1.1.

1 INTRODUCTION TO THE STUDY

The study was conducted in FENNER INDIA in Sriperumpudur,
Chennai to find the effect of welfare measures on employee morale.
The study intends to see the satisfaction level of the employee on the
facilities provided by the company and how these welfare measures boost the employee
morale.
The study on effect of welfare measure on employee morale gives the
management an indication of the level of satisfaction among the employees regarding the
general working condition and the other facilities provided by the organization. This
helps the management to know the general morale of the employees.

NEED FOR THE STUDY

Government has passed many acts to provide facilities to the workers in
factories. This study evaluates the extend of welfare facilities available in Fenner India
Ltd

SIGNFICANCE OF THE STUDY

In the present industrial scenario, the basic aim of every organization is to
achieve optimum production of high quality and earn adequate profits to survive in the
field, in this context various welfare measures are undertaken so as to promote good
industrial relations and create congenial atmosphere. The employers have to satisfy all the
needs of employees to make better profits. Besides giving good wages, the welfare
facilities given to them play a vital role in achieving their objectives. By providing good
welfare facilities, the workers feel a better working condition.

DIAGRAMATIC REPRESENTATION OF THE STUDY

CANTEEN
FACILITY

MEDICAL
FACILITY

MOTIVATION

JOB
SATISFACTION

Effect of
welfare

SAFETY

INFRA
STRUCTURE

WELFARE
MEASURES

CREDIT
FACILITY

measure on
morale

EMPLOYEE
MORALE

INTER
RELATIOSHIP

WORK
ENVIRONMENT

1.1.2 SCOPE OF THE STUDY

The various components of welfare facilities are washing storing, drying
and clothing, sitting first aid appliances, canteen, shelters, restroom, lunch room, crches,
welfare offers, ventilation & temperature, drinking water, latrines & urinals, spittoons
1and lighting.
The study is confined into the workers in different categories such as
drivers, supervisor, permanent and temporary workers.

1.1.3 PROBLEM DEFENITION

Human Resource Management is the process of procuring, developing,
maintaining, and controlling human resources for effective achievement of organizational
goals. This project is focused on employee welfare measure and employee morale.

EMPLOYEE WELFARE DEFINITION

Employee welfare means the effort to make life worth living for
workmen.When all basic facilities are provided and employees obtain satisfaction then
the productivity can be increased and development of the organization will be possible
CONDITIONS OF WORK ENVIRONMENT
1) Working conditions

Temperature

Ventilation

Lighting

Dust

Smoke

Fumes and gases

Noise

Humidity

Posture simple

Hazard and safety complex devices

2) Factory Sanitation and Cleanliness:

Provision of urinals in factories

Provision of spittoons

Provision for the disposal of waste and rubbish

Provision for water disposal (drainage)

Provision of proper bathing and washing facilities

Cleanliness, white- washing and repair of buildings and workshops

Care and maintenance of open spaces, gardens, roads, etc

3) Welfare Amenities

Provision and care of drinking water

Canteen services

Lunch

Rest room

Crches

Cloak rooms

Other amenities

EMPLOYEES HEALTH SERVICES

1) Factory health services

Medical examination of employees

Factory dispensary and clinic treatment

First aid and ambulance room

Treatment of accidents and

Health education and research

2) Recreation

Playgrounds for physical recreation (athletics, games, gymnastics, etc)

Social and cultural recreation (music, singing, dancing, drama, etc)

3) Workers education

Education to improve skills and earning capacity

Literacy

Library, audio visual education, lecture programmes and

Workers educational scheme and its working

4) Economic Services

Employees co-operative societies

Grain shops and fair price shops

5) Study of the working of welfare Acts

Factories Act

Employees state insurance act

Minimum wages act

6) Social Work in industrial Setting

Family Planning

Employee counseling

EMPLOYEE SERVICES AND BENEFITS

These are concerned with the process of sustaining and maintaining the
work force in an organization. They include
1) Safety provision inside the workshop
2) Employee counseling
3) The medical services
4) The recreational and other welfare facilities
5) Fringe benefits and supplementary items
EMPLOYEE MORALE - DEFINITION
According to Yoder morale is a feeling, somewhat related to esprit de
corps, enthusiasm or zeal. Fippo has described morale As a mental condition or attitude
of individuals and groups which determines their willingness to co-operate. Good morale
is evidenced by employee enthusiasm, voluntary conformance with regulations and
orders, and a willingness to co-operate with others in the accomplishment of an
organizations objectives.

FACTORS AFFECTING MORALE

According to McFarland, the important factors, which have a bearing on
morale, are

The attitude 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 organizations structure which facilities the flow of work and

The size of the organization.

CRITERIA THAT DETERMINES MORALE

The organization itself

The nature of the work

The level of satisfaction

The supervision received

The perception of the self

Workers perception of the past awards and future opportunities for rewards

The employees age

The employees educational level and occupational level.

TYPES OF MORALE
Morale is generally referred to as high morale. According to McFarland,
high morale exists when employee attitudes are favorable to the total situation of a

group and to the attainment of its objectives low morale exists when attitudes inhibit the
willingness and ability of an organization to attain its objectives
High morale is represented by the use of such term 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, jealously, pessimism,
fighting, disloyalty to the organization, disobedience of the orders of the leaders, dislike
of, or lack of interest in, ones job, and laziness.
MORALE AND PERFORMANCE
It has been pointed that there is a little evidence in the available
literature that employee attitudes bear any relationship to performance on the job.
First, there are some who assert that high satisfaction leads to high
performance. The Hawthorne studies of 1930s seem to support this view, as do findings
of other studies.
Second, others take an opposite view. For example, Lyman Porter and
Lawler say that satisfaction results from high performance, because most people
experience satisfaction by accomplishing more tasks, like building a radio, or clinching a
sale.
Third, still others claim that there is no consistent relationship between
morale and performance. Vroom found significant relationship between morale and
performance in only 5 out of 22 studies undertaken by him.

WARNING SIGNS OF LOW MORALE

Among the more significant of the warning signals of low morale are

High rate absenteeism

Tardiness

High Labour turnover

Strike and sabotage

Lack of pride in work and

Wastage and spoilage.

IMPROVING MORALE
A three-fold action may be initiated. In the first place, it is essential to
change the policy or to correct it immediately. Employees do not lose their respect for the
boss who admits his mistakes but they cannot respect one who makes too many, and they
may have contempt for one who refuses to admit his mistakes.
Second, misconceptions should be removed, and the correct position
should be explained to the employees.
Third, a reasonable attempt should be made to educate and convince the
employees.

1.1.4 OBJECTIVES OF THE STUDY

Primary objective

To study and analyze the safety and welfare measures of the employee.

To evaluate the effect of the welfare measures on employee morale.

Secondary objective

To evaluate the satisfaction level of employee about the work environment.

To find the level of satisfaction of employee about the facilities given by the
company.

1.1.5 RESEARCH METHODOLOGY

RESEARCH MEANING
Research is an art of scientific investigation. According to Redmen and
Mary defines research as a systematic effort to gain knowledge.
Research methodology is way to systematically solve the research
problem. It is a plan of action for a research project and explains in detail how data are
collected and analyzed. This research study is a descriptive research study.
RESEARCH DESIGN
A research design is a plan that specifies the objectives of the study,
method to be adopted in the data collection, tools in data analysis and hypothesis to be
framed.
A research design is an arrangement of condition for collection and
analysis of data in a manner that aims to combine relevance to research purpose with
economy in procedure.
1.1.5.1 SOURCES OF DATA
Primary data
The primary data are collected from the employees of FENNER through
a direct structured questionnaire.
9

Secondary data
Company profiles, websites, magazines, articles were used widely as a
support to primary data.

1.1.5.2 SAMPLING SIZE AND TECHNIQUE

Size of the sample
It refers to the number of items to be selected from the universe to
constitute as a sample. In this study 50 employees of FENNER in Chennai was selected
as size of sample.
Sample design
The sampling technique used in this study is simple random sampling
method. This method is also called as the method of chance selection. Each and every
item of population has equal chance to be included in the sample.
Population design
The population of this study is the total employee in the company. It is
finite population. There are four production centers for the organization for this study I
have taken only employees in one production centre.
Questionnaire
The questions are arranged logical sequence. The questionnaire consists
of a variety of questions presented to the employees for the response. Dichotomous
questions, multiple choice questions, rating scale questions were used in constructing
questionnaire.

10

1.1.5.3 STATISTICAL TOOLS USED

To analyze and interpret collected data the following statistical tool were used.
1) Percentage method
2) Weighted average method
3) Chi-square analysis
4) Correlation
5) Regression
Percentage method
The percentage is used for making comparison between two or more
series of data. It is used to classify the opinion of the respondent for different factors. It is
calculated as
No. of respondents favorable
x 100
Percentage of respondent =
Total no of respondents
Weighted average method

11

The weighted average method can be calculated by the following

formula. This tool is used to find the rank given by the respondents to the welfare
measures. It can be calculated as
XW = WX / X

Here
XW represents the weighted average
X represents the value of variable
W represents the weight given to the variable.
Chi-square analysis
Chi-square analysis in statistics is to test the goodness of fit to verify the
distribution of observed data with assumed theoretical distribution. Therefore it is a
measure to study the divergence of actual and expected frequencies.
The formula for computing chi-square is as follows.
Chi-square = {(O-E)2 / E}

The calculated value of chi-square is compared with the table of chisquare for the given degrees of freedom at the specified level of significance. If the
calculated value is greater than the tabulated value then the difference between the
observed frequency and the expected frequency are significant. The degrees of freedom is
(n-2) where n is number of observed frequencies and in case of contingency table the
degrees of freedom is (C-1)

(R-1) where C is number of columns and R is number of

rows.
It is used to find the relation between communication in work place and
work satisfaction. It is used to find the relation between welfare satisfaction and work
12

satisfaction it is used to find the relation between experience of respondents and work
satisfaction

Correlation
The correlation analysis deals with association between two or more
variables. The correlation does not necessary imply causation or functional relationship
though the existence of causation always implies correlation. By itself it establishes only
co- variance. It is used to find the degree of relationship between motivation and work
satisfaction.

Cov(x, y) = 1/n x y x
y
x = 1/n x2 x 2
y = 1/n y2 y 2
Cov(x, y)
r=

x X y

Here,
r = co-efficient of correlation

Regression

13

The Regression analysis deals with the nature of association between

two or more variables. In regression analysis we are concerned with the estimation of one
variable for a given value of another variable on the basis of an average mathematical
relationship between the two variables.
Y= a + bX

1.1.6 LIMITATIONS OF THE STUDY

The time period of the study is very short, so elaborate study was not made.

Only certain factors are considered in this study to measure the effect of welfare
measure on employee morale.

The conclusions and suggestions were formed based on employees spot response.

Some false information may be given by the employee

14

1.1.7 CHAPTERISATION

CHAPTER I
1.1 Introduction
1.1.1 Introduction To The Study
O Need For The Study
O Significance Of The Study
O Diagrammatic Representation Of The Study
O Morale And Performance
O Warning Signs Of Low Morale
O Improving Morale
1.1.4 Objectives Of The Study
o Primary Objective
o Secondary Objective
1.1.5 Research Methodology
o Research Meaning
o Research Design

15

1.1.5.1 Sources Of Data

o Primary Data
o Secondary Data
1.1.5.2 Sampling Size And Technique
o Size Of The Sample
o Sample Design
o Population Design
o Questionnaire
1.1.5.3 Statistical Tools Used
o Percentage Method
o Weighted Average Method
o Chi-Square Analysis
o Correlation
o Regression
1.1.6 Limitations Of The Study
1.1.7 Chapterisation
1.2 Company Profile
o Vision
o Manufacturing And Quality Systems
o Best Manufacturing Practices Followed By Fenner India
o Technology
o Products
For The Indian Market
For The Foreign Market
o Textiles

16

o Products
o Markets
o Fenner Schemes
1.3 Product Profile

Ancient Rubber
Vulcanized Rubber
Modern Rubber
o Technology And Innovation
o Change Drivers

CHAPTER II
2.1 REVIEW OF LITERATURE FROM JOURNALS AND ARTICLES
o Preserving Employee Morale during Downsizing
o How to Boost Employee Morale
o Boost Employee Morale with an Employee Incentive Program
o Employee Welfare
NATIONAL COMMISSION (1969)
NATIONAL COMMISSION (1972)
o EMPLOYEE WELFARE IN INDIA
CHAPTER III
DATA ANALYSIS AND INTERPRETATION
3.1.1

EXPERIENCE OF RESPONDENT

3.1.2

LEVEL OF SATISFACTION OF SAFETY MEASURES

3.1.3

LEVEL OF SATISFACTION OF MEDICAL FACILITY

3.1.4

LEVEL OF SATISFACTION OF WORKING ENVIRONMENT

3.1.5

LEVEL OF SATISFACTION OF RELATIONSHIP BETWEEN

SUPERVISOR AND WORKER
17

3.1.6

LEVEL OF SATISFACTION OF RELATIONSHIP BETWEEN WORKERS

3.1.7

LEVEL OF MOTIVATION GIVEN TO EMPLOYEE

3.1.8

LEVEL OF FREEDOM GIVEN TO THE EMPLOYEES

3.1.9
STATUS OF GRIEVANCE HANDLING IN THE COMPANY
3.1.10 WORK SATISFACTION LEVELOF THE EMPLOYEE
3.1.11 SATISFACTION OF EMPLOYEES ABOUT WELFARE MEASURES
3.2.1

ANALYSIS OF OPINION OF RESPONDENTS REGARDING

COMMUNICATION IN WORK PLACE AND WORK SATISFACTION
(USING CHI-SQUARE)

3.2.2

ANALYSIS OF OPINION OF RESPONDENTS REGARDING WELFARE

SATISFACTION AND WORK SATISFACTION
(USING CHI-SQUARE)

3.2.3

ANALYSIS OF OPINION OF RESPONDENTS REGARDING EXPERIENCE

OF RESPONDENT AND WORK SATISFACTION
(USING CHI-SQUARE)

3.2.4

ANALYSIS OF OPINION OF RESPONDENTS REGARDING

MOTIVATION GIVEN TO EMPLOYEE AND WORK SATISFACTION
(USING CORRELATION)

3.2.5

ANALYSIS OF RANKING GIVEN BY RESPONDENTS REGARDING

SATISFACTION OF WELFARE MEASURES
(USING WEIGHTED AVERAGE METHOD)

3.2.6

ANALYSIS OF OPINION GIVEN BY RESPONDENTS REGARDING

SATISFACTION OF WELFARE MEASURES AND EMPLOYEE MORALE
(USING REGRESSION METHOD)

CHAPTER IV
4.1

FINDINGS OF THE STUDY

4.2

SUGGESIONS AND RECOMMENDATIONS

4.3

CONCLUSION

18

1.2 COMPANY PROFILE:

Fenner India Limited, established in 1929, is a member of the JK

Organization, one of Indias top Industrial houses with diversified interests and assets
exceeding US$ 1.6 billion

Fenner Indias product lines include Industrial and Automotive Belts, Oil
Seals, Power Transmission Accessories for the OE and Replacement Markets and Textile
Yarn.

Fenner (India) Limited is the largest manufacturer of Industrial and

Automotive V-Belts, Oil seals and Power Transmission Accessories in India. With a large
Sales and Distribution network across the country and a strong brand image, Fenner is
undoubtedly the market leader in India.
Fenner India's emphasis on quality and customer satisfaction has earned
respect and endorsement from major OEMs. The company is a pioneer and has been a
market leader both in terms of new product development and market reach. Fenner India
has regularly introduced state-of-the-art latest products both for domestic and

19

international markets. Today eight out of ten automobiles in India have at least one
Fenner Belt or Oil Seal in it.
Apart from being the domestic market leader, Fenner India is also one of
the big exporters of V-Belts and Auto Belts in the country with products being exported
to over 40 countries, including North and South America, Europe, Australia and South
Africa.

VISION
To Position Fenner (India) Limited as a globally competitive player in
Belts and Oil seals.

We have 3 state-of-art Manufacturing facilities and a sophisticated R&D

center.
Our Distribution network is the largest in India in the Industry and we export to
over 50 countries.
We work on SAP R/3 platform. Employee profile- Professionally managed, 3000
strong employees. Our well-experienced team is young with an average age of 36
years, dedicated to Customer

MANUFACTURING AND QUALITY SYSTEMS:

Fenner India has 3 state-of-art manufacturing facilities at Madurai,

Chennai and Hyderabad. The first manufacturing facility was established in 1955 in the
'Temple City' Madurai, southern India, which is the largest facility today.

20

In-process

Quality

control,

careful

choice

of

raw

materials,

technological up gradation has ensured complete product reliability and high levels of
customer satisfaction.

Best Manufacturing Practices followed by Fenner India:

Lean Manufacturing
TQM
Poke Yoke (Error Proof)
5S

Fenner India has been awarded the following Quality Certifications:

ISO 9001:2000 for Design and Manufacturing of V Belts for Industrial

Applications.
ISO/TS 16949: 2002 for Design and Manufacture of V Belts, Timing Belts, Oil
Seals and Moulded Rubber Parts for Automotive applications.
API- American Petroleum Institute accredited License No: 1B-0009 - the only
Company in Asia to have the coveted accreditation.
ISO 14001:1996 Environmental Management System Standard.

TECHNOLOGY:

Technology Center employs state-of-the-art techniques, starting from

simulation studies using Finite Element Analysis, all the way to validation through
rigorous indoor testing. The Center has the best in class testing facilities for Raw
Materials, In-Process components and Finished Products like Industrial and Automotive

21

Wrapped Belts, Raw Edge Cogged Belts, Poly-V belts, Timing Belts and various types of
Oil Seals.

Apart from product development, our experts also work closely with
OEMs for Continuous Upgradation of belt drive system and provide sealing solutions.

Our technological efforts have made it possible for us to remain fully

competitive in the global market by continuous development of a large range of new
products such as Poly F Plus belts, Heavy Duty belts, Kevlar Cord belts, EPDM belts and
many others.

PRODUCTS:
FOR THE INDIAN MARKET

Industrial Power Transmission Products

Belts

Power Transmission Accessories

Automotive Products

OEM

Replacement Market

Automotive Belts

Oil seals

FOR THE FOREIGN MARKET

22

 Industrial Power Transmission Products

Belts

Power Transmission Accessories

Agricultural Products

Belts

Automotive Products

Belts

Oilseals

INDIAN BRANDS

FOREIGN BRANDS

Power flexes

F&F

Pioneer,fenner

Top drive.

fenner

Top drive endurance plus

Multi pull

Top drive cog power

Power Tran
Eco drive
Polv-f plus

TEXTILES

23

Fenner India diversified into the manufacture of Cotton Textiles Yarn in

the year 1992. Fenner India has two Textile manufacturing units with the following
facilities:
Manavasai, Karur : 12000 spindles
Pattukonampalli, Salem : 23000 spindles and 768 rotors
Keeping in line with its tradition and with clear conviction on customer
satisfaction, Fenner Textiles has over the years reoriented its capabilities both
quantitatively and qualitatively by furthering its state-of-the-art ISO 9002 certified
manufacturing facilities

Today, Fenner India's Textile division manufactures a wide variety of

hosiery yarn, warp yarn and sewing threads used in high fashion cotton knit woven
garments. The range includes superior combed and carded yarn for knitting and weaving
-2ply

and

3plyYarn.

Products :
Cotton Yarn : 18 TPD carded and combed ring spurn, hosiery, warp yarn
and 5 TPD OE yarn. Specialty Textiles : Knit Fabrics : Grey/White for ready use in
garment manufacturing Woven Fabrics: Industrial fabrics for belt and abrasive
manufacturers

Markets:
Apart from catering to the domestic market, Fenner India textiles
division exports to the Middle East, Asia Pacific, and Europe.

Fenner Schemes

24

 Scratch Card Scheme for Maruti, Tata, Moped, Poly-V and Ecodrive Cogged
belts.
Monsoon Hungama Scheme was launched for sub-dealers in the industrial belts
segment.
Fenner Celebrations Scheme was launched for retailers in the Replacement
market.
Flights of Fantasy scheme was introduced for Dealers in.

1.3 PRODUCT PROFILE

Rubber is product that is known for its elastic property. Rubber is an
established industry in India. Rubber is a frequently used material today. It is known for
its elastic properties. Rubber can be of two types; natural and synthetic. Rubber is
naturally produced by rubber plants that can be obtained and it can also be produced
synthetically. Rubber industry in India was introduced by the British for commercial
cultivation but the govt. of India has improved the scope of rubber production
considerably. Today rubber and rubber related products are established industries in India.

ANCIENT RUBBER
Until recently modern thinkers believed rubber originated in 19th
century Europe. According to a Tech Talk article published by Massachusetts Institute of
25

Technology on Wednesday, July 14, 1999, Professor Dorothy Hosler, Assistant Professor
Sandra Burkett and an undergraduate named Michael Tarkanian learned that the Mayan
people in ancient Mesoamerica made and used rubber as long ago as 1600 BCE.
The ancient Mayan people used latex to make rubber balls, hollow
human figures, and as bindings used to secure axe heads to their handles and other
functions. Latex is the sap of various plants, most notably the rubber tree. When it is
exposed to the air it hardens into a springy mass. The Mayans learned to mix the rubber
sap with the juice from morning glory vines so that it became more durable and elastic,
and didn't get quite as brittle. Both the rubber tree and the morning glory were important
plants to the Mayan people- the latter being a hallucinogen as well as a healing herb.
They two plants tended to grow close together. Combining their juices, a black substance
about the texture of a gum-type pencil eraser was formed.
The rubber balls were about the size of a beach ball and weighed over 15
pounds (7 kilograms). These were used in an important ritual game called Tlachtlic. The
game was a cross between football and basketball, but had religious significance as
recorded in the Popul Vuh, a Mayan religious document. Spanish invaders in the
sixteenth century reported that the game also involved gambling for various possessions
including land and slaves. It is believed that the game ended in a human sacrifice at least
some of the time. Versions of the game were played in the middle American region
ranging from southern Arizona to northern South America. Native peoples in the region
still make rubber in the same way.
VULCANIZED RUBBER

In 1736 several rolled sheets of rubber were sent to France where it

fascinated those who saw it. In 1791, an Englishman named Samuel Peal discovered a
means of waterproofing cloth by mixing rubber with turpentine. English inventor and
scientist, Joseph Priestly, got his hands on some rubber and realized it could be used to
erase pencil marks on sheets of paper.

26

Charles Goodyear, an American whose name graces the tires under

millions of automobiles, is credited with the modern form of rubber. Before 1839, rubber
was subject to the conditions of the weather. If the weather was hot and sticky, so was the
rubber. In cold weather it became brittle and hard. Goodyear's recipe, a process known as
vulcanization, was discovered when a mixture of rubber, lead and sulfur were
accidentally dropped onto a hot stove. The result was a substance that wasn't affected by
weather, and which would snap back to its original form if stretched. The process was
refined and the uses for rubber materials increased as well. This new rubber was resistant
to water and chemical interactions and did not conduct electricity, so it was suited for a
variety of products. The process of making the rubber product improved as time went by,
and now various chemicals are added before the mix is poured into molds, heated and
cured under pressure.
An Englishman named Sir Henry Wickham collected about seventy
thousand rubber tree seeds in Brazil in 1876 and took them to the East Indies where he
started rubber plantations. In 1877 an American named Chapman Mitchell learned to
recycle used rubber into new products.

MODERN RUBBER
Today about three quarters of the rubber in production is a synthetic
product made from crude oil. World War II cut the United States off from rubber supplies
worldwide, and they stepped up production of synthetic rubber for use in the war effort.
There are about 20 grades of synthetic rubber and the intended end use determines
selection. In general, to make synthetic rubber, byproducts of petroleum refining called
butadiene and styrene are combined in a reactor containing soap suds. A milky looking
liquid latex results. The latex is coagulated from the liquid and results in rubber "crumbs"
that are purchased by manufacturersand melted into numerous products.
There is only one kind of natural rubber. Because the rubber plant only
thrives in hot, damp regions near the equator, so 90% of true rubber production today
27

occurs in the Southeast Asian countries of Malaysia and Thailand and in Indonesia.
Indonesia's production has dropped in recent years and new plantations were started in
Africa to take up the slack.

The Rubber Products industry is classified under the following categories:

SIC 15 Rubber Products Industry Establishments primarily engaged in
manufacturing tires and tubes; rubber hose and belting; mechanical rubber goods;
weather stripping (rubber and plastic); Pressure sensitive tape; rubber boot and shoe
findings; tire re-treading materials, etc.
NAICS 3262 Rubber Product Manufacturing This industry group comprises
establishments primarily engaged in processing natural, synthetic or reclaimed rubber
materials into intermediate or final products using such processes as vulcanising,
cementing, moulding, extruding and lathe-cutting.

28

Concordance between the SIC and NAICS classification systems is not exact. SIC 15
includes the following NAICS codes:

NAICS 313320 Fabric coating (Fabric, Rubberising)

NAICS 322220 Paper bag and coated & treated paper manufacturing
(Cellophane adhesive tape, Manufacturing)

NAICS 332910 Metal valve manufacturing (Hose and tube

assemblies, Manufacturing)

NAICS 339990 All other miscellaneous manufacturing (Rubber

gaskets and gasket material manufacturing)

Technology and Innovation

The manufacture of tires has made significant technical advances over
the years. For example, different compounding techniques made possible the
development of the all season radial tire. This, in turn, has reduced the number of brands
and types of tires, enabling longer production runs.
Technology-driven product differentiation will remain a strong force in
the tire division. An anticipated technological advance is the development of run-flat
tires. The development of the first all-steel reinforced passenger tire to replace polyester
and rayon tire cord was recently announced. This ultratensile steel is the worlds strongest
29

tire reinforcement material and is expected to be used worldwide to produce conventional

as well as run-flat tires.
The Canadian rubber products industry is characterised by very low
research and development (R&D) expenditures. As a result, this industry is dependent
upon external source for technical know-how and innovation.
Developments in thermoplastic elastomer technology offer the potential
for significant improvements in productivity and product quality. Thermoplastic
elastomers exhibit the elasticity associated with rubber but, under appropriate conditions,
are permanently deformable like plastics. This characteristic permits the use of plasticprocessing technology to produce elastomeric products, offering significant cost and
efficiency advantages over traditional rubber-processing methods.
The use of thermoplastic elastomers is expected to grow much faster than the market for
industrial rubber products overall. Applications for which thermoplastic elastomers are
replacing thermoset rubbers include seals, gaskets, hoses, flexible tubing, coated fabrics,
weather stripping, sheeting, conveyor belting, boots on steering columns and air ducts in
automobiles.

CHANGE DRIVERS
Economic/Market
The domestic and international rubber tire and tube market has
increasingly become a global one. This has led to a drive for greater efficiency and cost
containment, which in turn has been responsible for greater integration of domestic
producers with international markets.
Petrochemical feedstock price has a direct impact on the cost of rubber
products manufacturing. Increasing energy costs result in significant pressure on profit
margins.
30

On a global basis, the market is being continually rationalised and

consolidated through mergers and acquisitions. In North America, the most lucrative tire
market, the number of major tire producers has fallen from 11 in the 1950s to just three in
the 1990s.
The rubber hose and belting division is subject to many of the same
influences as the Tire and Tube division (although to a lesser degree). Globalisation has
led to a drive for greater efficiency and cost containment. Accompanying this has been
consolidation and integration of Canadian producers into a North American market.
The elimination of tariffs on rubber products under North American Free
Trade Agreement (NAFTA) has shifted the Canadian rubber products industry from a
domestic focus to a North American market orientation. The elimination of tariffs has
forced the Canadian rubber products industry to become highly competitive.
The FTA and NAFTA provided a strong incentive for Canadian-owned
companies to improve efficiency and competitiveness. This has been accomplished either
through the establishment of commercial alliances with U.S. based firms, or through
focussing production on a narrower product range aimed at the entire North American
market.
Developments in the rubber hose and belting division are largely
dictated by changes in the automotive industry. Over several decades, the number of belts
and tubes in a typical vehicle engine has declined. At the same time, the remaining belts
in the engine are more sophisticated, requiring changes in the manufacturing process.
Increasingly, multinational companies are rationalising their North
American operations so plants manufacture greater volumes in a narrower range of
products. Market rationalisation also means Canadian suppliers will focus on nearby
Canadian and U.S. markets. The increased marketing and capital costs needed to improve
competitiveness favour larger companies. The development of new partnerships and joint
ventures with other companies may be essential for their continued participation in the
marketplace.
31

CHAPTER II
2.1 REVIEW OF LITERATURE FROM JOURNALS AND ARTICLES
Preserving Employee Morale during Downsizing
Karen E. Mishra, Gretchen M. Spreitzer and Aneil K. Mishra
Topic: Human Resource Management and Industrial Relations
Reprint 3927; winter 1998, Vol. 39, No. 2, pp. 8395
Mishra propose a four-stage approach to downsizing, gleaned from
interviews and surveys that will retain workers' trust and sense of empowerment. The
company should consider all stakeholders' needs survivors, laid-off employees, the

32

community, local and national press, and any affected government agencies. The
implementation of all the above, is the most important. Management should communicate
frequently and be open and honest.
How to Boost Employee Morale
By Betsy Gallup
April 9, 2006
The following are the ways to boost the employee morale.

Treat employees with respect

Show interest in your employees' personal lives

Allow your employees to gain ownership of their jobs by being part of the
decision-making process

Create a pleasant work environment

Establish an employee recognition program

Give clear direction and set priorities.

Stand behind your employees. Be their greatest advocate.

33

Boost Employee Morale with an Employee Incentive Program

By: Trevor Marshall
Good managers know from their own observations that employee
attitude affects their work and eventually the companys output.
It is essential that your incentive program will actually inspire and
motivate them to work efficiently and not just be competitive with each other. Healthy
competition among the companys employees is good but too much of it may also cause
the company to disintegrate.
The company should still be very much hands-on with the whole
employee incentive program to ensure that the outcome of the employee incentive
program will be good.
Employee Welfare
By Regina Barr
Employee Welfare program is based on the management policy which is
aimed shaping perfect employees. Therefore the concept of employee welfare includes to
aspects namely physical and mental welfares
1. Applications of merit system or work performance system as the basis for
employee rewarding.
2. Providing the retired employees with the old age allowance.
3. Employee insurance program to provide the employee with better security.
4. Improvement in health security for the employees and their families so that
they can work confidently and productively.
5. Increase in basic salaries and pension as adjustment to the needs providing all
work units and their officials with vehicles to help support smooth mobility.

34

A series of study carried out by the labor bureau of India in a variety of

Industries showed a large of women working in Manes did not have separate
arrangements, latrines and rest rooms shelters and crches were in neglected condition
(1979).
NATIONAL COMMISSION (1969) The report of this commission was appointed in
1966 had reviewed many aspects of labor welfare in India such as existing conditions of
their interest level of workers earnings, standard of living and various welfare facilities,
canteens, crches, housing, transportation, recreational facilities, provisions.
.
NATIONAL COMMISSION (1972) In conjunction with the passage of 1970 of the
occupational Safety and Health Act Congress established a National Commission
undertake a compensation laws in order to determine if such provide an adequate,
prompt, equitable system of compensation.
EMPLOYEE WELFARE IN INDIA :
The chapter on the directive principles of state policy first our constitution expresses the
need for labour welfare thus :
Article 38. The state shall strive to promote the welfare of the people by securing and
protecting as effectively as it may a social order in which, Justice, social, economic and
political shall inform all the institution ofthe national life.
Article 39. The state shall, in particular, direct its policy towards security.
a). That the citizen, men and women equally, have the rights to an adequate means of
livelihood.
b). That the ownership and control of the material resource are so distributed so as to sub
serve the common good.

35

c). That the operation of the economic system does not result in the concentration of
wealth and means of protection to the common determine.
d). That there is equal work for both men and women, and Article 42. The State shall
make provision for securing just and human condition for work and for maternity
relief.

36

CHAPTER III
DATA ANALYSIS AND INTERPRETATION
3.1.1 EXPERIENCE OF RESPONDENT

Experience

Frequency

Percentage (%)

0-1

4.0

2-5

10.0

6-10

17

34.0

Above 10

26

52.0

Total

50

100.0

Inference:
From the table it infers that 52% of respondent are experienced above
10 years and 4% are less than one year.
3.1.2 EXPERIENCE OF RESPONDENT
60

50

Percentage

40

30

20

10

0
0-1

2-5

6-10

Experience

37

above 10

3.1.3 LEVEL OF SATISFACTION OF SAFETY MEASURES

Opinion

Frequency

Percentage (%)

Highly satisfied

2.0

Satisfied

12

24.0

Neutral

12

24.0

Dissatisfied

19

38.0

Highly dissatisfied

12.0

Total

50

100.0

Inference:
From the table it infers that 38%of respondent are dissatisfied with the
safety measures and 24% of respondent are satisfied.
3.1.4 LEVEL OF SATISFACTION OF SAFETY MEASURES

38

50

Percentage

40

30

20

10

0
Highly Satisfied

neutral

Highly dissatisfied

Satisfied

Dissatisfied

Safety Measures

3.1.5 LEVEL OF SATISFACTION OF MEDICAL FACILITY

Opinion

Frequency

Percentage (%)

Highly satisfied

10

20.0

Satisfied

28

56.0

Neutral

6.0

Dissatisfied

12.0

Highly dissatisfied

6.0

Total

50

100.0

Inference:
From the table it infers that 56%of respondent are satisfied with
the medical facility and 12% of respondent are dissatisfied.

39

3.1.6 LEVEL OF SATISFACTION OF MEDICAL FACILITY

60

50

Percentage

40

30

20

10

0
Highly satisfied

Neutral

Highly dissatisfied

Satisfied

Dissatisfied

Medical Facility in the Company

3.1.7 LEVEL OF SATISFACTION OF WORKING ENVIRONMENT

Opinion

Frequency

Percent

Satisfied

40

80.0

Neutral

16.0

Dissatisfied

4.0

50

100.0

Total
Inference:

From the table it infers that 80%of respondent are satisfied with the
working condition and 4% of respondent are dissatisfied.

3.1.8 LEVEL OF SATISFACTION OF WORKING ENVIRONMENT

40

100

Percentage

80

60

40

20

0
Satisfied

Neutral

Dissatisfied

Working Environment in the Company

3.1.9 LEVEL OF SATISFACTION OF RELATIONSHIP BETWEEN

SUPERVISOR AND WORKER

Opinion

Frequency

Percentage (%)

Cordial

39

78.0

Moderate

10

20.0

Indifference

2.0

Total

50

100.0

Inference:
From the table it infers that 78%of respondent are satisfied with the
supervisor and 2% of respondent are dissatisfied.
3.1.10 LEVEL OF SATISFACTION OF RELATIONSHIP BETWEEN
SUPERVISOR AND WORKER

41

100

Percentage

80

60

40

20

0
cordial

moderate

indifference

Relation Between Supervisor and Worker

3.1.11 LEVEL OF SATISFACTION OF RELATIONSHIP BETWEEN WORKERS

Opinion

Frequency

Percentage (%)

41

82.0

16.0

2.0

50

100.0

Cordial
Moderate
Indifference
Total
Inference:

From the table it infers that 82%of respondent are satisfied with the
workers and 2% of respondent are dissatisfied.

3.1.12 LEVEL OF SATISFACTION OF RELATIONSHIP BETWEEN WORKERS

42

100

Percentage

80

60

40

20

0
Cordial

Moderate

Indifference

Relation Between Workers

3.1.13 LEVEL OF MOTIVATION GIVEN TO EMPLOYEE

Opinion
Very high
High
Moderate
Low
Very low
Total

Frequency
7
17
12
10
4
50

Percentage (%)
14.0
34.0
24.0
20.0
8.0
100.0

Inference:
From the table it infers that 14%of respondent are highly motivated and
8% of respondent are not motivated.
3.1.14 LEVEL OF MOTIVATION GIVEN TO EMPLOYEE

43

40

Percentage

30

20

10

0
very high

high

moderate

low

very low

Motivation given to Employee

3.1.15 LEVEL OF FREEDOM GIVEN TO THE EMPLOYEES

Opinion
Very High
High
Moderate
Low
Very Low
Total

Frequency
2
11
15
18
4
50

Percentage (%)
4
22
30
36
8
100

Inference:
From the table it infers that 22% of the respondent feels that freedom
given to them to express their ideas is high and 36% of the feel as low.

3.1.16LEVEL OF FREEDOM GIVEN TO THE EMPLOYEES

44

40

Percentage

30

20

10

0
Very high

High

Moderate

Low

Very low

Freedom to express thier ideas

3.1.17 STATUS OF GRIEVANCE HANDLING IN THE COMPANY

Opinion
Always
Sometimes
Rarely
Never
Total

Frequency
10
20
13
7

Percentage
20
40
26
14

50

100

Inference:
From the table we infer that 40% of the respondents are satisfied with
the grievance handling and 14% of the respondents are dissatisfied.

3.1.18 STATUS OF GRIEVANCE HANDLING IN THE COMPANY

45

50

Percentage

40

30

20

10

0
alw ays

sometimes

rarely

never

Grievance Handling in the Company

3.1.19 WORK SATISFACTION LEVELOF THE EMPLOYEE

Opinion

Frequency

Percent

Always

23

46.0

Sometimes

23

46.0

Rarely

8.0

Total

50

100.0

Inference:
From the table it infers that 46%of respondent are always satisfied with
work and 8% of respondent are rarely satisfied.
3.1.20 WORK SATISFACTION LEVEL OF THE EMPLOYEE

46

60

50

Percentage

40

30

20

10

0
alw ays

sometimes

rarely

Work Satisfaction of the Employees

3.1.21 SATISFACTION OF EMPLOYEES ABOUT WELFARE MEASURES

Opinion
Yes
No
Total

Frequency

Percentage (%)

33

66.0

17

34.0

50

100.0

Inference:
From the table it infers that 33%of respondent are always satisfied with
welfare and 34% of respondent are not satisfied.
3.1.22 SATISFACTION OF EMPLOYEES ABOUT WELFARE MEASURES

47

70

60

Percentage

50

40

30

20

10
0
yes

no

Satisfaction about Welfare

3.2.1 ANALYSIS OF OPINION OF RESPONDENTS REGARDING

COMMUNICATION IN WORK PLACE AND WORK SATISFACTION
(USING CHI-SQUARE)

Observed count

Opinion
Cordial
Moderate
Indifference
Total

Always
9
9
7
25

Sometimes
5
6
7
18

Rarely
0
6
1
7

Total
14
21
15
50

Expected count

Opinion

Always

Sometimes
48

Rarely

Total

Cordial
Moderate
Indifference
Total

7
10.5
7.5
25

5
7.6
5.4
18

2
2.9
2.1
7

14
21
15
50

Null Hypothesis:
H0: There is no significant difference between communication in work place
and work satisfaction.

CHI-SQUARE TESTS
O
9
5
0
9
6
6
7
7
1

(O-E)2
4
0
4
2.25
2.56
9.61
0.25
2.56
1.21

E
7
5
2
10.5
7.6
2.9
7.5
5.4
2.1

(O-E)2/E
0.57
0
2
0.21
0.34
3.31
0.03
0.47
0.58

Calculated value = (O-E) 2 / E = 7.51

Degrees of Freedom = (R -1) (C-1) = 4
Tabulated value for 4 degrees of freedom at 5% level of significance is
9.48

Inference:
The calculated value is less than the tabulated value. H0 is accepted.
Therefore there is no association between communication in work place and work
satisfaction.
49

3.2.2 ANALYSIS OF OPINION OF RESPONDENTS REGARDING WELFARE

SATISFACTION AND WORK SATISFACTION
(USING CHI-SQUARE)
Observed count:

Opinion
Yes
No
Total

Always
20
7
27

Sometimes
12
6
18

Rarely
1
4
5

Total
33
17
50

Always

Sometimes

Rarely

Total

17.8
9.2
27

11.9
6.1
18

3.3
1.7
5

33
17
50

Expected count:

Opinion
Yes
No
Total
Null Hypothesis:

H0: There is no significant difference between welfare satisfaction and work

satisfaction.

50

CHI-SQUARE TESTS

O
20
12
1
7
6
4

(O-E)2
4.84
0.01
5.29
4.84
0.01
5.29

E
17.8
11.9
3.3
9.2
6.1
1.7

(O-E)2/E
0.27
0
1.60
0.53
0
3.11

Calculated value = (O-E) 2 / E = 5.51

Degrees of Freedom = (R -1) (C-1) = 2
Tabulated value for 2 degrees of freedom at 5% level of significance is
5.99

Inference:
The calculated value is less than the tabulated value. H0 is accepted.
Therefore there is no association between welfare satisfaction and work satisfaction.

51

3.2.3 ANALYSIS OF OPINION OF RESPONDENTS REGARDING EXPERIENCE

OF RESPONDENT AND WORK SATISFACTION
(USING CHI-SQUARE)

Observed count:

Opinion
0-1
2-5
6-10
Above 10
Total

Always
1
2
6
14
23

Sometimes
1
2
10
10
23

Rarely
0
1
1
2
4

Total
2
5
17
26
50

Always
0.9
2.3
7.8
12
23

Sometimes
0.9
2.3
7.8
12
23

Rarely
0.2
0.4
1.4
2.1
4

Total
2
5
17
26
50

Expected count:

Opinion
0-1
2-5
6-10
Above 10
Total

Null Hypothesis:
52

H0: There is no significant difference between experience of respondent and

work satisfaction.
CHI-SQUARE TESTS

O
1
1
0
2
2
1
6
10
1
14
10
2

(O-E)2
0.01
0.01
0.04
0.09
0.09
0.36
3.24
4.8
0.16
4
4
0.01

E
0.9
0.9
0.2
2.3
2.3
0.4
7.8
7.8
1.4
12
12
2.1

(O-E)2/E
0.01
0.01
0.2
0.04
0.04
0.9
0.41
0.62
0.11
0.33
0.33
0.004

Calculated value = (O-E) 2 / E = 3

Degrees of Freedom = (R -1) (C-1) = 6
Tabulated value for 6 degrees of freedom at 5% level of significance is
12.59

Inference:
The calculated value is less than the tabulated value. H 0 is accepted. Therefore
there is no association between experience of the respondent and work satisfaction

53

3.2.4 ANALYSIS OF OPINION OF RESPONDENTS REGARDING

MOTIVATION GIVEN TO EMPLOYEE AND WORK SATISFACTION
(USING CORRELATION)

Observed Count

OPINION
ALWAYS

SOMETIMES

NEVER

TOTAL

FACTORS
MOTIVATION(X)

24

12

14

50

WORK

28

19

50

SATISFACTION(Y)

CORRELATION TABLE

X2

Y2

XY

24

28

576

784

672

12

19

144

361

228

14

196

42

Cov(x, y) = 1/n x y x y
= 1/3 (942-278)

54

= 35
x = 1/n x2 x 2
= 1/3(916-278)
= 5.14
y = 1/n y2 y 2
= 1/3(1154-278)
=10.28
Cov(x, y)
r=

x X y
= 0.66

Inference:
The motivation given to employees and work satisfaction are positively
correlated. The increase in motivation will increase the work satisfaction also.

55

3.2.5 ANALYSIS OF RANKING GIVEN BY RESPONDENTS REGARDING

SATISFACTION OF WELFARE MEASURES
(USING WEIGHTED AVERAGE METHOD)

Observed Count

OPINION
SATISFIED NEUTRAL DISSATISFIED

TOTAL

FACTORS
MEDICAL

35

11

50

FACILITY
INFRA

27

14

50

STRUCTURE
CANTEEN

21

14

50

FACILITY
CREDIT

26

10

14

50

FACILITY

56

WEIGHTED AVERAGE TABLE

FACTORS
Infra
Canteen

Medical
RANK

WEIGHTS

X
1
2
3

W
3
2
1
TOTAL
CW
RANK

Facility
X1
35
4
11
50

WX1
105
8
14
124
2.48
1

structures
Facility
X2
WX2
27
81
9
18
14
14
50
113
2.26
2

Facility
X3
21
14
15
50

WX3
63
28
15
106
2.12
4

Credit
Facility
X4
26
10
14
50

WX4
78
20
14
112
2.24
3

CW (CALCULATED WEIGHT) = WXn / Xn

Inference:
From the table it is inferred that employees ranks medical facility
followed by infra structure with the canteen facility as last.

3.2.6 ANALYSIS OF OPINION GIVEN BY RESPONDENTS REGARDING

SATISFACTION OF WELFARE MEASURES AND EMPLOYEE MORALE
(USING REGRESSION METHOD)

57

Let X be the morale of the employee

Let Y be the satisfaction of welfare measures.
Observed Count

OPINION

FACTORS
EMPLOYEE
MORALE(X)
WELFARE

SATISFIED

NEUTRAL

DISSATISFIED

116

36

48

28

19

13

MEASURES(Y)

REGRESSION TABLE

58

(X-X)
X

X-X

X-X2

Y-Y

Y-Y2

(Y-Y)

116

28

49

2440

11

130

563

36

-31

936

-8

58

233

48

13

-19

346

-4

13

67

Formula
bxy = ( x-x )( y-y )
( x-x )2
= 863/201
= 4.29

Regression Equation
X-X = bxy (Y-Y)
X = 4.3Y -6.1

Inference:
Excluding the constant, from the above equation we can infer that effect
of welfare measure on morale is measure is found as1:4. Therefore we can conclude that
the effect of welfare measure on employee morale is about 25%.

59

CHAPTER IV
4.1 FINDINGS OF THE STUDY
Most of the employees in the company are female. More than 50% of
respondent are working for more than 10 years. Most of the respondents are highly
satisfied with the medical facility. Most of the respondents are dissatisfied with the safety
measure and only few are satisfied.
Most of the employees are satisfied with the working condition. Most of
the respondents are satisfied with the motivation given by the company. Most of the
respondents are satisfied with the relation between supervisor and workers. Most of the
employees are satisfied with the relation between workers.
Most of the respondents are satisfied with the work. Most of the
respondents are satisfied with the welfare measures. Most of the respondents are satisfied
with the canteen facility. Most of the respondents are satisfied with the credit facility.
The communication in work place has no effect on work satisfaction.
The welfare measure satisfaction has no effect on work satisfaction. The increase in
employee motivation will increase the work satisfaction. The effect of welfare measures
is about 25% on employee morale.
4.2 SUGGESIONS AND RECOMMENDATIONS

Since most of the employees are married the company can concentrate on
crche facility.

The company can improve the grievance handling system so that they can
increase the employee satisfaction.

The company can provide safety equipments to the employees.

The salary increment for employees will increase the employee

satisfaction and which in turn increase the employee morale.

60

4.3 CONCLUSION

The study on effect of welfare measure on employee morale helps the

management to know the satisfaction level of the employees about the welfare measure
provided by the company. From this study we can infer that the majority of the
employees are satisfied with the welfare measures. The company can concentrate on
other facility like crche facility, uniform, and safety measures to boost the employee
morale. The employee morale is good in the company. It is found that the effect of
welfare measure on employee morale in this study is about 25%.

61

APPENDICES
A STUDY ON EFFECT OF WELFARE MEASURES ON EMPLOYEE MORALE
QUESTIONNAIRE
PERSONAL DATA
1. Name

2. Age

(a) 18-25

(b) 26-35

3. Gender

(c) 36-45

(d) Above 45

(a) Male

(b) Female

4. Educational Qualification
(a) Below Hr Sec
5. Experience

(b) Hr Sec

(c) UG

(d) PG

(a) 0-1 Yrs

(b) 1-5 Yrs

6. Total Salary

7. Designation

8. Safety Measures
8.1.

(c) 5-10 Yrs

(d) Above 10 Yrs

Are you satisfied with the safety appliances in work place?

a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied
e) Highly Dissatisfied

9. Medical Facility
9.1 Specify the level of satisfaction
a) Highly satisfied b) Satisfied c) Neutral d) Dissatisfied
e) Highly Dissatisfied
9.2 Is there any periodical medical check up given to you
(a) Yes
10. ESI Benefits

(b) No
:

10.1 Do you have ESI car

(a) Yes

(b) No

10.2 Do you get all the ESI benefits?

(a) Yes

(b) No

62

11. Canteen facility

Specify the level of satisfaction
Highly

Satisfied

Satisfied

Neutral

Dissatisfied

Highly
Dissatisfied

Cleanliness
Hygienic
Serving
Price

12. Credit facility

12.1. Is any Advances and loan given to you are satisfied
(a) Very high b) high c) moderate d) low e) very low
Specify the level of satisfaction of other allowances
Highly
Satisfied

Satisfied

Transport allowance
Attendance allowance
Punctuality allowance
Education allowance

13. Infra-structural facility :

Specify the level of satisfaction

63

Neutral

Dissatisfied

Highly
Dissatisfied

Highly
Satisfied

Satisfied

Neutral

Dissatisfied

Rest room
Drinking water
Ventilation
Lighting
Toilets
Working
environment
Transportation
14. Inter-relationship:
14.1. Relationship between co-workers
(a) Cordial

(b) Moderate

(c) Indifferent

14.2. Relationship between supervisor and workers.

(a) Cordial

(b) Moderate

(c) Indifferent

14.3. Level of communication between supervisor and employee

(a) High (b) Very high (c) Low (d) Very low (e)Moderate
15. Level of motivation given to employee
(a) High

b) Very high (c) Low (d) Very low (e) Moderate

16. Are u informed about all the management policies?

(a) Always

(b) Sometimes

(c) Rarely

(d) Never

17. Does the management solve all your grievances?

(a) Always

(b) Sometimes

(c) Rarely

(d) Never

18. Level of freedom to express your ideas?

(a) High (b) Very high (c) Low (d) Very low (e) Moderate

64

Highly
Dissatisfied

19. Are you satisfied with the work you do.

(a) Always

(b) Sometimes

(c) Rarely

(d) Never

20. In general are you satisfied with the welfare and safety measures given by
Management?
(a) Yes

(b) No

21. Suggestion for Improvements

BIBLIOGRAPHY

BOOKS
1. Kothari C.R., Research methodology, published by Tata Mc Graw-Hill Publishing
Company Ltd., 13th Edition, 1982.

65

2. Gupta, S.P., and Gupta, M.P., Business Statistics, Published by Sultan Chand & Sons,
7th Edition, 1989.
3. Personnel Management by C.B.Mamoria & S.V.Gankar, Published by Himalaya
Publishing House.

WEBSITES
1. www.ncr.com

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