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1.1 INTRODUCTION OF THE STUDY
Quality of work life refers to the favorableness (or) unfavorableness of a job
environment for people. The basic purpose is to develop jobs that are excellent for
people us well as for production. Quality of work life is a large step forward from the
traditional job design of scientific management which focused mostly on
specialization and efficiency for the performance of narrow tasks. The major
indicators of Quality of work life are job involvement, job satisfaction and
productivity.
DEFINITION
Quality of work life is the degree to which work-in an organization contributes
to material and psychological well being of its members.
-HARRISON
QWL can be define as "The quality of relationship between employees and
the total working environment.”
QWL is “The degree to which members of a work organization are able to
satisfy important personnel needs through their experience in the organization”.
Richard E Walton, states a much broader concept of QWL proposing eight
conceptual categories viz. adequate and fair compensation, safe and healthy working
conditions, opportunity to use and develop human capacities, future opportunity for
continued growth and security, social integration in the work place, social relevance
of work, balanced role of work in the total life space and Constitutionalism in the
Work Organization etc.
QWL is a process by which an organization responds to employee needs for
developing mechanisms to allow them to share fully in making the decisions that
design their lives at work.
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SCOPE OF QULALITY OF WORK LIFE
Work plays a central role in the life of the workers engaged in a productive
organization. It has an improvement impact on
Shaping his personality
Determining his performance
Commitment to follow employees
Commitment to the organization and the society
MEASURING QULALITY OF WORK LIFE
JOB INVOLVEMENT
It represents the degree of an individual’s identification with (or) ego
involvement in the job. The individual spends more time and energy on the job.
People with high job involvement are better motivated and more productive.
JOB SATISFICATION
It implies the workers satisfaction with the environment of his job consisting
of nature of work quality of supervision, pay, co-workers, opportunity for promotion
etc.
SENSE OF COMPETENCE
It refers to the feeling of confidence that an individual has in his own
competence. When he feels more competent he becomes more involved in his job and
becomes better motivated. When both sense of competence and job involvement are
high, the level of satisfaction also increases.
JOB PERFORMANCE
When an individual’s job involvement, job satisfaction and sense of
competence increase, these are a rise in job performance.
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QWL programs can be evaluated on the basis of following points:
Fair compensation and job security:
The economic interests of people drive them to work at a job and employee
satisfaction depends at least partially, on the compensation offered. Pay should be
fixed on the basis of the work done, responsibilities undertaken, individual skills,
performance and accomplishments. Job security is another factor that is of concern to
employees. Permanent employment provides security to the employees and improves
their QWL.
Health is wealth:
Organizations should realize that their true wealth lies in their employees
and so providing a healthy work environment for employees should be their primary
objective.
Provide personal and career growth opportunities:
An organization should provide employees with opportunities for
personal/professional development and growth and to prepare them to accept
responsibilities at higher levels.
Participative management style and recognition:
Flat organizational structures help organizations facilitate employee
participation. A participative management style improves the quality of work life.
Workers feel that they have control over their work processes and they also offer
innovative ideas to improve them. Recognition also helps to motivate employees to
perform better. Recognition can be in the form of rewarding employees for jobs well
done.
Work-life balance:
Organizations should provide relaxation time for the employees and offer
tips to balance their personal and professional lives. They should not strain
employee’s personal and social life by forcing on them demanding working hours,
overtime work, business travel, untimely transfers etc.
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Fun at workplace:
This is growing trend adopted by today’s organizations to make their
offices a fun place to work.
The factors that influence and decide the quality of work life are:
1. attitude
2. environment
3. opportunities
4. nature of job
5. people
6. stress level
7. career prospects
8. challenges
9. growth and development
10. risk involved and reward
Attitude:
The person who is entrusted with a particular job needs to have sufficient
knowledge, required skill and expertise, enough experience, enthusiasm, energy level,
willingness to learn new things, dynamism, sense of belongingness in the
organization, involvement in the job, inter personal relations, adoptability to change in
the situation, openness for innovative ideas, competitive, zeal, ability to work under
pressure, leader qualities and team sprit.
Environment:
The job may involve dealing with customers who have varied tolerance level,
preferences, behavioral pattern, level of understanding; or it may involve working
with dangerous machines like drilling pipes, cranes, lathe machines, welding and
soldering machines, or even with animals where maximum safety precautions have to
be observed which needs lot of concentration, alertness, presence of mind, quick with
involuntary actions, synchronization of eyes, hands and body, sometimes high level of
patience, tactfulness, empathy and compassion and control over emotions.
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Opportunities:
Some jobs offer opportunities for learning, research, discovery, self
development, enhancement of skills, room for innovation, public recognition,
exploration, celebrity status and loads and loads of fame. Others are monotonous,
repetitive, dull, and routine, no room for improvement and in every sense is boring.
Naturally the former ones are interesting and very much rewarding also.
People:
Almost everyone has to deal with three set of people in the work place. Those
are namely boss coworkers in the same level and subordinates. Apart from this, some
professions need interaction with people like patients, media persons, public,
customers, physically disabled people, mentally challenged, children, foreign
delegates, gangsters, politicians, public figures and celebrities, these situations
demand high level of prudence, cool temper, tactfulness, humor, kindness, diplomacy
and sensitiveness.
Nature of the job:
For example, a CEO, a professor, a teacher have more responsibility and
accountability but safe working environment; a cashier or a security guard cannot
afford to be careless in his job as it involves loss of money, property and wealth; a
politician or a public figure cannot afford to be careless, for his reputation and
goodwill is at stake. Some jobs need soft skills, leadership qualities, intelligence,
decision making abilities, abilities to train and extract work from others; other jobs
need forethought, vision and yet other jobs need motor skills, perfection and extreme
carefulness.
Stress level:
All those above mentioned factors are inter related and inter dependent. Stress
level not to be directly proportional to the compensation. Stress is of different types-
mental stress/ physical stress and psychological or emotional stress. Managing
director of a company will have mental stress. A laborer will have physical stress,
mental and emotional stress causes more damage than physical stress.
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Career prospects:
Every job should offer career development. That is an important factor which
decides the quality of work life. Status improvement, more recognition from the
management, appreciations are the motivating factors for anyone to take keen interest
in this job. The work atmosphere should be conductive to achieve organizational goal
as well as the individual development. It is the win-win situation for both the parties;
employees should be penalized suitably: this will motivate the former to work with
more zeal and deter the latter from being so and strive for better performance.
Challenges:
The job should offer some challenges at least to make it interesting; that
enables an employee to upgrade his knowledge and skill and capabilities; whereas the
monotony of the makes a person dull, non enthusiastic, dissatisfied, frustrating
complacent, initiative less and uninteresting. Challenge is the fire that keeps the
innovation and thrill alive. A well- accomplishment challenging job yields greater
satisfaction than a monetary perk; it boosts self confidence also.
Growth and development:
If an organization does not give chance for growth and personal development
it is very difficult to retain the talented personnel and also to find new talent with
experience and skill.
Risk involved and reward:
Generally reward or compensation is directly proportional to the quantum of
work, man hours, nature and extend of responsibility, accountability, delegated
powers, authority of position in the organization chart, risk involved, level of
expected commitment, headlines and targets, industry, country demand and supply of
skilled manpower and even political stability and economic policies of nation.
Although risk is involved in every job its nature and degree varies in them; all said
and done, reward is a key criterion to lure a perspective worker to accept the offer.
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1.2 REVIEW OF LITERATURE
Author: Mitchell Lee Marks, Philip H. Mirvis
Findings:
The impact of participation in a Quality Circle (QC) program on employee
quality of work life (QWL) attitudes and on productivity and absenteeism
behaviors was studied among direct labor employees in a manufacturing firm.
Participants (n = 46) and nonparticipants (n = 46) were surveyed before and
after implementation of the QC program. Multiple regression analysis revealed
a positive relation between QC participation and changes in QWL perceptions
in areas directly involved in QC activities but not in more general work life
areas. Given that participants' QWL scores tended not to change and
nonparticipants tended to report decreases in QWL from before to after the QC
program implementation, the results suggest QC involvement acted more to
provide social support to buffer participants from negative contextual factors
than to enhance equality of work life. Organizational records also were
assessed from 6 months before to 24 months after adoption of the QC program
and showed that QC participation led to improvements in employee
productivity and absenteeism rates.
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Author:
Vishwanath V. Baba, Muhammad Jamal
Findings:
The literature on routinization of work is both ambiguous and equivocal when
its impact on quality of working life is considered. The classical management
literature suggests that routinization of work has a positive influence on individual
performance and by implication on the quality of working life resulting from the
overall prosperity generated. However, more recent literature on job characteristics
and job design argues that routinization of work has a negative impact on individual
performance as it suppresses creative expression on the job. This paper suggests that
these mixed findings are due to an inadequate theoretical grasp of the concept of
routinization and presents empirical evidence which attempts to clarify the ambiguity.
Data were collected from 1148 nurses working in anglophone hospitals in the greater
Montreal area in the form of a field survey questionnaire. The results indicated that
nurses who worked routine shifts perceived higher levels of quality of working life
compared to those on non-routine shifts. The results also indicated that nurses who
experienced high routinization in job content perceived lower levels of quality of
working life compared to those nurses who experienced low routinization in job
content. Implications of these findings for future research are discussed.
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Author:
David Efraty and M. Joseph SirgyFindings
Quality of work life (QWL) was conceptualized in terms of need satisfaction
stemming from an interaction of workers' needs (survival, social, ego, and self-
actualization needs) and those organizational resources relevant for meeting them. It
was hypothesized that need satisfaction (or QWL) is positively related to
organizational identification, job satisfaction, job involvement, job effort, job
performance; and negatively related to personal alienation. A survey study was
conducted based on a sample of 219 service deliverers to the elderly in a large
midwestern city. The results were consistent with the hypotheses. Managerial
implications were also discussed.
Author:Dov Elizur, Samuel Shye
Findings
The major objective of the present study was to suggest a comprehensive
definitional framework for the quality of work life (QWL) concept and to test its
structure empirically. A facet definition of QWL and its relation to quality of life
(QOL) in general based on action systemic concepts is proposed, which provides
guidelines for the selection of items and the formulation of hypotheses about the
structure of interrelationships among components of QWL. Based on data collected
from samples of Hungarian workers, the hypotheses were tested by means of
Guttman's Smallest Space Analysis. The results support the hypotheses. An empirical
doubly ordered conceptual system, a radex structure, was obtained that reflects the
two facets of the definition of QWL: mode of functioning—expressive, integrative,
adaptive and conservative; and field of functioning—psychological, physical, social
and cultural. The structure of the total universe of QWL and QOL is a conical
structure as hypothesised. Quality of life occupies the base of the cone and QWL the
top. Satisfaction with life and work were found to be located between the two.
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Author:STEPHEN J. HAVLOVIC
Findings
This study develops and tests hypotheses regarding the influence of Quality of
Work Life (QWL) initiatives on absenteeism, accidents, grievances, and quits, using
monthly longitudinal human resource archival data collected at a unionized
Midwestern heavy manufacturing firm for the period from 1976 to 1986. The sample
size is 129 months (48 months of pre-QWL measures and 81 months of post-QWL
measures). Autoregression procedures are utilized to examine the direct impact of
QWL on human resource outcomes. QWL is found to significantly reduce
absenteeism, minor accidents, grievances, and quits.
Author:Greenberg, Paul D . Glaser, Edward M.
Findings
This publication summarizes the proceedings of the Conference of Union
Officials on Issues Related to Labor-Management Cooperation in Quality of Worklife
(QWL) Improvement Efforts (March 1979) and subsequently treats issues that
emerged in more detail. Chapter 1 provides a general introduction to QWL. A
summary of the Washington, D.C. conference appears as chapter 2. Chapters 3-5
extend the treatment of these controversial issues--definition of QWL, objectives,
structures, union and management roles, public policy implications, scope of a QWL
effort, payoff, QWL in relation to union organizing, analysis of QWL failures,
relationship between QWL and collective bargaining, and union and management
initiatives. Chapter 3 presents the views of ten management people on issues and
viewpoints expressed by trade unionists. Chapter 4 analyzes major concerns--
definition and objectives, union attitudes, relationship with collective bargaining,
conditions associated with success/failure, and prognosis for joint efforts--with
reference to the QWL literature
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Author:
M. Joseph Sirgy, David Efraty, Phillip Siegel and Dong-Jin Lee
Findings
A new measure of QWL was developed based on need satisfaction and
spillover theories. The measure was designed to capture the extent to which the work
environment, job requirements, supervisory behavior, and ancillary programs in an
organization are perceived to meet the needs of an employee. We identified seven
major needs, each having several dimensions. These are: (a) health and safety needs
(protection from ill health and injury at work and outside of work, and enhancement
of good health), (b) economic and family needs (pay, job security, and other family
needs), (c) social needs (collegiality at work and leisure time off work), (d) esteem
needs (recognition and appreciation of work within the organization and outside the
organization), (e) actualization needs (realization of one's potential within the
organization and as a professional), (f) knowledge needs (learning to enhance job and
professional skills), and (g) aesthetic needs (creativity at work as well as personal
creativity and general aesthetics). The measure's convergent and discriminant
validities were tested and the data provided support to the construct validity of the
QWL measure. Furthermore, the measure's nomological (predictive) validity was
tested through hypotheses deduced from spillover theory. Three studies were
conducted – two studies using university employees and the third using accounting
firms. The results from the pooled sample provided support for the hypotheses and
thus lent some support to the nomological validity to the new measure.
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Author:Linda K. Johnsrud
Findings
There seems to be a presumption that the quality of worklife on college and
university campuses has declined for faculty and administrative staff. What is
not known is how generally true this is perceived to be, to what extent the
quality of worklife varies by campus, and for what reasons it varies. Most
importantly, it is not clear what impact the quality of worklife of faculty and
staff members has on their performance or retention. The following article
reviews the recent empirical literature devoted to this topic and offers a
framework that conceptualizes these studies in three groups: those that
describe and explore differences in the quality of worklife, those that
determine the impact of worklife on attitudes, and those that attempt to explain
behavioral outcomes. The implications of this work for practice and policy on
college and university campuses is discussed. The author argues that campus
leaders who want to improve the performance and retention of faculty and
administrative staff must identify and address the particular issues that matter
to those employed on their campuses.
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1.3 STATEMENT OF THE PROBLEM
Quality of Work Life in an organization is essential for the smooth running
and success of its employees. The Work – Life balance must be maintained
effectively to ensure that all employees are running at their peak potential and free
from stress and strain. The Quality of Work Life can affect such things as employees’
timings, his or her work output, his or her available leaves, etc. Quality of Work Life
helps employees to feel secure and like they’re being thought of and cared for by the
organization in which they work. An organization’s HR department assumes
responsibility for the effective running of the Quality of Work Life for their
employees. So, the investigator has made an attempt in this regard and has undertaken
the current study to analyze the Quality of Work Life among the employees and to
offer suitable suggestions for the company to take necessary steps to improve the
Quality of Work Life among its employees.
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1.4 OBJECTIVES OF THE STUDY
To identify the factors affecting quality of work life.
To analyze the measures adopted by the company to improve the quality of
work life among the employees.
To study the attitude of the employees towards various welfare measures
provided in the unit under study.
To suggest suitable measures to improve the quality of work life among the
employees.
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1.5 RESEARCH METHODOLOGY
RESEARCH
“A careful investigation (or) inquiry specially through search for new facts in
any branch of knowledge” -C.R.KOTHARI
“Systematized effort to gain new knowledge”
- Redman and Mory.
“The manipulation of things, concepts (or) symbol for the purpose of
generating to extend, correction verify knowledge, whether that knowledge aids in
construction of theory (or) in the practice of an art.”
RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem.
It may be understood as a science of studying how research is done scientifically.
It is necessary for the researcher to know not only the research
methods/techniques but also the methodogy. Research needs to know how to apply
particular research techniques.
All this means that it is necessary for the researcher to design his methodology
for the particular problem as it may differ from problem to problem.
RESEARCH DESIGN
The study was designed to be descriptive in nature. Descriptive research
includes survey and fact finding enquiry of different kinds.
UNIVERSE OF THE STUDY
The universe of the study refers to the employees of Sri Karpagam Spinning
Mills India (P) Ltd. The total strength of the universe is 335.
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SAMPLE SIZE
This refers to the number of items to be selected from the universe to
constitute a sample. The size of sample should neither be excessively large, nor too
small. It should be optimum.
An optimum sample is one which fulfills the requirements of efficiency,
respresentativesness, reliability and flexibility.
Sampling size of 120 has been selected from the total population
SAMPLING METHOD
The sampling method used for the study is convenient sampling.
CONVENIENT SAMPLING
The respondents constituting the sample are selected according to the
researcher’s own convenience without any systematic method.
DATA COLLECTION
Data which is collected by the researcher involves both primary and secondary
data.
PRIMARY DATA
The primary data are those, which are collected for the first time. The primary
data collected for the purpose of this study has been done through questionnaire.
SECONDARY DATA
Secondary data that are required for the study was collected from
various published and unpublished company reports, journals, magazines and
websites.
DATA ANALYSIS
Simple percentage analysis
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STATISTICAL TOOLS
Chi- square
Weighted average ranking method
DATA PROCESSING
The collected data was edited, coded and tabulated for the purpose of using
statistical tool.
DATA INTERPRETATION
The analyzed results were interpreted and the findings were noted. Viable
measures and suitable suggestion have been recommended.
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1.6 SCOPE OF THE STUDY
The most significant resources of an organization are human
resources, without it the organization cannot function. In fact, challenge,
opportunity and also the frustration of creating and managing organization very
often originate from the people related problems that arise with in them. People
related problems often steam from the mistaken belief that people are alike, that
they may be treated identically. There would be a lot of variability in
psychological features, which demand attention. The present study on “quality of
work life” undertaken at Sri Karpagam Mills (I) Pvt. Ltd aims to know how for
the employees have a comfortable and enjoyable work life. There are so many
factors determining the quality of life. The present day employees are much
concerned about high wage, compensation, challenging job, job security, freedom
and autonomy participation in decision making. Level of involvement and
commitment to assess the “Level of Quality of Work life”
.
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1.7 LIMITATIONS OF THE STUDY
The accuracy of the figures and data are subjected to the respondents view.
The number of questions for the workers/employees has been restricted on ac-
count of time constraint.
Some respondents have been reluctant to provide the researcher with the neces-
sary information.
Due to personal inconvenience, the researcher could not meet the employees who
had night shift.
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1.8 CHAPTER SCHEME OF THE STUDY
This study consist of four chapters
CHAPTER -1 Deals with the introduction, design and execution of the study.
CHAPTER -2 Deals with the industry and organization profile.
CHAPTER -3 Deals with the data analysis and interpretation.
CHAPTER-4 Deals with the findings, suggestions and conclusions.
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CHAPTER-IIINDUSTRY AND COMPANY PROFILE
2.1 INDUSTRY PROFILE
INTRODUCTION
Spinning mills were introduced to the United States in 1790 by English-born
mechanists and businessman Samuel Slater (1768 – 1835). The twenty-one year old
had worked as a textile laborer for more than six years in an English mill, where he
learned about the workings of a cotton-spinning machine invented (1783) by Richard
Ark Wright (1732 – 92). The British considered the Ark Wright mill the cornerstone
of their booming textile industry and laws prevented anyone with knowledge of the
mill from leaving the country. Eager to seek his own fortune, Slater disguised himself
in 1789 to evade the authorities and sailed from England to recreate the spinning mill
in America.
HISTORY OF SPINNING
No one really knows when the first spun fiber was made. The oldest known
fabric is from 6300 BC (Turkey) and already showed great skill.
All fabrics were made from yarns spun from animals and plants until the mid
1800’s and all yarn colors were made with natural dyes from plants and bugs. Textiles
and wool were very important commodities throughout history. Great Britain tried
very hard to keep sheep out of America so they could force the colonies to buy textile
products from abroad. Sheep did make to the colonies but at first they were so scarce
that any person who killed or harmed a sheep was executed even if they were the
owner!
An industrious housewife was one that spent every spare minute spinning
either for her family’s own use or as barter for other items. Being a spinner was a
symbol of value and thrift.
Originally, being a spinster meant that you spun yarn. However, in the 1700’s
spinster became the legal term for unmarried women past their "prime". This was
because the best spinners were always unmarried. Developing the skill necessary to
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make the finest yarns required more time than any married women with children
could afford. Therefore being a spinster of the highest skill also meant you were
unmarried!!
In the 1600’s up to the 1800’s young girls made up the spinning labor force (6
to 9 years old) and worked extremely long hours for low wages. But in the 1800’s
spinning became mechanized and textiles were soon a major player in the industrial
revolution. However, even with these dramatic changes in the industry, spinning
wheels were still common in households up in to the early 1900’s.
Today in the United States there has been a renewed interest in hand spinning
and demonstrations are found at many festivals and fairs. There are festivals and
conferences that are specifically designed for hand spinners held all over the country.
In the very beginning, prehistorically, spinning was done without tools. The
thread was drawn out of a bundle of fibers and twisted between the palm of the hand
and thigh of the leg. The length of the spun or twisted fibers was wound onto a short,
straight stick. The process was then repeated. The hand spindle developed from the
short straight stick.
Over time the stick was notched to hold the thread and a weight was added to
give momentum to the stick as it whirled. The weight, known as a "whorl" was made
of clay, a round piece of wood, or a flat rock. Thus was born the hand spindle or drop
spindle.Much later the wheel was added to the spindle to keep it spinning. It was
found that the larger the wheel the faster the spindle would turn. The size of the drive
wheel grew to 6 feet and larger. This type of wheel became known as the "Great
Wheel" or as the "Walking Wheel".
Even later the foot peddle or "treadle" was added to the wheel. This allowed
the spinner to sit instead of walking back and forth to wind the spun woolen fiber onto
the spindle. With a treadle on the wheel one could also keep the wheel going without
using ones hands. With ones hands freed one can spin more smoothly.
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HAND SPINNING YARN
Hand spinning is the art of creating yarn (or thread) from fibers. A hand
spinner creates yarn by twisting fibers together using tools such as drop spindles and
spinning wheels. There are many different techniques and types of fiber used to
produce a variety of yarns.
Fortunately, hand spinning is a chosen art in the United States and no longer a
way of life that would make one consider it a chore. However, there are still many
older people in our communities that remember spinning yarn and weaving fabric as
part of their daily lives. In other parts of the world hand spinning is still as important
as it was for us in the 1700’s. Women in nomadic cultures carry spindles with them
every where they go and prepare yarn with every spare moment.
Why would anyone choose to spin their own yarns today when there are
thousands of yarn choices out there? For more choices of course! Since most hand
spinners use their own yarn to knit, weave, etc., they have control of the entire process
from raw material to final product! However, while beginners spin wonderful yarns, it
takes a while to achieve this level of "designing" yarns. Fortunately, most spinners
don’t look at spinning as a "means to an end". They enjoy the process of spinning as
well. The fibers are soft and full of character and the yarn winding on the bobbin is
always unique. And treadling a spinning wheel is a rhythmic and relaxing process that
becomes addictive!
Since most of the fibers I use are naturally derived, I feel a connection to the
world and the symbiotic relationship we must maintain with the earth. We have lost
that connection with the industrialization of our country and the consequences are
evident in some of the environmental and political decisions that are made by this
country each day!
Learning an ancient craft and demonstrating its modern utility is also very
rewarding. I feel it is important that we keep historically important arts and crafts
from being lost to future generations.
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There are many resources available on spinning. Books are excellent but I also
suggest taking a class. Try to find classes that teach you how to prepare the fibers and
let you try lots of different fibers since they all spin quite differently. It is also good if
there are different wheels available that you can try in the class. The goal is to find a
class that you can leave with an idea of what type of yarn you like to make and what
kinds of raw material you will need and the knowledge to prepare it. And, with this
information and after having tried a few different spinning wheels, you can purchase a
wheel designed to spin the kinds of yarn that you would like to make. This type of
class is usually 3 –5 days long and can be costly but much cheaper than buying the
wrong kind of wheel or fibers and getting discouraged!
THE EVOLUTION OF SPINNING EQUIPMENT
If a bunch of fibers are held in one hand and drawn out, a few will part
company from the bunch. If they are twisted in one direction they will form a thread
(or yarn). Drawing out the fibers and twisting at the same time makes a continuous
thread. More twist makes the yarn stronger. This is likely how the first
yarn/rope/thread was made. At some point a stick was tied to the end and used to twist
the lengths of drawn fiber.
To increase efficiency a whorl (weight) was added to the stick and the drop
spindle was created. It could be spun like a top so both hands were free (briefly) to
manipulate the fibers. The resulting yarn could then be wound onto the spindle and
stored while the next length was made and repeated until the spindle was full.
At some point (India, 1257) a large wheel was attached to the spindle by way
of a drive band. When the wheel was turned the spindle turned many times and with
much less effort than turning the spindle itself by hand. This was a spindle wheel and
similar to the great or walking wheel of today.
The treadle/flyer wheel (1475) allows the feet to operate the treadle and rotate
the wheel leaving both hands free to handle the fiber. And the flyer allows the yarn to
be drawn on to the bobbin automatically for continuous spinning. This is the type of
wheel most of us use today and there are many different styles that were developed by
many different countries and cultures.
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THE SPINNING OF COTTON INTO YARN
How the manufacturer turns the cotton into yarn ready for the weaver. This is
called spinning.
Perhaps there is some one in your class who has visited a spinning mill and
can tell how cotton is cleaned and made ready for weaving. This is what the girls of
the Sewing League of Pleasant Valley saw the day they went to visit the mill. The
Camp Fire girls went the same day, and Miss Ashly, their guardian, said that what
they learned would count as an honor. How cotton is prepared for spinning. The girls
went to the lower floor where the cotton is received.
They saw the bags and iron bands removed and the cotton pulled apart by a
queer machine called a cotton opener, or bale breaker, for you remember the cotton
was pressed very hard before being shipped. The cotton is then placed in pickers, or
machines which blow it apart and blow out the leaves and dust and dirt. As the cotton
leaves this machine, it looks like a big piece (6 ft. wide) of cotton batting rolled in a
large roll. It looks soft and clean. Then the girls watched the men place this roll at the
back of the next machine, called a carding machine. Here it was cleaned some more;
and such a wonderful thing happened. As it left the machine instead of coming out as
a lap of the roll of cotton like it went in, it came out in a long thick coil which looked
like a rope, and there were tall round cans ready to receive this continuous line of
cotton rope. How soft and beautiful it looked! What wonderful machines the
manufacturer had. Some one must have made them.
Then the girls visited ever so many machines which wound this cotton rope on
spools. Each machine made the rope thinner and finer until it was drawn out as thin
and round as the manufacturer wished. Barbara Oakes noticed this: that these spinning
machines not only drew out the cotton rope and made it thinner, but put in a twist
which prevented it from breaking so easily. Do you remember how the cotton fiber
looked under the microscope? The twist in the fiber helps in the spinning. Isn't it
wonderful to think that such tiny fibers can be made into spinning yarns, and yarns
woven into cloth?
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How cotton is spun. Did you ever see any one spin by hand? One day the
Girls' League went to Marjorie Allen's grandmother's house. She took the girls to the
attic and showed them her grandmother's spinning wheels. There was a large one for
spinning woolen yarn. This she called the great wheel. Then there was a small one
called the flax wheel for spinning flax, or linen, into yarn for weaving. Grandmother
sat down and showed them how to spin. She pressed her foot on the treadle just like a
sewing machine; and the wheels went round. The flax was on a little holder called a
distaff.. She held and drew the flax while the wheels of the machine put in the twist.
That is just what the modern spinning machine does, but it can accomplish much
more in an hour than grandmother did in a day. Still it is a great satisfaction to possess
some of the beautiful old textiles spun and woven by grandmother's hands. The girls
had the pleasure of opening a great chest in the attic and looking at the hand-woven
sheets and coverlets which Grandmother Allen prizes so highly.
Barbara Oakes and Mollie Stark fairly clapped their hands and said, "How
beautiful the colors are." The coverlets were made of wool and cotton yarns.
Grandmother showed the girls the hand cards which she used when a girl in helping
her mother prepare wool into carded rolls for spinning. Do you remember that the
cotton at the factory passed through a carding machine to be cleaned and made into a
cotton rope.
Grandmother told the girls she used to do the same for wool. She used the
little hand cards and drew the boards with the fine teeth back and forth to clean the
fibers, and then made little rolls for the great wheel to spin. Perhaps at your school
you can have an exhibit of old industrial things once used in the home.
Maybe your grandmother has something in the attic - some cards, or wheels,
or old hand-woven materials. If you have a Girls' Sewing League, the girls will,
perhaps, send out invitations and invite the mothers and grandmothers. The girls can
prepare some coffee and cookies at school to serve the afternoon of the exhibit. The
Pleasant Valley girls had such an afternoon entertainment and earned five dollars for
their school fund. They will probably buy some dishes for the school lunch.
26
2.2 COMPANY PROFILE
INTRODUCTION:
SRI KARPAGAM MILLS INDIA PRIVATE LIMITED is a company
incorporated under companies’ act 1956, on 25th January 2005 with authorized
capital of Rs.2.5 crores. Later the Authorized Share Capital has been enhanced to 15
crores. The company will carry out main business of manufacturing of cotton yarn
and any other type of yarn. In addition, the company is having windmill for power
generation. The company at present is having 16,064 spindles capacity. The
production capacity will be increased by adding another 12000 spindles of all new
modern machineries form the coming month of June 2007 onwards. TIIC has
sanctioned fresh machinery term loan of Rs.1750 lakhs for this purpose.
LOCATION:
The company is located at S.F.No.248/2B and 248/4 Udayampalayam,
Chinnavedampatti Village, Coimbatore-641 006. It is only about 10km from the
center of the city. The total area of the land available is around 6.67 acres. Water
required for the process is only about 5000 litres per day including for human
consumption which is available in the mill site itself. Secured and well maintained
stay and canteen facility for campus labours from outside was established in the mill
premises itself.
HISTORY OF EXISTING BUSINESS:
The promoters of this company has formed as partnership concern is the
name and style of “SRI KARPAGAM SPINNERS” with a initial capacity of 1296
spindles in 1994 which started its commercial production from Jan 1995. This unit has
growth and increased its spindleage capacity to 8000 spindles with modernization and
replacement of machineries. For this purpose, the unit has availed a term loan from
TIIC in the year 1997 for LMW Double Scutcher Blow room Machinery. The above
was duly repaid and closed in 2004.
27
Meanwhile the promoters formed another spinning unit with name and style of
“SRI KARPAGAM TEXTILES” in December 2002 and it came for commercial
production in Feb 2003. It has expanded its capacity to 8064 spindles by December
2004. In the changing global scenario of the textile industry and in order to function
with maximum efficiency, cost effectiveness and to meet out various critical
requirements, growth of the unit, the promoters have decided to merge both
partnership firms and to form as a Private Limited Company.
MERGER:
During the course of merger of the two partnership firms, first “Sri Karpagam
Textiles” was taken over by “Sri Karpagam Spinners” as a going concern by
execution of an instrument of business purchase agreement dated 11th March 2005 to
take both assets and liabilities as such and finalized on 10th March 2005.
After this takeover, “Sri Karpagam Spinners” with capacity of 16064
spindles was taken over with all assets and liabilities by the company “Sri Karpagam
Mills India Private Limited” which was established on 25th January 2005 by
execution of another instrument of business purchase agreement dated 1st day of
April 2005.
In respect of consideration of the takeover by the company, the promoters
were allotted respective number of shares of Rs.10/- each to match with their capital
outstanding in the preceding firm
After the above process of takeover both partnership firms were dissolved and
dissolution recorded duly with register of firms, Coimbatore.
ABOUT THE PROMOTERS:
The first and permanent Directors of the company are
Mr.A.Krishnaswamy, Mr.A.Somasundaram, Mr.A.Shanmughasundaram and
Mr.A.Sivamani, all are residing in Coimbatore. All the above are brothers and other
major shareholders.
28
1. Mr. A. Krishnaswamy B.Sc., aged around 50 years, is having more than 25 years
experience in steel trading business. He is looking after a partnership concern of “Sri
Karpagam Steels” which is having dealing in MS Plates and Plate Cuttings. The
above concern is also their family concern in which all promoters are partners. He is
looking after the general administration of the company.
2. Mr. A. Somasundaram B.Sc., F.T.C. aged around 48 years, is having rich
experience of 25 years in the field of textile spinning previously he was worked as a
factory manager in Rajshree Spinning Mills Ltd. For more than 14 years. His
functional responsibilities in the company are planning, production, maintenance and
quality control.
3. Mr. A. Shanmughasundaram B.A., aged around 44 years, is having experience of
around 17 years in the iron and steel trading business. He is looking after general
administration of the company along with other directors.
4. Mr. A. Sivamani B.Sc., C.A. (Intermediate), A.T.A. aged around 42 years, is
having rich experience in the field of textile activities around 12 years. Previously he
was looking after the yarn manufacturing business of “Sri Karpagam Spinners”. His
functional responsibilities in the above company are finance, accounts, yarn
marketing, laisioning, personnel and General administration of the company.
PRODUCTION:
RAW MATERIAL:
The various types of Cotton such as Y-1, Jayanthyr, V 797, H4, J34, for 20’s
count Sankar 6, MUC5, LRA (for 40’s count) are being procured directly and through
various channels like cotton brokers, Traders, Cotton Corporation of India, etc. and
are procured from various parts of Maharastra, Gujarat, Andhra Pradesh, Karnataka
and Tamil Nadu. Cotton is also imported for price benefits and quality staples.
29
LABOUR:
Through modernization of machinery etc, has improved the production and
quality, the always a factor to be depended upon.
Since the labour force is available in plenty in and around the Coimbatore, the
company does not face any problem in shortage of man power.
Present Future Requirement
Administration 25 10
Skilled labour 250 100
Unskilled labour 60 35
335 145
No. of Shifts - 3 Shifts
No. of working days - 29 days/month
There is no statutory default by the company in any manner.
POWER:
The present Power requirement of the company is 800KVA. The sanctioned
load was 850 KVA. In addition to the load by TNEB, stand by generators with
capacity of 125 KVA, 225 KVA & 250 KVA are supporting the power requirement in
case of power shutdown.
MARKETING:
The end product of these units viz, 30’s count and 40’s count are the raw
material for various textile products in the industries of power loom, knitting, sizing,
handlooms, etc. The brand “Karpagam” has its own demand in the market and well
accepted among the end users. Hence the product has stabilized its market share is
Karur, Bhavani, Tirupur, Komarapalayam, Tiruchungodu, Sangagiri, Salem and
Erode.
30
In addition “NEW TIRUPUR” which houses the 220 crore “NETHAJI KNIT
TIDEL PARK” recently inaugurated by Finance Minister will add to the existing
market facilities of “KARPAGAM”.
PROPOSED LIMIT:
The Company requires term loan of Rs.777 lakhs towards installation
of Wind electric generator of 1.65 MW Capacity.
The Project Cost as follows: (Rs. In Lakhs)
1. Cost of One No. Vestas type V82/1650 Wind Electric
Generator (WEG) as per Proforma Invoice 1039.34
2. Infrastructure development charges and other statutory
Charges payable to TNEB 42.60
3. Charges for Erection & Commissioning of one
No.V82/1650 WEG 25.00
Service tax & Surcharge on Erection charges 3.06 _______ Total 1110.00
MEANS OF FINANCE:1. PROMOTORS MARGIN (30%) 333.00
2. TERM LOAN SOUGHT FROM IREDA 777.00
Total 1110.00
Note:
Holiday period required for the above loan - 3 months
Repayment period - 11 years
Interest rate requested - 8.5% p.a.
31
ABOUT THE WIND MILL:
In order to establish the mill as a self-sufficient unit with regard to power
requirement, it has installed two wind electric generators with capacity of 500 KW
each in Radhapuram Taluk of Tirunelveli Dist., in April 2005. These two WEGs has
been producing around 10 lakhs units each per in a period of twelve months from the
date of commission. (Generation details attached)
The power generated in our wind mills have been adjusted against our
consumption of power in the spinning division vide HT service No.290, CEDC North.
The rate at which power cost adjustment is Rs.3.50/- per unit as per power purchase
agreement entered into with TNEB.
The average current consumption of power by company is 4,49,166 units
per month. On this basis our annual requirement is about 53,89,992 units for the
existing windmills of 500kw 2 Nos is only about 20 lakhs per annum. Which was
capitively utilized so for existing requirement of the spinning division, we are in need
further wind electric generation of about 34 lakhs units for capitive utilization.
Hence considering the growth of the mill in near future i.e. From May
2007 onwards, we are going to install 12,000 spindles additional capacity within a
short span of 3 to 4 months – additional requirements power is about 50 lakhs units
per annum and the increasing power cost, installing of further wind electric generators
of suitable capacity is a must.
CONCLUSION:
The proven track record of the company and its promoter’s vast experience
will pave the way for the flourishing of company. It will be further strengthened by
captive power generation.
32
CHAPTER-III
ANALYSIS AND INTERPRETATION
DATA ANALYSIS
The term data comes from the word datum, which means a fact. The data is a
fact about people place or some activities. The data after collection has to be
processed and analyzed. The term analysis refers to the computation of certain
measures along with the searching for patterns of relationship that exist among data
groups. Analysis implies editing, coding classification and tabulation of collected data
and drawing statistical inferences.
INTERPRETATION
Interpretation refers to the task of drawing inferences from the collection facts
after an analytical and/or experimental study. In fact, it is search for broader meaning
of research findings. The task of interpretation has two major aspects.
The effort to establish continues in research through linking the results of a
give study with those of another. The establishment of some explanatory concepts
interpretation is essential for the simple reason that the usefulness and utility of research
finding lies in proper interpretation.
SIMPLE PERCENTAGE ANALYSIS
The collected data is analyzed by using simple percentage method. Under this
method, percentage is used to compare the data collected.
Number of RespondentsPercentage of Respondents = --------------------------------- X 100 Total Respondents
33
CHI-SQUARE ANALYSIS
The collected data are statistically analyzed with chi-square test. The chi-
square test is a statistical measure used in the context of sampling analysis to
determine if categorical data shows dependency or the two classifications are
independent. The chi-square is applied to find out the relationship between the
attributes.
The Chi – square method is the application of testing the significant difference
between observed and expected values.
Null Hypothesis (H0)
The hypothesis, or assumption, about a population parameter we wish to test,
usually an assumption of the status quo.
Alternative Hypothesis (H1)
The conclusion we accept when the data fail to support the null hypothesis.
Chi–square test (2) =
Degrees of freedom = (R-1) (C-1)
whereas, O = Observed frequency
E = Expected frequency
R = Number of rows
C = Number of columns
To find E :
Row Total Column TotalExpected Frequency = -----------------------------------
Grand Total
Level of Significance ():
A value indicating the percentage of sample values that is outside certain
limits, assuming the null hypothesis is correct, that is, the probability of rejecting the
null hypothesis when it is true.
34
WEIGHTED AVERAGE METHOD
This technique was used to rank out the opinion about the characteristic of the
industrial sector in the study area. In this method the respondents were asked to rank
their opinion about the characteristics of the company. The order of merit given by the
respondents was converted into ranks by using the following formula.
Weightage Score = WiXj
Where Wi - Weight age value
Xj - Ranking position value
35
3.1. SIMPLE PERCENTAGE ANALYSIS
TABLE: 3.1.1
AGE OF THE RESPONDENTS
Age Group Number of Respondents Percentage%
Less than 25 years 18 15
25 – 35 years 46 38
35 – 45 years 43 36
45 – 55 years 13 11
Above 55 years 0 0
TOTAL 120 100
Inference
Table 1 shows that 38 per cent of the respondents are in the age group of 25 –
35 years, 36% of the respondents are below 35-45 years of age, 15% of the
respondents are in the group of less than 25 years, and 11% of the respondents are
between 45- 55 years.
38 per cent of the respondents are between 25 -35 years.
36
CHART: 3.1.1
AGE OF THE RESPONDENTS
0
13%
43%46%
18%
0
5
10
15
20
25
30
35
40
45
50
Lessthan 25years
25 – 35years
35 – 45years
45 – 55years
Above 55years
Age group
No
of
Res
po
nd
ents
No of Respondents
37
TABLE:3.1.2
GENDER OF THE RESPONDENTS
Gender No of Respondents Percentage%
Male 47 39.16
Female 73 60.84
TOTAL 120 100
Inference
The table 2 shows that 60.84 percent of the respondents are Female and 39.16
percent are male.
60.84 per cent of the respondents are Female.
38
CHART:3.1.2
THE GENDER OF THE RESPONDENTS
47 %
73 %
0
10
20
30
40
50
60
70
80
No of Respondents
Male Female
Gender
No of Respondents
39
TABLE: 3.1.3
MARITAL STATUS OF THE RESPONDENTS
Marital Status Number of Respondents Percentage%
Married 64 53.33
Unmarried 56 46.67
TOTAL 120 100
Inference
The table 3 shows that 53.33 per cent of the respondents are married and 46.67
Per cent are unmarried.
53.33 per cent of the respondents are married.
40
CHART: 3.1.3
MARITAL STATUS OF THE RESPONDENTS
64 %
56 %
52
54
56
58
60
62
64
No of Respondents
Married Unmarried
Marital status
No of Respondents
41
TABLE: 3.1.4
EDUCATION QUALIFICATION OF RESPONDENTS
Educational Qualification Number of Respondents Percentage%
Below SSLC 29 24.16
SSLC 31 25.83
HSC 20 16.67
Graduate 8 6.67
Post Graduate 0 0
Diploma 32 26.67
TOTAL 120 100
Inference
The above table shows that 26.67% of the respondents have completed
Diploma 25.83% of the respondents have completed SSLC, 24.16% of the
respondents are below SSLC, 16.67% of the respondents have completed HSC and
6.67% of the respondents have compeleted Graduation.
Educational qualification of 26.67 per cent of the respondents is Diploma.
42
CHART: 3.1.4
EDUCATION QUALIFICATION OF RESPONDENTS
0
32 %
8 %
20 %
31 %29 %
0
5
10
15
20
25
30
35
Below S
SLCSSLC
HSC
Gradu
ate
Post G
radua
te
Diploma
Educational qualification
No
of
Res
po
nd
ents
No of Respondents
43
TABLE: 3.1.5
EXPERIENCE OF THE RESPONDENTS
Experience Number of Respondents Percentage%
Less than 2 years 26 22
2 – 4 years 57 48
4 – 6 years 29 24
6 – 8 years 8 6
Above 8 years 0 0
TOTAL 120 100
Inference
The above table shows that 48 per cent of the respondents are having an
experience of about 2 to 4 years in the company, 24 per cent are having an experience
of 4 to 6 years, 22 per cent are having experience of having less than 2 years and only
6 per cent of the respondents are having experience 6 to 8 years.
48 per cent of the respondents are having an experience of about 2 to 4 years
in the company.
44
CHART: 3.1.5
EXPERIENCE OF THE RESPONDENTS
0
8 %
29 %
57 %
26 %
0
10
20
30
40
50
60
Lessthan 2years
2 – 4years
4 – 6years
6 – 8years
Above 8years
Experiance
No
of
Res
po
nd
ents
No of Respondents
45
TABLE: 3.1.6
MONTHLY INCOME OF RESPONDENTS
Monthly Income Number of Respondents Percentage%
Less than Rs 3000 25 20.83
Rs 3000 – Rs 6000 48 40
Rs 6000 – Rs9000 14 11.67
Rs 9000 – Rs12000 15 12.50
Above Rs 12000 18 15
TOTAL 120 100
Inference
The above table shows that 40 per cent of the respondents are earning
between Rs 3000 and Rs 6000, 20.83 per cent of the respondent are earnings less than
Rs 3000 , 11.67 percent of the respondents are earning between Rs 6000 – Rs9000,
12.50 percent of the respondents are earning between Rs 9000 – Rs12000 and 15 per
cent of the respondents are earnings above Rs 12000.
40 per cent of the respondents are earning between Rs 3000 and Rs 6000.
46
CHART: 3.1.6
MONTHLY INCOME OF RESPONDENTS
25 %
48 %
14 % 15 % 18 %
0
10
20
30
40
50
60
Lessthan Rs
3000
Rs 3000– Rs6000
Rs 6000– Rs9000
Rs 9000–
Rs12000
Above Rs12000
Monthly income
No
of
resp
on
den
ts
No of Respondents
47
TABLE: 3.1.7
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE
EFFECTIVENESS OF TRAINING ON PERFORMANCE
Opinion Number of Respondents Percentage%
Strongly Agree 42 36.67
Agree 43 38.33
Neither Agree Nor Disagree 23 19.17
Disagree 12 10
Strongly Disagree 0 0.00
TOTAL 120 100
Inference
The above table shows that 38.33 per cent of the respondents agree that the
training programmers were effective and it helped them to perform their job
effectively, 36.67 per cent of the respondents strongly agree with it and 10 per cent of
the respondents disagree.
38.33 per cent of the respondents agree that the training programmers were
effective and it helped them to perform their job effectively.
48
CHART: 3.1.7
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE
EFFECTIVENESS OF TRAINING ON PERFORMANCE
42 %
0 %12 %
23 %
43 %
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
49
TABLE: 3.1.8
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE
WORKING CONDITIONS OF THE COMPANY
Opinion Number of Respondents Percentage%
Strongly Agree 67 55.83
Agree 33 27.50
Neither Agree Nor Disagree 15 12.50
Disagree 5 4.67
Strongly Disagree 0 0
TOTAL 120 100
Inference
The above table shows that 55.83 per cent of the respondents strongly agree
that the working condition in the company is comfortable, and 27.50 per cent of the
respondents agree with it only 4.67 per cent disagree.
55.83 per cent of the respondents agree that the working condition in the
company is comfortable.
50
CHART: 3.1.8
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE
WORKING CONDITIONS OF THE COMPANY
05 %15 %
33 % 67 %
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
51
TABLE: 3.1.9
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE
WORKING HOURS OF THE COMPANY
Opinion Number of Respondents Percentage%
Strongly Agree 9 8
Agree 100 83
Neither Agree Nor Disagree 10 8
Disagree 1 1
Strongly Disagree 0 0
TOTAL 120 100
Inference
The above table shows that 83 per cent of the respondents agree that the
working hour in the company is comfortable, and 8 per cent of the respondents
strongly agree with it.
83 per cent of the respondents agree that the working hour in the company is
comfortable.
52
CHART: 3.1.9
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE
WORKING HOURS OF THE COMPANY
9 %1%10 %
100 %
0
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
53
TABLE: 3.1.10
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE SAFETY
MEASURES ADOPTED BY THE COMPANY
Opinion Number of Respondents Percentage%
Strongly Agree 14 11
Agree 92 77
Neither Agree Nor Disagree 13 11
Disagree 1 1
Strongly Disagree 0 0
TOTAL 120 100
Inference
The above table shows that 77 per cent of the respondents agree and 11 agree
that they are extremely happy with the safety measures adopted by the company. And
an equal proprietor of the respondents disagrees with it.
77 per cent of the respondents agree with the safety measures adopted by the
company.
54
CHART: 3.1.10
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE SAFETY
MEASURES ADOPTED BY THE COMPANY
0
14 %
92 %
13 %
1 %
0
10
20
30
40
50
60
70
80
90
100
Strong
ly Agr
ee
Agree
Neither A
gree
Nor Disa
gree
Disagr
ee
Strong
ly Disa
gree
Opinion
No
of
resp
on
den
ts
No of Respondents
55
TABLE: 3.1.11
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE
COOPERATION WITH OTHER DEPARTMENTS
Opinion Number of Respondents Percentage%
Strongly Agree 26 22
Agree 76 63
Neither Agree Nor Disagree 9 8
Disagree 8 6
Strongly Disagree 1 1
TOTAL 120 100
Inference
The above table shows that 63 per cent of the respondents agree that the other
departments in the company cooperates each other. 22 percent of the respondents
strongly agree with it and only 6 percent of the respondents disagrees with it.
63 per cent of the respondents agree that the other departments in the company
cooperates each other.
56
CHART: 3.1.11
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE
COOPERATION WITH OTHER DEPARTMENTS
1 %
8 %9 %
76 %
26 %
0
10
20
30
40
50
60
70
80
StronglyAgree
Agree NeitherAgreeNor
Disagree
Disagree StronglyDisagree
Opinion
No
of
Res
po
nd
ents
No of Respondents
57
TABLE: 3.1.12
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THEFREEDOM TO OFFER COMMENTS AND SUGGESTIONS
Opinion Number of Respondents Percentage%
Strongly Agree 16 13
Agree 77 64
Neither Agree Nor Disagree 24 20
Disagree 3 2
Strongly Disagree 0 0.00
TOTAL 120 100
Inference
The above table shows that 64 per cent of the respondents agree that they feel
free to offer comments and suggestions in the organization and 13 per cent of the
respondents strongly agree with it.
64 per cent of the respondents agree that they feel free to offer comments
and suggestions in the organization.
58
CHART: 3.1.12
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THEFREEDOM TO OFFER COMMENTS AND SUGGESTIONS
016 %
3%
24 %
77 %
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
59
TABLE: 3.1.13
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE
RELATIONSHIP WITH COLLOGUES
Opinion Number of Respondents Percentage%
Strongly Agree 9 8
Agree 65 54
Neither Agree Nor Disagree 30 25
Disagree 6 5
Strongly Disagree 10 8
TOTAL 120 100
Inference
The above table shows that 54 per cent of the respondents agree that they
have harmonious relationship with their colleagues in the company and 8 per cent of
the respondents strongly agree with it.
54 per cent of the respondents agree that they have harmonious relationship
with their colleagues in the company.
60
CHART: 3.1.13
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE
RELATIONSHIP WITH COLLOGUES
9 %10 %6 %
30 %
65 %
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
61
TABLE NO: 3.1.14
LEVEL OF OPINION OF THE RESPONDENTS REGARDING DISSEMINATION OF INFORMATION WITH IN THE ORGANIZATION
Opinion Number of Respondents Percentage%
Strongly Agree 18 15
Agree 96 80
Neither Agree Nor Disagree 6 5
Disagree 0 0
Strongly Disagree 0 0
TOTAL 120 100
Inference
The above table shows that 80 per cent of the respondents agree regarding
the opinion that every new change in the organization is communicated, 15 per cent of
the respondents strongly agree that every new change in the organization is
communicated.
80 per cent of the respondents agree regarding the opinion that every new
change in the organization is communicated.
62
CHART: 3.1.14
LEVEL OF OPINION OF THE RESPONDENTS REGARDING
DISSEMINATION OF INFORMATION WITH IN THE ORGANIZATION
63
006%18 %
96 %
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
TABLE NO: 3.1.15
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THEIR
PARTICIPATION IN THE MANAGERIAL DECISION MAKING
Opinion Number of Respondents Percentage%
Strongly Agree 20 16
Agree 73 61
Neither Agree Nor Disagree 27 23
Disagree 0 0
Strongly Disagree 0 0
TOTAL 120 100
Inference
The above table shows that 61 per cent of the respondents agree that they are
allowed to participate in the managerial decision making and 23 per cent of the
respondents Neither Agree Nor Disagree with it.
61 per cent of the respondents agree that they are allowed to participate in the
managerial decision making.
64
CHART: 3.1.15
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THEIR
PARTICIPATION IN THE MANAGERIAL DECISION MAKING
0020 %
27 %
73 %
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
65
TABLE: 3.1.16
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE COMPENSATION
Opinion Number of Respondents Percentage%
Strongly Agree 6 5
Agree 53 44
Neither Agree Nor Disagree 53 44
Disagree 8 7
Strongly Disagree 0 0
TOTAL 120 100
Inference
The above table shows that 44 per cent of the respondents are neutral with
the opinion that they are given adequate and fair compensation for the work they do,
44 per cent of the respondents agree that they are paid fairly, 7 per cent of the
respondents disagree with it, and 5 per cent of the respondents strongly disagree with
it.
44 per cent of the respondents are neutral with the opinion that they are given
adequate and fair compensation for the work they do.
66
CHART: 3.1.16
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE COMPENSATION
0 6%8%
53 % 53 %
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
67
TABLE: 3.1.17
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE FEEDBACK AND APPRECIATION BY THE SUPERVISORS
Opinion Number of Respondents Percentage%
Strongly Agree 24 20
Agree 84 70
Neither Agree Nor Disagree 4 3
Disagree 8 7
Strongly Disagree 0 0
TOTAL 120 100
Inference
The above table shows that 70 per cent of the respondents agree that the feed
back given by the supervisors are motivating and 20 per cent of the respondents
strongly agree with it.
70 per cent of the respondents agree that the feed back given by the
supervisors are motivating.
68
CHART: 3.1.17
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE FEEDBACK AND APPRECIATION BY THE SUPERVISORS
04%
8%
24 %
84%
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
69
TABLE: 3.1.18
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE FREEDOM OF WORK
Opinion Number of Respondents Percentage%
Strongly Agree 3 2
Agree 72 60
Neither Agree Nor Disagree 41 35
Disagree 3 2
Strongly Disagree 1 1
TOTAL 120 100
Inference
The above table shows that 60 per cent of the respondents agree that they
have sufficient freedom to bring out their best in them, 35per cent of the respondents
Neither Agree Nor Disagree with it and only 1 percent of the respondents strongly
disagree.
60 per cent of the respondents agree that they have sufficient freedom to bring
out their best in them.
70
CHART: 3.1.18
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE FREEDOM OF WORK
3%1%3%
41%
72%
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
71
TABLE: 3.1.19
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE HEALTH CHECKUPS FOR THE EMPLOYEES
Opinion Number of Respondents Percentage%
Strongly Agree 45 38
Agree 61 51
Neither Agree Nor Disagree 9 7
Disagree 5 4
Strongly Disagree 0 0
TOTAL 120 100
Inference
The above table shows that 51 per cent of the respondents agree that the
company does free health checkups for the sake of employees, 38% strongly agree
with it and only 4 per cent of the respondents disagree.
51 per cent of the respondents agree that the company does free health
checkups for the sake of employees.
72
CHART: 3.1.19
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE HEALTH CHECKUPS FOR THE EMPLOYEES
0
45%
5%9%
61%
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
73
TABLE: 3.1.20
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THEARRANGEMENT OF INSURANCE FOR THE EMPLOYEES
Opinion Number of RespondentsPercentage%
Strongly Agree 64 53
Agree 43 36
Neither Agree Nor Disagree 1 1
Disagree 12 10
Strongly Disagree 0 0
TOTAL 120 100
Inference
The above table shows that 53 per cent of the respondents strongly agree that
the company arranges insurance for them, 36 per cent of the respondents agree with it.
53 per cent of the respondents agree that the company arranges insurance for
them.
74
CHART: 3.1.20
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THEARRANGEMENT OF INSURANCE FOR THE EMPLOYEES
012%1%
43% 64%
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
75
TABLE: 3.1.21
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE REIMBURSEMENT OF MEDICAL EXPENSES
Opinion Number of Respondents Percentage%
Strongly Agree 3 2
Agree 40 33
Neither Agree Nor Disagree 63 53
Disagree 13 11
Strongly Disagree 1 1
TOTAL 120 100
Inference
The above table shows that 53 per cent of the respondents are neutral
regarding the opinion that the company reimburses the medical expenses incurred by
the employees 33 per cent of the respondents agree that the company reimburses the
medical expenses and only 11 per cent of the employees of the employees disagree.
53 per cent of the respondents are neutral regarding the opinion that the
company reimburses the medical expenses incurred by the employees.
76
CHART: 3.1.21
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE REIMBURSEMENT OF MEDICAL EXPENSES
3%1%13%
63 %
40 %
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
77
TABLE: 3.1.22
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE TRANSPORT FACILITIES PROVIDED BY THE COMPANY
Transport Facility Number of Respondents Percentage%
Strongly Agree 11 9
Agree 91 76
Neither Agree Nor Disagree 17 14
Disagree 1 1
Strongly Disagree 0 0
TOTAL 120 100
Inference
The above table shows that 76 per cent of the respondents agree that the transport
facilities provided by the company is adequate, 9 per cent of the respondents strongly
agree with it and only 14 per cent of the respondents are neutral with the transport
facilities.
76 per cent of the respondents agree that the transport facilities provided by
the company is adequate.
78
CHART: 3.1.22
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE TRANSPORT FACILITIES PROVIDED BY THE COMPANY
1% 0
91%
17%11%
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
79
TABLE: 3.1.23
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE RECREATION OF THE COMPANY
Festivals Number of Respondents Percentage%
Strongly Agree 2 1
Agree 84 70
Neither Agree Nor Disagree 28 23
Disagree 3 3
Strongly Disagree 3 3
TOTAL 120 100
Inference
The above table shows that 70 per cent of the respondents agree that the
company celebrates regional and national festivals to have fun at the work place and
23 percent of the respondents Neither Agree Nor Disagree with it.
70 per cent of the respondents agree that the company celebrates regional and
national festivals to have fun at the work place
80
CHART :3.1.23
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE RECREATION AND STRESS MANAGEMENT OF THE COMPANY
2% 3%3%
28%
84%
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
81
TABLE: 3.1.24
LEVEL OF OPINION OF THE RESPONDENTS REGARDING JOB SATISFACTION
Job Security Number of Respondents Percentage%
Strongly Agree 15 12
Agree 75 63
Neither Agree Nor Disagree 26 22
Disagree 4 3
Strongly Disagree 0 0
TOTAL 120 100
Inference
The above table shows that 63 per cent of the respondents are agree
regarding the opinion that they feel satisfied about their job, equally 22 per cent of the
respondents Neither Agree Nor Disagree that their job is satisfied and only 3 per cent
of the respondents strongly disagree and opposite that their job is not satisfied.
63 per cent of the respondents are agree regarding the opinion that they feel
satisfied with their job.
82
TABLE NO: 3.1.24
LEVEL OF OPINION OF THE RESPONDENTS REGARDING JOB SATISFACTION
0 15%4%26%
75%
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
83
TABLE NO: 3.1.25
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE CASUAL LEAVE AND PERMISSION OF THE COMPANY
Leave Facility Number of Respondents Percentage%
Strongly Agree 15 13
Agree 9 8
Neither Agree Nor Disagree 2 1
Disagree 94 78
Strongly Disagree 0 0
TOTAL 120 100
Inference
The above table shows that 78 per cent of the respondents disagree and
opinion that they are not happy with the number of causal leave and permission
allowed by the company, 8 per cent of the respondents agree and only 13 per cent of
the respondents strongly disagree.
78 per cent of the respondents disagree and opinion that they are not happy
with the number of causal leave and permission allowed by the company
84
TABLE NO: 3.1.25
LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE CASUAL LEAVE AND PERMISSION OF THE COMPANY
0
2%
9%
15%
94%
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
85
TABLE NO: 3.1.26
LEVEL OF OPINION OF THE RESPONDENTS REGARDING ABSENTEEISM
Absenteeism Number of Respondents Percentage%
Strongly Agree 41 34.17
Agree 32 26.67
Neither Agree Nor Disagree 8 6.67
Disagree 9 7.50
Strongly Disagree 30 25
TOTAL 120 100
Inference
The above table shows that 34.17 per cent of the respondents strongly agree
with the level of opinion regarding absenteeism.26.67 per cent agree regarding
absenteeism and 7.50 per cent disagree with the level of opinion of the respondents
regarding absenteeism.
34.17 per cent of the respondent strongly agree the opinion regarding
absenteeism.
86
CHART NO: 3.1.26
LEVEL OF OPINION OF THE RESPONDENTS REGARDING ABSENTEEISM
41%
30%
9%
8%
32%
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
87
TABLE NO: 3.1.27
LEVEL OF OPINION OF THE RESPONDENTS REGARDING OCCASIONAL SABOTAGE
Occasional sabotage Number of Respondents Percentage%
Strongly Agree 26 21.67
Agree 55 45.83
Neither Agree Nor Disagree 21 17.50
Disagree 18 15
Strongly Disagree 0 0
TOTAL 120 100
45.83 per cent of the employees opined that they agree with the occasional
sabotage ,21.67 per cent of the respondents strongly agree with occasional sabotage
and none of the employees dis agree with occasional sabotage.
45.83 per cent of the employees opined that they agree with the level of
opinion of the respondents regarding occasional sabotage.
88
CHART NO: 3.1.27
LEVEL OF OPINION OF THE RESPONDENTS REGARDING OCCASIONAL SABOTAGE
0
26%18%
21%
55%
Strongly Agree
Agree
Neither Agree NorDisagree
Disagree
Strongly Disagree
89
3.2. CHI-SQUARE ANALYSIS
TABLE: 1
WORK EXPERIENCE VS MONTHLY INCOME
Chi-square (X²) = (O – E)² / E
Degrees of Freedom = V = (R – 1) (C – 1)
For all the chi-square test the table value has taken @ 5% level of significance.
Null Hypothesis (Ho)
There is no significant relationship between work experience and salary.
Alternative Hypothesis (H1)
There is significant relationship between work experience and salary.
.
Work Experience MONTHLY INCOME
Strongly Agree
Agree Neither Agree Nor Disagree
Dis Agree
Strongly Disagree
Total
Less than 2 years 10 2 6 3 1 22
2 – 4 years 12 7 8 12 9 48
4 – 6 years 6 2 12 3 1 24
6 – 8 years 2 1 0 3 0 6
Above 8 years 0 0 0 0 0 0
Total 30 12 26 21 11 100
90
Calculated value
Table valueLevel of
significance
27.0 26.3 5%
Interpretation
The calculated chi-square value is less than the table value at 5% level of
significance. So, null hypothesis is accepted. Hence there is no significant relationship
between work experience and monthly income.
There is no significant relationship between work experience and monthly
income.
91
TABLE: 2
WORK EXPERIENCE VS JOB SATISFACTION
Null Hypothesis (Ho)
There is no significant relationship between work experience and job satisfaction.
Alternative Hypothesis (H1)
There is significant relationship between work experience and job satisfaction.
.
Work Experience Job Satisfaction
Strongly Agree
Agree Neither Agree Nor Disagree
Dis Agree
Strongly Disagree
Total
Less than 2 years 2 10 8 2 0 22
2 – 4 years 0 21 6 18 3 48
4 – 6 years 12 6 3 2 1 24
6 – 8 years 2 4 0 0 0 6
Above 8 years 0 0 0 0 0 0
Total 16 41 17 22 4 100
Interpretation
The calculated chi-square value is greater than the table value at 5% level of
significance. So, null hypothesis is rejected. Hence there is significant relationship
between work experience and job satisfaction.
There is significant relationship between work experience and job
satisfaction.
92
Calculated value
Table valueLevel of
significance
21.96 26.3 5%
TABLE: 3
AGE VS JOB SATISFACTION
Null Hypothesis (Ho)
There is no significant relationship between age group and job satisfaction
Alternative Hypothesis (H1)
There is significant relationship between age group and job satisfaction
.
Age Group Job Satisfaction
Strongly Agree
Agree Neither Agree Nor Disagree
Dis Agree
Strongly Disagree
Total
Below 25 Years 5 4 5 1 0 15
25 – 35 years 7 12 3 6 10 38
35 – 45 years 10 7 3 6 10 36
45 – 55 years 4 3 2 1 1 11
Above 55 Years 0 0 0 0 0 0
Total 26 26 13 14 21 100
Interpretation
The calculated chi-square value is less than the table value at 5% level of
significance. So, null hypothesis is rejected. Hence there is significant relationship
between age and job satisfaction
93
Calculated value Table valueLevel of
significance
17.61 26.03 5%
There is significant relationship between age and job satisfaction.
TABLE: 4
EDUCATIONAL QUALIFICATION VS COMPENSATION
Null Hypothesis (Ho)
There is no significant relationship between educational qualification and compensation.
Alternative Hypothesis (H1)
There is significant relationship between educational qualification and compensation.
.
Educational Qualification
Compensation
Strongly Agree
Agree Neither Agree Nor Disagree
Dis Agree
Strongly Disagree
Total
Below SSLC 7 3 4 9 1 24
SSLC 3 7 11 3 1 25
HSC 5 3 4 2 3 17
Graduate 3 1 0 1 2 7
Post Graduate 0 0 0 0 0 0
Diploma 12 4 6 1 3 27
Total 30 18 25 17 10 100
94
Calculated value Table valueLevel of
significance
21.96 36.42 5%
Interpretation
The calculated chi-square value is greater than the table value at 5% level of
significance. So, null hypothesis is rejected. Hence there is significant relationship
between education qualification and compensation
There is significant relationship between education qualification and
compensation.
TABLE: 5
GENDER VS JOB SATISFACTION
Null Hypothesis (Ho)
There is no significant relationship between gender and job satisfaction.
Alternative Hypothesis (H1)
There is significant relationship between gender and job satisfaction.
.
Gender Job Satisfaction
Strongly Agree
Agree Neither Agree Nor Disagree
Dis Agree
Strongly Disagree
Total
Male 15 8 9 3 4 39
Female 4 13 27 14 3 61
Total 19 21 36 17 7 100
Interpretation
The calculated chi-square value is less than the table value at 5% level of
significance. So, null hypothesis is accepted. Hence there is no significant relationship
between gender and job satisfaction.
95
Calculated value Table valueLevel of
significance
13.70 11.296 5%
There is no significant relationship between gender and job satisfaction.
3.3. WEIGHTED AVERAGE RANKING METHOD
TABLE: 1
WORK ENVIRONMENT
Response No of Respondents
weight WX
SA 16 5 80
A 46 4 184
N 32 3 96
DA 15 2 30
SDA 11 1 11Total 15 401
Weighted average 26.73
96
TABLE: 2
COMPENSATION
Response No of Respondents
Weight WX
SA 13 5 65
A 68 4 272
N 28 3 84
DA 9 2 18
SDA 2 1 2Total 15 441
Weighted average 29.4
97
TABLE: 3
RELATION AND CO-OPERATION
Response No of Respondents
Weight WX
SA 16 5 80
A 49 4 196
N 21 3 63
DA 14 2 28
SDA 0 1 0Total 15 367
Weighted average 24.46
98
TABLE: 4
SAFETY MEASURES
Response No of Respondents
Weight WX
SA 46 5 230
A 49 4 196
N 21 3 63
DA 4 2 8
SDA 0 1 0Total 15 497
Weighted average 33.13
99
TABLE: 5
JOB SATISFACTION
Response No of Respondents
Weight WX
SA 12 5 60
A 33 4 132
N 43 3 129
DA 27 2 54
SDA 5 1 5Total 15 380
Weighted average 25.33
100
TABLE: 6
WEIGHTED AVERAGE RANK
RANK VARIATION
1[Safety measures] 33.13
2[Compensation] 29.40
3[Work environment] 26.73
4[Job Satisfaction] 25.33
5[Relation & co operation] 24.46
101
CHAPTER -IV
4.1. FINDINGS
38 per cent of the respondents are between 25 -35 years.
60.84 per cent of the respondents are female.
53.33 per cent of the respondents are married.
Educational qualification of 26.67 per cent of the respondents is SSLC.
48 per cent of the respondents are having an experience of about 2 to 4 years
in the company.
40 per cent of the respondents are earning between Rs 3000 to Rs 6000.
38.33 per cent of the respondents agree that the training programmers were
effective and it helped them to perform their job effectively.
55.83 per cent of the respondents agree that the working condition in the
company is comfortable.
83 per cent of the respondents agree that the working hour in the company is
comfortable.
77 per cent of the respondents agree that they are extremely happy with the
safety measures adopted by the company.
63 per cent of the respondents agree that the other departments in the company
cooperates each other.
64 per cent of the respondents agree that they feel free to offer comments and
suggestions in the organization.
54 per cent of the respondents agree that they have harmonious relationship
with their colleagues in the company.
80 per cent of the respondents agree regarding the opinion that every new
change in the organization is communicated .
102
61 per cent of the respondents agree that they are allowed to participate in the
managerial decision making.
44 per cent of the respondents are neutral with the opinion that they are given
adequate and fair compensation for the work they do.
70 per cent of the respondents agree that the feedback given by the supervisors
are motivating.
60 per cent of the respondents agree that they have sufficient freedom to bring
out their best in them.
51 per cent of the respondents agree that the company does free health
checkups for the sake of employees.
53 per cent of the respondents agree that the company arranges insurance for
them.
53 per cent of the respondents are neutral regarding the opinion that the
company reimburses the medical expenses incurred by the employees.
76 per cent of the respondents agree that the transport facilities provided by
the company is adequate.
70 per cent of the respondents agree that the company celebrates regional and
national festivals to have fun at the work place.
54 per cent of the respondents agree that they feel comfortable and satisfied
with their job.
63 per cent of the respondents are neutral regarding the opinion that they feel
secured about their job.
78 per cent of the respondents disagree and opinion that they are not happy
with the number of causal leave and permission allowed by the company.
34.17 per cent of the respondent strongly agree the opinion regarding
absenteeism.
45.83 per cent of the employees opined that they agree with the level of
opinion of the respondents regarding occasional sabotage.
There is no significant relationship between work experience and monthly
income.
There is significant relationship between work experience and job satisfaction.
There is significant relationship between age and job satisfaction.
103
There is significant relationship between education qualification and
compensation.
There is no significant relationship between gender and job satisfaction.
4.2 CONCLUSION
Quality of work life is an internationally designed effort to bring about
increased labour management, co-operation to jointly solve the problem of improving
organization performance and employee satisfaction.
To find out the quality of work life of employees in Sri Karpagam Mills India
(P) Ltd, the researcher has conducted a study with the help of structured questionnaire
with the sample size being 120. The data has been analyzed using simple percentage
method, Chi- Square test and weighted average ranking method based on which
inference has been made from the study it is found that quality of work life in Sri
Karpagam Mills India (P) Ltd, is moderate. The company can take the suggestion
whichever it feels necessary.
104
4.3 SUGGESTIONS
On the basis of the result obtained through the survey, the following
suggestions have been recommended form the findings for kind consideration and
implementation.
The management can encourage the employees ideas and suggestions in tech-
nical planning also, so that the employee will have equal participation in all
the work.
Employees personal life needs should also be recognized by the management
along with the work activity so that they would work without tension.
Provision like leisure time shall be given to all the employee so that the work-
ers may feel relaxed and work without any strain.
Major and minor accomplishments of the employees are recognized &
rewarded with incentives and other monitory benefits.
The organization arranges special talks and conduct programs to offer tips to
balance the professional and personal lives
105
BIBLIOGRAPHY
BOOKS
Subba,Rao P “Human resource management and Industrial Relations,”Hi-
malaya Publishing house Second edition.
Gupta, C.B “ Human resource management” Himalaya publishing house
Fifth edition.
Kothari, C.R “ Research Methodology”,Vikas publishing House pvt.ltd.,
1990.
Aswathappa K, & Sadhna dash “International Human resource manage-
ment” Tata McGraw Hill publish company ltd First edition 2008.
Advanced “Human resource management” by Gupta S.C.
WEBSITE
www.hrm.com
www.citehr.com
www.al books.co.in
106
ANNEXURE
QUESTIONNAIRE
“A STUDY ON THE QUALITY OF WORK LIFE OF THE EMPLOYEES
WITH SPECIAL REFERENCE TO SRI KARPAGAM MILLS INDIA (P) LTD,
COIMBATORE.”
Dear respondent,
I, Aarthi.S, am pursuing MBA [II Year] in Dr.SNS Rajalakshmi College of
Arts And Science. In order to fulfill the partial requirement for the award of the
degree, I am doing a project entitled, “A Study on the Quality of Work Life of
the Employees with Special Reference to Sri Karpagam Mills India (P)Ltd,
Coimbatore”, for which I need your support to fill in this questionnaire. Kindly
read the questions carefully and give your response for the same.
Name of the Respondent:_________________________
PERSONAL FACTORS:
1) Age :
Less than 25years 25 years - 35 years 35 years- 45 years
45 years - 55 years Above 55 years
107
2) Gender :
Male Female
3) Marital Status :
Married Unmarried
4) Educational Qualification :
Below SSLC SSLC H.Sc Graduate Post Graduate Diploma
5) Work Experience:
Less than 2 years 2 - 4 years 4-6 years 6 – 8 years Above 8 years
6) Monthly income :
Less than Rs 3000 Rs 3000 - Rs 6000 Rs 6000 - Rs 9000
Rs9000 – Rs 12000 Above Rs 12000
STUDY FACTORS:
Read the following statements carefully and indicate your response by ticking ( ) in
the appropriate column
SA – Strongly Agree; A- Agree; NN- Neither Agree Nor Disagree: DA- Disagree; SD- Strongly Disagree
S.NO STATEMENTS SA A NN DA SD
7
TRAINING
The training programs help me to achieve the required skill for performing the job efficiently.
8
9
WORK ENVIRONMENT & WORKING
CONDITIONS
I am comfortable with the working conditions in the company.
I am comfortable with the working hours in the company.
SAFETY MEASURES
108
10 I am extremely happy with the safety measures adopted by the company.
11
12
ORGANISATION CULTURE AND CLIMATE
Other departments in the company cooperate with each other.
I feel free to offer comments and suggestions in the organization.
13
RELATION AND CO-OPERATION
There is harmonious relationship with our colleagues in the company.
14
DISSEMINATION OF INFORMATION
Every new change in the organization is communicated.
15
PARTICIPATION WITH MANAGEMENT
Employees are allowed to participate in the managerial decision making.
16
COMPENSATION
Employees are given adequate compensation in the firm
17
FEEDBACK AND APPRECIATION
The feed back given to us by the supervisors about the work done is motivating.
18
FREEDOM OF WORK
My company gives sufficient freedom to bring out the best in me.
19
20
MEDICAL AND INSURANCE FACILITES
The company does free health checkups for the sake of the employees.
The company arranges insurance for the employees.
21
TRANSPORT FACILITES
Transport facilities provided by the company is adequate.
109
22
RECREATION
The company celebrates regional and national festivals to have fun at the work place.
23
JOB SATISFACTION
I feel comfortable and satisfied with my job.
24
25
ABSENTEESIM
I offen take leave because of my health condition.
I take leave because of my working condiion.
26
27
OCCASIONAL SABOTAGE
I feel that your immediate superior is not recgonizing your potentialness.
Do you have frequent meeting with your superior for improvement
28)How do you rank the following facilities and welfare measures provided by your company in the order of your satisfaction:
1 – Most satisfied, 5 – Least satisfied
S.No Welfare measures Rank
1
2
3
4
5
Work environment
Compensation
Relation and Co-operation
Safety measures
Job satisfaction
110
111