jai final research report

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A

RESEARCH REPORT

ON

ROLE EFFICACY AND ROLE CLARITY IN

EMPLOYEESSubmitted in partial fulfillment of the requirement

For the award of degree

Of MASTER OF BUSINESS ADMINISTRATION

SESSION (2011-2012)

SUBMITTED TO: - SUBMITTED BY:-

Dr. Vibha Singh Name: Jai Gupta

(Director) Class: MBA IV Sem

RBMI, GREATER NOIDA Roll No: 1021170005

RAKSHPAL BAHADUR MANAGEMENT INSTITUTE,Greater Noida

(Affiliated to Mahamaya Technical University, Noida)

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ACKNOWLEDGEMENT

It is my pleasure to be indebted to various people, who directly or

indirectly contributed in the development of this work and who influenced my thinking,

behavior, and acts during the course of study.

I express my sincere gratitude to Dr. Vibha Singh worthy Principal for

providing me an opportunity to undergo research report.

I am thankful to all for their support, cooperation, and motivation provided

to me during the training for constant inspiration, presence and blessings.

Lastly, I would like to thank the almighty and my parents for their moral

support and my friends with whom I shared my day-to-day experience and received lots

of suggestions that improved my quality of work.

Jai Gupta

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DECLARATION

I, Jai Gupta, Student Of MBA IVth Semester, Studying At Rakshpal Bahadur

Management Institute, Greater Noida, Hereby Declare That The research Report

On Role Efficacy And Role Clarity In Employees Submitted To Mahamaya

Technical University, Noida In Partial Fulfillment Of Degree Of Master Of

Business Administration, Is The Original Work Conducted By me.

The information and data given in the report is authentic to the best of my

knowledge. This summer training report is not being submitted to any other

university for award of any other degree, diploma and fellowship.

Jai Gupta

TABLE OF CONTENTS

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Page No.

1. INTRODUCTION OF THE TOPIC

8

2. OBJECTIVES OF STUDY 12

3. SCOPE OF THE STUDY 14

4. LITERATURE REVIEW 17

5. RESEARCH METHODOLOGY 36

6. DATA ANALYSIS AND INTERPRETATIONS 54

7. FINDINGS AND CONCLUSIONS 69

8. SUGGESTIONS AND RECOMMENDATIONS 72

9. LIMITATIONS 79

11. BIBLIOGRAPHY 81

12. APPENDIX 83

ANNEXURE I QUESTIONNAIRE

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CHAPTERIZATION

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Chapter 1

Chapter one would be on Introduction which would cover the brief aspects about role

efficacy and role clarity in employees. The main theme of this chapter would include the

aims and objectives of the research, the hypothesis which has been framed , purpose of

the research and the future area of the research .

Chapter 2

The chapter two would be on literature review which would draw theoretical

underpinnings on the subject area of the research. This section would start with the basicconcepts of role efficacy and role clarity and empirical evidences on the impact which

role efficacy and role clarity has on the performance of the employees.

Chapter 3

Chapter three would be on Research Methodology and Process which would cover the

process which is adopted by the researcher for conducting the research. The entire

research process along with choosing of the appropriate research design and sampling

procedure would be specified in detail. The main purpose of this section would also be

to specify about the various research tools and techniques which are used by the

researcher in completing the research. Proper justification for the use of particular

research technique would be provided as a part of the section. Lastly Limitations faced

by the researcher while conducting the research would also be included.

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Chapter 4

Chapter four would be on data findings and analysis which would cover broadly about

the answers given by the respondents so that conclusions can be derived by the data

collected.

Chapter 5

Chapter five would be on conclusion which would specify about the way the entire

research was conducted and the end result of the same. The section would provide inputs

with justification for researching the aims and objectives. The hypothesis which has been framed earlier would be tested as positive or negative. The conclusion of this

section would be as to whether role clarity is more important than role efficacy or both

the factors are dually important for the employees for performing their job well.

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CHAPTER 1

INTRODUCTION

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ROLES

Role is a set of expected behaviour patterns attributed to someone occupying a given

position in a social unit. People have the ability to shift roles rapidly when they

recognize that the situation and its demands clearly require major changes. So, different

groups impose different role requirement on individuals:

1) Role Identity : Certain attitudes and behaviours consistent with a role are known as

role identity.

2) Role Perception : An individuals view of how he or she is supposed to act in a given

situation.

3) Role Conflict : A situation in which an individual is confronted by divergent role

expectations.

4) Role Expectation : How others believe a person should act in a given situation.

CHARACTERSITICS OF ROLE

1) Role performance differs from role expectations.

2) Roles are relational, organizing our behaviour towards some other person.

3) Role set refers to a number of roles attached to a single status.

4) A collection of roles associated with a given status

5) Role is an expected behaviour of that position.

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IMPORTANCE OF ROLES

1) INITIATOR-CONTRIBUTOR: Recommended new solutions to group problems.

2) INFORMATION-SEEKER: Attempt to obtain the necessary facts.

3) OPINION-GIVERS: Share own opinions with others.

4) ENERGIZERS: Stimulate the group into action whenever interest drops.

5) HARMONIZERS: Mediate group conflicts.

6) COMPROMISERS: Shift own opinions to create group harmony.

7) ENCOURAGERS: Praise and encourage others.

8) EXPEDITERS: Suggest ways the groups can operate more smoothly.

9) BLOKERS: Act stubborn and resistant to the group.

10) RECOGNITION-SEEKERS: Call attention to their own achievements.

11) DOMINATORS: Assert authority by manipulating the group.

12) AVOIDERS: Maintain distances; isolate themselves from fellow group members.

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Role-Integrating point of organisation andindividual

Once a person becomes a member of a social system, he/she receives certainroles and certain expectations to others. There are two approaches to it :

In role taking approach, the sending and receiving together influences the

individuals role behavior.

Role taking is concerned with the identification of the self with the role.

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Organization Structure

Individual

Roles

Personality

Goals

Needs

APPROACHES

REACTIVE ORROLE TAKING APPROACH

PROACTIVE ORROLE MAKING

APPROACH


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OBJECTIVESOF THESTUDY

OBJECTIVES OF THIS RESEARCH

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To determine the potential effectiveness of an individual occupying a particular

role in an organization.

To help people understand the knowledge they need to do their jobs well and

where to find that knowledge.

To find out relation between Role Efficacy and Role Clarity.

To provide suggestions for increasing Role Efficacy and Role Clarity among

employees.

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SCOPE

OF THE

STUDY

SCOPE OF THE STUDY

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The study covers all working members included both workers and officers. It also

provides a way for people to understand what they need to know, where to access that

knowledge and why it is important to their work .

HYPOTHESIS OF THE RESEARCH

H0: Either Role clarity is more important than role efficacy

H1: Both role clarity and role efficacy are important.

MOTIVATION OF THE RESEARCH

As a student, from the research I have learnt about how role efficacy and role clarity is

important for the employees working in the organization. The research also gives me

information about what will happen if the role is not cleared to the employees. The

research also motivates me to study the factors that can help an employee for clarifying

their roles and do their job in an effective manner.

STRUCTURE OF THE DISSERTATION

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1. INTRODUCTION

2. LITERATURE REVIEW

3. RESEARCH METHODOLOGY

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4. RESEARCH FINDINGS

5. CONCLUSIONS

6. REFERENCES

7. APPENDIX


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CHAPTER 2

LITERATUREREVIEW

LITERATURE REVIEW

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INTRODUCTION OF ROLE EFFICACY

ROLE EFFICACY

The performance of a person working in an organization depends on his own potential

effectiveness, technical competence, managerial experience as well as the design of the

role that he performs in the organization. It is the integration of the two that ensures a

persons effectiveness in the organization. Unless a person has the requisite knowledge,

technical competence and the skills required for the role, he cannot be effective. If the

role does not allow the person to use his competence, and if he constantly feels

frustrated in the role, his effectiveness is likely to be low.

The integration of a person and the role comes about when the role is able to fulfil the

needs of the individual, and when the individual in turn is able to contribute to theevolution of the role. The more we move from role taking to role making, the more the

role is likely to be effective. Effectiveness of a person in a role in an organization will

depend on his own potential effectiveness the potential effectiveness of the role, and the

organizational climate. Role efficacy would mean potential effectiveness of an

individual occupying a particular role in an organization. Role efficacy is the potential

effectiveness of a role.

ASPECTS OF ROLE EFFICACY

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Role efficacy has several aspects. These aspects can be classified intoThree groups or dimensions-

Dimension 1: Role Making

1) Self-Role Integration -

Every person has his strengths experience, technical training, special skills, and some

unique contribution that he may be able to make. The more the role a person occupies

provides an opportunity for the use of such special strengths, the

higher the efficacy is likely to be. This is called self-role integration. The self or the

person and the role get integrated through the possibility of a persons use of his special

strengths in the role. Our special strengths are used in the role so that it may be possible

for us to demonstrate how effective we can be. Integration contributes to high role

efficacy. On the other hand if there is a distance between the self and the role, role

efficacy is likely to be low.

2) Proactivity -

A person who occupies a role, responds to the various expectations that people in the

organization have from that role. While this certainly gives him satisfaction, it also

satisfies others in the organization. However, if he is also expected to take

initiative in starting some activity, the efficacy will be higher. Reactive behavior helps a

person in being effective to some extent, but proactivity contributes much more to

efficacy. If a person feels that he would like to take initiative but has no opportunity todo so in the role that he occupies in the organization, the efficacy will be low.

3) Creativity -

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It is not only initiative which is important for efficacy. An opportunity to try new and

unconventional ways of solving problems or an opportunity to be creative is equally

important. If a person perceives that he has to perform only routine tasks, it isdetrimental towards a high role efficacy. If he feels that the role does not allow any time

or opportunity to be creative, the efficacy is bound to be low.

4) Confrontation -

If people in an organization avoid problems or Shift the problems to the others; their role

efficacy will be low. The tendency to confront problems and find relevant solutionscontributes to efficacy. When people facing inter-personal problems sit down, talk about

these problems, and search out solutions, their efficacy is likely to be higher when

compared with situations in which they either deny such problems or refer them to their

higher officers.

Dimension 2: Role Centering

1) Centrally -

If a person occupying a particular role in organization feels that the role he occupies is

central in the organization; his role efficacy is likely to be high. Every employee would

like to fee that his role is important to the organization. If persons occupying various

roles feels that their roles are peripheral i.e. not very important, their potential

effectiveness will be low.

2) Personal Growth -

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If a person feels that he is stagnating in a role without any opportunity to grow he is

likely to have a low role efficacy. In many institutes of higher learning, the roles of the

staff pose problems of low efficacy. The main factor behind this is the lack of

opportunity for them to grow systematically in their roles.Institutes which are able to

plan the growth of such people in the roles will have higher efficacy and obtain a great

deal of contribution from them.

Dimension 3: Role Linking

1) Inter-role Linkage -

Linkages of ones role with other roles in the organization increases efficacy. If there isa joint effort in understanding problems, finding solutions, the efficacy of the various

roles involved is likely to be high. The feeling of isolation

of a role reduces role efficacy.

2) Helping Relationship-

If persons performing a particular role feel that they can get help from some sourcein the organization whenever the need arises, they are likely to have higher roleefficacy. On the other hand, if there is a feeling that no help is forthcoming whenasked for, or that the respondents are hostile, role efficacy will be low.

3) Super ordination -

When a person performing a particular role feel that what he does is likely to be of

value to a larger group, his efficacy is likely to be high. Roles in which people feel that

what they are doing is helpful to the organization, in which they work, result in role

efficacy. But if a person feels that he does not get an opportunity to be of help to a larger

group, the role efficacy is likely to be low.

TEN DIMENSIONS TO ROLE EFFICACY

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Dimension Description1. Centrality Role occupants perception of significance of

his/her role2. Integration Opportunity to use the special skills of the

person in a given job3. Proactivity Take initiative and doing something

independently4. Creativity Opportunity to try new and

unconventional ways of solving

problems5. Inter-role linkage Perceived inter- dependence with

others in the organisation6. Helping relationships Individual perception that he/she is able

to give and receive help7. Super ordination Ones role is important to some larger

entity8. Influence Exercise influence in his/her job

9. Personal growth Grow and develop in his/her role

10. Confrontation Confronting problems and finding

solutions

MEASURING ROLE EFFICACY

In order to determine how much role efficacy a person has, the strengths of the 10

aspects of role efficacy need to be measured. The various materials that can be used to

measured role efficacy are-

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1) WRITING THE ESSAY

The best method of measuring role efficacy is the EMR. It gives a high pay-off

especially in programmes of increasing role efficacy. The role occupant may be asked to

write an essay of about 500 words on his role which is then analyzed for role efficacy.

When a person writes such an essay, he projects his perceptions about the role and

provides enough material from which role efficacy can be measured.

2) SCORING ESSAYS

The essays can be scored either by the one who writes the essay or by an expert. Eachaspect can be given one of the three scores: +2, +1, or -1. After trying out various ways

of scoring, this was the method decided upon: give a score of 2 on each aspect, if that

particular aspect is present; score of 1 when that aspect is present to some extent; -1 if

the negative side of the aspect is shown.

3) ROLE EFFICACY SCALE ( RES )

Role Efficacy Scale is a structured instrument consisting of 20 triads of statement in

each triad which describes his role most accurately. A respondent marks one statement

in each triad which describes his role most accurately. These three alternatives are pre-

weighted. There are two statements for each dimension of role efficacy and the same

scoring pattern is followed.

4) INTERVIEW

An unstructured interview with a role occupant to know his perceptions about the role

can help collect data for scoring role efficacy. Interview has an advantage, it gets

spontaneous responses, and necessary probes can be made to find out more about the

various dimensions.

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5) CHECKLIST OF ADJECTIVES

Role efficacy can also be measured by asking a role occupant to list as many adjectives

as he can think of to describe the role. In such a lasting the person reflects his significant perceptions of the role.

6) ROLE EFFICACY DIFFERENTIAL (RED)

Semantic differential scale can also be used to measure role efficacy. These scales are

bipolar, having contrasting adjectives at each of the two ends, with 7-point or 9-point

scales in between.

7) ROLE EFFICACY INDEX

Role efficacy Index represents the percentage of role effectiveness of a respondent in an

organization. It ranges from 0 to 100. A high REI indicates that the respondent perceives

that he has a great deal of opportunity to be effective in the role. To find out the REI,

scores on all the 10 aspects of role efficacy may be totalled and then the relevant

formula can be used.

Role Essay & Interview: (Total Score+ 10)/30 * 100

Role Efficacy Scale: (Total Score + 20)/60* 100

Role Efficacy Differential: (Total Score-10)/80* 10

ROLE CLARITY

Role clarity is a foundational step for implementing strategy building learning and

development programs and compet ing successfully in todays environment

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A comprehensive model contains the essential elements of business practices,

Knowledge and skill requirements,

Behavioral expectations; and, Success / performance measurements.

These factors must be addressed with a degree of specificity that allows them to be a

sound basis for action, management and assessment. Development of a comprehensive

model is only the first step. For optimal performance, the model needs to be internalized

and owned by line managers and professionals. A complex process of consensus

building, communication and coaching is required to ensure effective implementation.

Ideally, an internal team will implement the plan.

Role clarification must address all of the following questions:

What are the roles and responsibilities of the functions, within the team and the

manner in which they interface with other functions (e.g. credit and other product

specialists) outside the team and with external parties such as clients, partners and

advisors?\

What internal roles intersect with the each other, and what are the mutual

expectations of the various professionals/functions that intersect?

How do the various roles relate to the strategic objectives of: the team,

clients; external referral sources; and other interested parties?

What tactics and/or business practices need to be employed?

Are there policy or process issues that need to be addressed (i.e.: developed,

revised or eliminated)?

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What is the desired operating style of the unit/function?

What expectations exist among various stakeholders regarding specificdeliverables (both results and behavior)?

What leadership and managerial practices should be implemented?

What support is required in new/changed roles (i.e.: administrative, MIS, etc.)?

What knowledge and skills are required in each position?

What measures, both objective and subjective, can be examined to gauge success

and interim progress?

After answering the above questions, organizations need to address the following

two questions:

1 . How wi l l we communica te th i s in format ion to the a ffec ted

Individuals, business units and the entire organization?

2. What m anner of co nveya nce en sures b uy-in and unders tanding

and leads to eff icien t and ef fect ive implementation.

COMPONENTS OF ROLE CLARITY

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BOSSS UNDERSTANDING

(ROLE DESCRIPTION)

OWN UNDERSTANDING

(INCUMBENTS SENSE OF ROLE)

OTHERS UNDERSTANDING

(EXPECTATIONS OF THE ROLE)

REALITY

(HOW THE ROLE IS ENACTED)

WHAT HAPPENS IF ROLES ARE NOT CLEARLY DEFINED

Lead to conflicts and confusion on tasks.

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Team members may not understand what exactly is expected of each of them.

Some team members may land up shouldering the bigger share of their work and

find themselves overstretched and stressed out.

Conversely, some may take on too small a share as a result of poor understanding

of the role and therefore feel underutilized and demotivated.

This lack of awareness may also mean that not all goals are reached as there are

parts of the teams responsibilities that are not getting done.

Role Conflict and Role Strain

Role conflict refers to incompatibility among roles corresponding to two or more

different status.

Role strain refers to incompatibility among roles corresponding to a single status.

ROLE STRESS

The anxiety produced by being unable to meet all role requirements at the same time.

ROLE EXIT

The process by which people disengage from social roles that have been central in

their lives.

MANAGEMENT OF ROLE CLARITY A wide range of work situations can create role confusion, Such as beginning a new

job, starting in a new organization transfer, a new supervisor or manager or following

a change in the structure of a work unit. Lack of role clarity can lead to tension and

conflict between workers.

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The following can help to manage this stressor:

Provide all workers with a corporate induction and ensure they are aware of their role within their immediate work team or unit, program area and the

broader organization.

Ensure all workers receive suitable training for their jobs.

Assist workers to develop personal work plans that clearly define task

objectives and expected outputs. Develop and maintain a working

environment where workers are consulted and can provide feedback on

changes impacting on their job tasks.

Implement a performance feedback system, where workers receive regular

feedback on jobs well done and any areas for improvement.

Encourage workers to talk to their supervisor or manager early if they are

unclear about the scope and/or responsibilities of their role.

Ensure workers have an up to date role or position description, which

includes the role purpose, reporting relationships and the key duties expected

of them.

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Ensure that management structures across the organization and reporting

lines within work teams are clear. This will help workers know who they are

accountable to and where they can go for help with work problems.

Provide an organizational chart that gives a clear view of the organizational

structure and communication channels.

Following an organizational change or restructure, check with workers to

ensure they understand any additional responsibilities or duties that are

required of them. Make sure they are comfortable with new functions and

revise position descriptions to reflect new accountabilities.

It is important workers feel confident and capable of undertaking new or

revised tasks. Make sure they receive enough training for them to be

competent in their roles.

Where a change in structure or roles occurs, or retraining is required, use the

performance review process as a positive opportunity for workers to have

renewed input to the way they complete their work.

Role conflict

Role conflict occurs when workers are given two different and incompatible roles at

the same time, or their role overlaps with another worker or work group. The greater

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the role conflict, the higher the likelihood of a worker experiencing occupational

stress.

Ways to manage role conflict:

Avoid placing inconsistent demands on workers and Ensure systems are in

place to enable workers to raise concerns about any conflicts they have in

their role and responsibilities. For example, hold regular team meetings to

enable workers to discuss any potential role conflict.

Avoid assigning roles to workers that conflict with their personal needs andvalues. At the individual level, solutions are aimed at assisting individuals to

cope or build resilience. Appropriate activities and assistance to be

considered at this level of intervention include:

Corporate induction programs

Access to employee assistance programs

Training about resilience

Health and wellbeing programs

Counseling/therapy for people experiencing distress from sources

both in and outside of the workplace.

WHY CLARITY?

1) Exactly how people do their jobs is often not visible to an organization. Through

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the process of knowledge mapping, Clarity provides a way for people to understand

what they need to know, where to access that knowledge and why it is important to their

work. And, while Clarity may have implications for work process design, it is not

intended to analyze or redesign business processes.2) Clarity simulates work so it is usedto clarify a process or dry run a new process.3) A dynamic, living tool, Clarity continues

to strengthen the organization long after the mapping sessions by providing the critical

structure, process and context for knowledge.4) Clarity identifies the skills necessary to

perform successfully, the responsibilities for knowledge sharing, and the important

knowledge connections between people. It clearly provides the context and direction for

individuals to understand how they can work smarter. During the session Clarity

knowledge maps illustrate:

A cross-organizational view of how knowledge flows through the core work

process.

The barriers to getting work done today.

Skills relevant to accomplishing individual jobs and how these skills are developed.

Critical knowledge gaps in the process.

The identification and location of critical tools and templates that support the

process.

ACTIVITIES TO HELP ROLE CLARITY

Take a sheet of flip cart paper and draw a circle in the center to represent your

role as a manager. Draw round it, small circles to represent significant others in your

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role set i.e. all the people who you feel will have expectations of your role and/or of

whom you have expectations. Show the importance of a particular link by the distance

of the circle from the center.

Discuss the map with the colleague. Check that you have included all

significant relationships.

When you are satisfied that you have included all the vital role relationships,

make a chart with four tables :

Role Their expectations of me

My expectations and demands of them

Possible sources of co-operation and conflict

For each member of your role set, complete the chart as far as you are able at

this stage.

DISCUSS YOUR CHART WITH A COLLEAGUE

How will you obtain the information you need to clarify others expectations of

you and to check whether your expectations of them are accurate and realistic?

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How will you ensure that possible areas of cooperation become a reality?

How will you ensure that possible areas of conflict can be removed, reduced or

coped with?

WAYS OF USING CHART

These charts can be used in different ways, depending on the situation and the levels of

trust and cooperation that exist.

They can be completed by each member of the team and then shared with

members of the role set to see how far the members agree or differ in their perceptions.

Individuals can give feedback to each other in order to identify the areas of

ambiguity and possible conflict. This requires a high level of trust and cooperation.

Alternatively they can be discussed individually with a colleague, consultant or

mentor who is not part of the role set.

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RELATIONSHIP BETWEEN ROLE EFFICACY AND ROLE CLARITY

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CHAPTER 3RESEARCH

METHODOLOGY

RESEARCH METHODOLOGY

This section would display the research process adopted by the research in approaching

towards the aims and objectives. Use of specific tools put to use has been justified in the

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section step by step. The chapter would clearly showcase the approach used in

completing the research activity.

RESEARCH

Before discussing the research literature it is important to know that what research

exactly is. Research is derived from the Latin word which means to know. In other

words, research means to re-search. Searching for information and presenting it is the

job of the researcher. I will conduct this entire research in the area of role efficacy and

role clarity in employees.

Firstly my research will be problem solving and systematic.

Secondly it will have logic and flow that others can easily understand the main

theme of the research.

It will be based on facts, so that decision making and conclusions can be derived

from the information collected.

It will be reductive so that the smaller sample area can be investigated and can be

generalized to a larger set of population. Lastly it will be replicable so that others test it or carry out other analysis.

To summarize research is the organized and systematic procedure of finding

solutions to the problems.

RESEARCH PROCESS

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FORMULATING OBJECTIVES OFRESEARCH STUDY


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RESEARCH PROBLEM

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LITERATURE REVIEW

FORMULATE HYPOTHESIS

DESIGN METHOD OF DATACOLLECTION

SELECTING SAMPLE

COLLECTION OF DATA

PROCESSING AND ANALYSIS OFDATA

INTERPRET AND REPORT


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In any research it becomes very important to know the problem area. Determining

problem area helps in chalking out plans to conduct the research in an appropriate

manner. It is said that problem which is well defined is half solved. The problem area

which the research is testing related to the subject of role clarity and role efficacy. In thisthe researcher wants to investigate how role clarity and role efficacy are important for

the employees. This problem stems from the fact that both role clarity and role efficacy

leads to role ambiguity which deprives the performance level. The researcher by way of

this thesis also wants to find out what an organization should do for enhancing the level

of role efficacy and role clarity among the employees.

RESEARCH DESIGN

Personally for the researcher, the research design is the useful step in the entire research

process. I would be choosing the research design as an entire framework by which I

would decide the way in which the research would be conducted and the tools and

techniques which would be employed. There are three types of research design which

have been listed below;-

1. Exploratory Research Design

2. Descriptive Research Design

3. Causal Research Design

OBJECTIVES OF RESEARCH DESIGN

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RESEARCH OBJECTIVE APPROPRIATE DESIGN

The objective is to extract the background information and story behind it, to have clarification on the problem area and to establishdetailed analysis.

Exploratory research design

To investigate and describe andmeasure phenomena at a particular

point of time.Descriptive research design

To determine causality, to make if-then decisions and defineexperimental relationships.

Causal research design

THE BASIC RESEARCH OBJECTIVE AND RESEARCH DESIGN

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JUSTIFICATION FOR USING RESEARCH DESIGN

The researcher would be conducting two research designs for carrying out this research.

Firstly the researcher would be using the descriptive style of research design. The main

purpose of using the descriptive style of research design is so that the data collected is

very concise and structured which makes analysis factual and simple.

Secondly the researcher would be using the exploratory design in limited format. The

researcher would try and conduct in-depth interview with some of the top executives in

the sample companies involved. The main context of covering the in-depth interview is

that the researcher can understand the way they are directed towards the role clarity and

role efficacy for the employees.

However the main limitation is that in depths interviews cannot be conducted for all

sample companies involved. Secondly companies where top executive appointment can

be sought would be considered for the analysis.

DATA COLLECTION

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Two form of data collection and information gathering techniques prevail in theresearch environment. Both the collection techniques are listed below;-

1. Primary data collection

2. Secondary data collection

PRIMARY DATA COLLECTION

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METHODS OF DATA

COLLECTION

SECONDARYSOURCE

PRIMARYSOURCE

DocumentsObservations InterviewingQuestionnaire

MailedQuestionnaire

CollectiveQuestionnaire

Unstructured

StructuredParticipants

Non-Participants

-Govt. Publications

-Earlier research

-Personal Records

-Service Records


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Primary data is that type of data which is collected for the first time and for the specific

purpose of the research. In simple words this data does not prevail to be collected unless

the need is desired for it. This type of information is the first hand information collected

exclusively for the purpose of the research.

ADVANTAGES OF PRIMARY DATA

The main advantage of using primary data is because it can be easily relied upon as the

data is fresh and without any contamination and adulteration.

Secondly this data is collected as this data is not collected anywhere.

DISADVANTAGES OF PRIMARY DATA

However the main disadvantage of using collecting primary data is that it takes lot of

time to conduct the data.

Also it takes a lot of effort and cost in conducting the research.

SOURCES OF COLLECTINF PRIMARY DATA

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Some of the common tools of conducting primary data are by way of surveys,

interview, focus group discussion, in-depth interview, observation techniques and other

form of discussion forums and panels.

JUSTIFICATION- PRIMARY DATA

The researcher would be using primary form of data collection to collect data required

for the research.to collect the required data the researcher would conducting an in-depth

interview with the top executives and employees of the organization. The main of the

researcher here is to collect first-hand information as to determine how efficiently they

perform their role and to determine the level of clarity of roles among the employees.

The researcher would be preparing a list of basic guidelines questions which would

drive the way for conducting the in-depth interview. The basic questions would help the

researcher to collect the primary data in a desires manner which would not lead an

interview to go in a different direction.

SECONDARY DATA COLLECTION

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Secondary data is the form of data which is already present in the market and was

collected by some other persons for some different purpose. Any form of data which is

collected and used immediately becomes secondary data for others.

For example researchers carry our research which is primary but for the students

academicians this later becomes secondary which we then refer in journals and

magazines. This type of data has more to be with past rather than the present since it is

historical in nature. In simple words secondary from of data is any form of data which is

present in the universe and is collected by someone else for some other purpose.

ADVANTAGES OF SECONDARY DATA

The main advantage of using secondary form of data is that it is easy to collect.

Secondly the time involved is relatively less than the primary data. Similarly the efforts

in collecting the secondary data are less than in collecting the primary data. Secondary

data can be available to the researcher from multiple modes and source vis--vis primary

data collection.

DISADVANTAGES OF SECONDARY DATA

However there are few disadvantages which secondary data has.

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1. The data which is available might not purely satisfy the needs of the researcher

since this data was collected by someone else for some other purpose.

2. If there is any error in that secondary data it could carry the same for theresearcher as well. Thus trusting the authenticity of data is very important before using

it.

SOURCES OF COLLECTING SECONDARY DATA

Some of the common sources of collecting secondary data are with the help of journals,magazines, newspaper articles, books, periodicals, annual reports, company circulars,

libraries, e-libraries, search engines etc.

JUSTIFICATION- SECONDARY DATA

The researcher would purely be using secondary sources of data for collecting the

information. The previous records and circulars of the organization are very helpful in

collecting the information related to the role clarity and role efficacy.

SAMPLING

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The main decision which the researcher has to decide is to whether go for census or

sample research. Census means each and every element which forms the part of the

research will be investigated and sample means few elements which represent the entire

research area will be investigated. Practically it is not possible to conduct a census sinceit is time consuming and by the time each and every element is investigated which helps

to reach the conclusion. Sample is where certain elements are studied which forms a

representative of all the other elements.

The process of sampling means to identify and select certain elements which would

represent the entire population under study. The main rationale behind choosing samples

is so that they would represent the similar characteristics of the entire population set.The main advantage of using sampling is so that it can save a lot of time and efforts on

the part of the research and yet help to generalize the findings for the entire set.

Sampling methods are classified as either

1) Probability Sampling

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2) Non-probability Sampling

1) In probability samples , each member of the population has a known-zero

probability of being selected. Probability methods include random sampling, systematicsampling, and stratified sampling. The advantage of probability sampling is that

sampling error can be calculated. Sampling error is the degree to which a sample might

differ from the population. When inferring to the population, results are reported plus or

minus the sampling error.

2) In non-probability sampling , members are selected from the population insome non-random manner. These include convenience sampling, judgment sampling,

quota sampling, and snowball sampling. In non-probability sampling, the degree to

which the sample differs from the population remains unknown

Random sampling

It is the purest form of probability sampling. Each member of the population has an

equal and known chance of being selected. When there are very large populations, it is

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often difficult or impossible to identify every member of the population, so the pool of

available subjects becomes biased.

Systematic sampling

It is often used instead of random sampling. It is also called an nth name selection

technique. After the required sample size has been calculated, every nth record is

selected from a list of population members. As long as the list does not contain any

hidden order, this sampling method is as good as the random sampling method. Its only

advantage over the random sampling technique is simplicity. Systematic sampling is

frequently used to select a specified number of records from a computer file.

Stratified sampling

It is commonly used probability method that is superior to random sampling because it

reduces sampling error. A stratum is a subset of the population that shares at least one

common characteristic. The researcher first identifies the relevant stratums and their

actual representation in the population. Random sampling is then used to select subjects

from each stratum until the number of subjects in that stratum is proportional to its

frequency in the population. Stratified sampling is often used when one or more of the

stratums in the population have a low incidence relative to the other stratums.

Convenience sampling

It is used in exploratory research where the researcher is interested in getting an

inexpensive approximation of the truth. As the name implies, the sample is selected

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because they are convenient. This non-probability method is often used during

preliminary research efforts to get a gross estimate of the results, without incurring the

cost or time required to select a random sample.

Judgment sampling

It is a common non-probability method. The researcher selects the sample based

on judgment. This is usually and extension of convenience sampling. For example, a

researcher may decide to draw the entire sample from one "representative" city, even

though the population includes all cities. When using this method, the researcher must be confident that the chosen sample is truly representative of the entire population.

Quota sampling

It is the non-probability equivalent of stratified sampling. Like stratified sampling, the

researcher first identifies the stratums and their proportions as they are represented in the

population. Then convenience or judgment sampling is used to select the required

number of subjects from each stratum. This differs from stratified sampling, where the

stratums are filled by random sampling.

Snowball sampling

It is a special non-probability method used when the desired sample characteristic is

rare. It may be extremely difficult or cost prohibitive to locate respondents in these

situations. Snowball sampling relies on referrals from initial subjects to generate

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additional subjects. While this technique can dramatically lower search costs, it comes at

the expense of introducing bias because the technique itself reduces the likelihood that

the sample will represent a good cross section from the population

STEPS IN SAMPLING PROCESS

Defining the target population

Target population: for this research, the target population is all the workers andemployees working in the organization.

Defining the sampling frame

Sampling frame: for this research the sampling frame covers the large and medium

sized organizations where the employees and workers are working on the regular basis.

Techniques of sampling

There are two important techniques of sampling i.e. Probability sampling technique and

Non Probability sampling technique.

Probability sampling technique

The researcher would not be using probability sampling technique since the employees

and workers level in the different organizations is very high. Secondly it would be very

time consuming to list down each and every employee working in the organizations.

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Non Probability sampling technique

The researcher would be using non probability sample technique for this researchwherein the sample would be chosen purely on the basis of convenience rather than any

form of statistical tool involved in it. The main advantage of convenience sampling is

that the researcher can select the employees on the basis of easy availability and

according to their own convenience.

SAMPLE SIZE

The sample size is chosen simple based on the convenience and not my any means of

statistical analysis.

DATA SOURCE

Primary : - Through Questionnaires

Secondary : - Through Internet, Journals

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Data Collection Procedure : - Survey

Research Instrument : - Structured Questionnaire.

Sample Size : - 50

Sample procedure : - Random sampling

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CHAPTER 4

DATA ANALYSIS

ANDINTERPRETATION

DATA ANALYSIS

Once the data is collected it needs to be analyzed. Data Analysis is a very important step

in the entire research process. The entire research activity can be a failure if the data

analysis is not done properly so as to reach the objectives framed for the research. The

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process for analyzing the data starts with data editing, coding and data entry and last

data analysis.

The researcher would collect all secondary information related to role efficacy and roleclarity collected from the research and edits the data. Then the researcher would input all

the relevant data in the excel sheet.

Data entry would be done on all the parameters which are chosen to be analyzed for the

research. The main place for the data entry would be an excel spreadsheet where the data

would be entered, stored and analyzed for further use. This data can be analyzed at the

users convenience by various forms like charts, bars, and diagrams.

Q1 what do you feel about your role in the organization?

OPTIONS RESPONDENTS

a) Very important 30

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b) Fairly important 15

c) Very little important 5

01020

30

4050

6070

veryimportant

fairlyimportant

very littleimportant

Interpretation

From the above graph, it is clear that 60% employees feel that their role is very

important in the organization and only 10% employees feel very little

importance of their role in the organization.

Q2 How do you feel about your training and knowledge in the present role?

OPTIONS RESPONDENTS

a) Fully utilized 15

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b) Less utilized 20

c) Not utilized 25

INTERPRETATION

From the above graph, it can be seen that majority of the respondents feel that

their knowledge and training is not utilized in their present role .30%

respondents feel that their knowledge and training is fully utilized in their

present role and are satisfied with their present role.

Q3 Do you use creativity in your role?

OPTIONS RESPONDENTS

a) Yes 40

57

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less utilized

not utilized


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b) No 7

c) Few times 3

INTERPRETATION

This question was asked to the respondents to know about the use of creativity

in their present role. From the graph ,it is clear that majority of the employees

use creativity in their role to enhance their performance .Only a small number of

respondents do not use creativity in their present role.

Q4 By performing your role, Are you really contributing towards the society?

OPTIONS RESPONDENTS

a) Strongly agree 32

58

0

5

10

15

20

25

30

35

40

yes no few times


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b) Agree 17

c) Disagree 1

INTERPRETATION

From the above graph, it is clear that 64% of the respondents strongly agree that

by performing their role, they are really contributing towards the society. Only

2% of respondents do not feel that through their role, they are not contributing

towards the society

Q5 Do you feel your professional knowledge adds value to your role?

OPTIONS RESPONDENTS

a) Yes 100

59

0

5

10

15

20

25

30

35

s trongly agree agree dis ag ree


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b) No 0

INTERPRETATION

From the graph, it is clear that 100% of the respondents say that their

professional knowledge adds value to their role. None of the respondents say

that professional knowledge do not add value to their role.

Q6 How much freedom is present in your role?

OPTIONS RESPONDENTS

a) Little freedom 14

60

yes

no


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b) A great deal of freedom 24

c) Enough freedom 12

INTERPRETATION

From the graph, it is clear that 48% of respondents are of opinion that a great

deal of freedom is present in their role which help them in performing their role

in an efficient manner.28% respondents say that little freedom is present in their

role.

Q7 According to your opinion, which one is more important for the role?

OPTIONS RESPONDENTS

a) Role efficacy 8

61

0

5

10

15

20

25

little freedom a great deal of freedom

enoughfreedom


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b) Role clarity 7

c) Both 30

d) Other factors 5

INTERPRETATION

From the above graph, it is clear that majority of respondents are of opinion that

both role efficacy and role clarity are important for their role which help them in

understanding their roles and performing it in an efficient manner. Only a few

respondents are of opinion that other factors are important for the role.

Q8. To what extend the role clarity is useful in work place?

OPTIONS RESPONDENTS

a. High 45

b. little 3

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5

10

15

20

25

30

roleefficacy

role clarity both other factors


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c. very little 2

d. none 0

INTERPRETATION

From the above graph, it is clear that 90% employees say that role clarity is

useful in work place for doing their job well. they are also in favor of role

efficacy as major part in performing their roles well for achieving their tasks.

Q9 Your awareness level of role clarity at the time of joining?

OPTIONS RESPONDENTS

a. 0 25 % 21

63

0

5

10

15

20

25

30

35

40

45

high little very little none


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b. 25 50 % 18

c. 50 75% 6

d. above 75 % 5

INTERPRETATION

The respondents were asked about their awareness level of role clarity at the

time of joining. Majority of respondents were very little aware about their role

clarity. Only a few respondents were completely aware about the clarity of their

roles at the time of joining.

Q10 To what extend the level of role clarity improved after the involvement of the job?

OPTIONS RESPONDENTS

64

0

5

10

15

20

25

0-25% 25-50% 50-75% abov e 75%


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a. 0 25 % 5

b. 25 50 % 6

c. 50 75% 18

d. above 75 % 21

INTERPRETATION

The respondents were asked to what extend the level of role clarity was

improved after the involvement of the job.42% respondents say that after

involvement in the job, the level of role clarity was increased to above 75% and

36% respondents say that only 50-75% of their role was cleared to them after

involvement in the job.

Q 1 1 To w h a t e x t e n d y o u a r e a w a r e o f y o u r r o l e s i n t h eac t i ve pa r t i c ip a t i on in th e organization?

OPTIONS RESPONDENTS

65

0-25%

25-50%

50-75%

above 75%


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a. 0 25 % 5

b. 25 50 % 12

c. 50 75% `` 25

d. above 75 % 8

INTERPRETATION

From the graph, it is clear that only 50% respondents are aware of their roles in

the active participation in the organization. Only 10% respondents are less aware

of their roles in the active participation in the organization.

Q12 To what extend the manager help you in the execution of role?

OPTIONS RESPONDENTS

a. 0 25 % 2

66

0

5

10

15

20

25

1

0-25%

25-50%

50-75%

above 75%


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b. 25 50 % 8

c. 50 75% 15

d. above 75 % 25

INTERPRETATION

It is clear from the graph that in todays challenging era, the managers help the

employees in the execution of the role which enhances both role clarity and role

efficacy and thus, it increases the performance level of the organization.

Q13 In what way the role clarity is effectively made out?

OPTIONS RESPONDENTS

a. Interactive session 20

67

0

5

10

15

20

25

30

0-25% 25-50% 50-75% above 75%


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CHAPTER 5

FINDINGS

AND

CONCLUSION

FINDINGS AND CONCLUSION

1) The employees and workers feel that self-efficacy is very important while performing

their job as they feel that their role is very important for the better performance.

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2) The employees also need proper knowledge and training for performing their role

efficiently and effectively.

3) Creativity in the ideas can also help the employees to enhance their role efficacy.

4) The organisation should also give full freedom to the employees regarding decision

making and effective communication so that they can achieve their task effectively.

5) Interactive sessions should be conducted by the organisations for enhancing role

clarity and role efficacy among employees.

6) The manager being responsible for planning and organising each activity conducting

in the organisation, should also help the employees and co-workers on the execution of

their roles.

7) Organisations full support to the new employees at the time of joining can be helpful

for making their roles clear. If they will not be aware of their roles properly, they cannot

effectively perform their duties.

8) The organisation can provide means like interviews, written orders etc. for enhancing

their roles and responsibilities.

9) Such roles should be assigned to employees that help that to learn something apaprt

from their routine or unrelated activities roles.

10) Since both role efficacy and role clarity is necessary for doing the job well, so for

enhancing both the factors proper reward system should be provided for good or

effective work.

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CONCLUSION

Both the factors role efficacy and role clarity are dually important for the employees todo their job well and the organisation should also take necessary for enhancing role

efficacy and role clarity among them.

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SUGGESTIONS

AND

RECOMMENDATIONS

SUGGESTIONS FOR INCREASING

ROLE EFFICACY & ROLE CLARITY

WHAT YOU CAN DO FOR YOUR OWN ROLE-

1. Prepare a balance sheet of personal assets and liabilities.

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2. Increase the receptivity/eagerness to know about yourself.

3. Request, encourage and get feedback from others.

4. Change the role, within realistic limits, to utilize your strengths.

5. Take initiatives in giving ideas at meetings to which you are invited.

6. Become aware of others expectations.

7. Maintain & review the past records.

8. Plan our activities well in advance.

9. Always try new ways and means of doing things.

10. Clarify a problem or its symptoms.

11. Study a problem thoroughly before taking a decision.

12. Listen to others grievances and problems.

13. Understand the basic contribution made by your role to the organizationalobjectives.

14. Search areas in which you feel proud of doing something.

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15. Understand the role thoroughly through various sources.

16. Think of innovations which would influence your role.

17. Work hard and be effective.

18. Acquire knowledge relevant to the problem before attending the discussion.

19. Take initiatives when there is appropriate opportunity to explain your

understanding of your role.

20. Keep up communication with other roles/ departments.

21. Provide feedback to others.

22. Identify the areas in which coordination is needed.

WHAT SUPERIORS CAN DO FOR THE ROLES THEY

SUPERVISE

1. Work with the employees in redesigning their roles whereby their strengths can be

utilized.

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2. Minimize supervision of employees, and encourage them to ask for your help when

they need it.

3. Listen to the employees, respect their views, and use these wherever possible.

4. Arrange for employees to visit other organizations.

5. Encourage our employees to give ideas to solve the problems.

6. Create a climate which encourages people to generate ideas without fear of being

criticized.

7. Appreciate and use new ideas given by the employees.

8. Encourage and reward suggestions to solve problems.

9. Take the employees into confidence while confronting a problem.

10. Encourage employees to bring forth the problem.

11. Encourage subordinates to solve problems and report to you.

12. Communicate the importance of the role as perceived in others.

13. Give increasingly difficult and challenging responsibilities.

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14. Delegate enough authority.

15. Transmit the good ideas of employees to higher management.

16. Be willing to accept mistakes.

17. Do not snub the employees for their shortcomings but cooperate to improve them.

WHAT THE ORGANIZATION CAN DO-

1. Develop a good placement programme, allotting roles according to knowledge and

skills.

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2. At the time of job allocation, design a job, taking into consideration the existing skills

of the perspective role occupants.

3. Introduce a programme for role definition and clarity in which the role occupants also participate in defining their roles.

4. Allow change.

5. Prepare schemes motivating the employees to bridge the inadequacies of job skills.

6. Provide special facilities to employees to pursue their lines of interest/specialization.

7. Include initiatives in the performance appraisal form.

8. Include creativity as an attribute to be rated in the performance appraisal form.

9. Develop schemes of rewarding innovations, suggestions for productivity.

10. Once a decision has been taken, support the concerned employees through its

implementation and do not back out.

11. Support personnel in all their actions, within the rules.

12. Do not label jobs in the order of importance.

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13. Review delegation of authority from time to time to provide more powers at all

levels of the organization.

14. Introduce supervisory training which helps them to support rather police their employees.

15. Encourage employees to contribute to professional meetings, associations and

journals.

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LIMITATIONS

LIMITATIONS

1) The questionnaire was filled by 50 employees of different designations. So the point

of view of employees differs as per their designations.

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2) Due to lack of time, I was not able to collect enough information from the employees

regarding role clarity and role efficacy.

3) The responses of the employees cannot be accurate as the problem of language and

understanding arises. (These problems are not in all cases)

4) Many a times the employees may not be really conscious or may not be bothered

about the questionnaire. This may create a problem in the research.

5) Some of the respondent gives no answer to the question which may affect theanalysis.

6) Generally the respondents were busy in their work and were not interested in

responding rightly.

7) Respondents were reluctant to disclose complete and correct information

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BIBLIOGRAPHY

BIBLIOGRAPHY

WEBSITES

1) www.scribd.com

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2) www.google.com

3) www.hrm.blogspot.com

4) www.wikipedia.com

5) www.slideshare.com6) www.autostream.com

7) www.sgr.sagepub.com

8) www.managementparadise.com

9) www.citehr.com

10) www.slideworld.com

BOOKS

1. Gurpreet Randhawa, Human Resource Development,Ed. 2005, NewDelhi.

2. K.Aswathappa, Human Resource and Personnel Development, Ed2002, phase II Noida.

3. Udai Pareek, Training Instruments In HRD and OD, Ed.2008, Tata

McGraw Hill.

4. Kinicki,Organizational Behavior 3E, Ed.2002, Tata McGraw Hill.

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ANNEXURE I

QUESTIONNAIRE

QUESTIONNAIREPART A

(Role efficacy)

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Please fill up the following information:-

Name..Age...

Sex..Education

Designation....Department.

Organization..Experience (in years)..

Q1 What do you feel about your role in the organization?

a) Very important

b) Fairly important

c) Very little important

Q2 How do you feel about your training and knowledge in the present role?

a) Fully utilized b) Less utilized

c) Not utilized

Q3 Do you use creativity in your role?

a) Yes b) No

c) Few times

Q4 How you perform your role within the organization?

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a) Alone

b) Collaboration with other colleagues

c) Team

Q5 How other people help you when you are facing any problem?

a) No one helps me

b) Others help me

c) Get hostile responses

Q6 By performing your role, Are you really contributing towards the society?

d) Strongly agree

e) Agree

f) Disagree

Q7 Do you contribute towards the decisions taken in the organization?

a) Always

b) Rarely

c) Never

Q8 Do you feel your professional knowledge adds value to your role?

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a)Yes

b) No

Q9 How you feel when a subordinate brings any problem to you?

a) Like

b) Dislike

c) No answer

Q10 what do you feel about your in the organization?

a) Quite central role

b) Fairly important role

c) Peripheral role

Q11 Do you enjoy your role in the organization?

a) Yes

b) No

c) Some times

Q12 How much freedom is present in your role?

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d) Little freedom

e) A great deal of freedom

f) Enough freedom

Q13 what is the opinion of others about your role in the organization?

a) Others in the organization see my role as

Significant to their work

b) I am a member of a task force or a committee

c) I do not work in any committees

Q14 Do you learn anything from your role?

a) I learn a great deal of things from my role

b) I learn a few new things from role

c) I am involved in routine or unrelated activities

And have learned nothing

Q15 According to your opinion, which one is more important for the role?

c) Role efficacy

d) Role clarity

e) Both

PART B

ROLE CLARITY

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In your organizational role, you need clarity on various dimensions.

For each item indicate how clear you are, tick the option best suited by you

SR. NO

ITEMS QUITECLEAR

FAIRLY

CLEAR

CLEAR UNCLEAR VERY

LITTLECLEAR

1. What your senior officer expect from you( what they expect you to perform)

2. What your colleagues and peers expectedfrom your role.

3. What your juniors expect from your role.

4. Priorities in your role task.

5. Reward system for good or effective work.

6. Appraisal system to access how well you perform in your role.

7. Reporting relationship (whom do youreport regarding your work).

Q1. Indicate the means for enhancing the roles and responsibilities?

a. Interview

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b. written orders

c. co - employees

d. manager in charge

Q2. Your awareness level of role clarity at the time of joining?

a. 0 25 %

b. 25 50 %

c. 50 75%

d. above 75 %

Q3. To what extend the level of role clarity improved after the involvement of the job?a. 0 25 %

b. 25 50 %

c. 50 75%

d. above 75 %

Q 4 . To w h a t e x t e n d y o u a r e a w a r e o f y o u r r o l e s i n t h e a c t i v e

p a r t i c i p a t i o n i n t h e organization?

a. 0 25 %

b. 25 50 %

c. 50 75%

d. above 75 %

Q5. To what extend the manager help you in the execution of role?

a. 0 25 %

b. 25 50 %

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c. 50 75%

d. above 75 %

Q6. In what way the role clarity is effectively made out?

a. Interactive session

b. meeting

c. training

d. supply of brochure

Q7. To what extend the role clarity is useful in work place?

a. High

b. little

c. very little

d. none

Q8. Describe ranking of benefits in the role clarity as given below.

a.Job Efficiency

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satisfactory unsatisfactory

b. Management involvement

satisfactory unsatisfactory

c. Improved team work

Satisfactory unsatisfactory

d. Reduce the imbalance in the departmental function


e. Reduce the down time


f . C o n f l i c t R e s o l u t i o n


g . E f f e c t i v e r e c r u i t m e n t


h . T h e b e n e f i t s o f t r a i n i n g
