1

1. CHAPTER

INTRODUCTION TO THE STUDY

1.1 INTRODUCTION
Employee morale describes the overall outlook, attitude, satisfaction and confidence that
employees feel at work. When employees are positive about their work environment and believe
that they can meet their most important needs at work, employee morale is positive or high. If
employees are negative and unhappy about their workplace and feel unappreciated and as if they
cannot satisfy their goals and needs, employees morale is negative or low. Employee morale is
defined by the employee’s outlook, self-concept, optimism and assured belief in themselves and
their organization, its mission, goals, defined path, daily decision and employee appreciation
.Employee Morale is an attitude of satisfaction with a desire to continue and attaining the
objective of a factory.

Morale is purely emotional. It is an attitude of an employee towards his job, his superior
and his organization. It is not static thing, but it changes depending on working conditions,
superiors, fellow workers pay and so on. Morale may range from very high to very low. High
morale is evident from the positive feelings of employees such as enthusiasm, desire to obey,
willingness to cooperative with co-workers. Poor or low morale becomes obvious from the
negative feelings of employees such as dissatisfaction, discouragement or dislike of the job.

Morale is a very widely used term. It generally refers to feeling of enthusiasm,zeal,

confidence in individuals or groups that they will be able to cope of mind to work, environment
and to his employer, and his willingness to strive for the goals set for him by the organization in
which he is employed. Morale is synthesis of an employee’s diverse reactions to, and feelings
for, his job, his working conditions, pay and so on. Feelings, emotions, sentiments, attitudes and
motives- all these combine and lead to a particular type of behavior on the part of the individual
or his group and this is what is referred to as employee or group morale.

Morale represents a composite of feelings, attitudes, and sentiments that contribute to

general feelings of satisfactions. It is a state of mind and spirit affecting willingness to work,
which in turn, affects organizational and individual objectives. It describes the overall group
satisfaction.
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Morale is an important part of organizational climate. It is a vital ingredient of

organization success because it reflects the attitudes and sentiments of organizational members
towards the organization, its objectives, and policies. Morale is the total satisfaction that
employees derive from their job, their work group, their boss, their organization and their
environment.

Companies have also cited a number of additional reasons for adopting these types of
programs, including the following: reducing costs; attracting and retaining key employees;
increasing employee productivity, competitiveness, revenues and profitability; improving
quality, safety and customer service; and lowering stress, absenteeism and turnover.

While it is clear that employees benefit from these types of programs, it is the companies
adopting them that benefit the most. Findings from a recent study indicate that companies with
an effective recognition program in place realized a median return to shareholders that was
almost double that of companies that did not have any such programs in place.

1.2 STATEMENT OF THE PROBLEM

Morale of the employees in any organization plays a vital role. As the employees who are
in low morale may not adjust well their concern and will not be efficient, it is extremely essential
to increase the morale of the employees in an organization. India Cements Limited is a
manufacture of cement.Hence the present study is undertaken to analyze the morale of
employees towards India Cements Limited, Sankar Nagar at Tirunelveli district.

1.3 OBJECTIVES OF THE STUDY

Primary Objectives

 To know and understand about the employee morale in India Cements Limited

Secondary Objectives

 To assess the level of morale of the employees of India Cements Limited.

 To know the level of satisfaction of the employees towards the company.
 To find the various factors leading to employee morale in the organization.
 To find out the impact of employee morale.
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 To suggest measures to improve morale of the employees in the organization

1.4 REVIEW OF LITERATURE

Jones (2009) reveals “Employee Morale in Organization” may unwillingly overlook

morale and equally or only applied towards certain employees may be seen as favoritism. This is
often looked at as a one way rule or discriminatory action. Employees experiencing tension and
conflict amongst each without resolution often times leading to unfairness. This questions truth
and honesty. Falling to recognize and reward well deserved individuals with promotion or
monetary incentives may have two sides to the story and these actions must be identified to
prevent a morale issues in the organization, and supervisors, subordinates are viewed as the
worst morale buster if seen in a romantic relationship because its perception is viewed towards
negativity.

S.Prabakar (1987) in his report on “Study on Employee Morale” describes that good
working condition and welfare facilities will improve morale, it is an opinion from the majority
of the respondent in spite of a few negative opinion related to poor worker’s participation in the
management, promotion and transfer policies.

Hunter(2008)in his project entitled,”Effective Employee Morale” states the importance

of an effective ethical culture within an organization will only enhance increased morale and
increased sales, but establishing ethical standards for an organization should be the primary
goal for executive management. For a long-term goal also recalls that ethics establishes the
framework and stresses it to be the foundation and groundwork to achieving future success for
the company organization.

Sen (1997)in his report on “Employee Morale Unemployment can be a Major Causal
Factor Predisposing people to social Exclusion”. The Exclusion applies not only to economic
opportunities , such as job-related insurance, pension and Medical entitlements, but also to social
activity, such as participation in their life of the community, the lack of which may be quite
problematic for jobless people.

McPherson(2008) in his report on “Employee Morale Management” describes

lowmorale by using examples like teachers complaining of low salaries, health services staff
 4

feeling undervalued and unsafe, or when social workers feel budget cuts and pressure. Any of
these variables may have a major negative impact effect on the quality of rendered services.

McFadzenand Zemke (2005) in their report entitle,”Organization and Management

Morale” as a matter of teamwork, employees feeling good about their work environment, and in
military terms as a condition with respect, discipline and confidence. The military uses morale in
a form of unit cohesion, camaraderie, teamwork, honor, courage and commitment. An office
employee may judge it by lack of communication within their department. The morale isn’t that
difficult to analyze or interpret and that it is simply state of relationship an individual may have
with an organization. Organization should be observed on a larger scale that just looking at a
group of people, and on an expanded view as a country, company, sports team or even a family.

Pestonjee&Singhthi(1985), in his report on “Study on Employee Morale in Kanara

Wood and ply wood industries limited, Jeppu, Mangalore” found that workers morale is
inversely related to their education. The higher their education is the lower their morale and vice-
versa. Income is found to non-significant factor affecting morale.

Deborah,Victor, Callan &Sartori (1993) in their report on“Stress on Employees

adjustment due to the Organization Change”. Morale is very influential in the success of an
organization.It is directly provided direction and guides employees feeling towards their
organization. It provides in addition to morale that the decision-making process is also influential
in the positive effect of the business performance of the organization which results in employee
and customer satisfaction.

Forret (2008) in his project entitled,” Morale Work Environment” Morale in two
different states of directions as either being high or low. Depending on what direction morale
was in an organization often times determined the overall attitude one felt towards their work
environment. High morale was characteristics by workers feeling satisfied and positive with
co-workers and their work environment, in contrast low morale was characteristics as being
negative, bitter, frustrated and hate towards the overall work environment.

Pophal,cofer&Appley (1995)in his report on “Stress on Morale”, has all but preempted a
field previously shared by a number of other concepts, which includes the level of anxiety,
conflict, frustration, Emotional disturbance, trauma and many other factors discussed under the
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reference of stress. It describes that the stress impact on employee morale level,workplace
environment changes make an effect on employee behavior which either downgrade their morale
or either upgrades their morale to accept the change for working flexibility if provided by the
firm.

Ngamb (2013) revealed that there is a relationship between leadership and morale, and
those leadership competencies such as communication, fostering trust and team building set a
clear direction for the college impact on morale. It is recommended that morale surveys should
be conducted to obtain the requisite information before developing strategies that relate to
employee morale, retention and performance.

Zial (2011) concluded is that teambuilding has long term positive relationship between
employee morale and employee retention. Team performance, individual contribution, team
evaluation and coordination have long term positive relationship between employee morale and
employee retention. Team unity has no significant effect on employee morale and employee
retention. Employee morale within an organization has a direct impact on the satisfaction level of
its customers and the company's ultimate success. When relationship-based leaders promote core
competency development of its workforce throughout the organization, an opportunity exists for
ensuring high employee morale and customer satisfaction, an increase in employee and customer
retention rates, and a positive long-term outlook for the company's successful performance
Barbara (2002).

Upadhyay and Gupta (2012) conclude that communication plays a major role in
increasing the satisfaction of an employee. Satisfied employees are reported to have high morale.
Welfare measures and work experience does not necessarily relate to satisfaction. Its
recommended that company should provide for adequate welfare measures but should not burden
itself by increasing the cost part of it in greed to earn the competitive edge and declare itself as
most desired company. Other factors like good and open communication, providing motivating
factors, empowerment etc should be taken into consideration for increasing the employee
satisfaction level.
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1.5 SCOPE OF THE STUDY

The main purpose of this study is to analyze the morale of the employees working in
India Cements Limited. The Study analyzes the employee profile in India Cements Limited. The
research also analyzes the level of morale among the employees, the factors affecting employee
morale and the impact of employee morale. The study is also helpful to the human resource
department to know where the employees stand with regard to morale and to take action to
improve it.

1.6 LIMITATIONS OF THE STUDY

 The study was carried out by asking the respondents to fill the questionnaire. There may
be bias in their answer which may lead to inaccuracy of results.
 Few of the employees were not fully cooperative.
 Due to hectic schedule of the employees, they were not able to spend adequate time to fill
the questionnaire.
 The study was on 200 selected employees, so their need not be the universal opinion.
 Workers are always busy in their work. So may not have given clear answer.
 The study is to taken up for the academic purpose.

1.7 RESEARCH METHODOLOGY

1.7.1 RESEARCH DESIGN

This study is based on descriptive research design. The Descriptive Research is used to
obtain information concerning the current status of the phenomena to describe “what exists” with
respect to variables or conditions in a situation. The methods involved range from the survey
which describes the status quo, the correlation study which investigates the relationship between
variables, to developmental studies which seek to determine changes over time.

1.7.2 SOURCES OF DATA

This study is based on both primary and secondary data

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(a) PRIMARY DATA

Data originally collected through an investigation are known as primary data. Primary
data were collected through questionnaire, from the sample respondents who are the employees
of India Cements Limited, Sankar Nagar at Tirunelveli District.

(b) SECONDARY DATA

Data which are not originally collected rather obtained from published or unpublished
sources are known secondary data. The data were collected from the company’s record and
websites, books, articles.

1.7.3 SAMPLE DESIGN

The researcher used simple random sampling technique for selecting the respondents.

A sample is a small portion of population selected for observation and analysis. Good
sample for population is one, which will produce the characteristics with great accuracy. A
sample design is a definite plan for obtaining a sample from a given population. It refers to the
technique or procedure the researcher would adopt in selecting item for the sample.

1.7.4 SAMPLE SIZE

For the purpose of proper survey, perfect research instruments are needed to find out the
sample size. This sample size was found by applying confidence interval method.

The data were collected from 200 respondents out of 280 employees, selected using
Confidence interval method.

2
(𝑁(𝑍𝑠⁄𝑒) )
𝑛= ⁄
(𝑁 − 1 + (𝑧𝑠⁄𝑒)2 )

Where

n - Sample size = 200

N - Population size = 280

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Z - Level of confidence = 5%

Z = 2.56 for 99% level of confidence

1.96 for 95% level of confidence

1.645 for 90% level of confidence

s - Standard deviation = 0.3

e - Desired margin of error = 80

The sample size arrived is 189.6

However, the researcher took a sample size of 200 respondents for the study

1.7.5 PRE-TESTING OF THE QUESTIONNAIRE

A pre-test is where a questionnaire is tested on a (statistically) small sample of

respondents before a full-scale study, in order to identify any problems such as unclear wording
or the questionnaire taking too long to administer.

1.7.6 SIMPLE RANDOM SAMPLING METHOD

Asimple random sample is a subset of a statistical population in which each member of

the subset has an equal probability of being chosen. A simple random sample is meant to be an
unbiased representation of a group.

Under this method units are selected on the basis of random draws. First each member or
element of the population is assigned a unique number. In the next step these numbers are
written on separate cards which are physically similar in shape, size, color etc. Then they are
placed in a basket and thoroughly mixed. In the last step the slips are taken out randomly without
looking at them. The number of slips drawn is equal to the sample size required.

An example of a lottery sample method would be the names of 200 employees being chosen out
of a hat from 280 employees. In this case, the population is 280 employees, and the sample is
random because each employee has an equal chance of being chosen.
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1.7.7 PERIOD OF STUDY

The study was undertaken for a period of 3 months from January 2019 to March
2019.The steps taken during the period were

 Objectives were set and questionnaire was finalized.

 Data were collected and recorded.

1.7.8 STATISTICAL TOOLS USED

The data were analyzed with appropriate technique. The techniques used for analysis are,

 Correlation Analysis
 ANOVA
 Percentage Analysis
 Weighted Average Method
 Chi-Square Test
 Regression Analysis

a. Percentage Analysis
The percentage analysis is used to calculate the percent of the favorable and unfavorable
responses
𝐍𝐨. 𝐨𝐟 𝐫𝐞𝐬𝐩𝐨𝐧𝐝𝐞𝐧𝐭𝐬
𝐏𝐞𝐫𝐜𝐞𝐧𝐭𝐚𝐠𝐞 = ( ⁄𝐍𝐨. 𝐨𝐟 𝐓𝐨𝐭𝐚𝐥 𝐫𝐞𝐬𝐩𝐨𝐧𝐝𝐞𝐧𝐭𝐬) ∗ 𝟏𝟎𝟎

b. Weighted Average Method

Weighted average may be defined as the average whose component items are being
divided by the total sum of their ‘Weight’ instead of the sum of the items.

Weighted Arithmetic mean

∑ 𝑊. 𝑋
=
∑𝑊

= Represents the weighted arithmetic mean

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X = Represents the variable

W = Represents the weight attached to the variable X

c. Chi-square Test

The chi-square test is used to test the statistical significance of the observed association in
cross tabulation. It assists in determining whether a systematic association exists between the two
variables. The null hypothesis Ho is that there is no association between the two variables. Using
the existing column and row totals the expected frequency is calculated. The expected cell
frequency is calculated by

(𝑵𝒓 𝑵𝒄 )⁄
𝑭𝒆 = 𝑵

Where

Nr - Total number in the column

Nc - Total number in the column

N - Total sample size

An important characteristic of the Chi-square is the Degrees of freedom. It is equal to the product
of number of rows less one and number of columns less one.

(i.e.) DF = (R-1) (C-1)

Where

DF = Degree of freedom

R = Number of rows

C = Number of columns

(𝑶𝒊 − 𝑬𝒊 )𝟐
𝑿𝟐𝒄 =∑
𝑬𝒊

Where Oi - Observed frequencies

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Ei - Expected frequencies

For the entire Chi-square test the Table value has been taken at 5% level of significance.

d. Correlation analysis

Correlation analysis between variables is a measure of how well the variables are related.
The most common measure of correlation in statistics is the Pearson Correlation (technically
called the Pearson Product Moment Correlation or PPMC), which shows the linear relationship
between two variables. Two letters are used to represent the Pearson correlation. Greek letter rho
(ρ) for a population and the letter “r” for a sample.

𝒏(∑ 𝑿𝒀) − (∑ 𝑿)(∑ 𝒀)

𝒓=
√[𝒏 ∑ 𝑿𝟐 − (∑ 𝑿)𝟐 ][𝒏 ∑ 𝒀𝟐 − (∑ 𝒀)𝟐 ]

n - Sample size

x - Variable 1

y - Variable 2

Results are between -1 and +1. A result of -1 means that there is a perfect negative
correlation between the two values at all, while a result of 1 means that there is a perfect positive
correlation between the two variables. A result of 0 means that there is no linear relationship
between the two variables.

f. ANOVA

Analysis of variance is a collection of statistical models used in order to analyses the

differences between group mans and their associated procedures (such as variation among and
between groups) In the ANOVA setting, the observed variance in a particular variable is
partitioned into components attributable to different sources of variation. In its simplest form,
ANOVA provides a statistical test of whether or not the means of several groups are equal and
therefore generalizes the t test to more than two groups.

Yi = µ+ αi + ei
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Yi – Random variable

µ – General mean effect

αi – treatment

ei – Error

g. Regression Analysis

Regression analysis is a set of statistical processes for estimating the relationships among
variables. ie; dependent variable and independent variable. Regression analysis helps one to
understand how the typical value of the dependent variable changes when the independent
variable is varied.

Regression equation x on y

x = a + by

Regression equation yon x

Y = a + bx

1.7.9 AREA OF STUDY

The study was carried out in India Cements Limited, Sankar Nagar at Tirunelveli District.

1.8 CHAPTERIZATION

The project titled, “A STUDY ON EMPLOYEES MORALE WITH SPECIAL

REFERENCE TO INDIA CEMENTS LIMITED, SANKAR NAGAR AT TIRUNELVELI
DISTRICT”, is organized into five chapters.

CHAPTER – 1

It consists of Introduction, Statement of the problem, objectives of the study, Review of

literature, Scope of the study, Limitations of the Study, Research methodology and
Chapterization.
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CHAPTER – 2

It deals with Industry profile and Company profile.

CHAPTER – 3

It represents the theoretical view about Employees Morale.

CHAPTER – 4

It covers the core part of the study (i.e.) Data Analysis and Interpretation.

CHAPTER – 5

It consists of Summary of Findings, Suggestions and Conclusion.

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FOOT NOTES

1. Jones,“Employee Morale in Organization” journals of international research, Vol.25,

No.2, pp 60-75,2009.
2. S.Prabakar“Study on Employee Morale” journals of management, Vol 52, No.1,pp 1-
30-1987.
3. Hunter,“Effective Employee Morale” Employee Relations Lawjournal Vol.20,No.1,pp
47-70,2008.
4. Sen, “Employee Morale “an unpublished projects report, Mankato State University, New
Delhi,1997.
5. McPherson,“Morale improves at Lancashire country council”Human Resource
Management International, Vol.16,No.6,pp 10-13,2008.
6. McFadzen and Zemke, “Organization and Management Morale” journals of Health
Organization and Management, Vol.19,No.5, pp 318-339,2005.
7. Pestonjee& Singh, “Study on Employee Morale in Kanara Wood and ply wood
industries limited, Jeppu, Mangalore”pp.32,1985.
8. Deborah, Victor, Callan & Sartori, “Stress on Employees Adjustment Due to the
Organization Change” published in Employee Morale hand book, pp232, 1993.
9. Forret,“Morale Work Environment” journals of Workplace learningVol.20,No.1,pp 84-
95-2008.
10. Pophal,Cofer&Appley,“Stress on Morale”, Metal Bon India Limited, Madras,pp.20-5-
1995.
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2. CHAPTER

INDUSTRY AND COMPANY PROFILE

2.1 INDUSTRY PROFILE

2.1.1 INTRODUCTION

Telecommunication, petroleum, coal, fertilizer, iron, steel and cement etc. are the key
infrastructure sectors of India. Cement industry is also play a significant role, in the rapid growth
and development of a country. Cement is a fundamental requirement of all constructions
activities and is used in housing, dams, bridges, industrial construction, roads etc at the outset,
cement is basic material which is used in all types of constructions.

The cement industry plays a vital role in the growth and development of a country as it
provides required infrastructure for economic development of the country. In our country, a large
population lives in villages. Roads, buildings and other infrastructure provide means for the
enhancement of the economic level of a vast rural population. Unfortunately in India, the past
setup of cement units were unable to meet the rising demand of cement in comparison with their
counter parts in the other countries.
The history of the cement industry in India dates back to the 1889 when a Kolkata-based
company started manufacturing cement from Argillaceous. The industry started getting
organized shape in the early 1900s. In 1914, The India Cements Company Limited, was
established in Porbandar, Gujarat with a capacity of 10,000 tons. Though the cement industry has
been in existence since 1914, appreciable growth in the cement production has been witnessed
only after the introduction of partial decontrol in 1982 culminating in total decontrol in 1989 and
delicensing in 1991.
At present India is the second largest cement producing country in the world, next only to
China both in quality and technology. With the adoption of massive modernization and
assimilation of state-of-the-art technology, Indian cement plants are today the most energy-
efficient and environment-friendly and are comparable to the best in the world in all respects,
whether it is size of the kiln, technology, energy consumption or environment-friendliness.
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2.1.2 CEMENT INDUSTRIES IN INDIA

2.1.2.1 PRIOR TO INDEPENDENCE

South India Industries Ltd began manufacture of Portland cement in 1904. Its effort did
not succeed and the company had to halt production. Finally, it was in 1914 that the first licensed
cement manufacturing unit was set up by India Cement Company Ltd at Porbandar, Gujarat with
an available capacity of 10,000 tonnes. The First World War gave the impetus to the cement
industries in its initial stages. The following decade saw tremendous progress in terms of
manufacturing units, installed capacity and production.

In 1927, the Concrete Association of India was formed with the twin goals of creating a
positive awareness among the public of the utility of cement and to propagate cement
consumption.

2.1.2.2 AFTER INDEPENDENCE

The growth rate of cement was slow after the period of prior to independence due to
various factors like low prices, slow in additional capacity and rising cost. The government
intervened several times to boost the industries increasing prices and providing financial
incentives. But it had little impact on the industries. In 1956, the price and distribution control
system was set up to ensure fair prices for both the manufacturers and consumers across the
country and to reduce regional imbalances and reach self sufficiency.

2.1.2.3 PERIOD OF RESTRICTION (1969-1982)

The cement industry in India was severely restrained by the government during this
period. Government intervened directly by exercising authority over production, capacity and
distribution of cement and intervened indirectly through price control. In 1977, the government
authorized higher prices for cement manufactured by new units or through capacity increase in
existing units. But still the growth rate was below par. In 1979 the government introduced a three
tier price system. Prices were different for cement produced in low, medium and high cost plants.
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2.1.2.4 PARTIAL CONTROL (1982-1989)

To give impetus to the cement industries, the Government of India introduced a quota
system in 1982. A quota of 66.60% was imposed for sales to Government and small real estate
developers. For new units and sick units a lower quota at 50% was effected the remaining
33.40% was allowed to be sold in the open market. Profitability of the manufacturers increased
substantially, but the rising inputs cost was a cause for concern.

2.1.2.5 AFTER LIBERALIZATION

In 1989 the cement industry was given complete freedom, to gear it up to meet the
challenges of free market competition due to the impending policy of liberalization. This resulted
in an accelerated growth for the industry and availability of state of the art technology for
modernization. Most of the major players invested heavily for capacity expansion.

To maximize the opportunity available in the form of global markets, the industries laid
greater focus on exports. The role of the government has been extremely crucial in the growth of
the industries.

2.1.2.6 FUTURE TRENDS

 The industries experts project the sector to grow by 9 to 10% for the current financial
year provided India's GDP grows at 7%.
 India ranks second in cement production after China.
 The major Indian cement companies are Associated cement Company Ltd (ACC),
Grasim Industries Ltd. Ambuja cements Ltd. J. K Cement Ltd and Madras Cement Ltd.
 The major players have all made investments to increase the production capacity which
leads to a positive outlook for the industries.
 The housing sector accounts for 50% of the demand for cement and this trend is expected
to continue in the near future.
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2.2 COMPANY PROFILE – THE INDIA CEMENTS LIMITED

2.2.1 INTRODUCTION

The India Cements Limited is a registered Public Company established on 21st February
1946 at Sankar Nagar in Tirunelveli district. The company got in delicate shape by the
entrepreneurs S.N.N. SankaralingaIyer and T.S. Narayanaswamy. Sankar Nagar which is a small
village in the forties blossomed into importance with the advent of the India Cements Limited
one the major cement manufacturers in an area of 124 acres of land. The India Cements Limited
was registered in the year 1946 for manufacturing cement. The registered office of the company
in Chennai. The main plant is situated at ‘Sankar Nagar’ at Tirunelveli district. Sankar Nagar is
just 4 kilometers away from the Tirunelveli Junction. Apart from this, the company has another
cement factory as ‘Sankari’ at Salem.

2.2.2 TIRUNELVELI CEMENT WORKS (SANKARNAGAR)

The India Cements Limited (ICL) is the largest producer of cement in South India with a
production capacity of 3.5 million tonnes of cement per annum and a market share of 14 per
cent. The Company operates seven cement plants, three of which are in Tamil Nadu and one in
Andhra Pradesh.

India Cements Limited- markets its cements in two premium brands, namely, "SANKAR
CEMENT" and "COROMANDEL CEMENT" and is a market leader in Tamil Nadu and Kerala
and overall in the South. It distributes its cement through a network of over 2,700 stockists.

The Company, incorporated in 1946, set up its first cement plant at Sankarnagar,
Tirunelveli District, Tamil Nadu in 1949. This plant was modernized to a million tonne dry
process cement plant in 1990. The Second cement plant at Sankari, Salem District, Tamil Nadu,
which was set up in 1963, now has a capacity of 0.6 million tonnes. India Cements Limited's
third cement plant at Chilamakur, Cuddapah District, Andhra Pradesh was acquired in November
1990 and is a one million tonne dry process cement plant.

India Cements Limited has just commissioned its fourth cement plant at Dalavoi,
Perambaiur District, Tamil Nadu, with a capacity of 0.9 million tonnes with the state-of-the-art
dry process technology. On 17th September 1997, India Cements Limited acquired all the issued
 19

shares of Visaka Cement Limited a 0.9 million tonnes per annum cement plant coming up near
Tandur in Ranga Reddy District, Andhra Pradesh. With this acquisition the capacity of India
Cements Limited will raise to 4.4 million tonnes on completion of the project. India Cements
Limited has also acquired the Yerraguntla plant and that will raise its capacity to 5 million
tonnes per annum.

2.2.3 VISION OF THE COMPANY

To create value on a sustained basis for all stakeholders of India Cements through
lofty standards of transparency, accountability and responsibility, innovation and leadership in
cement manufacture.

2.2.4 MISSION STATEMENT OF THE COMPANY

India Cements will strive to remain a leader in the manufacture of cement and establish
itself as a preferred supplier of products and services to its clients and enhance the brand value
for all stakeholders. As the organization grows, as a responsible corporate citizen, India Cements
shall be sensitive to the welfare and development needs of the society around it.

2.2.5 OBJECTIVES OF THE COMPANY

 Maintaining high standards of housekeeping in factories/mines/colonies.

 Achieve Zero Accidents.
 Institutionalize safety culture through interaction and involvement, continuous
education and training, Safety promotion activities and integration with performance
management.
 Make available encourage and ensure use of states of the art safety appliances,
devices and equipment
 Be proactive through safety audits and preventive practices.
 Institutionalize emergency response and evacuation procedure
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2.2.6 SHIFT TIMING

These are the four shifts like general shift to night shifts

 General Shift - 8.00 a.m. to 4.30 p.m.

 Morning (A) Shift - 6.30 a.m. to 2.30 p.m.
 Noon (B) Shift - 2.30 p.m. to 10.30 p.m.
 Night Shift - 10.30 p.m. to 6.30 a.m.

2.2.7 HIGHLIGHTS OF THE COMPANY

 The Company is the largest producer of cement in South India.

 The Company's plants are spread with three in Tamil Nadu and four in Andhra Pradesh
which cater to all major markets in South India and Maharashtra.
 The Company is the market leader with a market share of 28 per cent in the South. It
aims to achieve a 35 per cent market share in the near future. The Company has access to
huge limestone resources and plans to expand capacity by de-bottlenecking and
optimization of existing plants as well as by acquisitions.
 The Company has well established brands-Sankar Super Power, Coromandel Super
Power and Raasi Super Power.
 Regional offices in all southern states and Maharashtra with officers/representative in
every District.
 21

2.2.8 STRUCTURE OF THE COMPANY

JOINT PRESIDENT(JP)

GENERAL MANAGER(GM)

DEPUTY GENERAL MANAGER(DGM)

ASSISTANT GENERAL MANAGER(AGM)

CHIEF MANAGER

SENIOR MANAGER

DEPUTY MANAGER

SENIOR ASSISTANT MANAGER

SENIOR OFFICER

ASSISTANT SENIOR OFFICER

SUPERDENT

SKILLED WORKERS(TIME OFFICERS)

MASDOOR
 22

2.2.9 VARIOUS DEPARTMENTS OF INDIA CEMENTS

 HR
 Accounts
 Packing
 Time Office
 Mines
 Hospital
 Process General
 Electrical
 VRM
 Workshop
 Cement Grinding
 Materials
 Instrumentation
 Kiln
 Process
 Security
 RMH
 Quality Assurance
 Safety
 Coal Mill

2.2.10 DEPARTMENTS OF THE INDIA CEMENTS LTD:

1. Human Resource Department.
2. Accounts Department.
3. Production Department.
4. Electrical Department.
5. Stores Department.
6. Sales Department.
7. Marketing Department.
8. Laboratory / Research and Development Department.
 23

9. Engineering Department.
2.2.10.1 Human Resource Department:
Basically, Payroll, Welfare facilities to workers, Training and Development are the
important works handled by employees in HR department.

 Payroll;
It includes computation of salary for workers including the deductions, gratuity to be
provided for retired employees, surrendering of leave taken by employees.
 Welfare Facilities;
It includes - Housing, Electricity, Water facility, Recreation club, School/Polytechnic
for employee children and Vehicle reimbursement.
 Training and Development;
Employees are trained based on the department they work and also their internal
skills are enhanced to get better achievement in their work. Some training programs are;
i. Technical Skills:
 Advanced drilling and blasting technique.
 Fire=fighting, fire safety and first aid.
 Basic computer operations.
 Safety practice in mines.
 Quality management.
ii. Soft Skills:
 Assertiveness Skills.
 Commitment and Ownership
 Communication Skills.
 Conflict Management.
 Decision Making.
Additionally, HR department handles five sections also;
a) Time Office – Attendance maintenance, Shift time control, Leave record maintenance.
b) Sankar Hospital – It functions for the welfare of employees and their families. It is fully
equipped by X-ray, ECG and other required instruments Hospital runs for 24 hours and
 24

any specialized treatment will be referred to outside specialist and fees will be
reimbursed by the company.
c) Security and its duties – More than 100 persons are employed on contract basis for
security purpose.
- Checking all the incoming and outgoing vehicles.
- Maintain records of all entrants.
d) Despatch- Despatch section also comes under HR department which is responsible for
handling works related to
- Letter correspondence.
- Material / Parcel handling.
- Storage of stationery items required for HR department.
e) Canteen – The HR department issues coupons and the value of coupons is deducted from
the salaries of employees. The coupons are generally valid for a period of a month and
can be enchased if they are not used at the end of the month. Coupons are provided to all
the permanent Wage Board employees and a few of the contract workers based on the
need. The canteen committee checks the quality of food supplied, determines the menu
and interacts with the contractor.
2.2.10.2 Accounts Department:
The India Cements Ltd uses its own software called “INDICE” to perform activities
related to accounts. In Sankar Nagar plant the finance department cannot maintain separate
balance sheet and profit & loss account. The finance and accounts department can send to the
head office through online. The head office will prepare the firm annual reports for every year.
The budget will allocated by the head office.
The main activities carried on in accounts Department of this plant are;
a. Approval of cash transactions / remittance of bills.
b. Raising funds from the corporate office regarding payments in bulk amount.
c. Raising funds from the corporate office for payment for employee salaries.
d. Amount below RS.5, 000 are transacted as cash and for higher amounts, cheque is issued.
e. Transactions of this plant are being handled with three or more banks.
2.2.10.3Production Department (process):
1. Extraction of lime from mines.
 25

2. Crushing of lime.
3. Grinding and blending of lime, clay or bauxite and iron core.
4. Cindering in rotary kilns at 1400c to 1500c to form clinker.
5. Adding Gypsum and fly ash to clinker.
6. Grinding into fine powder to get cement.
Sources of Raw Materials:
i. Limestone – The main raw materials for manufacturing of cement are limestone. It is
obtained from the company’s own mines. Limestone mines are located at Thalaiyuthu,
Nanjankulam, Seidhinganallur, and sethurayanputhur, Vijay apathy, Vallioor and
Kudankulam.
ii. Red mud – Red mud are obtained from kudankulam.
iii. Coal – It is collected from eastern coal field and singareni collieries in Andhra Pradesh.
iv. Fly ash– It is collected from the Tuticorin thermal power station.
v. Iron core – It is collected from sterlite in Tuticorin.
vi. Gypsum – It is collected from ICML, Chennai.
2.2.10.4Electrical Department:
The electrical department manages the power supply of the company and the
quarters provided for the employees. A special power plant and a generator room are set to
ensure the continuous supply of electricity. Coal is the source for generating power.
2.2.10.5 Laboratory / Research and Development Department:
 The company has started an in house Research and Development department during
December 1999, with specified objectives of carrying Research and Development
Department projects for the mill and kiln optimization.
♠ Benchmark studies of our cement plant’s optimization of process systems and parameters
ensuring product improvement and cost reduction.
♠ The total sum of Rupees 50.32 lakhs has been spent during the year for the functioning of
Research and Development Department.
Samples from clinker silo, cement silo and final product from the packing of cement
are being tested for every one hour.
A main determinant of the laboratory is to find;
- Compressive strength of cement.
 26

- Soundness of cement.
- Drying shrinkage of cement.
- Line reactivity of pozzolaine material.
- Shrinkage of fly ash.
- Soundness of fly ash.
- Strength of packing materials.

2.2.10.6 Stores Department:

The main function of the stores department is making purchase order for any item
need for the production. It also includes the equipmentor instruments involved in production.
The cost of the product should be below 5 lakhs in the plant level. Purchase of equipment or
materials costing higher than the prescribed amount is done by the head office.
2.2.10.7 Sales Department:
Sales Department of the plant functions independently under the control of corporate
office from Chennai. The products are dispatched from the packing department to the marketing
office. From here, the required amount of cement load was been distributed to the corresponding
dealers/warehouse. Cement loads are not stored and distributed at once after it reaches the
district office. Recently, The India Cements Ltd have signed to deliver goods to government of
Tamilnadu to supply in the brand name Amma cements.
2.2.10.8 Marketing Department:
The major objective of this department is distribution of good to customers properly
and on time delivery of the goods. This area covered by the India Cements Limited sankarnagar
plant are Tirunelveli, Nagercoil, Tuticorin, some parts of Ramnad (if Necessary), Trivandrum,
Alleppy, Kozhikode, Emakulam and other southern parts of Kerala.
Functions;
♦ This department handles the dispatching of cement.
♦ By getting order from different areas this department exports the cement.
♦ Maintain distribution channels.
♦ Maintain all promotional activities.
♦ Logistics Management.
 27

2.2.10.9Engineering Department:
The main functions of this department are maintained the construction works,
white washing, pumping process, painting etc… All pollution control measures are taken by this
department. These main divisions of this department are;
 Civil – Handled the construction on works, receiving of civil bills etc..
 Mechanical – Handled the machine repairing and its maintenance.
 Electrical – Maintain the power supply throughout the working time.
 Instrumentation – Handled the maintenance of instrument for the smooth function of the
company.
2.3 PRODUCT PROFILE
2.3.1 Coromandel King-Sankar Sakthi- Raasi Gold 53 Grade Cement

Coromandel King, Sankar Sakthi and Raasi Gold are high strength cements to meet the
needs of the consumer for high strength concrete. The minimum 28 days compressive strength
of 53 Grade OPC should not be less than 53 million tonnesper annum. For certain specialized
works such as prestressed concrete and certain items of precast concrete requiring consistently
high strength concrete, the use of 53 Grade OPC is found very useful. 53 Grade OPC produces
higher-Grade concrete at very economical cement content. In concrete mix design, for concrete
M-20 and above Grades a saving of 8 to 10 per cent of cement may be achieved with the use of
above mentioned 53 Grade OPC.

Applications:

 RCC Works(Preferably where grade of concrete is M-25 and above)

 Precast concrete items such as paving blocks, tiles building blocks etc
 Pre-stressed Concrete components
 Runways, Concrete Roads, Bridges etc.
 Multistore buildings.

2.3.1.1 Coromandel-Sankar-Raasi 43 Grade Cement

Coromandel, Sankar and Raasi are the 43 grade OPCs most popular general-purpose
cement in the market today. The production of 43 grade OPC is nearly 50 per cent of the total
 28

production of cement in the country.The compressive strength of cement at 28 days when

tested as per IS code shall be minimum 43mpa.

2.3.1.2 Blended Cement

Coromandel Super Power, Sankar Super Power and Raasi Super Power are the premium
blended cements from The India Cements Limited. It is produced by intergrading of OPC clinker
along with gypsum and mineral admixtures. Dedicated to the end user after passing through
stringent tests at their research and development laboratory, it ensures durable structures that last
for generations.

2.3.1.3 Salient features

 Strength increases as time passes.

 High durability concrete – protects from corrosion, coastal attack and extreme
temperature.
 Ideal cement for resisting aggressive environments like chemical, chloride and
sulphate attack.
 Best suited for high performance concrete pours and machine foundations.
 Equivalent to 53 grade cement

Applications

 It is a generalpurpose cement and can be used with advantage wherever OPC is used
 Marine structures
 Mass concrete pours such as in dams etc.
 Highly suited for plastering and finishing works because of its high fineness

2.3.1.4 Sulphate Resisting Portland Cement (SRC)

Sankar SRC can be used for structural concrete wherever OPC or PPC or Slag Cement
is usable under normal conditions. Sankar SRC is particularly beneficial in such conditions
where the concrete is exposed to the risk of deterioration due to sulphate attack. For example, in
contact with soils and ground waters containing excessive amounts of sulphates as well as for
concrete in seawater or exposed directly to seacoast. The IS 456 1978 (Revised draft code) has
 29

made elaborate provisions for use of particular type of cement against different percentages of
soluble sulphate salts.

Application

 Foundation and piles

 Basements and underground structures
 Sewage and Water treatment plants
 Chemical, Fertilizers and sugar factories
 Food processing industries and petrochemical projects
 Coastal works
 Construction of building along the coastal area is 50Km from sea.

2.4 POLICIES OF INDIA CEMENTS LIMITED

The India Cements Limited resolves to emerge as market leader in winning customer confidence
and strengthen “THE UNSHAKEABLE TRUST”. Following listed are the various policies and
objectives of India cements limited

The Policies are

 The consistent Quality with cost effectiveness

 Customer satisfaction by adopting current Technologies
 The latest feasible “STATE OF ART TECHNOLOGY”
 Team Work
 Systematic maintenance of employees

2.5 OBJECTIVES OF QUALITY POLICY

 Maintaining Consistent Quality

 Maintaining cost effectiveness
 Ensuring Customer satisfaction
 Ensuring continual improvement
 30

2.6 SAFETY AND HEALTH POLICY

The India cements Limited as an act of faith between the good and safety. Health and pollution
control practices contribute to individual well-being and organizational morale. Its commitment
to Safety, Health and Environment stretches beyond Statutory obligation. Its practices will be
proactive and preventive.

2.7 MILESTONES OF THE INDIA CEMENTS LIMITED

 In 1946 Incorporation of The India Cements Limited was started.

 In 1949 Commissioning of first cement plant at Sankarnagar-Installed capacity1 lakh
tonnes per annum.
 In 1963 Commissioning of second cement plant at Sankaridrug-Installed capacity 2
lakh tonnes per annum.
 In 1969 Capacity expansion at Sankarnagar touches 9 lakh tonnes per annum.
 In 1969 Awarded Merit Certification for Outstanding Export Performance.
 In 1971 Capacity Expansion at SankariDurg to 6.00 lakh tonnes per annum.
 In 1990 Acquisition of Coromandel Cement plant at Cuddapah-Installed Capacity rises
to 2.6 million tonnes per annum. The India Cements Limited becomes the largest
producer of Cement in South India
 In 1990 Conversion of Sankarnagar Plant to Dry Process with the increased capacity of
1.00 million tonnes per annum.
 In 1991 India Cements ventures into Shipping. Sets up a Shipping Division.
 In 1994 ISO 9002 Certification for Sankarnagar plant was granted.
 In 1995 Announces issue of 1:1 Bonus shares.
 In 1996 India Cement’s green field cement plant at Dalavoi commences commercial
production. Installed capacity 0.9 million tonnes per annum.
 In 1997 India Cements acquires Aruna Sugars Finance Limited. Renamed as India
Cements Capital and Finance Limited.
 In 1997 India Cements acquires Cement Plant of Visaka Cement Industry Limited at
Tandur, Ranga Reddy District of Andhra Pradesh. Installed capacity 0.9 Million
Tonnes.
 31

 In 1998 India Cements acquires Cement Corporation of India's Yerraguntla Cement

Plant at Andhra Pradesh. Installed capacity 0.4 Million Tonnes.
 In 1998 India cements acquires Raasi Cement Limited at Nalgonda District of Andhra
Pradesh installed capacity 1.8 million tonnes.
 In 1999 India Cements acquires Cement Plant of Shri Vishnu Cement Limited at
Nalgonda District of Andhra Pradesh. Installed capacity 1.0 Million Tonnes.
 In 2001 India Cements divests its stake in Sri Vishnu Cement Limited. 2001 Group's
overall capacity reaches 9 million tonnes.
 In 2004 The Unique Waste Heat Recovery System for generation of power from waste
gas at Vishnupuram Cement Plant was commissioned during November 2004, for a
capacity of 7.7 MW of power.
 In 2005 the Company has successfully completed an equity issue in the international
market during October 2005 by issuing 25,613,796 Global Depositary Shares (GDSs) at
4.3226 US dollar per GDS, (each GDS representing 2 underlying equity shares of 10
each) and raised an amount of 497 crore including a premium of 446 crore.
 In 2006 the Company has issued unsecured Zero Coupon Convertible Bonds due 2011
(FCCBs) for 75 million US dollar to investors outside India at an initial conversion
price of 305.57 per share.
 In 2007 the HonourableHigh Court of Judicature at Madras vide its order dated 25th
July 2007 sanctioned the Scheme of amalgamation of Visaka Cement Industry Limited
with The India Cements Limited.
 In 2007 the Company has converted the Sankari plant from wet process to dry process
and commissioned the plant.
 In 2008 the Company has completed and commenced commercial production of one
million tonne grinding plant at Chennai.
 In 2009 the Company has completed and commenced commercial production of one
million tonne grinding plant at Parli (Maharashtra).
 In 2010 India Cements Limited Financial Service Limited (ICLFSL), the Company’s
wholly owned subsidiary, acquired 6.89 per cent (including shares acquried under open
offer) of equity share capital of Indo Zine Limited (IZL). Consequently, IZL became a
subsidiary of ICLFSL and ultimate subsidiary of the Company in January.
 32

 In 2011 Receipt of IS/ISO 9001:2008 Certification by Dalavai Plant.

 In 2011 Receipt of IS/ISO 9001:2008 Certification by Sankari plant.
 In 2012 Commissioning of captive power plant of 48 mv capacity bysankarnagar.
 In 2013 Arrival of the first shipment of 41.960 metric tonnes of coal from own mines in
Indonesia.
 In 2014 IS 18001:2007 certified by BIS chennai, for the occupational Health and safety
Management systems for Sankari plant.
 In 2014 IS 18001:2007 certified by BIS chennai, for the Quality Management systems
for Malkapur Plant.
 In 2014 IS 14001:2004 certified by BIS chennai, for the occupational Health and Safety
Management systems for Sankari plant.
 33

3. CHAPTER

EMPLOYEES MORALE – THEORETICAL VIEW

3.1 INTRODUCTION

Employees morale, in human resources, the job satisfaction, outlook, and feelings of
well-being an employee has within a workplace setting. Proven to have a direct effect on
productivity, it is one of the corner stone of business.Morale is purely emotional. It is an attitude
of an employee towards his job, his superior and his organization. It is not a static thing but it
changes depending on working conditions, superiors, fellow workers, pay and so on

Morale may range from very high to very low. High Morale is evident from the positive
feeling of employees such as enthusiasm, desire to obey order, willingness to co-operate with co-
workers. Poor or low morale becomes obvious from the negative feelings of employees such as
dissatisfaction, discouragement or dislike of the job.

3.2 DEFINITION

Edwin B.Flippo 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 confirmation with regulations and orders, and a willingness to
co-operate with others in the accomplishment of an organization’s objectives. Poor morale is
evidenced by surliness, insubordination, a feeling of discouragement and dislike of the job,
company and associates.

In the words of Yoder, “Morale is a feeling, somewhat related to esprit de corps,

enthusiasm or zeal. For group of workers, morale, according to a popular usage of the word,
refers to the over-all tone, climate or atmosphere of work, perhaps vaguely sensed by the
members.”

Michael J. Jucius defines Morale “as a state of mind or of a willingness to work which in
turn affects individuals and organizational objectives.”
 34

Miller and Form give three definitions of morale:

“First morale refers to the total satisfactions which the individual acquires as a result of his
membership and involvement in an organization setting.

“Second it relates to the state of motivational drives through which the individual tend to
accomplish goals and face the future challenges”.

“Third, it is the consensus revealed by a group which make efforts towards the accomplishment
of its goals”.

3.3 CHARACTERISTICS OF MORALE

The main characteristics of morale are as follows:

 Morale is basically a psychological concept. It is a mental process which, once started,

permeates in the entire group creating a mood which results in the formation of a
common attitude.
 There is absolute state of morale. Thus, morale is a neutral concept and it has to be
qualified with the degree as high morale or low morale. If the attitude of a group is poor,
morale is low and vice versa.
 Morale is a relative concept and does not indicate by itself, the existence of either a good
or bad state. Therefore, it is inaccurate to speak of morale as something which is either
present or absent in a group.
 Morale is a group phenomenon consisting of a pattern of attitudes. It is the sum total of
employee’s attitudes, feelings and sentiments.
 Morale is intangible and, therefore it is very difficult to measure the degree of morale
accurately. But it can be judged from employee absenteeism and turnover.
 Morale is multi-dimensional. It represents complex mixtures of several elements. It
recognizes the influence of job situation, human aspects and motivational forces on
attitudes of individuals and groups.
 Morale is a byproduct of group relationships. It reflects the degree of willingness and
enthusiasm with which the members of group carry out of their assignments.
 35

3.4 TYPES OF MORALE

The following are the two types of morale
3.4.1 INDIVIDUAL AND GROUP MORALE
Individual morale is a single person’s attitude towards work, environment etc. Whereas
group morale reflects the general attitude of a group of persons. Group morale is everybody’s
concern and may go on changing with the passage of time. Individual and group morale are
interested but not necessarily identical. They have an effect on each other. The individual’s
personal perception of the present conditions may be high but the group’s perception may be low
or vice-versa.

3.4.2 HIGH OR LOW MORALE

Morale may be referred to high morale or low morale. In the words of McFarland, high
morale exists when employee attitudes are favourable 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. The words such as zeal, enthusiasm, loyalty,
dependability denote high morale. Low morale may be described by words like lack of interest,
laziness, apathy, bickering, jealousy, quarrelsome, pessimism, etc.

3.5 MEASUREMENT OF MORALE

Since morale is a subjective concept, there are some difficulties associated with its
measurement. Employees are naturally reluctant to express their true attitude towards work and
the management. For this reason, the following are the popular methods of morale measurement;

(1) Observations

(2) Attitude surveys and

(3) Company records.

(1) Observation: A keen observation of the employees’ behavior, talk, and gestures should
help the manager to identify any change in the level of morale. On identifying this, the manager
should immediately think of a remedial action in order to restore the morale at its previous level.

(2) Attitude survey: Attitude surveys are conducted mainly in two ways:
 36

(a) Interview method and

(b) Questionnaire method.

(a) Interview Method: under this method, a face to face talk is carried out with the employee.
The interviewer asks several persons about their feelings and opinions on various aspects of their
jobs and the organization. One of the Disadvantages of this method is that it is uneconomical, if
the work group is large.

(b) Questionnaire Method: In this method of morale-measurement, a questionnaire is served to

the employees asking them about their opinions on all factors that affect morale.

(3) Company records and reports

The Records and reports from the personnel department provide the information as to
labor turnover, rate of absenteeism, number of workers’ grievances, the number of goods
rejected, strikes and such other things, which are indicators of the level of morale.

3.6 FACTORS AFFECTING EMPLOYEES MORALE

The employee morale is a very complex phenomenon and is influenced by many factors.
Different authors like McFarland, Bradshaw and Krugman.

On the basis of all these classifications, the important factors in the determination of
levels of morale are described below:
3.6.1 Organization
The first factor affecting the employee morale is the organization itself. The organization
influences the worker’s attitudes to their jobs. The public reputation of an organization may build
up for better or worse, their attitudes towards it.

3.6.2Nature of Work

The nature of the work, the worker is expected to perform also affects his attitude toward
the job as well as his morale. If the employee is expected to perform routine or specialized jobs,
he will feel bored and alienated. Repetition of the same task again and again makes the working
situation worse for the employees. Another factor is the large impersonal organizational
structure. Sometimes, if the employee feels that he is just a cog in the machine instead of a
 37

persons, his morale will become very low. Lack of understanding of organizational goals may
also affect the morale. Another factor which causes low morale is the assembly line operations
moving at a constant speed.

3.6.3 Level of Satisfaction

The level of satisfaction, a worker derives from his job is another determinant of morale.
If the job factors and the satisfaction they bring is perceived to be favourable by the employee
morale will tend to be higher than if there factors seem to be unfavourable. The job factors
include the factors such as opportunities for promotions, job security, steadiness of employment,
opportunities to learn the job and to use his own ideas, pay working conditions, recognition,
cooperativeness of co-workers, group relationship etc.

3.6.4 Level of Supervision

The level of supervision received by an employer has a tremendous influence on his
morale. High rate of employee turnover indicates that the leadership is ineffective. On the other
hand, if employees are given freedom to do the job, their morale will be high. Nobody likes to be
supervised all the time.

3.6.5 Concept of Self

What is the employee’s concept of himself? The answer to this question influences the
attitudes of the employees to the organizational enrolment. How an employee perceives himself,
is a very important question. The morale of persons who have lots of self-confidence or who
enjoy good mental and physical health is generally high as compared to those who lack self-
confidence or suffer from poor physical or mental health.

3.6.6 Worker’s Perception of Rewards System

The worker’s perception of past rewards and future opportunities for rewards affect their
morale to a substantial extent. If the workers regard the rewards as fair and satisfactory, their
morale will tend to higher than if the perception is in the opposite direction. Moreover, if the
rewards and opportunities for the future tend to be bleak, morale will tend to be low as compared
to the situation where the worker perceives opportunities for satisfaction and for attainment in
the rewards that lie ahead in the future.
 38

3.6.7 Employee’s Age

Studies have reported that age and morale are directly related. Other things being equal,
elder employees seem to have higher morale. This is because of the reason that perhaps younger
workers are more dissatisfied with higher expectations than their elders. The older employees
have more stability which comes with maturity, a serious attitude towards job. More reliability,
less absenteeism, proven steady work habits, a sense of responsibility and loyalty and less
tendency to be distracted by outside interest as influences.

3.6.8 Employee’s Educational Level

Studies have concluded an inverse relationship in the educational level of the employee
and his morale. Higher the educational level lower will be the job satisfaction and vice versa.
The higher he thinks he should be the more dissatisfied he will be.

3.6.9 Employee’s Occupational Level

The occupational level of the employee also influences his level of morale. The higher up
in organizational hierarchy an employee is higher will be his morale. The morale of the people
who are lower in the levels of hierarchy is generally low because they compare their own
attainments with those of others.

3.6.10 Off the Job Activities of the Employee

The relationship of an employer with his family and work group influences his behaviour
and attitude while he is on the job. His off the job activities e.g. whether his family life is happy
or not, whether he has excessive drinking habits etc. The influences and pressures of a formal
and informal group have a significant effect on the morale of workers.

3.7 MAINTENANCE OF MORALE

Having assessed the level of prevailing employee morale, the management can determine
the need for maintenance and improvement of morale. If the management feels that there is such
need, there are two ways by which it can maintain and improve the morale, viz. preventive
measures and remedial measures.
 39

3.8 PREVENTIVE MEASURES

These measures which prevent regression in the level of morale include:

(a) Creation of whole job: creating and assigning the whole job to a single worker with a view
to satisfy his needs for achievement.

(b) Job enrichment: ‘Job Design and analysis’, designing the vertical slice of the tasks into a
job and assigning it to an employee satisfy his needs for recognition, responsibility, growth etc.

(c) Modifying the work environment: creating and providing conclusive and challenging work
environment.

(d) Flexible working hours: “Development of Human Resource Management” and flexible
working hours provide freedom to the worker in doing the job and in attending in his personal
affairs.

(e) Job rotation: job rotation reduces monotony of work and boredom and thus increases
morale.

(f) Point individual prosperity in company prosperity: If the management can show to the
worker that there is scope for his prosperity in the company prosperity, there can be better
motivation for the worker to strive towards the company goals.

3.9 BUILDING OF HIGH MORALE

In order to achieve high morale among the employees, the following suggestions may
be followed.

3.9.1 Two-Way Communication

There should be a two-way communication between the management and the workers
as if exercises a pro-found influences on morale. The workers should be kept informed about the
organization polices and program through conferences, bulletins and informal discussions with
the workers.
3.9.2Show Concern

Large or small every business should have names on desks work stations or cubicles to show
that a real person with worth works there not just a machine. Next ask their opinion whenever an
 40

opportunity arises rather than always telling them what to do or the way to do it. This allows
employees to add their own creative thoughts to the work process, which then can lead to more
of a feeling of ownership. Finally ask how they are without wanting to know deeply personal
data the boss can easily show on interest in the individual walkers.

3.9.3 Job Enrichment

This involves a greater use of the factors which are intended to motive the worker rather than
to ensure his continuing satisfaction with the job he performs the idea is to reduce employee
discontent by changing or improving a job to ensure that he is better motivated.

3.9.4 Modifying the work environment

This involves the use of teams of work groups developing social contacts of the employees
the use of music regular rest breaks.

3.9.5 Rotation of Jobs

This is also one of important techniques to increase employee morale. Job rotation helps
to reduce an employee's boredom.

3.9.6Social Activities
Management should encourage social group activities by the workers. This will help to
develop greater group cohesiveness which can be used by the management for building high
morale.

3.9.7 Welfare Measures

Management must provide for employees welfare measures like canteens credit facilities
sport clubs, education for their children etc.

3.9.8 Incentive System

There should be a proper incentive system in the organization to ensure monetary and
non-monetary rewards of the employees to motivate them.

3.9.9 Training

There should be proper training of the employees so that they may do their work efficiently
and avoid frustration when the worker are given training they get psychological satisfaction as
 41

they feel that management is taking interest in them.

3.9.10 Workers Participation

There should be industrial democracy in the organization management should allow

workers participation in management. Whenever a change to be introduced which effects the
workers they must be consulted and taken into confidence workers must be allowed to put
forward their suggestion and grievance to the top management.
3.9.11 Offers recognition of the employee efforts
It takes but a few seconds to say "Nice Job" "Well done", "Marked improvement",
"You 're' on the right road" or any number of other phrases that communicate to the employee
that you care about the job and about them and that you recognize an improvement in
productivity. Also, employees can be given performance awards or have their name mentioned at
staff meetings, posted on a notice boards or in employee inter office E-mail to say that someone
did a note monthly Job. All of these simple modes of painting out individual team or group
behavior serve as very strong methods of improving productivity self-worth and morale.

3.10 IMPORTANCE OF EMPLOYEES MORALE

Employees Morale plays vital role in the organization success. High Morale leads to
success and low Morale brings to defeat in its wake. Morale plays an important role in an
industrial undertaking. The success or failure of the industry much depends up on the Morale of
its employees.

Importance of High Morale:

Morale of employees must be kept high to achieve the following benefits:
1. Willing cooperation towards objectives of the organization.

2. Loyalty to the organization and its leadership or management

3. Good discipline—voluntary conformity to rules and regulations

4. High degrees of employees’ interest in their jobs and organization

5. Pride in the organization

6. Reduction of rates of absenteeism and labor turnover

 42

7. Happy employees are productive employees

Indicators of Low Morale:

Low morale indicates the presence of mental unrest. Such a situation will have the following
adverse consequences;

1. High rates of absenteeism and labour turnover

2. Excessive complaints and grievances

3. Frustration among the workers

4. Friction among the workers and their groups

5. Antagonism towards leadership of the organization

6. Lack of discipline.
 43

4. CHAPTER

DATA ANALYSIS AND INTERPRETATION

4.1 INTRODUCTION

This chapter assesses the Employee Morale of the respondents with the use of Tables and
charts. The data collected were edited, tabulated and charted for analysis. The response given by
the respondents were analyzed using percentage analysis, chi-square test, regression analysis,
rank correlation, weighted Average Method and One-way ANOVA. Employee Morale has been
analyzed based on following factors.

4.1.1 Descriptive statistics

A descriptive statistic (in the count noun sense) is a summary statistic that quantitatively
describes or summarizes features of a collection of information,while descriptive statistics in
the mass noun sense is the process of using and analyzing those statistics. Descriptive statistics is
distinguished from inferential statistics (or inductive statistics), in that descriptive statistics aims
to summarize a sample, rather than use the data to learn about the population that the sample of
data is thought to represent. This generally means that descriptive statistics, unlike inferential
statistics, is not developed on the basis of probability theory, and are frequently nonparametric
statistics. Even when a data analysis draws its main conclusions using inferential statistics,
descriptive statistics are generally also presented. For example, in papers reporting on human
subjects, typically a table is included giving the overall sample size, sample sizes in important
subgroups (e.g., for each treatment or exposure group), and demographic or clinical
characteristics such as the average age, the proportion of subjects of each sex, the proportion of
subjects with related comorbidities etc.

4.1.2 Inferential statistics

Statistical inference is the process of using data analysis to deduce properties of an

underlying probability distribution. Inferential statistical analysis infers properties of a
population, for example by testing hypotheses and deriving estimates. It is assumed that the
observed data set is sampled from a larger population.
 44

Inferential statistics can be contrasted with descriptive statistics. Statistical inference makes
propositions about a population, using data drawn from the population with some form of
sampling. Given a hypothesis about a population, for which we wish to draw inferences,
statistical inference consists of (first) selecting a statistical model of the process that generates
the data and (second) deducing propositions from the model.

Inferential statistics use a random sample of data taken from a population to describe and
make inferences about the population. Inferential statistics are valuable when examination of
each member of an entire population is not convenient or possible. For example, to measure the
diameter of each nail that is manufactured in a mill is impractical.Inferential statistics are
concerned with making inferences based on relations found in the sample, to relations in the
population. Inferential statistics help us decide, for example, whether the differences between
groups that we see in our data are strong enough to provide support for our hypothesis that group
differences exist in general, in the entire population.

4.2 AGE WISE CLASSIFICATION OF THE RESPONDENTS

Table 4.1 shows the Age Wise Classification of the Respondents.

TABLE 4.1
AGE WISE CLASSIFICATION OF THE RESPONDENTS

S. No AGE GROUP NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 20-30 years 100 50
2 31-40 years 50 25
3 41-50 years 30 15
4 Above 50 years 20 10
Total 200 100
Source: Primary Data

INFERENCE

Table 4.1 shows that, 50 per cent of the respondents belong to the age group of 20-30
years, 25 per cent of the respondents belong to the age group of 31-40 years,15 per cent of
 45

therespondents belong to the age group of 41-50 years and 10 per cent of the respondents are
above the age of 50 years.

CHART 4.1

AGE WISE CLASSIFICATION OF THE RESPONDENTS

100
90
80
70
PERCENTAGE

60
50
50
40
30 25
20 15
10
10
0
20-30 years 31-40 years 41-50 years Above 50 years
AGE GROUP

4.3 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Table 4.2 shows the Educational Qualification of the Respondents

TABLE 4.2

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

S.NO EDUCATIONAL NO. OF PERCENTAGE OF

QUALIFICATION RESPONDENTS RESPONDENTS

1 SSLC/HSC 40 20
2 Diploma 100 50
3 Graduation 34 17
4 Post-Graduation 26 13
Total 200 100
Source: Primary Data
 46

INFERENCE

Table 4.2 shows that, 50 per cent of the respondents have completed Diploma, 20
per cent of the respondent shave completed SSLC/HSC, 17 per cent of the respondents have
completed Graduation and 13 per cent of the respondents have completed Post Graduation.

CHART 4.2

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

100

90

80

70
PERCENTAGE

60
50
50

40

30
20
20 17
13
10

0
SSLC/HSC Diploma Graduation Post Graduation
EDUCATIONAL QUALIFICATION

4.4 GENDER WISE CLASSIFICATION OF THE RESPONDENTS

Table 4.3 shows the Gender Wise Classification of the Respondents.

 47

TABLE 4.3

GENDER WISE CLASSIFICATION OF THE RESPONDENTS

S.N0 GENDER NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Male 196 98
2 Female 4 2
Total 200 100
Source: PrimaryData

INFERENCE

Table 4.3 shows that, 97 per cent of the respondents are Male and 3 per cent of the
respondents are Female.

CHART 4.3

GENDER WISE CLASSIFICATION OF THE RESPONDENTS

100 98
90
80
70
PERCENTAGE

60
50
40
30
20
10 2
0
Male Female
GENDER

4.5 MARITAL STATUS OF THE RESPONDENTS

Table 4.4 shows the Marital Status of the Respondents

 48

TABLE 4.4

MARITALSTATUS OF THE RESPONDENTS

S.N0 MARITALSTATUS NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Single 58 29
2 Married 142 71
Total 200 100
Source: Primary Data

INFERENCE

Table 4.4 shows that, 71 per cent of the respondents are Married and 29 per cent of the
respondents are Single.

CHART 4.4

MARITALSTATUS OF THE RESPONDENTS

100
90
80 71
70
PERCENTAGE

60
50
40
29
30
20
10
0
Single Married
MARITAL STATUS

4.6 MONTHLY INCOME OF THE RESPONDENTS

Table 4.5 shows the Monthly Income of the Respondents.

 49

TABLE 4.5

MONTHLY INCOME OF THE RESPONDENTS

S.NO MONTHLY INCOME NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Below 15000 38 19
2 15000-20000 12 6
3 20000-25000 52 26
4 25000-30000 72 36
5 More than 30000 26 13
Total 200 100
Source: Primary Data

INFERENCE

Table 4.5 shows that, 36 per cent of the respondents were getting monthly salary of
Rs.25000-Rs.30000, 26 per cent of the respondents were getting monthly salary of Rs.20000-
Rs.25000, 19per cent of the respondents were getting monthly salary of below Rs.15000, 13 per
cent of the respondents were getting monthly salary of more than Rs.30000 and 6per cent of the
respondents were getting monthly salary of Rs.15000-Rs.20000.
 50

CHART 4.5

MONTHLY INCOME OF THE RESPONDENTS

100
90
80
70
PERCENTAGE

60
50
40 36
30 26
19
20 13
10 6
0
Below 15000 15000-20000 20000-25000 25000-30000 More than
30000
MONTHLY INCOME

4.7 WORK EXPERIENCE OF THE RESPONDENTS

Table 4.6 shows the Work Experience of the Respondents.

TABLE 4.6

WORK EXPERIENCE OF THE RESPONDENTS

S.NO WORK EXPERIENCE NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Below 5 years 28 14
2 5-10 years 112 56
3 10-20 years 42 21
4 Above 20 years 18 9
Total 200 100
Source: Primary Data
 51

INFERENCE

Table 4.6 shows that, 56 per cent of the respondents have 5 years to 10 years of
experience, 21 per cent of the respondentshave 10 years to 20 years of experience,14 per cent of
the respondents have below 5 years of experience and 9per cent of the respondents have above
20 years of experience.

CHART 4.6

WORK EXPERIENCE OF THE RESPONDENTS

100

80
PERCENTAGE

56
60

40
21
20 14
9
0
Below 5 years 5-10 years 10-20 years Above 20 years
WORK EXPERIENCE

4.8 CATEGORIZATION OF THE JOB

Table 4.7 shows the Opinion of the Respondents regarding the Categorization of Job.

TABLE 4.7

CATEGORIZATION OF THE JOB

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Static 6 3
2 Creative 76 38
3 Challenging 46 23
4 Interesting 72 36
Total 200 100
 52

Source: Primary Data

INFERENCE

Table 4.7 shows that, 38 per cent of the respondents replied that the job is Creative, 36
per cent of the respondents replied that the job is Interesting,23 per cent of the respondents
replied that the job is Challenging and 3 per cent of the respondents replied that the job is Static.

CHART 4.7

CATEGORIZATION OF THE JOB

100

90

80

70
PERCENTAGE

60

50

40 38
36

30
23
20

10
3
0
Static Creative Challenging Interesting
OPINION
 53

4.9 POLICIES AND ADMINISTRATIVE PRACTICES OF THE COMPANY

Table 4.8 shows the Opinion of the Respondents regarding the Policies and
Administrative practices of the company.

TABLE 4.8

POLICIES AND ADMINISTRATIVE PRACTICES OF THE COMPANY

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Strongly Agree 42 21
2 Agree 122 61
3 Neutral 26 13
4 Disagree 6 3
5 Strongly Disagree 4 2
Total 200 100
Source: Primary Data

INFERENCE

Table 4.8 shows that, 61 per cent of the respondents areAgreed,21 per cent of the
respondents are Strongly agreed,13 per cent of the respondents are Neutral,3 per cent of the
respondents are Disagree and 2 per cent of the respondents are Strongly Disagree with the
Policies and Administrative practices of the company.
 54

CHART 4.8

POLICIES AND ADMINISTRATIVE PRACTICES OF THE COMPANY

100
90
80
70
PERCENTAGE

60
61
50
40
30
20
21
10
13 3 2
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree
OPINION

4.10 SATISFACTION TOWARDS THE SHIFT SYSTEM OF THE COMPANY

Table 4.9 shows the Opinion of the Respondents regarding the Shift system of the
company.

TABLE 4.9

SATISFACTION TOWARDS THE SHIFT SYSTEM OF THE COMPANY

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Highly Satisfied 22 11
2 Satisfied 160 80
3 Neutral 12 6
4 Dissatisfied 4 2
5 Highly Dissatisfied 2 1
Total 200 100
 55

Source: Primary Data

INFERENCE

Table 4.9 shows that, 80 per cent of the respondents are Satisfied, 11 per cent of the
respondents are Highly Satisfied,6 per cent of the respondents are Neutral,2 per cent of the
respondents are Dissatisfied and 1 per cent of the respondents are Highly Dissatisfied with the
Shift system of the company.

CHART 4.9

SATISFACTION TOWARDS THE SHIFT SYSTEM OF THE COMPANY

100
90
80
80
70
PERCENTAGE

60
50
40
30
20
11
10 6
2 1
0
Highly Satisfied Neutral Dissatisfied Highly
Satisfied Dissatisfied
SHIFT SYSTEM OF THE COMPANY

4.11 HIGH RATE OF LABOUR TURNOVER

Table 4.10 shows the Opinion of the Respondents regarding the factors that leads to low
Morale based on High rate of Labor Turnover.
 56

TABLE 4.10

HIGH RATE OF LABOUR TURNOVER

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Strongly Agree 4 2

2 Agree 8 4

3 Neutral 28 14

4 Disagree 100 50

5 Strongly Disagree 60 30

Total 200 100

Source: Primary Data

INFERENCE

Table 4.10 shows that, 50 per cent of the respondents are Disagree,30 per cent of the
respondents are Strongly Disagree,14 per cent of the respondents are Neutral,4 per cent of the
respondents are Agree and 2 per cent of the respondents are Strongly Agree with the High Rate
of Labor Turnover that leads to low morale
 57

.CHART 4.10

HIGH RATE OF LABOUR TURNOVER

100
90
80
70
PERCENTAGE

60
50
50
40
30
30
20 14
10 2 4
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
OPINION

4.12 INEFFECTIVE SUPERVISION

Table 4.11 shows the Opinion of the Respondents regarding the factors that leads to
low Morale based on Ineffective Supervision.

TABLE 4.11

INEFFECTIVE SUPERVISION

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Strongly Agree 116 58
2 Agree 2 1
3 Neutral 24 12
4 Disagree 56 28
5 Strongly Disagree 2 1
Total 200 100
Source: Primary Data
 58

INFERENCE

Table 4.11 shows that, 58 per cent of the respondents are Strongly agree,28 per cent of
the respondents are Disagree,12 per cent of the respondents are Neutral,1 per cent of the
respondents are Agree,1 per cent of the respondents are Strongly disagree with the Ineffective
Supervision that leads to low morale.

CHART 4.11

INEFFECTIVE SUPERVISION

100

90

80

70
PERCENTAGE

1
60

50

40
28
30

20
12
10
58 1
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
OPINION

4.13 RIGIDITY IN DECISION MAKING

Table 4.12 shows the Opinion of the Respondents regarding the factors that leads to low
Morale based on Rigid in Decision Making.
 59

TABLE 4.12

RIGIDITY IN DECISION MAKING

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Strongly Agree 6 3
2 Agree 10 5
3 Neutral 24 12
4 Disagree 32 16
5 Strongly Disagree 128 64
Total 200 100
Source: Primary Data

INFERENCE

Table 4.12 shows that, 64 per cent of the respondents are Strongly Disagree,16 per cent
of the respondents are Disagree,12 per cent of the respondents are Neutral,5 per cent of the
respondents are Agree and 3 per cent of the respondents are Strongly Agree with the Rigid in
Decision Making that leads to low morale.

CHART 4.12

RIGIDITY IN DECISION MAKING

100
90
80
PERCENTAGE

70 64
60
50
40
30
20 16
12
10 3 5
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
OPINION
 60

4.14 COMPLAINTS AND GRIEVANCES

Table 4.13 shows the Opinion of the Respondents regarding the factors that leads to low
Morale based on Excessive Complaints and grievances.

TABLE 4.13

COMPLAINTS AND GRIEVANCES

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Strongly Agree 4 2

2 Agree 6 3

3 Neutral 12 6

4 Disagree 62 31

5 Strongly Disagree 116 58

Total 200 100

Source: Primary Data

INFERENCE

Table 4.13 shows that, 58 per cent of the respondents are Strongly Disagree,31per cent of
the respondents are Disagree,6 per cent of the respondents are Neutral,3 per cent of the
respondents are Agree and 2 per cent of the respondents are Strongly Agree with the Excessive
Complaints and Grievances that leads to low morale.

.
 61

CHART 4.13

COMPLAINTS AND GRIEVANCES

100
90
80
70
PERCENTAGE

58
60
50
40
31
30
20
10 6
2 3
0
Strongly Agree Agree Neutral Disagree Strongly
Disagree
OPINION

4.15 FRUSTRATION AMONG WORKERS

Table 4.14 shows the Opinion of the Respondents regarding the factors that leads to low
Morale based on Frustration among workers.

TABLE 4.14

FRUSTRATION AMONG WORKERS

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Strongly Agree 4 2
2 Agree 12 6
3 Neutral 24 12
4 Disagree 38 19
5 Strongly Disagree 122 61
Total 200 100
 62

Source: Primary Data

INFERENCE

Table 4.14 shows that, 61 per cent of the respondents are Strongly Disagree,19 per cent
of the respondents are Disagree, 12 per cent of the respondents are Neutral, 6 per cent of the
respondents are Agree and 2 per cent of the respondents are Strongly Agreewith the Frustration
among Employees that leads to low morale.

CHART 4.14

FRUSTRATION AMONG WORKERS

100
90
80
70
PERCENTAGE

61
60
50
40
30
19
20 12
10 6
2
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
OPINION

4.16 BEST TECHNIQUE TO BOOST MORALE

Table 4.15 shows the Opinion of the Respondents regarding the Best Technique to Boost
Morale.
 63

TABLE 4.15

BEST TECHNIQUE TO BOOST MORALE

S.N0 OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Monetary 6 3
2 Non-Monetary 194 97
Total 200 100
Source: Primary Data

INFERENCE

Table 4.15 shows that, 3 per cent of the respondents replied that the Monetary Incentives
is the Best Technique to Boost Morale and 97 per cent of the respondent replied that the
Monetary incentives is the Best Technique to Boost Morale

CHART 4.15

BEST TECHNIQUE TO BOOST MORALE

100 3

90
80
70
PERCENTAGE

60
50
40
30
20
10
97
0
Monetary Non-Monetary
OPINION
 64

4.17 INVOLVEMENT WITH JOB

Table 4.16 shows the Opinion of the Respondents regarding the Employees Involvement
with the job.

TABLE 4.16

INVOLVEMENT WITH JOB

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS

1 Total Involvement 152 76

2 Somewhat Involvement 30 15

3 Lack of Involvement 14 7

4 Not Involvement 4 2

Total 200 100

Source: Primary Data

INFERENCE

Table 4.16 shows that, 76 per cent of the respondents are with the total involvement of
job, 15 per cent of the respondents are with somewhat involvement of job, 7 per cent of the
respondents are with the lack of involvement of job and 2 per cent of the respondents are not
involved in the job.
 65

CHART 4.16

INVOLVEMENT WITH JOB

100
90
80 76
70
PERCENTAGE

60
50
40
30
20 15
7
10 2
0
Total Involvement Somewhat Lack of Not Involvement
Involvement Involvement
OPINION

4.18 OPPORTUNITIES FOR IMPROVEMENT AND SELF DEVELOPMENT

Table 4.17 shows the Opinion of the Respondents regarding the Opportunities for
Improvement and Self Development.

TABLE 4.17

OPPORTUNITIES FOR IMPROVEMENT AND SELF DEVELOPMENT

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Very Often 112 2
2 Often 12 33
3 Sometimes 6 3
4 Rarely 66 6
5 Very Rarely 4 56
Total 200 100
Source: Primary Data
 66

INFERENCE

Table 4.17 shows that, 2 per cent of the respondents replied that Opportunities for
Improvement and Self Development are Very often, 33 per cent of the respondents replied that
Opportunities for Improvement and Self Development are often , 6 per cent of the respondents
replied that Opportunities for Improvement and Self Development are rare, 3 per cent of the
respondents replied that Opportunities for Improvement and Self Development are Sometimes
and 56 per cent of the respondents replied that Opportunities for Improvement and Self
Development are very rare.

CHART 4.17

OPPORTUNITIES FOR IMPROVEMENT AND SELF DEVELOPMENT

100
90
80
70
PERCENTAGE

60 2
50
40 33
30
20
10 3 6
56
0
Very Often Often Sometimes Rarely Very Rarely
OPINION

4.19 WORKLOAD OF THE EMPLOYEES

Table 4.18 shows the Opinionof the Respondents towards Employee Morale regarding
the Workload of the Employees.
 67

TABLE 4.18

WORKLOAD OF THE EMPLOYEES

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Strongly Agree 72 36
2 Agree 82 41
3 Neutral 24 12
4 Disagree 14 7
5 Strongly Disagree 8 4
Total 200 100
Source: Primary Data

INFERENCE

Table 4.18 shows that, 41 per cent of the respondents are Agree, 36 per cent of the
respondents are Strongly Agree, 12 per cent of the respondents are Neutral, 7 per cent of the
respondents are Disagree and 4 per cent of the respondents are Strongly Disagree that the
workload is shared fairly.

CHART 4.18

WORKLOAD OF THE EMPLOYEES

100
90
80
PERCENTAGE

70
60
50 41
40 36
30
20 12
7 4
10
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
OPINION
 68

4.20 GOOD WORKING RELATIONSHIP

Table 4.19 shows the Opinionof the Respondents towards Employee Morale regarding
the Good Working Relationship with the Supervisor.

TABLE 4.19

GOOD WORKING RELATIONSHIP

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS

1 Strongly Agree 60 30

2 Agree 94 47

3 Neutral 22 11

4 Disagree 20 10

5 Strongly Disagree 4 2

Total 200 100

Source: Primary Data

INFERENCE

Table 4.19 shows that, 47 per cent of the respondents are Agree, 30 per cent of the
respondents are Strongly Agree, 11 per cent of the respondents are Neutral, 10 per cent of the
respondents are Disagree and 2 per cent of the respondents are Strongly Disagree that there is an
Good Working Relationship with Supervisor.
 69

CHART 4.19

GOOD WORKING RELATIONSHIP

100
90
80
70
PERCENTAGE

60
47
50
40 30
30
20 11 10
10 2
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
OPINION

4.21 DEVELOPMENT OF KNOWLEDGE AND SKILLS

Table 4.20 shows the Opinionof the Respondents towards Employee Morale regarding
the Development of Knowledge and Skills.

TABLE 4.20

DEVELOPMENT OF KNOWLEDGE AND SKILLS

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Strongly Agree 62 31
2 Agree 100 50
3 Neutral 20 10
4 Disagree 12 6
5 Strongly Disagree 6 3
Total 200 100
Source: Primary Data
 70

INFERENCE

Table 4.20 shows that, 50 per cent of the respondents are Agree, 31 per cent of the
respondents are Strongly Agree, 10 per cent of the respondents are Neutral, 6 per cent of the
respondents are Disagree and 3 per cent of the respondents are Strongly Disagree about active
encouragement to develop the knowledge and skills of the Employees.

CHART 4.20

DEVELOPMENT OF KNOWLEDGE AND SKILLS

100
90
80
70
PERCENTAGE

60 50
50
40 31
30
20 10
10 6 3
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
OPINION

4.22 PROUD TO WORK IN THE COMPANY

Table 4.22 shows the Opinionof the Respondents towards Employee Morale regarding
proud to work in the company.
 71

TABLE 4.21

PROUD TO WORK IN THE COMPANY

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Strongly Agree 96 48
2 Agree 74 37
3 Neutral 16 8
4 Disagree 10 5
5 Strongly Disagree 4 2
Total 200 100
Source: Primary Data

INFERENCE

Table 4.22 shows that, 48 per cent of the respondents are Strongly Agree, 37 per cent of
the respondents are Agree, 8 per cent of the respondents are Neutral, 5 per cent of the
respondents are Disagree and 2 per cent of the respondents are Strongly Disagree that the
employees are proud to work in the company.

CHART 4.21

PROUD TO WORK IN THE COMPANY

100
90
80
PERCENTAGE

70
60
48
50
37
40
30
20
8 5
10 2
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
OPINION
 72

4.23 TRAINING AND DEVELOPMENT

Table 4.25 shows the Opinionof the Respondents towards Employee Morale regarding
the well planned Training and development program in the company.

TABLE 4.22

TRAINING AND DEVELOPMENT

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS

1 Strongly Agree 100 50

2 Agree 76 38

3 Neutral 12 6

4 Disagree 8 4

5 Strongly Disagree 4 2

Total 200 100

Source: Primary Data

INFERENCE

Table 4.25 shows that, 50 per cent of the respondents are Strongly Agree, 38 per cent of
the respondents are Agree, 6 per cent of the respondents are Neutral, 4 per cent of the
respondents are Disagree and 2 per cent of the respondents are Strongly Disagree with the well
plannedTraining and Development program in the company.
 73

CHART 4.22

TRAINING AND DEVELOPMENT

100
90
80
PERCENTAGE

70
60 50
50
38
40
30
20
10 6 4 2
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
OPINION

4.24 SATISFACTION TOWARDS EMPLOYER AND EMPLOYEES RELATIONSHIP

Table 4.26 shows the opinionof the respondents towards Employee Morale regarding the
employer and employee relationship in the company

TABLE 4.23

SATISFACTION TOWARDS EMPLOYER AND EMPLOYEE RELATIONSHIP

S.NO OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Highly Satisfied 65 11
2 Satisfied 116 80
3 Neutral 10 5
4 Dissatisfied 7 3
5 Highly Dissatisfied 2 1
Total 200 100
Source: Primary Data
 74

INFERENCE

Table 4.26 shows that, 80 per cent of the respondents are Satisfied, 11 per cent of the
respondents are Highly satisfied, 5 per cent of the respondents are Neutral, 3 per cent of the
respondents are Dissatisfied and 1 per cent of the respondents are Highly Dissatisfied with the
Employer and Employee relationship in the company.

CHART 4.23

SATISFACTION TOWARDS EMPLOYER AND EMPLOYEE RELATIONSHIP

100
90 80
80
70
PERCENTAGE

60
50
40
30
20 11
10 5 3 1
0
Highly Satisfied Neutral Dissatisfied Highly
Satisfied Dissatisfied
OPINION

4.25 MANAGEMENT ENCOURAGEMENT IN OVERALL DEVELOPMENT OF THE

EMPLOYEES

Table 4.27 shows the opinionof the respondents towards Employee Morale regarding the
Management Encouragement in overall development of the employees.
 75

TABLE 4.24

MANAGEMENT ENCOURAGEMENT IN OVERALL DEVELOPMENT OF THE

EMPLOYEES

S.N0 OPINION NO. OF PERCENTAGE OF

RESPONDENTS RESPONDENTS
1 Yes 180 90

2 No 20 10

Total 200 100

Source: Primary Data

INFERENCE

Table 4.27 shows that, 90 per cent of the respondents replied that Management
Encouraging overall development of the employees and 10 per cent of the respondents replied
that Management not Encourages in overall development of the employees.

CHART 4.24

MANAGEMENT ENCOURAGEMENT IN OVERALL DEVELOPMENT OF THE

EMPLOYEES

100 90
90
80
PERCENTAGE

70
60
50
40
30
20 10
10
0
Yes No
OPINION
 76

4.26 RANKING OF FACTORS THAT LEADS TO HIGH EMPLOYEE MORALE

The factors that leads to high employee morale is ranked by using Weighted Average
Method and presented in Table 4.28

TABLE 4.25

RANKING OF FACTORS THAT LEADS TO HIGH EMPLOYEE MORALE

S.No. Factors SA A NN DA SDA WEIGHTED RANK

AVERAGE
1. Effective supervision 95 92 6 5 2 4.365 II
(475) (368) (18) (10) (2)
2. Good relationship 119 60 8 7 6 4.395 I
(595) (240) (24) (14) (6)
3. Team building 40 150 5 4 1 4.09 IV
(200) (600) (15) (2) (1)
4. Reduction in 70 100 24 4 2 4.16 III
grievances (350) (400) (72) (8) (2)

5. Employee 56 107 20 10 7 3.975 VI

empowerment (280) (428) (60) (20) (7)

6. Career Development 65 105 15 10 5 4.075 V

and Opportunities (325) (420) (45) (20) (5)

Source: Primary Data

INFERENCE

Table 4.28 shows the factor that leads to high employee morale. According to their
response, it is ranked by using weighted Average Method. Good Relationship is ranked first
 77

among various factors followed by Effective supervision, Team building, Reduction in

grievances, Career Development and Opportunities and Employee empowerment

Chart 4.25

FACTORS THAT LEADS TO HIGH EMPLOYEE MORALE

Weighted Average
4.5

4.4

4.3

4.2

4.1
Weighted Average

3.9

3.8

3.7
II I IV III VI V

4.27 RANKING OF JOB SATISFACTION FACTOR ON THE BASIS OF THEIR

IMPACT TOWARDS EMPLOYEE MORALE

The employee viewpoints towards job satisfaction in India Cements Limited,were ranked
using Weighted Average Method and presented in Table 4.29
 78

TABLE 4.26

RANKING OF JOB SATISFACTION FACTORS

SNO STATEMENT HS S N DS HDS WEIGHTED RANK

AVERAGE
1 Housing 128 58 10 2 2 4.54 III
facility (640) (232) (30) (4) (2)
2 Ventilation 50 144 2 2 2 4.19 VI
facility (250) (576) (6) (4) (2)
3 Drinking water 70 121 5 2 2 4.275 IV
facilities (350) (484) (15) (4) (2)
4 Transport 105 40 45 6 4 4.18 VII
facility (525) (160) (135) (12) (4)
5 Lighting 80 100 14 4 2 4.26 V
facility (400) (400) (42) (8) (2)
6 Canteen 60 122 10 4 4 4.65 I
facility (300) (588) (30) (8) (4)
7 Safety 135 57 4 2 2 4.605 II
Equipments (675) (228) (12) (4) (2)

Source: Primary Data

INFERENCE

Table 4.29 depicts the opinion of respondents towards job satisfaction. The responses
were ranked by using weighted Average Method. In this context, Safety Equipments in the
workplace, was ranked first, Housing Facility was ranked second, drinking water facility ranked
third,lighting facility was ranked fourth, ventilation facility was ranked fifth, canteen facility was
ranked sixth and transport facility was ranked seventh.

4.28LEVEL OF FACTORS THAT LEADS TO HIGH EMPLOYEE MORALE

The total scores for Employee morale have been calculated for each respondent.
 79

Since the neutral point is 3 and standard deviation is 0.35, the scores above 3.35 (3+0.35)
is taken as high level, the value below 2.65 (3-0.35) is taken as low level and the scores lies
between these two values are taken as medium level of satisfaction. As the relationship between
age and employee morale is presented in Table 4.22.

TABLE 4.27

LEVEL OF FACTORS THAT LEADS TO HIGH EMPLOYEE MORALE

S.NO LEVEL OF EMPLOYEE NO OF PERCENTAGE

MORALE RESPONDENTS
1 High 172 86
2 Medium 28 14
3 Low 0 0
Total 200 100
INFERENCE:

From Table 4.42, it is inferred that 85 per cent of the respondents are having high level of
employee morale and15 per cent of the respondents are having medium level of employee
morale.

4.29RELATIONSHIP BETWEEN AGE AND EMPLOYEE MORALE

The chi-square test is used to find the relationship between age and employee morale.

AIM

To find the relationship between the age and employee morale

NULL HYPOTHESIS(H0)

There is no significant relationship between age and employee morale

ALTERNATIVE HYPOTHESIS(H1)

There is significant relationship between age and employee morale

Table 4.23 shows the Cross tabulation of age and Employee morale.
 80

TABLE 4.28

AGE AND EMPLOYEE MORALE

AGE LEVEL OF EMPLOYEE MORALE Total

High Medium
20-30 93 10 103

31-40 44 6 50

41-50 22 5 27

Above 50 13 7 20

Total 172 26 200

INFERENCE:
From Table 4.23 it is inferred that 85 per cent of the respondents felt that the employee
morale is high in the organization and 15 per cent of the respondents felt that the employee
morale is medium in the organization
TABLE 4.29
RESULT OF CHI-SQUARE TEST

Chi-Square Tests
Value DF Asymp. Sig. (2-sided)
Pearson Chi-Square 8.945a 3 .030
Likelihood Ratio 8.135 3 .043
Linear-by-Linear Association 8.753 1 .003
N of Valid Cases 200
a. 0 cells (25.0%) have expected count less than 5. The minimum expected count is 3.26.

Calculated Significant value = 0.030

 81

Significant Value = 0.05

Calculated Significant Value > Significant Value

Hence the null hypothesis is accepted.

INFERENCE

Since the calculated significant value is greater than the significant value, the null
hypothesis is accepted and the alternative hypothesis is rejected. Hence the genders of the
respondents have no influence on their level of satisfaction towards Employee Support
Strategies.

4.30 CORRELATION ANALYSIS

Correlation analysis deals with the association between two or more variables.This test
is used to find out the correlation relationship between the Gender and Effective Supervision.The
measure of correlation is the degree to which the two variables are interrelated. The value lies
between -1 to +1.

NULL HYPOTHESIS (H0)

The variance in independent variable does not contribute to the change in dependent
variable (i.e) Increase in Effective Supervision will not have the impact on their gender.

ALTERNATIVE HYPOTHESIS (H1)

The variance in independent variable will contribute to the change in dependent

variable (i.e) Increase in Effective Supervision will have the impact on their gender.

AIM

To find out the correlation relationship between the gender and effective supervision
among the respondents.
 82

TABLE 4.30

RELATIONSHIP BETWEEN EFFECTIVE GENDER AND SUPERVISION

Correlations
Effectivesuper
Gender vision
Gender Pearson Correlation 1 .606**
Sig. (2-tailed) .001
N 200 200
**
Effectivesupervisio Pearson Correlation .606 1
n Sig. (2-tailed) .001
N 2 200
**. Correlation is significant at the 0.01 level (2-tailed).

Significant value = 0.000

Correlation value (r) = 0.606

INFERENCE

Since the r value is positive the significant 2-tailed value is 0.000 is less than 0.05.There-
fore we reject null Hypothesis(H0) and accept Alternative hypothesis(H1).

It is inferred that increase in Effective Supervision will have the impact on their Gender.

4.31 ANOVA FOR EDUCATION QUALIFICATION AND SELF-DEVELOPMENT

ANOVA is a statistical technique specially designed to test whether the means of more
than two quantitative populations are equal.It consists of classifying and cross classifying
statistical results and test whether the means of a specified classification differ significantly.

NULL HYPOTHESIS (H0)

There is no significant difference between Education Qualification and Self-Development of the

Employees.
 83

ALTERNATIVE HYPOTHESIS (H0)

There is a significant difference between Education Qualification and Self-Development of the

Employees

TABLE 4.31

ANOVA FOR EDUCATION QUALIFICATION AND SELF-DEVELOPMENT

ANOVA
Self-Development

Sum of
Squares DF Mean Square F Sig.

Between Groups 132.439 4 43.96 205.78 .002

Within Groups 41.457 196 .205
Total 173.986 200

F value = 205.78

P value = 0.002

(0.002< 0.05) Rejected H0

INFERENCE

Since the P value is less than the significant value, the null hypothesis is rejected and the
alternative hypothesis is accepted. Hence,there is a significant difference between Education
Qualification and Self-Development of the Employees.

4.32 EMPLOYERS- EMPLOYEES RELATIONSHIP AND EMPLOYEE

EMPOWERMENT BY USING REGRESSION ANALYSIS

The relationship between theemployers- employees relationship and employee

empowerment is analyzed by using regression and presented in table 4.29
 84

Regression equation x on y

x = a +by

where,

x = Dependent Variable (employers- employees relationship)

y = Independent Variable (employee empowerment)

Regression equation y on x

y = a + bx

where,

y = Dependent Variable (employers- employees relationship)

x = Independent Variable (employee empowerment)

TABLE 4.32

EMPLOYER-EMPLOYEES RELATIONSHIP AND EMPLOYEE

EMPOWERMENT

employer-employees employee
No. of Respondents No. of Respondents
relationship empowerment

Highly Satisfied 65 Highly Satisfied 56

Satisfied 116 Satisfied 107

Neutral 10 Neutral 20

Dissatisfied 7 Dissatisfied 10

Highly Dissatisfied 2 Highly Dissatisfied 7

Source: Primary data

 85

TABLE 4.33

EMPLOYER-EMPLOYEES RELATIONSHIP AND EMPLOYEE

EMPOWERMENT

Regression equation x on y

Coefficientsa

Unstandardized Standardized
Coefficients Coefficients

Model B Std. Error Beta T Sig.

1 (Constant) .319 .069 2.384 .001

Appreciationandemplo
1.173 .013 .329 19.816 .001
yeeempowerment

a. Dependent Variable: employers-

employees relationship

DEPENDENT VARIABLE:EMPLOYERS- EMPLOYEES RELATIONSHIP

Regression equation x on y

x = .319 + 1.173y
 86

TABLE 4.34

EMPLOYER-EMPLOYEES RELATIONSHIP AND EMPLOYEE

EMPOWERMENT

Regression equation y on x

Coefficientsa

Standardized
Unstandardized Coefficients Coefficients

Model B Std. Error Beta T Sig.

1 (Constant) .009 .105 .046 .664

employers-
employees .794 .006 .329 19.816 .002
relationship

a. Dependent Variable: appreciationandemployeeempowerment

DEPENDENT VARIABLE: EMPLOYEE EMPOWERMENT

Regression equation y on x

y = 0.009 + 0.794x
 87

5. CHAPTER

SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSION

5.1 INTRODUCTION

“A Study on Employees Morale with Special Reference to India Cements Limited Sankar
Nagar at Tirunelveli District” is done with the objectives to know the profile of the employees, to
analyze the level of morale to find out the impact of the employees morale and suggest measures
to increase the morale of the employees in India Cements Limited, Sankar Nagar at Tirunelveli
District. This study is based on both primary data. Primary data were collected through
questionnaire. The collected are analyzed using percentage analysis, chi-square test, correlation
analysis, regression analysis, weighted Average Method, One-way ANOVA, correlation analysis
and the results interpreted correlation analysis. The findings, suggestion and conclusion of the
study are given below

5.2 SUMMARY OF FINDINGS

The major findings of the study are summarized below:

 50 per cent of the respondents belong to the age group of 20-30 years.
 50 per cent of the respondents have completed Diploma.
 98 per cent of the respondents are Male.
 71 per cent of the respondents are Married.
 36 per cent of the respondents were getting monthly salary of Rs.25000-Rs.30000.
 56 per cent of the respondents have 5 years to 10 years of experience.
 38 per cent of the respondents replied that the job is Creative.
 61 per cent of the respondents are Agreed towards Policies and Administrative
practices of the company.
 80 per cent of the respondents are Satisfied with the Shift system of the company.
 50 per cent of the respondents are Disagreed with the High Rate of Labour
Turnover that leads to low morale.
 58 per cent of the respondents are Strongly agreed with the Ineffective
Supervision that leads to low morale.
 88

 64 per cent of the respondents are Strongly Disagreed with the Rigid in Decision
Making that leads to low morale.
 58 per cent of the respondents are Strongly Disagreed with the Excessive
Complaints and Grievances that leads to low morale.
 61 per cent of the respondents are Strongly Disagreed with the Frustration among
Employees that leads to low morale.
 97 per cent of the respondents replied that the Monetary Incentives is not the Best
Technique to Boost Morale.
 76 per cent of the respondents are with the total involvement of job.
 56 per cent of the respondents replied that Opportunities for Improvement and
Self Development are not very often.
 41 per cent of the respondents are Agreed that the workload is shared fairly.
 47 per cent of the respondents are Agree that there is a Good Working
Relationship with Supervisor.
 50 per cent of the respondents are Agreedthat active encouragement will helps to
develop the knowledge and skills of the Employees.
 51 per cent of the respondents are Strongly Agreed with the praise and
appreciation with the completion of task provided to the Employees.
 48 per cent of the respondents are Strongly Agreed that the employees are proud
to work in the company.
 50 per cent of the respondents are Agree that there is Re-cognization of Extra
Efforts and Actions by the Supervisor.
 56 per cent of the respondents are disagreed that there is an plenty of
opportunities for personal growth in the company.
 50 per cent of the respondents are Strongly Agreed with the well planned Training
and Development program in the company.
 80 per cent of the respondents are Satisfied with the Employer and Employee
relationship in the company.
 90 per cent of the respondents replied that Management Encourages in overall
development of the employees.
 89

 . Good Relationship is ranked first among various factors followed by Effective

supervision, Team building, Reduction in grievances, Career Development and
Opportunities and Employee empowerment.
 Safety Equipments in the workplace, was ranked first among various factors
followed by Housing Facility, Drinking Water facility, Lighting facility,
Ventilation facility, Canteen facility and Transport facility.
 There is no significant relationship between experience and recognition.
 It is inferred that increase in Effective Supervision will have the impact on their
Gender.
 There is a significant difference between Education Qualification and Self-
Development of the Employees.

5.3 SUGGESTIONS

To improve the level of Employee Morale, it is better to consider following suggestion.

 Creating job that provides opportunity for expression of creativity and competence.
 It will be more effective if the management take the steps to introduce suggestion scheme
system for the employees.
 The management may pay reasonable wage and allowance to the employees.
 It is better the management should recognize the needs of employees and encourages
employees special talents.
 It will be better if the management provides incentives to employees so it will boost in
their morale and productivity.
 Management may reduce the work load of the employees.
 Supervisors should maintain coordinal relationship with workers and offers recognitions
of the employee efforts and provide needed guidance to workers.
 It will be better if management provide performance and potential appraisal in regularly.
 The management should provide opportunities for career development.
 It will better if management given performance awards to employees.
 90

5.4 CONCLUSION

Morale is psychological concept. Morale is not a cause but rather the effect or result of
many going away. Morale is different from person to person, industry to industry, level of
education age, nature of work etc. Morale may be range from very high to very low. By this
study it is clear that various faction which influences morale and productivity of the employees
each as Social Security measures, welfare facilities, salary status, Bonus, heath condition, shift
system and recognition of work are getting much importance. To conclude employee morale
plays very important role in every organization. Good employee morale helps to success of the
organization. Unless an employee has poor morale if always a possibility of employee
disharmony and also affect smooth running of the organization.