AMITY BUSINESS SCHOOL

AMITY UNIVERSITY
UTTAR PRADESH

EMPLOYEE’S PERCEPTION
ABOUT THE ORGANISATION – MAP(INDIA)
(2009)
A REPORT SUBMITTED IN PARTIAL FULFILMENT OF THE
REQUIRMENT OF TWO YEARS FULL TIME MBA
DURATION: 1ST MAY TO 30TH JUNE

SUBMITTED TO: SUBMITTED BY:

MR. P.K. SHRIVASTAVA POOJA MAHALAWAT
Metzeler Automotive Profile System NALINI PANJWANI
Ghaziabad
ACKNOWLEDGMENT
The entire project from the very idea of it to the reality would not have been possible
without the guidance and support of many people. I would therefore like to take this
opportunity of experiencing my sincere and profound gratitude to all those people who
helped me throughout the project.
I would like to express my sincere gratitude to PROF. (DR.) DHASON ANTONY and
other faculty members for their guidance and support throughout the project.
This project would not have been completed without the expert guidance,
encouragement, and valuable advice of Mr. P.K.Shrivastava (HR- HEAD) of MAPS
INDIA for giving me an invaluable opportunity to start my project.
I am also thankful to Mr. Nitin Bisht (Executive -HR) and all employees of MAPS with
whom I interacted during my training and gained valuable inputs and learning.
Our indebtedness to our parents will be very formal and inadequate in representing the
depth of feeling of gratitude towards them and any literally expression seems just on
official acknowledgment.

EXECUTIVE SUMMARY

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Human resources are the most important asset for an organization. The real competitive
advantage for an organization comes from its employees. The Perception of employees
for their organization determines their behavior which in turn affects the performance
of the employees and the organization as a whole.
The topic “employee’s perception about their organization” was been assigned by the
organization itself. The main objective of the study was to measure the perception of
employees about the organization at MAPS.

Perception is defined as a process by which individuals select, organize, and interpret

their sensory impressions, so as to give meaning to their environment. Perception is a
complex cognitive process and differs from person to person. People’s behavior is
influenced by their perception of reality, rather than the actual reality.

For conducting the study data was collected through Questionnaire -designed on 6
factor Employees Perception Scale (EPS).The study was conducted on 130 staff
members in all the three plants of MAPS INDIA. Data is analyzed unit wise and overall
perception at MAPS INDIA was found out.

On the basis of the study it was found out that most employees at MAPS INDIA have
positive perception at MAPS. But still a proportion of employees are in the category of
neutral and negative perception. So, the company’s step for changing the negative
perception of its employees should be in the direction of giving more frequent non-
monetary rewards and recognition and motivating them so that a proportion of
employees having negative or neutral perception can be changed to positive perception.

CONTENTS

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1). OVERVIEW OF THE COMPANY
• HISTORY OF THE COMPANY…………………………………..5
• METZELER INDIA…………………………………………….......7
• ACHIEVEMENTS………………………………………………….11
2). INTRODUCTION……………………………………………………….......12
• OBJECTIVES……………………………………………………….14
3). LITERATURE REVIEW……………………………………………………15
4). METHODOLOGY…………………………………………………………...23
5). DATA ANALYSIS
• FACTOR BASED DATA ANALYSIS……………………………..28
• LOCATION BASED DATA…………………………………………38
• PERCEPTION AT MAPS…………………………………………..45
6). RESULTS…………………………………………………………………….46
7). FINDINGS……………………………………………………………………49
8). LIMITATIONS OF THE PROJECT……………………………………….50
9). RECOMMENDATIONS…………………………………………………….51
10). ANNUXERS…………………………………………………….52
11). BIBLOGRAPHY……………………………………………….59

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HISTORY OF THE COMPANY

COMPANY PROFILE

The company, Metzeler Automotive Profiles India Private Ltd. (formerly BTR Wadco
Automotive Pvt. Ltd.), started it’s sealing systems operations in November, 1993 as a
joint venture between Schlegel Corporation , U.S.A. and Wadhwas Group, who were
holding 60% equity of the company at that time. The company was initially set up to
supply sealing systems to Maruti Udyog Ltd., a joint venture between Suzuki of Japan
and government of India.

Schlegel Corporation, doing business in the name and style “Metzeler Automotive
Profile Systems” (hereinafter referred to as MAPS) progressively increased its share in
the equity of the Company from 40% in 1993 to 100% in 1999. The sealing systems
business of MAPS was bought over by CVC Capital Partners in March, 2000. In July,
2001, MAPS sold 26% of the equity stake in the Company to Toyoda Gosei Co. Ltd.,
another company of global repute. Currently MAPS is holding its part of equity in the
company of 74% through “Automotive Sealing Systems S. A”. The company has been
acquired by Cooper standard Automotive Inc., headquartered in Novi, Mich. USA, a
global leader in each of its product lines.

The Company is a manufacturer of high performance Automotive Body Seals and

Glass Runs. The plant is located on the outskirts of Delhi at Sahibabad. It has the
coveted ISO 9001 and QS 9000 quality systems certification and use world class ERP
system. It has also recently been bestowed with the ISO 14001 and OHSAS 18001
certification in the field of environmental management and occupational health and
safety management system. We have the ability to design, prototype and manufacture
world class sealing systems for the automotive industry.
The Company has the latest CAD facility to undertake design and development of static
and dynamic seals for all automotive applications. It uses top end CATIA stations to
design seals for car manufacturers.

The Company is the Tier 1 vendor for most of the car makers. The product range of the

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Company is as under:

► Single Durometer Dense Weather strips like windshields and back window seals.

► Single Durometer Sponge Door seals like sponge door and dust seals.

► Dual Durometer Stamped Metal/ Wire Carrier Flange Mounted Bootseals and
Door seals.

► Single/Dual Durometer Flocked/Low Friction Coated Glass runs.

► Rigid Metal Flocked Inner and Outer Waist belts.

► Architectural EPDM Gaskets.

MANUFACTURING SITES

METZELER INDIA (PLANT INFORMATION)

REGD. OFFICE

301-302, Tolstoy House

15, Tolstoy Marg, N.Delhi

SAHIBABAD UNIT

24-A Site 4 Sahibabad Industrial Area Plant size:

19057 m2
Ghaziabad (U.P.) Staff members:
103*
Tel No. 0120-4181710, 2896393-400 Operators:
315*
Fax No. 0120-4181705, 2896406
(*as per dt.01.09.2008)

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GURGAON UNIT

Plot No.-122, Sec-37 Plant size:

2138m2
Pace city Staff members: 17*
Gurgaon (Haryana) Operators:
45*
Tel No. : +91(0)124 3950462

DHARUHERA UNIT

Plot No. -11, Industrial Estates Plant size:

10200m2
Dharuhera (Haryana) Staff members: 40*
Tel No. : +91(0)9254333869 / 9254333870

SALES TURNOVER

Indian operations : 125 crores

Worldwide : 2.5 billion US dollars

METZELER INDIA

PRODUCTS AND TECHNOLOGIES

As a full service supplier of complete sealing systems to international OEMs, Metzeler

Automotive Profile Systems is in control of the complete development and production
process. From the development of material, prototyping, tooling, testing and
simulation to mixing, extrusion and finishing – all these process steps are conducted
directly at CSA. This ensures consistent and failure free processes and at the end, a
safety functioning product.

SEALING SYSTEMS - Flexible connection between the doors and passenger

compartment and between the trunk lid and body protect the interior of a vehicle
against the effect of weather and dust. Sealing systems guide the door window panes
precisely and the low friction. They ensure sealing efficiency even at max speed.
Sealing systems contribute toward a reduction of the drag coefficient and toward min
wind noise. They meet exact design requirement of specific car types with regard to

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shape and surface of materials. Our sealing systems can be mounted quickly and easily
and they provide smooth functioning of doors, windows hood, tailgate and sliding
roofs. The product group rubber sheeting and compounds is also part of the sealing
systems unit of Metzeler.

WIRE CARRIER - This special product is used as a metal carrier in a number of

applications such as car door seals, crash helmets, car seats and motor bike shields.
Used in car seals, our wire carriers are designed to provide optimum seal quality and
flexibility as well as weight reduction.

STAMPED METAL - The use of this product is similar to wire carrier, with similar
application. This product is to provide the optimum strength and flexibility and helps to
retain the seal on the body profile.

MANUFACTURING FACILITY

► Two intermix of 45.6 Ltr. Capacity

► One Banbury mixer with 86 Ltr. Capacity with auto loading of cartan, Caco3 and
process oil and semi auto chemical weighing.

► 4 dual durometer extrusion lines, well equipped with Flocked/coating

► 4 single durometer extrusion lines

► Wire carrier unit

► 90 Pneumatic transfer presses

► 110 hydraulic transfer presses (15-25 ton capacity)

► 7 injection molding presses

► Power lack up of 3450 kva

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► MTD stations

► Effluent treatment plant

► Utilities like chiller, compressor, cooling tower etc.

► Mfg. Pro/ERP, Lotus, Notes, Internet Facilities.

► Compound testing & product test lab well equipped with reheometer (02)
viscometer,
UTM. & Microscope.

DESIGN FACILITY

Metzeler India has latest CAD (Computer Aided Design) and FEA (Finite Element
Analysis) facility to undertake design of static and dynamic seals for all automotive
applications. It uses top end CATIA stations to design seals for carmakers and 2D, 3D
mechanical drawings .Surface modifying, solid modeling, corner mould design,
extrusion die design etc. It has global support for virtual methods/techniques such as
CAD and FEA (Finite Element Analysis), rapid prototyping digital mockups (DMU)
and simulations.

Metzeler India has access to state of art testing facilities to conduct durability.
acoustics/wind tunnel and other tests on rapid prototyped components to know before
hand the performance of future products.

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VISION 2009 AD

► Be the largest manufacturer of best quality automotive sealing systems in India.

► Be the first choice company to our employees, customers, shareholders and

suppliers.

► Be the clean and green company safeguarding the interest of stakeholders.

► Be the zero accident company.

MISSION

Provide innovative and cost effective solutions exceeding the continuously increasing
expectations of the global automotive industry by manufacturing world class quality
components having best of human resources safe and environment friendly and
manufacturing facility.

CORE VALUES

► Integrity

► Excellence

► Mutual respect

► Learning and growing opportunity

► Transparency

► Openness

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QUALITY, SAFETY, HEALTH & ENVIRONMENT
(QSHE) POLICY & OBJECTIVE

Policy

Metzeler Automotive Profile India Pvt. Ltd. Design develops, manufacture & supply
rubber sealing to automotive OEM car manufacturing industries. Company in
committed to implement, maintain & continually improve.

► Quality management system to achieve customer’s satisfaction both in quality and

value.

► Environmental management system to ensure prevention of pollution by adopting

and
Upgrading the operations that have minimal environmental impact

► Occupation health and safety management system to reduce occupational health and
safety risk and hazards related to its employees and interested parties

► To comply or exceed applicable legal requirements & other requirements to which

the
Organization subscribed which relates to its environmental aspects

Objectives

► Continuous reduction in cost of quality by improving operational efficiency

► To promote cross-functional team approach throughout the organization for

Continuous improvement

► Enhance employee awareness, involvement & motivation through necessary

Information, instruction & training

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► Identification & control of improvement points related to employees, management
Process, occupational health & safety through regular assessment

► Minimum hazardous material reduction in industrial waste & potential risk of illness
& accidents to its employees

► Ongoing up gradations of QSHE management system by adhering to customers,

social
Expectations, applicable legislation & other requirements that company subscribe.

ACHIEVEMENTS

►QUALITY CERTIFICATION: ISO/TS – 16949, ISO-14001 OHSAS-18001.

2001 ► BEST HR PRACTICE NATIONAL AWARD (2nd BEST IN INDIA).

2002 ► MERIT AWARD OF QUALITY CIRCLE AT QC INTERNATIONAL

CONVENTION IN INDIA .

2003 ►AWARD FOR SUPERIOR PERFORMANCE THROUGH KAIZEN.

2004 ►AWARD OF HONOUR FOR PROMOTING QUALITY CIRCLE FROM

QCFI.

2005 ►EXCELLENT AWARD FOR QUALITY CIRCLE NATIONAL

CONVENTION.

2005 ►MARUTI SUZUKI “KAIZEN AWARD” .

2006 ►QUALITY AWARD FOR TKM BEST SUPPLIER.

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2006 ►DELPHI AWARDED METZELER FOR TOP 4 SUPPLIERS.

2006 ►ALLIANCE SUPPLIER EVALUATION SYSTEM ‘B’ GRADE

CERTIFICATION FROM RENAULT- NISSAN.

2007 ►EXCELLENT AWARD FOR QC NATIONAL CONVENTION.

2007 ►AUTO MONITOR- AWARD FOR BEST HUMAN RESOURCE INTIATIVE

OF THE YEAR (Partners In Progress).

2008 ► FORD Q1 CERTIFICATE

2008 ►INSSAN FIRST PRIZE FOR “BEST PRACTICES IN EMPLOYEES

INVOLVEMENT” (Partners In Progress).

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INTRODUCTION

1) BACKGROUND OF THE STUDY

As Human Resources are the most important asset for the organization. Employee’s
decisions and performance depends on their perception about the work culture,
communication system, working conditions, e.t.c in their organization. In today’s
competitive world it has become very important for the organization to retain the
human resources so it has become important for the organizations to know and change
the negative perception of their employees.
The topic of the project “EMPLOYEES PERCEPTION ABOUT THEIR
ORGANIZATION” was assigned to me by the organization. I felt proud to work on
this project as it gave me practical knowledge and real insight on the topic.

2) RATIONALE OF THE STUDY

The reasons as to why I choose to do the project on employee’s perception were:

o This is one of the most important topics in the field of Human Resource
Management.
o To have an in depth understanding of the factor this determines the employee’s
perception about their organization.
o Perception of employees is linked to the performance of the organization.
o Perception of employees has negative relationship with attrition rate .if
perception of employees in the organization is positive then there will be lower
attrition rate.

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3) THE SCOPE
The scope of the project can be subdivided in two perspectives i.e for me as an
individual and for the organization MAPS(INDIA).

For Me As An Individual
Through this project it was a great opportunity for me to learn about the topic
Perception. Perception is a very important matter of concern in Human Resource.
During this project I had the opportunity to interact with the dynamic managers,
employees and workmen. They shared their views, HR practices (star performer,
kaizen, partners in progress etc) which are being followed in the organization along
with their perception about the organization based on various dimensions. I also learned
what are the consequences of perception in an organization

For The Organization

As we know that the performance of an organization and performance of its employees
depends on the perception of its employees. The scope of this project for the
organization is to keep a check on its attrition rate and increase employee’s
engagement. As I have find out the reasons for negative perception of employees in the
organization , working on which organization can change the perception of employees
in the organization.

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OBJECTIVES OF THE STUDY
The main objective of my study is to know the perception of employees at MAPS for
their organization based on six factors.

Other objectives of my study were:

To know the causes and reasons of negative and positive perception of employees in
the organization.
To suggest how negative perception can be changed to positive perception.

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 LITER
ATURE REVIEW:

HUMAN RESOUECE MANAGEMENT ISSUES

People are our greatest asset is a mantra that companies have been chanting for years.
But only a few companies have started putting Human Resource Management Systems
in place that support this philosophy. There are a number of challenges in the Indian
industry which require the serious attention of HR managers to, ‘find the right
candidate’ and build ‘ a conducive work environment’ which will be beneficial for the
employees, as well as the organization. The industry is already under stress on account
of persistent problems such as attrition, confidentiality, and loyalty. Other problems are
managing people, motivation to adopt new technology changes, recruitment and
training, performance management, development and compensation management. With
these challenges it is timely for organizations to rethink the ways manage their people.
Managing HR in the knowledge based industry is a significant challenge for HR
managers as it involves a multi task responsibility. In the present scenario, HR
managers perform a variety of responsibility. Earlier their role was confined to
administrative functions like managing manpower requirements and maintaining rolls
for the organizations. Now it is more strategic as per the demands of the industry.

MANAGING PEOPLE

In view of the industry dynamics, in the current times, there is a greater demand for
knowledge workers. Resumes abound, yet companies frequently search for the people
who can make a difference to the business. Often talented professionals enjoy high
bargaining power due to their knowledge and skills in hand. The attitude is different for
those who are taking up responsibilities at a lesser age and experience. These factors
have resulted in the clear shift in approach to individualized career management from
organization career commitment.

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MOTIVATING THE WORKFORCE

As the competition is growing rapidly in the global market, a technological edge

supported by a talent pool has become a crucial factor for survival in the market.
Naturally, as a result every organization gives top priority to technology advancement
programs. HR managers are now performing the role of motivators for their knowledge
worker to adopt new changes.

COMPETENCY DEVELOPMENT

Human capital is a real asset for any organization, and this makes the HR role
important in recruiting, managing, retaining the best. The HR department has a clear
role in this process and determines the success tempo of any organization. An urgent
priority for most of the organization is to have an innovative and competent HR pool,
sound in HR management practices with strong business knowledge.

RECRUITMENT AND TRAINING

Recruitment has become a major function from an imperative sub system in HR,
particularly in the industry.HR managers play a vital role in creating assets for the
organization in the form of quality manpower. Attractive new talent also is the top
priority for software companys, but less so for smaller companies. Another challenge
for HR managers is to put systems in place to make the people a perfect fit for the job.
Skill redundancy is fast in the industry. To overcome this problem, organizations give
the utmost priority to training and skill enhancement programs on a continuous basis.
Many companies are providing technical training to the employees on a quarterly basis.
These trainings are quiet useful also in terms of providing security to the employees.

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THE TRUST FACTOR

Low levels of trust inhibit tacit knowledge sharing in the knowledge based industry. It
is essential that our company takes more initiative to improve the security levels of the
employees.

WORK LIFE BALANCE FACTOR

Another dimension to the challenges faced by our company is the growing pace of
talent acquisition. This aspect creates with it the challenge of a smother assimilation
and culture binding of the new comers into the organization fold. The pressure of
delivering the best of quality services in a reduced time frame calls for ensuring that
employees maintain a work life balance

ATTRITION/RETENTION OF THE TALENT POOL

One of the toughest challenges for the HR managers in the industry is to deal with the
prevalent high attrition levels. Though there is an adequate supply of qualified staff at
entry level, there are huge gap in the middle and senior level management in the
industry. Further, the salary growth plan for each employee is not well defined. This
situation has resulted in increased levels of poaching and attrition between
organizations. The industry average attrition rate is 30-35 percent and could range up to
60 percent.

BRIDGING THE DEMAND SUPPLY GAP

HR managers have to bridge the gap between the demand and supply of professionals.
They have to maintain consistency in performance and have to keep the motivation
levels of employees high, despite the monotonous nature of work. The same also leads
to recurring training costs. Inconsistent performance directly affects revenues.
Dwindling motivation levels lead to a loss of interest in the job and a higher number of
errors.

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PERCEPTION
In an organization perception plays a big role. When an employee believes something
he/she feels is true he /she behaves accordingly and that plays a big role in
environment of the organization and becomes the determinant of the attitude of
employees .

For an organization employee’s perception is the reality as it is present in every

organization and affects the future and working of the organization.

Dealing with the question “what is perception?” It can be defined as “a process by

which individuals select, organize and interpret their sensory impressions, so as to give
meaning to their environment.” Perception has been defined by many psychologist and
management gurus. Some of them defned perception as given below:

According to Udai Pareek “perception can be defined as the process of receiving,

selecting, organizing, interpreting, checking and reacting to sensory stimuli or data”.

Stephen P.Robbins defines perception as “a process by which individuals organize and

interpret their sensory impressions in order to give meaning to their environment”.

Fred Luthans opines that “perception is an important mediating cognitive process

through which persons make interpretation of stimulus or situation they are faced
with”.

Perception is a complex cognitive process and differs from person to person. People’s
behavior is influenced by their perception of reality, rather than the actual reality.

People’s individual differences and uniqueness are result of perceptual processes.

Perceptual process takes place between the situation and the behaviour .Perception
has its importance in understanding the organizational behaviour as other
psychological processes such as learning , motivation and personality gets affected
by the way one perceives the situations.
There is relationship between these sensations and perceptions. People familiarize
themselves with the world around them through there senses .It is there sensory
input ,which enables them to see ,hear or feel the sense in other objects .But mere
sensory data is not enough for the person to make sense in order to understand the
world around them . in comparison to sensation, perception is a much broader concept.
Process of perception involves receiving raw data from the senses and then filtering,

20
modifying the data completely through the process of cognition. The processes of
perception consist of various sub processes such as confrontation, registration,
interpretation and feedback.
Some examples of difference between sensation and perception are:
The same product may viewed by the inspector to be high quality and the customer
finds it of low quality. Therefore ,there may be marked difference between the
sensation and perception .That is why different people may have different perceptions
about same situation.

SUB-PROCESS OF PERCEPTION:

Perception is based on interaction among the persons situation. Therefore how we

interpret or gives meaning to it is based on his existing knowledge as well as several
other factors. The persons confirmation with the stimulus is the first sub process of
perception .The sensation may be occurring due to the total sensory stimulation,
physical or social-cultural environment .It represents the stimulus situation interacting
with the person . In addition to this, there are internal cognitive processes of
registration, interpretation, and feedback .During the registration phenomena, the
physiological ability to hear and see will affect perception.
The next sub process is interpretation: it is affected by various factors such as
motivation ,learning, and personality of the person .Therefore on the basis of past
experience person will interpret the situation .Further it is associated with the
feedback ,it could be pat on the back of the subordinate; raised salary ,promotion ,or
praise .The persons entire behaviour whether overt such as putting more hard work,
being more punctual or covert developing own attitudes ,values. prejudice towards the
other person depends on the feedback. The process of registration, interpretation and
,interpretation and feedback are complex processes occurring within the person which
constitutes of the first part ; the resulting behavior and the consequences of this
behaviour make up for final part.

Factors affecting perception

Different individuals may perceive the same thing differently. Difference may arise due
to factors associated with

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 • The perceiver :Attitude, Motives, Expectations etc.
• The situation : Time, Place etc.
• The target: Novelty, Background, Sound, size etc.

THEORIES OF PERCEPTION:

ATTRIBUTION THEORY:

This theory has been proposed to explain the ways we judge people differently
,depending on what meaning we attribute to a given behaviour. Basically the theory
suggests that when we observe an individuals behaviour we attempt to determine
whether it was internally or externally caused.
Internally caused behaviour is those that are believed to be under the personal control
of the individual.
Externally caused behaviour is seen as resulting from outside causes that is person is
seen having been forced into the behaviour by the situation .
That determination, however, depends largely on three factors:

1. DISTINCTIVENESS:
Refers to whether an individual displays different behavior in different situations that is
this behavior is unusual. If it is, behavior is likely to be attributed to the external
causes and behavior will probably be judged as internal.

2. CONSENSUS:
If everyone who is faced in a similar situation responds in the same way we can say that
behaviour shows consensus.
If consensus is high you would be expected to give an external attribution to the
employees behaviour whereas opposite behavior would be attributed to internal factors.

3. CONSISTENCY:
Refers to responding in a same way in a over time .The more consistent the behaviour
the more the observer is inclined to attribute it to internal causes.

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FUNDAMENTAL ATTRIBUTION ERROR:

That is when we make judgment about the behavior of other people we have a tendency
to underestimate the influence of external factors and overestimate the influence of
internal or personal factors:

Self serving bias:

There is a tendency for individuals to attribute there own success to internal factors
such as ability or effort while putting the blame for failure on external factors, Such as
luck.

SOCIAL IDENTITY THEORY:

The perceptual process is an interesting combination of our self perception and

perceptions of others. Increasingly experts around the world are discovering that how
we perceive the world are how we perceive the world depends on how we define
ourselves. The connection between self perception and perception of others is
explained through Social identity theory.
According to social identity theory, people maintain social by defining themselves
in terms of the group to which they belong and have an emotional attachment. For
instance someone might have a social identity as an Indian , a graduate of university of
Delhi and an employee at Infosys. Everyone engages in this social categorization
process because it helps to make sense where we fit in social world.

Along with social identity, people have a personal identity characteristics that make
them unique and distinct from people in any particular group .for instance a unusual
achievement that distinguishes you from other people typically becomes personal
identity personal identity refers to something about you as an individual without
reference to a larger group. By perceiving yourself to be employee of Infosys , you are
assigning characteristic to yourself that you believe is a characteristic of Infosys
employee in general.

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Social identity is a complex combination of many membership arranged in a hierarchy
of importance.
One factor determining the importance is how obvious Our membership is in the group.
We define ourselves by our genders ,race, age and other observable characteristics
because people can easily identify our membership in those groups.
Along with our demographic characteristics, groups status is typically an important on
our social identity. Most of us want to have positive self image ,so we identify with
groups that has higher status or respect.

Perceiving others through social identity:

Social identity theory explains more than just how we develop self perception –how we
perceive others. The social perception is influenced by three activities in the process
of forming and maintaining our social identity: categorization, homogenization,
differentiation.

Categorization : social identity is a comparative process and that comparison

begins by categorization people into distinct group. By viewing someone as Indian will
remove person’s individuality and instead see him or her as a protypical representative
of the group call Indian. This categorization allows you to distinguish Indians and
Chinese .

Homogenization: to simplify the comparison process, we tend to think that people

within each group are very similar to each other.

Differentiation: social identity fulfills our inherent needs to have a distinct and
positive identity –in other words , to feel unique and good about ourselves.

To summarize the social identity process explains how we perceive ourselves and other
people . we identify ourselves partly in terms of our membership in social groups. The
process makes our social world easier to understand and fulfills are innate need to feel
unique and positive about ourselves.

PERCEPTION AND DECISION MAKING:

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Individual in organization make decisions that is make choices from among two or
more alternatives .top manager for instance recognize there organization goals etc.
Making decision is not the sole province of manager ,non managerial employees also
make decision that effect there job and the organization for which they work.these
decision might include whether or not to come to work on any given day how much
effort to put forward once at work. In addition in increasing number of organizatiom in
recent years have been empowering there non managerial employees with job related
decision making authority that in the past was reserved for managers alone.
In decision making, therefore is an important part of organization behavior but how
individuals in organization make decisions and quality of there final choices are largely
influenced by the perception.

Decision making occurs as a reaction to a problem so the awareness that the problem
exists and decision needs to be made is a perceptual issue. Moreover every decision
requires interpretation, evaluation of data. Which data are relevant to decisions and
which are not the perception of decision maker will answer such question.

Individual perception is not based on the way there external Environment actually is,
rather, or what they see or believe it to be. it is employees perception of the situation
that becomes the basis for his or her behavior. The employee who perceives is or her
supervisor has a hurdle reducer who helps him or her do a better job and the employee
who sees a same supervisor has big brother closely monitoring every motion will differ
in there behavioral responses to there supervisor. The difference has nothing to do with
the reality of the supervisor but the difference in employees behavior is due to different
perception.

What individual perceives from there work situation will influence there productivity
more than will the situation itself. Therefore , to be able to influence productivity it is
necessary to access how workers perceive there jobs. Absenteeism, turnover and job
satisfaction are also reaction to the individual perception. Failure to deal with
differences when individuals perceive the job in negative terms will result in increase
absenteeism and turnover and lower job satisfaction.

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Factors affecting perception:
Factors that influence perception, perceive and situation all these factors are of two
kinds:

• Internal(endogenous )factors
• External (exogenous) factors

Internal factors:
These factors reside in person concerned these includes:
Needs and Desires: individual perception about stimuli is influenced by interlay,
his needs and desires at that time.
Personality: This affects what is attended or perceived in the given situation.
Experience: while one’s successful experience enhances his or her perspective
ability failure erodes his or her self confidence.

External factors:
External factors relate to what is to be perceived and situation these are:
Size : principle of size says that larger the object the more is the probability that it is
perceived size attracts the attention of the individual. Size establishes the dominances
and enhances perceptual selection. E.g. Full page attracts more attention than a few
lines in a classified section.
Intensity : principle of attention states that more intense this stimuli the more likely
it is to be perceived eg. A loud noise or a strong odour will be noticed more than a soft
sound and a weak odour.
Frequency: the repetition principle states that a repeated external stimulus is more
attention getting than a single on it is for this reason that advertisers go for repetition
advertising to gain the customers attention to there product.
Contrast : as per the contrast principle which stands out against the background will
receive more attention . for eg plant safety signs with black lettering on a yellow
background are more attention attracting.

26
Status: people with high status often exerts more influence on the perception of the
individual as compared to those holding low status.
Movement : movement principle states that people pay more attention to moving
object than the stationery one. For eg: people will be more attracted by a running train
than one standing at the platform.

27
METHODOLOGY
An empirical study was conducted to know the employee’s perception about the
MAPS, the company they work in. The research was conducted at all the three units of
MAPS i.e at Sahibabad, Gurgaon and Dharuhera. The whole research was based on the
primary data collected and random sampling technique was used by visiting
personally to the staff members and shop floor operators.

A sample of 80% of the staff members was taken which constituted a group of 130
employees who were invited from all the three plants of the company. Using the 6
factor EPS (Employees Perception Scale) a structured questionnaire was designed.
Questionnaire was translated in Hindi for the convenience of shop floor operators.
Observation, interviews and brainstorming were tools which complimented the
questionnaire.

A Likert 5-point scale of strongly agree, agree, neutral, disagree and strongly disagree
was used to answer the question/scale of the questionnaire. In analysis of the data
collected the final results are in the terms of positive perception, neutral perception and
negative perception. Positive perception is obtained by strongly agree and agree
options, neutral by neither agree nor disagree and negative perception by disagree and
disagree scales of the Likert 5-point scale.

28
SIX FACTORS OF EMPLOYEES PERCEPTION SCALE
(EPS):

The six EPS/survey Criterion for implementation of EPS Question items of

variables in an organization
employee perception
survey
1. confidence and 1. Pride Q1. Working for
trust in the organization gives me
organization (CTO) pride?
Q3. Company values for
2. Supplier status
my safety and care for
my well being?
Q4. The customer can
3. Customer satisfaction. rely on company for
outstanding quality,
service and value?
Q9. Company attracts
4. Resource management.
and retains outstanding
employees?
Q13. You understand the
5. Physical working condition value and principle that
guide an organization?
Q16. Company has
sufficient opportunity to
6. Value system grow its business?
Q11. Company has
reached preferred
supplier status?
7. leadership and vision.
Q15. Employees enjoy
working at Metzeler?

29
2. Interest in the 1. Time management. Q6. Management
employees respects employee’s time
future(IEF) and helps in managing
time effectively?
Q14. Company has
2. Training and education and
winning strategy in its
learning activities.
training?

3. Teaching 1. Positive attitude towards work Q2. Problem at

employees to solve organization is my
problem (TESP) problem?
4. communicating 1. Information and analysis. Q7. The company
information and provides me with
needs in the information I need to
organization make good decision?
(CINO) Q8. In organization we
2. Structure and procedure. keep organization
structure simple by
keeping small teams?
Q5. The company

3. Proper feedback and response listens well and responds

quickly to my feedback?

30
5. Actively seeking 1. Determining improvement Q17. What are the 2
projects.
for employees ideas things you would like to
and opinions change in your
(ASIO) organization to make it a
better working place?

2. Performance measures. Q12. Employees give

enthusiastic referrals for
the company?
Q18. Company has
effective and successful
strategy for its growth?
6. Recognising 1. Competent project teams. Q10. Employees are
employees fairly rewarded for their
involvement and contribution and loyalty
2. Performance rewards.
accomplishments towards the company’s
(REIA) long term success?
3. Trust.

31
Data Analysis

32
FACTOR BASED DATA:

1. CONFIDENCE AND TRUST IN THE

ORGANISATION INCLUDES:

SNO. SUB-FACTOR SA A NAD D SD

1.a pride in working No. 47 77 3 3 0
% 36.15 59.25 2.30% 2.30% 0%
% %
1.b Good physical working No. 33 81 9 3 4
condition % 25.38 62.32 6.93% 2.30% 3.08%
% %
1.c Customer satisfaction No. 36 72 21 0 1
% 27.67 55.38 16.15 0% 0.76%
% % %
1.d value system of the No. 47 77 5 1 0
organization % 36.15 59.25 3.87% 0.76% 0%
% %
1.e Supplier status of the No. 20 60 22 22 6
organization % 15.39 46.15 16.83 16.83 4.60%
% % % %
1.f Company retains good No. 34 73 18 5 0
employees % 26.14 56.15 13.84 3.87% 0%
% % %

33
 PRIDE CUSTOMER
2%
SATISFACTION
0%
0%
2%
16% 1%
SA
37% 28% SA
A
A
D
NAD
SD D
59%
NAD SD
55%
Employees feel pride working in MAP. Customer satisfaction is high.

PHYSICAL RETENTION
WORKING
4%
CONDITION
3% 14%
0%
26%
SA
2%
SA A
7% 25%
A NAD
NAD D
D SD
SD
63% 56%
Good working condition. Retention of good employees in the organization

34
 SUPPLIER STATUS
V A LU E SYSTEM
5%
1% 15%
17%
4% 0% SA
SA
36% A A
N AD NAD
D
D 17%
SD
59% SD
46%

Belief in the value system of the MAPS has reached Preferred supplier
Organization. Status.

PERCEPTION TOWARDS THE FACTOR “CONFIDENCE

AND TRUST IN THE ORGANISATION” FOR MAPS:

35
 CONFIDENCE AND TRUST IN
ORGANISATION

NP
N 5%
10%

PP
N
NP

PP
85%

2. COMPANY’S INTEREST IN EMPLOYEES FUTURE

(IEF) CONSTITUTES OF:

36
 Sno. Sub-factor SA A NAD D SD
2.a Training programs No. 22 79 20 8 1
% 16.93% 60.76% 15.38% 6.15% 0.76%
2.b Time management No. 30 83 9 4 4
% 23.07% 63.84% 6.93% 3.08% 3.08%

TIME TRAINING
MANAGEMENT
3%
7% 6%1%
3% 17%
15%
SA SA
23% A A
NAD NAD
D D
SD SD
64%
61%
Management values employees time Perception of training programs.

PERCEPTION ABOUT “COMPANY’S INTEREST IN

EMPLOYEES FUTURE” FACTOR OF THE MAPS:

37
 INTEREST IN EMPLOYEES FUTURE
NP
N 6%
11%

PP
N
NP

PP
83%

3.TEACHING EMPLOYEES TO SOLVE PROBLEM

(TESP):

38
SNO. SUB - FACTOR SA A NAD D SD
3.a Positive attitude towards No. 60 47 10 5 8
work and problem % 46.15 36.15 7.69 3.84 6.15%
% % % %

PROBLEM
SOLVING
4% 6%
8% SA
A
46%
NAD
D
36% SD

Making everybody part of the problem

PERCEPTION OF EMPLOYEES ABOUT THIS FACTOR

IN MAPS

TEACHING
EMPLOYEES TO
SOLVE PROBLEM
10%

8%
pp
n
np

82%

4. COMMUNICATING INFORMATION AND NEEDS IN

ORGANISATION (CINO) INCLUDES:

39
SNO. SUB – FACTOR SA A NAD D SD
4.a Providing information No. 30 82 10 3 5
% 23.07 63.07 7.69 2.30% 3.87%
% % %
4.b Giving Feedback to No. 36 73 11 5 5
employees % 27.69 56.15 8.46 3.85% 3.85%
% % %
4.c Structure of organization No. 25 57 10 28 10
and working in team % 19.24 43.84 7.69 21.54 7.69%
% % % %

FEEDBACK
INFORMATION
9%
4%4% 8%2%
4%
23% SA
27% SA
A
A
NAD NAD
D
D
SD
SD
56%
63%
Responding to feedbacks given by employees. Providing information to employees
for good decision making.

40
 TEAMWORK

8%
19%

SA
21%
A
NAD
D
8% SD

44%
Simple structure of the organization and team spirit.

PERCEPTION OF EMPLOYEES TOWARDS THE

FACTOR AT MAPS:

COMMUNICATING
INFORMATION AND NEEDS TO
EMPLOYEES
NP
14%
N
9%
PP
N
NP

PP
77%

41
5. ACTIVELY SEEKING FOR EMPLOYEES IDEA AND
OPINIONS (ASIO) INCLUDES:

SNO. SUB –FACTOR SA A NAD D SD

5.a Referrals by employees No. 23 79 22 3 3
% 17.87% 60.76% 16.82% 2.30% 2.30%

REFRRALS
2%

17% 2%
18%
SA
A
NAD
D
SD

61%
Seeking active referrals from employees .

PERCEPTION OF EMPLOYEES IN REGARD ASIO IS:

ACTIVELY SEEKING FOR

EMPLOYEES IDEAS AND
OPINIONS
NP
N 4%
17%

PP
N
NP

PP
79%

42
6. RECOGNISING EMPLOYEES INVOLVEMENT AND
ACCOMPLISHMENT:

SNO. SUB –FACTOR SA A NAD D SD

5.a Employees are fairly No. 31 80 10 5 4
rewarded % 23.84 61.54 7.69 3.85 3.08%
% % % %

REWARDS

4% 3%
8% 24%
SA
A
NAD
D
SD

61%

Employees are fairly rewarded for contribution and achievement.

PERCEPTION OF EMPLOYEES AT MAPS:

43
 REWARD AND
RECOGNITION SYSTEM

7%
8%

PP
N
NP

85%

LOCATION BASED PERCEPTION OF EMPLOYEES

1) PERCEPTION OF EMPLOYEES AT SAHIBABAD UNIT OF

MAPS (INDIA):

OVERALL PERCEPTION OF
EMPLOYEES AT SAHIBABAD
PLANT
2%
10% 2%
26% SA
A
NAD
D
SD
60%

44
 TOTAL PERCEPTION OF
EMPLOYEE AT SAHIBABAD
PLANT

4%
10%

pp
n
np

86%

Reasons for positive perception at Sahibabad unit:

 Implementation of partners in progress (12%).
 Kaizen & star performer concept (9%).
 Increased market share and expansion of business due to global presence (86%).
 Good leadership and effective management (16%).

Reasons for negative perception at Sahibabad plant:

 Communication gap (17%).
 Team work (16%).
 Training program (13%).
 Cooperation and respect among employees (13%).

45
2) PERCEPTION OF EMPLOYEES AT GURGAON UNIT:

EMPLOYEESPERCEPTION
ATGURGAONPLANT

6% 4%

pp
n
np

90%

Reason for positive perception at this loction:

 Talented staff(37%).

46
Reasons for negative perception:
 Lack of team spirit(37%).
 Communication gap: no timely action(28%).

3) PERCEPTION OF EMPLOYEES AT DHARUHERA

PLANT:

PERCEPTION OF EMPLOYEES
AT DHARUHERA PLANT

6% 2%
7%

SA
38%
A
NAD
D
SD
47%

47
 PERCEPTION AT
DHARUHERA PLANT

8%
7%

PP
N
NP

85%

Reasons for positive perception at Dharuhera plant:

 Confidence in company’s strategies and future growth (82%)

 New projects taken and increasing sales and production (42%).
 Promotion of operators to staff-enhanced self esteem.
 Lot of new recruitments.

Negative perception at this plant:

 Unstable workforce.
 Canteen facility (41%).
 Housekeeping and physical working condition (16%).

48
4) PERCEPTION OF SHOP FLOOR OPERATORS AT
SAHIBABAD PLANT:

PERCEPTION OF SHOPFLOOR
OPERATERS

3%
10%
SA
8%
A
46% NAD
D
SD
33%

49
 PERCEPTION OF SHOPFLOOR
OPERATORS

13%

8%
PP
N
NP

79%

Positive Perception of operators at Sahibabad plant:

 Expansion of the business of MAPS : it has managed to grow from

one plant to 3 plants(30%).
 Good financial condition of the company(10%).
 Hard working and committed employees(12%).
 Increasing sales (27%).

Negative Perception of operators at Sahibabad plant

 Canteen facility- Quality of food(15%).
 Need better maintenance of existing machines, tools and
system(15%).
 long break time to casual workers(22%).

50
PERCEPTION OF EMPLOYEES AT MAPS (INDIA).

BASIS OF PERCEPTION-EMPLOYEES PERCEPTION

CONFIDENCE
SCALE (EPS): AND TRUST IN
ORGANISATION

RECOGNIZING
EMPLOYEES INTEREST IN
INVOLVEMENT
AND
EMPLOYEES
ACCOMPLISHMEN FUTURE
T

PERCEPTION OF
EMPLOYEES AT
MAPS(INDIA)

ACTIVELY TEACHING
SEEKING IDEAS EMPLOYEES TO
AND OPINIONS SOLVE
OF EMPLOYEES PROBLEM

COMMUNICATIN
G INFORMATION
AND NEEDS IN
ORGANISATION
51
RESULTS:

POSITIVE PERCEPTION AT MAPS (INDIA):

52
 POSITIV E PERCEPTION OF EM PLOYEES ABOUT
ORGANISATION AT M APS

92%
90%
90%

88%
86%
86% 85% 85%

84%

82%

80% 79%

78%

76%

74%

72%
GUR GA ON SA HIB A B A D DHA R UHER A OPER A TOR S M A PS

NEGATIVE PERCEPTION AT MAPS (INDIA):

53
 NEGAT IV E PERCEPT ION OF EM PL OYEES ABOUT
ORGANISA T ION AT M APS

14% 13%
12%
10%
PERCENTAGE

8%
8% 7%
6% 4% 4%
4%
2%
0%

PS
S
N

A
AD

OR
ER
AO

MA
AB

UH

T
RG

RA
IB

AR
GU
H

PE
SA

DH

NUETRAL PERCEPTION AT MAPS (INDIA)

54
 NUETRAL PERCEPTION OF EM PLOYEES AT M APS(INDIA)

12%
10%
10%
8% 8%
PERCENTAGE

8% 7%
6%
6%

4%

2%

0%

S
RS
N

A
AD

AP
ER
AO

TO
AB

M
UH
G

RA
UR
IB

AR
H

PE
G
SA

DH

FINDING FROM THE STUDY

55
From the study it can be concluded that at MAPS (INDIA) most of the employees are
having positive perception towards the organization on the basis of six factors of
EMPLOYEE PERCEPTION SCALE (EPS). Only 7% perceives negatively while 85%
perceives positively about the organization. On an average 8% of employees hold
neutral perception for the organization.

These are the major findings:

1) Employees in MAPS have negative perception about being preferred

supplier but they still believe that organization will grow and
prosper in the future.
2) Proper training needs are to be identified and more technical and

behavioral training programs are to be conducted.

3) Employee’s perception about customer satisfaction is very high i.e.

about 83% though they believe that they are not the preferred
suppliers.
4) Employee’s perception towards teamwork and organization structure

is negative i.e. about 29% holds negative perception for the team
spirit.

LIMITATION:

56
1. Non- inclusion of some employees due to shift problem.

2. Reluctant behavior of employees to give true feedback due to

busy schedule.

3. Biased feedback by some employees.

RECOMMENDATIONS

57
 More effective communication system reducing the communication
gap (Response to feedback)
 Consideration of good and innovative ideas and suggestion from
employees.
 More effective and stable long term planning.

 Improving motivation level through presentations, workshops and

seminars.
 More frequent non monetary rewards for good performance and
achievements.
 Right training for right person.
 Increase team spirit among employees. and conduct more team

building exercise.
 Providing conveyance to employees to the company.

58
ANNEXURES

59
ENGLISH QUESTIONNAIRE

OPENING LETTER

Dear Sir/Mam,
We invite your participation in this organizational survey on ‘employee
perception about the organization-MAPS’. This questionnaire is an
integral part of the survey which will help us identify the views of both
staff and operators on the above mentioned topic. Through this
questionnaire we hope to compare the theory and on- ground reality behind
such concept.
The questionnaire should take about 6-7 minutes to complete. We therefore
request you to spare few minutes of your precious time to complete the
questionnaire.
The information provided by you will be treated as confidential.

Yours sincerely
NALINI PANJWANI
POOJA MAHALAWAT

QUESTIONNAIRE

60
 FOR STAFF OF METZELER AUTOMOTIVE PROFILE INDIA PVT. LTD.

Guidelines:
1. Please answer all the questions.
2. Tick mark only one suitable answer.
3. In the following questionnaire SA:-Strongly agree
A: - Agree
NAD:-Neither agrees nor disagrees
D: - Disagree
SD: - Strongly disagree

NAME (optional):
DESIGNATION:

Sno. Question SA A NAD D SD

1 Working for Metzeler gives me pride?
2 Problem at Metzeler is my problem?
3 The company values my safety and care for my well
being?
4 The customer can rely on company for outstanding
quality, service and value?
5 The company listens well and responds quickly to my
feedback?
6 Management respects my time and helps me manage
my time effectively.
7 The company provides me with information I need to
make good decision.
8 At Metzeler we keep organizational structure simple
by keeping small teams.
9 Company attracts and retains outstanding employees?
10 People are fairly rewarded for the contribution and
loyalty towards the company’s long term success.
11 Metzeler has reached preferred supplier status?
12 I provide enthusiastic referrals to the company?
13 I understand the value and principle that guide
Metzeler?
14 The company has winning strategy in its training?
15 Do you enjoy working at Metzeler?

61
Qno. 16:- In your opinion, do you think Metzeler has sufficient opportunities to grow
its business? Support your answer with reason.

Qno. 17:- What are the two things in METZELER you would like to change to make it
a better working place.

Qno.18:- Do you think Metzeler management has effective and successful strategy for
its growth? Give at least two examples.

Descriptive Information
Qno19. How long have you been an employee of the company?
• Less than one year

• One to five year

• Five to ten year

• Ten years or more

62
Qno20. At what location do you work?
• Sahibabad

• Dharuhera

• Gurgaon

Thank you for your time in completing the questionnaire.

Employees perception survey, 2009 x

HINDI QUESTIONNAIRE

ip/ya saaiqayaao ,

Aapsao AnauraoQa hO kI Aap Apnao vyast samaya

sao kuC va@t inakala kr inamnailaiKt ivaklpao ko
AaQaar pr p/SnaavalaI pUrI kr do.Aapko Wara dI
gayaI saUcanaa gaaopnaIya rKI jaaegaI.

63
 naama ( vaOkilpk ) :
ivaBaaga :

inad-oSa :
saBaI p/Snaao ko ]<ar donaa Apoixat hO.
kovala ek hI ]<ar pr icanh lagaae.
Jsa p/SnaavalaI mao inamnailaiKt ivaklpao ko
AaQaar pr AapkI QaarNaa kao samaJaa jaaegaa.
ivaklp :
 PaUNa-t: sahmat : 1
 sahmat : 2
 kaoJ- ivacaar nahI : 3
 Asahmat : 4
 PaUNa-t: Asahmat : 5

kRPyaa inamnailaiKt p/Snaao ko ]<ar doM :

k/Mmaa p/Sna 1 2 3 4 5
k
p/Sna : maOPsa ko ilayao kama krnao
mao kma-caairyaao kao gava-
haota hO .
p/Sna : maOPsa kI samasyaa maorI
samasyaa hO .
p/Sna : maOPsa kma-caairyaao kI
saurxaa AaOr doKBaala kao
mah<avapUUUNa- maanatI hO.
p/Sna : ga/ahk kMpnaI kI gauNavata
,saovaa AaOr isaMwatao pr
Baraosaa kr sakta hO.
p/Sna : kMpnaI maoro sauJaava kao
mah<avapUUUNa- maanatI hO .
p/Sna : maOPsa maoro samaya ka
sammaana krta hO AaOr
mauJao p/BaavaI ZMga sao

64
 Apnao samaya ko p/baMQana
maoM madd krta hO.
p/Sna : kMpnaI Wara dI gaJ- jaanakarI
mauJao AcCa inaNa-ya laonao
maoM madd krtI hO .
p/Sna : maOPsa CaoTI TImaoM rKkr
saMgazna saMrcanaa kao
saaQaarNa rKtI hO.
p/Sna : kMpnaI AcCo va maohnatI kma-
caarIyaaoM kao barkrar rKtI hO.
p/Sna : kMpnaI BaivaYya maoM
lambaoM samaya kI saflata ko
ilayao inaYzapUNa- AacarNa
AaOr yaaogadana ko ilayao
kma-McaarIyaaMo kao purskRt
krtI hO.
p/Sna : maOPsa pMsadIda saPlaayar str
pr ph^uca gayaI hO.
p/Sna : Aap ApnaI kMMMpnaI ko ilae ]
%saahSaIla saMd-Ba doto hO.
p/Sna : kma-caarI maOPsa ko
isaMwataoM eMvama maUlyaao
kao samaJata hO.
p/Sna : kma-caarI kMMMpnaI kI
p/iSaxaNa rNanaIit kao
samaJata hO.
p/Sna : Aapkao ApnaI kMMMpnaI maoM
kaya- krnao mao Aannad Aata
hO.

p/Sna : @yaa Aap ko ivacaar mao yah kMMMpnaI ]

nnait ko pqa pr hO AaOr kOsao ?

p/Sna : kMMMpnaI kI kaOna saI dao icaja,o Aap

badlanaa caahoMgao ?

65
p/Sna : @yaa Aap ko ivacaar mao maOPsa kI
naIityaa p/BaavaSaalaI va safla hO, ,, kOsao, ?

p/Sna : Aap iktnao samaya sao maOPsa maoM kama

kr rhoM hOM ?
 1 saala sao kma
 1 sao 5 saala
 5 sao 10 saala
 10 saala sao jyaada

Qanyavaad .

BIBLOGRAPHY:

 ORGANIZATIONAL BEHAVIOR-STEPHEN .P.ROBBINS.

 ORGANIZATIONAL BEHAVIOIR-LM PRASAD.
 ORGANIZTIONAL BEHAVIOR-S S KHAN.

66
  REASEARCH METHODS FOR BUSINESS STUDENTS-MARK
SAUNDERS, PHILIP LEWIS, ADRIAN THORNHILL.

WEBSITES:
 WWW.GOOGLE.COM (INTERNATIONAL JOURNAL OF
MANAGEMENT SCIENCEAND ENGINEERING MANAGEMENT,
VOL. 2 (2007) NO. 3, PP 229- 238)
 WWW.CITEHR.COM

67