1. all aspects of their work the

1. 1 INTRODUCTION In every organization, people are working within a suitable environment of attitudes. Each employee has attitudes that range over the entire spectrum of human behavior. All managers have a constant concern for the morale of the group, which they lead. However, considerable confusion prevails over the use of the term morale because of variation in defining characteristics of the term. In certain cases job satisfaction and morale is considered as individual concern; in other cases job satisfaction is considered as individual phenomenon and morale as group phenomenon.

From one point of view, morale may be regarded essentially an individual matter. It’s described in terms of the feelings of an employee or manager towards his work; it is thus matter of work satisfaction. Morale is the degree to which individual needs are satisfied and the degree to which the individual desires satisfaction from his total job situation. When morale is regarded as an individual phenomenon, many investigators organize these feelings what are assumed to be workers needs.

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In contrast to this individual job satisfaction approach, most researches are impressed with social or group significance of morale. They emphasize social reactions and concentrate on attitudes towards group values rather than towards individual values. They place less emphasis on working conditions and more feelings of cohesiveness, group interest and identification with the mission of the group, and optimism about the success of the whole. Thus, the concepts of job satisfaction and motivation both pertain to the individual and morale to the group. Morale is basically a group phenomenon.

It is a concept that describes the level of favourable or unfavourable attitudes of the employee collectively to all aspects of their work the job, the company, their tasks working conditions, fellow workers, and superiors and soon. Attitudes express what the individuals think and feel about their jobs. The emphasis is on how employee feel, denoting the strong emotional elements associated with attitudes. The growth of the company depends upon the employee activities. When the employee have the positive character on the company, it will helpful to improving the growth of the organization.

Employee Morale refers to an attitude of satisfaction with a desire to continue and strive for attaining the objectives of a factory. Morale is purely emotional. It is an attitude of an employee towards his job, his superior and his organization. It is not static thing, but it changes depending on working conditions, superiors, fellow workers pay and so on. Morale may range from very high to very low. High Morale is evident from the positive feelings of employees such as enthusiasm; desire to obey orders, willingness to co-operate with coworkers.

Poor or low Morale becomes obvious from the negative feelings of employees such as dissatisfaction, discouragement or dislike of the job. Morale may be regarded essentially an individual matter. It’s described in terms of the feelings of an employee or manager towards his work; it is thus matter of work satisfaction. Thus, the concepts of job satisfaction and motivation both pertain to the individual and morale to the group. Importance of employee morale: Employee morale plays a vital role in the origination success. High morale leads to success and low morale brings to defeat in its wake.

The plays of morale are no less important for an industrial undertaking. The success of failure of the industry much depends up on the morale of its employees. Ai enterprises view on employee morale: Morale is viewed as willingness to strive for the goals of a particular group, the possession of feeling of being accepted by and belonging to a group of employee’s adherence of common goals and confidence in the desirability of these goals. If the total of all positive attitudes exceeds the total of all negative attitudes the morale is said to be high. 1. 2 INDUSTRY PROFILE

The garment industry occupies a unique and important place in India. Almost 33 % of its knitwear production and about 20% of its woven-garment production, both by volume, enters export markets. Overall about 25 % of the volume of its garment production goes into export markets, leaving 75 % for domestic consumption. The Industry covers over one lakh units and employs about 6 million workers, both directly and indirectly in almost equal proportion. The indirect portion helps to sustain the direct production sector in the shape of items associated with the garment industry production ncluding sewing/embroidery thread, buttons, buckles, zippers, metal plates, cardboard sheets, plastic butterflies and packaging material. Organized sector of the garment industry is roughly 20% of the total industry, concentrating chiefly on exports. These are usually limited Companies while the rest are proprietary or partnership Companies. Geographically, men’s garments are largely produced in western and southern India while production of ladies garments predominates in North India. Eastern section of India specializes in children garments where in fact, these took their birth.

Fiber-wise, 80% of the production is of cotton garments, 15% of synthetic/mixed garments and the rest of silk and wool garments. The industry manufactures over a 100 different types of garments for men, women and children. These includes overcoats/raincoats, suits, ensembles, jackets, dresses, skirts, trousers, shirts, blouses, inner-garments, T-shirts, jerseys/pullovers, babies garments as well as accessories like shawls/scarves, handkerchiefs, gloves and parts of garments. Fabric constitutes 65 to 70% of the cost of production with labour making up a further 15% and the rest go for overheads and manufacturer’s profit.

Retail trade in India is spread over department stores, hyper markets/discount stores and specialty stores. A number of shopping malls have sprung up all over the country, especially in the metros. Due to this, land prices have spiraled. Attention now shifts to “B” class “C” class cities and the rural area Government policies of economic liberalization have raised incomes, encouraged women entrepreneurs resulting in a steep rise in family incomes and making available increasing levels of disposable income in their hands.

This has helped to increase purchase of garments but has limited this purchase due to rise in prices of food grains on account of unseasonable weather. The benefit of economic reforms has percolated down to rural areas coupled with the spread of education. In fact, some of rural areas enjoy a life-style comparable to or even better than that enjoyed by urban folk. For the last several years, 9 to 10% of the disposable income goes into the purchase of garments and textiles in items like house-finishing, drapers, tapestries and the Export of garments and accessories from India are routed o all corners of the world. However, the USA, EU and Canada together account for 70% of world exports Markets in Asia, Africa, East Europe, Australia, New Zealand and countries in the Pacific Ocean account for the rest. Immediately after the cessation of ATC (Agreement on Textiles and Clothing) in December 2004, limiting exports of textiles and garments from India, there was a 25% spurt in exports of garments in the following year. This has since slowed down to around 10%.

A number of supplying countries from Asia have come into existence, notably, Bangladesh, Vietnam, Srilanka, Cambodia and Pakistan resulting in cut-throat competition in the supply of popular varieties helping to bring down prices. India had to adopt innovative practices by upgrading the quality of product in order to sustain her market share in the world community. In recent years, appreciation of the Indian Rupee vs. US $ and the downslide in US economy has had a restraining effect on garment exports from India, but the industry is now coming to terms with the development.

As a labour-oriented industry, the activity in production and marketing has now shifted to Asia with India and China being leading suppliers as well as markets for garments. 1. 3 COMPANY PROFILE A. I. (Abdul Azeez, Haji Iqbal) ENTERPRISES Pvt. Ltd. is one of the largest exporters of apparels established in 1985, in Chennai, South India, the Group comprises the following: * A Government recognized trading house for export of woven, knitted garments and outer wear * A unit for export of Home Furnishing Wool Top Designs Pvt. Ltd. * Leather Garments Unit Mount Exports Pvt.

Ltd. * A modern owned manufacturing facilities overseas, at Sharjah, U. A. E, Burami, Oman and Jordan. Key infrastructure: * In house wet-processing facilities to convert yarn into finish fabrics. * Own knitting and knitted garment manufacturing capacity. * State of the art large woven garment manufacturing facilities in India with additional facilities at U. A. E, Oman and Jordan. Mission statement: * To establish as a global manufacturer of quality fabrics and garments using ethical practices and taking into cognizance, their social and environmental concerns. To cater to the fashion-conscious markets with designs and apparel that is of avant grade. * To establish a successful business where everyone profits from their association with us. Product range: It offers an extensive range of apparels for men, women, children and home furnishing, crafted from leather, knitted and woven fabrics. Their range includes garments with intricate use of embellishments like beadwork, sequins, laces etc. This is complemented by their in-house state of the art facilities for washing, sandblasting, computer embroidery and garment printing.

Weaving: They manufacture and export grey as well as processed cotton and blended sheeting, poplins, drills, twills, gabardines, canvases and other fabrics. Their capacity of sulzer, picanol rapier and other looms offer a large weaving capacity that enables us to handle higher volumes. Knitting: The knitted garment division manufacture jerseys, ribs, interlocks, picquet knits, herringbones, waffles, and yarn dyed auto stripes, reactive prints and peach finished fabrics. Washing plant:

Its state of the art washing facility offers a variety of washes on knitted fabrics, woven fabrics, denims and also on leathers. It has both sand and laser blasting in house. Their team of technicians and quality control ensure consistency of washes. Geographic spread – factories: INDIA OVERSEAS| Ambattur – Chennai Sharjah | Pattravakkam – Chennai Burami | Padi – Chennai Amman | Neelankarai – Chennai U.

A. E | Perundurai – Coimbatore Oman| Uttukuli – Tiruppur Jordan| Bommanahalli – Bangalore| Market: Their supply chain includes wholesalers and retailers in U. S. A, Canada, U. K, France, Italy, Holland, Spain, Germany, Scandinavian countries, U. A. E, Japan, Korea and Australia Some of their well-known customers include Ted baker| Next| Principles| Aeropostle| Barbthier| Mecca| S. Oliver| Dorathy| Wallmart| Primark| Berksha| T J Maxx|

Cosco| Top man| Zero Xposure| Federated| Kellogs| JC Penny| Tom Tailor| B. H. S. | 1. 4 LITERATURE REVIEW Morale is the attitudes of individual and groups towards their work environment and towards voluntary cooperation to the full extent of their ability in the best interest at the organization. Definition: Michael j. Jucious: “Morale is a state of mind or willingness to work which in turn affects individual and organizational objectives”. Leighton: “Morale is the capacity of group of people to pull together persistently and consistently in pursuit of a common purpose”.

Characteristics of morale: * It denotes group attitude * It is a psychological concept * It may be high or low * It is intangible * It has relevance only for the human resource Types of morale: Morale is generally referred to as high morale or low morale. According to McFarland, high morale exists when employee attitudes are favorable to the total situation of a group and tithe attainment of its objectives. Low morale exists when attitudes inhibit the willingness and ability of an organization to attain its objectives. I. High morale:

It will lead to enthusiasm among the workers for better performance. High Morale is needed a manifestation of the employees strength, dependability pride, confidence and devotion. Some of the advantages of high morale such as: 1. willing cooperation towards objectives of the organization. 2. Loyalty to the organization and its leadership. 3. Good Leadership. 4. Sound superior subordinate relations. 5. High degree of employee’s interest in their job and organization. 6. Reduction in absenteeism and labour turnover. 7. Reduction in grievance. 8. Reduction in industrial conflict. . Employee empowerment. II. Low morale: Low Morale indicates the presence of mental unrest. The mental unrest not only hampers production but also leads to ill health of the employees. Low Morale exists when doubt in suspicion are common and when individuals are depressed and discouraged. Such situation will have the following adverse consequences: 1. High rate of absenteeism and labour turnover. 2. Decreased quality. 3. Decreased Productivity. 4. Excessive Complaints and Grievances. 5. Frustration among the workers. 6. Lack of discipline. 7.

Increase errors, accidents or injuries Factors affecting morale: Employee Morale is a very complex phenomenon and is influenced by many factors on the shop floor. Several criteria seem important in the determinants of levels of workers Morale such as: 1. Objectives of the organization: Employees are highly motivated and their Morale is high if their individual goal and objectives are in tune with organizational goal and objectives. 2. Organizational design: Organization structure has an impact on the quality of labour relation, particularly on the level of

Morale. Large organization tend to lengthen their channels of vertical communication and to increase the difficulty of upward communication. Therefore the Morale tends to be lower. 3. Personal factors: It is relating to age, training, education and intelligence of the employees, time spent by them on the job and interest in worth taken by them, affect the Morale of the employees. For examples if employees are not imparted proper training he will have low Morale. 4. Rewards: Employees expect adequate compensation for their services rendered to the organization.

Good system of wages, salaries, promotions and other incentives keep the Morale of the employees high. 5. Good leadership and supervision: The nature of supervision can tell the attitudes of employees because a supervisor is in direct contact with the employers and can have better influences on the activities of the employees. 6. Work environment: The building and it appearance the condition of machines, tools, available at work place provision for safety, medical aid and repairs to machinery etc. all have an impact on their Morale. 7.

Compatibility with fellow employees: Man being a social animal finds his words more satisfying if he feels that he has the acceptance and companionship of his fellow workers. If he has confidence in his fellow worker and faith in their loyalty his Morale will be high. 8. Job satisfaction: If the job gives an employee an opportunity to prove his talents and grow personality, he will certify like it and he will have high morale. Steps to improve employee morale: Low morale is what most managers don’t want to hear when esprit among their employees is being discussed.

Organization whose morale is considered low usually lacks achievement, motivation and a sense of real purpose. Also, the turnover of their employees is usually high. Through reversing these trends will take time, you can be assured of success if you act on the following:  1. Become a morale missionary: Morale is a group phenomenon but an individual matter. We speak of high morale in a group meaning that most of the people in the group have a good sense of esprit group morale, however, depends on the morale of each individual in the group. This is best achieved through the personal missionary work of the manager.

Inspirational talks and group initiatives such as projects, services and clubs can help; but unless the manager is there working with individual employees, group morale is not likely to improve. 2. Identify issues not the outcome: Morale is the outcome. Issues are the things contributing to that outcome. Employees may attribute the cause of low morale to the turnaround time on decision making, the constants changing of priorities without consultation the lack of training, inflexible procedures, the incorrect mix of resources and people or poor communication.

Focus on identifying the issues and you will have a much better chance of improving the situation and boasting morale. 3. Measure morale before trying to manage it: We may decide to use commercially available tools to measure the effect that the issues have on productivity, or you may opt to design your own. Whatever your decision, it is best to use such instruments to get an accurate picture of the issues and the associated problems. As management experts say, if you can’t measure you can’t manage it?. 4 Build self-confidence and security:

Job security and a feeling of confidence in one’s ability to handle the day to day incidents of life and work are key elements in good employee morale. We can provide this felling by training staff to do their jobs effectively, showing them the importance of their jobs to the organization, and demonstrating confidence in them. Help them wake up: Mornings can often be the hardest part of an employees day . workers who are fighting off fatiguehave trouble focusing and getting excited about their responsibilities. Offer freshly brewed coffeeand tea to help employees start the day awake and alert.

Not only will they be grateful for thecaffeine, they will be more productive throughout the day. 2. Recognize birthdays and personal accomplishments: Most employees appreciate it when their supervisors remember their birthdays or acknowledgepersonal milestones such as having a child or finishing a marathon. Some companies even offer employees a paid day off on their birthdays. Knowing that managers are aware of employees liveoutside of work makes them feel like a valued member of the team rather than just anonymousworkers. 3. Treat them with  respect: This tip sounds like a no brainer but it can make a world of differences to employees.

Don¶t swear lose your temper or ignore your staff especially in front of other employees. Treat employees withthe courtesy and respect they deserve — say please and thank you ,  ask about their weekend , andtake an interested in projects that they working 4 . Establish an employee-recognition program: Employees want supervisors to be aware and appreciative of their work. Create an employee of the month program or a wall of fame to recognize workers notable contributions. Such programsdemonstrate an employee appreciation and also offer incentives for their productivity. . Add a personal touch: if you are particularly impressed with an employees work show it. Handwrite a note or sendflowers of a gift certificate to demonstrate your gratitude. Your personal attention will make therecognized employee fell valued and unique. 6. Treat them to lunch: Order pizza or take employees out to lunch occasionally to keep spirits high. Getting theopportunity to socialize without. worrying about the bill will put employees in a good mood andhelp them enjoy their work environment and colleagues. 7. Check in with staff members:

Hold meetings with individual¶s workers or groups of employees several times throughout theyear to address any questions or concerns that they may have. Even if you don¶t have a meetingscheduled soon, make sure that employees know that you are always there to address any 5. Keep training them: In this ever evolving world of new technologies and ideas employees need to stay up to date with developments in their field. Staff members can interpret an employer’s unwillingness to invest entraining as a disregard for their professional development. They will also be less productive than your competitors better trained employees.

Enroll workers in classes and send them to conferences to keep them on top of the game. 6. Get to know them: Ask about hobbies and interests, find out if they have spouses or children, and talk about your respective plans for the weekend. Staff members will appreciate your interest   7. Avoid layoff and cutbacks: Nothing hurts employee’s morale like knowing that their jobs might be on the line. Turn to layoffs only as a last resort if your company or department is struggling. And if you must cut jobs are completely honest about the reasons why particular employees were chosen.

Also try to give employees as much notice as possible that layoffs looming that way they will time to get their personal budgets in order start scheduling interviews. 2. 1 NEED FOR THE STUDY The need for my study is to know and understand about the concept employee morale and to find out the various factors leading to employee morale in the organization like working environment, labour relation, etc… Since attitude varies from person to person I would like to know the level of morale of the employees working in AI ENTERPRISES Pvt. Ltd. and to know the level of job satisfaction of employees in the company.

This firm is facing the problem of high rate of absenteeism and labour turnover, since low morale is one of the reasons for this problem, I would like to analyse the impact of morale towards performance of the organization. Through my study I am going to suggest measures to increase morale of the employees of AI ENTERPRISES Pvt. Ltd. thereby the firm can minimize such problems which occur by way of low morale. 2. 2 OBJECTIVES OF THE STUDY Primary objectives: * To study the morale of employees in AI ENTERPRISES Pvt. Ltd. * To study the impact of morale towards organizational performance.

Secondary objectives: * To analyse the steps taken by the management to improve employee morale. * To suggest measures to improve morale in AI ENTERPRISES Pvt. Ltd. 2. 3 SCOPE OF THE STUDY This study will help the management to increase the morale of employees thereby providing job satisfaction to its workers. It will help the firm to minimize the rate of absenteeism and labour turnover to a certain extent. The various factors leading to low morale can be discovered and resolved, attitude of employees towards job, management, superior, and co-worker can be identified and negative attitude can be eliminated.

It also helps to seek cooperation of the workers in the running of the organization and thus getting higher production to minimum possible cost by reducing the wastage of time, man, machines and materials. 2. 4 RESEARCH METHODOLOGY Meaning: Research is a movement from the known to the unknown. It is actually a voyage of discovery. Research is an art of scientific investigation. In general, research refers to a search of knowledge. Research is thus an original contribution to the existing stock of knowledge for making its advancement. Research design: A research design is the arrangement of conditions for collection and nalysis of data in a manner that aims to combine relevance to the research purpose with economy in procedure. In fact research design is the conceptual structure within which research is conducted; it constitutes the blueprint for the collection, measurement and analysis of data. Descriptive research studies are those studies which are concerned with describing the characteristics of a particular individual, or of a group. Studies concerned with specific predictions with narration of facts and characteristics concerning individual, group or situation are all examples of descriptive research studies.

Research instrument: Research instrument is a research tool which is used to support the research study. In this study questionnaire is the research instrument which used to conduct the research on the study of employee morale. Pilot study: It is appropriate to conduct pilot survey to check the reliability of the questionnaire. So pilot study was conducted on 12 respondents which is a 10% of the sample. Sources of data collection: Primary data: Primary data is the new or fresh data collected from the respondents through structured questionnaire and schedule.

Secondary data: The secondary data are collected through the books, journals and also from the past records maintained by the company. Sample design: A Sample design is a definite plan for obtaining a sample from a given population. It is the procedure used by the researcher in selecting items for the sample. The technique adopted to select sample from population is disproportionate stratified random sampling. In which population is divided into several strata’s and samples are chosen from each strata at random. Sampling unit:

The Sampling Unit was individual employed by AI ENTERPRISES Pvt. Ltd. Population: All items of any field of inquiry constitute a ‘Universe’ or ‘Population’. The Universe for the purpose of this report was finite consisting of 700 employees. Sample size: The sample size chosen for the study is 120. Statistical tools and techniques: Percentage analysis: Percentage is used in making comparison between two or more service of data. Chi – square test: A Chi square variable is the sum of squares of n independent standard normal variable, whose probability distribution known as Chi square.

It is often used to judge the significance of population variance, we can use the test to judge if a random sample has been drawn from a normal population with mean (µ) and a specific variance (? 2p). ?2 = ? [(Oi – Ei)] 2 / Ei] E- Expected Frequency = Row Total * Column Total Grand Total ? = (c-1) (r-1) Correlation: Correlation is the method of studying the relationship between two variables; the change in the value of one variable produces a change in the value of other variable. Two variables may have a positive correlation, a negative correlation or they may be uncorrelated.

Rank correlation: Under this method we rank the observation in ascending or descending order using the numbers 1, 2, 3,…. n and measure the degree of relationship between the ranks instead of actual numerical values. ? 1- 6 ? d2 n (n2-1) 2. 5 LIMITATIONS OF THE STUDY * The findings of the study are solely based on the information provided by the respondents. * Area of the study is confined to the employees in Ai Enterprises alone. The result might not be universally applicable. * Time factor can be considered as a limitation because the project duration is restricted to 45 days. Findings of the research may change due to area, demography, environment etc. * The sample size is limited to 120 samples. 2. 6 ANALYSIS AND INTERPRETATION Introduction: It is an important part of any kind of research, by doing this in depth data comparison the researcher can begin to identify relationship between various data that will help to understand more about the respondents and guide towards better decision. The tools used for the study are chi-square, rank correlation and percentage analysis. Table 2. 6. 1 – Table showing the age of the respondents

SL. NO. | AGE | NO. OF RESPONDENTS| PERCENTAGE (%)| 1| <25| 46| 38| 2| 26-30| 33| 27| 3| 31-35| 24| 20| 4| 36-40| 9| 8| 5| >41| 8| 7| TOTAL| 120| 100| Interpretation: It has been interpreted that 38% of the respondents are below 25 years, 27% of the respondents are at the age group of 26-30, 20% are at the age group of 31-35, 8% at the age group 36-40 and 7% are above 45 years. Chart 2. 6. 1(a) – Chart showing the age of the respondents | | | | | | | | Table 2. 6. 2 – Table showing the gender of the respondents SL. NO. | GENDER| NO.

OF RESPONDENTS| PERCENTAGE (%)| 1| MALE| 36| 30| 2| FEMALE| 84| 70| TOTAL| 120| 100| Interpretation: We come to know that 70% of the employees are female and 30% of the employees are male. Chart 2. 6. 2(a) – Chart showing the gender of the respondents Table 2. 6. 3 – Table showing employees satisfaction towards company SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| HIGHLY SATISFIED| 37| 31| 2| SATISFIED| 67| 56| 3| NEUTRAL| 12| 10| 4| DISSATISFIED| 3| 2| 5| HIGHLY DISSATISFIED| 1| 1| TOTAL| 120| 100| Interpretation:

From the above study it is interpreted that 58% of the employees are satisfied with the company and 31% of them are highly satisfied, 10% of the employees are in neutral status and 1% of employees feels dissatisfied. It is found that no one is highly dissatisfied with the company. Chart 2. 6. 3(a) – Chart showing employees satisfaction towards company Table 2. 6. 4 – Table showing employees satisfaction towards management approach SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| SATISFIED| 78| 65| 2| NEUTRAL| 31| 26| 3| DISSATISFIED| 11| 9| TOTAL| 120| 100| Interpretation:

It has been interpreted that 65% of the employees are satisfied towards management approach, 26% are having a neutral opinion and 9% of the employees are dissatisfied with the management approach. Chart 2. 6. 4(a) – Chart showing employees satisfaction towards management approach Table 2. 6. 5 – Table showing employees satisfaction towards job SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| HIGHLY SATISFIED| 26| 22| 2| SATISFIED| 78| 64| 3| NEUTRAL| 15| 13| 4| DISSATISFIED| 1| 1| 5| HIGHLY DISSATISFIED| 0| 0| TOTAL| 120| 100| Interpretation:

From the survey conducted regarding the employee satisfaction towards their job, it has been interpreted that 64% of the employees are satisfied with their job and 22% of them are highly satisfied with their job, 13% of the employees are in neutral status and 1% of employees feels dissatisfied and no one is highly dissatisfied with their job. Chart 2. 6. 5(a) – Chart showing employees satisfaction towards job Table 2. 6. 6 – Table showing employees relationship with co workers SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| EXCELLENT| 27| 22| 2| GOOD| 61| 51| 3| FAIR| 30| 25| 4| POOR| 2| 2|

TOTAL| 120| 100| Interpretation: It has been revealed that 51% of employees are having good relationship with their coworkers, 25% of employees are having fair relation, 22% of employees are having excellent relation, and 2% of employees are having poor relation with their co workers. Chart 2. 6. 6(a) – Chart showing employees relationship with co workers: Table 2. 6. 7 – Table showing employees relationship with the superior SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| EXCELLENT| 30| 25| 2| GOOD| 46| 38| 3| FAIR| 26| 22| 4| POOR| 18| 15| TOTAL| 120| 100| Interpretation:

The research displays that 38% of employees are having good relationship with their superiors, 25% of employees are having excellent relation, 22% of employees having fair relation, and 15% of employees are having poor relation with their co workers. Chart 2. 6. 7(a) – Chart showing employees relationship with superior Table 2. 6. 8 – Table showing employees satisfaction with rules and regulations of the company SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| HIGHLY SATISFIED| 21| 17| 2| SATISFIED| 72| 60| 3| NEUTRAL| 25| 21| 4| DISSATISFIED| 2| 2| | HIGHLY DISSATISFIED| 0| 0| TOTAL| 120| 100| Interpretation: It has been interpreted that 60% of the employees are satisfied with the rules and regulations of the company, 21% of them are in neutral, 17% of the employees are highly satisfied and 2% of employees feels dissatisfied. Chart 2. 6. 8(a) – Chart showing employees satisfaction with rules and regulations of the company Table 2. 6. 9 – Table showing employees agreement on impact of attitude on production SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| HIGHLY AGREE| 9| 8| 2| AGREE| 26| 22| | NEUTRAL| 27| 23| 4| DISAGREE| 45| 36| 5| HIGHLY DISAGREE| 13| 11| TOTAL| 120| 100| Interpretation: It has been analysed that 36% of the respondents disagree with the statement that morale affects the production, 23% of the respondents neither agree or disagree with the statement, 2% are neither agree that morale affects production, 10% of the respondents highly disagree with the statement, 5% of the respondents are highly agree to this statement. Chart 2. 6. 9(a) – Chart showing employees agreement on impact of attitude on production Table 2. 6. 0 – Table showing employees agreement on impact of attitude on quality of the output SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| HIGHLY AGREE| 8| 7| 2| AGREE| 18| 15| 3| NEUTRAL| 30| 25| 4| DISAGREE| 52| 43| 5| HIGHLY DISAGREE| 12| 10| TOTAL| 120| 100| Interpretation: It has been analysed that 43% of the respondents disagree that morale affects the quality of the output, 25% of the respondents neither agree nor disagree with the statement, 15% of the respondents have agreed and 10% of the respondents are highly disagreed.

Chart 2. 6. 10(a) – Chart showing employees agreement on impact of attitude on quality of the output Table 2. 6. 11 – Table showing employees commitment towards company SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| YES| 110| 92| 2| NO| 10| 8| TOTAL| 120| 100| Interpretation: From a survey of 120 respondents the table indicates that 92% of the respondents show commitment towards the company, and only 8% of the respondents are not committed towards the company. Chart 2. 6. 11(a) – Chart showing employees commitment towards company Table 2. 6. 12 – Table showing employees ability to achieve target

SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| YES| 112| 93| 2| NO| 8| 7| TOTAL| 120| 100| Interpretation: It has been interpreted that 93% of the respondents are able to achieve the target on time, and 7% of the respondents are unable to achieve the target on time. Chart 2. 6. 12(a) – Chart showing employees ability to achieve target Table 2. 6. 13 – Table showing leave taken by employees in a month SL. NO. | DURATION OF LEAVE| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| 1 DAY| 38| 32| 2| 2 DAYS| 28| 23| 3| 3 DAYS| 13| 11| 4| MORE THAN 3 DAYS| 5| 4| 5| NO LEAVE| 36| 30|

TOTAL| 120| 100| Interpretation: From the survey regarding the duration of leave taken by the employees it has been interpreted that 32% of the employees say that they take leave of just 1day, while 30% of the respondents say that they won’t take leave. 23% of the employees say that they take leave for 2 days, 11% of the employees say that they take leave for 3 days and 4% of the employees say that they take leave for more than 3 days. Chart 2. 6. 13(a) – Chart showing leave taken by employees in a month Table 2. 6. 14 – Table showing employees satisfaction towards working environment SL.

NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| EXCELLENT| 16| 13| 2| GOOD| 72| 60| 3| FAIR| 25| 21| 4| POOR| 7| 6| TOTAL| 120| 100| Interpretation: It has been revealed that 60% of the respondents say that their environment is good, 21% say it is fair, 13% say it is excellent and only 6% say it is poor. Chart 2. 6. 14(a) – Chart showing employees satisfaction towards working environment Table 2. 6. 15 – Table showing employees opinion about safety and welfare measures provided by the company SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| EXCELLENT| 21| 17| 2| GOOD| 79| 66| | FAIR| 18| 15| 4| POOR| 2| 2| TOTAL| 120| 100| Interpretation: It has been revealed that majority 66% of the respondents say safety and welfare measure provided by the company is good, 17% say it is excellent, and only 2% of the respondents say measures taken by company is poor. Chart 2. 6. 15(a) – Chart showing employees opinion about safety and welfare measures provided by the company Table 2. 6. 16 – Table showing employees opinion about leave and holidays provided by the company SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| EXCELLENT| 17| 14| 2| GOOD| 74| 62| 3| FAIR| 26| 22| | POOR| 3| 2| TOTAL| 120| 100| Interpretation: It has been interpreted that 61% of the respondents say leave and holyday provided is good, 22% say it is fair, 14% of the employees say leave and holidays provided is excellent, and only 2% feel leave and holidays provided is poor. Chart 2. 6. 16(a) – Chart showing employees opinion about leave and holidays provided by the company Table 2. 6. 17 – Table showing employees satisfaction on employee benefits package offered by the company SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| HIGHLY SATISFIED| 10| 8| 2| SATISFIED| 45| 38| | NEUTRAL| 38| 32| 4| DISSATISFIED| 23| 19| 5| HIGHLY DISSATISFIED| 4| 3| TOTAL| 120| 100| Interpretation: From the survey conducted regarding the employee satisfaction towards benefit package offered to them, it has been interpreted that 38% of the respondents are dissatisfied with the benefit package, 29% are neither satisfied nor dissatisfied, 18% are satisfied, 10% are highly dissatisfied, and only 5% are highly satisfied. Chart 2. 6. 17(a) – Chart showing employees satisfaction on employee benefits package offered by the company Table 2. . 18 – Table showing employees satisfaction on transport facility provided by the company SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| HIGHLY SATISFIED| 13| 11| 2| SATISFIED| 58| 48| 3| NEUTRAL| 25| 21| 4| DISSATISFIED| 21| 18| 5| HIGHLY DISSATISFIED| 3| 2| TOTAL| 120| 100| Interpretation: It has been analysed that 48% of them are satisfied with the transport facility provided, 21% of the employees are in neutral status, 18% of employees feel dissatisfied, 11% of the employees are highly satisfied, and only 2% are highly dissatisfied. Chart 2. 6. 8(a) – Chart showing employees satisfaction on transport facility provided by the company Table 2. 6. 19 – Table showing whether employees are forced to work overtime duty SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| YES| 16| 13| 2| NO| 104| 87| TOTAL| 120| 100| Interpretation: It has been interpreted that 87% of the employees are not forced to do overtime work and 13% of the employees are forced to do overtime work. Chart 2. 6. 19(a) – Chart showing whether employees are forced to work overtime duty Table 2. 6. 20 – Table showing employees agreement on job rotation SL. NO. | OPTIONS| NO.

OF RESPONDENTS| PERCENTAGE (%)| 1| HIGHLY AGREE| 13| 11| 2| AGREE| 58| 48| 3| NEUTRAL| 25| 21| 4| DISAGREE| 21| 18| 5| HIGHLY DISAGREE| 3| 2| TOTAL| 120| 100| Interpretation: It has been interpreted that majority 48% of the respondents agree that job rotation can boost their morale, 21% of the respondents specified the option neutral, 18% of the respondents are disagree with the statement, 11% of the respondents are highly agree and only 2% of the respondents highly disagree with the statement. Chart 2. 6. 0(a) – Chart showing employees agreement on job rotation Table 2. 6. 21 – Table showing whether management provide incentives for employees better performance SL. NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| YES| 57| 48| 2| NO| 63| 52| TOTAL| 120| 100| Interpretation: It is interpreted that 52% of the employees feel management doesn’t provide incentives for their better performance and only 48% of the employees are given incentives. Chart 2. 6. 21(a) – Chart showing whether management provide incentives for employees better performance Table 2. 6. 22 – Table showing whether employees have any stress in their work SL.

NO. | OPTIONS| NO. OF RESPONDENTS| PERCENTAGE (%)| 1| YES| 22| 18| 2| NO| 98| 82| TOTAL| 120| 100| Interpretation: It has been interpreted that 82% of the employees say there is no stress in performing their work and only 18% of the employees have stress. Chart 2. 6. 22 (a) – Chart showing whether employees have any stress in their work CHI-SQUARE TEST RELATIONSHIP BETWEEN GENDER AND SATISFACTIONS OF EMPLOYEES TOWARDS COMPENSATION Options| Highly satisfied| Satisfied| Neutral| Dissatisfied| Highly dissatisfied| Total| MALE| 4 | 12| 14| 5| 2| 36| FEMALE| 6 | 33| 24| 18| 2| 84|

Total| 10| 45| 38| 23| 4| 120| Observed frequency: H0: There is no significant difference between male and female respondent on the satisfaction towards overall compensation. H1: There is a significant difference between male and female respondent on the satisfaction towards overall compensation. Options| Highly satisfied| Satisfied| Neutral| Dissatisfied| Highly dissatisfied| Total| MALE| 3| 13. 5| 11. 4| 6. 9| 1. 2| 36| FEMALE| 7| 31. 5| 26. 6| 16. 1| 2. 8| 84| Total| 10| 45| 38| 23| 4| 120| Expected frequency: Expected frequency = (Row total * column total) / Grand total Table 2. 6. 3 – Table showing significant difference between male and female respondents on satisfaction towards compensation O| E| O-E| (O-E)2/ E| 4| 3| 1| 0. 33| 12| 13. 5| -1. 5| 0. 17| 14| 11. 4| 2. 6| 0. 59| 5| 6. 9| -1. 9| 0. 52| 2| 1.. 2| 0. 8| 0. 53| 6| 7| -1| 0. 14| 33| 31. 5| 1. 5| 0. 05| 24| 26. 6| -2. 6| 0. 25| 18| 16. 1| 1. 9| 0. 22| 2| 2. 8| -0. 8| 0. 23| TOTAL = 3. 03| ?2= ? ((O– E)2 / (E)) Degree of freedom= (r-1) (c-1) = (2-1) (5-1) Degree of freedom= 4 At 5% significant level the table value is 9. 88 Calculated value is 3. 03 Results: The calculated value is lesser than table value. So the Null hypothesis is accepted. There is no significant difference between male and female respondent on the satisfaction towards overall compensation. RANK CORRELATION RELATIONSHIP BETWEEN EMPLOYEES SATISFACTION TOWARDS COMPANY AND COMPENSATION Satisfaction| Highly satisfied| Satisfied| Neutral| Dissatisfied| Highly dissatisfied| Total| COMPANY| 37 | 67| 12| 3| 1| 120| COMPENSATION| 10 | 45| 38| 23| 4| 120| H0: There is no significant difference between employees satisfaction towards Company and compensation.

H1: There is a significant difference between employees satisfaction towards interpersonal relationship and superior subordinate relationship. X = Satisfaction with Company Y = Job satisfaction R1= Rank to X R2= Rank to Y Table 2. 6. 24 – Table showing significant difference between employees satisfaction towards company and compensation X| Y| R1| R2| D=(R1-R2)| D2| 37| 10| 2| 4| 2| 4| 67| 45| 1| 1| 0| 0| 12| 38| 3| 2| 1| 1| 3| 23| 4| 3| 1| 1| 1| 4| 5| 5| 0| 0| ?D2 = 6| Rank correlation (r) = 1 – (6? D2 / n (n2-1) = 1 – 6(6) / 5(52-1) = 1-36/120 = 1- 0. r = 0. 7 Z = (n-1 ) r = 7. 64 At 5% significant level the table value is 1. 96 Results: The calculated value is greater than table value. So the Null hypothesis is rejected. There is a significant difference between employees satisfaction towards Company and compensation. 3. 1 FINDINGS * It is found that majority (38%) of the respondents are at the age below 25 years. * It is inferred that majority (70%) of the respondents are female employees * It is found that majority (58%) of the respondents are satisfied working with this company. It is inferred that majority (65%) of the respondents are satisfied with the management approach. * Majority (64%) of the respondents are satisfied with their job. * It is found that majority (51%) of the respondents are having good relationship with their co workers. * It is inferred that majority (38%) of the respondents are having good relationship with their superior. * It is found that majority (60%) of the respondents are satisfied with the rules and regulations of the company. * Majority (36%) of the respondents disagree with the statement that attitude affects the production. Majority (43%) of the respondents disagree with the statement that attitude affects the quality of the output. * It is found that majority (92%) of the respondents show a sense of commitment towards company. * It is inferred that majority (93%) of the respondents are able to achieve the target on time. * It is found that majority (32%) of the respondents are taking leave for 1 day only. * Majority (60%) of the respondents say that their working environment is good. * It is interpreted that majority (66%) of the respondents say that safety and welfare measure provided by the management is good. It is inferred that majority (62%) of the respondents say that leave and holidays provided by the company is good. * It is found that majority (38%) of the respondents are satisfied with the employee benefit package offered to them. * It is found that majority (48%) of the respondents are satisfied with the transport facility provided by the company. * It is inferred that majority (87%) of the respondents are not forced to work overtime duty. * It is inferred that majority (48%) of the respondents agree that job rotation can boost their morale. It is found that majority (52%) of the respondents say that management doesn’t provide incentives for their better performance. * Majority (82%) of the respondents say that there is no stress in performing their job. * From Chi square test, there exists no significant difference between male and female respondent on the satisfaction towards overall compensation. * From rank correlation, there exists a significant difference between employees satisfaction towards Company and compensation. 3. 2 SUGGESTIONS * The management can provide additional incentives and rewards for the workers who perform well. The management can provide job rotation for the interested workers. * Transport facility can be provided for employees coming from Ayyapakkam. * Housekeeping section can be improved. * The management can consider suggestions given by employees. 3. 3 CONCLUSION Morale is a psychological concept, it differs from person to person, industry to industry, and nature of work etc. It is a concept that describes the level of  favourable or unfavourable attitudes of the employee collectively to all aspects of their work the job, the company, their tasks, working conditions, fellow workers, and superiors and soon.

Morale may range from very high to very low. The morale of majority of the employees are found be high. Through my study it is found that there is no direct relation between morale and production or quality of output, but morale has some impact over production and quality of output. This study helps the firm to seek cooperation of the workers in the running of the organization and thus getting higher production to minimum possible cost by reducing the wastage of time, man, machines and materials.