Introduction 34

CHAPTER –I

INTRODUCTION

1.1 INTRODUCTION

“Kanyakumari District Co-opertive Spinning Mill of Kanyaspin, Ltd,

Aralvaymozhi”. This study is carried out from the point of view of production value,

sales and finance, purchase, HR.

Every production activity mainly depends upon four factors viz Men, Material,

machine and money. Among the four men could be easily replaced by machine

partially of wholly. But money and material are the resources that cannot be kept

aloof.

A highly populated country, like India, is never is short of human resources

but in short of financial resources. As such India cannot keep aside the use of human

resources and cannot introduce machine totally. The spinning mills bearing these

factors in mind runs the show with these resources.

The government has given encouragement to almost all sectors. Small scale

cottage industries were treated with special care in view of their deep roots in villages.

Handloom sector is one which was largely benefited by this policy. When the

handloom industry becomes economically important and politically sensitive the

government has taken upon itself the responsibility of providing a steady supply of

yarn of standard quality in required quantity and courns at reasonable prices to the

weavers.

The Kanyakumari District co-operative spinning mills was registered on

21.10.1963 and started its production from 09.12.1965.

During this period, the mill installed 24,960 spindles (Licensed capacity

25,000). In order to supply varieties of yarn to the weavers in the mill, there were

machines for producing yarns of different counts of 20s, 30s, 40s, 80s, & 100s and

also Hank yarn of 2/17, 2/40/ 2/60 & 2/80 and cone yarn of 20s, 30s, 40s, 60s and

1

80s. In addition the mill produced cotton/polyester yarns 52s, 62s and 2/80s. Four

generations were installed in order to run the mill during power shortage. South

Indian mills concentrate mustly on spinning & supply of yarn to the handloom sector,

K.K. District co-operative spinning mills ltd, Aralvaymozhi is also one of them which

produces yarn. Certain varieties like the Turkies towels, produced in this area have

been well known all over the country.

1.2 GEOGRAPHICAL COVERAGE :

The study unit is located at Aralvaymozhi in Kanyakumari District that is 14

kms to the east of Nagercoil. This district depends upon seasonal rains the agricultural

operation totally depends upon the rainfall. There are dams for irrigating the lands in

kanyakumari district more over this district has come under industrially backward

area. This area is not rich in minerals except the rare earths in Manavalakurchi. The

windmills are installed in this area which help to reduce the shortage of power supply.

1.3 POWER

Production of IMW power from Non-Conventional Energy sources :

It is nature’s gift that mill is located in the area which is best in India for

harnassing wind energy. The mill WIND FARM is the first in the co-operative sector.

The mill had commissioned 7 Nos 250KW WEG at mill premises under Non-

conventional energy sources. The mill will meets out 30% power requirement. The

project is completed and commissioned into production under INDIAN

RENEWABLE ENERGY DEVELOPMENT AGENCY NEW DELHI. Long term

loan and with the financial assistance from NCDC and TamilNadu Govt.

1.4 CAPTIVE POWER :

After the implementation of Energy saving measures, mill require 1250KVA

power from 1550KVA to run its full capacity. At present, the mill is having 5

Generator sets to total capacity of 1462KVA. The mills have been sanctioned

maximum demand of 1250 KVA by the TamilNadu Electricity Board, but being

maintained at 1050 KVA.

2

1.5 STARTING DETAIL ABOUT THE MILLS :

Date of registration : 21.10.1963

Date of commercial production : 09.12.1965

Date of inauguration : 09.12.1965

Inaugurated by : Sri.M.Bhathvatsalam

(Chief Minister of Tamil Nadu)

Presiding over this function : Sri.R.Venkat Raman.

(Minister for Industries Tamilnadu)

Building up area : 1.41 lakhs sq.fts.

Growth capacity spindles : 1965 – 74 – 12000

I Stage : 1975 – 84 – 12960

(1979)

I modernization : 1979 – 80

1.6 AUDIT OF ACCOUNT :

Two types of audit of account are carried out in Kanyakumari District Co-

operative Spinning Mills Ltd, Aralvaymozhi viz Internet and External audit.

Internet Audit is carried out by their staff thoughts the financial years.

External audit is carried out by co-operative auditors, Examined by Deputy

Director of co-operative audits, Nagercoil and the certificate of audit is issued by Joint

Director of Co-operative audits.

3

1.7 PAST ACHIEVEMENT :

The mill has got many laurels and certificates of merit by difference forums of

the textiles industry in ALL. INDIA LEVEL, AND STATE LEVEL.

1.8 AIMS AND OBJECTIVES OF THE MILL

The objectives of kanyakumari district co-operative spinning mills are to carry

on the manufacturing and business of cotton, manmade fibre selling yarn at

reasonable price to the handloom weavers, ensuring reasonable wages, security and

providing employment to safe guard the interest of the weavers.

4

CHAPTER –II

REVIEW OF LITERATURE

2.1 HUMAN RESOURCE DEVELOPMENT CONCEPTUAL ANALYSIS AND

THEORY :

The term human resources refers to the knowledge, skills, creative abilities,

talents aptitude, values and beliefs of an organization’s workforce. The more

important aspects of human resources are aptitude, values, attitudes and beliefs. But,

in a given situation, if these vital aspects remain same, the other aspects of human

resources like knowledge, skills, creative abilities and talents play an important role in

deciding the efficiency and effectiveness of an organization’s work force. However,

enhancement of utilization value of human resources depends on improvement of the

human resource aspects like values, beliefs, aptitude and attitude in accordance with

the changing requirements of groups, organization and society at large. This process is

the essence of human resource development. It is clear from this interpretation that

human resource development improves the utilization value of an organization.

The effective performance of an organization depends not just on the available

resources, but its quality and competence as required by the organization from time to

time. The difference between two nations largely depends on the level of quality of

human resources. Similarly, the difference in the level of performance of two

organizations also depends on utilization value of human resources. Moreover, the

efficiency of production process and various areas of management depend to a greater

extent on the level of human resources development.

HRD assumes significance in view of the fast changing organization

environments and need of the organization to adopt new techniques in order to

respond to the environmental changes. The changing environment factors include:

Unprecedented increase in competition within and outside the country

consequent upon the announcement and implementation of economic liberalizations.

5

Trends towards market economy are more prevalent in most of the countries

including the erstwhile communist countries. These trends towards marketing

economy resulting in severe competition not only among the industries in the globe

but also industries within the nation. This competition allows only the industries

strong in all respects to continue in the market and the other industries are forced to

withdraw from the market.

The vitality of human resources to a nation and to industry depends upon the

level of its development. Organization to be dynamic, growth – oriented and fast

changing should develop their human resources. It is needles to say that the

organization possessing competent human resources grow faster and can be dynamic.

Though the positive personnel policies and programmes motivate the employees, but

their commitment and loyally but these efforts cannot keep the organization dynamic

and first changing.

Organization to be dynamic should possess dynamic human resources. Human

resources to the dynamic acquire capabilities continuously; adopt the values and

beliefs and aptitude in accordance with changing requirements of the organization.

Similarly, when employees use their initiative, take risks, experiments, innovate and

make things, happen, the organization may said to have an enabling culture. The

competent human resources can be dynamic in an enabling culture. Thus, the

organization can develop, significant role in making the human resources vital useful

and purposeful.

HRD has been defined as a process by which the employees of an organization

are helped, in a continuous, planned way, to acquire or sharpen capabilities required

to perform various functions associated with their present or expected future roles;

develop their general capabilities as individuals and discover and exploit their own

inner potential for their own and / or organizational development purposes; develop

an organizational culture in which the supervisor-subordinate relationships, termwork

and collaboration among sub units are strong and contribute to the professional well

being, motivation and pride of employees.

The HRD instruments / subsystems/ mechanisms (e.g.HRD departments,

appraisal systems, job rotation and training) from the HRD processes and culture,

6

HRD outcomes and organizational outcomes. The HRD department or the function

has sometimes been treated as an HRD instrument as it essentially a facilitator or

development. However, given the significance of the HRD department in producing

good employees, the HRD department can be treated as a separate element for good

HRD.

Elements of Good HRD.

The elements of good HRD are

Corporate - strategy and business – linked HRD

Systems – engineered and systems – driven HRD

Appropriately structured and competently handled HRD.

Corporate strategy and Business – linked HRD :

HRD and HR practices should be linked to business goals and corporate

strategy. The organization may use in variety of strategies. Some of these include :

Change in technologies or introduction of new technologies.

Change in markets.

Acquisitions and mergers.

Internationalization of business.

Additional of new products and services.

Cost – reduction programmes.

Quality- enhancement programmes.

Reorganization or rationalization of organizational structure including

downsizing or upsizing.

Change in equity, financial structure, etc.

Joint ventures, etc.

Techniques of Human Resource Development

Techniques of human resource development are also called HRD methods,

HRD instruments or HRD mechanisms or HRD subsystems. They include :

7

Performance Appraisal

Potential Appraisal

Career Planning

Career Development

Employee Development

Executive Development

Organizational Change

Organizational Development

Social and Cultural Programmes

Worker’s participation in Management

Quality Circles

Employee Counseling

Team work

Role Analysis

Communication Policies and Practices

Monetary Rewards

Non-Monetary Rewards

Employee Benefits

Grievance Mechanism

The above techniques and strategies can be briefly explain as follows :

Performance Appraisal :

The process of HRD helps the employees to acquire and / or develop

technical, managerial and behavioral knowledge, skill and abilities and moulds the

values, beliefs and attitudes necessary to perform present and future roles. The

process of performance appraisal helps the employee and the management to know

the level of employee’s performance compared to the standard/pre-determined level.

Performance appraisal is essential to understand and improve the employee’s

performance through HRD. In fact, performance appraisal is the basis for HRD. It was

viewed that performance appraisal was useful to decide upon employee promotion/

transfer, salary determination and the like. But the recent developments in human

resources management indicate that performance appraisal is the basis for employee

8

development. Performance appraisal indicates the level of desired performance level,

level of actual performance and the gap between these two. This gap should be

bridged through human resources development techniques like training, executive

development etc. Modern performance appraisal techniques are suitable for growth

strategies like expansion, diversification, joint ventures, mergers and acquisitions.

These strategies help the company to meet competition, build competencies, acquire

strengths, enhance market share, innovate and create new markets, new products and

new technologies, performance appraisal by the customers, subordinates and peers in

addition to superiors, help the employees to have a feed back from multiple

directions, identify their deficiencies and acquire competencies through training and

development in addition, the modern techniques of performance appraisal and 360

degree performance appraisal enhances employee creativity which in turn contribute

for the achievement of new product development, low cost leadership and

differentiation strategies.

Potential Appraisal :

In making potential appraisal of managers, levels of talent and ambition have

to be clearly identified. It should be remembered that there are limits beyond which

any individual employee will be over-stretched and likely to succeed. Doing the

present job exceedingly well is no indicator of assured success in a higher job. Some

employees are cut-out for specific jobs. They are happy doing such jobs. Promoting

them without assessing their potential may be a lose – lose situation for the

organization.

2.2. Industry Profile :

The organized cotton textile industry is one of the oldest and most firmly

established major industries. At present there are 1,175 mills in the country 1906

spinning mills and 269 composite mills with 28 million spindles and 1.6 lakhs

blooms. 132 mills were closed of Marh 1994.

The structure of textile industry is extremely complex with the medium

sophisticated and highly mechanized mill sector on the one hand and the hand

spinning and hand weaving (hand loom) sector on the other. In between falls the

9

decentralized small scale power loom industry is the largest in the country accounting

for about 17 million people and contributing nearly 30 percent of the value of export.

The Indian textile industry is predominantly cotton based with 70 percent fabric

production being accounted for by cotton.

The mill sector production of all fabric has been declining over the years

mainly because of the intense competition offered by the decentralized sector in the

production of 100%. Man made fibre fabrics is complete and the mill sector is almost

wiped out from this field.

The cotton textile industry consists of three distinct categories in the organized

sector. They are

1. Spinning mills,

2. Coarse and medium composite mills

3. Fine and super fine mills.

Spinning mills are generally small in size. Course and medium composite mills are

not able to adjust their cost in the face of rising prices of raw material and like in

wages. Consequently many of them become uneconomic units and rain to difficulties.

Fine and superfine composite mills use foreign cotton. They are not subject to stock

restriction and can therefore carry on stable production program.

The consumption of cotton fabric has decreased considerably due to the entry

of man made fabrics. The wash and wear qualities of polyster and blended fabrics

reduce the maintenance including the cost in terms of washing and ironing of the

cloths. Consequently, there is a shift in consumption in favour of polyester and

blended fabrics.

2.1.1. TEXTILE SECTOR

i. Textile Mills :

Textile sector in Tamil Nadu has been a forerunner in providing massive

employment, and it is ‘predominantly spinning-oriented’ and that too of cotton

spinning. There are 2950 large, medium and small spinning mills in India, of which

10

1734 mills are located in Tamil Nadu. These include 18 co-operative spinning Mills, 8

National Textile Corporation Mills and 26 composite mills. The spinning capacity of

these Mills is 16.44 million spindles with a labour force of about 2.31 lakh. The

quantity of yarn produced by this state is slightly more than one third of the total yarn

production in the country.

During the year 2004-05, 3223.52 million kg. of yarn was produced in the

country, of which, Tamil Nadu contributed 1261.98 million kg. of yarn. Successively

this state is the No.1 producer of various varieties of yarn in the country.

ii. Co-operative Spinning Mills :

In Tamil Nadu, 18 Co-operative Spinning Mills were setup between 1958 to

1985 with spindle capacity of 4.70 lakh with the object of supplying good quality yarn

at reasonable rates to meet the requirement of hank yarn by the Handloom Weavers

Co-operative Societies and cone yarn by the power loom weave cooperative societies.

Out of 18 Co-operative spinning mills set up in Tamil Nadu, the following 5

Co-operative Mills are functioning at present.

1. Bharathi Co-operative Spinning mills, Ettayapuram.

2. Anna Co-operative spinning mills, Andipatti.

3. Dharmapuri District Co-operative spinning mills, Aranthangi.

4. Pudukottai District Co-operative spinning mills, Aranthangi.

5. Kanyakumari District Co-operative spinning mills, Aralvaimozhi.

2.1.2 PROBLEMS FACED BY THE TEXTILE INDUSTRY :

The cotton mill industry suffered from in competent and selfish managing

agents and directors who were more interested in their own profit. They did not take

sufficient interested in accumulating financial reserves or improper maintenance of

machine and modernization. The vote of trade union was also rather very

unsatisfactory. But the two major reason are Governments textile policy and growth

of poor loom sectors. The chief reason can be stated as below.

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a. Government control and heavy exercise activities :

The cotton textile industry has suffered badly due to wrong and often confused

policies of Government. The Government used to fix the price of cotton which led to

discernment among the manufacture.

b. Problem of raw material :

The industry faces the problem of building up a regular supply of its raw

material cotton in adequate quantities. Despite the importance of the industry and the

long period of its growth the position of raw material has remained unstable.

c. Problem of power :

The textile industry in our country has suffered badly due to lack of power

supply and frequent power cuts and load shedding. The inadequacy of coal has added

up to the grievance.

d. Obsolete machine and new for modernization :

More than 80% of the cotton mill machine has been outdated and would be

scrapped. The need for replacement and modernization is felt the most due to

excessive composition from foreign manufactures.

e. Competition for recentralization sector :

An important factor for the growing sickness of the mill sector is the growth of

decentralized allowed excise concession and other privileges such as exemption from

the production of controlled cloth. This organized so the level of wages was much

lower than the other mills.

f. Government takes over of sick mills :

The Government set up the national textile corporation (NTC) to run the sick

industries of pumping large amount of money but the too it is incurring losses and

people at large feel that it would have been better it they would have closed these

units. The reason for the loss is ole machinery and excess laborer.

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2.1.3 MODERNIZATION OF VARIOUS PROCESS :

Modernization in the spinning weaving and processing sector shall be

undertaken on the basis of carefully identified need of each units as to installation of

balancing equipment renovation of exist in machine replacement and technology up

gradation. The funds for this purpose will be provided by IDBI. In order to generate

internal resources a textile modernization fund has been created, liberal import policy

for machine not available in India.

2.1.4. RECENT GOVERNMENT POLICIES :

The textile modernization fund was set up in 1986 with an order of Rs.750

cores. It has received till form the mills.

a. The government has set up NTC for the remaining of sick mills and also for

modernization of sick mills. The government has set up NRF (National

Renewal Fund) to handle the voluntary scheme.

b. Other program include technological up gradation of giving and pressing

operation and up gradation of capacity of decentralized power loom. Under the

new liberalized industrial policy the textile was among the many industries

delicensed under the new policy. No prior approval of the government is

required to set up textile units or expand capacity of existing power loom

except locational clearance.

c. The government has made changes in export import policy to give a till up to

the export sector and to provide more facilities for providing import of capital

goods at concessional rate.

The government announced a new Export Entitlements Distribution policy.

Generally known as Quota policy for the export of various textile items to certain

countries.

2.3 COMPANY PROFILE :

The Kanyakumari District Co-operative Spinning mills Ltd., Aralvaymozhi is

one among the eighteen Co-operative spinning mills in Tamil Nadu. The mill was

started in the year 1963. But the commencement of production was started in 1965.

13

The total area of the mill is 42 acres. The mill is situated at Aralvaymozhi 14 kms

away from Nagercoil.

2.2.L OBJECTIVES :

The main objectives of the mill is to produce good quality yarn to be supplied

to weavers co-operative societies at reasonable price fixed by Director of Handlooms

and Textiles, Chennai and to provide employment to the Handloom weavers, Adi

dravidas and rural youths.

2.2.3 SHARE CAPITAL

The authorized and paid up share capital of the mills detailed below :

Authorized share capital : Rs.600.00 lakhs

Paid up share capital : Rs.505.43 lakhs

2.2.3 PRODUCT

The mill product both Hank yarn and cone yarn in 20s, 30s, 40s, 60s counts.

The mill produces good quality of yarn to be supplied to weaver co-operative

societies.

2.2.4 CONSUMER

The Tamil nadu Handloom weaver’s Co-operative society Ltd., Chennai

(Cooptex) is the major consumer of the yarn.

2.2.5 RAW MATERIAL :

The basic raw material used in production of yarn is cotton.

2.2.6 PERFORMANCE OF THE MILL

The current performance of the mill is good. But it has some problems in

marketing and financial flow. The mill suffers form insufficient fund and also there is

still no standard yard marketing strategies.

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2.2.7 EMPLOYEE DETAILS IN KANYAKUMARI SPINNING :

The permanent workers of spinning mill is 255, daily coolies is 52 and 19 staff

member are working in the mills. Totally 326 workers are working in spinning mill.

2.2.8 SHIFT WORK :

One shift mean 8 hours of work.

1st shift is from 12 midnight to 7 A.M

2nd shift is from 1 A.M. to 3.30 P.M

3rd shift is from 3.30 P.M. to 12.00 midnight

Administrative Office time is from 9.30 A.M. to 5.30 P.M.

2.2.9 WELFARE FACILITIES :

Two sets Terri Cotton uniforms.

Four nos banians.

This are provide once in two years for workers and staff.

Two nos of towels once in a year.

A pair of chapels to staff once in a year as well as to workers.

Canteen

Free tea supplied to workers and staffs 2 times in every shifts and with free

Tiffin in full night shift workers.

E.S.I

The employees State Insurance Scheme is in force in the Mills.

Group Insurance :

The Group Insurance scheme and Groups Gratituty Scheme with Life

Insurance Corporation of India is introduced since 1990 for the benefit of employees.

15

Labour Welfare Officer :

In order to maintain smooth relationship between Management and labour, a

labour welfare officer is in employment.

Bonus of Exgratia :

Workers were given in 8.33% Bonus and 8.17% Exgratia.

Festival Advance :

For Festivals, the Labours are given advance, recoverable in ten monthly

installments. Besides the Labours are given the benefit of purchasing cloths from co-

optex and Kadhe depot on credit, payable in monthly installment.

Family planning – incentive :

To encourage family planning the mill provide Rs.700 as incentive and 7 days

special causal leave with pay to the employees helps who undergone family planning

sterlisation or by their better – half.

2.3.1 OPERATIONAL CONCEPTS :

Hank Yarn

Hank yarn is output of the reeling process in production.

Cone Yarn

Cone yarn is the output of the winding process in production.

Spindles

The sole apparatus with which yarn was spun

Rotors

The rotor is the moving portion and contains conductors to establish the shape

the magnetic fields that will interact with those produced by the stator.

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2.3.2 PRODUCTION PROCESS :

The processing sequence will vary according to the variety workers of yarn

spun ie carded or combed, type of yarn (ie) single or double and according to the type

of package (ie) Hank or cone.

Mixing :

Various type of cottons are grown in our country. The cottons are graded

according to various fibre properties like length, strength, maturity, fineness, colour

etc. These properties vary in different varieties of cotton. Some cotton may have

better length, some may have better fineness and maturity ect.

This work of blending the different together is done in the mixing department.

Where the different varieties are taken in required proportions are arranged on the

lattice of the blenders or bale pluckers of the blow room machinery.

Blow Room :

In a single blow room, the cotton is fed at one end and the output is achieved

at the scutcher, which is the last machine in the sequence of machinery of the blow

room, in the form of a lap. A lap is a sheet of cotton fleece rolled around an iron rod

inserted in the lap spindle. When the full lap is removed the scutcher, the spindle is

pulled out and the lap remains around the iron rod.

The main purpose of the blow room is opening and cleaning of cotton.

Opening is a prerequisite to cleaning. Hence, the blow room sequence consists of

opening and cleaning machinery.

Carding :

The blow room lap is brought to the carding department and is fed to the

carding machine. The cotton is the carding machine. The cotton is still in the form of

small tufts in the lap. These are opened to the stage of single fibre on the card by

means of carding action between pointed wires mounted on the surface of lickerin

cylinder and flats.

17

The opened fibres are collected by the doffer comb or the doff roller in the

form of a web. This wed is then passed through the trumpt to give it the shape of a

rope and coiled inside a can by means of a coiler. The rope form of cotton material is

called a silver. For carded yarn the cleaning operation end here.

Draw Frames :

The card silver lacks in regularity and the fibres are also in a crissiross

condition. In order to spin an even and regular yarn the silver should be uniform and

regular. The fibres should also the made parallel and oriented along the axis of the

silver for better control of the fibres during drafting better strength of yan in spinning.

The evenness of silver and paralleslisation of fibres is achieved at the draw frames

where 6 to 8 or more silver are blended together and drafted to get one silver.

The draft will be equal to the number of silver blended. These silvers are again

fed to another head of draw frame known as the finisher draw framed we get the

finisher silver.

Fly Frames :

These spinning preparatory machines are called fly frames to distinguish them

from ring frames where the final yarn is spun. The silver from draw frames is fed to

fly frames. The silver drafted and reduced in diameter and slightly twisted and wound

on the bobbin by means of the flyer hence the name fly frames.

Winding

The yarn spun at ring frame and doubled yarn from doubling frame is wound

on a bobbin which is a very small package. This is not economical from the point of

view of transport of yarn to market. Also objectionable defects like weak places thick

places like slubs etc are present in the single yarn. These defects are removed at the

winding process.

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Reeling :

The yarn is to be supplied to handlooms in the form of hanks. The textile

Commissioner’s regulations also stipulate certain minimum production of hank yarn.

The hank yarn is produced on the reeling machines. The hanks are wound from

bobbins.

Doubling :

In the doubling process two single yarns are twisted together to give a double

yarn. This increases the strength of the yarn. If two single yarns of 10s count are

doubled the resultant yarn will be doubled of 2/10s count.

Packing:

The yarn is sold in hank form or as cones. A number of hanks are packed

together in bundles and a number of bundles are packed in the form in the baling

press.

Individual’s cones are normally put in polythene bags and a suitable number

of cones are packed in bags, cartones or cases. A cardboard disc is generally inserted

in the open end of the cone of prevent it from collapsing under pressure.

Various types of packing materials are used like cones discs, polythene bags,

cardboard box, waterproof paper, hessian, packing tapes, labels etc. The type of

materials used and their quality will depend on the nature of packing which will in

turn depend on the size of the bale, type of sale (ie) export of locate etc. Thus, the

packing cost consists of material cost and conversion cost.

19

CHAPTER –III

RESEARCH METHODOLOGY

3.1 STATEMENT OF THE PROBLEM :

The research problem here in this study is associated with the motivation of

employees of The Kanyakumari District Co-operative Spinning Mills

Ltd.,Aralvaymozhi,. There are a variety of factors that can influence a person’s level

of motivation; some of these factors include.

1. Monetary and Non Monetary benefits.

2. Interpersonal Relationship.

Motivated employees are a great asset to any organization. It is because the

motivation and job satisfaction is clearly linked. Hence this study is focusing on the

employee motivation in the organization.

3.2. NEED FOR THE STUDY :

The present study on factors influencing motivation in The Kanyakumari

District Co-operative Spinning Mills Ltd.,Aralvaymozhi help in widening the

perception of sociological and humanitarian value of human resources in a

manufacturing sector. The study would be helpful to the management in the

formulation of strategy and policy in the area of motivation and human resource

development. The theoretical framework in the area of motivation would be

strengthened by the proposed study. Further, the study may help the organization in

bringing improvements in its working for the achievement of better results.

Moreover, the study may encourage the workers and management of The

Kanyakumari District Co-operative Spinning Mills Ltd.,Aralvaymozhi to bring

changes in their perception necessary for effective and efficient performance. Keeping

in view the whole nexus of the problem, it is interesting to study the relationship

between the various factors on and off job and motivation.

20

3.3. OBJECTIVES OF THE STUDY :

To Analyze the level of motivation of Monetary and Non monetary incentives

provided by the organization.

To study the important factors which are needed to motivate the employees.

To study about the workers participation in management activities.

To analyse the level of motivation of employees through the relationship of

employees among their colleagues and superiors.

To determine the extent of their job satisfaction.

3.4 TOOLS AND TECHNIQUES FOR ANALYSIS :

The processing, classification tabulation and interpretation and analysis of data

were done with the help of Microsoft office. Following statistical and mathematical

techniques have been employed depending on the nature of the data collected from

the respondents.

Chi Square Analysis :

The objective of chi-square test is to determine whether the real or significant

difference exists among the various groups. Chi-square test involves comparison of

observed frequency (Oi) and the expected frequency (Ei) to determine whether the

difference between the two is greater than that might occur by chance.

The null hypothesis is rejected if he computed value is greater than the table

value.

The null hypothesis is accepted if the computed value is less than the table

value.

Formulae

X2 = Oi – Ei/ Ei

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Percentage Analysis

Percentage refers to a special king of ratio. Percentage is used in making

comparison between two or more series of data. Percentage is used to describe

relationship.

Percentage (%) = No. of . respondents * 100/Total respondents.

3.5. SCOPE OF THE STUDY :

The research will be useful to the management in making the necessary

changes in satisfying the employees and also to pay keen attention to various

motivational factors wherever necessary. Once the company fulfills the employee

fulfills the employee’s needs, this motives them to perform well and it invariably

helps the organization to increase its productivity and achieve its goals.

3.6. LIMITATIONS OF THE STUDY :

The limitations of the study are the following

Since the organization has strict control, it acts as another barrier for getting

data.

Another difficulty was very limited time – span of the project.

Lack of experience of Researcher.

The data was collected through questionnaire. The responds from the

respondents may not be accurate.

22

0

5

10

15

20

25

30

35

40

45

20-30 31-40 41 & above

Age

No.

of.R

espo

nden

tsCHAPTER –IV

DATA ANALYSIS AND INTERPRETATION

1. Table showing the age of the respondents

SI.No Age No.of.Respondents Percentage (%)

1 20-30 19 38

2 31-40 21 42

3 41 & above 10 20

Total 50 100

Interpretation :

The table shows that 42% of the respondents are 31-40 ages.

23

0

10

20

30

40

50

60

70

Under Graduate Diploma Post Graduate

Qualification

No.

of. R

espo

nden

ts

2. Table showing the Education qualification of the respondents.

SI.No Qualification No.of.Respondents Percentage (%)

1 Under Graduate 14 28

2 Diploma 31 62

3 Post Graduate 5 10

Total 50 100

Interpretation :

The table shows that 62% of the respondents are diploma and 10%

respondents are post graduate 31-40 ages.

24

0

5

10

15

20

25

30

35

40

45

SalaryIncrease

Promotion Leave Motivationaltalk

Recognition

Particulars

No.

of.R

esp

ond

ents

3. Factors which motivates you more

SI.No Particulars No.of.Respondents Percentage (%)

1 Salary Increase 21 42

2 Promotion 15 30

3 Leave 3 6

4 Motivational talk 5 10

5 Recognition 6 12

Total 50 100

Interpretation :

The table shows that 42% respondents are one salary increase.

25

0

10

20

30

40

50

60

Financial Incentives Non Financial Incentives Both

Particulars

No.

of.R

esp

ond

ent

4. Type of incentives motives you more.

Particulars No.of.Respondents Percentage (%)

1 Financial Incentives 15 30

2 Non Financial Incentives 9 18

3 Both 26 52

Total 50 100

Interpretation :

The table shows that 52% the respondents are expressing that both financial

and non financial incentives will equally motivate them.

5. Incentives and other Benefits Influence you more.

26

32

126

64

24

12

0

10

20

30

40

50

60

70

Influence Does not influence No Opinion

particulars

No.

of.R

esp

ond

ents


1 Influence 32 64

2 Does not influence 12 24

3 No Opinion 6 12

Total 50 100

Interpretation :

The table shows that 64% of the respondents responded that incentives and

other benefits will influence their performance.

Age of the Respondents

27

0

5

10

15

20

25

30

35

40

45

20-30 31-40 41 & above

Age

No.

of.R

espo

nden

ts

(Table 3.1)

SI.No Age No.of.Respondents Percentage (%)

1 20-30 19 38

2 31-40 21 42

3 41 & above 10 20

Total 50 100

Interpretation :

From the above table it is evident that 38% of respondents are between the age

group of 20-30, 42% of respondents are between the age group of 31-40, 20% of

respondents are between 41 & above.

Educational Qualification of the respondents

28

0

10

20

30

40

50

60

70

Under Graduate Diploma Post Graduate

Qualification

No.

of. R

espo

nden

tsEducational qualification is the degree, diploma, certificate, professional title

and so forth that an individual has acquired.

(Table 3.2)

SI.No Qualification No.of.Respondents Percentage (%)

1 Under Graduate 14 28

2 Diploma 31 62

3 Post Graduate 5 10

Total 50 100

Interpretation :

From the above table it is evident that 27% of respondents are graduate, 62%

of respondents are Diploma holders and 11% of respondents are post Graduate.

Factors which motivates you more

29

21

15

35 6

42

30

610

12

0

5

10

15

20

25

30

35

40

45

Salaryincrease

Promotion Leave Motivationaltalk

Recognition

Particulars

No.

of.R

espo

nden

t(Table 4.1)


1 Salary increase 21 42

2 Promotion 15 30

3 Leave 3 6

4 Motivational talk 5 10

5 Recognition 6 12

Total 50 100

Interpretation :

The table shows that the 42% of the respondent is responding that increase in

salary will motivate them the most.

Type of Incentives motives you more.

30

Incentives are something that incites or tends to incite to action or greater effort,

as a reward offered for increased productivity.


1 Financial Incentives 36 72

2 Non Financial Incentives 14 28

Total 50 100

Interpretation :

The table shows that the 72% of the respondent are expressing that financial

incentives will motivate them.

Incentives and other Benefits Influence you more

31


1 Influence 32 64

2 Does not influence 12 24

3 No Opinion 6 12

Total 50 100

Interpretation :

The table shows that the 64% of the responded that incentives and other

benefits will influence their performance

The incentives provided in the organization are better when compared to other similar

Organization.

32


1 Strongly agree 22 44

2 Agree 19 38

3 Neutral 6 12

4 Disagree 3 6

5 Strongly Disagree 0 0

Total 50 100

Interpretation :

From the table it is evident that 44% of respondents strongly agree that the

incentives provided by the organization are better when compared to other similar

organization.

The Employees pay has been revised according to their Experience, skills,

Responsibilities, Qualification and performance.

33

Experience as a general concept comprises knowledge of or skill in or observation of

something or some event gained through involvement in or exposure to that thing or event.



2 Agree 11 22

3 Neutral 1 2

4 Disagree 2 4


Total 50 100

Interpretation :

From the table it is evident that 72% of respondents are strongly agree that the

pay has been revised according to their Experience, Skills, Responsibilities,

Qualifications and Performance.

Organization provides Bonus for Excellent Performance

34

Bonus is a sum of money or an equivalent given to an employee in addition to

the employee’s usual compensation.

(Table 4.6)



2 Agree 14 28

3 Neutral 10 20

4 Disagree 6 12


Total 50 100

Interpretation :

The table shows that 36% of employees Strongly agree and 28% of employees

Agree that the organization provides bonus for their excellent performance.

Satisfaction of Compensation and Increments

35

Compensation is a systematic approach to providing monetary value to

employees in exchange for work performed, Increments is the act or process of

increasing; growth in bulk, quantity, number, value, or amount ; augmentation;

enlargement.

(Table 4.7)



2 Agree 19 38

3 Neutral 4 8

4 Disagree 3 6


Total 50 100

Interpretation :

The table shows that 46% of respondents are Strongly agree that they are

satisfied with my compensation and increments.

Both Appreciation and Rewards are used to extract work form the Employees

36

Reward is something given or received in recompense for worthy behavior or

in retribution for evil acts.

(Table 4.8)



2 Agree 11 22

3 Neutral 4 8

4 Disagree 3 6


Total 50 100

Interpretation :

The table shows that 56% of respondents are Strongly agree that in the

organization both appreciation and rewards are used to extract work from the

employees.

Employees are Praised and Appreciated to Perform Better

37

Appreciation is perceptive recognition of qualities, as in art. An increase in

value as of goods or property.

(Table 4.9)



2 Agree 12 24

3 Neutral 3 6

4 Disagree 5 10


Total 50 100

Interpretation :

From the above table it is evident that 56% of employees are strongly agree

that they are praised and appreciated to perform better.

Career Development Opportunities are helpful to get motivated

38

10

26

2 48

20

52

48

16

0

10

20

30

40

50

60

Stronglyagree

Agree Neutral Disagree StronglyDisagree

Particulars

No.

of.R

esp

ond

ents

Career Development requires a concerted effort on the part of everyone to be

successful.

(Table 4.9)



2 Agree 26 52

3 Neutral 2 4

4 Disagree 4 8


Total 50 100

Interpretation :

The table shows 52% of the respondents agree that the career development

opportunities are helpful to get motivated.

The Organization Fair and Friendly Environment

(Table 4.11)

39



2 Agree 8 16

3 Neutral 1 2

4 Disagree 4 8


Total 50 100

37

81 4

0

74

16

28

00

10

20

30

40

50

60

70

80

Stronglyagree


Particulars

No.

of.R

esp

ond

ent

Interpretation :

From the above that it is evident that 74% of employees are strongly agree that

the organization establishes a fair and friendly working environment.

The Colleagues are Cordinal and offer help whenever they need

(Table 4.12)

40



2 Agree 28 56

3 Neutral 6 12

4 Disagree 3 6


Total 50 100

Interpretation :

From the above that it is evident that 56% of employees are strongly agree that

there exists a high level of mutual trust between employee and their colleagues.

Get support from Pears, Managers and Subordinates.

(Table 4.13)

41



2 Agree 27 54

3 Neutral 8 16

4 Disagree 0 0


Total 50 100

Interpretation :

From the above table, it is evident that 54% of employees are agree that they

are get supported from their peer, managers and Subordinate.

Proper Guidance of Superiors

(Table 4.14)

42



2 Agree 4 8

3 Neutral 3 6

4 Disagree 0 0


Total 50 100

Interpretation :

The table shows that 86% of employees are strongly agree that they are guided

by their supervisor properly.

The individual Development in performance has been encouraged by superior

(Table 4.15)

43



2 Agree 15 30

3 Neutral 6 12

4 Disagree 1 2


Total 50 100

Interpretation :

From the above table it is evident that 54% of employees are strongly agree

that their individual development in performance has been encouraged by the

superior.

The organization provides importance to the workers participation in management

(Table 4.16)

44

32

10

14 3

64

20

28 6

0

10

20

30

40

50

60

70

Stronglyagree


Particulars

No.

of.R

esp

ond

ents



2 Agree 10 20

3 Neutral 1 2

4 Disagree 4 8


Total 50 100

Interpretation :

The table shows that 64% of employees are strongly agree that their

organization provides importance to the workers participation in management.

Management Accepts employee suggestion in Decision

Decision is an account or report of a conclusion, especially of a legal

adjudication or judicial determination of a question or cause.

45

(Table 4.17)



2 Agree 14 28

3 Neutral 5 10

4 Disagree 3 6


Total 50 100

Interpretation :

From the above table it is evident that 56% agree that the management accepts

employee suggestion in decision.

The non- Financial motives provide by the organization are satisfactory

Non – Financial methods, through perhaps indirectly beginning monetary

rewards are targeted at providing psychological benefits for workers.

46

(Table 4.18)



2 Agree 15 30

3 Neutral 16 32

4 Disagree 5 10


Total 50 100

Interpretation :

From the above table it is evident that 30% of employees are Agree that their

the non-financial motives provided by the organization are satisfactory.

The organization provides adequate rewards for excellence in performance and

accomplishment of the task.

Performance is a the act of performing the carrying into execution or action;

execution, achievement, accomplishment; representation by action; as the

performance of an undertaking.

47

(Table 4.19)



2 Agree 13 26

3 Neutral 4 8

4 Disagree 1 2


Total 50 100

Interpretation :

The table shows that 64% of employees are strongly agree that the

organization provide adequate rewards for excellence in performance and

accomplishment of the task.

Their exist a Training Program for the employees for their better performance

Training is a learning process that involves the acquisition of knowledge,

sharpening of skills, concepts and rules.

(Table 4.20)


48


2 Agree 13 26

3 Neutral 4 8

4 Disagree 1 2


Total 50 100

Interpretation :


organization providing training programe for the employees for their better

performance.

Effective appraisable are a regular review of employee performance with in

organizations.

(Table 4.21)



49

2 Agree 23 46

3 Neutral 8 16

4 Disagree 6 12


Total 50 100

Interpretation :

The table shows that 46% of the respondents agree to effective performance

appraisal system existing in the company.

The motivation improves in personal level, Economic level and in interpersonal level.

(Table 4.22)



50

2 Agree 15 30

3 Neutral 6 12

4 Disagree 14 28


Total 50 100

Interpretation :

From the above table, it is evident that 30% of employees are agree that the

motivation improves them in personal level, economic level and in their interpersonal

relation.

Organization provides opportunity for the development of the employees

Opportunity is fit or convenient time; a time or place favorable for executing a

purpose a suitable combination of conditions, suitable occasion chance.

51

(Table 4.23)



2 Agree 15 30

3 Neutral 10 20

4 Disagree 7 14


Total 50 100

Interpretation :

The table shows that 32% of employees are strongly agree and 30% of

employees are agree that the organization provides sufficient opportunity for the

development of the employees.

The Management recognizes the employee Innovative work

(Table 4.24)


52


2 Agree 6 12

3 Neutral 4 8

4 Disagree 2 4


Total 50 100

]

Interpretation :


management recognizes the employee innovative work.

The profit can be achieve by Motivating employees in the organization.

(Table 4.24)

53



2 Agree 12 24

3 Neutral 2 4

4 Disagree 2 4


Total 50 100

Interpretation :

From the above table, it is evident that 68% of employees strongly agree that

the profit can be achieved by motivating employees in organization.

Management is really interested in motivating the employees

(Table 4.24)

54



2 Agree 20 40

3 Neutral 3 6

4 Disagree 0 0


Total 50 100

]

Interpretation :

The table shows that 54% of the respondents are strongly agreeing that the

management is interested in motivating the employees.

CHAPTER –V

SUMMARY OF FINDINGS, SUGGESTION & CONCLUSION

55

5.1. Findings

72% of the respondent response that financial factors motivates them most

when compared to Non- Financial facts.

44% of employees strongly agree and 39% of employees agree that the

incentives provided in the organization are better when compared to other

similar organization.

Majority of the respondents express that their pay has been revised

accordingly to their experience, skill, responsibility, qualification and

performance.

Only half of the employees responses agree that the organization is providing

bonus for their excellent performance.

74% of employees strongly agree that the organization establishes a fair and

friendly working environment.

Majority of the employees agree express that there exists a high level of

mutual trust between them and their colleagues.

86% of the respondents are satisfied with the relationship exist with the

superior.

The organization provides importance to the workers participation in the

management.

Non financial motives provide by the organization are not up to the level of

satisfactory.

64% of the respondents express the organization is maintaining and providing

adequate rewards for excellence in performance and accomplishment of the

task.

The organization is successful in conducting the training programmes for

employees for their better performances.

56

76% of the respondents express that their innovative work has been

recognized by the organization.

The data reveals that 38% of the respondents express that the motivation does

not improves them in personal level and economic level.

5.2. Suggestions

The motivational survey must be conducted at regular of time of assess the

perception of the employees and the findings of the survey must be discussed

in seminars and group discussions will help in improving the level of

motivation.

57

The monetary incentives such as bonus, medical reimbursement facility and

allowance facility should be made available to all the employees.

Most of the workers stated that the organization establishes fair and friendly

working environment. It should be backed by proper monetary incentives,

which mainly boost the workers.

The organization should provide continuous rewards for excellence in

performances.

The organization should take measures to improve the motivational strategies

that should improve the economic level and in personal level.

The management should conduct more motivation program so that the workers

will be satisfied and they will perform well.

Though the training programmes are good in the organization, the

management should provide continuous training programmes to the

employees. And duration of the training program can be extended.

The wage and salary administration system should be properly manned by the

organization. It should be revised regularly to motivate the employees.

The organization should take necessary steps to increase the level of

satisfaction towards non-financial motives.

Studies on employee motivation may be made at regular intervals of time and

the result are obtained should be implemented earnestly and sincerely as

expected by most of the employees of Kanyspin Mills Ltd.

5.3 Conclusion

Non – monetary incentives though indirectly connected with workers

satisfaction, Monetary incentives is essential for the growth and development among

employee.

58

The study on motivation in relation to Kanya Spin Mill gives the view as to

the motivational level and the reward system in the organization. The study states the

level to which the employees in the organization are motivated and the extent to

which the employees in the organization are motivated and the extent to which the

reward system adopted by the organization is effective.

The employees are satisfied wit the motivational factors and the reward

system adopted by the organization. If the organization conducts more motivation

programmes with some changes according to the needs of the situation in future, it

will be beneficial for both the employees and for the organization.

Respected Madam / Sir,

As part of my academic project I am gathering employee related information. I

would be obliged if you could fill the following questionnaire. Since the questionnaire

will be used for academic purpose, the information gathered will be kept strictly

confidential.

59

M.Arockia helha

1. Age of the Respondent

1. 20-30 yrs

2. 31-40 yrs

3. 41 & above

2. Education Qualification of the Respondent

1. Under Graduate

2. Diploma

3. Post Graduate

3. Which factor motivates you a most?

1. Salary increase

2. Promotion

3. Leave

4. Motivational talk

5. Reorganization

4. Which type of incentives motivates you more?

1. Financial incentives

2. Non – Financial incentives

5. Whether incentives and other benefits will influence your performance

1. Influence

2. Does not influence

3. No Opinion

Please select the opinion by ticking according to scale mentioned herein

SI.No QuestionsStrongly

DisagreeDisagree Neutral Agree

Strongly

Agree

6

The incentives provided here are

better when compared to other

similar organization

1 2 3 4 5

60

7

My pay is revised quite well

according to my experience, skill,

responsibilities, qualification and

performance.

1 2 3 4 5

8The organization provides bonus for

increments.1 2 3 4 5

9I am satisfied with my

compensation and increments.1 2 3 4 5

10

In this organization both

appreciation and rewards are used,

to extract work from the employees.

1 2 3 4 5

11

In our organization employees are

praised and appreciated to perform

better

1 2 3 4 5

12I find opportunities for career

advancement in this organization.1 2 3 4 5

13The organization establishes a fair

and friendly working environment1 2 3 4 5

14My colleagues are cordial to me and

offer help whenever I need1 2 3 4 5

15I get support from my peers,

managers & subordinates.1 2 3 4 5

16 My supervisor guides me properly. 1 2 3 4 5

17

The individual development in

performance has been encouraged

by the superior

1 2 3 4 5

18

The organization provides

importance to the workers

particiapation in management.

1 2 3 4 5

19The management accepts employee

suggestions in decision.1 2 3 4 5

20The non financial motives provided

are satisfactory for me1 2 3 4 5

61

21

The organization provide adequate

rewards for excellence in

performance and accomplishment of

the task

1 2 3 4 5

22

There exists a well planned training

program to make us better

performance

1 2 3 4 5

23I am satisfied with the performance

appraisal system.1 2 3 4 5

24

The motivation improves me in

personal level, economic level and

interpersonal employees

1 2 3 4 5

25

The organization provides sufficient

opportunity for the development of

the employees

1 2 3 4 5

26The management recognizes the

employee innovative work1 2 3 4 5

27

I believe that profit can be achieved

by motivating employees in the

organization

1 2 3 4 5

28Management is really interested in

motivating the employees.1 2 3 4 5

BIBLIOGRAPHY

1. Company file.

2. Company magazine

Website :

62

www.kanyaspin.com

63

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