A STUDY ON WORKFORCE DIVERSITY AND ITS

INFLUENCE EMPLOYEES IN ANNALECT

Submitted in partial fulfillment of the requirements for the award of

MASTER OF BUSINESS ADMINISTRATION

by

ANITHA M

Register No.41410020

DEPARTMENT OF BUSINESS

ADMINISTRATION

SCHOOL OF MANAGEMENT STUDIES

SATHYABAMA
INSTITUTE OF SCIENCE AND TECHNOLOGY

(DEEMED TO BE UNIVERSITY)

Accredited with Grade “A” by NAAC I 12B Status by UGC I Approved by AICTE

JEPPIAAR NAGAR, RAJIV GANDHI SALAI, CHENNAI - 600 119

MAY 2023
 SCHOOL OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE
This is to certify that this Project Report is the bonafide work of ANITHA M 41410020
who carried out the project entitled “A study on workforce diversity and its influence
employees in Annalect” under my supervision from January 2023 to March 2023.

Dr.J.RANI.MBA.M.Com., M.Phil., Ph.D.,

Internal guide External Guide

Dr. BHUVANESWARI .G, MBA., Ph.D.

Dean – School of Management Studies

05/05/2023
Submitted for Viva voce Examination held on_____________________

Internal Examiner External Examiner

 DECLARATION

I ANITHA M (41410020) hereby declare that the Project Report entitled “A study on
workforce diversity and its influence employees in Annalect” done by me under
the guidance of DR.J.RANI is submitted in partial fulfillment of the requirements for the
award of Master of Business Administration degree.

DATE: 05/05/2023

PLACE: Chennai ANITHA M

 ACKNOWLEDGEMENT

I am pleased to acknowledge my sincere thanks to Board of Management of

SATHYABAMA for their kind encouragement in doing this project and for completing it
successfully. I am grateful to them.

I convey my sincere thanks to Dr. G. Bhuvaneswari, MBA., Ph.D., Dean - School of

Management Studies and Dr. A. Palani, M.Com., M.B.A., Ph.D., Head - School of
Management Studies for providing me necessary support and details at the right time
during the progressive reviews.

I would like to express my sincere and deep sense of gratitude to my Project Guide
DR.J.RANI for her valuable guidance, suggestions and constant encouragement paved
way for the successful completion of my project work.

I wish to express my thanks to all Teaching and Non-teaching staff members of the School
of Management Studies who were helpful in many ways for the completion of the project.

ANITHA M
 TABLE OF CONTENTS

CHAPTER PAGE
TITLE
NO. NO.

ABSTRACT (i)

LIST OF TABLES (ii)

LIST OF CHARTS (iii)

LIST OF ABBREVIATIONS -

INTRODUCTION 1

1.1 .Introduction 2

1.2 .Industry Profile 7

1.3 .Company Profile 8

1
1.4 .Statement of the problem 9

1.5 .Objectives of the Study 10

1.6 .Need for the study 10

1.7 .Scope & Significance of the study 11

REVIEW OF LITERATURE 12
2
2.1 Review of Literature 13

RESEARCH METHODOLOGY 25
3
3.1 Methodology
 3.2.Research Design 25

3.3. Sources of Data 25

3.4. Questionnaire Development 25

3.5. Sample Size 26

3.6.Period Of Study 26

3.7.Profile area of the Study -

3.8.Hypothesis 26

DATA ANALYSIS AND INTERPRETATION 28

4.1 Percentage Analysis 29

4
4.2.CHI-SQUARE 45

4.3.REGRESSION 46

FINDINGS,SUGGESTIONS AND CONCLUSION 48

5.1.Findings of the Study 49

5 5.2.Suggestions & Recommendations 50

5.3. Limitations of the study 51

5.4.Conclusion 51.

REFERENCES 53

ANNEXURE I – QUESTIONNAIRE 56

ANNEXURE II – RESEARCH ARTICLE 61

 ABSTRACT

Workforce diversity means similarities and differences among employees in terms of

age, cultural background, physical abilities and disabilities, race, religion, gender, and
sexual orientation. No two humans are alike. People are different in not only gender,
culture, race, social and psychological characteristics but also in their perspectives and
prejudices. Society had discriminated on these aspects for centuries. Diversity makes
the work force heterogeneous. In current scenario, employing diversified workforce is
a necessity for every organization but to manage such diversified workforce is also a
big challenge for management. This paper critically analyses the workforce diversity
and its impact on productivity of an organization. The researcher after examining the
literature and various research papers, concluded that workforce diversity is strength
for any organization, but people still stick to their views related to caste, religion etc.
and so consider diversity as a problem but if managed properly, can increase the
productivity.

i
 LIST OF TABLE

TABLE NO. PARTICULARS PAGE NO.

4.1.1 AGE OF THE RESPONDENTS 28

4.1.2 GENDER OF THE RESPONDENTS 29

4.1.3
ETHNICITY OF THE RESPONDENTS 30

4.1.4 EDUCATIONAL BACKGROUND OF THE

31
RESPONDENTS
4.1.5
JOB TITLE OF THE RESPONDENTS 32

4.1.6 ANNALECT VALUES DIVERSITY 33

4.1.7
A DIVERSE LEADS TO GREATER INNOVATION
34
& CREATIVITY

4.1.8
ANNALECT VALUES DIVERSITY IN
35
WORKPLACE

4.1.9 MISSUNDERSTANDING & COMMUNICATION 36

4.1.10
ANNALECT VALUES CULTURAL RESPECT 37

4.1.11
LEVEL OF DIVERSITY AND INCLUSION 38

4.1.12 ANNALECT ATTARCTS AND RECRUIT

39
DIVERSE
4.1.13
CURRENT POLICIES AND PRATCICES 40

4.1.14
ANNALECT TREATS ALL EMPLOYEES FAIRLY 41

4.1.15
ANNALECT AS A DIVERSE & INCLUSIVE
43
WORKPLACE TO OTHERS

ii
 LIST OF CHARTS

CHARTS NO. PARTICULARS PAGE NO.

4.1.1 AGE OF THE RESPONDENTS 28

4.1.2 GENDER OF THE RESPONDENTS 29

4.1.3 ETHNICITY OF THE RESPONDENTS 30

4.1.4 EDUCATIONAL BACKGROUND OF THE

31
RESPONDENTS
4.1.5 JOB TITLE OF THE RESPONDENTS 32
4.1.6 ANNALECT VALUES DIVERSITY 33

4.1.7 A DIVERSE LEADS TO GREATER INNOVATION &

34
CREATIVITY
4.1.8 ANNALECT VALUES DIVERSITY IN WORKPLACE 35

4.1.9 MISSUNDERSTANDING & COMMUNICATION 36

4.1.10 ANNALECT VALUES CULTURAL RESPECT 37

4.1.11 LEVEL OF DIVERSITY AND INCLUSION 38

4.1.12 ANNALECT ATTARCTS AND RECRUIT DIVERSE 39

4.1.13 CURRENT POLICIES AND PRATCICES 40
4.1.14 ANNALECT TREATS ALL EMPLOYEES FAIRLY 42

4.1.15 ANNALECT AS A DIVERSE & INCLUSIVE

43
WORKPLACE TO OTHERS

iii
CHAPTER 1 – INTRODUCTION

1
1.1 INTRODUCTION:
Workforce diversity is consisting of similarities and differences among employees
in terms of age, cultural background, physical abilities and disabilities, race,
religion, gender, and sexual orientation. Workforce diversity has become an
increasingly important topic in modern workplaces, with organizations recognizing
the benefits of having a diverse range of employees from different backgrounds
and experiences. The purpose of this study is to examine the influence of
workforce diversity on employees in Annalect, a leading data analytics and
marketing consultancy firm.

The study will seek to identify the demographic characteristics of Annalect

employees and the extent of diversity within the workforce. Additionally, the study
will explore the perceptions and attitudes of Annalect employees towards
workforce diversity, including its potential benefits and challenges. Finally, the
study will identify best practices and recommendations for enhancing workforce
diversity and promoting a more inclusive work environment in Annalect.

Each individual is different from each other because of their different religion,
educational background to which they belong, age and the perception. When
different types of people in terms of thinking, perception, generation come together
to work at the same place then definitely a situation may come where all these
different types of people may not agree at the same point. At that point, of time it
is going to affect the interpersonal relationship among people. The researcher has
taken some aspects, which are a part of diversity among workforce they are age,
gender, caste, experience, professional qualification and the employees coming
from various geographical regions. On the basis of above statement, researcher
has prepared the following mode

2
Due to the increased rate of globalization, privatization, and liberalization we can view
the change at our workplace also, gone were the days where the people of same age,
same professional qualification, same experience and same religion come together to
work in an organization. Now day’s females are also working in the equal ratio with
males. Therefore, the researcher is focusing over these critical aspects of diversified
workforce that affects the working of employees. Next aspect that affects the work
climate is language. People may speak different languages at workplace because of
different geographical region to which they belong. Due to which the people may find
some problem. Employees coming from various geographical regions with their
different mindset create contradiction among employees. Gender discrimination is also
a major problem at Indian workplace.

CULTURAL DIVERSITY:

Cultural diversity is also known as Multiculturalism. It is a group of diverse individuals

from different cultures or societies. Usually, cultural diversity takes into account
language, religion, race, sexual orientation, gender, age and ethnicity. To manage
effectively in a global or a domestic multicultural environment, we need to recognize

3
the differences and learn to use them to our advantage, rather than either attempting
to ignore differences or simply allowing differences to cause problems (Adler, 1997).

Encouraging cultural and diversity in workplace, will provide expand the business
opportunity in another boundary. Employees from different backgrounds, so share their
belief systems and business practices with the company can improve its ability to solve
the problems.

AGE DIVERSITY:

Age diversity is the ability to accept all different types of ages within a business
environment. Companies have to adjust to an aging population in various ways.
Today’s diverse workforce reflects generational differences and differing perspectives
about the relationship between age and ability or professional worth. While complaints
about age discrimination are not as prevalent as complaints about gender and racial
discrimination, managers must still promote awareness and understanding of age
differences in the workforce. Firms are not effectively utilizing the talents of old workers
due to false assumptions and stereotypes that they are expensive, more prone to health
problems, can’t adapt to workplace changes and new technology, perform poorly, in
comparison to their younger employees and are a poor return on training investment
(McGregor and Gray, 2002; Taylor, 2003)

Age Diversity Trends and Examples

1. Salary differences: Since older workers are usually higher-paid due to the time in the
job market, there needed to be a salary adjustment overall. The younger employees
needed to have their salary adjusted to match their job responsibilities. Some of the
older managers had top-heavy salaries for their position. Certain older employees were
offered early retirement, while others took a pay cut to ensure the success of the
company.

4
2. Team building sessions need to be run every month to help develop
intergenerational communication. For example, younger employees rely heavily on
texting and their iPads for work communication, while older employees still uses
traditional emails. Technology training sessions were provided to bring the older
employees up to date. Some of the younger managers acted as mentors to help with
setting up iPads for the sales force.

GENDER DIVERSITY:

Gender diversity in the workplace is the equal treatment and acceptance of both males
and females in an organization. Diversity adds value to a company's bottom line due to
the different viewpoints and backgrounds of diverse individuals. Gender diversity is
when a company is represented by a more equal proportion of men and women. More
companies are realizing the value of having a diverse workforce. Wood (1987) showed
that mixed gender group performed better than the same gender group. Richard et al
(2004) has observed an inverted U-shaped

relationship between management group gender heterogeneity and productivity, with

moderately heterogeneous management groups exhibiting better performance than
gender homogeneous management groups. Gender diversity showed a positive impact
in the services industry and a negative impact on the manufacturing industry. Thus,
services industries might benefit more from gender diversity than firms in the
manufacturing industries. Therefore, high gender diversity will have a greater positive
effect on performance in the services industry than in the manufacturing industry.
Organizations have a preference to contract male workforce compared to female since
they should have better performance and abilities to manage their jobs. Overall, the
sections of organizations with more gender-based diversity at managerial and non-
managerial levels were more cooperative and collaborative.

5
ETHNIC DIVERSITY

An “ethnic group‟ has been defined as a group that regards itself or is regarded by
others as a distinct community by virtue of certain characteristics that will help to
distinguish the group from the surrounding community. Ethnicity is considered to be
shared characteristics such as culture, language, religion, and traditions, which
contribute to a person or group’s identity. Ethnicity has been described as residing in:

• The belief by members of a social group that they are culturally distinctive and different
to outsiders.

• Their willingness to find symbolic markers of that difference (food habits, religion,
forms of dress, language) and to emphasize their significance; and

• Their willingness to organize relationships with outsiders so that a kind of „group

boundary‟ is preserved and reproduced

This shows that ethnicity is not necessarily genetic. It also shows how someone might
describe themselves by an ethnicity different to their birth identity if they reside for a
considerable time in a different area and they decide to adopt the culture, symbols, and
relationships of their new community. Interculturalism promotes interaction,
collaboration, and exchange between people of different cultures, ethnicities or
religions to develop understanding, respect and equality –of-outcome for all. Ethnicity
is associated with culture.

6
1.2 INDUSTRY PROFILE:

The marketing and advertising agency industry is a dynamic and constantly evolving
sector that provides businesses with a wide range of services to help them promote
and grow their brands. Marketing and advertising agencies offer a variety of services,
including market research, strategic planning, creative development, media planning
and buying, public relations, and digital marketing.

The industry is highly competitive and fragmented, with many small and large agencies
operating in local, regional, and international markets. The industry has been shaped
by advances in technology, changing consumer behaviour, and the rise of digital media.
As a result, marketing and advertising agencies have had to adapt and innovate in
order to stay relevant and competitive.

The industry is also characterized by a high level of collaboration and partnership

between agencies and their clients. Agencies work closely with their clients to
understand their business objectives, target audience, and marketing goals. They then
develop customized marketing strategies and campaigns that are designed to meet the
client's specific needs.

The marketing and advertising agency industry is a vital part of the overall marketing
ecosystem, and its impact on the economy is significant. The industry employs a large
number of people across a wide range of roles, including creative professionals,
account managers, media planners, and analysts. It also generates significant revenue,
with global spending on advertising and marketing services projected to reach over $1
trillion by 2025.

Despite the industry's importance and growth potential, it faces several challenges,
including increasing competition, evolving consumer preferences, and the ongoing
impact of the COVID-19 pandemic. These challenges have led many agencies to focus
on innovation, efficiency, and the development of new business models in order to stay
competitive and meet the changing needs of their clients.
7
Overall, the marketing and advertising agency industry is a dynamic and exciting sector
that plays a critical role in helping businesses promote and grow their brands. As the
industry continues to evolve, it will be important for agencies to stay agile, innovative,
and responsive to the changing needs of their clients and the broader marketing
landscape.

1.3 COMPANY PROFILE:

Annalect is a global data and analytics consultancy that provides data-driven marketing
solutions to brands and agencies. Annalect India is a subsidiary of Annalect Group,
operating in the Indian market. The company was founded in 2010 and has since grown
to become a leading provider of data-driven marketing services in India.

Annalect India offers a range of services including analytics, media buying,

programmatic advertising, research, and marketing strategy consulting. The company
uses advanced data analytics tools and techniques to help clients make informed
marketing decisions and optimize their marketing campaigns.

Annalect India has a team of experienced professionals who are experts in data
analytics, media planning, and marketing strategy. The company has worked with
several leading brands in India across various industries, including consumer goods,
automotive, finance, and healthcare.

Annalect India's success is driven by its focus on delivering measurable results to

clients through data-driven insights and strategies. The company's expertise in data
analytics and marketing strategy has helped clients achieve significant improvements
in their marketing ROI.

In summary, Annalect India is a leading data-driven marketing consultancy that

provides a range of services including analytics, media buying, programmatic
advertising, research, and marketing strategy consulting. The company's focus on
8
delivering measurable results to clients through data-driven insights and strategies has
helped it become a trusted partner for several leading brands in India.

Annalect India has established partnerships and affiliations with several leading
technology providers in the marketing industry. For example, the company is a certified
partner of Google and Adobe, which allows it to leverage their technology platforms to
provide more comprehensive marketing solutions to clients.Annalect India invests
heavily in the training and development of its employees to ensure they stay up to date
with the latest trends and technologies in the marketing industry. The company offers
regular training programs, workshops, and knowledge-sharing sessions to help
employees enhance their skills and knowledge.

1.4 STATEMENT OF THE PROBLEM:

The purpose of this research study is to explore the impact of workforce diversity on
employees in Annalect, a global marketing and advertising agency. Despite the
increasing importance of workforce diversity in today's business environment, there is
a lack of empirical research on the impact of workforce diversity on employees in Annalect,
a global marketing and advertising agency. Specifically, there is a need to understand
how workforce diversity affects employee job satisfaction, engagement, and
performance in Annalect, as well as the challenges and benefits of managing a diverse
workforce in this context. Furthermore, there is a need to identify best practices and
strategies for effectively managing and leveraging Annalect's diverse workforce to
promote a culture of inclusion and equity. Therefore, the aim of this research study is
to address these gaps in the literature by exploring the impact of workforce diversity on
employees in Annalect, and providing actionable recommendations for promoting a
more inclusive and equitable workplace culture.

9
1.5 OBJECTIVE OF THE STUDY:

This project is designed mainly to identify and evaluate the workforce diversity and its
influences employees in Annalect.

1.5.1: PRIMARY OBJECTIVE:

• A study on workforce diversity and its influence employees in Annalect.

1.5.2: SECONDARY OBJECTIVE:

• To identify the demographic characteristics of the employees in Annalect and

the extent of diversity within the workforce.

• To explore the perceptions and attitudes of Annalect employees towards

workforce diversity, including its potential benefits and challenges

• To identify best practices and recommendations for enhancing workforce

diversity and promoting a more inclusive work environment in Annalect.

1.6 NEED FOR STUDY:

• The study is necessary for Annalect to understand the diversity of its workforce
and its employees' perceptions and attitudes towards diversity.

• The study will help Annalect to identify gaps in its diversity initiatives and
understand the challenges faced by its employees related to diversity.

• It will also provide recommendations for enhancing diversity and inclusion

practices in the organization, which will improve employee satisfaction,
productivity, and overall organizational performance.

10
1.8 SCOPE OF THE STUDY:

• The study will focus on Annalect, a global marketing and advertising agency,
and its diverse workforce.

• The study will examine the current level of workforce diversity in Annalect and
how it has evolved over time.

• The study will investigate the impact of workforce diversity on employee job
satisfaction, engagement, and performance in Annalect.

• The study will explore the challenges and benefits of managing a diverse
workforce in Annalect, and how they impact employee outcomes.

• The study will identify best practices and strategies for effectively managing and
leveraging Annalect's diverse workforce to promote a culture of inclusion and
equity.

11
CHAPTER 2 – REVIEW OF LITERATURE

12
2.1 REVIEW OF LITERATURE:

1. Barboza Coral (2015) stated about impact of workforce diversity on retail sector
employees in Mangalore city, found that the major reason retail outlets in
Mangalore strive to incorporate diversity is to improve productivity and to remain
competitive in the market.. The units selected for the study consists of employees
working in retail sectors (6 retail subsectors were selected) in the city of
Mangalore. The sample size of 50 respondents with diverse backgrounds was
selected. The author pointed that diversity management is the key to growth in
today’s fiercely competitive global marketplace.

2. Klaus Desmet, et al; (2015), in their study described on Culture, Ethnicity and
Diversity. This study investigated the empirical relationship between ethnicity and
culture. Using surveys of individual values in 76 countries, they found that ethnic
identity is a significant predictor of cultural values. This study revealed that ethnic
and cultural diversity are unrelated. This study explored the correlates of cultural
diversity and of the overlap between culture and ethnicity, found that the level of
economic development is positively associated with cultural diversity and
negatively associated with the overlap between culture and ethnicity.

3. Darwin Joseph R, et al; (2015), explained in their study the effects of work force
diversity on employee performance in Singapore organizations. This study
focused on the effect of the workforce diversity in terms of age, gender and
ethnicity. The study exposed that the diversity of all three demographic profiles of
the workforce - namely age, gender and ethnicity - does not significantly impact
the performance of employees.

13
4. Shakila P (2014) conducted a literature review about reports on training and
development. This study explained that the importance, need of review of literature
and the related review of studies to the topic. It has been concluded that the new
advancements in Human Resource Development should be included in evaluating
the effectiveness of training programs. This study suggested that training and
development very much essential for employees for further development of their
career.

5. Workforce diversity refers to the ways that people differ that can affect a task or
relationship within an organization such as age, gender, race, education, religion,
and culture. It is the exploration of these differences in a safe, positive, and
nurturing environment. It is about understanding each other and moving beyond
simple tolerance to embracing and celebrating the rich dimensions of diversity
contained within each individual within the organization (Carrell, 2006).

6. Jackson et al. (1995) define diversity as the presence of differences among

members of a social unit Today, the workforce is more diverse in terms of gender,
race, ethnicity, national origin an comprises people who are different and share
different attitudes, needs, desires, values and work behaviors as noted by Rosen
and Lovelace (1991)

7. Greenberg (2004) also defines workplace diversity refers to the variety of

differences between people in an organization including race, gender, ethnic
group, age, personality, cognitive style, tenure, organizational function, education,
background and more. The U. S National Partnership for Reinventing Government
(NPR) Diversity Task Force in conjunction with the US Department of Commerce
in their sponsored benchmark study of diversity.

8. Thompson and DiTomasso in Ellis and Sonnen field (1994) also argue that a
multicultural management perspective fosters more innovative and creative
decision making, satisfying work environments, and better products because all
people who have a contribution to make are encouraged to be involved in a
14
 meaningful way this in turn yields more information, more points of view, more
ideas and fewer reservations.

9. According to D’Netto and Sohal (1999), organizations which plan for the
anticipated workforce and accept cultural diversity management as a progressive
technique will benefit from better employee retention, increased productivity, less
absenteeism, better morale, an expanded marketplace and improved customer
service (Manning et al., 1996).

10. Subhash C. Kundu, Jahanvi Bansal, ArchanaMor, MukeshPruthi In this study

the investigate the differences between employees across gender and categories
towards workforce satisfaction in Indian public sector organization (i.e., Bharat
Sanchar Nigam Limited).At the end of the study the investigator find out the efforts
of employees to promote diversity to create opportunities to employees were more
by female employees and valued least by general category employees in
compared with males and other categories respectively.

11. Sreelatha R. Rao, Dr. M. M. Bagali This paper examines the acceptance of gender
diversity among employees and how the impact of diversity management
programs and practices has taken by different IT companies, and investigates
influence of obstacles present in IT industry. The population for the study consists
of employees from Information Technology firms situated at Bangalore. With the
help of focus group interview and discussions with HR managers of reputed
companies, questionnaire was developed by the researcher. The study was
conducted by the responses of 100 employees.

12. Namita Rajput, PreetiMarwah, RituBalli, and Monika Gupta the objective of this
exploratory study is to examine the comparison of work values for gaining of
knowledge for management of the multi-Generation workforce for increasing
intergenerational perceptive, morale and improve efficiency. The word multi
generation workforce includes individuals born around the same time who share
distinctive social or historical life events during critical developmental periods (e.g.,
Schaie, 1965).
15
13. (Jeffery Sanchez-Burks and Michal E. Mor Barak, 2005) the researcher has
discussed one’s perceptions, values, and behavior in such situations reflect deep-
seated beliefs about the nature of interpersonal work relationships. He further
emphasized that to understand and manage these differences requires
understanding the nature of workforce diversity and how it influences relational
and communication styles.

14. (Ashok Chanda, Dec 2006). In this article the author says that workforce diversity
is a hot and burning issue in every organization of current scenario. Every human
resource manager must take care in managing this diversity and finally he
concluded that there is a lack of awareness towards diversity management
approach, the manager doesn’t have sufficient knowledge and competency to
manage diversified workforce.

15. (Sharbari Saha, Dewpha Mukherjee Patra, 2008) in this the authors have
focused over the requirements due to globalized market and benefits of workforce
diversity further they said that if the organization is not employing the diversified
workforce, then that organization is not competitive enough and the sales
managers can make their diversified workforce effective and competent by
providing them training.

16. (Asmita Jha, 2009) in this article the author said that the most important asset of
any organization is diversified workforce because the diversified workforce is good
at problem solving as they provide different and creative ideas and gives
competitive advantage to the organization. Further the author focused over making
the workforce happier by proper understanding of the expectations and needs of
everyone.

17. (Kulin Patel and Anuradha Sriram, Oct 2010) in this article the author explores
the role of managing diversified workforce in the case of mergers and acquisitions.
The author said that the merger and acquisitions among the organization is just
like a marriage which means that the compatibility among the employees of both
16
 the organizations having different cultures is most important for this the culture
assessment of both the organizations is necessary.

18. (K Mallikarjunan, 2007) in this the author is saying that each individual is different,
everybody is having their own perception, attitude and thoughts and to manage
such type of different individuals require a specific skill because of the complexities
involved in this process.

19. (Arpita Saha, 2007) in this article the author says that due to the increased
globalization the world is shrinking day by day. Hence the organizations have to
recruit cross cultural employees, but it is very difficult for the employees to adapt
and adjust with a new environment and culture. At this point of time a manager
can play a very important role like a leader by providing the employees with
training, interactive sessions so that they come to know about the rituals,
dressings, mannerisms, food habits of different people.

20. In this paper the authors says that diversity management is an important issue in
current scenario due to increasing globalization. In order to make these diversified
employees as competitive resources the organizations have to manage them
effectively. Further the authors have concluded by saying that if the organizations
will focus over managing the diversified employees, then the employees will
become more committed. (Marie-Élène Roberge , Rolf van Dick, 2010)

21. (Patricia A. Kreitz, 29 January 2008). In this paper the author says that in today’s
scenario the organizations are facing diversity challenges from many areas like
demographic changes in the workforce and customer populations, combined with
globalized markets and international competition. The researcher focuses over the
ways to manage diversity strategically. Further the researcher added that
successful diversity management requires HR managers to possess skills in
leadership, organizational development, change management, psychology,
communication, measurement, and assessment.

17
22. (Maria Riaz Hamdani, M. Ronald Buckley, 2010). In this paper the researchers
are saying that the diversified workforce should not be merely treated as a means
for generating economic benefits for an organization but we should also pay
attention towards the factors that promote diversity at workplace. Further the
researchers have focused that we can promote diversity by understanding the
complex dynamics of workplace diversity. And to understand the complex
dynamics of workplace diversity institutional factors like regulatory structures,
governmental agencies, lawmakers, courts, professional organizations, interest
groups, and the general public must be considered.

23. (Daniel Vloeberghs”, 2005). The researcher says that managing diversified
workforce is a biggest challenge in front of the human resource management
department of the organizations. Further the author says that diversity can affect
an organization’s functioning through four ways first is diversity can have affective
consequences, like lower organizational commitment or lower satisfaction,
because people prefer interactions with similar others. Second, cognitive
outcomes refer to an increase in creativity and innovation because through
diversity people get an opportunity to interact with various people. Third, a diverse
organizational workforce is a symbol of equality. And last, diversity also has clear
implications on the communication processes within a group or organization, i.e.
communication effects which means that workforce diversity has both positive as
well as negative results.

24. (Janice R.W. Joplin and Catherine S. Daus, 1997). In this paper the author
emphasizes that various companies are focusing over capitalizing the skills of a
diverse workforce but they have to face many challenges like diverse opinion, lack
of empathy, differences in perception, lack of participation. Further the author has
concluded that these challenges can be faced by effective leadership style instead
of implementing traditional methods.

18
25. (Taylor H. Cox, 1991). In this paper, the writer has suggested that organizations
should value diversity to enhance organizational effectiveness. Diversified
workforce provides various advantages like creativity, problem solving, and flexible
adaptation to change that may leads to competitive advantage But the
management of such diversified workforce is an important issue and can be done
by adopting key components like leadership, training, research, analysis and
change of culture and human resource management systems and follow-up
activities like additional training, discussions about diversity issues with the group
members.

26. (Patricia A. Kreitz, 29 January 2008). In this paper the author says that in today’s
scenario the organizations are facing diversity challenges from many areas like
demographic changes in the workforce and customer populations, combined with
globalized markets and international competition. The researcher focuses over the
ways to manage diversity strategically. Further the researcher added that
successful diversity management requires HR managers to possess skills in
leadership, organizational development, change management, psychology,
communication, measurement, and assessment.

27. (Maria Riaz Hamdani, M. Ronald Buckley, 2010). In this paper the researchers
are saying that the diversified workforce should not be merely treated as a means
for generating economic benefits for an organization, but we should also pay
attention towards the factors that promote diversity at workplace. Further the
researchers have focused that we can promote diversity by understanding the
complex dynamics of workplace diversity. And to understand the complex
dynamics of workplace diversity institutional factors like regulatory structures,
governmental agencies, lawmakers, courts, professional organizations, interest
groups, and the general public must be considered.

28. (Daniel Vloeberghs”, 2005). The researcher says that managing diversified
workforce is a biggest challenge in front of the human resource management
department of the organizations. Further the author says that diversity can affect
19
 an organization’s functioning through four ways first is diversity can have affective
consequences, like lower organizational commitment or lower satisfaction,
because people prefer interactions with similar others. Second, cognitive
outcomes refer to an increase in creativity and innovation because through
diversity people get an opportunity to interact with various people. Third, a diverse
organizational workforce is a symbol of equality. And last, diversity also has clear
implications on the communication processes within a group or organization, i.e.,
communication effects which means that workforce diversity has both positive as
well as negative results.

29. (Janice R.W. Joplin and Catherine S. Daus, 1997). In this paper the author
emphasizes that various companies are focusing over capitalizing the skills of a
diverse workforce, but they have to face many challenges like diverse opinion, lack
of empathy, differences in perception, lack of participation. Further the author has
concluded that these challenges can be faced by effective leadership style instead
of implementing traditional methods.

30. (Taylor H. Cox, 1991). In this paper, the writer has suggested that organizations
should value diversity to enhance organizational effectiveness. Diversified
workforce provides various advantages like creativity, problem solving, and flexible
adaptation to change that may leads to competitive advantage but the
management of such diversified workforce is an important issue and can be done
by adopting key components like leadership, training, research, analysis and
change of culture and human resource management systems and follow-up
activities like additional training, discussions about diversity issues with the group
members.

31. (Arpita Saha, 2007) in this article the author says that due to the increased
globalization the world is shrinking day by day. Hence the organizations have to
recruit cross cultural employees, but it is very difficult for the employees to adapt
and adjust with a new environment and culture. At this point of time a manager
can play a very important role like a leader by providing the employees with
20
 training, interactive sessions so that they come to know about the rituals,
dressings, mannerisms, food habits of different people.

32. (Joyendu Bhadurya. E. Joy Mightyb, Hario Damarb, 1 June 1999). In this paper
the researcher says that there are various political, social and economic factors
that are responsible for increasing the diversity of workforce, so the writer has
depicted certain ways for increasing the effectiveness like to make people of
different backgrounds work on common projects so as to facilitate understanding
and communication between them. The researcher has also depicted one model
which assumes that the population is classified into `families' where individuals
within a family are `similar' with respect to the diversity criterion being used but are
very different from individuals in other families. This enables the researchers to
formulate their problem as a network flow problem.

33. (Jakob Lauring, 2009). In this paper the author says that in today’s scenario
workforce diversity is a necessity for the development, both in terms of economic
growth and satisfactory intellectual, emotional, and moral existence. Further he
explained that in business firms the workforce diversity among employees not
merely means differences in languages, perception, and attitude but also the
managed differences of skills and knowledge, because knowledge sharing is an
important aspect to improve productivity among the organization which is guided
by social interaction.

34. (Emiko Magoshi a, Eunmi Chang, 2008). In this paper the authors says that
diversity management is an important issue in current scenario due to increasing
globalization. In order to make these diversified employees as competitive
resources the organizations have to manage them effectively. Further the authors
have concluded by saying that if the organizations will focus over managing the
diversified employees, then the employees will become more committed.

21
35. (Saumya Goyal, Aug 2009) In this article the author has depicted four models to
understand the dimension of diversity they are diversity wheel in this model the
author has classified the model into two dimensions first is primary which includes
age, gender, mental/ physical abilities, race, ethnic heritage, sexual orientation
and the secondary dimension includes geographic location, work experience,
income, religion, first language, organizational role and level, communication style,
family status, work style, education, military experience. Next model is four layers
of diversity in this the author adds on two more layers with the diversity wheel they
are personality at the core and external dimension includes work field, division,
seniority, work location, union affiliation, management status, organizational
dimensions. Third model is diversity iceberg in this the author adds one more
dimension in diversity wheel which is tertiary dimensions like beliefs, assumptions,
perceptions, attitude, values, group norms. And the last model is kaleidoscope
perspective of the individual in this the author has described various attributes like
age, region, gender, qualification, caste, family status.

22
CHAPTER 3 – RESEARCH METHODOLOGY

23
3.1. METHODOLOGY:
Research methodology is mainly needed for the purpose of framing the research
process and the designs and tools that are to be used for the project purpose. Research
methodology helps to find the workforce diversity of Annalect employee’s. This time
research methodology is framed for the purpose of finding the level of of workforce
diversity in Annalect

3.2. RESEARCH DESIGN:

Descriptive Research Design

Descriptive research is a study designed to depict the participants in an accurate way.

More simply put, descriptive research is all about describing people who take part in
the study.

3.3. SOURCE OF DATA:

Data collection is the term used to describe a process of preparing and collecting data.

• Primary Data – Questionnaire given to 185 respondents

• Secondary Data - Websites and online journals, Published reports & Review of
literature from published articles.

3.4. STRUCTURE OF QUESTIONNAIRE:

Questionnaire was divided into two sections. First part was designed to know the
general information about Employee’s and the second part contained the Workforce
diversity and its influences on employee’s in Annalect.

24
Types of questions

1.Direct questions

2.Multiple choice questions

3.Likert scaling questions

3.5 SAMPLING TECHNIQUE

Convenience sampling is adopted to collect data from the respondent. A Convenience

sampling method is one of the main types of non-probability sampling methods. A
convenience sample is made up of people who are easy to reach.

3.6. SAMPLE SIZE:

Sample size: 185

Period of the study: 3 months

Targeted people of the study- Employees of Annalect.

3.7. TOOLS FOR ANALYSIS:

3.7.1. Percentage analysis

Research questions are always answered with a descriptive statistic: generally either
percentage or mean. Percentage is appropriate when it is important to know how many
of the participants gave a particular answer. Generally, percentage is reported when
the responses have discrete categories.

3.7.2. HYPOTHESIS ANALYTICAL TOOLS USED:

CHI-SQUARE:
Chi-square is a statistical test that is used to analyze categorical data. It measures how
closely the observed data match the expected data. It is commonly used in hypothesis
25
testing to determine if there is a significant difference between the observed data and
the expected data.

REGRESSION:
Regression is a statistical analysis technique used to explore and model the
relationship between a dependent variable and one or more independent variables.
The goal of regression analysis is to understand how changes in the independent
variables are associated with changes in the dependent variable.

26
CHAPTER 4 – DATA ANALYSIS AND INTERPRETATION

27
4.1. PERCENTAGE ANALYSIS
Table 4.1.1: Table Indicating Age of the respondents

S.NO
AGE NO. OF RESPONDENTS PERCENTAGE
1 20-30 88 47.60
2 31-40 83 44.90
3 41-50 23 7.00
4 50 & Above - -
5 TOTAL 185 100.00

Source: Primary data. Chart 4.1.1: Chart represents Age of the respondents

Interpretation: From the above table it is interpreted that the number of respondents
Between 20-30 age of respondents are 47.6%, between 31-40 age of respondents are
44.9%, between 41-50 age of respondents 7%.

Inference

Majority (47.6%) of the respondents are age between 20 to 30 years.

28
Table 4.1.2: Gender of the respondent

S NO
Gender No. of Respondents Percentage

1. Male 104 56.20

2. Female 80 43.20

TOTAL 200 100.00

Source: Primary data.

Chart 4.1.2: Chart represents Gender of the respondents

Interpretation

From the above table it is interpreted that the number of male respondents is 56.2%
and female respondent is 43.2%.

Inference

Majority (56.2%) of the respondents are Male.

29
 Table 4.1.3: Ethnicity of the respondents

No. of
S NO Particulars Percentage
Respondents
1. Telugu 66 35.70

2. Tamil 58 31.40

3. Hindi 31 16.80

4. Kannada 17 9.20

5. Marathi 10 5.40

6. Malayalam 1 0.50

7. Konkani 1 0.50

8. Urdu 1 0.50

TOTAL 185 100.00

Source: Primary data Chart 4.1.3: Ethnicity of the respondents

Interpretation

From the above table it is interpreted that the number of respondents were 35.7% is
Telugu, 31.4% is Tamil, 16.8% Hindi , 9.2% is Kannada.

Inference : Majority (35.7%) of the respondents Ethnicity is Telugu.

30
Table 4.1.4: Educational Background of the Respondents

No. of
S NO Particulars Percentage
Respondents
1 Master’s Degree 63 36.80
2 Bachelor’s Degree 85 45.90
3 Higher or Dimploma 32 17.30
TOTAL 185 100.00

Source: Primary data. Chart 4.1.4: Educational Background of the respondents

Interpretation

From the above table it is interpreted that the number of respondents has 45.9% of
Bachelor’s degree, 36.8% are Master’s degree, 17.3% are High school diploma or
equivalent.

Inference

Majority (45.9%) of the respondents are Bachelor’s degree.

31
Table 4.1.5: Job Title of the Respondents

No. of
S NO Particulars Percentage
Respondents
1 Entry level employee 60 32.40
2 Mid level employee 51 27.60
3 Senior level employe 34 18.40
4 Manager 26 14.10
5 Executive 12 6.50
6 Intern 2 1.00
TOTAL 185 100.00

Source: Primary data. Chart 4.1.5: Job Title of the respondents

Interpretation

From the above table it is interpreted that the number of respondents 32.4% are Entry-
level employee, 27.6% are Mid-level employees, 18.4% are Senior-level employee,
14.1% are Manager or supervisor.

Inference

Majority (32.4%) of the respondents are Entry-level employees.

32
Table 4.1.6: Annalect values diversity and inclusion opinion by respondents

No. of
S NO Particulars Percentage
Respondents
1 Yes 158 85.40
2 No 17 9.20
3 May be 10 5.40
TOTAL 185 100.00

Source: Primary data.

Chart 4.1.6: Annalect values diversity and inclusion opinion by respondents

Interpretation

From the above table it is interpreted that the number of respondents 85.4% Yes, 9.2%
No and 5.4% Others.

Inference

Majority (85.4%) of the respondents are Yes.

33
Table 4.1.7: A diverse workforce leads to greater innovation and creativity

No. of
S NO Particulars Percentage
Respondents
1 Strongly Agree 69 37.30
2 Agree 69 37.30
3 Neutral 32 17.30
4 Disagree 11 5.90
5 Strongly Disagree 4 2.20
TOTAL 185 100.00
Source: Primary data.

Chart 4.1.7: A diverse workforce leads to greater innovation and creativity

Interpretation:

From the above table it is interpreted that 37.3% respondents strongly agree, 37.3%
respondents agree, 17.3% respondents are neutral, 5.9% respondents disagree and,
2.2% of the respondents strongly disagree that a diverse workforce leads to greater
innovation and creativity.

Inference : Majority (37.3%) strongly agree that diverse workforce leads to greater
innovation and creativity.

34
Table 4.1.8: Annalect values diversity in the workplace.

No. of
S NO Particulars Percentage
Respondents
1 Strongly Agree 63 34.10
2 Agree 70 37.80
3 Neutral 31 16.80
4 Disagree 17 9.200
5 Strongly Disagree 4 2.200
TOTAL 185 100.00

Source: Primary data. Chart 4.1.8: Annalect values diversity in the workplace.

Interpretation:

From the above table it is interpreted that 34.1% respondents strongly agree, 37.8%
respondents agree, 16.8% respondents are neutral, 9.2% respondents disagree and,
2.2% of the respondents strongly disagree that Annalect values diversity in the
workplace.

Inference

Majority (37.8%) strongly agree that Annalect values diversity in the workplace.

35
Table 4.1.9: Diversity can sometimes lead to misunderstandings or communication
difficulties in the workplace.

No. of
S NO Particulars Percentage
Respondents
1 Strongly Agree 57 30.80
2 Agree 63 34.10
3 Neutral 42 22.70
4 Disagree 17 9.20
5 Strongly Disagree 6 3.20
TOTAL 185 100.00
Source: Primary data.

Chart 4.1.9: Diversity can sometimes lead to misunderstandings or communication

difficulties in the workplace.

Interpretation:

From the above table it is interpreted that 30.8% respondents strongly agree, 34.1%
respondents agree, 22.7% respondents are neutral, 9.2% respondents disagree and,
3.2% of the respondents strongly disagree that diversity can sometimes lead to
misunderstandings or communication difficulties in the workplace.

36
Inference :

Majority (34.1%) strongly agree that diversity can sometimes lead to misunderstanding
or communication difficulties in the workplace.

Table 4.1.10: Annalect has a culture of respect and acceptance for all employees,
regardless of their background or personal characteristics.

No. of
S NO Particulars Percentage
Respondents
1 Strongly Agree 61 33.00
2 Agree 17 37.80
3 Neutral 31 16.80
4 Disagree 13 7.00
5 Strongly Disagree 10 5.40
TOTAL 185 100.00
Source: Primary data.

Chart 4.1.10: Annalect has a culture of respect and acceptance for all employees,
regardless of their background or personal characteristics.

Interpretation: From the above table it is interpreted that 33% respondents strongly
agree, 37.8% respondents agree, 16.8% respondents are neutral, 7% respondents
disagree and, 5.4% of the respondents strongly disagree that Annalect has a culture
37
of respect and acceptance for all employees, regardless of their background or
personal characteristics.

Inference

Majority (37.8%) strongly agree that Annalect has a culture of respect and acceptance
for all employees, regardless of their background or personal characteristics.

Table 4.1.11: level of diversity and inclusivity at Annalec t

No. of
S NO Particulars Percentage
Respondents
1 Very Satisfied 56 30.30
2 Satisfied 72 38.90
3 Neutral 37 20.00
4 Unsatisfied 8 4.30
5 Very unsatisfied 11 5.90
TOTAL 185 100.00

Source: Primary data Chart 4.1.11: level of diversity and inclusivity at Annalect

38
Interpretation:

From the above table it is interpreted that 30.3% respondents Very satisfied, 38.9%
respondents satisfied, 20% respondents are neutral, 4.3% respondents unsatisfied
and, 5.9% of the respondents very unsatisfied level of diversity and inclusivity at
Annalect

Inference: Majority (38.9%) strongly agree that level of diversity and inclusivity at
Annalect.

Table 4.1.12: Annalect attracts and recruits diverse candidates

No. of
S NO Particulars Percentage
Respondents
1 Strongly Agree 53 28.60
2 Agree 64 34.60
3 Neutral 54 29.20
4 Disagree 9 4.90
5 Strongly Disagree 5 2.70
TOTAL 185 100.00
Source: Primary data. Chart 4.1.12: Annalect attracts and recruits diverse candidates

Interpretation: From the above table it is interpreted that 28.6% respondents

strongly agree, 34.6% respondents agree, 29.2% respondents are neutral, 4.9%
39
respondents disagree and, 2.7% of the respondents strongly disagree that Annalect
attracts and recruits diverse candidates

Inference

Majority (34.6%) strongly agree that Annalect attracts and recruits diverse candidates

Table 4.1.13: Current policies and practices at Annalect are in promoting

diversity and inclusion.

No. of
S NO Particulars Percentage
Respondents
1 Very Effective 40 21.60
2 Effective 57 30.80
3 Neutral 38 20.50
4 Ineffective 34 18.40
5 Ver Ineffective 16 8.60
TOTAL 185 100.00
Source of data

Chart 4.1.13: Current policies and practices at Annalect

40
Interpretation:

From the above table it is interpreted that 30.8% respondents Likely, 21.6%
respondents Very likely, 20.5% respondents are neutral, 18.4% respondents unlikely
and, 8.6% of the respondents very unlikely that Current policies and practices at
Annalect are in promoting diversity and inclusion.

Inference

Majority (30.8%) likely that Current policies and practices at Annalect are in promoting
diversity and inclusion.

Table 4.1.14: Annalect treats all employees fairly and with respect .

No. of
S NO Particulars Percentage
Respondents
1 Strongly confident 49 21.60

2 Confident 57 30.80

3 Neutral 38 20.50

4 Not confident 34 18.40

5 Not strongly confident 16 8.60

TOTAL 185 100.00

Source: Primary data.

41
 Chart 4.1.14: Annalect treats all employees fairly and with respect

Interpretation:

From the above table it is interpreted that 32.4% respondents are fairly confident,
26.5% respondents completely confident, 25.9% respondents are somewhat
confident, 9.2% respondents not confident and, 5.9% of the respondents unconfident
that Annalect treats all employees fairly and with respect .

Inference :Majority (32.4%) confident that Annalect treats all employees fairly and
with respect.

42
Table 4.1.15: Annalect as a diverse and inclusive workplace to others.

No. of
S NO Particulars Percentage
Respondents
1 Strongly Agree 18 9.70
2 Agree 52 28.10
3 Neutral 41 22.20
4 Disagree 7 3.80
5 Strongly Disagree - -
TOTAL 185 100.00
Source: Primary data. Chart 4.1.15: Annalect as a diverse and inclusive workplace
to others.

Interpretation:

From the above table it is interpreted that 42.2% respondents strongly agree, 25.4%
respondents agree, 20.5% respondents are neutral, 5.4% respondents disagree and,
6.5% of the respondents strongly disagree that Annalect as a diverse and inclusive
workplace to others

Inference : Majority (42.2%) strongly agree that Annalect as a diverse and inclusive
workplace to others.

43
4.2 STATISTICAL ANALYSIS

CHISQUARE:

Null Hypothesis (H0) : There is no significant difference in the perceptions and

attitudes of Annalect employees towards workforce diversity, including its potential
benefits and challenges.

Alternative Hypothesis (H1) : There is a significant difference in the perceptions and

attitudes of Annalect employees towards workforce diversity, including its potential
benefits and challenges

OUTPUT:

Chi-Square Tests
Value df Asymptotic Significance (2-sided)

Pearson Chi- 202.329a 15 <.001

Square

Likelihood Ratio 63.871 15 <.001

N of Valid Cases 191

Inference:

Since P value (<0.001) is less than 0.05. We accept the alternate hypothesis and reject the null

Hypothesis. Hence there is significant difference in the perceptions and attitudes of

Annalect

44
REGRESSION:

Null Hypothesis (H0) : There is no significant relationship between implementing

diversity and inclusion practices and creating a more inclusive work environment in
Annalect.

Alternative Hypothesis (H1) : Implementing diversity and inclusion practices is

significantly related to creating a more inclusive work environment in Annalect.

OUTPUT:

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .582a .339 .335 1.022

a. Predictors: (Constant), How likely are you to recommend Annalect as a diverse

and inclusive workplace to others?

ANOVAa
Sum of Mean
Model Squares df Square F Sig.

1 Regressio 97.534 1 97.534 93.394 <.001b

n

Residual 190.069 182 1.044

Total 287.603 183

a. Dependent Variable: On a scale of 1-5, How effective do you think that current
policies and practices at Annalect are in promoting diversity and inclusion?

b. Predictors: (Constant), How likely are you to recommend Annalect

45
 Coefficientsa
Standardize
Unstandardized d
Model Coefficients Coefficients

B Std. Error Beta t Sig.

1 (Constant) .994 .259 3.842 <.001

How likely are you to .610 .063 .582 9.664 <.001

recommend Annalect
as a diverse and
inclusive workplace to
others?

a. Dependent Variable: On a scale of 1-5, How effective do you think that current policies
and practices at Annalect are in promoting diversity and inclusion?

INFERENCE:

Since P value is less than 0.5 at the 5% level of significance, we reject the null hypothesis and

Accept the alternate hypothesis. Hence implementing diversity and inclusion practices is

Significantly related to creating a more inclusive work environment in Annalect

46
CHAPTER 5 – FINDINGS, SUGGESTIONS AND
CONCLUSION

47
5.1. FINDINGS
• Majority (47.6%) of the respondents are age between 20 to 30 years.

• Majority (56.2%) of the respondents are Male.

• Majority (35.7%) of the respondents Ethnicity is Telugu.

• Majority (45.9%) of the respondents are bachelor’s degree.

• Majority (32.4%) of the respondents are Entry-level employees.

• Majority (85.4%) of the respondents are Yes.

• Majority (37.3%) strongly agree that diverse workforce leads to greater innovation
and creativity.

• Majority (37.8%) strongly agree that Annalect values diversity in the workplace.

• Majority (34.1%) strongly agree that diversity can sometimes lead to

misunderstandings or communication difficulties in the workplace.

• Majority (37.8%) strongly agree that Annalect has a culture of respect and
acceptance for all employees, regardless of their background or personal
characteristics.

• Majority (38.9%) strongly agree that level of diversity and inclusivity at Annalect.

• Majority (34.6%) strongly agree that Annalect attracts and recruits diverse
candidates

• Majority (30.8%) likely that Current policies and practices at Annalect are in
promoting diversity and inclusion.

• Majority (32.4%) confident that Annalect treats all employees fairly and with
respect.

48
• Majority (42.2%) strongly agree that Annalect as a diverse and inclusive workplace
to others.

5.2 SUGGESTIONS & RECOMMENDATIONS:

To increase diversity in hiring, expand recruitment efforts to reach a wider pool of

candidates and ensure an inclusive and unbiased hiring process.

To fully realize the benefits of a diverse workforce, address communication difficulties

by offering communication training and resources to employees.

To promote diversity and inclusion, review and update policies and practices to ensure
they are effective and in line with best practices.

To promote a culture of inclusion, ensure fair treatment and respect for all employees
through ongoing training and education for managers and employees.

To attract and retain diverse talent and customers, promote the perception of a diverse
and inclusive workplace through various means.

Develop a comprehensive diversity and inclusion strategy that outlines specific goals
and action items for improving recruitment, retention, and promotion of diverse
employees.

To address communication difficulties, promote communication and collaboration

across diverse teams through initiatives such as training programs, mentoring
programs, or team-building exercises.

To promote diversity and inclusion in the workplace, conduct regular training sessions
for all employees on topics such as unconscious bias, cultural competency, and
communication skills.
49
5.3. LIMITATIONS OF STUDY

• The study is confined to Annalect Employee

• The study is based upon the workforce diversity influences on employees in
Annalect
• The data collected for the research is fully on primary data given by the
respondents. There is chance for personal bias. So the accuracy is not true
• Due to storage of time and other constraints, the study has been limited 185

respondents only.

5.4. CONCLUSION

The objective of this study was to create the awareness as well as the influence
diversity management has on a healthy working environment whilst considering some
practical companies view in order to ascertain the impact diversity have had on the
Annalect.

Based on the information gathered and the responses given by Respondents it can be
concluded that the majority of respondents at Annalect are between the ages of 20 to
30 years, male, and have a Telugu ethnicity. The majority of respondents have a
bachelor's degree and are entry-level employees.

The majority of respondents believe that a diverse workforce leads to greater innovation
and creativity, and that Annalect values diversity in the workplace. Additionally, the
majority of respondents believe that Annalect has a culture of respect and acceptance
for all employees, and that it attracts and recruits diverse candidates.

However, the majority of respondents also believe that diversity can sometimes lead to
misunderstandings or communication difficulties in the workplace and are only likely or
confident that current policies and practices at Annalect promote diversity and
inclusion.

50
Overall, the study suggests that Annalect has made progress in promoting diversity and
inclusivity in the workplace, but there is room for improvement in ensuring that diverse
perspectives are effectively communicated and understood. Annalect should continue
to prioritize diversity and inclusion efforts to create an even more welcoming and
supportive workplace for all employees.

51
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54
 ANNEXURE – I QUESTIONNAIRE

1. Name:

2. What is your gender?

A) Male

B) Female

C) Prefer not to say

3. What is your age range?

A) 20-30

B) 31-40

C) 41-50 D) 50 & Above

4. What is your ethnicity?

A) Hindi
B) Bengali
C) Marathi
D) Telugu
E) Tamil
F) Gujarati
G) Urdu
H) Kannada

5. What is your educational background?

A) High school diploma or equivalent

55
 B) Bachelor's degree

C) Master's degree

D) Doctorate

E) Other

6. What is your job title?

A) Entry-level employee

B) Mid-level employee

C) Senior-level employee

D) Manager or Supervisor

E) Executive or Director

F) Other

7. Do you feel that Annalect values diversity and inclusivity?

A) Yes

B) No C) Unsure

8. How strongly do you agree or disagree with the statement: "A diverse workforce
leads to greater innovation and creativity."

A) Strongly agree

B) Somewhat agree

C) Neutral

D) Somewhat disagree

56
 E) Strongly disagree

9. How strongly do you agree or disagree with the statement: "Annalect values
diversity in the workplace."

A) Strongly agree

B) Somewhat agree

C) Neutral

D) Somewhat disagree

E) Strongly disagree

10. How strongly do you agree or disagree with the statement: "Diversity can
sometimes lead to misunderstandings or communication difficulties in the
workplace."

A) Strongly agree

B) Somewhat agree

C) Neutral

D) Somewhat disagree

E) Strongly disagree

11. How strongly do you agree or disagree with the statement: "Annalect has a culture
of respect and acceptance for all employees, regardless of their background or
personal characteristics."

A) Strongly agree

B) Somewhat agree

C) Neutral
57
 D) Somewhat disagree

E) Strongly disagree

12. How satisfied are you with the level of diversity and inclusivity at Annalect?

A) Very satisfied

B) Somewhat satisfied

C) Neutral

D) Somewhat dissatisfied

E) Very dissatisfied

13. To what extent do you agree that Annalect attracts and recruits diverse
candidates?

• Strongly agree
• Agree
• Neither agree nor disagree
• Disagree
• Strongly disagree

14. How effective do you think the current policies and practices at Annalect are in
promoting diversity and inclusion?

• Very effective
• Somewhat effective
• Neither effective nor ineffective
• Somewhat ineffective
• Very ineffective

58
15. How confident are you that Annalect treats all employees fairly and with respect?

• Very confident
• Somewhat confident
• Neither confident nor unconfident
• Somewhat unconfident
• Very unconfident

16. How satisfied are you with the training and development programs at Annalect that
promote diversity and inclusion?

• Very satisfied
• Somewhat satisfied
• Neither satisfied nor dissatisfied
• Somewhat dissatisfied
• Very dissatisfied

17. How likely are you to recommend Annalect as a diverse and inclusive workplace
to others?

• Very likely
• Somewhat likely
• Neither likely nor unlikely
• Somewhat unlikely
• Very unlikely

59
 A STUDY ON WORKFORCE DIVERSITY AND ITS INFLUENCES
EMPLOYEES IN ANNALECT
Ms. M. ANITHA.B.COM., MBA.,
School of Management Studies, Sathyabama Institute of Science and Technology
Chennai, Tamil Nadu, South India.
[email protected]

Dr.J. RANI M.B.A., M.Com., M.Phil., Ph.D.,

Assistant professor, Sathyabama Institute of Science and Technology
Chennai, Tamil Nadu, South India.
[email protected]
ABSTRACT

Workforce diversity means similarities and differences among employees in terms of age, cultural background,
physical abilities and disabilities, race, religion, gender, and sexual orientation. No two humans are alike. People
are different in not only gender, culture, race, social and psychological characteristics but also in their perspectives
and prejudices. Society had discriminated on these aspects for centuries. Diversity makes the work force
heterogeneous. In current scenario, employing diversified workforce is a necessity for every organization but to
manage such diversified workforce is also a big challenge for management. This paper critically analyses the
workforce diversity and its impact on productivity of an organization. The researcher after examining the literature
and various research papers, concluded that workforce diversity is strength for any organization, but people still
stick to their views related to caste, religion etc. and so consider diversity as a problem but if managed properly,
can increase the productivity.

INTRODUCTION:

Workforce diversity is consisting of similarities and differences among employees in terms of age, cultural
background, physical abilities and disabilities, race, religion, gender, and sexual orientation. Workforce diversity
has become an increasingly important topic in modern workplaces, with organizations recognizing the benefits of
having a diverse range of employees from different backgrounds and experiences. The purpose of this study is to
examine the influence of workforce diversity on employees in Annalect, a leading data analytics and marketing
consultancy firm.

The study will seek to identify the demographic characteristics of Annalect employees and the extent of diversity
within the workforce. Additionally, the study will explore the perceptions and attitudes of Annalect employees
towards workforce diversity, including its potential benefits and challenges. Finally, the study will identify best
practices and recommendations for enhancing workforce diversity and promoting a more inclusive work
environment in Annalect.

Each individual is different from each other because of their different religion, educational background to which
they belong, age and the perception. When different types of people in terms of thinking, perception, generation
come together to work at the same place then definitely a situation may come where all these different types of
people may not agree at the same point. At that point, of time it is going to affect the interpersonal relationship
60
among people. The researcher has taken some aspects, which are a part of diversity among workforce they are age,
gender, caste, experience, professional qualification and the employees coming from various geographical regions.
On the basis of above statement, researcher has prepared the following model.

REVIEW OF LITERATURE:

1. Barboza Coral (2015) stated about impact of workforce diversity on retail sector employees in Mangalore
city, found that the major reason retail outlets in Mangalore strive to incorporate diversity is to improve
productivity and to remain competitive in the market.. The units selected for the study consists of employees
working in retail sectors (6 retail subsectors were selected) in the city of Mangalore. The sample size of 50
respondents with diverse backgrounds was selected. The author pointed that diversity management is the key
to growth in today’s fiercely competitive global marketplace.

2. Klaus Desmet, et al; (2015), in their study described on Culture, Ethnicity and Diversity. This study
investigated the empirical relationship between ethnicity and culture. Using surveys of individual values in
76 countries, they found that ethnic identity is a significant predictor of cultural values. This study revealed
that ethnic and cultural diversity are unrelated. This study explored the correlates of cultural diversity and of
the overlap between culture and ethnicity, found that the level of economic development is positively
associated with cultural diversity and negatively associated with the overlap between culture and ethnicity.

3. Darwin Joseph R, et al; (2015), explained in their study the effects of work force diversity on employee
performance in Singapore organizations. This study focused on the effect of the workforce diversity in terms
of age, gender and ethnicity. The study exposed that the diversity of all three demographic profiles of the
workforce - namely age, gender and ethnicity - does not significantly impact the performance of employees.

4. Shakila P (2014) conducted a literature review about reports on training and development. This study
explained that the importance, need of review of literature and the related review of studies to the topic. It
has been concluded that the new advancements in Human Resource Development should be included in
evaluating the effectiveness of training programs. This study suggested that training and development very
much essential for employees for further development of their career.

5. Workforce diversity refers to the ways that people differ that can affect a task or relationship within an
organization such as age, gender, race, education, religion, and culture. It is the exploration of these
differences in a safe, positive, and nurturing environment. It is about understanding each other and moving
beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each
individual within the organization (Carrell, 2006).

6. Jackson et al. (1995) define diversity as the presence of differences among members of a social unit Today,
the workforce is more diverse in terms of gender, race, ethnicity, national origin an comprises people who
are different and share different attitudes, needs, desires, values and work behaviors as noted by Rosen and
Lovelace (1991)
61
 7. Greenberg (2004) also defines workplace diversity refers to the variety of differences between people in an
organization including race, gender, ethnic group, age, personality, cognitive style, tenure, organizational
function, education, background and more. The U. S National Partnership for Reinventing Government
(NPR) Diversity Task Force in conjunction with the US Department of Commerce in their sponsored
benchmark study of diversity.

8. Thompson and DiTomasso in Ellis and Sonnen field (1994) also argue that a multicultural management
perspective fosters more innovative and creative decision making, satisfying work environments, and better
products because all people who have a contribution to make are encouraged to be involved in a meaningful
way this in turn yields more information, more points of view, more ideas and fewer reservations.

9. According to D’Netto and Sohal (1999), organizations which plan for the anticipated workforce and accept
cultural diversity management as a progressive technique will benefit from better employee retention,
increased productivity, less absenteeism, better morale, an expanded marketplace and improved customer
service (Manning et al., 1996).

10. Subhash C. Kundu, Jahanvi Bansal, ArchanaMor, MukeshPruthi In this study the investigate the
differences between employees across gender and categories towards workforce satisfaction in Indian public
sector organization (i.e., Bharat Sanchar Nigam Limited).At the end of the study the investigator find out the
efforts of employees to promote diversity to create opportunities to employees were more by female
employees and valued least by general category employees in compared with males and other categories
respectively.

OBJECTIVE OF THE STUDY:

This project is designed mainly to identify and evaluate the workforce diversity and its influences employees in
Annalect.

PRIMARY OBJECTIVE:

• A study on workforce diversity and its influence employees in Annalect

SECONDARY OBJECTIVE:

• To identify the demographic characteristics of the employees in Annalect and the extent of diversity within
the workforce.

• To explore the perceptions and attitudes of Annalect employees towards workforce diversity, including
its potential benefits and challenges

• To identify best practices and recommendations for enhancing workforce diversity and promoting a more
inclusive work environment in Annalect.

62
METHODOLOGY:

Research methodology is mainly needed for the purpose of framing the research process and the designs and tools
that are to be used for the project purpose. Research methodology helps to find the workforce diversity of Annalect
employee’s. This time research methodology is framed for the purpose of finding the level of of workforce diversity
in Annalect

RESEARCH DESIGN:

Descriptive Research Design

Descriptive research is a study designed to depict the participants in an accurate way. More simply put, descriptive
research is all about describing people who take part in the study.

SOURCE OF DATA:

Data collection is the term used to describe a process of preparing and collecting data.

• Primary Data – Questionnaire given to 160 respondents

• Secondary Data - Websites and online journals, Published reports & Review of literature from published
articles.

STRUCTURE OF QUESTIONNAIRE:

Questionnaire was divided into two sections. First part was designed to know the general information about
Employee’s and the second part contained the Workforce diversity and its influences on employee’s in
Annalect.

Types of questions

1.Direct questions

2.Multiple choice questions

3.Likert scaling questions

63
SAMPLE SIZE:

Sample size: 160

Period of the study: 3 months

Targeted people of the study- Employees of Annalect.

HYPOTHESIS:

TOOLS FOR ANALYSIS:

Percentage analysis

Research questions are always answered with a descriptive statistic: generally either percentage or mean.
Percentage is appropriate when it is important to know how many of the participants gave a particular answer.
Generally, percentage is reported when the responses have discrete categories.

PERCENTAGE ANALYSIS

i. Table: Table Indicating Age of the respondents

S.NO AGE NO. OF RESPONDENTS PERCENTAGE

1 20-30 88 47.60

2 31-40 83 44.90

3 41-50 23 7.00

4 50 & Above - -

5 TOTAL 185 100.00

Source: Primary data.

64
 Chart: Chart represents Age of the respondents

Interpretation

From the above table it is interpreted that the number of respondents Between 20-30 age of respondents are 47.6%,
between 31-40 age of respondents are 44.9%, between 41-50 age of respondents 7%.

Inference

Majority (47.6%) of the respondents are age between 20 to 30 years.

ii. Table: Gender of the respondent

S NO
Gender No. of Respondents Percentage

3. Male 104 56.20

4. Female 80 43.20

TOTAL 200 100.00

Source: Primary data.

65
 Chart : Chart represents Gender of the respondent

Interpretation

From the above table it is interpreted that the number of male respondents is 56.2% and female respondent is 43.2%.

Inference

Majority (56.2%) of the respondents are Male.

iii. Table: Ethnicity of the respondents

No. of
S NO Particulars Percentage
Respondents
5. Telugu 66 35.70

6. Tamil 58 31.40

7. Hindi 31 16.80

8. Kannada 17 9.20

5. Marathi 10 5.40

6. Malayalam 1 0.50

7. Konkani 1 0.50
66
 8. Urdu 1 0.50

TOTAL 185 100.00

Source: Primary data Chart: Ethnicity of the respondents

Interpretation

From the above table it is interpreted that the number of respondents were 35.7% is Telugu, 31.4% is Tamil, 16.8%
Hindi , 9.2% is Kannada.

Inference

Majority (35.7%) of the respondents Ethnicity is Telugu.

iv. Table : Educational Background of the Respondents

No. of
S NO Particulars Percentage
Respondents
1 Master’s Degree 63 36.80
2 Bachelor’s Degree 85 45.90
3 Higher or Dimploma 32 17.30
TOTAL 185 100.00

Source: Primary data.

67
 Chart : Educational Background of the respondents

Interpretation

From the above table it is interpreted that the number of respondents has 45.9% of Bachelor’s degree, 36.8% are
Master’s degree, 17.3% are High school diploma or equivalent.

Inference

Majority (45.9%) of the respondents are Bachelor’s degree.

v. Table : Job Title of the Respondents

No. of
S NO Particulars Percentage
Respondents
1 Entry level employee 60 32.40
2 Mid level employee 51 27.60
3 Senior level employe 34 18.40
4 Manager 26 14.10
5 Executive 12 6.50
6 Intern 2 1.00
TOTAL 185 100.00

Source: Primary data. Chart 4.1.5: Job Title of the respondents

68
Interpretation

From the above table it is interpreted that the number of respondents 32.4% are Entry-level employee, 27.6% are
Mid-level employees, 18.4% are Senior-level employee, 14.1% are Manager or supervisor.

Inference

Majority (32.4%) of the respondents are Entry-level employees.

vi. Table : Annalect values diversity and inclusion opinion by respondents

No. of
S NO Particulars Percentage
Respondents
1 Yes 158 85.40
2 No 17 9.20
3 May be 10 5.40
TOTAL 185 100.00

Source: Primary data.

Chart : Annalect values diversity and inclusion opinion by respondents

69
Interpretation

From the above table it is interpreted that the number of respondents 85.4% Yes, 9.2% No and 5.4% Others.

Inference

Majority (85.4%) of the respondents are Yes.

vii. Table : A diverse workforce leads to greater innovation and creativity

No. of
S NO Particulars Percentage
Respondents
1 Strongly Agree 69 37.30
2 Agree 69 37.30
3 Neutral 32 17.30
4 Disagree 11 5.90
5 Strongly Disagree 4 2.20
TOTAL 185 100.00

Source: Primary data.

Chart : A diverse workforce leads to greater innovation and creativity

70
Interpretation:

From the above table it is interpreted that 37.3% respondents strongly agree, 37.3% respondents agree, 17.3%
respondents are neutral, 5.9% respondents disagree and, 2.2% of the respondents strongly disagree that a diverse
workforce leads to greater innovation and creativity.

Inference

Majority (37.3%) strongly agree that diverse workforce leads to greater innovation and creativity.

viii. Table : Annalect values diversity in the workplace.

No. of
S NO Particulars Percentage
Respondents
1 Strongly Agree 63 34.10
2 Agree 70 37.80
3 Neutral 31 16.80
4 Disagree 17 9.200
5 Strongly Disagree 4 2.200
TOTAL 185 100.00

Source: Primary data. Chart : Annalect values diversity in the workplace.

71
Interpretation:

From the above table it is interpreted that 34.1% respondents strongly agree, 37.8% respondents agree, 16.8%
respondents are neutral, 9.2% respondents disagree and, 2.2% of the respondents strongly disagree that Annalect
values diversity in the workplace.

Inference

Majority (37.8%) strongly agree that Annalect values diversity in the workplace.

ix. Table : Diversity can sometimes lead to misunderstandings or communication difficulties in the
workplace.
No. of
S NO Particulars Percentage
Respondents
1 Strongly Agree 57 30.80
2 Agree 63 34.10
3 Neutral 42 22.70
4 Disagree 17 9.20
5 Strongly Disagree 6 3.20
TOTAL 185 100.00
Source: Primary data.

Chart 4.1.9: Diversity can sometimes lead to misunderstandings or communication difficulties in the
workplace.
72
Interpretation:

From the above table it is interpreted that 30.8% respondents strongly agree, 34.1% respondents agree, 22.7%
respondents are neutral, 9.2% respondents disagree and, 3.2% of the respondents strongly disagree that diversity
can sometimes lead to misunderstandings or communication difficulties in the workplace.

Inference

Majority (34.1%) strongly agree that diversity can sometimes lead to misunderstandings or communication
difficulties in the workplace.

x. Table : Annalect has a culture of respect and acceptance for all employees, regardless of their
background or personal characteristics.
No. of
S NO Particulars Percentage
Respondents
1 Strongly Agree 61 33.00
2 Agree 17 37.80
3 Neutral 31 16.80
4 Disagree 13 7.00
5 Strongly Disagree 10 5.40
TOTAL 185 100.00

Source: Primary data.

73
Chart : Annalect has a culture of respect and acceptance for all employees, regardless of their
background or personal characteristics.

Interpretation:

From the above table it is interpreted that 33% respondents strongly agree, 37.8% respondents agree, 16.8%
respondents are neutral, 7% respondents disagree and, 5.4% of the respondents strongly disagree that Annalect
has a culture of respect and acceptance for all employees, regardless of their background or personal
characteristics.

Inference

Majority (37.8%) strongly agree that Annalect has a culture of respect and acceptance for all employees,
regardless of their background or personal characteristics.

74
STATISTICAL ANALYSIS

CHISQUARE:

Null Hypothesis (H0) : There is no significant difference in the perceptions and attitudes of Annalect employees
towards workforce diversity, including its potential benefits and challenges.

Alternative Hypothesis (H1) : There is a significant difference in the perceptions and attitudes of Annalect
employees towards workforce diversity, including its potential benefits and challenges

OUTPUT:

Chi-Square Tests

Value df Asymptotic Significance (2-sided)

Pearson Chi-Square 202.329a 15 <.001

Likelihood Ratio 63.871 15 <.001

N of Valid Cases 191

Inference:

Since P value (<0.001) is less than 0.05. We accept the alternate hypothesis and reject the null

Hypothesis. Hence there is significant difference in the perceptions and attitudes of

Annalect

REGRESSION:

Null Hypothesis (H0) : There is no significant relationship between implementing diversity and inclusion practices
and creating a more inclusive work environment in Annalect.

75
Alternative Hypothesis (H1) : Implementing diversity and inclusion practices is significantly related to creating
a more inclusive work environment in Annalect.

OUTPUT:

Model Summary

Model R R Square Adjusted R Square Std. Error of the Estimate

1 .582a .339 .335 1.022

a. Predictors: (Constant), How likely are you to recommend Annalect as a diverse and inclusive workplace to
others?

ANOVAa

Model Sum of Squares df Mean Square F Sig.

1 Regression 97.534 1 97.534 93.394 <.001b

Residual 190.069 182 1.044

Total 287.603 183

a. Dependent Variable: On a scale of 1-5, How effective do you think that current policies and practices at
Annalect are in promoting diversity and inclusion?

b. Predictors: (Constant), How likely are you to recommend Annalect as a diverse and inclusive workplace to
others?

76
 Coefficientsa

Standardized
Unstandardized Coefficients Coefficients

Model B Std. Error Beta t Sig.

1 (Constant) .994 .259 3.842 <.001

How likely are you to .610 .063 .582 9.664 <.001

recommend Annalect as a
diverse and inclusive
workplace to others?

a. Dependent Variable: On a scale of 1-5, How effective do you think that current policies and practices at Annalect
are in promoting diversity and inclusion?

INFERENCE:

Since P value is less than 0.5 at the 5% level of significance, we reject the null hypothesis and accept the alternate

Hypothesis. Hence Implementing diversity and inclusion practices is significant related to creating a more inclusive

Work environment in Annalect.

FINDINGS

• Majority (47.6%) of the respondents are age between 20 to 30 years.

• Majority (56.2%) of the respondents are Male.
• Majority (35.7%) of the respondents Ethnicity is Telugu.
• Majority (45.9%) of the respondents are bachelor’s degree.
• Majority (32.4%) of the respondents are Entry-level employees.
• Majority (85.4%) of the respondents are Yes.
• Majority (37.3%) strongly agree that diverse workforce leads to greater innovation and creativity.
• Majority (37.8%) strongly agree that Annalect values diversity in the workplace.
• Majority (34.1%) strongly agree that diversity can sometimes lead to misunderstandings or
communication difficulties in the workplace.
• Majority (37.8%) strongly agree that Annalect has a culture of respect and acceptance for all employees,
regardless of their background or personal characteristics.

77
CONCLUSION

The objective of this study was to create the awareness as well as the influence diversity management has on a
healthy working environment whilst considering some practical companies view in order to ascertain the impact
diversity have had on the Annalect.

Based on the information gathered and the responses given by Respondents it can be concluded that the majority
of respondents at Annalect are between the ages of 20 to 30 years, male, and have a Telugu ethnicity. The majority
of respondents have a bachelor's degree and are entry-level employees.

The majority of respondents believe that a diverse workforce leads to greater innovation and creativity, and that
Annalect values diversity in the workplace. Additionally, the majority of respondents believe that Annalect has a
culture of respect and acceptance for all employees, and that it attracts and recruits diverse candidates.

However, the majority of respondents also believe that diversity can sometimes lead to misunderstandings or
communication difficulties in the workplace and are only likely or confident that current policies and practices at
Annalect promote diversity and inclusion.

Overall, the study suggests that Annalect has made progress in promoting diversity and inclusivity in the workplace,
but there is room for improvement in ensuring that diverse perspectives are effectively communicated and
understood. Annalect should continue to prioritize diversity and inclusion efforts to create an even more welcoming
and supportive workplace for all employees.

78
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Subhash C. Kundu, Jahanvi Bansal, Archana MOR (2018) Workforce Diversity in Indian Public Sector: A Study
of Employees’ Reactions. This Publication at: https// www. research gate.net/publicaction/328577579.

Namita Rajput, PreetiMarwah, RituBalli, Monika Gupta (2013) Managing Multigenerational workforce:
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HimaniSheth (2018), Impact of Workforce Diversity on Employee Performance with Special Reference to IT,
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Priscilla Dike (2013) the Impact of Workplace Diversity on Organizations. Degree Thesis Degree Program in
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Anju K J, Sona George (2011), a Study on Job Satisfaction of Employees in BPCL – Kochi Refinery Limited,
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Jitendra Kumar Singh, Dr. Mini Jain (2013), A Study of Employees’ Job satisfaction and its Impact on their
Performance. Journal of Indian Research Vol.1, No.4, October – December, 2013,105 – 111.

Mrs. Shweta Rajput, Mr. MayankShinghal, Mr. Shivkant Tiwari (2016) Job Satisfaction and Employee Loyalty: A
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