A STUDY ON EMPLOYEE MORALE AT ELGI EQUIPMENT LIMITED COIMBATORE A PROJECT REPORT Submitted by AMUDHA.S Reg. No. 088001112007 Of MAHARAJA ENGINEERING COLLEGE, 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 This is to certi ertify fy that that the the proj projec ectt work work titl titled ed “A Stud Study y on Employee Morale at ELGI Equipment limited, coimbatore” coimbatore” is the bonafide work of AMUDHA.S, of AMUDHA.S, Reg no. 088001112007, 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 University Coimbatore Coimbatore as partial fulfillment of requirement for the award of degree of Master of Master of Business Administration. Administration.
_________________________________ Signature and Name of the Guide
__________________________________ Signature and Name of the Director/HOD
Submitted
for
the
viva-voce
examination
held
on__________________________
__________________________
(Signature of Internal Examiner with date)
________________________
(Signature of External with date)
ACKNOWLEDGEMENT I exte extent nt my deep deep sens sense e of grat gratit itud ude e and and sinc sincer ere e than thanks ks to our our chairman
Thir Thiru. u.
K.P K.PARAMA RAMASI SIV VAM
B.Sc B.Sc..,
and
correspondent
Thiru.P.SA Thiru.P.SATHY THYAMOORTHY AMOORTHY,, B.E., M.B.A., M.S., M.S., of Maharaja Maharaja Engineering Engineering College, Avinashi for giving me an opportunity to be a student of this reputed institution. I
express
sincere
respect
and
gratit titude
to
our
principal
Dr.N.KUPPUSAMY,M.E.,, Ph.D., MIF., Dr.N.KUPPUSAMY,M.E. MIF., for his valuable support in carrying out my project work. I am most grateful to Mr.A.V Mr.A.V.HARIHARA .HARIHARAN, N, M.B.A., M.Phil. Head of the Department, Management Studies for her intellectual directions, constant encourag encouragemen ementt and gainful gainful wishes. wishes. I extend my thanks to all other other faculty members of Maharaja Engineering College, Avinashi for their kind continued encouragement. I am grea greatl tly y inde indebt bted ed to my rese resear arch ch supe superv rvis isor or and and guid guide e Mrs.S.KALYANI, M.B.A., M.Phil., M.Phil., P.G.D.C.A Lecturer, 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.DAY 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 Parekh grou group p
Pvt Ltd Ltd , Chenna Chennai, i, for his constant support
throug throughou houtt the projec project. t. I thank thank him profus profusely ely for all his encou encourag rageme ement, nt, advice, meticulous guidance and constructive criticisms at each and every stage of this research.
CONTENTS Description
Page no.
ACKNOWLEDGEMENT
I
List of tables
Iii
List of charts
iv
Executive summary 1. Intr Introd oduc ucti tion on 1.1. 1.2. 1.3.
About the study About the industry About the company
1 6 12
2. Main Main them theme e of the projec projectt 2.1. 2.1. 2.2. 2.2. 2.3. 2.4.
Obje Objec ctiv tive of the the stu study Sco Scope and lim limita itatio tions Methodology Revie eview w of of lilitera teratture
3. Analys Analysis is and and Interp Interpret retati ation on
19 20 22 26
28
4. Findings, Findings, Recommen Recommendatio dations ns and and Concl Conclusion usion 4.1. 4.2. 4.3. Appendices Bibliography
Findings Recommendations Conclusion
79 82 83
LIST OF TABLES Table No. 1 2 3 4 5 6
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
Page No 28 30 32 34 36 38
7 8 9 10 11 12 13 14 15 16 17 18 19 20
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 Respon sponde den nts opin opinio ion n ab about out hea healt lth, h, safet afety y and and soci social al
40 42 44 46 48 50 52 54 56 58 60 62 64 66
21 22 23 24
service Respondents opinion about switching jobs Respondents opinion about acceptance of salar y – cuts Involvement in job Job satisfaction vs. work environment
68 70 72 74
LIST OF CHARTS
Chart No. 1 2 3 4
TITLE Age of respondents Educational qualification of respondents Work experience Respondents opinion about job satisfaction
Page No 29 31 33 35
5 6
Opinion on organization’s benefits Opportunities for improvement & self development
37 39
7 8 9 10 11 12 13 14 15 16 17 18 19 20
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 Respo espond nden ents ts opin opinio ion n ab about out heal health th,, sa safety fety and socia ociall
41 43 45 47 49 51 53 55 57 59 61 63 65 67
21 22
service Respondents opinion about switching jobs Respo espond nden ents ts opin opinio ion n about out acce accept pta ance nce of sala salary ry –
69 71
23
cuts Involvement in job
73
EXECUTIVE SUMMARY
The main focus of the study is to measure the level of employee mora morale le at Pare Parekh kh inte integr grat ated ed serv servic ice e priv privat ate e Ltd. Ltd. This This proj projec ectt emph emphas asiz izes es the the impo importa rtanc nce e of mora morale le amon among g the the work work forc force e in achieving gains in human performance and productivity.
Prim rimary ary
data
coll collec ecti tion on
was
done done
thro throug ugh h
stru struc cture tured d
questionnaire. Secondary data was collected from company records and intern internet. et. Resear Research ch design design used used in this this study study was descr descript iptive ive research study. Stratified sampling method was followed. Conclusions were were draw drawn n base based d on the the anal analy ysis sis of data data coll collec ecte ted d from from the the employ employees ees in variou various s grades grades.. Statis Statistic tical al tools tools applie applied d are simple simple percentage, and ANOVA.
Recommendations were provided for enhancing the quality of the processes and personnel policies of the organization. The steps for impr improv ovin ing g mora morale le in the the orga organi niza zatio tion n are are iden identi tifie fied. d. The The leve levell of individ individual ual and group group morale morale is identi identifie fied d in the organi organizat zation ion.. This This projec projectt provid provides es detai detailed led inform informati ation on about about moral morale, e, where where does 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 Prof.. Mee, Mee, Howe Howeve verr, hold holds s the the view view that that “Goo “Good d empl employ oyee ee 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, company, and subordinates his own desires to those of the company”. Individual and Group Morale Ind Individ ividu ual’ al’s
morale rale
is
rela relate ted d
with with
knowi nowing ng
one’ one’s 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 refl reflec ects ts the the gener eneral al expe expert rt of corps orps of a collec llecti tiv ve grou roup of personalities. Factors Affecting Morale Accord According ing to McFarl McFarland and,, the impor importan tantt factor factors s which which have 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’ ker’s s
perce ercept ptio ion n
of
the the
past awar awards ds and
futu future re
opportunities for rewards.
The employee’s age
The employee’s educational level and occupational le vel
Types of Morale High morale is represented by the use of such terms as team spir spirit, it, zest zest,, enth enthus usia iasm sm,, loyal loyalty ty,, depe depend ndab abili ility ty and and resi resist stan ance ce to frustration. Low morale, on the other hand, is described by such words and phras phrases es as apathy apathy,, bicker bickering ing,, jealou jealousy sy,, pessim pessimism ism,, fighti fighting, ng,
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 indicators of morale morale are the various various attitudes and behavior behavior patt patter erns ns of empl employ oyee ees, s, whic which h have have to be prop proper erly ly and and corr correc ectly tly 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 this meth method od,, exec execut utiv ives es obse observe rve the the beha behavi vior or of thei their r employees, listen to them while they talk, and note their actions- the shrugging of shoulders, a change in facial expression, a shuffling of feet feet,, a nerv nervou ous s flut flutte teri ring ng of hand hands, s, a chan change ge in work work habi habits ts 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 This meth method od is gene genera rally lly used used to disc discov over er the the feel feelin ings gs of employees about their jobs, their supervisors, company policies or the orga organi niza zati tion on as a whol whole. e. It is clas classi sifi fied ed into into two cate catego gori ries es – the 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 aspe aspect cts s of thei theirr jobs jobs and and the the comp compan any y for for whic which h they they work 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 metho method d is gener generally ally used used to colle collect ct emplo employe yee e opinio opinions ns about the factors which affect morale and their effect on personnel objectives. Company Records and Reports These These are usually usually prepar prepared ed by the perso personne nnell depar departm tment ent at regular regular intervals intervals with the assistanc assistance e of supervisors supervisors and departme department nt 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: AGENT: Carrying and Forwarding agents agents playing bigger bigger role in Warehousing: Warehousing: Manufacturing concerns are currently stressing on the need for effic efficie ient nt carry carryin ing g sand sand forw forwar ardi ding ng (C&F (C&F)) agen agents ts to mana manage ge thei their r warehousing and distribution to the consumers. Though Though the warehouse warehouse in-charge, in-charge, usually usually the manufactu manufacturer's rer'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 ware wareho hous use e till till perm permis issi sibl ble e heig height hts, s, but but FMCG FMCG item items s whic which h are 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 one item item to the the ware wareho hous use e for for achi achiev evin ing g econ econom omy y of scal scale. e. The The consignment needs to be unpacked at the warehouse and repacked as per the retailer's demand. Handli Handling ng the consi consignm gnment ents s and unload unloading ing,, storag storage e and redispatch thus requires development of efficient processes, which can be easily offloaded to C&F agents. Normally, the manufacturing unit's ente enterp rpri rise se reso resour urce ce plan planni ning ng (ERP (ERP)) syst system em is exte extend nded ed to the the wareho warehouse use to integr integrate ate and facili facilitat tate e operat operation ions s throug through h the C&F agent. Out of the three three basic basic functi functions ons of wareho warehousi using: ng: movem movement ent,, stor storag age e and and info inform rmat atio ion n tran transf sfer er,, move moveme ment nt func functi tion on has has been been receiv receiving ing the most most attent attention ion as organi organisat sation ions s focus focus on improv improving ing
inve invent ntory ory turn turns s and and spee speedi ding ng orde orders rs from from manu manufa fact ctur urin ing g to final 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 prod produc uctt into into the the ware wareho hous use e for for stor storag age, e, move moveme ment nt to area areas s for for specialised services such as consolidation, and movement to outbound shipment. Custo ustom mer ord order selec lectio tion or order rder pic pickin king is the the majo ajor move moveme ment nt
acti activi vity ty
and and
invo involv lves es regr regrou oupi ping ng
prod produc ucts ts
into into
the the
assortments customers' desire. Packing slips are made up at t his point. CrossCross-doc dockin king g bypass bypasses es the storag storage e activi activity ty by transf transferr erring ing items directly from the receiving dock to the shipping dock. A pure crosscross-doc dockin king g operat operation ion would would avoid avoid put put away away, storag storage e and order order pick pickin ing. g. Info Inform rmat atio ion n trans transfe ferr woul would d beco become me para paramo moun untt beca becaus use e shipments require close coordination. Cros Crosss-do dock ckin ing g has has beco become me comm common onpl plac ace e in ware wareho hous usin ing g 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 pro product ducts s redu reduce ces s costs osts and and the the tim time goods oods rem remain at the 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 consis consistt of sortin sorting g and packa packagin ging g of items items for specif specific ic custom customers ers.. Products are placed in boxes, cartons, or other containers, placed on pallet pallets, s, or shrink shrink-wr -wrapp apped ed (the (the proces process s of wrappi wrapping ng produc products ts 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 most instan instances ces,, some some type type of operat operatoror-con contro trolle lled d device device places the load into the storage rack. Material handling equipment and systems thus represent a major capital outlay outla y 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 Information transfer, transfer, the third major function function of warehousin warehousing, g, occurs simultaneously with the movement and storage functions. The manu manufa fact ctur urer er alway always s need need time timely ly and and accu accura rate te info inform rmat atio ion n as it attem attempts pts to admini administe sterr the wareho warehousi using ng activi activity ty.. Organi Organizat zation ions s are relying relying increa increasin singly gly on comput computeri erized zed inform informati ation on transf transfer er utiliz utilizing ing 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 solutions to our valued valued customers customers in the field of Warehousing, Warehousing, Distribution, and Transportation. 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 REKH
provi rovid des
tail tailo or-m r-made ade
wareh arehou ous sing ing
solut olutio ion ns
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 &
communic communication ations s equipmen equipments ts like fax / telephone telephone / e-mail, e-mail, providing providing space for your sales staff, completing sales tax / excise formalities, dispatching material through local conveyance as per convenience of cust custom omer ers, s, peri period odic ic repo report rtin ing g syst system em,, and and comp complyi lying ng with with MIS MIS requirements of the customers.
Strengths Parekhs have brought up their organization on the strengths of honesty honesty and transparen transparency cy,, by implemen implementing ting the logical, logical, scientific 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 Each Indust Industry ry has its own requir requirem ement ent for produc productt handl handling ing,, storage, storage, packing, packing, dispatches, dispatches, documents documents flow that is necessary 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 membe members, rs, the functi functioni oning ng is handle handled d profes professio sional nally ly.. In the Group Group hierarchy, Managers and General Managers handle different Zones, Regi Region onal al Mana Manage gers rs are are resp respon onsi sibl ble e for for thei theirr Regi Region ons. s. Bran Branch ch Managers are responsible & accountable for their Branches. Accounts Team with with Intern Internal al Auditors Auditors to keep keep contro controll on the accoun accounts ts and and finance.
Adoption of New Technology We are contin continuou uously sly lookin looking g at variou various s avenue avenues s of proces process s improvem improvement ent like introducti introduction on and upgradation upgradation of Computers, Computers, email syst system ems s for for time timely ly info inform rmat atio ion n flow flow and and repo reporti rting ng,, web web enab enable led d shipment shipment tracking, tracking, data disseminatio dissemination n through through Web Site, Bar Code Scanners / Printers, RF enabled Hand Held Terminals, Terminals, GPS System on Trans ranspo port rt Vehic ehicle les, s, newer newer and and more more effic efficie ient nt mate materi rial al hand handlin ling g equipment.
Adoption of New Methodology We are are cont contin inuo uous usly ly upda updatin ting g ours oursel elve ves s with with new new Qual Quality ity 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 serv servic ices es,, we look look for for bett better er way ways of hand handli ling ng prod produc ucts ts so that that Pilfer Pilferage ages s / damag damages es could could be minimi minimized zed,, improv improve e docum document entati ation on 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 sale sales s tax tax / exci excise se regi regist stra rati tion ons s - choo choosi sing ng / depu deputi ting ng / trai traini ning ng manpo manpower wer - Comput Computer er hardwa hardware re / softwa software re instal installat lation ions s - settin setting g / cust custom omiz izin ing g proc proces ess s / docu docume ment ntat atio ion n / prod produc ucts ts flow flow - Inve Invent ntory ory Management - Reporting. Everything is tailor made for the customer depe depend ndin ing g his his own own requ requir irem emen entt and and ready ready to adap adaptt to chan changi ging ng environments. Wide Network all over India We have over 90 well spread warehouses across India and read ready y to open open offi office ces s in any any part part of Indi India a impa imparti rting ng prof profes essi sion onal al services and management is what being desired by the Companies today. PHARMACEUTICAL: Pharma Pharmaceu ceutic tical al indust industry ry is recogn recognize ized d as knowle knowledge dge based based industry industry.. Pharmaceu Pharmaceuticals ticals are medicinal medicinally ly effective effective chemicals 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. Phar Pharma mace ceut utic ical al is a cont contin inuo uous usly ly grow growin ing g indu indust stry ry.. Risi Rising ng population, new disease incidence or resurgence of certain diseases spurs spurs the growth growth.. In the 50 years years since since indepe independe ndence nce,, the Indian Indian pharma pharmaceu ceutic ticals als indust industry ry has evolve evolved d signif significa icantly ntly.. Over Over 20,000 20,000 registered pharmaceutical manufacturers exist in the country. 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 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 i nfluence 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 constraint the study is made only 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 The Rese Resear arch ch desi design gn used used in the the stud study y was was desc descri ript ptiv ive e rese resear arch ch desi design gn.. It incl includ udes es surv survey eys s and and fact fact-fi -find ndin ing g requ require ires s 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 DATA COLLECTION METHOD Prim rimary ary
data
coll collec ecti tion on
was
done done
thro throug ugh h
stru struc cture tured d
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. 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 DATA COLLECTION INSTRUMENT INSTRUMEN T 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.
STATISTIC STATISTICAL AL TOOLS USED U SED This researcher has used the following statistical tools: 1. simp simple le perc percen enta tage ge 2.
Anova table
SIMPLE PERCENTAGE METHOD A percentage percentage analysis method is the tools used by the researcher for f or 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 b y 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 work out the correc correction tion factor factor as under: under: Correction factor= (T) ² / n b. To find out out the square square of of all the the item values: 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) (T) ² / n where j =1, 2, 3….. d. To obtain obtain the source source of variatio variation n within the the samples: 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 When mento mentorin ring g about about employ employee ee moral morale, e, it is neces necessary sary 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, 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 Cambod Cambodia ia Mills’ Mills’ and and has sugges suggested ted worke workers’ rs’ Partic Participa ipatio tion n in Manage Managemen ment, t, Produc Productio tion n incent incentive ive bonus bonus to improv improved ed employ employee ee morale and his job satisfaction.
Mr. M.Ramakrishnan, a student of Madras School of Social work, 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 opinio opinion n relati relating ng to poor poor worker’ worker’s s partic participa ipatio tion n in the manage managemen ment, t, promotion and transfer policies.
Pest Peston onje jee e & Sing Singh, h, 1995 1995,, Worke Workers rs moral morale e is signif significa icantly ntly 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 Herzberg,, 1965, 1965, Herz Herzbe berg rg foun found d that that is 54% 54% of the the stud studie ies s moral morale e was related related to high high produc productivi tivity ty which which is 35%, 35%, moral morale e and productivity did not reveal relationship. In 11% of the studies, high morale was associated with low productivity. Evidence support the view that level of satisfaction was directly related to performance on the job Miller D.C & W.H.Form, 1964, Miller & Form have given four combinations of productivity and morale i.
High igh pro produ duct ctiv ivit ity y-hig -high h mor moral ale e
ii. ii.
Low produ roduct ctiv ivit ity y-hig -high h mo morale rale
iii. ii.
High igh pro product ductiv ivit ity y-lo -low mora morale le
iv. iv.
Low pro produ duct ctiv ivit ity y-low -low mor mora ale
CHAPTER 3 ANALYSIS ANALYSIS AND INTERPRET INTERPRE TATIONS TABLE NO.1: AGE OF RESPONDENTS Sample size: 150 S.NO
AGE
NO. OF RESPONDENTS
1
Below 20
2
% OF RESPONDENTS
0
0
20-30
66
44
3
30-40
54
36
4
40-50
30
20
5
Above 50
0
0
150
100
Total SOURCE: PRIMARY DAT DATA Interpretation
The above table shows that 44% of respondents are between 20 to 30 age group, 36 % of respondents are between 30 to 40 age group and 20 % are between 40 to 50 age group.
CHART NO.1: AGE OF RESPONDENTS
AGE OF THE RESPSONDENTS
TABLE NO.2: EDUCATIONAL QUALIFICATION OF RESPONDENTS
Sample size: 150 SOURCE: PRIMARY DAT DATA
S.NO
EDUC ATION
NO. OF RESPONDENTS
% OF RESPONDENTS
1
School level
24
16
2
Diploma
0
0
3
Graduates
66
44
4
Post graduates
42
28
5
Professionals
18
12
150
100
Total Interpretation
The above table shows that 44% of respondents are graduates, 28% of respon responden dents ts are post post gradua graduates tes,, 16% of respon responden dents ts 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
EXPERIENCE
NO. 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
150
100
Total SOURCE: PRIMARY DAT DATA Interpretation
The above table shows that 44% of respondents have 1 to 3 years of experience, 28% of respondents have less than one year of experience and 4% of respondents have above 10 years of experience.
CHART NO.3: WORK EXPERIENCE
TABLE NO.4: RESPONDENTS OPINION ABOUT JOB SATISFACTION Sample size: 150 S.NO
JOB
NO. OF
% OF
RESPONDENTS 60
RESPONDENTS 40
1
SATISFACTION Highly satisfied
2
Satisfied
75
50
3
Neutral
6
4
4
Dissatisfied
9
6
5
Highly dissatisfied
0
0
Total
150
100
SOURCE: PRIMARY DAT DATA
Interpretation The above table shows that 50% of respondents are satisfied with their job, 40% of respondents are highly satisfied with their job and 6% of respondents are dissatisfied with their job.
CHART NO.4: RESPONDENTS OPINION ABOUT JOB SATISFACTION
TABLE NO.5: OPINION ABOUT ORGANISATION’S BENEFITS
Sample size: 150 SOURCE: PRIMARY DAT DATA
S.NO
ORGANISATION’S BENEFITS
NO. OF RESPONDENTS
% OF RESPONDENTS
1
Highly satisfied
24
16
2
Satisfied
72
48
3
Ne Neutral
36
24
4
Dissatisfied
12
8
5
Highly dissatisfied
6
4
150
100
Total
Interpretation The The abov above e tabl table e show shows s that that 48% 48% are are sati satisf sfie ied d with with thei their r orga organi niza zati tion on’s ’s bene benefit fits, s, 24% 24% of resp respon onde dent nts s are are neut neutra rall with with the the bene benefi fits ts and and 4% of resp respon onde dent nts s are are high highly ly diss dissat atis isfi fied ed with with the the benefits.
CHART NO.5: ORGANISATION’S BENEFITS
TABLE NO.6: OPPORTUNITIES FOR IMPROVEMENT & SELF DEVELOPMENT
Sample size: 150 SOURCE: PRIMARY DAT DATA NO. OF
% OF
RESPONDENTS 39 48 33 12 18 150
RESPONDENTS 26 32 22 8 12 100
S.NO S.NO OPPO PPORTUN RTUNIT ITIE IES S 1 2 3 4 5
Very often Often Sometimes Rarely Very rarely Total
Interpretation The The abov above e tabl table e show shows s that that 32% 32% of resp respon onde dent nts s are are ofte often n having opportunities for improvement and self development, 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 DAT DATA S.NO
1 2 3 4 5
ENVIRVONMENT
Very good Good Satisfactory Poor Very poor Total
NO. OF
% OF
RESPONDENTS 21 12 39 0 78 150
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 DAT DATA
S.NO 1 2 3 4 5
RELATION Very good Good Satisfactory Bad Very bad Total
NO. OF
% OF
RESPONDENTS 54 66 18 12 0 150
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 DAT DATA S.NO
JOB RESPONSIBILITY
NO. OF RESPONDENTS
% OF RESPONDENTS
1
Ve Very good
51
34
2
Good
84
56
3 4 5
Moderate Poor Very poor Total
12 3 0 150
8 2 0 100
Interpretation The above table shows that 56% of respondents feel that they have ave good ood job job resp respon onsi sibi bili liti tie es, 34% of the them have have very ery good good responsibilities and for 2% responsibility is poor.
CHART NO.9: JOB RESPONSIBILITIES
TABLE TABLE NO.10: PARTICIPA PARTICIPATIVE TIVE MANAGEMENT MANAGEME NT
Sample size: 150 SOURCE: PRIMARY DAT DATA S.NO
PARTI RTICIPATIVE
NO. OF
% OF
1 2 3 4 5
MANAGEMENT Strongly agree Agree Neutral Disagree Strongly disagree Total
RESPONDENTS 81 30 27 12 0 150
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 Di Disagree Strongly disagree Total
NO. OF
% OF
RESPONDENTS 42 60 45 3 0
RESPONDENTS 28 40 30 2 0
150
100
SOURCE: PRIMARY DAT 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 DAT DATA Interpretation The above table shows that for 64% of respondents the work S.NO
Work load
NO. OF
% OF
RESPONDENTS 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 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 DAT DATA S.NO
1 2 3 4 5
AVAILING LEAVE Very often Often Sometimes Rarel y Very rarely Total
NO. OF
% OF
RESPONDENTS 12 18 36 30 54 150
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 VAILING LEAVE LEAVE
TABLE NO.14: RESPONDENTS OPINION ABOUT CREATIVE JOB Sample size: 150 S.NO
CREATIVE
NO. OF
RESPONDENTS 1 Very often 36 2 Often 75 3 Rarel y 33 4 Ve Very rare 6 5 Not at all 0 Total 150 SOURCE: PRIMARY DATE
% OF RESPONDENTS 24 50 22 4 0 100
Interpretation The The abov above e tabl table e show shows s that that 50% 50% of resp respon onde dent nts s ofte often n get 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 DAT DATA Interpretation The above table shows that 52% of the respondents agree that S.NO 1 2 3 4 5
JOB
NO. OF
% OF
CHALLENGING Strongl y agree Agree No opinion Disagree Strongl y
RESPONDENTS 24 78 30 12 6
RESPONDENTS 16 52 20 8 4
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 DAT DATA Interpretation S.NO
UPDATE
NO. OF
% OF
1 2 3 4 5
KNOWLEDGE Strongly agree Agree No opinion Disagree Strongly disagree Total
RESPONDENTS 57 75 12 6 0 150
RESPONDENTS 38 50 8 2 0 100
The above table shows that 50% of respondents agree that they use use to get get oppo opport rtun uniti ities es to upda update te know knowle ledg dge e and and skill skills, s, 2% of respondent disagree.
CHART NO.16: OPPORTUNITIES TO UPDATE KNOWLEDGE AND SKILLS
TABLE NO.17: RESPONDENTS OPINION ABOUT SETTING GOALS Sample size: 150
S.NO
GOAL
NO. OF
SETTING RESPONDENTS 1. Yes 126 2. No 24 Total 150 SOURCE: PRIMARY DAT DATA
% OF RESPONDENTS 84 16 100
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 DAT DATA S.NO
1 2 3 4 5
APPRECI ATION
Strongly agree Agree Neutral Disagree Strongly disagree Total
NO. OF
% OF
RESPONDENTS 60 66 15 6 3
RESPONDENTS 40 44 10 4 2
150
100
Interpretation The above table shows that 44% of respondents agree that they get get appr apprec ecia iati tion on for for thei theirr work work and and 2% disa disagr gree ee that that they they get get appreciation for their work.
CHART NO.18: APPRECIATION FOR QUALITY WORK
TABLE NO.19: RESPONDENTS OPINION ABOUT PROVIDING SUGGESTIONS
Sample size: 150 SOURCE: PRIMARY DAT DATA Interpretation S.NO 1 2 3 4 5
PROVIDING SUGGESTIONS Very often Often Rarely Very rare Not at all Total
NO. OF
% OF
RESPONDENTS 30 78 30 0 12 150
RESPONDENTS 20 52 20 0 8 100
The above table shows that 52% of respondents often provide sugg sugges esti tion ons s to the the mana manage geme ment nt,, 20% 20% of resp respon onde dent nts s very very ofte often n 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 DAT DATA S.NO
1 2 3 4 5
SOCIAL ENVIRONMENT Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total
NO. OF
% OF
RESPONDENTS 42 84 12 6 6 150
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
SWITCHING
NO. OF
% OF
1. 2.
JOBS Yes No Total
RESPONDENTS 30 120 150
RESPONDENTS 20 80 100
SOURCE: PRIMARY DAT 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
NO. OF
SALARY – CUTS Yes No Total
RESPONDENTS 42 108 150
Sample size: 150 % OF RESPONDENTS 28 72 100
SOURCE: PRIMARY DAT DATA Interpretation The above table shows that 72% of respondents will not accept salary salary cut and 28% of respon responden dents ts will will accept 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 DAT DATA S.NO
1. 2.
3. 4.
INVOLVEMENT IN JOB Total involvement Some what involvement Lack of involvement Not interested Total
NO. OF
% OF
RESPONDENTS 120 30
RESPONDENTS 80 20
0 0 150
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) :
There is significant difference
among the job satisfaction on work environment.
TOTAL (T) =200, n = 10 Correction factor = T2/n =200×200/10=4000 TOTAL TOTAL SS =∑Xij =∑ 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
sum of
Degree of
Mean square
variation
squares
freedom (df)
(ms)
Between SS
(ss) 0
(2−1)=1
0/1=0
Within SS
3802
(10−2)=8
3802/8=475
F-ratio
o/475=0
5%
F(1,8)=5.3177
Interpretation Table value is greater than the calculated value, so there is no sign signifi ifica cant nt diff differ eren ence ce betwe between en the the job job satis satisfa fact ctio ion n and and work workin ing g environment i.e., Null hypothesis accepted.
F- limits
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% 50% of resp respon onde dent nts s are are sati satisf sfie ied d with with thei theirr job, job, 40% 40% of resp respon onde dent nts s are are high highly ly sati satisf sfie ied d with with thei theirr job job and and 6% of respondents are dissatisfied with their job.
•
48% are satisf satisfied ied with with their their organi organizat zation ion’s ’s benefi benefits, ts, 24% 24% of respondents are
neutra tral
with
the
benefits
and
4%
of
respondents are highly dissatisfied with the benefits.
•
32% of
resp respon onde dent nts s
are ofte often n
havin aving g
oppo opport rtu uniti nitie es
for for
improvement and self development, 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
res respondents
environment.
are
highly
dissatisfie fied
with
the
work
•
The The supe superi rior or and and co-w co-wor orke kers rs rela relati tion on is good good for for 44% 44% of responden respondents, ts, 36% of respondents respondents feel very good and for 8% of respondents relation is bad.
•
56% of respondents feel that they have good job responsibilities, 34% 34% of them them have have very very good good resp respon onsi sibi bili liti ties es and and for for 2% responsibility is poor. poor.
•
54% of respondents strongly agree that they participate with manag manageme ement nt and 8% of respo responde ndents nts do not not partic participa ipate te with 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 resp respon onde dent nts s avail vail leav leave e very very rare rarely ly,, 24% avai availl 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 res respond ondents ents set the their futu future re goals oals and 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
res responde onden nts
manage nageme ment nt,,
20% 20%
of
ofte often n
prov rovide ide
res respond ondents ents
sugg sugge estio stion ns
to
very very
provi rovide de
ofte ften
the the
sugg sugges esti tion ons s and and 8% are are not not at all all invo involv lved ed in prov provid idin ing g 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% 72% of resp respon onde dent nts s will will not not acce accept pt sala salary ry cut cut and and 28% 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.
•
Crea Creati ting ng jobs jobs that that prov provid ide e oppo opport rtun unit ity y for for expr expres essi sion on of creativity and competence.
•
Plann lannin ing g
and
impl implem emen enti ting ng
tra trainin ining g
metho ethods ds
for for
self 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.
•
Impro Improvin ving g good good workin working g enviro environm nment ent in order order to increa increasin sing g employees’ involvement involvement in their job.
4.3. CONCLUSIONS Morale in a business organization is an attitude of emotional readiness readiness,, which enables an employee employee to improve improve his productivity productivity.. When When an organi organizat zation ion motiv motivate ates s its employ employees ees to a high high degree degree,, resultant morale in the organization will be equally high. Motivation is the the proc proces ess s and and mora morale le is the the prod produc uct. t. Ther Theref efor ore, e, cont contin inuo uous us monito nitori ring ng
and and
organization.
imp improve rovem ment ent
of
moral orale e
is
neces ecessa sary ry
for for
an
APPENDIX 1
A STUDY ON EMPLOYEE MORALE AT PAREKH INTEGRATED SERVICE.,
Name of the Interviewer: K.R.NAVEEN K.R.NAVEEN I. Socio Economic Background a. Name of the respondent
:
b. Department
:
c. Grade
:
d. Age
: Below 20
20-30
40-50
above 50
30-40
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
d. 5-10 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 Your level of satisfaction with the organization’s benefits. (Pay, promotion, bonus) a. Highly satisfied
b. satisfied
c. neutral
d. dissatisfied
e. highly dissatisfied
3. How often do you get opportunities for improvement and selfdevelopment? a. Very often
b. Often
d. Rarely
e. Very rarely
c. Sometimes
4. How is your working environment facility (resting facility, sanitary condition, ventilation & lighting, water facilities)? a. Very good
b. Good
d. poor
e. Very poor
c. Satisfactory
5. How is your relationship with your superiors and co-workers? a. Very good
b. Good
d. Bad
e. Very Bad
c. Satisfactory
6. How do you rate your job responsibilities? a. very good
b. Good
d. Poor
e. Very poor
c. Moderate
7. Do you have the independence to express your views or ideas to superiors? a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
8. Are you comfortable with the policies and administrative practices of the company? a. Strongly agree
b. Agree
c. Neutral
d. Disagree
e. Strongly Disagree
9. How do you feel about your workload? a. Overload
b. Moderate
d. Optimal
e. no work
c. Under load
10. How often you avail leave? a. very often
b. often
d. very rare
e. not at all
c. rarel y
11. Does your job allow allo w you to be creative? a. very often
b. often
d. very rare
e. not at all
c. rarel y
12. Is the job is challenging enough? a. Strongly agree
b. Agree
c. No. opinion
d. Disagree
e. Strongly Disagree
13. Does job provide opportunities to update your knowledge and skills? a. Strongly agree
b. Agree
c. No. Opinion
d. Slightly Slightly Disagree Disagree e. Strongly Strongly Disagree Disagree
14. Do you set goals for achievement? a. Yes
b. No
If yes then how often:
15. Does the Top management appreciate your quality work? a. Strongly agree
b. Agree
d. Disagree
c. Neutral
e. Strongly disagree
16. Does the company take your suggestion for the improvement of the company?
a. very often
b. often
c. rarel y
d. very rare
e. not at all
17. Your Your level of satisfaction with the parameters like health, safety and social service. a. Highly satisfied
b. satisfied
c. neutral
d. Not satisfied
e. highly dissatisfied
18. If the company is at loss,
i) Will you switch over jobs? a. Yes
b. No
ii) Will you accept to get less salary and continue? a. Yes
b. No
19. My involvement with my job a. Total involvement involve ment
b. Some what involvement
c. Lack Lack of invo involv lvem emen ent. t.
d. not not inte intere rest sted ed
20. Your suggestion to the company. ____________________________ ___________________________________________ ____________________________ _____________ ____________________________ ___________________________________________ ____________________________ _____________
BIBLIOGRAPHY 1.
Kothar Kothari.C i.C.R. .R.,, (2001) (2001) “Resea “Research rch Method Methodolo ology gy Method Methods s and and Techniques” echniques ” 2 nd edition, Vishwa Prakashan, Pp 277-299.
2. Tripathy ripathy,, P.C., .C., (2001) (2001),, Human Human Resour Resource ce Develo Developme pment, nt, Sultan Sultan Chand and Sons, New Delhi. 3. Pras Prasad ad L.M, L.M, (200 (2001) 1) “Hum “Human an Reso Resour urce ce Mana Manage geme ment nt”, ”, Sult Sultan an Chand & Sons, Reprint 1998, Pp 229-350. 4. Prabhu.s, Prabhu.s, “Human “Human Resourc Resource e Manageme Management”, nt”, ELGI ELGI equipment equipment ltd, ltd, hydrabad. Website: •
www.google.com
•
www.citehr.com
•
www.hrindia.com
