A STUDY ON EMPLOYEE MORALE

AT ELGI EQUIPMENT LIMITED

COIMBATORE
A PROJECT REPORT

Submitted by

AMUDHA.S
Reg. No. 088001112007

Of

MAHARAJA ENGINEERING COLLEGE,

Avinashi – 641654.

In partial fulfillment of the requirements

For the award of the degree
Of

MASTER OF BUSINESS ADMINISTRATION

JULY, 2009

Faculty of Management Sciences

School of Management Studies
Anna University Coimbatore
 BONAFIDE CERTIFICATE

This is to certify that the project work titled “A Study on

Employee Morale at ELGI Equipment limited, coimbatore” is the
bonafide work of AMUDHA.S, Reg no. 088001112007, who carried out
the same under my supervision. Certified further that to the best of my
knowledge the work reported herein does not form part of any other
project work or dissertation on the basis of which a degree or award
was conferred on an earlier occasion of this or any other candidate.
This project work is submitted to Anna University Coimbatore as
partial fulfillment of requirement for the award of degree of Master of
Business Administration.

_________________________________
Signature and Name of the Guide

__________________________________
Signature and Name of the Director/HOD

Submitted for the viva-voce examination held

on__________________________

__________________________ ________________________

(Signature of Internal Examiner with date) (Signature of External with date)

 ACKNOWLEDGEMENT

I extent my deep sense of gratitude and sincere thanks to our

chairman Thiru. K.PARAMASIVAM B.Sc., and correspondent
Thiru.P.SATHYAMOORTHY, B.E., M.B.A., M.S., of Maharaja Engineering
College, Avinashi for giving me an opportunity to be a student of this reputed
institution.
I express sincere respect and gratitude to our principal
Dr.N.KUPPUSAMY,M.E., Ph.D., MIF., for his valuable support in carrying out
my project work.
I am most grateful to Mr.A.V.HARIHARAN, M.B.A., M.Phil. Head of
the Department, Management Studies for her intellectual directions, constant
encouragement and gainful wishes. I extend my thanks to all other faculty
members of Maharaja Engineering College, Avinashi for their kind continued
encouragement.
I am greatly indebted to my research supervisor and guide
Mrs.S.KALYANI, M.B.A., M.Phil., P.G.D.C.A Lecturer, Maharaja Engineering
College, Avinashi for her expert guidance, committed support and valuable
insights at every stage of my research. I thank her profusely for all her
encouragement, advice and directions all through the course of my research
work.
I express my heartfelt gratitude to Mr.S.DAYAL KUMAR, ASSISTANT
DIVISIONAL INCHARGE, for allowing me to take up my project in Parekh
group pvt ltd, Chennai.
I also take extreme pleasure in thanking Mr.M.VIJAYASHEKARAN,
HR Manager, Parekh group Pvt Ltd , Chennai, for his constant support
throughout the project. I thank him profusely for all his encouragement,
advice, meticulous guidance and constructive criticisms at each and every
stage of this research.
 CONTENTS
Description Page no.

ACKNOWLEDGEMENT I

List of tables Iii

List of charts iv

Executive summary
1. Introduction

1.1. About the study 1

1.2. About the industry 6
1.3. About the company 12

2. Main theme of the project

2.1. Objective of the study 19

2.2. Scope and limitations 20
2.3. Methodology 22
26
2.4. Review of literature

3. Analysis and Interpretation 28

4. Findings, Recommendations and Conclusion

4.1. Findings 79
4.2. Recommendations 82
4.3. Conclusion 83

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

LIST OF CHARTS
Chart No. TITLE Page No
1 Age of respondents 29
2 Educational qualification of respondents 31
3 Work experience 33
4 Respondents opinion about job satisfaction 35
5 Opinion on organization’s benefits 37
6 Opportunities for improvement & self development 39
7 Work environment 41
8 Superiors and co-workers relation 43
9 Job responsibilities 45
10 Participative management 47
11 Policies & administration practices 49
12 Respondents opinion about workload 51
13 Availing leave 53
14 Respondents opinion about creative job 55
15 Respondents opinion about job challenging 57
16 Opportunities to update knowledge and skills 59
17 Respondent opinion about setting goals 61
18 Appreciation for quality work 63
19 Respondents opinion about providing suggestions 65
20 Respondents opinion about health, safety and social 67
service
21 Respondents opinion about switching jobs 69
22 Respondents opinion about acceptance of salary – 71
cuts
23 Involvement in job 73
EXECUTIVE SUMMARY

The main focus of the study is to measure the level of employee

morale at Parekh integrated service private Ltd. This project

emphasizes the importance of morale among the work force in

achieving gains in human performance and productivity.

Primary data collection was done through structured

questionnaire. Secondary data was collected from company records

and internet. Research design used in this study was descriptive

research study. Stratified sampling method was followed. Conclusions

were drawn based on the analysis of data collected from the

employees in various grades. Statistical tools applied are simple

percentage, and ANOVA.

Recommendations were provided for enhancing the quality of

the processes and personnel policies of the organization. The steps for

improving morale in the organization are identified. The level of

individual and group morale is identified in the organization. This

project provides detailed information about morale, where does it

reside and what does it do. Parekh can implement job enrichment, job

enhancement and self development training methods to improve the

morale.
CHAPTER-1

1.1 ABOUT THE STUDY

Meaning

Prof. Mee, However, holds the view that “Good employee

morale is the mental attitude of the individuals, or of the group, which

enables an employee to realise that the maximum satisfaction of his

drives coincides with the fulfillment of the objectives with those of the

company, and subordinates his own desires to those of the company”.

Individual and Group Morale

Individual’s morale is related with knowing one’s own

expectations and living up to them. If one is clear of his own needs and

how to satisfy them most of the time, his morale is high. Individual’s

morale is a single person’s attitude toward life. While group morale

reflects the general expert of corps of a collective group of

personalities.

Factors Affecting Morale

According to McFarland, the important factors which have a

bearing on morale are:

 The attitudes of the executives and managers towards their

subordinates.
  Working conditions, including pay, hours of work, and safety

rules.

 Effective leadership and an intelligent distribution of authority

and responsibility in the organization.

 The design of the organization’s structure which facilitates

the flow of work.

 The size of the organization.

Determination of Levels of Works Morale

 The organization itself

 The nature of the work

 The level of Satisfaction

 The supervision received

 The perception of the self

 Worker’s perception of the past awards and future

opportunities for rewards.

 The employee’s age

 The employee’s educational level and occupational level

Types of Morale

High morale is represented by the use of such terms as team

spirit, zest, enthusiasm, loyalty, dependability and resistance to

frustration. Low morale, on the other hand, is described by such words

and phrases as apathy, bickering, jealousy, pessimism, fighting,

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

dislike of, or lack of interest in, one’s job, and laziness.

Measurement or Evaluation of Morale

The indicators of morale are the various attitudes and behavior

patterns of employees, which have to be properly and correctly

interpreted to determine the kind of organizational climate and mores

which prevail at a given time.

The most commonly used methods for measuring morale are

• Observation

• Attitude or morale surveys

• Company records and

• Counseling

 Observation

By this method, executives observe the behavior of their

employees, listen to them while they talk, and note their actions- the

shrugging of shoulders, a change in facial expression, a shuffling of

feet, a nervous fluttering of hands, a change in work habits or

avoidance of company. Any departure or deviation from the normal is

likely to tell them that something is wrong and needs to be set right.

 Attitude or Morale Surveys

 This method is generally used to discover the feelings of

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

organization as a whole. It is classified into two categories – the

interview method and the questionnaire method.

 The Interview Method

By this method, employees are interviewed so that a judgement

may be arrived at about their feelings and opinions about the different

aspects of their jobs and the company for which they work. An

interview may be a face to face affair, it may be oral, it may be in the

form of an evaluation that is put down in writing. If interviews are to be

relied upon, they must be employer – oriented.

 The Questionnaire Method

The method is generally used to collect employee opinions

about the factors which affect morale and their effect on personnel

objectives.

 Company Records and Reports

These are usually prepared by the personnel department at

regular intervals with the assistance of supervisors and department

heads.

 Counseling
 This method is used to find out the causes of the dissatisfaction

of the employees and to take remedial action, and offer advice on

personal matters.

Warning Signs of Low Morals

Signs of low morale are generally not noticed till it is obviously

low or when something has gone amiss. By the time the management

recognizes the fact that morale has deteriorated, it is faced with one

crisis or another. Perceptive managers are, therefore, constantly on the

lookout for clues to any deterioration in the morale of the employees,

Among the more significant of the warning signals of low morale

are

 High rate of absenteeism

 Tardiness

 High labour turnover

 Strikes and sabotage

 Lack of pride in work and

 Wastage and spoilage.

1.2. ABOUT THE INDUSTRY

C & F AGENT:

Carrying and Forwarding agents playing bigger role in Warehousing:

Manufacturing concerns are currently stressing on the need for

efficient carrying sand forwarding (C&F) agents to manage their

warehousing and distribution to the consumers.

Though the warehouse in-charge, usually the manufacturer's

representative, is entrusted to look after the compliance and smooth

operations, it is the duty of the C&F agent to ensure unloading of the

material at the warehouse, proper storage and re-dispatching to final

consumers.

Warehousing standards is related to the type of product stored.

Storage of fertilizers would be different from the storage of food and

fast moving consumer goods (FMCG) items. Storage of fertilizers can

set off chemical reactions, and is likely to damage the flooring of the
warehouses. Filled fertilizer bags can be stacked one over the other in

a warehouse till permissible heights, but FMCG items which are

delicate in nature and have to be dispatched in small amounts, need to

be properly stored in racks. Storage of one carton over the other may

damage the contents.

The role of the C&F agent normally gets more complicated as

he moves towards smaller retail items such as various cosmetics which

are directly consumed by the customer. In case of handling the FMCG

items, the manufacturing units normally sends a large consignment of

one item to the warehouse for achieving economy of scale. The

consignment needs to be unpacked at the warehouse and repacked as

per the retailer's demand.

Handling the consignments and unloading, storage and re-

dispatch thus requires development of efficient processes, which can

be easily offloaded to C&F agents. Normally, the manufacturing unit's

enterprise resource planning (ERP) system is extended to the

warehouse to integrate and facilitate operations through the C&F

agent.

Out of the three basic functions of warehousing: movement,

storage and information transfer, movement function has been

receiving the most attention as organisations focus on improving

inventory turns and speeding orders from manufacturing to final

delivery.

In case the outward delivery function is hampered due to non

availability of trucks, warehouse function would suffer a major setback.

Thus a C&F agent is normally appointed from the operating transporter

pool which has proven track record as a carrier.

The storage of pharmaceuticals and pesticides pose a further

challenge as they have to be stored on the basis of expiry dates and

promotion plans. It would be a loss to the enterprise if the product

crosses expiry date during its tenure in the warehouse without being

noticed. Similarly, if a promotion plan tenure ends and products related

to the plan still lie in the warehouse after the tenure, it would be

considered as a failure of warehouse functions. So C&F agents need to

be extra careful to ensure compliance.

These items should also be stored in a designated area in the

warehouse, so that an outgoing truck can touch relevant loading docks

in the warehouse without undergoing much strain during pickup.

The movement function normally has the following activities:

Receiving

♣ Transfer or put away

♣ Order picking/selection
♣ Cross-docking

♣ Shipping

The receiving activity includes the actual unloading of products

from the transportation carrier, the updating of warehouse inventory

records, inspection for damage, and verification of the merchandise

count against orders and shipping records.

Transfer or put away involves the physical movement of the

product into the warehouse for storage, movement to areas for

specialised services such as consolidation, and movement to outbound

shipment.

Customer order selection or order picking is the major

movement activity and involves regrouping products into the

assortments customers' desire. Packing slips are made up at this point.

Cross-docking bypasses the storage activity by transferring

items directly from the receiving dock to the shipping dock. A pure

cross-docking operation would avoid put away, storage and order

picking. Information transfer would become paramount because

shipments require close coordination.

Cross-docking has become commonplace in warehousing

because of its impact on costs and customer service. For example,

most of the food distribution involves the cross-docking of products

from supplier to retail food stores. Eliminating the transfer or put away
of products reduces costs and the time goods remain at the

warehouse, thus improving customer service levels.

Shipping, the last movement activity, consists of product staging

and physically moving the assembled orders onto carrier equipment,

adjusting inventory records, and checking orders to be shipped. It can

consist of sorting and packaging of items for specific customers.

Products are placed in boxes, cartons, or other containers, placed on

pallets, or shrink-wrapped (the process of wrapping products in a

plastic film), and are marked with information necessary for shipment,

such as origin, destination, shipper, consignee and package contents.

With the above movement functions, the c&f agent is also made

responsible for collection of receivables from the customers who are

being shipped various products on a day-to-day basis.

Onus on C&F agent

The manufacturer, who takes a warehouse on rent and appoints

the C&F agent to perform all routine activities, normally arranges for

many types of racks, shelves and drawers for storing of products in the

warehouse,. The common conditions leading to storage in warehouse

are seasonal demand, erratic market demand, condition of products

such as fruits and meats, speculation or forward buying and special

deals such as quantity discounts.

 In most instances, some type of operator-controlled device

places the load into the storage rack. Material handling equipment and

systems thus represent a major capital outlay for the manufacturer who

has rented the warehouse.

The storage and handling of the material handling equipment is

left with the appointed C&F agent. So the workforce of the warehouse

normally reports to the agent.

Information transfer, the third major function of warehousing,

occurs simultaneously with the movement and storage functions. The

manufacturer always need timely and accurate information as it

attempts to administer the warehousing activity. Organizations are

relying increasingly on computerized information transfer utilizing

electronic data interchange (EDI) and bar coding to improve the speed

and accuracy of the information transfer. Trained staff reporting to the

C&F agent ensures that the information flow happens with accuracy
1.3. ABOUT THE COMPANY

Starting our operations as a super distributor in 1982, we have

brought up the organisation on the strengths of integrity, honesty and

transparency of services. With over 90 distribution and warehousing

activities spread over more than 25 cities in India. We aim to provide

the best services and solutions to our valued customers in the field of

Warehousing, Distribution, and Transportation. As a result of our caring

staff, and scientific methodology, we have a strong base of satisfied

customers including leading Indian and multinational companies.

SERVICES

PAREKH provides tailor-made warehousing solutions

exclusively for each of their customers. This means from locating most

suitable warehouse as per preferred size / location / safety / market

requirements, to setting up exclusive infrastructure like computers &

communications equipments like fax / telephone / e-mail, providing

space for your sales staff, completing sales tax / excise formalities,

dispatching material through local conveyance as per convenience of

customers, periodic reporting system, and complying with MIS

requirements of the customers.

Strengths

Parekhs have brought up their organization on the strengths of

honesty and transparency, by implementing the logical, scientific &

practical methods, understanding the requirement & localizing then to

suit customers' needs and by training and imbibing our staff members

to be able to provide professional services.

Experience

We have an experience of over 25 years of handling different

types of industries like Pharmaceuticals, Paints & Chemicals, Industrial

Consumables etc. During these years, we have understood

technicalities of each Industry to handle their products, documents in

the best possible way.

Expertise

Each Industry has its own requirement for product handling,

storage, packing, dispatches, documents flow that is necessary for

efficient handling. For example, Pharmaceuticals need to be stored at

below certain temperatures, away from direct heat and sunlight. Paints

especially Industrial paints or Pesticides, Chemicals being hazardous

material needs to be handled safely

Professional Management

Although it is a closely held Partnership Firm owned by family

members, the functioning is handled professionally. In the Group

hierarchy, Managers and General Managers handle different Zones,

Regional Managers are responsible for their Regions. Branch

Managers are responsible & accountable for their Branches. Accounts

Team with Internal Auditors to keep control on the accounts and

finance.
Adoption of New Technology

We are continuously looking at various avenues of process

improvement like introduction and upgradation of Computers, email

systems for timely information flow and reporting, web enabled

shipment tracking, data dissemination through Web Site, Bar Code

Scanners / Printers, RF enabled Hand Held Terminals, GPS System on

Transport Vehicles, newer and more efficient material handling

equipment.

Adoption of New Methodology

We are continuously updating ourselves with new Quality

Systems like QSA - Quality System Audits, ISO Quality Certifications

and are ready to adopt the same for the benefit of our clients.

Caring Attitude

Being committed to the work and in our endeavor to give best of

services, we look for better ways of handling products so that

Pilferages / damages could be minimized, improve documentation

processes to prevent willful malpractices in the system which is reason

we have Internal Auditors who keep check on such practices.

Customized Solutions / Tailor made requirements to suite each

Company
 Right from locating warehouse space - setting up infrastructure -

sales tax / excise registrations - choosing / deputing / training

manpower - Computer hardware / software installations - setting /

customizing process / documentation / products flow - Inventory

Management - Reporting. Everything is tailor made for the customer

depending his own requirement and ready to adapt to changing

environments.

Wide Network all over India

We have over 90 well spread warehouses across India and

ready to open offices in any part of India imparting professional

services and management is what being desired by the Companies

today.

PHARMACEUTICAL:

Pharmaceutical industry is recognized as knowledge based

industry. Pharmaceuticals are medicinally effective chemicals, which

are converted to dosage forms suitable for patients to imbibe. In its

basic chemical form, pharmaceuticals are called bulk drugs and the

final dosage forms are known as formulations.

Pharmaceutical is a continuously growing industry. Rising

population, new disease incidence or resurgence of certain diseases

spurs the growth. In the 50 years since independence, the Indian

pharmaceuticals industry has evolved significantly. Over 20,000

registered pharmaceutical manufacturers exist in the country. The

CLIENTS:

1. Goodlass Nerolac Paints Limited

2. Colour Chem Limited

3. Novartis India Ltd.

4. RPG Life Sciences

5. PHI Seeds Ltd.

6. Reliance Industries Limited, Production Capabilities

7. Monsanto Chemicals

8. Rohm and Haas

9. Galderma

10. East India Pharmaceutical Works Limited

11. Johnson & Johnson Ltd.

12. Boston Scientific

13. Roche

14. CEAT Ltd.,

15. Alcon's
BENEFITS:

1. Cost effective processes and solutions

2. Rich and long Experience

3. Professional approach

4. Transparent working

5. Financial soundness & Stability

6. Adoption of new technologies

7. EDI
CHAPTER 2

2.1 OBJECTIVES OF THE STUDY

• To identify the morale level of the staffs.

• To know the attributes that influence their morale

• To find out the satisfaction level of the staffs in the following

areas:

 Wages & Incentives

 Trust level

 Social and Working environment

2.2. SCOPE

The top management can use the information obtained through the
study in the following areas:

 To identify the drawbacks in the existing system.

 Adopt as a tool to

 To enhance the opportunities for improvement and

self development
 To provide creative job to the employees.
 To improve participative management techniques.

 To improve the system in human resource development

area.
LIMITATIONS

 Due to the time constraint the study is made only among 150

respondents

 There is a chance of personal bias which affects the original

data.

 Cannot able to get exact information because some of the

employees are reluctant to share the information.

 Most of the employees were busy with their tight work and they

don’t want to be disturbed.

2.3. RESEARCH METHODOLOGY

RESEARCH DESIGN

The Research design used in the study was descriptive

research design. It includes surveys and fact-finding requires of

different kinds. The major purpose of description research designs, as

it exits at present. The main characteristic of this method is that the

researcher has no control of variables; he can report only what has

happened or what is happening.

SAMPLING
Sampling Method

In this study convenient sampling method is used in selecting

the samples.

Population

The population comprises of 200 employees.

Frame

The Frame comprises the employees of ELGI EQUIPMENT Ltd.

Sample Size
The universe of the study includes workers above. In ELGI

EQUIPMENT Ltd, the total number of employee is 200. 150 employees

are selected for the study.

DATA COLLECTION METHOD
Primary data collection was done through structured

questionnaire. Secondary data was collected from company records.

Primary data: Primary data are those which are collected a fresh and

for the first time and thus happen to be original in character. Primary

data can be collected either through experiment or through survey.

Secondary data: The secondary data on the other hand are those

which have already bean collected by some one else and which have

already bean passed through the statistical process.

DATA COLLECTION INSTRUMENT

The instrument used for the collecting data was a structured

questionnaire. The questionnaire consisted of 20 questions, with a

Combination of open– ended and close –ended questions.

STATISTICAL TOOLS USED

This researcher has used the following statistical tools:
1. simple percentage
2. Anova table
SIMPLE PERCENTAGE METHOD

A percentage analysis method is the tools used by the researcher for

the analysis and interpretation. Through the use of percentages the

data are reduced in the standard form with base to 100 which fact

facilities relative comparisons.

In the percentage analysis, percentage is calculated by multiplying the

number of respondents into hundred and it is divided by the sample

size.

Percentage analysis = (no. of respondent/ total no. of respondent)

×100

ANOVA TABLE:

The basic principle of ANOVA is to test for differences among

the means of the populations by examining the amount of variation

within each of these samples, relative to the amount of variation

between the samples.

ANOVA can be performed by following the short-cut method. The

various steps involved in the short-cut method are as follows:

a. To work out the correction factor as under:

Correction factor= (T) ² / n

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

Total SS =(X²) – (T) ² / n where i=1, 2, 3….

c. To obtain the source of variation between samples:

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

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

SS within = (X) ² - ∑ (Tj) ² / nj

2.4. REVIEW OF LITERATURE

Introduction

In any business organization or industry, profit is the prime aim.

Profits can be got only when the productivity is high and it is quite

evident that, productivity will be high only when employee’s morale is

high.

When mentoring about employee morale, it is necessary to

define it Morale has been defined in a study conducted by the Michigan

University has “The combination of attitudes towards Job Company

and immediate supervisor”.

Mr. V.Devarajan, B.A., a student of P.S.G. college of Arts

& Science, Coimbatore, Who did his M.A, in social work in the year

1973, made a “Study on Employees” Morales and job satisfaction in

the Cambodia Mills’ and has suggested workers’ Participation in

Management, Production incentive bonus to improved employee

morale and his job satisfaction.

Mr. M.Ramakrishnan, a student of Madras School of

Social work, who did his post graduation in Social Work in the year

1980, made “Study on morale in the metal Bon India Limited” Madras

and has suggested that improved facilities and working conditions will

improve the morale of employees.

 Mr. S.Prabakar, a study of G.R.D College of science,

Coimbatore who did his M.A., in social work in the year 1991, made a

“Study on employees morale in the Cambodia Mills”, has suggested

that good working conditions welfare facilities, enhance good morale in

the opinion of majority of the respondents inspect of a few negative

opinion relating to poor worker’s participation in the management,

promotion and transfer policies.

Pestonjee & Singh, 1995, Workers morale is significantly

related to their education. The higher their education is the lower their

morale and vice versa. Income is found to be non-significant factor

affecting morale

Herzberg, 1965, Herzberg found that is 54% of the studies

morale was related to high productivity which is 35%, morale and

productivity did not reveal relationship. In 11% of the studies, high

morale was associated with low productivity. Evidence support the view

that level of satisfaction was directly related to performance on the job

Miller D.C & W.H.Form, 1964, Miller & Form have given four

combinations of productivity and morale

i. High productivity-high morale

ii. Low productivity-high morale

iii. High productivity-low morale

iv. Low productivity-low morale

CHAPTER 3
ANALYSIS AND INTERPRETATIONS
TABLE NO.1: AGE OF RESPONDENTS
Sample size: 150

S.NO AGE NO. OF RESPONDENTS % OF RESPONDENTS

1 Below 20 0 0
2 20-30 66 44
3 30-40 54 36
4 40-50 30 20
5 Above 50 0 0
Total 150 100

SOURCE: PRIMARY DATA

Interpretation

The above table shows that 44% of respondents are between 20

to 30 age group, 36 % of respondents are between 30 to 40 age group

and 20 % are between 40 to 50 age group.

CHART NO.1: AGE OF RESPONDENTS

 AGE OF THE RESPSONDENTS

TABLE NO.2: EDUCATIONAL QUALIFICATION OF

RESPONDENTS
 Sample size: 150

SOURCE: PRIMARY DATA

NO. OF
S.NO EDUCATION % OF RESPONDENTS
RESPONDENTS
1 School level 24 16
2 Diploma 0 0
3 Graduates 66 44
4 Post graduates 42 28
5 Professionals 18 12
Total 150 100

Interpretation

The above table shows that 44% of respondents are graduates,

28% of respondents are post graduates, 16% of respondents are

school level and 12% of respondents are professionals.

CHART NO.2: EDUCATIONAL QUALIFICATION OF
RESPONDENTS
 TABLE NO.3: WORK EXPERIENCE

Sample size: 150

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

SOURCE: PRIMARY DATA

Interpretation

The above table shows that 44% of respondents have 1 to 3

years of experience, 28% of respondents have less than one year of

experience and 4% of respondents have above 10 years of experience.

CHART NO.3: WORK EXPERIENCE
 TABLE NO.4: RESPONDENTS OPINION ABOUT JOB
SATISFACTION
Sample size: 150
S.NO JOB NO. OF % OF

SATISFACTION RESPONDENTS RESPONDENTS

1 Highly satisfied 60 40
2 Satisfied 75 50
3 Neutral 6 4
4 Dissatisfied 9 6
5 Highly dissatisfied 0 0
Total 150 100

SOURCE: PRIMARY DATA

Interpretation

The above table shows that 50% of respondents are satisfied

with their job, 40% of respondents are highly satisfied with their job and

6% of respondents are dissatisfied with their job.

CHART NO.4: RESPONDENTS OPINION ABOUT JOB

SATISFACTION
TABLE NO.5: OPINION ABOUT ORGANISATION’S
BENEFITS
 Sample size: 150
SOURCE: PRIMARY DATA

ORGANISATION’S NO. OF % OF
S.NO
BENEFITS RESPONDENTS RESPONDENTS

1 Highly satisfied 24 16

2 Satisfied 72 48

3 Neutral 36 24

4 Dissatisfied 12 8

5 Highly dissatisfied 6 4

Total 150 100

Interpretation

The above table shows that 48% are satisfied with their

organization’s benefits, 24% of respondents are neutral with the

benefits and 4% of respondents are highly dissatisfied with the

benefits.

CHART NO.5: ORGANISATION’S BENEFITS

TABLE NO.6: OPPORTUNITIES FOR IMPROVEMENT &
SELF DEVELOPMENT
 Sample size: 150

SOURCE: PRIMARY DATA

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

Interpretation

The above table shows that 32% of respondents are often

having opportunities for improvement and self development, 26% have

very often and 12 % of respondents have rarely.

CHART NO.6: OPPORTUNITIES FOR IMPROVEMENT &

SELF DEVELOPMENT
TABLE NO.7: WORK ENVIRONMENT

Sample size: 150

SOURCE: PRIMARY DATA

S.NO ENVIRVONMENT NO. OF % OF

RESPONDENTS RESPONDENTS
1 Very good 21 14
2 Good 12 8
3 Satisfactory 39 26
4 Poor 0 0
5 Very poor 78 52
Total 150 100

Interpretation

The above table shows that 26% of respondents are satisfactory

with the work environment; work environment is very good for 14% of

respondents but 52% of respondents are highly dissatisfied with the

work environment.

CHART NO.7: WORK ENVIRONMENT

TABLE NO.8: SUPERIORS AND CO-WORKERS
RELATION
 Sample size: 150

SOURCE: PRIMARY DATA

S.NO RELATION NO. OF % OF

RESPONDENTS RESPONDENTS
1 Very good 54 36
2 Good 66 44
3 Satisfactory 18 12
4 Bad 12 8
5 Very bad 0 0
Total 150 100

Interpretation

The above table shows that the superior and co-workers relation

is good for 46% of respondents, 36% of respondents feel very good

and for 8% of respondents relation is bad.

CHART NO.8: SUPERIORS AND CO-WORKERS

RELATION
TABLE NO.9: JOB RESPONSIBILITIES
 Sample size: 150

SOURCE: PRIMARY DATA

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

Interpretation

The above table shows that 56% of respondents feel that they

have good job responsibilities, 34% of them have very good

responsibilities and for 2% responsibility is poor.

CHART NO.9: JOB RESPONSIBILITIES

TABLE NO.10: PARTICIPATIVE MANAGEMENT
 Sample size: 150

SOURCE: PRIMARY DATA

S.NO PARTICIPATIVE NO. OF % OF

MANAGEMENT RESPONDENTS RESPONDENTS

1 Strongly agree 81 54
2 Agree 30 20
3 Neutral 27 18
4 Disagree 12 8
5 Strongly disagree 0 0
Total 150 100

Interpretation

The above table shows that 54% of respondents strongly agree

that they participate with management and 8% of respondents do not

participate with management.

CHART NO.10: PARTICIPATIVE MANAGEMENT

 TABLE NO.11: POLICIES & ADMINISTRATION
PRACTICES
Sample size: 150

S.NO Policies & NO. OF % OF

Practices RESPONDENTS RESPONDENTS

1 Strongly agree 42 28
2 Agree 60 40
3 Neutral 45 30
4 Disagree 3 2
5 Strongly 0 0

disagree
Total 150 100

SOURCE: PRIMARY DATA

Interpretation

The above table shows that 40% of respondents agree with the

policies and administration practices of the organization and 2% are

disagreeing with the policies and administration practices.

CHART NO.11: POLICIES & ADMINISTRATION

PRACTICES
TABLE NO.12: RESPONDENTS OPINION ABOUT
WORKLOAD
 Sample size: 150
SOURCE: PRIMARY 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 DATA

S.NO AVAILING NO. OF % OF

LEAVE RESPONDENTS RESPONDENTS

1 Very often 12 8
2 Often 18 12
3 Sometimes 36 24
4 Rarely 30 20
5 Very rarely 54 36
Total 150 100

Interpretation

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

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

often.

CHART NO.13: AVAILING LEAVE

 TABLE NO.14: RESPONDENTS OPINION ABOUT
CREATIVE JOB
Sample size: 150
S.NO CREATIVE NO. OF % OF

RESPONDENTS RESPONDENTS
1 Very often 36 24
2 Often 75 50
3 Rarely 33 22
4 Very rare 6 4
5 Not at all 0 0
Total 150 100
SOURCE: PRIMARY DATE

Interpretation

The above table shows that 50% of respondents often get

creative jobs, 24% get very often and 4% of respondents get creative

jobs very rarely.

CHART NO.14: RESPONDENTS OPINION ABOUT

CREATIVE JOB
TABLE NO.15: RESPONDENTS OPINION ABOUT JOB
CHALLENGING
Sample size: 150
SOURCE: PRIMARY DATA

Interpretation

The above table shows that 52% of the respondents agree that
JOB NO. OF % OF
S.NO
CHALLENGING RESPONDENTS RESPONDENTS
1 Strongly agree 24 16
2 Agree 78 52
3 No opinion 30 20
4 Disagree 12 8
5 Strongly 6 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 DATA

Interpretation

S.NO UPDATE NO. OF % OF

KNOWLEDGE RESPONDENTS RESPONDENTS

1 Strongly agree 57 38
2 Agree 75 50
3 No opinion 12 8
4 Disagree 6 2
5 Strongly disagree 0 0
Total 150 100

The above table shows that 50% of respondents agree that they

use to get opportunities to update knowledge and skills, 2% of

respondent disagree.

CHART NO.16: OPPORTUNITIES TO UPDATE

KNOWLEDGE AND SKILLS
TABLE NO.17: RESPONDENTS OPINION ABOUT
SETTING GOALS
Sample size: 150
S.NO GOAL NO. OF % OF

SETTING RESPONDENTS RESPONDENTS

1. Yes 126 84
2. No 24 16
Total 150 100
SOURCE: PRIMARY DATA

Interpretation

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

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

CHART NO.17: RESPONDENTS OPINION ABOUT

SETTING GOALS
TABLE NO.18: APPRECIATION FOR QUALITY WORK
 Sample size: 150
SOURCE: PRIMARY DATA

S.NO APPRECIATION NO. OF % OF

RESPONDENTS RESPONDENTS
1 Strongly agree 60 40
2 Agree 66 44
3 Neutral 15 10
4 Disagree 6 4
5 Strongly 3 2

disagree
Total 150 100

Interpretation

The above table shows that 44% of respondents agree that they

get appreciation for their work and 2% disagree that they get

appreciation for their work.

CHART NO.18: APPRECIATION FOR QUALITY WORK

TABLE NO.19: RESPONDENTS OPINION ABOUT
PROVIDING SUGGESTIONS
 Sample size: 150
SOURCE: PRIMARY DATA

Interpretation

S.NO PROVIDING NO. OF % OF

SUGGESTIONS RESPONDENTS RESPONDENTS
1 Very often 30 20
2 Often 78 52
3 Rarely 30 20
4 Very rare 0 0
5 Not at all 12 8
Total 150 100

The above table shows that 52% of respondents often provide

suggestions to the management, 20% of respondents very often

provide suggestions and 8% are not at all involved in this.

CHART NO.19: RESPONDENTS OPINION ABOUT

PROVIDING SUGGESTIONS
TABLE NO.20: RESPONDENTS OPINION ABOUT
 HEALTH, SAFETY AND SOCIAL SERVICE.
Sample size: 150

SOURCE: PRIMARY DATA

S.NO SOCIAL NO. OF % OF

ENVIRONMENT RESPONDENTS RESPONDENTS

1 Highly satisfied 42 28
2 Satisfied 84 56
3 Neutral 12 8
4 Dissatisfied 6 4
5 Highly dissatisfied 6 4
Total 150 100

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

JOBS RESPONDENTS RESPONDENTS

1. Yes 30 20
2. No 120 80
Total 150 100

SOURCE: PRIMARY DATA

Interpretation

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

their job often, but 20% of respondents may switch their job.
CHART NO.21: RESPONDENTS OPINION ABOUT
SWITCHING JOBS
 TABLE NO.22: RESPONDENTS OPINION ABOUT
ACCEPTANCE OF SALARY – CUTS
Sample size: 150
ACCEPTANCE OF NO. OF % OF
S.NO
SALARY – CUTS RESPONDENTS RESPONDENTS
1. Yes 42 28
2. No 108 72
Total 150 100

SOURCE: PRIMARY DATA

Interpretation

The above table shows that 72% of respondents will not accept

salary cut and 28% of respondents will accept salary cut and will

continue in same organization.

CHART NO.22: RESPONDENTS OPINION ABOUT

ACCEPTANCE OF SALARY – CUTS
TABLE NO.23: INVOLVEMENT IN JOB
 Sample size: 150
SOURCE: PRIMARY DATA

S.NO INVOLVEMENT IN NO. OF % OF

JOB RESPONDENTS RESPONDENTS

1. Total involvement 120 80
2. Some what 30 20

involvement
3. Lack of involvement 0 0
4. Not interested 0 0
Total 150 100

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 JOB SATISFACTION WORK ENVIRONMENT
1 40 14
2 50 8
3 4 26
4 6 0
5 0 52
TOTAL 100 100

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 SS =∑Xij2−(T)2/n=(40)2+(50)2+(4)2+(6)2+(0)2+(14)2+(8)2+
(26)2+ (0)2+ (52)2− (200×200/10)
=7802−4000
=3802
SS BETWEEN = ∑ (Tj) 2/nj – (T) 2/n= (100×100/5) + (100×100/5) −
(200×200/10)
=2000+2000−4000=0
SS WITHIN = ∑ xij2 − ∑ (Tj)2/ nj = 7802 – 4000=3802
ANOVA TABLE

Source of sum of Degree of Mean square F-ratio 5% F- limits

variation squares freedom (df) (ms)

(ss)
Between SS 0 (2−1)=1 0/1=0 o/475=0 F(1,8)=5.3177

Within SS 3802 (10−2)=8 3802/8=475

Interpretation

Table value is greater than the calculated value, so there is no

significant difference between the job satisfaction and working

environment i.e., Null hypothesis accepted.

CHAPTER 4

4.1. FINDINGS

• 44% of respondents have 1 to 3 years of experience, 28% of

respondents have less than one year of experience and 4% of

respondents have above 10 years of experience.

• 50% of respondents are satisfied with their job, 40% of

respondents are highly satisfied with their job and 6% of

respondents are dissatisfied with their job.

• 48% are satisfied with their organization’s benefits, 24% of

respondents are neutral with the benefits and 4% of

respondents are highly dissatisfied with the benefits.

• 32% of respondents are often having opportunities for

improvement and self development, 26% have very often and 12

% of respondents have rarely.

• 26% of respondents are satisfactory with the work environment;

work environment is very good for 14% of respondents but 52%

of respondents are highly dissatisfied with the work

environment.
• The superior and co-workers relation is good for 44% of

respondents, 36% of respondents feel very good and for 8% of

respondents relation is bad.

• 56% of respondents feel that they have good job responsibilities,

34% of them have very good responsibilities and for 2%

responsibility is poor.

• 54% of respondents strongly agree that they participate with

management and 8% of respondents do not participate with

management.

• 40% of respondents agree with the policies and administration

practices of the organization and 2% are disagreeing with the

policies and administration practices.

• For 64% of respondents the work load is moderate, for 24% it is

overload and for 4% it is optimal.

• 36% of respondents avail leave very rarely, 24% avail

sometimes. And 8% of respondents avail leave very often.

• 50% of respondents often get creative jobs, 24% get very often

and 4% of respondents get creative jobs very rarely.

• 52% of the respondents agree that they use to get challenging

jobs, 20% has no opinion about this and 4% of respondents are

strongly disagreeing.

• 50% of respondents agree that they use to get opportunities to

update knowledge and skills, 2% of respondent disagree.

• 84% of respondents set their future goals and 16% of

respondents do not set their future goals.

• 44% of respondents agree that they get appreciation for their

work and 2% disagree that they get appreciation for their work.

• 52% of respondents often provide suggestions to the

management, 20% of respondents very often provide

suggestions and 8% are not at all involved in providing

suggestions.

• 56% of respondents are satisfied with the health, safety and

social services and 4% of respondents are highly dissatisfied.

• 80% of respondents will not switch their job often, but 20% of

respondents may switch their job.

• 72% of respondents will not accept salary cut and 28% of

respondents will accept salary cut and will continue in same

organization.
 • 80% of respondents are totally involved in their job and 20% are

some what involved.

4.2. RECOMMENDATIONS

Based on the study, the following suggestions are given. The

company may look into these suggestions:

• Improving job satisfaction among employees by implementing

appropriate job enhancement and enrichment techniques.

• Providing adequate compensation and appreciation for quality

work.

• Creating jobs that provide opportunity for expression of

creativity and competence.

• Planning and implementing training methods for self

development of the work force.

• Creating opportunities that will enable the workers to participate

in management related activities.
 • Formulating good polices and administration practices for their
employee.

• Increasing organization’s benefits for their workers.

• Improving good working environment in order to increasing

employees’ involvement in their job.

4.3. CONCLUSIONS

Morale in a business organization is an attitude of emotional

readiness, which enables an employee to improve his productivity.

When an organization motivates its employees to a high degree,

resultant morale in the organization will be equally high. Motivation is

the process and morale is the product. Therefore, continuous

monitoring and improvement of morale is necessary for an

organization.
 APPENDIX 1

A STUDY ON EMPLOYEE MORALE AT

PAREKH INTEGRATED SERVICE.,

Name of the Interviewer: K.R.NAVEEN

I. Socio Economic Background

a. Name of the respondent :

b. Department :

c. Grade :

d. Age :

Below 20 20-30 30-40

40-50 above 50

e. Sex:

Male Female

f. Educational qualification

School level

Diploma Graduates

Post Graduates Professional

g. How long have you been working in this company?

a. less than 1 yr b. 1-3 yrs c. 3-5 yrs
d. 5-10 yrs e. above 10yrs
1. How satisfied are you with the present job?
a. Highly satisfied b. satisfied c. neutral
d. Not satisfied e. highly dissatisfied

2. Your level of satisfaction with the organization’s benefits. (Pay,

promotion, bonus)
a. Highly satisfied b. satisfied c. neutral
d. dissatisfied e. highly dissatisfied

3. How often do you get opportunities for improvement and self-

development?
a. Very often b. Often c. Sometimes
d. Rarely e. Very rarely

4. How is your working environment facility (resting facility, sanitary

condition, ventilation & lighting, water facilities)?

a. Very good b. Good c. Satisfactory

d. poor e. Very poor

5. How is your relationship with your superiors and co-workers?

a. Very good b. Good c. Satisfactory
d. Bad e. Very Bad

6. How do you rate your job responsibilities?

a. very good b. Good c. Moderate
d. Poor e. Very poor

7. Do you have the independence to express your views or ideas to

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

9. How do you feel about your workload?

a. Overload b. Moderate c. Under load
d. Optimal e. no work

10. How often you avail leave?

a. very often b. often c. rarely

d. very rare e. not at all

11. Does your job allow you to be creative?

a. very often b. often c. rarely
d. very rare e. not at all

12. Is the job is challenging enough?

a. Strongly agree b. Agree c. No. opinion
d. Disagree e. Strongly Disagree

13. Does job provide opportunities to update your knowledge and

skills?
a. Strongly agree b. Agree c. No. Opinion
d. Slightly Disagree e. Strongly Disagree

14. Do you set goals for achievement?

a. Yes b. No
If yes then how often:
15. Does the Top management appreciate your quality work?

a. Strongly agree b. Agree c. Neutral

d. Disagree e. Strongly disagree

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

a. very often b. often c. rarely

d. very rare e. not at all

17. Your level of satisfaction with the parameters like health, safety and
social service.
a. Highly satisfied b. satisfied c. neutral
d. Not satisfied e. highly dissatisfied

18. If the company is at loss,

i) Will you switch over jobs?

a. Yes b. No

ii) Will you accept to get less salary and continue?

a. Yes b. No
19. My involvement with my job
a. Total involvement b. Some what involvement
c. Lack of involvement. d. not interested

20. Your suggestion to the company.

________________________________________________________
________________________________________________________
 BIBLIOGRAPHY

1. Kothari.C.R., (2001) “Research Methodology Methods and

Techniques” 2nd edition, Vishwa Prakashan, Pp 277-299.

2. Tripathy, P.C., (2001), Human Resource Development, Sultan

Chand and Sons, New Delhi.

3. Prasad L.M, (2001) “Human Resource Management”, Sultan

Chand & Sons, Reprint 1998, Pp 229-350.

4. Prabhu.s, “Human Resource Management”, ELGI equipment ltd,

hydrabad.

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