A STUDY ON EMPLOYEE MORALE WITH SPECIAL

REFERENCE TO UNIQ TECHNOLOGIES, CHENNAI

By

S. HARISH VIJAY

Reg. No.: 512220631006

of
SKP ENGINEERING COLLEGE

TIRUVANNAMALAI

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements for

the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY
CHENNAI
August 2022

i
A STUDY ON EMPLOYEE MORALE WITH SPECIAL
REFERENCE TO UNIQ TECHNOLOGIES, CHENNAI

By

S. HARISH VIJAY

Reg. No.: 512220631006

of
SKP ENGINEERING COLLEGE

TIRUVANNAMALAI

A PROJECT REPORT

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements for

the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY
CHENNAI
August 2022

ii
 BONAFIDE CERTIFICATE

This is to certify that this project report titled “A STUDY ON EMPLOYEE

MORALE with special reference to UNIQ TECHNOLOGIES, Chennai is the
bonafide work of Mr. S. HARISH VIJAY, Register Number: 512220631006 who
carried out the research under my supervision. Certified further, that to the best of my
knowledge the work reported herein does not form part of any other project report or
dissertation on the basis of which a degree or award was conferred on an earlier
occasion on this or any other candidate.

Supervisor Head of the Department

Submitted to Project and Viva Examination held on

Internal Examiner External Examiner

iii
iv
 DECLARATION

I am S. HARISH VIJAY, STUDENT of S.K.P. ENGINEERING COLLEGE,

TIRUVANNAMALAI hereby declare that project titled A STUDY ON EMPLOYEE

MORALE with special reference to UNIQ TECHNOLOGIES, Chennai is submitted by me

for partial fulfillment of award of MASTER OF BUSINESS ADMINISTRATION degree for

Anna University. Thus report was prepared on my own effort and it has not been produced

earlier towards the award of any other degree.

Date: (S. HARISH VIJAY)

Place: Tiruvannamalai Registration No: 512220631006

v
 ACKNOWLEDGEMENTS

―A major Endeavour such as this project would never have been completed

without the guidance and support of many people and organizations‖.

I thank profusely Mr. K. Karunanithi, B.E., M.B.A., and Chairman of our

college for envisioning me and for providing me with the harmonious atmosphere,

which is of utmost necessary for the project work.

I wish to express my sincere thanks to our Principal Dr. S. Baskaran,M.E.,PhD.,

for providing me an opportunity to do the Project.

I wish to express my sincere thanks to our Dr. S. Karthikeyan, M.B.A, Ph.D.,

Head of the Department, for providing me an opportunity to do the Project

I have to great thank my supervisors (in order of appearance as supervisor):

Dr. Pradeep Palani, M.B.A, Ph.D., Associate Professor, Department of

Management Studies and Ms. V Kaviya, HR Head, UNIQ Technologies. One

quality they all share is: A lot of patience - you all has been a great support.

I would also like to thank all the friends and colleagues of SKP Engineering

College, especially the Members of the Review Committee and to all the Teaching

and Non Teaching Staff of Management Studies.

My parents have always been supportive of my choices and never stopped

believing that one day I actually should finish this work (well at least they did not tell

me otherwise anyway). Particularly great thanks to my well wisher. Thank you for

everything.

vi
 ABSTRACT

The study was carried out at UNIQ Technologies, Chennai. The study is related to understand
the employee morale among IT employees in an organization. A survey was taken among the
employees to know the factors influencing employee morale, ways to manage the morale and its
impact among employees in UNIQ Technologies, Chennai.

The Primary data collection was done through structured questionnaire. Secondary data was
collected from company records and internet. Research design used in this study was descriptive
research study. Stratified sampling method was followed. Conclusions were drawn based on the
analysis of data collected from the employees in various grades. Statistical tools applied are
simple percentage, and ANOVA.

Recommendations were provided for enhancing the quality of the processes and personnel
policies of the organization. The steps for improving morale in the organization are identified.
The level of individual and group morale is identified in the organization. This project provides
detailed information about morale, where does it reside and what does it do. UNIQ technologies
can implement job enrichment, job enhancement and self development training methods to
improve the morale.

Morale is an important factors that influence the work. Employees should be inbuilt with a
high morale which is the main thing that would sustain the individual and the business growth.
Though employee can be motivated towards the business development but still the factor of
morale to be built among all groups that will be favorable for all towards job development,
individual contribution, wellbeing of the employee.

vii
 TABLE OF CONTENTS

S.L.NO PARTICULARS Page No

CHAPTER 1 INTRODUCTION
1.1 INTRODUCTION 1
1.2 NEED OF THE STUDY 4
1.3 OBJECTIVES OF THE STUDY 5
1.4 SCOPE OF THE STUDY 6
1.5 LIMITATION OF THE STUDY 7
1.6 INDUSTRY PROFILE 8
1.7 COMPANY PROFILE 12
CHAPTER 2 REVIEW OF LITERATURE
2.1 LITERATURE SURVEY 22
2.2 THEORETICAL FRAMEWORK 27
CHAPTER 3 RESEARCH METHODOLOGY
3.1 RESEARCH DESIGN 45
3.2 DATA COLLECTION 46
3.3 TOOLS AND TECHNIQUES 46

CHAPTER 4 DATA ANALYSIS AND INTREPRETATION

4.1 DATA ANALYSIS AND INTREPRETATION 48
4.2 TESTING OF HYPOTHESIS 72
CHAPTER 5 CONCLUSION
5.1 FINDINGS 75
5.2 SUGGESTIONS 77
5.3 CONCLUSION 78
ANNEXURE
QUESTIONNAIRE 79
BIBLIOGRAPHY 83

viii
 LIST OF TABLES

S. No Particulars Page no
4.1.1 Gender of the Respndents 48

4.1.2 Age of the Respondents 49

4.1.3 Educational Qualification of Respondents 50

4.1.4 Work Experience 51

4.1.5 Respondents opinion about job satisfaction 52

4.1.6 Respondents opinion about organisation‘s benefits 53

4.1.7 Opportunities for improvement & Self Development 54

4.1.8 Respondents opinion on work environment 55

4.1.9 Supperiors and Co-Workers relation 56

4.1.10 Respondents opinion about Job responsibilities 57

4.1.11 Respondents opinion about participative management 58

4.1.12 Policies and administration practices 59

4.1.13 Respondents opinion about workload 60

4.1.14 Availing Leave 61

4.1.15 Respondents opinion about creative job 62
4.1.16 Respondents opinion about job challenging 63
4.1.17 Opportunities to update knowledge and skills 64
4.1.18 Respondents opinion about setting goals 65

4.1.19 Appreciation for quality work 66

4.1.20 Respondents opinion about providing suggestions 67

4.1.21 Respondents opinion about health, safety and social service 68

4.1.22 Respondents opinion about switching job 69

4.1.23 Respondents opinion about acceptance of salary-cuts 70

4.1.24 Involvment in job 71

4.1.25 Job satisfaction Vs work Environment 73

ix
 LIST OF CHARTS

S. No Particulars Page no

4.1.1 Gender of the Respondents 48

4.1.2 Age of the Respondents 49

4.1.3 Educational Qualification of Respondents 50

4.1.4 Work Experience 51

4.1.5 Respndents opinion about job satisfaction 52

4.1.6 Respondents opinion about organisation‘s benefits 53

4.1.7 Opportunities for improvement & Self Development 54

4.1.8 Respondents opinion on work environment 55

4.1.9 Supperiors and Co-Workers relation 56

4.1.10 Respondents opinion about Job responsibilities 57

4.1.11 Respondents opinion about participative management 58

4.1.12 Policies and administration practices 59

4.1.13 Respondents opinion about workload 60

4.1.14 Availing Leave 61

4.1.15 Respondents opinion about creative job 62

4.1.16 Respondents opinion about job challenging 63
4.1.17 Opportunities to update knowledge and skills 64

4.1.18 Respondents opinion about setting goals 65

4.1.19 Appreciation for quality work 66

4.1.20 Respondents opinion about providing suggestions 67

4.1.21 Respondents opinion about health, safety and social service 68

4.1.22 Respondents opinion about switching job 69

4.1.23 Respondents opinion about acceptance of salary-cuts 70

4.1.24 Involvment in job 71

4.1.25 Job satisfaction Vs work Environment 73

x
 CHAPTER – 1

INTRODUCTION

1.1 INTRODUCTION TO EMPLOYEE MORALE

Employee morale, in human resources, is defined as the jobsatisfaction, outlook, and feelings
of well-being an employee has within a workplace setting. Proven to have a direct effect
on productivity, it is one of the corner stones of business. Larry Flippo defines morale as a mental
condition or attitude of individual and groups which determines their willingness to co-operate.
Morale is basically a group phenomenon. It describes the level of favourable or unfavorable attitudes.

Morale is basically a matter of human behaviour. It is an expression of the attitudes which the
member of an organization develops and adapt towards the organization, its members, its purposes
and its leaders.Morale refers to the total satisfaction; a person derives from his job, his work group,
his boss, the organization and his general environment. It is reflected in the general feeling of well
being, satisfaction and happiness of people.

Morale in general sense is referred to 'willingness to work'. High morale is the result of job-
satisfaction which is again the result of motivational attitude of the management.

There are three main approaches to Morale:

1. Classical Approach assumes that satisfaction of basic needs is the symbols of morale. Need
satisfaction leads to high morale.

2. Psychological Approach emphasizes that apart from the basic needs, psychological needs also
influence the morale of the people.

3. Social Approach recognizes the morale as social phenomenon which persuades the people to live
in society or groups in achieving the common goal.

Individual and Group Morale

Individual morale is a single person's attitude towards work, environment etc. Whereas group
morale reflects the general attitude of a group of persons. Group morale is everybody's concern and
may go on changing with the passage of time. Individual and group morale are inter-related but not
necessarily identical.
1
High or Low Morale

Morale may be referred to high morale or low morale. In the words of Mc Farland, a leading U.S.
publisher of scholarly, reference and academic books, high morale exists when employee attitudes are
favourable to the total situation of a group and to the attainment of its objective. Low morale exists
when attitude inhibit the willingness and ability of an organization to attain its objectives. The words
such as zeal, enthusiasm, loyalty dependability denote high morale. Low morale may be described by
word like lack of interest, laziness, apathy, bickering, jealousy, quarrelsome, pessimism, etc.

Warning Signs of Low Morale

Sings of low morale are generally not noticed till it is obviously low or when something has gone
amiss. By the time the management recognizes the fact that morale has deteriorated, it is faced with
one crisis or another. Perceptive managers are, therefore, constantly on the lookout for clues to any
deterioration in the morale of the employees,

Among the more significant of the warning signals of low morale are

 High rate of absenteeism

 Tardiness
 High labour turnover
 Strikes and sabotage
 Lack of pride in work and
 Wastage and spoilage.
Morale and Motivation

Morale and motivation are inter related but differ from each other. Morale refers to the attitude of
a person towards his work and environment while motivation is a process to inspire people.
Motivation is an inner feeling which energizes a person to work more for satisfying his unsatisfied
demands. Motivation revolves round needs and incentives while morale will determine the
willingness to cooperate. Morale is a group phenomenon while motivation is an individual‘s
readiness to work more. Morale is related to the combination of various factors operating at work but
motivation concerns to the job only. Motivation helps in mobilizing energy while morale is
concerned with the mobilization of sentiments. Morale reflects the attitude of employees towards
their work, and to live in a society or group.
2
IDENTIFICATION OF PROBLEM
In Today‘s changing world the business environment is changing reapidly. In the age of
information and technology, we have seen change has occurred in every aspects of our life from
personal to business, government to private, national to international, so the nature of people and
their expecatation from the job is also changing. The purpose of the study is to describe the curren
level of employee morale and job satisfaction.

3
1.2 NEED OF THE STUDY
 Morale is important factors that influence the work. Employees should be inbuilt with a high
morale which is the main thing that would sustain the individual and the business growth.
Though employee can be motivated towards the business development but still the factor of
morale to be built among all groups that will be favorable for all towards job development,
individual contribution, wellbeing of the employee.
 Morale flows from the people‘s conviction about the righteousness or worth of their action,
and the hopes of high rewards in the future. Employee Morale, in human resources, is defined
as the job satisfaction, outlook, and feelings of well-being, an employee has written a
workplace setting.
 Proven to have a direct effect on productivity, it is one of the corner stones of business. Low
employee morale can lost our company money in lost production the costs of recruiting and
being new employees.
 For this purpose, a detailed study is needed to analyze the factors which influence the
employee morale problems and address those problems immediately.
 I have taken this study as important and have analyzed the various factors of morale and its
importance.

4
1.3 OBJECTIVE OF THE STUDY

PRIMARY OBJECTIVE:

The primary objective of the study is to learn about the various aspects of Employee Morale in
UNIQ Technologies, Chennai.

SECONDARY OBJECTIVE:

 To understand the importance of morale

 To know the Factor influencing morale of the employee
 To increase the steps of morale
 To study the relationship between Rewards, job security, and working environment with
employee morale.

5
1.4.SCOPE OF THE STUDY

The scope of the study is undertaken in UNIQ TECHNOLOGIES, where to determine the morale
of the employees. Uniq technologies being a IT development have been given me the various sectors
that are available to understand the morale. I have analysed the various techniques that affects morale
and ways to build the same.

 This study helps to identify the work life of the employees in the UNIQ TECHNOLOGIES.

 This study helps to get knowledge about the satisfaction of the employees over the factors and
facilities provided by the company.

 This study helps to formulate industrial policies regarding employee morale and make
suggestion to improve high morale between them.

6
1.5 LIMITATION OF THE STUDY

 Only the domestic market is the focus of this study.

 Sample size is limited due to the limited period allocated for the survey
 The analysis is completely based on the information provided by the employees and hence could
be biased.
 Taking appointment of the respondents became a little difficult.
 Geographical area is restricted only to Chennai region

7
1.6 INDUSTRY PROFILE

Information technology in India

Information technology in India is an industry consisting of two major components: IT services

and business process outsourcing (BPO). The sector has increased its contribution to India's GDP
from 1.2% in 1998 to 7.5% in 2012. According to NASSCOM, the sector aggregated revenues of
US$160 billion in 2017, with export revenue standing at US$99 billion and domestic revenue at
US$48 billion, growing by over 13%. USA accounts for more than 60 per cent of Indian IT exports.

History

India's IT Services industry was born in Mumbai in 1967 with the establishment of the Tata Group
in partnership with Burroughs. The first software export zone, SEEPZ – the precursor to the modern-
day IT park – was established in Mumbai in 1973. More than 80 percent of the country's software
exports were from SEEPZ in the 1980s.

The Indian economy underwent major economic reforms in 1991, leading to a new era of
globalization and international economic integration, and annual economic growth of over 6% from
1993–2002. The new administration under Atal Bihari Vajpayee (who was Prime Minister from
1998–2004) placed the development of Information Technology among its top five priorities and
formed the Indian National Task Force on Information Technology and Software Development.

Wolcott & Goodman (2003) report on the role of the Indian National Task Force on Information
Technology and Software Development:

Within 90 days of its establishment, the Task Force produced an extensive background report on
the state of technology in India and an IT Action Plan with 108 recommendations. The Task Force
could act quickly because it built upon the experience and frustrations of state governments, central
government agencies, universities, and the software industry. Much of what it proposed was also
consistent with the thinking and recommend notions of international bodies like the World Trade
Organization (WTO), International Telecommunications Union (ITU), and World Bank. In addition,
the Task Force incorporated the experiences of Singapore and other nations, which implemented
similar programs. It was less a task of invention than of sparking action on a consensus that had
already evolved within the networking community and government.

8
Let us look at where IT started, and how it got here it is today. The evolution of the IT industry can
be viewed in four stages:

• Stage 1 Prior to 1980

In the initial stage of the evolution of the IT industry, it was basically started with hardware
products and software industry which did not exist in India until the 1960s. 14 The origin of IT
industry in India started way back in the year of 1974. In hardware sector, the government protected
this sector by high tariff barriers and licensing. In software sector, there was a great demand in the
west as the software which was inbuilt with the systems was insufficient to perform all the functions
properly. So, to earn more foreign exchange, the Indian Government found out the potential of the
software sector. In 1972, the government launched a new software export scheme. In this scheme
there was decided to import hardware and export software. TCS Ltd. became the first company to
accept such a scheme, to send software programmers for installing system software for a U.S. client.
The first software export zone SEEPZ was set up in Mumbai / Bombay in the year 1973. In 1974, the
software export was started in India. Around 80 percent of the India‗s software exports was out of
SEEPZ, Bombay in 1980s.

• Stage 2 1980 to 1990

In this stage, despite government initiatives which formulate a new software export scheme which
could not be reached at the expected level because of two reasons: 1. First, the export of software was
dependent on the imports of hardware. 2. Second, there were no proper infrastructural facilities for
software development. To encourage more participants in this sector, it was mandatory to reduce
import duty and to simplify import and export procedures. To overcome the above problem, a new
software policy was formulated. According to this policy, the import procedure was simplified and
the import duty for import on hardware for software developers was reduced. The policies also
included that the software industry was given a status of an industry, thereby making it possible for
investment and thereby entitled for incentives as other domestic industries.

9
In 1986-87, the government took various steps and worked on mainly three widearea computer
networking schemes:

1. INDONET (intended to serve the IBM 5 mainframes in India)

2. NICNET (the network for India's National Informatics Centre)

3. (ERNET) Education and Research Network As a result, the Indian Government software policy
and liberalized the IT sector. According to this policy, the imports of hardware were de-licensed and
were also made duty free for exporters. This policy has reduced the number of entry barriers making
the growth in this sector inevitable.

In 1988, the World Market Policy and the establishment of the Software Technology Parks of
India (STP) scheme helped to attract foreign direct investment and duty free import on all inputs and
products.

• Stage 3 1990 to 2000

During this stage, there were some significant changes in Indian economy, including trade
liberalization, relaxation in the entry barriers, opening of Indian economy for foreign investments and
devaluation of rupee. Due to the liberalization, a flow of foreign investments was come in India and
MNCs in India were introduced. 16 During 1991, Software Technology Parks of India (STPI) was
formed by Department of Electronics which being owned by the government. Government provide a
communication called VSAT which means without moving away from its monopoly. This STPI set
up in different cities, each of which provided satellite links to be used by companies. In 1993, the
government started to allow individual firms which allowed work done by India can be transmitted
abroad directly.

• Stage 4 Post 2000

Around the year 2000, IT went from that department of nerds who fix your computer when it is
broken and make software updates. It is considered that the company grows information that becomes
more and more complex, by which it is increasing the amount of oversight from an information
specialist. By the time changes, technology was improved, the speed of transmission of information
was increased and also importance of IT was also compounded. Many of the US firms was forced to
utilized the services of the Indian firms and the problems like Y2K, the dotcom crash, and the
recession in the US economy. This has resulted in placing the Indian IT industry on the global map.
10
Post-2002-2003, the industry had registered a robust growth rate. During this stage, there was an
increase in the Indian client base, large sized contracted, and a strong global delivery model. The
share of IT industry (software) exports raised from 1 percent of the total exports in 1990 to 38 percent
of the total exports in 2011. Bangalore is known as the Silicon Valley of India and contributes around
33% of Indian IT Exports.

Also, IT industry has brought a far-reaching improvement in the quality of life in the community. As
the international economy is sluggish, and the macro economic situation continues to be challenging,
IT companies are looking for ways to reduce spending and improve their output. The government
was investing in various e-governance. The Indian information technology (IT) industry has played a
major role in placing India on the international map.

11
1.7 COMPANY PROFILE

UNIQ TECHNOLOGIES

UNIQ technologies is a leading software services company on consulting, enterprise solutions,

internet applications, it services, system software, networking and telecom and software testing,
verification and validation. UNIQ combines business and technical knowledge based on the
requirements of the client and ensures maximum customer satisfaction.

―At UNIQ, it means achieving real business results that allow you to transform, and not just
maintain, your operations. UNIQ‘s IT services, industries solutions, and outsourcing bring you a level
of certainty that no other competitor can match ‖.

VISION

―To provide the best services in software field and fulfill the needs and requirements of the
clients in the technological development in software field‖.

MISSION

―To develop and to enrich the unique quality of services in software field and to develop the
technology UNIQ has provided many services for employees, clients, and students and for all
peoples.‖

12
HISTORY OF UNIQ TECHNOLOGIES

UNIQ Technologies is an ISO 9001:2008 certified company and approved by Government, which
was specialized in SOFTWARE/SERVICES/DEVELOPMENT company founded by specialized in
SOFTWARE/SERVICES/DEVELOPMENT company founded by professionals from leading MNCs
like TCS, WIPRO, IBM, CTS, and Accenture.

With a clear vision of providing cost effective solutions to small and medium sized companies,
UNIQ TECHNOLOGIES has served more than 112 clients in the area of Banking, Retail,
Hospitality, Logistics solutions etc. We are an ISO 9001:2008 certified company and approved by
Government.

All trainers are professionals from MNCs like TCS, Infosys, Accenture and IBM. Employees in
UNIQ technologies provides many services for the clients and invents new technologies for the
upcoming technologies for the development of software growth.

UNIQ TECHNOLOGIES creates a high quality software and to Software Solution development.
The Employees of UNIQ being software professionals know what it takes to get employed in this
industry. With the founders having rich experience of working with various MNCs, UNIQ will also
be involved in developing soft skills and various placement related activities (Improving logical
abilities, Effective communication in English, developing a positive attitude).

UNIQ provides many offerings like business and technology consulting, application services,
systems integration, product engineering, custom software development, maintenance, web
applications, independent testing and validation services, IT infrastructure services and business
process outsourcing.

Every organization has unique requirements. That is why UNIQ technologies develops and
implements solutions that are tailored to meet your specific challenges. Whether you need a secure IT
infrastructure, systems security certification and accreditation, database support, or a complete
system overhaul, UNIQ technologies staff works diligently and efficiently so you receive the best
technology solutions and superior customer service. Regardless of the size or scope of project, UNIQ
can meet the challenge. UNIQ also provides various services like Web designing, network solutions,
software solutions, testing services, domain name registrations and hosting. UNIQ technologies also
specialize in web design and development.

13
 That's why we don't just create a good-looking web site and then wash our hands of it. UNIQ work
with you to ensure that the web sites get outstanding results .

Network solutions: UNIQ technologies offers the industry's leading service-enabling network
infrastructure that provides the ability to take advantage of a broad range of service models.

Software solutions provides Global 5000 businesses with world-class professional services and
software solutions. Please hover over the links on the left to learn more about a product family and
how it fits into WE's corporate strategy.

Testing services: Testing is perceived to take too long and cost too much. This is to some extent
true. However, this is likely due to the fact that companies do not focus on simple testing processes
until very late into the development life cycle.

Domain name Registration & Hosting: UNIQ is the leader in providing quality and cost efficient
web hosting services.

UNIQ technologies provide many services for employees, clients and for the people seeking for
software development.

 Training the Facility for software development

 Creating the Leadership quality
 clients trained by the faculty for software development
 Quality management
 Adaption to managed care environment
 Organizational strategic planning and development
 IT strategies and provider network development
 Faculty development and leadership programs
 Quality management and accreditation of systems
 Research program development
Location: Chennai, Coimbatore, Tirunelveli, Bangalore , Tirupathi

Facilities Available

Well specialized infrastructure for Presentation

Specialized Laboratory for robotics development.

14
AREA OF FOCUS

UNIQ Technologies focus areas include network support, network implementation, embedded
system research & development and robotics. UNIQ Technologies addresses the needs of well-
defined industry segments such as BPO‘s, IT. It has alliances with global IT majors such as
Microsoft, CISCO and Red HatLatelyit has started programs like Android Apps. Development in
association with Google along with Cloud computing believed to be the only organization in India
running them on professional level.

UNIQ TECHNOLOGIESCOURSES

Software: - Software is a general term for the various kinds of programs used to operate computers
and related devices.UNIQ provide two course in software such as PHP and JAVA (core and
advance).

PHP stands for PHP: Hypertext Preprocessor, with that PHP standing for Personal Homepage.
PHP is an open-source language, used primarily for dynamic web content and server-side
applications.

JAVA is a programming language originally developed by James Gosling at Sun Microsystems

and released in 1995. Java is a high-level, third generation programming language, like C,
FORTRAN, Smalltalk, Perl, and many others. You can use Java to write computer applications that
crunch numbers, process words, play games, store data or do any of the thousands of other things
computer software can do.

Microsoft: Microsoft is the world's leading producer of computer software. Microsoft was
incorporated in 1981.UNIQprovide the course of MCITP, WINDOW 7 & EMAM 70-680.

UNIQ Technologies set up education Centre in Chennai and followed them with centers in
Coimbatore, Tirunelveli, Bangalore, Tirupathi in the years that followed. In 2005, UNIQ
Technologies introduced corporate training programs which as an initiative were highly appreciated
by the industry and corporate alike. UNIQ Technologies provides industrial training in fields like
Embedded systems, Robotics ,PLC and SCADA Automation Technologies, Advance Networking
Technologies(CISCO) ,JAVA development, .NET development , PHP Programming and Web
development , Redhat (RHCE) and Ubuntu Administration , Microsoft System Administration(
MCSE 2003 , MCITP 2008 )

15
PRODUCTS

Storage Systems

We have CATALYST which is the sole distributor of INFORTREND Storage Solutions in

MALAYSIA.

Infortrend is a leading provider of cost-effective, high performance Networked Storage Solutions.

Our EonStor RAID subsystems support all storage interfaces including Fibre, iSCSI, SAS, SATA and
SCSI.We also provide Storage Support Services for all makes of storage

BIO METRIC SYSTEMS

VE 2727 is a widely used Access Control in the office. Choosing a lot of stable original parts,
strictly follow the national security product standard. VE 2727 is suitable for the entrances and exits
of office, factory, hotel, school, etc. All input /output are using anti-

jamming protection and over-voltage/circuit protection. The product experiences the strict
degradation test before leaving factory, the greatest advantage of VE 2727 is easy to install, with
multifunctional & elegant design and reasonable price.

Benefits

Adopt high reliable industrial component parts and optical sensor, watchdog monitor to avoid unit
hang, unique reset key keeps the unit well workEasy to install all the cable connection EM lock
installation are the same to the traditional IC/ID Access controlOne-way alarm output :dismantlement
alarm ,threaten alarm ,unlock illegally alarm , not block alarm.

IT SERVICES

I. RESPONSIVE WEB DESIGNING

Responsive web design is an approach which demonstrates that the web design and web
development should respond to the user‘s environment and actions supported by the display size,
orientation, and platform. Mobile Internet has taken the world long way in the lead and largely the
Indian marketplace. You all will be amazed to be acquainted with the fact that there are 2.5 billion
16
internet users, globally, and around 60% of them use cellular phones as the main mode for online
accessibility. This means that 6 out of 10 grown-up people use the mobile gadget to access the web.
The situation thus discloses a big opportunity for online marketers. If you crave to accomplish your
center of attention on the audience at anytime and anywhere, then there is no preferable option than
to master your existing web page or to obtain an exclusively mobile friendly responsive web page
design. In either of the case,

Advantages of Responsive Design

 Super Flexible
 Excellent User Experience
 Cost Effective
 It is Recommended By Google
 Very Easy to manage

II. SEO Services

UNIQ Technologies is a fastest growing SEO Company in India, Providing SEO Services across
the globe. SEO Services adopts an professional approach while actualizing and executing a SEO
process that will greatly impact the outcome of by successful achievement through our demonstrated
and experimentally figured methodologies that is rehearsed and equipped by our team of SEO
consultants, analyst and experts who, with their familiarity and industry specific knowledge, give you
the ideal plan that will boost the search engine rankings. Search Engine Optimization is more
technical and needs a wonderful planning for sorting out the right keywords and content rewriting for
the website so that it can best describe the type of website to the search engine. Web crawlers are the
best approach to get your site seen by potential clients. Site improvement or SEO is a science that
calculates web crawler calculations and human guest conduct to get your site rankings on real web
crawler.

III. Mobile App Development

The Google OS, which powers 88% of all Smartphone in the global market, is undoubtedly
dominating the ‗World of Operating Systems‘. Android Application Development is taking an edge
17
over other mobile operating systems around the globe. The open eco-system of Android has worked
in favor of Google, running most of the major smart phones in the world today and has become the
most favored platform. Having an Android application developed gives your customers and employee
easy access to your business and in return gives you the huge profit.

Network Solutions

Uniq technologies offers the industry‘s leading service-enabling network infrastructure that
provides the agility to take advantage of a broad range of service models in order to offer any type of
service on any network across any device. uniqtechnologies infrastructure extends the range of
opportunities, enriches the end-user experience, while reducing the complexity, costs and risks along
the way for uniqtechnologies service provider, enterprise and public sector customers.

How does it work?

Network Manager offers unified network management and centralized automation of the complete
device lifecycle across uniq technologies infrastructure of routing, switching and security products.
This enables IT departments to improve network performance management efficiency and security
while lowering operating costs.

Web Designing

Uniq technologies also specialize in web design and development that‘s why we don‘t just create a
good-looking web site and then wash our hands of it. We work with you to ensure that the web sites
get outstanding results – your company deserves no less.

Whether you want to create a brand strategy, rebuild your image, take your company online
(finally!) or market your company to a whole new world online, we can stand by your side and make
it happen for you. Contact us today to find out what we can do for your business to lead you on the
path to success.

We are pioneer in providing total offshore and local web based solutions for small to large
enterprises as well as other web design companies. Solutions that empower SME, large corporate
companies or other web solution providers with a competitive advantage by enabling them to focus

18
on their core activities rather than identifying website requirements and do the programming and
development works.

Testing Services:

Testing is perceived to take too long and cost too much. This is to some extent true. However, this is
likely due to the fact that companies do not focus on simple testing processes until very late into the
development life cycle.

Studies reveal that it is far more expensive to catch defects during testing – at least 60 times as
costly as finding the defect during design or prior to coding. (Watts S. Humphrey, American
Programmer, Dec 1994)When they do get around to it, most organization‘s testing processes are not
very disciplined – they lack definition, measurement, and the ability to be repeated.

Typically, more than half of all software defects are found downstream in the development
process or during post-sale software use. This late discovery costs the economy billions of dollars
annually, since almost every business in the world relies on software to operate. And, in today‘s
highly regulated business environment, companies can no longer afford to over look software errors.

Future outlook

The Indian IT market currently focuses on providing low-cost solutions in the services business of
global IT. The presence of Indian companies in the product development business of global IT is very
meager, however, this number is slowly on the rise. The other prominent trend is that IT jobs, once
confined to Bangalore, are slowly starting to experience ageographical diffusion into other cities like
Chennai, Hyderabad and Pune. According to Google estimates, the Indian community of developers
will be the largest in the world by 2018.

New directions in research and development

Research in the industry was earlier concentrated in Programming languages like Java, but in the
recent times the research focus has changed towards technologies like Mobile computing, Cloud
computing and Software as a Service. This shift is attributed to the preference of clients for
ubiquitous computing over standalone computing.

19
Employment generation

The IT sector has also led to massive employment generation in India. The industry continues to
be a net employment generator — expected to add 230,000 jobs in fiscal year 2012, thus directly
employing about 2.8 million people and indirectly employing 8.9 million, making it a dominant
player in the global outsourcing sector. However, it continues to face challenges of competitiveness
in the globalized and modern world, particularly from countries like China.

New Product Development(NPD):

CEC has a effective-strategy for NPD. We begin with an analysis of your existing product or
situation. Then, we jointly apply our thinking tools to create the virtual products i.e. 3D CAD models.
These virtual 3D products will have novel variations on the existing product or completely new
concepts. We test these ideas by passing them through various process such as Brain storming a
rigorous set of questions and analyses designed to separate the truly viable ideas from the merely
interesting. In the case of NPD, only ideas that the team identifies as having high market potential
and a very good chance of implementation pass to the next stage.

We consider an NPD project successful when new products or services are actually launched in
the market. But even before this stage, you will be able to see results, including these three
deliverables that you can immediately assess when the project is completed.

Architectural 2d drafting:

We offer all types of Architectural 2d Drafting services to help you in making paper less working
environment and digitize your draUniq Technologies and ideas.

We do the following services:

 Interior and Exterior models of buildings.

 Furniture and Fixtures of offices, residences, clubs & hotels, hospitals etc.
 Product Modeling.
 Photo Montage & Landscaping.
Hardware Design Services

Hardware design is a critical part of any system design. Achieving optimal and right hardware
design is important.

20
 UNIQ team has extensive expertise and years of experience in low to high complexity and high-
speed hardware system and board designs. This includes designs for harsh environment industrial and
defence applications. Our engineers have vast experience in all aspects of good hardware design
including high-speed designs, timing analysis, Signal Integrity analysis to achieve ―first time right‖
designs. Our team is well versed with requirements of EMI/EMC, safety, DFM/ DFT and ensure the
success of the product when it goes in the ―real world‖ environment.

Automotive and Transportation Industry Services

From the Model T of the early 20th century to the upcoming Autonomous vehicles, the
automotive industry has seen a paradigm shift like no other. What was considered as a purely
mechanical/electric assembly of components has ceased to become automobile of the future – with
software and electronics setting the motion?

In most cities automobiles (specifical cars) are considered by people as their second home leading
to a fast convergence between consumer electronics and the possibilities in a car. The resultant effect
is the emergence of new facets of connected cars, self-driving cars, apps, the Internet of Things (IoT),
the User Experience (UX), Big Data, and from safety electronics to consumer electronics. It is
estimated that there are millions of lines of codes in a car at times even exceeding those in an aircraft.
Analysts estimate that more than 80% of all automotive innovation now stems from electronics.

21
 CHAPTER 2
REVIEW OF LITERATURE
2.1 LITERATURE REVIEW:
1) Dr. Ushatiwari.(2021) “A STUDY ON EMPLOYEE MORALE AND ITS IMPACT ON
EMPLOYEE EFFICIENCY‖ study shows that the employees and its impact on employees efficiency
at Jaypee Cement Plant Rewa, appears Good. The average mean score and percentage score has been
computed at 3.60(65%). The most important factor contributing employees morale are relationship
with the fellow workers, team spirit in direct work environment, working condition of work place,
Leaves and holidays provided, management and employees are allowed to talk freely.

2) Sugnaya Devi(2020) “A STUDY ON EMPLOYEE MORALE WITH SPECIAL

REFERENCE‖ in her research she finds the management should treated all equally and should
maintain the goals and responsibilities to all, management should appreciates the extra talents.

3) Shamih(2020) “THE EFFECT OF LOW MORALE AND MOTIVATION ON EMPLOYEES‘

PRODUCTIVITY AND COMPETITIVENESS IN JORDANIAN INDUSTRIAL COMPANIES‖
His study aims to examine the effect of low morale and motivation on employees productivity and
competitiveness. Low productivity and loss of competitveness are outcomes of low morale and low
motivation and may sometimes lead to further undesired symptoms such as absenteeism and
sabotage.

4] N.Hillary(2019) ―THE EFFECT OF EMPLOYEE RELATION ON EMPLOYEE MORALE

AT ST. JOHN‘S MEDICAL HOSPITAL, BENGALURU‖.This paper studieshow employee relations
as an impact on the morale of employees and what are the factors that enable the employees to
develop trust and faith on the organization and its employers in the organisation.

5] Mrs.N.Umadevi(2019) ―A STUDY ON IMPACT OF MORALE ON ORGANISATIONAL

COMMITMENT, THROUGH STRUCTURAL EQUATIONMODELLING (SEM)‖. The analysis of
organisational commitment shows that teachers of self-financing colleges have got higher level of
commitment than that of Government and aided colleges. The lowest commitment is found among
the Government college teachers with the mean value 150.77 (Kruskal –Wallis One way ANOVA
Test). But there is no significant difference found among the three groups of teachers in their

22
organisational commitment. The Structural Equation Modelling (SEM) shows that 30% of
Organisational Commitment is determined by morale.

6] Vikaschaddha(2018) ―CORPORATE RESTRUCTURING AND ITS EFFECT

ONEMPLOYEE MORALE AND PERFORMANCE‖, he impact of restructuring is often measured
by the financial performance of the organisations but it is not measured by assessing its effect on the
section which is most effected by implementation of any restructuring strategy that is human
resources of that organisation. This paper is an attempt by the author to analyse the impact of the
restructuring strategies on morale of employees of the organisation by measuring the change in
factors that affect employee morale, pre and post restructuring.(its help me to find out the impact
when the MNC corporation changes its organisation structure)

7] Tepillahvasantham(2018) ―EMPLOYEE MORALE AND EMPLOYEE RETENTION‖,

High morale leads to success and low morale brings to defeat. In an organization if the employees
possess high morale then their attitude to stay in the organization will increase otherwise the vice
versa. The play of morale is not less important for an Industrial undertaking (helps to finding out the
relationship b/w employee morale and employee retention)

8] Fadilahbantiahmad (2018) ―A STUDY ON THE RELATIONSHIP BETWEEN MORALE

OF EMPLOYEES AND PROJECT PERFORMANCE IN THECONSTRUCTION INDUSTRY IN
KEDAH‖, This thesis was conducted to determine the relationship between morale of employees and
project performance in the construction industry. Based on a study conducted by the American
Management Association study reported that among firms applying job cuts in the 1990s, 69 percent
reported a decline in employee morale( help me to find out the alternative way to conduct the
research using with secondary data )

9] Saranyaanand(2018) ―THE EFFECT OF HUMAN RESOURCE POLICIES

ONEMPLOYEE MORALE IN DR. REDDY‘S, HYDERABAD‖, More and more companies are
shifting their focus towards building a satisfied and content set of employees by empowering them
and developing them with the types of HR Policies they are implementing. HR Policies, the
codified definitions established by companies to support every department and its employees,
include several component(to know about the how HR policies develop employee morale‖

23
 10] Carolyn ashe (2016) ―CORRELATION OF MORALE, PRODUCTIVITY ANDPROFIT IN
ORGANIZATIONS‖, This study examined whether the level of employee morale has a direct
relationship to productivity and profit. Several studies indicated that low morale causes low
productivity but have not indicated decreased profit as a result.(to know about how to correlate ,
employee morale with employee production)

11] Kandhakumar.P (2016) ―CONCEPTUAL FRAME WORKS ON EMPLOYEEMORALE

AND SATISFACTION IN WORK PLACE‖, This conceptual article attempts to describe the factors
influencing employees moral and various researchers‘ contribution towards morale factors in work
place. This article finds scope to undergo further research and also aims to understand the
relationship between morale, employee satisfaction and employee performance. ( how to differentiate
the employee morale and satisfaction

12] JehanzebR. Cheem(2017) ―EFFECTS OF STAFF PARTICIPATION, MORALE, AND

SHORTAGE ON ORGANISATIONAL PERFORMANCE: AN INTERNATIONALSURVEY‖, In
this study we looked at the link between staff-centred organisational factors and organisational
performance, within the special context of high schools across nationally representative samples from
64 countries and economies. Our empirical results indicate large cross-country variations in the effect
of factors such as staff participation, morale and shortage, on school performance. Implications are
discussed. (Good and bad effects of employee morale and participation in management)

13] Saymazia(2011) ―EFFECTS OF ORGANIZATIONAL TEAM BUILDING

ONEMPLOYEES' MORALE & JOB RETENTION‖, It is a Cross sectional survey. The topic is
―effect of organizational team building efforts on employee morale and employee retention.‖ Cause
and effect method is used in which sufficient type of causal research has been conducted as in this
study the effects of organizational team building efforts are studied.

Quantitative paradigms are used to assess the qualitative variables.(examine the various methods to
knew the team building employees and building employee morale too)

14] Marisa Avallone Sharkey (2000) ―A STUDY TO DETERMINE HOW CASUAL DRESS
IN THE WORKPLACE AFFECTS EMPLOYEE MORALE AND PRODUCTIVITY‖, The purpose
of this study was to provide managers and key decision makers insight into how casual dress work
environments compare to traditional corporate cultures by assessing the impact of casual dress on

24
employee morale and productivity, two vital influencers of the bottom line .using a survey, based on
a literature review, the author surveyed 148 human resources and performance management
professionals serving in a human resources capacity in American companies. Responses were hand-
coded and double- checked for accuracy(whole new different view to the employee morale in the
organisation)

Preserving Employee Morale during Downsizing

Karen E. Mishra, Gretchen M. Spreitzer and Aneil K. Mishra

Topic: Human Resource Management and Industrial Relations

Reprint 3927; winter 1998, Vol. 39, No. 2, pp. 83–95

Mishra propose a four-stage approach to downsizing, gleaned from interviews and surveys
that will retain workers' trust and sense of empowerment. The company should consider all
stakeholders' needs — survivors, laid-off employees, the community, local and national press, and
any affected government agencies The implementation of all the above, is the most important.
Management should communicate frequently and be open and honest.

How to Boost Employee Morale

By Betsy Gallup
April 9, 2006

The following are the ways to boost the employee morale.

 Treat employees with respect

 Show interest in your employees' personal lives
 Allow your employees to gain ownership of their jobs by being part of the decision-making
process
 Create a pleasant work environment
 Establish an employee recognition program
 Give clear direction and set priorities.
 Stand behind your employees. Be their greatest advocate.

25
Boost Employee Morale with an Employee Incentive Program
By: Trevor Marshall

Good managers know from their own observations that employee attitude affects their work
and eventually the company‘s output.

It is essential that your incentive program will actually inspire and motivate them to work
efficiently and not just be competitive with each other. Healthy competition among the company‘s
employees is good but too much of it may also cause the company to disintegrate.

The company should still be very much hands-on with the whole employee incentive program
to ensure that the outcome of the employee incentive program will be good.

Employee Welfare

By Regina Barr

Employee Welfare program is based on the management policy which is aimed shaping
perfect employees. Therefore the concept of employee welfare includes to aspects namely physical
and mental welfares

1. Applications of merit system or work performance system as the basis for employee rewarding.

2. Providing the retired employees with the old age allowance.

3. Employee insurance program to provide the employee with better security.

4. Improvement in health security for the employees and their families so that they can work
confidently and productively.

5. Increase in basic salaries and pension as adjustment to the needs providing all work units and their
officials with vehicles to help support smooth mobility.

Djati and Adiwijaya (2010)25 conducted a study to find out the relationship between employee
morale and organizational commitment towards Organizational Citizenship Behavior (OCB) and
OCB towards service quality performances. Data was collected from 133 respondents taken from
administrative staff of 5 private universities in Surabaya – Indonesia.

26
2.2 THEORITICAL FRAMEWORK

EMPLOYEE MORALE

Modern managers and personal administrators are greatly interested in fathoming and influencing the
morale of the employees in such a way that it will contribute to the maximum effectiveness, growth
and progress of the organization. Contemporary personnel administration is interested in designing
programmes that help provide optimal employee morale.

MEANING:

Morale is purely emotional. It is an attitude of an employee towards his job, his superior and his
organization. This may range from very high to very low. It is not a static thing but it changes
depending on working conditions, superiors, fellow workers, pay and so on. When a particular
employee has a favorable attitude towards his work, he is said to have high morale. In the
organizational context, we usually talk of group morale as each person has an influence over the
other‘s morale

DEFINITIONS:

Morale is the sum of total of several psychic qualities which include courage, fortitude, resolution
and above all confidence. ---- Mooney

Morale is the capacity of a group of people to pull together persistently and consistently in the
pursuit of a common purpose. --- Leighton

Morale is the possession of a feeling on the part of the employee of being accepted and belonging
to a group of employees through adherence to common goals and confidence in the desirability of
these goals. --- MiltonL.Blum

A mental condition or attitude pf individuals and groups which determines their willingness to
cooperate with others to meet organization objectives. ---- Flippo

27
CHARACTERISTICS OF MORALE

The main characteristics of morale are as follows:

• Morale is basically a psychological concept. It is a mental process which, once started,

permeates in the entire group creating a mood which results in the formation of a common attitude.

• There is absolute state of morale. Thus, morale is a neutral concept and it has to be qualified
with the degree as high morale or low morale. If the attitude of a group is poor, morale is low and
vice versa.

• Morale is a relative concept and does not indicate by itself, the existence of either a good or
bad state. Therefore, it is inaccurate to speak of morale as something which is either present or
absent in a group.

• Morale is a group phenomenon consisting of a pattern of attitudes. It is the sum total of

employee‘s attitudes, feelings and sentiments.

• Morale is intangible and, therefore it is very difficult to measure the degree of morale
accurately. But it can be judged from employee absenteeism and turnover.

Morale is multi-dimensional. It represents complex mixtures of several elements. It

recognizes the influence of job situation, human aspects and motivational forces on attitudes of
individuals and groups.

• Morale is a byproduct of group relationships. It reflects the degree of willingness and

enthusiasm with which the members of group carry out of their assignments.

Morale is a basic psychological thought. It is not easy to explain or figure out the same. Morale is the
level of enthusiasm and willingness with which the members of a work group are put together to
achieve a group goal. Professional and authors defines morale in different ways and they are clubbed
into 3 categories.
1) Classical approach
2) Psychological approach
3) Social approach

28
1. Classical approach:
According to this approach the satisfaction of basic needs is the symbol of Morale.
According to Robert M. Guion "Morale is defined as the extent to which the individual perceives that
satisfaction stemming from total job satisfaction".

2. Psychological Approach:

According to this approach Morale is psychological concept i.e., state of mind.

According to Jurious Fillipo ―Morale is a mental condition or attitude of individual and groups which
determines their willingness to cooperate".

3. Social Approach:

According to some experts Morale is a social phenomenon.

According to Davis "Morale can be defined as 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".

SIGNIFICANCE OF EMPLOYEE MORALE:

Worker Morale assumes key part in the beginning achievement. High Morale prompts
achievement and low Morale replicates the downward of the business. The plays of Morale are no
less essential for a modern endeavor. The development or the downfall of any organization will be
impacted based on the level of morale.

TYPES OF MORALE:

I. High Morale:

It will prompt excitement among the workers or employees for better execution. High Morale is
required an appearance of the representatives quality, constancy pride, certainty and dedication. The
advantage of employees with high morale are

29
1. Willing coopertation towards the goal or the objective of the business

2. Being true to the company and the management team.

3. Great Leadership.

4. Sound superior subordinate relations.

5. Employees enthusiasm towards the work

6. Recognistion in the workplace

7. No track of absenteeism by individuals and retention of long term workers

8. Reduced grievance.

9. No conflict

10. Team bonding of the employees

11. Workers empowerment.

II. Low Morale:

Low Morale demonstrates the nearness of mental distress. This mental distress not only affects the
individual production or companies production but also cause ill health to the individuals. Low
Morale exists when question in doubt are normal and when people are discouraged and disheartened
i.e., there is a great deal of mental pressure. Such circumstance will occur and the impact could be
any of the following

1. High rates of absenteeism to work or employee retention

2. Reduction in quality.

3. Reduction in Productivity.

4. Excess Complaints and Grievances.

5. Disappointment among the workers.

6. Disciplinary rules nor adhered

30
FACTORS AFFECTING MORALE:

Employee morale is a complex strategy to be maintained and there are so many factors that determine
the criteria‘s,

1. Objectives of the organization:

Employee morale would be high if the employees are motivated at right time which inturn should
replicate that both the employee individual aims and objective are in relation with the company aim
and the objective.

2. Organizational design.
Organizational structure or design also has an impact on the morale of the employee.
Organization falling into large sector has numerous channels and hierarchy for the worker to contact
the management would be very difficult. The difficulty in moving in a upward trend direction for any
source would be difficult which will lower the morale of the employee. Maintaining a convenient
way of communication will increase the employee morale.

3. Personal Factors:

Personal factors relates to each individuals based on the criteria‘s of their age, training and
development provided, education , involvement in the job, intelligence, if any of these are not in
favor of the individual and if they are not properly guided then there would be a impact in the morale
of the employee
4. Rewards

Employees would always expect for the recognition and the rewards that are meant for them fgor
the contribution of the work. Increase in salary, appraisal provided, awards, incentives and other
benefits provided would increase the morale

5. Good Leadership and Supervision:

The supervisor who is responsible for the employees work should be effective as he will be with
the direct contact of the worker. The support and guidance that he provided to the employer would

31
increase the morale of the employee. An efficient supervisor can extract the productivity and also
increase the efficiency of the worker by tuning for a better tomorrow.

6. Work Environment:

Place of job, amenities provided, facilities offered, medical aids or facilities, refreshments and
supports- all these would increase the morale of the employee
7. Compatibility with fellow employees:

Employee being united with the others and need of the team bonding is must. If there is a unity in
work and sharing attitude of the work allotted the employee would be comfortable with the work
location. This will be implemented only if there is a proper lead who is investing on the team
bonding.

8. Job Satisfaction:

Employees being properly recognized and provided right opportunity to prove his talents, he will
be attracted more towards the work. Only if an individual is personally satisfied towards his job role
and responsibilities the morale would be increased.

9. Opportunity to share profit:

All the employees should be given an opportunity to progress and should be given the right wage
for their work. There should not be any partiality or work related discrimination that should lower the
morale of the employee.

MEASUREMENT OF MORALE

Morale is a psychological concept. It is a difficult task to measure the morale level of the
employee and we cannot do it directly and there is no particular tool to do the same.
We can do the study by covering the various techniques that are referred below to study the morale
level of the employee
32
1. Observation Method:

By this technique the Team lead or the supervisor gage the employee work and records their
attitude towards work, behavior in the office environment, emotions which have changed or
developed in them during their period of work. Finding the changes in the attitude or the behavior of
the individual are the signs that the employee could either be with a high or low level employee
morale

2. Attitude Surveys:

The observation method will have some limitation and restrictions as the perception of the
individual observing the employee would differ. To overcome this, the method of analyzing through
questionnaires and having a feedback session would help to gage the morale of the individual. By
recording this we would be able to clearly understand or demonstrate the reason for the change in the
behavior so the area of support could be clearly studied to develop the morale of the employee.

3. Records and Reports:

The report confirming the overall absenteeism rate, the percentage of error, the areas of failure and
the other things that has affected the business will demonstrate the level of morale.

4. Counseling:

By this method the employees are supported for a better health. Their level of motification, self
confidence, positive attitudes would be developed. By counseling the individual the reason or the
cause for the low morale of the employee could be identified and the ways to overcome the same
would be provided.
By all these above measures we can only study the morale of the employee whether the same is
high or low but we cannot exactly demonstrate in number the level of morale.

33
BUILDING OF HIGH MORALE

To develop the level of morale or to maintain high morale the following techniques can be
implemented
1. Two-Way Communication:-

It should be a must that the communication between the management and the employee should be
maintained which will influence the morale. The employee should be informed about the changes ,
proposals or should be involved in the ideas implemented which are the changes of the business
growth. This will increase the level of morale and would increase the contribution level from the
employees.,
2. Show Concern.

Each organization should have concern for the employees who are working for them. They should
be treated with respect and their ideas or suggestion should be considered wherever required. By
doing this the employee would be able to increase their efficiency.

3. Job Enrichment:-

The employee should be motivated which will increase the morale by getting a satisfaction in the
work he performs. The main ideas is to reduce the employee retention or creating a factor for the
employees to look for an alternate jobs

4. Modifying the work environment:-

The team should be provided with additional social responsibilities which will impact them to work
with a complete satisfaction of the job. The allotment of breaks should be used effectively.

5. Rotation of Jobs

By providing additional responsibilities or change of their routine work will increase the employee
morale. They should not feel monotonous with their job.
34
6. Incentive System:

There should be effective and right incentive appraisal system in place which should be unique to
everyone. There should not be any partiality involved in this and having a effective system in place
will increase the morale of the employee.

7. Welfare Measures:

Top management should provide appropriate welfares to the employee like loan schemes,
reimbursement schemes, additional welfare measures where required.

8. Social Activities:
Management should encourage social group activities by the workers. This will help to develop
greater group cohesiveness which can be used by the management for building high morale.

9. Training:

The training providing to each individual should be of a important factor for the employee to work
with the complete satisfaction. The employees should be able to implement the work without any
frustration. By providing a efficient training the employee will be able to complete satisfaction which
will increase the level of morale.
10. Workers Participation:

The democracy in the work place should be maintained and the workers should be allowed for
their opinion for the change in the nature of job. Their suggestion should be considered and the
grievances should be considered at first instance.

11. Offers recognition of the employee efforts:

It takes but a few seconds to say "Nice Job" "Well done", "Marked improvement", "You 're' on the
right road" or any number of other phrases that communicate to the employee that you care about the
job and about them and that you recognize an improvement in productivity. Also, employees can be

35
given performance awards or have their name mentioned at staff meetings, posted on a notice boards
or in employee inter office E-mail to say that some one did a note monthly Job. All of these simple
modes of painting out individual team or group behavior serve as very strong methods of improving
productivity.

MORALE AND MOTIVATION

Morale and motivation are inter related but differ from each other. Morale refers to the attitude of a
person towards his work and environment while motivation is a process to inspire people. Motivation
is an inner feeling which energizes a person to work more for satisfying his unsatisfied demands.
Motivation revolves round needs and incentives while morale will determine the willingness to
cooperate. Morale is a group phenomenon while motivation is an individual‘s readiness to work
more.

Morale is related to the combination of various factors operating at work but motivation concerns
to the job only. Motivation helps in mobilizing energy while morale is concerned with the
mobilization of sentiments. Morale and Productivity: Morale reflects the attitude of employees
towards their work, it will be of interest to know if it has any bearing on productivity. A number of
research studies reveal that there is no direct relationship between morale and productivity. High
morale may lead to higher productivity but in some cases production may go down even. It is
generally felt there is a positive relation between morale and productivity but the degree may not be
the same.

For example, 10 per cent increase in morale may lead to higher productivity but production may
not necessarily increase by 10 per cent. Miller and Form have given four combinations of
productivity and morale via: (i) High productivity-high morale (ii) Low productivity high morale (iii)
High productivity-low morale and (iv) Low productivity-low morale.

High or Low Morale

Morale and motivation are inter-related but differ from each other. Morale refers to the attitude of a
person towards his work and environment while motivation is a process to inspire people. Motivation
is an inner feeling which energizes a person to work more for satisfying his unsatisfied demands.
Motivation revolves round needs and incentives while morale will determine the willingness to
36
cooperate. Morale is a group phenomenon while motivation is an individual's readiness to work more.
Moral is related to the combination of various factors operating at work but motivation concerns to
the job only. Motivation helps in mobilizing energy while morale is concerned with the mobilization
of sentiments.

Morale and Productivity

Morale reflects the attitude of employees onwards their work, it will be of interest to know if it has
any bearing on productivity. A number of research studies reveal that there is no direct relationship
between morale and productivity. High morale may lead to higher productivity but in some cases
production may go down even. It is generally felt that there is a positive relation between morale and
productivity but the degree may not be the same. For example, 10 per cent increase in morale may
lead to higher productivity but production may not necessarily increase by 10 percent.

EFFECTS OF EMPLOYEE MORALE

Manager need to spend time communicating their vision to ensure it understood, effective manger
communicated widely and allow their message to be discussed in a person or at staff meeting. To
ensure commitment and increased morale in economic uncertainty , manager need to energizer their
employee by acting enthusiastically and optimistically about the future this heightens levels of
motivation and helps employee recognize the importance of their work while encouraging a goal
oriented, ambitions, determination working style.

37
MORALE AND SATISFACTION

Job satisfaction can be defined as an individual‘s general attitude toward his or her job (Robbins et
al. 2003). Similarly Cranny et al. (1992) defined job satisfaction as an affective (emotional) reaction
to a job that results from the incumbent‘s comparison of actual outcomes with those that are desired.
Locke (1976) gives a comprehensive definition of job satisfaction as ―a pleasurable or positive
motional estate resulting from the appraisal of one‘s job experience.‖ Job satisfaction is a result of
employee‘s perception of how well their job provides those things that are viewed as important. It is
generally recognized in t he organizational behavior field that job satisfaction is the most important
and frequently studied attitude. There are three important dimensions to job satisfaction as follows
(Locke 1976) Job satisfaction is an emotional response to a job situation. As such, it cannot be seen;
it can only be inferred. Job satisfaction is often determined by how well outcomes meet or exceed
expectations. For example, if organizational participants feel that they are working much harder than
other in the department but are receiving fewer rewards, they will probably have a negative attitude
toward the work, the boss and/or coworkers and they will be dissatisfied. On the other hand, if they
feel that they are being treated very well and are being paid equitably, they are likely to have a
positive attitude toward the job and then they will be job satisfied.

A satisfied employee tends to be absent less often, to make positive contributions and to stay with
the organization very eagerly (Hakim 1993). But a non-satisfied employee may be absent more often,
may experience stress that disrupts co-workers, and may be continually looking for another job.
Contrary to what a lot of managers believe, however, high levels of job satisfaction do not necessarily
lead to higher levels of productivity. One survey indicated that, also contrary to popular opinion,
Japanese workers are less satisfied with their jobs than their counterparts in the USA (Lincoln 1989).
This measure is basis itself on five facets of job satisfaction. The first facet is the work itself,
satisfaction with work itself is measured in terms of the core job characteristics such as autonomy,
skill variety, feedback, task identity, and task significance (Hackman and Oldham 1975).
Supervision, the second facet, is measured in such ways as how supervisors provide feedback, assess
employees‘ performance ratings, and delegate work assignments. Co -workers, the third facet, are
measured in terms of social support, networking, and possible benefits attached to those relationships
(Cranny et al. 1992). Pay, the fourth facet, is an important source of satisfaction because it provides a
potential source of self-esteem as well as the generic opportunity for anything money can buy
(Brockner 1988). Obviously satisfaction with pay is measured primarily by current income but also
38
by opportunities for salary increases. Promotion is the final facet and the one that the JDI explicitly
assesses how perceptions about the future can affect job satisfaction. Today the facets of the JDI are
generally assessed by modifying the adjective checklist and using a Likert scale on statements such
as, ―opportunities for advancement are plentiful‖ measured from one (strongly disagree) to five
(strongly agree) (Cranny et al. 1992).

FACTORS INFLUENCING MORALE AND SATISFACTION

Bardwick (1996) connects leadership and trust with wartime leadership experiences to peacetime
conditions. What people see, hear, and experience as being true forms trust. When communication is
weak or does not exist, trust is lost to confusion and cynicism. There is a decline in morale and
confidence in leadership and organizational beliefs fade. To gain trust, there must be integrity.
Bardwick continues that there must be respect for one another. Everyone's input is needed. Good
leaders do not consider input as demeaning. "Hearing others, like empowering others, isn't a matter of
process, it is instead, a matter of respect" (p.153). Bardwick (1996) notes that leaders inspire
confidence and understand that inaction may increase feelings of anxiety, powerlessness, and
insecurity. When ability is doubted, confidence and effectiveness are damaged. Leaders are perceived
as being able to make things better.

Leaders overcome fright with confidence, vacillation with certainty, hesitation with action,
weakness with strength, floundering with expertise, cowardice with courage, cynicism with
optimism, and despair with a conviction that the future will be better. According to Heskett et al
(1994), more satisfied employees, stimulate a chain of positive actions which end in an improved
company performance. In another research it is said that employee satisfaction influenced employee
productivity, absenteeism and retention, Derek R. Allen & Merris Wilburn, (2002). Alam Sageer, Dr.
Sameena Rafat and Puja Agarwal (2012), in their study have concluded that employee attitudes
typically reflect the moral of the company. In areas of customer service and sales, happy employees
are extremely important because they represent the company to the public. So, every organization
should develop strategies that strengthen the work environment and increase the employee morale
and employee satisfaction to enhance employee performance and productivity, which ultimately
results in high profits, customer satisfaction as well as customer retention.

39
Relationship between morale and productivity

The first situation occurs when the individual is satisfied from the job and prevailing environment.
He will try to achieve his standards of performance which will lead to higher productivity. In the
second situation (low productivity and high morale) the employee may be satisfied from his work and
situations, prevailing and showing high morale. Lack of proper teaching of the employee, lack of
administrative skill of supervisor, defective materials, out - dated technology may lead to low
productivity in spite of high morale. In the third situation, management may use strict supervision,
prescribe punishments for low productivity and use better technology for raising productivity, in spite
of low morale. The fourth situation occurs where factors obtained in combination of high productivity
and high morale are lacking. There is a complexity of relationship between morale and productivity.

BENEFITS AND LIMITATION OF EMPLOYEE MORALE

Good employee morale generally means that workers are happy to come to work each day
comfortable in the nature of their work and with their co-workers and optimistic about their
production.

Reduced absenteeism

Absent employees cost organization thousands of dollars in missed production or lower revenue
employee who miss less work are less likely to fall behind and easily get over whelmed in carrying
out their roles. They also experiences more positive relationship with colleagues which can help in
minimize stress.

Collaboration

In one on one interaction and in work term, positive morale is likely to increase the level of
collaboration among workers, if you have a high morale environment, worker likely greater comfort
with other and a willingness to work together towards goals.

Esteem and satisfaction

With high morale and greater levels of production, manager and employees tend to have high self
esteem. When you produce good results and have them recognized you tend to want to repeat the
40
experiences. Employees generally prefer an organization that enhance feeling of esteem and provide
a meaningful, satisfactory work experiences.

Better Production

When employees feel positive and enjoy the work environment, their production is normally
higher. For managers, this helps in achieving departmental and organizational objectives. As an
employee, higher levels of production can often lead to increased compensation and promotion
opportunities.

RELATIONSHIP BETWEEN JOB PERFORMANCE AND MORALE

1. Give them a reason to believe:

Potential candidates need to understand and share in the vision of what you are doing as an
organization. The company‘s true purpose is Improving Lives as every team member is aware.

2. Show you care: Recognize every single employee‘s birthday. Send gifts for new babies and
weddings.

3. Recognize the good: when someone is doing something awesome, tell them. Recognize the
individuals on your team who receive good feedback from your clients. Negative feedback is also
passed on, but privately, and proper corrections are made.

4. Promote from within: skills and talents the different members of your crew possess and find ways
to develop those skills for future use in your business. Help invest in the training they need to
advance as your company grows.

5. Contextual performances have been further suggested to have two facets: Interpersonal
facilitation and job dedication, interpersonal facilitation includes cooperative, considerate, and
helpful acts that assist co-workers‘ performance. On the other hand, job dedication, includes self-
disciplined, motivated acts such as working hard, taking initiative, and following rules to support
organizational objectives.

6. Work engagements: Work engagement has become a well-known construct to both researchers
and practitioners. An emerging body of research is beginning to converge around a common

41
conceptualization of work engagement as connoting high levels of personal investment in the work
tasks performed on a job.

IMPORTANCE OF EMPLOYEE MORALE IN THE ORGANIZATION

1. An explanation to employees on why a manager is no longer with the company and then
encourages the staff to move on with the manager replacement.
2. Morale can be negatively impacted if employees feel that the company offers no career path with
advancement and if the company does not offer some kind of rewards for employee‘s loyalty and
dedications.
3. To maintain morale communication line need to remain open and important information needs to
be delivered in a timely fashion. For example: if A small number layoffs are being planned then it is
important to communicate the magnitude of the layoffs to employees so that rumors do not get spread
that could shatter morale
4. Lying off employees usually have a negative impact on morale but allowing employees that are not
scheduled to be laid off to believe that they could damage morale even future.

42
 CHAPTER 3
RESEARCH METHODOLOGY
Research - Definition:
According to Clifford Woody, ―Research comprises defining and redefining problems, formulating
hypothesis or suggested solution; collecting, organizing and evaluating data; making deductions and
research conclusions; and at last carefully testing the conclusions to determine whether they fit the
formulating hypothesis.

Objectives of Research:
The purpose of research is to discover answers to questions through the application of scientific
procedures. The main aim of the research is to find out the truth which is hidden and which has not
been discovered as yet. Though each research study has its own specific purpose we may think of the
research objectives as following into a number of following broad groupings.
Research methodology is the way of systematically solving the research problem. It may be
understood as a science of studying how research is done scientifically and systematically.

3.1. RESEARCH DESIGN:

A research design is the program the guides the investigator in the process of collecting, and
analyzing interpreting observations, it provides and systematic plan of procedure for the
researcher to follow.
Research design is define as a research design is the arrangement of conditions for collection
and analysis of data in a manner that aims to combine relevance to the research purpose with
economy in procedure.

Types of Research:
Descriptive Research:

The research design was used Descriptive Research Design. The key to good descriptive research is
knowing exactly what you want to measure and selecting to survey method in which every
respondent is willing to cooperate and capable of giving you complete and accurate information.

43
A research design is an arrangement of conditions for collection and analysis of data in a manner that
aims to combine with relevance to the research purpose with economy in procedure.

There are three reasons to conduct a descriptive study.

To help in planning resource allocations.

To identify areas for further research.
To provide informal diagnostic information.
General, in a descriptive study, the emphasis is on estimation rather than testing, some of the
quantities we want to estimate are.
The prevailing work environment and work culture.
Attitudes and perceptions of workers about the environment and work culture.

44
RESEARCH METHODOLOGY

RESEARCH DESIGN
The Research design used in the study was descriptive research design. It includes surveys and fact-
finding requires of different kinds. The major purpose of description research designs, as it exits at
present. The main characteristic of this method is that the researcher has no control of variables; he
can report only what has happened or what is happening.

SAMPLING
Sampling Method
In this study convenient sampling method is used in selecting the samples.

Population
The population comprises of 250 employees.

Frame
The Frame comprises the employees of UNIQ Technologies.

Sample Size
The universe of the study includes workers above. InUNIQ Technologies, the total number of
employee is 250. 152 employees are selected for the study.

45
3.2 DATA COLLECTION METHOD
Primary data collection was done through structured questionnaire. Secondary data was
collected from company records.
Primary data:
Primary data are those which are collected a fresh and for the first time and thus happen to be
original in character. Primary data can be collected either through experiment or through survey.
Secondary data:
The secondary data on the other hand are those which have already been collected by someone
else and which have already been passed through the statistical process.

DATA COLLECTION INSTRUMENT

The instrument used for the collecting data was a structured questionnaire. The questionnaire
consisted of 20 questions, with a Combination of open– ended and close –ended questions.

3.3 TOOLS USED FOR DATA ANALYSIS:

This researcher has used the following statistical tools:
1. simple percentage
2. Anova table

SIMPLE PERCENTAGE METHOD

A percentage analysis method is the tools used by the researcher for the analysis and
interpretation. Through the use of percentages the data are reduced in the standard form with base to
100 which fact facilities relative comparisons.
In the percentage analysis, percentage is calculated by multiplying the number of respondents into
hundred and it is divided by the sample size.

Percentage analysis = (no. of respondent/ total no. of respondent) ×100

46
ANOVA TABLE:
The basic principle of ANOVA is to test for differences among the means of the populations
by examining the amount of variation within each of these samples, relative to the amount of
variation between the samples.
ANOVA can be performed by following the short-cut method. The various steps involved in the
short-cut method are as follows:
a. To work out the correction factor as under:
Correction factor= (T) ² / n
b. To find out the square of all the item values:
Total SS =(X²) – (T) ² / n where i=1, 2, 3….
c. To obtain the source of variation between samples:
SS between = ∑ (T) ² / nj - (T) ² / n where j =1, 2, 3…..
d. To obtain the source of variation within the samples:

SS within = (X) ² - ∑ (Tj) ² / nj

47
 CHAPTER 4
DATAANALYSISANDINTERPRTATION

4.1. Data Analysis and Interpretation:

Table No 4.1.1 GENDER OF THE RESPONDENTS

GENDER NO. OF RESPONDENTS % OF RESPONDENTS

Male 84 56

Female 68 44

Total 152 100

SOURCE: PRIMARY DATA

GENDER OF THE RESPONDENTS

44%
Male
Female
56%

Chart No: 4.1.1

Inference:
The above table clearly indicates that 84% of the respondents are male and remaining 68% of
the totale respondents are female.

48
Table No 4.1.2: AGE OF THE RESPONDENTS

S.NO AGE NO. OF RESPONDENTS % OF RESPONDENTS

1 Below 20 0 0

2 20-30 66 44

3 30-40 55 36

4 40-50 31 20

5 Above 50 0 0

Total 152 100

SOURCE: PRIMARY DATA

Age of the Respondents

44
45
36
% of Respondents

40
35
Below 20
30
25 20 20-30
20 30-40
15
10 40-50
5 0 0 Above 50
0
Below 20 20-30 30-40 40-50 Above 50
Age

Chart.No.4.1.2

Inference:
The above table shows that 44% of respondents are between 20 to 30 age group, 36 % of
respondents are between 30 to 40 age group and 20 % are between 40 to 50 age group.

49
Table No 4.1.3: EDUCATIONAL QUALIFICATION OF RESPONDENTS

S.NO EDUCATION NO. OF RESPONDENTS % OF RESPONDENTS

1 School level 24 16
2 Diploma 0 0

3 Graduates 67 44

4 Post graduates 43 28

5 Professionals 18 12

Total 152 100

SOURCE: PRIMARY DATA

EDUCATION QUALIFICATION
44
45
40
35
% of respondents

28
30 School level
25
Diploma
20 16
12 Graduates
15
Post graduates
10
5 Professionals
0
0
School level Diploma Graduates Post Professionals
graduates
Education

Chart No: 4.1.3

Inference:
The above table shows that 44% of respondents are graduates, 28% of respondents are post
graduates, 16% of respondents are school level and 12% of respondents are professionals.

50
Table No: 4.1.4 WORK EXPERIENCE

S.NO EXPERIENCE NO. OF RESPONDENTS % OF RESPONDENTS

1 Less than 1 year 42 28

2 1-3 years 67 44
3 3-5 years 25 16
4 5-10years 12 8
5 Above 10 years 6 4

Total 152 100

SOURCE: PRIMARY DATA

EXPERIENCE
44
45
40
% of respondents

35 28
30 Less than 1 year
25
16 1-3 years
20
15 8 3-5 years
10 4 5-10years
5
0 Above 10 years
Less than 1 1-3 years 3-5 years 5-10years Above 10
year years
experience

Chart No: 4.1.4

Inference:
The above table shows that 44% of respondents have 1 to 3 years of experience, 28% of
respondents have less than one year of experience and 4% of respondents have above 10 years of
experience.

51
Table No 4.1.5: RESPONDENTS OPINION ABOUT JOB SATISFACTION

S.NO JOB SATISFACTION NO. OF % OF RESPONDENTS

RESPONDENTS
1 Highly satisfied 60 40

2 Satisfied 75 50

3 Neutral 7 4

4 Dissatisfied 10 6

5 Highly dissatisfied 0 0

Total 152 100

SOURCE: PRIMARY DATA

JOB SATISFACTION
50
50
40
% of respondents

40
Highly satisfied
30
Satisfied
20
Neutral
4 6
10
0 dissatisfied
0
Highly dissatisfied
Highly Satisfied Neutral dissatisfied Highly
satisfied dissatisfied
job statisfaction

Chart No: 4.1.5

Inference:
The above table shows that 50% of respondents are satisfied with their job, 40% of
respondents are highly satisfied with their job and 6% of respondents are dissatisfied with their job.

52
Table No 4.1.6: OPINION ABOUT ORGANISATION’S BENEFITS

ORGANISATION’S
S.NO NO. OF RESPONDENTS % OF RESPONDENTS
BENEFITS

1 Highly satisfied 24 16

2 Satisfied 72 48

3 Neutral 37 24

4 Dissatisfied 13 8

5 Highly dissatisfied 6 4

Total 152 100

SOURCE: PRIMARY DATA

ORGANISATION'S BENEFITS
48
50
% of respondent

40
Highly satisfied
30 24
Satisfied
16
20 Neutral
8 Dissatisfied
10 4
Highly dissatisfied
0
Highly Satisfied Neutral Dissatisfied Highly
satisfied dissatisfied
organisation's benefits

Chart No: 4.1.6

Inference:
The above table shows that 48% are satisfied with their organization‘s benefits, 24% of
respondents are neutral with the benefits and 4% of respondents are highly dissatisfied with the
benefits.

53
Table No 4.1.7: OPPORTUNITIES FOR IMPROVEMENT & SELF DEVELOPMENT

S.NO OPPORTUNITIES NO. OF RESPONDENTS % OF RESPONDENTS

1 Very often 39 26
2 Often 48 32
3 Sometimes 34 22
4 Rarely 13 8
5 Very rarely 18 12
Total 152 100
SOURCE: PRIMARY DATA

OPPORTUNITIES
32
35
26
30
22
% of respondents

25 Very often
20 Often
12
15 Sometimes
8
10
Rarely
5
Very rarely
0
Very often Often Sometimes Rarely Very rarely
Opportunities

Chart No: 4.1.7

Inference:
The above table shows that 32% of respondents are often having opportunities for
improvement and self development, 26% have very often and 12 % of respondents have rarely.

54
Table No 4.1.8: WORK ENVIRONMENT

S.NO ENVIRVONMENT NO. OF % OF RESPONDENTS

RESPONDENTS

1 Very good 22 14
2 Good 13 8
3 Satisfactory 39 26
4 Poor 0 0
5 Very poor 78 52
Total 152 100
SOURCE: PRIMARY DATA

ENVIRONMENT
60 52
50
% of respondents

40
26 Very good
30
Good
20 14
8 Satisfactory
10 0 Poor
0
Very poor
Very good Good Satisfactory Poor Very poor
Environment

Chart No: 4.1.8

Inference:
The above table shows that 26% of respondents are satisfactory with the work environment;
work environment is very good for 14% of respondents but 52% of respondents are highly
dissatisfied with the work environment.

55
Table No 4.1.9: SUPERIORS AND CO-WORKERS RELATION

S.NO RELATION NO. OF RESPONDENTS % OF RESPONDENTS

1 Very good 54 36
2 Good 67 44
3 Satisfactory 19 12
4 Bad 12 8
5 Very bad 0 0
Total 152 100
SOURCE: PRIMARY DATA

RELATIONSHIP
% of reespndents

60 44
36
40 Very good

20 12 8 Good
0 Satisfactory
0
Very good Good Satisfactory Bad Very bad Bad
Very bad

Relationship

Chart No: 4.1.9

Inference:
The above table shows that the superior and co-workers relation is good for 46% of
respondents, 36% of respondents feel very good and for 8% of respondents relation is bad.

56
Table No 4.1.10: JOB RESPONSIBILITIES

% OF
S.NO JOB RESPONSIBILITY NO. OF RESPONDENTS
RESPONDENTS
1 Very good 51 34

2 Good 85 56
3 Moderate 13 8
4 Poor 3 2
5 Very poor 0 0
Total 152 100
SOURCE: PRIMARY DATA

JOB RESPONSIBILITY
60 56

50
% of respondent

40 34 Very good
Good
30
Moderate
20
Poor
8
10 2 Very poor
0
0
Very good Good Moderate Poor Very poor
job responsibility

Chart No: 4.1.10

Inference:
The above table shows that 56% of respondents feel that they have good job responsibilities,
34% of them have very good responsibilities and for 2% responsibility is poor.

57
Table No 4.1.11: PARTICIPATIVE MANAGEMENT

S.NO PARTICIPATIVE NO. OF % OF RESPONDENTS

MANAGEMENT RESPONDENTS

1 Strongly agree 82 54
2 Agree 31 20
3 Neutral 27 18
4 Disagree 12 8
5 Strongly disagree 0 0
Total 152 100
SOURCE: PRIMARY DATA

PARTICIPATIVE MANAGEMENT
60 54

50
% of respondents

40 Strongly agree
30 Agree
20 18
20 Neutral
8 Disagree
10
0 Strongly disagree
0
Strongly Agree Neutral Disagree Strongly
agree disagree
Participative management

Chart No: 4.1.11

Inference:
The above table shows that 54% of respondents strongly agree that they participate with
management and 8% of respondents do not participate with management.

58
Table No 4.1.12: POLICIES & ADMINISTRATION PRACTICES

S.NO Policies & Practices NO. OF RESPONDENTS % OF RESPONDENTS

1 Strongly agree 43 28
2 Agree 61 40
3 Neutral 45 30
4 Disagree 3 2
5 Strongly disagree 0 0

Total 152 100

SOURCE: PRIMARY DATA

POLICIES & PRACTICES

40
40
35 30
28
30
% of respondent

25
Strongly agree
20
Agree
15
Neutral
10
Disagree
5 2
0
Strongly disagree
0
Strongly Agree Neutral Disagree Strongly
agree disagree
policies & practices

Chart No: 4.1.12

Inference:
The above table shows that 40% of respondents agree with the policies and administration
practices of the organization and 2% are disagreeing with the policies and administration practices.
59
Table No 4.1.13: RESPONDENTS OPINION ABOUT WORKLOAD

S.NO Work load NO. OF RESPONDENTS % OF RESPONDENTS

1 Overload 37 24
2 Moderate 96 64
3 Under load 13 8
4 Optimal 6 4
5 No work 0 0
Total 152 100
SOURCE: PRIMARY DATA

WORK LOAD
70 64

60
% of respondent

50
Overload
40
Moderate
30 24
Under load
20
8 Optimal
10 4
0 No work
0
Overload Moderate Under load Optimal No work
workload

Chart No: 4.1.13

Inference:
The above table shows that for 64% of respondents the work load is moderate, for 24% it is
overload and for 4% it is optimal.

60
Table No 4.1.14: AVAILING LEAVE

S.NO AVAILING NO. OF RESPONDENTS % OF RESPONDENTS

LEAVE

1 Very often 12 8
2 Often 19 12
3 Sometimes 37 24
4 Rarely 30 20
5 Very rarely 54 36
Total 152 100
SOURCE: PRIMARY DATA

AVAILING LEAVE
40 36
35
30
24
25 20 Very often
% of respondents

20 Often
15 12
8 Sometimes
10
Rarely
5
Very rarely
0
Very often Often Sometimes Rarely Very rarely
availing leave

Chart No: 4.1.14

Inference:
The above table shows that 36% of respondents avail leave very rarely,24% avail sometimes.
And 8% of respondents avail leave very often.

61
Table No 4.1.15 : RESPONDENTS OPINION ABOUT CREATIVE JOB

S.NO CREATIVE NO. OF RESPONDENTS % OF RESPONDENTS

1 Very often 36 24
2 Often 75 50
3 Rarely 34 22
4 Very rare 7 4
5 Not at all 0 0
Total 152 100
SOURCE: PRIMARY DATA

CREATIVE JOB
50
50
45
40
% of respondent

35
30 Very often
24
25 22
Often
20 Rarely
15
Very rare
10 4
Not at all
5 0
0
Very often Often Rarely Very rare Not at all
creative jobs

Chart No: 4.1.15

Inference:
The above table shows that 50% of respondents often get creative jobs, 24% get very often
and 4% of respondents get creative jobs very rarely.

62
Table No 4.1.16: RESPONDENTS OPINION ABOUT JOB CHALLENGING

S.NO JOB CHALLENGING NO. OF RESPONDENTS % OF RESPONDENTS

1 Strongly agree 24 16
2 Agree 78 52
3 No opinion 31 20
4 Disagree 13 8
5 Strongly disagree 6 4
Total 152 100
SOURCE: PRIMARY DATA

JOB CHALLENGING
60
52
50
% of respondents

40 Strongly agree
Agree
30
20 No opinion
20 16
Disagree
8
10 4 Strongly disagree

0
Strongly Agree No opinion Disagree Strongly
agree disagree
job challenging

Chart No: 4.1.16

.
Inference:
The above table shows that 52% of the respondents agree that they use to get challenging
jobs, 20% has no opinion about this and 4% of respondents are strongly disagreeing

63
Table No 4.1.17: OPPORTUNITIES TO UPDATE KNOWLEDGE AND SKILLS

S.NO UPDATE NO. OF RESPONDENTS % OF RESPONDENTS

KNOWLEDGE
1 Strongly agree 57 38
2 Agree 75 50
3 No opinion 13 8
4 Disagree 7 2
5 Strongly disagree 0 0
Total 152 100
SOURCE: PRIMARY DATA

UPDATE
50
KNOWLEDGE
50
38
40
% of respondents

30 Strongly agree
Agree
20
No opinion
8
10 Disagree
2 0
0 Strongly disagree
Strongly Agree No opinion Disagree Strongly
agree disagree
update knowledge

Chart No: 4.1.17

Inference:
The above table shows that 50% of respondents agree that they use to get opportunities to
update knowledge and skills, 2% of respondent disagree.

64
Table No 4.1.18: RESPONDENTS OPINION ABOUT SETTING GOALS

S.NO GOAL SETTING NO. OF RESPONDENTS % OF RESPONDENTS

1. Yes 127 84
2. No 25 16
Total 152 100
SOURCE: PRIMARY DATA

GOAL SETTING

16%

Yes
No

84%

Chart No: 4.1.18

Inference:
The above table shows that 84% of respondents set their future goals and 16% of respondents
do not set their future goals.

65
Table No 4.1.19: APPRECIATION FOR QUALITY WORK

S.NO APPRECIATION NO. OF RESPONDENTS % OF RESPONDENTS

1 Strongly agree 61 40
2 Agree 66 44
3 Neutral 15 10
4 Disagree 7 4
5 Strongly disagree 3 2

Total 152 100

SOURCE: PRIMARY DATA

APPRECIATION
44
45 40
40
35
% of respondents

30 Strongly agree
25 Agree
20 Neutral
15 10 Disagree
10
4 Strongly disagree
5 2

0
Strongly Agree Neutral Disagree Strongly
agree disagree
appreciation

Chart No: 4.1.19

Inference:
The above table shows that 44% of respondents agree that they get appreciation for their work
and 2% disagree that they get appreciation for their work.

66
Table No 4.1.20: RESPONDENTS OPINION ABOUT PROVIDING SUGGESTIONS

S.NO PROVIDING NO. OF RESPONDENTS % OF RESPONDENTS

SUGGESTIONS
1 Very often 31 20
2 Often 78 52
3 Rarely 31 20
4 Very rare 0 0
5 Not at all 12 8
Total 152 100
SOURCE: PRIMARY DATA

PROVIDING SUGGESTIONS
60
52
50
% of respondents

40
Very often
30 Often
20 20 Rarely
20
Very rare
8
10 Not at all
0
0
Very often Often Rarely Very rare Not at all
providing suggestions

Chart No: 4.1.20

Inference:
The above table shows that 52% of respondents often provide suggestions to the management,
20% of respondents very often provide suggestions and 8% are not at all involved in this.
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Table No 4.1.21: RESPONDENTS OPINION ABOUT HEALTH, SAFETY AND SOCIAL
SERVICE.

S.NO SOCIAL ENVIRONMENT NO. OF % OF RESPONDENTS

RESPONDENTS
1 Highly satisfied 43 28
2 Satisfied 84 56
3 Neutral 13 8
4 Dissatisfied 6 4
5 Highly dissatisfied 6 4
Total 152 100
SOURCE: PRIMARY DATA

SOCIAL ENVIRONMENT
60 56

50
% of respondents

40 Highly satisfied
28 Satisfied
30
Neutral
20
Dissatisfied
8
10 4 4 Highly dissatisfied

0
Highly Satisfied Neutral Dissatisfied Highly
satisfied social environment dissatisfied

Chart No: 4.1.21

Inference:
The above table shows that 56% of respondents are satisfied with the health, safety and social
services and 4% of respondents are highly dissatisfied.
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Table No 4.1.22: RESPONDENTS OPINION ABOUT SWITCHING JOBS

S.NO SWITCHING NO. OF RESPONDENTS % OF RESPONDENTS

JOBS
1. Yes 31 20
2. No 121 80
Total 152 100
SOURCE: PRIMARY DATA

SWITCHING JOBS

20

Yes
No

80

Chart No: 4.1.22

Inference:
The above table shows that 80% of respondents will not switch their job often, but 20% of
respondents may switch their job.

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Table No 4.1.23: RESPONDENTS OPINION ABOUT ACCEPTANCE OF SALARY – CUTS

ACCEPTANCE OF NO. OF % OF
S.NO
SALARY – CUTS RESPONDENTS RESPONDENTS
1. Yes 43 28
2. No 109 72
Total 152 100
SOURCE: PRIMARY DATA

ACCEPTANCE OF SALARY-CUT

80
70
60
% of respondents

50
Yes
40
No
30
20
10
0
Yes No

acceptance of salary-cut

Chart No: 4.1.23

Inference:
The above table shows that 72% of respondents will not accept salary cut and 28% of
respondents will accept salary cut and will continue in same organization.

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Table No 4.1.24: INVOLVEMENT IN JOB

S.NO INVOLVEMENT IN JOB NO. OF RESPONDENTS % OF RESPONDENTS

1. Total involvement 121 80

2. Somewhat involvement 31 20

3. Lack of involvement 0 0
4. Not interested 0 0
Total 152 100
SOURCE: PRIMARY DATA

INVOLVEMENT IN JOB
80
80

60
% of respondents

40 Total involvement
20 Some what involvement
20
0 0 Lack of involvement
0 Not interested
Total Some what Lack of Not
involvement involvement involvement interested

Involvement in job
Chart No: 4.1.24

Inference:
The above table shows that 80% of respondents are totally involved in their job and 20% are
somewhat involved.

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4.2 TESTING OF HYPOTHESIS:
Hypothesis Testing:

Testing of hypothesis provide a tool to the decision maker to last the claim made by the new
supplier and a statistical procedure allows us to perform such a test is called testing of hypothesis.
Definition:

Hypothesis:

A hypothesis is some statement about a population parameter; the hypothesis is tested on the basis
of the outcome of a random sample.
Null Hypothesis:

There is no significant relationship between variables. It is denoted by Ho.

Alternate Hypothesis:

There is significant relationship between variables. It is devoted by H1.

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TABLE NO.25: JOB SATISFACTION VS WORK ENVIRONMENT

S.NO JOB SATISFACTION WORK ENVIRONMENT

1 40 14
2 50 8
3 4 26
4 6 0
5 0 52
TOTAL 100 100

NULL HYPOTHESIS (Ho): There is no significant difference among the job satisfaction on
work environment.
ALTERNATIVE HYPOTHESIS (H1): There is significant difference among the job satisfaction
on work environment.

TOTAL (T) =200, n = 10

Correction factor = T2/n =200×200/10=4000

TOTAL SS =∑Xij2−(T)2/n=(40)2+(50)2+(4)2+(6)2+(0)2+(14)2+(8)2+
(26)2+ (0)2+ (52)2− (200×200/10)
=7802−4000
=3802

SS BETWEEN = ∑ (Tj) 2/nj – (T) 2/n= (100×100/5) + (100×100/5) −(200×200/10)

=2000+2000−4000=0

SS WITHIN = ∑ xij2 − ∑ (Tj)2/ nj = 7802 – 4000=3802

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ANOVA TABLE

Source of sum of Degree of Mean square F-ratio 5% F- limits

variation squares freedom (df) (ms)
(ss)
Between SS 0 (2−1)=1 0/1=0 o/475=0 F(1,8)=5.3177

Within SS 3802 (10−2)=8 3802/8=475

Interpretation
Table value is greater than the calculated value, so there is no significant difference between
the job satisfaction and working environment i.e., Null hypothesis accepted.

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 CHAPTER5
SUMMARY OF FINDINGS, SUGGESTIONS AND CONCLUSION
5.1. FINDINGS:

 44% of respondents have 1 to 3 years of experience, 28% of respondents have less than one
year of experience and 4% of respondents have above 10 years of experience.

 50% of respondents are satisfied with their job, 40% of respondents are highly satisfied with
their job and 6% of respondents are dissatisfied with their job.

 48% are satisfied with their organization‘s benefits, 24% of respondents are neutral with the
benefits and 4% of respondents are highly dissatisfied with the benefits.

 32% of respondents are often having opportunities for improvement and self development,
26% have very often and 12 % of respondents have rarely.

 26% of respondents are satisfactory with the work environment; work environment is very
good for 14% of respondents but 52% of respondents are highly dissatisfied with the work
environment.

 44% of respondents feel good relation with superior and co-workers, 36% of respondents feel
very good and for 8% of respondents relation is bad.

 56% of respondents feel that they have good job responsibilities, 34% of them have very good
responsibilities and for 2% responsibility is poor.

 54% of respondents strongly agree that they participate with management and 8% of
respondents do not participate with management.

 40% of respondents agree with the policies and administration practices of the organization
and 2% are disagreeing with the policies and administration practices.

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 64% of respondents the work load is moderate, for 24% it is overload and for 4% it is optimal.

 36% of respondents avail leave very rarely, 24% avail sometimes. And 8% of respondents
avail leave very often.

 50% of respondents often get creative jobs, 24% get very often and 4% of respondents get
creative jobs very rarely.

 52% of the respondents agree that they use to get challenging jobs, 20% has no opinion about
this and 4% of respondents are strongly disagreeing.

 50% of respondents agree that they use to get opportunities to update knowledge and skills,
2% of respondent disagree.

 84% of respondents set their future goals and 16% of respondents do not set their future goals.

 44% of respondents agree that they get appreciation for their work and 2% disagree that they
get appreciation for their work.
 52% of respondents often provide suggestions to the management, 20% of respondents very
often provide suggestions and 8% are not at all involved in providing suggestions.

 56% of respondents are satisfied with the health, safety and social services and 4% of
respondents are highly dissatisfied.

 80% of respondents will not switch their job often, but 20% of respondents may switch their
job.

 72% of respondents will not accept salary cut and 28% of respondents will accept salary cut
and will continue in same organization.

 80% of respondents are totally involved in their job and 20% are some what involved.

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5.2. SUGGESTION

Based on the study, the following suggestions are given. The company may look into these
suggestions:

 Improving job satisfaction among employees by implementing appropriate job enhancement

and enrichment techniques.

 Providing adequate compensation and appreciation for quality work.

 Creating jobs that provide opportunity for expression of creativity and competence.

 Planning and implementing training methods for self development of the work force.

 Creating opportunities that will enable the workers to participate in management related
activities.

 Formulating good polices and administration practices for their employee.

 Increasing organization‘s benefits for their workers.

 Improving good working environment in order to increasing employees‘ involvement in their

job.

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5.3. CONCLUSIONS

Morale in a business organization is an attitude of emotional readiness, which enables an

employee to improve his productivity. When an organization motivates its employees to a high

degree, resultant morale in the organization will be equally high. Motivation is the process and

morale is the product. Therefore, continuous monitoring and improvement of morale is necessary for

an organization.

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 APPENDIX

QUESTIONNAIRE

A STUDY ON EMPLOYEE MORALE WITH SPECIAL REFERENCE

ATUNIQ TECHNOLOGIES, CHENNAI

Name of the Interviewer: S. Harish VIjay

I. Socio Economic Background

a. Name of the respondent :

b. Department :

c. Grade :

d. Age :

Below 20 20-30 30-40

40-50 above 50

e. Sex:

Male Female

f. Educational qualification

School level

Diploma Graduates

Post Graduates Professional

g. How long have you been working in this company?

a. less than 1 yr b. 1-3 yrs c. 3-5 yrs
d. 5-10 yrs e. above 10yrs

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1. How satisfied are you with the present job?
a. Highly satisfied b. satisfied c. neutral
d. Not satisfied e. highly dissatisfied

2. Your level of satisfaction with the organization‘s benefits. (Pay, promotion, bonus)
a. Highly satisfied b. satisfied c. neutral
d. dissatisfied e. highly dissatisfied

3. How often do you get opportunities for improvement and self-development?

a. Very often b. Often c. Sometimes
d. Rarely e. Very rarely

4. How is your working environment facility (resting facility, sanitary condition, ventilation &
lighting, water facilities)?

a. Very good b. Good c. Satisfactory

d. poor e. Very poor

5. How is your relationship with your superiors and co-workers?

a. Very good b. Good c. Satisfactory
d. Bad e. Very Bad

6. How do you rate your job responsibilities?

a. very good b. Good c. Moderate
d. Poor e. Very poor

7. Do you have the independence to express your views or ideas to superiors?

a. Strongly agree b. Agree c. Neutral
d. Disagree e. Strongly Disagree

8. Are you comfortable with the policies and administrative practices of the company?
a. Strongly agree b. Agree c. Neutral
d. Disagree e. Strongly Disagree

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9. How do you feel about your workload?
a. Overload b. Moderate c. Under load
d. Optimal e. no work

10. How often you avail leave?

a. very often b. often c. rarely

d. very rare e. not at all

11. Does your job allow you to be creative?

a. very often b. often c. rarely
d. very rare e. not at all

12. Is the job is challenging enough?

a. Strongly agree b. Agree c. No. opinion
d. Disagree e. Strongly Disagree

13. Does job provide opportunities to update your knowledge and skills?
a. Strongly agree b. Agree c. No. Opinion
d. Slightly Disagree e. Strongly Disagree

14. Do you set goals for achievement?

a. Yes b. No
If yes then how often:

15. Does the Top management appreciate your quality work?

a. Strongly agree b. Agree c. Neutral

d. Disagree e. Strongly disagree

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16. Does the company take your suggestion for the improvement of the company?

a. very often b. often c. rarely

d. very rare e. not at all

17. Your level of satisfaction with the parameters like health, safety and social service.
a. Highly satisfied b. satisfied c. neutral
d. Not satisfied e. highly dissatisfied

18. Do you feel that you get recognition for your work?
a. Not at all b. slightly c. moderately
d. very e. extreme

19. Your involvement with your job

a. Total involvement b. Somewhat involvement
c. Lack of involvement. d. not interested

20. How good do you feel your chances for promotion are in the company?
a. extremely good b. very good
c. extremely bad d. very bad

21. Your suggestion to the company.

_________________________________________________________________________________
_______________________________

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 BIBLIOGRAPHY

REFERENCE BOOKS:

1. Kothari.C.R., (2001) ―Research Methodology Methods and Techniques‖ 2nd edition, Vishwa

Prakashan, Pp 277-299.

2. Tripathy, P.C., (2001), Human Resource Development, Sultan Chand and Sons, New Delhi.

3. Prasad L.M, (2001) ―Human Resource Management‖, Sultan Chand & Sons, Reprint 1998, Pp

229-350.

4. Prabhu.s, ―Human Resource Management‖, ELGI equipment ltd, hydrabad.

WEBSITES:

 www.careeraddict.com

 www.citehr.com

 www.hrindia.com

 www.forbes.com

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