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Journal of Management Research and Development (JMRD), ISSN 2248 937X (Print) ISSN 2248 Journal of Management Research

ch and Development (JMRD), ISSN 2248 Volume 1, Number 1, January - April (2011) 9390(Online), 937X (Print) ISSN 2248 9390(Online), Volume 1, Number 1 January - April (2011), pp. 14-20 PRJ PUBLICATION PRJ Publication, http://www.prjpublication.com/JMRD.asp

JMRD

A STUDY ON EMPLOYEE MORALE IN MULTINATIONAL ORGANIZATION


J. Neelakanta Gugesh1, Research Scholar Sathyabama University, Chennai 119 Dr. S. SheelaRani2, Supervisor, Sathyabama University, Chennai 119 gugesh@yahoo.com, sheelsun@hotmail.com ABSTRACT The objective of this empirical paper is to improve the employee morale by doing various activities such s grievance handling, reward and recognition, work safety, etc. This paper is an excerpt of my research work for doctoral degree. Sample selected for this research is 100 for this study. Percentage analyses, Ranking method, Chi-Square Test were used for the analysis. The need for this study arises as the organization should know their employees Satisfaction level and expectations which play a vital role. The reason for low morale should be found out for retaining their employees. In determining the organizational effectiveness. WARNING SIGNS OF LOW MORALE High rate of absenteeism. Tardiness. High labor turn over. Strikes and sabotage. Lack of pride in work. Wastage and spoilage. Managers need to be cognizant about how they refer to employees. For example, employees feel inferior when managers refer to them as subordinates, low level staff, or my people (Finders, Keepers 34). Employees appreciate empowerment but when management undercuts their authority by referring to them as lowly, morale stifles. Employees depend on managers for overall direction and guidance, yet one of the complaints from former employees pertains to almost non-existent management mentoring leading to conflict. Too often hubris plays a dangerous role in the boss to subordinate relationship. Managers do not always realize that high- powered attitudes come across negatively to employees. Managers should remember they are only as good as their employees in many cases. Therefore, employees deserve managements time and consideration on a higher level than often viewed. Developmental feedback by managers focuses on assisting employees develop themselves leading to more capable and rewarding job performance.
1 2

Senior Manager -Projects, Cognizant Technologies Asst Professor, Management Studies, New College, Chennai,

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Journal of Management Research and Development (JMRD), ISSN 2248 937X (Print) ISSN 2248 9390(Online), Volume 1, Number 1, January - April (2011)

IMPROVEMENT ON MORALE Whenever something is found to be wrong with the workers, it is obvious that there must be some cause of this situation. It may be the policies or practices of the company are defective or that if executives or at fault, or the views of those morale is low do not agree with those of the company or of its executives. Since morale is determined largely by workers participation and attitude, the management should work upon the conditions that define these perceptions. For e.g. managers can concentrate on supervisory styles, company policies, working conditions and other factors external to and out of the control of the work to see that such factors are employees oriented. Leadership styles that supports the worker & encourage him may be applied. Table showing the relationship between income and years of service in the organization: H0: There is no relationship between employee perception on income and years of service in the organization. H1: There is relationship between employee perception on income and years of service in the organization.
Years of service

<1 year 1-5 years 5-10 years 10-20 years >20 years Total Mean( )

Income highly adequate 10 15 5 4 3 37 7.4

Adequate

Moderate

Highly moderate 1 1 9 12 2 25 5

Inadequate

1 2 1 1 2 7 1.4 = = =4

1 2 5 3 2 13 2.6

2 6 1 2 7 17 3.6

SUM OF SQUARES BETWEEN SAMPLES n ( - ) 2 = 5(7.4-4)2+5(1.4-4)2+5(2.6-4)2+5(5.2-4)2+5(3.4- 4)2 = 57.8+33.8+9.8+7.2+1.8 = 110.4 Degrees of freedom (v) = (5-1) =4. SUM OF SQUARES WITHIN SAMPLE: Xi1- ) 2 2 2 2 Highly Adequate: = (10-7.4) + (15-7.4) + (5-7.4) + (4- 7.4 )2+ (3-7.4)2 = 101.2 Adequate: = (1-1.4)2 + (2-1.4)2 + (1-1.4)2+(1-1.4)2 +(2-1.4)2 = 4.4

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Journal of Management Research and Development (JMRD), ISSN 2248 937X (Print) ISSN 2248 9390(Online), Volume 1, Number 1, January - April (2011)

Moderate: = (1-2.6)2+ (2-2.6)2+ (5-2.6)2+ (3-2.6)2+ (2-2.6)2 =11.6 Highly moderate: = (1-5)2+ (1-5)2+ (9-5)2+ (12-5)2+ (3-5)2 =101. Inadequate: = (2-3.6)2+ (6-3.6)2+ (1-3.6)2+ (2-3.6)2+ (7-3.6)2 = 29.2. SUM OF SQUARES WITHIN SAMPLE: TOTAL=247.4 Degrees of freedom=N-C= (5*5-5) = 20. ANNOVA TABLE Sum of squares Source of variance Between income and years of service Within income Degrees of freedom Mean Square F ratio

110.4 247.4

4 20

27.6 F=27.6/14 .09 =1.96

14.09

F tab (4, 20) = 4.43 F cal =1.96. F cal <F tab Accept H0. Inference From the above table it is inferred that the respondents feel that is no relationship between income and years of service in the organization. Chart showing the emphasis of teamwork in the organisation:

Findings: From the above table it is found that, 80% of respondents emphasized on teamwork and 20% of respondents didnt emphasized on teamwork. Inference: From the above chart it is inferred that most of the respondents feel that teamwork is emphasized in the organisation

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Journal of Management Research and Development (JMRD), ISSN 2248 937X (Print) ISSN 2248 9390(Online), Volume 1, Number 1, January - April (2011)

Table showing the rank of attributes related to work environment: Attributes Achievement Loyalty Recognition Economic security Self respect R1 19 10 11 9 11 R2 10 9 10 27 7 37 R3 20 3 26 14 15 8 R4 12 37 14 13 13 10 R5 14 31 27 11 17 12 R6 25 16 12 10 39 22

Responsibility 25

Total of respondents =100 Table showing the weighted average of various attributes: Attributes Achievement Loyalty Recognition Responsibility Economic security Self respect Weighted average 3.33 3 3.28 3.99 3.61 3.59 Rank 4 6 5 1 2 3

WEIDHTED MEAN CALCULATION For Achievement: = 196+105+204+123+142+251 = 333 = 333/100 = 3.33 Inference From the above table it is inferred that the respondents prefer rank 1 to Responsibility, rank 2 to economic security, rank 3 to self respect, rank 4 to achievement, rank 5 to recognition, and rank 6 to loyalty. Table showing the association between attitude towards work environment and satisfactory level in the organisation H0: There is no association between attitude towards work environment and satisfactory level H1: There is association between attitude towards work environment and satisfactory level

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Journal of Management Research and Development (JMRD), ISSN 2248 937X (Print) ISSN 2248 9390(Online), Volume 1, Number 1, January - April (2011) Attitude toward work environment Highly satisfied Satisfied Neither satisfied nor dissatisfied Highly dissatisfied Dissatisfied Total

Salary Career growth opportunity Grievance handling Time management R&R system Safety Training &Development

10 3

5 4

7 7

1 2

0 2

23 18

13

11

2 3 2

2 6 5

5 2 4

1 0 0

1 1 1

11 12 12

Expected Values:
Attitude toward work environment Highly satisfied Satisfied Neither satisfied nor dissatisfied 5.06 7 Highly dissatisfied Dissatisfied

Salary Career growth opportunity Grievance handling Time management R&R system Safety Training &Development

2.99 4.14

4.33 6

0.722 1

1.011 1.44

2.99

4.33

5.06

0.722

1.011

2.53

3.67

4.278

0.611

0.856

2.53 5.76 2.76

3.67 4 4

4.278 4.667 4.667

0.611 0.556 0.556

0.856 0.933 0.933

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Journal of Management Research and Development (JMRD), ISSN 2248 937X (Print) ISSN 2248 9390(Online), Volume 1, Number 1, January - April (2011)

Calculation Part X2 = Calculated value for X2=28.0396. Degree of freedom = (R-1)(C-1)=(7-1)(5-1) =24 X2 tab at 24 d.f = 36.415 X2 cal > X2 tab Accept H0 Findings: From the above table it is found that most of the respondents consider salary as a major factor in the organization. Inference: From the above table it is cleared that, there is no association between attitude toward work environment and satisfactory level in the organisation. FINDINGS Most of the respondents feel that their income is highly adequate. It is found that the respondents feel that achievement is considered as a major factor for their work environment. It is found that 67% of respondents are not aware of HR practises followed in the organisation. Most of the respondents prefer opportunity for growth as a major factor for career development. It is found that 65% of respondents to superior, 27% to external consultants,5% to peers and 3% to subordinates for an appraisal system. It is found that most of the respondents prefer salary as a major factor for satisfactory level in the organisation. It is clear that training is required for respondents according to the need. It is found that 57% of respondents didnt accepted that HR practises are good enough to address all the grievance of employees. It is found that 80% of respondents agreed that teamwork is emphasized in the organisation. SUGGESTIONS Try to make an approachable environment to subordinates so that when come with a problem it can be solved. Define your expectation clearly so that ambiguity can be avoided. Understand the individual profile and delegate. Ensure completion of all activities of a process. Try to avoid ego problems. Always develop a professional way of working. Talk to superior if difficult to access. 19

Journal of Management Research and Development (JMRD), ISSN 2248 937X (Print) ISSN 2248 9390(Online), Volume 1, Number 1, January - April (2011)

Continuously improve your knowledge. Avoid negative inner critic voice. Apply whether learnt then only it gives value addition to your work. Otherwise it will be forgotten after few days. Understand the superiors priority and act. CONCLUSION The paper provides the details about the employees satisfaction level towards the facilities, rewards and recognition, working environment, appreciation from their superior and the motivation from the top management. The organization should provide comfortable working condition so that employee gives productivity. REFERENCES 1. Stephen Taylor, The Employee Retention Handbook, 2008, Jaico Publishing House. 2. George F.Dreher, Thomas W.Dougherty, Human Resource Strategy 2005, Tata McGraw Hili publishing company limited, New Delhi. 3. Rodger w. Griffeth / Peter W. Hom, Retaining Valued Employees, 2001, Sage publications. 4. Derek Torrington, Laura Hall & Stephen Taylor, Human Resource Management 2002, Pearson Education Limited, England. 5. Paul Turner, HR forecasting and Planning, 2005, Jaico Publishing house, Mumbai. 6. Michael Armstrong, A Handbook of Human Resource Management, 2006, Kogan Page, United Kingdom. 7. Barbara A. Glanz, Handle with CARE Motivating and Retaining your Employees ARTICLES 1. Managing talent in uncertain times, Management Today, March 2009. 2. Wiki at work, Management Today, December 2007. 3. Learn from successive generations, The Human Factor, September 2009, volume 1 issue 10. 4. Each one Teach one, Human Capital, Vol.13 No.7, December 2009. 5. Right training and right sizing for survival, HRD newsletter, Vol: 24, issue: 12, March 2009.

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