1

CHAPTER 1
INTRODUCTION

1.1. INTRODUCTION TO THE STUDY

Employee Morale refers to an attitude of satisfaction with a desire to continue and
strive for attaining the objectives of 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.
Modern managers and personal administrators are greatly interested in fathoming and
influencing the morale of the employees in such a way that it will contribute to the maximum
effectiveness, growth and progress of the organization. Contemporary personnel
administration is interested in designing programmes that help provide optimal employee
morale. Morale is purely emotional. It is an attitude of an employee towards his job, his
superior and his organization. This may range from very high to very low. It is not a static
thing but it changes depending on working conditions, superiors, fellow workers, pay and so
on. When a particular employee has a favorable attitude towards his work, he is said to have
high morale. In the organizational context, we usually talk of group morale as each person
has an influence over the other’s morale.
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 of mind to
work, environment and to his employer, and his willingness to strive for the goals set for him
by the organization in which he is employed. Morale is synthesis of an employee’s diverse
reactions to, and feelings for, his job, his working conditions, pay and so on. Feelings,
emotions, sentiments, attitudes and motives- all these combine and lead to a particular type of
behavior on the part of the individual or his group and this is what is referred to as employee
or group morale.
 2

1.1.1 Definitions
 Morale is the sum of total of several psychic qualities which include courage, fortitude,
resolution and above all confidence. -- Mooney
 Morale is the capacity of a group of people to pull together persistently and
consistently in the pursuit of a common purpose -- Leighton
 Morale is the possession of a feeling on the part of the employee of being accepted
and belonging to a group of employees through adherence to common goals and confidence
in the desirability of these goals. -- Milton L.Blum
 A mental condition or attitude of individuals and groups which determines their
willingness to cooperate with others to meet organization objectives.-- Flippo

1.1.2 Characteristics of Morale

The main characteristics of morale are as follows:
Morale is basically a psychological concept. It is a mental process which, once started,
permeates in the entire group creating a mood which results in the formation of a common
attitude.
 There is absolute state of morale. Thus, morale is a neutral concept and it has to
be qualified with the degree as high morale or low morale. If the attitude of a
group is poor, morale is low and vice versa.
 Morale is a relative concept and does not indicate by itself, the existence of
either a good or bad state. Therefore, it is inaccurate to speak of morale as
something which is either present or absent in a group.
 Morale is a group phenomenon consisting of a pattern of attitudes. It is the sum
total of employee’s attitudes, feelings and sentiments.
 Morale is intangible and, therefore it is very difficult to measure the degree of
morale accurately. But it can be judged from employee absenteeism and
turnover.
 Morale is multi-dimensional. It represents complex mixtures of several
elements. It recognizes the influence of job situation, human aspects and
motivational forces on attitudes of individuals and groups.
 Morale is a byproduct of group relationships. It reflects the degree of
willingness and enthusiasm with which the members of group carry out of their
assignments.
 3

1.1.3 Morale and motivation

Morale should be distinguished from motivation. Though both are cognitive concepts,
they are quite different from each other. Morale is a composite of feelings, attitudes and
sentiments whereas motivation is the process of stimulating people to work for the
achievement of desired goals. Morale is a group of phenomenon; motivation is largely an
individual’s willingness to work. Morale is concerned with mobilization of sentiments but
motivation is concerned with mobilization of energy. However, morale reflects motivation
provides potential for raising morale.

1.1.4 Factors Affecting Morale

Roach determined that there are twelve factors that influence morale. They are
1. General worker’s attitude towards the company.
2. General worker’s attitude towards the supervisor.
3. The level of satisfaction with job standards.
4. The level of consideration the supervisor shows to his subordinates.
5. The work load and the work pressure level.
6. The treatment of individuals by management.
7. The level of worker’s pride in the company and its activities.
8. The level of worker’s satisfaction with salaries.
9. Workers reaction to the formal communication network in organization.
10. Intrinsic job satisfaction level of workers.
11. Workers satisfaction with the progress and opportunities for the further
progression.
12. The workers attitude towards fellow workers.

1.1.5 Individual and group morale

Morale may be concerned with an individual. An individual’s morale is related with
knowing one’s own expectation and living up to them. If one is clear of his own needs and
how to satisfy them most of the time morale is high. Whereas an individual’s morale is a
single person’s attitude toward life, group morale reflects the general esprit de corps of a
collective group of personalities. Group morale is everyone’s concerns and it must be
practiced continually, for it is never ultimately achieved and is constantly changing.
Group morale and the morale of the individual are interrelated but not necessarily
identical. They have an effect on each other. It is conceivable that an individual’s own
 4

personal perception of existing conditions as they relate to himself may be high, and they
group’s perception of conditions may be low, or vice versa but more usually the two share
common feelings.

1.1.6 Measurement of Morale

Since morale is a subjective concept, there are some difficulties associated with its
measurement. Employees are naturally reluctant to express their true attitude towards the
work and management. For this reason, the questionnaire method has the least significance
as a technique of measurement. The following are the popular methods of morale
measurement
 Observations
 Attitude surveys
 Company records
(a) Observations
A keen observation of employee’s behavior, talk, gestures should help the manager to
identify any change in the level of morale. On identifying this, the manager should
immediately think of a remedial action in order to restore the morale at its previous level.
(b) Attitude surveys
Attitude surveys are conducted mainly in two ways
(i) Interview method - Under this method, a face to face talk is carried out with the
employee. The interviewer asks several persons about their feelings and opinions on various
aspects of their job and the organization.
(ii) Questionnaire method - In this method of morale measurement, a questionnaire is served
to the employees asking them about their opinions on all factors that affect morale
(c) Company Records
Certain reports from the personnel department provide the information as to labor
turnover, rate of absenteeism, number of workers grievances, the number of goods rejected,
strikes and such other things, which are indicators of the level of morale.

1.1.7 Improving Employee Morale

Appreciation
Research shows that people often leave an employer because they haven’t received
the recognition they want, or feedback on how they are doing. Perhaps the first step in
creating an atmosphere that will motivate employees is expressing appreciation. Supervisors
 5

should commend progress toward agreed-upon goals in a continual and consistent manner.
The employees are singled out from time to time and commended for their efforts on keeping
the company running smoothly.
Involvement
People want to feel involved their jobs and important to the success of their
companies. They are closest to the works for which they are responsible, and know how it
can most effective be done. Supervisors can motivate staff by asking them to set their own
job goals and suggest better ways to do things. Supervisors should prove themselves as
participative one, which in turn enable them to identify the actual problem from the
employees regarding their work.
Co-operation
Management should maintain a proper cooperation among the employees. This can be
done by showing a proper path towards the organization goal.
Social Environment
A company’s reputation rests on more than just the quality of its products. People
judge firms by their philosophy and level of customer service, their involvement in
community activities and their commitment to morale, environmental and even political
issues.
Working Environment:
The physical place in which people work says a lot about the organization, its values
and its policies. Employees are more productive when their environment is comfortable,
pleasant and efficiently organized for the tasks top be performed. As you arrive tomorrow
morning, look objectively at your neighborhood, building, entrance area and the individual
offices.
1.1.8 Building of High Morale
In order to achieve high morale among the employees the following suggestion may be
followed.
1. Two-Way Communication
There should be a two-way communication between the management and the workers as if
exercises a profound influences on morale. The workers should be kept informed about the
organization polices and programmes through conferences, bulletins and informal discussions
with the workers.
 6

2. Show Concern
Large or small every business should have names on desks work stations or cubicles to show
that a real person with worth works there not just a machine. Next ask their opinion whenever
an opportunity arises rather than always telling them what to do or the way to do it. This
allows employees to add their own creative thoughts to the work process, which then can lead
to more of a feeling of ownership. Finally ask how they are with out wanting to know deeply
personal data the boss can easily show on interest in the individual walkers.
3. Job Enrichment
This involves a greater use of the factors which are intended to motive the worker rather than
to ensure his continuing satisfaction with the job he performs the idea is to reduce employee
discontent by changing or improving a job to ensure that he is better motivated.
4. Modifying the work environment
This involves the use of teams of work groups developing social contacts of the employees
the use of music regular rest breaks.
5. Rotation of Jobs
This is also one of important techniques to increase employee morale. Job rotation helps to
reduce an employee's boredom.
6. Incentive System
There should be a proper incentive system in the organization to ensure monetary and non-
monetary rewards of the employees to motivate them.
7. Welfare Measures
Management must provide for employees welfare measures like canteens credit facilities
sport clubs, education for their children.
8. Social Activities
Management should encourage social group activities by the workers. This will help to
develop greater group cohesiveness which can be used by the management for building high
morale.
9. Training
There should be proper training of the employees so that they may do their work efficiently
and avoid frustration when the worker are given training they get psychological satisfaction
as they feel that management is taking interest in them.
10. Workers Participation
There should be industrial democracy in the organization management should allow workers
participation in management. Whenever a change to be introduced which effects the workers
 7

they must be consulted and taken into confidence workers must be allowed to put forward
their suggestion and grievance to the top management.
11. Offers recognition of the employee efforts
It takes but a few seconds to say "Nice Job" "Well done", "Marked improvement", "You 're'
on the right road" or any number of other phrases that communicate to the employee that you
care about the job and about them and that you recognize an improvement in productivity.
Also, employees can be given performance awards or have their name mentioned at staff
meetings, posted on a notice boards or in employee inter office E-mail to say that someone
did a note monthly Job. All of these simple modes of painting out individual team or group
behaviour serve as very strong methods of improving productivity self worth and morale.
 8

1.2 COMPANY PROFILE

AADITIYA ASWIN PAPER MILLS PVT LTD.,

Aaditiya Aswin Paper Mills Pvt Ltd., was incorporated on 17th November 2006
with its Registered Office in Coimbatore, TamilNadu and Factory in Sathyamangalam.
Spread on a landscape of around 50 acres, ours is a paper manufacturing plant with a capacity
of 45 tons per day.
Our source of raw material is imported and indigenous waste paper and ready-made
Pulp, both Hardwood and Softwood Pulp.
Products
Aaditiya Aswin Paper Mills Pvt Ltd., (AAPM) offers quality writing, printing and
newsprint paper to suit the needs of its customers. The most common customer base for our
product are in the fields of Note Book Manufacturing, Text Book Printing for modern high-
speed printing machines and Newspaper printing Companies.
Our recent niche products include Azur-laid, Bible Paper, Pharma Inserts, Cup-stock
and Color Maplitho. We manufacture writing and printing paper with GSM ranging from 35
to 220.

Eco Friendly
AAPM makes paper primarily from 100% recycled waste paper and in the process
there is no usage of wood or any form of wood base. Due to the usage of recycled fiber we
save the total environment and we create and support "waste into wealth". Our Factory itself
has good sources of producing oxygen to the nature by the green plantations we have
developed and still continuing to do
Machine
The deckle size of our machine is 2.35 Meters, which suits all the major customer
needs. Over and above our machine is equipped with Kuster Calendar, which gives a fine
product in finishing and glazing effects.

Laboratory
We do have good lab technicians and the necessary lab equipment’s, which will
provide the base for inspecting the final product thoroughly before passing it for final
finishing. There are several lab tests our product will be allowed to pass through in order to
 9

meet the customer demands. We develop and identify each process to the fine tuned level and
will handle very efficiently to provide cost effective production.
Production Team
We have a dedicated team facility to check the quality on hour-to-hour basis, which
ensures that the quality parameters are met at all times during production. The production
facility has the latest and widest technology with streamlined processes and has the capacity
to meet the growing requirements on Eco friendly products. AAPM has established itself as
one of the India’s best manufacturer of Printing and Writing and Newsprint manufacturer.
Each product has got its own visibility in the market since the bulkiness of all the products
has a unique name.
 10

1.3 NEED FOR THE STUDY

Employee morale is one of the predictors of organizational efficiency and
effectiveness. Organizational effectiveness considerably depends on the morale of its work
force. Morale is the enthusiasm with which workers as individuals and as groups respond to
their work situation and requirements. It is a state of healthy balance in the organization in
which people make their respective contributions to achieve their set goals, maintain their
sense of worth besides developing their abilities, knowledge and skills. Although several
factors are related to employee morale in organizational settings, the single most influential
factor in enhancing job satisfaction and group cohesiveness is superior-subordinate
communication. Yet, while a great deal of speculation exists concerning the sorts of
communication behaviors most conducive to employee satisfaction, no empirical test has
been conducted to assess specifically the relationship between communication and morale.
This study undertakes such an investigation of understanding the employee morale in
Aaditiyaaswin Paper Mills Pvt Ltd.

1.4 OBJECTIVE OF THE STUDY

Primary Objective

1. To study and assess the level of morale of the employees at Aaditiyaaswin Paper Mills Pvt
Ltd.,

Secondary Objectives

1. To find the various factors leading to employees morale in the organization.

2. To find the expectation of employees towards job, work environment and financial benefits

3. To know the interrelationship between supervisors and employees

4. To suggest measures for improve morale of the employees of organization.

 11

CHAPTER 2

LITERATURE SURVEY

Child (1941) explains that morale is a condition of mental health; it contributes to the person
to act effectively and confidently; and it makes he/she very interested in performing his/her
duties.Simply, morale means how individuals feel at a particular point in time (Watson,
1988).Guion (1958) considers morale as a personal phenomenon. He states extent to which
the person feels satisfaction in his/her job.

Glimer (1961) indicates that the morale is a group concept and becomes general description
of attitudes of the employees in an organisation. He argues thatgroup interactions result in
forming morale of employees in the organization.

Ransom (1995) emphasizes three characteristics of a high morale in an organization: (a)

Offering freedom and autonomy to workers to do their work, (b) Rewarding the employee for
exceeding the organizational expectations, and (c) Paying attention to employees and
resolving their disputes immediately.

Johnsrud (1996) explains that morale holds satisfaction of work environment and also some
characteristics such as excitement, emotion, commitment and loyalty to organization and
tendency toward job.

Barbara (2002) explained that the employee morale within an organization has a direct
impact on the satisfaction level of its customers and the company's ultimate success. When
relationship-based leaders promote core competency development of its workforce
throughout the organization, an opportunity exists for ensuring high employee morale and
customer satisfaction, an increase in employee and customer retention rates, and a positive
long-term outlook for the company's successful performance.

Robbin( 2003) advocated removing de motivation and improving welfare practices as per
demographic profile of the workers to address the issue of low morale. He identified other
factors like no career or succession planning and delegation of authority, lack of
communication as other reasons for low morale. Similarly negligent welfare practices,
 12

inflexible working condition, lack of confidence in management lay off conflicts, high
employee turnover, and role ambiguity are other reasons for low morale.

Ajala (2004) report that the leadership style and communication climate in organization has
significantly influenced workers’ morale. In essence, the level of workers’ participation and
involvement in making decisions that affect organizational interest tend to influence their
morale. This implies that, knowledge and level of awareness of workers on issues and
problems affecting organization where they have invested their talents and skills could also
affect their morale, job satisfaction, and intention to stay or quit an organization.

Haynes (2008) explains the behavioral office environment behavioral components of the
office environment that have the greatest impact on office productivity. In all of the work
patterns, it was found that interaction was perceived to be the component to have the most
positive effect on productivity, and distraction was perceived to have the most negative.

Fardet al. (2010) indicate that employee morale plays the major role in setting a healthy
work place. The study also explores that high level of employee morale is linked with the
employee work satisfaction, creativity and innovation, honorable mind with the work,
employee commitment towards the organization, and anxiousness to achieve group objectives
beyond individual objectives, thus leading to enhance the organizational performance.

Zial (2011) concluded is that teambuilding has long term positive relationship between
employee morale and employee retention. Team performance, individual contribution, team
evaluation and coordination have long term positive relationship between employee morale
and employee retention. Team unity has no significant effect on employee morale and
employee retention.

Chopade (2012) revealed the relationship between survivors’ perception of rightsizing and
their continuance commitment, affective commitment and morale. During this intervention, if
employees’ positive perception of rightsizing would have positive impact on their
continuance as well as affective commitment. But, survivors’ rightsizing perception has
negative impact on their morale. Employees were satisfied with their pay and amount of work
done. They were worried about their job security. So that respondents has shown high
commitment but low morale.
 13

Dayo Akintayo (2012) has observed that conducive working environment and workers`
morale have significantly contributed to perceived workers’ productivity in industrial
organizations in South -West Nigeria. In essence, working environment tends to influence the
morale of the workers vis- a- vis their productivity at varying degrees depending on the types
of organization

Devina Upadhyay & Anu Gupta (2012), observed that more than 50 % respondents are
working with more than 10 years out of that only 14 % morale of the people was high, 46%
are satisfied with the work given to them and 66% employees are satisfied with the welfare
measures given to them. Thus we can say that there is no role of work experience in
employee satisfaction and thus with employee morale. 2. Work satisfaction is not
independent to communication at work place.

Upadhyay and Gupta (2012) conclude that communication plays a major role in increasing
the satisfaction of an employee. Satisfied employees are reported to have high morale.
Welfare measures and work experience does not necessarily relates to satisfaction .Therefore
its recommended that company should provide for adequate welfare measures but should not
burden itself by increasing the cost part of it in greed to earn the competitive edge and declare
itself as most desired company. Other factors like good and open communication, providing
motivating factors, empowerment etc should be taken into consideration for increasing the
employee satisfaction level.

Ngamb(2013) revealed that there is a relationship between leadership and morale, and those
leadership competencies such as communication, fostering trust and team building set a clear
direction for the college impact on morale. It is recommended that morale surveys should be
conducted to obtain the requisite information before developing strategies that relate to
employee morale, retention and performance.

Usmani et. al.(2013) explores the relationship between diversity and customer satisfaction
mediated by employee morale. Exploratory Factor Analysis, Confirmatory Factor Analysis
and Structural Equation Modelling were run to test the relationship and significance of the
model. The results rejected the mediated relationship of diversity and customer satisfaction
but showed positive direct association between diversity and employee morale.
 14

Dr.Usha Tiwari, (2014), has undergone a research with the objective to assess the level of
morale of the employees of Jaypee Cement Plant Rewa, to find the various factors leading to
employee’s morale in the organization, to evaluate the impact of employee morale on their
efficiency and to suggest measures for improve morale of the employees of organization.
 15

CHAPTER 3
METHODOLOGY

3.1 TYPE OF PROJECT

‘Research’ means a scientific and systematic search for pertinent information on a
specific topic. Research is a careful investigation or inquiry especially through search for
new facts in any branch of knowledge. Research comprises defining and redefining
problems, formulating hypothesis or suggested solution; collecting, organizing and evaluating
data; making deductions and reaching conclusions; and at last carefully testing the
conclusions to determine whether they fit the formulating hypothesis.
‘Methodology’ is defined a “the study of methods by which we gain knowledge, it
deals with cognitive processes imposed on research b the problems arising from the nature of
its subject matter”
3.1.1 Research Methodology
 Is a way to systematically solve the research problem.
 It may be understood as a science of studying how research is done scientifically.
 The research methodology in the present study deals with research design, data
collection methods, sampling methods, survey, analysis and interpretation and
limitations of the study.
3.1.2 Research design
 “A research design is the arrangement of conditions for collection and
analysis data in a manner that aims to combine relevance to the researcher
purpose with economy in procedure. It constitutes the blueprint for the collection,
measurement and analysis of data. As such design includes an outline of what the
researcher will do form writing the hypothesis and its operational implications to
the final analysis of data.
 As such the design includes an outline of what the researcher will do from
writing the hypothesis and its operational implications to the final analysis of
data.
 The Research Design undertaken for the study is Descriptive one. A study,
which wants to portray the characteristics of a group or individuals or situation, is
known as Descriptive study. It is mostly qualitative in nature. The main objective
of Descriptive study is to acquire knowledge.
 16

3.1.3 Types of data collected

 Primary data - Primary data was collected through personnel interview. The
structured interview schedule was drafted to get the information regarding the
employee morale at Aaditiyaaswin Paper Mills Pvt Ltd. The structure interview
schedule contains 20 questions, which include both closed and multiple
questions. The interview will be conducted in English and Tamil.
 Secondary data - Secondary data will be collected from various
published books, journals, periodicals and Company records.

3.2 TARGET RESPONDENTS

This project primarily focuses to the employees of Aaditiyaaswin Papers Ltd.,

3.3 ASSUMPTIONS, CONSTRAINTS AND LIMITATIONS

 The data is collected using questionnaire and therefore the study is limited to the data
collected.
 Sometimes the attitude of some respondents was not co- operative towards the
researcher. If they had offered full co-operation this report would have been more
informative.
 Because of the busy schedule of the employees they were not able to provide enough
information.
 The employee morale is depends on individual.

3.4 SAMPLING METHOD

A sampling plan is a definite design for obtaining a sample from the sampling frame.
It refers to the techniques or the procedure the researcher would adopt in selecting some
sampling units from which inferences about the population is drawn. Sampling design is
determined before any data are collected.
Convenient Sampling technique was adopted. In this method the researcher select
those units of the population in the sample, which appear convenient to him or the
management of the organization where he is conducting research.
Sampling Size
110 samples were taken as the sample of the study
 17

3.5 DATA PROCESSING/COLLECTION

Data refers to information or facts. It includes numerical figures, non –numerical
figures, descriptive facts, and qualitative information. The task of data collection begins after
research problem has been defined and research plan has been decided. The nature of the data
is both Primary and Secondary data.
Primary data
It is defined as the data which is collected for the first time and fresh in nature and
happen to be original in nature the data are collected from the employees.
Secondary data
This kind of data is to be collected by someone else. It has been collected from the
company records profiles and also from the net and books.
Research Instrument
Questionnaire is used as a data collection instruments this questionnaire is a structured
one and it consists of Likert scale, Dichotomous, Ranking scale. This questionnaire is uses to
collect the opinion feelings and attitudes of the respondents. There are two types of data
aware to be used.
Questionnaire construction
The Questionnaire construction has been done with a great care in order to collected
information from the respondent’s. The main reason for designing questionnaire is that.
 To get the raw data.
 To reduce the bias
 To get information from the samples
 To respondents get the adequate time
Types used to construct questionnaire
 Close-ended question:
 Likert scale
 Dichotomous.
 Ranking scale.

3.6 TOOLS FOR ANALYSIS

In order to come out with findings of the study, the following statistical tools have
been used
 18

Percentage analysis
Percentage refers to a special kind of ratio percentage are used in making comparison
between two or more series of data percentage is used describe relative terms the distribution
of two or more series of data.

No. of Respondents
Percentage Respondents = X 100
Total Respondents

Weighted average
Weighted average is used to analyze the Likert scale related questions.

∑Xi Wi

Weighted average ( Xw ) = ------------

∑n
Here,
Xw is the Weight
Wi is the weight of the item
Xi is the value of the item
 19

CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

4.1 DATA ANALYSIS

Table : 4.1.1
Table Name : Gender of the Respondents
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Male 77 70

2. Female 33 30

TOTAL 110 100

Inference
The above table shows that 77% of Respondents belongs to Male and 33% of
Respondents belongs to Female.
Chart No.: 4.1.1

70 %
70

60

50

30 %
40
Male

30 Female

20

10

0
Male Female
 20

Table : 4.1.2
Table Name : Age of the respondents
Statistical Tool : Percentage Analysis

No. of
S.No. Age group Percentage
Respondents
1. 21-30 28 25

2. 31-40 33 30

3. 41-50 23 21

4. Above 50 26 24

TOTAL 110 100

Inference
The above table shows that 25% of respondents are belongs to 21-30, 30% of
respondents are belongs to 31-40, 21% of respondents are belongs to 41-50 and 24% of
respondents are belongs to above 50.
Chart No.: 4.1.2

30 30
25 24

25 21

20
21-30

15 31-40

41-50
10 Above 50

0
21-30 31-40 41-50 Above 50
 21

Table : 4.1.3
Table Name : Monthly income of the respondents
Statistical Tool : Percentage Analysis

No. of
S.No. Income Percentage
Respondents
1. Below 5000 2 2

2. 5000-10000 10 9

3. 10000-15000 44 40

4. Above 15000 54 49

TOTAL 110 100

Inference
The above table shows that 2% of respondents said that their salary belongs to below
5000, said that their salary belongs to 9% of respondents said that their salary belongs to
5000-10000, said that their salary belongs to 40% of the respondents said that their salary
belongs to 10000-15000 and 49% of respondents says that above 15000.

Chart No.: 4.1.3

49%
50
40%
45
40
35
30 Below 5000
25 5000-15000
20 15000-25000
15 9%
Above 25000
10 2%
5
0
Below 5000- 15000- Above
5000 15000 25000 25000
 22

Table : 4.1.4
Table Name : Experience of the respondents
Statistical Tool : Percentage Analysis

No. of
S.No. Experience Percentage
Respondents
1. 10 years 14 13

2. 10-20 years 50 45

3. 20-30 years 38 35

4. Above 30 years 8 7

TOTAL 110 100

Inference
The above table shows that 13% of respondents are having 10 yrs., 45% of
respondents are having 10-20 yrs., 35% of respondents are having 20-30 yrs. & 7% of
respondents are having above 30 years experience.

Chart No.: 4.1.4

45%
45

40

35 35%

30
Below 5000
25
5000-15000
20
13%
15000-25000
15
7%
Above 25000
10

0
Below 5000- 15000- Above
5000 15000 25000 25000
 23

Table : 4.1.5
Table Name : Getting frequent feed back from the Superior
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Strongly Agree 16 15

2. Agree 55 50

3. Neutral 30 27

4. Disagree 6 5

5. S. Disagree 3 3

TOTAL 110 100%

Inference
The above table says that 15% of respondents strongly agreed, 50% of respondents
Agreed, 27% of respondents Neutral, 5% of respondents Disagreed and 3% of respondents
Strongly Disagreed that they are getting feedback from their superiors.

Chart No.: 4.1.5

50%
50
45
40
35
27% Strongly Agree
30
Agree
25
15% Neutral
20
15 Disagree

10 5% Strongly Disagree
3%
5
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
 24

Table : 4.1.6
Table Name : I am helping the management in the decision making process
Statistical Tool : Percentage Analysis

No. of
S.No. Opinion Percentage
Respondents
1. Strongly Agree 26 24

2. Agree 47 43

3. Neutral 28 25

4. Disagree 4 4

5. S. Disagree 5 4

TOTAL 110 100%

Inference
The above table says that 24% of respondents said that Strongly Agreed, 43% of
respondents said that Agreed, 25% of respondents said that Neutral, 4% respondents
Disagreed & 4% respondents says that Strongly Disagreed the Employees are participating in
the decision making.
Chart No.: 4.1.6

43%
45

40

35

30 24% 25%
Strongly Agree
25 Agree
20 Neutral

15 Disagree

10 4% Strongly Disagree
4%
5

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
 25

Table : 4.1.7
Table Name : I spend more than 8 hrs for their official work
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Strongly Agree 25 23

2. Agree 50 46

3. Neutral 25 23

4. Disagree 5 4

5. S. Disagree 5 4

TOTAL 110 100%

Inference
The above table says that 23% of respondents Strongly Agreed, 46% of respondents
were Agreed, 23% of respondents were Neutral, 4% of respondents were Disagreed and 4%
of respondents were Strongly Disagreed they are spending more than 8 hours for their official
work.
Chart No.: 4.1.7

46%
50
45
40
35
Strongly Agree
30 23% 23%
Agree
25
Neutral
20
15 Disagree

10 4% 4% Strongly Disagree

5
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
 26

Table : 4.1.8
Table Name : Employees feel energetic in work place
Statistical Tool : Percentage Analysis

No. of
S.No. Opinion Percentage
Respondents
1. Strongly Agree 27 25

2. Agree 46 42

3. Neutral 28 25

4. Disagree 7 6

5. S. Disagree 2 2

TOTAL 110 100%

Inference
The above table says that 25% of respondents Strongly Agreed, 42% of respondents
were agreed, 25% of respondents were Neutral, 6% of respondents were disagreed and 2% of
respondents were Strongly Disagreed that they are feeling energetic in their work place.
Chart No.: 4.1.8

42%
45
40
35
25% 25%
30 Strongly Agree
25 Agree
20
Neutral
15 6%
Disagree
10 2%
Strongly Disagree
5
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
 27

Table : 4.1.9
Table Name :Employees feel upset when someone criticize their
organization
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Strongly Agree 36 33

2. Agree 33 30

3. Neutral 30 27

4. Disagree 8 7

5. S. Disagree 3 3

TOTAL 110 100%

Inference:
The above table says that 33% of respondents Strongly Agreed, 30% of respondents
were agreed, 27% of respondents were Neutral, 7% of respondents were disagreed and 3% of
respondents were Strongly Disagreed that they will feel upset when some one criticize their
organisation.
Chart No.: 4.1.9

33%
35
30%
27%
30

25
Strongly Agree
20
Agree

15 Neutral

7% Disagree
10
3% Strongly Disagree
5

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
 28

Table : 4.1.10
Table Name : Employees feel incapable to say not to work for their job demand
Statistical Tool : Percentage Analysis

No. of
S.No. Opinion Percentage
Respondents
1. Strongly Agree 28 25

2. Agree 47 43

3. Neutral 25 23

4. Disagree 8 7

5. S. Disagree 2 2

TOTAL 110 100%

Inference
The above table says that 25% of respondents Strongly Agreed, 43% of respondents
were agreed, 23% of respondents were Neutral, 7% of respondents were disagreed and 2% of
respondents were Strongly Disagreed that they feel incapable to say their job demand.
Chart No.: 4.1.10

43%
45

40

35

30 25%
23% Strongly Agree
25 Agree
20 Neutral

15 Disagree
7%
10 Strongly Disagree
2%
5

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
 29

Table : 4.1.11
Table Name : Respondents feel comfortable in doing extra time in their
organisation
Statistical Tool : Percentage Analysis

No. of
S.No. Opinion Percentage
Respondents
1. Strongly Agree 32 29

2. Agree 44 40

3. Neutral 21 19

4. Disagree 6 6

5. S. Disagree 7 6

TOTAL 110 100%

Inference

The above table says that 29% of respondents Strongly Agreed, 40% of respondents
were agreed, 19% of respondents were Neutral, 6% of respondents were disagreed and 6% of
respondents were Strongly Disagreed that they feel comfortable in doing extra time in their
organisation.
Chart No.: 4.1.11

40%
40

35
29%
30

25 Strongly Agree
19%
Agree
20
Neutral
15
Disagree
6% 6%
10 Strongly Disagree

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
 30

Table : 4.1.12
Table Name : Employees share their thoughts and feelings to
their subordinate and superior
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Strongly Agree 28 25

2. Agree 55 50

3. Neutral 16 15

4. Disagree 7 6

5. S. Disagree 4 4

TOTAL 110 100%

Inference

The above table says that 25% of respondents Strongly Agreed, 50% of respondents
were agreed, 15% of respondents were Neutral, 6% of respondents were disagreed and 4% of
respondents were Strongly Disagreed that they share their thoughts and feelings to their
subordinate and superior.
Chart No.: 4.1.12

50%
50
45
40
35
25% Strongly Agree
30
Agree
25
15% Neutral
20
Disagree
15
6% Strongly Disagree
10 4%
5
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
 31

Table : 4.1.13
Table Name : Employees trust their superior and subordinates, they
believe and trust them
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Strongly Agree 16 15

2. Agree 72 65

3. Neutral 14 13

4. Disagree 4 4

5. S. Disagree 4 3

TOTAL 110 100%

Inference

The above table says that 15% of respondents Strongly Agreed, 65% of respondents
were agreed, 13% of respondents were Neutral, 4% of respondents were disagreed and 3% of
respondents were Strongly Disagreed that they trust their superior and subordinates they
believe and trust them.
Chart No.: 4.1.13

65%
70

60

50
Strongly Agree
40
Agree

30 Neutral

15% 13% Disagree

20
4% Strongly Disagree
3%
10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
 32

Table : 4.1.14
Table Name : Employees feel proud to be the members of their organization
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Strongly Agree 36 33

2. Agree 53 48

3. Neutral 14 13

4. Disagree 5 4

5. S. Disagree 2 2

TOTAL 110 100%

Inference
The above table says that 33% of respondents Strongly Agreed, 48% of respondents
were agreed, 13% of respondents were Neutral, 4% of respondents were disagreed and 2% of
respondents were Strongly Disagreed that they feel proud to be the member of their
organisation.

Chart No.: 4.1.14

65%
70

60

50
Strongly Agree
40
Agree

30 Neutral

15% 13% Disagree

20
4% Strongly Disagree
3%
10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
 33

Table : 4.1.15
Table Name : Employees are satisfied with welfare Amenities provided
by their organisation
Statistical Tool : Percentage Analysis

No. of
S.No. Opinion Percentage
Respondents
1. Strongly Agree 34 31

2. Agree 52 47

3. Neutral 17 16

4. Disagree 6 5

5. S. Disagree 1 1

TOTAL 110 100%

Inference
The above table says that 31% of respondents Strongly Agreed, 47% of respondents
were agreed, 16% of respondents were Neutral, 5% of respondents were disagreed and 1% of
respondents were Strongly Disagreed that they are satisfied with welfare amenities provided
by their organisation.

Chart No.: 4.1.15

47%
50
45
40
31%
35
Strongly Agree
30
Agree
25
16%
Neutral
20
Disagree
15
5% Strongly Disagree
10
5 1%

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
 34

Table : 4.1.16
Table Name : Employees involved in making important decisions in their work
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondent Percentage

1. Strongly Agree 20 18

2. Agree 45 41

3. Neutral 25 23

4. Disagree 14 13

5. S. Disagree 6 5

TOTAL 110 100%

Inference
The above table says that 18% of respondents Strongly Agreed, 41% of respondents
were agreed, 23% of respondents were Neutral, 13% of respondents were disagreed and 5%
of respondents were Strongly Disagreed that they are involved in making important decisions
in work.
Chart No.: 4.1.16

45 41%

40

35

30
23% Strongly Agree
25 Agree
18%
20 Neutral
13%
15 Disagree

10 5% Strongly Disagree

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree
 35

Table : 4.1.17
Table Name : Employees have the opportunity to make decisions on their own
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Strongly Agree 23 21

2. Agree 45 41

3. Neutral 22 20

4. Disagree 15 13

5. S. Disagree 5 5

TOTAL 110 100%

Inference
The above table says that 21% of respondents Strongly Agreed, 41% of respondents
were agreed, 20% of respondents were Neutral, 13% of respondents were disagreed and 5%
of respondents were Strongly Disagreed that they have the opportunity to make decisions on
their own.
Chart No.: 4.1.17

50
41
40

30
21 20 Percentage
20 13
10 5
1
0
Strongly Agree Neutral Disagree S.
Agree Disagree
 36

Table : 4.1.18
Table Name : Employees have the opportunity to take on a leadership role
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Strongly Agree 17 15

2. Agree 48 44

3. Neutral 25 23

4. Disagree 15 13

5. S. Disagree 5 5

TOTAL 110 100%

Inference
The above table says that 15% of respondents Strongly Agreed, 44% of respondents
were agreed, 23% of respondents were Neutral, 13% of respondents were disagreed and 5%
of respondents were Strongly Disagreed that they have the opportunity to take on a leadership
role.
Chart No.: 4.1.18

Percentage
45
40
35
30
25 44
20 Percentage
15
23
10 15 13
5 5
0
Strongly Agree Neutral Disagree S.
Agree Disagree
 37

Table : 4.1.19
Table Name : The training and orientation program was really good.
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Strongly Agree 21 19

2. Agree 50 45

3. Neutral 20 18

4. Disagree 13 12

5. S. Disagree 6 6

TOTAL 110 100%

Inference
The above table says that 19% of respondents Strongly Agreed, 45% of respondents
were agreed, 18% of respondents were Neutral, 12% of respondents were disagreed and 6%
of respondents were Strongly Disagreed that the training and orientation program was really
good.
Chart No.: 4.1.19

Percentage

50 45
40
30
19
20 18
12 Percentage
10
6
0
1 2 Percentage
3 4 5
 38

Table : 4.1.20
Table Name : The work is interesting
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Strongly Agree 24 22

2. Agree 46 42

3. Neutral 27 24

4. Disagree 13 12

5. S. Disagree 0 0

TOTAL 110 100%

Inference
The above table says that 22% of respondents Strongly Agreed, 42% of respondents
were agreed, 24% of respondents were Neutral, 12% of respondents were disagreed that the
work is interesting.
Chart No.: 4.1.20

50 42
40
30 22 24
20
10 12
0 Percentage
0
Percentage
 39

Table : 4.1.21
Table Name : Opportunity to perform the type of work they do best
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Strongly Agree 18 16

2. Agree 48 44

3. Neutral 26 24

4. Disagree 11 10

5. S. Disagree 7 6

TOTAL 110 100%

Inference
The above table says that 16% of respondents Strongly Agreed, 44% of respondents
were agreed, 24% of respondents were Neutral, 10% of respondents were disagreed that
opportunity to perform the type of work they do best.
Chart No.: 4.1.21

45
40
35
30
25
44
20 Percentage
15
24
10 16
5 10
6
0
Strongly Agree Neutral Disagree S.
Agree Disagree
 40

Table : 4.1.22
Table Name : The employees are encouraged to develop knowledge and skills
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Strongly Agree 21 19

2. Agree 50 45

3. Neutral 20 18

4. Disagree 13 12

5. S. Disagree 6 6

TOTAL 110 100%

Inference
The above table says that 19% of respondents Strongly Agreed, 45% of respondents
were agreed, 18% of respondents were Neutral, 12% of respondents were disagreed and 6%
of respondents were Strongly Disagreed that the employees are encouraged to develop
knowledge and skills.
Chart No.: 4.1.22

45
45
40
35
30
25
19 18
20 Percentage
15 12

10 6
5
0
Strongly Agree Neutral Disagree S.
Agree Disagree
 41

Table : 4.1.23
Table Name : The employees have opportunities to take part in further training
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Strongly Agree 20 18

2. Agree 46 42

3. Neutral 22 20

4. Disagree 12 11

5. S. Disagree 10 9

TOTAL 110 100%

Inference
The above table says that 18% of respondents Strongly Agreed, 42% of respondents
were agreed, 20% of respondents were Neutral, 11% of respondents were disagreed and 9%
of respondents were Strongly Disagreed that the employees have opportunities to take part in
further training.
Chart No.: 4.1.23

S. Disagree 9

Disagree 11

Neutral 20 Percentage

Agree 42

Strongly Agree 18

0 10 20 30 40 50
 42

Table : 4.1.24
Table Name : The team spirit in this work environment is good
Statistical Tool : Percentage Analysis

S.No. Opinion No. of Respondents Percentage

1. Strongly Agree 26 24

2. Agree 50 45

3. Neutral 16 15

4. Disagree 13 12

5. S. Disagree 5 4

TOTAL 110 100%

Inference
The above table says that 24% of respondents Strongly Agreed, 45% of respondents
were agreed, 15% of respondents were Neutral, 12% of respondents were disagreed and 4%
of respondents were Strongly Disagreed that the team spirit in this work environment is good.
Chart No.: 4.1.24

45
40
35
30
25 45
20 Percentage
15
24
10 15
12
5
4
0
Strongly Agree Neutral Disagree S.
Agree Disagree
 43

4.2 STATISTICAL ANALYSIS

Table No : 4.2.1
Table Name : The factors influence to make more commitment towards the
Organisation
Statistical Tools: Weighted Average Method

Variable R1 R2 R3 R4 R5 R6 R7 Weight

Good work culture 40 22 15 10 12 8 3 7

Motivation 25 38 19 8 11 7 2 6

Reward 7 19 11 38 25 2 8 5

Job roles 11 15 34 14 9 22 5 4

Commitment 7 11 18 2 37 14 21 3

Opportunity for
Professional
Growth 13 18 9 12 16 33 9 2

Mentoring 7 5 3 24 13 23 35 1

Total 28

Weighted Average X = Σ Wi Xi / Σ Wi

Variable R1 R2 R3 R4 R5 R6 R7

Good work culture 280 154 105 70 84 56 21

Motivation 150 228 114 48 66 42 12

Reward 35 95 55 190 125 10 40

Job roles 44 60 136 56 36 88 20

Commitment 21 33 54 6 111 42 63

Opportunity for
Professional Growth 26 36 18 24 32 66 18

Mentoring 7 5 3 24 13 23 35
 44

Weight
Variable R1 R2 R3 R4 R5 R6 R7 Average

Good work culture 10.00 5.50 3.75 2.50 3.00 2.00 0.75 27.50

Motivation 5.36 8.14 4.07 1.71 2.36 1.50 0.43 23.57

Reward 1.25 3.39 1.96 6.79 4.46 0.36 1.43 19.64

Job roles 1.57 2.14 4.86 2.00 1.29 3.14 0.71 15.71

Commitment 0.75 1.18 1.93 0.21 3.96 1.50 2.25 11.79

Opportunity for
Professional
Growth 0.93 1.29 0.64 0.86 1.14 2.36 0.64 7.86

Mentoring 0.25 0.18 0.11 0.86 0.46 0.82 1.25 3.93

Weight
Variables Average Rank

Good work culture 27.50 1

Motivation 23.57 2

Reward 19.64 3

Job roles 15.71 4

Commitment 11.79 5

Opportunity for Professional Growth 7.86 6

Mentoring 3.93 7

Inference

From the above table, it is inferred that Good Work Culture makes more commitment
towards the organisation.
 45

CHAPTER 5

FINDINGS, SUGGESTIONS AND CONCLUSIONS

5.1 SUMMARY OF FINDINGS

From analysis and interpretation, the following findings are drawn for the support of
recommendations.
1. 77% of Respondents are Male and 33% of Respondents are Female.

2. 25% of respondents belongs to 21-30, 30% of respondents are belongs to 31-40, 21% of
respondents are belongs to 41-50 and 24% of respondents are belongs to above 50.
3. 49% of respondents says that the salary is above 15000, 40% of the respondents said that
their salary belongs to 10000 and 9% of respondents said that their salary belongs to 5000-
10000.
4. According to the experience, 45% of respondents are having 10-20 yrs., 35% of
respondents are having 20-30 yrs.13% of respondents are having 10 yrs. And 7% of
respondents are having above 30 years experience.
5. 50% of respondents Agreed, 15% of respondents strongly agreed, , 5% of respondents
Disagreed and 3% of respondents Strongly Disagreed that they are getting feedback from
their superiors.
6. 43% of respondents said that Agreed , 24% of respondents said that Strongly Agreed, 4%
respondents Disagreed and 4% respondents says that Strongly Disagreed that the Employees
are participating in the decision making.
7. 46% of respondents were Agreed, 23% of respondents Strongly Agreed, 4% of respondents
were Disagreed and 4% of respondents were Strongly Disagreed they are spending more than
8 hours for their official work.
8. 42% of respondents were agreed, 25% of respondents Strongly Agreed, 6% of respondents
were disagreed and 2% of respondents were Strongly Disagreed that they are feeling
energetic in their work place.
9. 33% of respondents Strongly Agreed, 30% of respondents were agreed, 7% of respondents
were disagreed and 3% of respondents were Strongly Disagreed that they will feel upset
when someone criticize their organisation.
 46

10. 43% of respondents were agreed, 25% of respondents Strongly Agreed, 7% of

respondents were disagreed and 2% of respondents were Strongly Disagreed that they feel
incapable to say their job demand.
11. 40% of respondents were agreed, 29% of respondents Strongly Agreed, 6% of
respondents were disagreed and 6% of respondents were Strongly Disagreed that they feel
comfortable in doing extra time in their organisation.
12. 50% of respondents were agreed, 25% of respondents Strongly Agreed, 6% of
respondents were disagreed and 4% of respondents were Strongly Disagreed that they share
their thoughts and feelings to their subordinate and superior.
13. 65% of respondents were agreed, 15% of respondents Strongly Agreed, 4% of
respondents were disagreed and 3% of respondents were Strongly Disagreed that they trust
their superior and subordinates they believe and trust them.
14. 48% of respondents were agreed, 33% of respondents Strongly Agreed, 14% of
respondents were disagreed and 2% of respondents were Strongly Disagreed that they feel
proud to be the member of their organisation.
15. 47% of respondents were agreed, 31% of respondents Strongly Agreed, 15% of
respondents were disagreed and 1% of respondents were Strongly Disagreed that they are
satisfied with welfare amenities provided by their organisation.
16. 41% of respondents were agreed, 18% of respondents Strongly Agreed, 13% of
respondents were disagreed and 5% of respondents were Strongly Disagreed that they are
involved in making important decisions in work.
17. 41% of respondents were agreed, 21% of respondents Strongly Agreed, 13% of
respondents were disagreed and 5% of respondents were Strongly Disagreed that they have
the opportunity to make decisions on their own.
18. 44% of respondents were agreed, 15% of respondents Strongly Agreed, 13% of
respondents were disagreed and 5% of respondents were Strongly Disagreed that they have
the opportunity to take on a leadership role.
19. 45% of respondents were agreed, 19% of respondents Strongly Agreed, 12% of
respondents were disagreed and 6% of respondents were Strongly Disagreed that the training
and orientation program was really good.
20. 42% of respondents were agreed, 22% of respondents Strongly Agreed, 12% of
respondents were disagreed that the work is interesting.
21. 44% of respondents were agreed, 16% of respondents Strongly Agreed, 10% of
respondents were disagreed that opportunity to perform the type of work they do best.
 47

22. 45% of respondents were agreed, 19% of respondents Strongly Agreed, 12% of
respondents were disagreed and 6% of respondents were Strongly Disagreed that the
employees are encouraged to develop knowledge and skills.
23. 42% of respondents were agreed, 18% of respondents Strongly Agreed, 211% of
respondents were disagreed and 9% of respondents were Strongly Disagreed that the
employees have opportunities to take part in further training.
24. 45% of respondents were agreed,24% of respondents Strongly Agreed, 12% of
respondents were disagreed and 4% of respondents were Strongly Disagreed that the team
spirit in this work environment is good.
25. It is inferred that Good Work Culture is ranked number one followed by motivation and
rewards as number two and three respectively for making more commitment towards the
organisation. Mentoring occupies the last rank.
 48

5.2 SUGGESTIONS AND RECOMMENDATIONS

Based on the analysis and findings from the study, the following suggestions and
recommendations are drawn,

1. It is recommended to keep employees feeling their work is more than just a job. Everyone
wants to feel that his or her work has a higher purpose. So it is important to create this feel
for their career development and organizational development.
2. Appreciate the work of the employees when they successfully accomplish their tasks. This
will help them to be motivated more and accept more responsibilities in future.
3. Train employees to develop positive attitudes related to their work and personal life. This
keeps the employees to be more interested towards their work.
4. As the information sharing plays a vital role in improving the effectiveness of the
organisation, it must be concentrated more in disseminating information between the superior
and subordinates.
5. The Employees who perform well can be recognized among other employees or provide
some monetary or non-monetary facilities for them. It will increase their involvement to work
in this organisation.
6. Mentoring is ranked in the final position. It is very important in improving the
productivity. So it must be improved by allowing the employees to communicate to their
superiors without any hurdles.
 49

5.3. CONCLUSION

Employee morale revolves around what it takes to get employees to give their best,
emotionally and physically, and go that extra mile for the organization. Over a period of
time, striking similarities have been found in the factors that drive morale and the personal
investment that employees make to the organization.
Morale is the attitude of mind or state of mind of employees, which has impact on the
individual and company goals and the purposes. Feelings, emotions and motives combine
and build certain attitude and behavior on the part of the individual, which is in turn,
represents the employee morale towards his organization.
“Right or smart talent” is a necessity for every organization to thrive and grow. The
war for talent is seeing organizations going full length to woo, engage and nurture the “right
talent”. It starts with the attraction stage. While, the initial impact is important, how well we
manage all the life stages of the employee is critical too. Good Work Culture makes more
commitment towards the organization. Most of the employees are feeling their job is
stimulating not boring, from that I conclude that the employees are engaged with the help of a
strong drive of their morale in their work. This leads to the organizational excellence.
 50

5.4 DIRECTIONS FOR FUTURE RESEARCH

There are many researcher focuses the morale factors of employees, motivation of
employees, employee satisfaction, impact of morale on performance of employees and
similarly there are researches on employee satisfaction and employee performance. The
researcher also observes the scope for studying the relationship between and impact of
morale on satisfaction and employee performance.

Further research is required to provide organizations with better understanding of the

employees’ antecedents and consequences of their work. Further exploration of employees’
work environment, particularly the impact of team leader’s behaviors, is important to study.
Exploratory studies in this arena may be fruitful for the policy makers and decision takers to
harness optimum benefits from employees’ hidden talents.
 51

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 52

16. Dr.Usha Tiwari, (2014), A Study on Employee Morale And Its Impact On Employee
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 53

APPENDIX
QUESTIONNAIRE

1. Gender: Male Female

2. Age:
a. 21-30 b. 31-40
c. 41-50 d. Above 50

3. Monthly Income
a. Below 5000 b. 5000-15000
c. 15000-25000 d. Above 25,000

4. What is your experience in this company?

a. 10 years b. 10-20 years
c. 20-30 years d. Above 30 years

Circle in 5 point scale – Strongly disagree (1) Disagree (2) No Comments (3) Somewhat

agree (4) Strongly agree (5)

Sl.No Reasons Choice

1 I am getting frequent feedback from my superior regarding my 1 2 3 4 5

work
2 I am helping the management in the decision making process 1 2 3 4 5

3 I spend more than 8 hrs for my official work 1 2 3 4 5

4 I feel energetic in my work place 1 2 3 4 5

5 I feel upset when someone criticize my organization 1 2 3 4 5

6 I feel incapable to say no to my job demand 1 2 3 4 5

7 I feel comfortable in doing extra time in my office. 1 2 3 4 5

8 I share my thought and feelings to my subordinate & superior. 1 2 3 4 5

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9 I trust my superior and subordinates they also believe & trust 1 2 3 4 5

me.
10 I feel proud to be the member of this organization. 1 2 3 4 5

11 I am satisfied with welfare Amenities provided in my 1 2 3 4 5

company.
12 I am involved in making important decisions in my work 1 2 3 4 5

13 I have the opportunity to make decisions on my own 1 2 3 4 5

14 I have the opportunity to take on a leadership role if I want 1 2 3 4 5

15 The training and orientation program I was given when I first 1 2 3 4 5

started was really good.

16 My work is interesting 1 2 3 4 5

17 I have the opportunity to perform the type of work I do best 1 2 3 4 5

18 I am actively encouraged to develop my knowledge and skills 1 2 3 4 5

19 There are enough opportunities for me to take part in further 1 2 3 4 5

training

20 The team spirit (or morale) in this work environment is good 1 2 3 4 5

21. Rank the factor which influence you make more commitment towards your organization.

S.No Variables Rank

1 Good Work Culture

2 Mentoring

3 Opportunity for Professional Growth

4 Reward

5 Commitment

6 Job roles

7 Motivation

22. Any other suggestion _____________________________________________________