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 requirements For 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 External with date)

(Signature of Internal Examiner with date)

ACKNOWLEDGEMENT
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.

CONTENTS
Description ACKNOWLEDGEMENT Page no. I Iii iv

List of tables List of charts Executive summary 1. Introduction 1.1. 1.2. 1.3. About the study About the industry About the company

1 6 12

2. Main theme of the project 2.1. 2.2. 2.3. 2.4. Objective of the study Scope and limitations Methodology Review of literature
19 20 22 26

3. Analysis and Interpretation 4. Findings, Recommendations and Conclusion 4.1. 4.2. 4.3. Appendices Bibliography Findings Recommendations Conclusion

28

79 82 83

LIST OF TABLES
Table No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 TITLE Age of respondents Educational qualification of respondents Work experience Respondents opinion about job satisfaction Opinion on organization’s benefits Opportunities for improvement & self development Work environment Superiors and co-workers relation Job responsibilities Participative management Policies & administration practices Respondents opinion about workload Availing leave Respondents opinion about creative job Respondents opinion about job challenging Opportunities to update knowledge and skills Respondent opinion about setting goals Appreciation for quality work Respondents opinion about providing suggestions Respondents opinion about health, safety and social service Respondents opinion about switching jobs Respondents opinion about acceptance of salary – cuts Involvement in job Job satisfaction vs. work environment Page No 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70 72 74

LIST OF CHARTS

Chart No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23

TITLE Age of respondents Educational qualification of respondents Work experience Respondents opinion about job satisfaction Opinion on organization’s benefits Opportunities for improvement & self development Work environment Superiors and co-workers relation Job responsibilities Participative management Policies & administration practices Respondents opinion about workload Availing leave Respondents opinion about creative job Respondents opinion about job challenging Opportunities to update knowledge and skills Respondent opinion about setting goals Appreciation for quality work Respondents opinion about providing suggestions Respondents opinion about health, safety and social service Respondents opinion about switching jobs Respondents opinion about acceptance of salary – cuts Involvement in job

Page No 29 31 33 35 37 39 41 43 45 47 49 51 53 55 57 59 61 63 65 67 69 71 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 redispatch 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. ii. iii. iv. High productivity-high morale Low productivity-high morale High productivity-low morale Low productivity-low morale

CHAPTER 3 ANALYSIS AND INTERPRETATIONS TABLE NO.1: AGE OF RESPONDENTS
Sample size: 150 S.NO 1 2 3 4 5 AGE Below 20 20-30 30-40 40-50 Above 50 Total 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. NO. OF RESPONDENTS 0 66 54 30 0 150 % OF RESPONDENTS 0 44 36 20 0 100

CHART NO.1: AGE OF RESPONDENTS

AGE OF THE RESPSONDENTS

TABLE NO.2: EDUCATIONAL QUALIFICATION OF RESPONDENTS

Sample size: 150 SOURCE: PRIMARY DATA NO. OF RESPONDENTS 24 0 66 42 18 150

S.NO 1 2 3 4 5

EDUCATION School level Diploma Graduates Post graduates Professionals Total

% OF RESPONDENTS 16 0 44 28 12 100

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 1 2 3 4 5 EXPERIENCE Less than 1 year 1-3 years 3-5 years 5-10years Above 10 years Total 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. NO. OF RESPONDENTS 42 66 24 12 6 150 % OF RESPONDENTS 28 44 16 8 4 100

CHART NO.3: WORK EXPERIENCE

TABLE NO.4: RESPONDENTS OPINION ABOUT JOB SATISFACTION
Sample size: 150 S.NO 1 2 3 4 5 JOB SATISFACTION Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total 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. NO. OF RESPONDENTS 60 75 6 9 0 150 % OF RESPONDENTS 40 50 4 6 0 100

CHART NO.4: RESPONDENTS OPINION ABOUT JOB SATISFACTION

TABLE NO.5: OPINION ABOUT ORGANISATION’S BENEFITS

Sample size: 150 SOURCE: PRIMARY DATA

S.NO 1 2 3 4 5

ORGANISATION’S BENEFITS Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

NO. OF RESPONDENTS 24 72 36 12 6 150

% OF RESPONDENTS 16 48 24 8 4 100

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: 150 SOURCE: PRIMARY DATA NO. OF S.NO OPPORTUNITIES 1 2 3 4 5 Very often Often Sometimes Rarely Very rarely Total RESPONDENTS 39 48 33 12 18 150 RESPONDENTS 26 32 22 8 12 100 % OF

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: 150

SOURCE: PRIMARY DATA S.NO ENVIRVONMENT 1 2 3 4 5 Very good Good Satisfactory Poor Very poor Total NO. OF RESPONDENTS 21 12 39 0 78 150 % OF RESPONDENTS 14 8 26 0 52 100

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: 150 SOURCE: PRIMARY DATA S.NO 1 2 3 4 5 RELATION Very good Good Satisfactory Bad Very bad Total NO. OF RESPONDENTS 54 66 18 12 0 150 % OF RESPONDENTS 36 44 12 8 0 100

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 SOURCE: PRIMARY DATA S.NO 1 2 3 4 5 JOB RESPONSIBILITY Very good Good Moderate Poor Very poor Total NO. OF RESPONDENTS 51 84 12 3 0 150 % OF RESPONDENTS 34 56 8 2 0 100

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

Sample size: 150 SOURCE: PRIMARY DATA S.NO 1 2 3 4 5 PARTICIPATIVE MANAGEMENT Strongly agree Agree Neutral Disagree Strongly disagree Total NO. OF RESPONDENTS 81 30 27 12 0 150 % OF RESPONDENTS 54 20 18 8 0 100

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 1 2 3 4 5 Policies & Practices Strongly agree Agree Neutral Disagree Strongly disagree Total NO. OF RESPONDENTS 42 60 45 3 0 150 % OF RESPONDENTS 28 40 30 2 0 100

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

Sample size: 150 SOURCE: PRIMARY DATA Interpretation The above table shows that for 64% of respondents the work S.NO 1 2 3 4 5 Work load NO. OF % OF

RESPONDENTS RESPONDENTS Overload 36 24 Moderate 96 64 Under load 12 8 Optimal 6 4 No work 0 0 Total 150 100 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

Sample size: 150 SOURCE: PRIMARY DATA S.NO 1 2 3 4 5 AVAILING LEAVE Very often Often Sometimes Rarely Very rarely Total NO. OF RESPONDENTS 12 18 36 30 54 150 % OF RESPONDENTS 8 12 24 20 36 100

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
Sample size: 150 S.NO CREATIVE NO. OF % OF RESPONDENTS 24 50 22 4 0 100

RESPONDENTS 1 Very often 36 2 Often 75 3 Rarely 33 4 Very rare 6 5 Not at all 0 Total 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.

CHART NO.14: RESPONDENTS OPINION ABOUT CREATIVE JOB

TABLE NO.15: RESPONDENTS OPINION ABOUT JOB CHALLENGING
Sample size: 150

SOURCE: PRIMARY DATA Interpretation The above table shows that 52% of the respondents agree that JOB NO. OF % OF CHALLENGING Strongly agree Agree No opinion Disagree Strongly RESPONDENTS 24 78 30 12 6 RESPONDENTS 16 52 20 8 4

S.NO 1 2 3 4 5

disagree Total 150 100 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

Sample size: 150 SOURCE: PRIMARY DATA Interpretation S.NO 1 2 3 4 5 UPDATE KNOWLEDGE Strongly agree Agree No opinion Disagree Strongly disagree Total NO. OF RESPONDENTS 57 75 12 6 0 150 % OF RESPONDENTS 38 50 8 2 0 100

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 1. 2.

GOAL

NO. OF

% OF RESPONDENTS 84 16 100

SETTING RESPONDENTS Yes 126 No 24 Total 150 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

Sample size: 150 SOURCE: PRIMARY DATA S.NO 1 2 3 4 5 APPRECIATION Strongly agree Agree Neutral Disagree Strongly disagree Total 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. NO. OF RESPONDENTS 60 66 15 6 3 150 % OF RESPONDENTS 40 44 10 4 2 100

CHART NO.18: APPRECIATION FOR QUALITY WORK

TABLE NO.19: RESPONDENTS OPINION ABOUT PROVIDING SUGGESTIONS

Sample size: 150 SOURCE: PRIMARY DATA Interpretation S.NO 1 2 3 4 5 PROVIDING SUGGESTIONS Very often Often Rarely Very rare Not at all Total NO. OF RESPONDENTS 30 78 30 0 12 150 % OF RESPONDENTS 20 52 20 0 8 100

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: 150 SOURCE: PRIMARY DATA S.NO 1 2 3 4 5 SOCIAL ENVIRONMENT Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total NO. OF RESPONDENTS 42 84 12 6 6 150 % OF RESPONDENTS 28 56 8 4 4 100

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 1. 2. SWITCHING JOBS Yes No Total NO. OF RESPONDENTS 30 120 150 % OF RESPONDENTS 20 80 100

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
S.NO 1. 2. ACCEPTANCE OF SALARY – CUTS Yes No Total NO. OF RESPONDENTS 42 108 150 Sample size: 150 % OF RESPONDENTS 28 72 100

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

Sample size: 150 SOURCE: PRIMARY DATA S.NO 1. 2. 3. 4. INVOLVEMENT IN JOB Total involvement Some what involvement Lack of involvement Not interested Total NO. OF RESPONDENTS 120 30 0 0 150 % OF RESPONDENTS 80 20 0 0 100

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

S.NO 1 2 3 4 5 TOTAL

JOB SATISFACTION 40 50 4 6 0 100

WORK ENVIRONMENT 14 8 26 0 52 100

TABLE NO.24: JOB SATISFACTION VS WORK ENVIRONMENT
NULL HYPOTHESIS (Ho) : There is no significant difference

among the job satisfaction on work environment. ALTERNATIVE HYPOTHESIS (H1) : among the job satisfaction on work environment. There is significant difference

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 Between SS Within SS sum of squares (ss) 0 3802 Degree of freedom (df) (2−1)=1 (10−2)=8 Mean square (ms) 0/1=0 3802/8=475 o/475=0 F(1,8)=5.3177 F-ratio 5% F- limits

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 20% of

often

provide

suggestions very often

to

the

management,

respondents

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 40-50 e. Sex: Male f. Educational qualification School level Diploma Post Graduates Graduates Professional Female : 20-30 above 50 30-40 : : :

g. How long have you been working in this company? a. less than 1 yr d. 5-10 yrs b. 1-3 yrs e. above 10yrs c. 3-5 yrs

1. How satisfied are you with the present job? a. Highly satisfied d. Not satisfied b. satisfied c. neutral e. highly dissatisfied

2. Your level of satisfaction with the organization’s benefits. (Pay, promotion, bonus) a. Highly satisfied d. dissatisfied b. satisfied c. neutral e. highly dissatisfied

3. How often do you get opportunities for improvement and selfdevelopment? a. Very often d. Rarely b. Often e. Very rarely c. Sometimes

4. How is your working environment facility (resting facility, sanitary condition, ventilation & lighting, water facilities)? a. Very good d. poor b. Good e. Very poor c. Satisfactory

5. How is your relationship with your superiors and co-workers? a. Very good d. Bad b. Good e. Very Bad c. Satisfactory

6. How do you rate your job responsibilities? a. very good d. Poor b. Good e. Very poor c. Moderate

7. Do you have the independence to express your views or ideas to superiors? a. Strongly agree d. Disagree b. Agree c. Neutral e. Strongly Disagree

8. Are you comfortable with the policies and administrative practices of the company? a. Strongly agree d. Disagree b. Agree c. Neutral e. Strongly Disagree

9. How do you feel about your workload? a. Overload d. Optimal b. Moderate e. no work c. Under load

10. How often you avail leave? a. very often d. very rare b. often e. not at all c. rarely

11. Does your job allow you to be creative? a. very often d. very rare b. often e. not at all c. rarely

12. Is the job is challenging enough? a. Strongly agree d. Disagree b. Agree c. No. opinion 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 d. Disagree b. Agree e. Strongly disagree c. Neutral

16. Does the company take your suggestion for the improvement of the company? a. very often d. very rare b. often e. not at all c. rarely

17. Your level of satisfaction with the parameters like health, safety and social service. a. Highly satisfied d. Not satisfied 18. If the company is at loss, i) Will you switch over jobs? a. Yes b. No b. satisfied c. neutral e. highly dissatisfied

ii) Will you accept to get less salary and continue? a. Yes 19. My involvement with my job a. Total involvement c. Lack of involvement. 20. Your suggestion to the company. ________________________________________________________ ________________________________________________________ b. Some what involvement d. not interested b. No

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