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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.

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 individuals 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 individuals job involvement, job satisfaction and sense of competence increase, these are a rise in job performance.

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 employees personal and social life by forcing on them demanding working hours, overtime work, business travel, untimely transfers etc.

Fun at workplace: This is growing trend adopted by todays 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.

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 typesmental 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.

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.

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.

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.

Author: David Efraty and M. Joseph Sirgy Findings Quality of work life (QWL) was conceptualized in terms of need satisfaction stemming from an interaction of workers' needs (survival, social, ego, and selfactualization 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 functioningexpressive, integrative, adaptive and conservative; and field of functioningpsychological, 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.

Author: STEPHEN J. HAVLOVIC Findings This study develops and tests hypotheses regarding the influence of Quality of Work Life (QWL) initiatives on absenteeism, accidents, grievances, and quits, using monthly longitudinal human resource archival data collected at a unionized Midwestern heavy manufacturing firm for the period from 1976 to 1986. The sample size is 129 months (48 months of pre-QWL measures and 81 months of post-QWL measures). Autoregression procedures are utilized to examine the direct impact of QWL on human resource outcomes. QWL is found to significantly reduce absenteeism, minor accidents, grievances, and quits.

Author: Greenberg, Paul D .Glaser, Edward M. Findings This publication summarizes the proceedings of the Conference of Union Officials on Issues Related to Labor-Management Cooperation in Quality of Worklife (QWL) Improvement Efforts (March 1979) and subsequently treats issues that emerged in more detail. Chapter 1 provides a general introduction to QWL. A summary of the Washington, D.C. conference appears as chapter 2. Chapters 3-5 extend the treatment of these controversial issues--definition of QWL, objectives, structures, union and management roles, public policy implications, scope of a QWL effort, payoff, QWL in relation to union organizing, analysis of QWL failures, relationship between QWL and collective bargaining, and union and management initiatives. Chapter 3 presents the views of ten management people on issues and viewpoints expressed by trade unionists. Chapter 4 analyzes major concerns-definition and objectives, union attitudes, relationship with collective bargaining, conditions associated with success/failure, and prognosis for joint efforts--with reference to the QWL literature

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Author: M. Joseph Sirgy, David Efraty, Phillip Siegel and Dong-Jin Lee Findings A new measure of QWL was developed based on need satisfaction and spillover theories. The measure was designed to capture the extent to which the work environment, job requirements, supervisory behavior, and ancillary programs in an organization are perceived to meet the needs of an employee. We identified seven major needs, each having several dimensions. These are: (a) health and safety needs (protection from ill health and injury at work and outside of work, and enhancement of good health), (b) economic and family needs (pay, job security, and other family needs), (c) social needs (collegiality at work and leisure time off work), (d) esteem needs (recognition and appreciation of work within the organization and outside the organization), (e) actualization needs (realization of one's potential within the organization and as a professional), (f) knowledge needs (learning to enhance job and professional skills), and (g) aesthetic needs (creativity at work as well as personal creativity and general aesthetics). The measure's convergent and discriminant validities were tested and the data provided support to the construct validity of the QWL measure. Furthermore, the measure's nomological (predictive) validity was tested through hypotheses deduced from spillover theory. Three studies were conducted two studies using university employees and the third using accounting firms. The results from the pooled sample provided support for the hypotheses and thus lent some support to the nomological validity to the new measure.

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Author: Linda K. Johnsrud Findings There seems to be a presumption that the quality of worklife on college and university campuses has declined for faculty and administrative staff. What is not known is how generally true this is perceived to be, to what extent the quality of worklife varies by campus, and for what reasons it varies. Most importantly, it is not clear what impact the quality of worklife of faculty and staff members has on their performance or retention. The following article reviews the recent empirical literature devoted to this topic and offers a framework that conceptualizes these studies in three groups: those that describe and explore differences in the quality of worklife, those that determine the impact of worklife on attitudes, and those that attempt to explain behavioral outcomes. The implications of this work for practice and policy on college and university campuses is discussed. The author argues that campus leaders who want to improve the performance and retention of faculty and administrative staff must identify and address the particular issues that matter to those employed on their campuses.

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1.3 STATEMENT OF THE PROBLEM

Quality of Work Life in an organization is essential for the smooth running and success of its employees. The Work Life balance must be maintained effectively to ensure that all employees are running at their peak potential and free from stress and strain. The Quality of Work Life can affect such things as employees timings, his or her work output, his or her available leaves, etc. Quality of Work Life helps employees to feel secure and like theyre being thought of and cared for by the organization in which they work. An organizations HR department assumes responsibility for the effective running of the Quality of Work Life for their employees. So, the investigator has made an attempt in this regard and has undertaken the current study to analyze the Quality of Work Life among the employees and to offer suitable suggestions for the company to take necessary steps to improve the Quality of Work Life among its employees.

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1.4 OBJECTIVES OF THE STUDY

To identify the factors affecting quality of work life. To analyze the measures adopted by the company to improve the quality of work life among the employees. To study the attitude of the employees towards various welfare measures provided in the unit under study. To suggest suitable measures to improve the quality of work life among the employees.

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1.5 RESEARCH METHODOLOGY

RESEARCH A careful investigation (or) inquiry specially through search for new facts in any branch of knowledge -C.R.KOTHARI Systematized effort to gain new knowledge - Redman and Mory. The manipulation of things, concepts (or) symbol for the purpose of generating to extend, correction verify knowledge, whether that knowledge aids in construction of theory (or) in the practice of an art. RESEARCH METHODOLOGY Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically. It is necessary for the researcher to know not only the research methods/techniques but also the methodogy. Research needs to know how to apply particular research techniques. All this means that it is necessary for the researcher to design his methodology for the particular problem as it may differ from problem to problem.

RESEARCH DESIGN The study was designed to be descriptive in nature. Descriptive research includes survey and fact finding enquiry of different kinds.

UNIVERSE OF THE STUDY The universe of the study refers to the employees of Sri Karpagam Spinning Mills India (P) Ltd. The total strength of the universe is 335.

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SAMPLE SIZE This refers to the number of items to be selected from the universe to constitute a sample. The size of sample should neither be excessively large, nor too small. It should be optimum. An optimum sample is one which fulfills the requirements of efficiency, respresentativesness, reliability and flexibility. Sampling size of 120 has been selected from the total population SAMPLING METHOD The sampling method used for the study is convenient sampling. CONVENIENT SAMPLING The respondents constituting the sample are selected according to the researchers 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 16

 Simple percentage analysis 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

account of time constraint. Some respondents have been reluctant to provide the researcher with the

necessary 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-II INDUSTRY 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 1800s 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 familys 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 1700s 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 21

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 1600s up to the 1800s young girls made up the spinning labor force (6 to 9 years old) and worked extremely long hours for low wages. But in the 1800s 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 1900s. 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 1700s. 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 dont 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. 24

THE SPINNING OF COTTON INTO YARN How the manufacturer turns the cotton into yarn ready for the weaver. This is called spinning. Perhaps there is some one in your class who has visited a spinning mill and can tell how cotton is cleaned and made ready for weaving. This is what the girls of the Sewing League of Pleasant Valley saw the day they went to visit the mill. The Camp Fire girls went the same day, and Miss Ashly, their guardian, said that what they learned would count as an honor. How cotton is prepared for spinning. The girls went to the lower floor where the cotton is received. They saw the bags and iron bands removed and the cotton pulled apart by a queer machine called a cotton opener, or bale breaker, for you remember the cotton was pressed very hard before being shipped. The cotton is then placed in pickers, or machines which blow it apart and blow out the leaves and dust and dirt. As the cotton leaves this machine, it looks like a big piece (6 ft. wide) of cotton batting rolled in a large roll. It looks soft and clean. Then the girls watched the men place this roll at the back of the next machine, called a carding machine. Here it was cleaned some more; and such a wonderful thing happened. As it left the machine instead of coming out as a lap of the roll of cotton like it went in, it came out in a long thick coil which looked like a rope, and there were tall round cans ready to receive this continuous line of cotton rope. How soft and beautiful it looked! What wonderful machines the manufacturer had. Some one must have made them. Then the girls visited ever so many machines which wound this cotton rope on spools. Each machine made the rope thinner and finer until it was drawn out as thin and round as the manufacturer wished. Barbara Oakes noticed this: that these spinning machines not only drew out the cotton rope and made it thinner, but put in a twist which prevented it from breaking so easily. Do you remember how the cotton fiber looked under the microscope? The twist in the fiber helps in the spinning. Isn't it wonderful to think that such tiny fibers can be made into spinning yarns, and yarns woven into cloth?

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How cotton is spun. Did you ever see any one spin by hand? One day the Girls' League went to Marjorie Allen's grandmother's house. She took the girls to the attic and showed them her grandmother's spinning wheels. There was a large one for spinning woolen yarn. This she called the great wheel. Then there was a small one called the flax wheel for spinning flax, or linen, into yarn for weaving. Grandmother sat down and showed them how to spin. She pressed her foot on the treadle just like a sewing machine; and the wheels went round. The flax was on a little holder called a distaff.. She held and drew the flax while the wheels of the machine put in the twist. That is just what the modern spinning machine does, but it can accomplish much more in an hour than grandmother did in a day. Still it is a great satisfaction to possess some of the beautiful old textiles spun and woven by grandmother's hands. The girls had the pleasure of opening a great chest in the attic and looking at the hand-woven sheets and coverlets which Grandmother Allen prizes so highly. Barbara Oakes and Mollie Stark fairly clapped their hands and said, "How beautiful the colors are." The coverlets were made of wool and cotton yarns. Grandmother showed the girls the hand cards which she used when a girl in helping her mother prepare wool into carded rolls for spinning. Do you remember that the cotton at the factory passed through a carding machine to be cleaned and made into a cotton rope. Grandmother told the girls she used to do the same for wool. She used the little hand cards and drew the boards with the fine teeth back and forth to clean the fibers, and then made little rolls for the great wheel to spin. Perhaps at your school you can have an exhibit of old industrial things once used in the home. Maybe your grandmother has something in the attic - some cards, or wheels, or old hand-woven materials. If you have a Girls' Sewing League, the girls will, perhaps, send out invitations and invite the mothers and grandmothers. The girls can prepare some coffee and cookies at school to serve the afternoon of the exhibit. The Pleasant Valley girls had such an afternoon entertainment and earned five dollars for their school fund. They will probably buy some dishes for the school lunch.

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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.

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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, major shareholders. 28 Mr.A.Somasundaram, Mr.A.Shanmughasundaram and Mr.A.Sivamani, all are residing in Coimbatore. All the above are brothers and other

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 20s count Sankar 6, MUC5, LRA (for 40s 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 Administration Skilled labour Unskilled labour 25 250 60 335 No. of Shifts No. of working days - 3 Shifts - 29 days/month Future Requirement 10 100 35 145

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, 30s count and 40s 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: 1. Cost of One No. Vestas type V82/1650 Wind Electric Generator (WEG) as per Proforma Invoice 2. Infrastructure development charges and other statutory Charges payable to TNEB 3. Charges for Erection & Commissioning of one No.V82/1650 WEG Service tax & Surcharge on Erection charges Total MEANS OF FINANCE: 1. PROMOTORS MARGIN (30%) 2. TERM LOAN SOUGHT FROM IREDA Total Note: Holiday period required for the above loan - 3 months Repayment period Interest rate requested - 11 years - 8.5% p.a.

(Rs. In Lakhs)

1039.34 42.60

25.00 3.06 _______ 1110.00

333.00 777.00 1110.00

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 promoters 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.

Percentage of Respondents =

Number of Respondents --------------------------------- X 100 Total Respondents

33

CHI-SQUARE ANALYSIS The collected data are statistically analyzed with chi-square test. The chisquare 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. Chisquare test ( 2) Degrees of freedom whereas, O E R C To find E : Expected Frequency = 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 Row Total Column Total ----------------------------------Grand Total

= = = = = =

(O E ) 2 E

(R-1) (C-1) Observed frequency Expected frequency Number of rows Number of columns

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 = Where Wi Xj -

WiXj Weight age value Ranking position value

35

3.1. SIMPLE PERCENTAGE ANALYSIS

TABLE: 3.1.1 AGE OF THE RESPONDENTS Age Group Less than 25 years 25 35 years 35 45 years 45 55 years Above 55 years TOTAL 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. Number of Respondents 18 46 43 13 0 120 Percentage% 15 38 36 11 0 100

36

CHART: 3.1.1 AGE OF THE RESPONDENTS

50 45 40 No of Respondents 35 30 25 20 15 10 5 0 Less than 25 years 18%

46%

43%

No of Respondents 13%

25 35 years

35 45 years Age group

0 45 55 Above 55 years years

37

TABLE:3.1.2 GENDER OF THE RESPONDENTS Gender Male Female TOTAL 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. No of Respondents 47 73 120 Percentage% 39.16 60.84 100

38

CHART:3.1.2 THE GENDER OF THE RESPONDENTS

73 % 80 70 60 50 No of 40 Respondents 30 20 10 0 Male Gender Female No of Respondents 47 %

39

TABLE: 3.1.3 MARITAL STATUS OF THE RESPONDENTS Marital Status Married Unmarried TOTAL Number of Respondents 64 56 120 Percentage% 53.33 46.67 100

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 % 64 62 60 No of 58 Respondents 56 54 52 Married Unmarried Marital status 56 % No of Respondents

41

TABLE: 3.1.4 EDUCATION QUALIFICATION OF RESPONDENTS Educational Qualification Below SSLC SSLC HSC Graduate Post Graduate Diploma TOTAL 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. Number of Respondents 29 31 20 8 0 32 120 Percentage% 24.16 25.83 16.67 6.67 0 26.67
100

42

CHART: 3.1.4 EDUCATION QUALIFICATION OF RESPONDENTS

35 31 % 30 No of Respondents 25 20 15 10 5 0
SS LC SS LC HS C

32 %

29 %

20 % No of Respondents 8%

0
G ra du Po at e st G ra du at e Di pl om a

Be lo w

Educational qualification

43

TABLE: 3.1.5 EXPERIENCE OF THE RESPONDENTS Experience Less than 2 years 2 4 years 4 6 years 6 8 years Above 8 years TOTAL 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. Number of Respondents 26 57 29 8 0 120 Percentage% 22 48 24 6 0 100

44

CHART: 3.1.5 EXPERIENCE OF THE RESPONDENTS

60

57 %

50 No of Respondents

40 26 % 29 % No of Respondents

30

20 8% 0 0 Less than 2 years 24 years 46 years Experiance 68 years Above 8 years

10

45

TABLE: 3.1.6 MONTHLY INCOME OF RESPONDENTS Monthly Income Less than Rs 3000 Rs 3000 Rs 6000 Rs 6000 Rs9000 Rs 9000 Rs12000 Above Rs 12000 TOTAL Number of Respondents 25 48 14 15 18 120 Percentage%
20.83 40 11.67 12.50 15

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

60 48 % 50

No of respondents

40 25 % 30 14 % 15 % 18 % No of Respondents

20

10

0 Less than Rs 3000 Rs 3000 Rs 6000 Rs 9000 Above Rs Rs Rs9000 12000 6000 Rs12000 Monthly income

47

TABLE: 3.1.7 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE EFFECTIVENESS OF TRAINING ON PERFORMANCE Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 42 43 23 12 0 120 Percentage% 36.67 38.33 19.17 10 0.00 100

48

CHART: 3.1.7 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE EFFECTIVENESS OF TRAINING ON PERFORMANCE

Strongly Agree 12 % 23 % 0% 42 % Agree Neither Agree Nor Disagree Disagree 43 % Strongly Disagree

49

TABLE: 3.1.8 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE WORKING CONDITIONS OF THE COMPANY Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 67 33 15 5 0 120 Percentage% 55.83 27.50 12.50 4.67 0 100

50

CHART: 3.1.8 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE WORKING CONDITIONS OF THE COMPANY

Strongly Agree 15 % 5% 0 Agree Neither Agree Nor Disagree Disagree Strongly Disagree

33 %

67 %

51

TABLE: 3.1.9 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE WORKING HOURS OF THE COMPANY Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 9 100 10 1 0 120 Percentage% 8 83 8 1 0 100

52

CHART: 3.1.9 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE WORKING HOURS OF THE COMPANY

Strongly Agree 10 % 1% 0 9 % Agree Neither Agree Nor Disagree Disagree 100 % Strongly Disagree

53

TABLE: 3.1.10 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE SAFETY MEASURES ADOPTED BY THE COMPANY Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 14 92 13 1 0 120 Percentage% 11 77 11 1 0 100

54

CHART: 3.1.10 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE SAFETY MEASURES ADOPTED BY THE COMPANY

100 90 80 No of respondents 70 60 50 40 30 20 10 0 14 %

92 %

No of Respondents

13 % 1% 0

Di sa gr ee

Ag re e

Ag re e

ag re e Di s

St ro ng ly

No r

Ne i

th er

Ag re e

Opinion

55

St ro ng ly

isa gr ee

TABLE: 3.1.11 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE COOPERATION WITH OTHER DEPARTMENTS Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 26 76 9 8 1 120 Percentage% 22 63 8 6 1 100

56

CHART: 3.1.11 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE COOPERATION WITH OTHER DEPARTMENTS
80 70 60 No of Respondents 50 40 26 % 30 20 10 0 Strongly Agree Agree Neither Disagree Strongly Agree Disagree Nor Disagree Opinion 9% 8% 1% No of Respondents 76 %

57

TABLE: 3.1.12 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE FREEDOM TO OFFER COMMENTS AND SUGGESTIONS Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 16 77 24 3 0 120 Percentage% 13 64 20 2 0.00 100

58

CHART: 3.1.12 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE FREEDOM TO OFFER COMMENTS AND SUGGESTIONS

3%0 24 %

16 % Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree

77 %

59

TABLE: 3.1.13 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE RELATIONSHIP WITH COLLOGUES Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 9 65 30 6 10 120 Percentage% 8 54 25 5 8 100

60

CHART: 3.1.13 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE RELATIONSHIP WITH COLLOGUES

Strongly Agree 6% 10 % 9% Agree Neither Agree Nor Disagree 65 % Disagree Strongly Disagree

30 %

61

TABLE NO: 3.1.14 LEVEL OF OPINION OF THE RESPONDENTS REGARDING DISSEMINATION OF INFORMATION WITH IN THE ORGANIZATION Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 18 96 6 0 0 120 Percentage% 15 80 5 0 0 100

62

CHART: 3.1.14 LEVEL OF OPINION OF THE RESPONDENTS REGARDING DISSEMINATION OF INFORMATION WITH IN THE ORGANIZATION

6%

0 18 % Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree

96 %

63

TABLE NO: 3.1.15 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THEIR PARTICIPATION IN THE MANAGERIAL DECISION MAKING Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 20 73 27 0 0 120 Percentage% 16 61 23 0 0 100

64

CHART: 3.1.15 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THEIR PARTICIPATION IN THE MANAGERIAL DECISION MAKING

0 20 % 27 % Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree

73 %

65

TABLE: 3.1.16 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE COMPENSATION Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 6 53 53 8 0 120 Percentage% 5 44 44 7 0 100

66

CHART: 3.1.16 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE COMPENSATION

Strongly Agree 8% 0 6% Agree Neither Agree Nor Disagree Disagree Strongly Disagree

53 %

53 %

67

TABLE: 3.1.17 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE FEEDBACK AND APPRECIATION BY THE SUPERVISORS Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 24 84 4 8 0 120 Percentage% 20 70 3 7 0 100

68

CHART: 3.1.17 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE FEEDBACK AND APPRECIATION BY THE SUPERVISORS

4%

8%

0 24 % Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree

84%

69

TABLE: 3.1.18 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE FREEDOM OF WORK Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 3 72 41 3 1 120 Percentage% 2 60 35 2 1 100

70

CHART: 3.1.18 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE FREEDOM OF WORK

Strongly Agree 3% 1% 3% 41% Neither Agree Nor Disagree 72% Disagree Strongly Disagree Agree

71

TABLE: 3.1.19 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE HEALTH CHECKUPS FOR THE EMPLOYEES Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL Inference The above table shows that 51 per cent of the respondents agree that the company does free health checkups for the sake of employees, 38% strongly agree with it and only 4 per cent of the respondents disagree. 51 per cent of the respondents agree that the company does free health checkups for the sake of employees. Number of Respondents 45 61 9 5 0 120 Percentage% 38 51 7 4 0 100

72

CHART: 3.1.19 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE HEALTH CHECKUPS FOR THE EMPLOYEES

9%

5% 0

Strongly Agree 45% Agree Neither Agree Nor Disagree Disagree Strongly Disagree 61%

73

TABLE: 3.1.20 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE ARRANGEMENT OF INSURANCE FOR THE EMPLOYEES Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 64 43 1 12 0 120 Percentage% 53 36 1 10 0 100

74

CHART: 3.1.20 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE ARRANGEMENT OF INSURANCE FOR THE EMPLOYEES

Strongly Agree 1% 12% 0 Agree Neither Agree Nor Disagree Disagree Strongly Disagree

43%

64%

75

TABLE: 3.1.21 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE REIMBURSEMENT OF MEDICAL EXPENSES Opinion Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 3 40 63 13 1 120 Percentage% 2 33 53 11 1 100

76

CHART: 3.1.21 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE REIMBURSEMENT OF MEDICAL EXPENSES

Strongly Agree 13% 1% 3% 40 % Neither Agree Nor Disagree Disagree 63 % Strongly Disagree Agree

77

TABLE: 3.1.22 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE TRANSPORT FACILITIES PROVIDED BY THE COMPANY Transport Facility Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 11 91 17 1 0 120 Percentage% 9 76 14 1 0 100

78

CHART: 3.1.22 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE TRANSPORT FACILITIES PROVIDED BY THE COMPANY

1% 0 17%

11% Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree

91%

79

TABLE: 3.1.23 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE RECREATION OF THE COMPANY Festivals Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL Inference The above table shows that 70 per cent of the respondents agree that the company celebrates regional and national festivals to have fun at the work place and 23 percent of the respondents Neither Agree Nor Disagree with it. 70 per cent of the respondents agree that the company celebrates regional and national festivals to have fun at the work place Number of Respondents 2 84 28 3 3 120 Percentage% 1 70 23 3 3 100

80

CHART :3.1.23 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE RECREATION AND STRESS MANAGEMENT OF THE COMPANY

3% 3% 2% Strongly Agree 28% Agree Neither Agree Nor Disagree Disagree Strongly Disagree 84%

81

TABLE: 3.1.24 LEVEL OF OPINION OF THE RESPONDENTS REGARDING JOB SATISFACTION Job Security Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 15 75 26 4 0 120 Percentage% 12 63 22 3 0 100

82

TABLE NO: 3.1.24 LEVEL OF OPINION OF THE RESPONDENTS REGARDING JOB SATISFACTION

Strongly Agree 26% 4% 0 15% Agree Neither Agree Nor Disagree Disagree 75% 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 Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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 Number of Respondents 15 9 2 94 0 120 Percentage% 13 8 1 78 0 100

84

TABLE NO: 3.1.25 LEVEL OF OPINION OF THE RESPONDENTS REGARDING THE CASUAL LEAVE AND PERMISSION OF THE COMPANY

15% Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree

9% 2%

94%

85

TABLE NO: 3.1.26 LEVEL OF OPINION OF THE RESPONDENTS REGARDING ABSENTEEISM Absenteeism Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL 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. Number of Respondents 41 32 8 9 30 120 Percentage% 34.17 26.67 6.67 7.50 25 100

86

CHART NO: 3.1.26 LEVEL OF OPINION OF THE RESPONDENTS REGARDING ABSENTEEISM

30% 41%

Strongly Agree Agree Neither Agree Nor Disagree

9%

Disagree Strongly Disagree

8% 32%

87

TABLE NO: 3.1.27 LEVEL OF OPINION OF THE RESPONDENTS REGARDING OCCASIONAL SABOTAGE Occasional sabotage Strongly Agree Agree Neither Agree Nor Disagree Disagree Strongly Disagree TOTAL Number of Respondents 26 55 21 18 0 120 Percentage% 21.67 45.83 17.50 15 0 100

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

18%

0 26% Strongly Agree Agree

21%

Neither Agree Nor Disagree Disagree Strongly Disagree

55%

89

3.2. CHI-SQUARE ANALYSIS

TABLE: 1 WORK EXPERIENCE VS MONTHLY INCOME Chi-square (X) = (O E) / E Degrees of Freedom = V = (R 1) (C 1) For all the chi-square test the table value has taken @ 5% level of significance.

Null Hypothesis (Ho) There is no significant relationship between work experience and salary. Alternative Hypothesis (H1) There is significant relationship between work experience and salary. . Work Experience Strongly Agree Less than 2 years 2 4 years 4 6 years 6 8 years Above 8 years Total 10 12 6 2 0 30 Agree MONTHLY INCOME Neither Agree Nor Disagree 6 8 12 0 0 26 Dis Agree 3 12 3 3 0 21 Strongly Disagree 1 9 1 0 0 11 Total

2 7 2 1 0 12

22 48 24 6 0 100

Calculated value 27.0

Table value 26.3 90

Level of significance 5%

Interpretation The calculated chi-square value is less than the table value at 5% level of significance. So, null hypothesis is accepted. Hence there is no significant relationship between work experience and monthly income. There is no significant relationship between work experience and monthly income.

91

TABLE: 2 WORK EXPERIENCE VS JOB SATISFACTION Null Hypothesis (Ho) There is no significant relationship between work experience and job satisfaction. Alternative Hypothesis (H1) There is significant relationship between work experience and job satisfaction. . Work Experience Strongly Agree Less than 2 years 2 4 years 4 6 years 6 8 years Above 8 years Total 2 0 12 2 0 16 Agree Job Satisfaction Neither Agree Nor Disagree 8 6 3 0 0 17 Dis Agree 2 18 2 0 0 22 Strongly Disagree 0 3 1 0 0 4 Total

10 21 6 4 0 41

22 48 24 6 0 100

Calculated value 21.96 Interpretation

Table value 26.3

Level of significance 5%

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

TABLE: 3 AGE VS JOB SATISFACTION Null Hypothesis (Ho) There is no significant relationship between age group and job satisfaction Alternative Hypothesis (H1) There is significant relationship between age group and job satisfaction . Age Group Strongly Agree Below 25 Years 25 35 years 35 45 years 45 55 years Above 55 Years Total 5 7 10 4 0 26 Agree Job Satisfaction Neither Agree Nor Disagree 5 3 3 2 0 13 Dis Agree 1 6 6 1 0 14 Strongly Disagree 0 10 10 1 0 21 Total

4 12 7 3 0 26

15 38 36 11 0 100

Calculated value 17.61

Table value 26.03

Level of significance 5%

Interpretation The calculated chi-square value is less than the table value at 5% level of significance. So, null hypothesis is rejected. Hence there is significant relationship between age and job satisfaction 93

There is significant relationship between age and job satisfaction.

TABLE: 4 EDUCATIONAL QUALIFICATION VS COMPENSATION Null Hypothesis (Ho) There is no significant relationship between educational qualification and compensation. Alternative Hypothesis (H1) There is significant relationship between educational qualification and compensation. . Educational Qualification Strongly Agree Below SSLC SSLC HSC Graduate Post Graduate Diploma Total 7 3 5 3 0 12 30 Agree Compensation Neither Agree Nor Disagree 4 11 4 0 0 6 25 Dis Agree 9 3 2 1 0 1 17 Strongly Disagree 1 1 3 2 0 3 10 Total

3 7 3 1 0 4 18

24 25 17 7 0 27 100

Calculated value 21.96

Table value 36.42

Level of significance 5%

94

Interpretation The calculated chi-square value is greater than the table value at 5% level of significance. So, null hypothesis is rejected. Hence there is significant relationship between education qualification and compensation There is significant relationship between education qualification and compensation. TABLE: 5 GENDER VS JOB SATISFACTION Null Hypothesis (Ho) There is no significant relationship between gender and job satisfaction. Alternative Hypothesis (H1) There is significant relationship between gender and job satisfaction. . Gender Strongly Agree Male Female Total 15 4 19 Agree Job Satisfaction Neither Agree Nor Disagree 9 27 36 Dis Agree 3 14 17 Strongly Disagree 4
3

Total

8 13 21

39 61 100

Calculated value 13.70

Table value 11.296

Level of significance 5%

95

Interpretation The calculated chi-square value is less than the table value at 5% level of significance. So, null hypothesis is accepted. Hence there is no significant relationship between gender and job satisfaction. There is no significant relationship between gender and job satisfaction.

3.3. WEIGHTED AVERAGE RANKING METHOD

TABLE: 1 WORK ENVIRONMENT Response SA A N DA SDA Total Weighted average No of Respondents 16 46 32 15 11 weight 5 4 3 2 1 15 26.73 WX 80 184 96 30 11 401

96

TABLE: 2 COMPENSATION Response SA A N DA SDA Total Weighted average No of Respondents 13 68 28 9 2 Weight 5 4 3 2 1 15 29.4 WX 65 272 84 18 2 441

97

TABLE: 3 RELATION AND CO-OPERATION Response SA A N DA SDA Total Weighted average No of Respondents 16 49 21 14 0 Weight 5 4 3 2 1 15 24.46 WX 80 196 63 28 0 367

98

TABLE: 4 SAFETY MEASURES Response SA A N DA SDA Total Weighted average No of Respondents 46 49 21 4 0 Weight 5 4 3 2 1 15 33.13 WX 230 196 63 8 0 497

99

TABLE: 5 JOB SATISFACTION Response SA A N DA SDA Total Weighted average No of Respondents 12 33 43 27 5 Weight 5 4 3 2 1 15 25.33 WX 60 132 129 54 5 380

100

TABLE: 6 WEIGHTED AVERAGE RANK RANK 1[Safety measures] 2[Compensation] 3[Work environment] 4[Job Satisfaction] 5[Relation & co operation] VARIATION 33.13 29.40 26.73 25.33 24.46

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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.

102

 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 . 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.

103

 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. There is significant relationship between education qualification and compensation. There is no significant relationship between gender and job satisfaction.

4.2 CONCLUSION
Quality of work life is an internationally designed effort to bring about increased labour management, co-operation to jointly solve the problem of improving organization performance and employee satisfaction. To find out the quality of work life of employees in Sri Karpagam Mills India (P) Ltd, the researcher has conducted a study with the help of structured questionnaire with the sample size being 120. The data has been analyzed using simple percentage method, Chi- Square test and weighted average ranking method based on which inference has been made from the study it is found that quality of work life in Sri Karpagam Mills India (P) Ltd, is moderate. The company can take the suggestion whichever it feels necessary.

104

4.3 SUGGESTIONS
On the basis of the result obtained through the survey, the following suggestions have been recommended form the findings for kind consideration and implementation.

The management can encourage the employees ideas and suggestions in technical 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 workers may feel relaxed and work without any strain.

Major and minor accomplishments of the employees are recognized & rewarded with incentives and other monitory benefits.

105

The organization arranges special talks and conduct programs to offer tips to balance the professional and personal lives

BIBLIOGRAPHY
BOOKS Subba,Rao P Human resource management and Industrial Relations,Himalaya 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 management Tata McGraw Hill publish company ltd First edition 2008. Advanced Human resource management by Gupta S.C. WEBSITE

www.hrm.com www.citehr.com www.al books.co.in 106

ANNEXURE
QUESTIONNAIRE A STUDY ON THE QUALITY OF WORK LIFE OF THE EMPLOYEES WITH SPECIAL REFERENCE TO SRI KARPAGAM MILLS INDIA (P) LTD, COIMBATORE. Dear respondent, I, Aarthi.S, am pursuing MBA [II Year] in Dr.SNS Rajalakshmi College of Arts And Science. In order to fulfill the partial requirement for the award of the degree, I am doing a project entitled, A Study on the Quality of Work Life of the Employees with Special Reference to Sri Karpagam Mills India (P)Ltd, Coimbatore, for which I need your support to fill in this questionnaire. Kindly read the questions carefully and give your response for the same. Name of the Respondent:_________________________ 107

PERSONAL FACTORS: 1) Age : Less than 25years 45 years - 55 years 2) Gender : Male 3) Marital Status : Married Unmarried Female 25 years - 35 years Above 55 years 35 years- 45 years

4) Educational Qualification : Below SSLC SSLC H.Sc Graduate Post Graduate Diploma

5) Work Experience: Less than 2 years 6) Monthly income : Less than Rs 3000 Rs9000 Rs 12000 Rs 3000 - Rs 6000 Above Rs 12000 Rs 6000 - Rs 9000 2 - 4 years 4-6 years 6 8 years Above 8 years

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 TRAINING 7 The training programs help me to achieve the required skill for performing the job efficiently. WORK ENVIRONMENT & WORKING STATEMENTS SA A NN DA SD

108

CONDITIONS 8 9 I am comfortable with the working conditions in the company. I am comfortable with the working hours in the company. SAFETY MEASURES 10 I am extremely happy with the safety measures adopted by the company. ORGANISATION CULTURE AND CLIMATE 11 12 Other departments in the company cooperate with each other. I feel free to offer comments and suggestions in the organization. RELATION AND CO-OPERATION 13 There is harmonious relationship with our colleagues in the company. DISSEMINATION OF INFORMATION 14 Every new change in the organization is communicated. PARTICIPATION WITH MANAGEMENT 15 Employees are allowed to participate in the managerial decision making. COMPENSATION 16 Employees are given adequate compensation in the firm FEEDBACK AND APPRECIATION 17 The feed back given to us by the supervisors about the work done is motivating. FREEDOM OF WORK 18 My company gives sufficient freedom to bring out the best in me. MEDICAL AND INSURANCE FACILITES 19 The company does free health checkups for the sake of the employees. 109

20

The company arranges insurance for the employees. TRANSPORT FACILITES

21

Transport facilities provided by the company is adequate. RECREATION

22

The company celebrates regional and national festivals to have fun at the work place. JOB SATISFACTION

23

I feel comfortable and satisfied with my job. ABSENTEESIM

24 25

I offen take leave because of my health condition. I take leave because of my working condiion. OCCASIONAL SABOTAGE I feel that your immediate superior is not recgonizing your potentialness. Do you have frequent meeting with your superior for improvement

26 27

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 1 2 3 4 5 Welfare measures Work environment Compensation Relation and Co-operation Safety measures Job satisfaction Rank

110

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