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 :Mr. Faculty MBA Submitted by:Shiwani 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 fellowworkers, 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 cooperate. Good morale is evidence by enthusiasm, voluntary confirmation with regulation and orders, and a willingness to cooperate 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 workers 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 employees 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

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those who lack self confidence or suffer from poor physical or mental health. Workers Perception of Rewards System. The workers 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. The Employees 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. The Employees 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. The Employees 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. 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

 (a) (b) (c)

Nature of Work Working Conditions Position of Promotion Compensation or Wages and Salaries Methods of Distribution Salaries Share of Profits Remuneration According to Work: 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. Twoway 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.

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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 managements concern for the employees welfare. 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. 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. 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 UNIT PINJORE Location Machine & Tractor Division Product profile (Tractor) Historical Growth Organization Structure Human Resource Position Technological Aspects SWOT Analysis

HMT

CHAPTER- 3 Company Profile

COMPANY PROFILE
In 1949, the idea of the major public sector tool proved to be a corner stone for the countrys 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 1960s. 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 Semens. HMTs 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, HMTs International Ltd. was set up to handle the international marketing of HMTs 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 worlds 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 I. Machine Tools Banglore (Karnataka) II. Die casting ball screws Baglore (Karnataka) III. Machine Tools & Tractors Pinjore (Haryana) IV. Machine Tools Printing Kalamessery Machings (Kerala) V. Machine Tools Presses Hydrabad (Andhra Preadesh) VI. Machine Tools Ajmer (Rajasthan) VII. Wrist Watches Banglore Hierological Machines (Karnataka) VIII. Wrist Watches Srinagar (Jammu & Kashmir) IX. Wrist Watches Tamkar (Karnataka) X. Wrist Watches Ranibagh Year 1953 1971 1963 1971 1965 1972 1967 1972 1973 1962 1975 1972 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 HMTs 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 HMTs 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 EXECUTIVE DIRECTOR PS-X GENERAL MANAGER PS-IX JOINT GENERAL MANAGER PS-VIII DY.GENERAL MANAGER PS-VII ASSTT. GENERAL MANAGER PS-VI MANAGER PS-V DY. MANAGER PS-IV FOREMAN PS-III SUPERVISOR PS-II TOTAL WORKMAN (TOTAL) WG-I to WSI GTOTAL

STRENGTH 1 3 16 21 33 76 55 73 57 335 1561 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 In the study two types of data is used :

Secondary Data

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. 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. 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. 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. Interpretation of Data:- Interpretation of data means to convert the data into information and draw the conclusion from the data.

2.

3.

4.

5.

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 60 Percentage of Respondents 50 40 30 20 10 0 Yes No 36.6 Series1 63.3

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 Percentage of Respondents 80 70 60 50 40 30 20 10 0 Strict Moderate 13.3 0 Loose Series1 86.6

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 Percentage of Respondents 70 60 50 40 30 20 10 0 Yes No 20 Series1 80

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 80 Percentage of Respondents 70 60 50 40 30 20 10 0 Yes No 16.6 Series1 83.3

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 Percentage of Respondents 80 70 60 50 40 30 20 10 0 Yes No 10 Series1 90

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 Percentage of Respondents 70 60 50 40 30 20 10 0 Yes No 20 Series1 80

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 80 Percentage of Respondents 70 60 50 40 30 20 10 0 Positive Negative 16.6 Series1 83.3

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 Cant 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 Percentage of Respondents 50 40 Series1 30 20 10 0 Yes No Cant say 26.6 60

13.3

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 80 60 40 20 3.33 0 Yes No Series1 96.6

Percentage of Respondents

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 90 Percentage of Respondents 80 70 60 50 40 30 20 10 0 Yes No 6.66 Series1 93.3

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 80 60 40 20 3.33 0 Yes No Series1 96.6

Percentage of Respondents

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 52 50 48 46.5 46 44 42 Yes No Series1 53.3

Percentage of Respondents

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 Percentage of Respondents 70 60 50 40 30 20 10 0 Yes No 20 Series1 80

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 80 Percentage of Respondents 70 60 50 40 30 20 10 0 Yes No 16.6 Series1 83.3

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 Percentage of Respondents 70 60 50 40 30 20 10 0 Yes No 20 Series1 80

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 Cant 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 45 Percentage of Respondents 40 35 30 25 20 15 10 5 0 Yes No Cant say 20 Series1 33.3 46.6

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 Cant 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 40 33.3 30 20 10 0 Yes No Cant say 16.6 Series1 50

Percentage of Respondents

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 Cant 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 70 Percentage of Respondents 60 50 40 30 20 10 0 Yes No 0 Cant say 36.6 Series1 73.3

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 Cant 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 45 Percentage of Respondents 40 35 30 25 20 15 10 5 0 Yes No Cant say 26.6 26.6 Series1 46.6

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 Cant 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 80 Percentage of Respondents 70 60 50 40 30 20 10 0 Yes No Cant say 10 6.66 Series1 83.3

TABLE 4.21 EFFECT OF PROMOTIONAL POLICY OF MORALE Systematic and scientific Respondents promotional policy also affect Number Percentage the 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 70 Percentage of Respondents 60 50 40 30 20 10 0 Yes No 26.6 Series1 73.3

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 Cant 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 Percentage of Respondents 80 70 60 50 40 30 20 10 0 Yes No 13.3 0 Cant say Series1 86.6

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 Cant 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 Percentage of Respondents 50 40 Series1 30 20 10 0 Yes No Cant say 20 20 60

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 Cant 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 Percentage of Respondents 80 70 60 50 40 30 20 10 0 Yes No 13.3 0 Cant say Series1 86.6

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 management and positive motivation is used management. Maximum numbers motivation. of respondents are satisfied by by by the the the

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 employees 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. 1 2 2. 4 1. 2. Books Human Human Human Human Resource Resource Resource Resource Management Management Management Management Authors Shashi. K. Gupta Ashok Khurana P. Subba Rao V. S. P. Rao

Website www.msn.com www.goggle.org

Annexure

"QUESTIONNAIRE"
Q.1 Q.2 Q.3 Are you Satisfied with your job ? a) a) Yes Strict b) b) No Moderate c) c) Cant say Loose What is the nature of supervision in your organization ? Are you satisfied with the nature of supervision in your organization ? a) Q.4 Q.5 Q.6 Q.7 a) a) a) If a) Q.8 Yes Yes Yes Yes yes, what, b) b) b) b) type of No No No No motivation Negative is used by your Are you satisfied with the Compensation system ? Are you satisfied with the Working Conditions ? Are you motivated by your organization ?

organization ? Positive b) Are you satisfied with the degree of motivation as far as job is concerned ? a) Q.9 a) Yes Yes b) b) No No c) c) Cant say Cant say are you satisfied with the training facilities ?

Q.10 What is the behaviour of management towards the workers ? a) a) a) Yes Yes Yes b) b) b) No No No c) c) c) Cant say Cant say Cant say Q.11 Are you satisfied with the method of conflict resolution ? Q.12 Are you satisfied with the recreational facilities ? Q.13 Does you superiors listen to you patiently ?

a) a) a)

Yes Yes Yes

b) b) b)

No No No

c) c) c)

Cant say Cant say Cant say

Q.14 Do you have job security in your present job ? Q.15 Are you satisfied with the level of job security ? Q.16 Do you think that level of motivation and level of moral are inter related to each other ? a) Yes b) No c) Cant say Q.17 Do you think that training helps in boosting morale of the employee ? a) a) Yes Yes b) b) No No c) c) Cant say Cant say Q.18 Do you find performance and morale inter related ? Q.19 Are morale and job satisfaction interrelated to each other? a) a) Yes Yes b) b) No No c) c) Cant say Cant say Q.20 Do you think knowledge and skill also affect morale ? Q.21 Do you think that a systematic and scientific promotional policy also affect the morale ? a) a) Yes Yes b) b) No No c) c) Cant say Cant say Q.22 Do you think reward for efficiency also affect morale ? Q.23 Do you think that good communication system encourage the level of morale ? a) a) Yes Yes b) b) Q.24 No No Any suggestion? c) c) Cant say Cant say Q.24 Do you that job security also affect morale ?

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