CHAPTER - I INTRODUCTION

Human resources management represent a broad based understanding of the problems of people and their management in view of the development of behavioural science knowledge. A formal beginning of HRM functions in India was made in 1929, when the Royal Commission on Labour was set up by the Government of India. Two years later the commission submitted its report recommending the appointment of labour officers to look after the employment and dismissal of workers as well as their working conditions. The scope of the function of labour officer was widened during the second world war when such facilities as housing medical and recreational activities were added to their existing responsibilities. In the process the labour officer got designated as welfare officer. The enactment of Industrial Disputes Act 1946 and Factories Act 1947 further added the management of leave, wages, bonus and retirement in the scope of the function of the welfare officer. Growth in the business, competition and increasing size during sixties and seventies led to the need for attracting and retaining talented people. Here formulating policies on human resources planning, recruitment and selection, training and development, performance and potential appraisal, internal mobility and compensation management etc. also become a part of the functions of the welfare officers who now became the personnel manger. Now personnel function been called as human resource mgt function. Some 1

of the reasons for this transition have been the increasing cost of labour, periodic stoppage of work, govt. legislation, changes in production and distribution methodologies, information technology and strategic use of employees contribution (Saiyadain 1992). Today the HRM function can be seen an amalgam of organizational behaviour, personnel management, industrial relations and labour legislation. TRADITIONAL FUNCTIONS OF HUMAN RESOURCE MANAGEMENT 1. ORGANISATIONAL BEHAVIOUR It is a field of study that tries to examine why people behave the way they do. It focuses on the behaviour of the employees at the levels of an individual, group and total organization. 2. PERSONNEL MANAGEMENT It studies policy formulation and implementation on such issue as human resource planning, recruitment and selection, training and

development, performance and potential appraisal, promotions, transfers, quality of working life and compensation management etc. 3. INDUSTRIAL RELATIONS AND LABOUR LEGISLATIONS Deals with union mgt relationship, union structure, collective bargaining, grievance handling, discipline mgt and implementation of various labours legislations. EMERGING HRM FUNCTIONS Increasing organizational size and its complexity transition from traditional to professional mgt, change social and cultural norms, 2

globalization of industry and availability of information technology are constantly changing the profile of HRM functions. Today HRM manager has to play a more dynamic role in not only performing the maintenance function but should think of more creative ways to satisfy human aspirations to provide the competitive edge to organizations on a sustainable basis. Some of the emerging HRM functions are; 1. ASSESSMENT CENTRE An assessment centre is used to observe specific job behaviour through situational tests. 2. EMPOWERMENT Human Resources Management has designed to empower the supervisor by director affecting their flexibility, access to resources, connects with higher level officials and control over working conditions. 3. JOB ENRICHMENT Job enrichment concerns with providing discretion, flexibility and variety to the job to increase the employees willingness to contribute. 4. PARITY AND JUSTICE HRM manager have to be extra sensitive to ensure that the constitutional and legislation guarantees are not ignored/violated by individual manager and /or organizations.

MEANING OF HUMAN RESOURCE MANAGEMENT Human resource is of paramount importance for the success of any organizations. Human Resources are the wealth of an organization, which 3

can help it in achieving its goals. Human resource management is concerned with human beings. H.R. is the total knowledge, abilities, skills, talents and aptitudes of an organizations workforce. DEFINITION OF HUMAN RESOURCE MANAGEMENT According to Flippo HRM is the planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and reproduction of human resources to the end what individual, organizational and societal objectives are accomplished. OBJECTIVES OF HRM Objectives of Human resource management are derived from the basic objectives of an organization. In order to achieve organizational objectives, integration of employers interest and employees interest is necessary. The objectives are; a. To help the organization to attain its goals by providing well trained and well motivated employees. b. To employ the skills and knowledge of employees efficiently and effectively. c. To enhance job satisfaction and self actualization of employees by encouraging and assisting every employee to realize his/her full potential, d. To establish and maintain productive, self respecting and internally satisfying working relationships among all the members of the organization. 4

e.

To bring about maximum individual development of members of the organization by providing opportunities for training and advancement. NATURE OF HUMAN RESOURCE MANAGEMENT 1. 2. 3. 4. 5. Integral part of the process of management Comprehensive function Pervasive function People oriented Based on human relations

FUNCTIONS OF HRM 1. Identifying and developing persons 2. Retaining suitable persons 3. Creating work culture 4. Educating managerial personnel 5. Conducting research LIMITATIONS OF HUMAN RESOURCE MANAGEMENT 1. Recent origin 2. Lack of top management support 3. Improper implementation 4. Inadequate development programmes 5. Inadequate information MOTIVATION AND MORALE Every management tries to coordinate various factors of production in such a way that their contribution is maximum in achieving organisation 5

goals. The performance of non-human factors like machines, equipments etc will depend upon the level of technology and the competence of those who use them. To improve the overall performance in a business it becomes essential to increase the efficiency of human beings. The performance, 1. Ability to do a work 2. Motivation Both these factors taken together will increase the efficiency of human beings. If a person does not have the capability or ability to do a work then he cannot increase his efficiency. On the other hand, even if a person has got the ability but is not properly motivated his performance will be low. Motivation is an important factor, which encourages persons to give their best performance and help in reaching enterprise goals. A strong positive motivation will enable the increased output of employees but a negative motivation will reduce their performance. management is motivation. MORALE Morale is purely emotional. It is an attitude of an employee towards his job, his superior and his organization. This may range from very high to very low. It is not a static thing but it changes depending on working A key element in personnel

conditions, superiors, fellow workers, pay and so on. When a particular employee has a favourable attitude towards his work, he is said to have high morale. In the organizational context, we usually talk of group morale as each person has an influence over the others morale. 6

In military situation morale means enthusiasm to accomplish the assigned task or espritde crops, in sports it may mean self confidence of a team, in education it may be the eagerness to learn by students, in business it is associated with the desire to achieve the goals. So it is an overall attitude of an individual or group towards all aspects of their work e.g. the company, the job, the supervisors, fellow workers, working conditions, etc. DEFINITIONS MOTIVATION According to Vitiles Motivation represents an unsatisfied need which creates a state of tension or disequilibrium, causing the individual to make in a goal-directed pattern towards restoring a state of equilibrium by satisfying the need. MORALE Edwin B. Flippo defines it as a mental condition or attitude of individual and groups, which determines their willingness to cooperate. Good morale is evidenced by employee enthusiasm, voluntary conformance with regulations and orders and willingness to cooperate with others in the accomplishment of an organizations objectives. Poor morale is evidenced by surliness, insubordination, a feeling of discouragement and dislike of the job, company and associates. Motivation and Morale are the two sides of a coin. In fact, the level of performance of an individual is a function of both motivation and morale, the 7

former determines what one will do while the latter determines what one can do, morale is an outcome of motivation. Motivation is an internal

mechanism, which results in ones willingness to devote time and energy to the needs of an organization. Many behaviouralists like Maslow and

Hersberg have examined the problem of motivation, and they have observed that the ultimate objective of motivation is to work for betterment of organization and individual as well. For the management, it is unavoidable to pay a considerable attention towards maintenance of high level of morale among their employees. Factors influencing morale are various. The problem of an organization will become the base for selection of the factors that motivate employees to work with morale. Fluctuation in levels of employees morale is not usual. However, the type of motivation will be the responsible factor for such changes. The primary responsibility of all personnel mangers is to see that the desired level of morale is maintained among their employees by periodical check up. STATEMENT OF THE PROBLEM The concept of motivation means any idea, need or emotion that prompts a man in to action. Whatever may be the behaviour of a man there is some stimulus behind it. Stimulus is dependent upon the motive of the person concerned. Motivation is a generic phrase that covers persons feelings about every dimension of work including nature of work, economic rewards and benefits, job security, working conditions, organizational and interpersonal 8

relationship and satisfaction in persons life. Morale is an attitude of an employee towards his jobs his superior and his organization. Plantation Corporation of Kerala (PCK) is the largest industry in the public sector in Kerala State and assumes prominent role in Indian economy owing to a variety of factors. It is the largest provider of employment in the industry as well as agriculture sector. These sectors contribute much to GDP, earns foreign exchange. Since Plantation Corporation of Kerala Ltd play a cardinal role, there is a pressing need to have a holistic study of the motivation and morale of employees in this organization. The attitudes, feelings and emotions of employees play a vital role in determining their performance and behaviour. These in turn determine the success and growth of the organization. It is for this reason personnel experts as well as line managers are now paying increasing attention to the problems of motivation and morale in industry. The present study aims to analyse and measure the motivation and morale of employees in PCK Ltd. at Kottayam. The problem is stated as A Study on the Motivation and Morale of Employees with special reference to the Plantation Corporation of Kerala Ltd. Kottayam.

OBJECTIVES OF THE STUDY 1. To study the present motivational level and morale values of employees in the Plantation Corporation of Kerala Limited in terms of 9

Nature of Work, Better Work Environment and Better Working Conditions, Supervision and Control, Interpersonal Relations, Management Policies and Personal Factors. 2. To know the expectation of the employees on the motivational measures followed by the company. 3. To study the levels of satisfaction of employees. 4. To offer suggestions for improving motivation and morale of employees in PCK Ltd. if required. SCOPE OF THE STUDY The study concentrates mainly on the impact of motivational factors or morale values of the employees in the Plantation Corporation of Kerala Limited. LIMITATIONS OF THE STUDY 1. The study is mainly on the opinion of employees in relation to various motivational factors. The productivity of employees is not taken into consideration for the study. 2. The time constraint of the company has affected the effectiveness of the study. 3. The research is confined to the geographical limits of one district. 4. The research was done in eight months. 5. Only primary data is used in the study. So the inherent limitations of the primary data may creep in the study. RESEARCH METHODOLOGY

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The present study is based on both primary & secondary data but it is mainly based on primary data from field source that is from employees in the Plantation Corporation of Kerala Ltd. Kottayam. PRIMARY DATA The primary data are collected by using structural interview schedule from 50 respondents identified randomly from the employees who are working in the Plantation Corporation of Kerala Ltd. To elicit the views of respondents the researcher with a schedule personally contacts them. The schedule contains 25 statements of opinion categorized by the researcher under 6 broad heads namely nature of work, better work environment and better working conditions, supervision and control, interpersonal relations, management policies, personal factors. Respondents were asked to express their level of agreement or disagreement on a 5 point scale. SECONDARY DATA Secondary data collected from reports of concerned departments in PCK Ltd. HYPOTHESIS OF STUDY Motivation and morale of employees in Plantation

Corporation of Kerala limited, is favourable. There is no variation in motivation and morale

across male and female.

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There is no variation in motivation and morale

among employees belonging to different age groups. There is no variation in motivation and morale

among employees belonging to different educational backgrounds. TOOLS OF ANALYSIS The primary data are collected tabulated and analyzed on the basis of gender, age, and educational background. For statistical analysis the tools applied are: LIKERTS SCALING TECHNIQUE It is also known as summated scales. In this technique, the respondent are asked to express their level of agreement or disagreement on a 5 point scale, and scores are assigned as 5 to Strongly Agree, 4 to Agree, 3 to Neither Agree Nor Disagree, 2 to Disagree and 1 to Strongly Disagree for positive sentences and reverse for negative sentences. T. Test This test is intended to test whether given population mean is true that is to test whether the difference between sample mean and population mean is significant or is it only due to sampling fluctuations. Analysis of variance- It is a statistical a method used to test whether the means of several samples have significant difference or not. The statistical test used in Analysis of variance is F Test. It can be used to test whether the effects of several factors are equal or not.

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RELEVANCE OF STUDY Motivation and morale in employees in the Indian context is confined to the organized sectors of industry and government, which constitute very small percentage of the total working population. This will not be able to contribute towards its ultimate goal of enhancing the motivation and morale of people in general. The organization focused always on performance based on cost-benefit approach, it was felt imperative to consider the issue of motivation and morale in a wider perspective. DATA COLLECTION The data were collected by the investigator during May 2009 to December 2009. CHAPTER SCHEME Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 APPENDIX BIBLIOGRAPHY INTRODUCTION COMPANY PROFILE MOTIVATION AND MORALE - A GLIMPSE DATA ANALYSIS AND INTERPRETATION SUMMARIES OF FINDINGS AND CONCLUSION

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CHAPTER - II COMPANY PROFILE

The Plantation Corporation of Kerala Ltd (PCK) is the largest industry in the public sector in Kerala state. The company was registered in the year 1962 with an authorized share capital of Rs.750 Lakhs and paid up capital of Rs.556.88 Lakhs. Its head office is at Kottayam. The major activity of the corporation is to undertake plantation horticulture in crops like rubber, cashew oil palm and similar crops. The corporation is working under the ministry of Agriculture, Govt. of Kerala. The activities are headed by the managing Director under the direct supervision of the Board of Directors and the Chairman. PCK comprises of 12 estates spread over Kodumon, Chandanapally, Thannithode, Perambra, Kallala, Athirapally, Nilambur Rubber Plantation and Mannarghat Alakdoe, Cheemeni, Rajapuram, Kasargod Cashew plantation). The estates are categorized into the three groups Kottayam, Kallala and Malabar Group. The organization has three processing factories and one rubber woodprocessing unit. The total number of employees working in the organization is 66600and it has 14663 hectares of estates in which the above products are cultivated. It includes 7 rubber estates 5 cashew estates and 200 hectares of land cultivated with cardamom pepper, cinnamon coffee and areccanut, 218 hectares of land in Vettilappara estate is cultivated with the oil seeds.

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THE PCK PRODUCTS The main products of the corporation are; 1. Crumb rubber 2. 60% centrifuged latex with ISI specification 3. Low Ammonia Latex 4. Dried Coffee seeds 5. Treated Rubber Wood 6. Estate brown coffee 7. Black pepper 8. Processed cardamum 9. Processed cinnamon bard & oil 10. Cashew 11. Dried Areccanut The company markets the products mainly through agents appointed at different area inside & outside the state. In addition to this, the company has branch office of the spices oil seed and food crops. The corporation aims at expanding to new areas like tourism and rubber based industries such as gloves hoses, mats, automobile spare parts and sports goods. forestry spices. THE CLASSIFICATION OF EMPLOYEES IN PCK The employees can be mainly divided into three. They are; 1. Staff 2. Workers 3. Officials The corporation also focuses on plantation based on

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OBJECTIVES OF THE CORPORATION 1. To establish rubber plantation 2. To establish cashew plantation 3. To establish other plantation crops, oil seeds and food crops. 4. To cultivate spice crops DEPARTMENTS 1. 2. 3. 4. 5. Personnel Department Purchase Department Finance & Accounting Department Sales Department Engineering Department

ESTATES OF PCK 1. The Rubber Plantations The rubber plantations are the backbone of the company, spread over 6452 Ha. In 7 estates in virgin fertile forest land leased out from forest department and planted with high yielding varieties of rubber. By extend most of the estates are largest in Asia. Kodumon Estate Chandanapally Estate Thannithode Estate Perambra Estate Kallala Estate Athirappally Estate Nilambur Estate 16

2. CASHEW PLANTATIONS The company has 6361 Ha of cashew plantation. These are planted with high yielding varieties and are being scientifically managed. The

company also maintains a scion nursery of high yielding varieties of cashew in 25 ha. Presently PCK is taking steps to get organic certification for its cashew by adopting organic farming practices. Cashew Plantations are: Mannarghat estate Alakode Estate Cheemeni Estate Rajapuram Estate Kasargod Estate FACTORIES (CENEX FACTORY) The Kodumon Group latex Factory Kalady Group Latex Factory Kalady Group crumb rubber factory ((SNR) Kodumon Estate Rubber Wood factory OTHER PRODUCTS DETAILS Oil Palms I. Oil palms at kalary Group of estate: It lies along the bank of Chalakudy River II. Raw cashew nuts 17

III. Cinnamon Bark, Cinnamon oil & Black pepper at a Alakkode plantation OTHER INSTITUTIONS OF PCK 1. PLANTATION VALLEY FARM RESORT Plantation Valley Farm Resort for farm tourism and eco-tourism in Kerala located at Athirapally. The resort is situated on the bank of the Chalakkudy River close to Athirapally water falls. 2. HOSPITALS The company provides free medical facilities to all its workers, employees and officers in its own hospital at Kodumon estate, as a part of welfare measures in line with Plantation Labour Act. 3. SCHOOLS The company is maintaining two schools exclusively for the children of plantation corporation employees. One high school at Kalady group of estate and other upper primary school at Perambra estate are functioning now. 4. INSPECTION BUNGALOWS The company maintains three inspection Bungalows in Kodumon estate, Athirapally estate and in Perambra estate.

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ORGANISATIONAL STRUCTURE
CHAIRMAN

General Manager (Finance & Accounts)

General Manager (Production)

General Manager (Commercial & Projects)

Engineering Department

Manager (F & A)

Manager (F & C)

Administrative Officer

Personnel Dept.

Purchase Dept.

Sales Dept.

Ex-Engineer Mechanical

Constructor Engineer civil

Senior Assistant Administrative Officer Administrative Officer Administrative Officer

Legal Officer

Manager Purchase

Sales Officer Administrative Officer

Manager Personnel

Admin. Officer

Senior Assistant

Personnel Officer

Assistant

Junior Assistant

Ad. Officer Senior

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Assistants

CHAPTER - III MOTIVATION AND MORALE - A GLIMPSE

The term motivation is derived from the Latin word emovere which means to move. . Motivation is the complex of psychological forces. Motivation is something that moves a person into action and inspires him to continue in the course of action already initiated. There are different definitions of motivation. Stanlay Vanace opines that motivation implies any motion or desire which so conditioned ones will that the individual is propelled into action. Dale and Beach felt motivation as a

willingness to expend energy to achieve a goal or reward. According to the above definitions motivation is considered as the art of stimulating people to take desired course of action. It involves arousing needs and desires by impelling individuals towards purposive behaviour. It reflects an urge to move in an expected manner to achieve a specified goal. It results when the need of an employee are satisfied through proper incentives and rewards. Human behaviour is the result of their desires, needs and wants and motivation involves creation of a will to work for accomplishment of institutional goals. Without needs there can be no motivation and one of the biggest problems in motivating the employees is that one does not have the same needs. Moreover motivation is

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influenced by a number of factor inside and outside the organization. Motivation requires the identification of personal goals with institutional goals. TYPES OF MOTIVATION There are basically two types of motivation, a) Negative motivation and b) Positive motivations a. NEGATIVE MOTIVATION The traditional form of motivation emphasises more an authority. This approach consists of forcing people to work by threatening to fire them if they do not. It believes that man is inherently lazy, pleasure seeking, despises work. To prevent him from doing so, there must be close supervision. This approach further assumes that employees performance would be increased by fear, which causes the people to act in a certain way. Because they are afraid of the consequences like, lay-off, demotions, and dismissals. This approach paid off fairly well in the early days of the industrial revolution when workers and their families were so close to starvation. The negative motivation also creates a hostile state of mind and unfavourable attitude to the job. The approach of negative motivation had proved to be ineffective as the employees were responding to them perversely. In recent years, however, people have begun to expect more from their job than sheer punishment.

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b. POSITIVE MOTIVATION The behavioural approach is much sophisticated than traditional approach which recognizes the importance of positive aspects of motivation. motivation involves the possibility of increased motive satisfaction. Positive Positive

motivation is a process of attempting to influence others to do their best, and thereby adopting good human relations. It seeks to create an environment which will make the individual talent flourish and encourages informal communications positively. Positive motivation is generally based on rewards. MOTIVATIONS WHICH PROMOTE EFFICIENCY The exact nature and extent of motivators would depend upon the internal and external factor prevailing in a given organization. Some of the important motivators which can promote efficiency are 1. DELEGATION OF AUTHORITY A very common technique being advocated for motivating employees is delegation of authority. Delegation of the rights and obligations to execute a given task very often proves to be a strong motivating force. 2. JOB SECURITY Job security is one of the good promoters of organizational efficiency and economy. The employees feel responsible and committed to the work as long as their job security is ensured. They would be more attached with the organization and its day-to-day activities. 22

3. STATUS AND PRIDE Status and pride are linked with the organizational set-up. Age of the organization and its reputation in the society will also motivate the employee. Employees working in the well reputed organization will be motivated better than the employees of other institutions. They feel proud of their employment in the organization. 4. PARTICIPATION Participation is an individuals mental and emotional involvement in a group situation that encourages him to contribute to group goals and to share responsibility for them. Employees participation yields their personal It also

commitment and involvement in accomplishing organizational goals. produces flow of communication for informal work force. 5. CONGENIAL WORK ENVIRONMENT

Motivation is some form of exchange between the individual and his work environment. The congenial work environment gives to the individual sets of preference or values which constitute the goals towards which the instinctual drives are expressed. Further the work environment is the source of norms

behaviour which draw the lines between good and bad, right and wrong. MEANING OF MORALE Though the organizations focus is always on performance, based on costbenefit approach, it was felt imperative to consider the issue of morale in a wider perspective. From the institutional point of view, the problem of employees 23

morale is that of stimulating a feeling of togetherness, a sense of identification with the job. It is more conducive to the achievement of institutional goals. It is important because performance and efficiency of operation depends upon employees morale. To attain these high standards of morale it is essential to enlist the feelings of employees and their abilities in the work. Morale is an attitude of satisfaction with desire to continue in and willingness to strive for the goals of a particular organization. These are two important elements. Firstly, that the individual shares the purpose which gives him enthusiasm, energy and self-discipline. Secondly, the responsibility of the authorities to infuse the feeling of togetherness, a sense of identification and his consideration for other members of the institution. Further, morale is viewed as the capacity of a group to pull together persistently and consistently in pursuit of common purpose. This capacity is subjective and differs from person to person depending upon the peoples interest in a particular work. This capacity is inherent in every individual and is seen in their attitudes towards particular work. TYPES OF MORALE There appear to be two groups of morale ie; a) b) Individual and Group morale

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INDIVIDUAL MORALE The components of morale are still rather elusive, despite growing agreement upon several generalization. One of these generalizations is that the group climate must provide opportunity for individual self-expression or selfaccommodation by the members of the group. Another is that the occupational context must furnish outlets for the individuals pride in his own workmanship. GROUP MORALE Hawthorne studies pointed out, pride in group is an important component of morale. Employees like to belong to be part of and be accepted by the group even where and employee dislikes the actual work itself. He may have high morale, stemming from his pleasure of group with his group work. Where there is a well integrated group, there would be high group morale, as well as individual morale. Since good supervision correlated with good group morale, special attention should be paid to the training programme of supervisory staff. Whether it is group or individual morale, it must be evaluated from time to time in the interest of the organization. FACTORS INFLUENCING MORALE 1. NATURE OF WORK Meaningful and satisfying job helps to improve employee morale. In such a job each member of the group understands clearly how his specific task contributes to the attainment of group goals. Morale tends to be low when the job provides no challenge and satisfaction and job standards are considered very high. 25

2. WORKING CONDITIONS Physical work environment, job security, wages and other allied factors exercise a significant influence on employee morale. When the wages are fair, job is secure and there are opportunities for promotion, job satisfaction and morale are likely to be high. 3. SUPERVISION Competent, dependable and fair-minded leadership can build and maintain high morale. Such a leadership can win the confidence of employees through sympathetic and friendly behaviour. Lines of authority and responsibility are clear and communication system is effective. 4. INTERPERSONAL RELATIONS The confidence of an employee in fellow employees influences morale. When a worker is confident that his co-worker are loyal to him and will provide advice and assistance whenever necessary his morale is likely to be good. Confidence of individuals in the goals of the group a feeling of togetherness and common goals tend to raise employee morale. 5. MANAGEMENT POLICIES The policies and attitudes of management concerning promotion, transfer etc, affect morale. Companys image in the employees mind also influences morale. The attitude and practices of managers in their dealings with workers affect morale. 26

6. PERSONAL FACTORS The age, education, occupation level and family life of an employee, determine his morale. Some research studies indicate that young, higher educated and low status employees tend to have lower morale. An employees self concept, habits and family relations exercise a significant influence on his morale. IMPACT OF MORALE ON PRODUCTIVITY There can be four combinations of morale and productivity: 1. HIGH MORALE - HIGH PRODUCTIVITY High morale reflects a predisposition to be more productive if proper leadership is provided. This situation is likely to occur when employees are motivated to achieve high performance standards through financial and nonfinancial rewards. Complete identity between individual and organization goals can lead to this situation. 2. HIGH MORALE - LOW PRODUCTIVITY This situation arises when employees spend their time and energy in satisfying their personal objective unrelated to the companys goals. Early machinery, lack of training, ineffective supervision and restrictive norms of informal groups can also lead to low productivity on the part of employees with high morale. 3. LOW MORALE - HIGH PRODUCTIVITY Low morale cannot result in high productivity for a long period. However, this situation can occur for a temporary period due to fear of loss of job, 27

exceptionally good supervision and machine paced work in which only a part of workers capabilities are used. 4. LOW MORALE - LOW PRODUCTIVITY This is a normal relationship. In the long run low morale is likely to result in low productivity.

High Productivity High Morale High Morale High Low Morale High Productivity Low Morale Low Productivity Low Morale

productivity

High Morale Low Productivity

Low Productivity

Thus there is a complex relationship between morale and productivity. This is because morale is only one of the factors influencing productivity. MEASUREMENT OF MORALE Morale is an intangible and subjective concept. Therefore it cannot be measured directly. Employees are reluctant to express their true attitudes towards the work and management. The following methods are used to measure morale. 28

1. OBSERVATION Managers can identify any change in the level of morale by keenly observing the talks, gestures, and behaviour of employees. Any departure or deviation from the normal way indicates something wrong which requires remedial action. According Haimann the supervisor is in the best position to measure by observation the morale of his subordinates from day to day. But he must sharpen his powers of observation and not brush aside any worthwhile indicator. The serious short coming of observation as a yardstick, for measuring current morale is that activities and events indicate a change to a lowered morale which has already occurred. The manager should therefore be extremely keen in his observation so that he may do as much as is possible to prevent such damages. 2. ATTITUDE OR MORALE SURVEYS This method is generally used to discover the feelings of employees towards their jobs, their supervisors, company policies and the organization as a whole. Attitude surveys are conducted in two ways. (i) INTERVIEW METHOD Under this method a face to face talk with employees is arranged. The interviewer asks several questions to judge the feelings and opinions of employees. It is a comprehensive and sensitive method. But it is very time consuming and expensive when the number of employees is large.

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(ii) QUESTIONNAIRE METHOD In this method a list of questions is given to employees. They are asked to tick the right answer to each question. It is less time consuming and more

economical. But the response is likely to be poor. Attitude surveys represent a formal and systematic way of ascertaining employee attitudes and training needs. These surveys provide a concrete evidence of managements interest in employees and provide a channel of upward communication employees get an opportunity to express their dissatisfaction and frustrations. However, morale surveys involve judgment and bias and can be useful only if they are properly and regularly conducted. 3. COMPANY RECORDS AND REPORTS Records and reports of personnel department about labour turnover, absenteeism, employee grievances, spoiled work, strikes etc. are good indicators of the level of employee morale. MEASURES FOR BUILDING HIGH MORALE Morale building is a difficult exercise as it involves removing misconceptions, changing attitudes and dealing with emotions. The following measures may be helpful in improving employee morale. 1. PROPER WORK ENVIRONMENT Adequate lighting, proper ventilation, noise free work place, regular rest periods and other facilities should be provided to workers. environment helps to improve attitudes of employees. 30 Congenial work

2. JOB SECURITY When employees are under a constant fear of losing the job, their morale cannot be high. Therefore, reasonable security of job should be guaranteed. 3. SOUND COMPENSATION SYSTEM A just and fair wage structure with proper incentives for efficient performance is very helpful in building morale. 4. SOUND PROMOTION POLICY Adequate opportunities for career growth and advancement is essential for raising the morale of ambitious and hardworking employees. It provides recognition for achievements and inspires employees. 5. CREATION OF WHOLE JOBS A complete job should be assigned to an employee. Jobs should be

enlarged to provide variety to tasks. Flexible working hours and job sharing may also be helpful in raising morale. 6. JOB ENRICHMENT Job enrichment provides recognition, growth and responsibility. Greater authority be delegated to provide work autonomy to the employee. Job rotation also helps to improve employee morale. 7. GRIEVANCE PROCEDURE A sound procedure should be installed for quick and impartial redressal of employee grievances. Such a procedure will help to avoid dissatisfaction and negative attitude among employees. 31

8. SUGGESTION SCHEME Management should install a proper system by which employee can suggest changes, useful suggestions should be rewarded and widely recognized. This will create a sense of involvement and loyalty among workers. 9. EMPLOYEE COUNSELLING Managers should regularly provide guidance, advice and assistance to employees to help them in tackling their personnel and work related problems. Counselling will create confidence among employees and improve their attitudes. 10. WORKERS PARTICIPATION IN MANAGEMENT Participation of employees in the process of decision making helps to improve mutual understanding. belonging among workers. MOTIVATION AND MORALE MEASURES CURRENTLY It also promotes team spirit and sense of

IMPLEMENTED AT THE ORGANISATION GRATUITY In PCK LTD, an employee on successful completion of one year of service gets one month salary as an additional benefit. BONUS An employee is bound to get 8.33% of the salary as bonus. All employees who are entitled to bonus as per payment of Bonus Act shall be paid Bonus at the rate decided every year subject to the provision of the Act. 32

PROVIDENT FUND An employee shall be entitled to PF benefits at 12% basic salary plus D.A. The corporation shall contribute an equal amount to PF. MEDICAL FACILITIES All categories of employees working in the estate and their dependent member shall be provided the medical facilities. The employees working in the registered office, its regional office and other establishments, which are outside the purview of the plantation labour statutes shall be provided with medical facilities as per the Medical Attendance Rule, 1965. PAID HOLIDAYS Every public Holiday (National Holidays) like republic day, May day, Independence day, Gandhi Jayanthi and nine other holidays of public festivals are allowed for every employees in PCK. If any public holidays fall then he can give extra leave or extra wages in addition to the days wage. MATERNITY LEAVE Female employees of the corporation shall be granted this leave with salary as per the provision of Maternity Benefit Act 1961. INCREMENT Staff is eligible for increment on completion of every year of service as admissible in accordance with pay scale attached to the post. Sanctioning of increment shall be subject to the satisfactory report on the performance of an employee during the incremental period 33 the superior officers. by

ALLOWANCES Allowances such as festival allowances uniform washing allowances, house rant allowances are also granted to employees of the organization. FESTIVAL ALLOWANCES Employees are entitled for special festival allowance during Onam, Christmas and Easter which will be recovered from the salary on installment basis. HOUSING FACILITIES Housing facilities are given to the employees to stay comfortably along with their families. These houses have separate bathrooms and other facilities. All these houses are well maintained. INCENTIVES Good incentives are given to the employees on the basis of their attendance percentage and their contributions to the productivity. EMERGENCY LOAN Rs.1000/-will be given to the employees mainly to the field workers as emergency loan subject to the approval by the head of the department. SICK LEAVE BENEFIT The company gives14 days wages as sick leave benefit in a year in addition to that for every 20 working days one day wage will be given as leave with wage. FUNERAL BENEFITS The company provides Rs.1000/- as funeral benefits for the workers and one-month salary to officers and staffs. 34

WEATHER PROTECTIVE The company provides an umbrella each to the employees every year as the weather protective. All these measures are implemented on a statutory basis.

35

CHAPTER -IV DATA ANALYSIS AND INTERPRETATION

A study on the motivation and morale of employees with special reference to the Plantation Corporation of Kerala Limited is mainly based on primary data collected from field source. The primary data are collected from 50 respondents by using a structured interview schedule. The schedule consists of 25 statements relating to motivation and morale of employees and classified under 6 broad heads such as:1. 2. 3. 4. 5. 6. Nature of work Better work environment and better working conditions Supervision and Control Interpersonal Relations Management Policies Personal Factors.

The data collected are tabulated, analyzed and interpreted on the basis of 1. Gender - male or female 2. Age - group- below 30, 30-39, 40-49 and 50 & above 3. Educational Background - below S.S.L.C., S.S.L.C., College and Technical Each and every component of motivation and morale is analysed based on total score, mean score and standard score for different groups to draw meaningful conclusions. 36

4.1

SAMPLE PROFILE

4.1.1 Sex-wise Distribution of sample Sex is an important factor in analysing motivation and morale. Sex-wise classification of sample is depicted in the following table. Table 4.1.1. Sex wise Distribution of Sample Sl. No. Sex No of Respondent 26 24 50 Percentage Cumulative Percentage 52 100 100

1 2

Male Female Total

52 48 100

Source: Primary Data From the total sample population, 26 (52%) are male employees, and 24 (48%) are female employees. It is observed that there is no significant domination of male and female employees each other. 4.1.2 Age wise distribution of sample Age is a prominent factor influencing the performance and satisfaction of employees. The following table shows the age wise distribution of employees in the organization.

37

Table 4.1.2 Age Wise Distribution of Sample Sl. No. Sex No of Respondent 2 16 20 12 50 Percentage Cumulative Percentage 4 36 76 100 100

1 2 3 4

Below30 30-39 40-49 50 above Total

4 32 40 24 100

Source: Primary data From the above table, it is evident that out of the 50 respondents, 2 (4%) are fall under below 30 age group, 16 (32%) belongs to age group of 3039, 20 (40%) respondents come under the age group 40-49 and 12 (24%) are above the age of 50. It reveals that a good majority of the sample respondents are middle-aged people. 4.1.3 Educational Background of Respondents Educational qualification exerts greater influence on performance, productivity, satisfaction and outlook of employees. The following table shows the educational background of workers in the organization.

38

Table 4.1.3 Educational Qualification Sl. No Qualification No. of Respondents 0 Percentage Cumulative Percentage 0

1.

Below S.S.L.C S.S.L.C College Technical Total

2. 3. 4

8 30 12 50

16 60 24 100

16 76 100 100

Subject to the study of the educational background of the respondents it is shown that, 8(16%) employees have S.S.L.C. qualification,

30 (60%) have college education and the remaining 12 (24%) are technically qualified. It is clear that the majority of the employees are highly qualified. 4.2. ELEMENT WISE MOTIVATION AND MORALE 1. Nature of work Meaningful and satisfying job helps to improve employee morale and motivation. In such a job each member of the group understands clearly how his specific task contributes to the attainment of group goals. Morale tends to be low when the job provides no challenge and satisfaction and job standards are considered very high. 39

Analysis of Nature of Work based on Gender is shown below Table 4.2.1 Nature of Work Gender Sl. No Sex No. of Respondents 26 24 50 Total Score 618 628 1246 Mean score 23.77 26.17 24.92 Std Score 546 504 1050

1. 2.

Male Female Total

Source: Primary Data Independent Sample T test - T value 0.62 Sig. Value- 0.68 Analysis of nature of work based on sex reveals that the mean score of 26, male employees is 23.77 and 24 female employees is 26.17. The mean score of both the category is above the standard mean score of 21. It reveals the motivation and morale measured in terms of nature of work is favourable irrespective of gender and it is nominally high among female employees. Independent sample T test reveals that the variation in mean score across male and female workers is statistically insignificant at 5% level of significance (.62<.68). Therefore there is no significant variation in motivation and morale measured based on NW across the male and female workers.

40

Analysis of Nature of Work based on Age is shown below Table 4.2.2 Nature of Work-Age Sl. No. Age No. of Respondents 2 16 20 12 50 Total Score 52 406 502 286 1246 Mean Score 26.0 25.38 25.10 23.83 24.92 Std Score 42 336 420 552 1050

1 2 3 4

Below 30 30-39 40-49 50 above Total

Source: Primary Data Age wise, it is seen that below 30, 30-39, 40-49 and above 50 age group represents a mean score of 26, 25.38, 25.10, 23.83 respectively. It shows that the mean score of all age group is above the standard mean score of 21. However there is some variation in the mean score across different age groups. The mean score is high in the age group of below 30(26.0) and low in above 50 age group (23.83). It shows that motivation and morale as measured in terms of nature of work, decreases as age increases. Thus there is a strong inverse relationship between age and NW.

41

Table 4.2.3 ANOVA Nature of Work- Age Sum of Between groups Within groups Total Squares 20.46 307.22 327.68 d.f. 3 46 49 Mean Squares 6.82 6.68 F 1.02 Sig. 2.81

The statistical significance of variation in mean score across different age groups reveals that difference in mean scores is insignificant at 5% level of significance (1.02<2.81). organization. There is an association between age and motivation and morale in the sense that as age increases motivation and morale decreases. Motivation and morale in terms of NW is more favourable among youngsters compared to aged. Therefore there is satisfaction on NW within the

42

Analysis of Nature of Work based on Education is shown below Table 4.2.4 Nature of Wok Education Sl. No 1. 2. 3. 4. Educational Qualifications Below S.S.L.C S.S.L.C. College Technical Total Source: Primary data Among the 50 sample respondents, none of the employees are qualified below S.S.L.C, 8 holds S.S.L.C. Qualification, 30 has college education and remaining 12 are technically qualified. The mean score of all categories of No of Respondents 0 8 30 12 50 Total Score 0 206 752 288 1246 Mean Score 0 25.75 25.07 24.00 24.92 Std Score 0 168 630 252 1050

employees is above the standard mean score of 21. The mean score is nominally high among employees who possess SSLC qualification (25.75), and low among technically qualified employees (24).

43

Table 4.2.5 ANOVA - NW- Education Sum of Between groups Within groups Total Squares 16.31 311.37 327.68 d.f. 2 47 49 Mean Squares 8.16 6.62 F 1.23 Sig. 3.19

The statistical significance of variation in mean score across different education groups reveals that difference in mean scores is insignificant at 5% level of significance (1.23<3.19). Therefore there is no relation between education and NW. It reveals that motivation and morale in terms of NW is somewhat equal among the workers irrespective of their education. II Better Work environment and Better Working Conditions (BWC) Physical work environment, job security, wages and other allied factors exercise a significant influence on employees morale and motivation. When there are fair wages, reasonable hours of work, cleanliness, job security and opportunities for promotion, job satisfaction and morale are likely to be high.

44

Analysis of Better Working Conditions based on Gender Is given below Table 4.2.6 Better Work Environment and Better Working Conditions Gender Sl. No Sex No. of Respondents 26 24 50 Total Score 586 644 1230 Mean Score 22.54 26.83 24.60 Std Score 624 576 1200

1. 2.

Male Female Total

Source: Primary data Independent Sample T test - T value 1.049 Sig. Value - 0.68 Out of 50 respondents, the mean score of 26 male employees is 22.54, and for 24 female employees it is 26.83. The mean score of male employees is below the standard mean score of 24 and the mean score of female employees is above the standard mean score of 24. It is evident that there is a considerable variation of motivation and morale among the male and female employees. Female employees have high satisfaction on BWC as compared to male employees. Independent sample T test reveals that the variation in mean score across male and female workers is statistically significant at 5% level of significance (1.049>0.68). Therefore there is significant variation in motivation and morale measured based on BWC across the male and female workers.

45

Analysis of Better Working Conditions based on Age is given below Table 4.2.7 Better Work Environment and Better Working Conditions - Age Sl. No 1. 2. 3. 4 Age Below 30 30-39 40-49 50 & above Total Source: Primary data Age wise, it is seen that below 30, 30-39, 40-49 and above 50 age group represents a mean score of 24, 25.5, 24.2, 24.16 respectively. There is some variation in the mean score across the different age groups. It shows that the mean score of all age group is either equal or above the standard mean score of 24. The mean score is high in the age group of 30-39 (25.5) and low in below 30 age group (24). It reveals that motivation and morale is nominally high in 30-39 age group. Motivation and morale in terms of BWC varies among the different age group to a certain extent only. No of Respondents 2 16 20 12 50 Total Score 48 408 484 290 1230 Mean Score 24 25.5 24.2 24.16 24.60 Std Score 48 384 480 288 1200

46

Table 4.2.8 ANOVA - Better Work Environment and Better Working Conditions - Age Sum of Between groups Within groups Total Squares 19.13 1100.87 1120 d.f. 46 3 49 Mean Squares 6.38 23.93 F 3.76 Sig. 8.51

The statistical significance of variation in mean score across different age groups reveals that difference in mean scores is insignificant at 5% level of significance (3.76<8.51). Therefore there is no considerable relation between age and BWC across the different age groups. Analysis of Better Working Conditions based on Education is shown below Table 4.2.9 Better Work Environment and Better Working Conditions Education Sl. No 1. 2. 3. 4. Qualification Below S.S.L.C S.S.L.C. College Technical Total Source: Primary Data Out of the 50 sample respondents the highest mean score is for SSLC qualified employees (27.75) and lowest among the technically qualified employees (23.67). 47 No of Respondents 0 8 30 12 50 Total Score 0 222 724 284 1230 Mean Score 0 27.75 24.13 23.67 24.6 Std Score 0 192 720 288 1200

It reveals that motivation and morale is nominally high in employees who have SSLC qualification and is low in technically qualified employees. Table 4.2.10 ANOVA - Better Work Environment and Better Working Conditions - Education Sum of Between groups Within groups Total Squares 96.36 1361.64 1458 d.f. 2 47 49 Mean Squares 48.32 28.97 F 1.67 Sig. 3.19

The statistical significance of variation in mean score across different education groups reveals that difference in mean scores is insignificant at 5% level of significance (1.67<3.19). There is no significant relation between education and motivation and morale. It reveals that motivation and morale in terms of BWC is somewhat equal among the workers irrespective of their education. III. Supervision and Control (SC) Competent, dependable and fair-minded leadership can build and maintain high morale and motivation. Such a leadership can win the confidence of

employee through sympathetic and friendly behaviour. Lines of authority and responsibility are clear and communication system is effective. High level of employee turn over indicate that the leadership is in effective. On the other hand if the employees are given freedom to do the job, their motivation and morale will be

48

high. No one likes to be supervised all the time. There should be a sound co-operation among co-workers and supervisors with in the organization. Analysis of Supervision and Control based on Gender given below Table - 4.2.11 Supervision and Control - Gender Sl. No. 1 2. Sex Male Female TOTAL Source: Primary Data Independent Sample T test - T value 0.23 Sig. Value- 0.68 Out of 50 respondents, the mean score of 26 male employees is 5.62, and 24 female employees is 6.50. The mean score of male employee is below the standard mean score and the mean score of female employee is above the standard mean score of 6. It reveals that motivation and morale among female employees is nominally high as compared to male employees. Independent sample T test reveals that the variation in mean score across male and female workers is statistically insignificant at 5% level of significance (.23<.68). Therefore there is no significant variation in motivation and morale measured based on SC across the male and female workers. Analysis of Supervision and control based on Age given below Table 4.2.12 Supervision and Control - Age 49 No. of Respondents 26 24 50 Total Score 146 156 302 Mean Score 5.62 6.50 6.04 Std Score 156 144 300

Sl. No. 1 2. 3. 4.

Age Below 30 30 39 40 - 49 50 - above TOTAL

No. of Respondents 2 16 20 12 50

Total Score 8 100 126 68 302

Mean Score 4.00 6.25 6.30 5.67 6.04

Std Score 12 96 120 72 300

Source: Primary Data Age wise, it is seen that below 30, 30 - 39, 40 - 49 and above 50 age group represents a mean score of 4, 6.25, 6.30, 5.67 respectively. It shows that the mean score of below 30 age group and above 50 age group have not the standard mean score of 6 and the remaining have above the standard mean score. It is evident that motivation and morale of employees belonging to middle aged group is nominally high as compared to others and is low among youngsters and elders. Table 4.2.13 ANOVA - Supervision and Control - Age Sum of Between groups Within groups Total Squares 12.05 89.87 101.92 d.f. 3 46 49 Mean Squares 4.02 1.95 F 2.06 Sig. 2.81

The statistical significance of variation in mean score across different age groups reveals that difference in mean scores is insignificant at 5% level of 50

significance (2.06<2.81). Therefore there is no significant relation between age and SC across the different age groups. Analysis of Supervision and Control based on Education is given below Table 4.2.14 Supervision and Control - Education Sl. No. 1 2. 3. 4. Qualification Below SSLC SSLC College Technical TOTAL Source: Primary Data Out of 50 respondents, the mean score of employees who have SSLC qualification is 7.50, college qualification is 5.80 and technical qualification is 5.67. The mean score of SSLC qualified employee is above the standard mean score of 6. It reveals that motivation and morale of employees who posses high qualification is low as compared to rest. No. of Respondents 0 8 30 12 50 Total Score 0 60 174 68 302 Mean Score 0 7.50 5.80 5.67 6.04 Std Score 0 48 180 72 300

Table 4.2.15 ANOVA - Supervision and Control - Education Sum of Between groups Squares 20.45 d.f. 2 Mean Squares 10.23 51 F 5.91 Sig. 3.19

Within groups Total

81.47 101.92

47 49

1.73

The statistical significance of variation in mean score across different education groups reveals that difference in mean scores is significant at 5% level of significance (5.91>3.19). There is an association between education and motivation and morale. It reveals that motivation and morale in terms of SC is different among the workers in respect to their education.

IV. INTERPERSONAL RELATIONS (IR) The confidence of an employee in fellow employees influences morale and motivation. When an employee is confident that his colleagues are loyal to him and will provide advice and assistance whenever necessary his morale and motivation is likely to be good.

Analysis of Interpersonal Relations based on Gender given below Table 4.2.16 Interpersonal Relations - Gender Sl. No. 1 Sex Male No. of Respondents 26 52 Total Score 254 Mean Score 9.77 Std Score 234

2.

Female TOTAL

24 50

246 500

10.25 10.00

216 450

Source : Primary Data Independent Sample T test - T value 0.124 Sig. Value- 0.68 Out of 50 respondents, the mean score of 26 male employees is 9.77, and 24 female employees is 10.25. The mean score of both the category is above the standard score of 9. The table shows that there is no considerable variation of motivation and morale among the male and female employees. Independent sample T test reveals that the variation in mean score across male and female workers is statistically insignificant at 5% level of significance (.124<.68). Therefore there is no significant variation in motivation and morale measured based on IR across the male and female workers.

Analysis of Interpersonal Relations based on Age give below Table 4.2.17 Interpersonal Relations - Age Sl. No. 1 Age Below 30 No. of Respondents 2 53 Total Score 24 Mean Score 12 Std Score 18

2. 3. 4.

30 -39 40 - 49 50 - above TOTAL

16 20 12 50

170 200 106 500

10.62 10.00 8.83 10.00

144 180 108 450

Source : Primary Data Age wise, it is seen that below 30, 30-39, 40-49 and above 50 age group represents a mean score of 12, 10.62, 10, 8.83 respectively. The mean score of all age group is above the standard mean score of 9 except 50 and above age group. The mean score is high in the below 30 age group and low in above 50 (8.83) age group. It reveals that motivation and morale in terms of IR decreases as age increases Table 4.2.18 ANOVA - Interpersonal Relations - Age Sum of Between groups Within groups Total Squares 30.58 321.42 352 d.f. 3 46 49 Mean Squares 10.19 6.99 F 1.46 Sig. 2.81

The statistical significance of variation in mean score across different age groups reveals that difference in mean scores is insignificant at 5% level of significance (1.463<2.81). Therefore there is no significant relation between age and IR across the different age groups 54

Analysis of Interpersonal Relations based on Education shown below Table 4.2.19 Interpersonal Relations - Education Sl. No. 1 2. 3. 4. Qualification Below SSLC SSLC College Technical TOTAL Source : Primary Data Out of 50 employees, the mean score of employees who have SSLC qualification is 12.5, college qualified 8.87 and technically qualified 11.178. The mean score of employees who have college qualification is below the standard mean score of 9. It reveals that motivation and morale is nominally high in SSLC qualified employees as compared to the rest. No. of Respondents 0 8 30 12 50 Total Score 0 100 266 134 500 Mean Score 0 12.5 8.87 11.17 10.00 Std Score 0 72 270 108 450

Table 4.2.20 ANOVA - Interpersonal Relations - Education Sum of Between groups Within Squares 104.86 315.14 d.f. 2 47 55 Mean Squares 52.43 6.705 F 7.82 Sig. 3.19

groups Total

420

49

The statistical significance of variation in mean score across different education groups reveals that difference in mean scores is significant at 5% level of significance (7.82>3.19). There is an significant association between education and motivation and morale. It reveals that motivation and morale in terms of IR is different among the workers in respect to their education. V. MANAGEMENT POLICIES (MP) The policies and attitudes of management concerning promotion, transfer, etc. affect morale and motivation. Companys image in the employees mind also influences morale and motivation. dealings with workers affect morale. The attitudes and practices of managers

Analysis of Management Policies based on Gender shown below Table 4.2.21 Management Policies - Gender Sl. No. 1 Sex Male No. of Respondents 24 56 Total Score 222 Mean Score 9.25 Std Score 216

2.

Female TOTAL

26 50

234 456

9.00 9.12

234 450

Source : Primary Data Independent Sample T test - T value 0.064 Sig. Value- 0.68 Out of 50 respondents the mean score of 24 male employees is 9.25 and 26 female employees is 9. The mean score of both the employees is either equal or above the standard mean score of 9. employees. Independent sample T test reveals that the variation in mean score across male and female workers is statistically insignificant at 5% level of significance (.064<.68). Therefore there is no significant variation in motivation and morale measured based on MP across the male and female workers. It is nominally high among the male

Analysis of Management Policies based on Age is given below Table 4.2.22 Management Policies - Age Sl. No. 1 Age Below No. of Respondents 2 57 Total Score 20 Mean Score 10 Std Score 18

2. 3. 4.

30 39 40 - 49 50 - above TOTAL

16 20 12 50

150 174 112 456

9.38 8.70 9.33 9.12

144 180 108 450

Source : Primary Data Age wise, it is seen that below 30, 30-39, 40-49 and above 50 age group represents a mean score of 10, 9.28, 8.70, 9.33 respectively. The mean score of 40-49 age group is below the standard mean score of 9. The mean score is high in the age group of below 30 as compared to others. Table 4.2.23 ANOVA - Management Policies - Age Sum of Between groups Within groups Total Squares 32.25 211.72 244 d.f. 3 46 49 Mean Squares 10.25 4.60 F 2.23 Sig. 2.81

The statistical significance of variation in mean score across different age groups reveals that difference in mean scores is insignificant at 5% level of significance (2.23<2.81). Therefore there is no significant relation between age and MP across the different age groups. Analysis of Management Policies based on Education given below Table 4.2.24 Management Policies - Education Sl. Qualification No. of 58 Total Mean Std Score

No. 1 2. 3. 4. Below SSLC SSLC College Technical TOTAL Source : Primary Data

Respondents 0 8 30 12 50

Score 0 74 272 110 456

Score 0 9.25 9.06 9.16 9.12 0 72 270 108 450

Out of 50 respondents the mean score of employees qualified SSLC is 9.25, college qualified 9.06, technically qualified 9.16. The mean score of all the category is above the standard mean score of 9. The mean score is nominally high (9.25) in SSLC qualified employees as compared to others.

Table 4.2.25 ANOVA - Management Policies - Education Sum of Between groups 59 Squares 0.24 d.f. 2 Mean Squares 0.12 F 16.41 Sig. 19.51

Within groups Total

93.04 93.28

47 49

1.97

The statistical significance of variation in mean score across different education groups reveals that difference in mean scores is insignificant at 5% level of significance (16.41<19.51). It reveals that motivation and morale in terms of MP is somewhat equal among the workers irrespective of their education. VI. PERSONAL FACTORS (PF) The age, education, occupation level and family life of an employee, determine his morale and motivation. An employees self-concept, habit and family relation exercise a significant influence on his morale and motivation. Some research studies indicate that young, higher educated and low status employees tend to have lower morale.

Analysis of Personal Factor based on Gender shows below Table 4.2.26 Personal Factors - Gender Sl. No. Sex No. of Respondents 60 Total Score Mean Score Std Score

1 2.

Male Female TOTAL

26 24 50

174 156 330

6.69 6.50 6.60

156 144 300

Source : Primary Data Independent Sample T test - T value 0.05 Sig. Value- 0.68 Out of 50 respondents, the mean score of 26 male employees is 6.69, and 24 female employees is 6.50. The mean score of both the category is above the standard score of 6 and is nominally high among the male employees. Independent sample T test reveals that the variation in mean score across male and female workers is statistically insignificant at 5% level of significance (.05<.68). Therefore there is no significant variation in motivation and morale measured based on PF across the male and female workers.

Analysis of Personal Factors based on Age given below Table 4.2.27 Personal Factors - Age Sl. No. Age No. of Respondents 61 Total Score Mean Score STD Score

1 2. 3. 4.

Below 30 - 39 40 - 49 50 - above TOTAL

2 16 20 12 50

16 122 120 72 330

8.0 7.62 6.00 6.00 6.60

12.00 96.00 120.00 72.00 300.00

Source : Primary Data Out of 50 respondents, the mean score of below 30 age group is 8, 30-39 age group is 7.62, 40 - 49 age group represents 6 and above 50 age group is 6. The mean score of all age group is above the standard mean score of 6. The mean score is high in the age group of below 30 and low in 40-49 and above 50 age group. Table 4.2.28 ANOVA - Personal Factors - Age Sum of Between groups Within groups Total Squares 32.25 211.75 244 d.f. 3 46 49 Mean Squares 10.25 4.60 F 2.23 Sig. 2.81

The statistical significance of variation in mean score across different age groups reveals that difference in mean scores is insignificant at 5% level of significance (1.23<3.19). Therefore there is no significant relation between age and PF across the different age groups 62

Analysis of Personal Factors based on Education given below Table 4.2.29 Personal Factors - Education Sl. No. 1 2. 3. 4. Qualification Below SSLC SSLC College Technical TOTAL Source : Primary data Out of 50 respondents, the mean score of employees who have SSLC qualification is 7.75, College qualification is 6.40, technical qualification is 6.33. The mean score of both the category is above the standard mean score of 6. It reveals that motivation and morale is nominally high in SSLC qualified employees as compared to the rest. No. of Respondents 0 8 30 12 50 Total Score 0 62 192 76 330 Mean Score 0 7.75 6.40 6.33 6.60 Std Score 0 48 180 72 300

Table 4.2.30 ANOVA - Personal Factors - Education Sum of Between groups Within groups Total Squares 12.63 159.37 172 d.f. 2 47 49 Mean Squares 6.315 3.39 F 1.86 Sig. 3.19

63

The statistical significance of variation in mean score across different education groups reveals that difference in mean scores is insignificant at 5% level of significance (1.86<3.19). It reveals that motivation and morale in terms of PF is somewhat equal among the workers irrespective of their education. TOTAL MOTIVATION AND MORALE OF EMPLOYEES The total motivation and morale of employees is measured in terms of the total score obtained from 50 respondents in respect of 25 statements categorized under 6 variables. Total score is compared with standard score and the actual mean score to draw meaningful inferences about the total motivation and morale of employees belonging to different groups.

Analysis of Total motivation and morale based on gender is given below. Table 4.2.31 Sl. No. Sex No of Respondent 26 24 64 Total Score 2000 2064 Mean Score 76.92 86.00 Std Score

1 2

Male Female

1932 1816

Total Source: Primary data

50

4064

81.28

3748

Independent sample T test- T Value- .08 Sig. Value- 0.68 Analysis of total motivation and morale of employees on the basis gender reveals that the mean score of 26 male employees is 76.92 and 24 female employees is 86 and it is above the standard mean score 75. It reveals that, total motivation and morale is slightly favourable among female employees Independent sample T test reveals that the variation is sample mean scores across different gender groups is statistically insignificant at 5% level of significance (.08< .68). Testing Hypothesis 1&2 There is no significant variation in total motivation and morale among the male and female employees. Therefore the hypothesised indifference in the motivation and morale of employees belonging to different age group is accepted.

Analysis of total motivation and morale based Age is given below Table 4.2.32 Sl. No. Age No of Respondent 2 16 65 Total Score 168 1356 Mean Score 84 84.75 Std Score

1 2

Below 30 30-39

150 1200

3 4

40-49 50 & above Total

20 12 50

1606 934 4064

80.3 77.83 81.28

1500 1200 4050

Source: Primary data Age wise, it is seen that below 30, 30-39, 40-49 and above 50 age group represents a score of 84,84.75,80.3,77.83 respectively. The mean score of all age group is above the standard mean score of 75. It is nominally high in 30-39 age group (84.75) and low in age group of 50 and above age group. It reveals that mean scores do not vary widely across different age groups. Table 4.2.33 ANOVA Total motivation and morale- Age Sum of Between groups With in groups Total Squares 121.1393 2723.78 d.f. 46 3 Mean Squares 40.38 59.21 F 1.96 Sig. 8.51

2844.8 49 It is observed that there is no significant variation in mean scores across

different age groups. Therefore, the hypothesized indifference in the total motivation and morale of employees belonging to different age groups is accepted. Testing hypothesis 3 The statistical significance of variation in mean scores across different age group, reveals that difference in mean score is insignificant at 5% level of

66

significance (1.46<8.51). Therefore, there is no significant relation between age and total motivation and morale of employees. Analysis of total motivation and morale based on Education is given below Table 4.2.34 Sl. No. Qualification No of Respondent 8 30 12 50 Total Score 724 2380 960 4064 Mean Score 90.5 79.33 80.0 81.28 Std Score

1 2 3

SSLC College Technical Total

600 2250 900 3750

Source: Primary data Among 50 respondents 8 employees are qualified below SSLC, 30 has college education 12 are technically qualified. The mean scores of all groups of employees is above the standard mean score of 75 and is high in technically qualified employees compared to the rest. It is observed that there is no significant variation in mean scores across different education groups. Therefore, the hypothesized indifference in the total motivation and morale of employees belonging to different education groups is accepted. Table 4.2.35 ANOVA total motivation and morale based on Education Sum of Between Squares 250.85 d.f. 2 Mean Squares 67125.43 F 2.54 Sig. 3.19

groups Within groups Total

2322.02 2572.87

47 49

49.40

The statistical significance of variation in mean scores across different educational groups reveals that difference in mean score is insignificant at 5% level of significance (2.54<3.19). Therefore there is no association between education and total motivation and morale of employees. Testing hypothesis 4 Education wise, there is no significant variation in total motivation and morale among different education groups. Therefore, hypothesized indifference in the total motivation and morale among employees belonging to different educational background is accepted.

CHAPTER -V SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSION

A study on the motivation and morale of Employees with special reference to the Plantation Corporation of Kerala Ltd. was intended to explore the key determinants of the favourableness and unfavourableness of the motivation and morale of the employees with in the organization. Diverse factors were 68

considered to elicit the primary information as Nature of Work (NW), Better Work Environment and Better Working Conditions (BWC), Supervision and Control (SC), Interpersonal Relations (IR), Management Policies (MP) and Personal Factors (PF) The overall objective is to study the motivation and morale of the employees in the Plantation Corporation of Kerala Ltd. The study was conducted with the following specific objectives. 1. To study the present motivational level and morale values of

employees in the Plantation Corporation of Kerala Limited in terms of Nature of Work, Better Work Environment and Better Working Conditions, Supervision and Control, Interpersonal Relations, Management Policies and Personal Factors. 2. To know the expectation of the employees on the

motivational measures followed by the company. 3. 4. To study the levels of satisfaction of employees. To offer suggestions for improving motivation and morale of

employees in PCK Ltd. if required. To have a disciplined direction to the enquiry, the following hypotheses were formulated and tested. 1. Motivation and morale of employees in Plantation Corporation of

Kerala limited, is favourable. 69

2.

There is no variation in motivation in morale across male and

female. 3. There is no variation in motivation and morale among employees

belonging to different age groups. 4. There is no variation in motivation and morale among employees

belonging to different educational backgrounds. Present study is mainly based on primary data. The primary data are collected by using a structured interview schedule from 50 respondents identified randomly at the Plantation Corporation of Kerala Ltd. Due representation has been given to different age groups, gender and educational levels of employees. To elicit the views of respondents, the researcher with a schedule personally contacts them. The schedule contains 25 statements of opinions categorised under 6 heads. Respondents were asked to express their level of agreement or

disagreement on 5 Point Scale Scores which are assigned as 5 to Strongly Agree, 4 to Agree, 3 to Neither Agree Nor Disagree for Positive sentences and reverse for negative sentences.

The data collected are tabulated and analysed on the basis of gender, age group and educational qualification of employees. Actual total score, standard total score, actual mean score and standard mean score are calculated for each variable. SUMMARY OF FINDINGS 70

I.

SAMPLE PROFILE A. Out of 50 respondents there is no significant domination of male and

female employees each other. B. C. Majority of employees are middle aged. Majority of employees are high educated with college qualification

and minority employees are SSLC qualified. II. A. ELEMENTS OF MOTIVATION AND MORALE Nature Of Work (NW)

Analysis of motivation and morale under the head NW reveals that total score of 50 respondents is 1246 with a mean score of 24.92 against the standard score of 21. Since the actual score is higher than standard score, it is clear that motivation and morale of employees is favourable. (i) Mean score is high among the female employees (ii) Age-wise analysis shows that there is a strong inverse relationship between age and NW. Motivation and morale in terms of NW is more favourable among youngsters compared to aged. (iii) Educational background analysis discloses that, the mean score is nominally high among employees who possess SSLC qualification and is low among technically qualified employees. B. Better Work Environment and Better Working Conditions (BWC) Analysis of motivation and morale under the head BWC reveals that the total score of 50 respondents is 1230 with a 71 mean score of 24.60 against the standard

score of 24. Since the actual score is higher than the standard score, it is obvious that the motivation and morale of employees is favourable. (i) There is considerable variation in mean score among the male (22.54) and female employees (26.83). Therefore there is significant variation in motivation and morale measured based on BWC across the male and female employees. (ii) Mean score is nominally high in 30-39 aged employees (25.5) and low in below 30 aged employees. Motivation and morale in terms of BWC varies among the different age group to a certain extent only. (iii) Educational background analysis reveals that, the mean score is high in SSLC qualified employees (27.75) and low in technically qualified employees (23.67). Motivation and morale in terms of BWC is somewhat equal among the employees irrespective of their education. C. Supervision and Control (SC) Analysis of motivation and morale under the head SC reveals that total score of 50 respondents is 302 with a mean score of 6.04 against the standard score of 6. Since the actual score is higher than standard score, it is clear that motivation and morale of employees is favourable. (i) Mean score is high among the female employees. (ii) Age wise analysis shows that the mean score is nominally high in 40-49 age group (6.30). Motivation and morale in terms of SC is nominally high among middle aged employees and is low among youngsters and elders. 72

(iii) The mean score is high among SSLC qualified employees and is low in technically qualified employees. Motivation and morale in terms of SC is different among the employees in respect to their education. D. Interpersonal Relations (IR) Analysis of motivation and morale under the head IR reveals that total score of 50 respondents is 500 with a mean score of 10 against the standard score of 9. Since the actual score is higher than standard score, it is clear that motivation and morale of employees is favourable. (i) There is no considerable variation of motivation and morale among the male and female employees and is nominally high in female employees. (ii) Mean score is high in the below 30 age group and is low in 50 and above age group. It shows motivation and morale in terms of IR decreases as age increases. (iii) Educational background discloses that, the mean score is high in S.S.L.C qualified employees as compared to the rest. Motivation and morale in terms of IR is different among the workers in respect to their education. E. Management Policies (MP) Analysis of motivation and morale under the head MP reveals that total score of 50 respondents is 456 with a mean score of 9.12 against the standard score of 9. Since the actual score is higher than standard score, it is clear that, motivation and morale of employees is favourable. 73

(i) Mean score is high among the male employees. (ii) Age wise analysis reveals that the mean score is high in below 30 age group and is low in 40-49 age group. (iii) Educational background discloses that, the mean score is nominally, high in SSLC qualified employees and low among the employees who have college qualification . F. Personal Factors (P.F) Analysis of motivation and morale under the head PF reveals that total score of 50 respondent is 330 with a mean score of 6.60 against the standard score of 6. Since the actual score is higher than standard score, it is clear that motivation and morale of employees is favourable. (i) Mean score is nominally high among the male employees. (ii) Age wise analysis shows that the mean score is high in the below 30 age group and is low and equal among 40-49 and above 50 age group. (iii) Educational background analysis discloses that, the mean score is high in S.S.L.C qualified employees and is low in technically qualified employees. Analysis of various elements reveals that there is no significant difference in the favourableness or unfavourableness of motivation and morale of employees on the basis of different age group, gender and educational background.

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Therefore, the hypothesized indifference in morale and motivation among different age group, gender, educational background is accepted. Overall Analysis Table No. 5.1 Sl. No. 1. 2. 3. 4. 5. 6. No of Respondents 50 50 50 50 50 50 50 Total Score 1246 1230 302 500 456 330 4064 Mean Score 24.92 24.60 6.04 10.00 9.12 6.60 81.28 Reduced Mean score 3.56 3.08 3.02 3.33 3.04 3.30 19.33 Std Score 1050 1200 300 450 450 300 3750

Elements NW BWC SC IR MP PF Total

Rank I IV VI II V III

All the 6 elements are ranked on the basis of mean score. Reduced mean score per variable is used to rank various elements of motivation and morale it is obvious that NW, IR, PF are ranked from I, II, III respectively on the basis of reduced mean score. positions. CONCLUSION This study is intended to explore the favourableness or unfavourableness of the motivation and morale of employees in the Plantation Corporation of Kerala 75 The other elements BWC, MP, SC assumed last three

Ltd. through the analysis of 6 determinant elements such as NW, BWC, SC, IR, MP and PF. Overall motivation and morale is favourable to employees and there is no significant variation in the motivation and morale across different employees on the basis of gender, age and educational qualification. The constituent elements, such as Nature Work (NW), Interpersonal Relations (IR), Personal Factors (PF) assume first three positions in terms of mean scores and Better Work Environment and Better working conditions (BWC), Management Policies (MP), Supervision and Control (SC) assume last three positions. Element wise, there is a strong inverse relationship between age and motivation and morale based on Nature of Work (NW), in the sense that motivation and morale decreases as age increases. It is evident that there is considerable variation of motivation and morale among the male and female employees in terms of Better Work Environments and Better Working Conditions. Motivation and morale based on NW is less among male employees as compared to female employees. Analysis of education in terms of Supervision and Control (SC) concluded that there is an association between education and motivation and morale of employees. It is different among the employees in respect to their education. Motivation and morale of employees who possess high qualification is low as compared to rest.

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There is a strong inverse relationship between age and motivation and morale of employees based on Interpersonal Relations (IR), in the sense that motivation and morale in terms of IR decrease as age increases. There is significant association between education and motivation and morale in terms of IR. It concluded that motivation and morale on the basis of IR is different among the workers in respect to their education. Analysis in terms of Management Policies (MP), Personal Factors (PF) concluded that there is no wide variation in motivation and morale among the employees and almost all employees are satisfied with these elements. As a conclusion, the researcher can concluded that overall motivation and morale of employees in the Plantation Corporation of Kerala Ltd. Is satisfactory, which was analysed on the basis of certain elements such as, NW, BWC, SC, IR, MP and PF. While analysing each elements distinctly, there are certain intensive variations in motivation and morale among the employees.

SUGGESTIONS 1. Element wise analysis shows that there is a strong inverse relationship between age and motivation and morale based on NW: in the sense that motivation and morale decreases as age increases. To improve the overall performance and productivity of employees with in the organization, it becomes essential to keep them as properly designated, interested, goal oriented, communicated, income secured and challenged ones. The 77

management should pay a considerable attention towards the maintenance of high level of morale and motivation among the aged employees. 2. Analysis on the basis of BWC, motivation and morale is less among the male employees as compared to female employees. When there are fair salary and allowances, secured job, opportunities for promotion, incentives, satisfactory working conditions, productivity and job satisfaction of employees can be assured and increased. Thus the management should take meaningful steps on these elements, which were still unfavoured among the male employees. 3. Analysis of education in terms of SC reveals that motivation and morale of employees who possess high qualification is low as compared to the rest. Competent, dependable and fair minded leadership can build and maintain high morale. Such a leadership can win the confidence of employees. The management should provide equitable treatment and opportunities for highly educated employees to plan and implement the work themselves. 4. Interpersonal relations analysis shows a strong inverse relationship of age and morale and motivation. It is also shown in the case of education and morale and motivation. When there is confidence of employees in fellow employees, informal personal relations with higher up collegues and subordinate, strong interpersonal relations, it will raise morale and motivation of employees. Therefore the management should take the 78

measures for maintaining the feeling of togetherness among these employees for increasing their productivity and job satisfaction.

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