Employee Morale

A STUDY ON EMPLOYEE MORALE IN ADMINISTRATIVE LEVEL AT METROPOLITAN TRANSPORT CORPORATION LIMITED, CHENNAI.

PRIMARY OBJECTIVES To study on employee morale of metropolitan transport corporation limited, Chennai.

SECONDARY OBJECTIVE

y

To identify the level of satisfaction in the MTC regarding the factors that contributing

morale. y

To assess the factors that has direct impact on morale.

y

To identify the H R initiatives initiatives that contribute to high morale among the employees

NEED FOR STUDY y

To find out the level of employee morale.

y

This study is conducted to identify the level of satisfaction in the MTC regarding the factors

that contributing morale. y

This study is conducted to assess the factors that have direct impact on o n morale.

y

This study is conducted to identify the H R initiatives that contribute to high morale among

the employees.

SCOPE OF THE STUDY y

This study helps helps to find out the level of employee morale.

y

This study helps to know the identify the level of satisfaction in the MTC regarding the

factors that contributing morale. y

This study focuses on the various factors that have direct impact on morale.

y

This study also covers the H R initiative that contributes to high morale among the

employee

COMPANY PROFILE METROPOLITAN TRANSPORT CORPORATION CHENNAI LTD In 1947, the Government of madras nationalized the passenger transport for the first time by introducing 30 buses in Madras City, side by side with the buses run by the private operators at the time. The operation was under the control of the then Madras State Transport Department. In 1972, the departmental setup was transformed into a company setup in order to inoculate a commercial approach without sacrificing the social responsibilities. Thus, PALLAVAN TRANSPORT CORPORATION LIMITED was formed under the companies Act 1956, by the Go vernment of Tamil Nadu on 01-01-1972 with a fleet strength of 1029 buses. The fleet strength gradually increased correspondingly to the requirements of the public and reached 2332 on 01.01.1994. Following that Pallavan Transport Corporation Ltd was   bifurcated as Dr.Ambedkhar Transport Corporation Limited and Palaver Transport Corporation Limited on 19.01.1994. The south of the Chennai Metropolitan City from EVR periyar road came under the operational jurisdiction of the Pallavan Transport Corporation Limited. The North of  Chennai Metropolitan City from EVR Periyar Road (including EVR Periyar Road) came under  the operational jurisdiction of the Dr.Ambedkhar Transport Corporation Limited. Metropolitan Transport Corporation (Chennai=Dn.1) Ltd formerly known as pallavan Transport Corporation Ltd was established on 1.1.1972 with a fleet strength of 1029 buses. The operational jurisdiction is the Chennai Metropolitan area. The pallavan Transport Corporation was bifurcated into two and a new corporation, namely, Dr. Ambedkhar Transport Corporation Limited, started functioning from 19-01-1994. Pallavan Transport Corporation was renamed as Metropolitan Transport Corporation (Chennai Division-1) Limited, Dr. Ambedkhar Transport Corporation was re-named as Metropolitan Transport Corporation (Chennai Division-II) Ltd, on 01.07.97.

In order to make the corporations viable and for better administrative control Metropolitan Transport Corporation (Chennai Division II) has been amalgamated with Metropolitan Transport Corporation (Chennai Division I) Ltd with effect from 10.01.2001. The fleet strength of the corporation as on 31.03.2003 was 2773 with 23 depots, a body building unit at chrompet, a ticket  printing press at K.K Nagar and Reconditioning Unit at Patels Road. During the year 2002-2003, 117 buses have been purchased for replacement

The METROPOLITAN TRANSPORT CORPORATION (CHENNAI) LTD, we refer to it as the MTC, though is know as one of the best services in India. With round the clock service, 26 Depots, a fleet of 2845 busses, 551 routes and employee strength of 18,000 people it covers an area of 1166 square kilometers around Chennai city. It serves an average of 4 million people every day, but the collection are just 12.2 Million (USD 297,560). This works out to a paltry sum of 7.5 United States cents per passenger. Fares are calculated based on stages, with each stage  being approximately 2 kilometers, for one stage fare is Rs. 2(4.8 cents) and for 23 stages the fare is just Rs. 7( 17 cents). In the public interest, both the divisions were amalgamated into a single corporation under the name METROPOLITAN TRANSPORT CORPORATION (CHENNAI) LTD , with effect, from 10-01-2001. The Growth

As on 01-01-1972

Latest

Depots

8

25

Fleet

1029

3084

Route

176

626

Employees

12178

20107

Passengers per day

12 lakhs

40.03 lakhs [Avg.]

Collection per day

2 lakhs

134.05 lakhs [Avg.]

Metropolitan Transport Corporation (Chennai) Limited is a government of Tamil Nadu. MTC serves the public of entire Chennai Metropolitan Area. It operates its servicers in an area of 1166 Square kilometers with an aim to operate the services economically and efficiently without sacrificing the soc ial responsibilities. responsibilities.

Bus Services y

Via central station railway complex.

y

Via egmore railway station.

y

Via tambaram railway station complesx.

y

48 night services to important important places.

y

50 late hour trips.

y

For the convenience of elderly people 10 low floor modern buses have been introduced on

trial basis. y

100 high capacity vestibule buses and 10 double decker buses.

y

90 air conditioned Volvo buses on selected routes.

y

Semi-low floor buses with automated door closure.

y

Park and ride facility facility in terminals for two t wo wheelers.

y

Consumer forum meeting.

y

Passenger complaints cel.

About the company

Metropolitan Transport Corporation [Chennai] Limited is a Government o Tamil Nadu Undertaking registered under Companies Act, 1956. It is government by the Board of Directors appointed by the Government Govern ment of Tamil Nadu. Public transport in the Chennai City is 100% nationalized. MTC serves the public of  entire Chennai Metropolitan Area. It operated its services in an area of 1166 square kilometers with an aim to operate the services economically and efficiently without sacrificing the social responsibilities.

Review of literature INTRODUCTION In every organization, people are working within a suitable environment of attitudes. Each employee has attitudes that range over the entire spectrum of human behavior. All managers have a constant concern for the morale of the group, which they lead. However, considerable confusion prevails over the use of the term morale because of variation in defining characteristics of the term. Some researches make distinction between job satisfaction and morale, while others do not make this distinction. Some researches take job satisfaction and morale as individual¶s concern; some others take job satisfaction as individual phenomenon and morale as group  phenomenon. From one point of view, morale may be regarded essentially an individual matter. It is described in terms of the feelings of an employee or manager towards his work; it is thus a matter of work satisfaction. satisfaction. Guion describes descr ibes mora morale le from from the point of view of an individual individua l worker work er and defines it it as the degree to which individual needs are satisfied and degree to which the individual needs are satisfied and the degree to which the individual desires satisfaction from his total job situation. When morale is regarded as an individual phenomenon, many investigators organize these feelings what are assumed to be workers¶ needs. In contrast to this individual job satisfaction approach, most researches are impressed with social or group significance of morale. They emphasize social reactions and concentrate on attitudes towards group values rather than towards individual values. They place less emphasis on working conditions and more feelings of cohesiveness, group interest and identification with the mission of the group, and optimism about the success of the whole. Thus, the concepts of job satisfaction and motivation both pertain to the individual and morale to the group. McFarland observes that ³morale is basically basically a group phenomenon. It is is a concept that describes describes the level of favorable or  unfavorable attitudes of the employee collectively to all aspects of their work the job, the company, their tasks working conditions, fellow workers, and superiors and soon. Attitudes

express what the individuals think and feel about their jobs. The emphasis is on how employee feel, denoting the strong emotional elements assoc iated with attitudes.´ The growth of the company depends upon the employee activities. When the employee have the  positive character on the company, it will helpful to improving the growth of the organization. So the company should satisfy the needs of the employees, and it win improve the morale of the employee. Defining Morale

³Morale´ is the behavior of the employee wanting to belong to the organization and Who are being happy with their organization .It also described as a ³state of mind , a mood a mental condition, when these things are all positive and upbeat´. A more theoretical definition would be ³positive affective orientation towards membership´. According to Yoder,´ morale is a feeling, somewhat related to esprit decorp, enthusiasm or zeal. For a group of workers, morale, according to a popular usage of the word, refers to the over-all tone, climate or atmosphere of work, perhaps vaguely sensed by the members. It workers appear to fee; fee; enthusiastic and optimistic optimistic about group activites , if they have a sense of mission about t heir job ,if they are friendly with each other, ot her, they are desired as having a good or high morale. If they seem to be dissatisfied, irritated, cranky, critical, restless and  pessimistic, they are desired as having poor o r low morale´.

Morale, also known as esprit de corps when discussing the morale of a group ,is

an intangible term used for the capacity of people to maintain belief in an institution or a goal,or  even in oneself and others .The second term applies particularly to military military personnel and to members of sports teams, but is also applicable in business and in any other organizational context, particularly in times t imes of stress or controversy.

According to Alexander H.Leighton, ³morale is the capacity of a group of people to pull together persistently and consistently in pursuit of a co mmon purpose´. Business Definition for: Employee 

Someone hired by an employer under a contract of employment to perform work on a

regular basis at the employer¶s behest. An employee works either at the employer¶s premises or at a place otherwis ot herwisee agreed, is paid regularly, or enjoys fringe benefits and employment protection. 

An individual who provides labor to a company or another person.

High employee morale not only increases productivity, it also helps to reduce turnover, employee complaints, lawsuits, health claims, and absenteeism and work errors. Low employee morale, on the other hand, often o ften has a negative effect, increasing costs and disrupting the work environment. The number one cause of conflict and low morale at work is the way people communicate with each other, and particularly the way managers communicate with their direct reports. Communicate is a program of continuous morale-boosting communication and education for all employees. It delivers behavior-changing messages containing powerful ideas and Techniques that help people think, feel, and perform better at work .It¶s a program to boost morale, change the culture and create shared knowledge and values at work.

INDIVIDUAL MORALE AND GROUP MORALE:-

Morale may be concerned with an individual. And 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. Whereas Wherea s

an

individual¶s individua l¶s morale is a single

  person¶s attitudes toward life, group morale reflects the general esprit de crops of a collective group of personalities. Group morale is every one¶s concern and it must be practiced continually, for it is never ultimately achieved and is constantly changing.

Group morale and the morale \of the individual are interrelated but not necessarily identical. They have an effect on each other. It is conceivable that an individual own personal perception of  existing conditions as they relate to himself may be high, and the group¶s perception of conditions may be low, or o r vice versa, but more usually the two share common feelings.

Factors Affecting Morale

Employee morale is very complex phenomenon and is influenced by many factors on and the shop floor. For example, the supervisor, the company and the working conditions obtaining in it as well as its policies; the group and inter-personal relations prevailing in that groups; salary and other benefits; the employee¶s family and home life; his social and community life; the  policies and attitudes of the top management of its workers and trade unions ± all these influence employee morale to certain extent. According to McFarland, the important factors which have a bearing on morale are (1)

The attitudes of the executives and managers towards their subordinates;(2) working

conditions, including pay, hours of o f work, and safely rules;(3) effective Leadership and an intelligent distribution of authority and responsibility in the organization; (4) the design of the organization¶s structure which facilities the flow of work; (5) the size of the organization. MORALE BULIDING: 

Sound manpower management



Human relations approach



Management of attitudes



Organization design



 participation

MORALE IN THE WORK PLACE:

In the workplace, morale is more of an individual ting than something measured by departments. Events play a large in morale, such as heavy layoffs the cancellation of overtime, cancelling  benefits programs, and the influence of unions. Other events can also influence workplace morale, such as sick building syndrome, low wages, and employees being mistreated. Workplace events play a large part in changing employee morale, such as heavy Layoffs, the cancellation of overtime, canceling benefits programs, and the influence of unions. Other events can also influence workplace morale, such as sick building syndrome, low wages, and employees being mistreated. TYPES OF MORALE:

Morale is generally referred to as high morale or low morale. According to McFarland, ³high morale exists when employee attitudes are favorable to the total situation of a group and to the attainment of its objectives. Low morale exists when attitudes inhibit the willingness and ability of an organization to attain its objectives. High morale is represented by the use of such terms as team spirit, zest, enthusiasm, loyalty, dependability ad resistance to frustration. Low morale, on the other hand, is described by such words and phrases as apathy, bickering, jealousy,  pessimism, fighting, and disloyalty to the organization, disobedience of the leader, dislike of, or  lack of interesting, one¶s job, and laziness.

Morale is low by: i. ii.

a too fine division of o f authority and responsibility; too many supervisors;

iii.

an improper selection of personal for new or expanded duties;

iv.

too much reliance on organizational charts: and

v.

Too few real executives.

High or good morale is of tremendous importance for a management and its employees. It generally indicates: i.

Willing co-operation for the attainment of organizational object ives;

ii.

Loyalty to the organization o rganization and its leadership;

iii.

Good discipline or volun vo luntary tary with rules, ru les, regulations and orders;

iv.

Strong organization emergency or difficulty: difficulty:

v.

A high degree of employees interest in the job and in the organization;

vi.

A reasonable display of employee initiative; and

vii.

Pride in the organization. organ ization. Roethlisberger emphasis the importance of high morale when he says: ³what physical health is to a physical organism, morale is to co-operative system.´ Contrarily, low or bad morale generates an attitude of apathy, non-involvement and non-co-operation. Factors influencing morale within the workplace include: y

Job

y

Staff feeling that contribution is valued by their e mployer.

y

Realistic opportunities for merit-based promoti pro motion. on.

y

The work µculture¶.

y

Team composition.

y

Management style.

y

The perceived status of the work being done by the organization as a whole.

y

The perceived social or economic value of the work being done by the organization as a

whole.

security.

Improve employee morale Low morale is what most managers don¶t want to hear when esprit among their  employees is being discussed. discussed.

Organization whose morale is is considered low low usually lack  lack 

achievement, motivation and a sense of real purpose. Also, the turnover of their employees is usually high high . through reversing reversing these trends will take time, time, you can be assured assured fo success success if you act on the following:

1.

Become a morale missionary:

Morale is a group phenomenon phenomenon but an individual matter. We speak of high morale in a group ±  meaning that most of the people in the group have a good sense of esprit group morale, however, depends on the morale of each individual in the group. This is best achieved through the personal missionary work of the manager. Inspirational talks and group initiatives such as projects, sevices and clubs can helpl; but unless the manager is there working with individual employees, group morale is not likely to improve. 2. Identify issues-not the outcome:

Morale is the outcome. outcome. Issues are the things things contributing to that outcome. outcome. Employee¶s may attribute the cause of low morale to the turn-around time on decision-making, the constants changing of priorities without consultation the lack of training, inflexible   procedures, the incorrect mix of resources and people or poor communication. Focus on identifying the issues and you will have a much better chance of improving the situation and  boasting morale. 3. Measures morale before tying to manage it:

You may decide to use commercially available tools to measure the effect that the issues have ont  productivity, or you may opt to design your own. Whatever your decision, it is best to use such instruments to get an accurate picture picture of the issues and the associated associated problems. As management management experts say, ³if you can¶t measure if you can¶t manage it´.

4. Job

Build self- confidence and security:

security and a feeling of confidence in ones ability to handle the day to day incidents of life

and work are key elements in in good employee morale. You can provide this felling felling by training staff  to do their jobs jobs effectively, showing them the importance importance of their their jobs to the organization, organization, and demonstrating your confidence in them.

5. Set priorities- and be seen as supportive:

By establishing priorities, you help people make molehills out of mountains. Issues confronting employees will generally fall into the broad categories: Those that they will not be to influence at all. Those over which they have have very little influence. Those that they can influence.

15 ways to boost employee morale

Employees spirits can easily fall if their day to day responsibilities are monotonous or if their  don¶t fell valued valued but their supervisors. supervisors. Over time this can translate into into an unmotivated and unproductive staff. Therefore is important for your company to make sure that employees are interested in and appreciated for their work. Use thes15 tips to help improve employee morale and  boost productivity within your organization.

1.

Help them wake up:

Mornings can often be the hardest part of an employees day . workers who are fighting off fatigue have trouble focusing and getting excited about their responsibilities. Offer freshly brewed coffee and tea to help employees start the day awake and alert. Not only will they be grateful for the caffeine, they will be more productive pro ductive throughout the day.

2.

Recognize birthdays and personal accomplishments:

Most employees appreciate it when their supervisors remember their birthdays or acknowledge  personal milestones such as having having a child or finishing a marathon. marathon. Some companies even offer  employees a paid day off on their birthdays. Knowing that managers are aware of employees live outside of work makes them feel like a valued member of the team rather than just anonymous workers.

3.

Treat them with respect:

This tip sounds like a no brainer but it can make a world of differences to employees. Don¶t swear  lose your temper or ignore your staff especially in front of other employees. Treat employees with the courtesy and respect they deserve --- say say please and thank you , ask about their weekend , and take an interested in projects that t hey working

4.

Establish an employee-recognition program:

Employees want supervisors to be aware and appreciative of their work. Create an employee of  the month program or a wall of fame to recognize workers notable contributions. Such programs demonstrate an employee appreciation and also offer incentives for their productivity. 5. Add a personal touch:

if you are particularly impressed with an employees work show it. Handwrite a note or send flowers of a gift certificate to demonstrate your gratitude. Your personal attention will make the recognized employee fell valued and unique.

6. Treat them to lunch:

Order pizza or take employees out to lunch occasionally to keep spirits high. Getting the opportunity to socialize without. worrying about the bill will put employees in a good mood and help them enjoy their work environment and colleagues.

7. Check in with staff members:

Hold meetings with individual¶s workers or groups of employees several times throughout the year to address any questions or concerns that they may have. Even if you don¶t have a meeting scheduled soon, make sure that employees know that you are always there to address any

 problems that may crop up. Ask for their feedback and reactions to new company policies, and be sure to update them on o n what steps you are taken to solve any problems.

8.

Back them up:

Through customer satisfactions is important to every business , supervisors must support their  employees if they encounter problems despite having followed company protocol. Don¶t let your  workers get yelled at or mistreated by customers or co workers. If you see such a conflict, step in and manage the situation. Your employees will be grateful for you intervention, and its part of  your job as a manager of offer strong support.

9. Keep training them:

In this ever evolving world of new technologies and ideas employees need to stay up to date with developments in their field. Staff members can interpret an employer¶s unwillingness to invest in training as a disregard for their professional development. They will also be less productive than your competitors better trained employees. Enroll workers in classes and send them to conferences to keep them (and your company) on top of the game. 10. Get to know them:

You don¶t need to take employees home to meet your parents, but be sure to learn enough about their personal lives to show that you care. Ask about hobbies and interests, find out if they have spouses or children, children, and talk about your respective respective plans for the weekend. Staff members will appreciate your interest

11. Avoid layoffs and cutbacks:

  Nothing hurts employee¶s morale like knowing that their jobs might be on the line. Turn to layoffs only as a last resort if your company or department is struggling. And if you must cut jobs are completely honest about the reasons why particular employees were chosen. Also try to give employees as much notice as possible that layoffs looming that way they will time to get their   personal budgets in order start scheduling interviews.

12. Throw a party

Through many employees whine about attending office parties, most enjoy the chance the socialize with their peers outside of the work environment. Celebrate a company milestone or  throw a holiday bash at the end of the year. You can also use parties as opportunities to recognize individual employees for outstanding work in front o f the entire company.

13. Bring employees together for a community service project:

Get employees out of the office for an afternoon to take on a community service project together. Help

build a house with a habitat habitat for humanity or clean clean up a local local trail. trail. Staff will likely likely enjoy enjoy

the opportunities to give back to their local community, and they might also learn important team skills by collaborating in a new environment en vironment

14. Offer financial rewards:

Performances bonuses are easy ways for managers to show appreciation for employee¶s outstanding achievements. And there is no doubt that workers like them.

15. Conduct employee satisfaction surveys:

If nothing you do seems to be improving employee morale, conduct an employee¶s satisfaction survey to determine what is making workers unhappy. Be sure to address any issues you uncover   promptly and thoroughly to avoid losing workers for good. In short, an unhappy employee is an unproductive employee. Your company needs to pursue policies like the ones mentioned above to help your business become a more enjoyable place to work. Not only will employees start to look  forward to their workdays, workdays, but your organization will benefit benefit from newfound efficiency. efficiency. And of  course, when word of your company¶s perks gets around, it will make it much easier to recruit the most talented workers in the job pool. poo l. Statement of the problem

Every organization should have personnel policies in order to accomplish the objectives of the  personnel as well as the organization. Periodic updating of personnel policies is essential to keep   pace with the change time to avoid organizational competency or managerial stagnation of   personnel policy. It should be suitable and adjustable accommodate the latest trends and should be accepted and accommodated by many in the organization.

The study focuses on various dimensions like job security, pay, working conditions, relationship with superiors, relationship with co workers, rewards and recognition suggestions and opportunities to use ideas nature of work concept of self communication and relationship with management welfare measures, health conditions, training, individual adjustment, safety, social

and community

life, opportunities and advancement , job job clarity clarity and cleanliness cleanliness , stress stress

relaxation and opportunity to learn a job

This study is based on these employees working in the textile industries in Coimbatore. The need for study is to ascertain some factors related to job morale of the employees and the various  benefits and welfare facilities provided by the company to employees ascertain in the relationship  between the employees and management.

RESEARCH METHODOLOGY Research Methodology Methodology is a way to systematically solve the research problems. It explains the various steps that are generally adopted by a researcher in studying the research problem with logic behind them.

Research Design

The research design is the basic framework or a plan for a study that guides the collection of data and analysis of data. In this survey the design used is descriptive research design. It includes survey and fact finding enquiries of different kinds. The Major purpose of descriptive research is descriptive of state of affairs, affairs, as it exists exists at present. The information are collected from the individuals and analyzed with the help of different statistical tools, to find find the satisfaction level of retailer. Likewise cross table table analysis has been done for   processing the data and information is derived to attain the objectives of the study.

Sampling Design

[ a ] Population

Since the population is large in number, researcher was unable to collect information from all individuals due to limitation of time, so touch of the population is taken for analyzing and generating the findings, which is applicable for total population.

[b] Sampling Technique

Convenience sampling method is used to collect data among the po pulation for this study. The percentage refers to special kind of ration. Percentage is used in making comparison between two or more series of data. Percentage P ercentage is used to describe relationship. Percentage (%) = No. of Respondents*100/ Total Respondents

2. Chi-square Analysis

Chi- square is a non-parametric test of statistical significance for bivariate tabular  analysis. A non- parametric test, like like chi-square, is a rough estimate estimate of confidence. Chi square is is used most frequently to test statistical significance of results reported in bivariate tables and interpreting bivariate tables is integral to interpreting the results of a chi-square test.

CHI-SQUARE TEST METHOD The chi-square method is the application of testing the significant difference  between observed and expected values.

Null Hypothesis (H0)

There is no significant association between age group and overall motivation and morale.

Alternative Hypothesis (H1)

There is significant association between age group and overall motivation and morale

Statistical Test

[c] Sample Size

The size of the sample is 100, and factors to be considered are time, cost and effectiveness etc, the study was conducted during the period of march 2008.

[d] Sample Unit

The respondents of the study are part of population. Each individual is considered to be sampling unit.

Data collection

The collection of data is considered to be one of the most important aspects in the research methodology. Both primary and secondary data is used in this study in order to meet the requirements of the purpose.

[A] Primary Data

Under this study using structured questionnaire collected primary data.

The structured

questionnaire consists consists of both open-ended and close-ended close-ended questions. The primary data has been collected through the questionnaire by means of personal interview. The questionnaire consists of  number of questions printed in a defini d efinite te order o rder on a form.

[B] Secondary Data

The secondary data are sourced from various telecommunication websites, magazines, books,  pamphlets and periodical surveys etc.

Statistical tools used for the study

The data has been mainly analyzed by using using the following following methods and and tests.

1.

Percentage Analysis

Chi- square test (x2) = E (O-E)

2

E Degrees of freedom = (R-1) (C-1) Whereas,

O

= Observed frequency

E

= Expected frequency

R C

= Number of rows = Number of columns

To find E:

Row Total * Column Total Expected frequency= Grand Total

Level of significant (a):

A value indicating the percentage of sample values that is outside certain limits , assuming the null hypothesis is correct, that is ,the probability of rejecting the null hypothesis when it is true .

3.

Regression Analysis

The main objective of regression analysis is to explain the variation in one variable (dependent variable), based on the variation in one or more other variations (independent variable). The applications areas are in in µexplaining¶ µexplaining¶ variations in sales of a product

based on

advertising expenses, or number of sales people, or number of sales offices, or on all the above variables. If there is is only one dependent variable and and one independent variables variables used to explain the variation in it, it, then the model is known as a simple regression. If multiple multiple independent variables are used to explain the variation in a dependent variable, it is called a multiple regression model.

Even though the form of the regression regression equation could be either linear linear or 

linear, we will limit our discussion to linear models. As seen from the preceding discussion, the major application of regression analysis in marketing is in the area of sales forecasting, based on some independent (or explanatory) variables. This does not mean that regression analysis is the only technique used in sales forecasting, and regression is only one of the better known (and often used) quantitative techniques.

4.

One ± Way ANOVA

This particular design is used when there is only one categorical independent variable, and one dependent (metric) variable. variable. Each category of an independent variable is called a level. level. The independent variable may be different levels of prices, or different pack sizes, or different product colours , and the effect(dependent variables) could be sales of the product. In this type of design, we randomly allocate the various sampling elements to the different levels of the independent variable, and measure the resulting dependent variable. Then, we conduct an F-test under the ANOVA to test the null hypotheses that the mean values of the dependent variable are not significantly different from each other, at different levels of the independent variables.

A STUDY ON EMPLOYEE MORALE IN ADMINISTRATIVE LEVEL AT METROPOLITAN TRANSPORT CORPORATION LIMITED, LIMITED, CHENNAI.

QUESTIONNAIRE PERSONAL PARTICULAR 

1.

DEPARTMENT:

a) ACCIDENT c)

(

PURCHASE

) b) LEGAL (

e)TRAFFIC

)

(

g)SALARY

) (

d)

(

)

PERSONNAL

(

f) PLANNING AND DEVELOPMENT(

)

2. GENDER  (a) MALE (

)

(b) FEMALE (

)

3. AGE: (a)Below 25( ) (b) 26-30( ) (c) 30-35( ) (d) 36-40( ) (e) 41&above( ) 4.

EDUCATIONAL QUALIFICATION :

(a) SSLC ( ) (b) HSC ( ) (c) U.G ( ) (d) P.G ( ) 5. EXPERIENCE:

(a) Up To 5 Years (

) (b) 5-10 Years (

) (c) 10-20 Years (

) (d) 20 Years And Above.

) )

6. I look forward to going to work each day. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

) (c) NEUTRAL (

)

)

7. What is the good motivation from your point of view ? STATEMENT

STRONGLY

DISAGREE

NEUTRAL

AGREE

DISAGREE

A

STORNGLY AGREE

Target Achievement

B

Self  Development

C

Pleasant Work  Environment

D

Ensure Efficient Work 

8.

What is your greater performance at work? STATEMENT

STRONGLY DISAGREE

A

Training

B

Participation

C

Effective supervision

D

All Above

The

DISAGREE

NEUTRAL

AGREE

STRONGLY AGREE

9. I known what is expected of of me at work? (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

) (c) NEUTRAL (

)

)

10. Job satisfaction can be attained through which factor? STATEMENT

STRONGLY

DISAGREE

NEUTRAL

AGREE

DISAGREE

A

AGREE

Job Environment

B

Incentives

C

Participative Management

D

Promotion

11. I get positive feedback when I do a good job. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

) (c) NEUTRAL (

)

) (c) NEUTRAL (

)

)

12. I have good employee benefits. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

)

13. I have a good relationship with my superior. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

STRONGLY

)

) (c) NEUTRAL (

)

14. I have confidence in the people who run my organization. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

) (c) NEUTRAL (

)

) (c) NEUTRAL (

)

)

15. I am satisfied with my overall compensation. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

)

16. Employee suggestions are taken seriously by the employer. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

) (c) NEUTRAL (

)

) (c) NEUTRAL (

)

) (c) NEUTRAL (

)

)

17. I work in a safe and comfortable environment. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

)

18. I feel secured about my retirement benefits. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

)

19. I am satisfied with the work I do. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

) (c) NEUTRAL (

)

) (c) NEUTRAL (

)

)

20. I am satisfied with my working hours of the job. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

)

21. I am helped to do my job well by my technical support systems. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

) (c) NEUTRAL (

)

) (c) NEUTRAL (

)

)

22. Training is well planned. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

)

23. I am satisfied with the promotional system of the organization. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

) (c) NEUTRAL (

)

)

24. My social status is enhanced by being in the organizational. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

)

) (c) NEUTRAL (

)

25. I have pride in the reputation of the organization. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

) (c) NEUTRAL (

)

) (c) NEUTRAL (

)

)

26. I have access to organizational resources. (a) STRONGLY DISAGREE ( (d) AGREE (

) (b) DISGREE (

) (e) STRONGLY AGREE (

)

27. Which is the major factor helps to build employee morale? STATEMENT

STRONGLY DISAGREE

A

Attitudes

of 

superiors B

Working conditions, pay

and

hours of work 

C

Effective leadership

D

Distribution of

Authority

and Responsibility

DISAGREE

NEUTRAL

AGREE

STRONGLY AGREE