ACKNOWLEDGEMENT

ACKNOWLEDGEMENT
My sincere thanks to almighty ALLAH who has given me the power
and will to complete his project successfully.
I express my humble thanks to Dr. P.M. AADIL
AHMED.,M.Com., M.Phil., Ph.D., PRINCIPAL head of the
department of corporate secretaryship, Mazharul-uloom-college
Ambur, who issued me a letter to get Institutional training at ESAAR
TANNING COMPANY.,
My sincere thanks to Prof. k.ABRAR AHMED M.Com., M.Phil.
Accepted me to guide and his uncanny management understanding
provided the needed direction and support for this synopsis. I am
obliged; here I feel related crown to crown the efforts of him with
whose guidance this project has successfully completed.
My thanks are also due to other faculty members of the
department who happened to be the source of inspiration. And
without whose co-operation, the project report would have not seen
light of day. They are
Prof. M. MOHAMMED BAKHAR., M.com. M.Phil. B.Ed.
Prof. A. NOORUL AMEEN., M.A., M.com. M.Phil. N.E.T., PGDCA. and
Prof. S. AFSAR AHMED., M.com.
Again my thanks are due to the staff of MAZHARUL ULOMM
COLLEGE, AMBUR, for their kind co-operation in the completion of this
institutional training programme.
My special thanks are due to the managing director and general
manager and other staff of ESAAR TANING & CO., AMBUR.




















DECLARATION


DECLARATION
I A.MOHAMMED SIDDIQUE declare that this project report entitled A
STUDY ON IMPROVE MORALE OF EMPLOYEES towards ESAAR
TANING & CO at Ambur, is a record of independent research work
carried out by me under the supervision and guidance of prof. K.ABRAR
AHMED., M.Com, M.Phil. I have undergone this training to the best of
my knowledge and capability.


Place: Ambur.
Date:
Signature of the candidate









CERTIFICATE






CERTIFICATE

This project report is prepared under the guidance of the
department of corporate secretaryship based on the
institutional training undergone by A.MOHAMMED SIDDIQUE,
REG NO.1027831. This report has been evaluated by the
examiner, who has conducted the VIVA-VOCE examination for
the award of marks as per the guidelines laid down by the
Thiruvalluvar University.





INTERNAL EXAMINER EXTERNAL
EXAMINER


Place: AMBUR
Date:







CERTIFICATE TO
THE DEPARTMENT





CERTIFICATE TO
THE COMPANY





CONTENTS


CONTENTS






Chapter
CONTENTS
Page
no.
I.
INTRODUCTION

OBJECTIVE OF THE STUDY

SCOPE OF THE STUDY

LIMITATION OF THE STUDY

II.
PROFILE OF THE COMPANY

III.
REVIEW OF THE LITERATURE

IV.
EMPLOYEE MORALE

RESEARCH METHODOLOGY

V.
FINDINGS

SUGGESTION

CONCLUSION

BIBLIOGRAPHY

ANNEXURE



CHAPTER-I




INTRODUCTION
CHAPTER-I
INTRODUCTION

Indian Leather Industry

The leather industry occupies a place of prominence in the Indian
economy in view of its massive potential for employment, growth and
exports. There has been an increasing emphasis on its planned
development, aimed at optimum utilization of available raw materials
for maximizing the returns, particularly from exports. The exports of
leather and leather products gained momentum during the past two
decades. There has been a phenomenal growth in exports from Rs.841
million in the year 2001-2002 to Rs.89685 million in 2011-2012. Indian
leather industry today has attained well merited recognition in
international markets besides occupying a prominent place among the
top seven foreign exchange earners of the country.

Export Potential

The leather industry, one of the major foreign exchange earners of
the country recorded significant growth since the beginning of the
decade. Today the share of the value added finished products in the
total exports from leather sector are 80% as against 20% in 2002.


( Value in million Rs.)
COUNTRY
APRIL-JAN
% change

2011-12 2012-13
GERMANY 635.19 513.01 -19.24%
U.S.A. 363.60 434.23 19.43%
U.K. 459.46 487.86 6.18%
ITALY 455.38 363.22 -20.24%
FRANCE 258.24 254.08 -1.61%
HONG KONG 296.50 367.40 23.91%
SPAIN 249.60 217.90 -12.70%
RUSSIA 28.28 20.27 -28.30%
NETHERLANDS 174.15 160.17 -8.03%
AUSTRALIA 54.36 60.95 12.12%
NEWZEALAND 5.49 5.47 -0.37%
DENMARK 61.27 73.29 19.63%
GREECE 8.33 5.51 -33.82%
CANADA 32.79 36.61 11.62%
SWITZERLAND 28.35 24.48 -13.64%
SWEDEN 38.76 36.33 -6.29%
S. AFRICA 34.71 29.59 -14.74%
AUSTRIA 32.98 26.43 -19.86%
BELGIUM 97.42 77.31 -20.64%
JAPAN 25.42 30.48 19.92%
PORTUGAL 40.30 30.91 -23.31%
CHINA 105.09 110.14 4.80%
IRELAND 6.03 4.93 -18.25%
U.A.E. 92.04 96.05 4.36%
INDONESIA 21.42 23.75 10.91%
KOREA REP. 33.01 40.04 21.32%
FINLAND 18.19 17.40 -4.32%
SAUDI ARABIA 33.64 33.65 0.02%
OTHERS 432.18 488.75 13.09%
TOTAL 4122.17 4070.21 -1.26%
Source : DGCIS

TOP TEN INDIAN LEATHER EXPORTERS

International Ltd.
Florind Shoes Ltd.
Punihani International
Farida Shoes Ltd.
Mirza shoes Ltd.
T. Abdul Wahid & Company
Hindustan Lever Ltd.
Super House Leather Ltd.
RSL Industries Ltd.
Presidency Kid Leather Ltd.



Indian leather industry - Investment & Sales

The ratio of investment: sales value is 1: 2.25, which is very low when
compared to other industries. This is mainly due to low capacity
utilization of the units. The capacity utilization of units in respect of
hides converting raw into unfinished leathers is estimated at 49%, raw
to finished 60% and unfinished to finished 70%. The main reasons
reported for underutilization of capacity are raw material shortage,
high price of raw materials, and lack of modernization, financial
constraints, power constraints and stringent environmental regulations.

STRENGTH OF THE INDUSTRY

The annual availability of 55 million pieces of hides and 530 million
pieces of skins is the main strength of the industry some of the goat,
calf or sheepskins available in India are regarded as specially products
commanding a good market.
Quantity-wise Export of finished Leather
(In Sq.ft)
2006-07 2007-08 2008-09 2009-10 2010-11
Goat Leather 195,075,053 189,808,286 183,597,321 153,393,432 208,420,362
Buff Leather 190,887,830 208,400,706 140,084,671 172,623,195 216,871,897
Cow Leather 85,982,053 90,130,049 68,674,431 62,224,552 91,711,166
Sheep Leather 40,338,691 44,781,694 42,046,463 44,389,812 61,175,462
Buff Calf Leather 33,749,851 28,818,943 16,800,963 30,108,098 22,253,225
Cow Calf Leather 18,600,194 16,408,130 13,815,558 10,524,251 14,006,024
Upholstery Leather 76,532,576 49,277,277 48,124,232 56,886,742 52,087,668
Sole Leather 1,676,351 844,768 1,017,259 441,601 482,109
Others (Leather) 7,680,926 15,836,925 8,496,713 7,804,292 7,761,269
Industrial Leather 217,647 213,910 3,080,196 1,828,606 14,077,269
Total 650,741,172 644,520,688 525,737,807 540,224,581 688,846,451
SWOT Analysis of the Indian Leather Industry
















Opportunities

Rising potential in the
domestic market
Growing fashion
consciousness globally
Use of information
technology and decision
support software to help
eliminate the length of
the production cycle for
different products
Use of e-commerce in
direct marketing.
Strengths

High Growth
Ready availability of
highly skilled and cheap
manpower
Large raw material base
Policy initiatives taken by
the Government
Capability to assimilate
new technologies and
handle large projects
Continuous emphasis on
product development and
design up gradation.












Weaknesses

Lack of warehousing
support from the
government
International price
fluctuation
Huge labor force resulting
in high labor charges









Threats

Major part of the
industry is
unorganized
Limited scope for
mobilizing funds
through private
placements and
public issues (many
businesses are
family-owned)
Difficulty in obtaining
bank loans resulting
in high cost of private
borrowing
Stricter international
standards
High competition from
East European
countries and other
Asian countries
Lack of
communication
facilities and skills.

Positioning Of India in the Global Market
India has been slowly but steadily transforming her traditional
leather industry over past more than 20 years. To begin with India was
a major exporter of hides and skins to the advanced west but right from
the middle of the 1970s India has been following the policy of adding
value to its raw material before export. This export oriented modern
production sector co-exists with a network of traditional production
base for leather and leather products.
Future Perspective:
The global trade in leather products has growth manifold and has
reached a level of $ 170 billion in 2011, from mere us $8 billion 2001.
The government of India has given special attention to leather and
leather products sector at various levels with a view to boost exports,
keeping in view its inherent strength and prospective features.
FEATURES OF LEATHER SECTORS IN INDIA
Employs 20 lakhs persons directly.
A large part of nearly (70-75%) of the production is in the
small sector.
Small capital investment can generates, a high turnover of
the two / three times investments.
Export oriented amongst top five-export earner for India.
India has 20% of the world raw material, but only 7%, of the
world trade.
In footwear and garments, which constitute over 60% 45%
respectively of the world trade India has less than 1% of the
world trade.
Nearly 80% women employees in the workforce.





OBJECTIVES OF
THE STUDY





OBJECTIVES OF THE STUDY
To study the factors related to improve morale of employees in
ESAAR TANING & CO., Ambur.

To aware the factors influencing to improve morale among
workers of ESAAR TANING & CO., Ambur.

To identify which factor improve morale of employees.

To know the level of awareness about the reward system in the
organization.

To study interpersonal relationship between superior and
subordinate.

To know the measures expected to improve of employees morale
of ESAAR TANING & CO., Ambur.





SCOPE OF THE
STUDY

SCOPE OF THE STUDY

An attempt was made in this project to understand and analyse the
Employees Morale towards ESAAR TANNING & CO., for the purpose of
analysis the data were collected from the employees of ESAAR
TANNING & CO.,

a) The survey for the study was conducted at ESAAR TANNING &
CO., Ambur.

b) For the study 50 employees belonging to different categories
were considered.

c) The study is partly qualitative in nature rather than
quantitative. It helps to know the opinion, expectations of
ESAAR TANNING & CO., employees.

Sample Technique and Procedure

This is an analytical study. Fieldwork was carried out to collect
data by conducting interviews and observation and some data were
obtained from books, magazines, newspaper and websites.

1. Sample Size
The sample size fixed as 50.

2. Sample unit.
The sampling units for collection of data were employees of all
section.

3. Sampling Area
ESAAR TANNING &CO. is taken for sampling area.

4. Tools for collecting data.
Primary data were collected by interviewing the respondents, at
ESAAR TANNING &CO.

6. Tools for data Analysis.
After the collection of primary data the information obtained
was processes and tabulated on the data sheets, statistical
techniques were used in analysis the data.
Weighted Average Method

Weight average method is used to give rank for different
factors by having the collections of data from the respondent.

Total score is calculated from the data and it is dividend by no.
of respondent and finally the weighted average is found.















LIMITATION OF
THE STUDY



LIMITATIONS OF THE STUDY

The study is restricted to ESAAR TANING & CO. Only.

The data collected from the respondent through questionnaire
during jan 2013 due to lack of adequate time.

The results obtained in this project cannot be generalized in all
times, in all the areas and among all the employees of ESAAR
TANING & CO., Ambur.














CHAPTER-II

PROFILE OF THE
COMPANY






CHAPTER-II
PROFILE OF THE COMPANY

Essar tanning company (ETC) manufacturing of leathers goods was
stabled in 1995. Essar shoes manufacturers & exporters of leaders shoe
established in 1997. Included Aadil Ashfaque is partnership firm. The
company is producing finished leathers especially in goat lazed leathers.

These products are being exported to Germany, Italy, UK, and
France. The thrust of the management of the company has been to
earn the confidence and satisfaction of it customer through better
product development in tune with the latest international trends and
commitment to timely delivery.

Sophisticated machineries with latest technologies are adopted to
manufacture good quality finished leathers to meet the customers
need and to complete in the global competition. It is a company with
and an annual turnover of Rs.100 million.

The morals and ethics of the founders of ETC are reflected in the
operations of ETC, which is committed to high business ethics, quality,
and consistent deliveries, thus making us a highly trustworthy and
reputed organization in the industry.

Nearly 1000 employees are working in this company and staffs are
80 to 60 members. The working time is 8 hours per day. Sunday is
weekly holidays. The company is also doing social service. Twice in the
year arrange free medical camp and freely distribute medicine.

The production carried over on the basis of production order.
Gradually the production increased in the basis of demand and orders.
Finally conveyors increased.








REVIEW OF THE
LITERATURE
REVIEW OF THE LITERATURE

Description of the emotions, attitude, satisfaction, and overall
outlook of employees during their time in a workplace environment.
Part of effective productivity is thought to be directly related to the
morale of the employees. Employees that are happy and positive at
work are said to have positive or high employee morale. Companies
that maintain employees who are dissatisfied and negative about their
work environment are said to have negative or low employee morale.

DETERMINANTS OF FACTORS INFLUENCING MORALE:

1. Nature of Work:
An important determinant of morale is the nature of work performed
by the employees. Certain jobs are of a challenging nature and
employees who are engaged in these may have a positive attitude. On
the other hand, there are jobs, which are of a dull repetitive nature,
and the employees doing the same, obviously, will have a negative
attitude.

2. Service Condition:
Sometime jobs may be a challenging nature but the terms and
condition of service may not be conductive. For ex. Lack of job security
low pay, inadequate incentives etc., may results in low morale.
3. Types of Managers:
Assuming that the job is of challenging nature and the service condition
are also favourable, sometimes the autocratic nature of the managers
may results in frustration for employees. Such managers neither guide
the employees properly nor let them work according to their plan.
4. Interpersonal Relationship:
Poor interpersonal relationship may results in low morale and vice
versa. If the relationship between the employees is often strained,
such atmosphere may affect their job attitude.
5. Work Environment:
If the work environment is highly informal, it will certainly enhance the
level of morale of employees. On the others hand, over emphasis on
hierarchy and a bureaucratic approach will only result in low employee
morale.
6. Personal Factors:
The age, health, skill, qualification, family life and such others personal
factors also determine the level of morale of employees. For exp., if
the personal life of some employees is not happy, their morale is bound
to go down in the work place. Likewise if a few highly quailed persons
are employed to do clerical work, they may not a favourable job
attitude.



CONSEQUENCES OF LOW MORALE:
The following consequences are bound to arise as a result of low
employee morale;
1. Lack of Enthusiasm:
Employees with a low morale lack enthusiasm. They do their work
unwillingly.
2. Low Performance Level:
The level of efficiency of employees will be low when their level; of
morale is low. This leads to such problems as decline in output, idle
time and so on.
3. Poor Quality of Work:
As results of low morale, the quality of work done may be poor. For
example if the morale of the office staff is low, the typist may commit
more mistakes while typing, the accountant may commit more
mistakes in accounts and so on.
4. High Rate Of Absenteeism:
The rate of absenteeism in the work place is bound to be high when the
level of employee morale is low. This happens because the employees
do not have the positive attitude towards work. These forces those to
avail leave frequently.
5. High Rate Of labour Turnover:
If the morale level of the employees continues to be low and the
management is different towards it. It may result in a high rate of
labour turnover, i.e. employee living the organization. This disturbs
stability and increase costs.
6. Excessive Complaints and Grievance:
With the level of morale being low, employees tend to make frequent
complaints about each other, their superiors, the working condition
and so on.
7. Increase in Conflicts in the Work Place:
As the employees lacks attitude for work, they quarrel frequently with
each other and with their superiors. This further affects work.
8. Loss Due To Mishandling Of Tools and Machines:
When workers do their work without a positive attitude they may not
be careful in handling tools and machines. As results, there may be loss
due to breakage and excessive wear and tear.
9. Scope for Industrial Accident:
In case of production work, low morale, on the part of the workers who
are working near machines may result in accident due to careless. As a
result, workers sustained injuries and some of them even become
disabled.








CHAPTER-III


EMPLOYEE
MORALE



CHAPTER-III
The Three- stage strategy to improving employee morale

Restructuring and change are becoming the norm as companies
and employees alike adapt to the effects of the global downturn. Learn
some valuable lessons on how to improve morale during tough times.
By AnikoCzinege, Change and Change Communication Specialist, CEO of
Workwise Communication and author of Melcrum's Communicating
during an economic downturn.

The recession continues to impact many industries, with
restructurings and layoffs creating concern among employees. When
profits are threatened, companies often view layoffs as a direct way to
reduce costs, however, when efforts are focused solely on managing
job cuts, remaining workers are left in limbo. Managers are also likely
to become more directive, communicating decisions rather than
involving their teams in decision-making processes.

Organizations dont always recognize the impact this behaviour
has on remaining employees or anticipate the long-term negative
effects. This creates a potential time bomb. Disenchanted employees
will be the first to go when the economy starts to improve leaving the
organization without the workers it was most keen to retain.


Rarely does a company allocate sufficient budget to deal with
employee morale issues. Yet there are tangible, cost-effective steps for
organizations to take in moving employees away from feeling like
victims or suffering survivor syndrome. These steps help employees
feel more in control of their environment, so they are better able to
understand why things have changed and how they can positively
impact outcomes.

The following three-stage approach will keep an organization on
track, improve morale and promote productivity following workplace
change. The steps help move employees up from the bottom of the
change curve, where they feel disappointment and anger to feeling
optimistic and happy. The important principle here is to maintain
momentum, moving quickly to create a sense of urgency and progress.

The Three-Stage Approach to Lift Morale

STAGE ONE - Listen: Get feedback and ideas.
STAGE TWO - Communicate: with solutions to business issues and
employee concerns.
STAGE THREE - Recognize: business and employee
accomplishments and successes.


STAGE ONE - Listen To Employees

Relationships between the organization and employees are fractured
following a period of upheaval. And this situation wont improve on its
own. Companies must take a proactive approach, beginning with
listening to employees and getting their concerns out into the open.
Leaders must acknowledge employee issues and be motivated to make
improvements.

Of vital importance is publicizing that employee feedback is
encouraged and necessary and that the organization values their ideas.
Decide the messages behind the listening activities deployed, and use
them consistently, for example:
We know staff morale is low and want your help.
We need to save money and are looking for ideas on how to best
achieve that.
We want to add to our top line and need your feedback on
opportunities to look at.

STAGE TWO - Communicate Your Solutions to Business
Issues and Employee Concerns
The next stage is communication. The listening activities should
have created lots of ideas and feedback. In this stage, it's important to
build a shared understanding of your companys future, including
substantive solutions to business issues and progress being made.
Communication Activities

Public forums: Communication should take place in person
through Town Hall and team meetings, site visits and brown bag
lunches. Gossip is curtailed if managers become more transparent with
performance data, such as sales figures and customer information. A
highly visible and approachable leadership team shows that senior
management cares about its workers. This alone serves to foster a
more positive employee work environment.

One-on-One dialogues: Discussions between managers and
direct reports enhance personal communication and increase trust.
Electronic media: Emails, web casts and other means of rapidly
reaching out across boundaries should be employed to reinforce
messages and speed the flow of information.


STAGE THREE: Recognize Business and Employee
Accomplishments and Successes
Focusing on quick wins and success stories and recognizing
employee accomplishments will help keep morale as high as possible.
No one is immune from becoming despondent and unproductive when
they work in a doom and gloom environment. Negativity is often
exacerbated outside the workplace by personal issues and a constant
onslaught of negative news stories.
Recognition activities
Formal initiatives: Include established companywide
recognition programs as well as rewards such as small bonuses and
plaques.
Informal gestures: Include such things as a warm "thank you"
for a job well done, or a congratulatory email or hand-written note.
Public recognition: Includes acknowledging an employee or
work groups contributions in a meeting with their peers, or in company
publications. Being recognized publicly often has the added bonus of
encouraging and motivating peers to strive for similar successes.

Maintaining Morale

This three-stage approach can lift employees out of the bottom of
the change curve, however on going adjustments are needed.
Managers should be trained to enable a more empowered workplace,
particularly when they no longer have easy access to traditional
motivational tools such as promotions, bonuses and pay raises.
Following are a series of useful, cost-effective tools to deploy in
todays economic environment; managers should review the following
activities:
Autonomy: The freedom, independence and discretion
employees have in carrying out their jobs.
Skill and task variety: Employees activities to ensure that
they are making best use of their different skill and ability. Also to
check that the extent to which their job involves whole and
meaningful work so they have ownership over a whole process rather
than small part.
Decision making: How the managers are making decisions. If
they are very directive, ask them to look for opportunities where
employees are can be consulted. Promote more self-management,
where employees have autonomy to make their own decisions.
Career development: Team members have up-to-date career
development plans which recognize the limited resources available but
draw on cost effective activities such as job rotation, mentoring and
coaching.
Objectives: Individual objectives to check that employees are
clear on their priorities and contribution to the organization.

IMPACT OF MORALE ON PRODUCTIVITY:
There can be four combinations of morale and productivity
High Morale-High Productivity:
High morale reflects a predisposition to be more productive if
proper leadership is provided. These situations likely to occur when
employees are motivated to achieve high performance standards
through financial and non-financial rewards. Complete identify
between individual and organization goals can lead to this situation.


High Morale-Low Productivity:
The situation arises when employees spend their time and energy
in satisfying their personal objectives unrelated to the companys goals.
Fully machinery, lack of training, ineffective supervision and restrictive
norms of informal groups can be also lead to low productivity on the
part of employees with high morale.
3. Low Morale-High Productivity:
Low morale cannot result in high productivity for a long period.
However, this the situation can occur for temporary period due to fear
of loss of job, exceptionally good supervision and machine paced work
on which only a part of workers capabilities are used.
4. Low Morale-Low Productivity:
This is a normal relationship. In the long run low more is likely to
result in low productivity.







High Morale
High Productivity

Low Morale
High Productivity

High Morale
Low Productivity

Low Morale
Low Productivity
MEASURES FOR BUILDING HIGH MORALE
1. Proper Work Environment:

Adequate lighting, proper ventilation, noise free, work place,
regular rest periods and other facilities should be provided to workers.
Congenial work environment helps to improve attitudes of employees.

6. Job Security:
When employees are under a constant fear of losing the job, their
morale cannot be high. Therefore, reasonable security of job should be
guaranteed.

7. Sound Compensation System:
A just and fair wage structure with proper incentives for efficient
performance is very helpful in building morale.

8. Sound Promotion Policy:
Adequate opportunities for career growth and advancement are
essential for raising the morale of ambitious and hardworking
employees. It provides recognition for achievements and inspires
employees.



9. Creation of Whole Jobs:

A complete job should be assigned to an employee. Jobs should
be enlarged to provide variety of tasks. Flexible working hours and job
sharing may also be helpful in raising morale.





















RESEARCH
METHODOLOGY
DATA ANALYSIS &
INTERPRETATION

RESEARCH METHODOLOGY
DEFINATION
According to Clifford woody research comprises defining and
redefining problems, formulating hypothesis or suggested solution;
collecting, organising and evaluating data; making deductions and
reaching conclusions; and at last carefully testing the conclusions to
determine whether they fit the formulating hypothesis. This definition
simply lists out the research process and loss not exactly state what is
research. P.Ravilochanan
The purpose of the research methodology is to describe the research
procedure. This includes over all research design and the data collective
method. This selection is important because it is hard to discuss
methodology without using technical terms yet, most of the readers for
the report will not understand the technical languages.

Tools and data for collection

The following tools used for data collection
1. Questionnaire
2. Personal interview
3. Observation



The investigator collects the request information personally through
questionnaire and personal interviews. The investigator is solely
responsible for collection of data this method, his training skill &
knowledge play an important role in the quality of primary data.

A slight variation of this procedure is indirect and investigations
where data are collected through resources persons who are likely to
have information about the problem are integrated and on the basis of
their answers, primary data becomes available. This accuracy of the
primary data collected by this method depends largely upon the type of
persons, interviewed and hence, these persons have to be selected very
carefully.

Collection of data
The researcher approached the employee individually interviewed the
employees and information was collected. Questions were explained so
as to avoid ambiguity. The employees were found co-operative.

Source of data collection
The data used for this study are both primary and secondary data.
The source of primary data is the field where the researcher has
collected a data from the employees of ESAAR TANNING & CO.,
AMBUR.


Research design

A research design is the specification of measure and procedures for
the information needed to structure to solve problems is the overall
operational pattern of framework of the project that stipulates what
information is to be collected from which sources, and by what
procedure.
A research design therefore defined as plan, structure strategy of
investigation on conceived so as to obtain answer to search questions
and control variance.

DATA ANALYSIS AND INTERPRETATION

Research cannot be undertaken without the co-operation of
employees who are interviewed. Therefore respondents play an
important role in studies of this type. This is employees oriented
research.

For the purpose of this study, only employees of ESAAR TANNING &
CO. were interviewed. Respondent are chosen randomly.
TABLE: 1
THE TABLE REPRESENTING
AGE OF THE EMPLOYEES

Age
Male Female
No. of
respondents
Percentage
No. of
respondents
Percentage
20-30 13 38.24 4 25
31-35 18 52.94 8 50
36-45 3 8.82 4 25
Total 34 100 16 100

INFERENCE:
The above table indicates that the age of respondents are 38.24% Male &
25% Female in 20-30 age group, 52.94% Male & 50% Female in 31-35 age group.
8.82% Male & 25% Female in 36-45 age group.


AGE OF THE EMPLOYEES






38.24
25
52.94
50
8.82
25
0
10
20
30
40
50
60
20-30 31-35 36-45
Male
Female
TABLE: 2
THE TABLE REPRESENTING
EDUCATIONAL QUALIFICATION

Qualification
Male Female
No. of
respondents
Percentage
No. of
respondents
Percentage
Professional 1 2.94 0 0
Arts &
Science 7 20.59 2 12.5
Diploma 5 14.74 0 0
Others 26 61.76 14 87.5
Total 34 100 16 100

INFERENCE:
The above table indicates that 2.94% of male respondents are has
completed Professional Degree, 20.59% Male & 12.5% Female belongs to Arts &
Science degree, 14.74% Male completed diploma course and 61.76% Male, 87,5%
Female as did other course.

EDUCATIONAL QUALIFICATION

P
r
o
f
e
s
s
i
o
n
a
l
A
r
t
s

&

S
c
i
e
n
c
e
D
i
p
l
o
m
a
O
t
h
e
r
s
2.94
0
20.59
12.5 14.74
0
61.76
87.5
0
10
20
30
40
50
60
70
80
90
Male
Female
TABLE: 3
THE TABLE REPRESENTING
THE EXPERIENCE OF THE EMPLOYEES

Experience
Male Female
No. of
respondents
Percentage
No. of
respondents
Percentage
Below 5 Yrs 25 73.53 7 43.75
6-10 Yrs 4 11.76 6 37.5
11-15 Yrs 3 8.82 3 18.75
16-20 Yrs 2 5.88 0 0
Total 34 100 10 100

INFERENCE:
It can be seen from the above table-3 that experience of male respondents is
below 5 years as 73.53%, 6-10 yrs as 11.76%, 11-15 Years as 8.82% and 16-20
years as 5.88% and Female below 5 yrs as 43.75%, 6-10 yrs as 37.5% and 11-15%
as 18.75% and neither female respondents 16-20 years experience.

THE EXPERIENCE OF THE EMPLOYEES
73.53
11.76
8.82
5.88
43.75
37.5
18.75
0
0
10
20
30
40
50
60
70
80
Below 5 Yrs 6-10 Yrs 11-15 Yrs 16-20 Yrs
Male
Female
TABLE: 4
THE TABLE REPRESENTING
THE INCOME OF THE EMPLOYEES

Income
Male Female
No. of
respondents
Percentage
No. of
respondents
Percentage
2000-3000 5 14.71 3 18.75
3001-4500 16 47.06 9 56.25
4501-6000 6 17.65 1 6.25
6000 above 7 20.58 3 18.75
Total 34 100 16 100

INFERENCE:
It seen from the above table-14.71% male & 18.75% female respondents
earns 2000-3000 per month, 47.06% male & 56.25% female earns 3001-4500,
17.65% male 6.25% female belongs to 4501-6000 category and 20.58% male &
18.75% female earns above 6000.

INCOME OF THE EMPLOYEES
14.71
18.75
47.06
56.25
17.65
6.25
20.58
18.75
0
10
20
30
40
50
60
2000-3000 3001-4500 4501-6000 6000 above
Male
Female
TABLE: 5
THE TABLE REPRESENTING
OPINION REGARDING SHARING PROBLEM
WITH SUPERVISOR

Sharing
Problem with
supervisor
Male Female
No. of
respondents
Percentage
No. of
Respondents
Percentage
Yes 33 97.06 15 93.75
No 1 2.94 1 6.25
Total 34 100 16 100

INFERENCE:
It can be seen from the above table that 97.06% males and 93.75% females
have stated that the sharing their problem with supervisor.


SHARING PROBLEM
WITH SUPERVISOR

97.06
93.75
2.94
6.25
0 20 40 60 80 100 120
Male
Female
NO
YES
TABLE: 6
THE TABLE REPRESENTS
AWARENESS OF REWARD SYSTEM FOR
PRODUCTIVITY

Reward
System for
Productivity
Male Female
No. of
respondents
Percentage
No. of
Respondents
Percentage
Yes 12 35.29 7 43.75
No 22 64.71 9 56.25
Total 34 100 16 100

INFERENCE:
The table reveals that 35.29% of Male respondent and 43.75& of Female
respondent has stated that Company provides reward system for productivity.
64.71% of male respondent and 52.25% of female respondent have stated that
company not provides reward system for productivity.


AWARENESS OF REWARD SYSTEM FOR PRODUCTIVITY




35.29
64.71
43.75
56.25
0
10
20
30
40
50
60
70
Male Female
Yes
No
THE TABLE REPRESENTING
OPINION REGARDING HELPING OF SUPERVISOR TO
IMPROVE WORK EFFICIENCY
INFERENCE:
The table depicts that 73.53% of male respondents and 68.75% of female
respondents have stated that the improvement of work efficiency through
supervisors help always, 14.71% of male and 31.25% of female respondents have
stated that the improvement of work efficiency through supervisors help
sometimes.
OPINION
Male Female
No. of
respondents
Percentage
No. of
Respondents
Percentage
ALWAYS 25 73.53 11 68.75
SOME TIME 5 14.71 5 31.25
RARE 4 11.76 0 0
NEVER 0 0 0 0
Total 34 100 16 100


OPINION REGARDING HELPING OF SUPERVISOR
TO IMPROVE WORK EFFICIENCY






73.53
68.75
14.71
31.25
11.76
0
0
0
0
10
20
30
40
50
60
70
80
90
100
110
120
130
140
150
ALWAYS SOMETIME RARE NEVER
Male
Female
TABLE: 8
THE TABLE REPRESENTS
AWARENESS OF MEDICAL EXPENSES
MET BY THE COMPANY
INFERENCE:
The above table reveals that 47.06% of male respondent and 50% of female
respondent have stated that Company meets medical expenses. 14.71% of male and
6.36% of female have stated that the company doesnt provide medical expenses.
38.24% of male and 43.75% of female have stated that the company sometimes
provide medical expenses.

Medical
Expenses Met
by the
Company
Male Female
No. of
respondents
Percentage
No. of
Respondents
Percentage
YES 16 47.06 8 50
NO 5 14.71 1 6.25
SOME TIME 13 38024 7 43.75
Total 34 100 16 100

OPINION ABOUT MEDICAL EXPENSES



14.71
47.06
38.24
6.25
50
43.75
0
10
20
30
40
50
60
Y
E
S
N
O
S
O
M
E
T
I
M
E
Male
Female
TABLE: 9
VITAL FACTORS INFLUENCING TO MORALE
MANAGEMENT POLICY
Rank Weighted Points Frequency Weighted subtotal
1 5 19 95
2 4 15 60
3 3 6 18
4 2 21 8
5 1 6 6
TOTAL 50 137

Weighted subtotal
Weighted Average = -----------------------------
Number of Samples
= 137 / 50
= 3.74

NATURE OF WORK

Weighted subtotal
Weighted Average = -----------------------------
Number of Samples
= 154 / 50
= 3.08



Rank

Weighted
Points

Frequency

Weighted Subtotal
1 5 12 60
2 4 3 12
3 3 15 45
4 2 17 34
5 1 3 3
Total 50 154
WORKING CONDITION

Rank Weighted Points Frequency Weighted subtotal
1 5 7 35
2 4 15 60
3 3 8 24
4 2 15 30
5 1 5 5
TOTAL 50 154

Weighted subtotal
Weighted Average = -----------------------------
Number of Samples
= 154 / 50
= 3.08


INTERPERSONAL RELATION

Rank Weighted Frequency Weighted Subtotal
1 5 1 5
2 4 5 20
3 3 4 12
4 2 8 16
5 1 32 32
Total 50 85


Weighted Average = Weighted Subtotal
------------------------
Number of Samples

= 85/50

= 1.7


SUPERVISION

Rank Weighted
Points
Frequency Weighted Subtotal
1 5 10 50
2 4 13 48
3 3 19 30
4 2 5 16
5 1 50 147


Weighted Average = Weighted Subtotal
------------------------
Number of Samples

= 147/50

= 2.94

FACTORS
WEIGHTED
AVERAGE

RANK
Management Policy 3.74 1
Nature of Work 3.08 2
Working Condition 3.08 2
Interpersonal Relation 1.7 5
Supervision 2.94 4


INFERENCE:

It can be observed from the table the respondent have rank eligibility of
Management Policy in the first place, nature of work & working condition in the
second place, Supervision in fourth place, and Inter personal relation in the fifth
place.

1
2
2
5
4
0
1
2
3
4
5
M
a
n
a
g
e
m
e
n
t

P
o
l
i
c
y
N
a
t
u
r
e

o
f

W
o
r
k
W
o
r
k
i
n
g

c
o
n
d
i
t
i
o
n
I
n
t
e
r
p
e
r
s
o
n
a
l

R
e
l
a
t
i
o
n
S
u
p
e
r
v
i
s
i
o
n
Series 1
page










TABLE: 10
OPINION REGARDING PAY FOR THEIR JOB

Sample Size: 50

Pay
Comparison
to Other Job
Male Female
No. of
respondents
Percentage No. of
respondents
Percentage
FIAR 26 83.87 19 100
NOT FIAR 5 16.13 0 0
Total 31 100 19 100


INFERENCE

The table reveals that 84 % of male respondent and 100 % of female
respondent have stated that the pay for the job is fair. 16 % of male and 0 %
female respondents have stated that the pay for the job is not fair.


OPINION REGARDING PAY FOR THEIR JOB
83.87
16.13
100
0
0
10
20
30
40
50
60
70
80
90
100
Male Female
Yes
No
TABLE: 11

OPINION REGARDING SUPERVISOR GET DOING WITH
PEOPLE

Sample Size: 50


Supervisor doing
with people
Male Female
No. of
respondents
Percentage No. of
respondents
Percentage
VERY WELL 20 64.52 10 52.63
ALL RIGHT 5 16.13 5 26.32
TROUBLE
SOMETIME
6 19.35 4 21.05
CANT GET
ALONG
0 0 0 0
TOTAL 31 100 19 100

INFERENCE

The above table reveals that 65% of male respondent and 53% of female
respondent have stated that immediate supervisor get doing very well. 19% of
male and 21% of female have stated that trouble sometime. 16% of male and 26%
of female have stated that all right.
V
E
R
Y

W
E
L
L
A
L
L

R
I
G
H
T
T
R
O
U
B
L
E

S
O
M
E
T
I
M
E
C
A
N
'
T

G
E
T

A
L
O
N
G
52.63
26.32
21.05
0
64.52
16.13
19.35
0 0
10
20
30
40
50
60
70
Male
Female
V
E
R
Y

W
E
L
L
A
L
L

R
I
G
H
T
T
R
O
U
B
L
E

S
O
M
E
T
I
M
E
C
A
N
'
T

G
E
T

A
L
O
N
G
0 0
21.05
19.35
26.32
16.13
52.63
64.52
0
10
20
30
40
50
60
70
Male
Female
OPINION REGARDING SUPERVISOR GET DOING WITH
PEOPLE
TABLE: 12

OPINION REGARDING WAGES COMPARE EIT OTHERWORK

Sample Size: 50



Wages Compare
with other Work
Male Female
No. of
respondents
Percentage No. of
respondents
Percentage
BETTER 311 100 10 52.63
SOME WHAT
BETTER
0 0 9 47.37
LOWER 0 0 0 0
TOTAL 31 100 19 100

INFERENCE

The above table that 100% of male respondent and 52.63 % of female
respondent have stated that getting wages compare with other jobs better, 47.37%
of Female has stated that somewhat better.



OPININON REGARDING COMPARING WAGES

B
E
T
T
E
R
S
O
M
E
W
H
A
T

B
E
T
T
E
R
L
O
W
E
R
100
52.63
0
47.37
0
0
0
10
20
30
40
50
60
70
80
90
100
Male
Female
FINDINGS

It is observed from the data analysis that 44% of respondents
have started that working condition is the most important factor
influencing morale among employees.

It precede 18% of respondent have stated supervision, 16% of
respondent stated interpersonal relation, 12% of respondent for
personal factors are vital for influencing morale among
employees.

Maximum number of respondent shares their problems with
their supervisors and minimum number of the respondent
doesnt share their problems with their supervisors.

Most of the respondent feels that work efficiency can be
improved through supervisor help and some of the respondent
feel that work efficiency will never improve through supervisor
help.

Most of the respondent have accepted the company meets their
medical expenses and some of the respondent have accepted that
company doesnt meet their medical expenses


It is observed from data analysis most of respondent sharing
problems with superior and few respondents have states that
they dont share problem with their supervisor.

It is observed from the data analysis 46% of respondents feel job
security will boost high morale. 34% respondents have status
that proper work environment and 20% respondent sound
compensation.

It is observed from the data that positive value of correlation
show that there is a high degree of positive correlation between
experience and income in job.




SUGGESTION


SUGGESTION

Make the new employees feel part of the organisation.
Let the employees interact with superior customers etc.
Use tea and lunch break for informal conversation.
Understand the company culture.
Explain job responsibilities and rewards clearly.
Gainful participation from new employees.












CONCLUSION
CONCLUSION

At the end of training at ESAAR TANNING & CO exporters of
finished leathers, Ambur. I get the satisfaction of having learned the
practical application of our study. This training immensely benefited me
and strongly hopes that it helped me greatly in pursuance of carrier in
future.

While concluding this report, I would like to thank once again. The
manager and all others staffs of Esaar Tanning & Co exporter finished
leathers, Ambur. Head of the department of (corporate secretaryship)
and all staffs for immense help and guidance in making my institutional
training project a grand success.

Thus morale will stimulate the efficiency and effectiveness of doing
the things in the prescribed manner, it will improve the productivity and
stability and growth of the employees.





BIBLIOGRAPHY

BIBLIOGRAPHY


1. Personnel management -- P.C.TRIPATHI
& industrial relations
2. Personnel management -- SAHITHYA BHAWAN
& industrial relations
3. Business statistics -- M.P.GUPTA
4. Better management skill -- LYNN TYLEZAK
5. Human resources management -- HUGHES

JOURNALS:

1. Indian labour journal, New Delhi
2. Indian management, New Delhi
3. Integrated management, Bangalore
4. Personnel- American Management Association, New York.




ANNEXURE



A Study to Improve employees Morale with Special
Reference to ESAAR TANNING & CO ., Ambur635 802.

1. Name :
2. Sex : Male Female
3. Age 20-30 31-35 36-45
4. Educational Qualification

A. Professional
B. Arts & Science
C. Diploma
D. Others
5. Experience

A. Below 5 years
B. 6-10 Years
C. 11-15 Years
D. 16-20 Years

6. Income
A. 2000-3000
B. 3000-4500
C. 4500-6000
D. 6000 and Above

7. Do you share your problem with your Supervisor
A. Yes B. No


































8. Does Your Supervisor help you to improve your work
A. Always B. Sometimes
C. Rare D. Never
9. In your Company do you have any reward system for productivity?

A. Yes B. No
10. Does Your Company Meet your medical expenses in case of accident
Related to your job

A. Yes B. No

11. Rank the following factors influencing morale 1-5 Scale
A. Management Policy
B. Nature of Work
C. Working Condition
D. Supervisor
E. Inter personal Relation
12. Do you think the pay for your job fair compare to 64 jobs in the organisation

A. Yes B. No
13. How does your immediate supervisor get along with people

A. Very Well B. Alright
C. Trouble Some Time D. Cannot get along
14. How do you state your wages compare with those paid in this area for the
same type of work

A. Better B. Some What Better C. Lower
15. Any suggestion to improve morale among employees.