Project On Mba

 

CHAPTER-I EFFECT OF TIME MANAGEMENT ON EMPLOYEE JOB PERFORMANCE 1.1 INTRODUCTION: Time Management:

Time is the resource used or employed in the process of achieving the organisation objective. Managing this time resource or “ Time Management” which is defined by the Oxford Dictionary as “the way in which one organizes and how one spends time”;

The aim of managing time is to spend this time resource doing the things that help to achieve these set goals and the things that are personally and/or business-wise  prioritised and valued. Every Ever y organisation has been setup for the purpose purpos e of achieving achi eving a set objective whether for profit or non profit. In order to achieve this objective, the organization has to engage the services of set of people otherwise called the management, to manage the financial and material resources at their disposal within a set time frame. This set time frame is usually limited to 12 calendar months after which the management is expected to report how much achievement has been obtained. The aim of this research is to identify what Time Management is, problems that necessitated management of time, the aims and objectives of managing time and what the consequence and benefits of managing time mean to an organisation. Scope shall be limited to the organisational attempt to utilize resources at its disposal using Time Management process or practices. Managing the time effectively requires a distinction between what is important and what is urgent(MacKenzie, 1990).Experts agree that the most important tasks usually aren’t the most urgent tasks. However, we tend to let the urgent dominate our lives.

Covey et al., (1994)categorize our activities into four quadrants in their Time Management Matrix: urgent, not urgent, important and not important. Effective Time Management has become increasingly important for managers as they seek to accomplish objectives in today's organizations, which have been restructured for efficiency while employing fewer people. Managers can improve their ability to manage time effectively by examining their attitudes toward time, analyzing timewasting behaviours, and developing better Time Management skills. Managers can 1

 

improve their performance and promotion potential with more effective time utilization, through Time Management program to learning Strategies for improving the Time Management skills. Time Management includes: i.Effective Planning ii.Setting goals and objectives iii. Setting Setting deadlines iv.Delegation of responsibilities v.Prioritizing activities as per their importance vi.Spending the right time on the right activity  

Effective Planning

Plan your day well in advance. Prepare a To Do List or a “TASK PLAN”. Jot down

the important activities that need to be done in a single day against the time that should be allocated to each activity. High Priority work should come on top followed  by those which do not need much of your importance at the moment. Complete  pending tasks one by one. Do not begin fresh work unless you have finished your  previous task. Tick the ones o nes you have already completed. Ensure you finish fin ish the tasks t asks within the stipulated time frame.  

Setting Goals and Objectives

Working without goals and targets in an organization would be similar to a situation where the captain of the ship loses his way in the sea. Yes, you would be lost. Set targets for yourself and make sure they are realistic ones and achievable.  

Setting Deadlines

Set deadlines for yourself and strive hard to complete tasks ahead of the deadlines. Do not wait for your superiors to ask you every time. Learn to take ownership of work. One person who can best set the deadlines is you yourself. Ask yourself how much

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time needs to be devoted to a particular task and for how many days. Use a planner to mark the important dates against the set deadlines.  

Delegation of Responsibilities

Learn to say “NO” at workplace. Don’t do everything on your own. There are other

 people as well. One should not n ot accept something which he knows is difficult for fo r him. The roles and responsibilities must be delegated as per interest and specialization of employees for them to finish tasks within deadlines. A person who does not have knowledge about something needs more time than someone who knows the work well.  

Prioritizing Tasks

Prioritize the tasks as per their importance and urgency. Know the difference between important and urgent work. Identify which tasks should be done within a day, which all should be done within a month and so on. Tasks which are most important should  be done earlier.  

Spending the right time on right activity

Develop the habit of doing the right thing at the right time. Work done at the wrong time is not of much use. Don’t waste a complete day on something which can be done

in an hour or so. Also keep some time separate for your personal calls or checking updates on Facebook or Twitter. After all human being is not a machine. For Effective Time Management one needs to be: Organized -  Avoid keeping stacks of file and heaps of paper at your workstation.

Throw what all you don’t need. Put important d ocuments in folders. Keep the files in

their respective drawers with labels on top of each file. It saves time which goes on unnecessary searching. Don’t misuse time

- Do not kill time by loitering or gossiping around. Concentrate on

your work and finish assignments on time. Remember your organization is not paying you for playing games on computer or peeping into other’s cubicles. First complete your work and then do whatever you feel like doing. Don’t wait till the last moment. 

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Job performance:

Job performance is the assessment of whether an employee has done their job well. It’s an individual evaluation—one measured based on a single person’s effort. Your

human resource department will usually manage the assessment, but job performance is a hugely important process to the entire company’s success.  That said, while individual job performance is important, it must not be confused with measuring the outcome of an their work. Job performance is simply the measurement of an employee’s behaviors. This is because the outcome of an individual’s role

depends on a variety of factors, from the economy to  company culture.  culture.  Human resource departments and individual supervisors should measure employee job  performance on regular basis. Ongoing measurement keeps team members on track and will help everyone identify areas for improvement. Let’s look deeper into the importance of measuring job performance, including what

to measure and how to do it effectively. Job performance assesses whether a person performs a job well. Job performance, studied academically as part of industrial and organizational psychology, also forms a  part of human resources management. Performance is an important criterion for organizational outcomes and success. John P. Campbell describes job performance as an individual-level variable, or something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national  performance, which are higher-level higher -level variables. Measuring Employees Job Performance:

Effective performance management is a year-round collaboration between employee and supervisor. This is the only way you can make adjustments and support each individual’s skills and goals. 

To measure job performance, employees should meet with their supervisors on a regular basis. Weekly and monthly meetings should cover upcoming projects, roadblocks and company goals. Quarterly and yearly reviews, on the other hand, should touch on these four important topics:

  Job description review



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  Upcoming goals



  Skills assessment



  Long-term career goals



These discussions should also cover an evaluation of the employee’s work, from their

latest achievements, internal relationships and areas for improvement. Not only will this keep employees accountable, but once they’ve been in their role for over a year, you can review old evaluations to monitor progress.

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1.2 OBJECTIVES: 

1. To understand the relationship of Time Management on the Job Performance at Medha Servo Drives Private Limited. 2. To study about the Time Management techniques that improves Job performance at Medha Servo Drives Private Limited. 3. To understand the factors that cause low employee Job Performance in an organization. 4. To understand the most common interruptions of working time. 5. To analyze the effectiveness of time schedule in the organization.

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1.3 NEED FOR THE STUDY:

The research problem here in this study is associated with the Time Management

  Time Management plays important role in job performance of the employee in



the organization because it helps employees to set the priorities of their job.

  The study is intended to evaluate Time Management of employees in the



organization. It helps in reduction of time spent on non-priorities and can complete the project in time.

  This study helps the researcher to realize the importance of Time Management



in the organization for effective utilization of time with better performance and it helps you to spent time on important work but not urgent work. 1.4 SCOPE OF THE STUDY:

The present study on Time Management helps to get a clear picture about effective Time Management system in the organization. This helps the management to decide how much time to allocate to specific tasks and activities. It is necessary for the organization to use effective Time Management technique to complete the task on time with better performance. This survey is emphasis on structuring the time, setting the goals and priorities, creating and reviewing a schedule of the employees for their effective job performance .

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1.5 LIMITATIONS OF THE STUDY: 

The project is done for 45 days and it has following limitations:

  As the company has many branches, the research was based on one branch and



this is a limitation in the aspect of not actually researching all the other  branches.

  The employees at first thinks that the outcome of the questionnaires will be



used against them in the aspect of them giving negative answers and in which, the management might take it up with them. So, it takes a lot of convincing for them to be able to give reliable answers.

  The management is always complaining about not having enough time to



answer the questionnaires. Interview was meant to be done but due to this factor, the research resolve to questionnaire and a lot of pleading was made  before they can actually actuall y answered the questionnaires. questionnai res. 1.6 RESEARCH METHODOLOGY: 

Research Methodology is a way to systematically solve the research problems. It may  be understood as a science of studying s tudying how research res earch is done scientifically. In it we are studying the research problems along with the logic behind them. It is necessary that the researcher to know not only the research method techniques but also the methodology. Data Source:

The source of project depends on accurate data. That's why data collecting the appropriate data, which differ considerable in context money, cost, time and other resources at the disposal researcher. There are two types if data collection methods available. They are 1)Primary Data Collection Method. 2)Secondary Data Collection Method. 1) Primary Data Collection Method.

  Structured questionnaire

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  Information from human resource department.



2) Secondary Data Collection Method.

  Journals



  Booklets



  Company data

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Sample Design and Type Sampling Type:

Type of sampling chosen is "RANDOM SAMPLING" as the selection of items is  based randomly and constitutes co nstitutes the sample. Sampling plan:

Sample Size=50 Employee Sample Area= Medha Servo Drives Private Limited. Tools and Techniques Analysis: Graphs

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CHAPTER- II  LITERATURE REVIEW

Time Management

 



According to Ahmad et al (2012) Time Management refers to a conscious effort made by a person to be effective and efficient and managing the tasks at hand.

  According to Njagi and Malel (2012), organizations these days are focusing



more on Time Management because of the fact that performance and effectiveness of the organization as a whole is dependent upon the effective usage of time; fundamental to job performance is the issue of not using time effectively or mismanaging it.

  Classens et al (2005) defines Time Management as the product of fast paced



world that is growing smaller and smaller in terms of distance and time taken to communicate or work; time therefore according to them is of visible importance to any and most people in the world.

  According to Eilam and Aharon (2003) Time Management can be viewed as a



way of monitoring and controlling time. This is why it would be more accurate to speak about self-management rather than Time Management, because it implies the performance of multiple tasks within a certain time period.

  Macan (1994) stated that Time Management training programs lead to three



types of Time Management behaviours: i. Setting goals and priorities ii. Mechanics of Time Management iii. Preference for organization

  Ramsay stated that the ability to take control of time and to make the most of



every moment of every on and off the job is the key to being successful and surviving in today's world of work.

  Roe et al(2005) stated that Time cannot be managed because it is an



inaccessible factor .Only the way a person deals with the time can be influenced.

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Job Performance Performance

  According to Ahmad et al (2012) Job Performance refers to completion of



tasks in the specified time frame; Job Performance is calculated in terms of the time available for the job, time of start of job and specified end time of job.

  Classens et al (2005) suggests that using of simple work plans or checklists



can help increase the systematic performance of each employee through the use of effective Time Management tool.

  According to Miqdadi et al (2014) there are factors that stop a person from



effective Time Management and as a result effective job performance like: Procrastination for instance.

  According to Nonis, Fenner& Sager, (2011) Performance and Satisfaction on



the job are linked to Time Management through the influence of lower level of stress.

  According to Motowidlo, Borman, & Schmidt, (1997) Job Performance has



 been defined as the overall ov erall expected value fro m employees’ behaviours carried carrie d out over the course of a set period of time (Motowidlo, Borman, & Schmidt, 1997).

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CHAPTER -III  INDUSTRY PROFILE & COMPANY PROFILE  3.1 MANUFACTURING INDUSTRY PROFILE Companies in this industry manufacture a wide variety of goods; major product groups include food and beverages, chemicals, machinery, transportation equipment, and computers and electronics. Major companies include Boeing, Caterpillar, DuPont, Ford, GE, GM, HP, IBM, Pfizer, Procter & Gamble, and Tyson Foods (all based in the US); Nestlé (Switzerland), Sanofi (France), Siemens (Germany), and Toyota Motor (Japan). The global manufacturing sector generates about $12 trillion in annual revenue, according to the UN. Top manufacturing countries include China, the US, Japan, Germany, South Korea, India, Italy, France, and the UK. Leading exporting countries include China, the US, Germany, the UK, Japan, France, the Netherlands, and South Korea. Growth drivers include rapid industrialization in the developing world, along with the use of technology to improve products and supply chains. Manufacturing companies have a consistent need to control cost and at the same time  provide best-in- class customer support and services. In today’s highly dynamic and competitive market, consumers seek stable and reliable support along with a  personalized service. While the industry is witnessing high levels of competition and commoditization, it has become increasingly important to market, position and differentiate one product or service from a competitor’s. According to a study recently conducted by global management consulting firm McKinsey and Company, the Indian manufacturing industry is expected to touch US$ 1 trillion by 2025. Industry experts accredit the increasing demand of manufacturing units and the penchant for setting up low-cost plants in India by multinational firms for this possible development. Around 90 million domestic jobs are waiting to be created by that time frame with the manufacturing segment contributing about 25-30% of India’s gross domestic product. India’s rapidly expanding economy is giving both international entrepreneurs and

home players an array of opportunities to venture out and grow.

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Key market drivers for the Indian Manufacturing Industry 

1) The Indian manufacturing sector has been witnessing a sluggish growth due to deceleration in investment. 2) The national manufacturing policy suggests raising the share of manufacturing in GDP to 25% in order to create 100 million jobs in the coming decades. 3)

Additional capacities are being planned to be installed in all the major

manufacturing units. 4) A public procurement policy has been proposed incorporating technology along with common facility centres while the Khadi Mark steps has been launched to  promote Micro Small and Medium Enterprises. Enterprise s.

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3.2 MEDHA SERVO DRIVES PRIVATE LIMITED Medha Servo Drives Pvt. Ltd., founded in 1984, is focused on rail transportation. Since inception, Medha has used Research and Development as a tool for success and the company is proud to be known for our product range, domain knowledge, design expertise, quality and manufacturing capabilities. Starting from humble beginning, over the last 30 years the company has grown to employ over 2000 talented people whose commitment has led to a sales revenue of INR 8.04 billion (approximately USD 122 million) for the year 2015-16, with the revenues growing at the rate of 34% year over year (CAGR) for the past ten years. Medha’s vision is to become world

leader in railway products and to achieve this they specialise in three areas, Control Electronics, Power Electronics and safety critical Signalling. Vision:

  To be world leader in railway products. 



Mission:

  Enjoying innovation and applying technology for improving the lives of



 people.

  Enhancing the image of India in the world, in high technology.



Medha has designed and manufactured various world-class high-tech electronics  products for application on locomotives, coaches, railway stations and yards. They specialized in designing and engineering their products to withstand shock and vibration, wide temperature variations, and electrical disturbances that are typical of harsh locomotive environment. The company's strength lies in designing, customising and integrating systems that involve multiple functional domains such as control electronics, power electronics, fail safety and mechanical construction. Medha’s R&D

Centre has 500 people

and has all the infrastructure required for developing

sophisticated products. Medha has also achieved CMMI Level 3 certification for well defined design processes for new product development. The company is working towards CMMI Level 5 certification by further improving our design processes.

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Fig 1 : Organization Structure Structure of Medha Servo Drives Drives Private Limited  Chairman & MD

Executive Director

Marketing

Production

Control Electronics

Manager

Manager

Manager

Customer

Employee

Manufactur  ing Unit

R&D Unit

Engineer

System Engineer

AnalogHard ware design engineer

Service Engineer Testing En ineer

Desktop En ineer

Product

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The company build quality into their products by following well designed processes and implementing end-to-end manufacturing. The company provides

Quality

Assurance System as per ISO 9001:2008 standard to their products. Medha was awarded ISO 9001:2008 certificate by American Quality Assessors accredited by  NABCB and established a reputation for quality products and excellent after sales service. Medha’s motto being ‘translating technology into innovative solutions’, the employees believe in making their customers’ lives better by designing better  products and improving existing products. Medha’s R&D Centre, R&D Centre Unit

II, and Manufacturing Unit, located in three different areas, are built over a combined area of about 18 acres of land in the heart of industrial areas near Hyderabad, India. These state-of-the-art facilities encompass the capability to research, design, develop, manufacture, service and provide in-feild product support.

In 2007, Medha started a charitable institution by the name of ‘Medha Charitable Trust’ for the upliftment of poor students. It is the goal of the trust to improve the

lives of these students by supporting them throughout their education and helping them become self sufficient in the long run. The trust has touched the lives of more than 20, 00,000 students in various schools so far since its establishment Products: 1.  Propulsion Systems

  Vehicle control systems



  Traction converters

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  Traction alternators



  Traction motors



  Auxiliary converters



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2. Rolling stock Equipment

  Electronic Governor



  Vigilance control device



  Speed and event recorders

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  Driver consoles



  TFT LCD Displays



  Passenger information system



  Remote monitoring



  Distributed power control



  Hotel load converters



  AC motors with inverters

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3.Fuel Saving Solutions

  Common rail direct injection   Auxiliary power unit





  Driver advisory system



4.Signalling

  Electronic interlocking



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  Train control system



  SSDAC



  MSDAC

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  Block proving axle counters



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CHAPTER- IV DATA ANALYSIS AND INTERPRETATION 1. Effect of Time Management on employee performance. Table 1: Effect of Time Management on employee performance Dimensions

No. of Respondents

Percentage Percentage

Always

33

66%

Frequently

13

26%

Rarely

1

2%

Some times

3

6%

Total

50

100%

Fig 2: Graphical representation of effect of Time Management on employee performance.

2% 6%

Always 26%

Frequently Rarely 66%

Some times

Interpretation:

From the above table most of the people accepted that Time Management always effects employee performance and remaining people think that it will effect frequently and only few of them are not completely accepting and they feel it will effect sometimes or rarely. 19

 

2. Improvement in employee performance by Time Ti me Management Table 2: Improvement in employee performance performance by Time Management.

Dimensions

No. of Respondents

Yes, if work load is

Percentage Percentage

35

70%

15

30%

50

100%

heavier No, it depends on employee's capabilities. Total

Fig 3: Graphical representation of improvement in employee performance by Time Management.

30%

 Yes, if work load is heavier   No, it depends on employee's capabilities. 70%

Interpretation:

From the above table 70% of people accepted that Time Management improves employee performance only if work load is heavier and remaining people believes that it depends on employee capabilities but not Time Management.

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3. Seriousness about clock in and clock out system. Table 3: Seriousness about clock in and clock out system. Dimensions

No. of Respondents

Percentage Percentage

Every time

37

74%

Once in a while when

7

14%

3

6%

Not at all

3

6%

Total

50

100%

asked by the supervisor When taking corrective actions

Fig 4: Graphical representation of seriousness about clock in and clock out system.

6% 6%

Every time

14%

Once in a while when asked  by the supervisor  When taking a corrective action 74%

 Not at all

Interpretation:

The above table represents that the most of the employees accepted that clock in and clock out system is essential for every time and very few people won't take seriousness about clock in and clock out system, they will consider only when they were asked by supervisor and any corrective actions were taken or not at all.

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4. Time Management Management techniques used in the organization. Table 4: Time Management techniques used in the organization.

Dimensions

No. of Respondents

Percentage Percentage

Prioritize

28

56%

Delegation

9

18%

Procrastination

1

2%

Freedom

12

24%

Total

50

100%

Fig 5: Graphical representat representation ion of Time Management Management techniques techniques used in the the organization.

24%

Prioritize Delegation 2% 56%

Procrastination Freedom

18%

Interpretation:

The above table represents that the organization mostly prefers prioritize technique, next they choose to give freedom to the employees and third priority is delegation an the organization gives least preference to the procrastination technique.

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5. The most efficient Time Management technique that improves employee performance . Table 5: The most efficient Time Ti me Management technique that improves employee performance .  Dimensions

No. of Respondents

Percentage Percentage

Delegation

12

24%

Procrastination

5

10%

Prioritize

18

36%

Freedom

15

30%

Total

50

100%

Fig 6: Graphical representation of the most efficient Time Management technique that improves employee performance.

24%

30%

Delegation Procrastination 10%

Prioritize Freedom

36%

Interpretation:

The above table represents that the most of the employees accepted that Prioritize , freedom and Delegation are the most efficient Time Management techniques and very few members think that delegation is one of the efficient technique .Except  procrastination every Time Management technique has its own importance to do the work and employees have chosen according to their working style and activities.

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6. Time Management techniques makes work load easier. Table 6: Time Management Management techniques makes makes work load easier. Dimensions

No. of Respondents

Percentage Percentage

Always

25

50%

Frequently

16

32%

Rarely

2

4%

Sometimes

7

14%

Total

50

100%

Fig 7: Graphical representation of Time Management techniques makes work load easier

14%

4%

Always Frequently 50%

Rarely Sometimes

32%

Interpretation:

From the above table most of employees accepted that Time Management techniques makes always work load easier, only few people accepted that it sometimes or rarely makes workload easier. 24

 

7. Flexible working hours improves job performance. Table 7:

Flexible working hours improves job performance. performance.

Dimensions

No. of Respondents

Percentage Percentage

To a large extent

12

24%

To some extent

31

62%

Completely

7

14%

Total

50

100%

Fig 8: Graphical representation of flexible working hours improves job performance.

14% 24%

To a large extent To some extent Completely

62%

Interpretation:

The above table represents most of the employees accepted that to some extent only flexible working hours effects or improves employee performance and few people were supporting the given statement .

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8.Factors that cause low employee job performance . Table 8: Factors that cause low employee job performance . Dimensions

No. of Respondents Respondents

Percentage

Lack of role clarity

26

52%

Inadequate resources

13

26%

Lack of transparency

7

14%

Outdated technology

4

8%

Total

50

100%

Fig 9: Graphical representation of factors that cause low employee job performance.

8%

14%

Lack of role clarity Inadequate resources 52%

. Lack of transparency Out dated technology

26%

Interpretation:  

The above table represents that lack of role clarity is the major factor that cause low employee performance ,next is the inadequate resources ,lack of transparency and outdated technology are the minor factors when compared to remaining factors that cause low employee performance according to the employees.

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9.Employee salary and working conditions cause low employee performance. performance. Table9: Employee salary and working conditions cause low employee performance. Dimensions

No. of Respondents

Percentage

Always

21

42%

Frequently

19

38%

Rarely

6

12%

Sometimes

4

8%

Total

50

100%

Fig 10: Graphical representation of employee salary and working conditions cause low employee performance. performance.

8% 12% 42%

Always  Frequently Rarely Sometimes

38%

Interpretation:

The above table represents that majority of people accepted that employee salary and working conditions cause always or frequently cause low employee performance  because these are the major factors that every ev ery employee strive for fo r and only few people accepted that it rarely cause low performance.

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10. Tolerating constant interruptions at your work. Table 11: Tolerating constant interruptions at your work. Dimensions

No. of Respondents

Percentage

yes, when it is break time

19

38%

Sometimes,

is

16

32%

If work load is heavier ,to

10

20%

Not at all

5

10%

Total

50

100%

if

it

important work

relax the mind

Fig 10: Graphical representation of tolerating constant interruptions at your work.

10%

yes, when it is break time 38%

20%

Sometimes, if it is important work  If work load is heavier ,to relax the mind  Not at all

32%

Interpretation:

The above table represents that majority of people i.e.,70% accepted that they can tolerate interruptions only if it is break time or it is important work, few people tolerate if the work load is heavier to relax the mind and very few people they won't tolerate any interruptions during working hours. 28

 

11.Common interruptions at working hours. Table 11: Common interruptions interruptions at working working hours. Dimensions

No. of respondents

Percentage Percentage

Phone calls

33

66%

Unexpected visitor

5

10%

Distraction Distractio n of mind

8

16%

E-mails

2

4%

Chatting

2

4%

Total

50

100%

Fig 12: Graphical representation of common interruptions at working hours.

4%

4%

16%

Phone calls Unexpected visitor  Distraction of mind E-mails

10% 66%

Chatting

Interpretation:

The above table represent that phone calls are the major interruption during working hours, unexpected visitor and distraction of mind secondary major interruptions and e-mails and chatting cause less interruptions according to the employees in h company.

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12.Management providing sufficient time to complete the task . Table 12: Management providing sufficient time to complete the task . Dimensions

No. of respondents

Percentage Percentage

Always

35

70%

Sometimes

12

24%

Rarely

2

4%

Frequently

1

2%

Total

50

100%

Fig13: Graphical representation of management providing sufficient time to complete the task .

No. of respondants 2% 4%

Always

24%

Sometimes Rarely Frequently 70%

Interpretation:

The above table represents that majority of people accepted that the company is always providing sufficient time to complete the task and few people said that very rarely providing sufficient time.

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13. Organization having different time schedules for different levels of employees. Table13: Organization having different time schedules for different levels of employees . Dimensions

No. of respondents respondents

Percentage

Strongly agree

10

20%

Agree

17

34%

Strongly disagree

14

28%

Undecided

9

18%

Total

50

100%

Fig14: Graphical representation of organization having different time schedules for different levels of employees.

18%

20%

Strongly agree Agree Strongly disagree Undecided

28% 34%

Interpretation:

The above table states that half of the people agreed that the organization should have different schedules for different levels of organization, few people disagreed about the statement and few people accepted that they can't decide anything. 31

 

14. Flexible shift to work efficiently in your current system Table 14: Flexible shift to work efficiently efficiently in the current system. system. Dimensions

No. of respondents

Percentage Percentage

1st shift (06 am-2:45pm)

8

16%

2nd shift (02pm -10:30pm)

3

6%

3rd shift (10pm-06am)

4

8%

Gen. shift (09am =06pm)

35

70%

Total

50

100%

Fig 15: Graphical Graphical representation representation of flexible shift

to work efficiently efficiently in the the

current system .

16%

6%

1st shift(06 am-2:45pm) 2nd shift(02pm -10:30pm)

8%

3rd shift(10pm-06am) Gen. shift(09am =06pm)

70%

Interpretation:

The above table states that majority of people accepted that Gen. shift is flexible in the current system and next flexible shift is 1st shift and very few people accepted that 2nd and 3rd shifts are flexible to work efficiently in the current system.

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15.Opinion about your current time schedule and do you want any changes in your schedule?

Most of the employees accepted that the current time schedule is flexible to them  because the time schedule was prepared according to the convenience of employees and management. so, they don't required any changes in the schedule.

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CHAPTER – V FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 FINDINGS: 1. Time Management will mostly effect on the employee performance and employees don’t  have clear idea about Time Management techniques that are using in the

organization. 2. The clock in and clock out system is essential in the organisation to know about the employee punctuality. 3. Lack Lack of role clarity is one of the major factor and inadequate

resources,

transparency, out-dated technology are the other factors that cause low employee job  performance. 4.Common interruptions during working hours cause low employee job performance. 5.The organization is providing shifts based working hours to the employees. 6. As the salary and working conditions effected the employee performance that leads to more time consumption to complete the work. 7. The constant supervision on employees to check their work performance leads to employee morale.

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5.2 SUGGESTIONS: 1. Managers in the organization need to put more efforts in educating the staff about the Time Management techniques and how it will help to improve their performance. 2. Time frame for any given task is only achieved if the time and objectives are well communicated. 3. The most common way of managing employee’s time is by clocking in and out system. But, the same organizations are quick to identify that what each of them does at each time after clocking in cannot be measured effectively. 4. There is a direct relationship between work performance and how one handles available time. 5.The organization should give reasonable targets to the employees which will be completed within the given time frame. 6.Organization need to understand that time is money, and ensure that every employee accounts for his time at the workplace.

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5.3 CONCLUSION

Time Management is an important skill for any organisation to achieve its goals and objectives.Inefficient Time Management can affect the organisation to lose resources, opportunities, etc. It can effect employees job performance when the work load is more than they can handle. The management at all time, must ensure that proper strategies are put in the place so, that the work will be completed in time. The salary and working conditions should be suitable to the job performance of the employee, it also improves organizations performance. Suitable work shifts makes better job  performance because every person have different schedules to work efficiently. The organization should invest more on making better strategies to manage time and link it to performance. Time Management in an organisation is a very critical skill to master in the face of numerous activities, activit ies, tasks, goals, etc, leading le ading to increased i ncreased productivity productivit y both on  personal and corporate level. The fast pace of lives and businesses of today has thus made this skill more than needful. Organisations need to be brought to speed to know that helping employees manage their time and life will ultimately lead to managing the work place also. The benefits are mutual - personal and business productivity improvement at every level.

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BIBLIOGRAPHY

BOOKS REFFERED  

Koontz, Weihrich&Aryasri, Principles of Management, TMH, New Delhi, 2009. th

   

Aswathappa, Human Resource Management, 4  edition, TMH, 2006 Akah William (2010). Employee Motivation and Performance. Mikkeli University of Applied Sciences.

 

Herman Aguinis, Performance Management ,Pearson education,2009.

 

Michael Armstrong, PerformanceManagement,Kogan Page,2007.

WEBSITES  

https://medhaindia.com

 

Www. humanresources.about.com

 

http://en.wikipedia.org/wiki/Time_management

 

https://trainingstation.walkme.com/time-management-techniques-teach-employees/

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APPENDIX Questionnaire

I K. Prasanna pursuing MBA II year from CVSR college doing project on " Effect of Time Management on Employee job performance " needed your opinion on this

topic. Employee Name: Employee id: Designation:  ______________________  ___________ ______________________ ______________________ ______________________ ______________________ _____________ __

Please read through and fill the questionnaire:   1.Do you think Time Management affects your performance

(

)

a. Always  b. Frequently c. Rarely d. Sometimes 2. Do you agree that Time Management improves employee performance(

)

a. Yes, if work load is heavier.  b. No, it depends on employee's employee 's capabilities. 3.Do you people take seriously about clock in and clock out system

(

)

a. Every time  b. Once in a while when asked by b y the supervisor c. When taking a corrective action d. Not at all 4. Which of the following Time Management techniques are used in your organization ( 38

)

 

a. Prioritize-giving priority according to its importance  b. Delegation-dividing the th e work into small parts c. Procrastination -avoiding the work which is assigned to you d. Freedom-giving freedom to employees to complete the work on time. 5. According to you which is the most efficient Time Management technique that improves employee performance a. Delegation

(

b. Procrastination

c. Prioritize

)

d. Freedom

6. Do you think Time Management techniques makes your work load easier

(

)

a. Always  b. Sometimes c. Rarely d. Frequently 7.Do you agree flexible working hours improves job performance

(

)

(

)

a. To a large extent  b. To some extent c. Completely d. Not at all 8.What are the factors that cause low employee job performance a. Lack of role clarity  b. Inadequate resources c. Lack of transparency d. Out dated technology

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9. Do you think employee salary and working conditions cause low employee  performance

(

)

a. Always  b. Frequently c. Rarely d. Sometimes 10. Can you tolerate constant interruptions at your work

(

)

a. yes, when it is break time  b. Sometimes, if it is important work c. If work load is heavier,to relax the mind d. Not at all 11.What are the common interruptions at working time

(

)

(

)

a. Phone calls  b. Unexpected visitor c. Distraction of mind d. E-mails f. Chatting 12.Is your management providing sufficient time to complete the task a. Always  b. Sometimes c. Rarely d. Frequently

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13 Do you agree that organization should have different time schedules for different levels of employees

(

)

(

)

a. Strongly agree  b. Agree c. Strongly disagree d. Undecided 14.Which of the shift is flexible to work efficiently in your current system a. 1st shift(06 am-2:45pm)  b. 2nd shift (02pm -10:30pm) -10:30 pm) c. 3rd shift(10pm-06am) d. Gen. shift(09am =06pm) 15. What is your opinion about your current time schedule and do you want any changes in your schedule? ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

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