A Study on Employee Attitude and Leadership Behaviour

ABSTRACT The Research titled namely A Study on Employee military capability & leaders Style is a inquiry get word conducted among non-homogeneous managers in disparate be givenal beas in Sify softw argon program limited & Everonn procreation Limited. In this search try out, the queryer has made an feat to identify the dissimilar styles fol woefuled by leaders due to antithetic carriage among employees. The count in general focus on the conglomerate locatings of employees in different roots and its move of the performance if individual, separate or team & organization.Further, the study a the like foc wasting diseases on determination out the signifi appriset alliance amid the stance of employees and its imp impress of completion of module, have, deadlines, and target. This study is limited to the managers exerciseing at Sify Softw atomic number 18 Limited & Everonn Education Limited. The Researcher has proposed to use descriptive fictitious character of question & Analytical compositors case of closure. The Researcher has proposed to use descriptive type seek, in order to collect the real facts from the respondents regarding the attitude of the employees.The Researcher has similarly proposed to use Analytical type of result to give government agency the conduct of employees and its encroachment of deadline & productivity. Once the data has been collected from the respondents (Managers), the Researcher has proposed to use various statistical tools like Percentage Analysis, Weighted Av geological erage Method, Chi-Squ atomic number 18 Method, One-Sample hold on Test, and so on , and in order to analysis the various types of expressions, the researcher has also planned to use cause and effect of diagram. CHAPTER 1 INTRODUCTION 1. 1INTRODUCTIONEmployee values, attitudes, and leadership behavior play a very all important(predicate) mathematical function in enhancing employee work motive and performance. Employee work values, attitudes and leadership behavior commode guardedly be adjusted to produce a strong rival on employee work motivation. It would, thitherfore, be interesting to examine the precise reputation of their roles in influencing the intrinsic versus extrinsic motivation of employees. Individuals vary in their value systems. For example, effect is a c at a timern for the advancement of unrivalleds cargoner trance concern for otherwise(a)s whitethorn reflect caring, compassionate.Supervisory behavior whitethorn vary considerably in the same ancestry situation. Behaviors such(prenominal) as support other employees or helping others work on difficult tasks. A supervisory behavior may adopt democratic orientation or punishment when interacting with employees and thus may cloak the work behavior. Though research on leadership styles, work values, and attitudes is come to with decideing the conclusions as to what wear outicularized leader behavior, work values and attitud es would produce a strong jounce on employee work motivation and performance, no clear-cut conclusions book heretofore been rendered.It is, therefore, necessary to examine these issues, on a relative basis, which characteristics may act as more than effective motivators in employee motivation and work performance. With such an under haveing, management would emend be able to use available motivational tools for their maximum impact on employee work performance. Thus the objective of this study is to examine the importance of values, attitudes and leadership behaviors in employee work motivation and performance.To form a deeper insight into the exact nature of such influence, the roles of employee values, attitudes and leadership behavior in influencing intrinsic versus extrinsic motivation and performance are examined. Fin in ally, the study explores the managerial implications of the findings and discusses the actions that might lead to improvements in employee motivation. V ALUES, ATTITUDES AND EMPLOYEE WORK MOTIVATION The undermentioned description relates to values, attitudes, and employee motivation. VALUESValues are enduring beliefs that a narrow elan of conduct or end kingdom of existence is in somebody or affectionately preferable to an opposite or converse mode of conduct or end state of existence (Rokeach, M 1973). somewhat base values, which are expected to tint the attitude and work motivation of an employee, would logically include Family The ut more or less to which the ruminate offers family well-being to the employees Recreation The extent to which the commerce offers recreational facilities to the employees A sense of accomplishment The floor to which the person feels the job gives the person a sense of accomplishment after the job is done.Advancing at the comp both The degree to which the person feels the job leave create opportunities for advancement. Financial guarantor The extent to which the job offers financial secur ity to person. Integrity The extent to which the job provides information accurately and emphasizings im weakeniality and recognizes different points of view ATTITUDES Attitudes are not the same as values. Attitudes are critical statements either favorable or unfavorableconcerning objects people, or chargets.It has been do by some(prenominal) as a general attitude and as rejoicing with quint particular proposition dimensions of job pay, the work itself, promotion, opportunities, supervision and co-workers ( smith, Kendall, and Hulin, 1969 Balzer and Smith et al, 1990). The combined personal effects of these factors produce for the individual some measure of comfort and dis merriment (Herzberg, Mausner, and Snyderman, 1959). Definitions of these five dimensions of the job are given as under Definitions of key production line DimensionsJob DimensionsDefinition Work happinessThe extent to which an employee is cheery with work, including opportunities for creativity and task v ariety, allowing an individual to add-on his or her intimacy, variety shows in responsibility, amount of work, security, and job enrichment (Balzer and Smith et al, 1990 Smith et al, 1969) abide SatisfactionThe extent to which an employee forms an attitude toward pay ground on sensed going amongst actual pay and the expected pay.Expected pay is based on the value of perceived inputs and outputs of the job and the pay of other employees memory similar jobs or possessing similar qualifications (Balzer and Smith et al, 1990) Supervision SatisfactionThe extent to which an employee is satisfied with his or supervision, as measured by consideration and employee-centered actions of the supervisor and the perceived competency of the supervisor by the subordinate (Balzer and Smith et al, 1990, Herzberg et al, 1957) Satisfaction with promotionsThe degree to which an employee is satisfied with the Companys promotion policy, including frequency of promotions, and the desirability of pro motions (Balzer and Smith et al, 1990, Herzberg et al 1957) Co-workers SatisfactionThe work- think interaction and the mutual liking or admiration of brother employees (Bazler and Smith et al, 1990, Smith et al, 1969, Alderfer, 1969) Overall Job SatisfactionThe extent to which an individuals desires, expectations and needs are fulfilled by employment (Szilagi, Sims, and Terrill, 1977) 1. 2INDUSTRY PROFILE As the study is applicable only for e-Learning pains let us put up a brief introduction astir(predicate) the software industriousness below. The genuine e- tuition boom in India has added to the existing woes. Standards apart, the industry hangs on the edge where processes and players are dubious. Much of this blame can be put on the Indian organizations inability to put together a restrictive body.Unregulated and unstructured, the e-learning industry in India is likely to wreck havoc for the worldwide e-learning industry as small venders pile up huge learning garbage fo r clients worldwide. E-learning in India has come of age. Two decades and the nation already nourish several world(a) e-learning players on its soil. This can be attributed to some basic reasons like cheap human mental imagerys, a large pool of communicatory workforce and business discounts offered by the central and state governments. Although exact figures of the size of the industry is not available, a conservative estimate shows the offshore e-learning industry at around $150 million in 2004-05, up al more or less by 200 percent in the last two years. In spite such heroic figures, the e-learning industry in India stays involved with a plethora of issues.Some of these issues include lack of uniform e-learning measuring rods and oeuvre practices, and the lack of adequate human resources to power the spiraling upward growth. These concerns apart, government apathy has also bolstered fly-by-night e-learning entrepreneurs who eye quick bucks and increasingly rejoin learnin g garbage to a global clientele. Smaller vendors in India have setup e-learning business houses with paltry investments of a few thousand dollars in the hope of getting a sizeable pie of the global e-learning business. Most of these short-run vendors run their shows from northwards India from places in and roughly the National Capital land of Delhi.The modus operandi for these vendors is simple. They rent in a couple of rooms in an urban area and advertise for resources in job websites and newspapers. Writers, designers and technology professionals roughlyly inexperient are hired by the dozens. The average salary of the employees ranges anything between $ one hundred to $400 and the workings hours strand so forth well over 72 hours per week. Next, these companies setup small sales calling teams to call up international clients communicate for work. The sales pitch is lots exaggerated and boasts of a few tolerant names. To show their experience, these vendors cull-out a few odd CBTs from other companies or steal courses done their contacts.The basic quality that behooves a standard e-learning company is inattentive in these companies. Proprietors lodge ignorant of purge the some basic information that is essential to run the show. A Java programmer, for example, is asked to perfect his skills in C++ or any other program since he is responsible for all programming needs. Almost anyone who walks in for the position of writers is sedulous as an instructional designer, primarily because they can be asked to work for lesser salaries on the pretext that they lack instructional designing experience. Vendors also rely on these writers to validate the learning content for authenticity even when content validation remains the domain of the expert, the Subject Matter dependable (SME).The writers and designers are instructed to download content from Internet websites and rewrite them before development it. A basic ignorance of the Internet medium on the part of the owners path that the writers are often conf utilize with the content because no single persuasion or information on the Internet appears consistent. E-learning processes are practical(prenominal)ly absent in these companies. All that offers a direct benefit to the proprietor becomes part of the practiced processes. A Project Manager, for example, may be required to call forth people, review e-learning courses, undertake marketing activities, and do just anything that catches the fancy of the owner.In some companies, it was observed that programmers were asked to work as typists. The motto no resource should sit idle. Employees who work for more than 9 hours a day are uncomplete paid additional remuneration nor are given facilities like cabs and food for their late stay and long hours of work. As an e-learning professional once remarked, employees in these fly-by-night ventures reminds one of the rampant practice of human thralldom in Africa and Arabian countri es a few centuries back. Professional torture apart, these employees are also subjected to extremely atrocious characterizes of work congested workplace, outdated computers, skanky toilets, and the same paltry salary year after year.Employees in these companies too appear to have resigned to their fates partly because their poor education that doesnt stand them in good stead for jobs in big e-learning MNCs and also because most do not have a professional competence in English language. This phenomenon is rarely reported by any section of the Indian media, perhaps due to ignorance or for fear of antagonizing the international fraternity. The abysmal condition and the unplanned e-learning sector, however, have both a positive and a blackball side to it. The positive side is that these e-learning ventures help to reinforce the fact that there is no alternate to quality, and quality comes from the big guys, not the fly-by-night operators. The flipside is that the employees in tiny Indian -learning ventures rarely get the exposure to standard work processes and world-class e-learning products thereby subjecting themselves to professional impairment. Unfortunate for the Indian e-learning industry, at an era of globalization and information revolution, Indian legal philosophys too have failed to contain these IT hawks. objet dart the existing labour laws do have provisions against inhuman practices in the private workplace, in practice they remain a mirage. Most of the employees neither have the financial resources to chase litigation nor are they willing to take their time. The Southern part of India presents a striking contrast to the matrimony.Recent years have seen a rapid and strategic development of global e-learning companies in the South, in places like Bangalore and Chennai. Several global players have also setup their centers in Pune, Mumbai and Hyderabad. Not surprising, the South has become a favorite e-learning destinations for somber e-learni ng players because of the absence of the mayhem so rampant in the Northern part of the country. Although the same Indian laws apply to all states across India, security and substructure is usually better in the Southern states than in the North. Consequently, most of these global giants are reluctant to setup their operations in the North for writ large reasons lax security, incompetent e-learning resources, and rampant corruption.However of all the paraphernalia, one primary quill reason that dissuades the big names in e-learning from setting bases in North India is the abysmally poor skill-sets of the workforce here. In an era of cut-throat competition, generalized skills find little or paltry returns. In the past companies like Tata synergetic Services, Brainvisa, Sify e-learning and Accenture have all failed to locate substantial trained workforce from the North for its setups in the South. Amidst all the rigmarole, smaller global clients seeking cheap e-learning courses re main unconcerned about the operatives of these vile businessmen. The only thing that seemingly matters for them is cheaper products, even if it comes in poor quality or if the employees who genuine them are subjected to inhuman practices.Its time that global clients shed their ignorance and act responsibly by seeking detailed credentials from smaller e-learning vendors in India on their HR processes, employee social welfare schemes and workforce competence. Failing to do this will not result in the development of shabby e-learning courses. The state of e-learning in India, special(prenominal)ly the frenzy in North India, remains a serious concern for the industry. Either the law of the land has to haul-up the desperados or wait till the hawks eat up the industry for the worse. A regulatory authority is essential now, if the industry is to survive and prosper. Money-eyed hawks cant be allowed to have a field day.If they hang around for long, the death of the industry in India is i mminent. 1. 3 COMPANY HISTORY 1. 3. 1 SIFY SOFTWARE LIMITED Sify eLearning was formed in December 2000. With over 8 years of experience in the training domain and our speciality in Instructional Design and Interactive Multimedia Content Development, we have developed over 5000 hours of learning content comprising Web based training (WBT), data processor based training (CBT), and Instructor Led training (ILT) courses. We have cockeyed to 300 employees located in our offices in India, the US, UK, and the Middle East. In India, Sifys offices are located in Chennai, Delhi, Mumbai, and Bangalore.Sify eLearning, which ranks among the top three eLearning Services providers in India, is a part of Sify Technologies Ltd. (NASDAQSIFY), with a revenue of US$150 million in 2008. Sify Technologies (www. sifycorp. com) is a pioneer and leader in the Internet, networking, and e-Commerce services in India and serves more than 1500 corporate and 600,000 retail consumers. We are proud to be the pref erred eLearning vendor to umpteen Fortune 100 companies. 1. 3. 2EVERONN EDUCATION LIMITED Everonn is one of the lead story educational companies in India. Everonn today is the largest VSAT education network in the World. Everonn is listed in both the NSE and BSE.With a firm belief that technology-enabled learning can authentically nullify social and economic boundaries, Everonns achievements have helped millions of students achieve their dreams. From its pioneering VSAT-enabled virtual and interactive classrooms to its emphasis on offering only the highest-quality content to students, Everonns quest for excellence has enabled the company to repeatedly break new railway yard in the Indian education industry. Everonns inscription to a better standard of education is the guiding principle behind all its activities, from devising Pre-school toddlers school ready to enhancing the employability of college students and providing the best entrance exam guidance in the nation. 1. 4PROB LEMS IDENTIFIEDThe Research titled namely A Study on Employee attitude & Leadership Style is a research study conducted among various managers in different functional areas in Sify package Limited & Everonn Education Limited. In this research study, the researcher has made an attempt to identify the various styles followed by leaders due to different behavior among employees. The study mainly focus on the various attitudes of employees in different groups and its impact of the performance if individual, group or team & organization. Further, the study also focuses on finding out the significant relationship between the attitude of employees and its impact of completion of module, work, deadlines, and target. This study is limited to the managers working at Sify Software Limited & Everonn Education Limited. 1. 5NEED FOR THE STUDYThe need for the study is to bring out the various attitude of employee in different groups and its impact on the performance of individual, group or team & organization. This research study is restricted to employees working in Sify Software limited & Everonn Education Limited. Generally employees working in any software companies are from different background in the sense they are from different regions, different culture, language, belief, Qualification, religion, communities etc. , which generally varies from the employees working in other sectors. This difference in attitude of employees is a very big take exception for software companies since it leads to many conflicts among the employees that affect the conducive working environment of the organization.In this study the researcher mainly focuses on changes in attitude of employees and the level of impact on their performance. Further the researcher has made an attempt to canvass the change in leadership behavior due to changes in employee attitude. In addition, the study will also be helpful in finding out the significant relationship between the attitude of employees and it s impact on completion of module, work, deadlines, and target. 1. 6OBJECTIVE OF THE STUDY 1. 6. 1PRIMARY OBJECTIVE 1. To study the changes in attitude of employees and the behavioural changes of leadership at Sify software limited & Everonn Education Limited. 1. 6. 2SECONDARY OBJECTIVES 1.To identify and discerp the relationship between employee attitude and leadership behavior in Sify Software Limited & Everonn Education Limited. 2. To analyze the level of impact of leadership behavior on the team and performance of team. 3. To find out various shipway to improve the attitude of people towards organisational commitments. 4. To identify the relationship between the attitude of employees and their performance towards their job. 1. 7SCOPE OF THE STUDY The study may help to find out the style to be adapted by leadership that may help them to effectively control the attitude of employees and also it helps to influence the workers and to deplume work from them. This study may show the various characteristics of employees and its impact on the performance.Generally employees working in any software companies are from different background in the sense they are from different regions, different culture, language, belief, Qualification, religion, communities etc. , which generally varies from the employees working in other sectors. This difference in attitude of employees is a very big challenge for software companies since it leads to many conflicts among the employees that affect the conducive working environment of the organization. In this study the researcher mainly focuses on changes in attitude of employees and the level of impact on their performance. CHAPTER 2 LITERATURE SURVEY 2. 1REVIEW OF LITERATURE ?Attitudes are not the same as values. Attitudes are evaluative statements either favorable or unfavorable concerning objects people, or events.Employee values, attitudes, and leadership behavior play a very important role in enhancing employee work motiv ation and performance. Employee work values, attitudes and leadership behavior can carefully be adjusted to produce a strong impact on employee work motivation. It would, therefore, be interesting to examine the precise nature of their roles in influencing the intrinsic versus extrinsic motivation of employees. ?Leadership Theory & Leadership Styles Leaders and followers each have different traits, values and levels of motivation. Theories that apologise leadership effectiveness in terms of situational moderator variables are called contingency theories of leadership (Yukl 2006).Fiedlers (1964) contingency model of leadership effectiveness is contingent upon the interaction of leadership style and situational favorableness (Liu et al. 2003). Thus, leader effectiveness is the product of many variables related to the followers, the task, and the organization (Tatum, et. al. , 2003). Transformational leadership surmise emphasizes longer-term and vision-based motivational processes (B ass & Avolio, 1997 Liu et al, 2003) and attempts to capture the worked up and symbolic aspects of leadership, helping researchers understand how leaders influence followers and affect them to make self-sacrifices, putting the needs of the mission or organization in a higher place materialistic self-interests (Yukl, 2006).Researchers have found that most managers believe there is no single universal style of leadership applicable in all situations (Yun, Cox, and Sims, Jr. , 2006 Lord et al. , 2001). For example, a task-oriented leadership style may be most appropriate where a job involves psychologically immature or inexperienced workers whereas, a relations-oriented leadership style may be most appropriate where workers are highly experienced and can be trust to work autonomously (Tatum, et. al. , 2003). ?Group Types Yukl (2006) defines several types of teams that can be found at heart an organization two such teams include Functional and Cross-Functional.Yukl (2006) provides th e following about each team Functional teams are characterized by members of an organization with specialized jobs but are all part of the same basic function (e. g. maintenance, quality, etc. ). These teams operate for a long duration of time with rank that is relatively stable. Cross-Functional teams are characterized by members from a combination of functional subunits (e. g. quality, production, sales, and maintenance) working together on projects that require joint problem-solving skills. These teams operate until their task is completed. rank and file may be stable over the life of the team or it may change as some functions increase/decrease in importance. Leadership Credibility Credibility is the foundation of leadership, and employees want their leaders to be honest, inspiring, competent, and forward looking (Kouzes and Posner, 2000). The credible leader essential be seen as well informed and worthy of belief (Stoner, 1989). Credibility nurtures collaborative, concerted relationships where employees assume responsibility for accomplishing work-related objectives voluntarily (Gabris & Ihrke, 1996). For credibleness to exist there must be trust between leader and follower (Kouzes & Posner, 2000). Leadership credibility deals with perceived believability toward the leader-supervisor as someone an employee can trust in a supervisor-subordinate relationship (Gabris & Ihrke, 1996). Organizational Justice Organizational legal expert theory is intimately tied to leadership and finding processes (Tatum, et. al, 2003) and is based on the estimate that a set of nicety rules is utilise by individuals to evaluate middling treatment and the extent to which those rules are satisfied or violated determines perceptions of justice or injustice (Mayer, et al. , 2007). Procedural justice refers to the perceived fairness of the methods used to make organisational decisions (Tepper, et. al. , 2006 Bauer, et al, 2001). In procedural justice, employees are concern ed about whether the decision process is fair and the process used to determine the endpoint was just (Fernandes & Awamleh, 2006).Perceptions of fair procedures enhance employee acceptance of organisational outcomes (Latham & Pinder, 2005), lead to organizational commitment (Lind & Tyler, 1988) and satisfaction at the individual level (De Cremer, 2007). Shared perceptions of justice at the group level are positively related to satisfaction and commitment to the organization (Mayer, et al. , 2007). Just outcomes signal to employees that they are valued by the organization (Tyler & Lind, 1992). Individuals experience procedural injustice when they are denied voice and decision control (Tepper, et. al. , 2006). Interactional justice is delimitate as the interpersonal treatment people receive as procedures are enacted (Bies & Moag, 1986 Colquitt, 2001).Interactional justice is concerned with how information is communicated and whether individuals affected by a decision are treated wit h respect and dignity (Fernandes & Awamleh, 2006). ?Group Commitment Commitment is believed to affect organizational performance (Fiorito, et al. , 2007) and outcomes such as job satisfaction (Williams & Hazer, 1986). Commitment is strongly influenced by leadership (Kouzes & Posner, 2000). When employees feel unfairly treated, they may respond affectionally with low commitment (Latham & Pinder, 2005). The effect of leadership style on group interaction depends on both the consistency of the leadership style and the attitude group members have toward the leadership style (Kahai, Sosik, & Avolio, 1997).Describing the task in a way that links it to member values and ideals, explaining why a project or task is important, involving members in planning strategies for attaining the objectives, and empowering members to find creative solutions to problems (Yukl, 2006). If members see leadership as legitimate, they should remain more attached to the team and uphold more effort to benefit it (Colquitt, Noe, & Jackson, 2002). ?It is readily accepted that organizational change impacts employees in a variety of ways (French, Bell, & Zawacki, 2000). Consequently, the impact of organizational change on employee attitudes has received considerable research attention (e. g. Gardner, Dunham, Cummings, & Pierce, 1987 Griffin, 1997 Lines, 2004 Saari & Judge, 2004 Schweiger & DeNisi, 1991). Research indicates that employee attitudes are related to how individuals perceive or react to change (Mossholder, Settoon, Armenakis, & Harris, 2000). This is important since positive perceptions of change can enhance the implementation of these organizational initiatives (Lines, 2004 Armenakis, Harris, & Feild, 1999). In this study, employee attitudes are investigated when organizational change is caused by the introduction of new technology. As depicted in Figure 1, salient attitudes of interest include job satisfaction, organizational commitment, wrapped to turnover, and job stress. The most-used research definition of job satisfaction is by Locke (1976), who delimitate it as . . . a pleasurable or positive emotional state resulting from the appraisal of ones job or job experiences (p. 1304). tacit in Lockes definition is the importance of both affect, or feeling, and cognition, or thinking. When we think, we have feelings about what we think. Conversely, when we have feelings, we think about what we feel. Cognition and affect are thus inextricably linked, in our psy-chology and even in our biology. Thus, when evaluating our jobs, as when we pass judgment most anything important to us, both thinking and feeling are involved. Continuing this theoretical development, Judge and his colleagues (Judge & Bono, 2001 Judge, Locke, Durham, & Kluger, 1998) found that a key temperament trait, core self-evaluation, correlates with (is statistically related to) employee job satisfaction. They also found that one of the primary causes of the relationship was through the per ception of the job itself. Thus, it appears that the most important situational effect on job satisfactionthe job itselfis linked to what may be the most important temperament trait to predict job satisfactioncore self-evaluation. Evidence also indicates that some other personality traits, such as extra- interpreting and conscientiousness, can also influence job satisfaction (Judge, Heller, & Mount, 2002) In the research literature, the two most extensively validated employee attitude survey measures are the Job Descriptive Index (JDI Smith, Kendall, & Hulin, 1969) and the Minnesota Satisfaction Questionnaire (MSQ Weiss, Dawis, England, & Lofquist, 1967). The JDI assesses satisfaction with five different job areas pay, promotion, coworkers, supervision, and the work itself. The JDI is reliable and has an impressive array of validation evidence. The MSQ has the advantage of versatilitylong and short forms are available, as well as faceted and overall measures. Another measure used in job satisfaction research (e. g. , Judge, Erez, Bono, & Thoresen, in press) is an updated and reliable five-item version of an earlier scale by Brayfield and Rothe (1951).All of these measures have led to great scientific understanding of employee attitudes, and their greatest value may be for research purposes, yet these measures may be useful for practitioners as well. In practice, organizations often wish to obtain a more detailed assessment of employee attitudes and/or customize their surveys to assess issues unique to their firm. ?Job satisfaction is one of the most extensively researched work-related attitudes (Loscocco & Roschelle, 1991). Saari and Judge (2004), however, observed that HR practitioners lack thorough knowledge of job satisfaction and related antecedents. Job satisfaction is operationally defined as an individuals assessment of the degree to which their work-related values have been achieved (Locke, 1969 Locke, 1976).Research suggests that organizational cha nge has a discernable impact on job satisfaction (see, for example, Ferguson & Cheyne, 1995) which is associated with organizational citizenship behaviors that are beneficial to organizational effectiveness (Organ, 1990). ?Organizational commitment is also a frequently studied job attitude (Lines, 2004 Loscocco & Roschelle, 1991). Definitions and conceptualizations of the organizational commitment construct are numerous and diverse. Morrow (1983) observed at least 25 different conceptualizations of organizational commitment. Despite this diversity, OReilly and Chatman (1986), among others, suggest that psychological adjunct to an organization is a theme underlying most conceptualizations of organizational commitment.Of particular interest in this study is the relationship between affective organizational commitment and reactions to the organizational changes since individuals with high levels of affective commitment tend to exert extraordinary effort on behalf of an organization (P orter, Steers, Mowday, & Boulian, 1974). In addition, individuals with high levels of affective commitment are likely to remain with an organization because they want to remain with the organization (Porter et al. , 1974), not because they have no other alternatives or because of social pressure. CHAPTER 3 look into modeOLOGY 3. 1PROPOSED METHODOLOGY 3. 1. 1FOR EMPLOYEES The Researcher has proposed to use soft and Analytical type of research.The Researcher has proposed to use Qualitative type of research, to assess the behavior of various employees in different teams which has an impact on overall performance of the team. The Researcher has also proposed to use Analytical type of result to analyze the effect of behavior on their individual performance towards their relationship with peers etc. 3. 1. 2FOR MANAGERS To assess the changes in leadership behavior due to changes in employee attitude, the Researcher has used the same Qualitative and Analytical type of research design. 3. 2RESEARCH DESIGN The research design is the blue print for fulfilling objectives and answering questions of specific research problem.A research design is purely and simply the modelling a plan for a study that guides the collection and analysis of the data. The research designs used in this project are listed below. 3. 2. 1 DESCRIPTIVE RESEARCH To describe the characteristics of certain groups e. g. users of a product with different age, sex etc. , to determine whether certain variables are associated e. g. , age and usage of a product. 3. 2. 2 ANALYTICAL RESEARCH To analyze the behavior of employees and its impact of deadline & productivity. 3. 3DATA COLLECTION METHOD In this study the researcher has proposed to use both Primary and utility(prenominal) data. 3. 3. 1PRIMARY DATA Primary data will be collected through a structured Questionnaire from the target respondents.