Project Report

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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http://onlinelibrary.wiley.com/advanced/search/results?searchRowCriteria%5B0%5D.queryString=%22Samuel%20Shye%22&searchRowCriteria%5B0%5D.fieldName=author&start=1&resultsPerPage=20

http://onlinelibrary.wiley.com/advanced/search/results?searchRowCriteria%5B0%5D.queryString=%22Dov%20Elizur%22&searchRowCriteria%5B0%5D.fieldName=author&start=1&resultsPerPage=20

http://www.springerlink.com/content/?Author=M.+Joseph+Sirgy

http://www.springerlink.com/content/?Author=David+Efraty

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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http://eric.ed.gov/ERICWebPortal/search/simpleSearch.jsp;jsessionid=uBm9bGZJ6bEDssGlGj9p6w__.ericsrv005?_pageLabel=ERICSearchResult&_urlType=action&newSearch=true&ERICExtSearch_SearchType_0=au&ERICExtSearch_SearchValue_0=%22Glaser+Edward+M.%22

http://eric.ed.gov/ERICWebPortal/search/simpleSearch.jsp;jsessionid=uBm9bGZJ6bEDssGlGj9p6w__.ericsrv005?_pageLabel=ERICSearchResult&_urlType=action&newSearch=true&ERICExtSearch_SearchType_0=au&ERICExtSearch_SearchValue_0=%22Greenberg+Paul+D.%22

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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http://www.springerlink.com/content/?Author=Dong-Jin+Lee

http://www.springerlink.com/content/?Author=Phillip+Siegel

http://www.springerlink.com/content/?Author=David+Efraty

http://www.springerlink.com/content/?Author=M.+Joseph+Sirgy

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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http://www.springerlink.com/content/?Author=Linda+K.+Johnsrud

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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http://blog.timesjobs.com/tag/work-life-balance/

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?

25

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

http://chestofbooks.com/crafts/needlework/Clothing-And-Health/Lesson-6-The-Parts-Of-A-Sewing-Machine.html

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


EFFECTIVENESS OF TRAINING ON PERFORMANCE

42 %

0 %12 %

23 %

43 %

Strongly Agree

Agree

Neither Agree NorDisagree

Disagree

Strongly Disagree

49

TABLE: 3.1.8


WORKING CONDITIONS OF THE COMPANY



Agree 33 27.50


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


WORKING CONDITIONS OF THE COMPANY

05 %15 %

33 % 67 %

Strongly Agree

Agree


Disagree

Strongly Disagree

51

TABLE: 3.1.9


WORKING HOURS OF THE COMPANY


Strongly Agree 9 8

Agree 100 83

Neither Agree Nor Disagree 10 8

Disagree 1 1


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


WORKING HOURS OF THE COMPANY

9 %1%10 %

100 %

0

Strongly Agree

Agree


Disagree

Strongly Disagree

53

TABLE: 3.1.10

LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE SAFETY

MEASURES ADOPTED BY THE COMPANY


Strongly Agree 14 11

Agree 92 77


Disagree 1 1


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


COOPERATION WITH OTHER DEPARTMENTS



Agree 76 63


Disagree 8 6


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


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



Agree 77 64


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


Disagree

Strongly Disagree

59

TABLE: 3.1.13


RELATIONSHIP WITH COLLOGUES


Strongly Agree 9 8

Agree 65 54


Disagree 6 5


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


RELATIONSHIP WITH COLLOGUES

9 %10 %6 %

30 %

65 %

Strongly Agree

Agree


Disagree

Strongly Disagree

61

TABLE NO: 3.1.14

LEVEL OF OPINION OF THE RESPONDENTS REGARDING DISSEMINATION OF INFORMATION WITH IN THE ORGANIZATION



Agree 96 80


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


Disagree

Strongly Disagree

TABLE NO: 3.1.15

LEVEL OF OPINION OF THE RESPONDENTS REGARDING THEIR

PARTICIPATION IN THE MANAGERIAL DECISION MAKING



Agree 73 61


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


Disagree

Strongly Disagree

65

TABLE: 3.1.16

LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE COMPENSATION


Strongly Agree 6 5

Agree 53 44


Disagree 8 7


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


Disagree

Strongly Disagree

67

TABLE: 3.1.17

LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE FEEDBACK AND APPRECIATION BY THE SUPERVISORS



Agree 84 70


Disagree 8 7


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


Disagree

Strongly Disagree

69

TABLE: 3.1.18

LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE FREEDOM OF WORK


Strongly Agree 3 2

Agree 72 60


Disagree 3 2


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


Disagree

Strongly Disagree

71

TABLE: 3.1.19

LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE HEALTH CHECKUPS FOR THE EMPLOYEES



Agree 61 51


Disagree 5 4


TOTAL 120 100

Inference


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


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%


Agree 43 36


Disagree 12 10


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


Disagree

Strongly Disagree

75

TABLE: 3.1.21

LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE REIMBURSEMENT OF MEDICAL EXPENSES


Strongly Agree 3 2

Agree 40 33


Disagree 13 11


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


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


Disagree 1 1


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


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


Disagree 3 3


TOTAL 120 100

Inference


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


Disagree

Strongly Disagree

81

TABLE: 3.1.24

LEVEL OF OPINION OF THE RESPONDENTS REGARDING JOB SATISFACTION

Job Security Number of Respondents Percentage%


Agree 75 63


Disagree 4 3


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


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%


Agree 9 8


Disagree 94 78


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


Disagree

Strongly Disagree

85

TABLE NO: 3.1.26

LEVEL OF OPINION OF THE RESPONDENTS REGARDING ABSENTEEISM

Absenteeism Number of Respondents Percentage%


Agree 32 26.67


Disagree 9 7.50


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


Disagree

Strongly Disagree

87

TABLE NO: 3.1.27

LEVEL OF OPINION OF THE RESPONDENTS REGARDING OCCASIONAL SABOTAGE

Occasional sabotage Number of Respondents Percentage%


Agree 55 45.83


Disagree 18 15


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


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.


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


There is no significant relationship between work experience and job satisfaction.


There is significant relationship between work experience and job satisfaction.

.

Work Experience Job Satisfaction

Strongly Agree


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


There is no significant relationship between age group and job satisfaction


There is significant relationship between age group and job satisfaction

.

Age Group Job Satisfaction

Strongly Agree


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



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


There is no significant relationship between educational qualification and compensation.


There is significant relationship between educational qualification and compensation.

.

Educational Qualification

Compensation

Strongly Agree


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


significance

21.96 36.42 5%

Interpretation

The calculated chi-square value is greater than the table value at 5% level of


between education qualification and compensation

There is significant relationship between education qualification and

compensation.

TABLE: 5

GENDER VS JOB SATISFACTION


There is no significant relationship between gender and job satisfaction.


There is significant relationship between gender and job satisfaction.

.

Gender Job Satisfaction

Strongly Agree


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


significance. So, null hypothesis is accepted. Hence there is no significant relationship

between gender and job satisfaction.

95


significance

13.70 11.296 5%


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


Weight WX

SA 13 5 65

A 68 4 272

N 28 3 84

DA 9 2 18

SDA 2 1 2Total 15 441


97

TABLE: 3

RELATION AND CO-OPERATION


Weight WX

SA 16 5 80

A 49 4 196

N 21 3 63

DA 14 2 28

SDA 0 1 0Total 15 367


98

TABLE: 4

SAFETY MEASURES


Weight WX

SA 46 5 230

A 49 4 196

N 21 3 63

DA 4 2 8

SDA 0 1 0Total 15 497


99

TABLE: 5

JOB SATISFACTION


Weight WX

SA 12 5 60

A 33 4 132

N 43 3 129

DA 27 2 54

SDA 5 1 5Total 15 380


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.


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

http://www.al/

http://www.citehr.com/

http://www.hrm.com/

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

Project Report

Documents

work life work

work organization

job satisfaction

job performance

job environment

job security

work place

worklife balance