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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

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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

Individuals morale is related with knowing ones 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. Individuals

morale is a single persons 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.

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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 organizations 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

Workers perception of the past awards and future

opportunities for rewards.

The employees age

The employees 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,

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disloyalty to the organization, disobedience of the orders of the leader,

dislike of, or lack of interest in, ones 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

ObservationBy 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 SurveysThis method is generally used to discover the feelings of

employees about their jobs, their supervisors, company policies or the

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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 ReportsThese are usually prepared by the personnel department at

regular intervals with the assistance of supervisors and department

heads.

CounselingThis 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.

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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.

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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.

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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.

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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.

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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.

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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.

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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

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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.

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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.

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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.

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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

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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

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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

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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

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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

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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.

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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

dont want to be disturbed.

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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.

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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 closeended questions.

STATISTICAL TOOLS USED

This researcher has used the following statistical tools:

1. simple percentage

2. Anova table

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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) / n

b. To find out the square of all the item values:

Total SS =(X)(T) / n where i=1, 2, 3.

c. To obtain the source of variation between samples:

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SS between = (T) / nj - (T) / n where j =1, 2, 3..

d. To obtain the source of variation within the samples:

SS within = (X) - (Tj) / nj

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CHAPTER 3

ANALYSIS AND INTERPRETATIONS

TABLE NO.1: AGE OF RESPONDENTSSample size: 150

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.

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

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CHART NO.1: AGE OF RESPONDENTS

0

5

10

15

20

25

30

35

40

45

Below 20 20-30 30-40 40-50 Above 50

0

44

36

20

0

%of

respondance

age

AGE OF RESPONDANCEAGE OF THE RESPSONDENTS

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TABLE NO.2: EDUCATIONAL QUALIFICATION OF

RESPONDENTS

Sample size: 150


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.

S.NO EDUCATION NO. OFRESPONDENTS

% 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

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CHART NO.2: EDUCATIONAL QUALIFICATION OFRESPONDENTS

0

5

10

1520

25

30

35

40

45

School level Diploma Graduates Post

graduates

Professionals

16

0

44

28

12

%o

fres

pondance

education

EDUCATION QUALIFICATION

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TABLE NO.3: WORK EXPERIENCE

Sample size: 150


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.

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

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CHART NO.3: WORK EXPERIENCE

0

5

10

15

20

25

30

35

40

45

Less than 1

year

1-3 years 3-5 years 5-10years Above 10

years

28

44

16

8

4%o

frespondance

experience

EXPERIENCE

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TABLE NO.4: RESPONDENTS OPINION ABOUT JOBSATISFACTION

Sample size: 150


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.

S.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

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CHART NO.4: RESPONDENTS OPINION ABOUT JOB

SATISFACTION

40

50

46

0

0

10

20

30

40

50

60

Highly satisfied Satisfied Neutral dissatisfied Highly

dissatisfied

%o

frespondance

job satisfaction

JOB SATISFACTION

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TABLE NO.5: OPINION ABOUT ORGANISATIONS

BENEFITS

Sample size: 150


Interpretation

The above table shows that 48% are satisfied with their

organizations benefits, 24% of respondents are neutral with the

benefits and 4% of respondents are highly dissatisfied with the

benefits.

S.NOORGANISATIONS

BENEFITSNO. OF

RESPONDENTS% OF

RESPONDENTS


2 Satisfied 72 48

3 Neutral 36 24

4 Dissatisfied 12 8


Total 150 100

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CHART NO.5: ORGANISATIONS BENEFITS

0

5

10

15

20

25

30

35

40

45

50

Highly

satisfied

Satisfied Neutral Dissatisfied Highly

dissatisfied

16

48

24

8

4

%o

frespondent

organisation's benefits

ORGANISATION'S BENEFITS

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TABLE NO.6: OPPORTUNITIES FOR IMPROVEMENT &SELF DEVELOPMENT

Sample size: 150


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.

S.NO OPPORTUNITIESNO. OF

RESPONDENTS

% OF

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

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CHART NO.6: OPPORTUNITIES FOR IMPROVEMENT &

SELF DEVELOPMENT

0

5

10

15

20

25

30

35

26 3222

812

OPPORTUNITIES

% OF RESPONDENTS

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Sample size: 150


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

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

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54

20 18

8

0

0

10

20

30

40

50

60

Strongly agree Agree Neutral Disagree Strongly disagree

%o

fresponsibility

participative management

PARTICIPATIVE MANAGEMENT

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TABLE NO.11: POLICIES & ADMINISTRATION

PRACTICES

Sample size: 150


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.

S.NO Policies &

Practices

NO. OF

RESPONDENTS

% OF

RESPONDENTS


2 Agree 60 40

3 Neutral 45 30

4 Disagree 3 2

5 Strongly

disagree

0 0

Total 150 100

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CHART NO.11: POLICIES & ADMINISTRATION

PRACTICES

0

5

10

15

20

25

30

35

40

Strongly

agree

Agree Neutral Disagree Strongly

disagree

28

40

30

20

%o

frespondent

policies & practices

POLICIES & PRACTICES

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TABLE NO.12: RESPONDENTS OPINION ABOUT

WORKLOAD

Sample size: 150


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.

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

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CHART NO.12: RESPONDENTS OPINION ABOUT

WORKLOAD

0

10

20

30

40

50

60

70

Overload Moderate Under load Optimal No work

24

64

84 0

%o

frespo

ndent

workload

WORK LOAD

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TABLE NO.13: AVAILING LEAVE

Sample size: 150


Interpretation

The above table shows that 36% of respondents avail leave very

rarely,24% avail sometimes. And 8% of respondents avail leave very

often.

S.NO AVAILING

LEAVE

NO. OF

RESPONDENTS

% OF

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

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CHART NO.13: AVAILING LEAVE

8

12

24

20

36

0

5

10

15

20

25

30

35

40

Very often Often Sometimes Rarely Very rarely

%of

respondents

availing leave

AVAILING LEAVE

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CREATIVE JOB

Sample size: 150

SOURCE: 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.

S.NO CREATIVE NO. OF

RESPONDENTS

% OF

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

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CHART NO.14: RESPONDENTS OPINION ABOUTCREATIVE JOB

0

5

10

15

20

25

30

35

40

45

50

Very often Often Rarely Very rare Not at all

24

50

22

40

%o

fre

spondent

creative jobs

CREATIVE JOB

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TABLE NO.15: RESPONDENTS OPINION ABOUT JOB

CHALLENGING

Sample size: 150


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.

S.NOJOB

CHALLENGING

NO. OF

RESPONDENTS

% OF

RESPONDENTS


2 Agree 78 52

3 No opinion 30 20

4 Disagree 12 8

5 Strongly

disagree

6 4

Total 150 100

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CHART NO.15: RESPONDENTS OPINION ABOUT JOB

CHALLENGING

0

10

20

30

40

50

60

Strongly

agree

Agree No opinion Disagree Strongly

disagree

16

52

20

84

%o

frespon

dents

job challenging

JOB CHALLENGING

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TABLE NO.16: OPPORTUNITIES TO UPDATE

KNOWLEDGE AND SKILLS

Sample size: 150


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.

S.NO UPDATE

KNOWLEDGE

NO. OF

RESPONDENTS

% OF

RESPONDENTS


2 Agree 75 50

3 No opinion 12 8

4 Disagree 6 2

5 Strongly disagree 0 0

Total 150 100

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CHART NO.16: OPPORTUNITIES TO UPDATEKNOWLEDGE AND SKILLS

0

5

10

1520

25

30

35

40

45

50

Strongly

agree

Agree No opinion Disagree Strongly

disagree

38

50

8

2 0

%o

fr

espondents

update knowledge

UPDATE KNOWLEDGE

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SETTING GOALS

Sample size: 150


Interpretation

The above table shows that 84% of respondents set their future

goals and 16% of respondents do not set their future goals.

S.NO GOAL

SETTING

NO. OF

RESPONDENTS

% OF

RESPONDENTS

1. Yes 126 84

2. No 24 16

Total 150 100

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SETTING GOALS

Yes; 84%

No; 16%

GOAL SETTING

Yes

No

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TABLE NO.18: APPRECIATION FOR QUALITY WORK

Sample size: 150


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.

S.NO APPRECIATION NO. OF

RESPONDENTS

% OF

RESPONDENTS


2 Agree 66 44

3 Neutral 15 10

4 Disagree 6 4

5 Strongly

disagree

3 2

Total 150 100

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CHART NO.18: APPRECIATION FOR QUALITY WORK

40

44

10

42

0

5

10

15

20

25

30

35

40

45

50

Strongly agree Agree Neutral Disagree Strongly disagree

%o

fresp

ondents

appreciation

APPRECIATION

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PROVIDING SUGGESTIONS

Sample size: 150


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.

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

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0

10

20

30

40

50

60

Very often Often Rarely Very rare Not at all

20

52

20

0

8%o

frespondents

providing suggestions


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HEALTH, SAFETY AND SOCIAL SERVICE.

Sample size: 150


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.

S.NO SOCIAL

ENVIRONMENT

NO. OF

RESPONDENTS

% OF

RESPONDENTS


2 Satisfied 84 56

3 Neutral 12 8

4 Dissatisfied 6 4


Total 150 100

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HEALTH, SAFETY AND SOCIAL SERVICE

28

56

84 4

0

10

20

30

40

50

60

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

%o

frespo

ndents

social environment

SOCIAL ENVIRONMENT

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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


Interpretation

The above table shows that 80% of respondents will not switch

their job often, but 20% of respondents may switch their job.

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SWITCHING JOBS

Yes

20

No

80

SWITCHING JOBS

Yes

No

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ACCEPTANCE OF SALARY CUTS

Sample size: 150


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.

S.NOACCEPTANCE OF

SALARY CUTS

NO. OF

RESPONDENTS

% OF

RESPONDENTS

1. Yes 42 28

2. No 108 72

Total 150 100

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ACCEPTANCE OF SALARY CUTS

0

10

20

30

40

50

6070

80

Yes No

28

72

%o

frespondents

acceptance of salary-cut

ACCEPTANCE OF SALARY-CUT

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TABLE NO.23: INVOLVEMENT IN JOB

Sample size: 150


Interpretation

The above table shows that 80% of respondents are totally

involved in their job and 20% are some what involved.

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

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CHART NO.23: INVOLVEMENT IN JOB

0

10

20

30

40

50

60

70

80

Total

involvement

Some what

involvement

Lack of

involvement

Not interested

80

20

0 0

%o

frespondents

involvement in job

INVOLVEMENT IN JOB

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TABLE NO.24: JOB SATISFACTION VS WORKENVIRONMENT

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 =200200/10=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

(200200/10)=78024000

=3802

SS BETWEEN = (Tj) 2/nj (T) 2/n= (100100/5) + (100100/5)

(200200/10)

=2000+20004000=0

SS WITHIN = xij2 (Tj)2/ nj = 7802 4000=3802

S.NO JOB SATISFACTION WORK ENVIRONMENT

1 40 14

2 50 8

3 4 26

4 6 0

5 0 52

TOTAL 100 100

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ANOVA TABLE

Source of

variation

sum of

squares

(ss)

Degree of

freedom (df)

Mean square

(ms)

F-ratio 5% F- limits

Between SS 0 (21)=1 0/1=0 o/475=0 F(1,8)=5.3177

Within SS 3802 (102)=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.

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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 organizations 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.

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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.

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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.

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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 organizations benefits for their workers.

Improving good working environment in order to increasing

employees involvement in their job.

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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.

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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

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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 organizations benefits. (Pay,

promotion, bonus)


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, sanitarycondition, 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

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8. Are you comfortable with the policies and administrative practices of

the company?

a. Strongly agree b. Agree c. Neutral


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?



12. Is the job is challenging enough?

a. Strongly agree b. Agree c. No. opinion


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:

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15. Does the Top management appreciate your quality work?

a. Strongly agree b. Agree c. Neutrald. Disagree e. Strongly disagree

16. Does the company take your suggestion for the improvement of the

company?



17. Your level of satisfaction with the parameters like health, safety and

social service.


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 involvementc. Lack of involvement. d. not interested

20. Your suggestion to the company.

________________________________________________________

________________________________________________________

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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.

Website:

www.google.com

www.citehr.com

www.hrindia.com
http://www.google.com/http://www.citehr.com/http://www.hrindia.com/http://www.hrindia.com/http://www.citehr.com/http://www.google.com/

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