Corrected Project

A STUDY ON EMPLOYEE MORALEWITH SPECIAL REFERENCE TO HOTEL PROMENADE, PUDUCHERRY.
Submitted by D.BALAMURUGAN REGISTER NO: 2009390478 Under the Guidance of Ms. G.AGALYA MBA Faculty, Department of Management Studies Manakula Vinayagar Institute of Technology, Pondicherry
for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
DEPARTMENT OF MANAGEMENT STUDIES (HRM)
PONDICHERRY UNIVERSITY DISTANCE EDUCATION PUDUCHERRY, INDIA

JUNE 2011
PONDICHERRY UNIVERSITY DISTANCE EDUCATION

DEPARTMENT OF MANAGEMENT STUDIES (HRM)
PUDUCHERRY, INDIA DEPARTMENT OF MANAGEMENT STUDIES

BONAFIDE CERTIFICATE
This is to certify that the project work entitled A STUDY ON EMPLOYEE MORALE WITH SPECIAL REFERENCE HOTEL PROMENADE., PUDUCHERRY is a bonafide work done by BALAMURUGAN.D [ REGISTER NO: 2009390478] for the award of Master of Business Administration by Pondicherry University during the academic year 2009 2011.
HEAD OF DEPARTMENT
GUIDE
TABLE OF CONTENTS
CHAPTER
ABSTRACT LIST OF TABLES I LIST OF CHARTS INTRODUCTION 1.1 Miles Stone 1.2 Profile of Organization 1.3 Corporation Vision 1.4 Production 1.5 Organizational Chart II III IV V VI VII VIII IX X XI NEED FOR THE STUDY REVIEW OF LITERATURE OBJECTIVES RESEARCH METHODOLOGY DATA ANALYSIS AND INTERPRETATION FINDINGS OF THE STUDY SUGGESTION AND RECOMMENDATIONS CONCLUSION LIMITATIONS SCOPE FOR THE FURTHER STUDY ANNEXURE
TITLE
ACKNOWLEDGEMENT
PAGE NO
ii iii iv v 1 2 3 4 5 7 8 28 29 33 64 65 66 67 68
ACKNOWLEDGEMENT
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I express my sincere thanks and deep sense of gratitude to our MANAGEMENT OF PONDICHERRY UNIVERSITY DISTANCE EDUCATION, Puducherry, to provide necessary and essential facilities to the degree I express my sincere thanks and deep sense of gratitude to our Head of Department of Management Studies for providing me with an opportunity to study and to do this report I express a deep sense of gratitude to my Guide Ms G.AGALYA, Lecturer, Department of Management Studies, for her encouragement, support and guidance to complete this project work successfully. I convey my heartiest thanks to Mr.V.A.Manimaran, Chief Operating in his esteemed organization. I express my sincere thanks to Mr.S.A.Ganesh, Manger-Admin., HOTEL PROMENADE, Puducherry, for guiding me in all the ways to do the project Finally, I express my sincere thanks and deep sense of gratitude to my parents and friends for giving timely advice in all the ways and in all aspects for doing the project Officer,
HOTEL PROMENADE, Puducherry, who kindly granted permission to do this project report
ABSTRACT
This study is an out come of the topic called A STUDY ON IMPORTANCE OF EMPLOYEE AND EMPLOYEE MORALE at HOTEL PROMENADE. The study is undertaken at metupallayam industrial sector area. The survey is carried out in the company called HOTEL PROMENADE. Modern managers and personnel administrators are greatly interested in fathoming and influencing the morale of the employees in such a way that it will contribute to the maximum effectiveness, growth, and progress of the organization. Contemporary personnel administration, particularly since the Second World War, is interested in designing programmes that help provide optimal employee morale. Though the term morale is frequently used, many would be at a loss to define what morale is. Simply put, morale is an attitude of mind or a state of mind of the employee, which has impact on the individual and company goals and purposes. Feelings, emotions, and motives combine to provide certain attitude and behavior on the part of the individual, which in turn represents the employee morale. The main objective of this study is to study the level of employee morale in the organization in order to know the companys the feel good factors and to identify the factors that leads to poor morale in the organization. The secondary objective of this study is to suggest the remedial measures based on the findings. Nearly 50 samples were taken to study the employee morale towards the organization. Primary data such as Questionnaire and Interview have been conducted to collect the data from the employees. Generally statistical tools such as Percentage method, Chi-square method and weighted average method have been used for analysis and interpretation. Through analysis and findings, it is found that the employees are facing the problems such as low pay, low monetary benefits, and less important to encouragement of new ideas and lack of transportation facility. Hence the recommendation such as increment in the present salary, bonus facility, and encouragement of ideas if it is valuable from the employees side, removal of personal bias and the clear cut passing of information to the employees has been given. Finally, this project gives a complete view of level of morale that prevails in the organization. High morale is preferable for every organization. If the level of employee morale is high in the organization then it could be possible for the management to put forth the best results from the employees.
LIST OF TABLES
Table no: 6.1.1. 6.1.2. 6.1.3. 6.1.4. 6.1.5. 6.1.6. 6.1.7. 6.1.8. 6.1.9. 6.1.10. 6.1.11. 6.1.12. 6.1.13. 6.1.14. 6.1.15. 6.1.16. 6.1.17. 6.1.18. 6.1.19. 6.1.20. 6.1.21. 6.1.22. 6.1.23. 6.1.24. 6.1.25. Gender Age Marital Status Educational Qualification Salary Range Experience of the employees Favorable factors that exists in the organization Unfavorable factors that exists in the organization Rating the job Type of communication Type of supervision Company reward to the employees Promotional opportunities Working Hours Approach of the organization Feelings of the employees about the present salary Employee Welfare Suggestion of new ideas Company policies Motivational tools by the company Reasons for retaining in the company Recreational Activities Type of problem exits in the organization Solving the problem by the company Type of grievance in the company Table Name Page No 33 34 35 35 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57
LIST OF CHARTS
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Chart. No 6.1.1. 6.1.2. 6.1.3. 6.1.4. 6.1.5. 6.1.6. 6.1.7. 6.1.8. 6.1.9. 6.1.10. 6.1.11. 6.1.12. 6.1.13. 6.1.14. 6.1.15. 6.1.16. 6.1.17. 6.1.18. 6.1.19. 6.1.20. 6.1.21. 6.1.22. 6.1.23. 6.1.24. 6.1.25. Gender Age Marital Status Educational Qualification Salary Range
Chart Name
Page No 33 34 35 35 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57
Experience of the employees Favorable factors that exists in the organization Unfavorable factors that exists in the organization Rating the job Type of communication Type of supervision Company reward to the employees Promotional opportunities Working Hours Approach of the organization Feelings of the employees about the present salary Employee Welfare Suggestion of new ideas Company policies Motivational tools by the company Reasons for retaining in the company Recreational Activities Type of problem exits in the organization Solving the problem by the company Type of grievance in the company
CHAPTER I
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INTRODUCTION
1.1 COMPANY 1.1.1 COMPANY MILESTONES:
June 2003 : ACT Commissioned with Two Injection Molding Machines October 2004 : Installed 5 more machines in 2004 January 2005: Commissioned Paint Unit in Chennai March 2005 : Achieved the Target of 1 Crore Turnover June 2005: Machine service and mold service facility installed January 2006: Fabrication of Plastic Chairs February 2007: Got ISO 9001:2001 Certificate
1.1.2 COMPANY PROFILE:

ACT is a prestigious manufacturer and supplier of industrial mouldings, commodity moldings, and automotive mouldings, machine parts painting, single point source for spares, etc. Initially started in Pondicherry, ACT soon expanded our operations to Chennai. ACT is one of the leading manufacturers and exporters of industrial moulding, commodity moulding, automotive moulding, machine parts painting, single point source for spares, etc. Established in July 2003 in Pondicherry, ACT soon expanded our operations and set up office in Chennai in March 2006. An ISO 9001: 2000 certified company for quality management system, ACT produce premium quality products for our distinguished customers. ACT has the technical expertise to produce innovative products. ACT has the caliber to deliver small batches for a large variety of application. Within a short span of time ACT have earned a strong foothold in the market. 8
1.1.3 TEAM
ACT has a team of expert professionals who strive to achieve customer satisfaction. ACT use the famous 5S methodology in our work culture. Our quality control department strives hard to sustain the same standards of high quality of the products
1.2.1 CORPORATE VISION

ACT envisage becoming a single source supplier of molding, painting requirements and any other outsourcing requirements
1.2.2 MISION
Building up high quality of performance with team spirit Meeting Customer Requirements by Zero defects Continual Improvement 1.2.3 CLIENTELE GM Pens International Private Ltd., (Reynolds,) Nilkamal Plastics Brite Brothers Private Ltd. Supreme Industries Private Ltd, TVS Sundaram Fasteners Limited, etc.
1.3. PRODUCTION
1.3.1 Manufacturing Capability ACT has total building area of 4500 sq. feet. ACT has the capability to store raw materials. Our manufacturing unit is designed in such a way that it has the capacity of processing plastic of 30 tons per month. 1.3.2 ABOUT INJECTION MOULDING The Injection molding machine converts granules are pelleted raw plastic into final molded parts via a melt inject and pack and cool cycle. A typical injection molding machine consist of the following major components Injection System Hydraulic system Mold system Clamping Control System 1.3.3 Industrial Molding Molded articles, like PPHP, PPCP, HIPS, ABS, PC, and NYLON. ( OEM )
1.3.4 Machine parts Coating

ACT offer a heterogeneous variety of coating techniques to serve our clients needs in economical and artistic manner. ACT apply finishes on products from phosphates, oil, paint, lacquer, and rust preventatives, to color coding by either bulk or other methods.
1.3.5 Bulk Coating

This is a cost-effective method of applying decorative and protective paint finishes to small parts, which lend themselves to one of these processes
1.3.6 Spray Coating:

Spray coating is a method through which can select the coating from a broad varity of colors and textures
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1.3.7 Power Coating It is the direct application of powdered paint on to a metallic part by charging the paint particles with electrostatic electricity, which is applied by a powder spray gun. These particles are attracted to the grounded part. The coated part is then heated to a degree, which when the paint particles melt, flow and are fused into a high quality uniform protective finish that is aesthetically pleasing any highly durable. Finishes utilizing this method are available in variety of colors and textures. Powder coatings offer Urethanes, Epoxies, Polyesters, and HiBrids, Full range of colors, glosses and textures. 1.3.8 Electrostatic Power Spray Conveyor System This system uses a powder spray booth and a curing oven connected by an overhead conveyor. The parts are suspended on racks on the overhead conveyor. These parts are then carried by conveyor to the powder booth for coating either manually or automatically and then to the oven for curing. The conveyor chain speed for is variable from 1 to 16 feet per minute to accommodate part size, mass and powder curing.
1.3.9 Single Point Source for Spares

ACT supply single point source for spares such as hydraulic, pneumatic, electrical & electronic spares with in 48 hrs. 1.3.10 Hydraulic and pneumatic
ACT supply components for horizontal pumps, vertical pumps, submersible pumps, submerged pumps (pump body, impellers, housing for the electric parts, command panels, venturi pipes, diffusers), filters for compressors, filter casings, non-return valves, thermometers for oil circuit manufacturing machines. Furthermore ACTsupply the folloing products mentions below. Rings Lock Tide Ring Core 11
Bearing Industrial & Automotive Oil Seals V- Belts Pulleys Sprockets Tapes and Couplings Hydraulic Hoses & fittings and repairs to valves, pumps and cylinders
ACT also stock hydraulic spares, which comprises of

Seal kits Seals (Individual) Pumps (complete) Pump Cartridges Pump Seal Kits Pump Shafts Pump Couplings Pump Valves (Proportional) Valves (Directional) Motors Check Valves Flow Control Valves Lubrication Parts Pressure Gauges Temperature Gauges 1.3.11 Pneumatic spares
ACT supply jack hammer / hand held rock drills in India. Our hand held drill machines are carefully designed and used for marble mines and construction sites in rocks. These machines drill vertically and horizontally.
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1.3.12 Electrical & electronic spares ACT also deal with diverse kinds of electrical and electronic spares such as EAPL, OMRON, PLA, LAKSHMI, SALZER, EMCO, PCB and Sensors.
1.4 ORGANIZATIONAL CHART
Managing Director
Chief Operating Officer
Admin.& Account Manager
Production Engineer
Maintenance Executive
Store & Dispatch Executive
Executive- QA & Customer Service
HR- Assistant
Supervisor Production
Electricians
Store Assistant
QAInspectors
Operators
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CHAPTER - II
NEED FOR THE STUDY
The success of any manufacturing organization depends largely on the workers. The employees are considered as the backbone of HOTEL PROMENADE. The study was mainly undertaken to identify the level of employee Morale. Once the levels of Employee Morale are identified, it would be possible for the management to take the necessary action to improve in getting highly sophisticated products. Since they are considered as backbone of the Company, their progression will lead to the success of the Company. This study is required by every organization as the employees attitude towards the work and management can be identified and understood. This study can be helpful to the management to identify the key factors with the help of suggestions and recommendations prescribed in the project. This study can serve as a basis for measuring the organizations overall performance in terms of employee satisfaction. The need of this study can be recognized when the result of the related study require suggestions and recommendations to the similar situation. This study can be helpful to identify the kind of supervision that exists in the organization.
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CHAPTER - III
LITERATURE REVIEW
3.1 Introduction on Employee Morale
Modern managers and personnel administrators are greatly interested in fathoming and influencing the morale of the employees in such a way that it will contribute to the maximum effectiveness, growth, and progress of the organization. programmes that help provide optimal employee morale. 3.2 Meaning Though the term morale is frequently used, many would be at a loss to define what morale is. Simply put, morale is an attitude of mind or a state of mind of the employee, which has impact on the individual and company goals and purposes. Feelings, emotions, and motives combine to provide certain attitude and behavior on the part of the individual, which in turn represents the employee morale. Morale is a relative concept. When an employee has few frustrations he has high morale and when he has many frustrations or deep frustrations, he has low morale. In order to understand morale, we may study two terms; Attitude and Behavior. Attitude: Attitude can be either favorable or unfavorable concerning objects, people or events. It shows how one feel about something or some one. Attitude is related to the value but is different from value. Behavior: Attitude and Behavior are related. This relationship is influenced by Contemporary personnel administration, particularly since the Second World War, is interested in designing
moderating factors such as specificity, social pressure and experience. Many Attitude Behavior (A-B) studies have yielded positive results but found weak unless moderating factors makes adjustments. There is yet another reverse approach of Behavior-Attitude (B-A) studies to examine whether behavior can influence attitude. The results show strong positive correlations. This view is called self-perception theory 15
The term morale is not very specific. Like the word health, it conveys different meanings to different people. It has been defined in many ways, but all the definitions stress upon attitude towards work for the achievements of organizational objectives.
3.3 Definitions Morale is the state of mind and emotions, affecting the attitude and willingness to work, which in turn affects individual and organizational objectives. Theo haiman A mental condition or attitude of individuals and groups which determines their willingness to cooperate with others to meet organizational objectives. - Flippo A mental condition of groups and individuals, which determines their attitude. - Davis
3.2.1 NATURE 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. 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. There is no 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.
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Morale is a group phenomenon consisting of a pattern of attitudes. It is the sum total of employees attitudes, feelings and sentiments. Morale is an indicator of attitudes of employees towards their jobs, supervisors, work environment and the organization. Morale is a byproduct of group relationships. It reflects the degree of willingness and enthusiasm with which the members of group carry out their assignments. Morale is dynamic in nature. It cannot be developed overnight. Manages have to make continuous efforts to build and maintain high out their organization. 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 intangible and, therefore, it is very difficult to measure the degree of morale accurately. But it can be judged from employee absenteeism and turnover.
3.4 MORALE AND MOTIVATION

Morale should be distinguished from motivation. Though both are cognitive concepts, they are quite different from each other. Morale is a composite of feelings, attitudes and sentiments whereas motivation is the process of stimulating people to work for the achievement of desired goals. Morale is a group of phenomenon; motivation is largely an individuals willingness to work. Morale is a function of needs and drives. Morale is concerned with mobilization of sentiments but motivation is concerned with mobilization of energy. However, morale reflects motivation and motivation provides potential for raising morale.
3.5 SIGNIFICANCE OF MORALE

Military authorities consider morale as the most important factor in winning war. According to Napoleon, in war, morale conditions make up three-quarters of the game; the relative balance of manpower accounts for the remaining quarter. 17
Morale is equally important in business enterprises. It is a vital ingredient of organizational success because attitude and sentiments greatly influence productivity and satisfaction of individuals. When the morale of employees in an organization is high, they cooperate fully with the management towards the achievement of organizational objectives. It will lead to enthusiasm among the workers for better performance. High morale is indispensable for efficiency and effectiveness of the organization in the long run. It makes people committed to the organization. High morale is indeed a manifestation of the employees strength, discipline, confidence and devotion. High morale leads to the following good discipline, high degree of interest of the job, loyalty to the organization and High performance. Low morale indicates the following: Unrest among the employees Hampers production and productivity Leads to ill health of employees High rate of absenteeism and grievances. Excessive and friction among workers. Lack of discipline
Antagonism towards the organization Low quality and quantity of output Resistance to change. Low morale can be fatal to the organization. In order to avoid the evil consequences of low morale, every manager should attempt to build high morale of his subordinates. For this, he requires accurate and up-to-date knowledge of changes in their attitudes and
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behaviour. It should be noted that high morale cannot be purchased; it has to be created by developing conditions favourable to it.
3.6 MORALE AND PRODUCTIVITY

It is generally assumed that morale and productivity go hand in hand, i.e., there is a direct and positive correlation between them. Even now many managers believe that higher the morale higher the productivity and vice versa. However, this is not true in all cases. In general, there is some positive correlation between morale and productivity but they are not absolutely related. They may not increase in the same proportion. For instance: an increase of 10 percent in morale does not necessarily lead to a proportionate increase in productivity. It is quite possible that morale may increase with either favourable or unfavorable shifts in productivity. Morale is only one of the factors influencing productivity. Many other factors like technology, style of supervision, employee training, etc, also influence productivity. There are four possible combinations of morale and productivity as shown in the below figure.
HIGH PRODUCTIVITY HIGH MORALE HIGH PRODUCTIVITY LOW MORALE HIGH PRODUCTIVITY
HIGH MORALE LOW PRODUCTIVIY
LOW MORALE LOW PRODUCTIVITY
LOW PRODUCTIVITY MORALE PRODUCTIVITY MATRIX
High productivity goes with high morale when the workers are highly motivated, the supervision is considerate and workers are well trained. This is ideal state of affairs and leads to the optimum utilization of human resources. An exactly reverse situation is that of low morale and low productivity. High morale is associated with low productivity when the employees are merely happy but they are not properly motivated to work. Inefficient supervision, faulty materials, 19
outdated technology and low degree of employee skills may be other causes of low productivity. Workers may derive social satisfaction by conforming to group norms which restrict productivity. Low morale may be associated with high productivity when management uses strict supervision, punishments against low productivity. But this situation cannot be sustained for long because the will to work is low.
3.7 BUILDING A HIHG MORALE

Morale building is a dynamic and perpetual exercise. It is the responsibility of every manger. Both individual and collective efforts required to develop and maintain high morale. The following suggestions may be followed in order to improve morale in the organization. 1. Two way communication There should be a two way communication between management and workers. The workers should be kept fully informed about the policies and programmes of the organization. But more important than this is upward communication through which workers can express their doubts and seek clarification. For this purpose, effective suggestion schemes and grievance handling procedure should be created. Managers can also have informal discussions with the workers. 2. Human relations approach Human relations approach suggests that individual should be treated as human being. No individual or group is more important than others. Therefore the contribution of each individual should be recognized. Trustful and cooperative relationships should be created among employees. They should be given the opportunity to develop to their fullest potential.
3. Job enrichment Workers should be given challenging and exciting tasks to perform. Job enrichment helps to avoid monotony, fatigue and disinterest among employees. Their attitudes towards work become more positive.
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Moreover, workers should be given proper training so that they may perform their jobs without frustration and get job satisfaction.
4. Management of attitudes. Morale is a contagious in the sense that people learn from each other. Moreover the attitudes of a manager very often influence the attitudes of his subordinates. Therefore, a manger should become the master of his own attitudes before trying to cultivate favourable attitudes among his subordinates. The first line supervisor is a key figure in morale building because his morale has a multiplier effect on subordinates. Persuasion and genuine concern for people are more effective in raising morale than threat or punishment. 5. Incentives schemes There should be an effective incentive system to provide financial and non-financial awards to employees who perform well. The discipline rules must also be clear. 6. Workers participation in management. Management should allow workers a say in the decision making process. They should be consulted and taken into confidence before a change which affects them is introduced. This will help to improve their enthusiasm in implementing decisions. Joint consultation and collective bargaining are useful in resolving conflicts in the organization. 7. Welfare measures. Employee welfare schemes like housing, medical benefits, education facilities for children, canteens, sports clubs, credit facilities, safety measures, etc., are very helpful in developing positive attitudes among employees. These schemes reflect managements interest in workers welfare.
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Management should also encourage social activities among workers to improve group cohesiveness and morale. The most important thing is that, the management should provide such welfare measures which are found to be suitable one. This suitability will enable the employees to get involved with the work environment. 8. Providing appropriate leadership Leadership behaviour of supervision plays a significant role in building morale. It includes managerial awareness of morale as an ingredient of organization effectiveness. A manager who treats group as a unit of supervision is likely to be more successful in building morale as compared to the one who deals with them as individuals. It needs recognition on his part that group have their own goals just as the company has its goal. If managerial policies and practices threaten or defeat group goals, the group goal, the group may still have high morale if it can retain its cohesiveness, but is not likely to cooperate with management in achieving its goals including productivity. At the same time, the supervisor has been under pressure, more so in recent years, from union, staff experts, legal requirements, etc. As a result, supervisory morale is often low. As a precondition to building organizational morale, it is essential that supervisory morale should be built up by paying attention to their security, social and psychological needs. 9. Working with informal leaders. Every work-group has its own leaders, called the informal leaders. They pay an important role in group effectiveness as a manger plays in his units effectiveness. Management will find it extremely difficult to build morale and get higher productivity form the group without the active cooperation of its informal leaders.
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A manager can either fight the informal organization and its leaders or work with them. If the informal leader fails to get recognition by working with management, he will get it by working against management.
3.8 MEASUREMENT OF MORALE

With increasing management sensitivity to morale as an intervening in organizational effectiveness, more and more companies are resorting to the use of morale. Morale, by definition, can be interpreted to be high or low; operationally speaking, it is a relative concept. Since there cannot be an accurate standard with which to compare models, all that its measurement can accomplish is to measure change in morale at a point of time as compared to some previous point of time. Many management use intuitive methods to get a feel of morale but this method is not only highly subjective but also impractical for large and complex organization. Some companies attempt to infer morale from various employee records, such as records of grievances, absenteeism, turnover, tardiness, accident rate, etc. Attempts to combine these indicators into an index have not met with success. Moreover, this approach to measurement of morale can give an idea of the state of morale during some past period, and nothing much can be done about it at the time when it is uncovered. It precludes the preventive approach.
3.9 ATTITUDE SURVEY Use of attitude survey techniques has gained wider acceptance during recent years, but the number of companies using it is still relatively small. The attitude surveys for morale measurement are generally made through questionnaires. It is frequently combined with observation and depth interviewing.
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Most of the attitudes surveys combine both personality variables as well as situational variables. Personality variables focus on personal characteristics of employees which influence their attitudes, and situational variables relate to elements in the work situation and company environment that affect attitudes. Generally personal interview gives exact information. But sometimes researcher found it difficult to collect the information or data from certain uncontrollable and unpredictable behaviours. 3.10 PROBLEMS WITH SURVEYS Before any attitude survey is made, it should gain the acceptance of management as well as the employees. Two important questions to be considered at this stage 1. Who will know the results of the surveys? 2. Does Management seriously plan to take measures to improve morale? Management wants to know what employees think but is often reluctant to let them know what they think. It apprehends that if employees as a group or the union come to know the result of attitude survey. It may make them more aware of the unsatisfactory aspects of their environment in general and working conditions in particular. This may lead not only to pressure on management to take corrective action but also result into further determination if adequate corrective measures are not taken to improve the situations. It may as a consequence lead to an increase in grievances, absenteeism and tardiness. Often measures required to improve morale involve changes in managerial policies and leadership behaviour and also an increase in wage bill if one of the causes of low morale is inadequate or uncompetitive wage rate, an unsatisfactory incentive scheme or fringe benefits. All these, if introduced may not only involve a major departure from existing policies and practices which may be slow to bring about, but it may also increase employee influence in future policies and practices. For all these reasons management is often reluctant to communicate the results of attitude survey to employees and their unions.
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On the other hand, one of the fundamental principles of any kind of morale survey is to communicate its result promptly to all those who are concerned with it. If this is not done, it may add one more dimension to worker dissatisfaction and adversely affect their morale. Sometimes the researcher faces unpredictable behaviour in which he finds very difficult to collect the data or information. So here the researcher tries to get that information which he finds convenient for that respondent.
3.11 KEY ISSUES IN BOOSTING EMPLOYEE MORALE

Appreciation
Research shows that people often leave an employer because they haven't received the recognition they want, or feedback on how they are doing. Perhaps the first step in creating an atmosphere that will motivate employees is expressing appreciation. Supervisors should commend progress toward agreed-upon goals in a continual and consistent manner. Remember to express your appreciation for the invisible people, the receptionist, the janitor, the payroll clerk as well as the stars. These employees all need to be singled out from time to time and commended for their efforts in keeping the company running smoothly.
Show pride in your staff

You might reprint an article that quotes an employee and send it to interested customers. Publish news about an employee's participation in a trade or professional And post copies of letters of appreciation to association in your company newsletter. personnel on the staff bulletin board
Celebrate successes
When people work hard to complete a project, make sure their accomplishments are acknowledged before tackling the next challenge. Celebrating today's win provides the inspiration for tomorrow's effort.
Involvement
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People want to feel involved in their jobs and important to the success of their companies. They are closest to the work for which they are responsible, and know how it can most effectively be done. Supervisors can motivate staff by asking them to set their own job goals and suggest better ways to do things. Supervisors should prove themselves as participative one. Which in turn enable them to identify the actual problem from the employees regarding their work.
Cooperation
Management should maintain a proper cooperation among the employees. This can be done by showing a proper path towards the organizational goal.
Social Environment
A company's reputation rests on more than just the quality of its products. People judge firms by their philosophy and level of customer service, their involvement in community activities and their commitment to moral, environmental and even political issues.
Management Concern
People appreciate help on personal problems, and want the boss to care about them as individuals. Today's manager must invest a significant amount of time in advising, counseling, coaching, training and listening. Employees who are helped to perform will feel better about themselves and the company for which they work. Managers often worry that staff members don't want them "interfering" in their private lives, but when people are hurting they appreciate whatever assistance is offered. Supervisors are often among the few people who can influence an employee who needs mental health counseling, or should attend a drug or alcohol clinic. Often people need assistance, as well as confidentiality, to use these facilities. Managers can also help workers find child care facilities, legal specialists and other professionals. It's not unusual for employers to pay for some of these services, advance 26
paychecks and commissions, or grant special leaves of absence to help valued employees through periods of personal difficulties Some firms allow employees to use company equipment or facilities during nonbusiness hours. For example, workers may use company trucks to move furniture, borrow shop tools over a weekend to work on home projects, or use the photocopy machine at night to reproduce a community newsletter. Concern for your employees, as well as your liability, mandates a healthy -- not just a safe -- workplace. If a safety inspector stopped by tomorrow, what infractions would be found? Even the most conscientious company can let conditions deteriorate. And employees can get careless about wearing earplugs and safety glasses just as managers can get lax about enforcing the use of safety devices. If your people are working in areas that cannot be kept dust and odor free (as in some production facilities), they should have breathing masks and "clean" rooms. Employees appreciate your concern for their health and safety. Concern for your employees as important as your goals. Hence appropriate concern should be given so that employees can work with zeal to achieve the organizational goal
Management Loyalty
If you expect your people to be loyal to you, you have to be loyal to them. That means avoiding layoffs as much as possible, backing up personnel when they need help in dealing with customers or suppliers, and understanding when they make an honest mistake. Make it clear to employees from the very beginning, advises management consultant Fournies, that they will never be ridiculed or punished for well-intentioned actions. If there's a difference between how you want employees to treat customers and how they actually do treat them, you might look to see if there's a similar difference in how you treat your workers. Preaching attentiveness to customer needs is hollow if the needs of your own staff are not given equal priority.
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Working Environment
The physical place in which people work says a lot about the organization, its values and its policies. Employees are more productive when their environment is comfortable, pleasant, and efficiently organized for the tasks to be performed. As you arrive tomorrow morning, look objectively at your neighborhood, building, entrance area and the individual offices. You may be unpleasantly surprised at what you see. And look again on the way home, especially at the parking areas and walkways employees have to traverse if they work until after dark on a winter's night.
Respect
While working with your people as a group, never forget that each of them is an individual. While they see themselves as part of the team, even more importantly, they see themselves as individuals. Value all employees for who they are, and recognize the contribution each person makes to the overall organization. Make sure all guidelines for staff behavior are reasonable and appropriate. While employee input takes time, it is usually more efficient to have staff participate in formulating workplace rule Shan to constantly have to reinforce compliance with unpopular regulations. When you make a policy ruling, explain its purpose and enforce it fairly. Periodically your employees are going to disagree with your decisions. But whether those disagreements result in stalled productivity depends less on the decision than on how it is explained and carried out. When you take the time to explain your decisions, and listen carefully to people's responses, you are acknowledging their importance in bringing about the desired outcome. Another advantage of listening to employees when they disagree with your instructions, as Fournies points out, is that they may be right.
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If important tasks go undone, Fournies counsels that for the most part, this situation is not that employees are not working. Instead, they are simply working on what they think is important in contrast to what the manager thinks is important. Fournies suggests assigning priorities to tasks as you delegate them to employees, and explaining why some tasks are more important than others. If priorities should change, let staff know immediately. And avoid the tendency to label numerous tasks "top priority," or this designation will lose importance. Don't swear. Profanity makes many people uncomfortable; they find it difficult to respect someone who curses, and hard to believe that person respects them. Be fair and honest with everyone. You can't expect your employees to believe you are honest with them if they see you cheating on your suppliers. Tactful discipline is a key issue for employees. While workers respect a policy calling for a reprimand when work is not up to par, or company rules are broken, they still expect to be treated with respect. A reprimand should be private rather than public, and should address the specific fault rather than the person's character. Provide each supervisor with clear guidelines for disciplining employees, and insist they be applied without favoritism. A well-planned policy prevents capricious actions, and ensures that your disciplinary process will stand up in court. Showing that you respect your people will help build a team with the knowledge, skills and attitudes to perform at the high level of production which will accomplish your organization's mission. The business that conscientiously tries to meet these employee needs will build a loyal and self-motivating staff. "You have to inspire people by giving them a good place to work and good work to do, and letting them motivate themselves," maintains Herman. "Recently the owner of a chain of floral shops told me a competitor had tried to recruit his top designer by offering her considerably more money than he was paying. She turned the competitor down saying, "I like it here. I've got flexibility. Our views are compatible with what's important to me. I'm appreciated."
29
Herman warns that despite the best of intentions in creating an optimal working environment, not every employee will respond the same way to everything you do. "A good leader should focus on treating each employee not equally, but fairly. More than ever before, we are leading a workforce of individuals. It is essential we recognize that and appreciate their differences." People are hungry for opportunities to grow into their jobs. They crave advancement, both in position and stature, and in responsibility and opportunity. Appreciation of difference will make a difference in performance and thoughts of the employees. It will boost up the performance and efficiency to an extent that they will try to better always than the previous one.
Everyone Needs Attention

It's important to tailor the recognition program to what motivates your employee base. Workers who put in long hours on a successful project, for example, may be motivated by getting extra time off. Personnel working in companies where top management is not highly visible may value a handwritten thank-you note from the president. Those who work the night shift or behind the scenes may be inspired by having their picture on poster that is prominently displayed. Recognizing and rewarding employee contributions through recognition programs can be an excellent way to boost productivity and morale. In addition, they reinforce specific behaviors and types of performance the company values, such as innovation or good customer service.
30
ARTICLES&JOURNALS
ARTICLE NO: 1 Gioia, Joyce L., Spotlight on Employee Morale. Managers Legal Bulletin, Vol.16, No.17, March 1, 2002.
Boosting employee morale is often a lot easier said than done1. And with concerns over economic fluctuation, terrorism, anthrax, and racism dragging employees down, keeping the self-esteem, morale and retention of employees high may seem like a daunting task. One of the easiest and most effective ways to foster positive employee attitudes is to create an optimum-working environment with in each department. Morale exists when people know their jobs and how their job compliments jobs of everyone else. They focus on working together to accomplish the mission of the business. Another indication of high morale is where people in the organization see action required and willingly sacrifice their goals for the foals of others and the organization. In these businesses the customer does not come first; the customer is first. Characteristics existing in high morale organizations.
ARTICLE NO: 2 According to Joyce L. Gioia 5, President of the GERMAN,TRENDS IN EMPLOYEE

MORALE
31
To create an optimum work environment that keeps employees smiling by embracing positive attitudes, managers and supervisors must engage in: First, give the employees the big picture; the employee should know how the department contributes to the company or organizations as a whole. Employees need to feel that they are important to the success of their employer. Second, look closely at the workplace culture. This includes both the physical and mental environments. Employees want to work in departments that embrace communication and growth as well as that are physically comfortable. Third, employees need a sense of belongingness which will increase the positive employee morale factors. But this can be improved by providing participative management approach and supervision.
ARTICLE NO: 3 Ransom, W. J. Ransom & Associates, Building Employee Morale, September 6, 1995, pages 1-2.
High morale makes everything possible and poor morale makes nothing work right says William J. Ransom 2 president of Ransom & Associates, a management advisory firm.
Grant workers more and more responsibility for the performance and quality of their jobs. Empower them to satisfy customer requirements in order to retain them as repeat customers.
Reward workers for exceeding the expectations of their job, contributing to product and service improvements and reducing costs without lowering quality. Give workers, without fear of any reprisal, the right to have their grievances seriously considered and acted on by management in a reasonable time. Even in high-morale organizations, people will have differences. When differences arise, the faster the issue is settled the lesser the disruption to the organization. Employee morale may range from powerful to destructive. It is the mental attitude employees have toward their organization, coworkers and their jobs.
32
In managements thinking, wages and job security always materialize as a major factor when in reality employees ranked a full appreciation for the work they do and the feeling of being in on things as the highest motivational factors.
Wages are important only when they do not satisfy the basic needs of the worker. Pay a competitive wage and appreciate the workers accomplishments to build morale.
ARTICLE NO: 4 According to P. Kelley 3,

A researcher for the Institute for Employment Studies (IES), the economic fluctuation downsizing of employing organizations has become widespread. The experience of living with the possibility of redundancy, and watching others leave has become part of the working experience of many employees. IES examined this issue with the help of major employee organizations, through workshops, and structured discussions. The outcome is a report, which examines the nature of the concern about maintaining morale during downsizing and how organizations are addressing this concern. ARTICLE NO : 5
Johnson, Employee Morale during Downsizing, IES Report 291, 1995, page1.
Morale is not a simple concept. Of course employees will feel unsettled during downsizing. However, just accepting low morale as an inevitable consequence may determine the very productivity gains intended by the change. So employers should seek to minimize the unwanted impact of economic fluctuation. They also need to recognize the extent to which the manner of managing such change affects how employees feel about the change, and their future relationship with the organization. Downsizing can threaten employees sense of well being in several ways. They may see the organization as having behaved unjustly or unfairly. They obviously feel less secure. They also lose the belief that their contribution to the organization will be rewarded in the future. These responses may easily threaten organization performance. ARTICLE NO: 6 33
According to P. Kettley, It is difficult to target interventions with any precision to influence morale. Hence he has identified several broad kinds of action that he was as particularly relevant. Communicating with employees during economic fluctuation is vital. Conveying the reasons for a painful change is central. Employees need to understand the business reason for reduction of headcount, and how the change will be managed. Breaks in communication are seen as sinister, and lead to rumors. Attempts to deny the reality of the painful aspects of the change are seen as insensitive. So communication has to be honest in dealing with the negative feelings of employees. It is important to communicate throughout the period of change, not just at the beginning. Giving direct support to the survivors as well as the victims of downsizing leads to types of interventions. They may address such areas a stress Management and Career Counseling. Organization development initiatives may be used to try and improve the effectiveness of the emergent organization. They may include work to rebuild relationships between and within groups and departments, often through team building activities. Enhanced access training and work experience may be needed to help staff adjust to new job demand. Performance management often needs attention to ensure that staff feels that the new demands are realistic in terms of the reduced staff resource. They also need to be clear of what is expected of them in the new organization. The employees relationship with their line managers may have a significant effect on how well they cope. For line managers to support staff effectively at a time of difficult change, they in turn have to feel as though they know how to handle queries and problems. ARTICLE NO: 7
According to Justin Fernando, A researcher in American R & D institute

Evaluating the success of attempts to influence morale during downsizing is not easy. It is natural tendencies not to want ask people how they are feeling when you anticipate negative responses. Also we know relatively little about cause and effect in the area of morale. Ownership of the issue may be difficult to establish senior management itself often being in a state of flux during periods of downsizing.
34
Many managers believe or like to believe that the general level of stag morale is outside their control. There are indeed man limitations to controlling morale including variation in individual response, the impact on individuals of what they see happening to other employees, and the variation in response over time. Separating the impact of different interventions can be difficult, and downsizing is seldom the only organizational change going on. In spite of the difficulties of evaluating the impact of specific responses on morale, organizations are using a range of measures to monitor some of the outcomes of morale. For example, staff turnovers, absences from work and performance indicators are often monitored numerically.
CHAPTER - IV
OBJECTIVES OF THE STUDY
4.1.1 PRIMARY OBJECTIVE
To study the level of employee morale at HOTEL PROMENADE.
4.1.2 SECONDARY OBJECTIVES

To assess and evaluate the employee morale in general there by to assess the feel good factors and feel poor morale in the organization. To recognize the attitude of the employees towards the various facilities provided by the organization. To identify the kind of supervision that exists in the organization. To know about the monetary and non monetary benefits used by the organization to encourage the employees. To suggest the remedial measures to improve employee morale.
35
CHAPTER - V
RESEARCH METHODOLOGY
5.1 RESEARCH DESIGN A research design is the arrangement of conditions for collection and analysis data in a manner that aims to combine relevance to the researcher purpose with economy in procedure. It constitutes the blueprint for the collection, measurement and analysis of data. As such the design includes an outline of what the researcher will do form writing the hypothesis and its operational implication to the final analysis of data. More explicitly, the design decisions happen to be in respect of ; What is the study about? Why is the study being made? Where will the study be carried out? What type of data is required? Where can the data are found? What periods of time will the study include? 36
What will be the sample design? How will the data be analyzed? In what style will the report be prepared? What techniques of data collection will be used? The Research Design undertaken for the study is Descriptive one. A study, which wants to portray the characteristics of a group or individuals or situation, is known as Descriptive study. It is mostly qualitative in nature. The main objective Of Descriptive study is to acquire knowledge. 5.2 TYPES OF DATA COLLECTED Primary Data Primary Data was collected through personal Interview. The structured interview schedule was drafted to get information regarding the employee morale at ACT Private Limited. The structured interview schedule contains 23 questions, which included both openended and closed-ended questions. Most of them were all of multiple choices in nature. The interview was conducted in English and Tamil. Proper care was taken to frame the interview schedule in such a manner it should be easily understood in view of educational level of the employees. Secondary Data Secondary data was collected from various published books, Journals, Periodicals and Company Records. 5.3 QUESTIONNAIRE CONSTRUCTION Questionnaires were constructed based on the following types Open ended questions Close ended questions Multiple choice questions
5.4 DEFINING THE POPULATION
37
From the statistical point of view, the term Universe refers to the total of the items or units in any field of inquiry, whereas the term population refers to the total of items about which information is desired. The population can be finite or infinite. The population is said to be finite if it consists of fixed number of elements so that it is possible to enumerate it in its totality. For instance, the populations in the city, the number of workers in a factory are examples of finite population. Hence in this study finite population has been taken. It consists of 53 workers.
5.5 SAMPLING PLAN

A sampling plan is a definite design for obtaining a sample from the sampling frame. It refers to the technique or the procedure the researcher would adopt in selecting some sampling units from which inferences about the population is drawn. Sampling design is determined before any data are collected. Convenient Sampling technique was adopted. In this method the researcher select those units of the population in the sample, which appear convenient to him or the management of the organization where he is conducting research.
5.6 SAMPLE SIZE

Nearly 50 samples have been taken from the total population.
5.7 FIELD WORK

The field work was carried out at HOTEL PROMENADE., Metupallayam Industrial Estate.
5.8 PERIOD OF SURVEY

The survey was carried out from January 12, 2007 to February 12, 2007. 5.9 DESCRIPTION OF SATISTICAL TOOLS In order to come out with the findings of the study, the following statistical tools have been used, 38
Percentage method Chi-square method Weighted average method
5.10 PERCENTAGE METHOD

In this project Percentage method test is used. It can be calculated in the following way. Percentage of Respondent = No of Respondent Total no. of Respondents x 100
5.11 CHI SQUARE ANALYSES The test used in the analysis was Chi-square test. Karl Pearson in 1990 developed a test for testing the significance of discrepancy between experimental values and theoretical values obtained under some theory or hypothesis. This test is known as Chi-Square test of goodness of fit. Formula X2 O E
=
(O-E)2 E Observed frequency Expected frequency
= =
Chi- square is used to test whether differences between observed and expected frequencies are significant or not. 5.11 WEIGHTED AVERAGE METHOD: Weighted average can be defined as an average whose component items are multiplied by certain values (weights) and the aggregate of the products are divided by the total of weights. One of the limitations of simple arithmetic mean is that it gives equal importance to all the items of the distribution. In certain cases relative importance of all the items in the distribution is not the same. Where the importance of the items varies. It is essential to allocate weight applied but may vary in different cases. Thus weightage is a number standing for the relative importance of the items.
39
CHAPTER VI
DATA ANALYSIS AND INTERPRETATION
6.1 PERCENTAGE METHOD - GENERAL INFORMATION TABLE NO.6.1.1 GENDER OF THE EMPLOYEES
Gender Male Female Total Inference:
No. of Respondents 36 14 50
Percentage
72 28
100
From the above given table it is inferred that 72% of the employees are male and 28% of the employees are female.
CHART NO.6.1.1
40
100
80
72
60 % 40 28 20 0 Male Female
TABLE NO: 6.1.2

AGE WISE CLASSIFICATION OF THE RESPONDENTS
Age Less than 30 31 - 40 41- 50 More than 50 Total Inference:
No. of Respondents 23 13 8 6 50
Percentage
46 26 16 12
100
Above table states that 46% of the respondents are of less than 30 years of age, 26% of the respondents fall between 31 40 years, 16% of the respondents fall between 41- 50years and 12% of the respondents are of more than 50 years of age.
CHART NO: 6.1.2

41
> 50 12%
41- 50 16%
< 30 46%
31 - 40 26%
TABLE NO: 6.1.3 MARITAL STATUS OF THE EMPLOYEES
Marital Status Single Married Total Inference:
Percentage
48 52
100
The above table depicts that 52% of the respondents are married and 48% of the respondents are not married.
CHART NO: 6.1.3
42
100
80
60 % 48 40
52
20 0 Single Married 0
TABLE NO: 6.1.4 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Educational Qualification 10th HSC Diploma UG PG Total Inference: The above table states that majority (64%) of the employees have passed only 10th standard, 22% of the employees have completed HSC, 8% of the employees posses, 4% of the employees posses diploma and the remaining 2% of the employees posses PG degree. No. of Respondents 32 11 2 4 1 50 Percentage
64 22 4 8 2
100
43
CHART NO: 6.1.4
100
80 64 60 % 40 22 20 4 0 10th HSC Diploma UG PG 8 2
TABLE NO: 6.1.5 CLASSIFICATION OF SALARY

4040 Salary Range Less than 1500 1501-2000 2001-3000 More than 3000 Total Inference: The table shows the classification of salary of employees. It states that 42% of the respondents receive between Rs.1501-2000, 26% of the employees receive less than Rs.1500, 20 % of the employees receive between Rs.2001 3000 and the remaining only 12% of the employees receive more than Rs.3000 as their salary. No. of Respondents 13 21 10 6 50 Percentage
26 42 20 12
100
44
CHART NO: 6.1.5
100
80
60 % 42 40 26 20 20 12
0 Less than 1500 1501-2000 2001-3000 More than 3000
TALBE NO: 6.1.6 EXPERIENCE OF THE EMPLOYEES
Experience Less than 1 year 1-3 years less than 3 years Total Inference:
No. of Respondents 15 27 8 50
Percentage
30 54 16
100
The above table mentions the experience of the employees in ACT. It depicts that 54% of the employees have working experience between 1- 3 years, 30% of the employees have less than 1 years of experience with company and 8% of the employees have less than 3 years of experience.
CHART NO: 6.1.6

45
100 80 60 30 40 20 0 16
54
Less than 1 year
1-3 years
less than 3 years
TABLE NO: 6.1.7 FAVOURABLE FACTORS IN ORGANIZATION

Favorable Factors Good Working Condition Job Security Team Spirit Monetary Benefits Others Total Inference: The above table gives importance to favourable factors that exists in the organization. It shows that out of 100% of the employees, 38% of the employees consider job security as their favourable factor in the organization, 34% of employees believe working condition as their favourable factor, 16% of the employees feel team spirit as their favourable factor, 8% No. of Respondents 17 19 8 4 2 50 Percentage
34 38 16 8 4
100
46
of the employees consider monetary benefits as favourable factor and the remaining 4% of the employees have responded about the other types of favourable factors.
CHART NO: 6.1.7
100 80 60 40 20 0 34 38 16 8 4
Others
Good Working Condition
Job Security
Team Spirit
Monetary Benefits
TABLE NO: 6.1.8 UNFAVOURABLE FACTOR IN ORGANIZATION

Unfavorable Factors Poor Working Condition Job Insecurity No Team Spirit Low Monetary Benefits Others Total Inference: The table states low monetary benefits as the unfavorable factor that exists in the organization as per 44% of the respondents, No team spirit as per 18% of the respondents, Job insecurity as per 10% of the respondent, Poor working condition as per 6% of the respondents and other favourable factors as per the remaining 22% of the employees. 47 No. of Respondents 3 5 9 22 11 50 Percentage
6 10 18 44 22
100
CHART NO: 6.1.8
100 80 60 40 18 20 0 6 10
44 22
P oor Working Condition
Job Insecurity
No Team Spirit
Low M onetaty Benefits
Others
TABLE NO.6.1.9 RATING OF JOB

Rating of Jobs Challenging Interesting Creative Poor Total Inference: The above table shows that Out of 100% of employees 54% of the respondents have rated their job to be interesting, 20% of the respondents have their job as interesting one, 16% of the respondents as creative one and the remaining10% of the respondents as poor one. No. of Respondents 10 27 8 5 50 Percentage
20 54 16 10
100
48
CHART NO: 6.1.9
100 80 54 60 40 20 0
20
16
10
Challenaging
Interesting
Creative
Poor
TABLE NO: 6.1.10 TYPE OF COMMUNICATIONS
Communication Top to Bottom Bottom to Top Horizon others Total Inference:
Percentage
66 4 28 2
100
From the above table we can conclude that 66% of the respondents feel that topbottom type of communication exists in their organization, 28% of the employees feel the organization has Horizontal communication, 4% of the employees feel that the organization has bottom to top level of communication and the remaining 2% feel that the organization has combination of above types of communication.
49
CHART NO: 6.1.10
100 80 60 40 20 0 4 28 66
2
Horizon others
Top to Bottom
Bottom to Top
TABLE NO: 6.1.11 TYPE OF SUPERVISION

Supervision Participative Authoritative Directive Others Total Inference: The table throws a light on the type of supervision in organization. It shows that according to 44% of the employees, the organization has participative type of supervision, 34% of the employees say that it has authoritative type of supervision, 16% of the employees points out to the directive type of supervision and the remaining 6% of the employees consider the organizations as the mixture of all types of supervision. No. of Respondents 22 17 8 3 50 Percentage
44 34 16 6
100
50
CHART NO: 6.1.11
Others 6% Directive 16% Participative 44%
Authurotative 34%
TABLE NO: 6.1.12 COMPANY REWARD
Reward Yes No Total Inference:
Percentage
88 12
100
The above depicts the opinion about the companys reward when the target is achieved. It states that 88% of the employees feel their company rewards them when a target is achieved and the 12% of the employees feel that their company doesnt reward them when the target is achieved.
CHART NO: 6.1.12
51
No 12%
Yes 88%
TABLE NO: 6.1.13 PROMOTIONAL OPPORTUNITIES OF MANAGEMENT

Promotional Opportunities Based on Merit Based on Seniority Based on Both Total Inference: From the above table we can find that 44% of the respondents feel that their management provides them promotional opportunities based on merit, 28% of the employees feel that management provides promotional opportunity based on seniority and the remaining 28% of the employees feel that management provides promotional opportunities based on merit and seniority. No. of Respondents 22 14 14 50 Percentage
44 28 28
100
CHART NO: 6.1.13
52
Based on Both 28% Based on Merit 44%
Based on Seniority 28%
TABLE NO: 6.1.14 WORKING HOURS IN THE ORGANIZATION
Working Hours Highly Satisfied Satisfied Neither Satisfied Nor Dissatisfied Dissatisfied Highly Dissatisfied Total Inference:
No. of Respondents 8 31 8 2 1 50
Percentage
16 62 16 4 2
100
The above table shows the level of satisfaction of the employees with the working hours of an organization. It shows that 62% of the employees are satisfied with the working 53
hours, 16% of the employees are highly satisfied, and 14% of the employees have the moderate opinion about the working opinion, 4% of the employees and the remaining 2% of the employees are highly dissatisfied with the working hours.
CHART NO: 6.1.14

Dissatisfied 4% Highly Dissatisfied 2% Highly Satisfied Neither Satisfied Nor 16% Dissatisfied 16%
Satisfied 62%
TABLE NO: 6.1.15 ORGANIZATION APPROACHES
Management Approach Transparent Flexible People Oriented Production Total Inference:
Percentage
26 52 18 4
100
The table states that 52% of the respondents feel that the approach of their organization is flexible.
54
CHART NO: 6.1.15
Production 4%
People Oriented 18%
Transparent 26%
Flexible 52%
TABLE NO: 6.1.16 OPINION ABOUT PRESENT SALARY

Present Salary Comfortable Satisfied Meets Requirement Dissatisfied Total Inference: The given table narrates the opinion of present salary from the employees. It depicts that only38% of the employees are satisfied with their present salary, 28% of the employees are dissatisfied with the present salary, 24% of the employees feel that present salary meets requirements and the remaining 10% if the employees are comfortable with their present salary. 55 No. of Respondents 5 19 12 14 50 Percentage
10 38 24 28
100
CHART NO: 6.1.16
100
80
60 % 38 24 20 10 28
40
0 Comfortable Satisfied Meets Requirement Dissatisfied
TABLE NO: 6.1.17 WELFARE FACILITIES OF THE ORGANIZATION

Employee Welfare Facilities Yes No Total Inference: The above table clarifies about the management concern for employees welfare. It clarifies that management or the company gives importance to the employees as per 72% of the employees and remaining 28 % of the employees feel that management doesnt give importance to employee welfare. No. of Respondents 36 14 50 Percentage
72 28
100
CHART NO: 6.1.17
56
100
80
72
60 % 40 28 20 0 Yes No
TABLE NO: 6.1.18 SUGGESTION OF NEW IDEAS
Encouragement of New Ideas
Percentage
46 54
Yes No Total Inference:
100
From the above table we can find that 54% of the employees are not encouraged to suggest new ideas and the remaining 46% of the encouraged to suggest new ideas.
CHART NO: 6.1.18
57
100
80
60 % 46 40
54
20
0 Yes No
TABLE NO: 6.1.19 FLEXIBILITY AND ACCEPTABILITY OF COMPNAYS POLICIES

Company's Policy Yes No Total Inference: The table shows the flexibility and acceptability of the employees towards companys policies. It shows that 78% of the employees are flexible with the companys policies and the remaining 22% of the employees are not flexible. They feel difficult to accept the policies framed for them. No. of Respondents 39 11 50 Percentage
78 22
100
CHART NO: 6.1.19
58
100 78
80
60 % 40 22 20 0 Yes No
TABLE NO: 6.1.20

OPINION OF EMPLOYEES TOWARDS THE ORGANIZATION Motivation Yes No Total Inference: The above given table depicts the opinion about companys motivation for employees. It depicts that company motivates the employees as per 82% of the employees and the remaining 18% of the employees feel that the company doesnt motivate them. No. of Respondents 41 9 50 Percentage
82 18
100
CHART NO: 6.1.20
59
100 82 80
60 % 40 18 20 0 Yes No
TABLE NO: 6.1.21

OPINION OF EMPLOYEES TOWARDS THE FACTOR OF RETAINMENT
Reason to retain in the Company
No. of Respondents 4 12 21 8 5 50
Percentage
8 24 42 16 10
Monetary Benefits Welfare Scheme Job Itself Job Security others Total Inference:
100
The above table identifies the reasons to retain in the company from the employees. It identifies that job itself makes them to retain in the company as per 42 % of the employees, welfare scheme as per 24% of the employees, job security as per 16% of the employees, other
60
reasons such as participative supervision and others as per 10% of the employees and monetary benefits as per 8% of the employees.
CHART NO: 6.1.21
100 80 60 40 20 0 8
42 24 16 10
Monetary Benefits
Welfare Scheme
Job Iself
Job Security
others
TABLE NO: 6.1.22 RECREATIONAL FACILITIES OF THE ORGANIZATION

Recreational Activities Yes No Total Inference: The above shows that recreational activities such as periodical games are provided to all the employees in the organization. 100% of the employees are quite comfortable with the recreational activities provided to them. No. of Respondents 50 0 50 Percentage
100 0
100
61
CHART NO: 6.1.22
100
100 80 60 40 0 20 0
Yes
No
TABLE NO: 6.1.23 TYPE OF PROBLEMS THAT EXIST IN ORGANIZATION

Kind of Problem in the Company Salary Problem Working Hour Others None Total
Percentage
44 14 6 36
100
Inference:
The above table depicts the opinion about the kind of problem exits in the organization. It states 44% of the employees feel that they are facing salary problem, 36 % of the employees dont have any problem with the organization, 14% of the employees feel that 62
they are having problem with their working hours and the remaining 6% of the employees feel that they are having other types of problem which are not considered as major one.
CHART NO: 6.1.23
None 36% Salary Problem 44%
Others 6%
Working Hour 14%
TABLE NO: 6.1.24

EMPLOYEE S OPINION TOWARDS THE PROBLEM SOLVING TECHNIQUES Steps Taken To Solve the Problems Yes None Total Inference: The above table shows the opinion from the employees regarding the steps taken by the management to solve the problem. It states that 80% of the employees feel that the management is taking the necessary steps to solve the problems and the remaining 20% of the employees feel that management is not open or interested in solving their problem.
Percentage
80 20
100
63
CHART NO: 6.1.24
None 20%
Yes 80%
TABLE NO: 6.1.25 TYPE OF GRIEVANCE IN THE COMPANY

Type of Grievance Unfair Appraisal Inequitable Wages Poor Communication Others Total Inference: From the above table it is clear that poor communication is the grievance in the organization for 42% of the respondents, unfair appraisal is the grievance for 34% of the employees, unfair appraisal for 14% of the employees and other types of grievance for 10% of the employees. 64 No. of Respondents 7 17 21 5 50 Percentage
14 34 42 10
100
CHART NO: 6.1.25
100
80
60 % 42 40 34
20
14
10
0 Unffair Appraisal Unequitable Wages Poor Communication Others
TABLE NO: 6.2.1 ANALYSIS OF OPINION OF RESPONDENTS REGARDING SALARY AND LEVEL OF SATISFACTION (Using chi square test)
Present Salary Comfortable Satisfied Meets Requirement Dissatisfied Total No. of Respondents 5 19 12 14 50 6.2.2CLASSIFICATION OF SALARY Salary Range Less than 1500 1501-2000 2001-3000 No. of Respondents 13 21 10 Percentage
26 42 20
Percentage
10 38 24 28
100
65
More than 3000 Total
6 50
12
100
Null Hypothesis: There is no significance difference between salary and level of satisfaction Alternate Hypothesis: There is a significance difference between salary and level of satisfaction
6.2.3 SALARY RANGE vs. SATISFACTORY LEVEL

Options Less than 1500 1501- 2000 2001-3000 More than 3000 Total comfortable 0 2 0 2 4 satisfied 1 8 5 4 18 Meets Dissatisfied Requirement 4 8 7 2 0 13 7 0 0 15 Total 13 24 7 6 50
S.No
1 2 3 4 5 6 7 8 9 10 11
6.2.4 COMPUTATION of 2 Observed Expected Frequenc Frequenc y y (O-E) (O-E) 2

0 2 0 2 1 8 5 4 4 7 2 1.04 1.92 0.56 0.48 4.68 8.64 2.52 2.16 3.38 6.24 1.82 -1.04 0.08 -0.56 1.52 -3.68 -0.64 2.48 1.84 0.62 0.76 0.18 1.08 0.01 0.31 2.31 13.54 0.41 6.15 3.39 0.38 0.58 0.03
(O-E) 2 / E
1.04 0.00 0.56 4.81 2.89 0.05 2.44 1.57 0.11 0.09 0.02
66
12 13 14 15 16
0 8 7 0 0
1.56 3.90 7.20 2.10 1.80
-1.56 4.10 -0.20 -2.10 -1.80
2.43 16.81 0.04 4.41 3.24
1.56 4.31 0.01 2.10 1.80
Total
Calculation: Calculated value of 2 = 23.37 Degrees of freedom = (R-1) (C-1) = (4-1) (4-1) = 3 3 = 9 Level of significance = 5%
23.37
Table value of 2 for 9 degrees of freedom and 5% level of significance = 16.919. Calculated value of 2 is more than the table value. Hence, Null hypothesis is not accepted.
Result: There is no significance difference between salary and level of satisfaction
TABLE.NO:6.2.2 ANALYSIS OF OPINION OF RESPONDENTS REGARDING AGE VS ENCOURAGEMENT OF NEW IDEAS
(Using chi square test)

6.2.2 AGE WISE CLASSIFICATION OF THE RESPONDENTS Age Less than 30 No. of Respondents 15 Percentage
30
31 - 40
12
24
41- 50
11
22
More than 50 Total
12 50
24
100
67
6.2.2 ENCOURAGED TO SUGGEST NEW IDEAS

Encouragement of New Ideas Yes No. of Respondents Percentage
26
52
No Total
24 50
48
100
Null Hypothesis: There is no significance difference between age and level encouragement to suggest new ideas. Alternate Hypothesis: There is no significance difference between age and level encouragement to suggest new ideas.
6.2.2 CALCULATION OF CHI-SQUARE

AGE Vs ENCOURAGEMENT OF NEW IDEAS options <30yrs 31-40yrs 41-50yrs >50yrs Total
Yes No Total
9 6 15
7 5 12
5 6 11
5 7 12
26 24 50
S.No 1 2 3 4 5 6 7 8
O 9 7 5 5 6 5 6 7
E 7.80 6.24 5.72 6.24 7.20 5.76 5.28 5.76
(O-E) 1.20 0.76 -0.72 -1.24 -1.20 -0.76 0.72 1.24
(O-E) 2 1.44 0.58 0.52 1.54 1.44 0.58 0.52 1.54
(O-E) 2 / E 0.18 0.09 0.09 0.25 0.20 0.10 0.10 0.27
68
Total
1.28
Calculation: Calculated value of 2=1.28 Degrees of freedom = (R-1) (C-1) = (2-1) (4-1) = 1 3 = 3 Level of significance = 5% Table value of 2 for 3 degrees of freedom and 5% level of significance = 7.815 Calculated value of 2 is less than the table value. Hence, Null hypothesis is accepted. Result: There is no significance difference between age and level encouragement to suggest new ideas.
TABLE.NO:6.3 ANALYSIS OF RANKING GIVEN BY RESPONDENTS REGARDINGTHE FACILITIES IN THE ORGANIZATION (Using weighted average method)
S.NO
OPTIONS
EXCELLENT
VERY GOOD 22
FAIR
POOR
1.
Working card Management Response First Aid Facilities Canteen Facilities Water Facility
18
10
2.
17
28
2 0
3.
29
16
4.
35
5.
43
69
6.
Safety Measures Clean Surrounding Rest Room
16
29
7.
11
32
8.
21
24
9.
Transport Facility
40
6.3.1 CALCULATION Weighted average method
Point weight age Options
4
Excellent
3 Very Good
2 Fair
1 Poor Total Average score Ranks
Working condition Managements response First aid facilities Canteen facilities
72
66
20
158
3.16
12
51
56
109
2.18
20
87
32
139
2.78
24
15
70
113
2.26
70
Water facilities Safety measures Clean surroundings Rest rooms Transport facilities Inference:
129
142
2.84
16
48
58
123
2.46
20
33
64
119
2.38
0 4
15 9
42 12
24 40
81 65
1.62 1.3
8 9
It can be interpreted from the above table that the respondents have awarded first rating to working condition, second rating to water facility, third rating to first aid facility, fourth rating to safety measures, fifth rating to clean surroundings, sixth rating to canteen facilities, seventh rating to management response, eighth place to rest room facility and ninth place to transport facility.
CHAPTER -VII
FINDINGS OF THE STUDY
100 employees 72% employees are male and 28% are female. 46% of the respondents are of less than 30 years of age, 26% of the respondents fall between 31 40 years, 16% of the respondents fall between 41- 50years and 12% of the respondents are of more than 50 years of age. 52% of the respondents are married and 48% of the respondents are single Majority (64%) of the employees have passed only 10th standard. 42% of the respondents receive between Rs.1501-2000 as their salary. 54% of them have experience between 1-3 years.
71
38% of them feel that job security is the favorable factor that exists in their organization Low monetary benefits as the unfavorable factor that exists in the organization as per 44% of the respondents. 54% of the respondents have rated their job to be interesting. 66% of the respondents feel that top-bottom type of communication exists in their organization. Majority (44%) of the employees feel that participative type of supervision exists in their organization. 44% of the respondents feel that their management provides them promotional opportunities based on merit. (62%) of the employees are satisfied with the working hours of their organization. 38% of the employees are satisfied with their present salary. 59% of the respondents feel that they are not encouraged to suggest new ideas. 78% of them feel that their companys policies are flexible and acceptable to them. Job itself makes the employees to retain in ACT as per 42% of the respondents. 100% of the employees say that the company provides them enough recreational activities. Salary problem exists in the organization as per 44% of the respondents.
CHAPTER VIII
SUGGESTIONS AND RECOMMENDATIONS
From the study it is identified that low monetary benefits is an unfavorable factor that prevails in the organization. So the company could try to provide few monetary benefits to the employees. For example, the company could provide reward, increase in incentives, promotion if the employee is an extraordinary performer etc., this will give a sense of motivation to the employees to boost up their performance.
72
Majority of the employees are not satisfied with their present salary, especially the freshers. Hence, the company could provide good pay or salary in the initial stage of the work to the employees (freshers) and later it could minimize the increments by few percentages. This will enable the employees to feel that they are treated equally as their senior employees. More than half of the employees feel that they are not encouraged to put forth their new or innovative ideas. Therefore the company could encourage all its employees to express their innovative ideas regarding the work. The company could collect the ideas of all employees for their satisfaction and later it could select the best one based on analysis. This would in turn increase the level of positive morale in the employees towards their management. Transportation facility found to be the most lacking facilities in the organization. The employees coming from far places are not offered such facilities. So the company could provide proper transportation facilities to all its employees. This would in turn minimize the problems like turnover and absenteeism for the company.
Employees are very much satisfied with the recreational facilities provided to them. Therefore the company should maintain the same level of satisfaction for forth coming periods. Even a slight fall or decrease in the level of satisfaction could cause the reduction in overall production and employees performance. It has been found that less than half of the employees feel their supervision as participative one. Hence the company should make its supervision participative one to all the employees. This would help the company in identifying the problem of the employees regarding their work and also strengthens the relationship between top and bottom level.
CHAPTER IX CONCLUSION
HOTEL PROMENADE is a prestigious manufacturer and supplier of industrial mouldings, commodities moldings, machine parts paintings, single point of source for spares, etc., It is a leading manufacturer and exporters of industrial mouldings. The companies like Nilkamal Plastics, Supreme industries, TVS sundaram fasteners are largely depended on it for 73
manufacturing commodities and component parts. Therefore the company should satisfy its clients to a greater extent. This is possible only if the company maintains high level of production or manufacturing of components. But to maximize the production, employees play a vital role. Hence high level of positive morale should be maintained in the employees. Simply put, morale is an attitude of mind or a state of mind of employees, which has impact on the individual and company goals and the purposes. Feelings, emotions and motives combine and build certain attitude and behaviour on the part of the individual, which is in turn, represents the employee morale towards his or her organization. The study insists the need for morale of employees in the organization, where as the level of employee morale at HOTEL PROMENADE is not up to the expectation. If the organization maintains high level of morale then it can achieve higher amount of productivity. But to maintain a high level of morale, ACT should satisfy it employees in terms of pay, participative supervision, monetary benefits and fair transportation facility. This implies that the company is required to minimize its low morale factors.
CHAPTER X
LIMITATIONS OF THE STUDY
As majority of workers had low education qualification, it was difficult to collect responses.
74
The survey period was only for one month. Hence limited time was spent for doing the survey.
The researchers faced difficulties in analyzing the data collected as there were contradictions in the responses of the employees.
CHAPTER XI
SCOPE FOR THE FURTHER STUDY
The study is confined to HOTEL PROMENADE., highlights the need for high morale among the employees in the organization.
75
Since the study is general one, it can be adopted by similar organization. The recommendations and suggestions of the study can also be applied to similar project or similar situation.
In this study, weightage has been given to all factors based on the expenses of the employees and therefore the findings derived could be more useful to the organization.
The study paws way as a reference for the future study.
ANNEXURE-I
I. QUESTIONNAIRE
Name: Sex Male { } Age 76 Female { }
Below 30 yrs { } Marital Status Single { }
31 40 yrs { }
41 50 yrs { } above50 yrs { }
Married { }
Educational Qualification 10th { } HSC { } Diploma { } Degree { }
Post Graduate { } Salary range per month Below1500 { }
other specify
1501 2000 { } 2001 3000 { }
above 3000 { }
1. Since how long have you been working in this company? Below 1 year { } 2. 1 3 years { } above 3 years { }
What is the favorable factor that exists in your organization? Good working condition { } Job Security { } Monetary benefits { } others { } Team Spirit { }
3.
What is the unfavorable factor that exists in your organization? Poor working condition { } Job insecurity { } Low monetary benefits { } others { } No team spirit { }
4.
How would you rate your job? Challenging { } Interesting { } Creative { } Poor { }
5.
What type of communication exists in your organization? Top - bottom { } others { } Bottom top { } Horizontal { }
6. 7.
What type of supervision do you have? Participative { } Authoritative { } Directive { } Other { } Does the company reward you when a target is achieved? Yes { } No { }
If yes, how are you rewarded for your work? Recognition { } Promotion { } More Responsibilities { } Others { } Monetary benefits { }
8. How does the management provide you promotional opportunities? 77
Based on Merit { } 9.
Based on Seniority { }
Based on Both { }
How do you feel about the working hours in your organization? Highly Satisfied { } Satisfied { } neither Satisfied nor Dissatisfied { } Dissatisfied { } Highly Dissatisfied { }
10.
You feel about the approach of the organization? Transparent { } Production oriented { } Flexible { } People oriented { }
11.
What do you feel about your present salary? Comfortable { } Dissatisfied { } Satisfied { } Meets requirement { }
12.
Does your company give importance to employee welfare? Yes { } No { }
13.
Are you encouraged to suggest new ideas? Yes { } No { }
14.
Are the companys policies flexible and acceptable to you? Yes { } No { }
15.
Does the company motivate the employees? Yes { } No { }
If yes in what means? Financial { } 16. Non financial { } other { }
What make you to retain in the company? Monetary benefits { } Job Security { } Welfare Schemes { } Job itself { } Others { }
17.
Does company provide recreational activities? Yes { } No { }
If yes in what type or kind? Games { } role play { } welfare programmes { } others { }
78
18.
What kind of problem do you have in your company? Salary problem { } working hours { } others { } None { }
19.
Does the company come forward to help you in your problems? Yes { } no { }
20. What type of grievance do you have? Unfair appraisal { } inequitable wage { } poor communication { } others 22. Rate the following facilities in your organization. 1. Excellent FACTORS Working Card Managements Response First Aid Facilities Canteen Facilities Water Facilities Safety Measures Clean Surrounding Rest Room Transport Facility 2. Very good 1 3.fair 2 4.poor 3 4
ANNEXURE-II
BIBLIOGRAPHY
BOOKS REFERENCE:
79
1. Kothari, C.R., Research Methodology - Methods & Techniques New Age

International (P) Ltd., New Delhi, Second Edition, 2004, Page No: 85 to 98 2.Gupta, S.P.,Statistical Methods, Sultan Chand & Sons Publishers, New Delhi, Thirty Fourth Editions, 2005,Page No.212 to 235 3. Gupta C.B.,Human resource Management, Sultan Chand & Sons Publishers New Delhi, Second Edition, 2005, Page No: 19.2-19.6
4 Panneerselvam.R Research Methodology, Paperback second edition 2005

5. Tripathi.P.C, 2004, Personnel Management and Industrial Relations, Sulthan Chand
and sons publishers, New Delhi.
ARTICLES
1) Gioia, Joyce L., Spotlight on Employee Morale. Managers Legal Bulletin,
Vol.16, No.17, March 1, 2002.

2 Ransom, W. J. Ransom & Associates, Building Employee Morale, September 6,
1995, pages 1-2. 3) Joyce L. Gioia 5, President of the German, Trends On Employee Morale. WEBSITES www.managementparadise.com www.moraleinfo.com www.promnade.com www.highbeamreserach.com
80
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A STUDY ON EMPLOYEE MORALEWITH SPECIAL REFERENCE TO HOTEL PROMENADE, PUDUCHERRY.

MASTER OF BUSINESS ADMINISTRATION

DEPARTMENT OF MANAGEMENT STUDIES (HRM)

PONDICHERRY UNIVERSITY DISTANCE EDUCATION PUDUCHERRY, INDIA

PONDICHERRY UNIVERSITY DISTANCE EDUCATION

PUDUCHERRY, INDIA DEPARTMENT OF MANAGEMENT STUDIES

1.1.2 COMPANY PROFILE:

1.2.1 CORPORATE VISION

1.3.4 Machine parts Coating

1.3.5 Bulk Coating

1.3.6 Spray Coating:

1.3.9 Single Point Source for Spares

ACT also stock hydraulic spares, which comprises of

1.4 ORGANIZATIONAL CHART

Chief Operating Officer

Admin.& Account Manager

Store & Dispatch Executive

Executive- QA & Customer Service

3.1 Introduction on Employee Morale

3.2.1 NATURE OF MORALE The main characteristics of morale are as follows:

3.4 MORALE AND MOTIVATION

3.5 SIGNIFICANCE OF MORALE

3.6 MORALE AND PRODUCTIVITY

HIGH MORALE LOW PRODUCTIVIY

LOW MORALE LOW PRODUCTIVITY

LOW PRODUCTIVITY MORALE PRODUCTIVITY MATRIX

3.7 BUILDING A HIHG MORALE

3.8 MEASUREMENT OF MORALE

3.11 KEY ISSUES IN BOOSTING EMPLOYEE MORALE

Show pride in your staff

Everyone Needs Attention

ARTICLE NO: 2 According to Joyce L. Gioia 5, President of the GERMAN,TRENDS IN EMPLOYEE

ARTICLE NO: 4 According to P. Kelley 3,

According to Justin Fernando, A researcher in American R & D institute

4.1.2 SECONDARY OBJECTIVES

5.4 DEFINING THE POPULATION

5.5 SAMPLING PLAN

5.6 SAMPLE SIZE

5.7 FIELD WORK

5.8 PERIOD OF SURVEY

Percentage method Chi-square method Weighted average method

5.10 PERCENTAGE METHOD

(O-E)2 E Observed frequency Expected frequency

Gender Male Female Total Inference:

TABLE NO: 6.1.2

Age Less than 30 31 - 40 41- 50 More than 50 Total Inference:

CHART NO: 6.1.2

TABLE NO: 6.1.3 MARITAL STATUS OF THE EMPLOYEES

Marital Status Single Married Total Inference:

CHART NO: 6.1.3

TABLE NO: 6.1.4 EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

CHART NO: 6.1.4

80 64 60 % 40 22 20 4 0 10th HSC Diploma UG PG 8 2

TABLE NO: 6.1.5 CLASSIFICATION OF SALARY

CHART NO: 6.1.5

0 Less than 1500 1501-2000 2001-3000 More than 3000

TALBE NO: 6.1.6 EXPERIENCE OF THE EMPLOYEES

CHART NO: 6.1.6

Less than 1 year

less than 3 years

TABLE NO: 6.1.7 FAVOURABLE FACTORS IN ORGANIZATION

CHART NO: 6.1.7

Good Working Condition