Employee’s Performance: BI-VARIATE ANALYSIS(3)

Above table also shows that those respondents who have low opinion about communication have medium (46.7%) and high (40.0%) level about employee’s conflict. On the other hand if the respondents have high level opinion about communication then they have low (31.4%) and medium (62.9%) level opinion about employees’ conflict. So the hypothesis “Higher the communication, lower will be the employees conflict level” is accepted. Robbins (2005) refers that communication is a main source of conflicts in organizations. The several situations can appear due to failed communication in organizations particularly when it incorporates ambiguous or threatening information or when it offers too much information, either in terms of quantity or too highly coded for the recipient.

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Employee’s Performance: BI-VARIATE ANALYSIS(2)

ANALYSIS(2)

While Gamma value shows a negative relationship between the variables. It means that there exists negative relationship between the opinion about the training & development and employees’ conflict, but chi-square test shows that the results obtained were insignificant. So the hypothesis “Higher the training and development, lower will be the employees’ conflict level” is rejected. Pondy, L.R. (1967) in a research concluded that inappropriate training and development activities in organization may provoke task related ambiguities resulting in conflict and vice versa. The data obtained in our research indicates non existence of such situation.

Hypothesis 2: Higher the Training and Development, Lower will be the Employee’s Conflict Level Table 7: Association between Respondents’ Opinion about the Training and Development and Employees Conflict

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Employee’s Performance: BI-VARIATE ANALYSIS(1)

Testing of Hypotheses

The investigation of a bi-variate relationship is a vital step in explaining and testing the research hypothesis. A relationship of the two variables means that the distributions of values of the two variables are associated. In other words, the variation explained by one variable is patterned in such a manner that its variance is not randomly distributed in connection with other variables. In the context of a bi-variate relationship, the problem arises whether a relationship is real or has arisen by chance.

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Employee’s Performance: DATA ANALYSIS(6)

DATA ANALYSIS(6)

This in turn has negative correlation with conflicts and differences in an organization, which supports our findings against this variable. (more…)

Employee’s Performance: DATA ANALYSIS(5)

A major proportion i.e., 44.3 percent of respondents were agreed with the statement “The planning department defines targets well on time to all departments”. About 11.3 percent of the respondents were strongly agreed and a major proportion i.e., 43.3 percent of them was agreed with the statement “Two different managers give you instructions about your task”.

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Employee’s Performance: DATA ANALYSIS(4)

DATA ANALYSIS(4)

Table 4 reveals that 10.3 percent of the respondents were strongly agreed and a major proportion i.e., 45.4 percent of them were agreed with the opinion “Authorities try to solve immediately when employees discuss their work constraints” Whereas 17.5 percent of them were disagreed and. A majority i.e., 54.6 percent of respondents was agreed with the opinion “Employees have easy access with senior management to convey information about their work related problems”. About 9.3 percent of the respondents were strongly agreed and 23.7 percent were agreed with the statement “You are not given complete information by your incharge, to fulfill your task accurately” Whereas A major proportion i.e., 44.3 percent of them was disagreed.

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Employee’s Performance: DATA ANALYSIS(3)

Table 2 shows that 9.3 percent of the respondents were strongly agreed and a majority i.e., 54.6 percent of them was agreed with the opinion “organization’s selection procedure helps to select right candidate”. About 18.6 percent of the respondents were disagreed. A considerable no. of respondents was agreed i.e., 47.4 percent with the opinion that “the organization gives promotion opportunity to its employees on higher rank vacancies than hiring from outside”. Whereas 10.3 percent of the respondents were neutral, about one-fifth i.e., 20.6 percent of them were disagreed. About 47.4 percent of respondents were agreed with the opinion “The organization provides equal opportunity for selection”, whereas 22.7 percent of them were disagreed.

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