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\title{An Empirical Study on Assessment of Personnel's Efficiency}
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             \author[1]{Prof. Dr. A. Ananda  Kumar}

             \affil[1]{  Rajiv Gandhi Arts and Science College Puducherry, India}

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\date{\small \em Received: 8 December 2016 Accepted: 31 December 2016 Published: 15 January 2017}

\maketitle


\begin{abstract}
        


Efficiency of personnel is to analyze the performance of human resources in the organization. Efficiency is one of the factors effective on the success of the organizations are their human resources which has directed effect on the productivity of the organizations. All types of organization should expect higher productivity by human resource. Hence the organization is trying to improve excellent efficiency of personnel. The aim of this paper is to evaluate employee?s job performance. And also the organization to understand the level of success rate during training programme. This research paper is to find the effects of personnel?s efficiency by using various statistical tools through SPSS software.

\end{abstract}


\keywords{personnel, organization, efficiency, training.}

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\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
he work of a personnel department deals specifically with procuring, hiring, training, placing, utilizing and maintaining an effective work force that will aid in the accomplishment of the firms objectives this does not mean to imply that other members of the management team do not have a part in the management and development of personnel to the country the responsibility for good personnel administration rest one very supervisor and manager in the organization personnel management is not a oneman responsibility nor can it ever be achieved by one individual it is a corporate, cooperative Endeavour that should stem from a common feeling and concept and should progress in a unified coordinated manner.\par
Efficiency of personnel is to analyze the performance of an human resources in the organization. Efficiency is one of the factors effecting on the success of the organizations are their human resources which has directed effect on the productivity of the organizations. For this reason, performance of human resources is very important. The performance of the personnel not only is summarized in the general concepts of productivity and effectiveness, but also different aspects are effective in performance. Without measurement, there will not be a basis for judgment and comment and assessment. This study is entitled with "Assessment of Personnel Efficiency Towards Prince Park Farm House Pvt. Ltd., The paper is to understand the existing efficiency level of each employee in the organization. 
\section[{II.}]{II.}\par
Review of Literature "According to Shiravizadeh (2009) with his colleagues measured and analyzed the personnel with the use of data envelope analysis. They considered each one of the personnel as a decision making unit with inputs and outputs. "In 2008, Rezapour and Asefzadeh in a study entitled "study of the economic efficiency of training medical centers affiliated to Qazvin University of Medical Sciences during the years 1998 to 2007, estimated the average technical, management and scale efficiency to be 0.90, 0.96 and 0.93, respectively.\par
"In the logic of the RBV, HR practices can configure a firm toward the acquisition, retention, and mobilization of human capital resources  {\ref (Lado \& Wilson, 1994)}. MHR practices differ from more generic sets of HR practices (e.g., benefits, paid vacation) because scholars argue that they influence employees' actions by aligning their goals with those of the organization and also by enhancing the employees' capacity to pursue those goals (Appelbaum, Bailey, Berg, \&  {\ref Kalleberg, 2000;} {\ref Gardner et al., 2011;} {\ref Huselid, 1995;} {\ref Subramony, 2009;} {\ref Wright \& Snell, 1998)}. MHR practices also conceptually differ from high-performance work systems (HPWSs) in that HPWSs focus on a broader and a more heterogeneous set of HR practices that can also include skill-enhancing practices designed to increase the knowledge, skills, and abilities of a workforce via training or selection  {\ref (Jiang et al., 2012)}."\par
"Borman and Motowidlo (1993) divided performance into task and contextual performance. Task performance was defined as the effectiveness with which job incumbents perform activities that contribute to the organization's technical core. On the other hand, (2) job dedication, includes "self-disciplined, motivated acts such as working hard, taking initiative, and following rules to support organizational objectives"  {\ref (Van Scotter and Motowidlo, 1996: p.525}  
\section[{Need for the Study}]{Need for the Study}\par
1. The study helps to check the effective evaluation towards employee's job performance. 2. It is needed to ensure that employees reach organizational standards and objectives. 3. To determine the present and future effectiveness of job performance of an employee. 4. To study will know about employee involvement towards the jobs and organization. 5. It is helps to understand the level of success rate of the training process.\par
IV. 
\section[{Scope of the Study}]{Scope of the Study}\par
This study was carried out to define how the employees Personnel Efficiency in the organization is looking for doing the same, in addition what type of training should be used to improve Personnel's efficiency effectively. To conduct this research will help of certain tools were taken such as journals, net search, filling up of questionnaires and direct interactions with the higher designations of the organization.\par
V. 
\section[{Objectives of the Study}]{Objectives of the Study}\par
1. To understand the current status of the personnel's efficiency level of the organization. 2. To find the satisfaction level of training provide by the organization. 3. To determine the satisfaction level of an personnel in organization. 4. To provide a valuable suggestion to improve the personnel efficiency.\par
VI. 
\section[{Research Methodology}]{Research Methodology}\par
Research Methodology is the various procedures, schemes. Algorithms used in a scientific and systematic search for pertinent information on a specific topic. The data which are collected a fresh for the first time and thus happen to be original in character is called primary data. The primary data was collected from the customers through a well structured questionnaire. Respondent has filled the questionnaire. The data which have already been collected and analyzed by someone else is called secondary data. The secondary data was used mainly to support primary data. Company profile, website, magazines, articles were used widely. Target respondents are employee of Prince Park Farmhouse. The sample size for this study is 60. In this study Simple Random Sampling without Replacement is used.\par
The questionnaire which is used in this study is constructed using 5-point Likert scale (Strongly disagree to strongly agree) and the questions are in the form of the statements Demographic profile of the respondents, Personnel Efficiency related statements are included in this questionnaire.\par
The tools used for Data analysis are factor analysis, ANOVA, Cluster analysis, Chi-square. The Data collected are analyzed using the statistical software SPSS 16.0. 
\section[{VII.}]{VII.} 
\section[{Reliability Test}]{Reliability Test}\par
The test of reliability is another important test of sound measurement. A measuring instrument is reliable if it provides consistent results. A reliable measuring instrument does contribute to the validity. Reliability test has been done using the statistical software SPSS version 16.0. The reliability of the questionnaire is verified using the value of Cronbach's Alpha value 
\section[{a) Reliability Test for Data Collection Instrument}]{a) Reliability Test for Data Collection Instrument}\par
The Personnel Efficiency cronbach alpha is 0.602 which are well above the threshold value of 0.6. Hence the research instrument is reliable. .604 I have workloads that allow me to do an excellent job.\par
.578 My relationship with my supervisor is a friendly one.\par
.567 There is a two-way communication between employer and employee.\par
.598 My Organization communicates effectively and in a timely manner to its employees.\par
.592 I feel convenient with my co-workers and feel free to share my ideas.\par
.580 I am respected as individual.\par
.581 My organization shares information with others who should know it.\par
.618 I receive adequate training to do my work well.\par
.591 I am satisfied with the opportunities I get to use my skills.\par
.605 The management to importance to cost-Effective training.\par
.619\par
VIII. 
\section[{Analysis of Data and Interpretation a) Factorisation of Items in Personnel Efficiency}]{Analysis of Data and Interpretation a) Factorisation of Items in Personnel Efficiency}\par
The Personnel efficiency variable is consisting of 25 statements. It is very difficult to analyze the interpretation of those statements. In order to reduce those statements we have been used factor analysis. It will separate those statements into similar or same group statements. The Kaiser-Meyer-Olkin measure of sampling adequacy and Bartlett's test for sphericity is used to test the sample adequacy for applying factor analysis. Kaiser recommends values greater than 0.5 as acceptable. Since the value is 0.694, it is a good value and hence we are confident that factor analysis could be appropriate for these data. The Bartlett's test of sphericity is significant, hence the R-matrix is not an identity matrix. It reveals that there is some relationship between variables and therefore the factor analysis is appropriate for these data. Before going for factor analysis, suitability of data for the purpose of factor analysis has to be tested. KMO test and Bartlett's test are two such tests. The value of KMO of 0.365 indicates that a factor analysis is useful for the present data. Bartlett's test of Sphericity indicates whether the correlation matrix is an identity matrix, which would indicate that the variables are unrelated. The significance level gives the result of the test. Here, the significant value is 0.000 which indicates that there exist significant relationships among the variables. The resultant value of KMO test and Bartlett's test indicate that the present data is useful for factor analysis.\par
The training methods focus on developing team work and leadership skills.\par
.587 0.602 The induction training is a well planned exercise in the organization.\par
.612 The organization considers training as a part of organizational strategy.\par
.614 I am encouraged to achieve more and develop my potential.\par
.585 Work recognition motivates me towards job.\par
.582 Performance management helps me to develop the skills and capabilities of my employees.\par
.600\par
Performance management helps me to motivate my employees.\par
.564 I think people especially my superiors appreciate the work I do.\par
.588 Is that the Organization helps to improve the competency level of an employees.\par
.585\par
Is that the Organization helps to develop the interpersonal skill among the employees.\par
.594\par
Is that the Organization helps to provide a complete work knowledge to the employees.\par
.589\par
Is that the Organization helps to increase the living standards among the employees.\par
.595\par
Is that the Organization creates the properwork infrastructure to the employees.\par
.587 I am satisfied with my existing job.\par
.587 
\section[{Global Journal of Management and Business Research}]{Global Journal of Management and Business Research}\par
Volume XVII Issue VII Version I Year ( )A Table 8.2: Total Variance Explained for Factorization\par
From the 25 statements only 9 statements have Eigen values more than 1. This means that these 5 statements can be used to explain maximum variance in the characteristics of people. The total variance accounted by all the three factors is 74.337 percent. This means that significant amount of variance is explained by the reduced three factors alone. Therefore, it is better to take three variables alone for further analysis. Among the three factors, the first factor accounts for around 12 percent of variance. 0.9 
\section[{Self Determination}]{Self Determination}\par
Is that the Organization helps to increase the living standards among the employees.\par
0.9\par
Is that the Organization helps to provide complete working knowledge to the employees.\par
-0.5\par
From the rotated component matrix it is clear that the first factor is having five statements, the second factor is having three statements and the third factor is having three statements, and fifth factor is having three statements, and sixth factor is having two statement, and seventh factor is having three statement, and eighth factor is having one statement, and ninth factor is having two statement. 
\section[{Table 8.4: Group Ranking For Personnel Efficiency Factor}]{Table 8.4: Group Ranking For Personnel Efficiency Factor}\par
The highest mean score of the variable is 2.84 and the lowest mean score is 2.60 for the variable. When we ranking to the factors Job Performance and Self Determination (2.84) are in the first rank, the employee gave more importance to the performance of the job and also their determination towards goal. The Personnel management (2.78) is in the second rank, it helps to develop the skills and capabilities of an employee. So it is second rank. The Work infrastructure and job security  {\ref (2.75)}  From the above table, k-means cluster analysis is used to categories Personnel efficiency into three cluster, findings of this analysis are taken from the cluster analysis, the results are 7.18\% of the personnel efficiency variables belongs to the less efficiency with the cluster III which have 43 respondents, 7.22\% of the personnel efficiency variables belongs to the moderately efficiency with the cluster II which have 1 respondents, 8.53\% of the personnel efficiency variables belongs to the highly efficiency with the cluster I which have 16 respondents. The ANOVA table indicates that there exists a significant difference among all the three clusters. The significant value for all the factors is less than 0.05. This means that the all factors have significant contribution except employee perception, job security and personnel management and dividing employees into 3 segments based on the Personnel efficiency.  
\section[{Suggestion and Recommendation}]{Suggestion and Recommendation}\par
These results show that the Job Performance and Self Determination factor is better in this company so that keep the company should need to maintain this performance properly. The company has to concentrate in Personnel Management in order to improve the work efficiency. They need to provide the Job Training process in order to improve the job performance of an employee in the organization.  
\section[{X.}]{X.} 
\section[{Conclusion}]{Conclusion}\begin{figure}[htbp]
\noindent\textbf{71} \par 
\begin{longtable}{P{0.46484375\textwidth}P{0.23906249999999998\textwidth}P{0.14609375\textwidth}}
Statement\tabcellsep Cronbach's Alpha if Item Deleted\tabcellsep Cronbach's Alpha Value\\
I am satisfied with my existing job.\tabcellsep .587\tabcellsep \\
I feel my job is secured.\tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_1}Table 7 . 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{81} \par 
\begin{longtable}{P{0.547457627118644\textwidth}P{0.17288135593220338\textwidth}P{0.12966101694915255\textwidth}}
\multicolumn{2}{l}{Kaiser-Meyer-Olkin Measure of Sampling Adequacy.}\tabcellsep .365\\
\tabcellsep Approx. Chi-Square\tabcellsep 684.114\\
Bartlett's Test of\tabcellsep \tabcellsep \\
Sphericity\tabcellsep Df\tabcellsep 300\\
\tabcellsep Sig.\tabcellsep .000\end{longtable} \par
 
\caption{\label{tab_2}Table 8 . 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{83} \par 
\begin{longtable}{P{0.012846347607052897\textwidth}P{0.09777497900923593\textwidth}P{0.034256926952141054\textwidth}P{0.25264483627204026\textwidth}P{0.12275398824517213\textwidth}P{0.08207388748950462\textwidth}P{0.012846347607052897\textwidth}P{0.031402183039462635\textwidth}P{0.0007136859781696054\textwidth}P{0.03925272879932829\textwidth}P{0.08778337531486145\textwidth}P{0.034256926952141054\textwidth}P{0.03925272879932829\textwidth}P{0.0007136859781696054\textwidth}P{0.0007136859781696054\textwidth}P{0.0007136859781696054\textwidth}}
Component\tabcellsep Total\tabcellsep \multicolumn{3}{l}{Initial Eigen values \%of Variance Cumulative \%}\tabcellsep \multicolumn{5}{l}{Extraction Sums of Squared Loadings Total \% of Variance Cumulative \%}\tabcellsep Rotation Sums of Squared Loadings Total \% of Variance Cumulative \%\\
1\tabcellsep 3.492\tabcellsep \tabcellsep 13.968\tabcellsep 13.968\tabcellsep 3.492\tabcellsep \multicolumn{2}{l}{13.968}\tabcellsep \tabcellsep 13.968\tabcellsep 2.900\tabcellsep 11.602\tabcellsep 11.602\\
2\tabcellsep 3.067\tabcellsep \tabcellsep 12.269\tabcellsep 26.237\tabcellsep 3.067\tabcellsep \multicolumn{2}{l}{12.269}\tabcellsep \tabcellsep 26.237\tabcellsep 2.825\tabcellsep 11.301\tabcellsep 22.903\\
3\tabcellsep 2.812\tabcellsep \tabcellsep 11.246\tabcellsep 37.483\tabcellsep 2.812\tabcellsep \multicolumn{2}{l}{11.246}\tabcellsep \tabcellsep 37.483\tabcellsep 2.251\tabcellsep 9.003\tabcellsep 31.906\\
4\tabcellsep 2.167\tabcellsep \tabcellsep 8.666\tabcellsep 46.149\tabcellsep 2.167\tabcellsep \tabcellsep 8.666\tabcellsep \tabcellsep 46.149\tabcellsep 1.974\tabcellsep 7.898\tabcellsep 39.804\\
5\tabcellsep 1.755\tabcellsep \tabcellsep 7.021\tabcellsep 53.170\tabcellsep 1.755\tabcellsep \tabcellsep 7.021\tabcellsep \tabcellsep 53.170\tabcellsep 1.918\tabcellsep 7.671\tabcellsep 47.475\\
6\tabcellsep 1.528\tabcellsep \tabcellsep 6.114\tabcellsep 59.284\tabcellsep 1.528\tabcellsep \tabcellsep 6.114\tabcellsep \tabcellsep 59.284\tabcellsep 1.825\tabcellsep 7.298\tabcellsep 54.774\\
7\tabcellsep 1.463\tabcellsep \tabcellsep 5.853\tabcellsep 65.137\tabcellsep 1.463\tabcellsep \tabcellsep 5.853\tabcellsep \tabcellsep 65.137\tabcellsep 1.692\tabcellsep 6.767\tabcellsep 61.541\\
8\tabcellsep 1.284\tabcellsep \tabcellsep 5.136\tabcellsep 70.273\tabcellsep 1.284\tabcellsep \tabcellsep 5.136\tabcellsep \tabcellsep 70.273\tabcellsep 1.617\tabcellsep 6.467\tabcellsep 68.008\\
9\tabcellsep 1.016\tabcellsep \tabcellsep 4.063\tabcellsep 74.337\tabcellsep 1.016\tabcellsep \tabcellsep 4.063\tabcellsep \tabcellsep 74.337\tabcellsep 1.582\tabcellsep 6.329\tabcellsep 74.337\\
\tabcellsep .858\tabcellsep \tabcellsep 3.432\tabcellsep 77.769\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .806\tabcellsep \tabcellsep 3.226\tabcellsep 80.995\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .766\tabcellsep \tabcellsep 3.064\tabcellsep 84.059\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .655\tabcellsep \tabcellsep 2.619\tabcellsep 86.678\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .615\tabcellsep \tabcellsep 2.459\tabcellsep 89.138\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .538\tabcellsep \tabcellsep 2.151\tabcellsep 91.288\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .399\tabcellsep \tabcellsep 1.594\tabcellsep 92.883\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .381\tabcellsep \tabcellsep 1.522\tabcellsep 94.405\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .342\tabcellsep \tabcellsep 1.369\tabcellsep 95.774\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .272\tabcellsep \tabcellsep 1.086\tabcellsep 96.860\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .231\tabcellsep \tabcellsep .925\tabcellsep 97.786\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .187\tabcellsep \tabcellsep .748\tabcellsep 98.534\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .158\tabcellsep \tabcellsep .630\tabcellsep 99.164\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .099\tabcellsep \tabcellsep .397\tabcellsep 99.561\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .060\tabcellsep \tabcellsep .242\tabcellsep 99.802\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep .049\tabcellsep \tabcellsep .198\tabcellsep 100.000\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Component\\
\tabcellsep Factors\tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{Variables Description}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep 1\tabcellsep 2\tabcellsep 3\tabcellsep 4\tabcellsep 5\tabcellsep 6\tabcellsep 7\tabcellsep 8\tabcellsep 9\\
\tabcellsep \tabcellsep \tabcellsep \multicolumn{4}{l}{There is a two-way communication between employer and employee.}\tabcellsep 0.8\tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \multicolumn{3}{l}{I am satisfied with my existing job.}\tabcellsep \tabcellsep 0.7\tabcellsep \tabcellsep \\
\tabcellsep \multicolumn{2}{l}{Job Satisfaction}\tabcellsep \multicolumn{4}{l}{I have workloads that allow me to do an excellent job.}\tabcellsep 0.6\tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \multicolumn{4}{l}{My Organization communicates}\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \multicolumn{4}{l}{effectively and in a timely manner to}\tabcellsep -0.6\tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{its employees.}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_3}Table 8 . 3 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{85} \par 
\begin{longtable}{P{0.85\textwidth}}
are in third rank it tells about the\\
working environment. The job satisfaction (3.62) is in\\
fourth rank. The personnel skills and development (2.61)\\
is in fifth rank and job training and employee perception\\
(2.60) is in last rank.\end{longtable} \par
 
\caption{\label{tab_4}Table 8 . 5 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{86} \par 
\begin{longtable}{P{0.34678492239467845\textwidth}P{0.11873614190687361\textwidth}P{0.01696230598669623\textwidth}P{0.057483370288248334\textwidth}P{0.05559866962305987\textwidth}P{0.025443458980044346\textwidth}P{0.09988913525498892\textwidth}P{0.044290465631929045\textwidth}P{0.08481152993348115\textwidth}}
FACTORS\tabcellsep \tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{Cluster}\tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep 1\tabcellsep \tabcellsep \tabcellsep 2\tabcellsep \tabcellsep 3\tabcellsep \tabcellsep \\
Job satisfaction\tabcellsep \multicolumn{2}{l}{15.94}\tabcellsep \tabcellsep \multicolumn{2}{l}{12.63}\tabcellsep 10.00\tabcellsep \tabcellsep \\
Job performance\tabcellsep \multicolumn{2}{l}{10.31}\tabcellsep \tabcellsep 8.00\tabcellsep \tabcellsep 3.00\tabcellsep \tabcellsep \\
Job training\tabcellsep \multicolumn{2}{l}{7.94}\tabcellsep \tabcellsep 7.65\tabcellsep \tabcellsep 13.00\tabcellsep \tabcellsep \\
Personnel skills \& development\tabcellsep \multicolumn{2}{l}{8.94}\tabcellsep \tabcellsep 7.42\tabcellsep \tabcellsep 8.00\tabcellsep \tabcellsep \\
Work infrastructure\tabcellsep \multicolumn{2}{l}{8.88}\tabcellsep \tabcellsep 7.95\tabcellsep \tabcellsep 12.00\tabcellsep \tabcellsep \\
Employee perception Job security\tabcellsep \multicolumn{2}{l}{5.81 9.25}\tabcellsep \tabcellsep 4.95 7.91\tabcellsep \tabcellsep 7.00 7.00\tabcellsep \tabcellsep Year\\
Personnel management\tabcellsep \multicolumn{2}{l}{3.06}\tabcellsep \tabcellsep 2.72\tabcellsep \tabcellsep 1.00\tabcellsep \tabcellsep \\
Self determination Average No. of. Cases\tabcellsep \multicolumn{2}{l}{6.62 8.53 16}\tabcellsep \tabcellsep 5.37 7.18 43\tabcellsep \tabcellsep 4.00 7.22 1\tabcellsep \tabcellsep Volume XVII Issue VII Version I\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep ( ) A\\
FACTORS Job Satisfaction Job Performance Job Training Personnel Skills \& Development Work Infrastructure Employee Perception Job Security\tabcellsep Cluster Mean Square 69.975 46.748 14.139 13.465 12.038 5.919 11.311\tabcellsep Df 2 2 2 2 2 2 2\tabcellsep Mean Square 2.263 2.341 1.240 1.323 1.292 2.111 1.450\tabcellsep Error\tabcellsep Df 57 57 57 57 57 57 57\tabcellsep F 30.923 19.969 11.399 10.179 9.316 2.804 7.803\tabcellsep Sig. .000 .000 .000 .000 .000 .069 .001\tabcellsep Global Journal of Management and Business Research\\
Personnel Management\tabcellsep 2.297\tabcellsep 2\tabcellsep .800\tabcellsep \tabcellsep 57\tabcellsep 2.872\tabcellsep .065\tabcellsep \\
Self Determination\tabcellsep 10.593\tabcellsep 2\tabcellsep .909\tabcellsep \tabcellsep 57\tabcellsep 11.658\tabcellsep .000\tabcellsep \end{longtable} \par
 
\caption{\label{tab_5}Table 8 . 6 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{87} \par 
\begin{longtable}{P{0.36875\textwidth}P{0.0796875\textwidth}P{0.24531249999999996\textwidth}P{0.15625\textwidth}}
Demographic Profile\tabcellsep Chi-Square\tabcellsep Significance\tabcellsep Result\\
\tabcellsep Value\tabcellsep \tabcellsep \\
Gender\tabcellsep 4.468\tabcellsep 0.107\tabcellsep Not Associated\\
Age\tabcellsep 4.061\tabcellsep 0.398\tabcellsep Not Associated\\
Education\tabcellsep 13.942\tabcellsep 0.03\tabcellsep Associated\\
Marital Status\tabcellsep 2.75\tabcellsep 0.601\tabcellsep Not Associated\\
Work Experience\tabcellsep 4.374\tabcellsep 0.822\tabcellsep Not Associated\\
Salary\tabcellsep 6.337\tabcellsep 0.609\tabcellsep Not Associated\\
Designation\tabcellsep 14.245\tabcellsep 0.076\tabcellsep Not Associated\\
\multicolumn{2}{l}{It is inferred that demographic variables like}\tabcellsep \multicolumn{2}{l}{(0.076) has no association with different cluster and}\\
\multicolumn{2}{l}{Gender (0.107), Age (0.398), Marital Status (0.601),}\tabcellsep \multicolumn{2}{l}{Education (0.030) has association with different clusters.}\\
\multicolumn{2}{l}{Work Experience (0.822), Salary (0.609) and designation}\tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_6}Table 8 . 7 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{88} \par 
\begin{longtable}{P{0.371875\textwidth}P{0.053125\textwidth}P{0.2921875\textwidth}P{0.0265625\textwidth}P{0.10625\textwidth}}
Sum of Squares\tabcellsep Df\tabcellsep Mean Square\tabcellsep F\tabcellsep Sig.\end{longtable} \par
 
\caption{\label{tab_7}Table 8 . 8 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{89} \par 
\begin{longtable}{P{0.4306666666666667\textwidth}P{0.41933333333333334\textwidth}}
The above table infers that, Personnel efficiency\tabcellsep personnel management, self determination, Job\\
variables such as job satisfaction, job training,\tabcellsep performances, job security and work infrastructure are\\
employee perception, personnel skills and development,\tabcellsep not having any significant relationship with Age.\end{longtable} \par
 
\caption{\label{tab_8}Table 8 . 9 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{810} \par 
\begin{longtable}{P{0.371875\textwidth}P{0.053125\textwidth}P{0.2921875\textwidth}P{0.0265625\textwidth}P{0.10625\textwidth}}
Sum of Squares\tabcellsep df\tabcellsep Mean Square\tabcellsep F\tabcellsep Sig.\end{longtable} \par
 
\caption{\label{tab_9}Table 8 . 10 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{} \par 
\begin{longtable}{P{0.6227722772277228\textwidth}P{0.033663366336633666\textwidth}P{0.12623762376237624\textwidth}P{0.06732673267326733\textwidth}}
\multicolumn{4}{l}{Job Performances, Job Training, Personnel Skills \&}\\
Development,\tabcellsep Work\tabcellsep Infrastructure,\tabcellsep Employee\\
Perception,\tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_10}}\end{figure}
 			\footnote{© 2017 Global Journals Inc. (US)} 			\footnote{An Empirical Study on Assessment of Personnel's Efficiency} 			\footnote{© 2017 Global Journals Inc. (US) 1} 		 		\backmatter  			  				\begin{bibitemlist}{1}
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\end{document}
