MRF Book

MRF LIMITED,KOTTAYAM
EXECUTIVE SUMMARY
This project was conducted at the MRF plant at Vadavathoor, Kottayam on morale of the employees at MRF, This project emphasizes of morale among the work force in achieving gains in human performance and productivity. The important of this study lies in the fact that the more an employs his working position at profession the longer he stays at that position and delivers his best effort. This is also significant to the employer in another way that it saves the company from costs that will be encurred to recruit, train and maintain other employee to fulfill responsibilities and duties. Primary data collection was done through structured questionnaire. Secondary data was collected from company records and internet. Research design used in this study was descriptive research study.Conclusion were drawn based on the analysis of data collected from the employees in various grades. Recommendations were provided for enhancing the quality of the processes and personnel policies of the organization. The steps for improving morale in the organization are identified. The level of individual and group morale is identified in the organization. The project provides detailed information about morale, were does it reside and what does it do.
CHAPTER 1
INTRODUCTION
INTRODUCTION
In every organization, people are working within a subtitle environment of attitudes, Each employee has attitudes that range over the entire of the human behavior. Morale is the degree of enthusiasm and willingness with which individual workers of a group setout to perform the assigned work with zeal and sincerity. Resulting in a good team work. Morale refers to an attitude more satisfaction with a continue and strive for attaining the objectives of an organization. Morale is purely emotional. It is an attitude of an employee towards his job, his superior and his organization. It is not static thing, but it change depending on working conditions, superiors, fellow workers, pay and so on. Good morale is evidenced by employee enthusiasm, voluntary confirmation with regulations and orders, and willingness to co-operate with others in the accomplishment of an organization employment objectives. Poor morale is evidenced by surliness insubordination, a feeling of discouragement and dislike of the job, company and associates morale has a been defined differently by different authors. Different definitions of morale can be classified in to three major approaches. 1. 2. 3. Classical approach Psychological approach Social approach
Classical Approach : According to this approach the classification of basic need is the symbol of morale. According to Robert.M.Guion Morale is defined as the extent to which an individuals needs are satisfied and the extent to which to the individual perceives that satisfaction as stemming from total job satisfaction. Psychological approach: According to this approach morale is psychological concept i.e. state of kind. According to Jurious Flippo Morale as a mental condition or attitude of individuals and groups. operate. Social approach : According to some phenomenon. According to Davis : Morale can be defined as the attitudes of individual and groups towards their work environment and towards voluntary co-operation to the full extent of their ability in the best interest at the organization. environment etc. Whereas group morale reflects the general attitude or a group of persons. Group morale is everybodys concern and may go on changing with passage of time. Individual and group morale are interrelated but not necessarily identical. They have an effect on each other. The individuals personal perception of the present conditions may be high but the groups perception may be low or vice versa. Morale may be concerned with an individual or group, individual morale is a single persons attitude towards work, experts morale is a social Which determines there willingness to co-
IMPORTANCE OF EMPLOYEE MORALE

Employee morale plays vital role in organization success. High morale leads to success and low morale brings to defeat in its wake. The plays of morale are no less important for industrial undertaking. The success or failure of the industry much depends upon the morale of its employees.
TYPES OF MORALE
1.High Morale High Morale exists when employee attitudes are favourable to the total situation of a group and to the attainment of its objectives. High morale is needed a manifestation of the employees strength dependability, pride, confidents and devotion. Some of the advantages of high morale such as: 1. Willing co-operation for the attainment of organizational objectives. 2. Loyalty to the organization and its leadership 3. Sound superior subordinate relations 4. High degree of employees interest in their job and organization. 5. Reduction in absenteeism and labour turn over. 6. Employee empowerment 2.Low Morale Low morale exists when attitudes inhibit the willingness and ability of an organization to attain its objectives. Such situation will have the following adverse consequences.
High rates of absenteeism and labour turnover Lack of pride in work Stike and sabotage. Tardiness Wastage spoilage
FACTORS AFFECTING MORALE

Employee morale is a very complex phenomenon and is influenced by many factors. Several criteria seem important in the determination of levels of workers morale such as: 1.The Organization : The organization influences a workers attitude to his job. The public reputation of an organization may builder, for better ir worse, his attitude towards ut, 2. The nature of work : Many jobs routine or specialized nature make for the boredom of the employee, for obsessive thinking and alienation. Forces uniform pacing repeating the same task over and other again, large impersonal organizational goals, the assembly line operations moving at a constant speed may create a situation of low morale in the employees. 3.The level of satisfaction: The level of satisfaction, a worker derives from his job is another determinant of morale. If the job factors and satisfaction they bring are perceived to the favourable by the employee
morale will tent
to higher than if there are factors seem to be
unfavourable. This job factors include the factors such as opportunities for promotion, job security, to learn the job and to use his own ideas, pay, working conditions, recognition, co-operativeness of co workers, group relationship etc. 4.Supervision received : The actions of the management exercise to tremendous influence on the morale of the employees. 5. Concept of self: How employees perceive themselves influences their attitudes to the organizational environment. 6. Workers perception of the past rewards and future opportunities: if the worker regards the rewards fair an satisfaction from them sufficient, morale will tend to be higher than if the perceptions are in the opposite direction. 7. The employees age : Studies have reported that age and morale are directly related. Other things being equal, elder employees seem to have higher morale. This is because of the reason that perhaps younger workers are more dis satisfied with higher expectations than their elders. 8. The employee educational and occupational level: There has been found an inverse relationship between education level and morale. In other words, the higher the educational level of an employee, the lower his job satisfaction and vice versa. The occupational level of the employee also influences his level of morale. 9. The employees activities: The relationship of an employee with his family and work group influences his attitude and behavior while he is on the job. His off the job activities (whether his family life is not happy, whether he has excessive drinking habits etc.) affects his
performance on the job. The influences and preasure of a formal and informal group have a significant on the morale of workers.
SCOPE OF THE STUDY

The purpose of the study is to analyse the morale of the employees in MRF LTD., Kottayam. This research study was mainly concentrated only on evaluating the morale of the employees. The data was collected only from the employees of MRF LTD, Kottayam. Based on the study conducted, the company is getting awareness about their employees morale ; their needs and other related factors so that they can adopt suitable steps for their development.
CHAPTER 2
OBJECTIVES OF THE STUDY
OBJECTIVES OF THE STUDY

The Study the morale of the employees at MRF To know the attributes that influce their morale To know the views of employees about the work load and working Environment prevailing in MRF To ascertain the satisfaction of employees towards their compensation Packages. To evaluate the internal relationship among the employees To ascertain the welfare prevailing in MRF.
CHAPTER 3
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. It involves data collection techniques, the method of analysis of data, their interpretation and final summarization.
DATA SOURCES
The method of data collection used for the study was primary data and secondary data.
PRIMARY DATA
The primary data were collected by means of qauestionnarie and by interviewing the workers.
SECONDARY DATA
To collect information regarding the organization and subject of study, the companys profile magazine and books were used which constituted the secondary data
RESEARCH DESIGN
The research design was descriptive in nature, which aimed to capture cause and affect relationship by elimination competing explanations of the observed finding.
RESEARCH INSTRUMENT
The datas collected through questionnaire.
UNIVERSE
Employees in MRF
SAMPLE UNIT
The Sample unit of this research study consist of various level of employees of MRF Lt. Kottayam
SAMPLE SIZE
A Sample of 50 respondent was taken
ANALYTICAL TECHNIQUE
The following techniques are used to analyse and interpret the data gathered for the purpose of the study
Pie Diagram
This type of diagram enables to show the partitioning of a total in to the component parts.
Simple bar diagram

A simple bar diagram is used to represent only on variable These diagrams easy for the research to study to the relationship.
CHAPTER 4
INDUSTRY PROFILE
INDUSTRY PROFILE
RUBBER INDUSTRY Rubber is an organic substance from natural resources or synthesizedartificially which has the prescribed properties of extensibility. Strechability andtoughness. The scientific name for Rubber is Heaven Brasilinensis . It acquired this name because of its ability to erase.. Nearly 85% the plantations are in the hands of small farmers. The industry plays the highest wages to its workers more than those who can earn from other plantations. A rubber tree can help tap regularly throughout the year and the tree remains productive for 30 to 40 years. Indias per hectare yield of rubber is th highest in the world (about 1500 kg). Natural rubber forms just 25% of the worlds requirement, the rest is made up with synthetic rubber items from petroleum. But natural rubber is still essential for certain products nearly 50% to 60% of auto and track tyres are natural rubber where synthetic rubber is used for the production of tubes INDIAN RUBBER INDUSTRY The Indian rubber goods industry is more than 80 years old Indias started commercial planting of rubber in 1992 at Cochin and the first factory was set up in 1920 at Calcutta in 1985. The Industry consists of
more than 35000 manufacturing units. Rubber industry in India is the third largest in the world.but its performance in physical terms is not much good still it is an important contributor to the nations exchequer by ways duties and taxes. Kerala State produces more than 90% of Indians rubber production and the bulk of it is in the district of Kottayam, which produces almost 3% of worlds total rubber production. For this reason it is often called as the Heart Land of Inidas Rubber Procucting Area. The rubber industry plays a very important role in the development of road transportation sector. The industry can broadly classify in to tyre and non-tyre sectors. The non tyre sector mostly consist of small and medium units.
THE INDIAN TYRE INDUSTRY

The Foreign companies dominated the Indian tyre industry till 1960. However in the later part of the 60s and early 70s, the Indian Industrial Enterpreneurs made a stylish entry in to the market along side foreign collaborations with the automobile sector foundation with in the country. The tyre industry saw the entry of players and with the winds and liberation blowing a midst hue an cry, swept the entire land in 1992 and brought about the role of joint ventures with in the industry.
The Rs. 9000 crore worth industries were dependent upon the agricultural and industrial performance of the economy, the transportation needs and the production of the vehicles. The Indian tyre industry is one of the largest in the world with more than 100 million motor vehicle on the Indian roads. The Indian tyre industry evolves itself around some salient features like: Adaptability Innovativeness Exports Technology progression Wide product Range for Divers usage Original Equipment Market Replacement Market Export market The replacement market generates demand to a greater extent as business volume tends to be high (85%), while the original equipment market demand in just a linear function of automobile production whose growth is in turn determined by the overall economic situation and the
The Indian tyre market can be categorized in to three. They are
Government Policy. Globally the original equipment Market Constitutes only 30% of the tyre market and 10% contribution come from the Replacement market. The normally has placed the retreads in a better position than the tyre manufactures. Retreating is looming over the tyre industry as a major colossal threat. A The Coimbatore based Elgi Tyres and Thread Limited, the largest retread in India, is giving the tyre barons sleepless nights. The tyre basically produced in India are : CROSSPLY RADIAL TYRE The cross ply tyres have been used in India for several years. In this. The poly cords run across with each other or diagonally to the outer surface of the tyre. Rayon and Nylon cord are used as a reinforcing medium. These tyres can Retreat twice during their life time and hence preferred by Indian transporters who normally overload their trucks. In India, 90-95 percentages of tyres are sold of this type. The Radial tyres have their codes running radially from bead at 90 degree angle to the rim or along the outer surface of the tyre. The reinforcing mediums used in this tyres are polister, Nylon, Fiber Glass and Steel. Thus guaranteeing a longer life time and provide lower fuel consumption, with better control over the vehicle and road holding. The
unhealthy condition of the Indian roads has resulted
in radial tyres
accounting only 5% of tyre industry as against trends of 60 percentages. The tyre industry is a major consumer of the domestic rubber production. The degree of contribution towards the material content in the Indian tyre industry by the Natural Rubber constitute about 80% where as the remaining 20 & contribution is made by Synthetic Rubber tyres are subject to the use of different chemicals. The available local natural rubber is an added advantage for the industry, since it amount to around 255 of the total raw material cost of tyres. On the contrary. Synthetic rubber accounts to just 14 % of the total raw material cost. Apart from rubber the major raw materials are Nylon Tyre Code and Carbon Black. These raw materials are used to make the tyre strong and impart tenacity to it while the later holds responsibility for the colour of the tyre and also enhance the life span of the tyre. Nylon cords comprise 345 of the total raw material cost, while carbon Black accounts about 13%. To be concise, the tire industry in India is highly raw material intensive its cost directly affects the profitability of the tyre that is about 60-70% of the cost of production is from the cost of raw materials itself . Most of the raw materials are petroleum based. So price of the international crude oil affects the tyre industry at large. Fortunately for the industry the rubber and carbon black prices have declined considerably.
Raw Materials
The main raw materials for tyre are : Rubber (Nature or Synthetic) Carbon Black Nylon Cord Chemicals
CHAPTER 5
COMPANY PROFILE
COMPANY PROFILE
MRF was started in the year 1946 by Mr K.M.Mammen Mappilai, a young entrepreneur from central Kerala. The company was started as a toy and balloon manufacturing unit at Thiruvottiyar,Chennai and from 1951 the company took up the manufacture of tread rubber By 1958, MRF was known as Madras Rubber Factory (MRF) Ltd. Since 1946 it was emerged as the largest tyre manufacture in India and the 13th largest in the world with a built capacity of six million tyres from six production of India. The company which caters to all vehicles segments from commercial vehicles and passengers cars to 2-3 wheelers and tractors. Had a strong presence in both the radial and cross-ply segment it boastes of 68 sales centers 2500 distributers and exports to over 75 countries a standing testimony to MRFs outstanding leadership. The milestones achieved while being such progressive and vibrant company, is also recognized by the corporate world through a number of awards like: Voted among the top 10 leading corporate groups by the far Voted as one of the Indias most admired marketing companies by No.1 award for customer satisfaction by J.D. Power Asia Pacific Eastern Economic Review ASM , a leading advertising and marketing journal. for 2001 & 2002
Most ethical company in India by Business World, a leading
business Magazine
ORGANISATION GOAL
The organizational goal of MRF Ltd is as follows. To maintain global standards through continous improvement in the quality of product and services in order to maintain market leadership
MASCOST AND LOGO OF MRF

The mere metion of the word Muscleman to the mind of Indians. The Muscleman evolved in 1964, soon after MRF began manufacturing tyres over the past 33 years, it has envolved from a mere corporate Mascot to a symbol of strength, reliability embodying the very qualities of the tyres the muscleman represents. For 16 years, he grew to become Indias most trusted and well recognized symbol for tyres. The muscleman evolved in to a hi tech symbol in the mid 80s a sign of the changing times. His new appearance was silent testimony to the indomitable spirit athat carried MRF across the INR 20 billion mark. The musclemans appearance changed once again in 1996, MRFs golden jubilee year. He started appearing in full form, and is now also known affectionately as the MRF Tyre man by motorists across India and 65 countries worldwide, who have come to rely on him for a safe and comfortable ride.
BRAND AMBASSADORS
Leading batsman in world cricket Sachin Tendulkar, Steve Waugh Brain Lara are brand ambassadors of MRF
POLICIES OF MRF
1.Quality Policy The Quality policy of MRF is To maintain market leadership through continuous quality performance 2. Environment Policy To manufacture our products in an invironmently friendly and sale manner is the focus of the environmental policy down at MRF To Achieve this goal, all the MRF To achieve this goal, all the MRF plants, together with the corporate office shall. Minimize the impact of our manufacturing activities on the Compliance of all applicable regulatory requirements. Evaluation of environmental procedures is developed for close Optimize the consumption of resources water, energy and raw environment especially the air, water and soil.
monitoring material by minimizing wastages, recovering and recycling where ever possible. Pollution control equipments and machinery are upgraded whenever required.
Training of employees to execute
the activities in an
environmentally responsible and safe manner.
3.Safety Policy
Safety and health policy of MRF states that it is the policy of our Company that safety and health of our employees shall be our first priority 2. Training Policy To provide and develop knowledge skills behaviour of our employees to continuously improve their performance is the training policy stand to attach this goal, all the MRF plants along the corporate office join hands to accomplish the following
Competency evaluation conducted each year identify Design and publish training calendar and schedule Provision of periodical training based on the identified needs and Monitor and evaluate training process and outcomes to access and Collaboration of the activities along with the activities of the as the responsibility of both the senior General
and document te training needs of the employees
us per the documented schedule. to decide the next training cycle requirements.
Human Resource Department of the plants. HR and the corporate office undertaken Managers/General Managers at the plant level.
MAIN CUSTOMERS
1. 2. 3. 4. 5. Volvo Banglore Tata Motors Ashok Leyland Mahindra Force Motors
COMPETITORS
Some of the major competitors of the company are 1. Michellen 2. 3. 4. 5. 6. Appolo Tyres Brigestone J.K.Tyres Good year CEAT
SUBSIDIARY INSTITUTIONS

Funskool India Ltd. MRF Muscle Flex Conveyor Belting Product o Drome Paint and speciality coatings MRF Pace Foundation MRF Power House MRF Tyre Drome Devon Machines
SISTER CONCERNS

Malayala Manorma Group of Publications MM Foam Philips Coffee Plantations Arjun Associates COLT Computers
VISION
MRF will be significant global player delighting customers worldwide through Leadership in Technology Excellence in Manufacturing World class systems
Driven by a team of motivated high performers to achieve profitable growth.
MAJOR BRANDS
Superlug Shakthi Zigma Countrys largest selling truck tyre Countrys largest selling Tractor tyre Countrys largest selling Two Wheeler tyreCountrys largest selling conventional car tyre
PRODUCTION UNITS
1. 2. 3. 4. 5. Tiruvottiyur, Tamil Nadu Arakonam, Tamil Nadu\ Kottayam, Kerala . Ponda, Goa Medak, Andra Pradesh
HISTORY OF MRF
A race from birth to success 1946: a young entrepreneur, K.M.Mammen Mapillai, Opened a small toy manufacturing unit with in a shed at Street, Chennai. 1952 : MRF ventures in to manufacture of thread rubber. 1955 : MRF stated competing with foreign companies operating In India by becoming the only Indian company to manufacture superior, extruded, non blooming and cushion backed rubber. 1956 : MRF became the market leader with a 50% share of the thread rubber Market in India 1961 : MRF became a public limited company. Thiruvottiyur, Madras. 1949 : MRF established its first office at 334, Thambu Chetty
1962 : The main plant for production of tyres and tubes were Commissioned on 4th December 1963 : Pundit Jawaharlal Nehru laid the foundation stone for the Rubber Research Centre at Thiruvittiyur to commemorate the inauguration Thiruvottiyur factory 1964 : MRF started on overseas office in Beirut (Leban) to export market. 1967 : MRF became the first Indian Company to export tyres to USA 1970 : Kottayam plant became operational 1971 : MRF gained licence to build factory in Goa 1972 : MRFs fourth factory setup at Arkonam 1973 : MRF launched Indias First Nylon cartyre 1978 : MRF launched Superlug 78 which later became the largest selling frock tyre in India 1979 : MRFs turn over crossed Rs. 100 crores 1980: MRFentered into a technical collaboration with BF Goodrich tyre company of USA 1984. : MRFbecame the first tyre to be selected for fitment on Maruthi 800. 1985: MRF Nylogrip tyres for two wheeler vehicles were launched. develop
MRF LIMITED,KOTTAYAM 1986: MRF won six awards for quality improvement from BF Good rich when pitted against 20 tyre companies worldwide. It also won the National Institutional for quality Assurance Award in the same year. 1987: MRF became the No.1 tyre company in India 1988 : MRF ZIGMA was launched and MRFs Medak plant went on stream. 1990: MRFtyre drom become Indias first tyre company owned wheel care complex. MRF collaborated with pirellito manufacture conveyor belts Muscle Flex. 1991: The company promoted a new company viz.MRF International Ltd. in view of the tremendous growth potential in the export market. 1993: Sri. K.M. Mammen Mappilai awarded the padmasri Award. Turnover touched Rs. 1000 crores. 1995 : The company has received the Top Export awarded for the year from all India Rubber Industries Association. 1996 : MRF celebrated Golden Jubilee. Turnover touched Rs. 2000 crores 1998 : MRFs Pondicherry plan inaugurated. 1999: MRF was declared the most ethical company by the Business World in its survey.
2000 : MRF has launched a steel belted Premium radial tyre variant called MRF ZVTS 2001 : MRF won JD Power Award for customer satisfaction. 2002 : MRF won JD Power Award for the 2nd Year in a row 2003 : MRF won JD Power Award for the 3rd consecutive year 2004 : Ties up with Maruti Udyog to boost motor sports in India. 2007: MRF Limited Launched premium truck tyre Super Lug 50 FS 2008 : MRF entered in to manufacture of helicopter tyre 2009 : In spite of global melt down MRF turn crossed Rs., 6200 crores
MRF LTD KOTTAYAM UNIT OVERVIEW

MRF tyres, Kottayam was set up in 1969 on a hill top in the village of Vadavathoor, about 7 km from Kottayam town in the state of Kerala. After starting the first MRF unit at Thiruvottiyur, Chennai, MRF management decided to take advantage of low electricity costs, tax concessions on natural rubber at no extra transportation cost and the availability of skilled and educated labour and started the second unit of MRF at Kottayam. The unit started off as a factory building with an area of 34200 sq ft and a Banbury of 3 A size with a capacity to mix 10 meters day. Today MRF houses 265 management staff, 59 sub staff 1319 regular workers. It started as a small mixing unit of rowing into a full scale manufacturing unit producing tyres. It also manufactures tread rubbers and with two newly installed Banbury it has become one of the most productive tube plants in India with a record production of tubs. The commissioning of a tyre plant in 1994 marked a new era in the unitss history. Initially tractor tyres were produced then diversifying into passenger tyres and truck tyres of various types. The Kottayam plant supplies mixed rubber to the other plants of MRF and with the increase of demand the plant had to be augmented. A new plant exclusively for mixing was built with huge internal mixters and a mixing capacity of 600 tons per day and is one of the largest mixing unit is Asia. The present turnover of finished goods of Kottayam unit also started Precured Tread Rubber (PCTR) production inAugust 1993. The working capital required per month by the Kottayam unit consistutes more than Rs. 20 crores. The company mainly goes for credit transaction and the payment is made with in one month time duration.
KOTTAYAM PLANT FACTS AND FIGURES

Built up area Management staff Regular workmen Casual workmen : : : : 6.1 Kh Sq.Ft. 252 1115 399 3400 MT/month Rs.37 crores / month 7000 MT/month 52,000 tyres / month 2,63,000 / month 82,000 / month 330 tonnes / month 83 tonnes / month 32,500 litres / month
Total finished goods production : Total turn over of finished goods : Mixed stock sent to other units Tyre production Tubes , envelop and curing bags Total production Flap production PCTR production Repair materials Vulcanising solution : : : : : : :
Tread rubber Production (Conventinal): 160 MT / month
PLANTS WITHIN KOTTAYAM UNIT

The Kottayam production unit of MRF has got four plants namely 1. Tube Plant 2. Tyre Plant 3. Mixing Plant 4. PCTR Plant (Pre Cured Tread Rubber)
TRADE UNIONS
There are two trade unions in this particular production unit of MRF. They are : 1. MRF Employees Union (CITU) 2. MRF Employees Association [INTUC]
CHAPTER 6
PRODUCT PROFILE
PRODUCT PROFILE
The Principal products of Kottayam plants are : 1. Automobile Tyre This is the basement on which the super structure of automobile rests. The word is drived from the fusion of two words tying rounds. Here only conventional or bias tyre of passengers, Jeep, truck and farm tyres are manufactured (Shakti Tractor from and real tyre ; Krish-Treactor, Rovee-Jeep tyre, Twin treed-Jeep tyre, 920 truck tyre, 520 twin trfeadAmbassdor tyre) 2. Automotive Inner Tube This compenent is kept inside the tyre and which when inflated renders strength and impacts profile to the tyre. The material used for its production, the word over is butyl and it offers excellent air respectively characteristics. 3. Retreading Materials Both the conventional (camel back) and Pre Cured Tread Rubber (PCTR) are manufactured here. While the conventional tyre require a longer curing time, in case OF PCTR, molded tread profile is kept on the top of the worn out tyre and pressurized with the intermediary of steam.
4.
FLAP This is used as a protective that protects the tube and also
prevents the transfer to heat from the tyre of the tube. This is generally used for bigger tyres. Different reinforcement are also being tried out. types of flaps with value block
5.Tyre repair and PCTR repair materials These include PCTR cusion, tread backing cushion 6.Bladder This is an element used for curing of tyres, which carrier the internal media and is mainly used for captive consumption. 7.Envelops These are made of chloro butyl and also used at the time of retreading of tyres. This acts as an envelope and retains the thermal input supplied to the tyre. 8.Valcanizing Solution This is an aid for vulcanizing and is used for the re-trading of tyres. 9. Mastication Kottayam plant caters the stock equipment of all the MRF units. Mastication is one of the principal activities of Kottayam units. The stock generated is also used to captive consumption. This main in gredients for mastication are the polymer (rubber), Carbon, Chemcals and oils. The process of making a homogenous mixture is carried out in han buries and mills.
CHAPTER 7
DEPARTMENTS DETAILS
DEPARTMENTAL STUDY
MRF to give an insight about the functions of the different departments. Each departments headed by the General Manager who posses expertise knowledge in the area under his supervision. There always exists an ergonomic conductive atmosphere which is often made possible by the close interaction between all members in each department. The various departments headed at MRF can be enlisted below :1. 2. 3. 4. 5. 6. 7. 8. Production Department Engineering Department Technical Department Industrial Engineering Drpartment Accounts and Finance Department Quality Assurance Department Human Resource Department Safety and Security Department
PRODUCTION DEPARTMENT
Production involves the step conversion of one from of materials in to another through chemical or mechanical to create or enhance the utility of the products.
FUNCTIONS OF PRODUCTION DEPARTMENTS

Planning for Production Process Every month, a monthly plan is given to the plant by central planning. Based on this monthly plan-planning department will prepare a simulation plan by dividing the month into 3 segments of 10 days each. Material Indent and Receipt The daily requirement of raw material is calculated at each plant after considering the available inventory and the schedule production for the next day Raw Material indent is made to raw material store. A raw material store makes arrangements to deliver the indented materials at the plants. The RM store by production by signing all the copies of the transfer issue certificates.
Processing Processing is carried out per the technical specification, BSP (Basic Standard Practice) and the work instruction of the respective department. Set up verification is done for each product and each run. Product identification and trace ability The object of the product identification an trace ability is to prevent mix up of product and to ensure trace ability of products at various stages. The primary responsibility to ensure this lies with production. This applies to raw materials, in-process materials and finished goods. Inspection The activity of inspection covers raw materials, process parameters, in-process materials and finished goods. Inspection is done to ensure that the materials, equipment and storage area are free from contamination visual checking is done on in-process parameters like temperature, pressure, water etc are also checked.
MRF LIMITED,KOTTAYAM PRODUCTION PROCESS Production carried out in for plants at Kottyam units. There are :1. 2. 3. 4. Tube plant (plant 1) Tyre plant (plant 2) Mixing plant (plant 3) PCTRplant (plant 4) PRODUCTION PROCESS IN TUBE PLANT (PLANT 1) Artificial rubber called buty I rubber is used for manufacturing the tubes. It is mixed with carbon black and chemicals, then extruded into various sizes. After sufficient cooling it is sent for per-cutting to the required length, value fixing and splicing it is then moved to the freezing table for cooling the splice joint is shaped to the required size. After this it is taken out and Kept inside the curing press for vulcanization. After the set time the tube is unloaded from the press and sent for inspection. The tubes are then deflated using vaccum and the tube core and onserted, The size are segregated and packed as per the standards.
Buty Mixing Tube Extensio n kkkkk Cooling Pre Cutting Value Fixing
Vulcaniz ation
Buty Mixing Deflatio n
Forming Ring Tube
Freezing
Splicing
Inspecti on
Packagi ng
Dispach
MRF LIMITED,KOTTAYAM PRODUCTION PROCESS IN TUBE PLANT (PLANT2) Grey fabric is passed through calendaring machine for coating both sides with rubber from there it goes to a machine called the fabric cutter it into different lengths as per specifications. Steel wires are passed through bread estruder for coating with rubber and wounded on specific wheels as per specifications. On tyre building machine, green tyres made using calendared fabric, bread, tread etc. Green tyers are vulcanized in tyre curing presses by steam heated moulds. After this the tyers are inflated to retain its properties followed by trimming, inspection and dispatch.
Green Fabric FFFabriFa Inflation

Green Fabric
Calendaring Green Fabric ri vulcanization nnFab
cutting
Green Fabric
ri
Bed making MakiMakin Tyre building
ric
Green Fab Curing Green Fabric ri Dispatch

Green Fabric
Green Fab Trimming Green Fabric ri
Inspection Fab
ri
PRODUCTION PROCESS IN MIXING PLANT (PLANT3)

Ordinary rubber is mixed with carbon black, chemicals and the rubber processing oils in the specified quantities into the rubber mixing equipment cold the ban bury. From there it is bumped into the dump mill and passed through batch of thanks in sheet from for cooling and is then stored in metal skids. Samples from each batch are tested and the batch is certified for use. This compound rubber is sent to the tyre and PCTR plants
Rubber Mixing
Dump Mill
Cooling
Metal Skids
PRODUCTION PROCESS IN PCTR PLANT (PLANT4)

Pre-Cured Tread Tubber (PCTR) is used for retreading rubber compound rubber is using mixing mills and extruded the required size using extruders and passed through conveyors for cooling. These slugs are stored in leaf ageing it is then vulcanized in the curing, excess flash materials are trimmed off and go for inspection. It is then sent to the stretch machine for packing
Compound Rubber
Extruder
Cooling
Leaf trucks
vulcanization
Trimming
Inspecting
Packaging
STRUCTURE OF PRODUCTION DEPARTMENT

Plant Production Manager
Asst.Mgr Production 1 (Tube)
Asst.Mgr Production 2 (Tyre)
Asst.Mgr Production 3 (Mixing)
Asst.Mgr Production 4 (PCTR)
Supervisors
Supervisors
Supervisors
Supervisors
Operatives
Operatives
Operatives
Operatives
ENGINEERING DEPARTMENT
Engineering department functions are divided into mechanical, electrical, instrumentation, civil and environmental engineering. The main functions are new machinery layout preparation, erection and commissioning of new machinery, preventive maintenance, breakdown maintenance condition monitoring and over hauling of machinery and other related equipments. Erection, commissioning, operation and maintenance of utility items like generator, boilers, compressors, pumps feezer lines and cooling towards and maintenance of material handling systems like, lift, hoist chain block, gantry and forklifts are done by engineering the forklifts are done by engineering the forklifts are done by engineering. done. The maintenance equipments at pump house and training centers are also
ENVIRONMENTAL ENGINEERING
This breanch of engineering is mainly concerned with monitoring of factors which affect environment and finding which affect environment and finding ways by which they are minimized or eliminated. Water pollution, air pollution, and sound pollution are the main factors that come under the preview of environment engineering in the present context.
STRUCTURE OF ENGINEERNG DEPARTMENT

Plant Eng. Manager
Manager Electrical Maintenance
Manager Mechanical Maintenance
Civil Engineer
Instrumentation
Electrical Incharge Plant 1,2,3,4
Mechanical Maintenance Incharge Plant 1,2,3,4
Electricians
Mechanics
TECHNICAL DEPARTMENT
It carries out R & D activity and the results of their activities are transferred to the plants. Activities 1. 2. 3. 4. 5. 6. 7. New Product development. New compound development Designing and inspection of new moulds Selection & Evaluation of new and alternative source Selection & Evaluation of alternative Finishes product listing and analyzing Arresting plants in problem solving.
STRUCTURE OF TECHNICAL DEPARTMENT

Manager Plant Technical
Technical In charge 1
Suprvisors
Suprvisors
Suprvisors
Suprvisors
Workmen
Workmen
Workmen
Workmen
INDUSTRIAL ENGINEERING DEPARTMENT

The manpowers requirement, manpowers allocations, evolution work standards, production panning and control of the factory and office layouts, and computation of MIS all come with in the preview of this department. It is also undertakes some major activities which can be stated below : areas Negotiating of disputes by participating Assessment of disputes by participating Planning of factory layout Works related to long trem agreements Preparation and publication of Mis reports Comutation of machine utilization Calculation of production bonus Connectivity between factory. Head office and others plants, Conducting studies for fixing standaaaards and crew strength in all
maintenance Of network connectivity in all areas of the plant, administration of local e-mail service, Maintenance of computers, Printers other accessories.
STRUCTURE INDUSTRIAL ENGINEERING DEPARTMENT
Plant Industrial Engineering Manager
Assistant Manager
Industrial Engineer
Resource Plannign inCharge
ACCOUNTS AND FINANCE DEPARTMENT

This department keeps account of all financial transactions of the company. The accounting period of MRF is from October 1 of one year to September 31 of the next year. MRF has fully computerized accounting of production unit starting from the issue of goods received to the final documentation is computerized. Plant account managers is in full charge of various activities done by the accounts departments. He verifies the various functions done in each section. He takes decision for maximizing the profit and minimizing the expenses and makes an important decision.
FUNCTIONS OF ACCOUNTS DEPARTMENT

1. 2. 3. 4. Internal Source Share capital Reserves and surplus External Source Banks Application of Funds Fixed Asset Investment Current asset Loans & advance Financial Accounts Cost Accounts Wages and Salaries Sales Tax
STRUCTURE INDUSTRIAL AND FINANCE DEPARTMENT
Plant Accounts Manager
Manager New Materials
Asst.Mgr. Plant Accounts
Asst.Mgr Engineering Strores
Officer Shipping
Officer Engineering Purchase
Supervisors
Supervisors
Supervisors
Wages Officer
Costing Officer
Auditing
Sales Tax & Excise
Material Handling Workmen
Supervisors
Supervisors
QUALITY ASSURANCE DEPARTMENT

Auditing is the heart and soul of quality assurance activity. Based On auditing reportage and subsequent corrective and preventive action, the process stabilizes. It is the commitment to quality that has earned MRF the USP.
FUNCTIONS OF QUALITY ASSURANCE DEPARTMENT

Customer satisfaction Maximize profitability Process audit and final inspection Compliance with the specifications and tolerances Implementation of new procedure Other functions
STRUCTURE OF QUALITY ASSURANCE DEPARTMENT
Plant Asst.Manager Accounts Quality Assurance Manager
Quality In-charge Plant 1
Supervisors
Supervisors
Supervisors
Supervisors
Operators
Operators
Operators
Operators
HUMAN RESOURCE DEPARTMENT

The Human Resource Department is the heart of any organization. It performs a number if activities with the employees of the organization. It interacts with other departments for smooth running of the company.
FUNCTIONS OF HR DEPARTMENT

Recruitment and Selection of employees Performance appraisal Welfare activities Training Industrial relations and labour management Disciplinary actions Canteen service File Maintenance
WELFARE FACILITY
The labour welfare aims at providing the physical psychological and general well being of the working population. Labour welfare comes within the preview and responsibility of the welfare officer. The welfare officer takes care of the ohysical and general well being of the employees.
MRF LIMITED,KOTTAYAM Medical Insurance Scheme Employee state insurance scheme Personal accident insurance Hospitalization insurance scheme Balavedi is a small committee for children of the employee Health camps are conducted for both the women and children of
Family Welfare Centre
MRF employees Canteen It runs on contract basis the employees Rs. 75 and management staffs pays Rs. 150 per month. Co-Operative Society The society advances long term loans and short term loans to its members at a reasonable rate of interest Recreation Club It conducts sports activities and organizes picnics: get together for the staff and the families
OFFICE TIME The Office time is also comes under the HR department. The job of this Office is also basically track down the degree of attendance of all the employees. The office time carries out the following functions.
Attendance details Leave details Wage calculation Daily reports : : : : 7 am 3 pm 3 pm 11 pm 11 pm 7 am 8 am 4.30 p.m.
Working hours First shift Second shift Third Shift General shift
STRUCTURE OF HR DEPARTMENT
Plant HR Manager
Deputy Manager HR
Office HR
Canteen Supervisor
Welfare Officer & Family Welfare Co-ordinator
Time Officer
Training Officer
SAFETY AND SECURITY DEPARTMENT

The factories act 1948 says that a safety department is a must in all organization where the members of workers are more than 500. MRF has one safety officer to prevent accident and to achieve assist the management which includes top level manager to shop floor supervisors. MRF strictly follows all the rules and regulations for accident free safe production. Security department engages itself in performing the following functions:
Control over accessibility Checks against theft, pile rages Control over the movement of personnel and materials at the gate Checking in/out raw materials,empty vehicles, carrying finished Control and checks on the company hired taxes and security of bills Preparation of bills
goods, vehicles carrying scrap items etc. Co-ordination of security duties with private security agencies and Control and checks over the entry of contract works.
STRUCTURE OF SECURITY DEPARTMENT
Senior Security Officer
Security Supervisor
Watchman
Fireman
CHAPTER 8
REVIEW & LITERATURE
MORALE
Robert M.Guion describes morale from the point of view of an individual workers and defines as defines it as the degree to which an individual needs are satisfied and the degree to which individual desires satisfaction from his total job situation. In contrast to this individual job satisfaction approach, most researchers are impressed with social or group significant of morale. They emphasis social reaction and concentrate on attitude towards groups values rather than to wards individual values. They place less emphasis on working conditions and more feeling of cohesiveness, group interest and identification with the mission of the group, and optimism about the success of the whole. Thus, the concept of job satisfaction and motivation both pertain to the individual and morale to the group. MC Farland observes that morale is basically a group phenomenon. It is a concept that describes the level of favourable attitudes of the employees collectively to all aspects of their works the job the company, their tasks, working conditions, fellow workers, superiors, and soon. Attitudes express what individuals think and feel about their jobs. The emphasis s on how employees feel, denoting the strong emotional elements associated with attitudes.
THE EFFECTS OF MORALE Morale and productivity

In general, there is a belief that morale and productivity go hand in hand and higher is the morale, higher is the productivity and vice versa. However, this is not true in all cases and morale and productivity may not go together. There is some positive correlation between morale and productivity but they are not absolutely related, that is, an increase of five percent in morale does not guarantee a proportional increase in productivity it is quite possible to increase morale with either favourable shifts in productivity as shown in below figure.
MRF LIMITED,KOTTAYAM Morale and producting are not perfectly related, through there is a positive correlation between these two. They show that : (1) There is title evidence that employee morale has any relationship to performance on the job. (2) These are enough data to justify the morale as a factor in improving the workers output although the relationship between morale and productivity is not absolute and the correlations obtained in many studies are low, though positive. (3) The median correlations between morale and performance in various studies was found to be very low This, on the basis of such reviews, it can be concluded that for higher productivity, high morale is necessary however, it is said sometimes that high productivity is as much a cause for high morale as it is the result of high morale. Morale and performance It has been pointed that there is a title evidence in the available literature that employee attitude bear any relationship t performance on the job. There are three schools of through and probably all are correct some extent. First, there are some who assert that high satisfaction leads to high performances second, others take an opposite view. For example, Lyman porter and Lawler say that satisfaction leads to high performance ; because most people experience satisfaction by accomplishing more task. Like building a radio, or clinching scale. Third, still other claim that is no consistent relationship between morale likely to reappear as
MRF LIMITED,KOTTAYAM attitudes of those who are near him in the organization. The first-line supervisor is a key factor in morale has multiplier effect on subordinate. Hence, the manager should know the state of supervisory morale and should try to change their attitude favourably. Managers have several alternatives, and behavior patters that they feel are most appropriate. On the one hand, they can use authority in the form of threat, punishment for non-compliance of behavior ; on the other hand, they can use persuasion, effective communication, leadership, and genuine interest I n employees as a basis for encouraging them to perform adequately. Naturally, the latter course of action goes a long way in raising and performance.Vroom found significant relationship between morale and performance in only 5 out of 22 studies undertaken by him.
MEASUREMENT OF MORALE
The indicators of the morale are the various attitudes and behavior patters of employees, which have to be properly and correctly interpreted to determine the kind of organizational climate, prevail at a given time. Since it is an intangible and subjective concept, it cannot be directly measured or evaluated.
Morale Survey : Collecting information about morale through
morale survey is quite common for researchers and organizations Engaged in building morale. Since the morale information is collected
MRF LIMITED,KOTTAYAM through the use of some questionnaire, different types of qustionnaries can be use. These can be classified into 3 groups They are : a) b) c) Objective Descriptive Projective Objective survey presents both a question and choice of answers in such a way that the employee merely has to mark the answer of his choice, In descriptive survey, the respondent has to answer the various questions in his own words. In projective survey, the respondent is given situations and he is asked to comment these. By such comments, his morale can be measured in an indirect way.
Indicate of Morale : Besides collecting information specially for
measuring morale, management can use certain indicators for measuring morale such morale indicators are available itself. Since morale is an interventing variable,its impact is reflected in several factors may not necessarily be the result of morale alone but they give some indications about morale. There may be indicators which can be used for inferring the state of morale. There are : Employee turnover Quality record Absenteeism and tardiness Grievance
MRF LIMITED,KOTTAYAM Productivity Fatigue and monotony Need for discipline Waste and scrape.
3.Other Sources of information: There may be various other sources od getting information which can be directly relevant for morale measurement. Since an organization collects information for various purpose and often information collected for one purpose may be used for other purpose also, various information sources can be integrated to have comprehensive view of morale. A basic advantage of such sources is that information is readily available and one has only to pick the relevant information. The various such source may be as follow:
Suggestion systems Exist interviews Reports of counseling Accident reports Medical reports Complaint box systems Training records
MORALE BUILDING
Morale building in the organization is a continuous process and a responsibility of every manager. Thus one best way of building morale in the organization is to have a successful and sound management. The management should collect periodic information on the status of employee morale in the organization. Thus management can take specific steps to improve morale in the information. 1.Sound Manager Management: A manager in the organization deals with human beings to the get thing done. He can inspire activate or frustrate and dampen the enthusiasm of those working with him. Thus sound manpower because management affairs are managed by personnel management in the organization, it is the responsibility of every manager, in own sence, every manager is a personnel manager. Manpower management should clearly specify grievance handling, safety measures, discipline rules, and welfare activities. These factors should be based on the realization of employee motivation and differences. Sush measures help in improving employee morale which is reflected in low level of employee absenteeism, turnover and overall satisfaction. 2. Human Relations Approach: Human relations approach suggests that every individual should be human being in the organization. In human relations approach, trusting authentic relationship among people which result in increased interpersonal competence intergroup cooperation,
MRF LIMITED,KOTTAYAM flexibility, and the like. In this kind of environment, employee are given an opportunity to develop to the fullest potential and there is an attempt to make work existing and challenging, consequently leading to more satisfaction to employees 3.Management of attitudes: Morale is contagious. One reason, this is true, is that people learn from each other, from communication and connection. Thus, attitudes exist, and the cultivation of favourable objective is one of the important attitudes with morale building
characterestics of management process. Further, the centre of the process of managing attitudes is for the superior to first become the master of his own attitudes is for the superior to first become the master of his own attitudes because managers attitudes are in a large part the level of morale. 4.Organization Structure: Organization structure has an impact on the quality of employee relations, particularly on the level of morale. Generally, organizations of large size tend to lengthen their channels of vertical communication, and to increase the difficulty of upward communication. Therefore, the morale tends top be lower. As against this, flat structure increases level of morale. Such phenomenon is supported by research finding also. Flat structure, generally, increases morale by shortening the length of vertical communication, increased scope for self-actualization and the realization of individuals unique capabilities, However, the structure should be backed by other measures increase morale ; otherwise it may result into participation and independent thought and action resulting into lower morale.
MRF LIMITED,KOTTAYAM 5. Participation: Participation is a management and behavioural concept that has been advanced by human and organization theorists as a way of improving employee morale and effectiveness. The superior subordinate relationship emphasis that superior makes the decisions and subordinates implement them. However, in such a decision-making process, subordinates do not feel very enthusiastic in implementing the decisions. As such, the subordinates should be also be associated with decision making process. Mc Gregor defines participation as natural way of management by self- control. He considers participation as a range of possible managerial actions. Accordingly, the most suitable degree of participation is situational it depends upon many factors in situation, including the nature of the problem involved or issues to be decides, the kinds of people involved, and the managers skill philosophy. 6. Job Enrichment : Job enlargement and job enrichment provide opportunity in overcoming monotony, fatigue, disinterest and create the environment to satisfy high high order needs, thus, leading to higher morale, However, they are not free from limitations. As such, these should be used carefully as a means for morale building and general satisfaction. 7.Conflict Handling : Conflict appears in many aspects of organizational behavior, and it occurs in varying degrees. Basically, conflict refers to the clash of opposing demands. It is not necessary that conflict is always disfunctional. The existence of conflict can be viewers as necessary, indeed a healthy, characteristic of organizational life. However, excessive
MRF LIMITED,KOTTAYAM and sustained conflict generate potential of low morale. Leadership
responsibility. Morale building effort includes conflict resolution and can be considered as means for preventing excessive conflict. The methods of conflict resolution may differ according to type, degree, and the nature of the conflict. However the preventive approach is valuable, and much conflict can be prevented before it breaks into open hostility and costly welfare. The management can set procedure for effective handling of conflict in the organizational through collective bargaining, greievance handling, Joint consultation etc. 8. Other Measures: Besides the above the factors by which morale of employees can be raised, management to correct the impact of low morale:
(1) To
improve morale, the effective control of absenteeism and
tardiness is achieved through good record, proper analysis, and good supervision. Analysis of such records helps in correcting the factors causing absenteeism and tardiness and tardiness. (2) To control employee turnover, the management should constantly collect and analyse facts and cause and take suitable action to overcome this problem (3) To overcome to problem of fatigue and monotony, management should identify the fatiguing and jobs to explore possibilities for recombination of tasks and transfer between and among jobs. Rest periods and improvements in working conditions also help in overcoming the problems of fatigue an monotony.
CHAPTER 9
DATA ANALYSIS AND INTERPRETATION
MRF LIMITED,KOTTAYAM AGE CLASSIFICATION Table 1

Age classification No. of respondents Percentage
Below 25 26 to 40 41 to 55 56 and above Total
8 29 12 1 50
16% 58% 24% 2% 100%
Interpretation The above chart shows that 16% of the responders fall under below 25 age group, 58% of the responsdents are of the age between 26 to 40.24%of the respondents are of the age between 41 to 55 and 2% of the respondents are 56 and above age group.
MARITAL STATUS
Table 2
Marital Status No. of respondents Percentage
Married Single Total
34 16 50
68% 32% 100%
Interpretation The above chart shows that 68% of the employees are married and 32% of the employees are unmarried.
EDUCATIONAL QUALIFICATION
Table 3
Qualification No. of respondents Percentage
Under Graduate Diploma Graduate Post Graduate Total
20 8 17 5 50
40% 16% 34% 10% 100%
Interpretation The above chart shows that 40% of the responders are Under Graduate, 16% of the respondents are Diploma holders, 34% of the respondents are Graduate and 10% of the employees are post Graduates.
DEPARTMENTS
Table 4
Department No. of respondents Percentage
Engineering Finance HR Industrial Engineering Production Quality Assurance Technical Total
10 4 1 0 26 6 3 50
20% 8% 2% 0% 52% 12% 6% 100%
Interpretation The above chart shows that most of the respondents are from production and engineering department.
DESIGNATION
Table 5
Designation No. of respondents Percentage
Managers Executives Supervisors Workers Total
5 11 14 20 50
10% 22% 28% 40% 100%
Interpretation The above chart shows that 10% of the respondents belongs to manager position 22% of the respondents belongs to executive position, 28% of the respondents belongs to supervisors and 40% belongs to workers.
EXPERIENCE
Table 6
Experience in Years No. of respondents Percentage
Below 10 11 to 20 21 to 30 Total
25 20 5 50
50% 40% 10% 100%
Interpretation The above chart shows that 50% of the respondents have below 10 years of experience, 40% of the respondents has experience between 11 20 years, 10% of the respondents are with experience between 21 30 years.
EMPLOYEES SATISFACTION LEVEL IN THE PRESENT ORGANIZATION

Table 7
Category No. of respondents Percentage
Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied Total
8 41 1 0 50
16% 82% 2% 0% 100%
Interpretation The above graphs shows that 16% of respondents are highly satisfied with present organization. 82% of the respondents are satisfied and 2% of the respondents is dissatisfied with the present organization
EMPLOYEES SATISFACTION LEVEL IN PRESENT SALARY

Table 8
2 3 35 10 50
4% 6% 70% 20% 100%
Interpretation The above graph shows that 4% of the respondents are highly satisfied. 70% of the respondents were Dissatisfied and 20% was highly dissatisfied.
SATISFACTION LEVEL IN QUALIFICATION AND DESIGNATION

Table 9
7 36 7 0 50
14% 72% 14% 0% 100%
Interpretation The above graph shows that 14% of the respondents are highly satisfied with qualification and designation, 72% of the respondents are satisfied and 14% of the respondents are dissatisfied.
INDEX OF FAMILY SUPPORT

Table 10
13 36 1 0 50
26% 72% 2% 0% 100%
Interpretation The above graph shows that 26% of the respondents are satisfied with family support in job, 72% are satisfied 2% are dissatisfied.
RATING OF SOCIAL STATUS
Table 11
13 35 2 0 50
26% 70% 4% 0% 100%
Interpretation The above graph shows that employees who are highly satisfied with the social status around 26%. Those who are only satisfied comes around 70% and the remaining 4% are dissatisfied.
RATING OF KSA UPGRADATION

Table 12
13 35 2 0 50
26% 70% 4% 0% 100%
Interpretation The above graph shows that 10 % of the respondents were highly satisfied, 70% of the respondents were satisfied. 20% of the respondents were dissatisfied 0% was highly dissatisfied.
ASSESSMENT OF PAYPACK WITH WORKLOAD

Table 13
2 30 6 12 50
4% 60% 12% 24% 100%
Interpretation The above graph shows that 4% of the respondents are highly satisfied with the present pay pack with work lord, 60% of the respondents are satisfied, 12 of the respondents are Dissatisfied and 24% of the respondents are highly Dissatisfied.
COMMENT ON BONUS N/ INCENTIVES

Table 14
2 21 24 3 50
4% 42% 48% 6% 100%
Interpretation The above graph shows that 4% of the respondents are highly satisfied with the present bonus / incentive, 42% are satisfied, 48% are disatisfied and 6% are highly dissatisfied.
CONSIDERATION OF SHIFT SYSTEM WORK

Table 15
6 42 1 1 50
12% 84% 2% 2% 100%
Interpretation The above graph shows that 12% of the respondents highly satisfied with their present shift system in work, 84% of respondents satisfied, 2% of respondents dissatisfied and 2% highly dissatisfied.
INTEREST FOR A LONG TERM TENURE WITH MRF

Table 16
Yes No Cant Say Total
25 10 15 50
50% 20% 30% 100%
Interpretation The above graph shows that 50% of the respondents have interest for a long term tenure with MRF, 20% have no interest and 30% have no opinion.
CONFIDENCE LEVEL WITH PRESENT JOB

Table 17
Yes No Cant Say Total
47 2 1 50
94% 4% 2% 100%
Interpretation The above graph shows that 94% of the respondents have confidence in their present job, 4% of respondents have no confidence and 2% have no opinion.
OPINION ABOUT TRAINING

Table 18
Excellent Very Good Good Poor Total
4 10 36 0 50
8% 20% 72% 0% 100%
Interpretation The above graph shows that 8% of the respondents have excellent about training 20% says very good and 72% says good.
OPINION ABOUT PROMOTION

Table 19
Excellent Very Good Good Poor Not Applicable Total
3 6 15 6 20 50
6% 12% 30% 12% 14% 100%
Interpretation The above graph shows that 6% of the respondents have excellent opinion about the promotion policy, 12% says very good 30% says good 12% says poor and remaining 40% says that promotion is not applicable to their job.
OPINION ABOUT PERFORMANCE APPRAISAL

Table 20
2 5 30 13 50
4% 10% 60% 26% 100%
Interpretation The above graph shows that 4% of the respondents good and 26% says poor. have excellent opinion about performance appraisal 10% says very good, 60% says
OPINION ABOUT SAFETY

Table 21
4 5 31 10 50
8% 10% 62% 20% 100%
Interpretation The above graph shows that opinion for safety is excellent for 8% of employees, very good for 10% good for 62% and poor for 20%.
OPINION ABOUT WELFARE

Table 22
5 6 28 11 50
10% 12% 56% 22% 100%
Interpretation The above graph shows that 10% have excellent opinion about welfare activities 12% have very good opinion 56% have good opinion and the remaining 22% have poor opinion.
RELATIONSHIP WITH SUPERIOR

Table 23
7 18 23 2 50
14% 36% 46% 4% 100%
Interpretation The above graph shows the relationship with superior is excellent for 14% of the respondance, very good for 36% and good for 46%. The remaining 4% have poor relationship.
RELATIONSHIP WITH SUBORDINATE

Table 24
4 21 25 0 50
8% 42% 50% 0% 100%
Interpretation The above graph shows that the relationship with union leaders is excellent for 4 % its very good for 32% and good for 54%.The remaining 10% poor relationship.
RELATIONSHIP WITH UNION LEADERS
Table 25
2 16 27 5 50
32 32% 54% 10% 100%
Interpretation The above graph shows that 8% have excellent relationship with subordinates, 42% have very good relationship and 50% have only good relationship.
RELATIONSHIP WITH PEER

Table 26
Category
No. of respondents
Percentage
5 23 42 1 50
10% 46% 42% 2% 100%
Interpretation The above graph shows that the The rest 2% have poor relationship. relationship with peer is excellent among 10% of employees. Its very good for 46% and good for 42%.
PRESENT EMPLOYEE SUGGESTION SCHEME

Table 27
Category
No. of respondents
Percentage
Highly Effective Effective Moderate No Effect Total
2 29 17 2 50
4% 58% 34% 4% 100%
Interpretation The above graph shows that 4% of the respondents says present employee suggestion scheme is highly effective, 58% of the respondents says effective, 34% of the respondents says moderate and 4% of the respondents says no effect.
GRIEVANCE SETTLEMENT MACHINERY

Table 28
Category
No. of respondents
Percentage
2 23 23 2 50
4% 46% 46% 4% 100%
Interpretation The above graph shows that 4% of the respondents feels the present grievance settlement machinery as highly effective 46% feels it to be effective, next 46% feels that it is moderate and remaining 4% feels that there is no effect.
TEAM STRUCTURE
Table 29
Category
No. of respondents
Percentage
2 37 10 1 50
4% 74% 20% 2% 100%
Interpretation The above graph shows that the employees about 4% agrees that the present team structure is highly effective, 74% feels effective, 20% feels it to be moderate and 2% feels that there is no effect.
DISCIPLINARY PROCEDURE
Table 30
3 25 18 4 50
6% 50% 36% 8% 100%
Interpretation The above graph shows that 6% of the respondents feels that present disciplinary procedures are highly effective, 50% feels it to be effective and 36% feels it to be moderate. Remaining 8% feels that thee is no effect.
OPINION ABOUT MOTIVATION

Table 31
Category
No. of respondents
Percentage
5 7 20 18 50
10% 14% 40% 36% 100%
Interpretation The above graph shows that 10% of the respondents have excellent opinion about motivation, 14% of the respondents have very good, 40% of the respondents have good opinion and 36% says poor.
OPINION ABOUT THE PARTICIPATION OF EMPLOYEES IN VARIOUS MANAGERIAL ACTIVITIES INCLUDING DECISION MAKING
Table 32
1 8 30 11 50
2% 16% 60% 22% 100%
Interpretation The above graph shows that 2% of the respondents have excellent opinion about the participation of employees in various managerial activities including decision making, 16% says very good, 60% says good and 22% says poor.
CHAPTER IX
FINDINGS
FINDINGS

58% of the respondents come under the group of 26-40 years The study shows that 50% of the respondents having the experience below 10 years. 82% of the respondents are satisfied with the present organization. 68% of the respondents are satisfied with the present organization.
Employees who are highly satisfied with the social status comes around 26%. Those who are only satisfied comes around 70% and remaining 4% are dissatisfied. A greater number of employees are satisfied with the family support in their job.
Opportunities available in KSA upgrading are satisfactory Incentives provided by the company
Most of the respondents were not satisfied with the present bonus/ Most of the employees agrees with the present shift system. 50% of the respondents have interest for a long term tenure with MRF. Majority of the respondents have confidence in their present job The relationship with superior is excellent for 14% of respondents, Very good for 36% and good for 46% .The remaining 3% have poor relationship. Among the respondents the relationship with union leaders to excellency for 4%. Its very good for 32% and good for 54%. The remaining 10% have poor relationship.
Among the employees, 8% have excellent relationship with subordinates, 42% have very good relationship and 50% have only good relationship. The relationship with peer is excellent among 10% of employees. It very good for 46% and good for 42%. The rest have poor relationship. 46% of the respondents held an effective outlook to the grievance settlement machinery in the company, while a further 46% have moderate. It was observed that 74% feels present team structure is According to the respondents opinion welfare activities Among the respondents, 62% have good opinion about 50% of the respondents feels that present disciplinary effective and 20% feels it to be moderate. should be improved. healthy and safety measures provided by the company procedures are effective.
CHAPTER 11
SUGGESTIONS
SUGGESTIONS
pack. The management need to pay special attention to that by appointing experienced job evaluaters. The company has to be provide the workers with fair It will be better if management evaluate the effectiveness of It will be the better if management change its present The company has to see to it that they improve their The management must take sufficient steps to install a promotions according to their experience and qualification. training programme. appraisal to employees. currently prevailing welfare activites. grievance settlement machinery with the sufficient participation of workers. The company has to pay more attention to the retirement The company should encourage job rotation and job It is better the management should recognize the needs of benefits plans which is prevailing in the company. enrichment wherever possible. employees and encourages employees special talents. It is better to be updated latest technology in the field. Majority of the employees are not satisfied with their pay
CHAPTER 12
LIMITATIONS OF THE STUDY
LIMITATIONS OF THE STUDY

The employees and the workers were interviewed during their working time. So they were in a hurry to respond to the questions, which may have affected the quality of data. There data is collected from a small sample. Hence there is a chance for sampling errors. There maybe errors due to the biased opinion of the rspondents
The employees are always under a fear in answering questions and hence they do not state the facts as they are
CHAPTER - 13
SWOT ANALYSIS
SWOT ANALYSIS
STRENGTHS Unique Brand Name Highly recognized Household Name Quality Product (ISO 9000 Certification) Environmental Certification (ISO 1410) Locally available raw material Provides Employment Relationship between employees Large Reserves Aggressive Marketing Policiess Highly evolved Research and Development wing Computerized system WEAKNESS Highly motivated union activities High rate of absenteeism Lack of individual initiative
OPPORTUNITIES Since the company uses both natural and synthetic rubber to manufacture its products, it has vast opportunities for further product enhancement. The aim of the company is to meet global standards. This provides the opportunity to create world class product. The company can utilize the railways to transport its materials. Thus they can reduce the overall cist if transport its materials. They can reduce the overall cost of transport. Technology can be updated to maximize quality production. All the plants in the production unit (i.e.; the tyre, mixing, tube, and
PCTR plants) can be brainstorming sections to help improve quality. This will make use of the hands on experience of the supervisors. THREATS Competition Changes in technology Cost of raw materials Market risks Rupee depreciation resulting in lower export realization
CHAPTER 14
CONCLUSION
CONCLUSION
The study shows that employee attitudes and opinions are a better predictor of future employee behavior than past behavior than past behavior. This employee morale surveys are specifically designed to accurately measure attitudes that affect real business materics, like employee retention rates and turn over. Based on the primary data collection it is noted that job satisfaction level, social status, pay back etc are comparatively comfortable level. The areas requiring immediate attention is the worker category. High or good morale is of tremendous importance for management and its employees. Roethliserger emphasis the importance of high morale when he says what physical health is to a physical organism, morale is to a Co-operative system, The warning signs of low morale are high rate of absenteeism, tardiness, high labor turnover, strike an sabotage, wastage and spoilage and lack of pride in work. The study will be an eye opener to the company to take action to restore confidence among its employees which will go a long way to the growth and survival of the company in the long run.
CHAPTER -15
BIBILIOGRAPHY
BIBILIOGRAPHY
Books 1. 2. 3. C.B.Mamoria, S.B. Sankar, Personnel Mangement, Himalaya Publishing House, Mumbai 2005 Gary Dessler, Human Resource management, Prentice Hall, Eighth edition C.R. Kothari, Research Methodology, New Age International (P) Ltd, New Delhi, Second Edition. WEBSITE www.mrftyres.com www.fadaweb.com/indiantyresindustry.html
CHAPTER -16
ANNEXURE

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MRF LIMITED,KOTTAYAM

IMPORTANCE OF EMPLOYEE MORALE

FACTORS AFFECTING MORALE

morale will tent

to higher than if there are factors seem to be

SCOPE OF THE STUDY

OBJECTIVES OF THE STUDY

OBJECTIVES OF THE STUDY

Simple bar diagram

THE INDIAN TYRE INDUSTRY

The Indian tyre market can be categorized in to three. They are

unhealthy condition of the Indian roads has resulted

Most ethical company in India by Business World, a leading

MASCOST AND LOGO OF MRF

Training of employees to execute

environmentally responsible and safe manner.

and document te training needs of the employees

Driven by a team of motivated high performers to achieve profitable growth.

MRF LTD KOTTAYAM UNIT OVERVIEW

KOTTAYAM PLANT FACTS AND FIGURES

Tread rubber Production (Conventinal): 160 MT / month

PLANTS WITHIN KOTTAYAM UNIT

FUNCTIONS OF PRODUCTION DEPARTMENTS

Buty Mixing Deflatio n

Forming Ring Tube

Green Fabric FFFabriFa Inflation

Calendaring Green Fabric ri vulcanization nnFab

Bed making MakiMakin Tyre building

Green Fab Curing Green Fabric ri Dispatch

Green Fab Trimming Green Fabric ri

PRODUCTION PROCESS IN MIXING PLANT (PLANT3)

PRODUCTION PROCESS IN PCTR PLANT (PLANT4)

STRUCTURE OF PRODUCTION DEPARTMENT

Asst.Mgr Production 1 (Tube)

Asst.Mgr Production 2 (Tyre)

Asst.Mgr Production 3 (Mixing)

Asst.Mgr Production 4 (PCTR)

STRUCTURE OF ENGINEERNG DEPARTMENT

Manager Electrical Maintenance

Manager Mechanical Maintenance

Electrical Incharge Plant 1,2,3,4

Mechanical Maintenance Incharge Plant 1,2,3,4

STRUCTURE OF TECHNICAL DEPARTMENT

INDUSTRIAL ENGINEERING DEPARTMENT

STRUCTURE INDUSTRIAL ENGINEERING DEPARTMENT

Plant Industrial Engineering Manager

Resource Plannign inCharge

ACCOUNTS AND FINANCE DEPARTMENT

FUNCTIONS OF ACCOUNTS DEPARTMENT

STRUCTURE INDUSTRIAL AND FINANCE DEPARTMENT

Plant Accounts Manager

Manager New Materials

Asst.Mgr. Plant Accounts

Asst.Mgr Engineering Strores

Officer Engineering Purchase

Sales Tax & Excise

Material Handling Workmen

QUALITY ASSURANCE DEPARTMENT

FUNCTIONS OF QUALITY ASSURANCE DEPARTMENT

STRUCTURE OF QUALITY ASSURANCE DEPARTMENT

Plant Asst.Manager Accounts Quality Assurance Manager

Quality In-charge Plant 1

Quality In-charge Plant 2