A STUDY ON EMPLOYEE MORALE IN ADMINISTRATIVE LEVEL AT

METROPOLITAN TRANSPORT CORPORATION LIMITED, CHENNAI.

PRIMARY OBJECTIVES

To study on employee morale of metropolitan transport corporation limited,

Chennai.

SECONDARY OBJECTIVE

 To identify the level of satisfaction in the MTC regarding the factors that contributing
morale.
 To assess the factors that has direct impact on morale.
 To identify the H R initiatives that contribute to high morale among the employees
NEED FOR STUDY

 To find out the level of employee morale.

 This study is conducted to identify the level of satisfaction in the MTC regarding the factors
that contributing morale.
 This study is conducted to assess the factors that have direct impact on morale.
 This study is conducted to identify the H R initiatives that contribute to high morale among
the employees.
SCOPE OF THE STUDY

 This study helps to find out the level of employee morale.

 This study helps to know the identify the level of satisfaction in the MTC regarding the
factors that contributing morale.
 This study focuses on the various factors that have direct impact on morale.
 This study also covers the H R initiative that contributes to high morale among the
employee
 COMPANY PROFILE

METROPOLITAN TRANSPORT CORPORATION CHENNAI LTD

In 1947, the Government of madras nationalized the passenger transport for the first
time by introducing 30 buses in Madras City, side by side with the buses run by the private
operators at the time. The operation was under the control of the then Madras State Transport
Department.

In 1972, the departmental setup was transformed into a company setup in order to
inoculate a commercial approach without sacrificing the social responsibilities. Thus,
PALLAVAN TRANSPORT CORPORATION LIMITED was formed under the companies Act
1956, by the Government of Tamil Nadu on 01-01-1972 with a fleet strength of 1029 buses.

The fleet strength gradually increased correspondingly to the requirements of the public
and reached 2332 on 01.01.1994. Following that Pallavan Transport Corporation Ltd was
bifurcated as Dr.Ambedkhar Transport Corporation Limited and Palaver Transport Corporation
Limited on 19.01.1994. The south of the Chennai Metropolitan City from EVR periyar road came
under the operational jurisdiction of the Pallavan Transport Corporation Limited. The North of
Chennai Metropolitan City from EVR Periyar Road (including EVR Periyar Road) came under
the operational jurisdiction of the Dr.Ambedkhar Transport Corporation Limited.

Metropolitan Transport Corporation (Chennai=Dn.1) Ltd formerly known as pallavan

Transport Corporation Ltd was established on 1.1.1972 with a fleet strength of 1029 buses. The
operational jurisdiction is the Chennai Metropolitan area. The pallavan Transport Corporation
was bifurcated into two and a new corporation, namely, Dr. Ambedkhar Transport Corporation
Limited, started functioning from 19-01-1994. Pallavan Transport Corporation was renamed as
Metropolitan Transport Corporation (Chennai Division-1) Limited, Dr. Ambedkhar Transport
Corporation was re-named as Metropolitan Transport Corporation (Chennai Division-II) Ltd, on
01.07.97.
In order to make the corporations viable and for better administrative control Metropolitan
Transport Corporation (Chennai Division II) has been amalgamated with Metropolitan Transport
Corporation (Chennai Division I) Ltd with effect from 10.01.2001. The fleet strength of the
corporation as on 31.03.2003 was 2773 with 23 depots, a body building unit at chrompet, a ticket
printing press at K.K Nagar and Reconditioning Unit at Patels Road. During the year 2002-2003,
117 buses have been purchased for replacement

The METROPOLITAN TRANSPORT CORPORATION (CHENNAI) LTD, we refer to it as the

MTC, though is know as one of the best services in India. With round the clock service, 26
Depots, a fleet of 2845 busses, 551 routes and employee strength of 18,000 people it covers an
area of 1166 square kilometers around Chennai city. It serves an average of 4 million people
every day, but the collection are just 12.2 Million (USD 297,560). This works out to a paltry sum
of 7.5 United States cents per passenger. Fares are calculated based on stages, with each stage
being approximately 2 kilometers, for one stage fare is Rs. 2(4.8 cents) and for 23 stages the fare
is just Rs. 7( 17 cents).

In the public interest, both the divisions were amalgamated into a single corporation under the
name METROPOLITAN TRANSPORT CORPORATION (CHENNAI) LTD, with effect,

from 10-01-2001.

The Growth As on 01-01-1972 Latest

Depots 8 25

Fleet 1029 3084

Route 176 626

Employees 12178 20107

Passengers per day 12 lakhs 40.03 lakhs [Avg.]

Collection per day 2 lakhs 134.05 lakhs [Avg.]

Metropolitan Transport Corporation (Chennai) Limited is a government of Tamil Nadu. MTC

serves the public of entire Chennai Metropolitan Area. It operates its servicers in an area of 1166
Square kilometers with an aim to operate the services economically and efficiently without
sacrificing the social responsibilities.

Bus Services

 Via central station railway complex.

 Via egmore railway station.
 Via tambaram railway station complesx.
 48 night services to important places.
 50 late hour trips.
 For the convenience of elderly people 10 low floor modern buses have been introduced on
trial basis.
 100 high capacity vestibule buses and 10 double decker buses.
 90 air conditioned Volvo buses on selected routes.
 Semi-low floor buses with automated door closure.
 Park and ride facility in terminals for two wheelers.
 Consumer forum meeting.
 Passenger complaints cel.
About the company

Metropolitan Transport Corporation [Chennai] Limited is a Government o Tamil Nadu

Undertaking registered under Companies Act, 1956. It is government by the Board of Directors
appointed by the Government of Tamil Nadu.

Public transport in the Chennai City is 100% nationalized. MTC serves the public of
entire Chennai Metropolitan Area. It operated its services in an area of 1166 square kilometers
with an aim to operate the services economically and efficiently without sacrificing the social
responsibilities.
 Review of literature

INTRODUCTION

In every organization, people are working within a suitable environment of attitudes.

Each employee has attitudes that range over the entire spectrum of human behavior. All managers
have a constant concern for the morale of the group, which they lead. However, considerable
confusion prevails over the use of the term morale because of variation in defining characteristics
of the term. Some researches make distinction between job satisfaction and morale, while others
do not make this distinction. Some researches take job satisfaction and morale as individual’s
concern; some others take job satisfaction as individual phenomenon and morale as group
phenomenon. From one point of view, morale may be regarded essentially an individual matter. It
is described in terms of the feelings of an employee or manager towards his work; it is thus a
matter of work satisfaction.

Guion describes morale from the point of view of an individual worker and defines it
as the degree to which individual needs are satisfied and degree to which the individual needs are
satisfied and the degree to which the individual desires satisfaction from his total job situation.
When morale is regarded as an individual phenomenon, many investigators organize these
feelings what are assumed to be workers’ needs.

In contrast to this individual job satisfaction approach, most researches are impressed with social
or group significance of morale. They emphasize social reactions and concentrate on attitudes
towards group values rather than towards individual values. They place less emphasis on working
conditions and more feelings of cohesiveness, group interest and identification with the mission
of the group, and optimism about the success of the whole. Thus, the concepts of job satisfaction
and motivation both pertain to the individual and morale to the group. McFarland observes that
“morale is basically a group phenomenon. It is a concept that describes the level of favorable or
unfavorable attitudes of the employee collectively to all aspects of their work the job, the
company, their tasks working conditions, fellow workers, and superiors and soon. Attitudes
express what the individuals think and feel about their jobs. The emphasis is on how employee
feel, denoting the strong emotional elements associated with attitudes.”

The growth of the company depends upon the employee activities. When the employee have the
positive character on the company, it will helpful to improving the growth of the organization. So
the company should satisfy the needs of the employees, and it win improve the morale of the
employee.

Defining Morale

“Morale” is the behavior of the employee wanting to belong to the organization and
Who are being happy with their organization .It also described as a “state of mind , a mood a
mental condition, when these things are all positive and upbeat”. A more theoretical definition
would be “positive affective orientation towards membership”.

According to Yoder,” morale is a feeling, somewhat related to esprit decorp,

enthusiasm or zeal. For a group of workers, morale, according to a popular usage of the word,
refers to the over-all tone, climate or atmosphere of work, perhaps vaguely sensed by the
members. It workers appear to fee; enthusiastic and optimistic about group activites , if they have
a sense of mission about their job ,if they are friendly with each other, they are desired as having a
good or high morale. If they seem to be dissatisfied, irritated, cranky, critical, restless and
pessimistic, they are desired as having poor or low morale”.

Morale, also known as esprit de corps when discussing the morale of a group ,is
an intangible term used for the capacity of people to maintain belief in an institution or a goal,or
even in oneself and others .The second term applies particularly to military personnel and to
members of sports teams, but is also applicable in business and in any other organizational
context, particularly in times of stress or controversy.
 According to Alexander H.Leighton, “morale is the capacity of a group of people to pull
together persistently and consistently in pursuit of a common purpose”.

Business Definition for: Employee

 Someone hired by an employer under a contract of employment to perform work on a

regular basis at the employer’s behest. An employee works either at the employer’s premises or at
a place otherwise agreed, is paid regularly, or enjoys fringe benefits and employment protection.
 An individual who provides labor to a company or another person.

High employee morale not only increases productivity, it also helps to reduce turnover, employee
complaints, lawsuits, health claims, and absenteeism and work errors. Low employee morale, on
the other hand, often has a negative effect, increasing costs and disrupting the work environment.

The number one cause of conflict and low morale at work is the way people communicate with
each other, and particularly the way managers communicate with their direct reports.
Communicate is a program of continuous morale-boosting communication and education for all
employees. It delivers behavior-changing messages containing powerful ideas and Techniques
that help people think, feel, and perform better at work .It’s a program to boost morale, change the
culture and create shared knowledge and values at work.

INDIVIDUAL MORALE AND GROUP MORALE:-

Morale may be concerned with an individual. And individual’s morale is related with knowing
one’s own expectations and living up to them. If one is clear of his own needs and how to satisfy
them most of the time, his morale is high. Whereas an individual’s morale is a single
person’s attitudes toward life, group morale reflects the general esprit de crops of a collective
group of personalities. Group morale is every one’s concern and it must be practiced continually,
for it is never ultimately achieved and is constantly changing.
 Group morale and the morale \of the individual are interrelated but not necessarily identical. They
have an effect on each other. It is conceivable that an individual own personal perception of
existing conditions as they relate to himself may be high, and the group’s perception of conditions
may be low, or vice versa, but more usually the two share common feelings.

Factors Affecting Morale

Employee morale is very complex phenomenon and is influenced by many factors on and
the shop floor. For example, the supervisor, the company and the working conditions obtaining in
it as well as its policies; the group and inter-personal relations prevailing in that groups; salary
and other benefits; the employee’s family and home life; his social and community life; the
policies and attitudes of the top management of its workers and trade unions – all these influence
employee morale to certain extent.

According to McFarland, the important factors which have a bearing on morale are

(1) The attitudes of the executives and managers towards their subordinates;(2) working
conditions, including pay, hours of work, and safely rules;(3) effective
Leadership and an intelligent distribution of authority and responsibility in the organization; (4)
the design of the organization’s structure which facilities the flow of work; (5) the size of the
organization.

MORALE BULIDING:

 Sound manpower management

 Human relations approach
 Management of attitudes
 Organization design
 participation
 MORALE IN THE WORK PLACE:

In the workplace, morale is more of an individual ting than something measured by departments.
Events play a large in morale, such as heavy layoffs the cancellation of overtime, cancelling
benefits programs, and the influence of unions. Other events can also influence workplace morale,
such as sick building syndrome, low wages, and employees being mistreated.

Workplace events play a large part in changing employee morale, such as heavy
Layoffs, the cancellation of overtime, canceling benefits programs, and the influence of unions.
Other events can also influence workplace morale, such as sick building syndrome, low wages,
and employees being mistreated.

TYPES OF MORALE:

Morale is generally referred to as high morale or low morale. According to McFarland,

“high morale exists when employee attitudes are favorable to the total situation of a group and to
the attainment of its objectives. Low morale exists when attitudes inhibit the willingness and
ability of an organization to attain its objectives. High morale is represented by the use of such
terms as team spirit, zest, enthusiasm, loyalty, dependability ad resistance to frustration. Low
morale, on the other hand, is described by such words and phrases as apathy, bickering, jealousy,
pessimism, fighting, and disloyalty to the organization, disobedience of the leader, dislike of, or
lack of interesting, one’s job, and laziness.

Morale is low by:

i. a too fine division of authority and responsibility;

ii. too many supervisors;
iii. an improper selection of personal for new or expanded duties;
iv. too much reliance on organizational charts: and
v. Too few real executives.
 High or good morale is of tremendous importance for a management and its employees. It
generally indicates:

i. Willing co-operation for the attainment of organizational objectives;

ii. Loyalty to the organization and its leadership;
iii. Good discipline or voluntary with rules, regulations and orders;
iv. Strong organization emergency or difficulty:
v. A high degree of employees interest in the job and in the organization;
vi. A reasonable display of employee initiative; and
vii. Pride in the organization.

Roethlisberger emphasis the importance of high morale when he says: “what physical health is to
a physical organism, morale is to co-operative system.” Contrarily, low or bad morale generates
an attitude of apathy, non-involvement and non-co-operation.

Factors influencing morale within the workplace include:

 Job security.
 Staff feeling that contribution is valued by their employer.
 Realistic opportunities for merit-based promotion.
 The work ‘culture’.
 Team composition.
 Management style.
 The perceived status of the work being done by the organization as a whole.
 The perceived social or economic value of the work being done by the organization as a
whole.
 Improve employee morale
Low morale is what most managers don’t want to hear when esprit among their
employees is being discussed. Organization whose morale is considered low usually lack
achievement, motivation and a sense of real purpose. Also, the turnover of their employees is
usually high . through reversing these trends will take time, you can be assured fo success if you
act on the following:

1. Become a morale missionary:

Morale is a group phenomenon but an individual matter. We speak of high morale in a group –
meaning that most of the people in the group have a good sense of esprit group morale, however,
depends on the morale of each individual in the group. This is best achieved through the personal
missionary work of the manager. Inspirational talks and group initiatives such as projects, sevices
and clubs can helpl; but unless the manager is there working with individual employees, group
morale is not likely to improve.

2. Identify issues-not the outcome:

Morale is the outcome. Issues are the things contributing to that outcome.
Employee’s may attribute the cause of low morale to the turn-around time on decision-making,
the constants changing of priorities without consultation the lack of training, inflexible
procedures, the incorrect mix of resources and people or poor communication. Focus on
identifying the issues and you will have a much better chance of improving the situation and
boasting morale.

3. Measures morale before tying to manage it:

You may decide to use commercially available tools to measure the effect that the issues have ont
productivity, or you may opt to design your own. Whatever your decision, it is best to use such
 instruments to get an accurate picture of the issues and the associated problems. As management
experts say, “if you can’t measure if you can’t manage it”.

4. Build self- confidence and security:

Job security and a feeling of confidence in ones ability to handle the day to day incidents of life
and work are key elements in good employee morale. You can provide this felling by training staff
to do their jobs effectively, showing them the importance of their jobs to the organization, and
demonstrating your confidence in them.

5. Set priorities- and be seen as supportive:

By establishing priorities, you help people make molehills out of mountains. Issues confronting
employees will generally fall into the broad categories:
Those that they will not be to influence at all.
Those over which they have very little influence.
Those that they can influence.

15 ways to boost employee morale

Employees spirits can easily fall if their day to day responsibilities are monotonous or if their
don’t fell valued but their supervisors. Over time this can translate into an unmotivated and
unproductive staff. Therefore is important for your company to make sure that employees are
interested in and appreciated for their work. Use thes15 tips to help improve employee morale and
boost productivity within your organization.
1. Help them wake up:

Mornings can often be the hardest part of an employees day . workers who are fighting off fatigue
have trouble focusing and getting excited about their responsibilities. Offer freshly brewed coffee
and tea to help employees start the day awake and alert. Not only will they be grateful for the
caffeine, they will be more productive throughout the day.

2. Recognize birthdays and personal accomplishments:

Most employees appreciate it when their supervisors remember their birthdays or acknowledge
personal milestones such as having a child or finishing a marathon. Some companies even offer
employees a paid day off on their birthdays. Knowing that managers are aware of employees live
outside of work makes them feel like a valued member of the team rather than just anonymous
workers.

3. Treat them with respect:

This tip sounds like a no brainer but it can make a world of differences to employees. Don’t swear
lose your temper or ignore your staff especially in front of other employees. Treat employees with
the courtesy and respect they deserve --- say please and thank you , ask about their weekend , and
take an interested in projects that they working
4. Establish an employee-recognition program:

Employees want supervisors to be aware and appreciative of their work. Create an employee of
the month program or a wall of fame to recognize workers notable contributions. Such programs
demonstrate an employee appreciation and also offer incentives for their productivity.
5. Add a personal touch:

if you are particularly impressed with an employees work show it. Handwrite a note or send
flowers of a gift certificate to demonstrate your gratitude. Your personal attention will make the
recognized employee fell valued and unique.

6. Treat them to lunch:

Order pizza or take employees out to lunch occasionally to keep spirits high. Getting the
opportunity to socialize without. worrying about the bill will put employees in a good mood and
help them enjoy their work environment and colleagues.

7. Check in with staff members:

Hold meetings with individual’s workers or groups of employees several times throughout the
year to address any questions or concerns that they may have. Even if you don’t have a meeting
 scheduled soon, make sure that employees know that you are always there to address any
problems that may crop up. Ask for their feedback and reactions to new company policies, and be
sure to update them on what steps you are taken to solve any problems.

8. Back them up:

Through customer satisfactions is important to every business , supervisors must support their
employees if they encounter problems despite having followed company protocol. Don’t let your
workers get yelled at or mistreated by customers or co workers. If you see such a conflict, step in
and manage the situation. Your employees will be grateful for you intervention, and its part of
your job as a manager of offer strong support.

9. Keep training them:

In this ever evolving world of new technologies and ideas employees need to stay up to date with
developments in their field. Staff members can interpret an employer’s unwillingness to invest in
training as a disregard for their professional development. They will also be less productive than
your competitors better trained employees. Enroll workers in classes and send them to
conferences to keep them (and your company) on top of the game.

10. Get to know them:

You don’t need to take employees home to meet your parents, but be sure to learn enough about
their personal lives to show that you care. Ask about hobbies and interests, find out if they have
spouses or children, and talk about your respective plans for the weekend. Staff members will
appreciate your interest
11. Avoid layoffs and cutbacks:

Nothing hurts employee’s morale like knowing that their jobs might be on the line. Turn to
layoffs only as a last resort if your company or department is struggling. And if you must cut jobs
are completely honest about the reasons why particular employees were chosen. Also try to give
employees as much notice as possible that layoffs looming that way they will time to get their
personal budgets in order start scheduling interviews.

12. Throw a party

Through many employees whine about attending office parties, most enjoy the chance the
socialize with their peers outside of the work environment. Celebrate a company milestone or
throw a holiday bash at the end of the year. You can also use parties as opportunities to recognize
individual employees for outstanding work in front of the entire company.

13. Bring employees together for a community service project:

Get employees out of the office for an afternoon to take on a community service project together.
Help build a house with a habitat for humanity or clean up a local trail. Staff will likely enjoy
the opportunities to give back to their local community, and they might also learn important team
skills by collaborating in a new environment
 14. Offer financial rewards:

Performances bonuses are easy ways for managers to show appreciation for employee’s
outstanding achievements. And there is no doubt that workers like them.

15. Conduct employee satisfaction surveys:

If nothing you do seems to be improving employee morale, conduct an employee’s satisfaction

survey to determine what is making workers unhappy. Be sure to address any issues you uncover
promptly and thoroughly to avoid losing workers for good. In short, an unhappy employee is an
unproductive employee. Your company needs to pursue policies like the ones mentioned above to
help your business become a more enjoyable place to work. Not only will employees start to look
forward to their workdays, but your organization will benefit from newfound efficiency. And of
course, when word of your company’s perks gets around, it will make it much easier to recruit the
most talented workers in the job pool.

Statement of the problem

Every organization should have personnel policies in order to accomplish the objectives of the
personnel as well as the organization. Periodic updating of personnel policies is essential to keep
pace with the change time to avoid organizational competency or managerial stagnation of
personnel policy. It should be suitable and adjustable accommodate the latest trends and should be
accepted and accommodated by many in the organization.

The study focuses on various dimensions like job security, pay, working conditions, relationship
with superiors, relationship with co workers, rewards and recognition suggestions and
opportunities to use ideas nature of work concept of self communication and relationship with
management welfare measures, health conditions, training, individual adjustment, safety, social
and community life, opportunities and advancement , job clarity and cleanliness , stress
relaxation and opportunity to learn a job

This study is based on these employees working in the textile industries in Coimbatore. The need
for study is to ascertain some factors related to job morale of the employees and the various
benefits and welfare facilities provided by the company to employees ascertain in the relationship
between the employees and management.
 RESEARCH METHODOLOGY

Research Methodology

Methodology is a way to systematically solve the research problems. It explains the

various steps that are generally adopted by a researcher in studying the research problem with
logic behind them.

Research Design

The research design is the basic framework or a plan for a study that guides the
collection of data and analysis of data. In this survey the design used is descriptive research
design. It includes survey and fact finding enquiries of different kinds. The
Major purpose of descriptive research is descriptive of state of affairs, as it exists at present. The
information are collected from the individuals and analyzed with the help of different statistical
tools, to find the satisfaction level of retailer. Likewise cross table analysis has been done for
processing the data and information is derived to attain the objectives of the study.

Sampling Design

[ a ] Population

Since the population is large in number, researcher was unable to collect information
from all individuals due to limitation of time, so touch of the population is taken for analyzing
and generating the findings, which is applicable for total population.
[b] Sampling Technique

Convenience sampling method is used to collect data among the population for this study.
The percentage refers to special kind of ration. Percentage is used in making comparison between
two or more series of data. Percentage is used to describe relationship.
Percentage (%) = No. of Respondents*100/ Total Respondents

2. Chi-square Analysis

Chi- square is a non-parametric test of statistical significance for bivariate tabular

analysis.
A non- parametric test, like chi-square, is a rough estimate of confidence. Chi square is used most
frequently to test statistical significance of results reported in bivariate tables and interpreting
bivariate tables is integral to interpreting the results of a chi-square test.

CHI-SQUARE TEST METHOD

The chi-square method is the application of testing the significant difference

between observed and expected values.

Null Hypothesis (H0)

There is no significant association between age group and overall motivation and morale.

Alternative Hypothesis (H1)

There is significant association between age group and overall motivation and morale

Statistical Test

[c] Sample Size

The size of the sample is 100, and factors to be considered are time, cost and effectiveness etc,
the study was conducted during the period of march 2008.

[d] Sample Unit

The respondents of the study are part of population. Each individual is considered to be sampling
unit.

Data collection

The collection of data is considered to be one of the most important aspects in the research
methodology. Both primary and secondary data is used in this study in order to meet the
requirements of the purpose.

[A] Primary Data

Under this study using structured questionnaire collected primary data. The structured
questionnaire consists of both open-ended and close-ended questions. The primary data has been
collected through the questionnaire by means of personal interview. The questionnaire consists of
number of questions printed in a definite order on a form.
 [B] Secondary Data

The secondary data are sourced from various telecommunication websites, magazines, books,
pamphlets and periodical surveys etc.

Statistical tools used for the study

The data has been mainly analyzed by using the following methods and tests.

1. Percentage Analysis

Chi- square test (x2) = E (O-E)2

E

Degrees of freedom = (R-1) (C-1)

Whereas,

O = Observed frequency
E = Expected frequency
R = Number of rows
C = Number of columns

To find E:

Row Total * Column Total

Expected frequency=
Grand Total
Level of significant (a):
A value indicating the percentage of sample values that is outside certain
limits , assuming the null hypothesis is correct, that is ,the probability of rejecting the null
hypothesis when it is true .

3. Regression Analysis
The main objective of regression analysis is to explain the variation in one
variable (dependent variable), based on the variation in one or more other variations (independent
variable). The applications areas are in ‘explaining’ variations in sales of a product based on
advertising expenses, or number of sales people, or number of sales offices, or on all the above
variables. If there is only one dependent variable and one independent variables used to explain
the variation in it, then the model is known as a simple regression. If multiple independent
variables are used to explain the variation in a dependent variable, it is called a multiple
regression model. Even though the form of the regression equation could be either linear or
linear, we will limit our discussion to linear models. As seen from the preceding discussion, the
major application of regression analysis in marketing is in the area of sales forecasting, based on
some independent (or explanatory) variables. This does not mean that regression analysis is the
only technique used in sales forecasting, and regression is only one of the better known (and often
used) quantitative techniques.
 4. One – Way ANOVA

This particular design is used when there is only one categorical independent variable, and
one dependent (metric) variable. Each category of an independent variable is called a level. The
independent variable may be different levels of prices, or different pack sizes, or different product
colours , and the effect(dependent variables) could be sales of the product. In this type of design,
we randomly allocate the various sampling elements to the different levels of the independent
variable, and measure the resulting dependent variable. Then, we conduct an F-test under the
ANOVA to test the null hypotheses that the mean values of the dependent variable are not
significantly different from each other, at different levels of the independent variables.
A STUDY ON EMPLOYEE MORALE IN ADMINISTRATIVE LEVEL AT
METROPOLITAN TRANSPORT CORPORATION LIMITED, CHENNAI.

QUESTIONNAIRE

PERSONAL PARTICULAR

1. DEPARTMENT:

a) ACCIDENT ( ) b) LEGAL ( )
c) PURCHASE ( ) d) PERSONNAL ( )
e)TRAFFIC ( ) f) PLANNING AND DEVELOPMENT( )
g)SALARY ( )

2. GENDER

(a) MALE ( ) (b) FEMALE ( )

3. AGE:

(a)Below 25( ) (b) 26-30( ) (c) 30-35( ) (d) 36-40( ) (e) 41&above( )

4. EDUCATIONAL QUALIFICATION:

(a) SSLC ( ) (b) HSC ( ) (c) U.G ( ) (d) P.G ( )

5. EXPERIENCE:

(a) Up To 5 Years ( ) (b) 5-10 Years ( ) (c) 10-20 Years ( ) (d) 20 Years And Above.
6. I look forward to going to work each day.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

7. What is the good motivation from your point of view ?

STATEMENT STRONGLY DISAGREE NEUTRAL AGREE STORNGLY

DISAGREE AGREE
A Target
Achievement
B Self
Development
C Pleasant
Work
Environment
D Ensure
Efficient
Work

8. What is your greater performance at work?

STATEMENT STRONGLY DISAGREE NEUTRAL AGREE STRONGLY

DISAGREE AGREE
A Training
B Participation
C Effective
supervision
D All The
Above

9. I known what is expected of me at work?

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

 (d) AGREE ( ) (e) STRONGLY AGREE ( )

10. Job satisfaction can be attained through which factor?

STATEMENT STRONGLY DISAGRE NEUTRAL AGREE STRONGLY

DISAGREE E AGREE
A Job
Environment
B Incentives
C Participative
Management
D Promotion

11. I get positive feedback when I do a good job.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

12. I have good employee benefits.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

13. I have a good relationship with my superior.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

14. I have confidence in the people who run my organization.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

15. I am satisfied with my overall compensation.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

16. Employee suggestions are taken seriously by the employer.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

17. I work in a safe and comfortable environment.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

18. I feel secured about my retirement benefits.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

19. I am satisfied with the work I do.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

20. I am satisfied with my working hours of the job.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

21. I am helped to do my job well by my technical support systems.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

22. Training is well planned.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

23. I am satisfied with the promotional system of the organization.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

24. My social status is enhanced by being in the organizational.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

25. I have pride in the reputation of the organization.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

26. I have access to organizational resources.

(a) STRONGLY DISAGREE ( ) (b) DISGREE ( ) (c) NEUTRAL ( )

(d) AGREE ( ) (e) STRONGLY AGREE ( )

27. Which is the major factor helps to build employee morale?

STATEMENT STRONGL DISAGRE NEUTRA AGRE STRONGLY

Y E L E AGREE
DISAGREE
A Attitudes of
superiors
B Working
conditions,
pay and
hours of work

C Effective
leadership
D Distribution
of Authority
and
Responsibilit
y