Siddique 2 Pro

8/12/2019 Siddique 2 Pro

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ACKNOWLEDGEMENT


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ACKNOWLEDGEMENT

My sincerethanks to almighty ALLAHwho 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.


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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.


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DECLARATION


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DECLARATIONI 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 ofprof. 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


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CERTIFICATE


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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


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Date:

CERTIFICATE TO

THE DEPARTMENT


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CERTIFICATE TO

THE COMPANY


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CONTENTS


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CONTENTSChapter CONTENTS Page

no.I.

INTRODUCTION

OBJECTIVE OF THE STUDY

SCOPE OF THE STUDY

LIMITATION OF THE STUDY

II.

PROFILE OF THE COMPANYIII.

REVIEW OF THE LITERATURE

IV.EMPLOYEE MORALE

RESEARCH METHODOLOGY

V.FINDINGS

SUGGESTIONCONCLUSION

BIBLIOGRAPHY

ANNEXURE


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CHAPTER-I

INTRODUCTION


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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.


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( 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


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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


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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 530million

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 650,741,172 644,520,688 525,737,807 540,224,581688,846,451


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SWOT Analysis of the Indian Leather Industry

Opportunities

Rising potential in the

domestic market

Growing fashion

consciousness globally

Use of information

technology and decisionsupport software to help

eliminate the length of

the production cycle for

different products

Use of e-commerce in

direct marketing.

Strengths

High GrowthReady 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

unorganizedLimited scope for

mobilizing funds

through private

placements and

public issues (many

businesses are

family-owned)

Difficulty in obtainingbank loans resulting

in high cost of private

borrowing

Stricter international

standards

High competition from

East European

countries and otherAsian countries

Lack of

communication

facilities and skills.


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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 fromthe 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 hasreached 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.


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OBJECTIVES OF

THE STUDY


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OBJECTIVES OF THE STUDYTo 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 employeesmorale

of ESAAR TANING & CO., Ambur.


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SCOPE OF THE

STUDY


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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 ofanalysis 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.


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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.


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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.


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LIMITATION OF

THE STUDY


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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.


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CHAPTER-II

PROFILE OF THE

COMPANY


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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, andFrance. 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 tomanufacture 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.


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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.


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REVIEW OF THE

LITERATURE


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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 andemployees 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.


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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.


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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, idletime 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


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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 employeeslacks 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.


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CHAPTER-III

EMPLOYEEMORALE


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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.


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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 employeesfeel 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 workplacechange. 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.


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STAGE ONE - Listen To Employees

Relationships between the organization and employees are fractured

following a period of upheaval. And this situation wont improve on itsown. 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 isencouraged 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, includ ing

substantive solutions to business issues and progress being made.


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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.


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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


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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 andcoaching.

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.


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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


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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, theirmorale 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.


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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 jobsharing may also be helpful in raising morale.


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RESEARCH

METHODOLOGY

DATA ANALYSIS &

INTERPRETATION


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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


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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.


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Research design

A research design is the specification of measure and procedures for

the information needed to structure to solve problems is the overalloperational 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.


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DATA ANALYSIS AND INTERPRETATION

Research cannot be undertaken without the co-operation of

employees who are interviewed. Therefore respondents play animportant role in studies of this type. This is employeesoriented

research.

For the purpose of this study, only employees of ESAAR TANNING &

CO. were interviewed. Respondent are chosen randomly.


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TABLE: 1

THE TABLE REPRESENTING

AGE OF THE EMPLOYEES

Age

Male Female

No. of

respondentsPercentage

No. of


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.


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AGE OF THE EMPLOYEES

38.24

25

52.9450

8.82

25

0

10

20

30

40

50

60

20-30 31-35 36-45

Male

Female


52/90

TABLE: 2


EDUCATIONAL QUALIFICATION

Qualification

Male Female

No. of


No. of


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.


53/90

EDUCATIONAL QUALIFICATION

Professio

nal

Arts&

Scienc

e

Diploma

Others

2.940

20.59

12.5 14.74

0

61.76

87.5

0

10

20

30

40

50

60

70

80

90

Male

Female


54/90

TABLE: 3


THE EXPERIENCE OF THE EMPLOYEES

Experience

Male Female

No. of


No. of


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.


55/90

THE EXPERIENCE OF THE EMPLOYEES

73.53

11.768.82

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


56/90

TABLE: 4


THE INCOME OF THE EMPLOYEES

Income

Male Female

No. of


No. of


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.


57/90

INCOME OF THE EMPLOYEES

14.71

18.75

47.06

56.25

17.65

6.25

20.5818.75

0

10

20

30

40

50

60

2000-3000 3001-4500 4501-6000 6000 above

Male

Female


58/90

TABLE: 5


OPINION REGARDING SHARING PROBLEM

WITH SUPERVISOR

Sharing

Problem with

supervisor

Male Female

No. of


No. of

RespondentsPercentage

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.


59/90

SHARING PROBLEM

WITH SUPERVISOR

97.06

93.75

2.94

6.25

0 20 40 60 80 100 120

Male

Female

NO

YES


60/90

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.


61/90

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


62/90


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


No. of

RespondentsPercentage

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


63/90

OPINION REGARDING HELPING OF SUPERVISOR

TO IMPROVE WORK EFFICIENCY

73.53

68.75

14.71

31.25

11.76

00

0

0

10

20

3040

50

60

70

80

90

100

110

120

130140

150

ALWAYS SOMETIME RARE NEVER

Male

Female


64/90

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

PercentageNo. 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


65/90

OPINION ABOUT MEDICAL EXPENSES

14.71

47.06

38.24

6.25

50

43.75

0

10

20

30

40

50

60

YES NO

SOMET

IME

Male

Female


66/90

TABLE: 9

VITAL FACTORS INFLUENCING TO MORALE

MANAGEMENT POLICYRank 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


67/90

NATURE OF WORK

Weighted subtotal


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


68/90

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


Number of Samples

= 154 / 50

= 3.08


69/90

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


70/90

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


71/90

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.


72/90

1

2 2

5 4

0

1

2

3

4

5

Mana

geme

ntPolicy

Natur

eofWork

Working

condition

Interp

ersonalRe

lation

Supervision

Series 1

page


73/90

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


74/90

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.


75/90

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


76/90

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 GETALONG 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.


77/90

VERY

WELL

ALLRIGHT

TR

OUBLESOMETIME

CAN'T

GETALON

G

52.63

26.3221.05

0

64.52

16.13 19.35

00

10

20

30

40

50

60

70

Male

Female

VERY

WEL

L

ALLR

IGHT

TROU

BLE

SOME

TIME

CAN'T

GET

ALON

G

00

21.0519.35

26.32

16.13

52.63

64.52

0

10

20

30

40

50

60

70

Male

Female

OPINION REGARDING SUPERVISOR GET DOINGWITHPEOPLE


78/90

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.


79/90

OPININON REGARDING COMPARING WAGES

BETTER

SOME

WHA

TBE

TTER

LOWER

100

52.63

0

47.37

0 00

10

20

30

40

50

60

70

80

90

100

Male

Female


80/90

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

doesntshare 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


81/90

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.


82/90

SUGGESTION


83/90

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.


84/90

CONCLUSION


85/90

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 finishedleathers, 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 andstability and growth of the employees.


86/90

BIBLIOGRAPHY


87/90

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.


88/90

ANNEXURE


89/90

A Study to Improve employees Morale with SpecialReference 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.DiplomaD.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


90/90

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 PolicyB.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

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