EMPLOYEE MORALE

CHAPTER I

INTRODUCTION
1.1.1. INTRODUCTION TO THE STUDY
Employee Morale refers to an attitude of satisfaction with a desire to 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 a static thing, but it changes
depending on working conditions, superiors, fellow workers pay and so on.
Morale may range from very high to very low. High Morale is evident from the positive
feelings of employees such as enthusiasm desire to obey orders, willingness to co!operate with
coworkers. "oor or low Morale becomes obvious from the negative feelings of employees such as
dissatisfaction, discouragement or dislike of the job.
1.1.2. Definitions:
Morale is a fundamental psychological concept. It is not easy to define. Morale is the
degree of enthusiasm and willingness with which the members of a group pull together to
achieve group goal. It has been defined differently by different authors can be classified into
three major approaches.
#$ %lassical approach
&$ "sychological approach
'$ (ocial approach
1. Classical a!oac":
)ccording to this approach the satisfaction of basic needs is the symbol of Morale.
)ccording to *obert M. +uion ,Morale is defined as the e-tent to which the individual perceives
that satisfaction stemming from total job satisfaction,.
1
EMPLOYEE MORALE
2. Ps#c"olo$ical A!oac":
)ccording to this approach Morale is psychological concept i.e., state of mind.
)ccording to .urious /illipo 0Morale is a mental condition or attitude of individual and groups which
determines their willingness to co!operate,.
%. Social A!oac":
)ccording to some e-perts Morale is a social phenomenon.
)ccording to 1avis ,Morale can be defined as the attitudes of individual and groups towards their
work environment and towards voluntary cooperation to the full e-tent of their ability in the best
interest at the organization,.
1.1.%. I&o!tance of E&lo#ee Mo!ale:
Employee Morale plays vital role in the origination of success. High Morale leads to success
and low morale brings to defeat in its wake. 2he success or failure of the industry much depends
up on the Morale of its employees.
T#es of Mo!ale:
2here are two types of morale
#$ High morale
&$ 3ow morale
I. Hi$" Mo!ale:
It will lead to enthusiasm among the workers for better performance. High Morale needs
a manifestation of the employees strength, dependability pride, confidence and devotion. (ome of
the advantages of high Morale are4
2
EMPLOYEE MORALE
2hey are4
#. 5illing cooperation towards objectives of the organization.
&. 3oyalty to the organization and its leadership.
'. +ood 3eadership.
6. (ound superior subordinate relations.
7. High degree of employee8s interest in their job and organization.
9. "ribe in the organization
:. *eduction in absenteeism and labour turnover.
;. *eduction in grievance.
<. *eduction in industrial conflict.
#=. 2eam building.
##. Employee empowerment.
II. Lo' Mo!ale:
3ow Morale indicates the presence of mental unrest. 2he mental unrest not only hampers
production but also leads to ill health of the employees. 3ow Morale e-ists when doubt and suspicion
are common and when individuals are depressed and discouraged i.e., there is a lot of mental tension.
(uch situation will have the following adverse conse>uences.
2hey are4
#. High rates of absenteeism and labour turnover.
&. 1ecreased >uality.
'. 1ecreased "roductivity.
6. E-cessive %omplaints and +rievances.
7. /rustration among the workers.
9. 3ack of discipline.
:. Increase errors, accidents or injuries.
1.1.(. )ACTORS A))ECTIN* MORALE:
3
EMPLOYEE MORALE
Employee morale is a very comple- phenomenon and is influenced by many factors on the
shop floor. (everal criteria seem important in the determinants of levels of workers morale such as4
1.Pe!sonal )acto!s
It is relating to age, training, education and intelligence of the employees, time spent by
them on the job and interest is worth taken by them, affect the Morale of the employees. /or e-ample,
if employees are not imparted proper training he will have low Morale.
2. O+,ecti-es of t"e o!$ani.ation
Employees are highly motivated and their morale is highly if their individual goal and
objectives are in tune with organizational goal and objectives.
%. O!$ani.ational /esi$n
?rganization structure has an impact on the >uality of labour relation, particularly on the
level of morale. 3arge organization tend to lengthen their channels of vertical communication and
to increase the difficulty of upward communication. 2herefore the morale tends to be lower.
(. Re'a!/s
Employees e-pect ade>uate compensation for their services rendered to the organization.
+ood system of wages, salaries, promotions and other incentives keep the morale of the employees
high.
0. *oo/ Lea/e!s"i an/ S1e!-ision
2he nature of supervision can tell the attitudes of employees because a supervisor is in
direct contact with the employers and can have better influences on the activities of the employees.
2. 3o!4 En-i!on&ent
2he building and it appearance the condition of machines, tools, available at work place
provision for safety, medical aid and repairs to machinery etc. all have an impact on their morale.
5. Co&ati+ilit# 'it" fello' e&lo#ee
4
EMPLOYEE MORALE
Man being a social animal finds his words more satisfying if he feels that he has the
acceptance and companionship of his fellow workers. If he has confidence in his fellow worker and
faith in their loyalty his Morale will be high.
6. 7o+ Satisfaction
If the job gives an employee an opportunity to prove his talents and grow his personality,
he will certainly like it and he will have high morale.
1.1.0. )acto!s infl1encin$ in/1st!ial &o!ale:
T"e En-i!on&ent of 'o!4
If the environment of work is good and healthy, the morale is likely to be high on healthy
environment of an industry may lead to irritation and lack of concentration at work. 2he employers
and managers should always try to maintain a healthy environment for their industry.
Tools
2ools and machines with which the workers have to do their work, in an industry are
closely related with morale.
Slo$an
(ome employees use slogans for boosting up the morale of their worker. (uch slogans are
05?*@ I( 5?*@(HI"A, 02IME I( 3I/E )B1 "C2 I2 2? )5?*2HD %)C(EA, 0/I*(2
5?*@ 2HEB *E(2A, 0B? 2)3@IB+ 5HI3E 5?*@IB+ A.(uch slogans or any other type of
slogans always raise the morale of workers.
Mo!ale of t"e fo!e&an o! s1e!-iso!
2here is a close relationship between morale and duration of service. Bew workers come on
the way of identifying themselves with the growth and prosperity of the industry .(o after four or
five years of service their morale becomes high.
Socia+ilit#
2he workers develop a society of their own end they love to associate themselves with others
in the factory itself. If the employees of the industry shift some workers from one place to another,
5
EMPLOYEE MORALE
the morale of many of them goes down because the 0CB%)33E1 %H)B+E /*?M ?BE
"3)%E 2? )B?2HE*A hurts the feeling of workers.
1.1.2. MEASUREMENT O) MORALE
?bservation Method
)ttitude (urveys
%ompany *ecords and *eports
%ounseling
1. O+se!-ation Met"o/
Cnder this method evaluator observes the employees on work and records their
behaviour, attitude, sentiments and feelings, which have developed in them. 2he changes in the
attitude and behavior of the employee are the indicators of high and low morale.
2. Attit1/e S1!-e#s
In order to overcome the limitation of the above method, attitude survey method is being
largely employed in modern days. 2his method includes conducting surveys through
>uestionnaires and interviews. 2his relates what the workers are looking in and what step should
be taken to improve their approach towards work.
%. Co&an# Reco!/s an/ Reo!ts
2he records and reports relating to labour turnover, rate of absenteeism, the number of
goods rejected, strikes and such other things, are indicators of the level of morale.
(. Co1nselin$
Cnder this method employees are advised to develop better mental health, (o that they can
imbibe self confidence, understanding and self control. 2his method is used to find out the causes
of dissatisfaction and then to advice the employees by way of remedial measures.
2he above methods of the measurement of the employees present only the tendencies or the
attitude of the employee morale. 2he statistical measurement of morale is not possible because it
relates to the inner feelings human beings. 5e can say that morale is increasing or decreasing, but
cannot be measured how much it increased or increased.
6
EMPLOYEE MORALE
1.1.5. 8UILDIN* O) HI*H MORALE
In order to achieve high morale among the employees the following suggestion may be
followed
T'o93a# Co&&1nication
2here should be a two!way communication between the management and the workers as it
e-ercises a profound influences on morale. 2he workers should be kept informed about the
organization policies and programmes through conferences, bulletins and informal discussions
with the workers.
S"o' Conce!n
3arge or small, every business should have names on desks work stations or cubicles to
show that a real person with worth, work and they are not just a machine. Be-t ask their opinion
whenever an opportunity arises rather than always telling them what to do or the way to do it. 2his
allows employees to add their own creative thoughts to the work process, which then can lead to
more of a feeling of ownership. /inally ask how they are without wanting to know deeply personal
data the boss can easily show on interest in the individual workers.
7o+ En!ic"&ent
2his involves a greater use of the factors which are intended to motivate the worker rather
than to ensure his continuing satisfaction with the job he performs the idea is to reduce employee
discontent by changing or improving a job to ensure that he is better motivated.
Mo/if#in$ t"e 'o!4 en-i!on&ent
2his involves the use of teams of work groups in developing social contacts of and the
employees the use of regular rest breaks.
Rotation of 7o+s
2his is also one of the important techni>ues to increase employee morale. .ob rotation
helps to reduce an employeeEs boredom.
Incenti-e S#ste&
7
EMPLOYEE MORALE
2here should be a proper incentive system in the organization to ensure monetary and non!
monetary rewards of the employees to motivate them.
3elfa!e Meas1!es
Management must provide for employees welfare measures like canteens, credit facilities,
sport clubs, education for their children, etcF
Social Acti-ities
Management should encourage social group activities by the workers. 2his will help to
develop greater group cohesiveness which can be used by the management for building high
morale.
T!ainin$
2here should be proper training of the employees so that they may do their work efficiently
and avoid frustration when the workers are given training they get psychological satisfaction as
they feel that management is taking interest in them.
3o!4e!s Pa!ticiation
2here should be industrial democracy in the organization, Management should allow
workers participation in management. 5henever a changing to be introduced which effects the
workers they must be consulted and taken into confidence ,5orkers must be allowed to put
forward their suggestion and grievance to the top management.
Offe!s !eco$nition of t"e e&lo#ee effo!ts
It takes but a few seconds to say ,Bice .ob,, ,5ell done,, ,Marked improvement,, ,Dou
EreE on the right road, or any number of other phrases that communicate to the employee that care
about the job and about them and that you recognize an improvement in productivity. )lso,
employees can be given performance awards or have their name mentioned at staff meetings,
posted on a notice boards or in employee inter office E!mail to say that someone did a notable
monthly .ob. )ll of these simple modes of painting out individual team or group behavior serve as
very strong methods of improving productivity, self worth and morale.
1.1.6. Relations"i +et'een E&lo#ee Mo!ale an/ !o/1cti-it#
2here is a belief that morale and productivity go hand in hand high morale, high
productivity and low morale and low productivity may not go together. +enerally, there is some
positive correlation between morale and productive but they cannot absolutely be related .It is
>uite possible to increase morale with either favorable or unfavorable shifts in productivity.
8
EMPLOYEE MORALE
Satisfaction an/ !o/1cti-it# &o/el
T"is s"o's t"at !o/1cti-it# is a f1nction of fo1! facto!s.
?rganizational /actors
Individual /actors
)ttitude
Morale
In fact &o!ale an/ !o/1cti-it# &a# +e !elate/ to eac" ot"e! in t"e follo'in$ fo1! ossi+le
'a#s:
High morale !high productivity
3ow morale ! low productivity
3ow morale ! high productivity
High morale ! low productivity
Hi$" &o!ale Lo'
Hi$"
9
Individual
factors
Morale
"roductivity (atisfaction
?rganizational
/actors
)ttitude
3ow morale !
high productivity
High morale !high
productivity
EMPLOYEE MORALE
P!o/1cti-it#
Lo'
Mo!ale !o/1cti-it# Mat!i:
Hi$" &o!ale 9"i$" !o/1cti-it#:
High morale in most of the cases results in high productivity but e-perienced only when
the workers are motivational in the right sprit and supervision is of right type. High morale pushes
up the productivity and high productivity term, pushes up morale and so on. Gut proper motivation
is necessary.
Lo' &o!ale 9 lo' !o/1cti-it#:
In the absence of the proper motivation, morale and productivity both will be lower .Here
also circular relationship e-ists between the two. 3ow morale will pull down the productivity and
low productivity will minimize the morale of the employees.
Hi$" &o!ale 9 lo' !o/1cti-it#:
2his position is found in such circumstances where the men are not fully trained and
supervisors are not fully competent in getting the work done .In such circumstances, morale of the
workers may be high at the cost of productivity.
Lo' &o!ale an/ Hi$" !o/1cti-it#:
3ow morale and high productivity may go together when the management is not co!
operating the workers and avoids the feelings of the men at work of where management uses
penalties and punishments and provides better machines and e>uipments to carry on the
production.
1.2 INTRODUCTION TO THE INDUSTRY
1.2.1 INTRODUCTION TO TE;TILE INDUSTRY
2he 2e-tile (ector in India ranks ne-t to )griculture. 2e-tile is one of India8s oldest
industries and has a formidable presence in the national economy in as much as it contributes to
about #6 per cent of manufacturing value!addition, accounts for around one!third of our gross
e-port earnings and provides gainful employment to millions of people. 2he te-tile industry
10
3ow morale ! low
productivity
High morale ! low
productivity
EMPLOYEE MORALE
occupies a uni>ue place in our country. ?ne of the earliest to come into e-istence in India, it
accounts for #6H of the total Industrial production, contributes to nearly '=H of the total e-ports
and is the second largest employment generator after agriculture.
2e-tile Industry is providing one of the most basic needs of people and the holds
importance maintaining sustained growth for improving >uality of life. 2his section deals with
structure, growth and size of the Indian te-tile industry, role of te-tile industry in economy, key
advantages of the industry, te-tile industry e-port and global scenario and strength ,weakness
?pportunity, and treats of the Indian te-tile industry.
1.2.2 In/ia<s t!a/e in te:tiles an/ its s"a!e in 'o!l/ t!a/e can +e cate$o!i.e/ as
follo's:
In/ia=s T!a/e in Te:tiles

*lo+al Scena!io
2he te-tile and clothing trade is governed
by the Multi!/iber )greement IM/)$ which
came into force on .anuary #, #<:6 replacing
short!term and long! term arrangements of the
#<9=8s which protected C( te-tile
producers from booming .apanese te-tiles
e-ports. 3ater, it was e-tended to other developing countries like India, @orea, Hong @ong, etc.
which had ac>uired a comparative advantage in te-tiles. %urrently, India has bilateral
arrangements under M/) with C(), %anada, )ustralia, countries of the European %ommission,
etc. Cnder M/), foreign trade is subject to relatively high tariffs and e-port >uotas restricting
India8s penetration into these markets. India was interested in the early phasing out of these >uotas
in the Cruguay *ound of Begotiations but this did not happen due to the reluctance of the
developed countries like the C( and E% to open up their te-tile markets to 2hird 5orld imports
11
T#e In/ia<s S"a!e in 3o!l/ T!a/e
Darn &&H
/abrics '.&H
)pparel &H
Made!ups <H
?ver!all &.;H
EMPLOYEE MORALE
because of high labour costs. 5ith the removal of >uotas, e-ports of te-tiles have now to cope
with new challenges in the form of growing non!tariff J non!trade barriers such as growing
regionalization of trade between blocks of nations, child labour, anti!dumping duties, etc.
Bevertheless, it must be realised that the picture is not all rosy. It is now being admitted
universally and even officially that the year &==7 )1 is likely to present more of a challenge than
opportunity. If the industry does not pay attention to the very vital needs of modernisation, >uality
control, technology up gradation, etc. it is likely to be left behind. )lready, its comparative
advantage of cheap labour is being nullified by the use of outmoded machinery.
5ith the dismantling of the M/), it becomes imperative for the te-tile industry to take on
competitors like %hina, "akistan, etc., which enjoy lower labour costs. In fact the seriousness of
the situation becomes even more apparent when it is realised that the non!>uota e-ports have not
really risen dramatically over the past few years. 2he continued dominance of yarn in e-ports of
cotton, synthetics, and blends, is another cause for worry while e-ports of fabrics are not growing.
2he lack of value added products in te-tile e-ports do not augur well for India in a non!M/)
world.
2e-tile e-ports alone earn almost &7 percent of foreign e-change for India yet its share in
global trade is dismal, having declined from #=.< percent in #<77 to '.&' percent in #<<9. More
significantly, the share of %hina in world trade in te-tiles, in #<<6, was #'.&6 percent, up from 6.'9
percent in #<;=. Hong @ong, too, improved its share from :.=9 percent to #&.97 percent over the
same period. +rowth rate, in C(K terms, of e-ports of te-tiles, including apparel, was over #:
percent between #<<'!<6 to#<<7!<9. It declined to #=.7 percent in #<<9!<: and to 7 percent in
#<<:!<;. )nother disconcerting aspect that reflects the declining international competitiveness of
Indian te-tile industry is the surge in imports in the last two years. Imports grew by #& percent in
dollar terms in #<<:!<;, against an average of 7.; percent for all imports into India. Imports from
%hina went up by 7= percent while those from Hong @ong jumped by &' percent.
*lo+al facto!s infl1encin$ te:tile in/1st!#
2he history of the te-tile and clothing industry has been replete with the use of various
bilateral >uotas, protectionist policies, discriminatory tariffs, etc. by the developed world against the
developing countries. 2he result was a highly distorted structure, which imposed hidden costs on the
e-port sectors of the 2hird 5orld. 1espite the fact that +)22 was established way back in #<6:, the
12
EMPLOYEE MORALE
te-tile industry, till #<<6, remained largely out of its liberalization agreements. In fact, trade in this
sector, until the Cruguay *ound, evolved in the opposite direction. %onse>uently, since #<:6 global
trade in the te-tiles and clothing sector had been governed by the Multi!fiber agreement, which was
the se>uel to an increasingly pervasive >uota regime that began with the (hort!term arrangement on
cotton products in #<9& and followed by the 3ong!2erm arrangement. )fter the successful
conclusion of the Cruguay *ound in #<<6, the M/) was replaced by the )greement on 2e-tiles and
%lothing I)2%$, which had the same M/) framework in the conte-t of an agreed, ten year phasing
out of all >uotas by the year &==7.
INDIAN TE;TILE INDUSTRY > S3OT ANALYSIS
St!en$t"
L India has rich resources of raw materials of te-tile industry. It is one of the largest producers of cotton in
world and is also rich in resources of fibres like polyester, silk, viscose etc.
L India is rich in highly trained manpower. 2he country has a huge advantage due to lower wage rates. Gecause
of low labor rates the manufacturing cost in te-tile automatically comes down to very reasonable rates.
L India is highly competitive in spinning sector and has presence in almost all processes of the
value chain.
L Indian garment industry is very diverse in size, manufacturing facility, type of apparel produced,
>uantity and >uality of output, cost, and re>uirement for fabric etc. It comprises suppliers of ready!made
garments for both, domestic or e-ports markets.
3ea4ness
L @nitted garments manufacturing has remained as an e-tremely fragmented industry. +lobal
players would prefer to source their entire re>uirement from two or three vendors and the Indian garment units
find it difficult to meet the capacity re>uirements.
L Industry still plagued with some historical regulations such as knitted garments still remaining as a ((I
domain.
L 3abour force giving low productivity as compared to other competing countries.
L 2echnology obsolescence despite measures such as 2C/(.
13
EMPLOYEE MORALE
L 3ow bargaining power in a customer!ruled market.
L India seriously lacks in trade pact memberships, which leads to restricted access to the other major markets.
L Indian labour laws are relatively unfavorable to the trades and there is an urgent need for labour reforms in
India.
Oo!t1nit#
L 3ow per!capita domestic consumption of te-tile indicating significant potential growth.
L 1omestic market e-tremely sensitive to fashion fads and this has resulted in the development of a responsive
garment industry.
L IndiaEs global share is just 'H while %hina controls about #7H. In post!&==7, %hina is e-pected to capture
6'H of global te-tile trade.
L %ompanies need to concentrate on new product developments.
L Increased use of %)1 to develop designing capabilities and for developing greater options.
T"!eats
L %ompetition in post!&==7 is not just in e-ports, but is also likely within the country due to cheaper imports of
goods of higher >uality at lower costs.
L (tandards such as ()!;=== or 5)*" have resulted in increased pressure on companies for
improvement of their working practices.
L )lternative competitive advantages would continue to be a barrier.
2irupur is the 0knitwear capitalA of India. 2irupur contributes to a huge amount of foreign
e-change in India. It has spurred up the te-tile industry in India for the past three decades. Its
economic boom boosts the morale of Indian industrialists. +reat thing about 2irupur economy is that
it is ever growing. 2irupur is major source of foreign e-change for the country because of its e-ports.
It is famous for the e-port of an knitted garment wears such as t!shirts, polo!shirts, sweat!shirts,
pajamas M night dresses on various fabrics like single jerky, interlock fleece, pallor fleece, etc
14
EMPLOYEE MORALE
Det at first glance nothing about 2irupur can make one believe that this city earns
remarkable foreign e-change.
1.% INTRODUTION TO THE OR*ANISATION
1.%.1 SURYA HITEC APPAREL PRO)ILE:
#. Bame of the company 4 (C*D) HI2E% )"")*E3
&. )ddress 4 N 7, M.".Bagar E-tension,
(uriaprabha gardens,
2irupur ! 96#9=:.
'. Dear of Establishment 4 #<;;
6. Gankers 4 (tate Gank of India, Main branch, %oimbatore
7. +roup turnover 4 :&cr per year
9. "roducts handled 4 @nittingM 1yeing! girls wear,
Goy8s wear Men8s wear.
:. "roducts specialized 4 Men8s wear M 3adies wear.
;. In house facilities 4 @nitting, Embroidery
<. "roduction capacity 4 &, '=,===pcsJ Month
#=. 5ebsite 4 www.suriyaappaarels.com
15
EMPLOYEE MORALE


1.%.2 A8OUT THE COMPANY
Ti!11! S1!#a Hitec Aa!el P!i-ate Li&ite/ is a fast growing organization in the
knitwear industry located at 2irupur. It was started in the year#<;; and working towards success.
1edication and commitment helped them to grow well. 2hey are a proactive customer oriented
garment company and their business vision is to achieve profitability through productivity. 5ith a
clear focus on this end objective, we ceaselessly strive towards competitiveness. 2hey are trying
their level best to introduce many products possible according to the growing market and customer
need. 2hey have tied up with suppliers for knitting, dying, compacting, printing embroidery.
)t present, they are successfully manufacturing4
2!(hirts
"olo!%ollar (hirts
(ports 5ear
Bight 5ear
@ids wear
3adies 2!(hirt
16
EMPLOYEE MORALE
1.%.% DEPARTMENTS
PURCHASE DEPARTMENT
Mainly raw materials like cotton, viscose, staple virgin cotton, staple fiber, polyester staple
and cotton waste are purchased. In our country the cotton growing states are 2amil Badu,
@arnataka, Hariyana, Maharashtra, *ajasthan and +ujarat.
2he main raw materials are cotton and viscose. 2he raw materials are purchased after
getting various samples from different cotton merchants, they supply it along with full
specification such as varieties, rates, staple length etc., regarding raw materials, the purchase
manager will call for allocation from various suppliers. Gefore purchasing the cotton, the purchase
manager will check the stock level re>uirements. 2hen they will take the decision on the >uantity
to be ordered. )fter receiving the information finally the company selects the suppliers by seeing
the rate, delivery period, discounts and >uality of material. )fter selecting the suppliers, the
company places orders with them.
PRODUCTION DEPARTMENT
P!o/1ction P!ocess
P!ocess C"a!t

17
Mi-ing
Glow room
%arding
1rawing
(imple-
%ontamination
(pinning
EMPLOYEE MORALE
1? Re&o-al@conta&ination
2he e-amined cotton is thoroughly checked and sent for removing impurities and
contamination. 2he contaminations are removed by hand picking which is better the machine
picking.
2? Mi:in$
%otton yarns from various processes are mi-ed for desired >uality based on testing of
these characteristics.
%? 8lo' Roo&
(e>uence of machinery line is used for gradual opening and cleaning of cotton. 2he
voluminous cotton is converted into lap form.
(? Ca!/in$
?pening and further individualization of fiber and removal of trash and foreign materials
lap is converted in to sliver form. %arded sliver is converted into lap form and combers.
0? D!a'in$
(hort fibbers are removed from sliver. Gy combing, better ruster and strength could be
given to the yarn.
2? Si&le:
%arded sliver are processed in comber frames. It is spun in uniform thickness.
5? Sinnin$
*oving is converted into yarn of the re>uired count by drafting, twisting and winding on
the ring frames.
SALES DEPARTMENT
18
EMPLOYEE MORALE
2he sales manager heads the sales department. He does the processing from international
and local market. 2he (ales manager will study the market trend and finally submit the market
report to the managing director according to the market demand and customer taste.
Di!ect sales
Gy preparing direct invoice, the products are sold to the customers directly.
Deot sales
In depot sales, agents are appointed at different places like 2irupur, Erode, (alem,
chennimalai, karur and madurai.)s per the re>uirements of the agents, the product is sent to the
depot sales. )gents sell the products in their own name.
Consi$n&ent Sales
In consignment sales, agents are appointed under separate contract and the same will be
e-ecuted to each and every agent.
E:o!t Sales
In e-port sales, agents or merchants are appointed. 2he buyer and seller enter into contract
through agents and merchants. 2he company e-ports the goods to the buyer mainly to earn foreign
e-change, E-port sales may be direct.
ACCOUNTS DEPARTMENT
2he main work of this department is to record the financial transactions. 2he day!to!day
transactions are recorded in the proper book and are kept for reference. 2he transactions are first
recorded in the journal as and when they take place. (ubse>uently these transactions are recorded
in the bank book, purchase journal, (ales journal, 1ebtors ledger, %reditors ledger, etc.
PERSONNEL DEPARTMENT
Rec!1it&ent
/or "roduction department the age limit for recruitment is #; to &6. In case of others, age
limit may vary according to the designation M educational >ualification of the workers. In this
organization the educational >ualification of the workers should be above ;
th
standard.
Selection
(election tests may provide information about their aptitude, interest, speed, eye test, etc.,
selection tests are normally followed in the personal interview of the candidates. 2he personnel
manager conducts it.
T!ainin$
2o improve performance of individual workers, in particular job, the organization
conducts various training programmes.
Place&ent
19
EMPLOYEE MORALE
)fter completing all the formalities the candidates are appointed for a probationary
period. 2he probationary period may range from ' months to # year. 1uring this period, the
candidates are keenly observed. If they complete the training period successfully, they become
permanent employees.
OR*ANIAATION CHART



20
Managing 1irector
+eneral Manager
"ersonnel
1ept
Marketing
1ept
"urchase
1ept
/inance
1ept
"roduction
1ept
"ersonnel
?fficer
Marketing
)ssistance
(upervisor
"urchase
)ccounts
?fficer
"roduction
Manager
)sst
(upervisors
%lerks (titching
(upervisor
%lerks (upervisor
EMPLOYEE MORALE

CHAPTER 2
REBIE3 O) LITERATURE
Cin$ MacR1!# D1E(E?
1
in his article investigates whether the analyses of absenteeism and
employee opinion polls can solve managementEs problems of worker attitudes in the C.(. (tatus of
employee morale %haracteristics of absenteeism Effect of management policies and personnel
administration on employee morale.
Melan# E. 8ae"! an/ Ric"a!/ Renc4 D1E06?
1
in their paper discussed briefly some of
the theories concerning the structure of morale and, in particular, reports the results of three
separate research investigations. 2he investigations aim at defining the broad social sentiments
shared by the general population of industrial employees which are the basic dimensions of the
work environment. 2he same five dimensions or factors were identified in each of the three
investigations. 2he consistency of these results as well as their congruence with those obtained by
others suggests that five of the basic factors in the structure of morale have been identified.
7o"n E. 8ai!/ an/ Pat!icia H. 8!a/le# D1E56?
2
in their article e-plained that although
several factors are related to employee morale in organizational settings, the single most influential
factor in enhancing job satisfaction and group cohesiveness is superior!subordinate
communication. Det, while a great deal of speculation e-ists concerning the sorts of
communication behaviors most conducive to employee satisfaction, no empirical test has been
1
# Melany E. Gaehr and *ichard *enck, 02he 1efinition and Measurement of Employee MoraleA,
Administrative Science Quarterly, Ool. ', Bo. & I(ep., #<7;$, pp. #7:!#;6
2
& .ohn E. Gaird , "atricia H. Gradley, 0%ommunication %orrelates of Employee MoraleA, .ournal of
Gusiness %ommunication, Ool. #7, Bo. ', pp. 6:!79, #<:;.
21
Employees
EMPLOYEE MORALE
conducted to assess specifically the relationship between communication and morale. 2his study
undertakes such an investigation.
7e!o&e L. an/ Cleine! 8.H. D1EE0?
%
in their article states that people are vital to the
success or failure of services. %ompanies are now becoming people!oriented, not profit!centred,
providing training and technology and investing in people. E-amines three amusement parks,
including 1isney, and considers several common practices and some uni>ue ones. %overs
recruitment, orientation, customer service strategies, employee programmes, morale and
motivation. %oncludes that although companies perceive customer service as being vital, most copy
1isneyEs models, including those of staff motivation and employee morale.
Connell 71lia D2FF1?
(
in her paper e-plained that ?rganization size Ias defined by the
number of employees$ has received substantial attention from researchers and management writers as
a fundamental component affecting organizational design, structure and shape. (ome researchers
claim size influences organizational effectiveness and efficiency and some claim it does not. In this
study, which was conducted in si- )ustralian workplaces, it was found that organizational size
affected a number of variables. /or e-ample, the organizational culture within the three small firms
investigated was more positive management was more consultative and employee morale was higher
than in the three large firms investigated. )s a result, the findings from this study indicate that in
relation to a number of factors e-plained in the paper, larger firms may wish to emulate their smaller
counterparts in order to achieve higher employee morale, and hence, organizational effectiveness.
8!a$$ D2FF2?
0
e-plored how commitment on the part of both employees and employers
can contribute to a supportive work environment and high morale. Gragg described four types of
commitment e-hibited by both employees and employers4 want to, have to, ought to and
uncommitted. 2he type of commitment that both sides should strive for is 0want toA commitment,
where the employees want to work for the company and give it their all, and the company values its
employees and shows it by investing in their growth and training.
3
' .erome 3. @leiner G.H., 0Employee morale and its impact on service4 what companies do to
create a positive service e-perienceA, Managing (ervice Puality, Oolume 7, Bumber 9, #<<7 , pp. &#!&7I7$
4
6 %onnell .ulia, 0Influence of firm size on organizational culture and employee moraleA, .ournal of
Management *esearch, Ool.#, Issue 6, &==#, pp.&&=!&'&.
5
5 Gragg, 2erry, 0Improving Employer J Employee %ommitmentA, ?ccupational Health M (afety,
Ool. :#, Bo. #. &==&.
22
EMPLOYEE MORALE
Hen!# Moelle! an/ C"!istine L. B1cinic" D2FF(?
2
in their paper investigated how two
different groups of students managed with different responsibilities. Each was faced with the same
problems!high turnover, the retention of good employees, and employee morale and motivation. 2he
presenters discussed how they individually addressed these issues by developing advanced
employment opportunities. 5hile these programs are very different, they meet the same objectives!
boosting student employee morale while rewarding and retaining good student employees.
Da-i/ L. 3ea4lie& an/ Ste"en 7. )!en4el D2FF2?
5
considered the relationship
between morale and workplace

productivity in a representative sample of )ustralian workplaces.

It
focuses on three >uestions4 the shape of the relationship,

whether the effects of morale are contingent
on other factors,

and the paths by which any effect takes place. 2he results show

that morale
influences productivity in an appro-imately linear

fashion. 2he effect of morale on productivity
appears to be

larger when management regards product >uality as important

and attempts to develop a
corporate ethic and culture. Morale

is associated with greater work effort, but the relationship

between
work effort and productivity becomes stronger at higher

levels of morale. 2hus, part of the influence
of morale on productivity

is a matter of increasing the effectiveness of workers8

efforts.
As e! Lin. et al. D2FF2?
6
among the workers participating in their study, e-pectation of
receiving a desired reward contributes to high morale, with e-pected monetary rewards having a
higher influence that e-pected non!monetary rewards, but praise for a job well done and a feeling of
accomplishment also contribute positively to employee morale. 2here was a significant correlation
between positive attitudes toward work and morale, and a positive correlation between performance
assessment and morale. 1emographic characteristics Iage and gender$ have no discernible influence
on morale when controls are included for work e-perience.
Ro+e!t 7. Cals#n an/ La1!ie A. Roa/es D2FF2?
E
in their article tested the three
hypothesis viz., I#$ (tress has more of a negative impact on the life satisfaction of those under age :7
than those over age :7 I&$ social support has more of a positive effect on life satisfaction in those
6
9 Henry Moeller and %hristine 3. Oucinich, 0Inc!easin$ st1/ent e&lo#ee &o!ale an/ !etention
+# /e-eloin$ a/-ance/ e&lo#&ent oo!t1nities: a Penn State e!secti-eGH . #'' ! #'7 , &==6.
:
: Da-i/ L. 3ea4lie& and Ste"en 7. )!en4el , 0Morale and 5orkplace "erformanceA, 5ork and
?ccupations, Ool. '', Bo. ', ''7!'9# I&==9$
8 8 3inz, (usan .. +ood, 3inda @. and Huddleston, "atricia I&==9$, 05orker Morale in *ussia4 )n
E-ploratory (tudyA, .ournal of Managerial "sychology, Ool. &#, Bo. 7.
9 9 *obert .. %alsyn and 3aurie ). *oades, 0(tress, social support, and morale4 /ailure to replicate
age effectsA, .ournal of %ommunity "sychology, Oolume #<, Issue 6, /eb &==9.
23
EMPLOYEE MORALE
under age :7 than those over age :7 I'$ the buffering effect of social support is stronger in the under
age :7 group than the over age :7 group. 2he research found none of the three hypotheses were
supported, contrary to prior research.
Cat"i!-elH N D2F1F?
1F
in his article observed that organizational effectiveness
considerably depends on the morale of its work force. Morale is the enthusiasm with which workers
as individuals and as groups respond to their work situation and re>uirements. It is a state of healthy
balance in the organization in which people make their respective contributions to achieve their set
goals, maintain their sense of worth besides developing their abilities, knowledge and skills. Every
organization should have personnel policies in order to accomplish the objectives of the personnel as
well as the organization. "eriodic updating of personnel policies is essential to keep pace with the
changing times to avoid managerial stagnation of personnel policy. It is found that to attain goals,
factors like men, money, materials and machines are involved, out of which man power is the most
important. 2he relationship between the employer and employee is an integral part for success of any
organization. Oarious interactive behaviors such as inter personal behavior, group behavior, use of
power and authority, leadership, communication, conflict and control are the significant factors which
affect the climate in an organization, thus, influencing productivity.
N$a&+iH H. C. D2F11?
11
in his study e-plained that 2he Cniversity of (outh )frica
ICBI()$, like many other institutions of higher education, is facing new challenges, including budget
cuts, a new funding formula, changes in technology, mergers, new leadership, and a call for increased
research productivity and graduation rate. )ll these challenges have contributed to dampened staff
morale and have led to some resistance and apprehension. 2he aim of the study reported in this article
was to e-plore the morale, commitment, satisfaction and perceptions of staff of CBI()8s %ollege of
Economic and Management (ciences I%EM($ and to e-plore the relationship between leadership and
morale. ) self!administrated web!based survey approach was used in a census to collect information
among all 9=6 %EM( staff members. ) 6&.#H response rate was obtained. 2he results revealed an
overall satisfaction inde- of 9& and that of %EM( leadership of 9#. 2he study revealed that there is a
relationship between leadership and morale, and those leadership competencies such as
10
#= @athirvel, B., ) (tudy on the Morale of Employees with *eference to 2e-tile Industries in
%oimbatore IMarch #:, &=#=$. 2he IC" .ournal of Management *esearch, Ool. <, Bo. ', pp. 9#!;#, March
&=#=.
11
## H. %. Bgambi, 02he relationship between leadership and employee morale in higher educationA,
)frican .ournal of Gusiness Management Ool. 7I'$, pp.:9&!::9, 6 /ebruary, &=##.
24
EMPLOYEE MORALE
communication, fostering trust and team building set a clear direction for the college impact on
morale. It is recommended that morale surveys should be conducted to obtain the re>uisite
information before developing strategies that relate to employee morale, retention and performance.
Neela4anta *1$es"a"H 7. an/ S"eelaRaniH S. D2F11?
12
in their study found that 2he
objective of this empirical paper is to improve the employee morale by doing various activities such s
grievance handling, reward and recognition, work safety, etc. 2his paper is an e-cerpt of my research
work for doctoral degree. (ample selected for this research is #== for this study. "ercentage analyses,
*anking method, %hi!(>uare 2est were used for the analysis. 2he need for this study arises as the
organization should know their employees (atisfaction level and e-pectations which play a vital role.
Ras"&i S"a"1 D2F11?
1%
in her paper e-plained that Employee morale is an important trait
of any employee. In today8s competitive world it is very important for an employee to have high
morale because then only he will be self motivated to perform better. In the same way it is e>ually
important for an employee to perform well to survive the tough competition. 2o survive the constant
pressures of the competitive world, an employee also needs to have a good work and home life. 2hus
this paper aims to find out how the employee morale affects his work performance and how his work
life and home life affects his morale, this project is a research done to find out the level of morale and
work performance and the >uality of work life and home life of an employee, thereby suggesting
ways to improve the employee morale.
Cana$a!a,H A.R.H an/ *eet"aH *.H D2F12?
1(
in their paper discussed with 0Employee
moraleA is instrumental in creating a unified and functional work environment. Morale influences the
beliefs and actions of an individual or unit, as well as dictates the atmosphere of the environment.
Morale is commonly defined as the spirit of a person or group as demonstrated by confidence,
discipline, and a willingness to perform assigned tasks. Morale is an emotional state which joins
employees together in order to achieve organizational goals. If they are friendly with each other, they
are described as having a good or high morale. If they seem to be dissatisfied, irritated, cranky,
critical, restless and pessimistic, they are described as having poor or low moraleA. Oarious interactive
12
#& .. Beelakanta +ugeshah and 1r. (. (heela*ani, 0) (tudy ?n Employee Morale In Multinational
organizationA, .ournal of Management *esearch and 1evelopment I.M*1$, Ool.#, Bo.#, #6!&=, &=##.
13
#' *ashmi (hahu, 0(tudy )nd )nalysis ?f Employee Morale )nd Its *elationship 5ith
"erformance, 5ork 3ife )nd HomeA, (ept !&=##J Oolume Q #JIssue! & J )rticle Bo !7J""!#<!&:.
14
#6 ). *. @anagaraj and +. +eetha, 0) (tudy on Employees Morale with *eferences to 2e-tile
IndustriesA, International .ournal ?f (cientific *esearch, Ool.#, Bo.9, &=#&, pp.;&!;6.
25
EMPLOYEE MORALE
behaviors such as interpersonal behavior, group behavior, use of power and authority, leadership,
communication, conflict and control are the significant factors which affect the climate in an
organization thus influencing productivity.
C""a-i Rani Sa:ena an/ In/1 8"a!$a-a D2F12?
10
in their study e-amined that Human
capital is the pivot around which organizational effectiveness can be generated in comparison to
financial capital. It is found to be closely associated with the employee morale in the respective
organization inform of employee satisfaction and productivity. 2he e-pectations of employees from
the work environment due to individual difference in their respective e-pectations as their
backgrounds, education, e-periences and family class differs. 2he primary interests of employees are
to satisfy personal needs, ambitions, desires and goals. 2his is an attempt to study Employee morale
of bank employees. )s the banking industry in India is going through changes of making a big group
of organization merging all small branches into it. 2he employees in situations of merger have to face
changes in working environment and the respective change in their behaviour is e-pected. 2he
changes in post!merger situation are most prominently visible on survivors that are human capital.
2hese probable changes are suspected to be related to the respective morale and competency levels in
the organization. 2he data was collected from banking employees and their respective morale and
competency levels were measured with the help of >uestionnaire. 2he data was statistically tested and
significant difference in their morale and competency levels was found at a lower end.
No-a T1!ne! an/ Mo"a&&e/ A!if D2F12?
12
in their study focused that G*EE)M is
gaining popularity in the C@. (imilar green building standards have gained popularity worldwide.
However, it is important that we analyse the actual value added to a business by having a G*EE)M
rated facility. It is also important to analyze the impact on employee performance of such a facility.
2his paper presents a case study of a G*EE)M e-cellent rated building with impact on the morale
and performance of the employees. 2he data for the paper was collected using semi!structured
interviews of a group of employees who work at this facility located in +lasgow. 2he results suggest
that it is important to highlight the tangible benefits and value added through the implementation of
the G*EE)M standard.
15
#7 %hhavi *ani (a-ena and Indu Ghargava, 0Employee Morale )n Indicator ?f (uccess ?r /ailure
?f )n ?rgnaizationA, G)C11HI@, Oolume ', Bo.!&, May!)ugust!&=#&.
16
#9 Bova 2urner and Mohammed )rif, 0G*EE)M E-cellent4 Gusiness Oalue Os Employee MoraleA,
.ournal of "hysics4 %onference (eries, '96, I&=#&$ pp.#!;.
26
EMPLOYEE MORALE
A!1nc"an/. C. H. an/ Ha!ees" N Ra&anat"an D2F1%?
15
in their paper discussed with
?rganizational culture is the collective behavior of employees who form the core of an organization.
It is shaped by organization values, visions, norms, working language, systems, and symbol. It also
includes beliefs and habits of employees. Employee morale describes the overall outlook, attitude,
satisfaction, and confidence that employees feel at work. 5hen employees are positive about their
work environment and believe that they can meet their most important needs at work, their employee
morale gets boosted up. (uch a positive morale can lead to better organizational performance. Gut
when employees are negative and unhappy about their workplace and feel that their work is not
appreciated, their employee morale becomes negative or low. If the morale of the employees is low,
the productivity of the company will be affected as employees will not be able to meet their goals.
2he prevailing culture in an organization can have an impact on the morale of the employees. 2he
study was conducted in order to find out the Impact of ?rganizational culture on employee morale.
/rom this study it was found that the culture e-isting in public sector undertakings is bureaucratic
culture and the morale of the employees is low. Gut on further analysis it becomes clear that level of
bureaucratic culture has no effect on employee morale. *esults also pointed that employee morale
vary among male and female employees. 3evel of morale was found to be more for male employees
than their female counterparts.
#:
#: )runchand. %. H., Hareesh B *amanathan, 0?rganizational %ulture and Employee Morale4 )
"ublic (ector Enterprise E-perienceA, .ournal of (trategic Human *esource Management, &I#$4 &=#'.
27
EMPLOYEE MORALE

CHAPTER %
RESEARCH DESI*N
%.1 RESEARCH METHODOLO*Y
%.1.1 INTRODUCTION
*esearch is defined as a 0systematized effort to gain knowledgeA. *esearch comprises
defining and redefining problems, formulating hypothesis or suggest solutions, collecting, organizing
and evaluating data, making deductions and reaching conclusions and at last carefully testing the
conclusions to determine whether they fit the formulating hypothesis. It refers to the systematic
method consisting of enunciating the problem, formulating a hypothesis, collecting the fact the data,
analyzing the facts the reaching certain conclusion and either in the form of solution towards the
concerned problem or in certain generalization for some theoretical formulation.
%.1.2 TYPE O) STUDY
2he study is a descriptive one. 1escriptive study includes surveys and fact finding
en>uiries of different kinds. 2he 1escriptive study describes the state of affairs of the matter under
investigation as it e-ists at present.
%.1.% RESEARCH DESI*N
) research design is an arrangement of conditions for collection and analysis of data in a
manner that aims to combine with relevance the research purpose with economy in procedure. 2he
researcher has done descriptive research for studying the morale of the employees.
28
EMPLOYEE MORALE
%.1.( SAMPLE DESI*N
(ample design refers to the techni>ue or the procedure the researcher would adopt in
selecting an item for the sample.
%.1.0 SAMPLIN* UNIT
(ample unit is the basic unit containing the elements of a target population. 2he sampling
unit of the study is (urya Hitec )apparel "rivate 3imited, 2hirupur.
%.1.2 SAMPLE SIAE
) sample is a part of the target population, carefully selected from the universe to
constitute a sample. /rom the population, the researcher has taken &== samples.
%.1.5 SAMPLIN* TECHNIIUE
Bon Qprobability convenient random sampling is adopted as sampling techni>ue.
%.1.6 DATA COLLECTION METHOD
5hile dealing with any real life problem, it is obvious that data at hand are inade>uate and
hence it becomes necessary to collect that are appropriate. 1epending upon the sources of
information available data can be classified as4
"rimary data
(econdary data
PRIMARY DATA
2he primary data are those data, which are collected freshly for first time, and they are
original in character. 2he researcher had collected primary data, which had been obtained by a
>uestionnaire specifically designed to fulfill data needs of the problem at hand such data are original
in character.
IUESTIONNARIE TYPE
29
EMPLOYEE MORALE
) structured >uestionnaire was used for collecting the data. 2he >uestionnaire was
constructed with
M1ltile c"oice J1estions
It is very easy and convenient for the respondents to answer. It offers three or more answer
choices from which the respondents have to answer. 2wenty >uestions come under this category.
Oen en/ J1estions
?pen end >uestions are also called as free answer >uestions. )s the name implies, it refers
to the >uestions that have no fi-ed alternatives Ichoice$ to which the answer must confirm. 2he
researcher used this type of >uestion to collect primary data. 2wo >uestions are this category.
Dic"oto&o1s J1estions
It is an e-treme form of the multiple choice >uestion, which allows the respondents to
choose one from the two responses, such as DesJBo and /ive >uestion come under this category.
COLLECTION O) DATA THROU*H INTERBIE3 SCHEDULES
2he enumerators along with schedules go to respondents, put to them the >uestions from
the "erforma in the order the >uestions are listed and record the replies in space meant for the same
in the "erforma
SECONDARY DATA
2he secondary data as those which have been collected by someone else and which have
already been passed through the statistical process. 2he researcher has used different sources to
collect data, such as company publication, business journals, magazines, books, websites, etc.
%.1.E TOOLS USED )OR ANALYSIS DATA
(tatistical 2ools Csed4
2he following are the statistical tools used for the study.
(imple "ercentage analysis
%hi!s>uare analysis
30
EMPLOYEE MORALE
*ank correlation
5eighted average method
3ikert scale
Si&le e!centa$e Anal#sis
"ercentage refers to special kind of ratio. "ercentage are used to make a comparison
between two or more serious of data. 2he percentage method is sometimes used for describing
relationship. (ince the percentage reduce everything to common bases and allows meaningful
comparison to be made.
N1&+e! of Reson/ents
Si&le e!centa$e Anal#sis K 9999999999999999999999999999999999999 L1FF
Total Reson/ents
CHI9SIUARE ANALYSIS:
2he chi!s>uare test is an important test amongst the several tests of significantE. %hi!
(>uare, symbolically written as
2
I"ronounced as @i!(>uare$, is a statistical measure used in
the conte-t of sampling analysis for comparing a variance to a theoretical variance. It can also be
used to make comparisons between theoretical populations and actual data when categories are
used. 2he tests is, in fact, a techni>ue through the use of which it is possible for all researchers to
Ii$ test the goodness of fit Iii$ test the significant of association between two attributes, and
Iiii$ test the homogeneity or the significance of population variance.
&
K

ij
ij ij
E
E O
&
$ I
31
EMPLOYEE MORALE
(teps4 %alculate the e-pected fre>uencies .In general, the e-pected fre>uency for any cell can be
calculated from the following e>uation.
EKRTMCT
N
E R E-pected fre>uency
*2 R *ow total
%2 R %olumn total
B R 2otal number of observation
5here, ?ij R ?bserved fre>uency of the cell in i
th
row and j
th
column.
Eij R E-pected fre>uency of the cell in i
th
row and j
th
column.
If the calculated %hi!s>uare value is greater than the table value the null hypothesis is
accepted and alternate hypothesis is rejected.
RANC CORRELATION
2he variable under consideration are not capable of >uantitative measurement but can be
variable in serial order, we find correlation between the ranks of two series .2his happens when we
deal with >ualitative characteristics such as honesty, etc.
2his method is called spearman8s rank difference method or ranking method and the
correlation so obtained is called rank correlation coefficient and is denoted by r.
32
EMPLOYEE MORALE
D
2
K 19
3EI*HTED ABERA*E METHOD
2his type of analysis is particularly useful when the purpose of the >uestion is to identify
the preferences of the sample respondents among different choices.
2he ranking was in the order of 0#A for most important and 07A for the least important.
5hile doing the analysis the first rank was given a weight of 7 and the least rank was given the
weight of #.2he rank assigned by all the respondents was cumulated using the weights.
/ormally, the weighted mean of a non!empty set of data ST#, T&FTnU with non!negative
weights Sw#, w&FF..wnU, is the >uantity.
)o!&1la
LICERT9SCALE
3ikert!scale are developed by utilizing the item analysis approach wherein a particular item
is evaluated on the basis of how well it disseminates between those persons whose score is high
and those whose score is low .2hose item or statements that best meet this sort of discontinuation
test are included in the final instrument. In 3ikert Qscale, the respondents are asked to respond to
each of the statement in terms of several degrees. 2he >uestionnaire for my study is constructed
with the following scale.
a$ Highly satisfied.
b$ (atisfied.
c$ Beutral.
d$ 1issatisfied.
33
EMPLOYEE MORALE
e$ Highly dissatisfied.

%.2 O87ECTIBES O) THE STUDY
?bjectives are predetermined ends or goals at which individual or group an organizations
is aimed. /ollowing are the objectives of the study4
2o identify the level of the employee morale.
2o study about the factors which determine the morale of the employees.
2o suggest some measures to improve the morale of employees.
34
EMPLOYEE MORALE

%.% SCOPE O) THE STUDY
Employee morale is derived by many interrelated factors although these factors can never
be isolated from one another, for analysis they can be made by the use of statistical techni>ues,
and be separated enough to give an indication of their relation importance to morale. 2he top
management can use the information obtained through the study in the following factors4
"ersonal data.
*ecruitment, promotion and transfer.
5orkers grievance incentives.
5ages interpersonal relationship.
5orking conditions.
35
EMPLOYEE MORALE
5elfare facilities.
5orkers participation in management.



%.( LIMITATIONS O) THE STUDY
It was difficult to e-plain the concepts during the interview.
)s the sampling is made according to the researcher8s convenience, it is not applicable to all parts
of the population.
*espondents were hesitant to respond during the interview.
In beginning, workers were not free to e-press their ideas .?nly after e-plaining the purpose of
the study, the workers and their leaders co!operated well.
2he illiterate workers were unable to answer >uickly because, they did not understand the
>uestions properly.
36
EMPLOYEE MORALE

T"e ta+le an/ c"a!t no (.1 S"o'in$ t"e classification of !eson/ents +ase/ on A$e
(ource4 "rimary 1ata
Inte!!etation:
2he above table shows that, &&H of the respondents belong to the age group of
Gelow!&7 years, 9=H of the respondents belong to the age group of &9!'7, #&H of the
37
A$e No. of Reson/ents Pe!centa$e DN?
Gelow!&7 years 66 &&
&9!'7 years #&= 9=
'9!67 years &6 #&
)bove 67 years #& 9
2otal &== #==
EMPLOYEE MORALE
respondents belong to the age group of '9!67 years, and 9H of the respondents belong to the
age group of )bove 67 years.

T"e ta+le an/ c"a!t no (.2 s"o'in$ t"e classification of !eson/ents +ase/ on *en/e!
(ource4 "rimary 1ata
Inte!!etation:
2he above table reveals that, ;=H of the respondents are male and &=H of the
respondents are female.
38
*en/e! No. of Reson/ents Pe!centa$e DN?
Male #9= ;=
/emale 6= &=
2otal &== #==
EMPLOYEE MORALE
T"e ta+le an/ c"a!t no(.% s"o'in$ t"e classification of !eson/ents +ase/ on &a!ital stat1s
(ource4 "rimary 1ata
Inte!!etation:
2he above table indicates that, :=H of the respondents are married and '=H
of the respondents are unmarried.
39
Ma!ital stat1s No. of Reson/ents Pe!centa$e DN?
Married #6= :=
Cnmarried 9= '=
2otal &== #==
EMPLOYEE MORALE
T"e ta+le an/ c"a!t no (.( s"o'in$ t"e classification of !eson/ents +ase/ on E/1cation
an/ I1alification
(ource4 "rimary 1ata
Inte!!etation:
40
E/1cation No. of Reson/ents Pe!centa$e DN?
Gelow ((3% ##= 77
H(% 6= &=
1iploma &9 #'
1egree &6 #&
2otal &== #==
EMPLOYEE MORALE
2he above table tells that, 77H of the respondents have not completed ((3%,
&=H of the respondents have completed higher secondary education, '=H of the
respondents have completed diploma and #&H of the respondents are degree holders.
T"e ta+le an/ c"a!t no (.0 s"o'in$ t"e classification of !eson/ents +ase/ on Dea!t&ent
t"e# 'o!4
(ource4 "rimary 1ata
Inte!!etation:
41
Dea!t&ent No. of
Reson/ents
Pe!centa$e DN?
"roduction 1epartment 9= '=
(ales 1epartment 77 &:.7
)ccounts 1epartment #7 :.7
"ersonnel 1epartment := '7
2otal &== #==
EMPLOYEE MORALE
2he above table refers that, '=H of the respondents belong to "roduction
1epartment, &:.7H of the respondents belong to (ales 1epartment, :.7H of the
respondents belong to )ccounts 1epartment, and '7H of the respondents belong to
"ersonnel 1epartment.
T"e ta+le an/ c"a!t no (.2 s"o'in$ t"e classification of !eson/ents +ase/ on t"e
e:e!ience of t"e e&lo#ees
(ource4 "rimary 1ata
Inte!!etation:
2he above table reveals that, ';.7H of the respondents have less than # year
e-perience, '#.7H of the respondents have #!#= years of e-perience, #7.7H of the
42
E:e!ience No. of Reson/ents Pe!centa$e DN?
Gelow!# year :: ';.7
#!#= years 9' '#.7
#=!&= years '# #7.7
More than &= years &< #6.7
2otal &== #==
EMPLOYEE MORALE
respondents have #=!&= years of e-perience, and #6.7H of the respondents have more
than &= years of e-perience.
T"e ta+le an/ c"a!t no (.5 s"o'in$ t"e classification of !eson/ents +ase/ on t"ei! Ann1al
inco&e
(ource4 primary 1ata
Inte!!etation:
2he above table shows that, ':H of the respondents have annual income of
upto *s '=,===, '=H of the respondents have annual income of *s '=,===!7=,===,
43
Ann1al inco&e No. of !eson/ents Pe!centa$e DN?
Cp to *s '=,=== :6 ':
'=,===!7=,=== 9= '=
7=,===!;=,=== 6# &=.7
;=,===!#,==,=== #< <.7
More then#,==,=== 9 '
2otal &== #==
EMPLOYEE MORALE
&=.7H of the respondents have annual income of *s 7=,===!;=,===, <.7H of the
respondents have annual income of *s ;=,===!#,==,===, and 'H of the respondents
have annual income more than *s #,==,===.
T"e ta+le an/ c"a!t no (.6 S"o'in$ t"e oinion of t"e !eson/ents on t"ei! so1!ce
of !ec!1it&ent
(ource4 "rimary 1ata
Inte!!etation:
44
Pa!tic1la!s No. of Reson/ents Pe!centa$e DN?
)dvertisement 7: &;.7
Help of relations 9' '#.7
3egal heirs 6; &6
Employment E-change '& #9
2otal &== #==
EMPLOYEE MORALE
2he above table illustrates that, &;.7H of the respondents have applied for
vacancies and joined this company on seeing advertisement, '#.7H through help of
relations, &6H through 3egal heirs, and #9H join this company through Employment
e-change.
T"e ta+le no (.E S"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ !o&otion olic# in t"e
Co&an#
(ource4 "rimary 1ata
45
Pa!tic1la!s No. of
Reson/ents
Pe!centa$e
DN?
Li4e!t Scale Scale Bal1e
Highly (atisfied 9& '# 7 #77
(atisfied 66 && 6 ;;
Beutral ': #; ' 76
1issatisfied '# #9 & '&
Highly 1issatisfied &9 #' # #'
2otal &== #== '6&
EMPLOYEE MORALE
3ikert Oalue R R R '.6&
Inte!!etation:
2he above table, e-hibits that, '#H of the respondents are highly satisfied,
&&H of the respondents are satisfied, #;H of the respondents neutral are, #9H of the
respondents are dissatisfied,and#'H of the respondents are highly dissatisfied with
promotion policy in the company.
Li4e!t scale -al1e:
)ccording to 3ikert scale value, the mean value obtained '.6& is more than '.(o it is
concluded that the respondents are satisfied with promotion policy.
T"e C"a!t no (.E s"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ !o&otion olic# in
t"e co&an#
46
EMPLOYEE MORALE
T"e ta+le an/ c"a!t no (.1F s"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ *!ie-ance
!oce/1!e a/ote/ in t"e co&an#
47
Pa!tic1la!s No. of Reson/ents Pe!centa$e DN?
Highly (atisfied 7# &7.7
(atisfied 7< &<.7
Beutral 6= &=
1issatisfied '# #7.7
Highly 1issatisfied #< <.7
2otal &== #==
EMPLOYEE MORALE
(ource4 "rimary 1ata
Inte!!etation:
2he above table shows that, &7.7H of the respondents are highly satisfied,
&<.7H of the respondents are satisfied, &=H of the respondents are neutral, #7.7H of the
respondents are dissatisfied, and <.7H of the respondents are highly dissatisfied about
the grievance procedure in the company.
T"e ta+le an/ c"a!t no (.11 S"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ 'o!4in$
"o1!s
48
Pa!tic1la!s No. of Reson/ents Pe!centa$e DN?
Des #9; ;6
Bo '& #9
2otal &== #==
EMPLOYEE MORALE
(ource4 "rimary 1ata
Inte!!etation:
/rom the above table, it is interpreted that ;6H of the respondents have said that
reasonable working hours are provided, and #9H of the respondents have opined that
working hours are not reasonable.
T"e ta+le an/ c"a!t no (.12 s"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ infl1ence of
t"e 3o!4in$ En-i!on&ent on t"e &o!ale of t"e e&lo#ee
49
Pa!tic1la!s No. of Reson/ents Pe!centa$e DN?
Des #:6 ;:
Bo &9 #'
2otal &== #==
EMPLOYEE MORALE
(ource4 "rimary 1ata
Inte!!etation:
/rom the above table, it is understand that ;:H of the respondents felt that working
environment influences the morale of employee and #'H said that working environment does
not influence the morale of employees.
CHI >SIUARE ANALYSIS TO TEST RELATIONSHIP 8ET3EEN E;PERIENCE AND
3ORCIN* ENBIRONMENT
Independent variable QE-perience
1ependent variable Q5orking environment
50
EMPLOYEE MORALE
NULL HYPOTHESIS DHo?
2here is no significant relationship between the e-perience and satisfaction about the
working environment.
ALTERNATIBE HYPOTHESIS DHa?
2here is significant relationship between the e-perience and satisfaction about the
working environment.

Ei,KRTMCT@N
Calc1lation of E:ecte/ f!eJ1enc#
51
E:e!ience
3o!4in$
en-i!on&ent
Yes No Total
Gelow!# year 9< ; ::
#!#= years 7; 7 9'
#=!&= years &' ; '#
)bove &= years &6 7 &<
2otal #:6 &9 &==
EMPLOYEE MORALE


De$!ee of f!ee/o& RIc!#$ Ir!#$
R I6!#$ I&!#$
R I'$ I#$
R'
1egree of freedom R'
2he calculated value is 9.';7
2he table value is :.;#7
3evel of significance 7H
Inte!!etation:
(ince the calculated value is less than table value the null hypothesis is accepted.
Hence, it is concluded that there is no significant relationship between e-perience and
satisfaction towards the working environment.
T"e ta+le no (.1% s"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ t"ei! 'a$es
52
O E DO9E? DO9E?
2
DO9E?
2
@ E
9< 9: & 6 =.=7<:
; #= !& 6 =.6
7; 77 ' < =.#96
7 ; !' < #.#&7
&' &9 !' < =.'69
; 6 6 #9 6
&6 &7 !# # =.=6
7 6 # # =.&7
Total 9.';7
EMPLOYEE MORALE
(ource4 "rimary 1ata
3ikert Oalue R R R '.6#
Inte!!etation:
2he above table shows that, &#.7H of the respondents are highly satisfied,
'6H of the respondents are satisfied, #<.7H of the respondents are neutral, #6H of the
respondents are dissatisfied, and ##H of the respondents are highly dissatisfied with
wages provided by the company.
Li4e!t scale -al1e:
)ccording to 3ikert scale value, the mean value obtained '.6# which is more than '.(o
it is concluded that the respondents are satisfied with wages provided by the company.
53
Pa!tic1la!s No. of
Reson/ents
Pe!centa$e
DN?
Li4e!t Scale Scale Bal1e
Highly (atisfied 6' &#.7 7 #=:.7
(atisfied 9; '6 6 #'9
Beutral '< #<.7 ' 7;.7
1issatisfied &; #6 & &;
Highly 1issatisfied && ## # ##
2otal &== #== '6#
EMPLOYEE MORALE
T"e C"a!t no (.1% s"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ t"ei! 'a$es
T"e ta+le an/ c"a!t no (.1( S"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ t"e infl1ence
of t"e 'a$es on &o!ale of t"e e&lo#ee
54
EMPLOYEE MORALE
(ource4 "rimary 1ata
Inte!!etation:
It is learn from the above table that :<H of the respondents said that wages
influence the morale of employees and &#H of the respondents said that wages do not
influence the morale of employees.

T"e ta+le an/ c"a!t no (.10 S"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ t"ei!
s1e!-iso!
55
Pa!tic1la!s No. of Reson/ents Pe!centa$e DN?
Des #7; :<
Bo 6& &#
2otal &== #==
EMPLOYEE MORALE
(ource4 "rimary 1ata

Inte!!etation:
/rom the above table it is evident that, ;&H of the respondents opined very
good, 6'H of the respondents opined good, '&H of the respondents opined moderate,
&9H of the respondents opined poor, and #:H of the respondents opined very poor.

T"e ta+le an/ c"a!t no(.12 s"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ t"e# !ecei-e
f!o& t"ei! s1e!-iso!s
56
Pa!tic1la!s No. of Reson/ents Pe!centa$e DN?
Oery Helpful ;& 6#
Helpful 6' &#.7
Indifferent '& #9
Beglecting &9 #'
1islike #: ;.7
2otal &== #==
EMPLOYEE MORALE
(ource4 "rimary 1ata

Inte!!etation:
It is understand from the above table that, &<.7H of the respondents opined
always,':H opined sometimes, &6H opined rarely give appreciation,<.7H of the
respondents said that supervisor not at all give appreciation.

57
Pa!tic1la!s No. of Reson/ents Pe!centa$e DN?
)lways 7< &<.7
(ometimes :6 ':
*arely 6; &6
Bot at all #< <.7
2otal &== #==
EMPLOYEE MORALE
T"e ta+le an/ c"a!t no (.15 s"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ t"e infl1ence
of 'o!4in$ con/ition on t"e &o!ale of t"e e&lo#ees
(ource4 "rimary 1ata
Inte!!etation:
2he above table, clarifies that :9H of the respondents agreed that the working
condition improves the morale of employee and &6H of the respondents disagreed that
working condition does not help to improve the morale of the employees.
58
Pa!tic1la!s No. of Reson/ents Pe!centa$e DN?
Des #7& :9
Bo 6; &6
2otal &== #==
EMPLOYEE MORALE
T"e ta+le an/ c"a!t no (.16 s"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ 'o!4in$
con/ition
(ource4 "rimary 1ata
Inte!!etation:
It is identified from the above table that, '=.7H of the respondents are highly
satisfied, &6.7H of the respondents are satisfied, #<H are neutral, #9H are dissatisfied,
and #=H of the respondents highly dissatisfied with working condition in the company.
59
Pa!tic1la! No. of Reson/ents Pe!centa$e DN?
Highly (atisfied 9# '=.7
(atisfied 6< &6.7
Beutral '; #<
1issatisfied '& #9
Highly 1issatisfied &= #=
2otal &== #==
EMPLOYEE MORALE
CHI >SIUARE ANALYSIS TO TEST RELATIONSHIP 8ET3EEN A*E AND
3ORCIN* CODITION
Independent variable Q)ge
1ependent variable Q5orking condition
NULL HYPOTHESIS DHo?
2here is no significant relationship between the age and level of satisfaction towards
working condition.
ALTERNATIBE HYPOTHESIS DHa?
2here is significant relationship between the age and level of satisfaction towards
working condition.
TA8LE
A$e
3o!4in$
con/ition
Hi$"l#
Satisfie/
Satisfie/ Ne1t!al Dissatisfie/ Hi$"l#
Dissatisfie/
Total
8elo'920 #ea!s #6 #7 ; 7 & 66
229%0 #ea!s '; &7 &= && #7 #&=
%29(0 #ea!s 7 9 9 6 ' &6
A+o-e (0 #ea!s 6 ' 6 # = #&
Total 9# 6< '; '& &= &==
Ei,KRTMCT@N
60
EMPLOYEE MORALE
Calc1lation of E:ecte/ f!eJ1enc#
O E DO9E? DO9E?
2
DO9E?
2
@ E
#6 #'.6& =.7; =.''9 =.=&7
#7 ## 6 #9 #.677
; ;.'9 !=.'9 =.#&< =.=#7
7 :.=6 !&.=6 6.#9& =.7<#
& 6.6 !&.6 7.:9 #.'=<
'; '9.9 #.6 #.<9 =.=76
&7 &<.6 !6.6 #<.'9 =.97<
&= &&.; !&.; :.;6 =.'66
&& #<.& &.; :.;6 =.6=;
#7 #& ' < =.:7
7 :.'& !&.'& 7.';& =.:'7
9 7.;; =.#& =.=#6 =.==&
9 6.79 #.66 &.=:6 =.677
6 '.;6 =.#9 =.=&9 =.==:
' &.6 =.9 =.'9 =.#7
6 '.99 =.'6 =.##9 =.='&
' &.<6 =.=9 =.==6 =.==#
6 &.&; #.:& &.<7< #.#99
# #.<& !=.<& =.;69 =.66#
= #.& !#.& #.66 #.&
Total <.6'&
De$!ee of f!ee/o& RIc!#$ Ir!#$
R I6!#$ I7!#$
61
EMPLOYEE MORALE
R I'$ I6$
R#&
1egree of freedom R#&
2he calculated value is <.6'&
2he table value is &#.=&9
3evel of significance 7H
Inte!!etation:
(ince the calculated value is less than table value the null hypothesis is accepted.
Hence, it is concluded that there is no significant relationship between age and the level of
satisfaction towards working condition.
RANC CORRELATION TO TEST THE RELATIONSHIP 8ET3EEN OPINION A8OUT
*RIEBANCE PROCEDURE AND 3ORCIN* CONDITION
3et ;1 R ?pinion about grievance procedure
62
EMPLOYEE MORALE
;2 R ?pinion about working condition
R1 R *anking the opinion about grievance procedure
R2 R *anking the opinion about working condition
;1 R1 ;2 R2 D D
2
7# 6 9# 7 # #
7< 7 6< 6 # #
6= ' '; ' = =
'# & '& & = =
#< # &= # = =
Total 1
2K
&
D
2
K 19
R #!
R#!=.#
! R =.<
Inte!!etation:
2he calculated value is r R =.< which shows the e-istence of positive rank correlation.
Hence it is concluded that the chosen variables namely, opinion on grievance procedure and
opinion on working condition are positively correlated.
T"e ta+le an/ c"a!t no(.1E s"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ 'elfa!e
facilities offe!e/ in t"e co&an#
63
EMPLOYEE MORALE
(ource4 "rimary 1ata
Inte!!etation:
2he above table shows that, &6H of the respondents are highly satisfied, '#H
of the respondents are satisfied, &=H of the respondents are neutral, #9H of the
respondents are dissatisfied with welfare facilities, and <H of the respondents are highly
dissatisfied with welfare facilities offered by the organization.
(.1E Co&a!ison of 'ei$"te/ a-e!a$e fo! satisfaction le-el
3et ;i be the Bo of respondents
64
Pa!tic1la!s No. of Reson/ents Pe!centa$e DN?
Highly (atisfied 6; &6
(atisfied 9& '#
Beutral 6= &=
1issatisfied '& #9
Highly 1issatisfied #; <
2otal &== #==
EMPLOYEE MORALE
3i be the 5eights attached to the number of respondents
2hen

(.1E.1. T"e ta+le s"o'in$ t"e co&1tation of 'ei$"te/ a-e!a$e fo! canteen

R6&.<
65
Pa!tic1la!s No. of
!eson/entsD;?
3ei$"ts D3? 3:
Highly (atisfied 66 7 &&=
(atisfied 76 6 &#9
Beutral '& ' <9
1issatisfied 6& & ;6
Highly 1issatisfied &; # &;
EMPLOYEE MORALE
(.1E.2. T"e ta+le s"o'in$ t"e co&1tation of 'ei$"te/ a-e!a$e fo! le-el of satisfaction
to'a!/s 'ate! facilit#




R7#.'6

(.1E.%. T"e ta+le s"o'in$ t"e co&1tation of 'ei$"te/ a-e!a$e fo! le-el of satisfaction
to'a!/s Lat!ine OU!inal
66
Pa!tic1la!s No. of
!eson/entsD;?
3ei$"ts D3? 3:
Highly (atisfied <; 7 6<=
(atisfied '9 6 #66
Beutral &7 ' :7
1issatisfied &= & 6=
Highly 1issatisfied &# # &#
Pa!tic1la!s No. of
!eson/entsD;?
3ei$"ts D3? 3:
Highly (atisfied ;9 7 6'=
(atisfied '# 6 #&6
Beutral &9 ' :;
1issatisfied '7 & :=
Highly 1issatisfied && # &&
EMPLOYEE MORALE

R6;.&
(.1E.(. T"e ta+le s"o'in$ t"e co&1tation of 'ei$"te/ a-e!a$e fo! le-el of satisfaction
to'a!/s Rest s"e/


R'9.6
67
Pa!tic1la!s No. of
!eson/entsD;?
3ei$"ts D3? 3:
Highly (atisfied '& 7 #9=
(atisfied &; 6 ##&
Beutral 69 ' #';
1issatisfied 6' & ;9
Highly 1issatisfied 7# # 7#
EMPLOYEE MORALE
Co&a!ison of 'ei$"te/ a-e!a$e fo! satisfaction le-el
T"e ta+le (.1E s"o'in$ t"e co&1tation of 'ei$"te/ a-e!a$e fo! satisfaction le-el
Inte!!etation:
/rom the above table, it is clear that satisfaction level for water is high I7#.'6$ and for
rest shed, it is low I'9.6$


68
Satisfaction Le-el 3ei$"te/ A-e!a$e
%anteen 6&.<
5ater 7#.'6
3atrine Crinals 6;.&
*est shed '9.6
EMPLOYEE MORALE
T"e ta+le an/ c"a!t no (.2F s"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ t"e infl1ence
of 'elfa!e facilities on &o!ale of e&lo#ees
(ource4 "rimary 1ata
Inte!!etation:
2he above table, it reveals that ;<.7H of the respondents said that welfare facilities
improve the morale of employee and #=.7H of the respondents said that welfare facilities do
not help to improve morale of the employees.
69
Pa!tic1la!s No. of Reson/ents Pe!centa$e DN?
Des #:< ;<.7
Bo &# #=.7
2otal &== #==
EMPLOYEE MORALE
T"e ta+le an/ c"a!t no(.21 s"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ a+sence of
e&lo#ees f!o& 'o!4
(ource4 "rimary 1ata
Inte!!etation:
2he above table shows that, '#H of the respondents were absent once in a
while, #9H of the respondents were absent periodically, #<H of the respondents were
absent fre>uently ,&#.7H of the respondents are not at all take leave, and #&.7H of the
respondents have take only authorized leave.
70
Pa!tic1la!s No. of Reson/ents Pe!centa$e DN?
?nce in awhile 9& '#
"eriodically '& #9
/re>uently '; #<
Bot at all 6' &#.7
?nly authorized leave &7 #&.7
2otal &== #==
EMPLOYEE MORALE

T"e ta+le an/ c"a!t no (.22 S"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ t"e !eason
fo! t"e e&lo#ees
(ource4 "rimary 1ata

Inte!!etation:
2he above table shows that, &#.7H of the respondents opined working
environment, #;.7H of the respondents opined inade>uate facilities, &9H of the
respondents opined health problem, &'.7H of the respondents opined family problem,
#=.7H of the respondents opined some other reason.
71
Pa!tic1la!s No. of Reson/ents Pe!centa$e DN?
5orking environment 6' &#.7
Inade>uate facilities ': #;.7
(ickness 7& &9
/amily problems 6# &'.7
?thers!specify &# #=.7
2otal &== #==
EMPLOYEE MORALE
T"e ta+le no (.2% S"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ 'o!4e!s a!ticiation
in &ana$e&ent
(ource4 "rimary 1ata
3ikert Oalue R R R '.6=7
Inte!!etation:
72
Pa!tic1la!s No. of
Reson/ents
Pe!centa$e
DN?
Li4e!t Scale Scale Bal1e
Highly (atisfied 6& &# 7 #=7
(atisfied 7# &7.7 6 #=&
Beutral 6' &#.7 ' 96.7
1issatisfied ': #;.7 & 77.7
Highly 1issatisfied &: #'.7 # #'.7
2otal &== #== '6=.7
EMPLOYEE MORALE
2he above table shows that, &#H of the respondents are highly satisfied,
&7.7H of the respondents are satisfied, &#.7H of the respondents are neutral, #;.7H of
the respondents are dissatisfied, and #'.7H of the respondents highly dissatisfied with
worker participation in the management.
Li4e!t scale -al1e:
)ccording to 3ikert scale value, the mean value obtained '.6# is more than '.(o it is
concluded that the respondents are satisfied with participation in the management.

T"e C"a!t no (.2% s"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ 'o!4e!s a!ticiation
in &ana$e&ent

73
EMPLOYEE MORALE
T"e ta+le an/ c"a!t no (.2( S"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$
&ana$e&ent
(ource4 "rimary 1ata

Inte!!etation:
2he above table shows that, &;H of the respondents have said that the
management is very prosperous, '6H of the respondents have said that the management
is very co!operative, &'.7H of the respondents have said that the management is co!
operative, and #6.7H of the respondents have said that the management is non co!
operative.
74
Pa!tic1la!s No. of Reson/ents Pe!centa$e DN?
Oery prosperous 79 &;
Oery co!operative 9; '6
%o!operative 6: &'.7
Bon co!operative &< #6.7
2otal &== #==
EMPLOYEE MORALE
T"e ta+le an/ c"a!t no (.20 s"o'in$ t"e oinion of t"e !eson/ents !e$a!/in$ t"e facto!s
t"at ca1se acci/ents at t"e 'o!4 lace
(ource4 "rimary 1ata
Inte!!etation:
2he above table shows that, #<H of the respondents have mentioned 1efects
in safety measures, #:.7H of the respondents have said %arelessness of supervisor, &&H
of the respondents have said %arelessness of co!workers, &7.7H of the respondents have
told "ersonal carelessness and #9H of the respondents as the cause for accidents at the
work place 1efects in tools.
75
Pa!tic1la!s No. of Reson/ents Pe!centa$e DN?
1efects in safety measures '; #<
%arelessness of supervisor '7 #:.7
%arelessness of co!workers 66 &&
"ersonal carelessness 7# &7.7
1efects in tools '& #9
2otal &== #==
EMPLOYEE MORALE
76
EMPLOYEE MORALE
CHAPTER9 0
)INDIN*SH SU**ESTION AND CONCLUSION
0.1 )INDIN*S
#. It is found from the analysis that, 9=H of the respondents are Gelow!&7 years, ;=H of the
respondents are male, :=H of the respondents are married and 77H of the respondents
have not even completed ((3%.
&. It is evident from the analysis that, '=H of the respondents belong to the "roduction
1epartment, ';.7H of the respondents have less than a year8s e-perience and about ':H
of the respondents have annual income of up to *s '=,===.
'. It is also observed that, &;.7H of the respondents have applied for vacancies and joined
this company on seeing advertisement on the news paper.
6. It is found from the analysis that, '#H of the respondents are highly satisfied
with promotion policy ,&<.7H of the respondents are satisfied with +rievance
procedure ,about ;6H of the respondents have said that reasonable working
hours are provided and '6H are satisfied with wages provided .
7. It is learnt from the analysis that, ;:H and :<H of the respondents felt that working
environment and wages influence the morale of employee respectively.
9. It is understand from the analysis that, 6#H of the respondents opined that their
supervisor appreciates them and ':H opined only sometimes that their supervisor
appreciates them.
:. It is clear from the analysis that, '#H of the respondents are satisfied with welfare
facilities and '=.7H of the respondents are highly satisfied with working condition
offered by the organization.
;. It is found from the analysis that, :9H and ;<.7H of the respondents agreed that the
working condition and welfare facilities would help in improve the morale of employees.
<. It is evident from the analysis that, '#H of the respondents were absent for their job once
in a while and &9H of the respondents opined that health problem was the reason for
absence.
#=. It is observed from the analysis that, &7.7H of the respondents are neutral on
their opinion towards worker participation in the management and '6H of the
respondents have said that the management is very co!operative.
##. It is understand from the analysis that, &7.7H of the respondents have told "ersonal
carelessness as reason for accident.
77
EMPLOYEE MORALE
Ot"e! Tools )in/in$s:
C"i >sJ1a!e )in/in$s
#. It is found from the analysis that there is no significant relationship between e-perience
and level of satisfaction towards the working environment.
&. It is found from the analysis that there is no significant relationship between age and the
level of satisfaction towards working condition.
3ei$"te/ a-e!a$e )in/in$s
#. It is clear that level of satisfaction towards drinking water facility water is high I7#.'6$
and for rest shed, it is low I'9.6$
Ran4 co!!elation )in/in$s
#. 2he calculated value is r R =.< which shows the e-istence of positive rank correlation.
Hence it is concluded that the chosen variables namely, opinion on grievance procedure
and opinion on working condition are positively correlated.
0.2 S1$$estion
If the firm wants to improve the performance of the employee, it should satisfy the basic
needs of the employee. Hence, rewards system can be administered to enhance employee
productivity.
78
EMPLOYEE MORALE
Management shall concentrate in improving the working condition at the work place.
Getter ventilation, lighting and resting facilities would facilitate the employees to work in
an ergonomically better environment.
2o satisfy the monetary needs of the employees, wage system shall be refined at least
once in a year.
It is better the management should recognize the needs of employees and encourages
employees special talents.
(upervisors should maintain coordinal relationship with workers and offers recognitions
of the employee efforts and provide needed guidance to workers.
2he management should provide opportunities for career development.
0.% CONCLUSION
?n the whole, the morale of employee is very good. (ince, the feeling of the employees
towards management policy, grievance, redressed procedure and working condition are the
contributors, keen watch over these indicators is a must. Morale being a psychological concept is
79
EMPLOYEE MORALE
not a cause! rather, an effect. Morale is differs from person to person, industry to industry, level of
education, age, nature of work etc. 3evel of morale may range from very high to low.
2o conclude, employee morale plays a very important role in every organization. +ood
employee morale ensures a successful organization. 2hen the management should organize an
open talk with the supervisors and coordinators and get feedback from employees with the
ambiance the organization should overcome the morale problem. Cnless an employee has stated
the cause of poor morale, there is always a possibility of employee disharmony and would also
affect smooth running of the organization
8I8LIO*RAPHY
8OOCS:
80
EMPLOYEE MORALE
#. Human *esource Management!Oaishali @.(hah, &==: +lobal Gook "ublishing %ompany,
%oimbatore.
&. "rinciple and "ractice of Management!3.M."rasad, 6th Edition #<;<, (ultan %hand
M(ons Educational "ublishers, Bew 1elhi.
'. *esearch Methodology Methods M 2echni>ue!%.*.@othari, &nd Edition &==6, Bew )ge
International I"$ 3td., "ublishers, Bew 1elhi.
6. "ersonnel Management M Industrial *elations!*[email protected])I*, )[email protected], O.@.)garwl,#
st
Edition #<<<, "ublished Gy "ragati "rakashan , Bew 1elhi.
7. "ersonnel Management Q1r.%.G.Mamoria, ##
th
Edition #<<6, Himalaya "ublishing House,
Gombay.
3E8SITE
http4JJwww.inc.comJguidesJ&=#&J=#J#=!tips!for!boosting!employee!morale.html
http4JJwww.entrepreneur.comJarticleJ&&====
http4JJwww.businessdictionary.comJdefinitionJemployee!morale.html
http4JJwww.nysica.comJdocsJemployee!morale.pdf
http4JJwww.wikihow.comJImprove! Employee!Morale
http4JJdavidbowles.wordpress.comJtagJmethods!of!measuring!morale
http4Jwww.checkpointhr.comJindustry! articlesJthe importance!of!high!employee
IUESTIONNARIE
A STUDY ON EMPLOYEE MORALE IN
SURYA HITEC APPAREL PRIBATE LIMITEDH TIRUPUR.
I? PERSONAL DATA
81
EMPLOYEE MORALE
#$ Bame4
&$ )ge4
a$ Gelow &7 b$ &9!'7 c$ '9!67 d$ above 67
'$ +ender4 MaleJ /emale
6$ Marital status
a$ Married b$ unmarried
7$ Educational >ualification4
a$ (chool level b$ college level c$ post graduate d$ others
9$ 1epartment4
a$ "roduction department b$ (ales department c$ )ccount department d$ "ersonnel department
:$ 5orking e-perience
a$ Gelow # years b$ # to #= years c$ #= to &= years d$ )bove &= years
;$ Monthly Income
a$ Cp to *s '=,=== b$ '=,===!7=,===c$ 7=,===!;=,=== d$ ;=,===!#, ==,=== e$ )bove #, ==,===
II? RECRUITMENTH PROMOTION AND TRANS)ER
<$ How did you join this companyV
a$ )dvertisement b$ Help of the relations c$ legal heirs d$ employment e-change
#=$ 5hat is your opinion about the promotion policy in your companyV
a$ Highly (atisfied b$ (atisfied c$ Beutral d$ 1issatisfied e$ Highly 1issatisfied
III? 3ORCERS *RIBANCE
##$ 5hat do you know about the grievance procedure adopted in your organizationV
82
EMPLOYEE MORALE
a$ Highly (atisfied b$ (atisfied c$ Beutral d$ 1issatisfied e$ Highly 1issatisfied
#&$ 1o you feel that the working hours affect the morale of the employeeV
a$ Des b$ Bo
#'$ 1o you feel that a good working environment influence the morale of employees
a$ Des b$ Bo
IB? INCENTIBES O 3A*ES
#6$ 5hat do you feel about your wagesV
a$ Highly (atisfied b$ (atisfied c$ Beutral d$ 1issatisfied e$ Highly 1issatisfied
#7$ 1o you feel that wages get influences your moraleV
a$ Des b$ Bo
B? INTERPERSONAL RELATIONSHIP
#9$ 5hat is your opinion about the supervisorV
a$ Oery helpful b$ Helpful c$ Indifferent d$ Beglecting e$ 1islike
#:$ How often does your supervisor appreciate your jobV
a$ )lways b$ (ometimes c$ *arely d$ Bot at all
BI? 3o!4in$ Con/itions
#<$ 1o you feel that a good working condition improves the morale of the employeesV
a$ Des b$ Bo
&=$ 5hat is your opinion about the followingV
83
EMPLOYEE MORALE
3o!4in$ con/itions Hi$"l# Satisfie/ Satisfie/ Ne1t!al Dissatisfie/ Hi$"l# Dissatisfie/
%leanliness
Machinery condition
1ust M /umes
Oentilation
2emperature
3ight
Boise control
5ork load
BII? 3EL)ARE )ACILITIES
&&$ 5hat do you think about the facilities offered for the followingV
3elfa!e )acilities Hi$"l# Satisfie/ Satisfie/ Ne1t!al Dissatisfie/ Hi$"l# Dissatisfie/
%anteen
1rinking water
3atrineM Crinal
*est shed
&#$ 1o you feel that welfare facilities improve the morale of the employeesV
a$ Des b$ Bo
BIII? A8SENTESIM
&'$ How often do you absent yourself from workV
a$ ?nce in a while b$ periodically c$ fre>uently d$ Bot at all d$ only authorized leave
&6$ *easons for your absence
a$ 5orking environment b$ Inade>uate facilities c$ (ickness d$ family problems e$ others Qspecify
84
EMPLOYEE MORALE
I;? 3ORCERS PARTICIPATION IN MANA*EMENT
&7$ 5hat is your opinion about worker participation in the management of your organizationV
a$ Highly (atisfied b$ (atisfied c$ Beutral d$ 1issatisfied e$ Highly 1issatisfied
&9$ 5hat is your opinion about the managementV
a$ Oery prosperous b$ very co!operative c$ co!operative e$ non co!operative
;? ACCIDENTS
&:$ 5hat are the following factors that cause accidents at the work placeV
a$ 1efects in safety measures b$ %arelessness of supervisor c$ %arelessness of co!workers
d$ "ersonal carelessness e$ 1efects in tools
Dour suggestions to improve morale4

85