Study on SSA Management System. and Development of Effective Management System. SSA, Tamil Nadu

1 Study on Existing SSA Management System and Development of Effective Management System Conducted for SSA, Tamil Nadu By, MBA, PhD

2 Contents Chapter Details Page No. 1 2 3 Need and Methodology of the Study Data Analysis and Inference Section 1: Analysis on Demographic and Work Experience of the Respondents Section 2: Analysis on the BRTEs perception towards the recent changes in organization which have an impact on their performance Table 2.1: Perception Towards The Positive Changes In Organization Table 2.2: The Respondents Perception Towards The Factors That Influenced Their Planning And Execution Ability Table 2.3: The Respondents Perception Towards The Factors That Influenced The Positive Changes In Organization Table 2.4: The Respondents Satisfaction Level Towards The Factors That Influenced Their Performance Table 2:5: The Respondents Opinion The Need For Improvement On The Factors That Influenced Their Performance Table 2.6: The Respondents Preference Towards The Factors That Have Influenced Their Confidence And Performance Table 2.7: The Respondents Ppreference Towards The Required Supporting Factors To Discharge Their New Functions Effectively Summary of Findings and Recommendations 3.1 Findings from Section 1 3.2 Findings from Section 2 3.3 Recommendations on Core areas that required immediate attention Brief Profile of Study Expert 3-6 6-7 8 9-12 13-15 16-18 19 20 21 22 22-23 24 25

3 Study on Existing SSA Management System and Development of Effective Management System Chapter 1: Need and Methodology of the Study 1.1 Need and Importance of the Study The study primarily focuses on capturing the developments that are happening in SSA Organization and primary schools in Tamil Nadu for the past one year. The Collection tool has been designed to capture the response of staff from SSA organization and primary schools. The study intends to unearth the factors and drivers which spearheaded the changes in the organization and would also help the management to design an effective system to continue the efforts smoothly for future assignments. The collection tool focuses on identifying the respondents view on the changes, factors influence the changes, identification of vital factors, satisfaction level of respondents and future requirements to design an effective system. The entire exercise would help the SSA to develop an effective system which would act as knowledge and learning organization that would respond to future changes without much organization alignment. The collection tool would be used in all levels of SSA organization and primary schools and the analysis would unearth the requirement of respondents from each level. This would provide a clear direction and understanding of the requirements at different levels. 1.2 Core Focus Areas of the Study The main focus areas of the study are 1. To know the perception of BRTEs about the awareness and recognition of changes in SSA Management System in Tamil Nadu 2. To identify the factors that influenced the changes in (positive/negative) in SSA Organization in Tamil Nadu 3. To identify the factors that influenced the improvement in BRTEs planning and execution ability 4. To know the satisfaction level of BRTEs on the factors that have influenced/affect their performance 5. To understand the BRTEs preference on the factors that have influenced their performance 6. To identify the factors would help BRTEs performance during the assignment of new responsibilities 1.3 Scope of the study 1. The study was primarily conducted among BRTEs 2. The primary data was collected among the BRTEs from 30 districts of Tamil Nadu. 3. The data collected from the BRTES from different blocks from 30 districts

4 1.4 Method of the study 1.4.1 Focus Group study Focus group study was conducted among the BRTEs who represent from 30 districts of Tamil Nadu in order to understand the perception of BRTEs on the organization and the management system. This study was useful to design the collection tool in order capturing the perception and performance of BRTEs on SSA management system 1.4.2 Type of data collected for the study The primary data was collected from the BRTEs from 30 districts of Tamil Nadu in order to provide accurate outcomes. 1.4.3 Location of the study The study conducted in 30 districts of Tamil Naud. The respondents were picked up from the different blocks from all the districts of Tamil Nadu in order to obtain to un-biased response from the target population selected for the study (BRETs). 1.5 Sampling Plan 1.5.1 Sampling Technique In this study, the combination of probability and non-probability sampling techniques were adopted to select the samples from the target group. The Quota sampling technique was adopted to collect data from the samples (ought to be BRTEs). The stratified random sampling technique was used to select samples from different blocks of all the districts of Tamil Nadu. 15.2 Sample Size Constant sum Weightage method was applied to fix the sample size and the samples to be collected from different strata (classes) of BRTEs. Hence, the strata method was adopted to collect data from the BRTEs from different blocks of all the districts (30) of Tamil Nadu which proved valid to the study. The total no of samples were collected is 1174 (N=1174). 1.6 Data Collection Tool The structured Questionnaire was used as a tool for collecting primary data in the study. The questionnaire houses two different sections. Section 1 deals with Demographic information such as sex, age, qualification etc. and work Experience such as years of experience and work experience before SSA. Section 2 housed Questions regarding the BRTEs perception towards the positive changes, development in their planning and execution ability, satisfaction level on the factors influenced/affected their performance etc. (5 Point Likert Scale has been used). Dichotomous question had been asked about the need for improvement of factors and ranking method had been used to understand the BRTEs preference towards the factors influenced their performance and would enable the improvement their performance if the new responsibility is offered. Also, the open question had been asked to unwind the BRTEs on offering suggestions for better development.

5 1.7 Data Collection method and Field Work The Personal Interview Method was used to collect primary data from target samples. The investigators were duly trained, educated on the purpose of the study and made aware of motivating respondents to provide fairly accurate information. The investigators were given proper orientation about the purpose of the study and the collection tool in order to collect the data from the target samples from different blocks of 30 districts across Tamil Nadu. 1.8 Data Tabulation, Analysis and Tools used The collected primary data were appropriately edited, coded and tabulated in master spread sheet. Basic and Advanced Statistical tools viz. Simple Percentile analysis, analysis, Likert Scale Scoring Method, Ranking Method and Principle Component Factor analysis were used to analyze the data collected from the sample respondents. These tools were used to provide validity to the collected data. 1.9 Chapter Scheme of the Report Chapter 1: This chapter houses the Need and importance of the study, Core focus areas of the study, scope of the study, method of the study, locations of the study, sample plan, sampling technique used, sample size, Data Collection tool, Data collection method and field work and tools used for data analysis Chapter 2: This chapter deals with Data analysis and interpretation. The primary data were analyzed and presented in the tabular and graphical format for easy understand and inference. Chapter 3: This chapter comprises of summary of findings, recommendations and next course of action.

6 Chapter 2 Data Analysis and Inference This chapter depicts the mode of data analysis and the portrayal of the data into a meaning inference which would provide solutions to the defined problem. The data has been analyzed through array of basic and advanced statistical tools which would be provided for making effective decisions. The study has been conducted among BRTEs and 1174 respondents have participated different blocks of 30 districts of Tamil Nadu and provided valuable data in order to provide solutions to the defined problem. N (No. of Respondents) = 1174 (30 Districts of Tamil Nadu) Section 1: Analysis on Demographic and work Experience of the respondents TABLE.11: SEX RATIO OF THE RESPONDETS Male Female Sex No. of Respondents % 377 32.11 797 67.89 Total N=1174 1174 100 The Table 1.1 portrays the 67.89% of respondents are females and 32.11% of the respondents are males. It is evident from the above analysis that the majority of the respondents are females and the outcomes of the study would have a great bearing from their response

7 TABLE 1.2: QUALIFICATION OF THE RESPONDETS Qualification No. of Respondents % UG PG Mphill PhD No Response 259 719 182 9 5 22.06 61.24 15.50 0.07 0.04 Total N=1174 1174 100 The Table 1.2 reveals the 61.24% of respondents have PG qualification, 22.06% have UG qualification, 15.50% have Mphill Qualification and 0.07 have PhD qualification. It is evident from the study that the majority of the respondents have PG qualification, followed by UG and Mphill qualification. And very few have PhD qualification. The outcomes have a bearing from the majority of the respondents who have PG qualification. TABLE 1.3: WORK EXPERIENCE OF THE RESPONDETS Work Experience No. of Respondents % Teacher Other Employed Un employed No Response 851 78 166 79 72.48 6.64 14.13 6.73 Total N=1174 1174 100 The Table1.3 depicts the 72.48% of respondents worked as teachers before joining SSA, 14.13 were unemployed and 6.64 had other employment before joining SSA. It is identified from the analysis that the majority of the respondents were worked as teachers, followed by unemployed and other employed. Hence, it is evident that the majority of respondents intend to work as teachers and have a bent of mind to do so.

8 Section2: Analysis on the BRTEs perception towards the recent changes in organization which have an impact on their performance TABLE 2.1: PERCEPTION TOWARDS THE POSITIVE CHANGES IN ORGANIZATION Positive Change No. of Respondents % Yes No Can t say No Response 966 77 58 74 82.19 6.56 4.94 6.30 Total N=1174 1174 100 The Table 2.1 portrays the 82.19% of respondents said Yes to the positive changes in the organization, 6.56% said No, 4.94% said Can t say and 6.30% provided No response on the positive changes in the organization. It is understood from the study that majority of the respondents are positive about the changes in organization which would have a clear indication on absorbing the changes that are happening in the organization.

9 TABLE 2.2: THE RESPONDENTS PERCEPTION TOWARDS THE FACTORS THAT INFLUENCED THEIR PLANNING AND EXECUTION ABILITY Factors Influenced the Improvement in Planning and Execution Ability of BRTEs Agreement Q.No.5 Factors Score Rank Level 1 Proper goals have been provided 4477 1 3.913461538 2 Suitable training offered to acquire necessary skills to render the duties 4396 3 3.842657343 3 Barriers to approach superiors for clarifications have been removed 4178.667 13 3.652680653 a. Block level 4289 1 3.749125874 b. District level 4179 2 3.652972028 c. State level 4068 3 3.555944056 4 Increased liberty to perform duties freely 4003 14 3.499125874 5 Proper encouragement and motivation from superiors 4278.333 10 3.739801865 a. Block level 4328 1 3.783216783 b. District level 4294 2 3.753496503 c. State level 4213 3 3.682692308 6 Frequent guidance and support from superiors 4352.667 4 3.804778555 a. Block level 4405 1 3.850524476 b. District level 4365 2 3.815559441 c. State level 4288 3 3.748251748 7 Appropriate monitoring and streamlining from superiors 4341.333 5 3.794871795 a. Block level 4394 1 3.840909091 b. District level 4356 2 3.807692308 c. State level 4274 3 3.736013986 8 Open communication system has been set up 4269 12 3.731643357 9 Proper reporting system has been set up 4324 6 3.77972028 10 Proper role description has been provided 4301 8 3.759615385 11 Prompt action and support from superiors 4310.333 7 3.767773893 a. Block level 4371 1 3.820804196 b. District level 4303 2 3.761363636 c. State level 4257 3 3.721153846 12 Proper responsibilities and accountabilities have been informed 4295 9 3.754370629 13 Frequent and appropriate training have been provided to understand the changes 4437 2 3.878496503 14 Provision of confidence from superiors to perform effectively 4273.333 11 3.735431235 a. Block level 4352 1 3.804195804 b. District level 4256 2 3.72027972 c. State level 4212 3 3.681818182

10 The Table 2.2 reveals the respondents perception towards the factors that influenced the improvement in their planning and execution ability. Majority of the respondents agreed to all the factors that have influenced the improvement. However, the ranking method has been used to identify the highest to least factors which have influenced the improvement in their performance in planning and execution ability. Very High Impact Factors 1. Respondents have provided 1 st rank and agreed to the factor proper goals have been provided which has a greater influence on their improvement on planning and execution ability 2. Respondents have given 2 nd rank and agreed to the factor Frequent and appropriate training have been provided to understand the changes which has an impact on their improved planning and execution ability 3. Respondents have offered 3 rd rank and agreed to the factor Suitable training offered to acquire necessary skills and render duties. The respondents perceived this factor has helped to improve their planning and execution ability High Impact Factors 4. Respondents have provided 4 th rank and agreed to the factor Frequent guidance and support from superiors which has a greater influence on their improvement on planning and execution ability. Block level support scores 1 st rank, district and state level support score 2 nd and 3 rd respectively. It shows the respondents value the support and direction from the block level which is micro level. 5. Respondents have given 5 th rank and agreed to the factor Appropriate monitoring and streamlining from superiors which has an impact on their improved planning and execution ability. Block level support scores 1 st rank, district and state level support score 2 nd and 3 rd respectively. It shows the respondents value the support and direction from the block level which is micro level. 6. Respondents have offered 6 th rank and agreed to the factor Proper Reporting has been setup. The respondents perceived this factor has helped to improve their planning and execution ability

11 Medium Impact Factors 7. Respondents have provided 7 th rank and agreed to the factor Prompt action and support from superiors which has a greater influence on their improvement on planning and execution ability. Block level support scores 1 st rank, district and state level support score 2 nd and 3 rd respectively. It shows the respondents value the support and direction from the block level which is micro level. 8. Respondents have given 8 th rank and agreed to the factor Proper role description has been provided which has an impact on their improved planning and execution ability 9. Respondents have offered 9 th rank and agreed to the factor Proper responsibilities and accountabilities have been provided. The respondents perceived this factor has helped to improve their planning and execution ability Low Impact Factors 10. Respondents have provided 10 th rank and agreed to the factor Proper encouragement and motivation from superiors which has least influence on their improvement on planning and execution ability. Block level support scores 1 st rank, district and state level support score 2 nd and 3 rd respectively. It shows the respondents value the support and direction from the block level which is micro level. 11. Respondents have given 11 th rank and agreed to the factor Provision of confidence from to perform effectively which has an impact on their improved planning and execution ability. Block level support scores 1 st rank, district and state level support score 2 nd and 3 rd respectively. It shows the respondents value the support and direction from the block level which is micro level. Very Low Impact Factors 12. Respondents have provided 12 th rank and agreed to the factor Open Communication has been setup which has least influence on their improvement on planning and execution ability 13. Respondents have given 13 th rank and agreed to the factor Barriers to approach superiors for clarifications have been removed which has least impact on their improved planning and execution ability. Block level support scores 1 st rank, district and state level support score 2 nd and 3 rd respectively. It shows the respondents value the support and direction from the block level which is micro level. 14. Respondents have offered 14 th rank and agreed to the factor Increased liberty to perform their duties freely. The respondents perceived this factor has very least impact to improve their planning and execution ability.

12 Inference The respondents agreed to the fact that there are factors that have highly influenced their performance to the factors that have least influenced their improvement in performance. The above analysis has depicted that the respondents are happy with the goals provided, appropriate and timely training offered etc. which are tangible aspects which have greater impact on their performance. The respondents expressed the intangible aspects viz. Proper encouragement and motivation, provision of confidence by superiors to perform, Open communication system, Removal of barriers to approach for clarifications, liberty to perform freely etc have least impact on their performance. Insight Analysis and Recommendations Hence, the perfect balance is required to maintain both tangible and intangible aspects in order to constantly motivate the respondents to perform effectively. The Management ought to focus on improving the intangible aspects which would have a greater impact on the performance on the responsibilities.

13 TABLE 2.3: THE RESPONDENTS PERCEPTION TOWARDS THE FACTORS THAT INFLUENCED THE POSITIVE CHANGES IN ORGANIZATION Q.No.2 Factors Influence the Positive Changes S. No Factors Agreement Score Rank Level 1 Freedom to think and work 4178 9 3.652097902 2 Proper guidance and support from superiors 6 4291.3333 3.751165501 a. Block level 4343 1 3.796328671 b. District level 4304 2 3.762237762 c. State level 4227 3 3.69493007 3 Easy to approach superiors 4312.6667 3 3.76981352 a. Block level 4599 1 4.020104895 b. District level 4387 2 3.83479021 c. State level 3952 3 3.454545455 4 Immediate response and action on grievances 3770 10 3.295454545 5 Received ample training to render duties effectively 4315 2 3.771853147 6 Frequent positive suggestive from superiors 4243.3333 7 3.709207459 a. Block level 4391 1 3.838286713 b. District level 4263 2 3.726398601 c. State level 4076 3 3.562937063 7 Instillation of suitable recognition system 4028 8 3.520979021 8 Clear goal setting from superiors 4308.3333 4 3.766025641 a. Block level 4378 1 3.826923077 b. District level 4293 2 3.752622378 c. State level 4254 3 3.718531469 9 Provided appropriate skills through training to achieve goals 4413 1 3.857517483 10 Appropriate motivation from superiors 4299 5 3.757867133 a. Block level 4373 1 3.822552448 b. District level 4310 2 3.767482517 c. State level 4214 3 3.683566434

14 The Table 2.3 reveals the respondents perception towards the factors that influenced the positive changes in organization. Majority of the respondents agreed to all the factors that have influenced the positive changes. However, the ranking method has been used to identify the highest to least factors which have influenced the positive changes in the organization. Very High Impact Factors 1. Respondents have provided 1 st rank and agreed to the factor Provided appropriate skills through training to achieve goals which has a greater influence on the positive changes in the organization. 2. Respondents have given 2 nd rank and agreed to the factor Received ample training to render duties effectively which has an impact on the perception of positive changes in the organization High Impact Factors 3. Respondents have provided 3 h rank and agreed to the factor Easy to approach superiors which has a positive on the positive changes in the organization. Block level support scores 1 st rank, district and state level support score 2 nd and 3 rd respectively. It shows the respondents value the support and direction from the block level which is micro level. 4. Respondents have given 4 th rank and agreed to the factor Clear goal setting from superiors which has an impact on the positive changes that are happening in the organization. Block level support scores 1 st rank, district and state level support score 2 nd and 3 rd respectively. It shows the respondents value the support and direction from the block level which is micro level. Medium Impact Factors 5. Respondents have provided 5 th rank and agreed to the factor Appropriate motivation from superiors which has a considerable influence on the positive changes in the organization. Block level support scores 1 st rank, district and state level support score 2 nd and 3 rd respectively. It shows the respondents value the support and direction from the block level which is micro level. 6. Respondents have given 6 th rank and agreed to the factor Proper guidance and support from superiors which has an acceptable impact on the positive changes in the organization. Block level support scores 1 st rank, district and state level support score 2 nd and 3 rd respectively. It shows the respondents value the support and direction from the block level which is micro level.

15 Low Impact Factors 7. Respondents have provided 7 th rank and agreed to the factor Frequent positive suggestion from superiors which has low influence on the positive changes in the organization. Block level support scores 1 st rank, district and state level support score 2 nd and 3 rd respectively. It shows the respondents value the support and direction from the block level which is micro level. 8. Respondents have given 8 th rank and agreed to the factor Installation of suitable recognition system which has low influence on the positive changes in the organization. Very Low Impact Factors 9. Respondents have provided 9 th rank and agreed to the factor Freedom to think and work which has least influence on the positive changes in the organization 10. Respondents have given 10 th rank and agreed to the factor Immediate response and action on grievances which has least impact on the positive changes in the organization. Inference The respondents agreed to the fact that there are factors that have highly influenced their performance to the factors that have least influenced the positive changes in the organization. It is identified from the above inference that the respondents are agreed that the appropriate skills have been acquired through ample training, Easy to approach superiors, clear goal setting by superiors etc. which have influenced their perception of understanding the positive changes in the organization. The respondents revealed that there are factors viz. frequent positive suggestions from superiors, lack of suitable recognition system, freedom to think and work, lack of immediate response from superior on solving grievances etc. which have made them perceive the need for improvement in order to totally perceive the positive changes in the organization. Insight Analysis and Recommendations The respondents are positive about the training offered, goal setting by superiors, easy accessibility to superiors and not very positive about the suggestions from superiors, Installation of suitable recognition system, Immediate response from superiors on attending and solving grievances and freedom to think and work. The Management needs to have a look the factors that require immediate attention and solution in order to make the respondents totally feel the positive changes in the organization.

16 TABLE 2.4: THE RESPONDENTS SATISFACTION LEVEL TOWARDS THE FACTORS THAT INFLUENCED THEIR PERFORMANCE Q.No.7 Satisfaction level of factors influence BRTEs performance S. No Factors Satisfaction Score Rank Level 1 Setting of goals by superiors 4384.667 2 3.832750583 a. Block level 4402 1 3.847902098 b. District level 4383 2 3.831293706 c. State level 4369 3 3.819055944 2 Training offered 4336 7 3.79020979 3 New communication system to reach superiors 4346 5 3.798951049 a. Block level 4414 1 3.858391608 b. District level 4333 2 3.787587413 c. State level 4291 3 3.750874126 4 Guidance and support from superiors 4391.667 1 3.838869464 a. Block level 4469 1 3.906468531 b. District level 4392 2 3.839160839 c. State level 4314 3 3.770979021 5 Encouragement and motivation from superiors 4349.667 4 3.802156177 a. Block level 4419 1 3.862762238 b. District level 4360 2 3.811188811 c. State level 4270 3 3.732517483 6 Liberty offered to work freely 4160 10 3.636363636 7 Monitoring system 4337 6 3.791083916 8 Role description 4262 8 3.725524476 9 Grievance handling and action by superiors 4125 11 3.605769231 a. Block level 4214 1 3.683566434 b. District level 4102 2 3.585664336 c. State level 4059 3 3.548076923 10 Allocation of responsibilities 4240 9 3.706293706 11 Training offered to pick up new skills to render new functions 4374 3 3.823426573 12 Provision of enough time to accomplish/complete task given 3619 12 3.163461538

17 The Table 2.4 reveals the respondents satisfaction level towards the factors that influenced the improvement in their performance. Majority of the respondents have shown satisfaction to all the factors that have influenced the improvement. However, the ranking method has been used to identify the highest to least satisfaction level on different factors which have influenced the improvement in their performance. Very High Satisfied Factors 1. Respondents have provided 1 st rank and highly satisfied with the factor Guidance and support from superiors which has a greater influence on their improved performance. Block level support scores 1 st rank, district and state level support score 2 nd and 3 rd respectively. It shows the respondents value the support and direction from the block level which is micro level. 2. Respondents have given 2 nd rank and highly satisfied with the factor Setting goals from superiors which has a greater impact on their improved performance 3. Respondents have offered 3 rd rank and highly satisfied with the factor Training offered to pickup new skills to render new functions. The respondents perceived this factor has greatly helped to improve their performance. Somewhat Satisfied Impact Factors 4. Respondents have provided 4 th rank and somewhat satisfied with the factor Encouragement and Motivation from superiors which has a considerable influence on improving their performance. Block level support scores 1 st rank, district and state level support score 2 nd and 3 rd respectively. It shows the respondents value the support and direction from the block level which is micro level. 5. Respondents have given 5 th rank and somewhat satisfied with the factor A new communication system to reach superiors which has a considerable impact on their improved performance. Block level support scores 1 st rank, district and state level support score 2 nd and 3 rd respectively. It shows the respondents value the support and direction from the block level which is micro level. Medium Satisfied Factors 6. Respondents have provided 6 th rank and medium satisfied with the factor Monitoring System which has an acceptable impact on their improved performance 7. Respondents have given 7 th rank and medium satisfied with the factor Routine Training offered which has an acceptable impact on their improved performance. 8. Respondents have offered 8 th rank and medium satisfied with the factor Role Description. The respondents perceived this factor has helped to improve their planning and execution ability

18 Low Satisfied Factors 9. Respondents have provided 9 th rank and shown low satisfaction towards the factor Allocation of Responsibilities which has low influence on helping them to improve their performance. 10. Respondents have given 10 th rank and shown low satisfaction towards the factor Liberty offered to work freely which has low impact on their improved performance. Least Satisfied Factors 11. Respondents have provided 11 th rank and expressed least satisfaction towards the factor Grievance handling and action by superiors which has least influence on their improved performance. 12. Respondents have given 12 th rank and expressed least satisfaction towards the factor Provision of enough time to accomplish/complete task given which has least impact on their improved performance Inference The respondents have shown very high satisfaction to the least satisfaction towards the factors that have influenced their improved performance. The respondents have identified and expressed their very high to high satisfaction to the factors viz. Guidance and support from superiors, Setting goals from superiors, Training offered to pick up new skills to render new functions, Encouragement and motivation from superiors, New communication system to reach superiors etc. The respondents have expressed the medium satisfaction towards the routine training offered as the routine training might not have impact on their performance. It could be the case the frequency of the training might have created a disinterest towards this training. Hence, the modification in the frequency of routine training might influence the respondents to look at the routine in new perspective and would derive better satisfaction. The respondents expressed low to least satisfaction towards the factors viz. Allocation of responsibilities, liberty offered to work freely, Grievance handling and action by superiors and provision of enough time to complete the given task etc. The above factors are very vital supporting factors which have great influence on improving performance of the respondents. Insight Analysis and Recommendations The above analysis clearly depicts the satisfaction level of respondents towards the different factors that have helped to improve their performance level in order to work effectively. The management ought to have a look at the routine training aspects which the respondents have expressed medium satisfaction vis-à-vis the training to pick up new skills in order to render new duties. It vividly portrays that the respondents shown more interest towards the new training and less interest towards the routine training. Hence, the management might consider the altering the frequency of the routine or bringing the novelty in the routine training content in order to break the monotony. Also, to focus on the supporting factors that the respondents have expressed least satisfaction which could have negative impact on their performance and could have provided the demoralizing effect.

19 TABLE 2.5: THE RESPONDENTS OPINION THE NEED FOR IMPROVEMENT ON THE FACTORS THAT INFLUENCED THEIR PERFORMANCE S. No Factors Needs Improvement No Need NOR % NOR % 1. Goal setting exercise 695 60.75175 433 37.84965 2. Training offered 652 56.99301 478 41.78322 3. Guidance and support from superiors 636 494 43.18182 a. Block level 55.59441 b. District level 669 58.47902 444 38.81119 c. State level 658 57.51748 455 39.77273 4. Existing communication system 611 53.40909 518 45.27972 ensures the direct reach of superiors 5. Encouragement and motivation from 616 53.84615 515 45.01748 superiors a. Block level b. District level 676 59.09091 440 38.46154 c. State level 666 58.21678 447 39.07343 6. Grievance handling and action by 638 55.76923 495 43.26923 superiors a. Block level b. District level 666 58.21678 458 40.03497 c. State level 657 57.43007 454 39.68531 7. Existing monitoring system 575 50.26224 556 48.6014 8. Role Description 611 53.40909 515 45.01748 9. Allocation of responsibilities 636 55.59441 495 43.26923 11. Liberty offered to work freely 711 62.15035 425 37.15035 Insight Analysis and Recommendations The Table 2.5 vividly reveals the respondents requirement on improving the factors that have influenced their improved performance. The respondents all the factors need improvement. However, the degree of intensity of the need for improvement is very vital to identify and focus on those factors. The respondents expressed the factors viz. Liberty offered to work freely, Goal setting and training offered (routine training offered) etc. need immediate improvement as majority of the respondents have expressed the requirement.

20 TABLE 2.6: THE RESPONDENTS PREFERENCE TOWARDS THE FACTORS THAT HAVE INFLUENCED THEIR CONFIDENCE AND PERFORMANCE S. No Factors Score Rank 1. Proper coordination among all levels 5750 6 2. Easy to approach superiors 5971 5 3. Training offered 7196 1 4. Guidance and support from superiors 6861 2 5. Encouragement and motivation from superiors 6127 4 6. Immediate action and grievance handling by superiors 3741 9 7. Liberty to perform and work 6132 3 8. Ample recognition of good performance 4159 8 9. Appropriate direction offered relevant to the job 5514 7 Insight Analysis and Recommendations The Table 2.6 portrays the respondents preference on the factors that have helped to improved their confidence and performance. The respondents offered top rank to training offered, followed by encouragement and motivation from superiors, liberty to perform and work etc. The respondents expressed the least preference towards appropriate direction offered relevant to the job, ample recognition of good performance and immediate action and grievance handling by superiors etc. which have least helped them to improve their confidence and performance. The above study clearly depicts the preference of the respondents and their expressed towards the factors which have helped to improve their performance and confidence. The management ought to maintain the factors which have scored high ranks and to improve the factors that have scored low ranks viz. Immediate action and grievance handling and action by superiors, ample recognition of good performance and appropriate direction offered for the relevant job.

21 TABLE 2.7: THE RESPONDENTS PPREFERENCE TOWARDS THE REQUIRED SUPPORTING FACTORS TO DISCHARGE THEIR NEW FUNCTIONS EFFECTIVELY S. No Factors Score Rank 1. Suitable and timely training 6889 1 2. Role description and responsibilities 6285 5 3. Ample time to complete the work 6472 3 4. Flexible monitoring system 5229 7 5. Open communication to reach superiors 5530 6 6. Proper guidance and support from superiors 6779 2 7. Encouragement and motivation 6366 4 8. Immediate action of grievance 4501 8 9. Ample Reward/Award on Performance 3186 9 Insight Analysis and Recommendations The Table 2.7 vividly reveals the preference of respondents on the vital supporting factors that would help them to discharge their new functions effectively. The respondents offered highest rank to suitable and timely training, proper guidance and support from superiors and ample time to complete to the work. The top three factors ought to be considered and offered to the respondents which would enable them discharge their new functions effectively. It is interesting to identify that the respondents least preferred the factors such as flexible monitoring system, immediate action of grievance and ample reward/award on performance which would have impact on discharging their functions effectively. It clearly shows that the respondents need to amply and timely trained, need proper guidance, support, encouragement and motivation from superiors and requires ample time to complete the work. It shows the perfect combination of tangible and intangible factors which would influence the respondents to discharge their new functions effectively. The respondents need training to acquire new skills to perform their new functions, require guidance, support, encouragement and motivation from superiors and freedom and ample time to complete their work. The management ought to focus on these priority factors during the discharging of new functions to the respondents or the selection and induction of new employees.

22 Chapter 3 3 Summary of Findings and Recommendations 3.1 Findings from Section 1 Table 1.1: Majority of the respondents are females Table 1.2: Majority of the respondents have PG qualification, followed by UG, Mphill and PhD Table 1.3: Majority of the respondents worked as teachers before joining SSA 3.2 Findings from Section 2 Table 2.1: Respondents perception towards the positive changes in the organization Majority of the respondents are positive about the changes that are happening in the organization Table 2.2: Respondents perception towards the factors that have influenced their performance in planning and execution ability The respondents agreed to the fact that there are factors that have highly influenced their performance to the factors that have least influenced their improvement in performance. The above analysis has depicted that the respondents are happy with the goals provided, appropriate and timely training offered etc. which are tangible aspects which have greater impact on their performance. The respondents expressed the intangible aspects viz. Proper encouragement and motivation, provision of confidence by superiors to perform, Open communication system, Removal of barriers to approach for clarifications, liberty to perform freely etc have least impact on their performance. Table 2.3: Respondents perception towards that factors that have influenced the positive changes in the organization The respondents agreed to the fact that there are factors that have highly influenced the positive changes in the organizations to the factors that have least influenced the positive changes in the organization. It is identified from the above inference that the respondents are agreed that the appropriate skills have been acquired through ample training, Easy to approach superiors, clear goal setting by superiors etc. which have influenced their perception of understanding the positive changes in the organization. The respondents revealed that there are factors viz. frequent positive suggestions from superiors, lack of suitable recognition system, freedom to think and work, lack of immediate response from superior on solving grievances etc. which have made them perceive the need for improvement in order to totally perceive the positive changes in the organization.

23 Table 2.4: Satisfaction level of respondents towards the factors that have influenced their performance The respondents have shown very high satisfaction to the least satisfaction towards the factors that have influenced their improved performance. The respondents have identified and expressed their very high to high satisfaction to the factors viz. Guidance and support from superiors, Setting goals from superiors, Training offered to pick up new skills to render new functions, Encouragement and motivation from superiors, New communication system to reach superiors etc. The respondents have expressed the medium satisfaction towards the routine training offered as the routine training might not have impact on their performance. It could be the case the frequency of the training might have created a disinterest towards this training. Hence, the modification in the frequency of routine training might influence the respondents to look at the routine in new perspective and would derive better satisfaction. The respondents expressed low to least satisfaction towards the factors viz. Allocation of responsibilities, liberty offered to work freely, Grievance handling and action by superiors and provision of enough time to complete the given task etc. The above factors are very vital supporting factors which have great influence on improving performance of the respondents Table 2.5: Respondents opinion on the factors that require improvement which have influenced their performance The study vividly reveals the respondents requirement on improving the factors that have influenced their improved performance. The respondents all the factors need improvement. However, the degree of intensity of the need for improvement is very vital to identify and focus on those factors. The respondents expressed the factors viz. Liberty offered to work freely, Goal setting and training offered (routine training offered) etc. need immediate improvement as majority of the respondents have expressed the requirement. Table 2.6: Respondents preference towards the factors that have influenced their confidence and performance The study portrays the respondents preference on the factors that have helped to improved their confidence and performance. The respondents offered top rank to training offered, followed by encouragement and motivation from superiors, liberty to perform and work etc. The respondents expressed the least preference towards appropriate direction offered relevant to the job, ample recognition of good performance and immediate action and grievance handling by superiors etc. which have least helped them to improve their confidence and performance Table 2.7: Respondents preference towards the required supporting factors to discharge their new functions effectively The analysis clearly reveals the preference of respondents on the vital supporting factors that would help them to discharge their new functions effectively. The respondents offered highest rank to suitable and timely training, proper guidance and support from superiors and ample time to complete to the work. The top three factors ought to be considered and offered to the respondents which would enable them discharge their new functions effectively. It is interesting to identify that the respondents least preferred the factors such as flexible monitoring system, immediate action of grievance and ample reward/award on performance which would have impact on discharging their functions effectively.

24 3.3 Recommendations on Core areas that required immediate attention It is evident from the study that the respondents are positive about the changes in the organization. However, there are factors that require developing and fine tuning in order to make the respondents more motivated and effective in order to contribute effectively in their given functions. 1. The respondents are happy with the goal setting, new and suitable training provided to perform their duties effectively. However, the study reveals that the more focus required on developing the factors such as a. Proper encouragement and motivation b. Provision of confidence by superiors to perform c. Open communication system d. Removal of barriers to approach for clarifications e. Liberty to perform freely etc. 2. The respondents expressed happiness towards the factors viz. appropriate skills have been acquired through ample training, Easy to approach superiors, clear goal setting by superiors etc which have influenced their perception about understanding the positive changes. However, the study unearths that the more focus required on developing the factors such as a. Frequent positive suggestions from superiors b. Lack of suitable recognition system c. Freedom to think and work d. Lack of immediate response from superior on solving grievances 3. The respondents expressed very to high satisfaction towards the factors viz. Guidance and support from superiors, Setting goals from superiors, Training offered to pick up new skills to render new functions, Encouragement and motivation from superiors, New communication system to reach superiors etc. have helped improved their performance. However, the analysis portrays the least satisfied factors that required more focus such as a. Allocation of responsibilities b. liberty offered to work freely c. Grievance handling and action by superiors d. Provision of enough time to complete the given task 4. The respondents clearly expressed the supporting factors that require from superiors to discharge their new functions effectively. The management needs to focus on these factors while allocating new responsibilities, induction of new employees and change in the role of existing employees in order to provide motivation and confident to perform their functions effectively. The following factors ought to be focused and executed while new discharges new functions to employees a. Suitable and timely training b. Proper guidance and support from superiors c. Ample time to complete the work d. Encouragement and motivation from superiors e. Role description and responsibilities

25 Brief Profile of the Study Expert MBA, PhD, SLET, UGC-NET PhD (Utkal University, India), 2005 MBA (Bharathiar University, India), 1996 BBM (Bharathiar University, India). 1994 Dr. Sakkthivel offers a wide variety of courses in Marketing Discipline viz. Marketing Management, Sales & Distribution Management, Sales Negotiation, Marketing of Services, Integrated Marketing Communications, Marketing Research & Research Methodology, Marketing in New Era, Cyber-Marketing, Internet Buyer Behavior, Rural Marketing etc is an MBA and PhD in Business Administration (Marketing). He possesses (12 years) of diversified back ground of industrial (Health & Telecom), research, academic, Training and consulting experience. He supervised PhD Students (Full-time) at LIBA Doctoral Research Center (Affiliated to Madras University). He conducted programmes for senior and middle level executives (SIFY, CITI Group, EPPENDORF, Ford, Savorit Foods, Techinp etc.). He involves in Consulting assignments with Govt. (Indian Railways, SSA, Tamil Nadu etc.) and numerous leading (Savorit Foods, Neted) companies. Authored a Book on Cyber-Marketing in Indian context (Maha Maya Publishing House, New Delhi) and book chapters with numerous text books. He published research papers and articles in International Journals (Journal of Internet Banking and Commerce, Canada & South Asian Journal of Management), National Journals (Indian Retail Review, Advertising Express, Journal of Consumer Behavior (ICFAI Press), Indian Journal of Marketing, JIMS 8M, Management Matters, Siddhant etc.,), Dailies (Business Line Hindu