employee morale[1]
TRANSCRIPT
A STUDY ON EMPLOYEE MORALE
AT ELGI EQUIPMENT LIMITED
COIMBATORE
A PROJECT REPORT
Submitted by
AMUDHA.S
Reg. No. 088001112007
Of
MAHARAJA ENGINEERING COLLEGE,Avinashi – 641654.
In partial fulfillment of the requirementsFor the award of the degree
Of
MASTER OF BUSINESS ADMINISTRATION
JULY, 2009
Faculty of Management Sciences
School of Management Studies
Anna University Coimbatore
BONAFIDE CERTIFICATE
This is to certify that the project work titled “A Study on
Employee Morale at ELGI Equipment limited, coimbatore” is the
bonafide work of AMUDHA.S, Reg no. 088001112007, who carried out
the same under my supervision. Certified further that to the best of my
knowledge the work reported herein does not form part of any other
project work or dissertation on the basis of which a degree or award
was conferred on an earlier occasion of this or any other candidate.
This project work is submitted to Anna University Coimbatore as
partial fulfillment of requirement for the award of degree of Master of
Business Administration.
_________________________________
Signature and Name of the Guide
__________________________________
Signature and Name of the Director/HOD
Submitted for the viva-voce examination held
on__________________________
__________________________ ________________________
(Signature of Internal Examiner with date) (Signature of External with date)
A C K N O W L E D G E M E N T
I extent my deep sense of gratitude and sincere thanks to our
chairman Thiru. K.PARAMASIVAM B.Sc., and correspondent
Thiru.P.SATHYAMOORTHY, B.E., M.B.A., M.S., of Maharaja Engineering
College, Avinashi for giving me an opportunity to be a student of this reputed
institution.
I express sincere respect and gratitude to our principal
Dr.N.KUPPUSAMY,M.E., Ph.D., MIF., for his valuable support in carrying out
my project work.
I am most grateful to Mr.A.V.HARIHARAN, M.B.A., M.Phil. Head of
the Department, Management Studies for her intellectual directions, constant
encouragement and gainful wishes. I extend my thanks to all other faculty
members of Maharaja Engineering College, Avinashi for their kind continued
encouragement.
I am greatly indebted to my research supervisor and guide
Mrs.S.KALYANI, M.B.A., M.Phil., P.G.D.C.A Lecturer, Maharaja Engineering
College, Avinashi for her expert guidance, committed support and valuable
insights at every stage of my research. I thank her profusely for all her
encouragement, advice and directions all through the course of my research
work.
I express my heartfelt gratitude to Mr.S.DAYAL KUMAR,
ASSISTANT DIVISIONAL INCHARGE, for allowing me to take up my project
in Parekh group pvt ltd, Chennai.
I also take extreme pleasure in thanking Mr.M.VIJAYASHEKARAN,
HR Manager, Parekh group Pvt Ltd , Chennai, for his constant support
throughout the project. I thank him profusely for all his encouragement,
advice, meticulous guidance and constructive criticisms at each and every
stage of this research.
CONTENTSDescription Page no.
ACKNOWLEDGEMENT I
List of tables Iii
List of charts iv
Executive summary
1. Introduction
1.1. About the study1.2. About the industry1.3. About the company
16
12
2. Main theme of the project
2.1. Objective of the study2.2. Scope and limitations 2.3. Methodology2.4. Review of literature
19202226
3. Analysis and Interpretation 28
4. Findings, Recommendations and Conclusion
4.1. Findings 4.2. Recommendations4.3. Conclusion
798283
Appendices
Bibliography
Table No. TITLE Page No
1 Age of respondents 28
2 Educational qualification of respondents 30
3 Work experience 32
4 Respondents opinion about job satisfaction 34
5 Opinion on organization’s benefits 36
6 Opportunities for improvement & self development 38
7 Work environment 40
8 Superiors and co-workers relation 42
9 Job responsibilities 44
10 Participative management 46
11 Policies & administration practices 48
12 Respondents opinion about workload 50
13 Availing leave 52
14 Respondents opinion about creative job 54
15 Respondents opinion about job challenging 56
16 Opportunities to update knowledge and skills 58
17 Respondent opinion about setting goals 60
18 Appreciation for quality work 62
19 Respondents opinion about providing suggestions 64
20 Respondents opinion about health, safety and social
service
66
21 Respondents opinion about switching jobs 68
22 Respondents opinion about acceptance of salary – cuts 70
23 Involvement in job 72
24 Job satisfaction vs. work environment 74
LIST OF TABLES
LIST OF CHARTS
Chart No. TITLE Page No
1 Age of respondents 29
2 Educational qualification of respondents 31
3 Work experience 33
4 Respondents opinion about job satisfaction 35
5 Opinion on organization’s benefits 37
6 Opportunities for improvement & self development 39
7 Work environment 41
8 Superiors and co-workers relation 43
9 Job responsibilities 45
10 Participative management 47
11 Policies & administration practices 49
12 Respondents opinion about workload 51
13 Availing leave 53
14 Respondents opinion about creative job 55
15 Respondents opinion about job challenging 57
16 Opportunities to update knowledge and skills 59
17 Respondent opinion about setting goals 61
18 Appreciation for quality work 63
19 Respondents opinion about providing suggestions 65
20 Respondents opinion about health, safety and social
service
67
21 Respondents opinion about switching jobs 69
22 Respondents opinion about acceptance of salary –
cuts
71
23 Involvement in job 73
EXECUTIVE SUMMARY
The main focus of the study is to measure the level of employee
morale at Parekh integrated service private Ltd. This project
emphasizes the importance of morale among the work force in
achieving gains in human performance and productivity.
Primary data collection was done through structured
questionnaire. Secondary data was collected from company records
and internet. Research design used in this study was descriptive
research study. Stratified sampling method was followed. Conclusions
were drawn based on the analysis of data collected from the
employees in various grades. Statistical tools applied are simple
percentage, and ANOVA.
Recommendations were provided for enhancing the quality of
the processes and personnel policies of the organization. The steps for
improving morale in the organization are identified. The level of
individual and group morale is identified in the organization. This
project provides detailed information about morale, where does it
reside and what does it do. Parekh can implement job enrichment, job
enhancement and self development training methods to improve the
morale.
CHAPTER-1
1.1 ABOUT THE STUDY
Meaning
Prof. Mee, However, holds the view that “Good employee
morale is the mental attitude of the individuals, or of the group, which
enables an employee to realise that the maximum satisfaction of his
drives coincides with the fulfillment of the objectives with those of the
company, and subordinates his own desires to those of the company”.
Individual and Group Morale
Individual’s morale is related with knowing one’s own
expectations and living up to them. If one is clear of his own needs and
how to satisfy them most of the time, his morale is high. Individual’s
morale is a single person’s attitude toward life. While group morale
reflects the general expert of corps of a collective group of
personalities.
Factors Affecting Morale
According to McFarland, the important factors which have a
bearing on morale are:
The attitudes of the executives and managers towards their
subordinates.
Working conditions, including pay, hours of work, and safety
rules.
Effective leadership and an intelligent distribution of authority
and responsibility in the organization.
The design of the organization’s structure which facilitates
the flow of work.
The size of the organization.
Determination of Levels of Works Morale
The organization itself
The nature of the work
The level of Satisfaction
The supervision received
The perception of the self
Worker’s perception of the past awards and future
opportunities for rewards.
The employee’s age
The employee’s educational level and occupational level
Types of Morale
High morale is represented by the use of such terms as team
spirit, zest, enthusiasm, loyalty, dependability and resistance to
frustration. Low morale, on the other hand, is described by such words
and phrases as apathy, bickering, jealousy, pessimism, fighting,
disloyalty to the organization, disobedience of the orders of the leader,
dislike of, or lack of interest in, one’s job, and laziness.
Measurement or Evaluation of Morale
The indicators of morale are the various attitudes and behavior
patterns of employees, which have to be properly and correctly
interpreted to determine the kind of organizational climate and mores
which prevail at a given time.
The most commonly used methods for measuring morale are
Observation
Attitude or morale surveys
Company records and
Counseling
Observation
By this method, executives observe the behavior of their
employees, listen to them while they talk, and note their actions- the
shrugging of shoulders, a change in facial expression, a shuffling of
feet, a nervous fluttering of hands, a change in work habits or
avoidance of company. Any departure or deviation from the normal is
likely to tell them that something is wrong and needs to be set right.
Attitude or Morale Surveys
This method is generally used to discover the feelings of
employees about their jobs, their supervisors, company policies or the
organization as a whole. It is classified into two categories – the
interview method and the questionnaire method.
The Interview Method
By this method, employees are interviewed so that a judgement
may be arrived at about their feelings and opinions about the different
aspects of their jobs and the company for which they work. An
interview may be a face to face affair, it may be oral, it may be in the
form of an evaluation that is put down in writing. If interviews are to be
relied upon, they must be employer – oriented.
The Questionnaire Method
The method is generally used to collect employee opinions
about the factors which affect morale and their effect on personnel
objectives.
Company Records and Reports
These are usually prepared by the personnel department at
regular intervals with the assistance of supervisors and department
heads.
Counseling
This method is used to find out the causes of the dissatisfaction
of the employees and to take remedial action, and offer advice on
personal matters.
Warning Signs of Low Morals
Signs of low morale are generally not noticed till it is obviously
low or when something has gone amiss. By the time the management
recognizes the fact that morale has deteriorated, it is faced with one
crisis or another. Perceptive managers are, therefore, constantly on the
lookout for clues to any deterioration in the morale of the employees,
Among the more significant of the warning signals of low morale
are
High rate of absenteeism
Tardiness
High labour turnover
Strikes and sabotage
Lack of pride in work and
Wastage and spoilage.
1.2. ABOUT THE INDUSTRY
C & F AGENT:
Carrying and Forwarding agents playing bigger role in Warehousing:
Manufacturing concerns are currently stressing on the need for
efficient carrying sand forwarding (C&F) agents to manage their
warehousing and distribution to the consumers.
Though the warehouse in-charge, usually the manufacturer's
representative, is entrusted to look after the compliance and smooth
operations, it is the duty of the C&F agent to ensure unloading of the
material at the warehouse, proper storage and re-dispatching to final
consumers.
Warehousing standards is related to the type of product stored.
Storage of fertilizers would be different from the storage of food and
fast moving consumer goods (FMCG) items. Storage of fertilizers can
set off chemical reactions, and is likely to damage the flooring of the
warehouses. Filled fertilizer bags can be stacked one over the other in
a warehouse till permissible heights, but FMCG items which are
delicate in nature and have to be dispatched in small amounts, need to
be properly stored in racks. Storage of one carton over the other may
damage the contents.
The role of the C&F agent normally gets more complicated as
he moves towards smaller retail items such as various cosmetics which
are directly consumed by the customer. In case of handling the FMCG
items, the manufacturing units normally sends a large consignment of
one item to the warehouse for achieving economy of scale. The
consignment needs to be unpacked at the warehouse and repacked as
per the retailer's demand.
Handling the consignments and unloading, storage and re-
dispatch thus requires development of efficient processes, which can
be easily offloaded to C&F agents. Normally, the manufacturing unit's
enterprise resource planning (ERP) system is extended to the
warehouse to integrate and facilitate operations through the C&F
agent.
Out of the three basic functions of warehousing: movement,
storage and information transfer, movement function has been
receiving the most attention as organisations focus on improving
inventory turns and speeding orders from manufacturing to final
delivery.
In case the outward delivery function is hampered due to non
availability of trucks, warehouse function would suffer a major setback.
Thus a C&F agent is normally appointed from the operating transporter
pool which has proven track record as a carrier.
The storage of pharmaceuticals and pesticides pose a further
challenge as they have to be stored on the basis of expiry dates and
promotion plans. It would be a loss to the enterprise if the product
crosses expiry date during its tenure in the warehouse without being
noticed. Similarly, if a promotion plan tenure ends and products related
to the plan still lie in the warehouse after the tenure, it would be
considered as a failure of warehouse functions. So C&F agents need to
be extra careful to ensure compliance.
These items should also be stored in a designated area in the
warehouse, so that an outgoing truck can touch relevant loading docks
in the warehouse without undergoing much strain during pickup.
The movement function normally has the following activities:
Receiving
Transfer or put away
Order picking/selection
Cross-docking
Shipping
The receiving activity includes the actual unloading of products
from the transportation carrier, the updating of warehouse inventory
records, inspection for damage, and verification of the merchandise
count against orders and shipping records.
Transfer or put away involves the physical movement of the
product into the warehouse for storage, movement to areas for
specialised services such as consolidation, and movement to outbound
shipment.
Customer order selection or order picking is the major
movement activity and involves regrouping products into the
assortments customers' desire. Packing slips are made up at this point.
Cross-docking bypasses the storage activity by transferring
items directly from the receiving dock to the shipping dock. A pure
cross-docking operation would avoid put away, storage and order
picking. Information transfer would become paramount because
shipments require close coordination.
Cross-docking has become commonplace in warehousing
because of its impact on costs and customer service. For example,
most of the food distribution involves the cross-docking of products
from supplier to retail food stores. Eliminating the transfer or put away
of products reduces costs and the time goods remain at the
warehouse, thus improving customer service levels.
Shipping, the last movement activity, consists of product staging
and physically moving the assembled orders onto carrier equipment,
adjusting inventory records, and checking orders to be shipped. It can
consist of sorting and packaging of items for specific customers.
Products are placed in boxes, cartons, or other containers, placed on
pallets, or shrink-wrapped (the process of wrapping products in a
plastic film), and are marked with information necessary for shipment,
such as origin, destination, shipper, consignee and package contents.
With the above movement functions, the c&f agent is also made
responsible for collection of receivables from the customers who are
being shipped various products on a day-to-day basis.
Onus on C&F agent
The manufacturer, who takes a warehouse on rent and appoints
the C&F agent to perform all routine activities, normally arranges for
many types of racks, shelves and drawers for storing of products in the
warehouse,. The common conditions leading to storage in warehouse
are seasonal demand, erratic market demand, condition of products
such as fruits and meats, speculation or forward buying and special
deals such as quantity discounts.
In most instances, some type of operator-controlled device
places the load into the storage rack. Material handling equipment and
systems thus represent a major capital outlay for the manufacturer who
has rented the warehouse.
The storage and handling of the material handling equipment is
left with the appointed C&F agent. So the workforce of the warehouse
normally reports to the agent.
Information transfer, the third major function of warehousing,
occurs simultaneously with the movement and storage functions. The
manufacturer always need timely and accurate information as it
attempts to administer the warehousing activity. Organizations are
relying increasingly on computerized information transfer utilizing
electronic data interchange (EDI) and bar coding to improve the speed
and accuracy of the information transfer. Trained staff reporting to the
C&F agent ensures that the information flow happens with accuracy
1.3. ABOUT THE COMPANY
Starting our operations as a super distributor in 1982, we have
brought up the organisation on the strengths of integrity, honesty and
transparency of services. With over 90 distribution and warehousing
activities spread over more than 25 cities in India. We aim to provide
the best services and solutions to our valued customers in the field of
Warehousing, Distribution, and Transportation. As a result of our caring
staff, and scientific methodology, we have a strong base of satisfied
customers including leading Indian and multinational companies.
SERVICES
PAREKH provides tailor-made warehousing solutions
exclusively for each of their customers. This means from locating most
suitable warehouse as per preferred size / location / safety / market
requirements, to setting up exclusive infrastructure like computers &
communications equipments like fax / telephone / e-mail, providing
space for your sales staff, completing sales tax / excise formalities,
dispatching material through local conveyance as per convenience of
customers, periodic reporting system, and complying with MIS
requirements of the customers.
Strengths
Parekhs have brought up their organization on the strengths of
honesty and transparency, by implementing the logical, scientific &
practical methods, understanding the requirement & localizing then to
suit customers' needs and by training and imbibing our staff members
to be able to provide professional services.
Experience
We have an experience of over 25 years of handling different
types of industries like Pharmaceuticals, Paints & Chemicals, Industrial
Consumables etc. During these years, we have understood
technicalities of each Industry to handle their products, documents in
the best possible way.
Expertise
Each Industry has its own requirement for product handling,
storage, packing, dispatches, documents flow that is necessary for
efficient handling. For example, Pharmaceuticals need to be stored at
below certain temperatures, away from direct heat and sunlight. Paints
especially Industrial paints or Pesticides, Chemicals being hazardous
material needs to be handled safely
Professional Management
Although it is a closely held Partnership Firm owned by family
members, the functioning is handled professionally. In the Group
hierarchy, Managers and General Managers handle different Zones,
Regional Managers are responsible for their Regions. Branch
Managers are responsible & accountable for their Branches. Accounts
Team with Internal Auditors to keep control on the accounts and
finance.
Adoption of New Technology
We are continuously looking at various avenues of process
improvement like introduction and upgradation of Computers, email
systems for timely information flow and reporting, web enabled
shipment tracking, data dissemination through Web Site, Bar Code
Scanners / Printers, RF enabled Hand Held Terminals, GPS System on
Transport Vehicles, newer and more efficient material handling
equipment.
Adoption of New Methodology
We are continuously updating ourselves with new Quality
Systems like QSA - Quality System Audits, ISO Quality Certifications
and are ready to adopt the same for the benefit of our clients.
Caring Attitude
Being committed to the work and in our endeavor to give best of
services, we look for better ways of handling products so that
Pilferages / damages could be minimized, improve documentation
processes to prevent willful malpractices in the system which is reason
we have Internal Auditors who keep check on such practices.
Customized Solutions / Tailor made requirements to suite each
Company
Right from locating warehouse space - setting up infrastructure -
sales tax / excise registrations - choosing / deputing / training
manpower - Computer hardware / software installations - setting /
customizing process / documentation / products flow - Inventory
Management - Reporting. Everything is tailor made for the customer
depending his own requirement and ready to adapt to changing
environments.
Wide Network all over India
We have over 90 well spread warehouses across India and
ready to open offices in any part of India imparting professional
services and management is what being desired by the Companies
today.
PHARMACEUTICAL:
Pharmaceutical industry is recognized as knowledge based
industry. Pharmaceuticals are medicinally effective chemicals, which
are converted to dosage forms suitable for patients to imbibe. In its
basic chemical form, pharmaceuticals are called bulk drugs and the
final dosage forms are known as formulations.
Pharmaceutical is a continuously growing industry. Rising
population, new disease incidence or resurgence of certain diseases
spurs the growth. In the 50 years since independence, the Indian
pharmaceuticals industry has evolved significantly. Over 20,000
registered pharmaceutical manufacturers exist in the country. The
CLIENTS:
1. Goodlass Nerolac Paints Limited
2. Colour Chem Limited
3. Novartis India Ltd.
4. RPG Life Sciences
5. PHI Seeds Ltd.
6. Reliance Industries Limited, Production Capabilities
7. Monsanto Chemicals
8. Rohm and Haas
9. Galderma
10. East India Pharmaceutical Works Limited
11. Johnson & Johnson Ltd.
12. Boston Scientific
13. Roche
14. CEAT Ltd.,
15. Alcon's
BENEFITS:
1. Cost effective processes and solutions
2. Rich and long Experience
3. Professional approach
4. Transparent working
5. Financial soundness & Stability
6. Adoption of new technologies
7. EDI
CHAPTER 2
2.1 OBJECTIVES OF THE STUDY
To identify the morale level of the staffs.
To know the attributes that influence their morale
To find out the satisfaction level of the staffs in the following
areas:
Wages & Incentives
Trust level
Social and Working environment
2.2. SCOPE
The top management can use the information obtained through the
study in the following areas:
To identify the drawbacks in the existing system.
Adopt as a tool to
To enhance the opportunities for improvement and
self development
To provide creative job to the employees.
To improve participative management techniques.
To improve the system in human resource development
area.
LIMITATIONS
Due to the time constraint the study is made only among 150
respondents
There is a chance of personal bias which affects the original
data.
Cannot able to get exact information because some of the
employees are reluctant to share the information.
Most of the employees were busy with their tight work and they
don’t want to be disturbed.
2.3. RESEARCH METHODOLOGY
RESEARCH DESIGN
The Research design used in the study was descriptive
research design. It includes surveys and fact-finding requires of
different kinds. The major purpose of description research designs, as
it exits at present. The main characteristic of this method is that the
researcher has no control of variables; he can report only what has
happened or what is happening.
SAMPLING
Sampling Method
In this study convenient sampling method is used in selecting
the samples.
Population
The population comprises of 200 employees.
Frame
The Frame comprises the employees of ELGI EQUIPMENT Ltd.
Sample Size
The universe of the study includes workers above. In ELGI
EQUIPMENT Ltd, the total number of employee is 200. 150 employees
are selected for the study.
DATA COLLECTION METHOD
Primary data collection was done through structured
questionnaire. Secondary data was collected from company records.
Primary data: Primary data are those which are collected a fresh and
for the first time and thus happen to be original in character. Primary
data can be collected either through experiment or through survey.
Secondary data: The secondary data on the other hand are those
which have already bean collected by some one else and which have
already bean passed through the statistical process.
DATA COLLECTION INSTRUMENT
The instrument used for the collecting data was a structured
questionnaire. The questionnaire consisted of 20 questions, with a
Combination of open– ended and close –ended questions.
STATISTICAL TOOLS USED
This researcher has used the following statistical tools:
1. simple percentage
2. Anova table
SIMPLE PERCENTAGE METHOD
A percentage analysis method is the tools used by the researcher for
the analysis and interpretation. Through the use of percentages the
data are reduced in the standard form with base to 100 which fact
facilities relative comparisons.
In the percentage analysis, percentage is calculated by multiplying the
number of respondents into hundred and it is divided by the sample
size.
Percentage analysis = (no. of respondent/ total no. of respondent) ×100
ANOVA TABLE:
The basic principle of ANOVA is to test for differences among
the means of the populations by examining the amount of variation
within each of these samples, relative to the amount of variation
between the samples.
ANOVA can be performed by following the short-cut method. The
various steps involved in the short-cut method are as follows:
a. To work out the correction factor as under:
Correction factor= (T) ² / n
b. To find out the square of all the item values:
Total SS =(X²) – (T) ² / n where i=1, 2, 3….
c. To obtain the source of variation between samples:
SS between = ∑ (T) ² / nj - (T) ² / n where j =1, 2, 3…..
d. To obtain the source of variation within the samples:
SS within = (X) ² - ∑ (Tj) ² / nj
2.4. REVIEW OF LITERATURE
Introduction
In any business organization or industry, profit is the prime aim.
Profits can be got only when the productivity is high and it is quite
evident that, productivity will be high only when employee’s morale is
high.
When mentoring about employee morale, it is necessary to
define it Morale has been defined in a study conducted by the Michigan
University has “The combination of attitudes towards Job Company
and immediate supervisor”.
Mr. V.Devarajan, B.A., a student of P.S.G. college of Arts
& Science, Coimbatore, Who did his M.A, in social work in the year
1973, made a “Study on Employees” Morales and job satisfaction in
the Cambodia Mills’ and has suggested workers’ Participation in
Management, Production incentive bonus to improved employee
morale and his job satisfaction.
Mr. M.Ramakrishnan, a student of Madras School of
Social work, who did his post graduation in Social Work in the year
1980, made “Study on morale in the metal Bon India Limited” Madras
and has suggested that improved facilities and working conditions will
improve the morale of employees.
Mr. S.Prabakar, a study of G.R.D College of science,
Coimbatore who did his M.A., in social work in the year 1991, made a
“Study on employees morale in the Cambodia Mills”, has suggested
that good working conditions welfare facilities, enhance good morale in
the opinion of majority of the respondents inspect of a few negative
opinion relating to poor worker’s participation in the management,
promotion and transfer policies.
Pestonjee & Singh, 1995, Workers morale is significantly
related to their education. The higher their education is the lower their
morale and vice versa. Income is found to be non-significant factor
affecting morale
Herzberg, 1965, Herzberg found that is 54% of the studies
morale was related to high productivity which is 35%, morale and
productivity did not reveal relationship. In 11% of the studies, high
morale was associated with low productivity. Evidence support the view
that level of satisfaction was directly related to performance on the job
Miller D.C & W.H.Form, 1964, Miller & Form have given four
combinations of productivity and morale
i. High productivity-high morale
ii. Low productivity-high morale
iii. High productivity-low morale
iv. Low productivity-low morale
CHAPTER 3
ANALYSIS AND INTERPRETATIONS
TABLE NO.1: AGE OF RESPONDENTS Sample size: 150
S.NO AGE NO. OF RESPONDENTS % OF RESPONDENTS
1 Below 20 0 0
2 20-30 66 44
3 30-40 54 36
4 40-50 30 20
5 Above 50 0 0
Total 150 100
SOURCE: PRIMARY DATA
Interpretation
The above table shows that 44% of respondents are between 20
to 30 age group, 36 % of respondents are between 30 to 40 age group
and 20 % are between 40 to 50 age group.
CHART NO.1: AGE OF RESPONDENTS
AGE OF THE RESPSONDENTS
TABLE NO.2: EDUCATIONAL QUALIFICATION OF
RESPONDENTS
Sample size: 150
S.NO EDUCATION NO. OF RESPONDENTS
% OF RESPONDENTS
1 School level 24 16
2 Diploma 0 0
3 Graduates 66 44
4 Post graduates 42 28
5 Professionals 18 12
Total 150 100
SOURCE: PRIMARY DATA
Interpretation
The above table shows that 44% of respondents are graduates,
28% of respondents are post graduates, 16% of respondents are
school level and 12% of respondents are professionals.
CHART NO.2: EDUCATIONAL QUALIFICATION OF RESPONDENTS
TABLE NO.3: WORK EXPERIENCE
Sample size: 150
S.NO EXPERIENCENO. OF
RESPONDENTS% OF RESPONDENTS
1 Less than 1 year 42 28
2 1-3 years 66 44
3 3-5 years 24 16
4 5-10years 12 8
5 Above 10 years 6 4
Total 150 100
SOURCE: PRIMARY DATA
Interpretation
The above table shows that 44% of respondents have 1 to 3
years of experience, 28% of respondents have less than one year of
experience and 4% of respondents have above 10 years of experience.
CHART NO.3: WORK EXPERIENCE
TABLE NO.4: RESPONDENTS OPINION ABOUT JOB SATISFACTION
Sample size: 150S.NO JOB
SATISFACTION
NO. OF
RESPONDENTS
% OF
RESPONDENTS
1 Highly satisfied 60 40
2 Satisfied 75 50
3 Neutral 6 4
4 Dissatisfied 9 6
5 Highly dissatisfied 0 0
Total 150 100
SOURCE: PRIMARY DATA
Interpretation
The above table shows that 50% of respondents are satisfied
with their job, 40% of respondents are highly satisfied with their job and
6% of respondents are dissatisfied with their job.
CHART NO.4: RESPONDENTS OPINION ABOUT JOB SATISFACTION
TABLE NO.5: OPINION ABOUT ORGANISATION’S BENEFITS
S.NOORGANISATION’S
BENEFITSNO. OF
RESPONDENTS% OF
RESPONDENTS
1 Highly satisfied 24 16
2 Satisfied 72 48
3 Neutral 36 24
4 Dissatisfied 12 8
5 Highly dissatisfied 6 4
Total 150 100
Sample size: 150
SOURCE: PRIMARY DATA
Interpretation
The above table shows that 48% are satisfied with their
organization’s benefits, 24% of respondents are neutral with the
benefits and 4% of respondents are highly dissatisfied with the
benefits.
CHART NO.5: ORGANISATION’S BENEFITS
TABLE NO.6: OPPORTUNITIES FOR IMPROVEMENT & SELF DEVELOPMENT
Sample size: 150S.NO OPPORTUNITIES NO. OF % OF
RESPONDENTS RESPONDENTS
1 Very often 39 26
2 Often 48 32
3 Sometimes 33 22
4 Rarely 12 8
5 Very rarely 18 12
Total 150 100
SOURCE: PRIMARY DATA
Interpretation
The above table shows that 32% of respondents are often
having opportunities for improvement and self development, 26% have
very often and 12 % of respondents have rarely.
CHART NO.6: OPPORTUNITIES FOR IMPROVEMENT & SELF DEVELOPMENT
TABLE NO.7: WORK ENVIRONMENT
Sample size: 150S.NO ENVIRVONMENT NO. OF % OF
RESPONDENTS RESPONDENTS
1 Very good 21 14
2 Good 12 8
3 Satisfactory 39 26
4 Poor 0 0
5 Very poor 78 52
Total 150 100
SOURCE: PRIMARY DATA
Interpretation
The above table shows that 26% of respondents are satisfactory
with the work environment; work environment is very good for 14% of
respondents but 52% of respondents are highly dissatisfied with the
work environment.
CHART NO.7: WORK ENVIRONMENT
TABLE NO.8: SUPERIORS AND CO-WORKERS RELATION
Sample size: 150S.NO RELATION NO. OF
RESPONDENTS
% OF
RESPONDENTS
1 Very good 54 36
2 Good 66 44
3 Satisfactory 18 12
4 Bad 12 8
5 Very bad 0 0
Total 150 100
SOURCE: PRIMARY DATA
Interpretation
The above table shows that the superior and co-workers relation
is good for 46% of respondents, 36% of respondents feel very good
and for 8% of respondents relation is bad.
CHART NO.8: SUPERIORS AND CO-WORKERS RELATION
TABLE NO.9: JOB RESPONSIBILITIES
Sample size: 150
S.NOJOB
RESPONSIBILITYNO. OF
RESPONDENTS% OF
RESPONDENTS
1 Very good 51 34
2 Good 84 56
3 Moderate 12 8
4 Poor 3 2
5 Very poor 0 0
Total 150 100
SOURCE: PRIMARY DATA
Interpretation
The above table shows that 56% of respondents feel that they
have good job responsibilities, 34% of them have very good
responsibilities and for 2% responsibility is poor.
CHART NO.9: JOB RESPONSIBILITIES
TABLE NO.10: PARTICIPATIVE MANAGEMENT
S.NO PARTICIPATIVE
MANAGEMENT
NO. OF
RESPONDENTS
% OF
RESPONDENTS
1 Strongly agree 81 54
2 Agree 30 20
3 Neutral 27 18
4 Disagree 12 8
5 Strongly disagree 0 0
Total 150 100
Sample size: 150
SOURCE: PRIMARY DATA
Interpretation
The above table shows that 54% of respondents strongly agree
that they participate with management and 8% of respondents do not
participate with management.
CHART NO.10: PARTICIPATIVE MANAGEMENT
TABLE NO.11: POLICIES & ADMINISTRATION
PRACTICES
Sample size: 150
S.NO Policies &
Practices
NO. OF
RESPONDENTS
% OF
RESPONDENTS
1 Strongly agree 42 28
2 Agree 60 40
3 Neutral 45 30
4 Disagree 3 2
5 Strongly
disagree
0 0
Total 150 100
SOURCE: PRIMARY DATA
Interpretation
The above table shows that 40% of respondents agree with the
policies and administration practices of the organization and 2% are
disagreeing with the policies and administration practices.
CHART NO.11: POLICIES & ADMINISTRATION PRACTICES
TABLE NO.12: RESPONDENTS OPINION ABOUT
WORKLOAD
S.NO Work load NO. OF
RESPONDENTS
% OF
RESPONDENTS
1 Overload 36 24
2 Moderate 96 64
3 Under load 12 8
4 Optimal 6 4
5 No work 0 0
Total 150 100
Sample size: 150SOURCE: PRIMARY DATA
Interpretation
The above table shows that for 64% of respondents the work
load is moderate, for 24% it is overload and for 4% it is optimal.
CHART NO.12: RESPONDENTS OPINION ABOUT
WORKLOAD
TABLE NO.13: AVAILING LEAVE
S.NO AVAILING NO. OF % OF
LEAVE RESPONDENTS RESPONDENTS
1 Very often 12 8
2 Often 18 12
3 Sometimes 36 24
4 Rarely 30 20
5 Very rarely 54 36
Total 150 100
Sample size: 150SOURCE: PRIMARY DATA
Interpretation
The above table shows that 36% of respondents avail leave very
rarely,24% avail sometimes. And 8% of respondents avail leave very
often.
CHART NO.13: AVAILING LEAVE
TABLE NO.14: RESPONDENTS OPINION ABOUT CREATIVE JOB
S.NO CREATIVE NO. OF % OF
RESPONDENTS RESPONDENTS
1 Very often 36 24
2 Often 75 50
3 Rarely 33 22
4 Very rare 6 4
5 Not at all 0 0
Total 150 100
Sample size: 150SOURCE: PRIMARY DATE
Interpretation
The above table shows that 50% of respondents often get
creative jobs, 24% get very often and 4% of respondents get creative
jobs very rarely.
CHART NO.14: RESPONDENTS OPINION ABOUT CREATIVE JOB
TABLE NO.15: RESPONDENTS OPINION ABOUT JOB
CHALLENGING
Sample size: 150
SOURCE: PRIMARY DATA
S.NOJOB
CHALLENGING
NO. OF
RESPONDENTS
% OF
RESPONDENTS
1 Strongly agree 24 16
2 Agree 78 52
3 No opinion 30 20
4 Disagree 12 8
5 Strongly
disagree
6 4
Total 150 100
Interpretation
The above table shows that 52% of the respondents agree that
they use to get challenging jobs, 20% has no opinion about this and
4% of respondents are strongly disagreeing.
CHART NO.15: RESPONDENTS OPINION ABOUT JOB
CHALLENGING
TABLE NO.16: OPPORTUNITIES TO UPDATE KNOWLEDGE AND
SKILLS
S.NO UPDATE
KNOWLEDGE
NO. OF
RESPONDENTS
% OF
RESPONDENTS
1 Strongly agree 57 38
2 Agree 75 50
3 No opinion 12 8
4 Disagree 6 2
5 Strongly disagree 0 0
Total 150 100
Sample size: 150SOURCE: PRIMARY DATA
Interpretation
The above table shows that 50% of respondents agree that they
use to get opportunities to update knowledge and skills, 2% of
respondent disagree.
CHART NO.16: OPPORTUNITIES TO UPDATE KNOWLEDGE AND SKILLS
TABLE NO.17: RESPONDENTS OPINION ABOUT
SETTING GOALS
Sample size: 150
S.NO GOAL
SETTING
NO. OF
RESPONDENTS
% OF
RESPONDENTS
1. Yes 126 84
2. No 24 16
Total 150 100
SOURCE: PRIMARY DATA
Interpretation
The above table shows that 84% of respondents set their future
goals and 16% of respondents do not set their future goals.
CHART NO.17: RESPONDENTS OPINION ABOUT
SETTING GOALS
TABLE NO.18: APPRECIATION FOR QUALITY WORK
S.NO APPRECIATION NO. OF % OF
RESPONDENTS RESPONDENTS
1 Strongly agree 60 40
2 Agree 66 44
3 Neutral 15 10
4 Disagree 6 4
5 Strongly
disagree
3 2
Total 150 100
Sample size: 150SOURCE: PRIMARY DATA
Interpretation
The above table shows that 44% of respondents agree that they
get appreciation for their work and 2% disagree that they get
appreciation for their work.
CHART NO.18: APPRECIATION FOR QUALITY WORK
TABLE NO.19: RESPONDENTS OPINION ABOUT
PROVIDING SUGGESTIONS
S.NO PROVIDING
SUGGESTIONS
NO. OF
RESPONDENTS
% OF
RESPONDENTS
1 Very often 30 20
2 Often 78 52
3 Rarely 30 20
4 Very rare 0 0
5 Not at all 12 8
Total 150 100
Sample size: 150SOURCE: PRIMARY DATA
Interpretation
The above table shows that 52% of respondents often provide
suggestions to the management, 20% of respondents very often
provide suggestions and 8% are not at all involved in this.
CHART NO.19: RESPONDENTS OPINION ABOUT
PROVIDING SUGGESTIONS
TABLE NO.20: RESPONDENTS OPINION ABOUT
HEALTH, SAFETY AND SOCIAL SERVICE.
Sample size: 150S.NO SOCIAL
ENVIRONMENT
NO. OF
RESPONDENTS
% OF
RESPONDENTS
1 Highly satisfied 42 28
2 Satisfied 84 56
3 Neutral 12 8
4 Dissatisfied 6 4
5 Highly dissatisfied 6 4
Total 150 100
SOURCE: PRIMARY DATA
Interpretation
The above table shows that 56% of respondents are satisfied
with the health, safety and social services and 4% of respondents are
highly dissatisfied.
CHART NO.20: RESPONDENTS OPINION ABOUT HEALTH, SAFETY AND SOCIAL SERVICE
TABLE NO.21: RESPONDENTS OPINION ABOUT
SWITCHING JOBS
Sample size: 150
S.NO SWITCHING
JOBS
NO. OF
RESPONDENTS
% OF
RESPONDENTS
1. Yes 30 20
2. No 120 80
Total 150 100
SOURCE: PRIMARY DATA
Interpretation
The above table shows that 80% of respondents will not switch
their job often, but 20% of respondents may switch their job.
CHART NO.21: RESPONDENTS OPINION ABOUT
SWITCHING JOBS
TABLE NO.22: RESPONDENTS OPINION ABOUT
ACCEPTANCE OF SALARY – CUTS
Sample size: 150
S.NOACCEPTANCE OF
SALARY – CUTS
NO. OF
RESPONDENTS
% OF
RESPONDENTS
1. Yes 42 28
2. No 108 72
Total 150 100
SOURCE: PRIMARY DATA
Interpretation
The above table shows that 72% of respondents will not accept
salary cut and 28% of respondents will accept salary cut and will
continue in same organization.
CHART NO.22: RESPONDENTS OPINION ABOUT
ACCEPTANCE OF SALARY – CUTS
TABLE NO.23: INVOLVEMENT IN JOB
S.NO INVOLVEMENT IN
JOB
NO. OF
RESPONDENTS
% OF
RESPONDENTS
1. Total involvement 120 80
2. Some what
involvement
30 20
3. Lack of involvement 0 0
4. Not interested 0 0
Total 150 100
Sample size: 150SOURCE: PRIMARY DATA
Interpretation
The above table shows that 80% of respondents are totally
involved in their job and 20% are some what involved.
CHART NO.23: INVOLVEMENT IN JOB
TABLE NO.24: JOB SATISFACTION VS WORK ENVIRONMENT
S.NO JOB SATISFACTION WORK ENVIRONMENT
1 40 14
2 50 8
3 4 26
4 6 0
5 0 52
TOTAL 100 100
NULL HYPOTHESIS (Ho) : There is no significant difference
among the job satisfaction on work environment.
ALTERNATIVE HYPOTHESIS (H1) : There is significant difference
among
the job satisfaction on work environment.
TOTAL (T) =200, n = 10
Correction factor = T2/n =200×200/10=4000
TOTAL SS =∑Xij2−(T)2/n=(40)2+(50)2+(4)2+(6)2+(0)2+(14)2+(8)2+
(26)2+ (0)2+ (52)2− (200×200/10)
=7802−4000
=3802
SS BETWEEN = ∑ (Tj) 2/nj – (T) 2/n= (100×100/5) + (100×100/5) −
(200×200/10)
=2000+2000−4000=0
SS WITHIN = ∑ xij2 − ∑ (Tj)2/ nj = 7802 – 4000=3802
ANOVA TABLE
Source of
variation
sum of
squares
(ss)
Degree of
freedom (df)
Mean square
(ms)
F-ratio 5% F- limits
Between SS 0 (2−1)=1 0/1=0 o/475=0 F(1,8)=5.3177
Within SS 3802 (10−2)=8 3802/8=475
Interpretation
Table value is greater than the calculated value, so there is no
significant difference between the job satisfaction and working
environment i.e., Null hypothesis accepted.
CHAPTER 4
4.1. FINDINGS
44% of respondents have 1 to 3 years of experience, 28% of
respondents have less than one year of experience and 4% of
respondents have above 10 years of experience.
50% of respondents are satisfied with their job, 40% of
respondents are highly satisfied with their job and 6% of
respondents are dissatisfied with their job.
48% are satisfied with their organization’s benefits, 24% of
respondents are neutral with the benefits and 4% of
respondents are highly dissatisfied with the benefits.
32% of respondents are often having opportunities for
improvement and self development, 26% have very often and 12
% of respondents have rarely.
26% of respondents are satisfactory with the work environment;
work environment is very good for 14% of respondents but 52%
of respondents are highly dissatisfied with the work
environment.
The superior and co-workers relation is good for 44% of
respondents, 36% of respondents feel very good and for 8% of
respondents relation is bad.
56% of respondents feel that they have good job responsibilities,
34% of them have very good responsibilities and for 2%
responsibility is poor.
54% of respondents strongly agree that they participate with
management and 8% of respondents do not participate with
management.
40% of respondents agree with the policies and administration
practices of the organization and 2% are disagreeing with the
policies and administration practices.
For 64% of respondents the work load is moderate, for 24% it is
overload and for 4% it is optimal.
36% of respondents avail leave very rarely, 24% avail
sometimes. And 8% of respondents avail leave very often.
50% of respondents often get creative jobs, 24% get very often
and 4% of respondents get creative jobs very rarely.
52% of the respondents agree that they use to get challenging
jobs, 20% has no opinion about this and 4% of respondents are
strongly disagreeing.
50% of respondents agree that they use to get opportunities to
update knowledge and skills, 2% of respondent disagree.
84% of respondents set their future goals and 16% of
respondents do not set their future goals.
44% of respondents agree that they get appreciation for their
work and 2% disagree that they get appreciation for their work.
52% of respondents often provide suggestions to the
management, 20% of respondents very often provide
suggestions and 8% are not at all involved in providing
suggestions.
56% of respondents are satisfied with the health, safety and
social services and 4% of respondents are highly dissatisfied.
80% of respondents will not switch their job often, but 20% of
respondents may switch their job.
72% of respondents will not accept salary cut and 28% of
respondents will accept salary cut and will continue in same
organization.
80% of respondents are totally involved in their job and 20% are
some what involved.
4.2. RECOMMENDATIONS
Based on the study, the following suggestions are given. The
company may look into these suggestions:
Improving job satisfaction among employees by implementing
appropriate job enhancement and enrichment techniques.
Providing adequate compensation and appreciation for quality
work.
Creating jobs that provide opportunity for expression of
creativity and competence.
Planning and implementing training methods for self
development of the work force.
Creating opportunities that will enable the workers to participate
in management related activities.
Formulating good polices and administration practices for their
employee.
Increasing organization’s benefits for their workers.
Improving good working environment in order to increasing
employees’ involvement in their job.
4.3. CONCLUSIONS
Morale in a business organization is an attitude of emotional
readiness, which enables an employee to improve his productivity.
When an organization motivates its employees to a high degree,
resultant morale in the organization will be equally high. Motivation is
the process and morale is the product. Therefore, continuous
monitoring and improvement of morale is necessary for an
organization.
APPENDIX 1
A STUDY ON EMPLOYEE MORALE AT
PAREKH INTEGRATED SERVICE.,
Name of the Interviewer: K.R.NAVEEN
I. Socio Economic Background
a. Name of the respondent :
b. Department :
c. Grade :
d. Age :
Below 20 20-30 30-40
40-50 above 50
e. Sex:
Male Female
f. Educational qualification
School level
Diploma Graduates
Post Graduates Professional
g. How long have you been working in this company?
a. less than 1 yr b. 1-3 yrs c. 3-5 yrs
d. 5-10 yrs e. above 10yrs
1. How satisfied are you with the present job?
a. Highly satisfied b. satisfied c. neutral
d. Not satisfied e. highly dissatisfied
2. Your level of satisfaction with the organization’s benefits. (Pay,
promotion, bonus)
a. Highly satisfied b. satisfied c. neutral
d. dissatisfied e. highly dissatisfied
3. How often do you get opportunities for improvement and self-
development?
a. Very often b. Often c. Sometimes
d. Rarely e. Very rarely
4. How is your working environment facility (resting facility, sanitary condition, ventilation & lighting, water facilities)?
a. Very good b. Good c. Satisfactory
d. poor e. Very poor 5. How is your relationship with your superiors and co-workers?
a. Very good b. Good c. Satisfactory
d. Bad e. Very Bad
6. How do you rate your job responsibilities?
a. very good b. Good c. Moderate
d. Poor e. Very poor
7. Do you have the independence to express your views or ideas to
superiors?
a. Strongly agree b. Agree c. Neutral
d. Disagree e. Strongly Disagree
8. Are you comfortable with the policies and administrative practices of
the company?
a. Strongly agree b. Agree c. Neutral
d. Disagree e. Strongly Disagree
9. How do you feel about your workload?
a. Overload b. Moderate c. Under load
d. Optimal e. no work
10. How often you avail leave?
a. very often b. often c. rarely
d. very rare e. not at all 11. Does your job allow you to be creative?
a. very often b. often c. rarely
d. very rare e. not at all
12. Is the job is challenging enough?
a. Strongly agree b. Agree c. No. opinion
d. Disagree e. Strongly Disagree
13. Does job provide opportunities to update your knowledge and
skills?
a. Strongly agree b. Agree c. No. Opinion
d. Slightly Disagree e. Strongly Disagree
14. Do you set goals for achievement?
a. Yes b. No
If yes then how often:
15. Does the Top management appreciate your quality work?
a. Strongly agree b. Agree c. Neutral
d. Disagree e. Strongly disagree
16. Does the company take your suggestion for the improvement of the
company?
a. very often b. often c. rarely
d. very rare e. not at all
17. Your level of satisfaction with the parameters like health, safety and
social service.
a. Highly satisfied b. satisfied c. neutral
d. Not satisfied e. highly dissatisfied
18. If the company is at loss,
i) Will you switch over jobs?
a. Yes b. No
ii) Will you accept to get less salary and continue?
a. Yes b. No
19. My involvement with my job
a. Total involvement b. Some what involvement
c. Lack of involvement. d. not interested
20. Your suggestion to the company.
________________________________________________________
________________________________________________________
BIBLIOGRAPHY
1. Kothari.C.R., (2001) “Research Methodology Methods and
Techniques” 2nd edition, Vishwa Prakashan, Pp 277-299.
2. Tripathy, P.C., (2001), Human Resource Development, Sultan
Chand and Sons, New Delhi.
3. Prasad L.M, (2001) “Human Resource Management”, Sultan
Chand & Sons, Reprint 1998, Pp 229-350.
4. Prabhu.s, “Human Resource Management”, ELGI equipment ltd,
hydrabad.
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