PERCEIVED EMPLOYEE CONTRIBUTION IN RELATION TO RECREATIONAL FACILITIES:
AN EXPLORATORY STUDY
Submitted in partial fulfilment of the requirements for the degree of
Master of Philosophy
in
MANAGEMENT
by
Rajender Singh
Register No: 0930012
Under the Guidance of
Dr. Harold Andrew Patrick
Coordinator OB and HRM
Institute of Management
Christ University
Institute of Management
CHRIST UNIVERSITY, BANGALORE
2010
APPROVAL OF DISSERTATION
Dissertation entitled “Perceived Employee Contribution in relation to Recreational Facilities: An
Exploratory Study” by Rajender Singh is approved for the degree of Master of Philosophy in
Management.
Examiners:
1. __________________ _________________
2. __________________ _________________
3. __________________ _________________
Chairman: __________________
(Seal)
Date:
Place: Bangalore
DECLARATION
2
I, Rajender Singh, hereby declare that the dissertation entitled “Perceived Employee
Contribution in relation to Recreational Facilities: An Exploratory Study” submitted to Christ
University, in partial fulfilment of the requirements for the award of the degree of Master of
Philosophy in Management, is a record of original and independent research work done by me
during Academic year 2009-10, under the supervision and guidance of Dr. Harold Andrew
Patrick, Coordinator OB and HRM, Institute of Management, Christ University, Bangalore,
and it has not formed the basis for the award of any Degree/ Diploma/ Associate ship/
Fellowship or other similar title to any candidate of any University.
Date: 30 October 2010
Signature of the candidate
Place: Bangalore
Rajender Singh
Register No: 0930012
3
CERTIFICATE
This is to certify that the dissertation entitled “Perceived Employee Contribution in relation to
Recreational Facilities: An Exploratory Study” submitted to Christ University, in partial
fulfilment of the requirements for the award of the degree of Master of Philosophy in
Management, is a record of original research work done by Mr Rajender Singh during the
period Academic year 2009-10, of his study in the department of Management at Christ
University, Bangalore , under my supervision and guidance and the dissertation has not
formed the basis for the award of any Degree/ Diploma/ Associate ship/ Fellowship or other
similar title to any candidate of any University.
Date:
Signature of the Guide
Place: Bangalore
Dr. Harold Andrew Patrick
Coordinator OB and HRM,
Institute of Management,
Christ University, Bangalore,
4
ACKNOWLEDGEMENTS
I am indebted to thank my people who helped me complete this dissertation.
First, I thank the Vice – Chancellor Dr. (Fr.) Thomas C. Mathew and the Pro Vice –
Chancellor Dr. (Fr.) Abraham V.M. of Christ University for giving me the opportunity to do
my research.
I thank the Additional Director Dr. S. Srikanta Swamy and staff of the research centre for their
kind support.
I thank Dr. Harold Andrew Patrick for his support and guidance during the course of my
research. I remember him with much gratitude for his patience and his motivation, but for
which I would not have submitted this work.
I would like to thank my fellow researchers of batch 2009-10, Col Darshan Singh (R) and my
course mates especially Col Ramesh Menon (R), Col B. Ramachandran (R), Cdr R.
Srivastava (R), and Col B. Suresh(R) who are part of this research.
I would like to mention a special thanks to Prof. Dash, Alliance University, for sparing his
time for assisting with analysis of the data.
This dissertation would not have seen the light of day without the blessings of my parents and
the constant support of my wife and daughter. Finally, I would like to thank my dear sister
who helped me by her immense moral support.
Bangalore
Rajender Singh
Date: 30 October 2010
5
ABSTRACT
As the society has shifted from the industrial to the information era, recreation activities in
organisations represents ever more important area of social responsibility and organisational
growth. Organisations of all hue and texture- governmental, private or commercial
enterprises- will need well planned and aligned recreational facilities to ramp up their
productivity. Today’s challenging social context increasingly calls on the leadership expertise
of these organisations to address the important issue of human resources ‘burnout’. Their
charge is to contribute to quality of life of the people at their organisations in the dynamic
context of new modes of communication, new information, changing demographics, changing
attitudes towards work and play, individualism and globalisation. A recreation facility is
provided in premises or precincts of an organisation, for fun, diversion, enjoyment relaxation,
amusement and physical, psychological, spiritual or social well being of members of the
organisation. Activities engaged in the facility are planned by management with the view to
enhance productivity by looking at the well being and development of employees. It is
inclusive of hiring recreation organisation’s services.
The steel baron Andrew Carnegie endowed hundreds of public libraries across the country in
the late nineteenth and early twentieth century, explaining, "How a man spends his time at
work may be taken for granted but how he spends his hours of recreation is really the key to
his progress in all the virtues." Among the important literatures, study by Sabarirajan,
Meharajan & Arun. (2010) titled “Positive correlation between welfare activities and
employee attitude in textile mills”, remains prominent beacon of welfare studies on Indian
organisations. In this exploratory research the authors have established the positive influence
of various welfare activities practiced in Indian organisations on employee attitudes including
employee productivity. The study has concluded that, generally, welfare measures are
recreational, medical, educational, housing, sanitation and so on. Every organization provides
the statutory welfare measures but some organizations provides some more welfare facilities
to the employees so that they may retain the employees and by improving their quality of
work life. By the result of improved quality of work life among the employees their
involvement in job gets increased and results in increased productivity of the organization.
The organizations maintaining smooth relationship between workers and management, which
leads to attainment of organisation goals.
6
Recreational facilities has received a great deal of interest by human resources management,
professionals and organisational behaviour researchers in Western countries over the years;
however, its practice is fairly nascent in Indian organisations. The organisations in India are
facing many diverse and complex challenges of the growing economy and ever increasing
demands of the workplace. Recreational facilities at the place of work play bigger and a vital
role in ensuring an organisational sustained productivity by systematically building team,
leadership and communicative skills. Enhanced and informal contact amongst all employees
across hierarchy enriches and secures retention of cultural, social and intellectual assets, its
skill and inventiveness.
This study analysed organisational employees’ perceptions of Recreational facilities,
Recreation activities and Employee contribution as one of the consequences of recreational
facilities. 202 employees from 10 organizations (5 manufacturing and 5 IT services) were
surveyed. The judgemental sampling technique was adopted to draw the sample. A
questionnaire was designed and pilot tested. The reliability of the questionnaire was above .
850 (Cronchbach’s Alpha reliability). The major findings of the study were:
1. Statistical analysis and interpretation of data reveal that organisations have provided
varying level of recreational facilities to their employees since the level of perception of
importance of recreational facilities varied considerably. Overall, the perception of the
facilities was moderate.
2. Employees’ perception of level of recreation activities provided was higher than
recreational facilities although the perception varied considerably again. Employee perception
of recreation facilities was high.
3. The level of perception of importance of employee contribution as a result of
recreational facilities varied considerably in the range. The mean value was considerably high
at mean value of 5.89, with standard deviation 1.00.
4. There was significant correlation between the perception of importance of recreational
facilities and recreational activities and the level of employee contribution. Thus, the level of
employee contribution has been found to be related to each of the perception of importance of
recreational facilities and recreational activities.
5. Multiple linear regression of level of employee contribution on the independent
variables of perception of importance of recreational facilities and perception of importance
of recreational activities was found to be statistically significant. Both of the independent
variables were found to have a significant impact on the level of employee contribution, and
together explained 60.2% of the overall variation in level of employee contribution.
7
6. There were significant differences in the perception of importance of recreational
facilities, recreation activities and the level of employee contribution across variable
demographics.
The study empirically indicates that employee contribution made to the organisation
productivity is strongly linked to recreational facilities provided by the organisation to their
employees. In addition, at the same time it also reveals that the employees perceive only
moderate recreational facilities from their organisations. This means that the system of
recreational facilities and recreation activities in the organisations is yet not formalised and is
ad-hoc and haphazard. Organisations should dedicate efforts to increase perception of
recreation among the employees by including the aspects and goals of recreation in the
organisational strategy.
8
Table of contents
Dissertation approval for M. Phil
ii
Declaration
iii
Certificate
iv
Acknowledgement
v
Abstract
vi
Table of Contents
ix
List of Figures
xiii
List of Tables
xiv
Abbreviations, Notations and Nomenclature
xvii
Chapter 1
Introduction
1.1 Background of the Study
2
1.2 New challenges for leaders
3
1.3 Societal context
4
1.4 Theoretical framework
4
1.4.1 Human development and growth
4
1.4.2 Theory of learning and transfer
5
9
1.4.3 Designing effective recreation activities
6
1.4.4 Model of group effectiveness
7
1.4.5 Reducing constraints to participation
12
1.4.6 Managing motivation and behaviour
13
1.4.7 Leadership influence towards attainment of recreation goals
15
1.4.8 Organisational communication
17
1.5 Recreation
18
1.6 Goals of recreation for Indian organisations
19
1.7 Welfare facilities with reference to labour laws
22
1.8 Taxonomy of recreation classes
23
1.9 Recreational facilities in Indian organisations
24
1.10 Recreational activities model
24
1.11 Self interest model of recreation
25
1.12 Group-value model of recreation
26
1.13 Employee contribution
26
1.14 Multi dimensional model of employee contribution
27
1.14.1 Employee performance
27
1.14.2 Organisational civic behaviour
27
1.14.3 Interpersonal skills
28
10
1.14.4 Retention
28
1.14.5 Absenteeism and rate of accidents
28
1.14.6 Job satisfaction
28
1.15 Need and rationale of the study
28
1.16 Purpose of the study
30
1.17 Objectives of the study
30
1.18 Resume of succeeding chapters
31
Chapter 2
Review of the literature
2.1 Introduction
33
2.2 Studies of recreational facilities and employee contribution
2.3 Studies of recreational facilities
34
2.4 Studies of employee contribution
37
2.5 Conclusion
40
Chapter 3
Research methodology
3.1 Introduction
42
3.2 Statement of the problem
42
3.3 Operational definitions of the variables under investigation
43
3.3.1 Recreational facilities
43
11
3.3.2 Recreation activities
43
3.3.3 Employee contribution
44
3.4 Variables under investigation
45
3.4.1 Independent variables
45
3.4.2 Dependent variable
45
3.4.3 Demographic variables
45
3.5 Hypotheses
45
3.6 Population and sample of the study
46
3.7 Sampling technique
46
3.8 Tools adopted for the study
46
3.9 Description of the tools
47
3.10 Pilot test and reliability of the instruments
49
3.11 Administration and scoring
50
3.12 Statistical techniques adopted for analysis
51
3.13 Conclusion
51
Chapter 4
Statistical analysis and interpretation of data
4.1 Introduction
53
4.2 Sample characteristics
54
12
4.3 Respondent profile
54
4.4 Descriptive statistics
60
4.4.1 To map employees perception towards availability of
60
Recreational facilities in Indian organisations
4.4.2 To map perception of employees towards Recreation
activities in Indian organisations
62
4.4.3 To find employees perception towards perceived contribution
of employees as a result of recreational facilities
64
4.5 Correlational analysis
66
4.5.1 Hypothesis H₀₁
66
4.5.2 Hypothesis H₀₂
66
4.6 Multivariate analysis – stepwise regression
67
4.6.1 Hypothesis 3 (H₀₃)
67
4.7 Univariate analysis – ANOVA
69
4.7.1 Hypothesis H₀₄
69
4.7.2 Hypothesis H₀₅
69
Chapter 5
Summary and conclusion
5.1 Introduction
88
5.2 Need for the study
88
13
5.3 Statement of the problem
89
5.4 Objectives of the study
90
5.5 Review of related literature
90
5.6 Variables of the study
92
5.7 Hypotheses
92
5.8 Sampling technique
93
5.9 Tools adopted for the study
93
5.10 Statistical techniques used
93
5.11 Major findings of the study
94
5.11.1 General findings
94
5.11.2 Hypotheses related findings
95
5.12 Implications
97
5.13 Limitations of the study
100
5.14 Suggestions for further research
100
5.15 Conclusion
101
Appendices
103
Recreational facilities questionnaire - Section I
I
Recreation activities questionnaire - Section II
II
14
Employee contribution questionnaire Section III
III
Performa
IV
Reliability tests of pilot study: Statistics Recreational facilities
V
Reliability tests of pilot study: Statistics Recreational activities
VI
Reliability tests for pilot study: Statistics Employee contribution
VII
Bibliography
116
15
LIST OF FIGURES
Figure 1.1: The learning gradient 6
Figure 1.2: Stages of group development and productivity focus 8
Figure 1.3 Facilitation of healthy group characteristics 8
Figure 1.4: The centralisation versus decentralisation continuum 9
Figure 1.5: Model of synergy 9
Figure 1.6: Comparison of effective and ineffective groups 11
Figure 1.7: The five phases of facilitating recreation activity 12
Figure 4.1: Frequency histogram of mean ratings: Recreational facilities dimensions 61
Figure 4.2: Frequency histogram of mean ratings: Recreational activities dimension 63
Figure 4.3: Frequency histogram of mean ratings: Employee contribution dimensions 65
16
LIST OF TABLES
Table 3.1: Indicating the sample drawn
46
Table 3.2: Indicating the tools and their dimensions, number of items
and Cronbach’s Alpha for the total sample.
47
Table 3.3: Table indicating Cronbach’s Alpha reliability for the three
50
dimensions on the Pilot Test
Table 3.4: Indicating Likert scale of scoring in the questionnaire
51
Table 4.1: Indicating frequency and percentage based on departments
55
Table 4.2: Indicating frequency and percentage based on designation
55
Table 4.3: Indicating frequency and percentage based on gender
56
Table 4.4: Indicating the frequency and percentage based on age
56
Table 4.5: Indicating the frequency and percentage based on education
57
Table 4.6: Indicating the frequency and percentage of marital status
57
Table 4.7: Indicating the frequency and percentage of total work experience
58
Table 4.8: Indicating the frequency and percentage years in current position
58
Table 4.9: Indicating the frequency and percentage of total years
59
working in the current organisation
Table 4.10: Indicating mean, standard deviation and normal distribution
60
histogram for Recreation facilities dimensions along with the
scale statistics.
17
Table 4.11: Indicating mean, standard deviation and normal distribution
62
histogram for Recreation activities dimensions along with the
scale statistics.
Table 4.12: Indicating mean, standard deviation and normal distribution
64
histogram for employee contribution dimensions along with
the scale statistics.
Table 4.13: Indicating Pearson correlations among Recreational facilities,
66
Recreation activities and Employee contribution
Table 4.14: Indicating R square of employee contribution on Recreational
facilities and Recreation activities, ANOVA and coefficients
of stepwise multiple regression.
67
Table 4.15.1: Indicating summary of perceptions of employees across
Departments, with reference to the importance of Recreational
facilities, Recreation activities and employee contribution as a
result of Recreational facilities.
69
Table 4.15.2: Indicating ANOVA for Recreational facilities, recreation activities
and employee contribution as a result of Recreational facilities across
departments.
69
Table 4.16.1: Indicating summary of perceptions of employees across Designations
with reference to the importance of Recreational facilities, Recreation
activities and employee contribution as a result of Recreational facilities. 71
Table 4.16.2: Indicating ANOVA for Recreational facilities, recreation activities and
employee contribution as a result of Recreational facilities across
18
Designations.
71
Table 4.17.1: Indicating summary of perceptions of employees across Gender, with
reference to the importance of Recreational facilities, Recreation
activities and employee contribution as a result of Recreational facilities. 73
Table 4.17.2: Indicating ANOVA for Recreational facilities, recreation activities
and employee contribution as a result of Recreational facilities
across Gender
. 73
Table 4.18.1: Indicating summary of perceptions of employees across Age,
with reference to the importance of Recreational facilities,
Recreation activities and employee contribution as a result
of Recreational facilities.
75
Table 4.18.2: Indicating ANOVA for Recreational facilities, recreation activities
and employee contribution as a result of Recreational facilities across
Age.
75
Table 4.19.1: Indicating summary of perceptions of employees across Educational
qualification, with reference to the importance of Recreational
facilities, Recreation activities and employee contribution as a result
of Recreational facilities.
77
Table 4.19.2: Indicating ANOVA for Recreational facilities, recreation activities and
77 employee contribution as a result of Recreational facilities across
Educational qualification.
Table 4.20.1: Indicating summary of perceptions of employees across Marital status,
with reference to the importance of Recreational facilities, Recreation
activities and employee contribution as a result of Recreational facilities. 79
Table 4.20.2: Indicating ANOVA for Recreational facilities, recreation activities and
79 employee contribution as a result of Recreational facilities across
educational qualification.
19
Table 4.21.1: Indicating summary of perceptions of employees across Total work experience,
with reference to the importance of Recreational facilities, Recreation activities
and employee contribution as a result of
Recreational facilities.
81
Table 4.21.2: Indicating ANOVA for Recreational facilities, recreation activities and
81 employee contribution as a result of Recreational facilities across
Total
work experience.
Table 4.22.1: Indicating summary of perceptions of employees across work experience
at the current designation, with reference to the importance of Recreational
facilities, Recreation activities and employee contribution as a result of
Recreational facilities.
83
Table 4.22.2: Indicating ANOVA for Recreational facilities, recreation activities and
employee contribution as a result of Recreational facilities across work
experience at the current designation.
83
Table 4.23.1: Indicating summary of perceptions of employees across work experience
within the current organisation, with reference to the importance of
Recreational facilities, Recreation activities and employee contribution
as a result of Recreational facilities.
85
Table 4.23.2: Indicating ANOVA for Recreational facilities, recreation activities and
employee contribution as a result of Recreational facilities across work
experience within the current organisation.
85
ABBREVIATIONS, NOTATIONS AND NOMENCLATURE
Variable code Code definition
dept Department
20
designation Designation
gender Gender
age Age
edn Highest level of education
attained
marital Marital status
designexperience Experience in the present position held
totalexperienc Total number of years work experience
orgexperience. Total number of years in the current
organisation
recFacil_Org. Formalised as policy in organisation rules
recFacil_Policy. Periods at regular intervals earmarked
recFacil_asWaste. Considered as waste of resources
(Reversed)
recFacil_In_MultiHall Indoor multipurpose audio/video hall
provided
recFacil_In_AVLib Indoor audio/video Library provided
recFacil_In_CCTT Indoor carom, chess, table tennis available
recFacil_In_Billiards Indoor billiards provided
recFacil_In_Gym Indoor Gymnasium
recFacil_In_Saunabath Indoor sauna bath
recFacil_In_Bad Indoor badminton court
recFacil_In_Other Indoor any other facility provided
recFacil_Out_Park Outdoor open park area to organise games
recFacil_Out_Tennis Outdoor Tennis Court
recFacil_Out_Bad Outdoor badminton court
recFacil_Out_FamilyPic Outdoor picnic with families organised
recFacil_Out_Adven Outdoor adventure events
recFacil_needForm need to be formalised
recFacil_DayNight catered for both day and night shifts
recAct4TeamWk Building of team work skill
recAct4TeamLdr Building of leadership skills
recAct4Comm Enhancing interpersonal communication
recAct4Leadership Excellent opportunity for team building and
leadership exist
recAct4QWL Work/family distress released
recAct4FamIncl Families across hierarchy included in
picnics
21
recAct4Trust Building of trust and support amongst
people
recAct4Challenge Flair for facing challenging assignments
recAct4Energy Recharging energy and enthusiasm
recAct4Recognition System of reward and recognition
recAct4SelfEfficacy Self efficacy in employees developed
recAct4Confidence Building of trust and confidence
recAct4GoalSetting Honing practice of goal setting and clarification
recAct4Feedback Informal channel of feedback across
hierarchy
recAct4Interdepend Inevitable interdependence of participants
recAct4Creativity Creativity and fun is generated
recAct4Physical Improvement of my physical health
recAct4Emotional Improvement of my emotional health
recAct4Spiritual Improvement of my spiritual health
recAct4Intellectual Improvement of my intellectual health
recAct4Social Improvement of my social health
recAct4Thrill Thrill of winning celebrated
recAct4Discourses Spiritual discourses are organised & practiced
recAct4NoFeedback Involved feedback does not exists (Reversed)
recAct4FeedbackAction Satisfactory action on feedback taken
recAct4Listening Participants are listened to and heard
recAct4Develop Opportunity to develop not lost sight of
recAct4Enthusiasm Enthusiasm and confidence cultivated
contriIncreased Performance increased beyond
expectations
contriOCB Desirable behaviour beyond call of
duty
contriCommitment No intention of leaving in next two years
contriLoyalty Proud to work for my organisation
contriHappiness Happiness increased over last two years
contriLeadership My leadership skills have improved
contriTeam My team skills have improved
contriAtmosphere Fewer mistakes due to open and free
communications
contriBelief Believe happy employees are productive
employees
contriIntrinsic Motivation more intrinsic than extrinsic
22
contriTrust Trust in colleagues and
organisational support
contriQWL Effective balance in work/family life
contriPhysical Better physical health; improved
performance
contriPsyBetter psychological health; improved
contribution/ performance
contriSpiritual Better spiritual health; improved
performance
contriThrill Thrill of winning (Reversed)
H₀₁: Null hypothesis one
H₀₂: Null hypothesis two
H₀₃: Null hypothesis three
H₀₄: Null hypothesis four
H₀₅: Null hypothesis five
23