thesis work - kerala ngo

Ensuring Service Quality in NGO’s: The Role of HRM in NGO’s in Kerala, India

2015 - 2016 Master of Business Administration

Student TERESA VALLUKULAMID.No 2144783

Supervisor: Jeff Taylor

Abstract

Number of NGOs in India has increased dramatically in the past few years.

While there are many systems to watch their operations, there are only few

systems to monitor their performance and ability to fulfil the stated vision and

objectives. It has been brought to attention that NGOs in various sectors offer

very poor service quality, which could be improved by strategic interventions

aimed at improvement of organisational resources. This study aims at

analysing the role of the HRM function in determining the level of service

quality. Using a quantitative model descriptive study, and a questionnaire-

based survey instrument, this study analyses the level of HRM practices,

service quality, and employees’ intentions to deliver better service quality in

NGOs in Kerala. Results indicate critical implications for HRM function and

NGOs operating in the region, and found considerable relationship between

employee satisfaction and their intentions to deliver better service quality,

which is in fact related to the human resource function and its ability to

improve employee satisfaction. Some recommendations have also been

proposed in order to raise the present service quality level and employee

management practices among NGOs in Kerala, India.

Table of Contents

1 Introduction....................................................................................................1

1.1 Research Problem...............................................................................................................................1

1.2 Aims and Objectives...........................................................................................................................3

1.3 Significance of the Study..................................................................................................................3

2 Literature Review............................................................................................5

2.1 Introduction...........................................................................................................................................5

2.2 Service Quality......................................................................................................................................6

2.3 Quality of Work Life (QWL)............................................................................................................8

2.4 Human Resource Function in NGOs.........................................................................................11

2.5 Employee Motivation in NGO Sector........................................................................................13

2.6 Impact of Motivation on Job Satisfaction...............................................................................15

2.7 Link Between HRM Factors and Service Quality................................................................17

2.8 Summary..............................................................................................................................................21

3 Research Methodology..................................................................................22

3.1 Positivist Philosophy......................................................................................................................22

3.2 Quantitative Method.......................................................................................................................22

3.3 Descriptive Study.............................................................................................................................23

3.4 Data Collection Methods...............................................................................................................23

3.5 Data Collection Instrument: Survey.........................................................................................24

3.6 Sampling Technique........................................................................................................................25

3.7 Time Horizon......................................................................................................................................25

3.8 Data Analysis......................................................................................................................................26

3.9 Ethical Concerns...............................................................................................................................26

4 Analysis and Findings.....................................................................................28

4.1 Demographic Features...................................................................................................................28

4.2 Quality Outcomes and Intentions..............................................................................................29

4.3 HRM Interventions and Activities.............................................................................................34

4.4 Employee Satisfaction....................................................................................................................40

4.5 Relationship between Service Quality and Overall Satisfaction of Employees.....43

4.6 Summary..............................................................................................................................................44

5 Discussion of Findings....................................................................................45

6 Conclusion.....................................................................................................49

7 Recommendations.........................................................................................51

7.1 Implement HRM Function............................................................................................................51

7.2 Implement Training and Development..................................................................................51

7.3 Better Pay and Benefits.................................................................................................................52

7.4 Monitoring and Evaluation..........................................................................................................52

8 Limitations and Future Studies......................................................................54

9 References....................................................................................................55

10 Appendices....................................................................................................63

10.1 Appendix 1: Questionnaire...........................................................................................................63

10.2 Appendix 2: Survey Results Analysis.......................................................................................69

List of Figures

Figure 1 – Participants’ Salary.......................................................................28

Figure 2 – Work experience of participants....................................................29

Figure 3 – Extent to deliver adequate support to students.............................30

Figure 4 – Intentions to take special interests for children with special needs

................................................................................................................30

Figure 5 – School have adequate facilities.....................................................31

Figure 6 – Adequate staffs to handle children in school.................................32

Figure 7 – Periodic review/assessment of learning needs for students..........32

Figure 8 – Intentions to take special interest in finding solutions...................33

Figure 9 – Availability of performance evaluation methods............................34

Figure 10 – Excellent and positive work environment....................................35

Figure 11 – Periodic surveys to analyse level of motivation...........................35

Figure 12 – Periodic feedback surveys to analyse service quality.................36

Figure 13 – Availability of periodic training to improve staffs’ knowledge.......37

Figure 14 – Needs better training for professional improvement....................37

Figure 15 – Positive relationship between employees and management.......38

Figure 16 – Effective quality of work life.........................................................39

Figure 17 – Who recruited you?.....................................................................39

Figure 18 – Awareness of HRM practices in the organisation........................40

Figure 19 – Rating of individual satisfaction measures..................................41

Figure 20 – Overall satisfaction with the job and organisation.......................42

List of Tables

Table 1 - Correlation between overall satisfaction and quality intentions.......44

1 Introduction

NGOs are one of the strongest escorts in any country, especially from a

perspective of social wellbeing since most NGOs operate with specific

interests in social welfare and wellbeing of the underserved or minority in a

society. However, since the focus and operating model of such organisations

are different, it is very difficult to develop a one-size-fits-all solution for

management of activities, especially those related to the achievement of its

operating outcomes (Batti, 2014). One of the biggest issues associated with

NGOs is maintaining adequate service quality. Since most NGOs operate with

volunteers or service minded professionals, such issues are mostly dealt from

an ethical point of view. However, when it comes to countries like India, where

volunteering is very low, NGOs often end up employing people, who needs to

be paid, motivated, and retained to meet the goals of the organisation (. Latha

and Prabhakar, 2011). This raises a lot of challenges for small and medium

scale NGOs operating in the country, especially in states like Kerala.

The implications of such practices may be far reaching, since NGOs will have

to ensure adequate motivation to influence employees to meet its goals and

so on. On the other hand, there are alternative options such as those stated

by Batti (2014) that effective HRM functions can improve employees’

intentions to deliver high quality service and achieve organisation’s goals and

objectives. Therefore, it is important to analyse and discuss these factors

further to identify key trends and possible outcomes as well as potential

suggestions to improve the present scenario. Hence, the present study was

directed at this direction, to analyse key HRM trends among the NGOs in

Kerala and how they affect service quality offered by professionals operating

in the NGO sector.

1.1 Research Problem

In a study conducted by Haseena and Mohammed (2014), they concluded

that one of the most critical issues faced by the study participants were lack of

educational quality provided to them, where various players emphasised on

quantity than on quality and equality. It must be noted that there are only few

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number of studies conducted in the Indian NGO sector, since the sector is

diverse in nature, purpose, and approach, which makes it difficult, even for

rating agencies to assess the activities of the NGOs operating in India (Kutty,

2015). This means, Indian conditions indicate a different scenario, but there is

wide agreement among authors and researchers that service quality among

the professionals operating in NGOs are falling. For example, Nargunder

(2010) noted that service quality and intentions in NGOs have always been

the lowest, despite government interventions to maintain high quality service,

even in the healthcare areas.

Similarly, Latha and Prabhakar (2011) analysed the Indian NGO sectors in

order to identify the problems they face and concluded that the NGO sector in

India suffers from lack of funds, lack of dedicated leadership, inadequate

training of personnel, misuse of funds, lack of public participation, and lack of

effective human resource practices and such. Latha and Prabhakar (2011)

found that the practices at NGOs are not even close to the practices carried

out by NGOs with foreign origins. While lack of funds or misuse of funds and

lack of public participation or volunteerism is affecting the ability to provide

adequate service, lack of dedicated leadership and lack of effective training

provision is affecting NGOs’ ability to provide adequate service (Latha and

Prabhakar, 2011).

Hence, it can be argued that the service quality in Indian NGO sector is

declining, mainly due to the increasing lack of funds, and lack of effective

human resource practices in the field. There is considerable evidence that the

NGO sector in India suffer largely from lack of resources and capabilities, and

it often fails to deliver high levels of service quality. Hence, it is important to

understanding this scenario in order to further enhance the conditions of the

sector and to improve its service focus and delivery of service quality to the

stakeholders. Hence, a research question has been developed to address

these factors.

How do the HRM function and its practices affect service quality of

NGOs?

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1.2 Aims and Objectives

The main aim of this study was to analyse human resource management

practices in Kerala NGOs, and to analyse HRM’s role in enhancing the quality

of service in the NGO sector. On the other hand, the main objectives of this

study are:

To study the present system of HRM among NGOs in Kerala

To analyse the effect of HRM in affecting service quality offered by

NGOs in Kerala

To suggest recommendations for policy makers and NGOs for further

improvements in the sector

1.3 Significance of the Study

According to recent news articles, India has more than 3.1million NGOs,

which is 1 NGO per 600 people, which is larger than the density of police or

any other force in India. However, less than 10% of the NGOs in India have

submitted adequate financial data to the government in the previous year

(Anand, 2015). Similarly, Johari (2014) addresses this problem by asking why

India has so many NGOs, twice as larger than schools, and as 250 times

larger than hospitals in India. India has seen a significant rise in the recent

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past, while most of them are arguably disguised organisations for various

personal purposes, which will need to more debates on accountability and

healthy practices in the sector. While the heated debate continues, Peya

(2015) indicate that a large proportion of such NGOs in India have vested

interests, which is contributing to the increasing problems linked with poor

service quality and outcomes relate to achievement of its objectives.

Beyond the vested interests of NGOs, there are other issues affecting NGOs

operating in India, which is lack of funds and support, and lack of effective

management practices. While lack of funds cannot be altered by any

management practices, lack of ineffective management systems can be

changed through addressing specific issues that affect such conditions. While

it is evident from the research problem that the most critical issue is related to

human resource provisioning and its effect on delivering service quality, so

that such NGOs meet their goals and remain relevant in the sector, the results

obtained from this study can have long-term positive impacts on the operation

of NGOs in India. Hence, the outcomes of this study would help NGO

managements and policy makers in setting standards and guidelines to follow

in order to achieve high performance and high quality in service delivery,

while also addressing HRM related issues in the sector.

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2 Literature Review

2.1 Introduction

Service quality (SQ) is one of the most critical factors that affect customers’

perception about the organisation and overall organisational performance. SQ

has become an important role to play in the service sector. Since NGOs are

largely considered as service organisations, especially those operating in the

health and medical areas, social services, and so on. Whether the

organisation operates in a commercial or non-commercial sector, there are

different dimensions that define service quality, which has the power to affect

customers’ perception about the organisation and its service (Papanikolaou,

and Zygiaris, 2014).

On the other hand, various industries and sectors have various factors

affecting service quality. While service quality has various effects, such as

increased repeat patronage, high levels of loyalty, and improved operational

performance, which are applicable in all sectors, including NGO sectors

(Kanta and Srivalli, 2014). However, there are specific factors. For example,

service quality in healthcare sector is associated with quality of care provided,

patient safety, and so on (Nashrath et al., 2011), while service quality in a

restaurant is closely associated with speedy delivery of food, quality of food

served and so on (Kanta and Srivali, 2014). Hence, it is important to identify

and understand what factors lead to service quality in each industry for the

purpose of this research.

NGOs have a specific role to play in every economy. However, the term NGO

is widely applied to a large range of organisational types. According to Lewis

(2014), the term “NGO is largely an umbrella term used for referring to third-

world organisations concerned with improved services and wider social

change, whether part of the aid industry or not, including both public benefit

and self-help”. On the other hand, Lewis (2014) also observed that there is

also a narrow definition for NGO, which describes an NGO a donor-funded

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intermediary organisation lay support community-level membership

organisations. From this perspective, it can be argued that many type of

organisations can be brought under the NGO concept, including aid

organisations, activist organisations, social welfare organisations and so on,

which is mainly due to the fact that even the narrow definition of the term

covers organisations at much deeper level.

In this case, the study mainly focuses on social welfare organisations, such as

schools for the differently abled children and such. Hence, this literature

review focuses on the issue of service quality on a much wider perspective,

because studies conducted in this area are much limited. This literature

review aims to address this issue by taking a step-by-step approach, such as

analysing factors related to service quality, analysis on the antecedent factors

affecting these factors and so on. This step-by-step process would help in

analysing the problem at a much border level and it would help in

understanding the common factors affecting service quality in common

settings, so that these findings could be used for primary data collection in this

research.

2.2 Service Quality

There have been many debates related to service quality and various other

factors, ranging from productivity, speed, and accuracy and so on. While all

these factors are important from the quality perspective, each of these factors

have its own its own influencers. Over these years service sector has

recorded notable improvement in terms of service delivery, and NGO sector

has also become part of this change. According to Calabrese and Sadoni

(2013), the trade-off concept is very strong in service quality area, which

means, organisations and managements need to understand what these

trade-offs are in order to deliver better service quality.

According to Sivakumar et al. (2014), service delivery and its associated

components are the most important factors affecting service quality in any

organisational environment. Sivakumar et al. (2014) argue that this service

delivery aspect of service quality may be affected by frequency, timing,

proximity, and sequence of failure and delights. However, they have identified

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that service quality related dimensions such as satisfaction and delight are

entirely different from each other. Hence, the key to identify service quality is

identifying the level of satisfaction and customer service delight among

customers (Sivakumar et al., 2014).

For example, if service satisfaction is above average in an organisation, the

management should focus on increasing customer delight rather than

customer satisfaction. Improvements in both areas may have a visible effect

on perceived service quality among the key stakeholders (Sivakumar et al.,

2014). However, Markovic et al. (2014) doubt the application of similar

dimensions in any non-profit organisations, such as most of the NGOs. This is

mainly due to the fact that much of such empirical studies have been

conducted in the for-profit sector. However, while doubting the application of

these methods, Markovic et al., (2014) agree that such quality determinants

are very important in non-profit organisations as well.

Similarly, there are different school of thoughts in service quality; the

American and the European. While the European school of thought overlooks

the service quality paradigm through the physical settings, functional delivery

and technical aspects of the service and its delivery, its over reliance on the

place or the physical environment often leads to issues in determining the

level of service quality. On the other hand, the American school of thought

overcome this gap by conceptualising service quality as the difference

between the overall perception and the expectation of service delivery (Panda

and Das, 2014). In short, identifying this gap would lead to understanding the

level of service quality in any setting.

Accordin got Talluri et al., (2013), service quality is a measure of how well the

actual service delivery matches customers’ expectations, which means,

organisations often use them as proxy for employee performance. Hence, the

level of service quality has a significant effect on overall customer satisfaction

and the overall organisational performance. However, much of these findings

relate to commercial settings than an NGO environment. One of the main

differences is the trade-offs mentioned by Talluri et al. (2013) where low

priced services and alternatives are assumed to have a lower level of quality.

Unfortunately, such arguments cannot be accepted in case of NGOs, since

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most services offered by NGOs are offered from an ethical and social-good

point of view than commercial intentions or profits. Hence, such factors must

be identified and analysed separately.

According to Yousuf et al., (2010), service quality in NGOs is a complex

phenomenon. Most NGOs receive funding from international donor

organisations in the form of donations and loans. Hence, it is important for

these organisations to exhibit the level of success they achieve through

enhanced performance, which can only be achieved by improving the quality

of service. Similarly, Blum (2009) found that NGOs have high ability to deliver

better services, because most of its programs are custom-tailored to suit the

needs of its key stakeholders at the local level. Similarly, Rivard et al. (2015)

identified, based on a study conducted among children with autism disorders

that the determinants of service quality may vary from domain to domain.

Rivard et al. (2015) identified continuity, accessibility, flexibility, and validity

are strong factors that affect parents’ perception on quality of teaching or care

at the research organisation.

Based on the above evidences, it is possible to question the credibility of

various service quality models used in the commercial and public sector, such

as those mentioned by Sivakumar et al., (2014) or Markovic et al., (2014).

However, it can be seen from literature that the SERVQUAL model relies on

similar principles, identified by Rivard et al. (2015), which involves tangibles,

reliability, responsibility, assurance, empathy and service cost (Basfirinci and

Mitra, 2015). Similarly, Rosian et al. (2015) state that the SERVQUAL model

is the most accurate model for identifying service quality in any given setting.

Hence, these factors need to be considered while analysing the quality of

work and the quality of service provided by professional working in NGOs.

2.3 Quality of Work Life (QWL)

According to Goyal (2013), the relationship between service quality and

quality of work/life (QWL) is very evident and empirically proven over time.

QWL can be described as “a generic term that encompasses an individual’s

outlook on his working conditions and environment” (Goyal, 2013). QWL may

involve factors such as benefits, compensation, rewards, and recognition, as

8

well as provision of sound and healthy work environment and so on. Similarly,

work relationships are also characterised as influencing factors affecting QWL

(Goyal, 2013). Although QWL is influenced and created by many components,

there is no doubt that it has the power to affect, encourage, or discourage

service quality among employees in any operating settings; not to mention its

roots in the human resource function in the organisation (Goyal, 2013).

Employees usually build up a mind-set concerning their feelings and emotions

against work, management practices, interpersonal relationships, and other

factors, which collectively becomes their perceptions about quality of work life

(Islam, 2012). According to Islam (2012), better QWL may have better

influence on job satisfaction and thereby improvements in quality of service

delivered to customers, which means, the role of HRM function in this case is

crucial, and all these factors are connected to each other. HRM plays a critical

role in formulating and maintaining policies to ensure better QWL to ensure

better service quality and job satisfaction among employees. Similar to this,

Lee et al. (2015) found that the level of QWL is a predictor of employees’

intentions to continue in their job and organisation.

Based on study conducted among nurses in various hospital settings, Lee et

al. (2015) found that nurses with low levels of QWL frequently changed their

jobs and organisations, and they have felt low levels of job satisfaction and

organisational commitment. Lee et al. (2015) also concluded that such

subjective satisfaction with one’s working life (QWL) might also lead to

providing inadequate service (in terms of quality) to customers, whether in

commercial or NGO settings. According to Lath and Prabhakar (2011), most

NGOs in developed countries were found to be weak in staff development and

most of the HRM’s functional activities such as recruitment, training, and

development and such, which not only affects their quality of work life

employees, but also affect the service quality delivered. In short, these

arguments indicate that any factor affecting employees’ wellbeing at work may

result in reduced QWL and deteriorating service quality.

However, most NGOs have a considerable level of part time employees and

volunteers. According to Kauhanen and Natti (2015) such differences in job

types and designations, as well as activities may have visible influences on

9

employees’ perceived wellbeing at work and subsequently delivery of service

quality by them. Kauhanen and Natti (2015) found from a QWL based survey

that most temporary and part-time workers experienced lower QWL compared

to other groups, while volunteer groups have exhibited a high QWL, in

comparison. These differences can be linked with the perceived benefits and

other similar factors that employees expect from a job; Kauhanen and Natti

(2015) argue that job insecurity is the biggest factor affecting QWL among

employees, especially those falls into non-traditional employment categories.

Hence, type of employment can have significant influence on service quality

and QWL of employees.

Yee et al. (2015) found that there is a close relationship between work

relationships and QWL; subsequently, the level of QWL is a clear determinant

of service quality in any organisational setting. Yee et al. (2015) argue that

such work relationships can be in the form of same level relationships or

leader-member relations, which means, management policies, leader member

exchange policies and such may have clear influence on overall QWL of

employees. While it is relatively easy for service organisations to increase

service quality through standardisation and automation of services (Yee et al.,

2015), it may not be the case in NGOs, since most NGOs have custom

designed programs and relies solely on the human work force and their skills.

Hence, challenges associated with achieving high quality can only be

achieved through effective focus on QWL and employees’ perceived level of

job satisfaction.

Finally, Vasita and Prajapati (2014) noted that human resource function and

its activities have a direct link with QWL and its subsequent impact on overall

job satisfaction of employees. It is essential for the organisation and the HRM

function to create policies, regulations, and tactics to ensure high satisfaction

among employees in order to achieve high levels of QWL and service quality

(Vasita and Prajapati, 2014). It is clear from these evidences that the role of

HRM function in ensuring QWL is very crucial and direct. An organisation can

only ensure such high levels of QWL through various motivational and

engagement strategies. Hence, identifying the level of QWL would also lead

to identifying service quality levels and the influence of critical influencers.

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2.4 Human Resource Function in NGOs

The most critical factor that determines the success and failure of an NGO is

its people and their performance (Brewster and Less, 2006); however, HR is

often neglected in this area. Since the workforce at an NGO comprise of both

regular employees and volunteers, not to mention the role of part-time and

temporary employees, the success of NGOs depend on the cost of achieving

missions, effective management of human resources, and ability to attract

income through donations and so on. Hence, the role of HRM is very clear,

which is to manage this workforce in order to leverage their capabilities to

achieve missions and goals. However, many studies (Brewster and Less,

2006) found that majority of NGOs do not regard HRM as a critical factor or a

strategic issue, while the existing HRM issues overlooked in favour of

campaigning programmers and towards directing resources from beneficiaries

to staff, which is not an effective practice.

Since most NGOs have international activities and cross-border roots, which

means, there are chances of cross-cultural issues in NGO management,

especially in HRM activities. According to Jackson and Haines (2007), the

comparative advantage of NGOs lies in its local responsiveness, social focus

and cultural sensitivity towards issues, challenges, and solutions. The role of

HRM in such cases is to ensure effective cross-cultural management in its

operations and activities. Since the operating principles of most NGOs revolve

around humanitarian principles, consideration of differences in cultural

principles and behaviours are essential. Another study conducted among

community health workers (CHWs - working for NGOs) found that CHWs’

conditions and expectations are not always met through existing HRM

practices in respective NGOs, which lead to dissatisfaction among CHWs

(Raven et al., 2015).

It is reasonable to question the ability of HRM function to meet their goals and

missions with a dissatisfied workforce, argued Raven et al. (2015), which

means, the primary aim of HRM function in an NGO, similar to any other

commercial or government organisation is to ensure both management’s and

workforce’ requirements and expectations are met with, at least on a mutually

agreeable level. However, Raven et al. (2015) argue that this is not the case

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with majority of the NGOs operating across the world. On the other hand, the

policies, trends, and practices within an NGO must be shaped according to

the trends within the humanitarian, or the respective sector (Korff et al., 2009).

This is mainly because employees, or people in general have various reasons

for joining an NGO, which may range from intentions related to humanitarian

efforts and ethical interests to gaining experience and exposure, or building a

sustainable career. Hence, the intentions of the workforce in an NGO may be

different from that of commercial organisations (Korff et al., 2009). The role of

HRM is to identify these needs and respond to such demands.

According to Al-Jabari (2013), one of the key implications associated with the

HRM function in NGO settings is training and development. Al-Jabari (2013)

argues that NGOs cannot operate without trained and efficient workforce.

Hence, HRM needs to develop training methods to address the requirements

of its missions and goals. Al-Jabari’s (2013) study reveals that NGOs with

efficient HRM practices see training and development as a serious

investment. However, this is not the case across the globe. For example, Batti

(2014) found that a majority of NGOs operating in India see training and

development as a waste of resources due to various reasons; 1) cost of

training and development has increased dynamically over the years, and 2)

well-trained employees quit their job at the NGO too soon. This means, there

are management issues at HRM level in NGOs operating in India. These

factors may affect employees’ job satisfaction and quality, intention to provide

better service, and even their intention to stay with the organisation.

Sharma (2014) found that nearly 88% of the workforces in the Indian NGO

sector are volunteers, while an 18% of them are paid. This indicates a

proliferation of volunteers in the industry, which means, it would be very

difficult to attract volunteers to the sector without efficient HRM practices and

strategies. Similarly, Sharma (2014) found that such organisations are built on

the foundation of ethical dedication and work harmony based on trust,

openness and commitment. However, these characteristics among

employees can only be achieved through effective training and development,

which would further enhance the quality of work and service in this sector

(Sharma, 2014).

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Finally, HRM’s role in NGOs is not limited to training and development and

recruitment, but it has complex challenges to attend to. Padaki (2007) argue

that the human resource environment in the NGO sector is volatile, since it

depends on donations and external sources of money. Similarly, there is not

enough scope in investing in human development efforts, due to the nature of

work and the sector. Hence, the role of HRM is to combine both ethical and

practical principles and objectives to develop effective HR policies to attract,

retain, and motivate employees to stay with the organisation and perform to

attain the NGO’s missions and goals. Overall, these arguments indicate that

HRM has a critical role to play in any NGO. While most of the Indian NGOs do

not have efficient HRM or HRD practices in place, it may lead to reduced

service quality, QWL, and reduced job satisfaction among its employees and

volunteers. Hence, development of standardised policies and frameworks are

necessary in this sector.

2.5 Employee Motivation in NGO Sector

One of the key issues addressed in this paper is how NGOs motivate its

employees and the role of HRM function in ensuring provision of optimal

motivation to achieve high service quality through high satisfaction. According

to Pacesilla (2014), NGOs use both extrinsic and intrinsic motivation models

to motivate employees. Some of these motivators, according to Pacesila

(2014) include professional and career development, knowledge and

experience, credibility of the organisation, professional visibility, networking,

financial incentives and so on (Pacesila, 2014). However, these are not

common in all the regions, such as those in the developing world. On the

other hand, Pacesila (2014) found that those who do not offer better training

programs and development opportunities suffered from lack of employee

motivation.

A study conducted by People in Aid (2007) agrees with these arguments, but

warns that such factors may change according to the type of NGO. However,

it is the role of the HRM function to identify the factors that motivate

employees within an NGO environment. According to Bakuwa et al., (2013),

motivation has a key role to play in staff retention, and their performance.

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Bakuwa et al. (2013) found from their study that the level of motivation among

NGO employees is much lower than that of the governmental and private

sectors. Similarly, Gerhards (2015) found from an experimental study that

different individuals have different motivators to join and work with an NGO.

Based on a study conducted among experimental groups about their mission

match and overall effort, Gerhards (2015) concluded that employees with high

mission match put forward higher effort towards the goals. In other words,

high mission match, or the individual’s interest in the project, acts as a non-

financial incentive or as a motivator.

The arguments raised by Gerhards (2015) clearly indicate the presence of

non-monetary motivators in NGOs. These are similar across different job

positions, argue Taysir et al., (2013). According to the study conducted by

Taysir et al. (2013), there have been no differences among the managers and

volunteers or employees in terms of motivational factors. Although this finding

is contrary to the evidences examined so far, it should be noted that

motivation from a mission-match and ability perspective, might have similar

influencers (Taysir et al., 2013). On the other hand, Taysir et al. (2013)

observed that several factors motivate employees to join NGOs and operate

effectively, which are:

Enhancing self-worth

Learning through community

Individual and professional networking

Making contributions to the community (Taysir et al., 2013).

Based on the expectancy model of motivation, an employee is motivated

when her expectations match with the reality, specifically, when their

expectations about the benefits received from the job matches reality. Walk et

al. (2013) argue that employees with matching values, culture, experiences

and intentions with that of the organisation always exhibit a suitable match in

this regard, which is in agreement with the mission match arguments

examined above. On the other hand, Walk et al., (2013) found that age may

have critical impacts and influences on motivating employees in NGO

settings. It should be noted that these are the primary reasons for individuals

to join NGOs (Flanigan, 2010).

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According to Flanigan (2010), people join and make career choices in NGOs

and similar non-profit organisations due to various reasons, which are

primarily related to emotions and values, and secondarily linked with career

and professional development. Hence, safeguarding these values and faith,

through maintaining better and positive psychological contract is essential in

ensuring maximum motivation to employees (Flanigan, 2010). On the other

hand, it should start from recruitment; argue Lee and Wilkins (2011). Every

individual choose a profession that best satisfies their interest, values, and

needs, which means, if the right people are chosen by the NGOs, there is a

better chance of motivation even at the lowest levels, provided there is

mission match.

On the other hand, they have also found that the more managers are

encouraged to take up responsibility, the more they are likely to take up

employment in employment and are motivated by their activities. This show

that the highest level of motivation in NGO settings come from intrinsic

methods, which is the biggest reason why many evidences in this study

indicates the importance of mission match, effort levels, and individual values

of employees. This indicates that there are many factors associated with

motivation in an NGO, ranging from people’ values, wages, and incentives to

career development and intrinsic motivation options.

2.6 Impact of Motivation on Job Satisfaction

Motivation and satisfaction is directly related to each other. Baruah and

Barthakur (2012) have successfully established that leadership and motivation

have critical influence on employees’ satisfaction and well-being, which in turn

affect employees’ service delivery performance and level of customer

satisfaction. Hence, there is a multidimensional relationship between

motivation and quality of service, which is collected through satisfaction of

employees (Baruah and Barthakur, 2012). Such results are visible in various

other studies as well, such as Singh and Tiwari (2011). The Great Man theory

states that the achievements of an organisation are primarily the

achievements of its people, which is equally applicable in the NGO sectors.

Hence, keeping employees satisfied through motivation help organisations in

15

achieving greater results, which also include better delivery of service and

service quality (Singh and Tiwari, 2011).

Similarly, Lut (2012) indicates that there is a strong connection between

employees’ performance and satisfaction, which is driven by motivation. On a

similar note, level of satisfaction is an indicator of motivation, and both have a

valid and strong relationship with job performance (Lut, 2012). While much of

these evidences were tested in for-profit environments, other studies indicate

the presence of similar theories and models in non-profits as well. In a study

conducted in a public organisation, Mafini and Dlodlo (2014) found significant

relationship between job satisfaction and different models of extrinsic

motivation, such as compensation, teamwork, QWL, and supervision and so

on. On the other hand, public sector employees were more satisfied and

motivated if they were feeling higher life satisfaction.

A study conducted in underdeveloped regions indicate that absence of career

path, lack of development opportunities, workload, lack of compensation, and

such could lead to decline in motivation and satisfaction, and may

subsequently lead to high levels of turnover in organisations, especially in

NGOs (Khawary and Ali, 2015). When it comes to school environments,

where the study was conducted (Khawary and Ali, 2015), this may lead to

learning issues among students along with lack of emotional connection and

eventually affect the entire learning process and hence the quality of service

delivery. Similarly, Convey (2014) found that commitment is the biggest type

of motivator leading to satisfaction among employees.

Convey (2014) also found that these motivators linked with satisfaction were

also related to their personal values and beliefs. Similarly, a study conducted

among welfare workers, operating in child welfare work, found that subjective

wellbeing of employees were very important to create an overall job

satisfaction, so that they can perform well and deliver better service (Shier et

al., 2012). On the other hand, they have found that overall life satisfaction was

very important in creating a perception of subjective wellbeing among

employees operating in welfare organisations (Shier et al., 2012), which is

similar to the findings made in pervious sections, such as mission match and

personal values.

16

Similar to Shier et al. (2012), Mpembeni et al., (2015) found that most of the

community health workers they examined indicated they were motivated to

become a community worker and perform was due to altruism, and intrinsic

needs. Achievement of these needs was found to be in significantly higher

correlation with job satisfaction and the level of service quality they delivered.

Finally, similar factors were found in correlation with volunteers operating in

various industries, especially community involvement, expression of values,

and love of the mission they involved in (Bang and Ross, 2008). This

indicates that the same values and personal beliefs could motivate people to

take up employment in the NGO sector and perform better. It is also evident

that these motivational values have visible influence on their perceived

satisfaction and performance.

2.7 Link Between HRM Factors and Service Quality

It can be seen from the literature review so far that service quality is very

much related to the activities and practices of the HRM function. However,

regardless of the domain of application, HRM practices are linked with service

quality in every area of business and other organisation, including NGOs. It

can be seen from the literature review that concerns examined so far, such as

ensuring quality of work life of employees, ensuring motivation and job

satisfaction among employees, or promoting an efficient environment for

employees and such, are strong factors associated with human resource

function in an organisation. However, there is more to HRM than motivation

and satisfaction. There are other factors such as training and development, or

strategies linked with human resource quality and so on.

Uen et al., (2012) found that increasing participation of the HRM function is

essential for driving ultimate performance from employees and thereby

increasing service quality of the workforce. However, there is an However, in

order for the HRM function to participate in the strategic functions of an

organisation, it is necessary for the function to have high levels of service

quality at the most basic level. According to Uen et al. (2012), HR’s service

quality influences the organisation’s innovativeness, strategic capabilities, and

customisation in HRM strategies, which can affect the overall performance of

17

the function through strategic partnership. On the other hand, strategic

partnership is necessary for the HRM function to influence service quality

within an organisation.

Ubeda-Garcia et al. (2014) identified that, there is a link between strategy,

training, and performance of employees, and the role of HRM is very essential

in coordinating this relationship. According to Ubeda-Garcia et al. (2014), the

necessity of HRM is very evidence since strategies related to learning and

development of employees must be related to the overall objectives and

needs of the organisation, which means, the function must analyse the

organisational conditions and requirement, and then develop a strategy that fit

the conditions. In turn, training strategies that are specifically developed to

achieve quality outcomes result in improving service quality in organisations

(Ubeda-Garcia et al., 2014).

It has been found that there are six HRM practices that contribute to improved

service quality in organisations (Ueno, 2014), which are:

Recruitment and selection

Teamwork

Communication

Appraisals and rewards

Training

Empowerment

Ueno (2014) argues that each of these factors are linked with each other and

the combination of these factors are necessary for driving high levels of

service quality in any organisation. According to Ueno (2014), identification of

the perfect candidate who can perform well in an organisation is the first step

in ensuring service quality through the recruitment and selection process,

while this enhanced team work facilitate better communication and

commitment among the team members, which intern facilitate empowerment

of employees. On the other hand, rewards and training and development also

contribute to better empowerment of employees. Empowerment is highly

associated with improving employees’ service mentality and thereby

influencing them to provide better service quality to customers or beneficiaries

18

of an NGO (Ueno, 2014). This indicates that all these six HRM factors are

essential driving service quality in an organisation.

Ueno (2012), in a previous study found that these factors are essential in

creating a service culture in the organisation, and also found strong

associations between organisational culture and HRM practices. This

indicates the development of a service culture is essential in delivering high

quality service to customers, or beneficiaries. According to Chand (2010),

relationship between HRM practices and service quality is very strong, which

in turn affect customer satisfaction. Chand (2010) found, from a study

conducted in the service industry that several HRM practices have critical

influences on the service quality offered by the organisation. According to

Chand (2010), the following factors affect service quality directly:

Recruitment and selection

Manpower planning

Job design

Training and development

Pay system

Similarly, Chand (2010) also found that these HRM outcomes are not only

linked to service quality outcomes, but are also related to customer

satisfaction related outcomes and thereby organisational performance

outcomes.

Similarly, Tiwari and Saxena (2015) also agreed to the points made by Chand

(2010) that careful recruitment, remuneration, team working, training and

learning and such have critical influence on employees’ intentions to perform

better and delivery superior service quality to the beneficiaries. Similarly, Dhar

(2015) found considerable evidences indicating the relationship between

employee training and service quality delivered by employees, and argue that

training influence the level of commitment among employees, and such

commitment act as a mediator for delivering high service quality. Similarly,

Batt and Moynihan (2006) found that efficient HRM activities and strategies

are important for influencing employees to perform better in order to achieve

the goals and targets set by the organisation.

19

While it is possible for an employees to merely do her/his job, even though

coercive management or ineffective strategies, it is only possible to create the

best service for customer through effective influencing, which is often created

by effective employee management policies and methods, such as adequate

pay, benefits, performance rewards, recognition schemes, training and

development and so on. According to Batt and Moynihan (2006), lack of

service quality often has high cost on the organisation, since it fails to satisfy

customers and thereby affect retention of the most important stakeholders of

the organisation. While translating this to an NGO, factors influencing

employees’ or performance may be different, but such strategies are essential

in maintaining service quality, so that the organisational outcomes are met,

which would drive customers’ or beneficiaries’ satisfaction level even higher

(Anastasiou and Nathanailides, 2015).

On the other hand, Gupta et al. (2006) found that quality management in

service organisations and environment are often the result of effective

leadership, supporting and positive organisational culture, and high levels of

employee commitment, which indicates the implications associated with the

HRM function and its activities, since HRM plays a key role in developing all

the three antecedents examined by Gupta et al. (2006). On the other hand,

they argued and tested positively that all these thee antecedents must be

linked with the overall objectives chased by the firm, which means there must

be a strategic alignment between these factors. In other words, HRM

implements strategies that can help the organisation in achieving its business

or organisational goals (Gupta et al. 2006).

Finally, the Minnesota Council of Nonprofits’ (2014) guide for nonprofits argue

that human resources is one of the key factor that can influence success of an

NGO, which means, the ability of an organisation to utilise its time, money,

and other resources depends on the ability of its human resources. Hence,

management of human resources is very critical in developing human

resource to meet these goals. Also, it is recommended that NGOs and non-

profits should place much emphasis on developing fair practices that attract

and retain employees. It must be noted that much of these findings are

strongly related to commercial organisation, whereas the environmental

20

conditions and operating environment is entirely different in NGOs. However,

there is a visible lack of literature in this area of literature, which means there

is much to explore in terms of delivering quality service in the NGO sector.

2.8 Summary

The main aim of this literature review was to develop a thorough

understudying about the key factor associated with service quality in NGOs.

The main aim of the study was to analyse the level of service quality delivered

by employees at NGOs in Kerala, the study location, and to establish the

relationship between employees’ intentions to deliver high quality service to

customers or beneficiaries and then determining how such conditions can be

improved, if it required any improvement. Hence, this literature analysis

developed a systematic process where it started addressing each issue one

by one.

The study examined what service quality is and how can it be measured in

NGO environments, and the second section dealt with quality of work life of

employees working in NGOs in Kerala, since this was the prime motivation to

conduct this study. The analysis then analysed various factors associated with

the HRM function, its activities, its relationship with employee motivation and

satisfaction, and finally on the relationship between HRM and service quality

outcomes. This analysis can be summarised by stating that there are strong

relationships between HRM activities or strategies and service quality

outcomes in any organisation.

21

3 Research Methodology

Kumar (2014) examined research as the systematic inquiry to find answers to

specific questions using scientific tools and methods, as well as using specific

strategies aimed at scientific discovery of facts. Each research derive from a

research problem, and has specific aims and directions. The main aim of this

study was to analyse the condition of service quality and the practice of HRM

in NGOs in Kerala. The study was aimed at analysing how such HRM

practices are affecting employees’ intentions to deliver high quality of care

and how such provisions can be improved, if there were any discrepancies

between their expectations and realities. This section of the chapter deals with

the research process and its strategy from a systematic and academic point of

view.

3.1 Positivist Philosophy

This study was addressing a real world problem, as exist in real world

conditions, among real people. Hence, there was an objective reality

surrounding the study and its objectives. Since the problem and its answers

were distributed among the subjects that are associated with the problem, a

research philosophy aimed at identifying and analysing this objective view of

the world was used in this study. Apart from that, the researcher believe that

the reality is external to the researcher and must not involve with it; instead,

analyse it from another view point and describe its features. Hence, a

positivist approach was taken as the foundation of this research, since the

positivist approach is associated with the development of such models,

especially in analysing the reality that is distributed in real life conditions and

settings (Mukherji and Albon, 2014).

3.2 Quantitative Method

Since the study was aimed at analysing the level of service quality, the effect

of HRM function on ensuring such service quality in NGOs, it was essential to

use quantifiable data, or using measurable data, so that measurable

outcomes can be formed through the analysis of data obtained through the

22

study. On the other and, such a method would also ensure in analysing the

magnitude and degree of specific practices within the domain of inquiry

(Rubin and Babbie, 2010). According to Rubin and Babbie (2010), quantitative

methods are effective in establishing such measures and outcomes, while it is

important to use such a method when the study is aimed at generating

generalizable statistical findings that can be associated with casual

relationships between other variables. In this case, the study was aimed at

analysing how HRM influence employees and organisations in promoting high

service quality; hence, the quantitative method of study was employed in this

study.

3.3 Descriptive Study

It is evident from the problem description and the initial analysis that there are

very few studies happened in the specific problem area and not many studies

addressing service quality and its relationship with the HRM function, while

majority of the studies are associated with commercial industries. Hence, the

study conducted in this area was relatively new, especially in the light of new

developments in the Indian NGO sector. Hence, the study’s aims were set to

analyse and describe the findings of the scenario identified in the study

problem area. Therefore, a descriptive study method was used in this study.

According to Kumar (2014), a descriptive study is often used when a new

problem is found in a situation. Descriptive studies are usually associated with

specific questions such as what, when, where and such. For example, this

study examines the implications related to service quality and HRM among

the NGOs in Kerala. Hence, the aims of this study were to describe the

findings rather than interpreting it. Therefore, a descriptive study model was

implemented in this case.

3.4 Data Collection Methods

There are different types of data used in researches, such as secondary and

primary data. While secondary data is the data that is already published by

other, primary data refers to the data sources first-hand from subjects, or

through specific research related activities. In this case, both secondary and

primary data types were used. Secondary data was collected in order to

23

conduct a literature review to make a general understudying what was already

published in the study domain, so that such knowledge can be used while

developing the primary data collection model and method. On the other hand,

primary data collection was aimed at collecting information from employees at

various NGOs (names are not mentioned due to ethical concerns) operating

in Kerala. As examined above, a quantitative model study was devised in this

case. Hence, a quantitative data collection instrument was developed.

3.5 Data Collection Instrument: Survey

The data collection instrument used in this study was a questionnaire-based

survey devise. According to Taylor et al. (2006), questionnaire-based surveys

are common strategy used in quantitative studies. The benefit of such a

method is that it is cost effective, and fast process of collecting information.

On the other hand, surveys that use structured systems and closed-type

questions can be strategically coded to collect specific responses that are

essential for the study to analyse (Taylor et al., 2006). Hence, a

questionnaire-based survey model was devised in this study. The survey was

aimed at employees working at the NGOs studies in this case. The survey

included 20 questions aimed at analysing employees’ response towards

practices of HRM function and its applications in the organisation and

employees’ intentions to deliver quality care, as well as specific organisational

practices that motivate and satisfies employees.

Most of the questions used in the survey were frequency distribution

questions that allocated points of each alternative response, which were then

calculated to find the mean value of responses in order to determine the most

generalizable response from the participants. Surveys were distributed

through corresponding personnel, since the study location was remote. The

corresponding personnel approached staff members in different

organisations, after obtaining permission from the management by the author

through known contacts and telephone, and the surveys were filled in total

anonymity. The survey was conducted mainly in two NGOs in Kerala. The

filled forms were then scanned and returned to the author through emails by

24

the corresponding personnel. The study locations in this case were two

schools in Kerala, serving to the needs of children who need special attention.

3.6 Sampling Technique

In this case, a convenience sampling technique was used. According to Brink

et al. (2006) convenience sampling is the most common type of non-

probability sampling technique, which is used when the research depends on

the most easily accessible subjects for conducting the study. In many

occasions during a business research, or social research, it is often very

difficult to approach potential participants. Hence, researches often rely on the

most easily accessible participants, such as in this case. Since this study was

conducted in remote, and the data collection depended on very limited scale,

at approachable and available staff members, a convenience sampling

technique was used in this study. Data collected from all respondents were

taken for analysis. On the other hand, the survey was conducted among 35

employees working in different NGOs in Kerala. Although more numbers were

expected, availability and approachability limited the number of participants in

this case.

3.7 Time Horizon

According to Sekaran (2006), time horizon refers to the time scale or the time

at which the study was conducted. There are two major time-horizon models

used in researches, which are longitudinal time horizon and a cross-sectional

time horizon. Longitudinal studies refer to studies conducted over a period of

time, such as studying behaviour of subjects before and after a specific event

or intervention (Sekaran, 2006). On the other hand, cross-sectional time

horizon refers to the snapshot of subjects’ responses at a specific short period

of time. For example, data gathered at a single time or at once from all

participants can be called a cross-sectional study. Since this study was aimed

at analysing employees’ behaviour towards delivering quality service at a

single point of time, without having biased by other external and internal

influences, a cross-sectional time frame was used in this study, as it helps in

gaining a snapshot of the subjects and their responses.

25

3.8 Data Analysis

Researches rely on different data analysis techniques, such as qualitative

analysis models, statistical models of analysis, and so on. In this case, two

types of analysis models were implemented. Analysis of secondary data

depended on a literature review, which took secondary information through a

step-by-step analysis process to identify and analyse specific knowledge and

insights related to the study area. According to Kumar (2014), this is a very

common practice. The analysis findings were then used to formulate the

primary data collection instrument and questions. When it comes to primary

data analysis, this study relied on frequency distribution model analysis, which

is a simple descriptive type statistical analysis to analyse and represent the

findings.

On the other hand, data was analysed using central tendency models, as

described by Rubin and Babbie (2009), especially the mean of the responses

in order to understand the central tenancy of the responses, so that a

generalised conclusion could be made in each case or each question. Finally,

simple correlation analysis, which is one of the simplest methods of analysing

relationships (Rubin and Babbie, 2009) were conducted between different

variables in order to understand employees’ behaviour and their service

outcomes. The study relied mostly on Microsoft Excel for analysing data, and

used SPSS for conducting the correlation analysis.

3.9 Ethical Concerns

Ethical concerns are critical in every research. Every research must operate

within an ethical framework and should approach subjects and the research

26

from a fair perspective (Sekaran, 2009). In this case, high efforts were given

to stay relevant and compliant with ethical requirements. The study was

primarily associated with NGOs with social welfare interests. One of the first

measures taken was to avoid the chances of mentioning the NGOs that took

part in the study, mainly due to their social recognition and reputation, and

secondly the study avoided collecting personal information or identifiable

information from the participants of the study. Although the study initially

designed in such a way to collect data from the beneficiaries of the

organisation, it was avoided since it collided with the ethical objectives and

intentions of this study. Hence, there have been informed and strategic

attempts to avoid ethical conflicts. Finally, the intentions, objectives, expected

outcomes and its impacts have been explained to each participant before

taking part in the survey through a consent form attached with the

questionnaire.

27

4 Analysis and Findings

A survey was conducted among 23 participants from NGOs in Kerala. The

participants were professionals in providing education and similar services to

students with special needs. The study was conducted through corresponding

personnel in the remote location. Most of the survey relied on frequency

distribution model analysis techniques.

4.1 Demographic Features

While the survey involved 20 questions altogether, the first two questions

were aimed at understanding the respondent better. According to the results,

most of participants had a salary between Rs 10,000.00 to Rs 15,000.000,

which is equivalent to £100.00 to £150.00 per month, followed by 9% drawing

in a salary of less than Rs 10,000.00 per month, while only 17% making a

salary between Rs 15,001.00 and Rs 25,000.00. This indicates that the salary

conditions or the benefit conditions in the surveyed organisations are very

poor (Figure 1).

Figure 1 – Participants’ Salary

Calculated by author

Question 2 examined the work experience of participants. According to the

findings, majority of the employees were working with the organisations for

28

more than 3 years (39%), followed by 26% (each) working for 1-2 years and

2-3 years, while a 9% indicated a work experience of less than one year.

Hence, most participants in this study have a work experience of minimum 2

years (Figure 2).

Figure 2 – Work experience of participants


4.2 Quality Outcomes and Intentions

The main aim of this study was to analyse the quality outcomes, as perceived

by employees. The second part of the survey involved 6 questions aimed at

understanding the level and intentions of employees to deliver quality service.

In this case, the definition of quality has been taken as the provision to meet

the needs of the service users. 3rd question examined whether employees

would go to the largest extent to provide the beneficiaries, or students with the

adequate support they need or not. According to the responses (Figure 3),

majority of the respondents only indicated a neutral agreement (39%),

followed by 30% indicating an agreement, and 26% indicating a

disagreement. On the other hand, only 4% strongly agreed to the statement.

Similarly, a 3.3 mean response indicates a neutral agreement among the

respondents.

29

Figure 3 – Extent to deliver adequate support to students


Figure 4 – Intentions to take special interests for children with special needs


4th question asked whether the respondents talk any specifically individual

interest in developing individual students who need special needs or not. The

main aim was to understand whether there was individualised consideration

from employees to meet the need of students or not. According to the

responses, majority respondents indicated an agreement (39%), while 35%

30

indicated neutral agreement, followed by 17% disagreeing to the statement.

On the other hand, only 9% made a strong agreement to the statement

(Figure 4). However, a central tendency of 3.39 indicates a neutral agreement

among the participants.

Figure 5 – School have adequate facilities


5th question examined whether the schools provide adequate facilities

required by the children who need special assistance and have special needs

or not. According to the responses, there is a mixed agreement among the

respondents. While 48% agreed that there are adequate facilities provided by

the organisation, 22% strongly agreed to the question while 22% also

indicated a neutral agreement to the statement raised by the survey. On the

other hand, only 9% indicated a disagreement towards the response. On the

other hand, a central tendency of 3.83 among the responses indicates a

neutral agreement with a strong shift towards a general agreement. Hence,

most employees make a general agreement that the organisations provide

adequate facilities for respondents.

6th question examined whether the organisations are staffed effectively or

not. Since it is important and critical to have adequate staffing to ensure

effective delivery of service, the question asked respondents directly about

these factors. According to the responses, it is evident that majority of the

respondents indicated a disagreement (43%), while 4% indicated a strong

31

disagreement. On the other hand, 13% indicated an agreement while 13%

indicated a strong agreement. On the other hand, 26% indicated a neutral

agreement towards the statement (Figure 6). When it comes to the central

tendency of responses, a 2.87 response rate indicates a disagreement with a

strong shift towards neutral agreement. This indicates that the staffing levels

in the study organisations were not adequate.

Figure 6 – Adequate staffs to handle children in school


Figure 7 – Periodic review/assessment of learning needs for students


32

7th question examined whether the organisations had any periodic

assessment or evaluation systems for analysing students’ needs or not. The

results indicate that there are not many such practices, indicated by a central

tendency of 2.65. Most participants disagreed with the statement (47%),

followed by 22% making a neutral agreement. On the other hand, a combined

population of 21% agreed to the argument, while 9% strongly disagreed to the

statement (Figure 7). Overall, it is evident that organisations do not have

special evaluation and assessment systems to analyse the needs of students.

Figure 8 – Intentions to take special interest in finding solutions


The last question in quality intentions section examined whether employees

were inclined towards finding and providing adequate solutions and whether

they take special interest in solving the problems faced by their students or

not. A central tendency of 3.43 indicates a neutral agreement only. It is also

evident that the responses are mixed in this case, where majority of

respondents are making an agreement (39%), followed by 26% making a

neutral agreement to the statement, and a 22% making disagreement to the

statement. Only 13% indicated a strong agreement that they do take time and

interest to find solutions for the problems faced by their students (Figure 8).

33

4.3 HRM Interventions and Activities

The third section of the survey examined the HRM practices followed by the

study organisations. There were 10 questions aimed at analysing these

factors. 9th question examined whether their respective organisations have

adequate mechanisms to evaluate employees’ performance or not. A central

tendency of 2.91 indicates a disagreement with a strong shift towards a

neutral agreement. According to the results, 47% disagreed to the statement,

while 26% indicated a neutral agreement. On the other hand, 13% of

respondents indicated agreement and strong agreement towards the

statement. Overall, it can be argued that there aren’t strong methods for

evaluating employees’ performance (Figure 9).

Figure 9 – Availability of performance evaluation methods


10th question examined whether the employees perceive their work

environment as excellent or not. According to the central tendency of the

responses, there is a disagreement with strong shift towards 2.83. On the

other hand, 35% of the respondents indicated disagreement to the statement,

whereas 30% indicated neutral agreement, followed by 17% agreeing and 9%

strongly agreeing that they consider their work environment as positive and

effective. However, 9% indicated strong disagreement. Therefore, there is a

disagreement among the employees about the statement.

34

Figure 10 – Excellent and positive work environment


Figure 11 – Periodic surveys to analyse level of motivation


11th question examined whether the organisation conduct periodic surveys to

understand employees’ motivation levels or not. According to the central

tendency of the responses, there is a strong disagreement with a strong shift

towards a disagreement state. Majority of the respondents indicated a

disagreement to the statement (43%), whereas 35% indicated strong

disagreement to the statement. On the other hand, 22% indicated a neutral

agreement to the statement. Overall, the response indicates that there are no

35

such practices to identify and analyse motivation levels of employees (Figure

11).

12th question examined whether their respective organisations had any

method of feedback to analyse the level of service quality or not, such as

surveys or general feedback systems and such. According to the responses,

35% of the respondents strongly disagreed to the statement while majority of

the respondents indicated a strong disagreement (52%). An agreement is only

visible at a neutral level, as indicated by 13% of the respondents (Figure 12).

On the other hand, a central tendency of 1.78 indicates a strong disagreement

among employees with a strong shift towards a disagreement.

Figure 12 – Periodic feedback surveys to analyse service quality


13th question examined whether their respective organisations had any

periodic training activities aimed at improving employees’ skills and

knowledge. A central tendency response rate of 2.22 indicates a

disagreement among the participants, which indicates there are no such

practices of providing periodic provision of training and development to

employees. The responses indicate disagreement among the participants

(57%), followed by 26% who indicated a neutral agreement, while 4%

indicated an agreement. On the other hand, 13% indicated a strong

disagreement towards the statement (Figure 13).

36

Figure 13 – Availability of periodic training to improve staffs’ knowledge


Figure 14 – Needs better training for professional improvement


14th question examined whether employees ever felt they need better training

to meet their goals or to provide adequate services, such as training to their

students or not. The central tendency response of 3.83 indicates a neutral

agreement with a strong shift towards an agreement among the respondents.

Majority of the respondents agreed (48%) and 22% strongly agreed that they

have felt such needs often. While 22% indicated a neutral agreement to the

37

statement, 9% disagreed to the question, and there has been no

disagreement to the statement (Figure 14).

15th question examined whether there was any positive relationship between

the management and employees or not. According to the responses, 43%

made a neutral agreement to the statement, while a 35% of the respondents

disagreed to the statement, followed by 22% indicating an agreement to the

statement. Similarly, the central tendency rate of 2.86 indicates a

disagreement among the response with a strong shift towards a neutral

agreement (Figure 15). This indicates lack of positive relationships between

management and employees in the respective organisations.

Figure 15 – Positive relationship between employees and management


16th question examined whether the quality of work life experienced by

employees were effective or not. According to the results, there is a neutral

agreement among the respondents, which is indicated by a central tendency

rate of 3.30. It is evident that 39% of the respondents made a neutral as well

as general agreement towards the statement, while 17% disagreed and 4%

strongly agreed to the statement. Overall, there is a neutral agreement in this

case that the quality of work life feelings among the participants are mixed

(Figure 16).

38

Figure 16 – Effective quality of work life


The past two questions of the third section of survey was aimed at analysing

the most basic functions of HRM.

Figure 17 – Who recruited you?


17th question asked who recruited the respective person to the organisation,

in order to examine the role of HRM. While the common practice surrounding

schools is the involvement of the principal or the director making recruitment

decisions. I this case, there have been mixed responses, where 35%

indicated they were recruited by the director, and 26% indicated that principal

was the person who recruited them. On the other hand, 22% indicated they

39

were recruited by the manager, and 17% indicated they were recruited by a

NGO board member (Figure 17). This indicates mixed practices, and not a

unified approach in the respective organisations.

Finally, 18th question examined whether the respondents were aware of any

HRM functions or related activities within the organisation. Not so surprisingly,

only 13% indicated a positive response with a Yes, while majority of the

participants indicated No (48%), and 39% stated they were not sure (Figure

18). Overall, employees are not aware of HRM practices in respective

organisations.

Figure 18 – Awareness of HRM practices in the organisation


4.4 Employee Satisfaction

The last part of the survey was aimed at analysing and discussing satisfaction

levels of employees. Instead of getting deeper into the satisfaction level

conditions and factors, the survey used a strategy of directly identifying how

participants felt about the satisfaction they experience at their job. 19th

question examined individual factors related to employees’ job satisfaction,

such as salary, benefits, management treatment, training and development,

and work environment and such. According to the overall responses, it can be

seen that the satisfaction scenarios are not much bright (Figure 19).

40

Figure 19 – Rating of individual satisfaction measures


For example, employees indicated that their level of satisfaction with the

salary they receive were very poor, with 65% responding not satisfied with

salary, followed by 17% indicating a strong dissatisfaction, whereas a

combined 17% indicated some level of satisfaction. Similarly, majority of the

respondents were not at all satisfied with the benefits they receive (61%),

while 17% indicated a strong dissatisfaction, followed by a combined 21%

41

indicating some level of satisfaction in benefits section. When it comes to

management treatment, there were mixed responses, since no specific

alternative was able to secure a strong position. While majority indicated a

general satisfaction (39%), 22% were somewhat satisfied, followed by 26%

who were generally satisfied and 13% were extremely satisfied with the

management treatment.

When it comes to training and development, there is a strong dissatisfaction

similar to salary and benefits, which is also visible in case of the work

environment scenario. In training and development, 61% indicated

dissatisfaction, while 17% indicated a strong dissatisfaction, followed by a

combined population of 17% indicating some level of satisfaction, while a 4%

indicated a neutral satisfaction condition. Finally, work environment was

poorly perceived in terms of job satisfaction among employees, indicated by a

strong dissatisfaction among the participants (52%), followed by 22% making

a strong dissatisfaction and somewhat satisfaction, while a 4% of the

participants indicated satisfaction with the work environment they worked in.

Overall, it can be argued that the individual satisfaction scenarios are not very

bright.

Figure 20 – Overall satisfaction with the job and organisation


On the other hand, 20th question examined the overall satisfaction level of

employees. According to the responses, 48% are not satisfied with their job

42

and the organisation, while a 30% is somewhat satisfied with their work. On

the other hand, 22% indicated a general satisfaction while nobody indicated a

high level of satisfaction or dissatisfaction (Figure 20). Overall, it can be

argued from the last two questions that the satisfaction scenario in the

organisation is not very bright.

4.5 Relationship between Service Quality and Overall Satisfaction of Employees

In order to understand the relationship between employees service quality

behaviours and overall employee satisfaction levels, a correlation analysis

was performed. Correlation was performed between employees’ personal

behaviours, and not related to the organisations’ behaviours towards

delivering quality, and employees job satisfaction levels. According to the

analysis conducted (Table 1), the relationship has been found to be strong

between the individual quality outcomes and employees’ satisfaction levels.

The first variable examined the relationship between employees’ overall

satisfaction levels and employees’ willingness to deliver the best service even

by gong through the largest extent. According to the results, the correlation is

strong with a Pearson correlate coefficient of .567, significant at 0.01 level.

This indicates a positive relationship that highly satisfied employees indicated

a high intention related to delivering the best service quality to the

beneficiaries, or students.

Similarly, the study examined the relationship between employees’ interest in

taking special interests or individualised consideration to students who need

special attention and their overall satisfaction levels and found a similar

relationship with a Pearson Correlation coefficient of .589, which is much

stronger than the previous relationships, and also significant at 0.01 level.

This also indicates that employees with high levels of satisfaction were willing

to spend more time, and providing individual consideration to student who

needed special attention and vice versa. A similar relationship has been found

between employees’ intentions to find solutions for students’ problems and

concerns and their overall job satisfaction. With a correlation coefficient

43

of .657, with a high significance rate of 0.001, the relationship is much

stronger than the previous relationships.

Table 1 - Correlation between overall satisfaction and quality intentions

Correlations

QUAL1 QUAL2 QUAL6 SAT6QUAL1 Pearson Correlation 1

Sig. (2-tailed)

N 23

QUAL2 Pearson Correlation .518* 1

Sig. (2-tailed) .011

N 23 23

QUAL6 Pearson Correlation .775** .621** 1

Sig. (2-tailed) .000 .002

N 23 23 23

SAT6 Pearson Correlation .567** .589** .657** 1

Sig. (2-tailed) .005 .003 .001

N 23 23 23 23

*. Correlation is significant at the 0.05 level (2-tailed).

**. Correlation is significant at the 0.01 level (2-tailed).

Overall, it can be argued that the individual intentions related to service quality

are highly related to employees’ overalls level of satisfaction, which is

indicative of strong influence by employees’ job satisfaction levels,

perceptions, happiness and so on. However, it must be noted that all these

relationships are moderately above the average, and hot very high, which

may be indicative that other factors are also affecting their intentions to deliver

high quality service to the beneficiaries in the study NGOs.

4.6 Summary

This chapter examined the results obtained from the survey, and it indicates

interesting scenarios. It is evident that the employees in the NGOs studied

have some level of quality service mentality, while their motivation scenarios

are weak since most of the HRM practices are absent in the organisations. On

the other hand, it is evident that job satisfaction among employees is very

poor, which is also reflected in their service mentality. Overall, the findings

indicate a negative scenario in the NGOs analysed in this study.

44

5 Discussion of Findings

Main aim of this study was to analyse quality of service in NGOs and role of

HRM in ensuring effective service quality in NGOs. The study was conducted

among NGOs in Kerala. A total of 23 surveys were conducted among NGO

professionals in the chosen study location. According to the findings, it is

evident that employees suffer from lower salary levels in the study

organisations. Similarly, the study found that the quality outcomes in the study

locations were not adequate as well. In terms of quality intentions, it was

found that most employees are willing to provide maximum service quality to

students, but there are wide discrepancies in magnitude and degree of such

intentions, and similar effects are visible in employees’ willingness to provide

individual support to students who have special needs. Both these factors

indicate lack of commitment from employees due to the variation in responses

and drastic changes between satisfaction and dissatisfaction.

It was identified during the literature review and analysis that provision of

resources and organisational support is very essential in delivering quality

service. Similarly, there are agreements among participants that the

respective organisations provide adequate resources for the children, which

can be related to organisational commitment towards providing adequate

service to the beneficiaries. However, there are no adequate staffing at the

respective organisations, which may be indicative of ineffective HRM

practices. On the other hand, lack of adequate staffing may result in

increasing workload on existing staffs, which may affect their ability to provide

adequate services to the beneficiaries. Lack of periodic reviews and learning

needs assessment at work indicates lack of the organisations’ focus on

providing a necessary environment for staff to improve, so that they can

deliver better service quality.

The final assessment related to quality provision indicates that employees are

very much interested in finding solutions for employees’ solutions. This

indicates a contradictory effect that the organisation has mixed interests

towards providing adequate service quality to the beneficiaries, while

45

employees are somewhat more interested in delivering high levels of service

quality to beneficiaries. This indicates a contradictory relationship between the

factors, which means, employees cannot perform tasks in quality, since the

management does not support much of these efforts and needs. This is also

visible in human resource function and its practices in the organisation. The

results indicate that the organisation lack effective HRM functions and

activities and such. For example, there are no effective practices for analysing

employee performance in the organisation, or periodic surveys on motivation

levels among employees and such. Similarly, it was found that the work

environment is not very positive or supportive of motivating employees or

delivering effective quality.

Similarly, lack of periodic assessment on service quality may be indicative of

lack of commitment from the organisation. It should be noted that, as

examined in the literature review, an organisation must understand the level

of service quality it provides to its beneficiaries, so that it can either maintain

or improve its service quality through formulating new strategies. However,

such strategies are not visible in this case. Lack of training is another issue.

Employees must be trained to deliver high quality service. There will be new

requirement arising from changing trends and requirements; hence, it is

important for the organisation to train their employees to meet these needs.

However, lack of such provisions may lead to workforce that are inadequately

skilled, which may lead to issues related to service quality.

As it is evident from this analysis that employees are willing to provide better

service, and organisations are not providing adequate resources, another

evidence indicates employees are seeking more training from the

organisation, despite the organisation’s negligence to provide necessary

training to employees. Hence, there are many discrepancies between the

expectations vs. reality in provision of support through effective HRM

practices. The survey found that the relationship between the organisations’

managements and employees are not so positive, or employees themselves

are confused among such a relationship, which is indicated by the mixed

response received for the question (question 15). The survey also found the

quality of work at the organisations are somewhat good, while the recruitment

46

scenarios and employees’ awareness of HRM function and its activities within

the organisation indicate the absence HRM function or effective HRM

practices in the organisations studied in this case.

These results indicate that the organisations lack effective HRM practices or

the HRM function itself. One of the main reasons for lack of effective

motivation practices, lack of surveys and feedback systems to monitor

organisation’s performance, or lack of effective or adequate staffing levels and

such. On the other hand, it can also be understood from the literature review

conducted that most of these factors may have influence on employees’

intentions and ability to deliver high service quality, since adequate work

environment, better management support, adequate training and motivation

and such are essential influencing employees to provide high levels of service

quality to beneficiaries of NGOs. On the other hand, it can be argued that

employees feel somewhat motivated to deliver better service quality due to

the ethical and social welfare dimensions associated with the organisation

and its service, which is commonly found among NGO employees and charity

volunteers.

However, there are basic needs beyond these ethical commitments. It is

evident from the analysis that employees are not satisfied with the pay and

benefits they receive, which is of a concern since most of these employees

work full-time rather than volunteering or part time jobs. While management

treatment gained considerable support from employees, in terms of

satisfaction, training and development has not received much support from

participants. Since it is evident front the analysis that pay and benefits,

training and development, internal communication scenarios and such are

indicative of driving better employee satisfaction and thereby influencing their

47

intentions to deliver high quality service. However, lack of such provisions is

the result of lack of HRM alignment with the strategy and the entire

organisational goals.

It is evident from the literature review that service quality of HRM function is

essential in delivering maximum service quality, the evidences in this study

show lack of such provisions, and lack of effective HRM practices itself.

Finally, the relationships indicate moderately high relationships between

employees’ intentions to deliver high quality service and their overall

satisfaction levels. These strong relationships indicate satisfaction has high

influence and impact on employees’ intentions to deliver quality support and

service to students in the NGOs studies. However, these findings may have

further implications since it indicates that lack of effective HRM practices in

the organisation may be leading ineffective job satisfaction among employees.

As a result, it may affect employees’ intentions to deliver adequate or optimal

service quality. Hence, it can be concluded that the HRM practices and

service quality are highly linked to each other.

48

6 Conclusion

Main aim of this study was to analyse factors related to service quality in

NGOs. Using a quantitative model descriptive study and a survey design, the

present study found considerable evidences related to service quality issues

in the case study NGOs. The study relied on a systematic approach to

analysing the data. It can be concluded from this study that the motivation

levels are very low among the study participants. Although there are enough

motivation to deliver high quality support and education to the students in the

NGOs, these can largely be linked with the ethical dimensions of their job

roles and the social welfare reasons associated with such practices, since the

study indicates high levels of dissatisfaction among employees, especially

those that promote service mentality such as salary, benefits, training and

development and so on.

It is also observed in this study that there is a strong relationship between the

evidence found in the literature review and the findings made from the present

study. The literature review analysed and concluded that there are

relationships between employee motivation, satisfaction, employee

empowerment, and such against the service quality delivered by employees.

Similar findings have been made in this primary analysis that these relations

are evident and there are moderately high relationship between such factors.

However, as concluded in the literature review, effective HRM practices are

necessary for implementing such techniques and formulating such outcomes.

However, this study concludes that the study organisations do not have

effective HRM practices that can have an efficient impact and influence on the

organisation and its employees. This is also visible in the motivations scenario

and this study concedes that the organisation doe not conduct any evaluation

or assessment to understanding employee motivation levels.

Finally, the study found that the participants suffer from poor salaries, poor

motivation, and lack of satisfaction in the NGO sector in the chosen

organisation. Correlation analysis conducted in this study indicates strong

relationships between such factors, and the surrey indicates poor HRM

49

activities and strategies at the organisations studied in this case, which in turn

affected their satisfaction rates. Hence, this study can be concluded that there

are very few HRM interventions directed at employee wellbeing, and

employee welfare. Similarly, the HRM practices and strategies followed by the

organisations are ineffective in addressing concerns of service quality in the

organisations studied. Overall, it can be concluded that the HRM system

currently followed by the company are very limited and not filly focused on

organisational outcomes.

Similarly, it can be concluded that the effect of HRM in affecting service

quality offered by the organisation and its employees, since such ineffective

focus and strategies are not capable of influencing employee in delivering

adequate service quality, and making them capable of providing high service

quality. The current scenario indicates that the service quality offered by the

organisations is low. Hence, this study can be concluded that the service

quality offered by the case organisations in this study is low. Also, the

evidences and discussions indicate that the effect of HRM on ensuring service

quality is evident since employee satisfactions scenarios in this study is very

low due to ineffective practices, and the correlation analysis concluded there

are considerable relationships between employees’ intentions to provide high

quality service to customers and employees’ job satisfaction. Therefore, it can

be concluded that efficient HRM practices are necessary in ensuring high

quality service delivery in the NGO sector.

50

7 Recommendations

It is evident from this study that there are considerable relationships between

HRM practices and employees’ job satisfaction, which in turn affect

employees’ intentions to deliver high quality service to the beneficiaries. Since

the scenarios in this study are entirely different and towards the negative side

due to its bad effects, few recommendations have been made for

improvement.

7.1 Implement HRM Function

Organisations must understand that HRM function is necessary for

implementing and achieving the organisations’ goals and objectives,

regardless of its profit orientation. Hence, it is important for the organisation to

implement an HRM function or department to oversee the organisational

goals and objectives. As it is evident from the secondary analysis conducted

in this study that HRM divisions and activities helps in formulating strategies

related to recruiting and selection, training and development, motivation and

retention and similar strategies to promote organisational goals and achieve

them, the application of such a system would benefit the organisation in

attracting and retaining the best talent that match the organisational culture,

values, and attitudes and such that would subsequently lead to high levels of

performance, even in service quality.

7.2 Implement Training and Development

Needs for training for an organisation and employees change over time. It is

evident that employee training is essential in empowering employees, which is

an essential ingredient in ensuring high quality service in service

environments. On the other hand, effective training and development

scenarios would introduce new material, skills, and knowledge to employees,

which may have an influence on the workforce in performing their roles and

tasks more effectively, and thereby improving the overall service quality

delivered to service beneficiaries. Therefore, the organisation must focus on

delivering better training and development programmes to employees.

52

7.3 Better Pay and Benefits

The study concluded that the pay and benefits received by employees are

inadequate in every way, and their satisfaction levels indicate low satisfaction

towards pay and benefits. On the other hand, it is evident from the present

study that there are considerable relationships between pay and benefits, and

employee satisfaction, which in turn result in creating a service culture within

the organisation and promote better service quality mentality among

employees. On the other hand, it is also evident from the report that NGOs in

India are largely suffering from lack of funds, especially those with local

origins and relationships. Hence, it is important for organisations to develop a

balanced strategy for improving the present scenario, such as combining both

government grants and donations to achieve maximum financial sustainability

and such.

7.4 Monitoring and Evaluation

As it is found from the study that monitoring and evaluation is very critical in

analysing service quality scenarios and performance scenarios in an

organisations; so that the organisation can take strategic alternatives to

overcome the challenges and achieve strategic performance. However, to is

evident from the primary study that such monitoring and evaluation, both at

employee side and beneficiary side lack efficiency and are found to be much

weaker. Hence, it is important for this organisation to establish efficient

monitoring and evaluation systems to analyse and identify on-going service

53

conditions in the organisation. However, such monitoring and evaluation

methods need high impact HRM functions and strategies.

In short, it can be argued that the most important issue found in this study is

lack of effective and necessary HRM practices in the NGOs studied. On the

other hand, all the recommendations mentioned in this study need efficient

HRM strategies to function effectively. Similarly, it should be noted that most

NGOs operate within limited resource capacity, which means there must be a

mechanism to analyse and improve organisational conditions to match with

such resource constraints and issues, and HRM is one of such functions that

can prepare and shape human resources in an organisation to perform better

and thereby making better benefits to the origination. Hence, the role of HRM

is very crucial in the NGO sector, especially among NGOs in Kerala, India.

54

8 Limitations and Future Studies

Despite the scope and aims of the present study, there have been few

limitations. First of all, the study was conducted only among a few

participants, since it was very difficult to get a hold onto many NGOs and

employees working with them. Secondly, this study has not used any efficient

mechanism or instrument to capture service quality levels from employees’,

managements’, and beneficiaries’ perspectives. It is recommend that future

studies must be conducted using the SERVQUAL or similar models to

analyse service gaps in the study area, and then to develop a study that deal

with all key stakeholders of the organisations to create a holistic view of the

problem. There are much potential for future studies in this area, such as the

effect of individual motivational and job satisfaction factors on service

outcomes and so on.

55

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10 Appendices

10.1Appendix 1: Questionnaire

Thank you spending few minutes to complete this survey. This study was is

being conducted to understand service quality in NGOs, and the importance

of HRM function from employees’ perspective. This survey is conducted as

part of a thesis work aimed at understanding the role HRM function in

ensuring service quality in NGOs in Kerala. This study do not collect any

personal information. You may also contact me on this email

[email protected] if you want to see the results. If you have any

doubts, please ask the person conducting this survey. Thank You.

1 Specify your salary☐ Bellow Rs 10,000.00

☐ Between Rs 10,001.00 to Rs 15,000.00

☐ Between Rs 15,001.00 to Rs 25,000.00

☐ Above Rs 25,000.00

2 Specify your work experience☐ Less than one year

☐ 1-2 years

☐ 2-3 years

☐ More than 3 years

3 I go to the longest extent to ensure my students are given adequate support

☐ Strongly Disagree

☐ Disagree

☐ I am not sure

☐ Agree

☐ Strongly Agree

64

4I take special individual interests in developing individual students who need special attention?


☐ Disagree

☐ I am not sure

☐ Agree

☐ Strongly Agree

5 The school have all adequate facilities required by the children


☐ Disagree

☐ I am not sure

☐ Agree

☐ Strongly Agree

6 There are adequate staffs to handle the children effectively


☐ Disagree

☐ I am not sure

☐ Agree

☐ Strongly Agree

7We always review individual students in order to decide on what type of learning and development they need


☐ Disagree

☐ I am not sure

☐ Agree

☐ Strongly Agree

8 I take special interest in finding solutions to problems faced by children

65


☐ Disagree

☐ I am not sure

☐ Agree

☐ Strongly Agree

9 There is a strong performance evaluation mechanism in the organisation


☐ Disagree

☐ I am not sure

☐ Agree

☐ Strongly Agree

10 I work in an excellent and positive environment


☐ Disagree

☐ I am not sure

☐ Agree

☐ Strongly Agree

11 There is periodic surveys to analyse staff motivation


☐ Disagree

☐ I am not sure

☐ Agree

☐ Strongly Agree

12 There is periodic feedback surveys to analyse service quality


☐ Disagree

66

☐ I am not sure

☐ Agree

☐ Strongly Agree

13 I get periodic training from the organisation to improve my knowledge and skills


☐ Disagree

☐ I am not sure

☐ Agree

☐ Strongly Agree

14I sometimes feel like I need better training to learn new technique of teaching students with special needs


☐ Disagree

☐ I am not sure

☐ Agree

☐ Strongly Agree

15 There is a strong positive relationship between the management and the employees


☐ Disagree

☐ I am not sure

☐ Agree

☐ Strongly Agree

16 My quality of work-life is very effective and positive


☐ Disagree

☐ I am not sure

☐ Agree

67

☐ Strongly Agree

17 Who recruited you?

☐ Manager

☐ Director

☐ Principal

☐ NGO Board member

18 Are you aware of any HRM function within the organisation?

☐ Yes

☐ No

☐ I am not sure

19

Please rate your satisfaction in relevant areas.

Not at all satisfied

Not satisfied

Somewhat satisfied Satisfied Very much

satisfiedSalary ☐ ☐ ☐ ☐ ☐Benefits ☐ ☐ ☐ ☐ ☐Management treatment ☐ ☐ ☐ ☐ ☐Training and development ☐ ☐ ☐ ☐ ☐Work environment ☐ ☐ ☐ ☐ ☐

20

Considering overall factors mentioned above, how satisfied are you?

☐ Not at all satisfied

☐ Not satisfied

☐ Somewhat satisfied

☐ Satisfied

68

☐ Very much satisfied

69

10.2Appendix 2: Survey Results Analysis1 Specify your salary

n %Bellow Rs 10,000.00 2 9%Between Rs 10,001.00 to Rs 15,000.00 17 74%Between Rs 15,001.00 to Rs 25,000.00 4 17%Above Rs 25,000.00 0 0%

Total 23 100%

2 Specify your work experience n %

Less than one year 2 9%1-2 years 6 26%2-3 years 6 26%More than 3 years 9 39%

Total 23 100%

3 I go to the longest extent to ensure my students are given adequate support n % Strongly Disagree 0 0% 0Disagree 6 26% 12Somewhat Agree 9 39% 27Agree 7 30% 28Strongly Agree 1 4% 5

Total 23 100% 72 m = 3.13

4 I take special individual interests in developing individual students who need special attention? n % Strongly Disagree 0 0% 0Disagree 4 17% 8Somewhat Agree 8 35% 24Agree 9 39% 36Strongly Agree 2 9% 10

Total 23 100% 78 m = 3.39

70

5 The school have all adequate facilities required by the children n % Strongly Disagree 0 0% 0Disagree 2 9% 4Somewhat Agree 5 22% 15Agree 11 48% 44Strongly Agree 5 22% 25

Total 23 100% 88 m = 3.83

6 There are adequate staffs to handle children effectively n % Strongly Disagree 1 4% 1Disagree 10 43% 20Somewhat Agree 6 26% 18Agree 3 13% 12Strongly Agree 3 13% 15

Total 23 100% 66 m = 2.87

7 We always review individual students in order to decide on what type of learning and development they need n % Strongly Disagree 2 9% 2Disagree 11 48% 22Somewhat Agree 5 22% 15Agree 3 13% 12Strongly Agree 2 9% 10

Total 23 100% 61 m = 2.65

8 I take special interest in finding solutions to problems faced by children n % Strongly Disagree 0 0% 0Disagree 5 22% 10Somewhat Agree 6 26% 18Agree 9 39% 36Strongly Agree 3 13% 15

Total 23 100% 79 m = 3.43

71

9 There is a strong performance evaluation mechanism in the organisation n % Strongly Disagree 0 0% 0Disagree 11 48% 22Somewhat Agree 6 26% 18Agree 3 13% 12Strongly Agree 3 13% 15

Total 23 100% 67 m = 2.91

10 I work in an excellent and positive environment

n % Strongly Disagree 2 9% 2Disagree 8 35% 16Somewhat Agree 7 30% 21Agree 4 17% 16Strongly Agree 2 9% 10

Total 23 100% 65 m = 2.83

11 There are periodic surveys to analyse staff motivation


Total 23 100% 43 m = 1.87

12 There are periodic feedback surveys to analyse service quality


Total 23 100% 41 m = 1.78

72

13

I get periodic training from the organisation to improve my knowledge and skills n % Strongly Disagree 3 13% 3Disagree 13 57% 26Somewhat Agree 6 26% 18Agree 1 4% 4Strongly Agree 0 0% 0

Total 23 100% 51 m = 2.22

14

I sometimes feel like I need better training to learn new technique of teaching students with special needs n % Strongly Disagree 0 0% 0Disagree 2 9% 4Somewhat Agree 5 22% 15Agree 11 48% 44Strongly Agree 5 22% 25

Total 23 100% 88 m = 3.83

15

There is a strong positive relationship between the management and the employees n % Strongly Disagree 0 0% 0Disagree 8 35% 16Somewhat Agree 10 43% 30Agree 5 22% 20Strongly Agree 0 0% 0

Total 23 100% 66 m = 2.87

16 My quality of work-life is very effective and positive


Total 23 100% 76 m = 3.30

1 Who recruited you?

73

7 n %Manager 5 22%Director 8 35%Principal 6 26%NGO Board member 4 17%

Total 23 100%

18

Are you aware of any HRM function within the organisation? n %Yes 3 13%No 11 48%I am not sure 9 39%

Total 23 100%

19 Please rate your satisfaction in relevant areas.

Not at all Satisfied

Not Satisfied

Somewhat satisfied Satisfied Very much

satisfied

Salary17% 65% 0% 13% 4%

Benefits17% 61% 4% 17% 0%

Management treatment 13% 26% 22% 39% 0%

Training and development

17% 61% 4% 13% 4%

Work environment 22% 52% 22% 4% 0%

20 Considering overall factors mentioned above, how satisfied are you?

n % Not at all satisfied 0 0% 0

Not satisfied11 48% 22

Somewhat satisfied 7 30% 21Satisfied 5 22% 20Very much satisfied 0 0% 0

Total23 100% 63

74

m = 2.74

75

thesis work - kerala ngo

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