES USED FOR THE 24
4.1.11
TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM
CHANGES SATISFIED THE EMPLOYEE & CUSTOMER 25
4.1.12
PERSPECTIVE
SATISFIED WITH THE TRAINING PROGRAM CONDUCTED BY 26
4.1.13
THE ORGANIZATION FOR THE CHANGE PROJECT
THERE IS ANY KIND OF IMPACT DO THESE CHANGES TEND 27
4.1.14
TO HAVE
4.1.15 CHANGE APPROVAL EASILY OBTAINED 28
4.1.16 CHANGE DONE FOR A PERMANENT TIME PERIOD 29
4.1.17 SATISFIED WITH ANY SITUATIONS THAT INTERFERE WITH 30
THE TECHNOLOGICAL CHANGE MANAGEMENT PROCEDURE
SATISFIED WITH THE ORGANIZATIONAL CHANGE 31
4.1.18 IS EXPERIENCED BY THE EMPLOYEES
CHANGE BENEFITED ALL THE LEVEL OF EMPLOYEES IN THE 32

4.1.19
ORGANIZATION
4.1.20 CHANGE BENEFITED THE ORGANIZATION 33
SATISFIED WITH THE TECHNOLOGICAL CHANGE 34
4.1.21
MANAGEMENT TASKS ARE MONITORED
A DEDICATED TEAM OF MEMBERS THAT ARE HAVING THE 35
4.1.22
SOLE RESPONSIBILITY TO MONITOR THE IMPACT OF CHANGE
SATISFIED WITH THE MOTIVATED TOWARDS THE 36
4.1.23
ANY ALTERATIONS THAT NEED TO BE MADE TO THE 37
4.1.24
ANY LEVEL OF EMPLOYEES WHO ARE AFFECTED BY THIS 38
4.1.25
CONSIDER THE TECHNOLOGICAL CHANGE MANAGEMENT 39
4.126
SYSTEM AS AN EFFECTIVE ONE
SKILL LEVEL OF THE EMPLOYEES AFFECTED COMPETENCIES 40
4.1.27
OF THE TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM
TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM IMPROVE 41
4.1.28
THE CAREER OF EMPLOYEES
4.1.29 ADAPTED TO THE CHANGE PROJECT 42
LIST OF CHARTS
TABLE PAGE
TITLE
NO. NO
4.1.1 GENDER 14
4.1.2 AGE 15
4.1.3 MARITAL STATUS 16
4.1.4 YEAR OF SERVICE 17
4.1.5 QUALIFICATION 18
4.1.6 SATISFIED WITH THE CHANGES MADE IN THE ORGANIZATION 19
SATISFIED WITH THE CHANGED RULES AND REGULATIONS 20
4.1.7
OF THE ORGANIZATION
SATISFIED WITH THE TOP MANAGEMENT’S PARTICIPATION IN 21
4.1.8
THE CHANGE PROJECT
4.19 SATISFIED WITH THE CHANGE PROCEDURES IMPLEMENTED 22
SATISFIED WITH THE CHANGED WORKING CONDITIONS IN 23
4.1.10
THE ORGANIZATION
SATISFIED WITH THE TOOLS & TECHNIQUES USED FOR THE 24
4.1.11
CHANGES SATISFIED THE EMPLOYEE & CUSTOMER 25
4.1.12
PERSPECTIVE
SATISFIED WITH THE TRAINING PROGRAM CONDUCTED BY 26
4.1.13
THE ORGANIZATION FOR THE CHANGE PROJECT
THERE IS ANY KIND OF IMPACT DO THESE CHANGES TEND 27
4.1.14
TO HAVE
4.1.15 CHANGE APPROVAL EASILY OBTAINED 28
4.1.16 CHANGE DONE FOR A PERMANENT TIME PERIOD 29
4.1.17 SATISFIED WITH ANY SITUATIONS THAT INTERFERE WITH 30
THE TECHNOLOGICAL CHANGE MANAGEMENT PROCEDURE
SATISFIED WITH THE ORGANIZATIONAL CHANGE 31
4.1.18 IS EXPERIENCED BY THE EMPLOYEES
CHANGE BENEFITED ALL THE LEVEL OF EMPLOYEES IN THE 32

4.1.19
ORGANIZATION
4.1.20 CHANGE BENEFITED THE ORGANIZATION 33
SATISFIED WITH THE TECHNOLOGICAL CHANGE 34
4.1.21
A DEDICATED TEAM OF MEMBERS THAT ARE HAVING THE 35
4.1.22
SOLE RESPONSIBILITY TO MONITOR THE IMPACT OF CHANGE
SATISFIED WITH THE MOTIVATED TOWARDS THE 36
4.1.23
ANY ALTERATIONS THAT NEED TO BE MADE TO THE 37
4.1.24
ANY LEVEL OF EMPLOYEES WHO ARE AFFECTED BY THIS 38
4.1.25
CONSIDER THE TECHNOLOGICAL CHANGE MANAGEMENT 39
4.126
SYSTEM AS AN EFFECTIVE ONE
SKILL LEVEL OF THE EMPLOYEES AFFECTED COMPETENCIES 40
4.1.27
OF THE TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM
TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM IMPROVE 41
4.1.28
4.1.29 ADAPTED TO THE CHANGE PROJECT 42
CHAPTER 1 – INTRODUCTION
1.1. INTRODUCTION:
CHANGE MANAGEMENT:
Change management is a structured approach to shifting/transitioning

individuals, teams and organizations from a current state to a desired future
state. It is an organizational process aimed at empowering employees to
accept and embrace changes in their current business environment. In
project management, change management refers to a project management
process where changes to a project are formally introduced and approved.
According to Nickols, change management has at least three basic

definitions, which are as follows:
 The task of change management, which refers to the task of managing

change in a planned and managed fashion.
 An area of professional practice where many consultants
internationally, profess to specialize in managing change on behalf of
clients.
 A body of knowledge, which consists of models, methods and
techniques, tools, skills and other forms of knowledge that goes into
making up a practice.
Hiatt and Creasy, state that change management evolved as a result of the
convergence of two predominant fields of thought, namely:
 An engineer’s approach to improving business performance

 A psychologist’s approach to managing the human side of change
McKee provides an interesting insight into change management by

reflecting on the difference between change and transition. He states that
1
changes are successfully made by organizations, but they fail in the process
of transition.
2
Change is physical, like moving from point A to point B, but transition is
a psychological process that people need to go through to come to terms
with the new situation and this takes time. Transition starts with an ending.
For people to successfully make a change, they must leave the past.
Transition, as an inward psychological process, happens much more slowly
than the outward physical change. McKee states that unless transition takes
place, change will not work.
1.2. INDUSTRY PROFILE
The IT & BPM sector has become one of the most significant growth catalysts
for the Indian economy, contributing significantly to the country’s GDP and
public welfare. The IT industry accounted for 7.4% of India’s GDP in FY22,
and it is expected to contribute 10% to India’s GDP by 2025.
As innovative digital applications permeate sector after sector, India is now

prepared for the next phase of growth in its IT revolution. India is viewed by
the rest of the world as having one of the largest Internet user bases and the
cheapest Internet rates, with 76 crore citizens now having access to the
internet.
The current emphasis is on the production of significant economic value and

citizen empowerment, thanks to a solid foundation of digital infrastructure
and enhanced digital access provided by the Digital India Programme. India
is one of the countries with the quickest pace of digital adoption. This was
accomplished through a mix of government action, commercial innovation
and investment, and new digital applications that are already improving and
permeating a variety of activities and different forms of work, thus having a
positive impact on the daily lives of citizens.
India’s rankings improved six places to the 40th position in the 2022
edition of the Global Innovation Index (GII).
3
According to National Association of Software and Service Companies
(Nasscom), the Indian IT industry’s revenue touched US$ 227 billion in FY22,
a 15.5% YoY growth.
4
According to Gartner estimates, IT spending in India is expected to increase to US$
101.8 billion in 2022 from an estimated US$ 81.89 billion in 2021.
Indian software product industry is expected to reach US$ 100 billion by

2025. Indian companies are focusing on investing internationally to expand
their global footprint and enhance their global delivery centres.
The data annotation market in India stood at US$ 250 million in FY20, of
which the US market contributed 60% to the overall value. The market is
expected to reach US$ 7 billion by 2030 due to accelerated domestic
demand for AI.
Exports from the Indian IT industry stood at US$ 149 billion in FY21. Export of
IT services has been the major contributor, accounting for more than 51% of
total IT export (including hardware). BPM and engineering and R&D (ER&D)
and software products export accounted for 20.78% each to total IT exports
during FY21. The ER&D market is expected to grow to US$ 42 billion by
2022.
The IT industry added 4.45 lakh new employees in FY22, bringing the total
employment in the sector to 50 lakh employees.
5
1.3. COMPANY PROFILE
 Statistical Software Solutions is one of the fastest growing mobile app

development company based in India, world-class and reputed
providers of Information Technology Services and Solution. The
mission of this company is to help to be the best leading global
corporations and also to create and sustain a competitive advantage
and allow company to improve corporate performance by enable some
key elements in the business management aspects. At Statistical
Software Solutions company, we provide the excellent web designing
services, mobile application development, ERP solutions. We have
professionally trained team of expert web designers, web developers,
mobile apps developers who design and develop user friendly web
pages and websites and mobile apps. Web Development Mobile
Applications on different platforms are native and cross platform. We
use all the latest technologies for web designing, mobile application
development and ERP solutions web based and desktop applications.
We ensure that our excellent web, mobile apps convince targeted
customers in satisfying their most complex needs.
WEBSITE DESIGN
 Statistical Software Solutions can design a professional level

Customized website from scratch with your ideas or you can choose
Web design from our pre designed templates, if you choose Template
we will make changes as required by you like color, Tabs Name and
images. Web Design Canada can design full Flash website or just add
flash intro, flash header as per your choice. Web Design Canada can
design one page "business card" style website, 5-10-20 page static
website, Database Driven website or a fully-featured e-commerce
website to sell your products online, we can provide affordable
6
solution to your business requirements. We can create customize
website design to suit your business needs. We are capable of
designing completely new website, Redesign or revamp existing
website, Maintenance of existing website.
7
 DIGITAL SEO MARKETING
 Boost your SEO Ranking & Marketing
 Statistical System Software was founded in 2008 with the vision of
easing the development of mobile solutions and of providing top-
notch services in multi- platform application development.We, a
dedicated team of 20 engineers and designers, design, develop, and
port mobile apps for every purpose, on any platform, that you
require. Android, HTML5, J2ME, Samsung bada, and several widget
standards are but a few of these platforms. We assign, tailored to
each project, a multi-platform team of experienced engineers who
fortify each others' strengths. We adhere strongly to the agile
method as it guarantees the flexibility needed in mobile app
development..
1.4. STATEMENT OF THE PROBLEM
 To the study the extent to which the respondents need to have

training programs on change management.
 To study the reaction of respondents to the existing changed work environment.
 To find out the factors affecting implementation of change

projects in the organization.
 To suggest the ways for the improvement of application of change

management system
1.5. OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE
8
To study the employee perception towards organizational change in
Statistical Software Solutions.
9
SECONDARY OBJECTIVES
 To study the satisfaction level of the employees towards change

management system.
 To study how the employees were impacted to this change management

system.
 To study the operational performance of the organization existed

through this change management system.
1.6. NEED FOR THE STUDY
 To enhance the performance of the organization as well as the employees
 For the improved production process in an organization
 To develop the operational performance at the least possible cost
 To adapt to the new technologies, tools and techniques
 To remain competitive to the other rival firm
1.7. SCOPE OF THE STUDY
This study reveals the factors of feelings of employees, and this report
is useful to the management of the company to know the satisfactory levels
of employees and above to take right measures to increase productivity and
to maintain good interpersonal relationship in the organization.
1
0
CHAPTER 2 – REVIEW OF LITERATURE
2.1. LITERATURE REVIEW ON CHANGE MANAGEMENT
The literature concerning organizational change tends to fall into one

of two main categories, one that emphasizes organizational efficiency and
the other which emphasizes social change. Within these two groupings a
desired outcome is emphasized rather than creating a clear understanding of
the dynamics of organizational change. I speculate this is due to market
forces which has made improving organizational efficiency a lucrative
enterprise. Another less dominate but significant market is interested in
achieving social change generating a need for this type of literature. In
reviewing this literature I believe that an over emphasis is being placed on
selling books and services.
The literature which emphasizes achieving organizational efficiency

bases its assumptions on the work of Kurt Lewin. Kurt Lewin proposed a
"force field" analysis model to understand organizational change. Force field
analysis proposes that an organization is typically in a state of equilibrium.
There are two forces which maintain organizational stability: driving forces
and restraining forces. The driving forces are those elements of the
organization which support a desired organizational change. Keeping the
organization in equilibrium are the restraining forces. If the two forces are
equal, the organization will remain static. Change occurs when one of these
two forces becomes stronger than the other (disequilibrium). Once the
change has occurred, the organization reverts to a new state of equilibrium
which reflects the desired change.
Followed to a logical conclusion, Lewin’s model predicts that an

intervention which strengthens the driving forces or weakens the restraining
forces will result in the desired change. Intervention strategies differ from
1
1
author to author but they contain similar elements. The following are the
basic elements of a formula based organizational change strategy.
1
2
1. Determining the need to change
2. Development of a vision
3. Consensus building
4. Identify barriers to implementation
5. Walk the talk
6. Creating an overall change strategy
7. Implementation and Evaluation
According to Gateway Information Services, a New York consulting

firm, and 70% of all change programs fail due to employee resistance. Given
the poor success record of various interventions strategies, it is reasonable
to seriously question their validity as it relates to understanding the
dynamics of organizational change. If intervention strategies are suspect, it
is also reasonable to question the organizational change theory which
supports these interventions. Lewin’s model of organizational change
consists of two basic concepts. The first that an organization’s natural state is
static or unchanging. Lewin describes this state as being “frozen”. When the
organization is in a state of change it is malleable or it “thaws” then reverts
to a static or “frozen” state. The second is an organization can be
successfully divided into two groups. One that seeks change and one that
opposes change. I have grave doubts that either concept has much basis in
actual organizations.
The second grouping of literature concerning organizational change

focuses on social change. In contrast to Lewin based interventions, this body
of literature does not require the support of an organization’s management.
In fact it often assumes that change agents can expect the active opposition
of those “in power”.
1
3
This view of an organization is more compete and offer a better insight
as to how an organization functions with respect to change. An organization
needs the elements of
1
4
power, leadership, management, authority, social control, cultural change
and vision in order to function effectively. The priority of each of these
elements depends heavily on the organization's overall mission. It is
important to realize that the priority of each of these elements is not static
but shift as the need arises. Change occurs through the action of a visionary.
The visionary by nature, or definition, holds views different from the
organization as a whole.
Based on work done by Roseabeth Kanter, it seems that no mater

were a person is in the organization they feel, at least to some degree, that
they are powerless to change the organization. This, of course, is a matter of
perspective. The people at the bottom certainly don't see the people at the
top as being powerless. Yet the people at the top acknowledge all the
trappings associated with power but don't experience the power to
substantially influence the organization. The people who are in the middle
share the view of power from both the top and the bottom simultaneously. I
feel it is reasonable to conclude that a realistic understanding of
organizational change recognize all of these viewpoints as an aspect of
reality.
1
5
CHAPTER 3 – RESEARCH METHODOLOGY
3.1. METHODOLOGY:
Research methodology is mainly needed for the purpose of framing the
research process and the designs and tools that are to be used for the
project purpose. Research methodology helps to find the employee
perception towards change management. This time research methodology is
framed for the purpose of finding the level of Employee Perception towards
Statistical Software Solutions PVT.LTD
3.2. RESEARCH DESIGN:
The research design is the basic framework or blue print for conducting
the research. It provides the guidelines of the research process. The research
design specifies the method for data collection and analyzes the results. The
research design will be descriptive in nature for the primary data collection.
3.3. SAMPLING TECHNIQUE:
Simple Random Sampling Method:

It is one of the easiest approach. This invlolves selecting a random sample
of staff from the whole organization to be surveyed.
3.4. SOURCES OF DATA:
DATA COLLECTION:
The data relevant to problem identified is available in two forms they are:
 Primary data
1
6
 PRIMARY DATA:
Primary data is of first hand data in nature and it does not exist
anywhere. It has to be collected riches as far as the problem
chosen. Observation method is employed to collect the primary data
from the selected respondents. For this purpose direct face to face
interview method is employed to collect the data from the
respondents. The data thus collected from the primary sources of
information will arrange systematically and sequentially to form
simple tables.
3.5. TOOLS FOR DATA COLLECTION:
Questionnaire was the main tool used to collect the data from the
sample respondents. For this purpose, a well structured questionnaire is
planning to prepare to collect data from the sample respondents in the study
area.
3.5.1. CONSTRUCTION OF QUESTIONNAIRE:
The key aspect of the present research study was identified through
the interviews. The questionnaire is circulated among the research experts
and it is plan to redraft in the light of their commitments and their
suggestions along with the instructions given by experts.
3.5.2. PRETEST:
After the construction of questionnaire it is plan to pre test with more

than 20 respondents. After pre-test, necessary modifications will be update
with the questionnaire.
1
7
3.6. SAMPLE SIZE:
The researcher can able to collect the information from the

respondents according to the convenience of the researcher. In this study
area total numbers of respondents are about 1200. From the total population
120 respondents are selected on the basis of convenience sampling
technique at 10 percent each.
3.7. PERIOD OF STUDY:
JANUARY 2023 - MARCH 2023
3.8. LOCATION & TARGETED PEOPLE OF STUDY:
The survey is taken from the EMPLOYEES

working on STATISTICAL SOFTWARE SOLUTIONS
PVT.LTD.
3.9.HYPOTHESIS:
H0: There is no relationship between the changes made in the

organization and the changed rules and regulations in the organization.
H1: There is relationship between the changes made in the organization and
the changed rules and regulations in the organization.
H10: There is a significance difference between the kind of impact changes

tend to have and satisfied the employees and customer perspective.
H11: There is no significance difference between the kind of impact changes

tend to have and satisfied the employees and customer perspective.
H20: There is positive relationship between the change approval easily

1
8
obtained and changes done for a permanent period.
1
9
H21: There is negative relationship between the change approval easily
3.10. TOOLS FOR ANALYSIS:
3.10.1. PERCENTAGE ANALYSIS
It is the process of inspecting, narrowing, transforming, and modelling data

from a huge amount of information or data. The percentage is one of the
essential components of data analysis, which helps find a value from a huge
amount of data and information
3.10.2. ONE-WAY ANOVA TEST
One-Way ANOVA ("analysis of variance") compares the means of two or

more independent groups in order to determine whether there is statistical
evidence that the associated population means are significantly different.
One-Way ANOVA is a parametric test.
3.10.3.CORRELATION TEST
Correlation analysis is the statistical tool used to measure the degree to

which two variables are linearly related to each other. Correlation measures
the degree of association between two variables.
2
0
CHAPTER 4 – DATA ANALYSIS AND INTERPRETATION
4.1. PERCENTAGE ANALYSIS
Analysis for demographic variables
TABLE.4.1.GENDER
Particulars Respondents Percentage
MALE 74 62
FEMALE 46 38
Total 120 100
CHART.4.1.GENDER
38
MALE
62 FEMALE
INFERENCE
From the above table, it can be inferred that 62% of the respondents
are male and 38% of the respondents are female. Most of the respondents
are male.
2
1
TABLE.4.2.AGE
PARTICULARS RESPONDENTS PERCENTAGE
20 to 25 Years 12 10
26 to 30 years 35 29
31 to 35 years 41 34
36 to 40 years 18 15
Above 41 years 14 12
TOTAL 120 100
CHART.4.2.AGE
35 34
30 29
25
20
15 10 15
10
12
20 to 25 Years
26 to 30 years
31 to 35 years
36 to 40 years
Above 41 years
INFERENCE
are in the age group of 31 to 35 years and 29% of the respondents 26 to 30
years. Most of the respondents are in the age group of 31 to 35 years.
2
2
TABLE.4.3.MARITAL STATUS
Particulars Respondents Percentage
MARRIED 66 55
UNMARRIED 54 45
Total 120 100
CHART.4.3.MARITAL STATUS
45
55 MARRIED
UNMARRIED
INFERENCE
are married and 45% of the respondents are unmarried. Most of the
respondents are marrieds.
2
3
TABLE.4.4.YEAR OF SERVICE
LESS THAN 10 YEARS 15 12
10-20 YEARS 19 16
20-30YEARS 38 32
ABOVE 30 YEARS 48 40
TOTAL 120 100
CHART.4.4.YEAR OF SERVICE
40
40
35 32
30
25
20 16
15 12
10
Less than 10 10-20 years 20-30yearsAbove 30 years

years
INFERENCE
From the above table, it can be inferred that 40% of the respondents are
above 30 years of service and 32% of the respondents are between 20 -30
years. Most of the respondents are above 30 years of service.
2
4
TABLE.4.5.QUALIFICATION
DIPLOMA 32 27
UG 13 11
PG 40 33
IIT 35 29
TOTAL 120 100
CHART.4.5.QUALIFICATON
35 33
29
30 27
25
20
15
11
10
DIPLOMA UG PG IIT
INFERENCE
From the above table, it can be inferred that 33% of the employees are
post graduate and 29% of the employees are IIT. Most of the employees are
post graduate.
2
5
Analysis for Organizational Change
Table.4.6.Satisfied with the changes made in the organization
S. No Parameters Respondents Percentage

(%)
1 Highly Satisfied 18 15%
2 Satisfied 68 56.67%
3 To Some Extent 24 20%
4 Dissatisfied 7 5.83%
5 Highly 3 2.5%
dissatisfied
Total 120 100%
Chart.4.6.Satisfied with the changes made in the organization
Inference: -
From the above table it is inferred that 56.67% of employees are satisfied
with the changes made in the organization, 20% employees are satisfied to
some extent, 15% employees are highly satisfied, 5.83% employees are
dissatisfied and 2.5% employees are highly dissatisfied regarding the
changes made in the organization. Finally it is concluded that majority of
employees are satisfied towards the changes made in the organization.
2
6
Table.4.7.Satisfied with the changed rules and regulations of the organization
(%)
1 Highly Satisfied 13 10.83%
3 To Some Extent 23 19.17%
5 Highly 2 1.67%
dissatisfied
Total 120 100%
Chart.4.7.Satisfied with the changed rules and regulations of the organization
70
60
50
40
30
20
10
Satisfied
Highly satisfied To someDissatisfiedHighly extentdissatisfied
Inference: - From the above table it is inferred that 61.66% of employees are
satisfied with the changed rules and regulations of the organization, 19.17%
employees are satisfied to some extent, 10.83% employees are highly
satisfied, 6.67% employees are dissatisfied and 1.67% employees are highly
dissatisfied regarding the changed rules and regulations of the organization.
Finally it is concluded that majority of employees are satisfied towards the
changed rules and regulations of the organization.
2
7
Table.4.8.Satisfied with the top management’s participation in the change project
(%)
2 Satisfied 60 50%
5 Highly 0 0
dissatisfied
Total 120 100%
Chart.4.8.Satisfied with the top management’s participation in the change project
60
50
40
30
20
10
Highly satisfiedSatisfied To some extent
DissatisfiedHighly dissatisfied
0
Inference: - From the above table it is inferred that 50% of employees are
satisfied with the top management’s participation in the change project,
31.66% employees are highly satisfied, 11.67% employees are satisfied to
some extent and 6.67% employees are dissatisfied regarding the top
management’s participation in the change project. Finally it is concluded that
majority of employees are satisfied towards the top management’s
participation in the change project.
2
8
Table.4.9.Satisfied with the change procedures implemented
(%)
5 Highly 3 2.5%
dissatisfied
Total 120 100%
Chart.4.9.Satisfied with the change procedures implemented
Percentage (%)
satisfied with the change procedures implemented in the organization,
32.5% employees are satisfied to some extent, 8.33% employees are highly
dissatisfied regarding the change procedures implemented in the
organization. Finally it is concluded that majority of employees are satisfied
towards the change procedures implemented in the organization.
2
9
Table.4.10.Satisfied with the changed working conditions in the organization
S. No Parameters Respondents Percentage (%)
5 Highly 5 4.17%
dissatisfied
Total 120 100%
Chart.4.10.Satisfied with the changed working conditions in the organization
Percentage (%)
70
60
50
40
30
20
10
satisfied with the changed working conditions in the organization, 16.67%
employees are satisfied to some extent, 12.5% employees are highly
dissatisfied regarding the changed working conditions in the organization.
Finally it is concluded that majority of employees are satisfied towards the
changed working conditions in the organization.
3
0
Table.4.11.Satisfied with the tools & techniques used for the technological
change management system
5 Highly 1 0.83%
dissatisfied
Total 120 100%
Chart.4.11.Satisfied with the tools & techniques used for the

technological change management system
satisfied with the tools and techniques used for the technological change
management system, 33.33% employees are highly satisfied, 5% employees
are satisfied to some extent, 2.5% employees are dissatisfied and 0.83%
employees are highly dissatisfied regarding the tools and techniques used
for the technological change management system. Finally it is concluded
that majority of employees are satisfied with the tools and techniques used
3
1
for the technological change management system.
3
2
Table.4.12.Changes satisfied the employee & customer perspective.
4 Dissatisfied 6 5%
5 Highly 0 0%
dissatisfied
Total 120 100%
Chart.4.12.Changes satisfied the employee & customer perspective.
Percentage (%)
60
50
40
30
20
10
Highly Satisfied To some DissatisfiedHighly

satisfied extent dissatisfied
Inference: - From the above table it is inferred that 50% of employees are
satisfied to some extent with the changes made according to employee &
customer perspective, 36.7% employees are satisfied, 8.3% employees are
highly satisfied, and 5% employees are dissatisfied with the changes made
according to employee & customer perspective. Finally it is concluded that
majority of employees are satisfied to some extent with the changes made
according to employee & customer perspective.
3
3
Table.4.13.Satisfied with the training program conducted by the organization for
the change project
5 Highly 0 0%
dissatisfied
Total 120 100%
Chart.4.13.Satisfied with the training program conducted by the organization for

the change project
satisfied with the training program conducted for the technological change
management system, 16.67% employees are highly satisfied, 10.33%
employees are satisfied to some extent and 3.3% employees are dissatisfied
regarding the training program conducted for the technological change
management system. Finally it is concluded that majority of employees are
3
4
management system.
3
5
Table.4.14.THERE IS ANY KIND OF IMPACT DO THESE CHANGES TEND
TO HAVE
Opinion No. of respondents Percentage (%)
Yes 24 20
No 90 75
Not sure 6 5
Total 120 100
Chart.4.14.THERE IS ANY KIND OF IMPACT DO THESE CHANGES TEND TO

HAVE
20
Yes
No
Not sure
75
Inference: -
From the above table it is inferred that 75% of employees say that
no changes tend to have an impact and remaining 20% of employees say
that need to changes tend to have an impact and remaining. Finally it is
concluded that majority of employees say that no changes tend to have an
impact and remaining.
3
6
TABLE.4.15.CHANGE APPROVAL EASILY OBTAINED
1 Strongly 52 43
Disagree
2 Disagree 40 33
3 Neither agree 14 12
nor
disagree
4 Agree 8 7
5 Strongly Agree 6 5
Total 120 100%
Chart.4.15.CHANGE APPROVAL EASILY OBTAINED
50
45
40
35
30
25 S eries 1, Strongly
20 Disagree ,
3Se
4 ries 1, Disagree,
15
10 33
5 Series 1, Neither
agree nor disagree,
0 Series 1, Agree, Series
7 Agree1, Strongly
,5
12
Series 1,
Strongly Disagree Neither agree AgreeStrongly Agree
Disagree nor disagree
Inference: -
From the above table it is inferred that 43% employees strongly disagree
that change approval easily obtained and 33% employees disagree that
change approval easily obtained Finally it is concluded that majority of
employees strongly disagreed that the change approval easily obtained.
3
7
Table.4.16.CHANGE DONE FOR A PERMANENT TIME PERIOD
1 Highly Satisfied 48 40
2 Satisfied 32 27
3 To Some Extent 25 21
4 Dissatisfied 15 12
5 Highly 0 0
dissatisfied
Total 120 100%
Chart.4.16.CHANGE DONE FOR A PERMANENT TIME PERIOD
40
35
30
25
20
15 40
10
27
21
12
Highly Satisfied To Some DissatisfiedHighly

Satisfied Extent dissatisfied
Inference: -
From the above table it is inferred that 40% employees highly satisfied
with that the change done for a permanent period of time and 27%
employees satisfied with that the change done for a permanent period of
time. Finally it is concluded that majority of employees highly satisfied with
that the change done for a permanent period of time.
3
8
Table.4.17.SATISFIED WITH ANY SITUATIONS THAT INTERFERE WITH THE
TECHNOLOGICAL CHANGE MANAGEMENT PROCEDURE
2 Satisfied 46 38
4 Dissatisfied 8 7
5 Highly 0 0
dissatisfied
Total 120 100%
Chart.4.17.SATISFIED WITH ANY SITUATIONS THAT INTERFERE WITH THE

50
45
40
35
30
25
20
43
38
15
10
12
Highly Satisfied Satisfied To Some Extent DissatisfiedHighly dissatisfied
Inference: -
that the situations that interfere with technological change management
procedure and 38% employees satisfied that the situations that interfere
with technological change management procedure. Finally it is concluded
that majority of employees highly satisfied that the situations that interfere
3
9
with technological change management procedure.
4
0
Table.4.18.SATISFIED WITH THE ORGANIZATIONAL CHANGE IS EXPERIENCED
BY THE EMPLOYEES
2 Satisfied 48 40
5 Highly
15 13
dissatisfied
Total 120 100%
Chart.4.18.SATISFIED WITH THE ORGANIZATIONAL CHANGE IS

EXPERIENCED BY THE EMPLOYEES
40
35
30
25
20 40
15
10 26
21
13

Inference: -
From the above table it is inferred that 40% employees satisfied with the
organizational change is experienced by the employees and 26% of
employees to some extent with the organizational change is experienced by
the employees. Finally it is concluded that majority of employees satisfied
with the organizational change is experienced by the employees.
4
1
Table.4.19.CHANGE BENEFITED ALL THE LEVEL OF EMPLOYEES IN THE
ORGANIZATION
Yes 76 63
No 29 24
Not sure 15 13
Total 120 100
Chart.4.19.CHANGE BENEFITED ALL THE LEVEL OF EMPLOYEES IN THE

ORGANIZATION
13
24
Yes
No
63
Not sure
Inference:
From the above table it is inferred that 63% employees have said that
the change benefited all the employees in the organization and 24% of
employees does not change with this. Finally it is concluded that majority of
employees have said that the change benefited all the employees in the
organization.
4
2
Table.4.20.CHANGE BENEFITED THE ORGANIZATION
Factor No of Percentag
s respondents e
Yes 88 73
No 32 27
Total 120 100
Chart.4.20.CHANGE BENEFITED THE ORGANIZATION
Inference: -
27
Yes No
73
From the above table it is inferred that 73% employees have said that
change benefited the organization and 27% of employees does not change
with this. Finally it is concluded that majority of employees have said that
the change benefited the organization.
4
3
Table.4.21.SATISFIED WITH THE TECHNOLOGICAL CHANGE MANAGEMENT
TASKS ARE MONITORED
1 Strongly
Disagree 56 47
2 Disagree 37 31
3 Neither agree
nor
22 18
disagree
4 Agree 5 4
5 Strongly Agree 0 0
Total 120 100%
Chart.4.21.SATISFIED WITH THE TECHNOLOGICAL CHANGE

Series 1, Strongly
Disagree , 47
Series 1,
3 1Series 1, Neither
Disagree,
agree nor disagree, 18
Series 1, Ag ereS, e4ries 1, Strongly Series 1, , 0
Agree , 0
Inference: -
that the technological change management tasks are monitored and 31% of
employees disagree with this. Finally it is concluded that majority of
employees strongly disagree that the technological change management
4
4
tasks are monitored.
4
5
Table.4.22.A DEDICATED TEAM OF MEMBERS THAT ARE HAVING THE SOLE
RESPONSIBILITY TO MONITOR THE IMPACT OF CHANGE
2 Satisfied 36 30
5 Highly 15 12
dissatisfied
Total 120 100%
Chart.4.22.A DEDICATED TEAM OF MEMBERS THAT ARE HAVING THE SOLE

RESPONSIBILITY TO MONITOR THE IMPACT OF CHANGE
40
35 35
30 30
25
20
15
10
13 12
10
Highly Satisfied Satisfied To Some ExtentDissatisfied Highly

dissatisfied
Inference: -
with that there are sole responsibility teams to monitor the impact of change
and 30% of satisfied with that there are sole responsibility teams to monitor
the impact of change. Finally it is concluded that majority of employees
highly satisfied with that there are sole responsibility teams to monitor the
impact of change.
4
6
Table.4.23.SATISFIED WITH THE MOTIVATED TOWARDS THE TECHNOLOGICAL
CHANGE MANAGEMENT SYSTEM
2 Satisfied 45 38
5 Highly 0 0
dissatisfied
Total 120 100%
Chart.4.23.SATISFIED WITH THE MOTIVATED TOWARDS THE

40
35
30
25
20 37 38
15
10 16
10
Highly Satisfied To SomeDissatisfiedHighly

Satisfied Extentdissatisfied
Inference: -
From the above table it is inferred that 38% employees satisfied that
they were motivated towards the change project and 37% of employees
highly satisfied with this. Finally it is concluded that majority of employees
satisfied that they were motivated towards the change project.
4
7
Table.4.24.ANY ALTERATIONS THAT NEED TO BE MADE TO
THE TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM
Yes 32 27
No 68 57
Not sure 20 16
Total 120 100
Chart.4.24.ANY ALTERATIONS THAT NEED TO BE MADE TO

16
27
Yes No
Not sure
57
Inference: -
From the above table it is inferred that 57% employees does not agree
that the alterations need to be made to the technological change
management system and 27% of employees said that the alterations need to
be made to the technological change management system. Finally it is
concluded that majority of employees does not agree that the alterations
need to be made to the technological change management system
4
8
Table.4.25.ANY LEVEL OF EMPLOYEES WHO ARE AFFECTED BY THIS
Yes 96 80
No 20 17
Not sure 4 3
Total 120 100
Chart.4.25.ANY LEVEL OF EMPLOYEES WHO ARE AFFECTED BY THIS

17
Yes No
Not sure
80
Inference: -
From the above table it is inferred that 80% employees said that the
level of employees were affected by this technological change management
system and 17% of employees does not agree with this. Finally it is
concluded that majority of employees said that the level of employees were
affected by this technological change management system.
4
9
Table.4.26.CONSIDER THE TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM
AS AN EFFECTIVE ONE
2 Satisfied 38 32
4 Dissatisfied 9 8
5 Highly 0 0
dissatisfied
Total 120 100%
Chart.4.26.CONSIDER THE TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM

AS AN EFFECTIVE ONE
40
35
30
25
20
15
10 38
32
22
Highly Satisfied To SomeDissatisfiedHighly

Satisfied Extentdissatisfied
Inference: -
with the technological change management system as an effective one and
32% of employees satisfied with the technological change management
system as an effective one.Finally it is concluded that majority of employees
highly satisfied with the technological change management system as an
effective one.
5
0
Table.4.27.SKILL LEVEL OF THE EMPLOYEES AFFECTED COMPETENCIES OF
Yes 32 27
No 68 56
Not sure 20 17
Total 120 100
Chart.4.27.SKILL LEVEL OF THE EMPLOYEES AFFECTED COMPETENCIES OF

17
27
Yes No
Not sure
56
Inference: -
From the above table it is inferred that 56% employees said that the skill
level of the employees did not affect competencies of the technological
change management system and 27% of employees said that the skill level
of the employees affect competencies of the technological change
management system. Finally it is concluded that majority of employees said
that the skill level of the employees did not affect competencies of the
technological change management system.
5
1
Table.4.28.TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM IMPROVE THE
CAREER OF EMPLOYEES
1 Strongly
Disagree 46 38
2 Disagree 38 32
3 Neither agree
nor
27 22
disagree
4 Agree 9 8
5 Strongly Agree
0 0
Total 120 100%
Chart.4.28.TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM IMPROVE

Series 1,
Strongly Series 1,
Disagree , 38
Disagree, 32 Series 1,
Neither agree
nor disagree,
22 Series 1,
Series 1,
Agree, Strongly
8 Series 1, , 0
Agree , 0
Inference: -
that the technological change management system will improve the career
of the employees and 32% of employees disagree with this. Finally it is
concluded that majority of employees strongly disagree that the
5
2
technological change management system will improve the career of the
employees.
5
3
Table.4.29.ADAPTED TO THE CHANGE PROJECT
2 Satisfied 45 38
4 Dissatisfied 4 3
5 Highly 0 0
dissatisfied
Total 120 100%
Chart.4.29.ADAPTED TO THE CHANGE PROJECT
50
45
40
35
30
25
20
15
10
47
38
12
3
0
Inference: -
that they were adapted to the change project and 38% of employees
satisfied with this. Finally it is concluded that majority of employees highly
satisfied that they were adapted to the change project.
5
4
Table.4.30.BELIEVE TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM AS
A NECESSARY ONE TO THE ORGANIZATION
1 Strongly
Disagree 45 38
2 Disagree 38 32
3 Neither agree
nor
20 17
disagree
4 Agree 10 7
5 Strongly Agree
7 6
Total 120 100%
Chart.4.30.BELIEVE TECHNOLOGICAL CHANGE MANAGEMENT SYSTEM AS

A NECESSARY ONE TO THE ORGANIZATION
Series 1, Strongly
Disagree , 38 Series 1,
Disagree, 32
Series 1, Neither
agree nor
disagree, 17Series 1, Agree,Se7ries 1, Strongly
Agree , 6 Series 1, , 0
Inference: -
that the technological change management system as a necessary one to
the organization and 32% of employees disagree with this. Finally it is
concluded that majority of employees strongly disagree that the
technological change management system as a necessary one to the
organization.
5
5
STATISTICAL ANALYSIS
4.2. ONE-WAY ANOVA CLASSIFICATION
Null hypothesis (Ho):
There is a significance difference between the kind of impact

changes tend to have and satisfied the employees and customer
perspective.
Alternate hypothesis (H1):
There is no significance difference between the kind of impact

changes tend to have and satisfied the employees and customer
perspective.
Descriptives
KINDOFIMPACTCHANGESTENDTOHAVE
95%
Confidence
Std. Std. Interval for
N Mea Deviatio Erro Mean Minimum Maximu

n n Lower Upper m
r
Bound Bound
Highly 10 1.00 .000 .000 1.00 1.00 1 1
Satisfied
Satisfied 44 1.68 .471 .071 1.54 1.83 1 2
To Some 60 2.00 .000 .000 2.00 2.00 2 2

Extent
Dissatisfied 6 3.00 .000 .000 3.00 3.00 3 3
Total 120 1.85 .479 .044 1.76 1.94 1 3
5
6
Test of Homogeneity of Variances
KINDOFIMPACTCHANGESTENDTOH
A VE
Levene
Statistic df1 df2 Sig.
160.70 3 11 .00
8 6 0
ANOVA
Sum of Mean
Squares d Square F Sig.
f
Between 17.755 3 5.918 71.92 .00
0 0
Groups
Within 9.545 116 .082
Groups
Total 27.300 119
5
7
Tabulated value = 3.95
Calculated value=
71.920
F = F cal >F tab F=71.920> 3.95

Hence, the Alternate hypothesis [H1] is accepted.
INFERENCE:
The calculated value of F is greater than the tabulated value. Hence, we
reject the null hypothesis and conclude that there is no significance
difference between the kind of impact changes tend to have and satisfied
the employees and customer perspective.
5
8
4.3. ANALYSIS USING KARL PEARSON’S CORRELATION

Null hypothesis (H0):
There is positive relationship between the change approval

easily obtained and changes done for a permanent period.
There is negative relationship between the change approval easily

Correlations
THECHANGEA CHANGESDON
PPROVALEASI EFORAPERMA
LYOBTAINED NENTPERIOD
THECHANGEAPPROVALE Pearson Correlation 1 .925**
ASILYOBTAINED
Sig. (2-tailed) .000
N 120 120
CHANGESDONEFORAPE Pearson Correlation .925** 1
RMANENTPERIOD
Sig. (2-tailed) .000
N 120 120
**. Correlation is significant at the 0.01 level (2-tailed).
5
9
𝐍∑𝐗𝐘 − ∑𝐗∑𝐘
𝒓=
√𝐍∑𝐗𝟐 − (∑𝐗)²√𝐍∑𝐘𝟐 − (∑𝐘)²
𝒓 = .925
INFERENCE:
Since r is positive, there is positive relationship between the change

approval easily obtained and changes done for a permanent period.
6
0
CHAPTER 5 – FINDINGS,SUGGESTIONS AND CONCLUSION
5.1. FINDINGS
 71.67% of employees are satisfied towards the changes

made in the organization.
 72.49% of employees are satisfied towards the changed rules &

regulations of the organization.
 81.66% of employees are highly satisfied & satisfied

towards the top management’s participation in the change
project.
 70.83% of employees are satisfied towards the changed working

conditions in the organization.
 50% of employees are satisfied to some extent regarding the

changes made according to employee and customer perspective.
 66.67% of employees have said that any situation does not

interfere with technological change management procedure.
 75% employees have said that they have experienced the organizational
change.
 61.67% of employees have said that the change benefited all

the level of employees in the organization.
 93.33% employees have said that the change benefited the organization.
6
1
 76.67% of employees have said that there are no sole
responsibility teams to monitor the impact of change in the
organization.
 51.67% of employees have said that alterations need to be made to

the change project.
 65% of employees have said that the skill level of the employees did
not affect competencies of the technological change management
system.
 80.83% of employees have said that the technological change

management system will improve the career of the employees.
 81.67% of employees have believed that the technological change

management system as a necessary one to the organization.
5.2 SUGGESTIONS & RECOMMENDATIONS
 As it is found that considerable percentage of employees are satisfied

to some extent regarding the change procedures implemented, hence
it is suggested that top management should take necessary actions for
elevating the satisfaction level of employees.
 As it is found that considerable percentage of employees are satisfied

to some extent regarding the changes that made according to
employee and customer perspective, hence it is suggested that
organization can go for improving the satisfaction level of employees
by concerning employees and customers expectations and needs and
make changes according to it.
 As it is found that considerable percentage of employees are shown

6
2
negative response towards getting the change approval, hence it is
suggested that the top management should concern about it and
should make changes when ever it is necessary.
6
3
 As majority of employees have said that there is no sole responsibility
teams to monitor the changes in the organization, thus it some times
leads to failure change projects, hence it is suggested that
organization should allot a sole responsible team to monitor the
changes.
 As it is found that considerable percentage of employees feels that

alterations need to be made to the change project, hence it is
suggested to the organization that it should identify the areas where
the alterations has to be made and should implement the change
according to it.
5.3. LIMITATIONS OF STUDY
The research was conducted within a limited duration so a detailed and
comprehensive study could not be made
 The sample was confirmed to 120 responds. So this study cannot
be regards ‘full proof’ one
 Some respondents hesitated to give the actual situation; they
feared that management would take any action against them.
 The findings and conclusions are based on knowledge and
experience of the respondents sometimes may subject to bias
6
4
5.4. CONCLUSION
The study conducted at Statistical Software Solutions

Company deals with analyzing the technological change management in the
organization. The present study concluded that any company or organization
depends upon the adaptability of change by the work force in the
organization.
The technological change management results in better

productivity, profitability and in maintaining good interpersonal relations in
the organization. Therefore efforts should be made by the management for
the better technological change management in the organization.
6
5
REFERENCES
BIBLIOGRAPHY
Text Books:
 P.Subba Rao, 2008, PERSONNEL AND HUMAN RESOURCE

MANAGEMENT, 3rd edition, Himalaya publishing house pvt ltd,
Mumbai.
 Aswatappa, HUMAN RESOURCE MANAGEMENT
 Wayne F.Cascio, MANAGING HUMAN RESOURCE, 7th edition, Tata

Mc Grew Hill publishing co.ltd, New Delhi.
 Dr. Niranjan Sengupta and Dr. Mousumi S Bhattacharya,

INTERATIONAL HUMAN RESOURCE MANAGEMENT
 Mirzas Saiyadain, 3rd edition, HUMAN RESOURCE MANAGEMENT
Web Site:
 www.citehr.com
 www.emeralsarticle.com
 www.iloveindia.com
 www.scribd.com
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6
ANNEXURE I – QUESTIONNAIRE
EMPLOYEE PERCEPTION TOWARDS ORGANIZATIONAL CHANGE IN

STATISTICAL SOFTWARE SOLUTIONS
QUESTIONNAIRE
GENDER : Male Female
AGE : 20-25 26-30 31-35 36-40 above 41
MARITAL STATUS: married unmarried
YEAR OF SERVICE: 0-2yrs 2-5 yrs 5yrs and above.
QUALIFICATION : 12th std DIPLOMA UG PG
1) Are you satisfied with the changes made in the organization?

a) Highly satisfied b) satisfied e) Highly Dissatisfied
c) To some extent d) Dissatisfied
`
2) Are you satisfied with the changed rules and regulations of the organization?
3) Are you satisfied with the top management’s participation in the change project?
6
7
6
8
4) Are you satisfied with the change procedures implemented?
5) Are you satisfied with the changed working conditions in the organization?
6) Are you satisfied with the tools & techniques used for the
technological change management system?
7) Are the changes satisfied the employee & customer perspectives?

8) Are you satisfied with the training program conducted by the

organization for the change project?
9) Is there is any kind of impact do these changes tend to have?
a) Yes
b) No
c) Not sure
10)Do the change approval easily obtained?

a) Strongly Disagree b) Disagree c)
Neither agree nor disagree d)Agree e)
Strongly Agree
6
9
11)Do this change done for a permanent time period?
7
0
12)Are You satisfied with any situations that interfere with the
technological change management procedure?
13)Are you satisfied with the organizational change is experienced by the employees?
14)Do the change benefited all the level of employees in the organization?
a) Yes
b) No
c) Not sure
15)Do the change benefited the organization?

a) Yes
b) No
16)Are you satisfied with the technological change management tasks are monitored?
Strongly Agree
17)Is their a dedicated team of members that are having the sole
responsibility to monitor the impact of change?
7
1
18)Are you satisfied with the motivated towards the technological change
management system?
19)Are there any alterations that need to be made to the

a) Yes
b) No
c) Not Sure
20)Is there any level of employees who are affected by this

a) yes
b) no
c) Not sure
21)Do you consider the technological change management system as

an effective one?
22)Is the skill level of the employees affected competencies of the

a) Yes
b) No
c) Not sure
23)Does the technological change management system improve the

career of employees?
7
2
Strongly Agree
24)Are you adapted to the change project?

25)Do you believe technological change management system as a

necessary one to the organization?
Strongly Agree
7
3
A STUDY ON THE EMPLOYEE PERCEPTION TOWARDS ORGANIZATIONAL
CHANGE IN STATISTICAL SOFTWARE SOLUTIONS PVT LTD
R. THAMILSELVAN & SIVANANDHAM.E

1
Assistant Professor, School of Management Studies, Sathyabama Institute of Science and Technology, Chennai,
Tamil Nadu, India
2
MBA Student, School of Management Studies, Sathyabama Institute of Science and Technology, Chennai, Tamil
Nadu, India
ABSTRACT
This study reveals the factors of feelings of employees, and this report is
useful to the management of the company to know the satisfactory levels of
employees and above to take right measures to increase productivity and to
maintain good interpersonal relationship in the organization The primary
objective of this project is to study the employee perception towards
organizational change in Statistical Software Solutions. The secondary
objectives are to study the satisfaction level of the employees towards
change management system; to study how the employees were impacted to
this change management system, to study the operational performance of
the organization existed through this change management system and to
enhance the performance of the organization as well as the employees The
sample was confirmed to 120 respondents. So this study cannot be regards
‘full proof’ one. To adapt to the new technologies, tools and techniques. To
remain competitive to the other rival firms.
KEYWORDS:
INTRODUCTION:
Change management is a structured approach to shifting/transitioning

individuals, teams and organizations from a current state to a desired future
state. It is an organizational process aimed at empowering employees to
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accept and embrace changes in their current business environment. In
project management, change management refers to a project management
process where changes to a project are formally introduced and approved.
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Change is physical, like moving from point A to point B, but transition is a
psychological process that people need to go through to come to terms with
the new situation and this takes time. Transition starts with an ending. For
people to successfully make a change, they must leave the past. Transition,
as an inward psychological process, happens much more slowly than the
outward physical change. McKee states that unless transition takes place,
change will not work.
OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE
 To study the employee perception towards organizational change in

Statistical Software Solutions.
SECONDARY OBJECTIVES
 To study the satisfaction level of the employees towards change

management system.
 To study how the employees were impacted to this change management

system.
 To study the operational performance of the organization existed

through this change management system.
NEED FOR THE STUDY

 To enhance the performance of the organization as well as the employees
 For the improved production process in an organization
 To develop the operational performance at the least possible cost
 To adapt to the new technologies, tools and techniques
 To remain competitive to the other rival firm
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SCOPE OF THE STUDY
This study reveals the factors of feelings of employees, and this report is
useful to the management of the company to know the satisfactory levels of
employees and above to take right measures to increase productivity and to
maintain good interpersonal relationship in the organization.
REVIEW OF LITERATURE
According to Gateway Information Services, a New York consulting firm, and

70% of all change programs fail due to employee resistance. Given the poor
success record of various interventions strategies, it is reasonable to
seriously question their validity as it relates to understanding the dynamics
of organizational change. If intervention strategies are suspect, it is also
reasonable to question the organizational change theory which supports
these interventions. Lewin’s model of organizational change consists of two
basic concepts. The first that an organization’s natural state is static or
unchanging. Lewin describes this state as being “frozen”. When the
organization is in a state of change it is malleable or it “thaws” then reverts
to a static or “frozen” state. The second is an organization can be
successfully divided into two groups. One that seeks change and one that
opposes change. I have grave doubts that either concept has much basis in
actual organizations. The second grouping of literature concerning
organizational change focuses on social change. In contrast to Lewin based
interventions, this body of literature does not require the support of an
organization’s management. In fact it often assumes that change agents can
expect the active opposition of those “in power”. This view of an organization
is more compete and offer a better insight as to how an organization
functions with respect to change. An organization needs the elements of
power, leadership, management, authority, social control, cultural change
and vision in order to function effectively. The priority of each of these
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elements depends heavily on the organization's overall mission. It is
important to realize that the priority of each of these elements is not static
but shift as the need arises.
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METHODOLOGY:
Research methodology is mainly needed for the purpose of framing the

research process and the designs and tools that are to be used for the
project purpose. Research methodology helps to find the employee
perception towards change management. This time research methodology is
framed for the purpose of finding the level of Employee Perception towards
Statistical Software Solutions PVT.LTD
RESEARCH DESIGN:
The research design is the basic framework or blue print for conducting the
research. It provides the guidelines of the research process. The research
design specifies the method for data collection and analyzes the results. The
research design will be descriptive in nature for the primary data collection.
SAMPLING TECHNIQUE:
Simple Random Sampling Method:

It is one of the easiest approach. This invlolves selecting a random sample of
staff from the whole organization to be surveyed.
SOURCES OF DATA:
DATA COLLECTION:
The data relevant to problem identified is available in two forms they are:
1. Primary data
Primary data is of first hand data in nature and it does not exist anywhere. It
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has to be collected riches as far as the problem chosen. Observation method
is employed to collect
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the primary data from the selected respondents. For this purpose direct face
to face interview method is employed to collect the data from the
respondents. The data thus collected from the primary sources of
information will arrange systematically and sequentially to form simple
tables.
TOOLS FOR DATA COLLECTION:
Questionnaire was the main tool used to collect the data from the sample
respondents. For this purpose, a well structured questionnaire is planning to
prepare to collect data from the sample respondents in the study area.
CONSTRUCTION OF QUESTIONNAIRE:
The key aspect of the present research study was identified through the
interviews. The questionnaire is circulated among the research experts and it
is plan to redraft in the light of their commitments and their suggestions
along with the instructions given by experts.
HYPOTHESIS:
H0: There is no relationship between the changes made in the organization

and the changed rules and regulations in the organization.
H1: There is relationship between the changes made in the organization and
the changed rules and regulations in the organization.
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DATA ANALYSIS AND INTERPRETATION
PERCENTAGE ANALYSIS
Satisfied with the training program conducted by the

organization for the changeproject .

5 Highly dissatisfied 0 0%
Total 120 100%
management system, 16.67% employees are highly satisfied, 10.33%
employees are satisfied to some extent and 3.3% employees are dissatisfied
regarding the training program conducted for the technological change
management system. Finally it is concluded that majority of employees are
management system.
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SATISFIED WITH ANY SITUATIONS THAT INTERFERE WITH THE

1 Highly Satisfied
52 43
2 Satisfied 46 38
4 Dissatisfied
8 7
5 Highly 0 0
dissatisfied
Total 120 100%
Inference: -From the above table it is inferred that 43% employees highly
satisfied that the situations that interfere with technological change
management procedure and 38% employees satisfied that the situations
that interfere with technological change management procedure. Finally it is
concluded that majority of employees highly satisfied that the situations that
interfere with technological change management procedure.
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ANALYSIS USING KARL PEARSON’S CORRELATION

Null hypothesis (H0):
There is positive relationship between the change approval easily obtained

and changes done for a permanent period.
There is negative relationship between the change approval easily obtained

and changes done for a permanent period.
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Correlations
THECH CHANGESDO
ANGEA N
PPROVA EFORAPERMA
LEASI NENTPERIOD
LYOBT
A
INED
THECHANGEAP Pearson 1 .925**
PROVALE Correlati
on
ASILYOBTAIN
ED
Sig. (2- .000
tailed)
N 120 120
CHANGESDO Pearson .925** 1
N EFORAPE Correlati
on
RMANENTPERI
OD
Sig. (2- .000
tailed)
N 120 120
**. Correlation is significant at the 0.01 level (2-tailed).
= ∑𝐗 − ∑∑
= .925
INFERENCE:
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Since r is positive, there is positive relationship between the change
approval easily obtained and changes done for a permanent period.
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ONE-WAY ANOVA CLASSIFICATION
Null hypothesis (Ho):

There is a significance difference between the kind of impact changes tend
to have and satisfied the employees and customer perspective.

There is no significance difference between the kind of impact changes tend
to have and satisfied the employees and customer perspective.
Descriptives
KIND OF IMPACT CHANGES TEND TO HAVE
95%
ConfidenceInterval
for Mean
Std. Std.
Lowe Uppe
N Mea Devi Erro Min Maximum
n at r r i
r
ion Boun Boun mu
m
d d
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Highly 1 1.0 .000 .000 1.0 1.0 1 1
0 0 0 0
Satisfie
d .471 .071 1 2
44 1.6 1.5 1.8
Satisfie
8 .000 .000 4 3 2 2
d 60
2.0 2.0 2.0
To Some 0 .000 .000 0 0 3 3
Extent 6
.479 .044 1 3
Dissatisfie 120 3.0 3.0 3.0
d 0 0 0
Total 1.8 1.7 1.9

5 6 4
Test of Homogeneity of Variances KINDOFIMPACTCHANGESTENDTOHA VE
Levene
Statistic df1 df2 Sig.
160.70 3 11 .00
8 6 0
ANOVA
Sum of Mean
Squares df Square F Sig.
Between 17.755 3 5.918 71.92 .00
Groups 0 0
Within 9.545 116 .082
Groups
Total 27.300 119
Tabulated value = 3.95 Calculated value=
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71.920 F = F cal >F tab F=71.920>
3.95
Hence, the Alternate hypothesis [H1] is accepted.
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INFERENCE:
The calculated value of F is greater than the tabulated value. Hence, we
reject the null hypothesis and conclude that there is no significance
difference between the kind of impact changes tend to have and satisfied the
employees and customer perspective.
FINDINGS
71.67% of employees are satisfied towards the changes made in the
organization. 72.49% of employees are satisfied towards the changed
rules & regulations of the

organization.
81.66% of employees are highly satisfied & satisfied towards the

top management’s participation in the change project.
70.83% of employees are satisfied towards the changed working conditions in

the organization.
50% of employees are satisfied to some extent regarding the

changes made according to employee and customer perspective.
66.67% of employees have said that any situation does not interfere
with technological change management procedure.
75% employees have said that they have experienced the organizational
change.
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61.67% of employees have said that the change benefited all the level
of employees in the organization.
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93.33% employees have said that the change benefited the organization.
76.67% of employees have said that there are no sole responsibility

teams to monitor the impact of change in the organization.
SUGGESTIONS & RECOMMENDATIONS
As it is found that considerable percentage of employees are satisfied

to some extent regarding the change procedures implemented, hence it is
suggested that top management should take necessary actions for
elevating the satisfaction level of employees.
As it is found that considerable percentage of employees are satisfied

to some extent regarding the changes that made according to employee
and customer perspective, hence it is suggested that organization can go
for improving the satisfaction level of employees by concerning
employees and customers expectations and needs and make changes
according to it.
As it is found that considerable percentage of employees are shown

negative response towards getting the change approval, hence it is
suggested that the top management should concern about it and should
make changes when ever it is necessary.
As majority of employees have said that there is no sole responsibility

teams to monitor the changes in the organization, thus it some times
leads to failure change projects, hence it is suggested that organization
should allot a sole responsible team to monitor the changes.
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CONCLUSION
The study conducted at Statistical Software Solutions Company deals with

analyzing the technological change management in the organization. The
present study concluded that any company or organization depends upon
the adaptability of change by the work force in the organization.
The technological change management results in better productivity,
profitability and in maintaining good interpersonal relations in the
organization. Therefore efforts should be made by the management for the
better technological change management in the organization.
BIBLIOGRAPHY
Text Books:
P.Subba Rao, 2008, PERSONNEL AND HUMAN RESOURCE MANAGEMENT,

3rd edition, Himalaya publishing house pvt ltd, Mumbai.
Aswatappa, HUMAN RESOURCE MANAGEMENT
Wayne F.Cascio, MANAGING HUMAN RESOURCE, 7th edition, Tata Mc

Grew Hill publishing co.ltd, New Delhi.
Dr. Niranjan Sengupta and Dr. Mousumi S Bhattacharya,

INTERATIONAL HUMAN RESOURCE MANAGEMENT
Mirzas Saiyadain, 3rd edition, HUMAN RESOURCE MANAGEMENT
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A STUDY ON EMPLOYEE PERCEPTION TOWARDS ORGANIZATIONAL

CHANGE INSTATISTICAL SOFTWARE SOLUTIONS PVT LTD

Submitted in partial fulfillment of the requirements for the award of

MASTER OF BUSINESS ADMINISTRATION

Towards Organizational Change InStatistical Software Solutions Pvt Ltd” under

Dr. R. THAMILSELVAN M.com, MBA., M.Phill,B.Ed,Ph.D

Internal Guide External Guide

Dr. BHUVANESWARI. G, MBA., Ph.D

Submitted for Viva voce Examination held on_06.05.2023

Internal Examiner External Examiner

I SIVANANDHAM.E(41410297) hereby declare that the Project Report entitled “A Study On

PLACE: chennai SIVANANDHAM.E

I am pleased to acknowledge my sincere thanks to Board of Management of SATHYABAMA for

3 3.4. Source OF Data 10-11

CHANGE BENEFITED ALL THE LEVEL OF EMPLOYEES IN THE 32

CHANGE BENEFITED ALL THE LEVEL OF EMPLOYEES IN THE 32

Change management is a structured approach to shifting/transitioning

According to Nickols, change management has at least three basic

 The task of change management, which refers to the task of managing

 An engineer’s approach to improving business performance

McKee provides an interesting insight into change management by

1.2. INDUSTRY PROFILE

As innovative digital applications permeate sector after sector, India is now

The current emphasis is on the production of significant economic value and

Indian software product industry is expected to reach US$ 100 billion by

 Statistical Software Solutions is one of the fastest growing mobile app

 Statistical Software Solutions can design a professional level

1.4. STATEMENT OF THE PROBLEM

 To the study the extent to which the respondents need to have

 To study the reaction of respondents to the existing changed work environment.

 To find out the factors affecting implementation of change

 To suggest the ways for the improvement of application of change

1.5. OBJECTIVES OF THE STUDY

 To study the satisfaction level of the employees towards change

 To study how the employees were impacted to this change management

 To study the operational performance of the organization existed

1.6. NEED FOR THE STUDY

 To enhance the performance of the organization as well as the employees

 For the improved production process in an organization

 To develop the operational performance at the least possible cost

 To adapt to the new technologies, tools and techniques

 To remain competitive to the other rival firm

1.7. SCOPE OF THE STUDY

2.1. LITERATURE REVIEW ON CHANGE MANAGEMENT

The literature concerning organizational change tends to fall into one

The literature which emphasizes achieving organizational efficiency

Followed to a logical conclusion, Lewin’s model predicts that an

4. Identify barriers to implementation

5. Walk the talk

6. Creating an overall change strategy

7. Implementation and Evaluation

According to Gateway Information Services, a New York consulting

The second grouping of literature concerning organizational change

Based on work done by Roseabeth Kanter, it seems that no mater

3.2. RESEARCH DESIGN:

3.3. SAMPLING TECHNIQUE:

Simple Random Sampling Method:

3.4. SOURCES OF DATA:

3.5. TOOLS FOR DATA COLLECTION: