FINDINGS AND DATA ANALYSIS – Chapter VI
Fig 6.4 Scree Plot – Factor Analysis Perceived benefits of WPM
Scree Plot
4
Eigenvalue
3
2
1
0
1
2
3
4
6
5
7
8
9
10
11
Component Number
Three factor solution was obtained explaining 57.954 percent of the total variance. The first factor
accounted for 36.159 percent of the total variance, factor 2 accounts for 12.537 percent of the total
variance, factor 3 accounting for 9.257 percent of the total variance. After rotation first factor
accounts for 23.243 percent of the total variance, factor 2 accounts for 22.011 percent of the total
variance, factor 3 accounting for 12.700 percent of the total variance. (Table 6.34)(Annexure iv &
Annexure xv)
In rotated component matrix Factor I is strongly associated to V4, V6, V7 and V11. Factor II is
strongly associated to V1, V3, V5, V8 and V10. Factor III is strongly associated with V2 and
V9.The cutoff point for inclusion of variables was kept as 0.450.(Annexure xvi)
It is felt that the Perceived benefits of WPM is determined by three factors: Interpersonal Relations,
Intrinsic aspects of work and Productivity.
177
FINDINGS AND DATA ANALYSIS – Chapter VI
Interpersonal Relations have been considered of utmost importance and explains 23.243 percent of
variance, Intrinsic aspects of work comes out as the second Perceived benefits of WPM which
explains 22.011 percent of variance and Third significance of WPM is Productivity which
explained 12.700 percent of variance.
The alpha coefficient for the three items is .783, suggesting that the items have relatively high
internal consistency. (Note that a reliability coefficient of .70 or higher is considered “acceptable"
in most social science research situations.)
Table 6.34: Component loadings after Varimax rotation with Kaiser Normalisation for
Perceived Benefits of WPM
1
Interpersonal Relationship
WPM gives a sense of belongingness
WPM is an effective way to communicate between
workers and management
WPM maintains cordial relations between workers
and management
Participative committees helps to minimize
industrial unrest
Intrinsic aspects of work
WPM increases motivation
WPM increases commitment
WPM helps in involving workers in decision making
WPM develops trust among workers
I would recommend my friend/relative to work in
my organisation
Productivity
WPM increases productivity
Participative forums must work in organisations
Eigen value of the factor
Percentage of variance explained by the factor
before rotation
Percentage of variance explained by the factor
after rotation
178
Component
2
3
.741
.729
.752
.681
.486
.739
.521
.785
.690
2.557
36.159
2.421
48.696
.750
.576
1.397
57.594
23.243
45.254
57.594
FINDINGS AND DATA ANALYSIS – Chapter VI
Reliability
(of the scale = .793)
4.995
Item mean
1.552
Item Variance
5.691
Maximum score
4.360
Minimum score
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 4 iterations.
.787
4.936
1.424
5.415
4.541
.764
5.311
1.468
5.691
5.010
.681
4.671
1.996
4.983
4.360
The table 6.35 A-D investigates the relationship between demographics and worker’s opinion
towards Perceived benefits of WPM.
The ANOVA results in table 6.35 A reveals that there is no significant relationship between Age of
respondents and their opinion towards Perceived benefits of WPM.
Table 6.35-A ANOVA Age-wise and Perceived benefits of WPM
Mean
Square
Industrial Relations
Intrinsic Aspects of
Work
Productivity
Between
Groups
Within Groups
Total
Between
Groups
Within Groups
Total
Between
Groups
Within Groups
Total
1.127
F
Sig.
1.152
.266
1.025
.437
1.088
.347
.978
1.021
.996
1.074
.987
The ANOVA results in table 6.35 B reveals that there is no significant relationship between
Educational Qualifications of respondents and their opinion towards Perceived benefits of WPM .
179
FINDINGS AND DATA ANALYSIS – Chapter VI
Table 6.35-B ANOVA Educational Qualification and Perceived benefits of WPM
Mean
Square
Interpersonal
Relations
Intrinsic Aspects of
Work
Productivity
Between
Groups
Within Groups
Total
Between
Groups
Within Groups
Total
Between
Groups
Within Groups
Total
F
2.330
Sig.
2.369
.071
1.806
.147
.456
.714
.984
1.788
.990
.459
1.007
The table (6.35-B1) further investigates the degree of association between Educational
Qualification and Perceived benefits of WPM. The results reveal that Interpersonal Relations has
significant difference between Workers having qualifications Primary of below and Workers who
are Intermediate. Similarly, there is a significant difference between workers those who were
educated upto intermediate and workers which were graduate. Intrinsic Aspects of work also differs
among workers who were educated upto senior level and those who were Intermediate. Productivity
however, was found to be not associated with Educational Qualification.
Table (6.35-B1)Multiple Comparisons: Educational Qualification and Perceived benefits of
WPM
Dependent Variable
(I) EduQal
(J) EduQal
Interpersonal
Relations
Primary or
below
Senior
Senior
Intermediate
Graduate
Primary or
180
Mean
Difference
(I-J)
Lower
Bound
Std.
Error
Upper
Bound
Sig.
Lower
Bound
.22583
.23434
.336
.53942(*)
.31626
-.22583
.23402
.24163
.23434
.022
.192
.336
FINDINGS AND DATA ANALYSIS – Chapter VI
Intermediate
Graduate
Intrinsic Aspects of
Work
Primary or
below
Senior
Intermediate
Graduate
Productivity
Primary or
below
Senior
Intermediate
Graduate
below
Intermediate
Graduate
Primary or
below
Senior
Graduate
Primary or
below
Senior
Intermediate
Senior
Intermediate
Graduate
Primary or
below
Intermediate
Graduate
Primary or
below
Senior
Graduate
Primary or
below
Senior
Intermediate
Senior
Intermediate
Graduate
Primary or
below
Intermediate
Graduate
Primary or
below
Senior
Graduate
Primary or
below
Senior
Intermediate
* The mean difference is significant at the .05 level.
181
.31358(*)
.09043
.15537
.16661
.045
.588
-.53942(*)
.23402
.022
-.31358(*)
-.22316
.15537
.16617
.045
.181
-.31626
.24163
.192
-.09043
.22316
.16661
.16617
.588
.181
-.01371
.23513
.954
.33106
.15270
.23481
.24244
.160
.529
.01371
.23513
.954
.34477(*)
.16640
.15590
.16717
.028
.321
-.33106
.23481
.160
-.34477(*)
-.17836
.15590
.16672
.028
.286
-.15270
.24244
.529
-.16640
.17836
.16717
.16672
.321
.286
.12841
.23705
.589
-.05156
.00928
.23673
.24443
.828
.970
-.12841
.23705
.589
-.17997
-.11913
.15717
.16854
.253
.480
.05156
.23673
.828
.17997
.06084
.15717
.16809
.253
.718
-.00928
.24443
.970
.11913
-.06084
.16854
.16809
.480
.718
FINDINGS AND DATA ANALYSIS – Chapter VI
Table (6.35-B2) ANOVA: Educational Qualification and Interpersonal Relations
Mean
Square
WPM gives a sense of
belongingness
Between
Groups
Within Groups
Total
WPM is an effective way Between
to communicate between Groups
workers and management
Within Groups
F
3.598
Sig.
1.379
.250
1.482
.220
1.584
.194
1.355
.257
2.608
3.423
2.310
Total
WPM maintains cordial
relations among workers
and management
Between
Groups
4.124
Within Groups
Total
Participative committee
helps to minimize
industrial unrest
Between
Groups
2.604
5.258
Within Groups
Total
3.881
Table (6.35-B3) Multiple Comparisons: Educational Qualification and Interpersonal Relations
Dependent Variable
(I) EduQual
(J) EduQual
WPM gives a sense of
belongingness
Primary or
below
Senior
Senior
Intermediate
Graduate
Primary or
below
Intermediate
Graduate
182
Mean
Difference
(I-J)
Lower
Bound
Std.
Error
Upper
Bound
Sig.
Lower
Bound
.32421
.38159
.396
.69247
.47412
.38107
.39346
.070
.229
-.32421
.38159
.396
.36826
.14991
.25300
.27130
.147
.581
FINDINGS AND DATA ANALYSIS – Chapter VI
Intermediate
Graduate
WPM is an effective way to
communicate between
workers and management
Primary or
below
Senior
Intermediate
Graduate
WPM maintains cordial
relations among workers
and management
Primary or
below
Senior
Intermediate
Graduate
Participative committee
helps to minimize industrial
unrest
Primary or
below
Primary or
below
Senior
Graduate
Primary or
below
Senior
Intermediate
Senior
Intermediate
Graduate
Primary or
below
Intermediate
Graduate
Primary or
below
Senior
Graduate
Primary or
below
Senior
Intermediate
Senior
Intermediate
Graduate
Primary or
below
Intermediate
Graduate
Primary or
below
Senior
Graduate
Primary or
below
Senior
Intermediate
Senior
Intermediate
183
-.69247
.38107
.070
-.36826
-.21835
.25300
.27058
.147
.420
-.47412
.39346
.229
-.14991
.21835
.27130
.27058
.581
.420
.52389
.35913
.146
.74761
.52036
.35864
.37030
.088
.161
-.52389
.35913
.146
.22373
-.00353
.23811
.25533
.348
.989
-.74761
.35864
.088
-.22373
-.22726
.23811
.25465
.348
.373
-.52036
.37030
.161
.00353
.22726
.25533
.25465
.989
.373
.13043
.38125
.733
.60604
.41615
.38074
.39311
.113
.291
-.13043
.38125
.733
.47561
.28571
.25278
.27106
.061
.293
-.60604
.38074
.113
-.47561
-.18990
.25278
.27034
.061
.483
-.41615
.39311
.291
-.28571
.18990
.27106
.27034
.293
.483
.40526
.46546
.385
.83510
.46483
.074
FINDINGS AND DATA ANALYSIS – Chapter VI
Senior
Intermediate
Graduate
Graduate
Primary or
below
Intermediate
Graduate
Primary or
below
Senior
Graduate
Primary or
below
Senior
Intermediate
.44582
.47994
.354
-.40526
.46546
.385
.42984
.04056
.30862
.33093
.165
.903
-.83510
.46483
.074
-.42984
-.38928
.30862
.33005
.165
.239
-.44582
.47994
.354
-.04056
.38928
.33093
.33005
.903
.239
Table (6.35-B4) ANOVA: Educational Qualification and Intrinsic Aspects of Work
Dependent Variable
WPM Increases
Motivation
WPM increases
Commitment
WPM helps in involing
workers in decision
making
Mean
Square
Between
Groups
Within Groups
Total
Between
Groups
Within Groups
Total
Between
Groups
Within Groups
Total
WPM develops trust
among workers
I would recommend my
friend/relative to work in
this organisation
Between
Groups
Within Groups
Total
Between
Groups
Within Groups
Total
184
4.288
F
Sig.
1.860
.137
2.390
.069
.927
.428
.370
.775
1.541
.204
2.306
9.642
4.035
2.013
2.171
1.092
2.951
6.254
4.058
FINDINGS AND DATA ANALYSIS – Chapter VI
Table (6.35-B5) Multiple Comparison: Educational Qualification and Intrinsic Aspects of Work
Dependent Variable
(I) EduQual
(J) EduQual
WPM Increases
Motivation
Primary or
below
Senior
Senior
Intermediate
Graduate
WPM increases
Commitment
Primary or
below
Senior
Intermediate
Graduate
WPM helps in involing
workers in decision
making
Primary or
below
Senior
Intermediate
Graduate
Primary or
below
Intermediate
Graduate
Primary or
below
Senior
Graduate
Primary or
below
Senior
Intermediate
Senior
Intermediate
Graduate
Primary or
below
Intermediate
Graduate
Primary or
below
Senior
Graduate
Primary or
below
Senior
Intermediate
Senior
Intermediate
Graduate
Primary or
below
185
Mean
Difference
(I-J)
Lower
Bound
Std.
Error
Upper
Bound
Sig.
Lower
Bound
.10628
.35876
.767
.57105
.10628
.35828
.36992
.112
.774
-.10628
.35876
.767
.46477
.00000
.23787
.25507
.052
1.000
-.57105
.35828
.112
-.46477
-.46477
.23787
.25439
.052
.069
-.10628
.36992
.774
.00000
.46477
.25507
.25439
1.000
.069
-.03382
.47460
.943
.76564
.37888
.47396
.48937
.108
.440
.03382
.47460
.943
.79946
.41270
.31468
.33744
.112
.222
-.76564
.47396
.108
-.79946
-.38676
.31468
.33653
.112
.252
-.37888
.48937
.440
-.41270
.38676
.33744
.33653
.222
.252
-.05851
.34810
.867
.31442
.14079
.34763
.35893
.367
.695
.05851
.34810
.867
FINDINGS AND DATA ANALYSIS – Chapter VI
Intermediate
Graduate
WPM develops trust
among workers
Primary or
below
Senior
Intermediate
Graduate
I would recommend my Primary or
friend/relative to work in below
this organisation
Senior
Intermediate
Graduate
Intermediate
Graduate
Primary or
below
Senior
Graduate
Primary or
below
Senior
Intermediate
Senior
Intermediate
Graduate
Primary or
below
Intermediate
Graduate
Primary or
below
Senior
Graduate
Primary or
below
Senior
Intermediate
Senior
Intermediate
Graduate
Primary or
below
Intermediate
Graduate
Primary or
below
Senior
Graduate
Primary or
below
Senior
Intermediate
186
.37293
.19929
.23080
.24749
.107
.421
-.31442
.34763
.367
-.37293
-.17364
.23080
.24683
.107
.482
-.14079
.35893
.695
-.19929
.17364
.24749
.24683
.421
.482
.22705
.40587
.576
.34358
.40166
.40532
.41850
.397
.338
-.22705
.40587
.576
.11653
.17460
.26910
.28857
.665
.546
-.34358
.40532
.397
-.11653
.05807
.26910
.28779
.665
.840
-.40166
.41850
.338
-.17460
-.05807
.28857
.28779
.546
.840
.08803
.47596
.853
.69989
.26087
.47531
.49076
.142
.596
-.08803
.47596
.853
.61186
.17284
.31557
.33840
.054
.610
-.69989
.47531
.142
-.61186
-.43902
.31557
.33749
.054
.195
-.26087
.49076
.596
-.17284
.43902
.33840
.33749
.610
.195
FINDINGS AND DATA ANALYSIS – Chapter VI
Table (6.35-B6) ANOVA: Educational Qualifications and Productivity
Dependent Variable
WPM increases
Productivity
Participative forums
must work in the
organisation
Mean
Square
Between
Groups
Within Groups
Total
Between
Groups
Within Groups
Total
F
2.162
Sig.
1.083
.357
1.520
.210
1.996
2.947
1.939
Table (6.35-B7) Multiple Comparisons: Educational Qualifications and Productivity
Dependent Variable
(I) EduQual
(J) EduQual
WPM increases
Productivity
Primary or
below
Senior
Senior
Intermediate
Graduate
Participative forums must
work in the organisation
Primary or
below
Senior
Mean
Difference
(I-J)
Lower
Bound
Std.
Error
Upper
Bound
Sig.
Lower
Bound
.13366
.33383
.689
Intermediate
Graduate
Primary or
below
Intermediate
Graduate
Primary or
below
Senior
Graduate
Primary or
below
Senior
Intermediate
Senior
-.26246
-.04624
.33338
.34422
.432
.893
-.13366
.33383
.689
-.39612
-.17989
.22134
.23735
.075
.449
.26246
.33338
.432
.39612
.21622
.22134
.23672
.075
.362
.04624
.34422
.893
.17989
-.21622
.23735
.23672
.449
.362
.20773
.32902
.528
Intermediate
Graduate
Primary or
below
Intermediate
Graduate
.57900
.30297
.32857
.33925
.079
.373
-.20773
.32902
.528
.37127
.09524
.21815
.23392
.090
.684
187
FINDINGS AND DATA ANALYSIS – Chapter VI
Intermediate
Graduate
Primary or
below
Senior
Graduate
Primary or
below
Senior
Intermediate
-.57900
.32857
.079
-.37127
-.27604
.21815
.23330
.090
.238
-.30297
.33925
.373
-.09524
.27604
.23392
.23330
.684
.238
The ANOVA result in table 6.35 C reveals that there is no significant relationship between Job
Position of respondents and their opinion towards Perceived benefits of WPM .
Table 6.35-C ANOVA: Job Position and Perceived benefits of WPM
Mean
Square
Interpersonal
Relations
Intrinsic Aspects of
Work
Productivity
Between
Groups
Within Groups
Total
Between
Groups
Within Groups
Total
Between
Groups
Within Groups
Total
2.817
F
Sig.
2.859
.059
1.736
.178
.544
.581
.985
1.726
.994
.546
1.004
In the table below (6.35-C1) further investigates the degree of association between Job
Position and Perceived benefits of WPM. It was found that Importance of Interpersonal
Relations is significantly different between skilled workers and workers who were at a
position of foreman or above.
188
FINDINGS AND DATA ANALYSIS – Chapter VI
Table (6.35-C1) Multiple Comparisons: Job Position and Perceived benefits of WPM
Dependent Variable
(I) JobProf
(J) JobProf
Interpersonal
Relations
Semi skilled
Skilled
Skilled
Above
foreman
Intrinsic Aspects of
Work
Semi skilled
Skilled
Above
foreman
Productivity
Semi skilled
Skilled
Above
foreman
Mean
Difference
(I-J)
Lower
Bound
Std.
Error
Upper
Bound
Sig.
Lower
Bound
-.23251
.15531
.136
.12400
.15616
.428
.23251
.15531
.136
.35651(*)
.15138
.019
-.12400
.15616
.428
-.35651(*)
.15138
.019
.28770
.15600
.066
.18803
.15686
.232
-.28770
.15600
.066
-.09967
.15206
.513
-.18803
.15686
.232
Skilled
Skilled
Above
foreman
Semi skilled
Above
foreman
Semi skilled
.09967
-.06671
.15206
.15675
.513
.671
.09212
.15762
.559
.06671
.15675
.671
.15883
.15279
.300
-.09212
.15762
.559
Skilled
-.15883
.15279
.300
Above
foreman
Semi skilled
Above
foreman
Semi skilled
Skilled
Skilled
Above
foreman
Semi skilled
Above
foreman
Semi skilled
* The mean difference is significant at the .05 level.
Table (6.35-C2)ANOVA: Job Position and Interpersonal Relations
189
FINDINGS AND DATA ANALYSIS – Chapter VI
Mean
Square
WPM gives a sense of
belongingness
WPM is an effective
way to communicate
between workers and
management
Between
Groups
Within Groups
Total
Between
Groups
Within Groups
8.644
F
Sig.
3.361
.036
4.251
.065
.149
.862
1.402
.248
2.571
9.627
2.264
Total
WPM maintains
cordial relations
among workers and
management
Between
Groups
.394
Within Groups
Total
Participative
committee helps to
minimize industrial
unrest
Between
Groups
2.640
5.447
Within Groups
Total
3.885
Table (6.35-C3) Multiple Comparisons: Job Position and Interpersonal Relations
Dependent Variable
WPM gives a sense of
belongingness
Mean
Difference
(I) JobProfile (J) JobProfile
(I-J)
Lower
Bound
Semi skilled Skilled
-.09106
Skilled
Above
foreman
Above
foreman
Semi skilled
Above
foreman
Semi skilled
190
Std.
Error
Upper
Bound
Sig.
Lower
Bound
.25090
.717
.50191
.25228
.148
.09106
.25090
.717
.59297
.24455
.716
-.50191
.25228
.148
FINDINGS AND DATA ANALYSIS – Chapter VI
WPM is an effective way
to communicate between
workers and management
Semi skilled
Skilled
Above
foreman
WPM maintains cordial
relations among workers
and management
Semi skilled
Skilled
Above
foreman
Participative committee
helps to minimize
industrial unrest
Semi skilled
Skilled
Above
foreman
Skilled
Skilled
Above
foreman
Semi skilled
Above
foreman
Semi skilled
Skilled
Skilled
Above
foreman
Semi skilled
Above
foreman
Semi skilled
-.59297
.24455
.716
-.20660
.23545
.381
.44966
.23674
.059
.20660
.23545
.381
.65625
.22949
.205
-.44966
.23674
.059
-.65625
.22949
.205
-.10330
.25424
.685
-.13400
.25564
.601
.10330
.25424
.685
-.03070
.24781
.902
.13400
.25564
.601
.03070
.24781
.902
-.47873
.30840
.122
-.08846
.31010
.776
.47873
.30840
.122
.39026
.30060
.195
.08846
.31010
.776
-.39026
.30060
.195
Skilled
Skilled
Above
foreman
Semi skilled
Above
foreman
Semi skilled
Skilled
Table (6.35-C4)ANOVA: Job Position and Intrinsic Aspects of Work
Dependent Variable
WPM Increases
Motivation
WPM increases
Mean
Square
Between
Groups
Within Groups
Total
Between
191
1.031
F
Sig.
.441
.644
.359
.699
2.340
1.479
FINDINGS AND DATA ANALYSIS – Chapter VI
Commitment
WPM helps in involing
workers in decision
making
Groups
Within Groups
Total
Between
Groups
Within Groups
Total
WPM develops trust
among workers
I would recommend my
friend/relative to work
in this organisation
Between
Groups
Within Groups
Total
Between
Groups
Within Groups
Total
4.124
3.271
1.514
.222
3.164
.054
.349
.706
2.160
9.106
2.878
1.432
4.106
Table (6.35-C5) Multiple Comparisons: Job Position and Intrinsic Aspects of Work
Dependent Variable
WPM Increases Motivation
WPM increases Commitment
WPM helps in involving
Mean
Difference
(I) JobProfile (J) JobProfile
(I-J)
Lower
Bound
Semi skilled Skilled
.19585
Above
.19801
foreman
Skilled
Semi skilled
-.19585
Above
.00216
foreman
Above
Semi skilled
-.19801
foreman
Skilled
-.00216
Semi skilled Skilled
.17674
Above
.26707
foreman
Skilled
Semi skilled
-.17674
Above
.09033
foreman
Above
Semi skilled
-.26707
foreman
Skilled
-.09033
Semi skilled Skilled
.00224
192
Std.
Error
Upper
Bound
.23935
Sig.
Lower
Bound
.414
.24067
.411
.23935
.414
.23330
.993
.24067
.411
.23330
.31775
.993
.579
.31950
.404
.31775
.579
.30972
.771
.31950
.404
.30972
.22994
.771
.992
FINDINGS AND DATA ANALYSIS – Chapter VI
workers in decision making
Skilled
Above
foreman
WPM develops trust among
workers
Semi skilled
Skilled
Above
foreman
I would recommend my
friend/relative to work in this
organisation
Semi skilled
Skilled
Above
foreman
Above
foreman
Semi skilled
Above
foreman
Semi skilled
Skilled
Skilled
Above
foreman
Semi skilled
Above
foreman
Semi skilled
Skilled
Skilled
Above
foreman
Semi skilled
Above
foreman
Semi skilled
Skilled
.34301
.23121
.139
-.00224
.22994
.992
.34077
.22413
.130
-.34301
.23121
.139
-.34077
.22413
.130
.65577
.26545
.314
.24049
.26691
.368
-.65577
.26545
.314
-.41528
.25873
.110
-.24049
.26691
.368
.41528
.25873
.110
.14689
.31705
.644
.26616
.31880
.405
-.14689
.31705
.644
.11927
.30904
.700
-.26616
.31880
.405
-.11927
.30904
.700
Table (6.35-C6) Multiple Comparisons: Job Position and Productivity
Dependent Variable
WPM increases
Productivity
Mean
Difference
(I) JobProfile (J) JobProfile
(I-J)
Lower
Bound
Semi skilled Skilled
-.21317
Skilled
Above
foreman
Semi skilled
Above
foreman
193
Std.
Error
Upper
Bound
Sig.
Lower
Bound
.22141
.337
-.25455
.22263
.254
.21317
.22141
.337
-.04138
.21582
.848
FINDINGS AND DATA ANALYSIS – Chapter VI
Above
foreman
Participative forums must
work in the organisation
Semi skilled
Skilled
Above
foreman
Semi skilled
Skilled
Skilled
Above
foreman
Semi skilled
Above
foreman
Semi skilled
Skilled
.25455
.22263
.254
.04138
.21582
.848
-.11614
.21736
.594
.33079
.21856
.131
.11614
.21736
.594
.44692
.21187
.086
-.33079
.21856
.131
-.44692
.21187
.086
The ANOVA results in table 6.35 D reveals that there is no significant relationship between work
experience of respondents and their opinion towards Perceived benefits of WPM.
Table 6.35-D ANOVA Work Experience and Perceived benefits of WPM
Mean
Square
Interpersonal
Relations
Intrinsic Aspects of
Work
Productivity
Between
Groups
Within Groups
Total
Between
Groups
Within Groups
Total
Between
Groups
Within Groups
Total
1.497
F
Sig.
1.621
.073
1.064
.382
.488
.992
.924
1.055
.992
.523
1.073
In order to determine the relative importance of the determinants of WPM on Interpersonal
Relationships, Intrinsic aspects of work and Productivity they were subjected to regression analysis.
The average score of the different factors was regressed on the overall Determinants of WPM
scores. The results of regression analysis are summarized in Table 6.34 – 6.36.
194
FINDINGS AND DATA ANALYSIS – Chapter VI
Table 6.36 Regression Analysis Results for Relative Importance of Perceived Benefits of
WPM towards Determinants of WPM
Independent Variable
R2 / Sig.
Beta
t
Sig.
.512
21.911
.000
.116
13.992
.000
Employee Involvement
.217
9.639
.000
Suggestion Consideration
.149
7.020
.000
Conduction of Meetings
Participative Spirit
.912/.000
Constant= .044 (p=0.000)
The overall regression model is significant with 91.2 per cent variance explained by the identified factors.
The results of the above table can be expressed in the form of the regression equation:
IR = .044 + .512 CM +.116 PS + .217 EI + .149 SC
Where:
IR – Interpersonal Relations
CM – Conduction of Meetings
PS – Participative Spirit
EI – Employee Involvement
SC – Suggestion Consideration
195
FINDINGS AND DATA ANALYSIS – Chapter VI
6.15Results of Open Ended Questions
At the end workers were asked an open ended question: “what will make them more satisfied and
increase the effectiveness of participatory schemes”. The responses were coded and six broad
categories were formed out of the responses received.
1. Workers must have an increased degree of power vis-a-vis management regarding various
levels of decision making in the company.
2. Workers must have access to and sharing of management level information. If employees
are allowed to make decisions on the issues that go on in areas outside their normal jobs,
they will need information such as company’s economic information that was previously
only available to accounting or finance departments. An inference to this component is that
workers must be trained to understand and use this information in a correct and effective
manner.
3. A guaranteed right of protection to be given from reprisal for employees who voice
criticisms of management.
4. An independent board of appeals to settle disputes between labor and management
(grievance procedure) which should function effectively.
5. A participatory/democratic consciousness or a set of beliefs and traits among the work force
and among management that tends to worker participation in decision making. There should
be belief that workers have the ability to make good and strong decisions.
6. A guaranteed economic return on cost savings or surplus produced above the employee’s
regular salary.
6.16 Results of Group Interview
The group interview was taken during personal visits by the researcher to Roza Sugar Mills (Roza),
Balrampur Sugar Mills and KRIBHCO (Shahjahanpur). In every factory 24 workers were
interviewed in 2 groups each. Questions were asked related to the unions at their respective
196
FINDINGS AND DATA ANALYSIS – Chapter VI
workplaces, the partcipative schemes existing and their participation level, worker’s perception
about the various forms of participation, etc. (Annexure ii)
1. All the candidates interviewed were the members of at least one union across all the three
industries visited.
2. The reasons mentioned by workers during field interviews at three different organizations
can be grouped into following three broad categories.

greater bargaining power

union that can take concerted action against the employer

trade unions helps in minimizing discrimination
3. Majority of workers were aware of the concept of WPM and were interested in
participation at different levels. Among the people interview awareness was found to be
highest for Work councils, and Employee Suggestion Schemes. Whereas, least awareness
was for participation at Board Level. Besides awareness when asked about the forms of
participation actually working in their industry only few forms were known. At ROSA
sugar works Bipartite and tripartite committees were functional and employee suggestions
schemes were found to be effective, whereas at Balrampur Chini Mills Committees,
Councils, Employee Welfare schemes and Employee suggestion schemes were found to be
working effectively. Workers interviewed also told that at the time of‘vishwakarma’ puja,
the best suggestion is rewarded every year.
Workers interviewed at KRIBHCO told that committees are very active and participation
takes place effectively through committees such as Canteen Committee, House Allotment
Committtee, Transport Committee. Employee Suggestion Schemes at KRIBHCO were also
appreciated by the workers and told that their suggestion is listened to and proper action is
also taken by the management.
Though, management showed that various Work Councils and Joint Management
Committees were also functional but all workers were not aware of the same. Union leaders
accepted that such councils and committees are functional and they meet on a regular basis
and the issues of workers are discussed.
197
FINDINGS AND DATA ANALYSIS – Chapter VI
4. Workers from fertilizer industry rated work councils and shop floor participation as the two
platforms which can provide maximum opportunity for participation in issues related to
work place as compared to sugar industry. This was followed by Joint management
committees and suggestion schemes. Quality circle, employee stock option scheme was not
considered to be of that significance. Workers were of view that participation at board level
is too idealistic and does not enthuse them.
Most preferred areas of Participative Management are Health and Safety, Working
Conditions, and Welfare Amenities. Whereas, the least preferred areas of Participative
Management are Disciplinary Procedures, Work Shift Allocation and List of Holidays.
5. The workers of both the sugar and fertilizer industry were ready to negotiate on the
working hours. Very few responded that they are satisfied with the prevailing working hour
system. The results of interview with workers suggests that at times they feel overloaded
with work and in case they get participation in deciding and selecting their respective
working hours it can lessen their fatigue and work-life imbalance.
198