CHAPTER I

1.1 INTRODUCTION TO THE STUDY

Empowerments is the process of enabling or authorizing an individual to think,

behave, take action, and control work and decision making in autonomous ways. It
is the state of feeling self-empowered to take control of one's own destiny. It can
also be looked as a term used to express the ways in which non-managerial staff can
make autonomous decisions without consulting a boss/manager.

This study allows learning how organizations are perceived by their internal
public, whether their philosophy is understood and shared by their personnel,
what are the communication problems they face, how the various relationships
among personnel and management operate.

Measures of this type usually include only a quantitative Phase.

Eventually they may need a qualitative stage in order to further develop the research
objectives; this is valid especially for Organizations with more than 350 workers.
Given the nature of the study, it is most advisable that it be conducted by an entity
external to the company, in order to prevent any potential pressures or filtering of
information, and to neutralize any lack of confidence and reluctance that the
personnel might have against taking part in different activities

1
1.1.1 NEED AND IMPORTANCE OF THE STUDY

This study is done to find out the ways and strategies to retain the talented,
highly skilled and experienced employees. The findings of the study will help the
management to find a solution that may create a win-win Workplace for both
employees and employers. This study helps the management to avoid high employee
turnover rate which causes high hiring and training Costs. The finding of the study
also helps to devise alternative strategies to retain the most talented employees who
really contribute for the growth and success of the organization.

 To find and employ the best qualified persons for each job.
 To retain the most promising of those hired.
 To offer promising opportunities for life time working careers.
 To provide facilities and opportunities for personal growth on the job.

Employee Empowerment studies the employees' perceptions and perspectives of an

organization. The surveys address attitudes and concerns that help the organization
work with employees to install positive changes. Employee Empowerment surveys
increase productivity. Empowerments give employees a voice to assist in making
desired transitions as smooth as possible. It also serves as a basis for quality
improvements. By identifying areas of inefficiency and acting on performance
barriers identified by employees of all levels, an organization gains a fresh and
different perspective. Survey analysis identifies areas of employee satisfaction and
dissatisfaction to facilitate management in the creation of greater workplace
harmony and, therefore, increased productivity. Conclusions are drawn from the
data, and recommendations are made to the management team. Additionally,
Employee Empowerment surveys can set benchmarks for future surveys, which will
allow more in-depth and time series analysis

2
1.1.2 SCOPE OF THE STUDY

 It helps the management in sufficient planning.

 It helps the management for measuring the performance and provide training
or rewards.

 It creates an atmosphere decision making creating an atmosphere or

creativity and innovation.

 It helps the management to create an participative culture and automatic

symbiosis with the customer.

 It helps the management to measure performance based on productivity.

 It guides the management to manage the organization towards more

complex and competitive future.

 It provides the management in creating an atmosphere whether employees

are responsible beyond their on job leading to organizational development.

3
1.1.3 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

 To study the Level of Employee Empowerment in TTK

HEALTHCARE LTD.

SECONDARY OBJECTIVES:

 To know whether training increases the performance of the individuals.

 To find whether the employee empowerment helps them to understand

the organization.

 To analyze whether rewards & recognition are given based on the

individuals performance.

 To find the level of information transfer between the organization and

the employees.

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1.1.4 RESEARCH METHODOLOGY

The term research describes an entire collection of information about a particular

subject. “According to Clifford woody research comprises defining and redefining
problems, formulating hypothesis or suggested solutions; collecting, organizing and
evaluating data; making deductions and reaching conclusions; and at last carefully
testing the conclusions to determine whether they fit the formulating hypothesis.

METHODOLOGY

Methodology is defined as” the analysis of the principles of methods, rules, and
postulates employed by a discipline" or methodology can also be defines as "the
development of methods, to be applied within a discipline" or "a particular procedure
or set of procedures”. The important thing should be noted is that methodology is
frequently used when method would be more accurate.

1.1.4.1 RESEARCH DESIGN:

According to Jahoda, Deutshe and Cook, “A Research design is the arrangement of

conditions for collection and analysis of data in a manner that aims to combine
relevance to the research purpose with economy in procedure”

In this study I have used “Research design in case of descriptive research

studies’’. The design in such studies must be rigid and not flexible and must focus
attention on the following.
a) Formulating the objectivity of the study.
b) Designing the methods of data collection.
c) Selecting the sample.

5
 d) Collecting the data.
e) Processing and analyzing the data.
f) Reporting the findings.

Descriptive Research –

Descriptive research includes surveys and fact finding enquiries of different kinds.
The major purpose of descriptive research is description of the state of affairs as it
exists at present. The main characteristic of this method is that the researcher has no
control over the variables. He can only report what is happened or what is happening.

1.1.4.2 SOURCES OF DATA:

The task of data collection begins after a research problem has been defined and
research design out. While deciding about the method of data collection to be used
for the study, the researcher should keep in mind two types of data namely primary
and secondary. The primary data are those which are collected a fresh and for the
first time, and thus happened to be original in character.
The secondary data, on the other hand, are those which have already been collected
by some one else and which have already been passed through the statistical process.
There are several methods of collecting primary data, particularly in surveys and
descriptive researchers. Important ones are

 Observation methods
 Interview method
 Through questionnaire
 Through schedules

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In this study primary data is mainly collected through questionnaires. The
questionnaire is collected through the referred candidates. Collection of data through
questionnaires seems to be more popular particularly in case of big enquiries .This
is being done to collect data from the candidates.

Secondary data are based on the reports of the company .It also concerns the data
available in the magazines, journal and other sources.

1.1.4.3 POPULATION AND SAMPLE:

Population:

All items in any field of inquiry constitute a ‘universe’ or ‘population’. The

population in TTK Healthcare Ltd is 350 employees. Typically, we seek to take
action on some population, for example when a batch of material from production
must be released to the customer or sentenced for scrap or rework.

Sample Size:

Sample size taken for study is 120.

Sampling method:

Sampling is a procedure to draw conclusion about the whole population by

studying small part of universe.
Sampling method can be classified in to two types:-
a) Probability or random sampling –
1. Simple random sampling
2. Stratified random sampling
3. Systematic random sampling
4. Cluster sampling

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 b) Non-probability or Non-random sampling -
1. Convenience or accidental sampling
2. Purposive or Judgment sampling
3. Quota sampling

In this study, “Probability or Random sampling method’’ is used. Each and every
item in the population has an equal chance of being selected in the sample. Once an
item is selected for the sample, it cannot appear in the sample again.

The Sampling technique used in this study is “Simple Random

Sampling’’.Probability sampling under restricted sampling techniques may result in
Simple random sampling design. Under Probability sampling, “Systematic
sampling technique’’ is used.

1.1.4.4 STATISTICAL TOOLS USED:

HYPOTHESIS

Null hypothesis(Ho)

It shows there is no significance difference between the sample statistic and the
corresponding population parameter or between two sample statistics.

Alternative hypothesis(H1)

It shows there is a significance difference between the sample statistic and the
corresponding population parameter or between two sample statistics

8
1.1.4.5 TOOLS AND TECHNIQUES:

Statistical tools

Statistical tools constitute an integral part of research analysis. Hence, any

analysis of data complied should be subjected to relevant analysis so that
meaningful conclusions could be arrived at. The following are the statistical tools
which were applied for this project.

1. Chart
Bar chart are used for analyzes to get a clear idea about the tabulated data.

2. Percentage Analysis
Show the entire population in terms of percentage. It reveals the number of
people belonging in a particular category or the number of people preferring a
particular theory, in terms of percentage. In this study the number of people who
responded in a particular manner is interpreted in the term of percentage.

Percentage= (number of respondents/total respondents)*100

3. Weighted average method

In the case of data involving rating and ranking scale, weighted average method
is used. In this method, net scores for each attribute are calculated and analysis can
be done as the basis of the net score on percentage obtained the formula is given as

Net score= (∑weight for the column*number of respondents)/total weight

4. Analysis Of Variance

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 Source of Sum of Degree of Mean square F ratio
variation squares freedom
Between SSC k-1 MSC F
sample
Within sample SSE N-k MSE
Total SST N-1

5. Chi-Square method

The objective of chi-square is to determine comparison of expected frequency (E)

with the observed frequency (O) to determine where the difference between the two
is greater than which might occur chance.

Conditions for use:

1. Two set data should be present i.e., observed and expected.

2. Data based on sample size.

3. Each observed and expected count should be 5 or greater than 5, otherwise

correction to be done.

4. The difference between rows and columns must represent categorical

variable.

If computed value is greater than the tabulated value at a predetermined level of

significance and degree of freedom the hypothesis is rejected and vice versa.

Formula= SUM (Oi – Ei) 2 / Ei

Oi = Observed Frequency,
Ei = Expected Frequency

1.1.4 Limitations of the study

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 Time constraint is the major limitation.

 The time to meet the employees was only during their break timings.

 Due to time factor, an extensive coverage of entire population has not been
done.
 Some of them are unwilling and disinterested in the survey because of the
Perception that this survey will not benefit them.

 Employees are busy with their work schedule and organization commitment.
There were also shifts problem for workers and staff.

 Since it is a questionnaire the answers given by the respondents cannot be

Completely relied.

 The study is limited only to TTK Healthcare LTD.

 Interview cannot be carried out with all the employee of the organization.

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1.1.6 Chapterisation

CHAPTER – I

The first chapter deals with outline of the project, Need, Scope, Objectives of the
study, Research methodology, Limitations of the study and Chapterization, Review
of literature, Profile of TTK Healthcare LTD.

CHAPTER – II

The second chapter deals with the, Data analysis and interpretation various
techniques and statistical tools have been adopted in this chapter. The analytical
study been done in this chapter.

CHAPTER – III

Finally the last chapter comprises the summary, Finding, suggestions and
recommendations, conclusion, and the questionnaire used in the survey.

1.2 REVIEW OF LITERATURE

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1.2.1 Theoretical Review of the Concept

The common Dictionary Definition of empowerment, "to give official

authority, to delegate legal power to commission, authorize" .As an example, Gandz
writes, "Empowerment means that management vests decision-making or approval
authority in employees where, traditionally, such authority was a managerial
prerogative." However, this is not the definition of what is usually called employee
empowerment.

Empowerment is the process of enabling or authorizing an individual to think,

behave, takes action, and control work and decision making in autonomous ways. It
is the state of feeling self-empowered to take control of one's own destiny.

When thinking about empowerment in human relations terms, try to avoid

thinking of it as something that one individual does for another. Empowerment refers
to increasing the spiritual, political, social or economic strength of individuals and
communities. It often involves the empowered developing confidence in their own
capacities. This is one of the problems organizations have experienced with the
concept of empowerment. People think that "someone," usually the manager, has to
bestow empowerment on the people who report to him.

(a) A Culture of Empowerment

An organization's culture is a complex thing, not easily described. Yet it is upon this
foundation that empowerment is built. The organizations which successfully

Implement employee empowerment will have certain values at their core from which
the process of empowerment can flow.

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Among these values are respect and appreciation for individuals and the value they
bring to the organization. Values alone do not make up an organization's culture, and
respect for individuals is only one of the outward signs of an empowered culture.

An organization seeking to implement empowerment is likely to examine its

structure and reward systems, however if the culture is not also examined by the
change agents, replacement structures and systems are likely to reflect the old
assumptions. One such assumption is whether individuals or groups (teams) should
be rewarded for their efforts. Many organizations in the United States hold that
country's value of individualism. If, on the one hand, teams are being promoted as
a tool of empowerment, and on the other hand, individuals are being rewarded for
the work of the team, then employees will unconsciously (or consciously) pick-up
on the cultural norm and will be reluctant to dedicate themselves to the teaming
concept where their work may not be recognized and rewarded. In other words,
empowered organizations put their money where their mouth is. By now, it should
be clear that the organization's culture is important to employee empowerment. If
an organization's culture does not already support empowerment it must be changed.

The ways of empowerment

1. The employee should be properly trained, couched and guided to enable

them to master the skills required for their job.

2. Draw the attention of employees to those who have attained remarkable

success in the job so that they can observe the working style of their more

successful colleagues and emulate them. Thus they have good role models in
their colleagues.
3. Raise the confidence of employees through persuasion and social
reinforcement techniques like appreciation, encouragement and positive feed back.
14
 4. Provide the employees with clear definition of their roles, and extend
assistance when required so that their stress and anxiety can be reduced.

Management Role
. In an empowered organization the managers and supervisors take on a

different role than they usually would in most organizations. The literature is

unanimous on this point. It may be obvious that one aspect of this role change is the

sharing of power and authority.

Empowerment implies a great deal more. There is an active role for managers

and supervisors rather than the passive one of abdication. There are stages an

employee must go through before he or she should have authority delegated to him

or her. There should also be recognition that while the employee may be ready to

have one aspect of the job delegated to her or him, she or he may not be ready for

delegation in other functional aspects of the job. Managers and supervisors must

reframe their perception of their roles because; the primary task of supervision is to

help people. So what are these new, active roles for managers. First we must

understand that, "Managers and supervisors need to be empowered, too". One use of

manager's new found empowerment should be to allow them to remove barriers to

employee empowerment.

15
 “Providing autonomy from bureaucratic constraint". Imagine that your job is

to create an environment where your people take on the responsibility to work

productively in self-managed, self-starting teams that identify and solve complex

problems on their own. Ginnodo tells us this, involves articulating a vision, values,

strategies and goals; aligning policies, practices and business plans; improving

processes; organizing, communicating and 'walking the talk' of total quality and

removing barriers that prevent outstanding performance. Gandz indicates,

"Managers need to be willing and capable of changing their roles from supervisors

and work directors to visionaries and coaches."

This new role of coach is also nearly universal in the literature. Coaching is

defined as, "teaching and practice focused on taking action, with celebration when

things go well and supportive redirection when things go wrong, while all the time

creating excitement and challenge for those being coached". Ward indicates of

coaching, "The objective is to keep giving employees responsibilities which move

them along the capability continuum, eventually reaching 'fully capable of the

task'. Naturally, the manager must be careful to keep adjusting his or her leadership

style as the employee becomes more capable." "Managers also have to learn how to

nurture and reward good ideas."

16
 The importance of the employee's sense of their own abilities as a factor in their

empowerment. These coaching, or, "empowerment strategies are aimed not only at

removing some of the external conditions responsible for powerlessness, but also

(and more important) at providing subordinates with self-efficacy

information”. Among the coaching strategies noted are,

(a) Expressing confidence in subordinates accompanied by high performance

expectations,

(b) Fostering opportunities for subordinates to participate in decision making,

(c) Providing autonomy from bureaucratic constraint, and

(d) Setting inspirational and/or meaningful goals.

Thomas and Velthouse indicate events such as, "inputs from supervisors, staff

peers, and subordinates, for example, performance evaluations, charismatic appeals,

training sessions, mentoring advice, and general discussions of ongoing

projects…provides data on which to base task assessments." . Task assessments are

those perceptions by the employee of his or her ability to perform, or interest in, the

task. That is, management can change the environment to make completion of the

tasks rewarding intrinsically (for example, through praise and recognition or

increased opportunities), or management can work as a mentor to help the employee

perceive his or her contribution as valuable.

17
The process is best described as mentoring or coaching and it entails:
 determining the skill level of the employee
 sharing information about the goal to be achieved and why it is important to
the organization as a whole
 providing for employee training as needed
 depending upon the employee's skill level, providing appropriate supervisory
support
 a directing style for those tasks for which the employee has a low skill level
 coaching for those tasks with which the employee has some skills but is
lacking experience or motivation
 a supporting style for those tasks where the employee knows what to do but
is still lacking confidence in their abilities
 a delegating style for those tasks where the employee is motivated and fully
capable. (Blanchard, Zigarmi & Zigarmi,1985)
 ensuring that the employee is consistently growing in skill by providing new
responsibilities for which a higher level of supervision is needed
 mentoring the employee such that they absorb both the organizational culture
and the value of empowerment
 removing barriers to empowerment present in the organizational structure
 ensuring that appropriate resources are available for the employee, or ensuring
that the employee has the appropriate skills to obtain needed resources
 providing support for the continued empowerment of the employee
 And sharing information about the employee's and the organization's
effectiveness.

(b) The Value of Vision

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The value of providing a compelling vision of an empowered workplace should not
be underestimated. Because empowerment is often poorly understood, and usually
has not been experienced by employees, it is the vision of what is possible that brings
their commitment to it. Vision is perhaps the most visible component of
organizational culture; it is through the vision of what is possible that leaders can
inspire employees to apply their skills, knowledge, and creativity towards its
achievement. Whatever the mind of man can conceive, and believe, it can achieve.

(c) Developing Competency

In order to implement employee empowerment the employees must be

competent. Competency goes beyond developing job-task specific knowledge. The
importance of "training in which employees are familiarized with how their jobs fit
into upstream and downstream activities.". Employees must be properly trained. It
does not make sense to empower employees to do things such as make decisions or
approve or initiate action if they are not properly trained. The characteristics of an
empowered organization are,

 Empowering leadership/training
 Job and technical skills/training
 Interpersonal and problem-solving skills/training
 .Front-line customer service skills/training
 Empowering support groups/training.

Gandz indicates, "Technical training, decision making skills, group process

skills, all are required if empowerment is to be accepted and produce results.”

(d) Importance of Resources

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In many organizations access to resources is controlled by supervisory staff. If
employee empowerment is to be implemented successfully, those controls must be
removed and resources placed under empowered employees' control. "Resources
include items such as funding, access to support staff, or experts who have
knowledge on which the employee can draw." Typically restriction of access to
resources is in place to avoid employee abuse. However, if information about the
costs and effect on the bottom line procurement of resources has is shared with
employees they are not likely to abuse them. Caudron notes, "Once both employees
and managers have received proper training, the next step is to give employees
control of the resources needed to make improvements. Nothing is more de-
motivating or disempowering than being stopped in your tracks because you either
don't know how to proceed or lack the tools necessary to do a good job.”

(e) Sufficient Support

The organization which chooses to implement empowerment must ensure that

sufficient support is available to keep it going. Blanchard and Bowles remind us,
"You can't be in control unless the rest of the organization supports you and doesn't
rip you, or your work, apart."

(f) Implementation Timeframe

It should be clear at this point that implementing an empowerment program is quite

and extensive affair. I would be remiss if I did not support the contention that it may
take several years before the organization will see the benefits of
empowerment. Several authors echo this sentiment.

Caudron“Empowerment doesn't provide immediate gratification.The length of the

learning curve is the greatest challenge to most empowerment programs".
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RELATED CONCEPTS
 Power
 Motivation
 Enthusiasm
 Authority

POWER

Power is the ability to influence the attainment of goals of an individual or a group.

Power is not a characteristic of any one individual; rather, it is defined in terms of
relationships and transactions between people. Power is crucial to the achievement
of individual goals, the resolution of conflicts, and to communication competency
within a group.

Based on work originally proposed by the social psychologists French and Raven,
there are six different breakdowns of power in interpersonal communication:
referent, legitimate, reward, coercive, persuasive, and expert.

Ways people give up their power are by being over-polite, backing down from an
argument, using a title (such as Doctor or Professor) when addressing another,
allowing interruptions when speaking, and specific clothing choices can also suggest
a loss of or way people give up power to others

A power resource is something that either helps with or hinders the achievement of
goals.

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Sources of Power

Referent power - The desire and ability to emulate others.

Legitimate power - This power stems from institutional norms and practices and
from historical-legal traditions.

Expert power - is based upon one person perceiving that the other person has expert
knowledge of a given subject and is a recognised authority in a given situation.

Coercive power - This refers to the ability to reward or punish.

Information Power - is derived from possession of important information at a critical

time when such information is necessary to organizational functions.

Value power- This influence is gained on the basis of attraction to values.

MOTIVATION:

Motivation is the activation or energization of goal-oriented behavior. Motivation

is said to be intrinsic or extrinsic. The term is generally used for humans but,
theoretically, it can also be used to describe the causes for animal behavior as well.
This article refers to human motivation.

According to various theories, motivation may be rooted in the basic need to

minimize physical pain and maximize pleasure, or it may include specific needs such
as eating and resting, or a desired object, hobby, goal, state of being, ideal, or it may
be attributed to less-apparent reasons such as altruism, selfishness, morality, or
avoiding mortality. Conceptually, motivation should not be confused with either
volition or optimism

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ENTHUSIASM:

Enthusiasm originally meant inspiration or possession by a divine afflatus or by the

presence of a god. Johnson's Dictionary, the first comprehensive dictionary of the
English language, defines enthusiasm as "a vain belief of private revelation a vain
confidence of divine favour or communication." In current English vernacular the
word simply means intense enjoyment, interest, or approval.

AUTHORITY:

The word authority derives from the Latin word auctoritas meaning invention,
advice, opinion, influence or commands which originate from an auctor indicating
that authority originates from a master, leader or author. Essentially authority is
imposed by superiors upon inferiors either by force of arms (structural authority) or
by force of argument (sapiential authority). Usually authority has components of
both compulsion and persuasion. For this reason, as used in Roman law authority is
differentiated potests (legal or military power) and imperium (persuasive political
rank or standing).

23
1.2.2 COMPANY PROFILE

TTK HEALTHCARE LTD

TTK Healthcare Ltd is a member of the TTK Group of companies, a highly

successful and diverse multi-product, multi-unit manufacturing and marketing
organization with a sales turnover of Rs. 500 crores.

The origin of the TTL Group dates back to 1908 when Mr.T.T.Krishnamachari
started an indenting house, to market the products of Lever Brothers. From this
venture, the company expanded its activities into the marketing of internationally
well known branded products such as Cadbury’s Chocolates, Woodward’s Gripe
water, Kiwi Boot Polish, Flit Insecticides, Beecham’s Toiletries, Morton’ sweets and
Cosmetics from Cheeseborough – Ponds.

In course of time the Group gradually extended its marketing activity into
manufacturing and today produces a range of leading brands such as the Woodwards
Gripe Water, Prestige Pressure Cooker and Pressure Pan, Kohinoor Condoms, Kiwi
Shoe Polish, Tantex Hosiery etc.

Some of the prominent companies of the TTK Group are TTK Healthcare Ltd,
manufacturers of ethical pharmaceuticals; TTK Prestige Limited, manufacturers of
the Prestige range of houseware; TTK LIG Limited, manufacturers of the Kohinoor
range of condoms; TTK Healthcare Ltd (Printing Division) manufacturers of
maps, atlases, guide books and industrial grades of paper.

24
THE COMPANY:

TTK Healthcare Ltd was incorporated on May 21, 1958 as Orient Pharma Private
Limited and began its activities by distributing Woodward’s Gripe Water in India.
In 1981, the company name was changed to TTK Pharma Pvt Ltd and in 1986, the
company went public with linked issue of Equity Shares and Debentures, which was
oversubscribed 53 times.

The Company has since then broadened its activities and today has manufacturing
facilities at three centres employing over 1500 people.

The Company is managed by a highly professional and experienced Board of

Directors.

PRODUCT RANGE

Starting with Woodward’s Gripe water TTK Healthcare has been gradually
extending its product range upto the sophisticated, high technology product like
heart valves and a range of bio-medical devices. The company derives its strength
from the diverse expertise available within the Group in areas such as polymers,
precision engineering, latex, pharmaceuticals, foods and nutrition.

The products of TTK Healthcare can be broadly classified into the following
divisions:

25
CLINICARE DIVISION

Demonstrating Indian technology at its forefront this division produces a range of

bio-medical products. Bio-medical technology involves the application of
engineering technologies to health care. The range of products can be further
categorized into:

(i) Cardio Care System:

The titling-disc heart valve which will be manufactured for the first time in India
by TTK Healthcare is probably the most significant of the company’s products. The
technology for the heart valve was developed by Sree Chitra Tirunal Institute,
Trivandrum. There are approximately 20,000 heart surgeries performed in India
every year. Besides this, about 1.2 million can only be cured by heart surgery. The
cost of heart surgery in India is high largely due to the prohibitive costs of imported
heart valves. TTK Healthcare will endeavor to offer the valve at an affordable price.
Other products in this category include ECG Electrodes, Cardotomy Reservoirs,
Cardiopulmonary Custom Packs and Mediastinal Drainage Systems.

ii) Blood Management System:

These include disposable Blood Bags, Blood Transfusion sets, Blood Transfusion
Microfilters and Diagnostic Kits.

iii) Renal Care System:

Urine Drainage Systems, haemodialysers and disposable tubings.

26
iv) Hospital Accessories:
These include both hospital consumables and hospital durables like surgical gloves,
examination gloves, disposable syringes and needles, Pressure beds, sterilizers and
autoclaves.

MODERN MEDICINE DIVISION

Started in 1960, this division produces a wide range of medicines including

antihypertensives, antiangina drugs, anticholinergics and natural calcium
supplements. TTK Healthcare also manufactures some of the most widely used
antibiotics – amplicillin, amoxicillin and cloxacillin. These drugs are produced at a
very modern bulk drug facility in Hyderabad. The factory also manufacturers
formulation form the bulk drugs. A comprehensive range of modern medicine for
various conditions such as emergencies due to shock, calcium deficiency, etc are
manufactured at the facility at Chennai.

INDIAN MEDICINE DIVISION

The Indian Medicine Division of TTK Healthcare was established in 1975 with the
objective of developing and marketing unique herbal formulations based on ancient
Ayurvedic system of medicine. Every herbal formulation undergoes stringent
analysis and clinical trails. A wide range of products for men, women and children
are produced by this division. These include products of illnesses for which there
are no known allopathic alternatives. With the herbal market growing fast, both in
India and abroad, the success of this division is ensured.

27
WOODWARD’S DIVISION

TTK Healthcare started operations with Woodward’s Gripe Water, a product

established internationally for over years, first marketing it in 19848 and then
starting its manufacture in 1961. Other products such as special paediatric nutritional
supplements and a range of paediatric formulations will be launched shortly.

ANIMAL WELFARE DIVISION

TTK Healthcare produces a range of products for livestock and poultry such as
antibiotics, vitamins feed supplements, etc. The pet care range launched by TTK
Healthcare marks a breakthrough in the veterinary products market. Pet care
products for household pets have also been introduced like herbal skin oils, calcium
supplements, soaps and shampoos, etc.

CONSUMER PRODUCTS DIVISION

TTK Healthcare markets a range of consumer products manufactured by its group

companies. These products include the Kohinoor range of condoms and the kiwi
range of shoe care products and household cleansers.

FOODS DIVISION

In the mid 1980s, TTK Healthcare set up a unit with Italian machinery to produce
extruded food products. Products in this range include snack foods like Rice Sevai,
Fryums and vadams.

EXPORTS
28
TTK Healthcare’s thrust on exports has paid rich dividends. Blood bags and blood
transfusion sets are exported to UK, Egypt and Germany. Antibiotic bulk drugs are
exported to Germany and Nigeria. Herbal products are exported to USA, Singapore
and Malaysia while Woodward’s Gripe water is exported to the Caribbean countries.
Fryums and snacks pellets are exported to the Middle East, Srilanka and Singapore.
Exports are expected to grow significantly in the immediate future with TTK
Healthcare establishing marketing tie-ups in Mexico, USA and Canada.

TTK Healthcare has identified a growing export market in turnkey projects for bulk
drugs. The company has already set up a turnkey project in Bangladesh for the
manufacture of Sulphamethaxazole and Trimethroprim. Negotations are on with the
State Government of Kiev. Pakistan and Nigeria for setting up turnkey bulk drug
projects and upgradation of existing facilities. Discussions are also on with Egypt
and Indonesia for setting up turnkey blood bag manufacturing plants.

RESEARCH AND DEVELOPMENT

The Research and Development Centre of TTK Healthcare was established in 1975
to develop a range of proprietary medicines. The laboratory has been approved by
the Ministry of Science and Technology, Government of India. The centre has been
recognized for conducting doctoral research by Academic Institutions.

29
TTK Healthcare is actively involved in setting up a full-fledged Research facility at
Bangalore to develop the technology for the manufacture of a wide range of bio-
medical devices.
Extensive multicentric trails are conducted in respect of all products in the Clinicare,
Indian Medicine and Modern Medicine Divisions. Only after the products are
proven, are they launched commercially.

OVERSEAS COLLABORATION:

The TTK Group has collaborated with a number of established foreign corporations
including:

 London International Group, UK

 Kali-Chemie, West Germany
 Nicholas Kiwi, a division of Sara-Lee, USA
 Hatu-Ico, Spain
 Green Cross Medical Corporation, Korea
 Korea Green Cross Corporation, Korea
 Dong-A Pharma, Korea

THE FUTURE OF THE MODERN DIVISION

Products to be introduced within the next two years include:

 A spectrum of antibiotics including later generation quinolones.
 Cardio-vascular drugs
 Psychotropic drugs
 Anticancer drugs particularly for cervical, lung and breast cancer.

30
INDIAN MEDICINE DIVISION

i) Products for Women/Children:

 Lactare – a herbal route to improve lactation

 Lukure – a product for leucorrhoea
 Elcarim – a herbal appetizer and growth promoter for children

ii) Products for men:

 Mustong – a health fitness supplement

 Virilex – for vinity and male sexual dysfunctions

iii) General Products

 Tefroli – a proven liver corrective and protective

 Valmus – relieves anxiety and stress
 Arthrid – for relief from stiff joints
 Cofrem – a safe cough remedy

THE FUTURE OF THE INDIAN MEDICINE DIVISION

This division continues to develop products for which were there is no allopathic
alternative available, eg., for psoriasis and Uterine dysfunctions; herbal
tranquilizers, etc.

31
TURNKEY PROJECTS

TTK Heathcare has set up a turnkey project at Bangladesh. TTK has provided the
technical know-how, plant and machinery, erection and commission services. The
Rs.7 crore plant will produce 150 tonnes of Sulphamethaoxazole and 36 tonnes of
Trimethoprim per annum. Currently, that production is on and commercial
production began in January, 1993. The Plant can also manufacture other bulk drugs
like louprofen and Mebendazole.

TTK Healthcare has signed an MOU with the State Government of Kiev, for a
turnkey project for the manufacture of Ampicillin. Enquiries have been received
from Pakistan and Bangladesh for upgradation of existing antibiotic plants.

EXPORTS

TTK Healthcare’s thrust in exports is paying rich dividends. The products being
exported area as follows:

 Blood bags and blood transfusion sets to UK, Nigeria and Egypt
 Anti-biotic bulk drugs to Germany, UK and Malaysia.
 Anti-biotic formulations to Germany and Nigeria.
 Herbal products to USA, Singapore and Malaysia
 Fryums and snack pellets to Middle East, Sri Lanka and Singapore
 Woodward’s Gripe Water to the Carribean countires.

32
CONSUMER PRODUCTS DIVISION

 Condoms manufactured by the Group Companies, London Rubber Company

and LORCOM. The ranges of products include Kohinoor and Maharaja.
 Kiwi Range of shoe care products and household cleansers manufactured by
New Way Chemicals and Polishes.

THE FUTURE OF THE CONSUMER PRODUCTS DIVISION

 Product extensions in the Kohinoor range

 Durex International Condoms
 Special Cleansers from Kiwi

TTK PHARMA LIMITED has been renamed as TTK HEALTHCARE

LIMITED since 26th October 1999.

CHAPTER II

33
 ANALYSIS AND INTERPRETATION

2.1 PERCENTAGE ANALYSIS:

Table 2.1.1
EXHIBITS AGE OF THE EMPLOYEE

Age No of Respondents % of Respondents

Chart (20-25) 15 13 2.1.1
(26-31) 9 8
(32-36) 40 33
Above 36 56 46
Total 120 100
Exhibits age of the employee

50 46
45
40
No of Respondents

35 33
(20-25)
30
(26-31)
25
(32-36)
20
Above 36
15 13

10 8

5
0
Percentage (%)

Inference:

The above table depicts that 46% of the respondents age is above 36 and 33% of the
respondents is between (32-36) and 13% of the respondents is between (20-25) and
8% of the respondents age is between (26-31).

Table 2.1.2
EXHIBITS EDUCATIONAL QUALIFICATION OF THE EMPLOYEE

34
 Qualification No of Respondents % of Respondents
Diploma 14 12
Under Graduate 39 33
Post Graduate 40 32
Others 27 23
Total 120 100
Chart 2.1.2
Exhibits educational qualification of the employee

35 33 32

30
No of Respondents

25 23

20

15 12

10

0
Percentage (%)

Inference:

From the table it is clear that 33% of the respondents are under Graduate, 32% of
the respondents are postgraduate, 23% of the respondents have other qualification
apart from the undergraduate and postgraduate, 12% of the respondents are Diploma.

Table 2.1.3

35
 EXHIBITS GENERAL WORK EXPERIENCE

Work of No of Respondents % of Respondents

Chart Experience 2.1.3
Below One year 9 8
1-10 Years 10 8
10 – 20 Years 37 31
Above 20 years 64 53
Total 120 100
Exhibits general work experience

60
53
50
No of Respondents

40
31
30

20

8 8
10

0
Percentage (%)

Inference:

The above table depicts that 53% of the respondents work experience is above 20
years and 31% of the respondents work experience is above 10-20 years and 8% of
the respondents work experience is between 1-10 years and 8% of the respondents
work experience is below 1year.

Table 2.1.4
WORK EXPERIENCE IN TTK HEALTHCARE LTD

36
 Work of Experience in No of Respondents % of
Chart ttk healthcare Ltd Respondents 2.1.4
Work Below One year 11 9
1 – 10 Years 34 28
10 – 20 Years 31 26
Above 20 years 44 37
Total 120 100
experience in ttk healthcare ltd

Percentage (%)

37 Below One year

28 1 – 10 Years
10 – 20 Years
Above 20 years

26

Inference:

From the above table depicts that 37% of the respondents work experience in ttk
healthcare ltd is above 20 years and 28% of the respondents is between 1-10 years
and 26% of the respondents is between (10-20) years and 9% of the respondents is
below 1 year.

Table 2.1. 5
INCOME LEVEL OF EMPLOYEES

37
 Income level No of Respondents % of Respondents

5000 – 10,000 20 17
10,001 – 15,000 24 20
15,001 – 20,000 41 34
Above 20,000 35 29
Total 120 100

Chart 2.1.5
Income level of Employees

Percentage (%)

17
29
5000 – 10,000
10,001 – 15,000
20 15,001 – 20,000
Above 20,000

34

Inference:

From the above table it is inferred that 34% of the respondents Income level is
between 15,000-20,000 and 29% of the respondents is between above 20,000 and
20 % of the respondents is between 10,001-15,000 and 17% of the respondents is
above 20,000 and 8% of the respondents Income level is below 5000.

Table 2.1.6
EXHIBITS LEVEL OF CONFIDENCE THROUGH TRAINING
38
 Responses No of % of
Respondents Respondents
Strongly Agree 20 17
Agree 82 68
Neither Agree nor 14 12
disagree
Disagree 3 3
Strongly disagree 1 -
Total 120 100

Chart 2.1.6
Exhibits level of confidence through training

Percentage (%)

3 0

12 17

Strongly Agree
Agree
Neither Agree nor disagree
Disagree
Strongly disagree

68

Inference:

From the above table it is clear that 68% of the respondents agree that the training
will give you more confident to take decision in the job and 17% of the respondents
are strongly agree and 12% of the respondents are partial and 3% of the respondents
are not agree that the training will give more confident to take decision in the job.

Table 2.1.7
EXHIBITS WHETHER THE EMPLOYEES HAVE ATTENDED
TRAINING PROGRAM
39
 Responses No of % of Respondents
Respondents
Chart
Yes 105 88
2.1.7
No 15 12

Total 120 100

Exhibits whether the employees have attended training program

Percentage (%)

12

Yes
No

88

Inference:

The above table depicts that 88% of the respondents are attended the training
program and 12% of the respondents are not attended any training program.

Table 2.1.8
DURATION OF THE TRAINING PERIOD

40
 Responses No of % of Respondents
Chart Respondents
2.1.8 Days 31 26
1 Week 56 47
1 Month 23 19
3 Month 10 8
Total 120 100

Duration of the training period

50 47
45
40
No of Respondents

35
Days
30 26
1 Week
25
19 1 Month
20
3 Month
15
10 8

5
0
Percentage (%)

Inference:
From the above table it is clear that 47% of the respondents have attended one week
time duration of the training period and 26% of the respondents have attended few
days and 19% of the respondents have attended one month and 8% of the
respondents have attended three months time duration of the training period.

Table 2.1.9
SUPPORT AND AUTHORITY GIVEN IN TAKING DECISION TO
ACCOMPLISH THE ASSIGNED TASK

41
 Responses No of % of Respondents
Respondents
Chart Always 30 25
2.1.9
Mostly 44 37
Sometimes 41 34
Never 5 4
Total 120 100

Support and authority given in taking decision to accomplish

the assigned task

Percentage (%)

4
25

Always
34
Mostly
Sometimes
Never

37

Inference:
From the above table it is inferred that 37% of the respondents fell mostly that they
have the support and authority to make the decision necessary for accomplishing
assigned task and 34% of the respondents sometimes have and 25% of the
respondents and 4% of the respondents feel never have the support and authority to
make decision necessary for accomplishing the assigned task.

Table 2.1.10
EXHIBITS OPINION WHETHER THE EMPLOYEES ARE PERMITTED
TO TAKE INDEPENDENT DECISION REGARDING THEIR JOB

42
 Responses No of % of Respondents
Chart Respondents
2.1.10 Balanced 60 50
Neutral 44 37

Imbalanced 16 13

Total 120 100

Exhibits opinion whether the employees are permitted to take independent

decision regarding their job

60
50
50
No of respondents

40 37
Balanced
30 Neutral
Imbalanced
20
13

10

0
Percentage (%)

Inference:

The above table depicts that 50% of the respondents feel that their they are permitted
to take independent decisions regarding job is balanced and 37% of the respondents
feel that they are partial and 13% of the respondents feel that they are permitted to
take independent decision regarding job is imbalanced.

Table 2.1.11
EXHIBITS THE OPINION REGARDING THE INVOLVEMENT IN THE
DECISION MAKING PROCESS

43
 Responses No of % of Respondents
Respondents
Highly Satisfied 35 29
Satisfied 61 51
Neutral 11 9
Dissatisfied 4 3
Highly dissatisfied 9 8
Total 120 100
Chart 2.1.11
Exhibits the opinion regarding the involvement in the decision making process

Percentage (%)

8
3
29
9
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

51

Inference:

From the above table it is clear that 51 % of the respondents are satisfied being
involved in the decision making process and 29% of the respondents are highly
satisfied and 9% of the respondents are partial and 8% of the respondents are highly
dissatisfied and 3% of the respondents are dissatisfied being involved in the decision
making process.

Table 2.1.12
ATTITUDE OF THE EMPLOYEES TOWARDS THE ORGANIZATION

44
 Responses No of % of Respondents
Respondents
Happy 64 53
Very Happy 48 40
Unhappy 8 7
Total 120 100

Chart 2.1.12
Attitude of the employees towards the organization

Percentage (%)

Happy
Very Happy
40 53
Unhappy

Inference:

The above table it is clear that 53% of the respondents are happy being a part of the
organization and 40% of the respondents are very happy and 7% of the respondents
are not happy being a part of the organization.

Table 2.1.13
IMPACT OF EMPOWERMENT POLICIES

45
 Responses No of % of Respondents
Respondents
Yes 96 80

No 24 20

Total 120 100

Chart 2.1.13
Impact of Empowerment policies

90
80
80
70
No of respondents

60
50 Yes
40 No
30
20
20
10
0
Percentage (%)

Inference:

From the above table it is inferred that 80% of the respondents are satisfied by the
empowerment policies in the organization influence your decision to remain in the
organization and 20% of the respondents are not satisfied.

Table 2.1.14
EXHIBITS THE SATISFACTION TOWARDS RATING OF THEIR
PERFORMANCE

46
 Responses No of % of Respondents
Respondents
Highly Satisfied 25 21
Satisfied 60 50
Neutral 30 25
Dissatisfied 0 0
Highly dissatisfied 5 4
Total 120 100
Chart 2.1.14
Exhibits the satisfaction towards rating of their performance

Percentage (%)

0 4
21
25
Highly Satisfied
Satisfied
Neutral
Dissatisfied
Highly dissatisfied

50

Inference:

The above table depicts that 50% of the respondents are satisfied with the rating of
the employees performance and 25% of the respondents are partial and 21% of the
respondents are highly satisfied and 4% of the respondents are highly dissatisfied
with the rating of the employees performance.

Table 2.1.15

47
 SATISFACTION TOWARDS RECOGNITION GIVEN

Responses No of % of Respondents
Respondents
Highly Satisfied 20 17
Satisfied 69 58
Neutral 20 17
Dissatisfied 6 5
Highly dissatisfied 5 3
Total 120 100
Chart 2.1.15
Satisfaction towards recognition given

70
58
60
No of respondents

50 Highly Satisfied

40 Satisfied
Neutral
30 Dissatisfied

20 17 17 Highly dissatisfied

10 5 3
0
Percentage (%)

Inference:

From the above table it is inferred that 58% of the respondents are satisfied with the
recognition receive for doing a good job and 17% of the respondents are partial and
17% of the respondents are highly satisfied and 5% of the respondents are not
satisfied and 3% of the respondents are highly dissatisfied with the recognition
receive for doing a good job.

Table 2.1.16
EXHIBITS WHETHER THE EMPOLYEES CLEARLY UNDERSTAND
THE ORGANISATION MISSION AND VISION

48
 Responses No of % of Respondents
Respondents
Chart
Yes 88 73
2.1.16

No 32 27

Total 120 100

Exhibits whether the employees clearly understand the organization mission

and vision

Percentage (%)

27

Yes
No

73

Inference:

The above table depicts that 73% of the respondents are clearly understand the
organization mission and vision and 27% of the respondents are not clearly
understand the organization mission and vision.

Table 2.1.17
EMPLOYEES COMMUNICATION TOWARDS GOAL AND STRATEGY

49
 Chart 2.1.17
Employees communication towards goal and strategies

Responses No of % of Respondents
Respondents
Strongly Agree 21 18
Agree 73 61
Neither agree nor 14 12
disagree
Disagree 7 5
Strongly disagree 5 4
Total 120 100

70
61
60
No of Respondents

50 Strongly Agree

40 Agree
Neither agree nor disagree
30 Disagree
18 Strongly disagree
20
12
10 5 4

0
Percentage (%)

Inference:

The above table it is clear that 61% of the respondents agree that the organization
clearly communicates its goal and strategies and 18% of the respondents strongly
agree and 12% of the respondents partial and 5% of the respondents are not agree
and 4% of the respondents strongly disagree that the organization clearly
communicates its goal strategies.

Table 2.1.18

50
EXHIBITS THE OPINION REGARDING REGULAR FEEDBACK THEIR
PROVIDED

Responses No of % of Respondents
Chart Respondents
2.1.18 Yes 83 69

No 37 31

Total 120 100

Exhibits the opinion regarding regular feedback their provided

Percentage (%)

31

Yes
No

69

Inference:
From the above table it is inferred that 69% of the respondents are satisfied provided
with the regular feedback on the work and 31% of the respondents are not satisfied.

Table 2.1.19

EMPLOYEES FEEDBACK IS TAKEN TO MAKE IMPROVEMENTS

51
 Responses No of % of Respondents
Chart Respondents
2.1.19 Strongly Agree 19 16
Agree 46 38
Neither agree nor 17 15
disagree
Disagree 16 13
Strongly disagree 22 18
Total 120 100
Employees feedback is taken to make improvements

Percentage (%)

18 16

Strongly Agree
Agree
13 Neither agree nor disagree
Disagree
Strongly disagree
38
15

Inference:
The above table depicts that 38% of the respondents agree that the department uses
employees feedback to make improvement in their job and 18% of the respondents
strongly disagree and 16% of the respondents strongly agree and 15% of the
respondents are partial and 13% of the respondents are not agree.

Table 2.1.20

EXHIBITS THE OPINION REGARDING WITH NEW AND BETTER

WAYS OF DOING THINGS

52
 Responses
No of % of Respondents
Respondents
Chart Balanced 53 44
2.1.20 Neutral 49 41
Imbalanced 18 15
Total 120 100
Exhibits the opinion regarding with new and better ways of doing things

50
44
45 41
40
No of Respondents

35
30 Balanced
25 Neutral
20 Imbalanced
15
15
10
5
0
Percentage (%)

Inference:
From the above table it is clear that 44% of the respondents feel that they are
encouraged to come up with new and better ways if doing things and 41% of the
respondents feel that they are partial and 15% of the respondents that they are
imbalanced.

Table 2.1.21

EXHIBITS INTERESTED TOWARDS THEIR JOB

53
 Responses No of % of Respondents
Respondents
Highly Interested 39 33
Neutral (or) Partial 63 53
Not interested 18 14
Total 120 100
Chart 2.1.21
Exhibits interested towards their job

Percentage (%)

14
33

Highly Interested
Neutral (or) Partial
Not interested

53

Inference:
From the above table it is inferred that 53% of the respondents are partial with their
jobs and 33% of the respondents are highly interested with their jobs and 14% of the
respondents are not interested with their jobs.

2.2 STATISTICAL ANALYSIS

54
 2.2.1 Weighted Average Method

1. Aim: To find the opinion regarding involvement in the decision making process
Table2.2.1.1

No of respondents

Opinion No. of Employees Percentage (%)

Highly Satisfied 35 29
Satisfied 61 51
Neutral 11 9
Dissatisfied 4 3
Highly Dissatisfied 9 8
Total 120 100

Weighed for opinion

Scale Presentation
Highly Satisfied 4
Satisfied 5
Neutral 3
Dissatisfied 1
Highly Dissatisfied 2

Opinion No. of weighted calculate value

Employees
Highly Satisfied 35 4 140
Satisfied 51 5 305
Neutral 11 3 33
Dissatisfied 4 1 4
Highly Dissatisfied 9 2 18
Total 120 500

Calculation;

=500/120
55
=4.17

Inference;

Thus with the help of the above table the weighted average has been
calculated as 4.17 and the value of weighted average in between the assumed
weight of 4and 5.

Table2.2.1.2

2. Aim: To find whether the training will give you more confident to take
decision in the job

Opinion No. of Employees Percentage (%)

Strongly disagree 20 17
disagree 82 68
Neither agree or 14 12
disagree
Agree 3 3
Strongly agree 1 -
Total 120 100

Weighted for opinion

Scale Presentation
Strongly disagree
4
disagree 5
Neither agree or disagree 3
Agree 2
Strongly agree 1

Opinion No. of weighted calculate value

Employees
Strongly 20 4
disagree 80
disagree 82 5 410
Neither agree or 14 3
disagree 42

56
 Agree 3 2 2
Strongly agree 1 1 1
Total 120 539

Calculation;

=539/120

=4.49

Inference:

Thus with the help of the above table the weighted average has been
calculated as 4.49 and the value of weighted average in between the assumed
weight of 4and 5.

Table2.2.1.3
3. Aim: To find the opinion regarding communication towards goal &
strategies.

Opinion No. of Employees Percentage (%)

Strongly disagree 21 18
disagree 73 61
Neither agree or 14 12
disagree
Agree 7 5
Strongly agree 5 4
Total 120 100

Weighted for opinion

Scale Presentation
Strongly disagree 4
disagree 5
57
 Neither agree or disagree 3
Agree 2
Strongly agree 1

Opinion No. of weighted calculate value

Employees
Strongly disagree 21 4 84
disagree 73 5 365
Neither agree or 14 3
disagree 42
Agree 7 2 14
Strongly agree 5 1 5
Total 120 510

Calculation;

=510/120

=4.25

Inference:

Thus with the help of the above table the weighted average has been calculated
as 4.25 and the value of weighted average in between the assumed weight of
4and 5.

2.2.2 Analysis Of Variance (One Way ANOVA)

Table2.2.1. To find rate the level of rewards and recognition for the work done.

OPTIONS EXCELLENT GOOD AVERAGE POOR

INCENTIVES 45 33 38 4

58
 PROMOTION 33 39 37 11
SALARY HIKE 25 33 52 10
AWARDS 22 28 62 8

Ho = There is no variation in the satisfaction level of rewards and recognition given

for the work done.
H1 = There is a variation in the satisfaction level of rewards and recognition given
for the work done.

ONE WAY ANOVA

SOURCES SUM OF DEGREE OF MEAN F RATIO
OF SQUARES FREEDOM SQUARE
VARIATION
Between SSC k-1 MSC F
Samples
Within SSE N-k MSE
Samples
Total SST N-1

X1 X2 X3 X4
1 45 33 38 4
2 33 39 37 11
3 25 33 52 10
4 22 28 62 8
59
T = 480; N = 16
T2 = 14400
N

SST = Sum of square of all observations - T2

N
= 18368 – 14400

= 3968

SSC = Sum of squares of all columns- T2

N
= [((∑X1) /n) + ((∑X2) /n) + ((∑X3)2/n) + ((∑X42)/n) - T2]
2 2

N
= (3906+4422+8930+272) – 14400
= 3130

SSE = SST-SSC
= 838

MSC = SSC/k-1
= 3130/4-1
= 1043
MSE = SSE/N-k
= 838/16-4
= 70

SOURCES SUM OF DEGREE OF MEAN F RATIO

OF SQUARES FREEDOM SQUARE
VARIATION
Between 3130 3 1043
Samples

60
 Within 838 12 70
Samples
Total 3968 15

Value of F = MSC/MSE
= 14.9

Calculated Value = 14.9

Tabulated Value @ 5% = 2.76

Hence Calculated value > Tabulated value

Since the calculated value is greater than the tabulated value, Ho is rejected or
H1 is accepted.

CONCLUSION
Hence it is concluded that the various options of ttk healthcare Ltd have impact in
the variation of respondent’s satisfaction level.

2.2.3Chi-Square Method
Table2.2.3.1

STATUS YES NO TOTAL

YES 73 20 93
NO 18 9 27
TOTAL 91 29 120

61
Ho = There is no significant relationship between permission given to take
independent decision and to be happy being a part of the organization.
H1 = There is a significant relationship between permission given to take
independent decision and to be happy being a part of the organization.

Formula= SUM (Oi – Ei) 2 / Ei

Oi = Observed Frequency
Ei = Expected Frequency

Oi Ei (Oi – Ei) 2 (Oi – Ei) 2 / Ei

73 70.5 6.25 0.0887

20 22.5 6.25 0.2778
18 20.5 6.25 0.3048
9 6.5 6.25 0.9615

SUM (Oi – Ei) 2 / Ei = 1.6328

Calculated Value = 1.6328

Degrees of Freedom = (m-1) * (n-1)

Where m, n denotes number of rows and no of columns

Degrees of Freedom = (2-1)*(2-1)

= 1*1
=1
Consider 5% level of significance
Tabulated value = 3.841

62
Hence calculated value < Tabulated Value
Since the calculated value is lesser than the tabulated value, Ho is accepted or H1
is rejected.

CONCLUSION

Hence it is concluded that there is no significant relationship between the

organizations to take independent decision.

2.2.4 Spearman’s Rank Correlation Method

Aim:
To find out the positive and negative correlation between the two variables,
using spearman’s rank correlation method, so that we can find which benefits have
positive relationship and which have negative relationship.

Table2.2.4.1
No of respondents

BENEFITS 1 2 3 4 5
Bonus 43 24 44 3 6
Awards 45 55 11 4 5
Promotion 23 38 51 5 3
Fringe benefits 1 2 8 84 25
Rewards 8 1 6 24 81

CALCULATION

Formula: r = 1- {6∑di 2 / n (n2-1)}, n = 5

63
For Bonus and awards = 1- {6*10 / 5 (52-1)}, r = 0.5

For Bonus and Promotion = 1- {6*4/ 5 (52-1)}, r = 0.8

For Bonus and Fringe benefits = 1- {6*34/ 5 (52-1)}, r = -0.7

For Awards & Promotion = 1- {6*6 / 5 (52-1)}, r = 0.7

For Awards & Fringe benefits = 1- {6*36 / 5 (52-1)}, r = -0.8

For Awards & rewards = 1- {6*38/ 5 (52-1)}, r = -0.9

For Promotion & Fringe benefits = 1- {6*30 / 5 (52-1)}, r = -0.5

For Promotion& rewards = 1- {6*6/ 5 (52-1)}, r = 0.7

For Rewards Bonus= 1- {6*32/ 5 (52-1)}, r =- 0.6

For Fringebenifits & Rewards= 1- {6*38/ 5 (52-1)}, r = -0.9

CONCLUSION

It can be concluded that there exists a substantial positive relationship between

the bonus and awards and promotion since their spearman’s rank correlation
coefficient r is nearer to +1, so these benefits have the positive correlation. Then
there exists a negative relationship between Bonus and fringe benefits, fringe
benefits and rewards, awards and rewards since their spearman’s rank correlation
coefficient r is equal to -1, so these have the negative correlation.

CHAPTER III

SUMMARY AND CONCLUSION

64
3.1 FINDINGS OF THE STUDY

1. It was found that 46% of the respondents age is above 36.

2. 33% of the respondents are under Graduate.

3. It clear that 53% of the respondents work experience is above 20 years.

4.37% of the respondents work experience in ttk healthcare ltd is above 20 years.

5. It was found that 34% of the respondents Income level is between 15,000-
20,000.

6. It shows that 68% of the respondents agree that the training will give you more
confident to take decision in the job.

7. It depicts that 88% of the respondents are attended the training program

8. It was found that 47% of the respondents have attended one week time during of
the training period.

9. Mostly 37% of the respondents fell that they have the support and authority to
make the decision necessary for accomplishing assigned task.

10. It clear that 50% of the respondents feel that theiare permitted to take
independent decisions regarding job is balanced.
65
11. It inferred that 51 % of the respondents are satisfied being involved in the
decision making process.

12. The factor 53% of the respondents are happy being a part of the organization.

13. It was found that 80% of the respondents are satisfied by the empowerment
policies in the organization influence your decision to remain in the organization.

14. It shows that 50% of the respondents are satisfied with the rating of the
employees performance.

15. It clear that 58% of the respondents are satisfied with the recognition receive
for doing a good job.

16. It depicts 73% of the respondents are clearly understood the organization mission
and vision.

17. Mostly, 61% of the respondents agree that the organization clearly
communicates its goal and strategies.

18. It was found 69% of the respondents are satisfied provided with the regular
feedback on the work.

19. It inferred that 38% of the respondents agree that the department uses
employees feedback to make improvement in their job.

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20. It was found that 44% of the respondents feel that they are encouraged to come
up with new and better ways if doing things.

21. Thus finally, 53% of the respondents are partial with their jobs.

SUGGESTIONS

o Working condition can be still improved.

o Management can increase in motivating the employees.

o Company can give a better incentive plan to its employees.

o Management frequently must involve the employees in decision making.

o The Senior Management must give proper recognition for the effort and
performance of its employees.

General Recommendations

 There is need to revise the Leave policy. There is demand from over three
fourth of the employees for extension of casual leave, sick leave, maternity
and paternity leave.

 The perdiems of the employees need to be revised considering the rise in

inflation rate and cost of living.

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  There should be a constant evaluation and review of various organizational
events. There is a need of a monitoring system which could ensure timely
completion of processes.

 More clarity regarding job description may be helpful. All the employees who
have multiple reporting should be

 HR Policy, specifically financial policy can be revised for every two years.
This would ensure regular revision of the perdiems automatically.

 Effective manpower planning should be there to ensure optimum utilization

of human resources.

3.3CONCLUSION

The data provided a description of a relatively young, well educated and trained
work force which received moderate levels of financial remuneration. The general
picture emerging out of these findings indicate that overall a Empowerment exists
in the organization. The organization has a pool of professionals which are working
for a larger cause and meeting their professional satisfaction. However due to the
rising prices there is a need to revise the financial policy relating to perdiem and
accommodation on a regular basis.

The organization shows great deal of transparency in decision making and shares
information across levels. The management believes in having a participative
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approach to decision making. There is enough autonomy to perform one‟s job. Also

the organization offers enough scope for personal and professional growth. The
leadership of the origination is approachable and is sensitive to the needs of the
employees. At the same time there are roles and responsibilities to be performed and
each one is held accountable for work. There is a great emphasis on capacity building
and skill enhancement of the employees. As the organization is in its expansion
phase, it promises its employees enhanced roles and responsibilities.

Employee empowerment is creating a working environment where an employee is

allowed to make his own decisions in specific work-related situations. The decisions
can be big or small, and the size and effect of the decision is up to the employer. The
logic behind topic is to increase the employee's responsibility, to build employee
morale and to improve the quality of your employee's work life. Ideally, when an
employee feels vested in an organization, he will be more productive, loyal and more
confident.

REFERENCES:-

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Books and Journals:-

1. K.Aswathappa (2006), Human resource and Personnel Management, TATA

McGraw - Hill Publishing company limited, New Delhi.
2. Dr. Subba rao (2004), Human resource management, (Text and Cases),
Himalaya Publishing House, Chennai.
3. Dr. C.B. Gupta (2004), Human Resource management, Sultan Chand
Publications, New Delhi.
4. Kothari C.R. (2005) Research Methodology, New Age International
Publishers, New Delhi.

Websites:-

 www.Google search.com
 www.Wikipedia.com
 www.Humanresources.com
 www.Indianmba.com.com

APPENDICES

A STUDY ON EMPLOYEE EMPOWERMENT

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Questionnaire:

Respected sir/madam,
I am a management student undertaking the study on Employee
Empowerment. The exercise is a part of the project towards fulfilling the
requirement of management course. I would be obliged if you could spend some of
valuable time to answer a few questions which will be confidential and purely used
for academic purpose.

PRIMARY OBJECTIVE:

 To study the Level of Employee Empowerment in TTK

HEALTHCARE LTD.

SECONDARY OBJECTIVES:

 To know whether training increases the performance of the individuals.

 To find whether the employee empowerment helps them to understand

the organization.

 To analyze whether rewards & recognition are given based on the

individuals performance.

 To find the level of information transfer between the organization and

the employees.

PERSONAL PROFILE:

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Name:
Article II. Sex: Male/Female
Age: --------------- years

Experience: ---------------

Marital Status: Unmarried Married

Position/ Level: Senior Middle Junior

Qualification: 12TH U.G P.G

Name of the Employee:-

1. Age of the employee

a) (20-25)
b) (26-31)
c) (32-36)
d) Above 36

2. Educational qualification of the employee:-

a) Diploma
b) Under Graduate
c) Post Graduate
d) Others

3. General work Experience?

a) Below one year

b) 1-3 Years
c) 3-5 Years
d) Above 5 years

4. Work Experience in TTK Healthcare?

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 a) Below one year
b) 1-3 Years
c) 3-5 Years
d) Above 5 years

5. Income level.

a) 5000-10,000
b) 10,001-15,000
c) 15,001-20,000
d) Above 20,000

6. Do you agree that the training will give you more confident to take
decisions in the job?

a) Strongly Agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree

7. Have you attended any training program?

a) Yes b) No

What are all the training program __________________________

8. What is the time duration of the training period?

a) 1 Week b) 1 Month c) 3 Month

d) If others any specify

9. Do you have the support and authority to make the decision necessary for
accomplishing assigned task?

a) Always b) Mostly c) Sometimes d)Never

10. Are you permitted to take independent decisions regarding your job?

a) Yes b) No

11. Are you satisfied being involved in the decision making process?

a) Highly satisfied b) satisfied c) Neutral d) Dissatisfied

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 e) Highly Dissatisfied

12. Are you happy being a part of the organization?

a) Yes b) No

13. Does empowerment policies in the organization influence your decision

to remain in the organization? a) Yes b) No

14. Rate the level of rewards and recognition given for the work done?

Options Very Good Good Average Poor Very poor

Incentives
Promotion
Salary hike
Awards

15. Are you satisfied with the rating of your performance?

a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied

e) Highly dissatisfied

16. Do you think what are the benefits given by the organization based on
Your performance?

Options Rank
Bonus
Awards
Promotion
Fringe benefits

17. How satisfied are you with the recognition you receive for doing a good
Job?
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 a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied
e) Highly dissatisfied

18. Do you clearly understand the organization mission and vision

.
a) Yes b) No

19. Do you agree that the organization clearly communicates its goal and
Strategies

a) Strongly Agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree.

20. Are you provided with regular feedback on the work you do?

a) Yes b) No

21. Do you agree that the department uses employee feedback to make
improvements?

a) Strongly Agree b) Agree c) Neither agree nor disagree

d) Disagree e) Strongly disagree

22. Are you encouraged to come up with new and better ways of doing
things

a) Balanced b) Neutral c) Imbalanced.

23. Are you interested with your job?

a) Highly interested b) Neutral (or) Partial c) Not interested

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