CHAPTER-1

1.1 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.

In certain cases job satisfaction and morale is considered as individual concern; in other cases
job satisfaction is considered as individual phenomenon and morale as group phenomenon.
From one point of view, morale may be regarded essentially an individual matter. It’s
described in terms of the feelings of an employee or manager towards his work; it is thus
matter of work satisfaction.

Morale is the degree to which 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
worker s 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. Morale is basically a group phenomenon. It is a concept that describes
the level of favourable or unfavourable 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.

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When the employee have the positive character on the company, it will helpful to improving
the growth of the organization. Employee Morale refers to an attitude of satisfaction with a
desire to continue and strive for attaining the objectives of a factory. Morale is purely
emotional. It is an attitude of an employee towards his job, his superior and his organization.
It is not static thing, but it 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. Poor or low Morale becomes obvious
from the negative feelings of employees such as dissatisfaction, discouragement or dislike of
the job. Morale may be regarded essentially an individual matter. It’s described in terms of
the feelings of an employee or manager towards his work; it is thus matter of work
satisfaction.

Thus, the concepts of job satisfaction and motivation both pertain to the individual and
morale to the group. Importance of employee morale:

Employee morale plays a vital role in the origination success. High morale leads to success
and low morale brings to defeat in its wake. The plays of morale are no less important for an
industrial undertaking. The success of failure of the industry much depends up on the morale
of its employees.

Morale is viewed as willingness to strive for the goals of a particular group, the possession of
feeling of being accepted by and belonging to a group of employee’s adherence of common
goals and confidence in the desirability of these goals.

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 1.2 STATEMENT OF THE PROBLEM

The methods and strategies which may be utilized for improving morale are
innumerable. Morale must be recognized, maintained and encouraged in order to guard
against reduced individual job performance and organizational instability.

Training, education should be continuously provided and encouraged. Improving

employee morale and motivation is a critical concern for employees in order to increase
productivity. Morale is the state of mind. It is steadfastness and courage, hope. It is
confidence and zeal and loyalty. It is determination, esprit de corps.

The Morale level check feeling of employees regarding work, to check effectiveness of
communication at different levels of organization, to check the general working conditions
where employees work, to know how much grievance handling machinery is effective, and to
know the relationship with superiors and colleagues.

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 1.3 OBJECTIVES OF THE STUDY
Primary objective

 A study on employee morale at NTN nei manufacturing india pvt.ltd ,chengalpattu.

Secondary objectives

 To study the various factors influencing on employee morale in the organisation.

 To study the effect of morale on the productivity and efficiency of employees.
 To find the strategies to improve the morale of employees.
 To find the various policies and procedure on employee morale.
 To suggest measures to increase moral of the employees.

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 1.4 NEED FOR STUDY

 To find out the level of employee morale.

 This study is conducted to identify the level of satisfaction in the bearings
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 HR initiatives that contribute to high
morale among the employees.

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 1.5 SCOPE OF THE STUDY

This study helps to find out the level of employee morale. This study helps to know and
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. The researcher
also observes the scope for studying the relationship between and impact of morale on
satisfaction and employee performance.

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 1.6 LIMITATIONS OF THE STUDY

 Due to the time constraint the study is made only among 100 respondents.
 There is a chance of personal bias which affects the original data.
 Cannot able to get exact information because some of the employees are reluctant to
share the information.
 Most of the employees were busy with their tight work and they don’t want to be
disturbed.

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 1.7 INDUSTRY PROFILE

The invention of the rolling bearing, in the form of wooden rollers supporting, or bearing, an
object being moved is of great antiquity, and may predate the invention of the wheel.

Though it is often claimed that the Egyptians used roller bearings in the form of tree
trunks under sleds, this is modern speculation. They are depicted in their own drawings in the
tomb of moving massive stone blocks on sledges with liquid-lubricated runners which would
constitute a plain bearing. There are also Egyptian drawings of bearings used with hand drills.

The earliest recovered example of a rolling element bearing is a wooden ball bearing
supporting a rotating table from the remains of the Roman Nemi ships in Lake Nemi, Italy.
The wrecks were dated to 40 BC.

Leonardo da Vinci incorporated drawings of ball bearings in his design for a helicopter
around the year 1500. This is the first recorded use of bearings in an aerospace design.
However, Agostino Ramelli is the first to have published sketches of roller and thrust
bearings. An issue with ball and roller bearings is that the balls or rollers rub against each
other causing additional friction which can be prevented by enclosing the balls or rollers in a
cage. The captured, or caged, ball bearing was originally described by Galileo in the 17th
century.

The first practical caged-roller bearing was invented in the mid-1740s by horologistJohn
Harrison for his H3 marine timekeeper. This uses the bearing for a very limited oscillating
motion but Harrison also used a similar bearing in a truly rotary application in a
contemporaneous regulator clock.

Industrial details

The first modern recorded patent on ball bearings was awarded to Philip Vaughan,
a British inventor and ironmaster who created the first design for a ball bearing
in Carmarthen in 1794. His was the first modern ball-bearing design, with the ball running
along a groove in the axle assembly.

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Bearings played a pivotal role in the nascent Industrial Revolution, allowing the new
industrial machinery to operate efficiently. For example, they saw use for holding wheel and
axle to greatly reduce friction over that of dragging an object by making the friction act over
a shorter distance as the wheel turned.

Even basic materials can have good durability. As examples, wooden bearings can still be
seen today in old clocks or in water mills where the water provides cooling and lubrication.

The first patent for a radial style ball bearing was awarded to Jules Suriray , a Parisian bicycle
mechanic, on 3 August 1869. The bearings were then fitted to the winning bicycle ridden
by James Moore in the world's first bicycle road race, Paris-Rouen, in November 1869.[9]

In 1883, Friedrich Fischer, founder of FAG, developed an approach for milling and grinding
balls of equal size and exact roundness by means of a suitable production machine and
formed the foundation for creation of an independent bearing industry.

The modern, self-aligning design of ball bearing is attributed to Sven Wingquist of

the SKF ball-bearing manufacturer in 1907, when he was awarded Swedish patent No. 25406
on its design.

Henry Timken, a 19th-century visionary and innovator in carriage manufacturing, patented

the tapered roller bearing in 1898. The following year he formed a company to produce his
innovation. Over a century the company grew to make bearings of all types, including
specialty steel and an array of related products and services.

Erich Franke invented and patented the wire race bearing in 1934. His focus was on a bearing
design with a cross section as small as possible and which could be integrated into the
enclosing design. After World War II he founded together with Gerhard Heydrich the
company Franke & Heydrich KG (today Franke GmbH) to push the development and
production of wire race bearings.9

Richard Stribeck’s extensive research on ball bearing steels identified the metallurgy of the
commonly used showing coefficient of friction as a function of pressure.

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Designed in 1968 and later patented in 1972, Bishop-Wisecarver's co-founder Bud
Wisecarver created vee groove bearing guide wheels, a type of linear motion bearing
consisting of both an external and internal 90-degree vee angle.

In the early 1980s, Pacific Bearing's founder, Robert Schroeder, invented the first bi-material
plain bearing which was size interchangeable with linear ball bearings. This bearing had a
metal shell (aluminum, steel or stainless steel) and a layer of Teflon-based material connected
by a thin adhesive layer.

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 1.8 COMPANY PROFILE
Beginnings

The beginning of the Japanese bearing industry was started by competitor Nippon Seiko (now
known as NSK) producing such bearings in 1914. Four years later in 1918, Nishizono
Ironworks, a factory in Uchibori, Mie Prefecture began producing ball bearings.

NTN Formation and Split

Five years after Nishizono Ironworks began its production of these friction reducing
components, the company merged with Tomoe Trading to fabricate and market them under
the name "NTN". In 1927, however, Nishizono and Tomoe split, with the former company
setting up a new company called "NTN Manufacturing Company".

Toyo Bearing Manufacturing

In 1934, the company reorgzanized as a joint-stock company, changing its name to Toyo
Bearing Manufacturing. When Japan invaded Manchuria, the demand for bearings increased
due to the war, and manufacturing productivity followed suit. In 1938, Toyo created a
domestic subsidiary named Showa Bearing Manufacturing Company, in
Mukogun, Hyogo Prefecture. Toyo absorbed Showa into its organization the following year,
making the facility into its Mukogawa plant and merging Mukogawa's operations with those
of their newly established plant in Kuwana.

By 1945, raw materials shortages that resulted from World War II rendered Japanese bearing
manufacturers unable to produce at full capacity. However, in the late 1940s, as Japan
recovered from combat, demand from the war-torn country and its intracontinental
neighbors increased.

NTN Sales

At the end of the decade, Toyo created a marketing division called NTN Sales, at the same
time, becoming one of the five most prominent bearing manufacturers in Japan,
alongside Koyo Seiko, Nippon Seiko, Asahi Seiko and Fujikoshi Kozai. They, along with the
other four aforementioned companies held over 75% of that country's bearing market the
following year.

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Due to the incredible growth that Toyo underwent, the organization decentralized by
creating subsidiaries to oversee new products. In 1961, Toyo set up a joint venture with INA
Wälzlager Schaeffler called NTN Wälzlager Europa in order to manufacture needle bearings.
Toyo utilized design data from INA Wälzlager Schaeffler to make these products. They also
established Kongo Bearing Company to manage the creation of

In 1971, Toyo started Toyo Bearing Okayama Company to produce automotive tapered
bearings and roller bearings in addition to founding American NTN Bearing Manufacturing
Corporation. It was during that same year that Toyo finished construction on a manufacturing
facility in Schiller Park, their first manufacturing facility in North America. Additionally, a
sales division, NTN Trading-Hong Kong and a manufacturing segment, NTN
Kugellagerfabrik were created.

NTN Toyo Bearing Company

The following year, the company's name was changed from Toyo Bearing Manufacturing to
NTN Toyo Bearing Company. Like other Japanese bearing manufacturers, NTN became so
successful that it created angst among their overseas competitors, especially those in
the United Kingdom. England in fact, urged Japanese companies to restrict exports from
1972-1974. Other countries in Europe, however, were quite adamant about procuring such
superior quality bearings, and continued to do so. For this reason, the company's growth was
uninterrupted during the mid-1970s. In fact, from 1973–1975, NTN Manufacturing Canada,
NTN de Mexico and NTN Suramericana were opened, in addition to another factory in Elgin,
Illinois.

In 1977 however, NTN Toyo posted a loss of 1 billion JPY due to the increasing value of the
Japanese Yen making exports more expensive. Because most of their bearings were still
made inside the borders of Japan, the prices of the bearings were still subject to changes in
international exchange rates. Additionally, many Japanese bearing manufacturers were
penalized by the European Economic Community for predatory pricing. As a result, in 1978,
for the first time in over a decade, NTN Toyo withheld dividend payments.

The value of the yen soon decreased however, and the company's exports returned to normal.
Strong customer demand also resulting from the weakening yen resulted in increased sales.
By 1979, all overseas NTN Toyo manufacturing facilities were once again operating at or
above full production capacity .

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 From 1984 to 1985, NTN Toyo concentrated on tapered roller bearings at its United
States facilities such as their Elgin factory. This building was added onto in 1984 in order to
produce such bearings at a higher rate of production. In 1985, NTN Toyo Nagano Works, a
designer and manufacturer of precision miniature bearings, also opened for business. That
same year, NTN Toyo partnered with Federal-Mogul Corporation to produce tapered
bearings and cylindrical roller bearings. The new joint venture, NTN-Bower Corporation,
inherited two Federal-Mogul facilities and an additional research facility. NTN Toyo initially
owned 60% of this joint venture, but purchased the remaining 40% of NTN-Bower
Corporation two years later to fully acquire the company.

In 1988, NTN Toyo established its first technical center in Michigan, added a bearing-
hub factory in Elgin, and partnered with GKN Transmission and Borg-Warner to produce
constant-velocity joints in Australia under the name Unidrive. Borg-Warner owned 50% of
the company, GKN owned 30% and NTN Toyo owned 20%.

NTN USA Corporation/Name Change of Conglomerate to NTN Corporation

In the following year, NTN Toyo changed its name to NTN Corporation while creating a new
constant-velocity joint factory and research and development center for NTN Driveshaft
in Columbus, Indiana.

As a result of globalization, with bearings being further governed by international guidelines,

NTN consolidated its foreign operations while trying to expand further into cutting edge
markets. In order to expand North American operations, the company formed NTN USA
Corporation, which was slated to become a holding company for their existing US divisions.
They also established an office to oversee the fabrication activities of their existing
operations. One of NTN's objectives was to begin production of constant-velocity joints in
North America. One of their first steps in doing so was the 1996 purchase of Federal-Mogul's
ball bearings sector.

Twenty-first Century Developments

In addition to North America, NTN established in 2000 a constant-velocity joint and bearing
manufacturing facility in Thailand called NTN Manufacturing Company Limited. To manage
the explosion of the company's portfolio, colloquially known as the "Four Base Production
and Sales System", NTN reorganized its operations. As a result, NTN Sales Corporation was
made a part of the conglomerate.

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 In the year 2004, NTN Mie Corporation and Shangzhou NTN-Guangyang
Corporation were formed for bearing fabrication while Nagano Works, Kuwana Works,
Iwata Works, and Okayama Works earned ISO/TS16949 and ISO9001 certifications. Next
year, NTN Kamiina Corporation and NTN's General Research & Development Center
(Iwata) were formed domestically while NTN Investment Corporation (China), NTN-NIDEC
(Thailand) and NTN Manufacturing India were formed abroad. The year after, in 2006, NTN
Corporation made two grand investments. These investments included infusions into IFA-
Antriebstechnik GmbH, a producer of constant velocity joints in IFA Group as well as SNR
Roulements, a sub-tier of Renault (which became part of NTN Corporation in 2008). During
that same year, NTN Fukuroi Corporation became the company's third local factory for
constant velocity joints.

From 2007-2009, NTN Corporation entered the large component market by establishing NTN
Hakui Corporation in Ishikawa. This facility specialized in turning large bearings,
while Nanjing Puzhen NTN Railway Bearing Company was formed for the fabrication of
railway bearings. Soon after, in conjunction with Korea Flange Co., Ltd. KOFCO Group
added Seohan-NTN Driveshaft USA Corporation to its United States conglomerate. In
addition to these ventures, NTN HoudatsuShimizu Corporation was set up to manufacture
super-large machinery parts and bearings, NTN Transmissions Europe Crézancy was
established by the acquisition of Setfoge's Crézancy facility by NTN Transmissions Europe
and NTN ShikaCorporation was put in place to forge large bearings. Additionally, at the end
of this period, NTN's Elemental Technology R&D Center was formed in Kuwana.

It was then in 2010 that NTN entered the wind energy market via the establishment of
Seohan-NTN Bearing Company. This was a joint-venture with Seohan in South Korea.
Additionally, NTN Driveshaft do Brasil and NTN Noto Corporation were formed for
constant velocity joints and industrial machinery bearings. Most recently, however, NTN
partnered with Luoyang LYC to distribute bearings in China, with mass production in the
country expected to begin in 2012.

VISION:
 Vision without Action is merely a dream. Vision with Action can change the world.
 The FKL Vision – To be reckoned as one of the leading players in the Industrial
Bearings segment in India.

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  We aim to be amongst the top 6 leading brands (in terms of market share) in Industrial
bearing segment by 2020. FKL is a brand asked for by its name, preferred for its
1unsurpassed quality and associated with organizations whose zeal and values are
high like that of the brand itself.
 Our vision serves as the beacon and guides every aspect of our business by describing
what is needed for achieving sustainable and quality escalation.

MISSION:
To be the ‘chosen one’ among our customers by serving them with:
 World-Class products & services at competitive prices.
 Just in time (JIT) delivery assurance.
 Application Optimized Solutions.
 Solutions to improve their rotational efficiency & effectiveness, in turn making them
more successful and profitable.

CORE VALUE

MODEL OF EXCELLENCE

INTEGRITY

 To implement best practices and set superior standards in our work processes & methods.
 To possess upright characters and steadfastly adhering to high moral principles and
professional standards.

NURTURE

 To educate and develop our people for growth, whilst providing them with care and
welfare.

DILIGENCE

 To show persistent effort and hard work.

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Objectives

 Objective , an element in a camera or microscope

 The Objective, a 2008 science fiction horror film

 Objective pronoun, a personal pronoun that is used as a grammatical object

 Objective Productions, a British television production company

QUALITY POLICY

Constant quality advances make VAT the worldwide leading company for vacuum
valves. Therefore, our comprehensive quality objectives are focused on immediate market
needs. VAT quality is achieved through continuous improvement of all activities, processes
and with the support of our process management system.

COMPETITORS

SKF bearings

FAG bearings

TIMKEN bearing

NBC bearings

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17
 1.9 PRODUCT PROFILE

Rolling bearings
Rolling bearings are bearings that support loads and function with the rolling motion that
occurs between parts moving relative to one another.

Plummer blocks
Plummer blocks are assemblies consisting of spherical roller bearings or self-aligning ball
bearings, and a housing with a bolt hole mounting seat parallel to the bearing center axis.
Bearing units
Bearing units are unit products with ball bearings mounted within housings.

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Sliding bearings
Slide bearings are the name of bearings that allow relative movement of sliding friction shafts
and surfaces. Sliding bearings include oil-impregnated sintered bearings and plastic sliding
bearings, as well as Hydrodynamic Bearphite.

Precision machinery and parts

Constant velocity joints (CVJ)

Constant velocity joints (CVJ) are parts of driveshafts that are used to transmit rotational
movement, so that both the input shaft and output shaft are always rotating efficiently at a
constant speed, regardless of their angle, ensuring that torque is transmitted smoothly.

Auto tensioners
An abbreviation of automatic tensioner, auto tensioners are devices that adjust and maintain
the tension of the timing belt or timing chain in a vehicle engine. They play a vital role in
extending the operating life of the belts or chains, and also help to reduce excess operating
noise.

Clutches
Clutches are mechanical devices that control how rotational force is transmitted. They include
one-way clutches that transmit force in one direction and run free in the opposite direction,
two-way clutches that can be switched to transmit or run free in either direction, and torque
diode TM that rotates the output shaft when the input shaft rotates.

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Electric Motor and Actuator
The Electric Motor and Actuator is a module product that combines NTN's core technologies
of bearings and ball screw product technology with motor design technology and electrical
control technology.

Linear motion products

Linear modules are linear motion units which incorporate high-performance linear guide
bearings into an aluminum frame, and move a work stage through motor drive. A linear guide
is a type of linear guide bearing comprised of a guide rail, runner block and rolling element.
In all cases, size selection and design can be done to suit the application and purpose, with
sizes ranging from small to large, and options such as long stroke and heavy object transport.

Parts feeders
Parts feeders are devices that automatically align a wide variety of work pieces such as
mechanical parts, electronic parts, plastic parts, chemicals, pharmaceuticals and food
products, and feed them to automated machinery through chutes or other delivery systems.

EV System
EV systems cover motor, sensor and control technology for electric vehicles (EV). In-wheel
Motor System and Two Motor On-board Drive System have been developed and proposed as
drive systems, together with Electromechanical Brake System with Parking Brake for
braking, and Rear-wheel Independent Steering System for steering.

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Condition monitoring system (CMS)
The Condition Monitoring System (CMS) are devices used for monitoring devices remotely,
and detecting and diagnosing failures by regularly acquiring data from mounted sensors
covering characteristics such as vibrations, displacement and temperature.

Composite Material Products

Composite material products include sliding bearings and electronic and machine parts made
of plastic (BEAREE), sintered metal (BEARPHITE) and magnetic material (NIKAMET), as
well as elemental parts and products featuring a combination of these composite materials.

Aftermarket parts and maintenance

Aftermarket parts and maintenance

A range of support tools designed to allow customers to conduct inspection and maintenance
of machinery safely and efficiently, including installation and removal of bearings, and
measuring gaps.

Green Energy Products

NTN Hybrid Street Light

A street light that can turn on LED lights using power generated by both solar power and
wind power. The street light has a built-in storage battery that can store up to 5 days’ worth
of power and the LED lights turn on during a power outage. A product that contributes to
creating communities that are safe and disaster-resistant.

21
NTN Micro Hydro Turbine
A compact hydro turbine that generates power using water flow. Can be easily installed in
such as agricultural water channels. Generated power can be used as a private power supply
for such as farmers and factories. A product that contributes to safe supply of energy and
regional development as a locally produced and consumed energy source.

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 CHAPTER-2
2.1 REVIEW OF LITERATURE

Kadian W. Wanyama & S.N. Mutsotso (1995), “ Relationship between capacity building
and employee morale of commercial banks in Kenya” , Africa Journal of History and
Culture:This paper is based on a research project carried out on commercial banks in
Kakamega central District, Kenya focusing on the influence of employee productivity on
organisational performance as how employee morale leads to customer satisfaction. The
results from this study add to the individual is physically present at a job and also the degree
to which he or she is “mentally present” or efficiently functioning while present at a job.
Companies must address employee’s morale, health and moral in order to maintain high work
productivity.

Komal Khalid Bhatti & Tahir Masood Qureshi (1996), “ Impact of Employee
Participation on Job morale, Employee Commitment and Employee Productivity ”,
International Review of business Research Papers: It is widely believed that the employee
participation may affect employee’s job satisfaction; employee productivity, employee
commitment and they all can create comparative advantage for the organization. The main
intention of this study was to find out relationship among employee participation, job
satisfaction, employee productivity and employee commitment. Increasing employee
participation will have a positive effect on employee’s job morale, employee morale and
employee productivity.

Alex Edmans(1997), “Does the stock market fully value intangibles? Employee morale and
equity prices”, Journal of Financial Economics: This paper analyzes the relationship between
employee morale and long-run stock returns. This paper finds that firms with high levels of
employee morale generate superior long-horizon returns, even when controlling for
industries, factor risk, or abroad set of observable characteristics .These findings imply that
the market fails to incorporate intangible assets fully in to stock valuations even if the
existence of such assets is verified

Dr. R. Anitha (1998) , “ A study on employee morale of Paper Mill Employees with special
reference to Udumalpet and Palani Taluk ” Journal of Management and Science : Employee
is a back bone of every organization, without employee no work can be done

23
So employee’s morale is very important. The main aim of this study is to analyze the morale
level of paper mill employees. The organizations lack the relationship between workers and
supervisors, ,working conditions, Canteen, rest room facilities, rewards, recognition and
promotion policy , reward system of the employees and promotions must be given based on
merit, educational qualification and experience, and if these factors are given little more care,
the company can maintain high level of morale, organizational commitment and involvement.
This will in turn lead to effectiveness and efficiency in their work which leads to increased
productivity.

Petri Bodkerman & Pekka Ilmakunnas (1999), “ The employee morale-productivity

nexus: A study using matched survey and register data ”, Helsinki Center of Economic
Research: Discussion Paper No. We examine the role ofemployee morale in the
determination of establishment-level productivity. We have explored the role of job
satisfaction in the determination of establishment-level productivity. The estimates based on
the Olley-Pakes approach reveal that employee morale is statistically significant determinant
of total factor productivity in the manufacturing sector. Furthermore, job satisfaction is not
positively related to turnover per employee in a larger sample that covers also non-
manufacturing establishments. The pattern prevails in all estimated models. This is an
interesting observation, because some of the earlier studies have used turnover or sales per
employee as the measure of establishment performance.

Daljeet Singh Wadhwa, Manoj Verghese & Dalvinder Singh Wadhwa (2000) “ A Study
on Factors Influencing Employee employee morale - A Study in Cement Industry of
Chhattisgarh” International Journal of Management & Business studies: This study focuses
on impact of various factors on job satisfaction. It has been found out that all the three
variables that are environmental, organizational and behavioral factors have a positive impact
on employee morale. It means that if the employees are treated equally and fairly and they are
properly supervised, their level of satisfaction can be increased towards their job.
Organizational factors will thus contribute to employee morale. Hence from this research it
can be concluded that organizational factors are the most important aspect for morale of the
employees in a company. Volume 6 Num

Dr. Samina Nawad & Komal Bhatti (2001), “ Influence of Employee Compensation on
organizational commitment and employee moral.

24
A case Study of Educational Sector of Pakistan”, International Journal of Business and Social
Science.The aim of this research study is to build an understanding regarding the impact of
employee compensation on their job satisfaction and employee’s organizational commitment
among Pakistani university teachers. Enhancing organizational commitment, eventually result
in their higher employee commitment, enhancing retention and they will perform better. This
study also aims to develop a course of action for university’s administration to come up with
practices which would enable them to attract and retain top level faculty at their institutions.

Sakthivel Rani, Kamalanabhan & Selvarani(2002), “ Work / Life Balance Reflections on

Employee morale ” , Serbian Journal of Management: The aim of this research is to analyze
the relationship between employee morale and work/life balance. The study was conducted
on a total of 210 respondents working in IT organization. This study makes a contribution to
join two distinct research streams, namely employee satisfaction, and work/life balance.
Findings suggest that high correlation exists between work task and employee morle with a
mediator variable namely work-life balance.

Padmakumar Ram, Swapna Bhargavi & Gantasala V. Prabhakar (2003), “Work

Environment Service Climate, and Customer Satisfaction: Examining Theoretical and
Empirical Connections”, International Journal of Business and Social Science:The main
objective of this exploratory study was to examine the relationships among service climate,
employee morale, employee engagement, and customer satisfaction. A total of 369 usable
questionnaires were analyzed and the findings indicate that work environment influences
service climate, which in turn influences employee morale.

Meysam Fakharyan, Mohammad Reza Jalilvand, Behrooz Dini & Ebrahim Dehafarin
(2004), “ The Effect of Performance Appraisal morale on Employee’s Output Implying on
the Moderating Role of Motivation in Workplace ”, International Journal of Business and
Management Tomorrow, Today, performance appraisal (PA) has increasingly become part of
a more strategic approach to integrating HR activities and business policies and may now be
seen as a generic term covering a variety of activities through which organizations seek to
assess employees and develop their competence, enhance performance and distribute
rewards. 25 In this paper that has been investigated alternative relationships between
performance appraisal satisfaction and employee outcomes among staff of Saman Gostar
holding company in Iran, Results showed positive relationships between performance

25
appraisal morale with work performance, affective organizational commitment as well as
negative relationship with turnover intention.

Herald Monis & T.N. Sreedhara (2005), “Correlates of Employee morale with
Performance Appraisal System in Foreign MNC BPOs Operating in India”, Annals of the
University of Petrosani, Economics , This paper is based on an empirical study of five foreign
MNC BPO firms operating in India, ranked among the top 100 by the International
Association of Outsourcing Professionals (IAOP) for the year 2009.The level of morale
among the respondents towards the performance appraisal system shows that there is positive
relationship between Employee morale and Performance Appraisal System, it is observed that
Performance Appraisal System has significantly influencing on the satisfaction level of the
employees.

Shelly Gandhi & Dr. Lakhwinder Kang (2006), Customer Satisfaction, (Undated), “Its
Antecedents and Linkage Between Employee morale and Customer Satisfaction” : A Study,
Asian Journal of Business and Management Science: The main aim of this paper is to
consider the issues that are most important, but has not been given relevant importance in the
past i.e. linkage between employee morale and customer satisfaction and employee
prominent role to foster customer satisfaction which drive firm’s profitability. Most firms
who strive to acquire customer satisfaction must satisfy their employee’s needs and wants
first. In this paper, we discuss how employee morale is linked with customer satisfaction.
There is positive relationship between employee satisfaction and customer satisfaction .
Moreover, this paper provides suggestions to improve employee satisfaction to foster
customer satisfaction.

Daniel E. Hallock, Ronald J. Salazar & Sandy Venneman (2007), “Demographic and
Attitudinal Correlates of Employee morale with an ESOP”, British Journal of Management:
The literature review indicated that prior ESOP related studies and management theory
suggests that an ESOP may be associated with numerous favourable individual-level (e.g. job
satisfaction.

Devina Upadhyay & Anu Gupta (2008), “ Morale , Welfare Measures, Job Satisfaction:
The key Mantras for Gaining Competitive Edge”, International Journal of Physical and Social
Sciences, Today most of the theorist has emphasized the importance of human resource as
single most important factors for sustaining competitive edge. Employee welfare relates to all
the benefits which are provided by the organization to provide comfort .

26
This paper seeks to investigate the role played by welfare practices in the process of
motivating Employees. The study explored three prominent factors like communication for
determining morale. The paper attempt to answer various questions like is there any
relationship between morale and welfare measures. Is there any association between
employee welfare measures and satisfaction? Is there any association between employee job
satisfaction and employee morale? The findings supported the notion that a relationship exist
between employee morale and job satisfaction and so between the welfare measures and
satisfaction.

Dr. Navita Nathani , Dr. Simranjeet Kaur Sandhar & Anindita Chakraborty (2009), “
Impact of Employee morale with Compensation on Employee Motivation”, Vishwakarma
Business Review:The main objective of compensation administration are to design a cost-
effective pay structure that will attract, motivate and retain competent employees and that
will also be viewed as fair by these employees. The purpose of this study is to bring out the
importance and impact of effective compensation, which can satisfy the employee, so as to
attract, retain and motivate them. This research was an attempt to find out the relationship of
employee morale with compensation and employee motivation.

Cheri Ostroff (2010) , “ The Relationship Between morale, Attitudes and Performance: An
Organisation Level Analysis”, Journal of Applied Psychology:Previous research has
consistently shown little relationship between job satisfaction , job attitude and performance
for individuals, but little work has investigate this relationship at the organization level of
analysis. This study investigated the relationship employee morale, other job-related attitudes
(commitment, adjustment, and psychological stress) and organizational performance.

Bharati Deshpande, Kirti Arekar , Rashmi Sharma & Sonam Somaiya(2011), “ Effect
of Employee morale on Organisational Performance : An Empirical Study in Hotel Industry”.
Ninth AIMS International Conference on Management: People Management is an important
aspect of organization processes. Also this can help to build in employee commitment
towards the organization.

A well managed business organization normally considers the average employees as the
primary source of productivity gains. The study revealed the relationship between employee
morale levels and the performance of the employees on the basis of their morale levels. The
sample size taken was 105 across all the departments in a leading of the hospitality sector.

27
The data analysis showed that the morale level of the employees in the organization was very
high which resulted in the smooth running of the organization.

Afshan Naseem, Sadia Ejaz Sheikh & Khusro P. Malik(2012) , “ Impact of Employee
morale on Success of Organization: Relation between Customer Experience and Employee
morale”,nteeism, turnover) and firm-level (e.g. productivity, profitability)

28
 CHAPTER-3
3.1 RESEARCH METHODOLOGY
RESEARCH DESIGN

The Research design used in the study was descriptive research design .It includes
surveys and fact-finding requires of different kinds. The major purpose of description
research designs, as it exists at present .The main characteristic of this method is that the
researcher has no control of variables ; he can report only what has happened or what is
happening .

SAMPLING

POPULATION

The population comprises of 150 employees .

FRAME

The frame comprises the employees of goods NTN NEI Ltd, chengalpattu.

SAMPLE SIZE

The universe of the study includes workers above.Goods NTN NEI Ltd
,chengalpattu,the total number of employee is 150. employees are selected 100 for the study.

DATA COLLECTION METHOD

Primary data collection ws done through structured questionnaire .Secondary data was
collected from company records.

PRIMARY DATA

Primary data are those which are collected a fresh and for the first time and thus
happen to be original in character. Primary data can be collected either through experiment or
through survey.

SECONDARY DATA

29
 The secondary data on the other hand are those which have already been collected by
someone else and which have already been passes through the statistical process.

DATA COLLECTION INSTRUMENT

The instrument used for the collecting data was a structured questionnaire. The
questionnaire consisted of 24 questions, with a combination of open ended and close ended
questions.

STATISTICAL TOOLS USED

This researcher has used the following statistical tools:

1. Simple percentage

SIMPLE PERCENTAGE METHOD

A Percentage analysis method is the tools use by the researcher re reduced in the
standard form with base to100for the analysis and interpretation. Through the use of
percentages the data are reduced in the standard form with base to 100 which fact facilities
relative comparisons. In the percentage analysis , percentage is calculated by multiplying the
number of respondents into hundred and it is divided by the sample size.

STATISTICAL TOOLS

Persentage analysis is used in this study . In this study the statistical tools applied
are,

 Chi square test

 Correlation co-efficient

PERCENTAGE

Percentage is used making comparison between two or more series of data

percentage and also to relationship. It can also be used to compare to relative term , the
distribution of two or more series of data.

Percentage analysis = (No. of respondent/Total no. of respondent)×100

30
 In this research various percentage are identified in the analysis and they are
presented pictorially by way of bar diagrams, pie diagrams, and line chart in order to have
better understanding.

Percentage of respondednts

Number of respondents ×100

= Total respondents

Chi square test

 The test is a technique throughible for all research the use of which it is
possible for all researchers to
 Test the goodness of fit
 Test the significance of association between two attributes and
 Test the homogeneity or the significance of population variance

Chi square test is calculated as follows:

χ2 Cal = Ʃ (Oi-Ei)2 / Ei

Where , Oi = observed frequency level of attitude of employees

Ei = expected frequency level of attitudes of employees

Expected frequency

Number of respondents

= Total number of respondents

31
CORRELATION COEFFICIENT

Correlation analysis is the tool used to which two variables are linearly related to
each other measure the degree of association between two variables. correlation can be study
in various methods.

The correlation coefficient between X and Y as

32
 CHAPTER – IV
4.1 DATA ANALYSIS AND INTERPRETATION
DATA ANALYSIS
The data, after collection has to be processed and analyzed in accordance with the
outline laid down for the purpose at the time of developing the research plan. This is essential
for a scientific study and for ensuring that we have all relevent data. Processing implies
editing, coding, classification and tabulation of collected data so that the a acquiescent to
analysis.

The term analysis refers to the computation certain measure along with the searching
for patterns of relationship that exist amonmg data groups. Thus in this process of analysis,
relationship or differences supporting or conflicting with original or new hypothesis should
be subjected to statistical test of significance to determine with what validity data can be to
indicate any conclusions.

Analaysis of data in a general way involves a number of closely related operation that
are performated with the purpose of summarized the collecting data and organizing these in
such a manner that they answer the research question.

33
 TABLE – 4.1.1
TABLE SHOWING THE AGE OF RESPONDENTS

S. NO AGE NO. OF RESPONDENTS PERCENTAGE

1 Below 20 0 0%

2 20-30 44 44%

3 30-40 36 36%

4 40-50 20 20%

5 Above 50 0 0%

Total 100 100%

INFERENCE:

The above table shows that 44% of respondents are between 20 to 30 age group,
36% of respondents are between 30 t0 40 age group and 20% are between 40 to 50 age group.

34
 CHART– 4.1.1
CHART SHOWING THE AGE OF RESPONDENTS

35
 TABLE – 4.1.2
TABLE SHOWING THE GENDERS OF RESPONDENTS

S.NO GENDERS NO OF RESPONDENRTS PERCENTAGE

1 Male 79 79%

2 Female 21 21%

TOTAL 100 100%

INFERENCE:

From the above table and chart, it can be inferred that 28% of the employees are male
and 62% of the employees are female.

36
 CHART - 4.1.2
CHART SHOWING THE GENDERS OF RESPONDENTS

37
 TABLE – 4.1.3
TABLE SHOWING THE EDUCATION QUALIFICATION OF RESPONDENTS

S. EDUCATIONAL NO. OF PERCENTAGE

NO QUALIFICATION RESPONDENTS

1 School level 16 16%

2 Diploma 0 0%

3 Graduates 44 44%

4 Post Graduates 28 28%

5 Professionals 12 12%

Total 100 100%

INFERENCE:

The above table shows that 44% of respondents are Graduates, 28% of respondents
are Post Graduates, 16% of respondents are School level and 12% of respondents are
professionals.

38
 CHART – 4.1.3
CHART SHOWING THE EDUCATION QUALIFICATION OF RESPONDENTS

39
 TABLE – 4.1.4
TABLE SHOWING THE WORKING EXPERIENCE OF RESPONDENTS

S. NO WORKING EXPERIENCE NO. OF RESPONDENTS PERCENTAGE

1 Less than 1 Year 28 28%

2 1-3 Years 44 44%

3 3-5 Years 16 16%

4 5-10 Years 8 8%

5 Above 10 Years 4 4%

Total 100 100%

INFERENCE:

The above table shows that 44% of respondents have 1 to 3 years of experience,
28% of the respndents have less than one year of experience and 4% of respondents have
above 10 years of experience.

40
 CHART– 4.1.4
CHART SHOWING THE WORKING EXPERIENCE OF RESPONDENTS

41
 TABLE – 4.1.5
TABLE SHOWING THE OPINION ABOUT JOB SATISFIECATION OF
RESPONDENTS

S. NO JOB SATIFICATION NO. OF RESPONDENTS PERCENTAGE

1 Highly Satisfied 40 40%

2 Satisfied 50 50%

3 Neutral 4 4%

4 Dissatisfied 6 6%

5 Highly dissatisfied 0 0%

Total 100 100%

INFERENCE:

The above shows that 50% of respondents are satisfied with their job, 40% of
respondents are highly satisfied with their job and 6% respondents are dissatisfied with their
job.

42
 CHART – 4.1.5
CHART SHOWING THE OPINION ABOUT JOB SATISFIECATION OF
RESPONDENTS

43
 TABLE – 4.1.6
TABLE SHOWING THE OPINION ABOUT ORGANISATION’S BENEFITS OF
RESPONDENTS

S. NO ORGANISATION’S BENEFITS NO. OF RESPONDENTS PERCENTAGE

1 Highly Satisfied 16 16%

2 Satisfied 48 48%

3 Neutral 24 24%

4 Dissatisfied 8 8%

5 Highly dissatisfied 4 4%

Total 100 100%

INFERENCE:

The above table shows that 48% are satisfied with their organisation’s benefits, 24%
of respondents are beutral with the benefits and 4% of respondents are highly dissatisfied
with the benefits.

44
 CHART – 4.1.6
CHART SHOWING THE OPINION ABOUT ORGANISATION’S BENEFITS OF
RESPONDENTS

45
 TABLE – 4.1.7

TABLE SHOWING THE OPPORTUNITIES FOR IMPROVEMENT & SELF

DEVELOPMENT OF RESPONDENTS

S. NO OPPORTUNITIES NO. OF RESPONDENTS PERCENTAGE

1 Very often 26 26%

2 Often 32 32%

3 Sometimes 22 22%

4 Rarely 8 8%

5 Very rarely 12 12%

Total 100 100%

INFERENCE:

The above table shows that 32% of respondents are often having opportunities for
improvement and self development, 26% have very often and 12% of respondents have
rarely.

46
 CHART – 4.1.7
CHART SHOWING THE OPPORTUNITIES FOR IMPROVEMENT & SELF
DEVELOPMENT OF RESPONDENTS

47
 TABLE – 4.1.8
TABLE SHOWING THE WORK ENVIRONMENT OF RESPONDENTS

S. NO ENVIRONMENT NO. OF RESPONDENTS PERCENTAGE

1 Very good 14 14%

2 Good 8 8%

3 Satisfactory 26 26%

4 Poor 0 0%

5 Very Poor 52 52%

Total 100 100%

INFERENCE:

The above tables shows that 26% of respondents are satisfactory with the work
environment, work environment is very good for 14% of respondents but 52% of respondents
are hoghly dissatisfied with the work environment.

48
 CHART – 4.1.8
CHART SHOWING THE WORK ENVIRONMENT OF RESPONDENTS

49
 TABLE – 4.1.9
TABLE SHOWING THE JOB RESPONSIBILITIES

S. NO JOB RESPONSIBILITY NO. OF RESPONDENTS PERCENTAGE

1 10%-20% 34 34%

2 20%-30 56 56%

3 30%-40% 8 8%

4 40%-50% 2 2%

5 Above 50% 0 0%

Total 100 100%

INFERENCE:

The above table shows that 56% of respondents feel that they have good job
responsibilities, 34% of them have very good responsibilities and for 2% responsibility is
poor.

50
 CHART – 4.1.9
CHART SHOWING THE JOB RESPONSIBILITIES

51
 TABLE – 4.1.10
TABLE SHOWING THE SUPERIORS AND CO-WORKERS RELATION OF
RESPONDENTS

S. NO RELATION NO. OF RESPONDENTS PERCENTAGE

1 Very good 36 36%

2 Good 44 44%

3 Satisfactory 12 12%

4 Bad 8 8%

5 Very Bad 0 0%

Total 100 100%

INFERENCE:

The above table shows that the superior and co-workers relation is good for 46% of
respondents, 36% of respondents feel very good and for 8% respondents relation is bad.

52
 CHART – 4.1.10
CHART SHOWING THE SUPERIORS AND CO-WORKERS RELATION OF
RESPONDENTS

53
 TABLE – 4.1.11
TABLE SHOWING THE POLICIES & ADMINISTARTION PRACTICES OF
RESPONDENTS

S. NO POLICIES & PRACTICES NO. OF RESPONDENTS PERCENTAGE

1 Stongly agree 28 28%

2 Agree 40 40%

3 Neutral 30 30%

4 Disagree 2 2%

5 Stongly disagree 0 0%

Total 100 100%

INFERENCE:
The above table shows that 40% of respondents agree with the policies and
administration practies of the organization and 2% are disagreeing with the policies and
administration practices.

54
 CHART– 4.1.11
CHART SHOWING THE POLICIES & ADMINISTARTION PRACTICES OF
RESPONDENTS

55
 TABLE – 4.1.12
TABLE SHOWING THE OPINION WORKLOAD OF RESPONDENTS

S. NO WORKLOAD NO. OF RESPONDENTS PERCENTAGE

1 Overload 24 24%

2 Moderate 64 64%

3 Under load 8 8%

4 Optimal 4 4%

5 No work 0 0%

Total 100 100%

INFERENCE:

The above table shows that for 64% of respondents the work load is moderate, for
24% it is overload and for 4% it is optimal.

56
 CHART – 4.1.12
CHART SHOWING THE OPINION WORKLOAD OF RESPONDENTS

57
 TABLE – 4.1.13
TABLE SHOWING THE AVAILING LEAVE OF RESPONDENTS

S. NO AVAILING LEAVE NO. OF RESPONDENTS PERCENTAGE

1 Very often 8 8%

2 Often 12 12%

3 Sometimes 24 24%

4 Rarely 20 20%

5 Very Rarely 36 36%

Total 100 100%

INFERENCE:

The above table shows that 36% of respondnets avail leave very rarly, 24% avail
sometimes, and 8% of respondents avail leave very often.

58
 CHART – 4.1.13
CHART SHOWING THE AVAILING LEAVE OF RESPONDENTS

59
 TABLE – 4.1.14
TABLE SHOWING THE OPINION ABOUT JOB CHALLENGES OF
RESPONDENTS

S. NO JOB CHALLENGES NO. OF RESPONDENTS PERCENTAGE

1 Yes 78 78%

2 No 22 22%

Total 100 100%

INFERENCE:

The above table shows that 78% of the respondents agree that they use to get
chellenges jobs, 22% has no opinion about this and 4% of respondents are strongly
disagreeing.

60
 CHART – 4.1.14
CHART SHOWING THE OPINION ABOUT JOB CHALLENGES OF
RESPONDENTS

61
 TABLE – 4.1.15
TABLE SHOWING THE OPINION ABOUT CREATIVE JOB OF RESPONDENTS

S. NO CREATIVE NO. OF RESPONDENTS PERCENTAGE

1 Very often 24 24%

2 Often 50 50%

3 Rarely 22 22%

4 Very rare 6 4%

5 Not at all 0 0%

Total 100 100%

INFERENCE:
The above table shows that 50% of respondnets often get creative jobs, 24% get very
often and 4% of respondents get creative jobs very rarely.

62
 CHART – 4.1.15
CHART SHOWING THE OPINION ABOUT CREATIVE JOB OF RESPONDENTS

63
 TABLE – 4.1.16
TABLE SHOWING THE OPPORTUNITIES TO UPDATE KNOWLEDGE AND
SKILLS OF RESPONDENTS

S. NO UPDATE KNOWLEDGE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 38 38%

2 Agree 50 50%

3 No Opinion 8 8%

4 Disagree 2 2%

5 Strongly disagree 0 0%

Total 100 100%

INFERENCE:

The above table shows that 50% of respondents agree that they use to get
opportunities to update knowledge and skills, 2% of respondent agree.

64
 CHART – 4.1.16
CHART SHOWING THE OPPORTUNITIES TO UPDATE KNOWLEDGE AND
SKILLS OF RESPONDENTS

65
 TABLE – 4.1.17
TABLE SHOWING THE OPINION ABOUT SETTING GOALS OF RESPONDENTS

S. NO GOAL SETTING NO. OF RESPONDENTS PERCENTAGE

1 Yes 84 84%

2 No 16 16%

Total 150 100%

INFERENCE:

The above table shows that 84% of respondents set their furture goals and 16% of
respondents do not set their future goals.

66
 CHART – 4.1.17
CHART SHOWING THE OPINION ABOUT SETTING GOALS OF RESPONDENTS

67
 TABLE – 4.1.18
TABLE SHOWING THE APPRECIATION FOR QUALITY WORK OF
RESPONDENTS

S. NO APPRECIATION NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 40 40%

2 Agree 44 44%

3 Neutral 10 10%

4 Disagree 4 4%

5 Strongly disagree 2 2%

Total 100 100%

INFERENCE:

The above table shows that 44% of respondents agree that they use to get appreciation
for their work and 2% disagree that they get apprecation for their work.

68
 CHART – 4.1.18
CHART SHOWING THE APPRECIATION FOR QUALITY WORK OF
RESPONDENTS

69
 TABLE – 4.1.19
TABLE SHOWING THE OPINION ABOUT HEALTH, SAFETY AND SOCIAL
SERVICE OF RESPONDENTS

S. NO SOCIAL ENVIRONMENT NO. OF RESPONDENTS PERCENTAGE

1 High satisfied 28 28%

2 Satisfied 56 56%

3 Neutral 8 8%

4 Dissatisfied 4 4%

5 High dissatisfied 4 4%

Total 100 100%

INFERENCE:

The above table shows that 56% of respondnets are satisfied with the health, safety
and social services and 4% of respondents are highly dissatisfied.

70
 CHART – 4.1.19
CHART SHOWING THE OPINION ABOUT HEALTH, SAFETY AND SOCIAL
SERVICE OF RESPONDENTS

71
 TABLE – 4.1.20
TABLE SHOWING THE INDEPENDENCE TO EXPRESS YOUR VIEWS OR IDEAS
TO SUPERIORS OF RESPONDENTS

S. NO INDEPENDENCE NO. OF RESPONDENTS PERCENTAGE

1 Strongly agree 46 46%

2 Agree 24 24%

3 Neutral 12 12%

4 Disagree 10 10%

5 Strongly disagree 8 8%

Total 100 100%

INFERENCE:

The above table shows that 24% of respondents agree that they use independence to express
your views or ideas to superiors and 10% disagree that they independence to express your
views or ideas to superiors.

72
 CHART – 4.1.20
CHART SHOWING THE INDEPENDENCE TO EXPRESS YOUR VIEWS OR
IDEAS TO SUPERIORS OF RESPONDENTS

73
 TABLE – 4.1.21
TABLE SHOWING THE COMMITTED WITH YOUR JOB OF RESPONDENTS

S. NO INDEPENDENCE NO. OF RESPONDENTS PERCENTAGE

1 Full Committed 56 56%

2 Partially 34 34%

3 Lack of Committed 10 10%

4 Not at all 0 0%

5 Depend upon the committed 0 0%

Total 100 100%

INFERENCE:

The above table shows that 34% of respondents partially and 10% lack of committed
with your job.

74
 CHART – 4.1.21
CHART SHOWING THE COMMITTED WITH YOUR JOB OF RESPONDENTS

75
 TABLE – 4.1.22
TABLE SHOWING THE OPINION ABOUT PROVIDING SUGGESTIONS OF
RESPONDENTS

S. NO PROVIDING SUGGESTIONS NO. OF RESPONDENTS PERCENTAGE

1 Very often 20 20%

2 Often 52 52%

3 Rarely 20 20%

4 Very rare 0 0%

5 Not at all 8 8%

Total 100 100%

INFERENCE:

The above table shows that 52% of respondnets often provide suggestions to the
management, 20% of respondents very often provide suggestions and 8% are not all involved
in this.

76
 CHART – 4.1.22
CHART SHOWING THE OPINION ABOUT PROVIDING SUGGESTIONS OF
RESPONDENTS

77
 TABLE – 4.1.23
TABLE SHOWING THE JOB SECURITY IN YOUR COMPANY OF
RESPONDENTS

S. NO JOB SECURITY NO. OF RESPONDENTS PERCENTAGE

1 Yes 65 65%

2 No 35 35%

Total 150 100%

INFERENCE:

The above table shows that 65% of respondnets will job security, but 35% of
respondents may job security of the company.

78
 CHART – 4.1.23
CHART SHOWING THE JOB SECURITY IN YOUR COMPANY OF
RESPONDENTS

79
 TABLE – 4.1.24
TABLE SHOWING THE LEVEL OF COMMUNICATION BETWEEN
SUPERVISOR & WORKER

S. NO OPINION NO. OF RESPONDENTS PERCENTAGE

1 High 28 28%

2 Low 52 52%

3 Moderate 20 20%

4 None 0 0%

5 Not at all 0 0%

Total 100 100%

INFERENCE:

The above table shows that 52% of respondnets low level of communication between
supervisor & worker, 20% of respondents morderate supervisor & worker.

80
 CHART – 4.1.24
CHART SHOWING THE LEVEL OF COMMUNICATION BETWEEN
SUPERVISOR & WORKER

81
 TABLE – 4.1.25
TABLE SHOWING THE OPINION ABOUT THE FELLOW WORKERS IN YOUR
OPINION

S. NO SOCIAL ENVIRONMENT NO. OF RESPONDENTS PERCENTAGE

1 Good 28 28%

2 Satisfactory 56 56%

3 Not Satisfactory 8 8%

4 High Satisfactory 4 4%

5 Neutral 4 4%

Total 100 100%

INFERENCE:

The above table shows that 56% of respondnets are satisfied with the health, safety
and social services and 4% of respondents are highly dissatisfied.

82
 CHART – 4.1.25
CHART SHOWING THE OPINION ABOUT THE FELLOW WORKERS IN YOUR
OPINION

83
 TABLE – 4.1.26
TABLE SHOWING THE SATISFIED WITH YOUR WORKING HOURS OF
RESPONDENTS

S. NO SOCIAL ENVIRONMENT NO. OF RESPONDENTS PERCENTAGE

1 High satisfied 55 55%

2 Satisfied 35 35%

3 Neutral 8 8%

4 Dissatisfied 2 2%

5 High dissatisfied 0 0%

Total 100 100%

INFERENCE:
The above table shows that 35% of respondnets are satisfied with your working hours
and 8% of respondents are highly dissatisfied.

84
 CHART – 4.1.26
CHART SHOWING THE SATISFIED WITH YOUR WORKING HOURS OF
RESPONDENTS

85
 TABLE – 4.1.27
TABLE SHOWING THE COMPANY TAKES CARE OF YOUR HEALTH AND
SECURITY AS PER COMPANY LAW OF RESPONDENTS

S. NO INDEPENDENCE NO. OF RESPONDENTS PERCENTAGE

1 Agree 48 48%

2 Strongly Agree 24 24%

3 Neutral 14 14%

4 Disagree 8 8%

5 Strongly disagree 6 6%

Total 100 100%

INFERENCE:

The above table shows that 24% of respondents Strongly agree company take care of
your health and security as per company law and 8% disagree that company take care of your
health and security as per company law.

86
 CHART – 4.1.27
CHART SHOWING THE COMPANY TAKES CARE OF YOUR HEALTH AND
SECURITY AS PER COMPANY LAW OF RESPONDENTS

87
4.2 STATISTICAL ANALYSIS

The role of the statistical is functioning a tool, in, designing research, analyzing its
data and drawing conclusion there from. The important statistical tools used in analysis are,

 Chi – square test

 Correlation co-efficient Method

4.2.1 CHI-SQUARE TEST

The chi-square test, that test for significance difference between the observed
distribution of data among categories and the expected distribution based on the null
hypothesis

Chi-square test, also known has non-parametric test or a distribution free test is used
when it is impossible to make any assumptions about populations or when the researcher is
unable to estimate population’s parameters. The main advantage of using non-parametric test
is that, the researcher can analyze qualitative data. The name Chi-Square is generally denoted
y the symbol (x )
2

Formula:

Chi-Square = ∑ (Oi-Ei)²/E

Where I = 1,2,3,….

Oi: Observed Frequencies

Ei: Expected Frequencies

88
 4.2.1 CHI –SQUARE TEST
AIM: To find significant relationship between satisfaction with present job and satisfaction
with the organization benefit.

Null Hypothesis (H0): There is no significant relationship between satisfaction with present
job and level of satisfaction with the organization benefits.

Alternative Hypothesis (H1): There is significant relationship between satisfaction with

present job and level of satisfaction with the organization benefits.

The questions taken for the Chi-square analysis question No 2 & 3

Chi-square test between preference of satisfaction with present job and satisfaction with the
organization benefit.

Particulars X Y Total

Highly Satisfied 40 16 56

Satisfied 50 48 98

Neutral 4 24 28

Dissatisfied 6 8 14

Highly Dissatisfied 0 4 4

100 100 200

Chi square calculation

Expected frequency

56X 100
E(40) = -------------- = 28
200

98 X 100
E(50) = -------------- = 49
200

89
 28 X 100
E(4) = -------------- = 14
200

14 X 100
E(6) = -------------- = 7
200

4 X 100
E(4) = -------------- = 2
200

56X 100
E(10) = -------------- = 28
200

98 X 100
E(48) = -------------- = 49
200

28 X 100
E(24) = -------------- = 14
200

14 X 100
E(8) = -------------- = 7
200

4 X 100
E(4) = -------------- = 2
200

Calculation of Chi-square techniques

90
Oi Ei Oi-Ci (Oi-Ei) (Oi-EEi)2

40 28 12 144 5.147

16 28 -12 144 5.147

50 49 1 1 0.020

48 49 -1 1 0.020

4 14 -10 100 7.142

24 14 10 100 7.142

6 7 -1 1 0.142

8 7 1 1 0.142

0 2 -2 4 2

4 2 2 4 2

28.892

Formula:

X = (Oi-Ei)2 --- Ei
i
2

Degree of freedom
=(C-1)(R-1)
= (5-1)(2-1)
= (4)(1)
=1
Significance level = 4% (or) 0.004
Table value = 0.0074 = 9.40
28.892>9.40
CV>T.V
H rejected
o

H is accepted, that is giving compared satisfied in the job .

1

91
Conclusion:
Since the calculated value 28.892 is greater than the table of 9.46 at 5% level of
significance. Hence the (h˳) null hypothesis is rejected and (h1) alternative hypothesis
accepted .Hence we conclude , there is a significant difference between satisfaction with
present job and level of satisfaction with the organisation benefits.

92
 4.2.2 CORRELATION COEFFICIENT
Correlation analysis is the tool used to measure the degree to which two variables are
linearly related to each other measure the degree of association between two variables.
Correlation can be study in various methods.
The correlation coefficient between X and Y as

r=n(∑xy)-(∑x)(∑y)[n(∑x2)- (∑x)2] [n(∑y2)-(∑y)2]

Where, r = correlation coefficient

n = No of Samples,
x & y = variables
The questions taken for the correlation analysis question No 16 & 18

Particulars X Y XY X Y 2 2

Strongly Agree 40 38 1520 1600 1444

Agree 44 50 2200 1936 2500
Neutral 10 8 80 100 64
Disagree 4 2 8 16 4
Strongly Disagree 2 2 4 4 4
Total 100 100 3812 3656 4016

r=n(∑xy)-(∑x)(∑y)[n(∑x2)- (∑x)2] [n(∑y2)-(∑y)2]

=5(3812)- (100)(100)[5(3656)-(100)2][5(4016)-(100)2]

=19060-100005(3656)-(10000)(5(4016)-(10000)

=19060-10000(18280-10000)(20080-10000)

= 9060(8280)(10080)

= 90609135.775
Calculated value = 0.991
Result:
There is a positive correlation between health,safety,social service and commitment of
their job.

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 CHAPTER - V

5.1 FINDINGS

 It is found that Majority of 44% of respondents are between 20 to 30 age group of the
respondents.
 It is found that Majority 79% of the employees are male categories.
 It is found that It is forward that majority of 44% of respondents are Graduates
persons.
 It is found that Majoroty of 44% of respondents have 1 to 3 years of experience of the
company.
 It is found that 50% of respondents are satisfied with their job.
 It is found that 48% are satisfied with their organisation’s benefits of employee.
 It is found that 32% of respondents are often having opportunities for improvement
and self development.
 It is found that 52% of respondents are highly dissatisfied with the work environment.
 It is found that 56% of respondents feel that they have good job responsibilities.
 It is found that the superior and co-orkers relation is good for 44% of respondents of
the employee.
 It is found that 40% of respondents agree with the policies and administration practies
of the organization.
 It is found that 64% of respondents the work load is moderate.
 It is found that 40% of respondents agree with the policies and administration practies
of the organization.
 It is found that 64% of respondents the work load is moderate.
 It is found that 36% of respondnets avail leave very rarly.
 It is found that 78% of the respondents agree that they use to get chellenging jobs
 It is found that 50% of respondnets often get creative jobs.
 It is found that 50% of respondents agree that they use to get opportunities to update
knowledge and skills.
 It is found that 84% of respondents set their furture goals.
 It is found that 44% of respondents agree that they use to get appreciation for their
work.

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 It is found that 56% of respondnets are satisfied with the health, safety and social
services.
 It is found that 24% of respondents agree that they use independence to express your
views or ideas to superiors
 It is found that 34% of respondents partially in employee empowerment.
 It is found that 52% of respondnets often provide suggestions to the management of
company.
 It is found that 65% of respondnets will job security of the company.
 It is found that 52% of respondnets low level of communication between supervisor &
worker.
 It is found that 56% of respondnets are satisfied with the health, safety and social
services.
 It is found that 35% of respondnets are satisfied with your working hours.
 It is found that 24% of respondents Strongly agree company take care of your health
and security as per company law.
 It is found that the find significant relationship between satisfaction with present job
and satisfaction with the organization benefit from Chi square.
 It is found that job provide opprotunite to update knowledge skills your apprecate
quality work from corrlation.

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 5.2 SUGGESTIONS
Based on the study, the following suggestions are given. The company may look into
these suggestions:

 Improving job satisfaction among employees by implementing appropriate job

enhancement and enrichment techniques.
 Providing adequate compensation and appreciation for quality work.
 Creating jobs that provide opportunity for expression of creativity and competence.
 Planning and implementing training methods for self-development of the work force.
 Creating opportunities that will enable the workers to participate in management
related activities.
 Formulating good polices and administration practices for their employee.

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 5.3 CONCLUSION
Morale in a business organization is an attitude of emotional readiness, which enables
an employee to improve his productivity. When an organization motivates its employees to
high degree, resultant morale in the organization will be equally high. Motivation is the
process and morale is the product. Therefore, continuous monitoring and improvement is
necessary for an organization.

97
 REFERENCE

BIBLIOGRAPHY

1. K. Aswathappa (1997), “Human Resources and Personal Management” Tata

Mcgraw-Hill Publishing Company Limited, New Delhi – 110 001.
2. John M. Ivancevich (2003), “Human Resources and Personal Management”
Tata Mcgraw-Hill Publishing Company Limited, New Delhi – 110 001.
3. C. R. Kothari (2001) “Research Methodology” of Wishwa Prakashan
Publishing, Chennai – 17, Edition
4. C. B. Mamoria and S. V. Gankar (2001), “Personnel Management Text &
Cases”, Himalaya Publishing house Mumbai, XXI Edition.
5. R.S.N. Pillai and V. Bhagavathi (1998), “Statistics” of Sultan Chand and sons,
New Delhi, pp. 132-141, II Edition.
6. Biswaject pattanayak (2001), “Human Resources and Personal Management”
Prentice Hall of India Pvt., Ltd. New Delhi.

WEBSITES:
www.humanresources.com
www.hrguide.co

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 QUESTIONNAIRE

1.Name :
Department :
Grade :
Age
a.below 20 b.20-30 c. 30-40 d.40-50 e.above 50
Sex
a.Male b.Female
Educational qualification
a.school level b.diplomo c.graduates b d.post geraduates e. professional

2 . How much you satisfied with the present job?

a. Highly satisfied b. Satisfied c. Neutral d. Not satisfied e. highly dissatisfied

3. What is your level of satisfaction with the organisation benefits.

a. Highly satisfied b. Satisfied c. Neutral d. Not satisfied e. highly dissatisfied

4. How often do you get opportunities for improvement and self-development?

a. Very often b.Often c. Sometimes d. Rarely e. Very rarely

5. How is your working environment facility in your concern?

a.Very good b. Good c. Satisfactory d.Poor e. Very poor

6. How do you rate job responsibilities?

a. 10%-20% b. 20%-30% c. 30%-40% d.40%-50% e. Above 50%

7. How is your relationship with your superior and coworkers?

a.Very good b. Good c. Satisfactory d.Poor e. Very poor

8. Are you comfortable with the policies and administrative practices of the company?
a. Strongly agree b. Agree c. Neutral d. Disagree e.Strongly disagree

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9. How do you feel about your workload?
a.Overload b.Moderate c.Under load d. Optimal e.Nowork

10. How often you can avail leave?

a.Very often b.Often c.Rarely d.Very rare e.not at all

11. Is the job is challenging enough?

a.YES b.No

12. Does your job allow you to be creative?

a.Very often b.Often c.Rarely d.Very rare e.not at all

13. Does job provide opportunities to update your knowledge and skills?
a. Strongly agree b. Agree c. Neutral d. Disagree e.Strongly disagree

14. Do you set goals for achievement?

a.YES b.No

15. Does the top management appreciate your quality work?

a. Strongly agree b. Agree c. Neutral d. Disagree e.Strongly disagree

16. Your level of satisfaction with the parameters like health safety and social service.
a. Highly satisfied b. Satisfied c. Neutral d. Not satisfied e. highly dissatisfied

17. Do you have the independence to express your views or ideas to superiors?
a. Strongly agree b. Agree c. Neutral d. Disagree e.Strongly disagree

18. How for you are committed with your job?

a.Full committed b.Partially c.Lack of committed d.Not at all e.
Depend upon the commied
19. Does the company take your sugettion for any decision making regarding employee
benefit of the company
a.Very often b.Often c.Rarely d.Very rare e.not at all

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20. Do you have job security in your company?
a.YES b.No

21. Level of communication between supervisor and worker

a. High b.low c.Moderate d.None e.Not at all

22. What is your opinion about the fellow workers in your opinion?
a. Highly satisfied b. Satisfied c. Neutral d. Not satisfied e. highly dissatisfied

23. Are you satisfied with your working hours?

a. Highly satisfied b. Satisfied c. Neutral d. Not satisfied e. highly dissatisfied

24. Do you field that your company take care of your health and security as per company
law?
a. Strongly agree b. Agree c. Neutral d. Disagree e.Strongly disagree

25.Suggestions

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