Organizational Behavior_Project by dhawanapoorv

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									      ORGANIZATIONAL BEHAVIOR

          PROJECT REPORT




ATTITUDE - JOB SATISFACTION




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                                                        CONTENTS
List of Tables .................................................................................................................................. 2
List of Figures .............................................................................Error! Bookmark not defined.2
Executive Summary ........................................................................................................................ 4
Acknowledgements ........................................................................................................................ 5
Introduction: Background of the study .......................................................................................... 6
   Models of job satisfaction .......................................................................................................... 7
       Affect Theory ......................................................................................................................... 7
       Dispositional Theory .............................................................................................................. 7
       Two-Factor Theory (Motivator-Hygiene Theory) ................................................................. 8
       Job Characteristics Model ...................................................................................................... 8
Objective ........................................................................................................................................ 9
Methodology ................................................................................................................................ 10
Data Analysis ............................................................................................................................... 14
Discussion and Recommendation ................................................................................................ 21
References .................................................................................................................................... 23
Appendix ...................................................................................................................................... 24




                                                                                                                                                  1
                               List of Tables


1. Table 1: Sample Data Count
2. Table 2: Overall Satisfaction VS Experience
3. Table 3: Descriptive Statistics
4. Table 4: Model Summary
5. Table 5: ANOVAb
6. Table 6: Coefficientsa
7. Table 7.1: Reward & Recognition and Overall Satisfaction
8. Table 7.2: Personal Development and Overall Satisfaction
9. Table 7.3: Working duration and Overall Satisfaction
10. Table 7.4: Relationship and Overall Satisfaction
11. Table 7.5: Diversification and Overall Satisfaction
12. Table 7.6: Job Security and Overall Satisfaction




                                                              2
                                List of Figures

1. Fig1: Graph showing Mean for various factors
2. Fig2: Graph showing coefficient of correlation for various factors




                                                                        3
                                Executive Summary

In today’s intense competitive environment, attitude has emerged as one of the most important
areas of concern for all organizations. In fact, it has become a differentiating factor between
success and failure in both the short and the long run. In the present scenario, it has become
quintessential for every organization to develop positive attitude. Keeping this is perspective, for
our project, we have designed a questionnaire based on different parameter of job satisfaction
and have done quantitative analysis on each one of them. We have primarily focused on those
aspects that drive a company and its employee success. We did survey of around 60 people, all
with industry experience working with different verticals within IT industry. We then
consolidated the information and with the help of mathematical tools (regression) we have
calculated exactly the parameters that tend to affect the attitude of an employee.




                                                                                                  4
                                Acknowledgements


Apart from our efforts, the success of this project depends largely on the encouragement and
guidelines of Dr. Bindu Gupta. Words defeat us in expressing our deep sense of gratitude for our
professor, whose tremendous support and constructive direction enabled us to select our project
and work towards overcoming all the challenges posed by it. Her valuable time and meticulous
attention towards our project is fully acknowledged.

We also thank our colleagues who were a constant source of information and helped us with
conducting the surveys.




                                                                                              5
                Introduction: Background of the study


Attitude is Evaluative statements or judgments concerning objects, people, or events. Attitude is
defined as "a way of looking at life; a way of thinking, feeling or behaving." Therefore an
attitude is not just the way we think, but the way we think, feel and do.

Our attitude in the workplace is one of the most telling aspects of how others in the company
look at us and feel about us as a coworker. A first impression can be a hard thing to shake
especially if it's a bad one. In other words, once you have gotten a workplace reputation as being
lazy, a slacker, a whiner or other negative tag, it can be hard to get rid of.

Types of Attitudes:

   Job Satisfaction - A collection of positive and/or negative feelings that an individual holds
    toward his or her job.
   Job Involvement - Identifying with the job, actively participating in it, and considering
    performance important to self-worth.
   Organizational Commitment - Identifying with a particular organization and its goals, and
    wishing to maintain membership in the organization (Affective, Normative, and Continuance
    Commitment)
   Perceived Organizational Support (POS) -Degree to which employees feel the organization
    cares about their well-being
   Employee Engagement -An individual’s involvement with, satisfaction with, and enthusiasm
    for the organization

Attitude Surveys involve eliciting responses from employees through questionnaires about how
they feel about their jobs, work groups, supervisors, and the organization. In our survey we have
focused on the Job Satisfaction aspect of attitude at work place. We have conducted a survey
among people from various industries and measured various parameters that determine job
satisfaction.



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Job satisfaction describes how content an individual is with his or her job. It is in regard to one's
feelings or state-of-mind regarding the nature of their work. Job satisfaction can be influenced by
a variety of factors, eg., the quality of one's relationship with their supervisor, the quality of the
physical environment in which they work, degree of fulfillment in their work, etc.

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies which
sought to find the effects of various conditions (most notably illumination) on workers’
productivity. This finding provided strong evidence that people work for purposes other than
pay, which paved the way for researchers to investigate other factors in job satisfaction.



Models of job satisfaction

Affect Theory

The main premise of this theory is that satisfaction is determined by a discrepancy between what
one wants in a job and what one has in a job. Further, the theory states that how much one values
a given facet of work (e.g. the degree of autonomy in a position) moderates how
satisfied/dissatisfied one becomes when expectations are/aren’t met. When a person values a
particular facet of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to one who
doesn’t value that facet. To illustrate, if Employee A values autonomy in the workplace and
Employee B is indifferent about autonomy, then Employee A would be more satisfied in a
position that offers a high degree of autonomy and less satisfied in a position with little or no
autonomy compared to Employee B. This theory also states that too much of a particular facet
will produce stronger feelings of dissatisfaction the more a worker values that facet.

Dispositional Theory

Another well-known job satisfaction theory is the Dispositional Theory. It is a very general
theory that suggests that people have innate dispositions that cause them to have tendencies
toward a certain level of satisfaction, regardless of one’s job. This approach became a notable
explanation of job satisfaction in light of evidence that job satisfaction tends to be stable over
time and across careers and jobs.

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Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzberg’s Two factor theory attempts to explain satisfaction and motivation in the
workplace This theory states that satisfaction and dissatisfaction are driven by different factors –
motivation and hygiene factors, respectively. An employee’s motivation to work is continually
related to job satisfaction of a subordinate. Motivation can be seen as an inner force that drives
individuals to attain personal and organization goals. Motivating factors are those aspects of the
job that make people want to perform, and provide people with satisfaction, for example
achievement in work, recognition, promotion opportunities. These motivating factors are
considered to be intrinsic to the job, or the work carried out. Hygiene factors include aspects of
the working environment such as pay, company policies, supervisory practices, and other
working conditions.

Job Characteristics Model

Job Characteristics Model is widely used as a framework to study how particular job
characteristics impact on job outcomes, including job satisfaction. The model states that there are
five core job characteristics (skill variety, task identity, task significance, autonomy, and
feedback) which impact three critical psychological states (experienced meaningfulness,
experienced responsibility for outcomes, and knowledge of the actual results), in turn influencing
work outcomes (job satisfaction, absenteeism, work motivation, etc.). The five core job
characteristics can be combined to form a motivating potential score (MPS) for a job, which can
be used as an index of how likely a job is to affect an employee's attitudes and behaviors.




                                                                                                  8
                                          Objective

The objective of the project is to study the job satisfaction aspect of attitude at the work place.
Job satisfaction depends upon various factors like pay and benefits, working conditions, co-
workers, job content and career progress. It also varies from person to person depending upon
age, gender, qualification and personal choices. Keeping all these things in mind we have
prepared a survey questionnaire and conducted survey among people across industries. This
report discusses the findings of the study that examined the role of various factors that affect job
satisfaction in different companies. The study sought to determine the relationship between all
these factors with the overall job satisfaction.




                                                                                                  9
                                    Methodology


Sample

The first major task at hand was to prepare the questionnaire for job satisfaction. Once we were
through with this part, the concern was on whom to check this questionnaire. So we selected 59
people arbitrarily. These people were from different verticals, like IT, Mechanical, Shipping,
Media etc., of the corporate with different set of experiences and views. We convinced all of
them to answer honestly, all the questions. The main objective behind selecting people from
different industries was to gather a consolidated set of thinking. As every industry has its very
own way of working, own principles and own priorities, thus we could get the major factors that
are responsible for job satisfaction. The table below presents the company, no. of respondents,
age-group and gender.



                                            Gender
                     Male                                            Female
                      52                                               7


                                      Age Group (in years)
            20-25                           26-30                              >30
             36                               20                                3


                                      Experience (in years)
             1-2                              2-5                               >5
             29                               26                                 4

                                 Table 1: Sample Data Count




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Brief of Organizations
As we have assorted set of people from various industries and it is quite impossible to give a
laconic description of all of them, we selected some renowned organizations in their fields. The
major chunks were from the IT industry and rest from all other. So the briefing is as:

HCL Technologies is a leading global IT services company with consolidated revenues of US$
2.0 billion. HCL leverages its extensive global offshore infrastructure and network of offices in
20 countries to provide holistic, multi-service delivery in key industry verticals including
Financial Services, Manufacturing, Aerospace & Defense, Telecom, Retail & CPG, Life
Sciences & Healthcare, Media & Entertainment, Travel, Transportation & Logistics,
Automotive, Government, Energy & Utilities. HCL takes pride in its philosophy of 'Employee
First' which empowers 54,026 transformers to create a real value for the customers.

Infosys Technologies Ltd. (NASDAQ: INFY) was started in 1981 by seven people with US$
250. Today, we are a global leader in the "next generation" of IT and consulting with revenues of
over US$ 4 billion.

Infosys' offerings span business and technology consulting, application services, systems
integration, product engineering, custom software development, maintenance, re-engineering,
independent testing and validation services, IT infrastructure services and business process
outsourcing

Wipro Infotech is the leading strategic IT partner for companies across India, the Middle East
and Asia-Pacific - offering integrated IT solutions. They plan, deploy, sustain and maintain your
IT lifecycle through our total outsourcing, consulting services, business solutions and
professional services. Wipro Infotech helps you drive momentum in your organisation - no
matter what domain you are in.

Wipro Infotech is a part of USD 5 billion Wipro Limited (NYSE:WIT) with a market
capitalization of USD 24 billion.

Cognizant with 50 global delivery centers and approximately over 64,000 associates, combines a
unique onsite/offshore delivery model infused by a distinct culture of customer satisfaction.A

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member of the NASDAQ-100 Index and S&P 500 Index, Cognizant is a Forbes Global 2000
company and a member of the Fortune 1000 and is ranked among the top information technology
companies in Business Week's, Hot Growth and Top 50 Performers listings.

Accenture is a global management consulting, technology services and outsourcing company. It
clocked a turn-over of US$23.7 billion in fiscal year 2008 and with about 177000 employees in
52 cities across the globe it is truly a giant in the field of consulting


Method

The job satisfaction questionnaire was used to measure the different attributes that lead to job
satisfaction. Our questionnaire comprised 27 questions of which 5 questions were used to
determine Rewards & Recognition, 5 questions sued to determine Personal Development, 6
questions used to determine relationship, 7 questions used to determine working duration, 2
questions used to determine diversification and 1 question used to determine job security. The
respondents were to choose the option from 5 options (scoring: 5 for Always, 4 for Often, 3 for
Sometime, 2, for Rarely, & 1 for Never) which described the way they felt about each of the
attributes. Then there was another section of 6 questions which described the general perception
of people regarding job satisfaction.


Procedure
All sample people from different organizations Accenture, Cognizant Technology Solutions,
HCL Technologies, Infosys, Wipro etc. were mailed the questionnaire and were also explained
the purpose of survey so that we could get genuine responses, the way the employees actually
felt and would react in the given situations.

Then, the average score for each factor i.e. Rewards & Recognition, Personal Development,
relationship, working duration, diversification and job security was calculated for all filled
questionnaire using the categorization described in the method section.

The Pearson correlation coefficient was used to determine whether there were significant
relationships between Job Satisfaction and the different parameters we considered to have an


                                                                                             12
impact on job satisfaction. To find if the relationships were significant, the level of significance
was established at p<0.05. Furthermore, the correlation coefficient was also found out between
the three different age-groups. (20-25, 25-30 and above 30). One way ANOVA was also carried
out to find the variance among the different organizations, age-groups. SPSS was used for all
data analysis.

Lastly, after interpreting the results we were able to judge which factors are more relevant for
overall job satisfaction of the employee.




                                                                                                 13
                                        Data Analysis

Table 2 shows the values of overall job satisfaction based on the number of years of experience
that the employees have. From this data it can be inferred that higher experience leads to a higher
level of job satisfaction.


                               Table 2: Overall Satisfaction VS Experience

                         Overall Job Satisfaction based on Experience (in years)
                1-2                                 2-5                               >5
                3.3                                 3.2                               3.8




Table 3 shows the minimum, maximum, mean and standard deviation for the all the categories
along with the overall satisfaction.

                                       Table 3: Descriptive Statistics


                                                                                              Std.
                                               N               Minimum   Maximum   Mean     Deviation
    REWARD AND                                            59         1         4     2.86       .726
    RECOGNITION
    PERSONAL DEVELOPMENT                                  59       2.2       4.6    3.475      .7655
    WORKING DURATION                                      59       2.5       4.1    3.119      .4792
    RELATIONSHIP                                          59       2.7       4.6    3.819      .5902
    DIVERSIFICATION                                       59         3         5     3.48       .583
    JOB SECURITY                                          59       2.0       4.5    3.288      .6771
    OVERALL SATISFACTION                                  59       2.2       4.7    3.600      .7633
    Valid N (listwise)                                    59



Fig 1 shows the means plotted for all the factors which are considered for job satisfaction. Here,
it can be observed, that the mean for personal development and diversification is closest to the
mean for overall satisfaction score.



                                                                                                        14
                       4.50                                           3.8
                       4.00               3.5                                  3.5                      3.6
                                                      3.1                                3.
                       3.50       2.9
                       3.00
                       2.50
                       2.00
                       1.50
                       1.00
                        .50
                        .00




                              Fig1: Graph showing Mean for various factors



Tables 4 & 5 shows the model summary and ANOVA analysis respectively, with overall
satisfaction as the dependent variable and rewards & recognition, personal development,
relationship, working duration, diversification and job security as the independent variables.




                                          Table 4: Model Summary

                                                  Std.                               Change Statistics
                                   Adjusted     Error of           R
                         R            R           the            Square        F                                          Sig. F
Model        R         Square       Square      Estimate         Change      Change           df1             df2        Change
                  a
1            .926         .857         .761        .3731            .857       8.965                6               52       .002




                                                Table 5: ANOVAb

                                        Sum of                           Mean
               Model                    Squares             df          Square         F            Sig.
                                                                                                          a
               1          Regression      7.487                   6       1.248        8.965         .002

                          Residual            1.253              52         .139
                          Total               8.740              58


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Table 6, shows that all the factors considered for the study i.e. Rewards & Recognition,
Personal Development, relationship, working duration, diversification and job security are
significant in determining the overall job satisfaction of the employee.


Here for Regression Analysis, overall satisfaction is the dependent variable and rewards &
recognition, personal development, relationship, working duration, diversification and job
security are the independent variables.



                                          Table 6: Coefficientsa


                                            Unstandardized     Standardized
                                             Coefficients      Coefficients
                                                      Std.
           Model                             B        Error        Beta        t       Sig.
           1       (Constant)                .465       .860                   .541     .602
                   REWARD AND                 .321      .183           .305   1.751     .114
                   RECOGNITION
                   PERSONAL                   .772      .221           .774   3.497     .007
                   DEVELOPMENT
                   WORKING                   -.195      .239          -.122    -.815    .436
                   DURATION
                   RELATIONSHIP               .587      .251           .454   2.343     .044
                   DIVERSIFICATION           -.269      .225          -.205   -1.193    .264
                   JOB SECURITY              -.355      .248          -.315   -1.434    .185



From the beta values we can conclude that there exists a positive correlation (direct
proportionality) between rewards and overall satisfaction, personal development and overall job
satisfaction, relationship and overall job satisfaction. There exists a negative correlation (inverse
proportionality) between working duration and overall job satisfaction, diversification and
overall job satisfaction, job security and overall job satisfaction. The positive correlation between
rewards and job satisfaction is a result of the fact that, the more rewards and recognition that
employee gets it helps him to perform better and thereby instill a sense of satisfaction in him that
his work is being recognized thereby contributing to overall job satisfaction. The positive
correlation between relationship and job satisfaction could be a result of relax mindset, better
team work and proper communication of problems and thereby faster solutions all of which are a
result of having better relationship with peers and higher authority. Then there is the obvious

                                                                                                  16
factor of personal development which is what any employee will look for in his jobs, so the more
the employee feels he is having an addition to his skills and thereby to his development the more
satisfied he will be doing the work. This negative correlation between jobs security and job
satisfaction could be due to the fact that that if people are more secured in their jobs they tend to
lose a bit of motivation to do the job and this will have an impact on the satisfaction they drive
from the kind of work they do. The negative correlation between working duration and job
satisfaction could be due to the fact that when employees work in different timings there could
be a problem of co-ordination and also the employees might feel that the division of work is not
appropriate leading to a dissatisfaction amount the employees, plus most people prefer to have a
fixed schedule each day and might not prefer frequently changing work timings so that could
also be a reason for the negative correlation between working duration and job satisfaction.




Tables 7.1, 7.2, 7.3, 7.4, 7.5, 7.6 shows the correlation of each factor with the overall job
satisfaction.
Refer Appendix A for the interpretation of degree of Karl Pearson correlation coefficient.
Table 7.1 shows the Karl Pearson correlation coefficient for reward & recognition and overall
satisfaction. As observed from the table, reward & recognition has moderate degree of
correlation with overall job satisfaction. This reflects that reward & recognition will moderately
effect the overall job satisfaction of the employee
                     Table 7.1: Reward & Recognition and Overall Satisfaction



                                                   REWARD AND            OVERALL
                                                   RECOGNITION         SATISFACTION
                                                                                    **
                    REWARD AND       Pearson                 1                 .676
                    RECOGNITION      Correlation

                                     Sig. (2-                                    .004
                                     tailed)
                                     N                        59                   59
                                                                  **
                    OVERALL          Pearson               .676                     1
                    SATISFACTION     Correlation


                                     Sig. (2-               .004
                                     tailed)
                                     N                        59                   59


                                                                                                  17
Table 7.2 shows the Karl Pearson correlation coefficient for personal development and overall
satisfaction. As observed from the table, personal development has high degree of correlation
with overall job satisfaction. This reflects that personal development will highly effect the
overall job satisfaction of the employee.



                     Table 7.2: Personal Development and Overall Satisfaction



                                                      OVERALL           PERSONAL
                                                    SATISFACTION       DEVELOPMENT
                                                                                   **
                 OVERALL          Pearson                      1              .801
                 SATISFACTION     Correlation

                                  Sig. (2-tailed)                                .000

                                  N                           59                  59
                                                                  **
                 PERSONAL         Pearson                  .801                    1
                 DEVELOPMENT      Correlation


                                  Sig. (2-tailed)           .000

                                  N                           59                  59




Table 7.3 shows the Karl Pearson correlation coefficient for working duration and overall
satisfaction. As observed from the table, working duration has moderate degree of correlation
with overall job satisfaction. This reflects that working duration will moderately effect the
overall job satisfaction of the employee.




                                                                                          18
                        Table 7.3: Working duration and Overall Satisfaction



                                                        OVERALL        WORKING
                                                      SATISFACTION     DURATION
                      OVERALL          Pearson                   1          .339
                      SATISFACTION     Correlation

                                       Sig. (2-                               .199
                                       tailed)
                                       N                         59             59
                      WORKING          Pearson                 .339              1
                      DURATION         Correlation


                                       Sig. (2-                .199
                                       tailed)
                                       N                         59             59




Table 7.4 shows the Karl Pearson correlation coefficient for relationship and overall satisfaction.
As observed from the table, relationship has moderate degree of correlation with overall job
satisfaction. This reflects that relationship will moderately effect the overall job satisfaction of
the employee.

                          Table 7.4: Relationship and Overall Satisfaction

                                                       OVERALL
                                                     SATISFACTION     RELATIONSHIP
                                                                                   **
                    OVERALL          Pearson                    1             .656
                    SATISFACTION     Correlation
                                     Sig. (2-                                    .006
                                     tailed)
                                     N                         59                    59
                                                                 **
                    RELATIONSHIP     Pearson                .656                      1
                                     Correlation
                                     Sig. (2-                .006
                                     tailed)
                                     N                         59                    59



Table 7.5 shows the Karl Pearson correlation coefficient for diversification and overall
satisfaction. As observed from the table, diversification has low degree of correlation with
overall job satisfaction. This reflects that diversification will not effect the overall job
satisfaction of the employee in a major way.
                                                                                                 19
                         Table 7.5: Diversification and Overall Satisfaction


                                                        OVERALL
                                                      SATISFACTION     DIVERSIFICATION
               OVERALL             Pearson                       1                 .296
               SATISFACTION        Correlation

                                   Sig. (2-tailed)                                   .265

                                   N                             59                   59
               DIVERSIFICATION     Pearson                    .296                     1
                                   Correlation


                                   Sig. (2-tailed)            .265

                                   N                             59                   59




Table 7.6 shows the Karl Pearson correlation coefficient for job security and overall satisfaction.
As observed from the table, for job security has moderate degree of correlation with overall job
satisfaction. This reflects that for job security will moderately effect the overall job satisfaction
of the employee.

                           Table 7.6: Job Security and Overall Satisfaction

                                                        OVERALL          JOB
                                                      SATISFACTION     SECURITY
                                                                                *
                       OVERALL          Pearson                  1         .525
                       SATISFACTION     Correlation
                                        Sig. (2-                              .037
                                        tailed)
                                        N                       59             59
                                                                   *
                       JOB SECURITY     Pearson               .525              1
                                        Correlation
                                        Sig. (2-              .037
                                        tailed)
                                        N                       59             59




                                                                                                  20
The below graph shows coefficient of correlation for various factors affecting job satisfaction.

                    0.9               0.8
                    0.8     0.7                            0.7
                    0.7
                    0.6                                                         0.5
                    0.5
                    0.4                          0.3                  0.3
                    0.3
                    0.2
                    0.1
                      0




                 Fig2: Graph showing coefficient of correlation for various factors




                                                                                                   21
                    Discussion and Recommendation
We have found from the values of correlation coefficient that Rewards and Recognition.
Personal Development, Relationship and Job security are significant parameters that affect Job
Satisfaction, while the other two factors working duration and Diversification have a moderate
level of significance. There exists an inverse proportionality between working duration and
overall job satisfaction, diversification and overall job satisfaction, job security and overall job
satisfaction. The direct variation between rewards and job satisfaction is a result of the fact that,
the more rewards and recognition that employee gets it helps him to perform better and thereby
instill a sense of satisfaction in him that his work is being recognized thereby contributing to
overall job satisfaction. The direct proportionality between relationship and job satisfaction could
be a result of relax mindset, better team work and proper communication of problems and
thereby faster solutions all of which are a result of having better relationship with peers and
higher authority. Then there is the obvious factor of personal development which is what any
employee will look for in his jobs, so the more the employee feels he is having an addition to his
skills and thereby to his development the more satisfied he will be doing the work. The negative
correlation between jobs security and job satisfaction could be due to the fact that that if people
are more secured in their jobs they tend to lose a bit of motivation to do the job and this will have
an impact on the satisfaction they drive from the kind of work they do. The inverse
proportionality between working duration and job satisfaction could be due to the fact that when
employees work in different timings there could be a problem of co-ordination and also the
employees might feel that the division of work is not appropriate leading to a dissatisfaction
amount the employees, plus most people prefer to have a fixed schedule each day and might not
prefer frequently changing work timings so that could also be a reason for the negative
correlation between working duration and job satisfaction.
Now from an organizational point of view it is important to lay emphasis on the significant
parameters and make sure that these factors are taken care of to have high level of job
satisfaction among the employees, at the same time the moderately significant parameters should
not be neglected. From this study of ours we have found the various parameters that can affect
job satisfaction and how the employer must make sure on what factors to target to maintain the
motivation level of employees and thereby imbibe a feeling of job satisfaction among them.


                                                                                                  22
                                   References

1. http://www.statisticssolutions.com/pearson's-correlation-coefficient
2. Robbins, S.P., Judge, T.A. & Sanghi, S. (2009), Organizational Behavior. 13 th ed. Pearson
   Education, Prentice Hall




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                                              Appendix

   Appendix A
   Interpretation of Degree of Correlation:

1. Perfect correlation: If Pearson’s correlation coefficient value is near ± 1, then it said to be a
   perfect correlation.
2. High degree of correlation: If Pearson’s correlation coefficient value lies between ± 0.75 and ±
   1, then it is said to be a high degree of correlation.
3. Moderate degree of correlation: If Pearson’s correlation coefficient value lies between ± 0.25
   and ± 0.75, then it is said to be moderate degree of correlation.
4. Low degree of correlation: When Pearson’s correlation coefficient value lies between 0 and ±
   0.25, then it is said to be a low degree of correlation.
5. No correlation: When Pearson’s correlation coefficient value lies around zero, then there is no
   correlation.




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