A RELATIONSHIP BETWEEN ORGANISATIONAL ... - Euroasiapub.org
A RELATIONSHIP BETWEEN ORGANISATIONAL ... - Euroasiapub.org A RELATIONSHIP BETWEEN ORGANISATIONAL ... - Euroasiapub.org
IJRFM Volume 1, Issue 2 (June, 2011) (ISSN 2231-5985) Existing Ideology Most Domina P R A S nt 59 17 14 7 21 59 14 14 3 24 53 19 Least Domina nt 17 0 19 60 Table3(a) Preferred Ideology Most Domina P R A S nt 10 9 36 38 10 38 36 19 10 43 14 36 Least Domina nt 69 10 14 7 Table 3(b) Decision Making Frequency of response in percentage N=58 DECISION-MAKING E m p lo y e e s 70 60 50 40 30 20 10 0 P R A S Decision Existing Ideology Preferred Ideology 59% in Rourkela Steel Plant feel that the directives, orders and instructions come from the higher levels. 38% in Rourkela Steel Plant feel that the most desirable way of decision-making should be through consensus to gain acceptance and support for decisions and to enhance decision quality. 4. Task Allocation Performance of the employees, their morale and the amount of personal satisfaction they derive from their respective job is predominantly determined by the assignment of tasks or job allocation. International Journal of Research in Finance & Marketing 60 http://www.mairec org
IJRFM Volume 1, Issue 2 (June, 2011) (ISSN 2231-5985) Existing Ideology Most Dominan P R A S t 66 17 7 0 17 52 14 17 Least 10 17 57 22 Dominan t 7 14 22 60 Table 4(a) Preferred Ideology Most Domina P R A S nt 10 21 64 16 17 26 26 31 17 40 3 36 Least Domina nt 55 14 7 17 Table 4(b) Task Allocation Frequency of response in percentage N=58 Task Allocation 60 50 Employees 40 30 20 Existing Ideology Preferred Ideology 10 0 P R A S Task While expressing their preferences too 83% in Rourkela Steel Plant and 64% in Rourkela Steel Plant have made the same choice that assignment of jobs should match the requirements of the job with the interests and abilities of the individuals. 5. Work Motivation In Rourkela Steel Plant employees’ motivation to perform well and achieve excellence is governed and influenced by the prevailing ideology in the organization. International Journal of Research in Finance & Marketing 61 http://www.mairec org
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IJRFM Volume 1, Issue 2 (June, 2011) (ISSN 2231-5985)<br />
Existing Ideology<br />
Most<br />
Dominan P R A S<br />
t<br />
66 17 7 0<br />
17 52 14 17<br />
Least 10 17 57 22<br />
Dominan<br />
t<br />
7 14 22 60<br />
Table 4(a)<br />
Preferred Ideology<br />
Most<br />
Domina P R A S<br />
nt 10 21 64 16<br />
17 26 26 31<br />
17 40 3 36<br />
Least<br />
Domina<br />
nt 55 14 7 17<br />
Table 4(b)<br />
Task Allocation<br />
Frequency of response in percentage N=58<br />
Task Allocation<br />
60<br />
50<br />
Employees<br />
40<br />
30<br />
20<br />
Existing Ideology<br />
Preferred Ideology<br />
10<br />
0<br />
P R A S<br />
Task<br />
While expressing their preferences too 83% in Rourkela Steel Plant and 64% in Rourkela<br />
Steel Plant have made the same choice that assignment of jobs should match the<br />
requirements of the job with the interests and abilities of the individuals.<br />
5. Work Motivation<br />
In Rourkela Steel Plant employees’ motivation to perform well and achieve excellence is<br />
governed and influenced by the prevailing ideology in the <strong>org</strong>anization.<br />
International Journal of Research in Finance & Marketing 61<br />
http://www.mairec <strong>org</strong>
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