A

Research Report
on

“Employee Morale”

SUBMITTED TO:
Kurukshetra University, Kurukshetra in partial fulfillment of the
requirements of Master of Business Administration
(Session 2012-13)

Under the Guidance of :- Submitted by:-

Mr. Shiwani
Faculty MBA MBA- 3rd Sem.
Univ. Roll No.

YAMUNA GROUP OF INSTITUTION

GADHOLI – DISTT. : YAMUNA NAGAR
(Approved by AICTE and HRD Ministry , affiliated to Kurkshetra University, Kurukshetra)
 CONTENTS

CHAPTER -1
 Introduction to Topic

CHAPTER -2
 Review of Literature

CHAPTER -3
 Company Profile

CHAPTER -4
 Research Methodology
 Objective of the Study
 Research Design
 Significance of the Research
 Limitations of the Study

CHAPTER -5
 Data Analysis and Data Interpretation

CHAPTER -6
 Discussion and Findings

CHAPTER -7
 Conclusion and Recommendations

CHAPTER -8
 Conclusion

Annexure
Questionnaire
&
Bibliography
CHAPTER - I
Introduction
 INTRODUCTION
Morale is a complex and psychological concept. It can be
explained or defined in different ways. The dictionary meaning of
morale is trust, interest and good thinking towards the work.
Morale is a very widely used term. It generally refers to esprit de
corps, a feeling of enthusiasm, zeal, confidence in individuals or
groups that they will be able to cope with the tasks assigned to them.
A person's enthusiasm for his job reflects this attitude of mind to work,
environment and to his employer, and his willingness to strive for the
goals set for him by the organisation in which he is employed. Morale
is a synthesis of an employer's diverse reaction to and feelings for his
job, his working conditions. His superiors, his organisation, his fellow-
workers, his pay and so on. Feelings, emotions, sentiments, attitudes
and motives-all these combine and lead to a particular type of
behaviors on the part of an individual or his groups and this is what is
referred to as employee or group morale.
An organization is set up with the purpose of achieving certain
objectives. Objectives can be achieved only when the organization is
put to the best use. This calls for efficient management. The function
of management is to coordinate the various factors in such a manner
that they can contribute their maximum towards the common
objective.
Industrial progress of a country depends on its committed
employee. It has an important role in the industrial production of a
country. It is necessary to seek the cooperation of the employee force
in order to increase the production and to earn higher profits. The
cooperation of employees is possible only when they are fully satisfied
with their employers and the working conditions of the job.
In the past, management was concerned mainly with the
purpose of proper use of physical factors like material and machine.
Little, if any, attention was ever paid to the human factor on which the
utilization of physical factor depended.
Machines may be worked with their maximum speed but the
output can be maximized only when the employees work willingly. If
we somehow motivate the employees, the output can be raised still
higher with the same type of materials and machines. All other
resources can be better utilized but they can never have an output
greater then the sum of inputs of man alone.”
Earlier industrialists and managers believed that wages were the
only source of satisfaction for the employees. But now a days they
want much more than this. They require good human treatment which
is very essential to seek the cooperation of the employees. In this
regard the importance of employee Welfare was recognised in 1931,
when the Royal commission on employee started that the benefits
which go under this nomenclature are of great importance to employee
who is unable to secure by himself. The scheme of employee welfare
may be regarded “a wise investment” which should and usually does
bring a profitable return in the forms of greater efficiency. For this
purpose the employees should at least have the means and facilities to
keep him in a state of good health and efficiency. The working
conditions should be such as to safeguard his health and protect him
against occupational hazards. The work place should provide
reasonable amenities for his essential needs. The employee should
also be equipped with the necessary technical training and a certain
level of general education and positive concept. The positive nature
calls for the setting up of the minimum desirable standards necessary
for certain components of welfare, such as health, food, clothing,
housing, medical assistance ,insurance, education, recreation and so
on.

MEANING OF MORALE
Flippo has described morale, ''As a mental condition or attitude of
individuals and groups which determines their willingness to co-
operate. Good morale is evidence by enthusiasm, voluntary
confirmation with regulation and orders, and a willingness to co-
operate with others in the accomplishment of an organisation's
objectives. Poor morale is evidence by surliness, insubordination, a
feeling of discouragement and dislike of the job, company and
associates.”
In the word of Yoder, “Morale is a feeling, somewhat related
to espirit de-corps, enthusiasm or zeal. For 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.”
According to Prof. Jucius, morale consist of: what is it? What
does it do? Where does it reside? Whom does it affect? and what does
it affect? He answer his own question as:
What is it ?
It is an attitude of mind. An espirit de-corps, a state of will being
and an emotional force.
What does it do?
It affects output, the quality of a product, costs, co-operation,
enthusiasm, discipline, initiative and other ingredients of success.
Where does it reside?
It resides in the minds and emotions of individuals and in the
reactions of their group or groups.
Where does it affect?
It affects the employees and executives in their interactions.
Ultimately it affects the consumers and the community.
DEFINITIONS OF MORALE
Morale has been variously defined by different authorities. Some of
them are as following:-
 According to Mooney, ''Morale is sum total of several psychic
qualities which include courage, fortitude, resolution and above all,
confidence.''
 The Haimann says: “It is a state of mind and emotions affecting
the attitude and willingness to work which, in turn, affect individual
and organisational objectives.”
 Davis observes: “Organisational morale is basically a mental
condition of groups and individuals which determines their attitude”
 In the opinion of Kahn and Katz, “Morale is a combination of
attitude towards the company, job and the immediate supervisor.”
 According to Jucius, “Morale is a state of mind or of a willingness
to work which, in turn affects individuals and organisational
objectives.”
FACTORS AFFECTING MORALE
The employee morale is a very complex phenomenon and is
influenced by many factors. Different authors like McFarland,
Bradshaw and Krugman, Roach and Applewhite have given different
criterion for the determination of morale. On the basis of all these
classification, the important factors in the determination of levels of
morale are as described below :
1. The Organisation. The first factor affecting the employee
morale is the organisation itself. The organisation influences the
worker’s attitudes to their jobs. the public reputation of an
organisation may build up for better or worse, their attitudes
towards it.
2. The Nature of Work. The nature of the work, the worker is
expected to perform also affects his attitudes towards the job as
well as his morale. If the employee is expected to perform
routine or specialised jobs, he will feel bored and alienated.
Repetition of the same task again the again makes the working
situation worse for the employees. Another factor is the large
mimpersonal organisation structure. Sometimes, if the employee
feels that he is just a cog in the machine instead of a person, his
morale will become very low. Lack of in the machine instead of a
person, his morale will become very low. Lack of understanding
or organisational goals may also affect the morale. Another
factor which causes low morale is the assembly line operations
moving at a constant speed.
3. The Level of Satisfaction. The level of satisfaction, a worker of
derives from his job is another determinant of morale. If the job
factors and the satisfaction they bring is perceived to be
favourable by the employee morale will tend to be higher than if
there factors seem to be unfavourable. The job factors include
the factors such as opportunities for promotions, job security, to
learn the job and to use his own ideas, pay, working conditions,
recognition, co-operativeness of co-workers, group relationship
etc.
4. The Level of Supervision. The level of supervision received by
an employers has a tremendous influence on his morale. High
rate of employee turnover indicates that the leadership is
ineffective. On the other hand, if employees are given freedom
to do the job, their morale will be high. Nobody likes to be
supervised all the time.
5. Concept of Self. What is the employee’s concept of himself ?
The answer to this question influence the attitude of the
employees to the organisational environment. How an employee
perceives himself is a very important question. The morale of
persons who have lots of self confidence or who enjoy good
mental and physical health is generally high as compared to
 those who lack self confidence or suffer from poor physical or
mental health.
6. Worker’s Perception of Rewards System. The worker’s
perception of past rewards and future opportunities for rewards
affect their morale to a substantial extent. If the workers regard
the rewards as fair and satisfactory, direction. Moreover, if the
rewards and opportunities for the future tend to be bleak,
morale will tend to be low as compared to the situation where
the worker perceiver opportunities for satisfaction and for
attainment in the rewards that lie ahead in the future.
7. The Employee’s Age. Studies have reported that age and
morale are directly related. Other things being equal, elder
employees seem to have higher morale. This is because of the
reason that perhaps younger workers are more dissatisfied with
higher expectations than their elders. The older employees have
more stability which comes with maturity, a serious attitude
towards job, more reliability, less absenteeism, proven steady
work habits, a sense of responsibility and loyalty and less
tendency to be distracted by outside interest as influences.
8. The Employee’s Educational Level. Studies have concluded
an inverse relationship in the educational level of the employee
and his morale. Higher the educational level lower will be the job
satisfaction and vice versa. The higher he thinks he should be,
the more dissatisfied he will be.
9. The Employee’s Occupational Level. The occupational level of
the employee also influences his level of morale. The higher up
in organisational hierarchy an employee is, higher will be his
morale. The morale of the people who are lower in the levels of
hierarchy is generally low, because they compare their own
attainments with those of others.
10. The Off the Job Activities of the Employee. The relationship
of an employer with his family and work group influences his
behaviour and attitude while he is on the job. His off the job
activities e.g. whether his family life is happy or not, whether he
has excessive drinking habits etc. The influences and pressures
of a formal and informal group have a significant effect on the
morale of workers.

Employee morale is a very complex phenomenon and is influenced by

many factors, which are following:-
 Physical factors
 Psychological factors
 Others
PHYSICAL FACTORS:
 Orgnisation's Reputation
 Feasibility of Goals
 Nature of Work
 Working Conditions
 Position of Promotion
 Compensation or Wages and Salaries
 Methods of Distribution Salaries
(a) Share of Profits
(b) Remuneration According to Work:
(c) Fringe Benefits

PSYCHOLOGICAL FACTORS:-
 Praise
 Knowledge of success
 Fulfillment Of Collective Needs
 Forbearance and Good Behavior of Authorities
 Freedom of Worker
 Sense of Unity, Identity and Equality

OTHERS:-
There are following others factors which also influence to the morale of
employees:-
1. Employee's Age
2. Sex
3. The Employee Education and Occupational Level
4. Training
5. Employee's activities
6. Leadership
7. Industrial Relation or Mutual Relationships
8. Workers’ Participation in Management
9. Communication
TYPES OF MORALE

The morale can be classified into two parts:-

 Favourable morale or high morale
 Unfavourable morale or low morale.
 Favourable Morale or High Morale:-
In the words of Mc Farland, “High morale exists when employee
attitudes are favourable to the total situation of a group and to the
attainment of its objectives. The organisation is benefited due to these
favourable feelings and attitudes. The efficiency of the organisation
gets increased and it achieves its goals effectively. High morale is
represented by the use of such terms as team spirit, zeal, enthusiasm,
loyalty and resistance to frustration. The high morale results into the
reduction of wastages, absenteeism, labour turnover. It generally
indicates:
Willing co-operation for the attainment of organisational objectives;
Loyalty to the organisation and its leadership:
Good discipline and orders;
Strong organisational stamina or the ability of an organisation to "take
it" during times of emergency;
A high degree of employee interest in the job and in the organisation;
A person with high morale performs his work devotion and dedication:-

Unfavourable Morale or Low Morale:

Low morale exists when attitudes inhibit the willingness and
ability of an organisation to attain its objectives. This takes place in
the environment of mutual distrust and suspicion. It leads to mental
tension. Low morale is described by such words and phrases as
apathy, bickering jealousy, pessimism, laziness. Morale is depressed
by:
A too fine division of authority and responsibility;
Too many supervisors;
An improper selection of personnel for new or expended duties;
Too few real executives.
The low morale is very much fatal for the organisation because
industrial relations are at their the lowest level. There may be any
reason for the low morale, the ultimately loss to the organisation.
Therefore, in the order to avoid the consequences of low morale a
manager must raise the morale of his subordinates. For this a
manager is required to have the complete knowledge about desires,
needs, feelings, attitudes, perception, motivating tendency etc. of the
subordinate employees.

IMPORTANCE OF MORALE:
Morale is an important part of organisational environment. It is
an essential element for the success of an organisation because it
expresses the attitudes and feelings of employees towards policies,
procedures and objectives of the organisation. These feelings and
attitudes affect the productivity and level of job satisfaction of the
employees. We may say that motivation, productivity and morale
move together.
Dale S. Beach observed while explaining the importance of
morale "Morale is the toal work contentment or work satisfaction which
an individual gets from his work, members of work-group, supervisor
and work environment"
According to Napolean, "In war, morale conditions make up
three quarters of the game, the relative balance of manpower
accounts for the remaining quarter."
THE EFFECTS OF MORALE

MORALE AND PRODUCTIVITY:-

Since morale manifests itself in the attitudes of workers, it is
important to know about the results of high morale and low morale.
One of the most unpredictable effects of the level of morale is its
impact upon worker productivity. The review of the research studies
do not show a direct relationship between morale and productivity of
the workers. Productivity sometimes is high with high morale, but at
other times may be low even when morale is high and vice versa.
Herzberg found that in 54% of the studies, high morale was
related to high productivity while in 35% morale and productivity did
not reveal relationship. In 11% of the studies, high morale was
associated with low productivity.
Gellermen points out that "poor morale can cause strikes,
feathers-bedding, malingering and allied reactions which can lower the
productivity of any kind of job. Moreover, lower morale may lead to
higher rates of turn over, absenteeism and accidents."
On the basis of several research studies Miller and Form have given
four combination of productivity and morale;
 High Productivity
 High Morale
 High Productivity Low Morale
 High Productivity High Morale
 Low Productivity Low Morale
 Low Productivity
 Low productivity
 High Morale- High Productivity:-
 High Morale-Low Productivity:-
 Low Morale- High Productivity:-
 Low Morale- Low Productivity:-

MORALE AND PERFORMANCE:

It has been pointed out that "there is little evidence in the
available literature that employee attitudes bear any relationship to
performance on the job". There are three schools of thought and
probably all are correct to some extent.
FIRST, there are some assert that high satisfaction leads to high
performance. The "Hawthorne" studies of 1930's seem to support this
view, as do findings of other studies.
SECOND, others take an opposite view, For example, Lyman Porter
and Lawler say that satisfaction results from high performance
because most people experience satisfaction by accomplishing some
task, like building a radio, or clinching a sale.
THIRD, still others claim that there is no consistent relationship
between morale and performance. Vroom found significant relationship
between morale and performance in only 5 out of 22 studies
undertaken by him.
Thus, although it is different to say if morale and performance
are related, some employees do indeed work harder when they are
more satisfied- with their pay, with the job itself, with working
conditions, etc. Contrary to this, there are some persons whose
performance starts to decline because the "incentive" is gone. (i.e they
are satisfied with enough security or enough pay or a good Job). Still
there are some employees for whom morale and performance are
more or less unrelated.

METHODS OF MEASURING MORALE OR EVALUATING THE

MORALE:
Morale is essentially a subjective and an intangible phenomenon
and therefore, a measurement or evaluation of the level of morale is
realistically possible through such indicators as the attitudes, feelings,
emotions or behaviors patterns of employee that may reflect a certain
type of organisational climate prevailing at a particular time. The fact
that the employees explicitly may complicate a proper and correct
interpretation of their morale. Certain objective, explicit or articulate
indicators of the levels of employee morale such as the extent of
employee absenteeism and turnover, existence of interpersonal and
interdepartmental conflicts etc. may also provide an understanding of
employee morale. It is thus necessary that a properly designed
programme of evaluating morale should be utilised by the
organisation. The methods commonly used for measuring or
evaluating employee morale include
 Observation
 Attitude or morale surveys
 Company Records and Reports
 Counselling
 Suggestion Box.

(A) OBSERVATION:-
By this method, executives observe the behaviour of their
employees, listen to them while they talk, and note their actions- the
shrugging of shoulders, a change in facial expression a shuffling of
feet, a nervous fluttering of hands, a change in work habits or
avoidance of company. Any departure or deviation from the normal is
likely to tell them that something is wrong and needs to be set right.
Commenting on this method, Theo Haimann says: "The
supervisor is in the best position to measure by observation the
morale of his subordinates form day-to-day; but he must sharpen his
powers of observation and must not brush aside any worthwhile
indicator. The serious short-coming of observation as a yardstick for
measuring current morale is that activities and events indicate a
change to lowered morale which has already occurred. The manager
should, therefore, be extremely keen in his observation so that he may
do as much as is possible to prevent such changes."

(B) ATTITUDE OR MORAL SURVEYS:

This method is generally used to discover the feeling of
employees about their jobs, their supervisor, company policies or the
organisation as a whole. It is classified into two categories-the
interview method and questionnaire method.
(i) The Interview Method:
By this method, employees are interviewed so that a judgement
may be arrived at about their feelings and opinions about the different
aspects of their jobs and the company for which they work. An
interview may be a face to-face affair; it may be oral; it may be in the
form of an evaluation that is put down in writing. If interviews are to
be relied upon , they must be employer-oriented. In this connection,
Gillerman observes: “The essential advantage of this method is its
sensivity and comprehensiveness, while the main demerit is that it is
uneconomical for use with larger groups and it is, to some extent,
dependent on the interviewer's ability to classify and interpret his
data."
(ii) The Questionnaire Method:-
This method is generally used to collect employee opinions about
the factors, which affect morale and their effect on personnel
objectives. In this method information are collected through printed
list of questions. For this certain scientific questionnaires are prepared
that reveal the worker's opinions regarding various aspects of the
industry, as well as towards the authorities. Employees are asked to
fill in the questionnaires, when the questionnaires are received back
after having been filled and duly completed by the workers, it becomes
possible to see the various scores on which the workers have
complained. If some particular object or subject is a matter of
complaint in a large majority of cases, efforts can be made to rectify it.
Success in this method depends upon the degree to which the
questionnaires is scientific and upon the degree of truth in the
worker's responses.
Morale surveys are generally conducted with a view to:
Finding out what employees really think;
Finding out about the kind of education and information they need;
Improving morale and keeping a check on the effectiveness of
personnel programmes.
Determining the training needs of employees.
Finding out what employees really like
Attitude surveys may be used for subordinate and supervisory
staff to determine employee reactions to such different subjects as
employment tests wage rates and employee rating programmes.
(C) COMPANY RECORDS AND REPORTS:
These are usually prepared by the personnel department at
regular intervals with the assistance of supervisors and department
heads. The record and reports provide the following information:-
 The number of workers who quit their jobs or are released every
month or year in relation to the total work force-that is, labour
turnover;
 The man-hours or man-days lost by employees who were absent
from their jobs for various reasons;
 The number and kinds of worker grievances communicated to
supervisors or other personnel, besides the suggestions received
from employees for changes or improvement in company
policies;
 The quantity and value of spoilt goods and rejects and the
complaints of the customer resulting from the substandard
quality of product because of carelessness on the part of
workers;

(D) COUNSELING:
This method is used to find out the causes of the dissatisfaction
of the employees and to take remedial action and offer advice on
personal matters. According to Keith Davis, counseling aims at
Providing advice to an employee on the cause of his
dissatisfaction and rendering such assistance to him as may be called
for in the circumstances ;
Giving him reassurance and courage to face up to his problems;
Assisting an employee in thinking clearly about his problem and
Re – orienting his basic goals and values.

(E) SUGGESTION BOX :

The suggestion box is installed in the organization and
employees are asked to put their complaints grievances and
suggestion in return form by their names. The employees under this
method can express their feelings freely. This method is more reliable
to evaluate the morale of the employee.
CAUSES OF LOW MORALE

Following are considered to be causes of low morale in a group:-

 Morale of the employees will be low if some people are allowed
to get away with insufficient work, if work is inadequately
divided, if there is any hint of partiality or if there are
considerable differences of pay among those with similar length
of service and class of work.
 If one employee is getting higher emoluments but less important
work compared to one who is doing more important and quality
work but is receiving less salary, the morale of the latter, is
definitely going to be adversely affected.
 It the supervisor makes a big fuss over a little fault of the
worker, the morale is definitely being undermined. This is one of
the most frequent cause of lowering the morale of employees.
 If a worker is not well, physically or mentally, it is always a
cause of discomforts, especially when it is due to
maladjustments in the work.
 When there is no chance of promotion and the employee feels
that while remaining in the same organisation, there are no
future prospects he loses a sense of belongingness.
 If the employees does not get any sense of achievement while
working in the organisation, his morale tends to be low. This,
usually usually, happens in the situations where a person feels
that the underlying aim of building morale and team work is
personal advancement of the superiors or maximum profits for
the organisation, they will consider themselves fools for working
harder than they have to.

WARNING SIGNS OF LOW MORALE

Signs of low morale are generally not noticed till it is obviously
low or when something has gone amiss. By the time the management
recognises the fact that morale has deteriorated, it is faced with one
crises or another. Perceptive managers are therefore, constantly on
the lookout for clues to any deterioration in the morale of employees.
Among the more significant of warning signals of low morale are:
 High rate of absenteeism
 Tardiness
 High labour turnover
 Strike and sabotage
 Lack of pride in work
 Wastage and spoilage.
SIGNS OF HIGH MORALE
Following are some of the significant signs of high morale of a group:-
 A tendency for the group to hold together not merely as a result
of external pressures but rather through internal cohensiveness.
 A lack of tendency of its members to divide into sub-groups.
 An ability of the group to adapt itself to changing circumstances
and to handle internal conflicts.
 A feeling of belongingness and togetherness among the
members of group.
 A commonness of goals among the members of the group.
 A passive attitude of the members with respect to the objectives
of the group and to its leaders.
 A desire on the part of the members to retain the group and a
regard for its positive value.

IMPROVING OF MORALE
Morale building is very important for an organisation. The
manager should constantly make efforts to improve the morale of
employees. Although it may be done either on individual basis or on
group basis, the latter is always preferable. This is because, the
management can easily influence the group morale by understanding
the group dynamics, which in turn, can automatically achieve the
individual morale. Following suggestion can help in improving the
morale of employees:
1. Two Way Communication. There should be proper
communication between management and employees. All
policies and programme should be explained to the employees
through downward communication. The feelings, reactions of f
the employees should regularly reach management in an upward
communication. The feed-back from employees will help the
management in bringing required changes in policies etc. Two-
way communication will help in improving the morale of
employees.
2. Proper Incentive System. There should proper system for
monetary and non-monetary benefits for the employees. The
employees showing better performance should automatically be
given incentives. There should be proper promotional awareness
for employee who can undertake higher responsibilities.
3. Human Relations Approach. This approach suggests that
employees should be treated as human beings. Their feelings
and emotions should be given due weightage. There should not
be any discrimination among employees and groups. The
contribution of every employee to the organisation should be
recognised and adequate incentives, rewards should be offered
for higher performance.
4. Welfare Schemes. There should be proper welfare schemes for
the employees and their families. There should be housing
facilities, medical facilities, schools for the children, recreation
facilities, social securities etc. all these measures will develop
positive attitudes in employees, such schemes will also show
management’s concern for the employees’ welfare.
5. Participation in Management. Workers should be made a part
of magement by opting them in decision making bodies. It will
encourage industrial democracy in the organisation. The
periodical consultation with workers for making any changes will
help in proper implementation. The workers will be able to
understand the viewpoint of the management on important
decisions concerning the workers. Once workers are associated
with decision making them they will feel it as their responsibility
to help in implementing them. Such a step will enhance the
prestige of workers and their morale will improve.
6. Improve Workers Training. The workers be given proper
training so that their performance on jobs is better. This will give
satisfaction and pleasure for working on their jobs. if a worker is
not suitable for a job or he is deficient in working on a job them
it will bring frustration and tension to him. So better training
helps in improving morale of employees.
7. Job enrichment. Job enrichment involves the use of those
factors which are intended to motivate the workers. The job
performance should give satisfaction to the workers. The basic
purpose is to reduce job discontentment by changing or
improving a job to ensure that the worker is better motivated.
Job enrichment opens opportunities for greater recognition,
growth advancement and responsibility.
 CHAPTER- 2
Industry Profile
 INDUSTRY PROFILE

After establishing two machine tools factories and a watch factory in

Bangalore, the Pinjore unit was established as the third machine tool
factory. It went into production on 1st October 1963. The factory has
been designed, built and commissioned entirely by Indian talent in a
record period of 17 months of breaking the ground on the may 2,
1962.

The main points we will discuss in this chapter are:

 The profile of HMT Ltd.
 Corporate vision, mission and objectives
 Various units of HMT
 HMT at a glance
 Awards over the years

HMT UNIT PINJORE

 Location
 Machine & Tractor Division
 Product profile (Tractor)
 Historical Growth
 Organization Structure
 Human Resource Position
 Technological Aspects
 SWOT Analysis
 CHAPTER- 3
Company Profile
 COMPANY PROFILE
In 1949, the idea of the major public sector tool proved to be a corner
stone for the country’s industrial development plans. This lead to the
birth of HMT at Bangalore in 1953, by the technical collaboration with
OBSERVIKONBUHRLE holding and machine tools works, Switzerland.
The constantly growing demand for machine tools promoted the
company to conceive a planned approach to diversification and
expansion, which resulted in setting up new units spread all over
India. The six machine tool factories of HMT together with horological
machinery division now produce a very wide range of machine tools.
The product mix for each factor has been evolved to produce specific
families of machine tool.
Wristwatches were taken u for production as first stop towards
diversification in the early 1960’s. HMT precision manufacturing
capabilities led the company to watch manufacturing. Over the years
HMT has also diversified into manufacturing of other engineering
products like Tractors, Printing machines, Presses, Die-casting and
Plastic screws & Electronic gauging. HMT machine tool expertise has
been developed to such an extent that it can design any kind of
machine.
Pioneering the concept of CNC technology in India, MHT has the
distinct of being the first company to successfully manufacture its own
CNC systems, in association with Semen’s. HMT’s commitment to the
development of the machines technology is clearly reflected from the
fact that HMT has as many as eleven ISO 9000 certified exclusive tools
units spread across the country.
In 1975, HMT’s International Ltd. was set up to handle the
international marketing of HMT’s own products and technical services.
HMT Ltd. is a public sector undertaking with its head office at
Bangalore and having units and subsidiaries in various corners of
India. HMT is organized in the under mentioned business group of
which Machine Tools (MTP) AND Tractor Business Group (TRP) are
located at PINJORE.
CORPORATE VISION, MISSION & OBJECTIVES
CORPORATE VISION

To be leading GLOBAL ENGINEERING CONGLOMERATE. Focused on

CUSTOMER DELIGHT in our fields of endeavour.

CORPORATE MISSION
 To establish ourselves as one of the world’s premier companies
in the engineering field having strong international
competitiveness.
 To achieve market leadership in India through ensuring
customer satisfaction by supplying internationally competitive
products and services.
 To achieve sustained growth in the earning of the group on the
behalf of shareholders.

CORPORATE OBJECTIVES & GOALS

 To encourage the modernization of Indian industry through the
supply of engineering goods and services of world class
excellence.
 To maintain technological leadership through continuous efforts
to update product technology and manufacturing methods.
 To globalize our operations by developing a mix of international
markets and business.
 To ensure a satisfactory return on capital employed, to meet the
growth needs and the aspirations of our stakeholders.
 To present an active, pleasant and productive working
environment.
 To improve and sustain the quality of the work life for employees
through enhancement of human skills and working moral.
 To become highly innovative and responsive to meet the
challenges of changing environment.

VARIOUS UNITS & DIVISIONS OF HMT

Units Product/division Location/state Year
I. Machine Tools Banglore 1953
(Karnataka)
II. Die casting ball screws Baglore 1971
(Karnataka)
III. Machine Tools & Tractors Pinjore 1963
(Haryana) 1971
IV. Machine Tools Printing Kalamessery 1965
Machings (Kerala) 1972
V. Machine Tools Presses Hydrabad 1967
(Andhra Preadesh) 1972
VI. Machine Tools Ajmer 1973
(Rajasthan)
VII. Wrist Watches Banglore 1962
Hierological Machines (Karnataka)
VIII. Wrist Watches Srinagar 1975
(Jammu & Kashmir)
IX. Wrist Watches Tamkar 1972
(Karnataka)
X. Wrist Watches Ranibagh 1982
AWARDS OVER THE YEARS

YEAR DESCRIPTION

1982-83 NPC AWARD FOR PRODUCTIVITY TO MACHINE TOOLS

1984-85 AWARD FOR LONGEST ACCIDENT FREE PERIOD BY NATIONAL
SAFETY COUNCIL TO TRACTOR AND MACHINE TOOLS
1984-85 AWARD FOR HIGHEST REDUTION IN ACCIDENT FREQUENCY
RATE BY HARYANA LABOUR DEPARTMENT TO TRACTOR AND
MACHINE TOOLS
1985-86 FIE FOUNDATION / PMT TRUST AWARD TO MACHINE TOOLS
1985-86 AWARD FOR BEST CANTEEN ARRANGEMENT BY HARYANA
LABOUR DEPARMENT TO TRACTOR AND MACHINE TOOLS
1986-87 RUNNERS UP NATIONAL SAFETY AWARD OF GOVERNMENT OF
INDIA / MINISTRY OF LABOUR TO TRACTOR AND MACHINE
TOOLS
1986-87 CII AWARD FOR EXCELLENCE IN PRODUCTIVITY TO TRACTORS
1987-88 RUNNERS UP NATION AL SAFETY AWARD OGF GOVERNMENRT
OF INDIA / MINISTRY OF LOBOUR TO TRACTOR AND MACHINE
TOOLS
1988-89 INDIRA GANDHI MEMORIAL AWARD OF AP PUBLIC ENTERPRISES
EMPOYEE FEDERATION TO TRACTORS
1989-90 SECOND BEST AWARD FROM NPC TO TRACTOR
1990-91 SECOND BEST AWARD FROM NPC TO TRACTOR
1991-92 BEST PRODUCTIVITY AWARD FROM NPC TO TRACTOR
1992-93 BEST PRODUCTIVITY AWARD FROM NPC TO TRACTOR
1993-94 SECOND BEST AWARD FROM NPC TO MACHINE TOOLS
1994-95 FIE / PMT CMTI TRUST AWARD IN IMTEX-95 FOR HMC-320 HM/C
TO MACHINE TOOLS
1995-96 HARYANA STATE AWARD FOR PROMOTION OF SMALL SCALE AND
ANCILLARIES TO TRACTOR
1997-98 FIE AWARD IN IMTEX-98 FOR HM/C TO MACHINE TOOLS
2000-01 ISO 9001 CERTIFICATION FROM KEMA, HOLLAND TO MACHINE
TOOLS
HMT LIMITED PINJORE

October 23rd 1963 was a great day not only to those who have the
proud privilege of belonging to HMT, but to the entire nation. India
took another step forward on the road to industrialization when prime
minister Pandit Jawaharlal Nehru declared open the 3rd unit of HMT
factory at Pinjore situated 22kms away from Chandigarh on the
national highway linking Shimla & Delhi. The factory is spread over an
area of approx. 900 acres, generously gifted by the govt. of Punjab.
This factory was designed, built and commissioned by Indian talent
without any foreign collaboration in record period of 17 months. At a
capital investment of Rs. 75 lacs (including a township) and formally
inaugurated by Pandit Jawaharlal Nehru, the prime minister of India.
Later in 1971, HMT Tractor project commenced here. A further
investment of about Rs. 6096 has since been made for the Tractor
project. As on 31-03-2005, 750 persons were employed in the
machine tool division and 2250 in the Tractor Business Group.

LOCATION
Located at the foothills of the Himalayas at Pinjore in the north
Indianstate of Haryana is HMT’s state of the art of manufacturing
facility. Pinjore was chosen as the ideal plant site as it is centrally
located and well connected by both rail and road. Situated close to the
legendary Grand Trunk Road, it is 250kms from New Delhi and only
20kms from Chandigarh, the symb India. Apart from easily accessible,
Pinjore is in the hub of highly mechanized market and is in close
proximity to the thriving ancillary industry in North India.

PRODUCT RANGE
At present, HMT has on its production line, for six models in the
range of 25 H.P, 35 H.P, 45 H.P, 59 H.P, and 75 H.P ranges. Out of
these, the 35 H.P, and 45 H.P models were developed by HMT’s own
efforts. HMT also manufacturing and marketing Industrial Product,
engines (stationery engines) of different configurations.
Like the product of the Machine Tools Division, the product of the
Tractor Division has been well received. Though HMT was virtually the
last one to enter the tractor industry, it enjoys sizeable market share
and is the manufacture of the widest range of tractors in spite of
competition from old and established manufacturers. HMT tractor have
also received over whelming response in the international market, it
has received and executed export orders from U.S.A, AUSTRALIA,
SRILANKA, NEPAL, ZAMBIA, MAURITIUS, SLOVANIA, CROATIA, GHANA
etc.
MANPOWER POSITION AS ON 31.03.2010
DESIGNATION GRADE STRENGTH
EXECUTIVE DIRECTOR PS-X 1
GENERAL MANAGER PS-IX 3
JOINT GENERAL MANAGER PS-VIII 16
DY.GENERAL MANAGER PS-VII 21
ASSTT. GENERAL MANAGER PS-VI 33
MANAGER PS-V 76
DY. MANAGER PS-IV 55
FOREMAN PS-III 73
SUPERVISOR PS-II 57
TOTAL 335
WORKMAN (TOTAL) WG-I to WS- 1561
I
GTOTAL 1896
 SWOT ANALYSIS
STRENGTHS
 Strong brand equity
 Highly skilled professionally qualified workforce
 Well-established manufacturing base
 Extensive marketing network
 Strong technological base
 Unit accredited with ISO 9000 certificate

WEAKNESS
 HMT Ltd. is facing the problem of financial inflow and because of
this they are not able to meet the industrial demand in time.
 In production dept. some machines are too old. There is no
machine replacement policy.
 It is not able to meet its competitors in the market.

OPPURTUNITIES
HMT has become a generous name of tractors. So the company has
great opportunities in this market, if supply is made as according to
the demand and prices are made reasonable. HMT wants to
manufacture jeeps also. So in that field HMT has vast opportunities.

THREATS
 Its competitors are availing opportunities, which the company is
not availing, which attract the customers towards other
competitors.
 CHAPTER 4
Research
Methodology
 RESEARCH METHODOLOGY
STATEMENT OF THE PROBLEM
Morale in an important part of organisations environment. It is a
social element for the success of an organisation because it expresses
attitudes and feeling of employees towards policies, procedures. These
feelings and attitudes effect the productivity and level of job
satisfactions of the employees. Dale S. Beach views while explaining
the importance of morale, "Morale is the total contentment or work
satisfaction which an individual gets from the members of work group,
supervisor and work environment." The morale of the employees is
said to be high when these feelings and attitudes are favourable
towards their work, organisation co-workers and objectives with high
morale of its employees accomplishes its goals easily.
The morale of the employees is said to be low when feelings and
attitudes are unfavourable towards their work, organisation, workers
and organisational objective. When it is low an organisation fails to
achieve its goals. In order to known the significance and of morale the
researcher undertake the case study of status of employee morale in
“HMT Pvt. Ltd., (Pinjore)”
 OBJECTIVES OF THE STUDY
The study is conducted in order to analyse the status of
employee morale in “HMT Ltd., (Pinjore)” Thus a brief outline of the
objectives are as follows:
 To study the relationship between morale and job satisfaction.
 To study the relationship between morale and productivity.
 To find out the various factors contributing towards morale.
 To know the importance of morale in an organisation.

SCOPE OF STUDY:
The scope of study is not so wide. It is restricted to only one
organization i.e. “HMT Ltd., (Pinjore)” The main objective of the
study is to discover the level of morale a motivating factor, by relating
various personal and organisational factors to morale.
Data has been collected mainly from primary sources i.e. with
the help of structured questionnaires and also by directed interviewing.

DATA USED

DATA USED

Primary Data Secondary Data

In the study two types of data is used :

Primary Data
Primary data has been collected with the help f questionnaire.
The respondents like customers included businessmen, servicemen
etc.

Secondary Data
Secondary data has been collected from books, magazines,
internet etc.
RESEARCH DESIGN

A research is the arrangement of conditions for collections and

analysis of data in a manner that aims to combine relevance to the
research purpose with economy in procedure.
The design discussion happen to the respect of:
 What is study about ?
 Where will be the study carried out ?
 What will be the sample design ?
 How will be the data analyzed ?

RESEARCH DESIGN

COLLECTION
OF DATA

ORGANIZATION
OF DATA

PRESENTATION
OF DATA

ANALYSIS
OF DATA

INTERPRETATION
OF DATA
1. Collection of Data:- Firstly I have collected the necessary data
from different sources like sample survey, reference book and
net.

2. Organisation of Data:- Data which is collected is now

organized in a systematic and to meaningful way i.e. that
understand in a easy way.

3. Presentation of Data:- Now we have to make data in

presentable and understand form. I have presented the data in
the form of charts and graphs to get the conclusion.

4. Analysis is of Data:- After the presentation the conclusion have

been drawn and data has been analysis and studied deeply to
get results and find problem and their solution.

5. Interpretation of Data:- Interpretation of data means to

convert the data into information and draw the conclusion from
the data.
 LIMITATIONS OF THE STUDY

As the case study is done only for one unit “HMT Ltd.,
(Pinjore)” the conclusions and interferences drawn are also
applicable for this particular unit only. Another limitation of the study
is the shortage of time.

 The study covers only small number of respondents.

 We studied only 30 respondents because of the lack of time.

 CHAPTER-5
Data Analysis
&
Interpretation
 TABLE – 4.1
JOB SATISFACTION
Are you satisfied with you Respondents
job Number Percentage
Yes 19 63.3
No 11 36.6
Total 30 100
Source: Sample Survey
Table 4.1 shows that 63.3 percent of respondents are satisfied with
their job and 36.6 percent are not satisfied with their job.

JOB SATISFACTION

70
63.3
60
Percentage of Respondents

50

40 36.6
Series1
30

20

10

0
Yes No

Interpretation:7
 TABLE – 4.2
NATURE OF SUPERVISION
What is the nature of supervision in Respondents
your organization? Number Percentage
Strict 4 13.3
Moderate 26 86.6
Loose — —
Total 30 100
Source: Sample Survey
Table 4.2 shows that the 86.6 percent of the respondents are of the
view that supervision applied upon them is of moderate in nature while
13.3 percent of them take it as a strict supervision.

NATURE OF SUPERVISION

100

90 86.6

80
Percentage of Respondents

70

60

50 Series1
40

30

20 13.3
10
0
0
Strict Moderate Loose
 TABLE – 4.3
SATISFACTION WITH REGARDS TO
NATURE OF SUPERVISION
Are you satisfied with the Respondents
nature of supervision Number Percentage
Yes 24 80
No 6 20
Total 30 100
Source: Sample Survey
Table 4.3 shows that most of respondents satisfied with that nature of
supervision.

SATISFACTION WITH REGARDS TO NATURE OF

SUPERVISION

90
80
80
Percentage of Respondents

70

60

50
Series1
40

30
20
20

10

0
Yes No
 TABLE – 4.4
SATISFACTION WITH COMPENSATION SYSTEM
Are you satisfied with Respondents
compensation system Number Percentage
Yes 25 83.3
No 5 16.6
Total 30 100
Source: Sample Survey
Table 4.4 reveals that majority of respondents are satisfied with
compensation system of the organization.

SATISFACTION WITH COMPENSATION SYSTEM

90
83.3
80
Percentage of Respondents

70

60

50
Series1
40

30

20 16.6

10

0
Yes No
 TABLE – 4.5
SATISFACTION WITH WORKING CONDITIONS
Are you satisfied with working Respondents
conditions Number Percentage
Yes 27 90
No 3 10
Total 30 100
Source: Sample Survey
Table 4.5 shows that 90 percent of respondents are satisfied with their
working conditions while 10 percent are not satisfied with the working
conditions.

SATISFACTION WITH WORKING CONDITIONS

100
90
90

80
Percentage of Respondents

70

60
50 Series1
40

30

20
10
10

0
Yes No
 TABLE – 4.6
MOTIVATION BY ORGANIZATION
Are you motivated by you Respondents
organization Number Percentage
Yes 24 80
No 6 20
Total 30 100
Source: Sample Survey
Table 4.6 reveals that maximum number of respondents say that they
are being motivated by the management. So it is clear that motivation
is provided to the employees by the management. So that they can
work even more effectively.

MOTIVATION BY ORGANIZATION

90
80
80
Percentage of Respondents

70

60

50
Series1
40

30
20
20

10

0
Yes No
 TABLE – 4.7
TYPE OF MOTIVATION
Which type of motivation is used Respondents
in your organization Number Percentage
Positive 25 83.3
Negative 5 16.6
Total 30 100
Source: Sample Survey
Table 4.7 reveals that the maximum number of respondents are of the
view that only positive motivation is used in the organization to
motivate employees and 16.6 percent respondents say that negative
motivation is used in the organization to motivate employees.

TYPE OF MOTIVATION

90
83.3
80

70
Percentage of Respondents

60

50
Series1
40

30

20 16.6

10

0
Positive Negative
 TABLE – 4.8
SATISFACTION WITH THE MOTIVATION
Are you satisfied with the degree Respondents
of motivation Number Percentage
Yes 18 60
No 4 13.3
Can’t say 8 26.6
Total 30 100
Source: Sample Survey
Table 4.8 shows that 60 percent of respondents are satisfied with the
degree of motivation provided to them, while 13.3 respondents are not
satisfied with the degree of motivation provided to them.

SATISFACTION WITH THE MOTIVATION

70
60
60
Percentage of Respondents

50

40
Series1
30 26.6

20
13.3
10

0
Yes No Can’t say
 TABLE – 4.9
SATISFACTION WITH TRAINING FACILITIES
Are you satisfied with the training Respondents
facilities Number Percentage
Yes 24 96.6
No 6 3.33
Total 30 100
Source: Sample Survey
Table 4.9 reveals that majority of the respondents are satisfied with
the training facilities.

SATISFACTION WITH TRAINING FACILITIES

120

100 96.6
Percentage of Respondents

80

60 Series1

40

20
3.33
0
Yes No
 TABLE – 4.10
BEHAVIOR OF MANAGEMENT
What is the behavior of management Respondents
towards the workers ? Number Percentage
Yes 28 93.3
No 2 6.66
Total 30 100
Source: Sample Survey
Table 4.10 indicates that nearly 93.3 percent of respondents think that
management behavior is cooperate towards them. While 6.66 percent
of respondents think it is no cooperative & it is clear from the table
that in the organization there is a cooperative behavior or
management towards the worker.

BEHAVIOR OF MANAGEMENT

100 93.3
90

80
Percentage of Respondents

70

60

50 Series1
40
30

20

10 6.66

0
Yes No
 TABLE – 4.11
SATISFACTION THE CONFLICT RESOLUTION
Are you satisfied with the Respondents
method of conflict resolution Number Percentage
Yes 29 96.6
No 1 3.33
Total 30 100
Source: Sample Survey
Table 4.11 depicts that most of the respondents are satisfied with
method of conflict resolution in organization.

SATISFACTION THE CONFLICT RESOLUTION

120

100 96.6
Percentage of Respondents

80

60 Series1

40

20
3.33
0
Yes No
 TABLE – 4.12
SATISFACTION WITH RECREATIONAL FACILITIES
Are you satisfied with the Respondents
recreational facilities Number Percentage
Yes 16 53.3
No 14 46.5
Total 30 100
Source: Sample Survey
Table 4.12 depicts that the 53.3 percent of the respondents are
satisfied with the recreational facilities provided to them and 46.5
percent of respondents are not satisfied with the recreational facilities
provided to them.

SATISFACTION WITH RECREATIONAL FACILITIES

54 53.3

52
Percentage of Respondents

50

48 Series1
46.5
46

44

42
Yes No
 TABLE – 4.13
LISTENING BY SUPERVISORS
Does your supervisors listen to you Respondents
patiently ? Number Percentage
Yes 24 80
No 6 20
Total 30 100
Source: Sample Survey
Table 4.14 shows that 80 percent of the respondents say that their
superiors always listen them patiently while 20 percent of the
respondents are not agree with the fact.

LISTENING BY SUPERVISORS

90
80
80
Percentage of Respondents

70

60

50
Series1
40

30
20
20

10

0
Yes No
 TABLE – 4.14
JOB SECURITY
Do you have job security in your Respondents
present job ? Number Percentage
Yes 25 83.3
No 5 16.6
Total 30 100
Source: Sample Survey
Table 4.14 reveals that majority of the respondents have job security
in their present job.

JOB SECURITY

90
83.3
80
Percentage of Respondents

70

60

50
Series1
40

30

20 16.6

10

0
Yes No
 TABLE – 4.15
SATISFACTION WITH THE LEVEL OF JOB SECURITY
Are you satisfied with the level of Respondents
job security Number Percentage
Yes 24 80
No 6 20
Total 30 100
Source: Sample Survey
Table 4.15 indicates that the maximum number of respondents are
satisfied with the level of job security.

SATISFACTION WITH THE LEVEL OF JOB SECURITY

90
80
80
Percentage of Respondents

70

60

50
Series1
40

30
20
20

10

0
Yes No
 TABLE – 4.16
RELATIONSHIP BETWEEN MORALE AND MOTIVATION
Do you think that level of motivation Respondents
and level of morale interrelated to Number Percentage
each other ?
Yes 14 46.6
No 6 20
Can’t say 10 33.3
Total 30 100
Source: Sample Survey
Table 4.16 reveals that 46.6 percent of the respondents think that
motivation and morale are inter related, 20 percent think that these
are not interrelated and 33.3 percent did not reply.

RELATIONSHIP BETWEEN MORALE AND MOTIVATION

50 46.6
45

40
Percentage of Respondents

35 33.3

30

25 Series1
20
20
15

10

0
Yes No Can’t say
 TABLE – 4.17
EFFECT OF TRAINING ON MORALE
Do you think that training helps Respondents
in boosting morale of the Number Percentage
employee ?
Yes 15 50
No 10 33.3
Can’t say 5 16.6
Total 30 100
Source: Sample Survey
Table 4.17 shows that the 50 percent of the respondents think that
training helps in boosting morale of the employee, 33.3 percent
respondents do not agree with the statement.

EFFECT OF TRAINING ON MORALE

60

50
50
Percentage of Respondents

40
33.3

30 Series1

20 16.6

10

0
Yes No Can’t say
 TABLE – 4.18
RELATIONSHIP BETWEEN PERFORMANCE AND MORALE
Do you find performance and Respondents
morale into related ? Number Percentage
Yes 22 73.3
No 8 36.6
Can’t say — —
Total 30 100
Source: Sample Survey
Table 4.18 reveals that the maximum of respondents think that
performance and morale and inter related and only 26.6 percent of
respondents think that performance and morale are not related.

RELATIONSHIP BETWEEN PERFORMANCE AND MORALE

80
73.3
70
Percentage of Respondents

60

50

40 36.6 Series1

30

20

10
0
0
Yes No Can’t say
 TABLE – 4.19
RELATIONSHIP BETWEEN MORALE AND SATISFACTION
Are morale and job satisfaction Respondents
interrelated to each others ? Number Percentage
Yes 8 26.6
No 14 46.6
Can’t say 8 26.6
Total 30 100
Source: Sample Survey
Table 4.19 reveals that 46.6 percent of respondents think that morale
and job satisfaction are not enter related to each other and 26.6
percent of respondents think that morale and job satisfaction related
to each other.

RELATIONSHIP BETWEEN MORALE AND SATISFACTION

50 46.6
45

40
Percentage of Respondents

35

30 26.6 26.6
25 Series1
20

15

10

0
Yes No Can’t say
 TABLE – 4.20
EFFECT OF KNOWLEDGE AND SKILL
Do you think knowledge and Respondents
skill also affect morale ? Number Percentage
Yes 25 83.3
No 3 10
Can’t say 2 6.66
Total 30 100
Source: Sample Survey
Table 4.20 reveals that the majority of respondents say that
knowledge skill affect morale and 10 percent respondents says that
knowledge an skill does not affect morale.

EFFECT OF KNOWLEDGE AND SKILL

90
83.3
80
Percentage of Respondents

70

60

50
Series1
40

30

20
10
10 6.66

0
Yes No Can’t say
 TABLE – 4.21
EFFECT OF PROMOTIONAL POLICY OF MORALE
Systematic and scientific Respondents
promotional policy also affect the Number Percentage
morale
Yes 22 73.3
No 8 26.6
Total 30 100
Source: Sample Survey
Table 4.21 shows that the maximum number of respondents think that
systematic and scientific promotional policy affect morale and 26.6
percent of respondents think that systematic and scientific promotional
policy does not affect morale.

EFFECT OF PROMOTIONAL POLICY OF MORALE

80
73.3
70
Percentage of Respondents

60

50

40 Series1

30 26.6

20

10

0
Yes No
 TABLE – 4.22
EFFECT OF REWARD ON MORALE
Do you think reward for efficiency Respondents
also affect morale ? Number Percentage
Yes 26 86.6
No 4 13.3
Can’t say — —
Total 30 100
Source: Sample Survey
Table 4.22 shows that the maximum number of respondents think that
reward for efficiency also affect morale and 13.3 percent respondents
think that reward for efficiency does not affect morale.

EFFECT OF REWARD ON MORALE

100

90 86.6

80
Percentage of Respondents

70

60

50 Series1
40

30

20 13.3
10
0
0
Yes No Can’t say
 TABLE – 4.23
COMMUNICATION AND MORALE
Do you think that good Respondents
communication system encourage Number Percentage
the level of morale ?
Yes 18 60
No 6 20
Can’t say 6 20
Total 30 100
Source: Sample Survey
Table 4.23 reveals that the maximum respondents think that good
communication system encourage the level of morale.

COMMUNICATION AND MORALE

70
60
60
Percentage of Respondents

50

40
Series1
30
20 20
20

10

0
Yes No Can’t say
 TABLE – 4.24
EFFECT OF JOB SECURITY ON MORALE
Do you think that job security also Respondents
morale ? Number Percentage
Yes 26 86.6
No 4 13.3
Can’t say — —
30 30 100
Source: Sample Survey
Table 4.24 shows that 86.6 percent of respondents think that job
security also affect morale and 13.3 percent that job security does not
affect morale.

EFFECT OF JOB SECURITY ON MORALE

100

90 86.6

80
Percentage of Respondents

70

60

50 Series1
40

30

20 13.3
10
0
0
Yes No Can’t say
CHAPTER-5
Discussion
&
Findings
 DISCUSSION & FINDINGS
 All of the respondents are male.
 Maximum numbers of respondents are literate.
 Maximum numbers of respondents are permanent.
 Majorities of the respondents are satisfied with the job.
 There is moderate supervision in the organiation are maximum.
 Numbers of respondents are satisfied with the supervision.
 In the organization compensation system is satisfactory.
 In the organization working conditions are satisfactory.
 In the organisation employees are motivated by the
management and positive motivation is used by the
management.
 Maximum numbers of respondents are satisfied by the
motivation.
 Training facilities are satisfactory in the organisation.
 In the organisation behaviour of management is cooperative
towards workers.
 In the organization supervisors listen the workers potently.
 In the organisation job security is provided to the worker and
maximum number of respondents are satisfied with the free of
job security.
CHAPTER – 6
Conclusion
 CONCLUSION

 Bonus must be related with the productivity of the organization.

 Organization should follow the rules regarding minimum wage,
bonus, allowances and benefits regarding employee.
 Proper incentive plans should be provided to boost up the
employee’s morale.
 Safe and healthy working environment should be provided.
 Employee participation in the management in decision making
process will help to boost up the employee morale to a great
extent.
 Proper training facilities should be provided to employee, so that
they must be able to tackle with the technological changes.
"Questionnaire"
References
 REFERENCES
During the making of this project various books were
consulted:

S.No. Books Authors

1 Human Resource Management Shashi. K. Gupta

2 Human Resource Management Ashok Khurana
2. Human Resource Management P. Subba Rao
4 Human Resource Management V. S. P. Rao

Website
1. www.msn.com
2. www.goggle.org
Annexure
 "QUESTIONNAIRE"
Q.1 Are you Satisfied with your job ?
a) Yes b) No c) Can’t say
Q.2 What is the nature of supervision in your organization ?
a) Strict b) Moderate c) Loose
Q.3 Are you satisfied with the nature of supervision in your
organization ?
a) Yes b) No
Q.4 Are you satisfied with the Compensation system ?
a) Yes b) No
Q.5 Are you satisfied with the Working Conditions ?
a) Yes b) No
Q.6 Are you motivated by your organization ?
a) Yes b) No
Q.7 If yes, what, type of motivation is used by your
organization ?
a) Positive b) Negative
Q.8 Are you satisfied with the degree of motivation as far as
job is concerned ?
a) Yes b) No c) Can’t say
Q.9 are you satisfied with the training facilities ?
a) Yes b) No c) Can’t say
Q.10 What is the behaviour of management towards the
workers ?
a) Yes b) No c) Can’t say
Q.11 Are you satisfied with the method of conflict resolution ?
a) Yes b) No c) Can’t say
Q.12 Are you satisfied with the recreational facilities ?
a) Yes b) No c) Can’t say
Q.13 Does you superiors listen to you patiently ?
 a) Yes b) No c) Can’t say
Q.14 Do you have job security in your present job ?
a) Yes b) No c) Can’t say
Q.15 Are you satisfied with the level of job security ?
a) Yes b) No c) Can’t say
Q.16 Do you think that level of motivation and level of moral
are inter related to each other ?
a) Yes b) No c) Can’t say
Q.17 Do you think that training helps in boosting morale of the
employee ?
a) Yes b) No c) Can’t say
Q.18 Do you find performance and morale inter related ?
a) Yes b) No c) Can’t say
Q.19 Are morale and job satisfaction interrelated to each
other?
a) Yes b) No c) Can’t say
Q.20 Do you think knowledge and skill also affect morale ?
a) Yes b) No c) Can’t say
Q.21 Do you think that a systematic and scientific promotional
policy also affect the morale ?
a) Yes b) No c) Can’t say
Q.22 Do you think reward for efficiency also affect morale ?
a) Yes b) No c) Can’t say
Q.23 Do you think that good communication system encourage
the level of morale ?
a) Yes b) No c) Can’t say
Q.24 Do you that job security also affect morale ?
a) Yes b) No c) Can’t say
Q.24 Any suggestion?
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