Abstract:
This research is conducted focusing on the employees at “XYZ (Pvt) Ltd” a furniture
manufacturing industry which operate in Ragama, to investigate the factors affecting increased
level of Employee Overtime. Employee Overtime was taken as the dependent variable of the
study while Workload, Tight Deadlines, Resource Allocation and Poor Planning were taken as
independent variables.
The objective of the study is to identify the factors affecting increased level of Employee
Overtime and to analyze the relationship between identified factors and employee overtime while
recommending solutions to manage increased level of employee overtime related issues in the
organization.
The hypotheses have made out where the null hypothesis described independent variables have
no impact on the dependent variable whereas the alternative hypothesis described all the
independent variables have an impact on the dependent variable. The research is out in
accordance to the Research Onion Model. Methodology is used throughout the research of 100
employees from the company have been selected from simple random sampling and data is
collected throughout questionnaire under primary data collection methods and data is collected
from company records under secondary data collection methods. Data is analyzed under
quantitative methods.
All the hypotheses were in the analysis and finally the entire null hypothesis was rejected while
the alternative hypotheses were accepted. Hence, the final result was generated as all the
independent variables of this research study have an impact on dependent variable. From the
analysis conducted by researcher, findings of the study showed that the Tight Deadlines as main
factor which has the most impact of employee overtime (P=0.001 & R Square=36.8%).
Consequently, the researcher confirmed through the research results that idependent variables
selected in the research has an impact on employee overtime and those are the main reasons to
the increase of overtime of the employees in XYZ (Pvt) Ltd in Ragama.
