quality of work life
TRANSCRIPT
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.
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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
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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
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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.
10
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
17
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
CAT-26 - 0.2 Million pcs
CAT-27 - 0.05 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.
4. Silver plaque for achieving 2nd position in hosiery & knitted
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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8. Silver plaque for achieving 2nd position in hosiery & knitted
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
24
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
Number of Respondents
Percentage of respondents
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)
Number of Respondents
Percentage of respondents
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.)
Number of Respondents
Percentage of respondents
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
RespondentsPercentage of respondents
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
RespondentsPercentage of respondents
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
RespondentsPercentage of respondents
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
RespondentsPercentage of respondents
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
RespondentsPercentage of respondents
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
RespondentsPercentage of respondents
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
Sl. No OpinionNumber of
RespondentsPercentage 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 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.
46
Figure No.1
47
TABLE – 14
SHOWING RESPONDENTS OPINION ABOUT THE WORKING
CONDITIONS
Sl. No OpinionNumber of
RespondentsPercentage of respondents
1. Highly Satisfied 12 20
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
RespondentsPercentage of respondents
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
RespondentsPercentage of respondents
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
Sl. No OpinionNumber of
RespondentsPercentage of respondents
1. Highly Satisfied 10 14
2. Satisfied 38 63
3. Neutral 12 23
4. Dissatisfied - -
5. Highly 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
Sl. No OpinionNumber of
RespondentsPercentage of respondents
1. Highly Satisfied 4 7
2. Satisfied 50 83
3. Neutral 9 10
4. Dissatisfied - -
5. Highly 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
RespondentsPercentage of respondents
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
The calculated value is less than the table value. The null
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
The calculated value is less than the table value. The null
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
The calculated value is less than the table value. The null
hypothesis is accepted. Therefore there is no relationship between age
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
Calculated value is = 0.3297
V = (n-1)
= 5 – 1
= 4
X2 0.05 = 9.488
Table value = 9.488
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 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
Calculated value is = 0.8271
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
hypothesis is accepted. Therefore there is no relationship between age
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
Calculated value is = 0.1685
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
hypothesis is accepted. Therefore there is no relationship between age
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?
1. Highly satisfied 2. Satisfied 3.
Neutral
4. Dissatisfied 5. Highly dissatisfied
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?
1. Highly satisfied 2. Satisfied 3.
Neutral
4. Dissatisfied 5. Highly dissatisfied
12. What is your opinion about your relationship with other co-
workers?
1. Highly satisfied 2. Satisfied 3.
Neutral
4. Dissatisfied 5. Highly dissatisfied
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 ?
a) To a great Extent b) To some extent c) To no
extent.
4. Does your supervisor give you freedom in your work?
a) To a great Extent b) To some extent c) To no
extent.
5. Does your help you in company your work?
a) To a great Extent b) To some extent c) To no
extent.
6. Does your supervisor show individuate attention on you?
a) To a great Extent b) To some extent c) To no
extent.
7. Does your supervisor help you in solving your problem?
a) To a great Extent b) To some extent c) To no
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