Quality of Work Life

INTRODUCTION

Organization, in the past, gave more importance on advanced

technology for higher productivity surpassing the needs and mental

state of its employees. This created a negative impact on the working

environment among the employees. This it was realized that societal

support goes hand in hand with technical innovations. This integration

can only be made through quality of work life programmes. Quality of

work life denotes all the organizational inputs which aim at the

employee’s satisfaction and enhancing organizational effectiveness. In

the late1950s the term QWL was used to stress the prevailing poor

quality of life at work place and it was first defined then in terms of

people’s reaction to work, particularly an individual’s job satisfaction

and mental health. It also refers to favourableness or unfavourableness

of the job environment for people.

Definition

According to Harrison, Quality of working life is the degree to

which work in an organization contributes to material and

psychological well being of its members.

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Harvard Professor Richard E Walton proposes the following eight

major conceptual categories to provide a framework for analyzing its

salient features.

(a) Adequate and fair compensation

(b) Safe and healthy working conditions

(c) Immediate opportunity to use and develop human capacities

(d) Future opportunity for continued growth and security

(e) Social integration in work environment

(f) Constitutionalism or the ‘rule of law’ in the work organization

(g) Work and the total life space

(h) The social relevance of work life.

The results, reported from a number of quality of work life

improvement programmes, have some general characteristics. They

are :

sustained commitment from management to the open non-

defensive Modus operandi of sincerely inviting

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collaborative inputs from the work force regarding problem

identification and suggestions for improving any aspect of

the organization or the policies, practices and structure of

work with incentive provided for such participation.

Invited involvement of members of tasks groups in

recommending resolution of identified problem.

Training of supervisors to equip them to function effectively

ina less authoritative style

Implementation of practicable suggestions and explanations

for rejected ideas.

Feedback and recognition of good results achieved.

Selection of personnel who can be motivated under

appropriate conditions to strive for excellence in task

performance.

Evaluation and analysis of results, including failures, leading

to renewed efforts towards continual improvement in

modus operandi.

3

THE ROLE OF THE SUPERVISOR IN QWL:

The supervisor is one key to the quality of-work-life. A study by

University of Michigan which sought to relate a large number of

characteristics of workers jobs to overall satisfaction illustrates the

wide variety of ways by which supervisory behavior affects subordinate

satisfaction. The eight most closely related factors are listed below.

(a) Having a ‘nurturant’ supervisor

(b) Receiving adequate help, assistance, etc

(c) Having a few ‘labour standard problems’ (such as safety

hazards, non availability of materials, or poor

transportation)

(d) Fair promotional policies

(e) Supervisor not supervising too closely

(f) Having a technically competent supervisor

(g) Autonomy in matters affecting work

(h) A job with ‘enriching’ demands

4

The supervisor influences quality of work life directly or

indirectly. He affects subordinates directly through his daily interaction

with them. He can be supportive or disagreeable, friendly or distant,

available to provide help or always busy. He can supervise closely or

permit autonomy he can make technically competent or incompetent

decisions and so forth. Whatever he does has its inevitable impact on

satisfaction and productivity of those working under him.

Equally important, in most instances, is the supervisor’s indirect

impact as a participant in the management of various environmental

and work systems. He influences the design of jobs, plays a key role in

the administration of career and reward systems, and is also in a

position to foster the development of social system. In none of these

areas can be supervisor act alone; he is subject to a variety of

constraints placed by the higher management. Nevertheless, the alert

supervisor can integrate these factors so that quality of worklife will be

enhanced as well as organizational objectives will be accomplished.

Supervisory Role

The two major roles of supervisors which are critical to high

quality of work life are

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(a) Consideration

This relates to the supervisor’s activities in providing a

satisfactory work environment to the way he treats his employees on a

day-to-day basis, his personal relations with them, his approach to the

disciplinary process and the like. For the dependent worker or the

worker brought up in an authoritarian culture, the considerate

supervisor may provide a father image or a role model and he may be

viewed as someone whom the subordinate may lean upon in time of

trouble. For workers with high ‘related’ needs, who are assigned to

routine jobs, the activities of the supervisor may facilitate or hinder the

development of a friendly cohesive work group. Where the job requires

that the supervisor interact frequently with his subordinates, it is

important that the supervisor be supportive and not socially distant so

as to counteract the oppressive features of the monotonous work

routine. It should also be noted that.

Happy workers work harder

Consideration reduces frustrations and therefore reduces

barriers to production

Consideration is a rewards for productivity

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Consideration may strengthen the effort – performance

relationship

Consideration makes performance – reward relationship

seem more equitable.

‘Nurturant’ heads the list of factors that are closely linked to

overall jobn satisfaction. Other factors are

i. Creating a feeling of approval

The personal, man-to-man relationships between a supervisor

and his subordinates is very important. Since employees are

dependent on their boss, it is important for them to feel that he

approves of both their work and themselves as individuals and that he

is concerned with their personal development. A supervisor can create

a feeling of his approval of subordinates in many ways – taking an

active interest in their home life, listening to their problems, giving

praise when justified, showing tolerance when mistakes are made, and

so forth. However, the psychological perception, the feeling of

approval, is what is significant.

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ii. Developing personal relations

A feeling of approval is more likely to result if the boss shows

personal interest in his subordinates. After all, the organization is

impersonal; only an individual Number of management, particularly the

immediate boss, can make it personal.

iii. Providing fair treatment

Since subordinates are directly dependent on their bosses, they

are understandably anxious to receive fair treatment in the distribution

of rewards and punishments.

b. Facilitation

In the Michigan university survey mentioned on the preceding

page (b) and (f) relate respectively to ‘receiving adequate help,

assistance, etc, and having a technically competent supervisor,

Clearly, in the absence of these factors, the job will be frustrating and

dissatisfying and productivity will almost certainly be low. Both factors

are included in the term ‘facilitation. Facilitation generally includes

those things which the supervisor can do to make it easier for the

worker to do the job without facilitation, work efforts is wasted and in

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terms of expectancy theory there will be a little likelihood that work

effort will be converted into performance. If consideration can be

viewed as sociological support, facilitation provides technical support,

although the concept involves more than purely technical support,

since important elements of direction, guidance, and training are

included. Facilitation can be improved by:

i. Establishing performance standards

High standards contribute to both productivity and

satisfaction

Short – term standards are generally more motivating than

long term standards.

Standards are generally motivating if frequent feedback is

provided to the subordinates.

ii. Work redesign

Work redesign can be an effective tool for improving both the

quality of work experience of employees and their on the job

productivity. Work redesign refers to any activities that involve the

9

alteration of specific jobs with the intent of increasing both quality of

work experience of the employees and their productivity. It includes

such terms such as job rotation, job enrichment, and socio –

technological system design.

Together, these four points offer a rather compelling case for

work redesign as a strategy for initiating organizational change.

Work redesign alters the basic relationship between a person

and what he or she does on the job

Work redesign directly changes behaviour – and it tends to stay

changed.

Work redesign offers numerous opportunities for initiating other

organizational changes.

Redesign of the jobs usually involves re-organizing work along

the following lines.

Offering the individual worker more voice and responsibility in

the decision-making that pertains to his job.

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Making the job itself more challenging and more of a whole set of

interconnected tasks or a whole segment of the work rather than

a fragment.

Setting up small work groups to increase the individual’s sense

of belonging and permit working as a team member responsible

for a significant, identifiable output.

Breaking down the traditional status barriers between

management and production or support personnel.

Promoting from within whenever feasible to recognize,

encourage and reward persons capable of advancement.

iii. Participative Management

Participation has been widely recommended as a means of

improving the quality of work life and increasing the productivity. In

theory, participation releases the creative energies and provide

workers with the sense of accomplishment. Thus it strengthens the

path- goal relationship and also enhances the work environment. It

offers a morally attractive solution to many of the problems of

industrial life. Expectancy theory suggests that participation might lead

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to higher productivity if it contributes to workers perceiving that

increased effort will lead to increased performance, increased

performance will lead to satisfaction of important needs, and the

satisfaction obtained from this efforts worthwhile. Finally participation

may also affect the “psychological bargain” between the organization

and its employees.

In such a situation, the changes to be introduced are:

The leader’s willingness to explore the new directions.

Personal contact with other similar companies using such

plan.

A technical assistant for a study of the situation

Collaborative planning by all the people necessary for

implementation and a pilot study.

Qualified consultants may help in the role of resource

persons catalysts, facilitators and trainers.

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Many large companies in India have tested and are still

experimenting with the ways to improve the quality of the work life

and improve productivity. It is interesting to note that most have

reported noteworthy success with enrichment effort.

Work life 2000 – Quality in work

The importance of quality in work was in focus at the work life

2000 conference , held January 22-24 as part of the Swedish

presidency of the European union. Quality in work is important for

individuals, but also for growth, employment and a sustainable and

competitive economy, said Minister Mona Sahlin, who opened and

concluded the conference. Some 650 participants from EU and

candidate countries gathered at the work life 2000 conference to

discuss and draw practical conclusions from the latest research

findings concerning labour marker, work organization, work

environment and diversity in working life. The conference was

preceded by some 60 international scientific workshops, illuminating

different aspects of modern working life and the results from each

workshop were presented at the conference.

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In her concluding speech, Mona Sahlin, Minister at the Ministry of

employment, industry and communications drew the following

conclusions.

Diversity is above all about respect for fundamental human

rights. The competence of all persons must be used, regardless of sex,

age, ethnicity, disability or sexual orientation. This is important also

from a growth perspective. We must have a working life that is

sustainable in the long run and that creates more and better jobs.

Everybody must also have the possibility to remain in work for a longer

time than today. Working conditions must permit this, and this involves

paying attention not only to the work environment, but also to

competence development/life long learning, equality, and influence.

Flexibility must be combined with security, influence, mobility, safety

and learning at work.

The employees must be able to influence their own work and

working time, work organization and work content. Psychological work

environment problems, like stress and burn out, are growing, while

many traditional work environment problems remain. Prevention must

be better. The cost of ill health is enormous in the European Union, and

the bill is paid by society, enterprise and individuals.

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In the future it will be necessary to motivate enterprises to

take more responsibility concerning quality in work, Mona

Sahlin said.

The problem for the employers is not always lack of resources

or will, but finding the right tools and methods. Quality in work

must be seen as profitable for all in the long run.

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COMPANY PROFILE

Profile For Exporters Directory

Name of the Company : CENTWIN

Address Office : 370, Kamaraj Road,

Tirupur – 641 604

India

Address Factory : At Various Places in and Around Tirupur

Contact Personal : P. Palanisamy B.A., B. L.,

P. Kumarasawamy B. E.,

Tel : 91 421, 211801, 211802, 211803, 211804.

Fax : 91 412, 215620 & 215621

Email : [email protected],net.in

Year of Establishment : 1978

Status (Proprietorship, Partnership, Pvt. Ltd., Ltd co etc.)

: Partnership concern

Whether Manufacturer/Merchant Exporter

: Manufactures & exporter

Turnover in Year 2000 : 20 Million US$

Main Products of Exports : Knitted garments

Production capacity of the above product (Per Month)

: 6,00,000 Pcs / Month

Main Markets : United kingdom, Germany, France, Spain, Italy, Netherlands, Australia, New Zealand, United States,

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Canada.

Any other Special Information

: -

Mission of Centwin

To become one of the leaders in the knitted garment industry

with responsibility towards fulfilling the basic human requirements by

producing quality garments for the customer’s satisfaction, keeping in

view the social, economic and environmental concerns of the nation.

To be a forerunner in technological superiority by adopting,

assimilating, understanding and implementing innovative concepts for

the betterment of the industry community and the country.

To obtain customer satisfaction through the enhancement of the

product standards and timely delivery. To maximize efficiency of the

work force by arranging educative workshops, sessions on time-

management and by creating a conducive work environment. To

combine the group’s diversified interests with those of its employees

and varied clientele.

Managing Directors

P. Govindaswamy

P. Palanisawamy

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P. Kumaraswamy

THE CENTWIN SAGA

Established in the year 1978 with a work force of 50 dedicated

employees, by means of concerted effort, Centwin has grown today

into a leading manufacturer in the knitted garments field. By

employing rigid quality control measures at every level, right from the

procurement of cotton to the last stage of forwarding the finished

garments, Centwin has earned a distinct name as a quality garment

exporter in India. With the total export volume touching 18.5 million US

$, almost all varieties of knitted garments for mens, ladies, girls, boys

and infants are made in-house. The export market include USA,

Europe, Japan, Australia, Canada and New Zealand. The Concern has

quota holdings as below (as of 1998).

USA

CAT 338 - 2 Million pcs

Group II _ 1 Million pcs

EUROPE

CAT – 4 - 2 Million pcs

CAT -5 - 0.5 Million pcs

CAT -7 - 1.5 Million pcs

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CAT-24 - 0.3 Million pcs



CANADA

Group – A - 0.03 Million Pcs

The total production capacity per year is around 12 million

pieces. The strength of the concern lies in its dedicated work force of

1500 direct and indirect employees. Today Centwin is a recognized

Export House and among the few who are in the continuous process of

modernisation and upgradation of all the manufacturing facilities. With

following in house facilities as listed overleaf, Centwin has today

become a progressive, dynamic and growth oriented group.

CENTWIN’S ESTEEMED CUSTOMERS … TOGETHER TOWARDS

NEXT MILLENNIUM

United States of America

Van Heusen, Jantzen, lzod, Geoffrey Beene, Associated

Merchandising Corporation, Target, Roytex inc., Oaktree, Limited Too,

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Gap, Dayton Hudson Corp., Edison Brothers, Together Crafts, Pierre

Cardin, Neutral Inc., Fruit Of The Loom Spot, Wrinkler international,

American Eagle Outfitters. Bombay industries inc., Apparel workshop

Bimini Bay, Todays man, Trophical sportswear, k-mart.

Canada

Importations Rallye

France

Auchan Centrale D’Achats, Philipe sa Paris, J.L. International.

Finland

Kappahl A/S

Germany

Baycity, Casa Blanca, Danilo Herrenmoden, Dr. Rehfeld

Handelsges MBH, Karstadt AG, Mustang, Grantex Handels GMBH,

Kitaro Handles GMBH

Holland

Wassen Textiles BV

Italy

Oviesse S.P.A, Coin S. P.A

United Kingdom

Hevika International, Nayyar Textiles Garments

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Australia

R. J. N. Australia Pty ltd.

Austria

Richard schops & Co Aktiengesell schaft

New Zealand

Devere

Norway

H & M Hennes & Mauritz, Kappahl A/S

Spain

Cuadrado S.A., Dia % Adlofo

Sweden

H & M Hennes & Mauritz, Kappahl A/S, Indiska magasinet AB

The Netherlands

Teidem BV

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AWARDS FOR EXCELLENCE

1. Award for considerable increase in exports covering new

markets – 1990

2. Best exporters award from the govt. of Tamilnadu – 1990

3. Silver plaque for achieving 2nd position in hosiery & knitted

garment exports. 1991.


garment exports 1993

5. Silver plaque for achieving 7th position in hosiery & knitted

garment category in the global level – 1993

6. Silver trophy for achieving No.1 position in export of hosiery

& knitted garments – 1994

7. Silver trophy for achieving No. 1 position in export of hosiery

& knitted garments 1995

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garment exports 1996

9. Silver plaque for achieving 4th position in hosiery & knitted

garment exports – 1997

10. Indian knitting industry’s centenary export award for the 2nd

highest export performance.

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ORGANIZATION CHART

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MANAGING DIRECTOR

G.M. OPERATION

QUALITY MANAGER

MERCHANDISER

QUALITY CONTROLLERS

FABRIC MANAGER

CHECKING SUPERVISOR

CUTTINGSUPERVISOR

ACCOUNTS & HOUSE KEEPING

STAFF

IRONING & PACKING SUPERVISOR

LINE SUPERVISOR

CHECKERS AND TRIMMERS

CUTTINGMASTERS

STORE BOY AND OFFICE BOY

IRONERS AND PACKERS

TAILORS &HELPERS

PLANNINGMANAGER

FACTORY MANAGER

MANAGER PERSONNEL & HRD

ASSISTANTS

MANAGING DIRECTOR

G.M. OPERATION

QUALITY MANAGER

MERCHANDISER

QUALITY CONTROLLERS

FABRIC MANAGER

CHECKING SUPERVISOR

CUTTINGSUPERVISOR

ACCOUNTS & HOUSE KEEPING

STAFF

IRONING & PACKING SUPERVISOR

LINE SUPERVISOR

CHECKERS AND TRIMMERS

CUTTINGMASTERS

STORE BOY AND OFFICE BOY

IRONERS AND PACKERS

TAILORS &HELPERS

PLANNINGMANAGER

FACTORY MANAGER

MANAGER PERSONNEL & HRD

ASSISTANTS

CENTWIN TEXTILE MILLS LTD.,THURAN SPINNING MILLS LTD.,

ELKAPEE SPINNERS (P) LTD.,

Centwin Textile Mills was started in 1988, at Vedasandur,

Tamilnadu, with a capacity of 3000 spindles, under the dynamic

leadership of Shri.P.Govindasamy, Managing Director. Producing yarns

of various count ranges, it exclusively fulfills the requirements of its

parent concern CENTWIN. Incorporating latest technologies from

M/s.LAKSHMI MACHINE WORKS LTD., a pioneer in manufacturing textile

machinery & equipment, the factory has now grown up to produce 5.4

million kgs of yarn per year with 37,874 spindles. The factory is also

equipped with the latest Auto Coners Model AC 338 D, from Schlafhorst

A.G, Germany, to suit the international standards. Backed by a team of

30 dedicated, qualified and experienced technicians together with 600

direct employees, the factory is able to maintain strict quality

standards in all its products.

CENTWIN’S SEWING FACTORIES

There are a total of 10 manufacturing facilities each of them

allotted to specific buyers. With the following imported machineries of

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Juki, Brother and Pegasus make, the factories are well equipped to

stitch all kinds of hosiery and woollen cloths.

The total production capacity of all the factories put together is

10 million pieces per month.

KNITTING THE DREAMS OF FASHION WORLD,,, CENTWIN

FABRICS

Started in the year 1993 it is located in the SIDCO industrial

estate and Arulpuram, Tirupur. The factory has the state of Art knitting

machines of various makes, which could develop almost all kinds of

knits. There are 21 Mayer & Cie, 2 Camber, 1 Jumberca, 7 Orizio, 1

Terrot, 1 Pailung, 1 Marchisio, 3 Lebocey, 1 Bentley and 6 Lakshmi

Terrot knitting machines in this factory. Dia width from 17 inches to 36

inches is knitted with design possibilities extending to single and

double Jersey, H.B., Waffle & drop needle Also with Lycra, Terry with

Jacquard, Eyelet rib jacquard, three thread fleece, auto stripes,

interlock double jersey, pique etc. The total production capacity is 1.75

lakh kgs per month.

CENTWIN EMBROIDERY

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The Embroidery factory located with in the main campus, is

equipped with four embroidery machines, imported from Japan.. Three

of them are of Barundan make and one of Tajima make. Each machine

has 20 heads and they are totally computer controlled. Designs up to

2,00,000 stitches and of size

24 cm x 45 cm can be embroidered here. Embroidering all over the

fabric with as much as 7 colors, can also be done here. The factory

employs 30 workers and has a production capacity of 50, 000 pieces

per month.

CENTWIN……AARPEE COLOUR HOUSE

Situated in a vast campus, in the village verrapandi, this Eco

friendly factory dyes a variety of Hosiery, this Eco Friendly Factory

dyes, a variety of Hosiery / Knitted, Woven in Cotton, Nylon, Polyester,

Acrylic and Woolen Fabric Facilities like computerized color matching

system and in house laboratory ensure shade and color fastness to

maintain the quality standards.

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OBJECTIVES

The following are the objectives of the present study on quality of work

life.

To study the quality of work life in Centwin Textiles Tirupur.

To study the role of supervisors in quality of work life in

Centwin textiles, Tirupur.

To study the opinion of employees adequacy and fairness of

compensation, job security, job related stress, grievance

handling, working conditions, interest of the management

in the welfare of employees, rewards for excellence , etc.

To study the relationship, if any, between age and opinion

about wage and salary, opinion about job related stress,

opinion about grievance handling, opinion about

relationship with supervisors, opinion about rewards etc.,

To study the relationship, if any, between income and opinion

about wage and salary, sex and opinion about wage and

salary.

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To offer suggestions to the management to improve quality of

work life in Centwin Textiles, Tirupur.

RESEARCH METHODOLOGY

1. AIM OF THE STUDY

The aim of the study is to study the quality of work life and role

of supervisors in quality of work life in Centwin Textiles in Tirupur.

2. CHOICE OF THE COMPANY

Centwin Textiles is a private limited company in India is a well

known company in Tirupur.

3. DATA COLLECTION

In this survey in order to meet the objectives of the study, the

data was collected with the help of primary and secondary sources

only.

Primary Data

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The first hand information which is being collected by the

researcher is called primary data. In this study primary data was

collected through opinion survey among workers using structured

questionnaire.

Interview was also done whenever found necessary to explore

the details or to clarify the responses given by the respondents. The

survey was conducted at Centwin, Tirupur.

Secondary data

Secondary data is based on second hand information once the

primary data has been put to use, the original character disappear and

the data becomes secondary. In this study facts, were collected from

the company records, reports and internet.

4. TOOLS OF DATA COLLECTION

The tools employed for collecting data about quality of work is a

well structured questionnaire for respondents. The questionnaire has

different question to bring about the various aspects regarding quality

of work life in the organization.

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5. SAMPLING METHOD

Random sampling is adopted for selecting the sample.

6. DATA ANALYSIS

Finally the data gathered must be assembled and interpreted.

Interpretation involves the conversion of data into information.

The collected data are arranged into tables, graphs for

easy understanding.

The data collected through the interview are analysed at

first using percentage method.

7. STATISTICAL TOOL

Chi-square test is used to analyse the data.

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LIMITATIONS

The following are some of the limitations of this study

Due to paucity of time only 60 workers were included in

the sample

The study is based on the opinion expressed by the

employees. So it may be biased.

The study is conducted only in Centwin Textiles. The

findings may not be applicable to other companies.

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ANALYSIS AND INTERPRETATIONS

TABLE – 1

AGE OF THE RESPONDENTS

Sl. No

Age (in years)

Number of Respondents

Percentage of respondents

1. 20 – 25 20 33

2. 26 – 30 20 33

3. 31 – 35 6 10

4. 36 – 40 14 24

Total 60 100

Inference

From the above table, it is found that 33% of the respondents

belong to the age group of 20 – 25 years, 33% of the respondents

belong to the age group of

26-30 years, 10% of the respondents belong to the age group of 31-35

33

years and 24% of the respondents belong to the age group of 36 – 40

years.

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TABLE – 2

EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Sl. No

Educational Qualification



1. Below 8th 25 40

2. Above 8th 36 60

Total 60 100

Inference

Educational qualification of 40% of the respondents are below 8th

standard and 60% of the respondents are above 8th standard.

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TABLE – 3

WORK EXPERIENCE OF THE RESPONDENTS

Sl. No

Experience (in years)



1. Below 2 20 33

2. 3 – 5 20 33

3. 6 – 8 14 24

4. Above 9 6 10

Total 60 100

Inference

33% of the respondents are having below 2 years of experience.

33% of the respondents are having 3 – 5 years of experience. 24% of

the respondents are having 6-8 years of experience and 10% of the

respondents are having above 9 years of experience.

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TABLE -4

MARITAL STATUS OF THE RESPONDENTS

Sl. No

Marital StatusNumber of

RespondentsPercentage of respondents

1. Married 36 60

2. Unmarried 24 40

Total 60 100

Inference

60% of the respondents are married and 40% of the

respondents are unmarried.

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TABLE - 5

MONTHLY INCOME OF THE RESPONDENTS

Sl. No

Monthly Income (in

Rs.)



1. Below 2000 24 40

2. 2001-3000 22 36

3. 3001-4000 10 17

4. 4001& above 4 7

Total 60 100

Inference

If can be Inferred from the above table that 40% of the

respondents are earning less than Rs.2000 per month, 36% the

respondents are earning between Rs. 2001-3000, 17% of the

respondents are earning between Rs. 3001-4000 and 7% of the

respondents are earning above Rs. 4000 per month.

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TABLE -6

SEXWISE CLASSFICATION OF THE RESPONDENTS

Sl. No

SexNumber of


1. Male 32 53

2. Female 28 47

Total 60 100

Inference

53% of the respondents are Males and the remaining 47% of the

respondents are females.

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TABLE -7

SHOWING RESPONDENTS OPINION ABOUT THE ADEQUACY AND

FAIRNESS OF COMPENSATION

Sl. No

ResponseNumber of


1. Yes 32 53

2. No 28 47

Total 60 100

Inference

53% of the respondents opine that they get adequate and fair

compensation. 47% of the respondents opine that they do not get

adequate and fair compensation.

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TABLE - 8

SHOWING RESPONDENTS OPINION ABOUT THE WAGE / SALARY

Sl. No OpinionNumber of

Respondents

Percentage of

respondents

1. Highly Satisfied 8 14

2. Satisfied 50 83

3. Neutral - -

4. Dissatisfied 2 3

5. Highly Dissatisfied - -

Total 60 100

Inference

83% of the respondents are satisfied with their wage / salary,

14% of the respondents are highly satisfied with the wage / salary and

3% of the Respondents are Dissatisfied with the wage / salary.

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TABLE –9

SHOWING RESPONDENTS OPINION ABOUT THE BONUS

Sl. No

ResponseNumber of


1. Yes 54 90

2. No 6 10

Total 60 100

Inference

90% of respondents receive Bonus and 10% of respondents do

not receive Bonus.

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TABLE –10

SHOWING RESPONDENTS OPINION ABOUT THE JOB SECURITY

Sl. No

ResponseNumber of


1. Yes 44 73

2. No 16 27

Total 60 100

Inference

73% of the respondents opine that they have job security and

27% of the respondents opine that do not have job security.

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TABLE –11

SHOWING RESPONDENTS OPINION ABOUT THE JOB RELATED

STRESS

Sl. No

ResponseNumber of


1. Yes 20 33

2. No 40 67

Total 60 100

Inference

67% of the respondents opine that do not have job related stress

and 33% of the respondents opine that they have job related stress.

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TABLE-12

SHOWING RESPONDENTS OPINION ABOUT THE ACCEPTANCE OF

SUGGESTIONS BY MANAGEMENT FOR CONSIDERATION

Sl. No

ResponseNumber of


1. Yes 52 87

2. No 8 13

Total 60 100

Inference

87% of the respondents opine that the management accepts

their suggestions for consideration. 13% of the respondents opine that

their management does not accept their suggestions for consideration.

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TABLE-13

SHOWING RESPONDENTS OPINION ABOUT THE GRIEVANCE

HANDLING




2. Satisfied 50 83

3. Neutral - -

4. Dissatisfied 2 3


Total 60 100

Inference

83% of the respondents are satisfied with the grievance handling

in their company. 14% of the respondents are highly satisfied with the

grievance handling and 3% of the respondents are dissatisfied with the

grievance handling.

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Figure No.1

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TABLE – 14

SHOWING RESPONDENTS OPINION ABOUT THE WORKING

CONDITIONS




2. Satisfied 28 47

3. Neutral - -

4. Dissatisfied 12 20

5. Highly Dissatisfied 8 13

Total 60 100

Inference

47% of the respondents are satisfied with the working conditions,

20% of the respondents are highly satisfied with the working

conditions. 20% of the respondents are dissatisfied with the working

conditions and 13% of the respondents are highly dissatisfied with the

working conditions.

48

Figure No.2

49

TABLE – 15

SHOWING RESPONDENTS OPINION ABOUT THE INTEREST OF THE

MANAGEMENT IN THE WELFARE OF EMPLOYEES

Sl. No

ResponseNumber of


1. Yes 44 73

2. No 16 27

Total 60 100

Inference

73% of the respondents opine that the management is interested

in the welfare of employees. 27% of the respondents opine that

management is not interested in welfare of employees.

50

TABLE – 16

SHOWING RESPONDENTS OPINION ABOUT THE REWARDS FOR

EXCELLENCE

Sl. No

ResponseNumber of


1. Yes 44 73

2. No 16 27

Total 60 100

Inference

73% of the respondents opine that management rewards

excellence. 27% of the respondents opine that management does not

rewards excellence.

51

TABLE – 17

SHOWING RESPONDENTS OPINION ABOUT THEIR RELATIONSHIP WITH

SUPERVISORS




2. Satisfied 38 63

3. Neutral 12 23

4. Dissatisfied - -


Total 60 100

Inference

63% of the respondents are satisfied about their relationship with

supervisors, 14% of the respondents are highly satisfied about their

relationship with supervisors.

52

Figure No.3

53

TABLE – 18

SHOWING RESPONDENTS OPINION ABOUT THEIR RELATIONSHIP WITH

CO-WORKERS




2. Satisfied 50 83

3. Neutral 9 10

4. Dissatisfied - -


Total 60 100

Inference

83% of the respondents are satisfied about the relationship with

co-workers, 7% of the respondents are highly satisfied about the

relationship with co-workers.

54

TABLE – 19

SHOWING RESPONDENTS OPINION ABOUT THE EMPLOYEES LIKING FOR

THEIR JOB

Sl. No Response Number of


1. Yes 52 87

2. No 8 13

Total 60 100

Inference

87% of the respondents like their job. 13% of the respondents do

not like their job.

55

TABLE – 20

ROLE OF SUPERVISOR IN QUALITY OF WORK LIFE

Sl. No

Particulars

Respondents

To a great extent

To some extent

To no extent

1. Opinion about the help provided by the supervisors

24 30 6

2. Opinion about whether the workers are treated equally

20 24 16

3. Opinion about competency of the supervisors

18 34 8

4. Opinion about the freedom give to be employees

14 32 14

5 Opinion about the supervisors help in completing their work

18 32 10

6 Opinion about individualized attention received

24 20 16

7 Opinion about the help provided by supervisors in solving problems

24 32 4

8 Opinion about the contribution of the supervisors to the growths development of the employees.

18 38 4

56

Inference

30% of the respondents feel that to some extent their

supervisors provide them help. 24% of the respondents feel that to

some extent workers are treated equally. 34% of the respondents feel

that their supervisors have competency to some extent. 32% of the

respondents feel that to some extent they are given freedom. 32% of

the respondents feel that to some extent supervisors help them

completing their work. 24% of the respondents feel that they receive

individualized attention to a great extent. 32% of the respondents feel

that to some extent their supervisors help them in solving problems.

38% of the respondents feel that to some extent supervisors contribute

to the growth and development of employees.

57

TABLE – 21

RELATIONSHIP BETWEEN AGE AND OPINION ABOUT WAGE / SALARY

Age group

Highly satisfi

ed

Satisfied

Neutral

Dissatisfied

Highly Dissatisfi

edTotal

20 – 25 - 20 8 - - 28

26 – 30 - 16 4 - - 20

31 – 35 - 6 - - - 6

36 – 40 - 6 - - - 6

Total - 48 12 - - 60

Row total x Column total Expected frequency = ------------------------------------------

Grand total

(Oij – Eij)2 X2 = ---------------------

Eij

Where, O = Observed frequency

E = Expected frequency

58

Observed frequency

Expected frequency

O-E (O-E)2 (O-E)2 / E

0

20 20

0

22.422.4 -2.4 5.76 0.257

8

0

0

0

16

24

5.6

0

0

0

16

21.6 2.4 5.76 0.267

4

0

0

0

6

10

4

0

0

0

4.8

8.8 1.2 1.44 0.164

0

0

0

0

6

0

0

0

6

1.2

0

0

0

4.8

1.2

0

0

7.2 -1.2 1.44 0.2

(Oij – Eij)2

X2 = --------------------

Eij

0.888

59

Calculated value

x2 = 0.888

V = (n-1)

= 4 – 1

= 3

x2 0.05 = 7.81

Table value = 7.81

Inference

The calculated value is less than the table value. The null

hypothesis is accepted. Therefore there is no relationship between age

and opinion about wage / salary.

60

TABLE – 22

RELATIONSHIP BETWEEN INCOME AND OPINION ABOUT

WAGE / SALARY

Income

group

Highly satisfi

ed

Satisfied

Neutral

Dissatisfied

Highly Dissatis

fiedTotal

Below 2000

- 20 6 - - 26

2001 – 3000

- 16 6 2 - 24

3001 – 4000

- 6 - - - 6

4001 - above

- 4 - - - 4

Total - 46 12 2 - 60

Calculated value

x2 = 1.34295

V = (n-1)

= 5 – 1

= 4

x2 0.05 = 9.488

Table value = 9.488

Inference


hypothesis is accepted. Therefore there is no relationship between

income and opinion about wage / salary.

61

TABLE – 23

RELATIONSHIP BETWEEN SEX AND OPINION ABOUT WAGE /

SALARY

Sex Male Female Total

Highly satisfied 10 4 14

Satisfied 24 12 36

Neutral 2 6 8

Highly dissatisfied

- - -

Dissatisfied - 2 2

Total 36 24 60

Calculated value

x2 = 3.1827

V = (n-1)

= 3 – 1

= 2

x2 0.05 = 5.991

Table value = 5.991

Inference


hypothesis is accepted. Therefore there is no relationship between sex

and opinion about wage/ salary.

62

TABLE – 24

RELATIONSHIP BETWEEN AGE AND OPINION ABOUT

JOB RELATED STRESS

Age group Yes No Total

20 – 25 8 10 18

26 – 30 2 20 22

31 – 35 2 8 10

36 – 40 2 8 10

Total 14 46 60

Calculated value is = 6.55877

V = (n-1)

= 5 – 1

= 4

X2 0.05 = 9.488

Table value = 9.488

Inference



and opinion about job related stress.

63

TABLE – 25

RELATIONSHIP BETWEEN AGE AND OPINION ABOUT

GRIEVANCES HANDLING

Age group

Highly satisfi

ed

Satisfied

Neutral

Dissatisfied

Highly dissatisfi

edTotal

20 – 25 2 16 - - - 18

26 – 30 - 20 2 - - 22

31 – 35 - 10 - - - 10

36 – 40 2 8 - - - 10

Total 4 54 2 - - 60


V = (n-1)

= 5 – 1

= 4

X2 0.05 = 9.488

Table value = 9.488

Inference



and opinion about grievances handling.

64

TABLE – 26

RELATIONSHIP BETWEEN AGE AND

OPINION ABOUT RELATIONSHIP WITH SUPERVISORS

Age group

Highly satisfi

ed

Satisfied

Neutral

Dissatisfied

Highly dissatisfi

edTotal

20 – 25 4 10 4 - - 18

26 – 30 - 20 6 - - 26

31 – 35 4 4 - - - 8

36 – 40 2 4 2 - - 8

Total 10 38 12 - - 60


V = (n-1)

= 5 – 1

= 4

X2 0.05 = 9.488

Table value = 9.488

Inference

The calculated value is less than the table values. The null


and opinion about relationship with your supervisors.

65

TABLE – 27

OPINION ABOUT REWARD FOR EXCELLENCE

Age group Yes No Total

20 – 25 4 14 18

26 – 30 - 20 20

31 – 35 - 20 20

36 – 40 - 2 2

Total 4 56 60


V = (n-1)

= 3 – 1

= 2

X2 0.05 = 5.991

Table value = 5.991

Inference

The calculated value is less than the table values. The null


and opinion about reward for excellence.

66

FINDINGS

Quality of Work Life is the degree to which members of an

organization are able to satisfy their personal needs through

their experiences in the organization. In the present study an

attempt is made to study Quality of Work Life in Centwin

Textiles and role of supervisors in the Quality of Work Life.

Information about Quality of Work Life is collected through a

questionnaire. Data about the role of supervisors in Quality of

Work Life are collected through a questionnaire. The sample

size was 60.The collected data are arranged in tables and

statistical tools are applied to interpret the data.

Thirty three percent of the respondents belong to the age

group below 20-25 years. Sixty percent of the respondents are

above 8th standard. Thirty three percent of the respondents are

having 3-5 years of experience.

Sixty percent of the respondents are Married. Fourty percent of

the respondents are earning a monthly income below 2000

rupees. Fifty three percent of the respondents are Males.

67

Fifty three percent of the respondents opine that their wage is

adequate and fair. Eighty three percent of the respondents are

satisfied with their wage / salary. Ninety percent of the

respondents receive bonus. Seventy three percent of the

respondents opine that they have job security. Sixty seven

percent of the respondents opine that do not have job related

stress.

Eighty seven percent of the respondents opine that

management accepts their suggestion for consideration. Eighty

three percent of the respondents are satisfied with the

grievance handling in their company. Fourty seven percent of

the respondents are satisfied with the working conditions.

Seventy three percent of the respondents opine that

management is interested in welfare of employees.

seventy three percent of the respondents opine that

management rewards for excellence. Sixty three percent of the

respondents are satisfied with the relationship with superiors.

Eighty three percent of the respondents are satisfied with the

relationship with co-workers.

68

Eighty seven percent of the respondents opine that the

employees like their jobs.

By applying chi-square test it is conclude that there is no

relationship between age and opinion about wage/salary. There

is no relationship between income and opinion about

wage/salary. There is no relationship between sex and opinion

about wage/salary. There is no relationship between age and

opinion about job related stress.

There is no relationship between age and opinion about

grievance Handling. There is no relationship between age and

opinion about relationship with supervisors. There is no

relationship between age and opinion about reward excellence.

Thirty percent of the respondents feel that to some extent their

supervisors provide them help. Twenty four percent of the

respondents feel that to some extent workers are treated

equally. Thirty four percent of the respondents feel that their

supervisors have competency to some extent. Thirty two

percent of the respondents feel that to some extent they are

given freedom.

69

Thirty two percent of the respondents feel that to some extent

supervisors help them completing their work. Twenty four

percent of the respondents feel that they receive individualized

attention to a great

Extent. Thirty two percent of the respondents feel that to some

extent their supervisors help them in solving problems. Thirty

eight percent of the respondents feel that to some extent

supervisors contribute to the growth and development of

employees.

70

SUGGESTIONS

Quality of work life denotes all the organizational inputs which

aim at the employees satisfaction and enhancing organizational

effectiveness. The management in every organization should sincerely

invite employees to suggest way to improve their operation and quality

of work life. The following are the suggestions offered to the

management of Centwin Textiles to improve the quality of work life.

The supervisor is one key to the quality of work life. The two

major roles of supervisors which are critical to high quality of work life

are

a) Consideration

This relates to the supervisor’s activities in providing a

satisfactory work environment to the way he treats his employees on a

day-to-day basis, his personal relations with them, his approach to the

disciplinary process. For workers with high ‘related’ needs, who are

assigned to routine jobs, the activities of the supervisor may facilitate

or hinder the development of a friendly cohesive work group.

71

Other factors are,

Creating a feeling of approval

The personal, man-to–man relationships between a supervisor

and his subordinates is very important.

Developing personal relation

A feeling of approval is more likely to result if the boss shows

personal interest in his subordinates.

Providing fair treatment

Since subordinates are directly dependent on their bosses, they

are understandably anxious to receive fair treatment in the distribution

of rewards and punishments.

b) Facilitation

The job will be frustrating and dissatisfying and productivity will

almost certainly be low. Generally includes those things which the

supervisor can do to make it easier for the worker to do the job.

72

Establishing performance standard

Performance standards may be qualitative or quantitative

Work redesign

It can be an effective tool for improving both the quality of work

experience of employees and their on-the–job-productivity.

Participative management

Participation has been widely recommended as means of

improving the quality of work life and increasing the productivity.

73

CONCLUSION

Quality of work life is the degree to which members of an

organization are able to satisfied their personal needs through their

experience in the organization. In the present studies an attempt is

made through study quality of work life in Centwin Textiles and role of

supervisors in the quality of work life.

Eighty three percent of the respondents are satisfied with their

wage / salary. Ninety percent of the respondents receive bonus.

Seventy three percent of the respondents opine that they have job

security. Eightythree percent of the respondents are satisfied with the

grievance handling in the company.

Fourty seven percent of the respondents are satisfied with their

working conditions. Seventy three percent of the respondents opine

that management is interested in welfare of employees. Eighty seven

percent of the respondents opinion that the employees like their job.

By applying chi- square test, there is no relationship between

age and opinion about wage/salary. There is no relationship between

income and opinion about wage/salary. There is no Relationship

74

between sex and opinion about wage/ salary. There is no relationship

between age and opinion about job related stress.

There is no Relationship between age and opinion about

Grievance handling. There is no Relationship between age and opinion

about relationship with supervisors. There is no Relationship between

age and opinion about Reward or Excellence.

Thirty percent of the respondents feel that to some extent their

supervisors provide them help. Twenty four percent of the respondents

feel that to some extent workers are treated equally. Thirty four

percent of the respondents feel that their supervisors have

competency to some extent. Thirty two percent of the respondents feel

that to some extent they are given freedom.

Thirty two percent of the respondents feel that to some extent

supervisors help them completing their work. Twenty four percent of

the respondents feel that they receive individualized attention to great

extent. Thirty two percent of the respondents feel that to some extent

their supervisors help them in solving problems. Thirty eight percent of

the respondents feel that to some extent supervisors contribute to the

growth and development of employees.

75

BIBLIOGRAPHY

1. Pattanayak, Biswajeet , Human Resource Management, Prentice

Hall of India Pvt. Ltd., New Delhi, 2001

2. Gupta. C.B, Human Resource Management, Sultan Chand and

Sons, New Delhi

3. Luthans Fred, Organisational Behaviour, McGraw Hill

International Editions, Singapore, 1992.

4. John W. Newstrom / Keith Davis, Organisational Behaviour at

Work, Tata Mc Graw Hill Publishing Company Ltd., New Delhi.

5. Kothari. C.R, Research Methodology Methods & Techniques,

Wishwa Prakashan, New Delhi, 2002.

Websites

1. www.hhs.gov

2. www.mc.vanderbilt.edu

3. www.arbetslivsinstitute.se

QUALITY OF WORK LIFE SCORE

Question No.Yes (+2)

No (-2)

1. 32 x 2 = 64 28 x–2 = -56

3. 52 x 2 = 108 6 x –2 = -12

4. 44 x 2 = 88 16 x –2 = -32

5. 20 x -2 = -40 40 x 2 = 80

6. 52 x 2 = 104 8 x –2 = -16

9. 44 x 2 = 88 16 x –2 = -32

10. 44 x 2 = 88 16 x –2 = -32

13. 52 x 2 = 104 8 x –2 = -16

604 -116

Question number

Highly satisfied

(+2)

Satisfied (+1)

Neutral (0)

Dissatisfied (-1)

Highly dissatisfi

ed (-2)

2 8 x 2 = 16

50 x 1 = 50

- 2 x –1 = -2

-

7 8 x 2 = 16

50 x 1 = 50

- 2 x –1 = -2

-

8 12 x 2 = 24

28 x 1 = 28

- 12x –1 = -12

8 x –2= -16

11 10 x 2 = 20

38 x 1 = 38

12 x 0 = 0

- -

12 4 x 2 = 8 50 x 1 = 50

9 x 0 = 0 - -

84 216 0 -14 -16

Positive value = 60 4 + 84+216 = 904

Negative value = -116 - 14 - 16 = -146

Quality of work life score = 758

CONTENTS

Sl.No.

Title Page No.

1 INTRODUCTION 1

2 COMPANY PROFILE 15

3 OBJECTIVES OF THE STUDY 27

4 RESEARCH METHODOLOGY 28

5 LIMITATIONS OF THE STUDY 31

6 ANALYSIS AND INTERPRETATIONS

Percentage Analysis

Application of chi-square test

32

7 FINDINGS 65

8 SUGGESTIONS 69

9 CONCLUSION 72

BIBLIOGRAPHY

APPENDIX

LIST OF TABLE

Sl.No

.

Title Page

No.

1 Age of the respondents 32

2 Educational qualification of the respondents 33

3 Work experience of the respondents 34

4 Marital status of the respondents 35

5 Monthly income of the respondents 36

6 Sexwise classification of the respondents 37

7 Respondents opinion about the adequacy and

fairness of compensation

38

8 Respondents opinion about the wage / salary 39

9 Respondents opinion about the bonus 40

10 Respondents opinion about the job security 41

11 Respondents opinion about the job related stress 42

12 Respondents opinion about the acceptance of

suggestions by management for consideration

43

13 Respondents opinion about the grievance handling 44

14 Respondents opinion about the working conditions 46

Sl.No

.

Title Page

No.

15 Respondents opinion about the interest of the

management in the welfare of employees

48

16 Respondents opinion about the rewards for

excellence

49

17 Respondents opinion about their relationship with

supervisor

50

18 Respondents opinion about their relationship with

co-workers

52

19 Respondents opinion about the employees liking for

their job

53

20 Role of supervisors in quality of work life 54

CHI-SQUARE TEST

21 Relationship between age and opinion about

wage/salary

56

22 Relationship between income and opinion about

wage /salary

59

23 Relationship between sex and opinion about wage /

salary

60

24 Relationship between age and opinion about job

related stress

61

Sl.No

.

Title Page

No.

25 Relationship between age and opinion about

grievance handling

62

26 Relationship between supervisors and age group 63

27 Relationship between age and opinion about reward

for excellence

64

LIST OF CHARTS

Sl.No.

Title Page No.

1 Respondents opinion about Grievance handling 45

2 Respondents opinion about Working conditions 47

3 Respondents opinion about relationship with superiors

51

ACKNOWLEDGEMENT

If the words are considered as symbols of approval and taken for

acknowledgement then let the words play the heralding role of

expressing my gratitude to all those who have helped me directly or

indirectly during this project.

My grateful thanks to Dr.R.INDRALEKHA, M.A., M.Phil.,

M.Ed., special Officer of Maharaja College for Women, Perundurai for

giving me the opportunity to undergo this project work.

I humbly express my sincere thanks to our Principal

Mrs.PANKHAJAVIJAYAN, M.Sc., M.Phil., for allowing me to do this

project work.

I owe my indebtedness and personal gratitude to my Guide

Mr.P.PARAMANANDAM, M.A.(Psy), M.A.(Eng.), M.A.(Soc.),

M.B.A., M.Sc., M.Ed., B.L.I.S., PGDHRM, PGDMM, Head of the

Department studies, for having guided me throughout this project work

and extended his valuable advice whenever needed which has been of

immense help in this endeavour.

I am extremely grateful to Mr.THINAKARAN, M.B.A., Manager

(HRD), Centwin Textiles, Tirupur for having given me permission to

undertake this project and for providing me guidance and supervision

for carrying out this project.

I thank CALLME COMPUTERS, Erode for their great support in

completing my project work successfully.

Last but not least , with my deep sense of gratitude I shower my

heartiest thanks to my PARENTS, FRIENDS and WELL-WISHERS

those who added meaning and gave life to the project.

DECLARATION

I, SANTHIYA LAKSHMI. D, a bonafide student of Department

of Management Studies, Maharaja College for Women, Perundurai

would like to declare that the project entitled “A STUDY ON QUALITY

OF WORK LIFE IN CENTWIN TEXTILES, TIRUPUR” in partial

fulfillment of MASTER OF BUSINESS ADMINISTRATION (MBA)

Degree Course of the Bharathiar University, Coimbatore is the original

work done by me.

Date : Signature of the Candidate

(D.SANTHIYA LAKSHMI)

APPENDIX

QUESTIONNAIRE

PERSONAL DATA :

Name :

Age :

Sex : Male/ Female

Marital status : Married/ unmarried.

Education Qualification : Literate / Illiterate.

a) Below 8th b)Above 8th

Place :

Work Experience :

Monthly Income :

Number of dependents :

INFORMATION RELATED TO STUDY:

1. Does your company offer your fair and adequate compensation?

Yes/ No

2. What is your opinion about the wage/ salary offered by your

company?

1. Highly Satisfied. 2. Satisfied.

3. Neutral.

4. Dissatisfied. 5. Highly Dissatisfied.

3. Do you get bonus?

Yes / No

4. Does your company provide you job security?

Yes/ No

5. Do you experience job-related stress?

Yes/ No

6. Does your company take into consideration the suggestions

offered by the employees?

Yes/ No

7. What is your opinion about grievance handling in your company?

1. Highly satisfied 2. Satisfied 3.

Neutral

4. Dissatisfied 5. Highly dissatisfied

8. What is your opinion about the working conditions in your

company?


Neutral


9. Does your company show interest in the warfare of the workers?

Yes/ No

10. Does your company reward for excellence?

Yes/ No

11. What is your opinion about your relationship with your

supervisor?


Neutral


12. What is your opinion about your relationship with other co-

workers?


Neutral


13. Do you like your job?

Yes/ No

ROLE OF SUPERVISOR IN QUALITY OF WORK LIFE

1. In general is your supervisor helpful?

a) To a great Extent b) To some extent c) To no

extent.

2. Does your supervisor that all the workers equally?

a) a) To a great Extent b) To some extent c) To no

extent.

3. Is your supervisor a competent person ?


extent.

4. Does your supervisor give you freedom in your work?


extent.

5. Does your help you in company your work?


extent.

6. Does your supervisor show individuate attention on you?


extent.

7. Does your supervisor help you in solving your problem?


extent.

8. Does your supervisor contribute to growth and development?

a) To a great Extent b) To some extent c) To no extent.

A STUDY ON QUALITY OF WORK LIFE IN CENTWIN TEXTILES,

TIRUPUR.

PROJECT REPORT

Submitted by

Santhiya Lakshmi. D Reg.No.0235F0435

Under the guidance of

Mr. P.PARAMANANDAM, M.B.A., M.A. (Psy)., M.A. (Soc)., M.A.(Eng)., M.Sc., M.Ed., M.Phil., B.L.I.S., PGDHRM., PGDMM.,

Submitted in the partial fulfillment of the requirements for the degree of

MASTER OF BUSINESS ADMINISTRATIONof Bharathiar University, Coimbatore

2002 – 2004

Department of Management Studies

MAHARAJA COLLEGE FOR WOMENPerundurai – 638 052

MAHARAJA COLLEGE FOR WOMENPerundurai – 638 052

Certificate

This is to certify that the summer placement project report entitled A STUDY ON QUALITY OF WORK LIFE IN

CENTWIN TEXTILES, TIRUPURIs a bonafide record of work done by

Santhiya Lakshmi. D Reg.No.0235F0435

and submitted in partial fulfillment of the requirement for the degree of

MASTER OF BUSINESS ADMINISTRATIONof Bharathiar University, Coimbatore

Head of the Department Faculty Guide

Principal

Viva – Voce examination held on ______________

Internal Examiner External Examiner

Quality of Work Life

Documents

receive individualized attention

receive fair treatment

centwin textile mills

wage salary

achieving 2nd position

satisfactory work environment

human resource management

job related stress