A study on employee motivation at prabhuram mills

A study on employee motivation at prabhuram mills

1 SUBODH G KRISHNA’s Projects [email protected]

1.1 INTRODUCTION

The public enterprises have made significant contribution in the development of the

enterprise in private sector or public sector, its success depends upon the good human

resource planning. The study mainly centralized the excess the employee motivation practice

in the company.

Management is supposed to get the work done by the subordinate towards the attainment of

the common goals. This is the most important function at management to inspire and

stimulate the personal with zeal to do work for the accomplishment of the organizational

objectives in other words it is motivation of the people. A successful management knows that

the issue of direction however will conceived does not mean that may will fellow in its true

spirit. He should in trust the people to do the work for the achievement of established goals.

He should also know that motivation as an unending process the management has to provide

for the employee constantly.

The purpose of this report is to provide information on methods and practices to evaluate the

employee motivation while recognizing that all element of the suggested principles.

Employee motivation may not always implement effectively. Organizations that monitor

effectiveness and strive to improve weakness are consistently the best performer.

Human motives are based on certain needs that may be primary or secondary need and may

vary in their industry according to situation and time. The management must ready those

needs try to understand the intensity and the responsibility to satisfy there in order to work.

Motivation means that process which creates on inspiration in a person to motivation is

derived from the word ‘motive’ which means the latest power in a person which impels him

to do a work.

Motivation is one of the most important aspects of human resource management performance

results from the interaction of physical and human resource. The management can attain

control over them but in the case of physical and financial factors, management can

accurately predict the input-output relationship and can vary the factors it choose in order to

achieve desired rate of production. In dealing with the employees, however, an intangible

factors of will or freedom of choice is introduced and workers can increase or decrease their



productivity as they choose. Thus human quality gives rise to the need for productive

motives.

Motivation is the process of steering a person’s inner drives and actions towards certain goals

and committing his energies to achieve these goals. It involve a chain reaction starting with

felt needs, resulting in motives which give rise to tension which census action towards goals.

It is the process of stimulating people to strive willingly towards the achievement of

organizational goals motivation may be defined as the work a manager performs an order to

Induce Subordinates to act on the desired manner by satisfying their needs and desires. Thus

motivations is concerned with how behaviour gets started, is energized, sustained and

directed.

This research was conducted to study the employee motivation and how it affects on the work

of employees. The research was conducted in, Prabhuram Mills Kotta Chegannur.



1.2 OBJECTIVES OF THE STUDY

Primary objective

The primary objective of the study is to make an assessment of labour motivation and

to evaluate the measures taken by the organization for employee motivation.

Secondary Objective

To study the factors motivating the employees of the company.

To analyze the satisfactory level for motivating factors.

To offer suggestions for motivating the employees of the company.

To study the effect of job promotion to the employee.

To know the employee opinion regarding the safety and welfare measures provided

for them.

To know the employee satisfaction on the interpersonal relationship, existing in the

. Organization.

To study the effect of monitory and non monitory benefits provided by the

Organization on the employee performance.



1.3 SCOPE OF THE STUDY

The study is concerned with familiarization with various aspects in the organization and the

study also helps to understand the various motivation technique used in Prabhuram Mill. The

study provides a wide scope which can provide hands on experience with regard to various

business practices existing in the organization. It also helps to bridge the gap between theory

and actual practice of management.



1.4 RESEARCH METHODOLOGY OF THE STUDY

A research is a plan of the proposed research work. It is a systematic self critical enquiry.

This enquiry is aimed at understanding a thing, or phenomenon or solving a problem. The

research designs simply a specific presentation of the various steps in the process of research.

Design means adopting that type of technique of research which is most suited for the

research and study of the problem. It constitutes the blue print for the collection,

measurement and analysis of data. After selecting the topic and problems, defining concepts,

and frame hypothesis, a researcher has to think about the research design.

1.4.1 RESEARCH DESIGN

A Research design is purely and simply the framework for the study that guides the

collection and analysis of data. It is a blue print that is followed in completing a study.

There are 3 types of research design :-

1. Exploratory research design

2. Descriptive research design

3. Casual research design

1.4.2 SAMPLING TECHNIQUES AND SAMPLE SIZE

Sampling is the process of using a small number of items or parts of a larger population to

make conclusions about the whole population. If information is collected only from a

representative part of universe, we say that the data are collected by sampling. The study of

sample reveals the characteristics of universe. Different types of sampling are Random

Sampling and Non-random sampling.

Random Sampling: This type of sampling is based on chance selected procedures.

The basis of Random Sampling is that the procedure of randomization should not be thought

of as unplanned or scientific. The different types of Random Sampling are Simple Random

Sampling, Stratified Sampling, Systematic sampling and Cluster sampling.

Non Random Sampling: This is a type of sampling in which units of the sample are

selected on the basis of personal judgment or convenience. In non random sampling the



probability of any member of the population sampling is quite arbitrary as researchers rely

heavily on personal judgment. The different types of non random sampling are Judgment

sampling, Convenience Sampling, Quota sampling and snowball sampling.

Sample Size: The whole number of sample unit on which survey is conducted is known as

sample size in this survey, sample size is 100 employees

1.4.3 SOURCES OF DATA

The methodology used for the project work is the collection of the primary data and

secondary data.

Primary data

Data regarding the study of satisfaction among employees are procured directly from the

employees through a structural question redistributed to them. An informal discussion was

also done with the HR Manager to get information on satisfaction.

Secondary data

The secondary data for conduction the study were collected from various books, records,

journals, newspaper and the internet. Data regarding the study of satisfaction among

employee were collected from the office of Travancore Titanium Products Limited and

various records and manuals of the company.

1.4.4 DATA ANALYSIS TOOLS AND TECHNIQUES

The various tools used for collecting the data are as follows:

Questionnaire

Questionnaires refer to forms filled in by respondents alone. Questionnaires were handed to

the respondents in field and ask them to fill it. This method can be adopted for the entire

population or sampled sectors.

Observation

Observation is either an activity of a living being, such as a human, consisting of

receiving knowledge of the outside world through the senses, or the recording of data using



scientific instruments. The term may also refer to any data collected during this activity. An

observation can also be the way you look at things or when you look at something.

Interviews

In interviews information is obtained through inquiry and recorded by enumerators.

Structured interviews are performed by using survey forms. The interviewer in one-to-one

conversation collects detailed personal information from individuals using oral questions.

1.4.5 STATISTICAL ANALYSIS

“Statistical Analysis” is a process of inspecting, cleaning, transforming, and

modeling data with the goal of highlighting useful information, suggesting conclusions,

and supporting decision.

The tool for analyzing the data is used for the study is:

1) Percentage method

Percentage method

The percentage is used for making comparison between two or more series of data. It is

used to classify the opinion of the respondent for different factors. It is calculated as

Percentage: Number of observations

Total number of observationsX 100



1.5 DURATION OF THE STUDY

The project was a detailed study on the topic “Study On Employee Motivation” was

successfully completed within the time period of Two Weeks with the guidance and support

from the project guide.

1.6 LIMITATIONS OF THE STUDY

The study was limited up to a number of employees and does not collect adequate

information.

Incomplete response from the respondents was a major limitation.

Some employees were not ready to cooperate in completing the interview.

Lack of time period was another limitation of the study.

Data was collected only from the permanent workers.

The survey was done during the working hours.

Illiteracy of the respondents, during the data collection using questionnaire.

.



2.1 REVIEW OF LITERATURE

MOTIVATION

Motivation is the word derived from the word ’motive’ which means needs, desires, wants or

drives within the individuals. It is the process of stimulating people to actions to accomplish

the goals. In the work goal context the psychological factors stimulating the people’s

behaviour can be • desire for money • success • recognition • job-satisfaction • team work, etc

One of the most important functions of management is to create willingness amongst the

employees to perform in the best of their abilities. Therefore the role of the leader is to arouse

interest in performance of employees in their jobs.

The process of motivation consists of three stages:

1. A felt need or drive

2. A stimulus in which needs have to be aroused

3. When needs are satisfied, the satisfaction or accomplishment of goals.

Therefore, we can say that motivation is a psychological phenomenon which means needs

and wants of the individuals have to be tackled by framing an incentive plan. In most

organizations, it is common to hear the refrain that a particular employee is not motivated and

hence his or her performance has taken a backseat. This is the reason companies spend

humungous amounts of money in arranging for training sessions and recreational events to

motivate the employees. Motivation can be understood as the desire or drive that an

individual has to get the work done. For instance, when faced with a task, it is the motivation

to accomplish it that determines whether a particular individual would complete the task

according to the requirements or not. Further, the absence of motivation leads to

underperformance and loss of competitiveness resulting in loss of productive resources for



the organization. It is for this reason that the HR managers stress on the employees having

high levels of motivation to get the job done. VANCE : “Motivation implies any emotion or

desire which so conditions one’s will that the individual is properly lead into action.”

Motivation refers to a complexity of forces inspiring a person at work to intensify his desire

and willingness to use his/ her potentialities to perform in order to achieve organizational

objectives. (Mile, 2004) It actually refers to conditions which influence the arousal, direction

and maintenance of behavior relevant in working setting. The motivational force is aroused as

a result of needs, which have to be satisfied.(Kootz et al., 1990) Motivation of employees is

an important inter control tool and should therefore be adhered to in order to attain

advantages like increased employee commitment, increased productivity and efficiency.

Motivation emphasizes result oriented management through setting of smart objectives and

effective communication systems in an organization.

Definition of Motivation :

According to Michael J. Jacius ; Motivation is the act of stimulating someone or oneself to

get a desired course of action or to push the right button to get a desired reaction.

According to Dalton E. McFarland, "The concept of motivation is mainly psychological. It

related to those forces are many and keep on changing with time motives are invisible and

directed towards certain goals.

Balunywa, T. (2005) defines motivation as the inducement of a desired behavior with in

subordinates with a view of channeling their efforts and activity to achieve an organization’s

goals. He adds that it’s an internal drive to satisfy an unsatisfied need in an organization and

is also known as an incentive action.

Traditionally, motivation has been defined by the two dimensions that comprise it namely,

energy and direction (Deci, 1980; Deci & Ryan, 1985; Roberts, 1992). The energy dimension

of motivation is the driving force behind someone’s effort and persistence during engagement

in a particular activity. Direction of motivation determines the area or field of interest in

which that effort is projected. Both are necessary elements of a complete motivational act.

Energy without direction has no purpose, and direction without energy results in a state of

motivation.



TECHNIQUES OF MOTIVATION

1. Financial incentives:

First techniques of motivation are financial incentives as money is indicator of success.

Therefore it fulfills psychological safety and status need as people satisfy their needs by

money. Wages, salary motivates employees to perform better

2. Job enlargement:

Under this technique, task assigned to do job are increased by adding simile task. So the

scope of job enlargement is high for the motivation of subordinates. It is also known as

horizontally leading of job.

3. Job enrichment:

Under this technique jobs are made challenging and meaningful by increasing responsibility

and growth opportunities. In such technique of motivation, planning and control

responsibility are added to the job usually with less supervision and more self evaluation. It is

also called vertical leading

4. Job rotation

It refers to shifting an employee from one job to another. Such job rotation doesn’t mean

hanging of their job but only the employees are rotated. By this it helps to develop the

competency in several job which helps in development of employees.

5. Participation:

Participation refers to involvement of employee in planning and decision making .it helps the

employees feel that they are an asset of the organization which helps in developing ideas to

solve the problems

6. Delegation of authority:



Delegation of authority is concerned with the granting of authority to the subordinates which

helps in developing a feeling of dedication to work in an organization because it provides the

employees high morale to perform any task

7. Quality of work life:

It is the relationship between employees’ and the total working environment of organization.

It integrates employee needs and well being with improves productivity, higher job

satisfaction and great employee involvement. It ensures higher level of satisfaction.

8. Management by objectives:

It is used as a motivation and technique for self control of performance. By this technique

superior and subordinates set goals and each individual subordinates responsibilities clearly

defined which help to explore the sill and use in the organization effectively.

9. Behavior modification:

The last technique of motivation is behavior modification. It develops positive motivation to

the workers to do the work in desired behavior in order to modify behavior.

IMPORTANCE OF MOTIVATION

Motivation is a very important for an organization because of the following benefits it

provides:-

1.Puts human resources into action

Every concern requires physical, financial and human resources to accomplish the

goals. It is through motivation that the human resources can be utilized by making full

use of it. This can be done by building willingness in employees to work. This will help

the enterprise in securing best possible utilization of resources.

2. Improves level of efficiency of employees

The level of a subordinate or a employee does not only depend upon his qualifications

and abilities. For getting best of his work performance, the gap between ability and



willingness has to be filled which helps in improving the level of performance of

subordinates. This will result into-

a. Increase in productivity,

b. Reducing cost of operations, and

c. Improving overall efficiency.

3. Leads to achievement of organizational goals

The goals of an enterprise can be achieved only when the following factors take place:-

a. There is best possible utilization of resources,

b. There is a co-operative work environment,

c. The employees are goal-directed and they act in a purposive manner,

d. Goals can be achieved if co-ordination and co-operation takes place simultaneously

which can be effectively done through motivation.

4. Builds friendly relationship

Motivation is an important factor which brings employees satisfaction. This can be done

by keeping into mind and framing an incentive plan for the benefit of the employees. This

could initiate the following things:

a. Monetary and non-monetary incentives,

b. Promotion opportunities for employees,

c. Disincentives for inefficient employees.

In order to build a cordial, friendly atmosphere in a concern, the above steps should be

taken by a manager.

5. Motivation results in reduction in resistance to change

Motivated employees will accept changes that are introduced for the betterment of the

organization, which will in turn facilitate in their own advancement. If the employees are

not well motivated, they may resist the change.



6. Reduction in employee’s turnover

Motivation creates confidence in the workers and the work force will be loyal to the

organization. It will reduce turnover and absenteeism. There will be stability in the work

force. Workers will not leave the organization for simple reasons.

7. Motivation will create better organization image

An enterprise which offer incentives and better facilitates have good image in the

employment market. Such enterprises attract qualified and experienced persons.

THEORIES OF MOTIVATION

1. Maslow’s Hierarchy of Needs Theory:-

Abraham Maslow is well renowned for proposing the Hierarchy of Needs Theory in 1943.

This theory is a classical depiction of human motivation. This theory is based on the

assumption that there is a hierarchy of five needs within each individual. The urgency of

these needs varies. These five needs are as follows-

Physiological needs- These are the basic needs of air, water, food, clothing and shelter. In

other words, physiological needs are the needs for basic amenities of life.

Safety needs- Safety needs include physical, environmental and emotional safety and

protection. For instance- Job security, financial security, protection from animals, family

security, health security, etc.

Social needs- Social needs include the need for love, affection, care, belongingness, and

friendship.

Esteem needs- Esteem needs are of two types: internal esteem needs (self-respect,

confidence, competence, achievement and freedom) and external esteem needs (recognition,

power, status, attention and admiration).



Self-actualization need- This include the urge to become what you are capable of becoming

what you have the potential to become. It includes the need for growth and self-contentment.

It also includes desire for gaining more knowledge, social- service, creativity and being

aesthetic. The self actualization needs are never fully satiable. As an individual grows

psychologically, opportunities keep cropping up to continue growing.

According to Maslow, individuals are motivated by unsatisfied needs. As each of these needs

is significantly satisfied, it drives and forces the next need to emerge. Maslow grouped the

five needs into two categories -Higher-order needs and Lower-order needs. The physiological

and the safety needs constituted the lower-order needs. These lower-order needs are mainly

satisfied externally. The social, esteem, and self-actualization needs constituted the higher

order needs. These higher-order needs are generally satisfied internally, i.e., within an

individual. Thus, we can conclude that during boom period, the employees lower-order needs

are significantly met.

Implications of Maslow’s Hierarchy of Needs Theory for Managers

1. As far as the physiological needs are concerned, the managers should give employees

appropriate salaries to purchase the basic necessities of life. Breaks and eating opportunities

should be given to employees.

2. As far as the safety needs are concerned, the managers should provide the employees job

security, safe and hygienic work environment, and retirement benefits so as to retain them.

3. As far as social needs are concerned, the management should encourage teamwork and

organize social events.

4. As far as esteem needs are concerned, the managers can appreciate and reward employees

on accomplishing and exceeding their targets. The management can give the deserved

employee higher job rank / position in the organization.

5. As far as self-actualization needs are concerned, the managers can give the employees

challenging jobs in which the employees’ skills and competencies are fully utilized.

Moreover, growth opportunities can be given to them so that they can reach the peak.

The managers must identify the need level at which the employee is existing and then those

needs can be utilized as push for motivation. Limitations of Maslow’s Theory it is essential to



note that not all employees are governed by same set of needs. Different individuals may be

driven by different needs at same point of time. It is always the most powerful unsatisfied

need that motivates an individual. The theory is not empirically supported. The theory is not

applicable in case of starving artist as even if the artist’s basic needs are not satisfied, he will

still strive for recognition and achievement

2. ERG Theory of Motivation:-

To bring Maslow’s need hierarchy theory of motivation in synchronization with empirical

research, Clayton Alderfer redefined it in his own terms. His rework is called as ERG theory

of motivation. He recategorized Maslow’s hierarchy of needs into three simpler and broader

classes of needs:

Existence needs- These include need for basic material necessities. In short, it includes an

individual’s physiological and physical safety needs.

Relatedness needs- These include the aspiration individual’s have for maintaining

significant interpersonal relationships (be it with family, peers or superiors), getting public

fame and recognition. Maslow’s social needs and external component of esteem needs fall

under this class of need.

Growth needs- These include need for self-development and personal growth and

advancement. Maslow’s self-actualization needs and intrinsic component of esteem needs fall

under this category of need.

The significance of the three classes of needs may vary for each individual. Difference

between Maslow Need Hierarchy Theory and Alderfer’s ERG Theory:• ERG Theory states

that at a given point of time, more than one need may be operational • ERG Theory also

shows that if the fulfillment of a higher-level need is subdued, there is an increase in desire

for satisfying a lower-level need. • According to Maslow, an individual remains at a

particular need level until that need is satisfied. While according to ERG theory, if a higher-

level need aggravates, an individual may revert to increase the satisfaction of a lower- level

need. This is called frustration- regression aspect of ERG theory. For instance- when growth

need aggravates, then an individual might be motivated to accomplish the relatedness need

and if there are issues in accomplishing relatedness needs, then he might be motivated by the



existence needs. Thus, frustration/aggravation can result in regression to a lower-level need. •

While Maslow’s need hierarchy theory is rigid as it assumes that the needs follow a specific

and orderly hierarchy and unless a lower-level need is satisfied, an individual cannot proceed

to the higher-level need; ERG Theory of motivation is very flexible as he perceived the needs

as a range/variety rather than perceiving them as a hierarchy. According to Alderfer, an

individual can work on growth needs even if his existence or relatedness needs remain

unsatisfied. Thus, he gives explanation to the issue of “starving artist” who can struggle for

growth even if he is hungry. Implications of the ERG Theory Managers must understand that

an employee has various needs that must be satisfied at the same time. According to the ERG

theory, if the manager concentrates solely on one need at a time, this will not effectively

motivate the employee. Also, the frustration- regression aspect of ERG Theory has an added

effect on workplace motivation.

3. Herzberg’s Two-Factor Theory of Motivation:-

In 1959, Frederick Herzberg, a behavioural scientist proposed a two-factor theory or the

motivator hygiene theory. According to Herzberg, there are some job factors that result in

satisfaction while there are other job factors that prevent dissatisfaction. According to

Herzberg, the opposite of “Satisfaction” is “No satisfaction” and the opposite of

“Dissatisfaction” is “No Dissatisfaction”. Fredrick Hertz (1959), the two-factor theory also

known as the hygiene theory, where he referred to satisfiers as motivators, dissatisfies as

hygiene factors. He found out that motivators were related to job experience and dissatisfies

related to environmental conditions. These are classified in the table below.

Table 1: Motivation satisfiers and dis-satisfiers.

Motivators(satisfiers) Maintenance factor (dis-satisfier)

Challenging work Status

Achievement Interpersonal relations

Growth of the job Quality supervision

Responsibility Company policy

Advancement Working condition



Recognition Salary

Herzberg’s view of satisfaction and dissatisfaction Herzberg classified these job factors into

two categories:

1. Hygiene factors-

Hygiene factors are those job factors which are essential for existence of motivation at

workplace. These do not lead to positive satisfaction for long-term. But if these factors are

absent / if these factors are non-existent at workplace, then they lead to dissatisfaction. In

other words, hygiene factors are those factors which when adequate/reasonable in a job,

pacify the employees and do not make them dissatisfied. These factors are extrinsic to work.

Hygiene factors are also called as dissatisfies or maintenance factors as they are required to

avoid dissatisfaction. These factors describe the job environment/scenario. The hygiene

factors symbolized the physiological needs which the individuals wanted and expected to be

fulfilled.

Hygiene factors include:

Pay - The pay or salary structure should be appropriate and reasonable. It must be

equal and competitive to those in the same industry in the same domain.

Company Policies and administrative policies - The company policies should not

be too rigid. They should be fair and clear. It should include flexible working hours,

dress code, breaks, vacation, etc.

Fringe benefits - The employees should be offered health care plans (medical claim),

benefits for the family members, employee help programmes, etc.

Physical Working conditions - The working conditions should be safe, clean and

hygienic. The work equipments should be updated and well-maintained.

Status - The employees’ status within the organization should be familiar and

retained.

Interpersonal relations - The relationship of the employees with his peers, superiors

and subordinates should be appropriate and acceptable.

2. Motivational factors-

According to Herzberg, the hygiene factors cannot be regarded as motivators. The

motivational factors yield positive satisfaction. These factors are inherent to work. These



factors motivate the employees for a superior performance. These factors are called satisfiers.

These are factors involved in performing the job. Employees find these factors intrinsically

rewarding. The motivators symbolized the psychological needs that were perceived as an

additional benefit. Motivational factors include:

- The employees should be praised and recognized for their accomplishments

. by the managers

- The employees must have a sense of achievement. This depends.

- There must be growth and advancement

opportunities in an organization to motivate the employees to perform well.

- The employees must hold themselves responsible for the work. The

managers should give them ownership of the work. They should minimize control but retain

accountability.

- The work itself should be meaningful, interesting and

challenging for the employee to perform and to get motivated.

Limitations of Two-Factor Theory the two factor theory is not free from limitations:

-factor theory overlooks situational variables.

h

conducted by Herzberg stressed upon satisfaction and ignored productivity.

the theory’s reliability is uncertain. Analysis has to be made by the raters. The raters may

spoil the findings by analyzing same response in different manner.

comprehensive measure of satisfaction was used. An employee may find his job

acceptable despite the fact that he may hate/object part of his job.

employees when they are enquired the sources of satisfaction and dissatisfaction at work.

They will blame dissatisfaction on the external factors such as salary structure, company

policies and peer relationship. Also, the employees will give credit to themselves for the

satisfaction factor at work.



The theory ignores blue-collar workers. Despite these limitations, Herzberg’s Two-Factor

theory is acceptable broadly.

Implications of Two-Factor Theory The Two-Factor theory implies that the managers must

stress upon guaranteeing the adequacy of the hygiene factors to avoid employee

dissatisfaction. Also, the managers must make sure that the work is stimulating and

rewarding so that the employees are motivated to work and perform harder and better. This

theory emphasize upon job-enrichment so as to motivate the employees. The job must utilize

the employee’s skills and competencies to the maximum. Focusing on the motivational

factors can improve work-quality.

4. Expectancy Theory of Motivation:-

The expectancy theory was proposed by Victor Vroom of Yale School of Management in

1964. Vroom stresses and focuses on outcomes, and not on needs unlike Maslow and

Herzberg. The theory states that the intensity of a tendency to perform in a particular manner

is dependent on the intensity of an expectation that the performance will be followed by a

definite outcome and on the appeal of the outcome to the individual. The Expectancy theory

states that employee’s motivation is an outcome of how much an individual wants a reward

(Valence), the assessment that the likelihood that the effort will lead to expected performance

(Expectancy) and the belief that the performance will lead to reward (Instrumentality). In

short, Valence is the significance associated by an individual about the expected outcome. It

is an expected and not the actual satisfaction that an employee expects to receive after

achieving the goals. Expectancy is the faith that better efforts will result in better

performance. Expectancy is influenced by factors such as possession of appropriate skills for

performing the job, availability of right resources, availability of crucial information and

getting the required support for completing the job. Instrumentality is the faith that if you

perform well, then a valid outcome will be there. Instrumentality is affected by factors such

as believe in the people who decide who receives what outcome, the simplicity of the process

deciding who gets what outcome, and clarity of relationship between performance and

outcomes.

Thus, the expectancy theory concentrates on the following three relationships:

• Effort-performance relationship: What is the likelihood that the individual’s effort be

recognized in his performance appraisal?



• Performance-reward relationship: It talks about the extent to which the employee believes

that getting a good performance appraisal leads to organizational rewards.

• Rewards-personal goals relationship: It is all about the attractiveness or appeal of the

potential reward to the individual Vroom was of view that employees consciously decide

whether to perform or not at the job. This decision solely depended on the employee’s

motivation level which in turn depends on three factors of expectancy, valence and

instrumentality.

Advantages of the Expectancy Theory

-interest individual who want to achieve maximum satisfaction and who

wants to minimize dissatisfaction.

immaterial.

-offs.

maximum pleasure and least pain.

Limitations of the Expectancy Theory

high degree correlation between performance and rewards.

d as reward is not directly correlated with

performance in many organizations. It is related to other parameters also such as position,

effort, responsibility, education, etc.

5. Theory X and Theory Y:-

In 1960, Douglas McGregor formulated Theory X and Theory Y suggesting two aspects of

human behaviour at work, or in other words, two different views of individuals (employees):

one of which is negative, called as Theory X and the other is positive, so called as Theory Y.



According to McGregor, the perception of managers on the nature of individuals is based on

various assumptions.

Assumptions of Theory X

An average employee intrinsically does not like work and tries to escape it whenever

possible.

the employee does not want to work, he must be persuaded, compelled, or warned

with punishment so as to achieve organizational goals.

A close supervision is required on part of managers. The managers adopt a more dictatorial

style.

Many employees rank job security on top, and they have little or no aspiration/ ambition.

Employees resist change. An average employee needs formal direction.

Assumptions of Theory Y

relaxing and normal. They exercise their physical and

mental efforts in an inherent manner in their jobs.

use self-direction and self-control if they are dedicated and sincere to achieve the

organizational objectives.

commitment to organization.

, he can

even learn to obtain responsibility.

utilized.



In other words, the creativity, resourcefulness and innovative potentiality of the employees

can be utilized to solve organizational problems. Thus, we can say that Theory X presents a

pessimistic view of employees’ nature and behaviour at work, while Theory Y presents an

optimistic view of the employees’ nature and behaviour at work. If correlate it with Maslow’s

theory, we can say that Theory X is based on the assumption that the employees emphasize

on the physiological needs and the safety needs; while Theory X is based on the assumption

that the social needs, esteem needs and the self-actualization needs dominate the employees.

McGregor views Theory Y to be more valid and reasonable than Theory X. Thus, he

encouraged cordial team relations, responsible and stimulating jobs, and participation of all in

decision-making process.

6. Vroom’s Expectancy Theory

The expectancy theory of motivation was established by Victor Vroom with the belief that

motivation is based on the expectation of desired outcomes. The theory is based on three

concepts: valence, expectancy, and force. Valence is the attractiveness of potential rewards,

outcomes, or incentives. Expectancy is a person’s belief that they will or will not be able to

reach the desired outcome. Force is a person’s motivation to perform.] “In general, people

will work hard when they think that it is likely to lead to desired organizational rewards”.

7. Locke’s Goal Theory

Edwin A. Locke’s goal theory describes setting more specific goals to elicit higher

performance and setting more difficult goals to increase effort. He also believed that, through

employee participation in goal setting the employees would be more likely to accept the goals

and have a greater job satisfaction. The goal theory’s underlying assumption is that

employees who participate in goal setting will set more difficult goals for themselves and

yield superior performance. The theory is logical because employees are going to set more

difficult goals but the goals will be attainable with increased effort. Sometimes organizations

set goals that their employees will rarely, if ever, be able to meet. If the goals are always

unattainable, there is no motivation to try accomplishing them.

Intrinsic And Extrinsic Motivation

Motivation can be divided into two types: intrinsic (internal) motivation and extrinsic

(external) motivation.

Intrinsic Motivation

http://en.wikipedia.org/wiki/Victor_Vroom

http://en.wikipedia.org/wiki/Employee_motivation#cite_note-SkempArlt2007-23

http://en.wikipedia.org/wiki/Edwin_A._Locke



Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task

itself, and exists within the individual rather than relying on external pressures or a desire for

reward. Intrinsic motivation has been studied since the early 1970s.The phenomenon of

intrinsic motivation was first acknowledged within experimental studies of animal behavior.

In these studies, it was evident that the organisms would engage in playful and curiosity

driven behaviors in the absence of reward. Intrinsic motivation is a natural motivational

tendency and is a critical element in cognitive, social, and physical development. Students

who are intrinsically motivated are more likely to engage in the task willingly as well as work

to improve their skills, which will increase their capabilities. Students are likely to be

intrinsically motivated if they:

attribute their educational results to factors under their own control, also known as

autonomy

believe they have the skills to be effective agents in reaching their desired goals, also

known as self-efficacy beliefs

are interested in mastering a topic, not just in achieving good grades.

Extrinsic Motivation

Extrinsic motivation refers to the performance of an activity in order to attain an outcome,

whether or not that activity is also intrinsically motivated. Extrinsic motivation comes from

outside of the individual. Common extrinsic motivations are rewards (for example money or

grades) for showing the desired behavior, and the threat of punishment following

misbehavior. Competition is in an extrinsic motivator because it encourages the performer to

win and to beat others, not simply to enjoy the intrinsic rewards of the activity. A cheering

crowd and the desire to win a trophy are also extrinsic incentives.

Comparison Of Intrinsic And Extrinsic Motivation

Social psychological research has indicated that extrinsic rewards can lead to over

justification and a subsequent reduction in intrinsic motivation. In one study demonstrating

this effect, children who expected to be (and were) rewarded with a ribbon and a gold star for

drawing pictures spent less time playing with the drawing materials in subsequent

observations than children who were assigned to an unexpected reward condition. However,

another study showed that third graders who were rewarded with a book showed more

reading behavior in the future, implying that some rewards do not undermine intrinsic

motivation. While the provision of extrinsic rewards might reduce the desirability of an

http://en.wikipedia.org/wiki/Overjustification_effect

http://en.wikipedia.org/wiki/Overjustification_effect

http://en.wikipedia.org/wiki/Reward_system



activity, the use of extrinsic constraints, such as the threat of punishment, against performing

an activity has actually been found to increase one's intrinsic interest in that activity. In one

study, when children were given mild threats against playing with an attractive toy, it was

found that the threat actually served to increase the child's interest in the toy, which was

previously undesirable to the child in the absence of threat.

For those children who received no extrinsic reward, self-determination theory proposes that

extrinsic motivation can be internalized by the individual if the task fits with their values and

beliefs and therefore helps to fulfill their basic psychological needs.

So we can say that motivation is an important factor which encourages persons to give their

best performance and help in reaching enterprise goals. A highly motivated employee is an

asset to any organization.

http://en.wikipedia.org/wiki/Self-determination_theory



2.1 INDUSTRY PROFILE

The textile industry (known colloquially in the United Kingdom and Australia as the rag

trade) is a term used for industries primarily concerned with the design or manufacture of

clothing as well as the distribution and use of textiles.

Prior to the manufacturing processes being mechanized, textiles were produced in the home,

and excess sold for extra money. Most cloth was made from wool, cotton, or flax, depending

on the era and location. For example, during the late medieval period, cotton became known

as an imported fiber in northern Europe, without any knowledge of what it came from other

than that it was a plant: noting its similarities to wool, people in the region could only

imagine that cotton must be produced by plant-borne sheep. John Mandeville, writing in

1350, stated as fact the now-preposterous belief: "There grew there [India] a wonderful tree

which bore tiny lambson the ends of its branches.

These branches were so pliable that they bent down to allow the lambs to feed when they are

hungry," This aspect is retained in the name for cotton in many European languages, such as

German Baumwolle, which translates as "tree wool". By the end of the 16th century, cotton

was cultivated throughout the warmer regions in Asia and the American. In Roman times,

wool, linen and leather clothed the European population: the cotton of India was a curiosity

that only naturalists had heard of, and silk, imported along the Silk Road from China, was an

extravagant luxury. The use of flax fiber in the manufacturing of cloth in Northern Europe

dates back to Neolithic times.

Cloth was produced in the home, and the excess woven cloth was sold to merchants called

clothiers who visited the village with their trains of pack-horses. Some of the cloth was made

into clothes for people living in the same area and a large amount of cloth was exported.



The process of making cloth depends slightly on the fiber being used, but there are three main

steps: preparation of fibers for spinning, and weaving or knitting. The preparation of the

fibers differs the most depending on the fiber used. Flaxrequiresretting and dressing, while

wool requires carding and washing. The spinning mid weaving processes is very similar

between fibers.

Spinning evolved from twisting the fibers by hand, to use of a drop spindle, to a spinning

wheel. Spindles or parts of them have been found in very, very old archaeological sites; they

may represent one of the earliest pieces of technology available to humankind, was invented

in India between 500 and 1000 AD. It reached Europe via the Middle East in the European

Middle Ages.

Weaving, done on a loom has been around for as lung as spinning. There are some

indications that weaving was already known in the Palaeolithic. An indistinct textile

impression has been found at Pavlov, Moravia. Neolithic textiles are well known from finds

in pile dwellings in Switzerland. One extant fragment from the Neolithic was I found in

Fayum at a site which dates to about 5000 BCE. There are many different types of looms,

from a simple loom that dates back to the Vikings, to the standard floor loom.

The key British industry at the beginning of the 18th century \\ELS the production of textiles

made with wool from the large sheep-farming areas in the Midlands and across the country

(created as a result of land-clearance and enclosure). Handlooms and spinning wheels were

the tools of the trade of the weavers in their cottages, and this was a labour-intensive activity

providing employment throughout Britain, with major centers being the West Country;

Norwich and environs: and the West Riding of Yorkshire. The export trade in woolen goods

accounted for more than a quarter of British exports during most of the 18th century,

doubling between 1701 and 1770. Exports of the cotton industry - centered in Lancashire -

had grown tenfold during this time, but still accounted for only a tenth of the value of the

woolen trade.

The textile industry grew out of the industrial revolution in the 18th Century as mass

production of clothing became a mainstream industry. Starting with the flying shuttle in 1733

inventions was made to speed up the textile manufacturing process. In 1738 Lewis Paul and

John Wyatt patented the Roller Spinning machine and the flyer-and-bobbin system. Lewis

Paul invented a carding machine in 1748, and by 1764 the spinning jenny had also been

invented. In1771, Richard Arkwright used watersheds to power looms for the production of



cotton cloth, his invention becoming known as the water frame. In 1784, Edmund Cartwright

invented the power loom. With the spinning and weaving process now mechanized, cotton

mills cropped up all over the North West of England, most notably in Manchester and its

surrounding towns of Ashton-Under-Lyne, Stalybridge and Dukinfield.

Textile mills originally got their power from water wheels, and thus had to be situated along a

river. With the invention of the steam engine, in the 1760s to 19th century, mills no longer

needed to be along rivers.

Post-industrial revolution Many of the cotton mills, like the one in Lowell MA, in the US

originally started with the intention of hiring local farm girls for a few years. The mill job

was designed to give them bit more money before they went back to the farm life. With me

inflow of cheap labor from Ireland during the potato famine, the setup changed, as the girls

became easily replaceable. Cotton mills were full of the loud clanking of the looms, as well

as lint and cotton fiber. When the mills were first built, a worker would work anywhere from

one to four looms. As the design for the loom improved so that it stopped itself whenever a

thread broke, and automatically refilled the shuttle, the number of machines a worker could

work increased to up to50.

Originally, power looms were shuttle-operated but in the early part of the 20th century the

faster and more efficient shuttle less loom came into use. Today, advances in technology have

produced a variety of looms designed to maximize production for specific types of material.

The most common of these are air-jet looms and water-jet looms. Industrial looms can weave

at speeds of six rows per second and taster.

By the later 20th century, the industry in the developed world had developed a bad

reputation, often involving immigrants in illegal “sweat shops" full of people working on

textile manufacturing and sewing machines being paid less than minimum wages. This trend

has resulted due to attempt to protect existing industries which are being .challenged by

developing countries in South East Asia, the Indian subcontinent and more recently, Central

America. Whilst globalization has seen the manufacturing outsourced to overseas labor

markets there has been a trend for the areas historically associated with the trade to shift

focus to the more white collar associated industries of fashion design, fashion modeling and

retail.

Elements of the Industrial Revolution



The commencement of the Industrial Revolution is closely linked to a small number of

innovations, made in the second half of the 18th century:

Textiles

Cotton spinning using Richard Arkwright's water frame, James Hargreaves's Spinning Jenny,

and Samuel Crompton's Spinning Mule (a combination of the Spinning Jenny and the Water

Frame). This was patented in 1769 and so came out of patent in 1783. The end of the patent

was rapidly followed by the erection of many cotton mills. Similar technology was

subsequently applied to spinning worsted yarn for various textiles and flax for linen.

Steam power

The improved steam engine invented by James Watt and patented in 1775 was initially

mainly used for pumping out mines, but from the 1780s was applied to power machines. This

enabled rapid development of efficient semi-automated factories on a previously

unimaginable scale in places where waterpower was not available.

Iron founding

In the Iron industry, coke was finally applied to all stages of iron smelting, replacing

Charcoal. This had been achieved much earlier for lead and copper as well as for producing

pig iron in ablest furnace, but the second stage in the production of bar iron depended on the

use of potting and stamping (for which a patent expired in 1786) or puddling (patented by

Henry Cort in 1783 and 1784).

These represent three 'leading sectors', in which there were key innovations, which allowed

the economic take off by which the Industrial Revolution is usually defined. This is not to

belittle many other inventions, particularly in the textile industry. Without some earlier ones,

such as the spinning jenny and flying shuttle in the textile industry and the smelting of pig

iron with coke, these achievements might have been impossible. Later inventions such as the

power loom and Richard Trevithick's high pressure steam engine were also important in the

growing industrialization of Britain. The application of steam engines to powering cotton

mills and ironworks enabled these to be built in places that were most convenient because

other resources were available, rather than where there was water to power a watermill.



In the textile sector, such mills became the model for the organization of human labour in

factories, epitomized by Cotton polis, the name given to the vast collection of cotton mills,

factories and administration offices based in Manchester. The assembly line system greatly

improved efficiency, both in this and other industries. With a series of men trained to do a

single task on a product, then having it moved along to the next worker, the number of

finished goods also rose significantly.

Industry and Invention

The reasons for this succession of events are interlinked. Partly through good fortune and

partly through conscious effort, Britain by the early 18thcentury possessed the combination

of skills, social needs and social resources needed for commercially successful innovation

and a social system capable of sustaining the processes of rapid technological change once

they had started.

Before the 1760s, textile production was a cottage industry using mainly flax and wool. In a

typical house the girls and women could make enough yarn for the man's loom. The

knowledge of textile production had existed for centuries, and the manual methods had been

adequate to provide enough cloth. Cotton started to be imported and the balance of demand

and supply was upset.

Two systems had developed far spinning: the Simple Wheel, which used tin intermittent

process and the more refined Saxony wheel which drove a differential spindle and flyer with

heck, in a continuous process. But neither of these wheels could produce enough thread for

the looms after the invention by John Kay of the flying shuttle (which made the loom twice

as productive). The first moves towards manufactories called mills were made in the spinning

sector and until the 1820 cotton, wool and worsted was spun in mills, and this yarn went to

outworking weavers who continues to work in their own homes.

Early Inventions



In 1734 in Bury. Lancashire, John Kay invented the flying shuttle — one of the first of a

series of inventions associated with the cotton industry. The flying shuttle increased the width

of cotton cloth and speed of production of a single weaver at a loom. Resistance by workers

to the perceived threat to jobs delayed the widespread introduction of this technology, even

though the higher rate of production generated an increased demand for spun cotton.

Shuttles in 1738, Lewis Paul (one of the community of Huguenot weavers that had been

driven out of France in a wave of religious persecution) settled in Birmingham and with John

Wyatt, of that town, they patented the Roller Spinning machine and the flyer-and-bobbin

system, for drawing wool to a more even thickness. Using two sets of rollers that travelled at

different speeds yarn could be twisted and spun quickly and efficiently. This was later used in

the first cotton spinning mill during the Industrial Revolution.

1742: Paul and Wyatt opened a mill in Birmingham which used their new rolling machine

powered by donkey; this was not profitable and was soon closed.

1743: A factory opened] in Northampton, fifty spindles turned on five of Paul and

Wyatt's machines proving more successful than their first mill. This operated until1764.

1748: Lewis Paul invented the hand driven carding machine. A coat of wire slips were placed

around a card which was then wrapped around a cylinder. Lewis's invention was later

developed and improved by Richard Arkwright and Samuel Crompton, although this came

about under great suspicion after a fire at Daniel Bourns’ factory in Leominster which

specifically used Paul and Wyatt's spindles. Bourn produced a similar patent in the same

year.

1758: Paul and Wyatt based in Birmingham improved their roller spinning machine 'and look

out a second patient. Richard Arkwright later used this as the model for his water frame.

In 1761, the Duke of Bridgewater's canal connected Manchester to the coal fields of Worsley

and in 1762, Matthew Boulton opened the Soho Foundry engineering works in Hands worth,

Birmingham. His partnership with Scottish engineer James Watt resulted, in 1775, in the

commercial production of the more efficient Watt steam engine which used a separate

condensor.



In 1764, James Hargreaves is credited as inventor of the spinning jenny which multiplied the

spun thread production capacity of a single worker — initially eightfold and subsequently

much further. Others credit the original invention to Thomas Highs. Industrial unrest and a

failure to patent the invention until 1770 forced Hargreaves from Blackburn, but his lack of

protection of the idea allowed the concept to be exploited by others. As a result, there were

over 20,000 Spinning Jennies in use by the time of his death. Again in 1764, Thorp Mill, the

first water-powered cotton mill in the world was constructed at Royton, Lancashire, England.

It was used for carding cotton.

Arkwright's Cromford Mill Richard Arkwright used waterwheels to power textile machinery.

His first spinning mill, Cromford Mill, Derbyshire, was built in 1771. It contained his

invention the water frame. Frame is another name for the machinery for spinning or weaving.

The water frame was developed from the spinning frame that Arkwright had developed with

(a different) John Kay, from Warrington. The original design was again claimed by Thomas

Highs, which he claimed he had patented in 1769. Initial attempts at driving the frame had

used horse power, but the innovation of using a waterwheel demanded a location with a ready

supply of water, hence the mill at Cromford. This mill is preserved as part of the Derwent

Valley Mills in some ways it was modeled on Matthew Boulton and John Fothergill's Soho

Manufactory. Arkwright protected his investment from industrial rivals and potentially

disruptive workers. He generated jobs and constructed accommodation for his workers; this

led to a sizeable industrial community. Arkwright expanded his operations to other parts of

the country.

Samuel Crompton of Bolton combined elements of the spinning jenny and water frame in

1779, creating the spinning mule. This mule produced a stronger thread than the water frame

could. Thus in 1780, there were two viable hand operated spinning system that could be

easily adapted to run by power of water. As early mules were suitable for producing yarn for

use in the manufacture of muslin, and which were known as the muslin wheel or the Hall i’th’

Wood (pronounced Hall-ith-wood) wheel. As with Kay and Hargreaves, Crompton was not

able lo exploit his invention for his .own profit, and died a pauper.

In 1783 a mill was built in Manchester at Shude hill, at the highest point in the city away

from the river. Shude hill Mill was powered by a 30 ft diameter waterwheel. Two storage

ponds were built, and the water from one passed from one to the other turning the wheel. A



steam driven pump returned the water to the higher reservoir. The steam engine was of the

atmospheric type. An improvement devised by Joshua Wrigley, trialled in Chorlton-upon-

Medlock used two Savery engines to supplement the river in driving on overshot waterwheel.

In 1784, Edmund Cartwright invented the power loom, and produced a prototype in the

following year. His initial venture to exploit this technology failed, although his advances

were recognized by others in the industry. Others such as Robert Grimshaw (whose factory

was destroyed in 1790 as part of the growing reaction against the mechanization of the

industry) and Austin [51 - developed the ideas further. In 1803, William Radcliffe invented

the dressing frame which was patented under the name of Thomas Johnson which enabled

power looms to operate continuously.

INDIAN TEXTILE INDUSTRY

The Indian textile industry has a significant presence in the economy as well as in the

international textile economy. Its contribution to the Indian economy is manifested in terms

of its contribution to the industrial production, employment generation and foreign exchange

earnings. It contributes 20 percent of industrial production, 9percent of excise collections,

and 18 percent of employment in the industrial sector, nearly 20 percent to the countries total

export earning and 4 percent to the Gross Domestic Product.

In human history, past and present can never ignore the importance of textile in a civilization

decisively affecting its destinies, effectively changing its social scenario. A brief but

thoroughly researched feature on Indian textile culture.

HISTORY OF TEXTILE INDUSTRY

India has been well known for her textile goods since very ancient times. The traditional

textile industry of India was virtually decayed during the colonial regime. However, the

modern textile industry took birth in India in the early nineteenth century when the first

textile mill in the country was established at fort gloster near Calcutta in 1818. The cotton

textile industry, however, made its real beginning in Bombay, in 1850s. The first cotton

textile mill of Bombay was established in 1854 by a Parsi cotton merchant then engaged in



overseas and internal trade. Indeed, the vast majority of the early mills were the handiwork of

Parsi merchants engaged in yarn and cloth trade at home and Chinese and African markets.

The first cotton mill in Ahmadabad, which was eventually to emerge as a rival centre to

Bombay, was established in 1861, the spread of the textile industry to Ahmadabad was

largely due to the Gujarati trading class.

The cotton textile industry made rapid progress in the second half of the nineteenth century

and by the end of the century there were 178 cotton textile mills: but during the year 1900 the

cotton textile industry was in bad state due to the great famine and a number of mills of

Bombay and Ahmadabad were to be closed down for long periods. The two world War and

the Swadeshi movement provided great stimulus to the Indian cotton textile industry.

However, during the period 1922 to 1937 the industry was in doldrums and during this period

a number of the Bombay mills changed hands. The Second World War, during which textile

import from Japan completely stopped, however, brought about an unprecedented growth of

this industry. The number of mills increased from 178 with 4.05 lakh looms in 1901 to 249

mills with 13,35 lakhs looms in 1921 and further to 396 mills with over 20 lakh looms in

1941. By 1945 there were 417 mills employing 5.10 lakh workers.

The cotton textile industry is rightly described as a Swadeshi industry because it was

developed with indigenous entrepreneurship and capital and in the pre-independence era the

Swadeshi movement stimulated demand for Indian textile in the country.

The partition of the country at the time of independence affected the cotton textile industry

also. The Indian union got 409 out of the 423 textiles mills of the undivided India. 14 mills

and 22 percent of the land under cotton cultivation went to Pakistan. Some mills were closed

down for some time. For a number of years since independence. Indian mills had to import

cotton from Pakistan and other countries. After independence, the cotton textile industry

made rapid strides under the Plans. Between 1951 and 1982 the total number of spindles

doubled from 11 million to 22 million. It increased further to well over 26 million by 1989-

90.

CURRENT POSSITION OF TEXTILE INDUSTRY IN INDIA

Textile constitutes the single largest industry in India. The segment of the industry daring the

year 2009-10 has been positive. The production of cotton declined from 156 lakh bales in



2007-2008 to 1.40 lakh bales during 2000-01. Production of man-made fiber increased from

835 million kgs in 2007-2008to 904 million kgs during theear 2000-01 registering a growth

of 8.26%. The production of spun yarn increased to 3160 million kgs during 2000-01 from

3046 million kgs during 2007-2008registeringagrowth of3.7%. The production of man-made

filament yarn registered a growth of2.91% during the year 2007-2008increasing from 894

million kgs in 920 million kgs. the production of fabric registered a growth of 2.7% during

the year 2007-2008increasing from 39,208 million sq mtrs to 40,256 million sq mtrs. The

production of mill sector declined by 2.6% while production of handloom, power loom and

hosiery sector increased by 2%, 2.7% and 5.1% respectively. The exports of textiles and

garments increased from Rs. 455048 million to Rs.552424 million, registering a growth of

21%. Growth in the textile industry in the year 2003-2004 was Rs.1609 billion. And during

2009-10production of fabrics touched a peak of 45.378 million square meters. In the year;

2008-09 up to November, production of fabrics registered a further growth of 9 percent over

the corresponding period of the previous year. With the growing awareness in the industry of

its strengths and weakness and the need for exploiting the opportunities and averting threats,

the government has initiated many policy measures as follows.

The Technology Up gradation Fund Scheme (TUFS) was launched in April 99 to provide

easy access to capital for technological up gradation by various segments of the Industry.

The Technology Mission on Cotton (TMC) was launched in February 2009 to address issues

relating to the core fiber of Cotton like low productivity, contamination, obsolete ginning and

pressing factories, lack of storage facilities and marketing infrastructure.

A New Long Term Textiles and Garments Export Entitlement (Quota) Policies 2009-2010

was announced for a period of five years with effect from 1.1.2009 to31.12.2010 covering the

remaining period of the quota regime.

FUTURE PROSPECTS

The future outlook for the industry looks promising, rising income levels in both urban and

rural markets will ensure a rising market for the cotton fabrics considered a basic need in the

realm of new economic reforms (NER) proper attention has been given to the development of

the textiles industry in the Tenth plan. Total outlay on the development of textile industry as

envisaged in the tenth plan is fixed at Rs.1980 crore. The production targets envisaged in the

terminal year of the Tenth plan are 45,500 million sq.meters of cloth 4,150 million kg of spun

yarn and 1,450 million kg of manmade filament yarn. The per capita availability of cloth



would be 28.00 sq meters by 2009-2010 as compared to 23.19 sq meters in 2007- 08 showing

a growth of 3.19 percent. The export target of textiles and apparel is placed at $32 billion by

2009-2010 and $50 billion by2012.

STRUCTURE OF INDIAS TEXTILE INDUSTRY

The textile sector in India is one of the world’s largest. The textile industry today is divided

into three segments:

1. Cotton Textiles

2. Synthetic Textiles

3. Other like Wool, Jute, Silk etc.

All segments have their own place but even today cotton textiles continue to dominate with

73% share. The structure of cotton textile industry is very complex with coexistence of oldest

technologies of hand spinning and hand weaving with the most 'sophisticated automatic

spindles and loom. The structure of the textile industry is extremely complex with the

modern, sophisticated and highly mechanized mill sector on the one hand and hand spinning

and hand weaving (handloom sector) on the other in between falls the decentralised small

scale power-loom sector.

Unlike other major textile-producing countries, India textile industry is comprised mostly of

small-scale, nonintegrated spinning, weaving, finishing, and apparel-making enterprises. This

unique industry structure is primarily a legacy of government policies that have promoted

labor-intensive, small-scale operations and discriminated against larger scale firms:

Composite Mills

Relatively large-scale mills that integrate spinning, weaving and sometimes, fabric finishing

are common in other major textile-producing countries. In India however these types of mills

now account for about only 3 percent of output in the textile sector. About 276 composite

mills are now operating in India, most owned by the public sector and many deemed

financially sick. In 2008-2009 composite mills that produced 1434 m.sq mts of cloth. Most

of these mills are located in Gujarat and Maharashtra.

Spinning



Spinning is the process of converting cotton or manmade fiber into yarn to be used for

weaving and knitting. This mills chiefly located in North India. Spinning sector is technology

intensive and productivity is affected by the quality of cotton and the cleaning process used

during ginning. Largely due to deregulation beginning in the mid-1980s, spinning is the most

consolidated and technically efficient sector in India’s textile industry. Average plant size

remains small, however, and technology outdated, relative to other major producers. In

2002/03, India’s spinning sector consisted of about 1,146 small-scale independent firms and

1,599 larger scale independent units.

Weaving and Knitting

The weaving and knits sector lies at the heart of the industry. In 2009-10, of the total

production from the weaving sector, about 46 percent was cotton cloth, 41 percent was 100%

non-cotton including khadi, wool and silk and 13 percent was blended cloth. Three distinctive

technologies are used in the sector hand looms, power loom sand knitting machines. Weaving

and knitting converts cotton, manmade, or blended yarns into woven or knitted fabrics.

India’s weaving and knitting sector remains highly fragmented, small-scale, and labour-

intensive. This sector consists of about 3.9 million handlooms, 380,000 power loom enter-

prises that operate about 1.7 million looms, and just 137,000 looms in the various composite

mills. Power looms are small firms, with an average loom capacity of four to five owned by

independent entrepreneurs or weavers. Modern shuttle less looms account for less than 1

percent of loom capacity.

Fabric Finishing

Fabric finishing (also referred to as processing), which includes dyeing, printing and other

cloth preparation prior to the manufacture of clothing, is also dominated by a large number of

independent, small-scale enterprises. Overall, about 2,300 processors are operating in India,

including about 2,100 independent units and 200 units that are integrated with spinning,

weaving, or knitting units.

Clothing



Apparel is produced by about 77,000 small-scale units classified as domestic manufacturers,

manufacturer exporters, and fabricators (subcontractors).

INDIA’S MAJOR COMPETITIORS IN THE WORLD

To understand India’s position among other textile producing the industry contributes 9% of

GDP and 35% of foreign exchange earnings, India’s share in global exports is only 3%

compared to Chinas 13.75% percent. In addition to China, other developing countries are

emerging as serious competitive threats to India. Looking, at export shares. Korea (6%) and

Taiwan (5.5%) are ahead of India, while Turkey (2.9%) has already caught up and others like

Thailand (2.3%) and Indonesia (2%) are not much further behind. The reason for this

development is the fact that India lags behind these countries in investment levels,

technology, quality and logistics. If India were competitive in some key segments it could

serve as a basis for building a modern industry, but there is no evidence of such signs, except

to some extent in the spinning industry.

EXPORT AT GLANCE

A textile export plays a crucial role in the overall exports from India. Thought export friendly

government policies and positive efforts by the exporting community, textile exports

increased substantially from US$ 5,07 billion in 2002-03 to US$ 12.10 billion during 2009-

10. The textile export basket contributing over 46 percent of total textile export. In world

Textile trade has risen to 3.1 percent in 2007-2008 as against 1.80percent in early nineties.

Exports have grown at an average of 11 percent per annum over the last few years, while

world textile trade has grown only about 5.4 per cent per annum in the same years. During

the year 2007-08 India’s textile export was US$ 12014.4 million. It was increased the year

2008-09 USS 13038.64 million. The exports of textiles (including handicrafts, jute, and coir)

formed 24.6% of total exports in 2006-2007, however this percentage decreased to 16.24%

during 2008-2009. The textile exports recorded a growth of 15.3% in 2006-2007 and 8.7% in

2008-2009. Textile exports during the period of April-February 2008-2009 amounted to

$11.698.5million. During 2009-10 textile export were US$ 13,039.00 million, recording a

decline of 3.4% as compared to the corresponding period of previous year. However, during



April-November, 2010, the textile exports have shown growth of 8.2% as compare to the

corresponding period of previous year. Against a target of US$ 15,160 million during 2009-

10, the textile exports were of US$13039 million, registering a shortfall of 14% against the

target. The overall export target for 2010-11 has been fixed at US$ 15,565 million. In

2010textile and garments accounted for about 16% of export earnings. India’s textile exports

to the US have shown a good rise of 29.5% between January and June 2010.

INVESTMENT IN TEXTILE INDUSTRY

Investment is the key for Indian textiles to make rapid strides, he Vision Statement prepared

by the Indian Cotton Mills federation has projected that the industry has the potential to reach

a size of $85 billion by 2010 from the current level of S 36 billion. Further, the vision

statement has estimated that textile exports could touch $40 billion by 2010 from S 11 billion

in 2002. In the process, India’s share in the global textile and clothing trade is expected to

double from three percent in 2002 to six percent by 2010.To reach these ambitious targets, it

is estimated that new investment to the tune of Rs.1,40,000 crores will be needed in the next

five years. After analyzing the capacity and technology levels in various segments of textile

Industry and the need for modernization, funds required for various segments have been

below.

Sl.No. Segment Investment

(Rs. in crore)

1. Ginning & Processing 1,800

2. Spinning 10,600

3. Weaving 22,950

4. Knitting 3,150



5. Woven Processing 25,800

6. Knit Processing 8,550

7. Clothing 24,000

8. Jute 500

9. Silk Wool 1,200

The Multi-Fiber Agreement (MFA)

The Multi-Fiber Agreement (MFA), that had governed the extent of textile trade between

nations since 1962, expired on 1 January 2010. It is expected that, post-MFA, most tariff

distortions would gradually disappear and firms with robust capabilities will gain in the

global trade of textile and apparel. The prize is the $360 bn market which is expected to grow

to about $600 bn by the year 2010 barely five years after the expiry of MFA.

National Textile Policy 2000

Faced with new challenges and opportunities in a changing global trade environment the GOI

unveiled its National Textile Policy 2000 (NTP 2000) on November 2, 2000. The NTP 2000

aims to improve the competitiveness of the Indian textile industry in order to attain $50

billion per year in textile and apparel exports by 2010.86. The NTP 2000 opens the country’s

apparel sector to large firms and allows up to 100 percent FD1 in the sector without any

export obligation.



2.2. COMPANY PROFILE

Prabhuram mills, a cotton spinning mill located in the industrially backward district, in

Alappuzha is one of the unit of Kerala State Textile Corporation (KSTC), a government of

Kerala undertaking. Site of the mill is at Kotta near Chengannur.Kotta is a remote

undeveloped village in the Mulakkuzha panchayath in Chengannur, Alappuzha district. It is

industrially and economically backward area. Nearly 75% of the people of this area belong to

the middle and low income group. Unemployment is a ramp act of this area. Under these

circumstances, steps taken for starting a spinning mill was a blessing to the natives of this

area. The project received a whole-hearted co-operation of the people. They donated lands

and came voluntarily to work for the construction of the two roads to the mill site.

The establishment of the spinning mill at Kotta was the outcome of the first industrial policy

declaration of Kerala. Before the industrial policy, Government of Kerala made a detailed

techno-economic survey during 1960-61. The survey was conducted under the supervision of

Sri P.S. Lokanathan. It was started in the beginning of 1960 and was completed by September

1961. The report was finalized in July 1962 contained a detailed study of the economic



development of Kerala. While the survey was going on, government declared first industrial

policy of Kerala on 3rd June I960. In this declaration the entrepreneurs were offered various

facilities to establish industries. The industrial policy declaration attracted industrialist from

outside Kerala. The policy of the government was to sanction one industry per district. The

backward districts like Alappuzha were allotted two units. A renowned film actor Sri V.Sivaji

Ganesan in association with Sri V.A.Muthmnanickkan, a landlord hailing from Pollachi came

to know about the government policy and decided to start a spinning mill in Kerala. License

was secured in the name of Sri.V.A.Muthumanickkan and SriV.Sivaji Ganesan on 12/5/1962

to start the mill in Alappuzha district. The other unit was allotted at komalapuram at

Alappuzha district named Kerala spinners. An expert survey was conducted regarding the

location and Kotta was found suitable for the following reasons:

1. Cheap price of land

2. Industrially backward urea

3. Possibility of continuous power supply

4. Availability of water

5. Support of local people

6. Transportation facility

Kotta was an industrially backward area of Alappuzha district as such every loan facilities

were availed from Kerala State Industrial Development Corporation (KSIDC) and Kerala

Financial Corporation (KFC). The industries started in these areas were also eligible for

subsidies from the government of India. Government of Kerala also promised adequate

power supply to the newly established industries from Chengannur and Kozhencherry power

houses.

Kotta has no scarcity of water. Transportation and communication problems were also not

there as the site was near M.C. Road and the Chengannur railway station. Climatic conditions

were also highly favorable for the spinning mill.

The industrialists who came from TamilNadu were interested in textile mill and applied for

license under the new industrial policy. They obtained a license for 12,000 spindles which

was later enhanced to a capacity of 25,000 spindles.

After receiving the license the mill was incorporated under the Companies Act 1956 on

16/I1/1962. As per the memorandum of association the proposed mill was to be named as

Prabhuram Mills Ltd. The name behind the Prabhuram mills is derived from Prabhu s/o



Sivaji Ganeshan and Ram s/o Muthumanickkan. The object for which the company was

established is to purchase, prepare, gin, spin, double, fold, weave, manufacture, bleach, dye,

print, or in any other way to manipulate wool, cotton, jute, linen, artificial silk, rayon,

synthetic and other fibrous substances whether natural or artificial and of merchants or

dealers of any of the products of any such process and to manufacture, buy, sell, and deal in

connection with any of the foregoing business.

It is also stated in the memorandum of association that the liabilities of the members are

limited. The authorized capital stated in the memorandum of association is Fifty Five lakhs

(55,00, 000). It is divided into 50,000 equity shares of 100 each and 5,000 preference shares

of 100 each.

In 1963 company purchased an area of land of 14.28 acres and started constructing the

building in the year 1964. Machines were imported from Japan. On 17/10/1964

SivajiGaneshan one of the entrepreneurs backed off from the project due to unspecified

reasons. Due to disputes between the management and shortage of funds there was no

progress in the project and it came to a grinding halt.

Four year later in 1969 KSIDC came to the rescue of the company, KSIDC remolded the

entire project and the management set up was re-constituted. A nominee from KSIDC was

also included in the board of directors. Workers were trained at Ettumanoor Kottayam

Textiles in the Kottayam district. Machinery erection was started in the year 1971. Trial

production started by February 1973 and commercial production started from July 1973 with

231 workers and 17 staff. Even though license was granted for 12,000 spindles, the work

started with 8,160 spindles. During the starting period onwards the mill experienced financial

problems because of high price in cotton. There was no corresponding increase in the price of

yarn. This situation necessitated the closure of the mill on 31/10/1975.

The shareholders and the workers of the mill had to engage in prolonged agitation demanding

the government to revive the unit. As a result, on 9/2/1978 ministry of industries government

of India took over the unit and Kerala State Textile Corporation was authorized to take over

the management of the mill. Soon after the mill was declared as relief undertaking and Kerala

State Textile Corporation (KSTC) was entrusted to revive the mill.

By an ordinance of the governor of Kerala on 19/4/1984, this mill was acquired by the

government of Kerala and transferred the same to Kerala State Textile Corporation (KSTC)



with retrospective effect from 1983. The said ordinance was replaced by an Act 27 of L985”.

The Kerala Sick Textiles Undertaking or Acquisition and Transfer of Undertaking Act.

1985” the mill presently produce 90scombed yarns and 100s combed yarns.

OBJECTIVES OF THE COMPANY

1. Meeting commitments made lo internal and external customers.

2. Satisfaction of the customers producing qualitative products, integrity and fairness in

all matters.

3. Provide an avenue for those companies who provide their product desires a dedicated

and experienced management system.

ORGANISATIONAL STRUCTURE OF PRABHURAM MILL

Chairman &

Managing Director

General Manager

Personnel Manager Finance Manager Technical Manager Production Manager

Time Keeper

(Watch & Ward)

Time

Keeper (ESI & PF)

Asst.

Manager

Quality

Control

Store

Keeper

Spinning

Manager

Asst. Spinning

Manager

Senior Accountant Purchase Sales Clerk Supervisor Supervisor



DEPARTMENTS IN THE COMPANY

4.1. PERSONNEL DEPARTMENT

4.2. FINANCE DEPARTMENT

4.3. PRODUCTION DEPARTMENT

4.4. TECHNICAL DEPARTMENT

4.5. MARKETING DEPARTMENT

4.1. PERSONNEL DEPARTMENT

Personnel department is headed by personnel manager. Time keeper prepares the

worker’s wages report, salary of staff, preparation of annual leave register and forms. ESI &

PF clerk will do all work connected with employees state insurance and PF and furnish

details required for the recharge of personnel.

Personnel Manager



Workers are classified into four as:

1. Permanent workers

2. Trainees

3. Casual workers

4. Badlies

SELECTIO

For the purpose of selection a board is constituted consisting of members from the mill and

does a government representative. Top level executives are selected and appointed by Kerala

Public Service Commission (KPSC).

RECRUITMENT

Personnel department recruits personnel according to the needs of the department. Personnel

department recruits skilled and unskilled labours. It is done by G.M. in consultation with

head of the department and the personnel manager.

PROMOTION

Promotion of personnel is done by Government and occurred by direct appointment.

Promotion from lower to higher grade is subject to availability of vacancy, efficiency,

suitability and seniority of the person for the higher post. Grade changes when person

completes 10 working years.

TRAINING



Personnel department provides training to every worker before he/she is posted as a

permanent employee.

WELFARE FUNDS

Company has a welfare fund for the employees. They collect from each employee and return

it to them at the time of retirement with 15% interest. It provides loan from 5,000 for

meeting their financial needs. If an employee dies, one day salary of all the employees will

be given to the dependents. An employee retires due to illness or accidents, half day salary of

all the employees will be given.

UNION MANAGEMENT RELATIONSHIP

Company maintains good relation with the trade unions, more than or equal to 15 employee is

required to form a union. Major trade unions in this organization are:

1. INTUC

2. CITU

3. AITUC

4. BMS

5. CMP

GRIEVANCE HANDLING PROCEDURE

Management is good in listening to the problems of employees and solving it. All the

employees in the organization approach the management for grievance handling procedure

through the union leaders at the time of conflicts between management and workers. Two or

three representatives make the discussion with the management and the disputes mostly

solved in a manner to both the parties.

CANTEEN

Company provides canteen facility to the employees to satisfy their physiological needs. The

food provided at canteen is at a reduced rate. Company provides supper to night shift

employees.

ATTENDANCE



Method of entering attendance is on the basis of punched card system. Each employee is

given cards according to their position. Permanent employees are given green cards, bad lies

workers are given red cards and trainees are given yellow cards.

RETIREMENT

Retirement of employees is at the age of 58. Company provides pension to the employees. It

also provides family pension also. Pension is given to the dependents of employee who died

when he is in service.

TRANSPORTATION

Company hires a private van on contract basis for the smooth transportation of employees

from destination points. It operates from nearby bus stand (Chenganur) in the morning and

sending them back in the evening.

Morning - 2 trips

Evening - 1 trip

SAFETY

Safety committee provides safety measures to the workers. Committee provides ear plugs,

masks and towel fix firing equipments.

Shift of Employees

General - 8.30 am to 4.30 pm

First Shift - 7.00 am to 3.00 pm

Second Shift - 3.00 pm to 11.00 pm

Third Shift - 11.00 pm to 7.00 am

FINANCE DEPARTMENT

The major function of the finance department is to maintain and record financial transactional

records and to guide the organization in a profitable manner. The working capital of the



company is 60 lakhs. The authorized capital of the organization is 55 lakhs and it is wholly

owned by the government of Kerala.

Sources of funds for the organization are:

a. Paid up capital

b. Reserves & Surplus

c. Secured Loans

Functions of finance Department

1. Recording of day to day transactions

2. Preparing various statements regarding stock, receivables etc. which are to be

submitted to various authorities like insurers, bankers, different government departments.

3. Planning and controlling of the expenses and funds for production

4. Approving and making payments to different parties, creditors, suppliers etc.

5. Receiving payments from customers, dealers etc.

6. Raising short term loans, credits from banks and other financial institutions.

7. Preparation of sales budgets, revenue budgets and expenditure budgets on a quarterly

basis.

8. Preparation and maintenance of cost records

9. Preparation of fund flow and cash flow statements

10. Preparing and filing of quarterly and final income tax returns

11. Preparation and implementation of cost reduction and cost control methods

12. Conduct and co-ordinate internal and statutory audits

13. Perpetual stock valuation and asset evaluation

14. Investment analysis, feasibility study on production/supply orders received and

contracts.

Banking Partner

The banking partner of Prabhuram Mill is state bank of Travancore (SBT), Chengannur.

Department Structure

Finance Manager

Senior Accountant Purchase and Sales



Responsibility of Finance Manager

1. Maintain Books of Accounts

2. Liaison with banks and other financial institutions

3. Liaison with government bodies and other regulatory authorities.

4. Prepare budgets and to achieve targeted turnover

Responsibility of Senior Accounts Assistant

1. Right up general ledger, customer ledger, journal and related vouchers.

2. Preparation of fixed assets registers

3. Working connected with canteen accounts

4. Verifying all documents and invoices of dispatches and sales

5. Preparation of monthly, quarterly, half yearly and annual trial balance & balance

sheet.

6. Other related work assigned by management from time to time.



Duties of Accounts Assistant

1. Preparation of all cost records and making statements and reports related to costing

and management information system.

2. Renewal of insurance policies

3. Preparation of budgets and analysis of actual performance with budgeted

performance.

4. Verification of staff acquaintance, wages calculation of staff and workers, advances

and bonus and gratuity calculation.

Duties of Clerk

1. Presentation of bank vouchers and bank books

2. Preparation of monthly cash flow and related documents

3. Writing up of creditors ledger, cotton or other purchase ledger

4. Send the returns of sales taxes, income tax and arrange remittance of that time in time.

5. Preparation of final accounts and related statements at the time of auditing.

Information system used in the department

The major information system used in the finance department to provide clear information

regarding the accounts statement is Tally. The advanced version of Tally accounting package

is used in the accounting department. The accounting package used by finance department is

Tally ERP 9.

Depreciation Method

Company follows a straight line depreciation method for calculating depreciation for its fixed

assets including land & building, plant & machinery etc.

BUDGET

Company prepares a projected budget for 6 months. It presents budget monthly and make

amendments in the budget according to the change in trends.



STATUTORY BOOKS

The books of accounts maintained by the company under the companies act are:

1. Purchase Journal

2. Sales Journal

3. General Journal

4. Bank Book

5. Cash Book

1. Purchase Journal

Purchase journal is used to record all the transactions relating to the purchase of raw

materials, stores and consumables etc.

2. Sales Journal

Sales journal is used to record all sales transactions which includes sales of the product, sales

of scrap, waste materials etc.

3. General Journal

General journal is used to record all non-cash transactions which include depreciation

accounting, accounts related with insurance, canteen accounts etc.

4. Bank Book

Bank book is used to record all transitions related with bank. It includes cheque issued to

customers, cheque received from customers, overdraft taken from bank, deposits made in the

bank, interest paid for loan etc.

Purchase

Journal

Sales

Journal General Journal

Bank Book

Cash

Book

Statutory Book



5. Cash Book

All cash transactions are recorded in the cash book. Cash purchase of materials to the

canteen, cash received from employees, cash received from project studies etc.

ACCOUNTING VOUCHERS

Accounting vouchers used by the company to record transactions are:

1. Credit Vouchers

2. Debit Vouchers

3. General Journal Vouchers

4.3. PRODUCTION DEPARTMENT

Production department deals with all production and purchasing activities. They

collect information regarding the market requirements and plan production activities

accordingly. Production department is headed by production manager.

The structure of production department is as follows:

Production

Manager

Spinning Manager

Assistant Spinning

Manager



Duties of Production Manager

1. Direct responsibility of planning, marketing, production and purchase.

2. Overall responsibility of purchasing of raw materials

3. Implementing corporate policies

4. Monitoring cost and improves productivity and planned level.

5. Promotion of awareness of customer requirements

6. Direct responsibility in running the plant to its maximum capacity.

7. Arranging the required quantity in consultation work.

8. Liaison with the suppliers.

PRODUCTION PROCESS

BLOW ROOM

This department functions only during the day shift. The machines of this department

are the most important in a spinning mill. The functions of blow room machines are:

a. Opening

b. Cleaning or waste removing

c. Mixing

d. Scotching & lap formation

The first process in the blow room department is the opening of hard pressed bales and

cleaning the cotton of heavy impurities like broken seed, leaf skill, husk etc. it is then passed

through a series of machines known under the general opener’s task and foreign matters have



to be extracted from the cotton with the least amount of loss. Another process in mixing

various types of cotton like CH32, Varalakshmi and Rajapalayam. They are generally mixed

thoroughly to get a proper blend. The object of mixing is to get a proper blend so as to obtain

a near possible uniformity in length of staple, quality, colour etc.

Scotching and lap formation are the last operations in the blow room. Although has now

passed through the opener and has had extracted impurities from it, probably about 4% of

impurities are not cleaned. The cleaning process is continued after scotching. The object of

scotching is to remove as much as possible impurities. The loose cotton passed through the

scotches is converted into uniform sheets called laps. These laps are then delivered to the

next department.

CARDING

Carding is the process of removing impurities and clears the cotton further and then looses

the fibers and separates them and converts them into simples stands called slivers. 14 cards in

this department work in 3 shifts the objects are:

1. Waste removal – this is to remove impurities and clean the cotton further. Then main

wastes extracted from the cotton in carding department are:

a. Flat strips

b. Linker wastes

c. Cylinder wastes

d. Invisible wastes

2. To remove short fiber, moles, seeds, leaves etc. from the laps so that better yarn be

produced.

3. To lose the fiber and separate them so that the work of the draw frame will be

effective.

4. Convert them into single strands called silvers. Silvers are stored in cans. The

carding process helps in the betterment of fiber. The carding and stripping process are

carried out in this department.

COMBING

Combing is an optional process. The purpose of this produce yarn of better quality. Higher

count yarn is processed in this department. The objectives of this department are:



1. Eliminate short fiber

2. Strength out the fiber

3. Parallelisation of fiber

Stem is taken direct from the card and passed through 3 processes in this department.

a. 22 carded slivers are feeding into sliver lap machine and laps are produced.

b. 6 sliver fiber laps are take to ribbon lap machine, fiber lap is produced.

c. 8 ribbon laps are placed on corrigended wooden rollers. Behind the combor camp and

the entire short from the lap. This laps are delivered into 2 sliver to card placed at the end of

the machine.

DRAWINGS

Carded and combed sliver are processed separately, and drawn for from the machine. Major

objectives are

A. Blending of sliver

B. Attention of fiber

C. Parallelization of fiber

D. Improvement of infirmity by sliver

E. Purification of sliver further

The carded sliver are passed through the drawing, but the combed slivers are passed through

the finishers drawings.

SIMPLEX

There are six simplex machines. Out of six machines, three of them are 120 spindle

machines and rests are 124 spindle machines. Objectives of simplex machine are to convert

carded and combed slivers into cavages. The carded or combed slivers are supports to the

simplex machines. Here the sliver passes in between 3 lines of rollers where it is subjected to

drawings sections. A slight twist is given to the reduced and it is then wound up on bobbins

by means of fitter. The slight twist is given to the attained an extremely loose sufficient to

give necessary strength to enable it to build up around the bobbin. It is further threatened

routing would or bobbins are supplied to the next department.



SPINNING

Spinning is the largest stage in the manufacturing of yarn. Spinning converts the combing

into yarn. The main operation carrying out in the ring frames are drafting, twisting and

winding. The routing relived from the simplex department is still much thicker than the

thickness of the yarn required. The first process of framing is drafting. The next operation is

twisting. The twisted yarn wound in caps are filled up on spindles which run at a speed of

about 13,000 to 16,000 ribbon per minute(rpm). Two types of yarns are produced in this

stage.

They are

90S combed yarn

100S combed yarn

WINDING

Winding machines are used for removing defects like thick place in yarn and to enhance

length. Here the cop wound yarn from the shaped mass of yarn wound on paper cones

weighing 11/4 kg. The caps are fixed firmly as spindles at the bottom of the winding

machine in length wise yarn is then passed through guides and slub catches and wound on

paper cones.

PACKING

The yarn wound on large packages at spinning loops is called cones. It is convenient for

continuous operation to be carried and in the subsequent process. The net weight yarn cones

are packaged in plastic bags. The net weight of a bag is 50 Kg.

PRODUCTION PROCESS

90’S combed yarn Product proceed from 100’s combed yarn

the department

BLOW ROOM LAPS BLOW ROOM

CARDING SLIVERS CARDING



COMBING SLIVERS COMBING

DRAWING SLIVERS DRAWING

SIMPLEX ROVING SIMPLES

(Wound on bobbins)

SPINNING YARN SPINNING

WINDING YARN WINDING

(Wound on cones of 1 Kg)

PACKING BAGS PACKING

(50KG)

Production Analysis

The mill started its production with a capacity of 17,586spindes. In the year 1982-83 the

capacity was increased to 17,776 spindles. Though there was no change in the number of

running spindles from 1981-82 to 1988-89, there was fluctuation with regard to production.

The production reached the peak during 1985-86 amounting to about 4, 04,937 kg.

Afterwards a decreasing trend in production was noticed in 1999-2000. The production was

only 2, 92,932 kg which was much less than the production of previous years.

In 2003-04 there was an increase in production. The mill, running with installed capacity7 of

spindles was able to produce 4, 14,086 kg of yarn. In the year 2004-05 showed further

increase of production over the previous years. The increase in production was due to the

second phase modernization during this period. In 2005-06 here was further increase in

production. The mill is running with its installed capacity of 17,968 spindles.



4.4. TECHNICAL DEPARTMENT

Technical department of the company is divided in to two major departments. They are:

1. Quality control

2. Electrical

Quality Control Department

Mill does not have a separate quality control department except an apparatus to test the

strength and weight of yarn produced. Raw material for production of yarn is sent for quality

test at Trivandrum laboratory. Kerala State Textile Corporation (KSTC)

Thiruvananthapuram has a central laboratory at Thiruvanthapuram. The raw material is

tested there and if there is any complaint product is sent to Bombay laboratory for further

checking. If there is any complaint, it is sent to Coimbatore laboratory. The material is sent

for quality check to the laboratory either by road or by mail.

Tests to ensure quality

1. Raw cotton test- in raw cotton test the basic properties of cotton that are evaluated

are:

a. Length of fiber (staple length or spam length)

b. Strength in gram/tex

c. Fineness in microgram/inch

d. Uniformity ratio in percentage

2. Twist test-It is used check twist per inch in the yarn.

3. Yarn twist-Amount of twist is important in finished yarn. It determines the

appearance as well the durability and service ability of a fabric.

Electrical department

Electrical department supplies power to various manufacturing process. Department possess

two transformers within the mill premises for purpose of supplying power. The capacity of

two transformers is:

1. 55 k.v.a

2. 500 k.v.a.



The department possesses two generators to provide electricity to the manufacturing process

at the time of power failure. It helps the mill from loss of time for production due to loss of

power. Electrical department has two category of staff:- a junior manager and 7 electricians.

Security department

Security department is concerned with the security and control of the company. There are 28

security employees in the company. All the employees work on a shift basis. A good rate of

security is provided by the company at the entrance gate and also at the entrance of

production plant. A special record of visitors is also maintained by the department.

4.5. MARKETING DEPARTMENT

Cotton yearns produced by the mill is dispatched to Mumbai for the purpose of selling.

Major planning related to purchase and sales are dealt by Kerala State Textile Corporation

(KSTC) at Thiruvananthapuram. But mill has officers within the mill who deals with

marketing and purchase. They come under the accounts officer. Mill sells its products in the

Mumbai market through a sales agent appointed on a commission basis.

Promotion of the product

Mill promotes its products in the market by providing samples of the products to its

prospective customers. The samples are also distributed to the customers by the sales agent.

Distribution of the Product

Products of the mill is distributed in the market by a sales agent on a commission basis. Sales

agent is a private party who is appointed on an agreement deed and levy a deposit of 8 lakhs.

Pricing of the product

The pricing of the product is done on competitive basis. The product is sold in the market

through a public auction and hence the product competes with other products.

Storage

Yarns are stored in warehouses and transported according to the need demanded.

Packaging

Packaging protects goods from damage on transit and facilitates the easy transfer of goods to

industries. The size of packing is 1 Kg.

Transportation



Goods are transported from the warehouse of Prabhuram Mill to Thiruvanathapuram and

from there it is dispatched to Mumbai for sales.

2.3 PRODUCT PROFILE

The main raw material which is converted into yarn is cotton and the yarn in turn is converted

into cloth. After the harvest, kappa’s has to be ginned in order to separate the fiber from the

seeds. The cotton is sucked through pipes into a drier where the excess moisture is removed



and then into a cleaner that separates the link from the debris picked up in the harvesting

process.

Finally it goes into a gin stand where removing teeth pull the link through narrow steel

granting leaving the seeds behind. The deseeded fiber is cleaned again and then led togin

process cotton after ginning is available in a loose opened firm.

For handling and transportation cotton is compressed and packed into bales covered by jute

sacking, bound by strong wire or iron band. The quality of cotton is judged in terms of its

grade and staple. Grading is done in terms of impurities such as leaves, sand, dust, broken

seed naps, motes and colour. The fiberd qualities of the cotton are judged mainly by length of

the fiber. Baled cottons are sent lo yarn spinning mills.

Yarns

Spun yarn is made by twisting or otherwise bonding staple fiber together to make a cohesive

thread. Process of twisting fiber into yarn is called spinnirm. Yarn spinning was one of the

very first processes to be industrialized; spun yarns may contain as angle type of fiber or be a

blend of various types. Combining synthetic fiber with natural fiber is very common. The

most widely used blends are cotton-polyester and wool-acrylic fiber blends. Blends of

different natural fiber are common too.

Yarns are made up of a no. of plies. Each ply being a single spun yarn it can be easily

twisted. These single plies of yarn are twisted in the opposite direction together to make a

thicker yarn. Depending on the direction of this final twist the yarn will be known as s-twist

or z-twist.

Measurement of yarn

Yarn quantities are usually measured by weight in ounces or grams. In United States, Canada

and Europe, balls of yarn for hand crafts are sold by weight. Common size includes 25g, 50g

and 100g skeins. Some companies also primarily measure in ounces with common size being

three ounce, four ounce, six ounce and eight ounce skeins. These measurements are taken at a

standard temperature and humidity, because yarn can absorb moisture from the air. The



actual length of the yarn contained in a ball or skein can vary due to the inherent heaviness of

the fiber and the thickness of the strand.

There are several thickness of yarn also referred to as weight. This is not to be confused with

the measurement of weight listed above. The craft yarn council of America is making an

effort to promote standardized industry system for measuring this numbering of weights from

l(finest) to 6(heaviest). Some of measures name for the various weights of yarn from finest to

thickest are called lace, fingering, sock, sport, double-knit, worsted, yarn, bulky and super-

bulky. This naming convention is more descriptive than precise; fiber artists disagree about

the wear and the continuum each lies and the precise relationships between the sizes. A more

precise measurement of yarn, weight often used by weavers is wraps per inch (wpi). The yam

is wrapped snugly around a ruler and the number of wraps that flit in an inch is counted.

4.1 PERCENTAGE ANALYSIS



4.1 TABLE SHOWING THE GENDER OF RESPONDENTS

Table No. 4.1

TABLE SHOWING THE GENDER OF RESPONDENTS

Figure No. 4.1

INTERPRETATION

The above table indicates that 55% of the respondents are male and 45% of the respondents

are female.

4.2 EMPLOYEE RESPONSE TOWARDS THE CURRENT MOTIVATIONAL

SYSTEM

male female

0

10

20

30

40

50

60

Sl.No

Variance No.of

Respondents

Percentage

1 Male 55 55

2 Female 45 45

Total 100 100



Table No. 4.2

SI. No. Responses Number of

respondents

Percentage of

responds

1 Highly Satisfied 50 50%

2 Satisfied 40 40%

3 Neutral 10 10%

4 Dissatisfied 00 00%

5 Highly dissatisfied 00 00%

Total 100 100%

EMPLOYEE RESPONSE TOWARDS THE CURRENT MOTIVATIONAL SYSTEM

Figure No. 4.2

INTERPRETATION

The above table shows 50% of employees have the opinion that they are highly satisfied

40% of the employees are satisfied and 10% of the employees have neutral opinion about the

current motivational system prevailing in the company.

4.3 EMPLOYEE RESPONSES ABOUT EMPLOYEES ARE SATISFIED WITH

THEIR PRESENT JOB

0

5

10

15

20

25

30

35

40

45

50

Highly Satisfied Satisfied Neutral Dissatisfied Highly

dissatisfied

50

40

10

0 0



Table No. 4.3

Sl.No

Ranking

No. of

Respondents

Percentage

1 Highly satisfied 38 38

2 Satisfied 52 52

3 Not satisfied 10 10

Total 100 100

EMPLOYEE RESPONSES ABOUT EMPLOYEES ARE SATISFIED WITH THEIR

PRESENT JOB

Figure No. 4.3

INTERPRETATION

The above table shows 38% of employees have the opinion that they are highly satisfied

52% of employees are satisfied with their present job, 10% of employees are not satisfied

with their present job.

4.4 EMPLOYEE OPINION ABOUT MORE MOTIVATION NECESSARY

TO INCREASE PRODUCTIVITY

0

10

20

30

40

50

60

HIGHLY SATISFIED SATISFIED NOT SATISFIED



Table No. 4.4

Sl.no

Level of

Agreement

No. of

Respondents

Percentage

1 Yes 100 100

2 To an extent 0 0

3 No 0 0

Total 100 100

4.4 EMPLOYEE OPINION ABOUT MORE MOTIVATION NECESSARY

TO INCREASE PRODUCTIVITY

Figure No. 4.4

INTERPRETATION

The above table showing all the employees have the opinion that more motivation necessary

to increase productivity.

4.5 EMPLOYEE OPINION ABOUT THE MONETARY BENEFIT

ENCOURAGE TEAM SPIRIT

0

20

40

60

80

100

120

Yes To an extent No



Table No. 4.5

Sl.no

Level of

Agreement

No. of

Respondents

Percentage

1 Great extent 75 75

2 Some extent 25 25

3 Never 0 0

Total 100 100

EMPLOYEE OPINION ABOUT THE MONETARY BENEFIT ENCOURAGE

TEAM SPIRIT

Figure No. 4.5

INTERPRETATION

The above table shows 75% of employees have the opinion that monetary benefit to a great

extent encourage team spirit and 25% of employees have the opinion that monetary benefit to

some extent encourage team spirit.

4.6 EMPLOYEE OPINION ABOUT THE PROMOTIONAL CHANCES IN THE

COMPANY

0

10

20

30

40

50

60

70

80

Great extent Some extent Never



Table No. 4.6

Sl.No

Ranking

No. of

Respondents

Percentage

1 Very good 20 20

2 Good 55 55

3 Neutral 25 25

4 Bad 0 0

5 Very bad 0 0

Total 100 100

EMPLOYEE OPINION ABOUT THE PROMOTIONAL CHANCES IN THE

COMPANY

Figure No. 4.6

INTERPRETATION

The above table shows 20% of the employees working in the company have the opinion that

there are very good chances for promotion in the company. 55% of people have good

opinion and 25% of people have neutral opinion about the promotional chance of the

company.

4.7 EMPLOYEE RESPONSE TOWARDS THE FULL LACK OF MOTIVATION

ANY HAVE WHICH RESULT

0

10

20

30

40

50

60

Very good Good Neutral Bad Very bad



Table No. 4.7

SI. No. Responses Number of

respondents

Percentage of

responds

1 Low productivity 50 50%

2 Absenteeism 10 10%

3 Lower performance 40 40%

4 Any other 00 00%

Total 100 100%

EMPLOYEE RESPONSE TOWARDS THE FULL LACK OF MOTIVATION ANY

HAVE WHICH RESULT

Figure No. 4.7

INTERPRETATION

The above table shows 50% of the employees agree that lack of motivation result in low

productivity, 10% of employees said that lack of motivation result in absenteeism and 40%

of the employees that lack of motivation result in lower performance.

4.8 EMPLOYEE OPINION ABOUT THE WELFARE MEASURES PROVIDED BY

THE COMPANY

Table No. 4.8

0

5

10

15

20

25

30

35

40

45

50

Low productivity Absenteeism Lower

performance Any other



Sl.No

Ranking

No. of

Respondents

Percentage

1 High satisfied 20 20

2 Satisfied 60 60


Total 100 100

EMPLOYEE OPINION ABOUT THE WELFARE MEASURES PROVIDED BY THE

COMPANY

Figure No. 4.8

INTERPRETATION

The above table shows 20% of the employees are highly satisfied with other benefit, 60% of

employees are satisfied with other benefits and 20% of employees are not satisfied with other

benefits.

4.9 EMPLOYEE OPINION ABOUT THE MOTIVATION REDUCES

ABSENTEEISM AND TURN OVER

Table No. 4.9

0

10

20

30

40

50

60

70

High satisfied Satisfied Not satisfied



Sl.No Ranking No. of

Respondents

Percentage

1 Agree 80 80

2 Partially agree 20 20

3 Disagree 0 0

Total 100 100

EMPLOYEE OPINION ABOUT THE MOTIVATION REDUCES ABSENTEEISM

AND TURN OVER

Figure No. 4.9

INTERPRETATION

The above table shows 80%of the employees agree and 20% of the employees are Partially

agree that motivation reduces absenteeism and turn over.

4.1.10 EMPLOYEE OPINION ABOUT THE RELATIONSHIP WITH

CO- WORKERS

Table No. 4.10

0

10

20

30

40

50

60

70

80

90

Agree Partially agree Disagree



Sl.No

Ranking

No. of

Respondents

Percentage


2 Satisfied 20 20

3 Neutral 10 10

4 Dissatisfied 0 0

5 Highly dissatisfied 0 0

Total 100 100

EMPLOYEE OPINION ABOUT THE RELATIONSHIP WITH CO- WORKERS

Figure No. 4.10

INTERPRETATION

The above table shows 70% of the employees have highly satisfied and 20% of employees

have satisfied and 10% of employees have neutral relationship with co-workers.

4.11 EMPLOYEE OPINION ABOUT THE RELATIONSHIP WITH

MANAGEMENT

Table No. 4.11

0

10

20

30

40

50

60

70

80

Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied



Sl.No

Ranking

No. of

Respondents

Percentage


2 Satisfied 50 50

3 Neutral 10 10

4 Dissatisfied 5 5


Total 100 100

EMPLOYEE OPINION ABOUT THE RELATIONSHIP WITH MANAGEMENT

Figure No. 4.11

INTERPRETATION

The above table shows 35% of the employees have highly satisfied , 50% of employees have

satisfactory,10% of the employees have Neutral and 5% of employees have Dissatisfied

relationship with the management.

0

10

20

30

40

50

60




4.12 THE TABLE SHOWING WHETHER EMPLOYEES ARE SATISFIED WITH

INCENTIVE FROM THE COMPANY

Table No. 4.12

Sl.No

Ranking

No. of

Respondents

Percentage


2 Satisfied 60 60

3 Not satisfied 4 4

Total 100 100

THE TABLE SHOWING WHETHER EMPLOYEES ARE SATISFIED WITH

INCENTIVE FROM THE COMPANY

Figure No. 4.12

INTERPRETATION

The above table shows 36% of the employees have highly satisfied with their present salary,

60%of employees are satisfied with their present salary and 4% of employees are not satisfied

with their present salary.

Highly satisfied36%

Satisfied60%

Not satisfied4%



4.13 EMPLOYEE OPINION ABOUT THE SATISFIEDWITH JOB SECURITY

Table No. 4.13

Sl.No

Ranking

No. of

Respondents

Percentage


2 Satisfied 45 45


Total 100 100

EMPLOYEE OPINION ABOUT THE SATISFIEDWITH JOB SECURITY

Figure No. 4.13

INTERPRETATION

The above table shows 40% of the employees have highly satisfied, 45% of employees are

satisfied and 15% of employees are not satisfied with job security.

0

5

10

15

20

25

30

35

40

45

Highly satisfiedSatisfied

Not satisfied



4.14 EMPLOYEE OPINION ABOUT THE MANAGEMENT GIVES

OPPORTUNITY TO EMPLOYEES TO GROW THROUGH LEARNING NEW

THINGS

Table No. 4.14

Sl.No

Ranking

No. of

Respondents

Percentage

1 Strongly agree 15 15

2 Agree 45 45

3 Disagree 35 35

4 Strongly disagree 5 5

Total 100 100

EMPLOYEE OPINION ABOUT THE MANAGEMENT GIVES OPPORTUNITY TO

EMPLOYEES TO GROW THROUGH LEARNING NEW THINGS

Figure No. 4.14

INTERPRETATION

The table showing 15% of the employees strongly agree that the management gives

opportunity to employees to grow through learning new things 45% of employees agree that

the management gives opportunity to employees to grow through learning new things 35% of

employees disagree that the management gives opportunity to employees to grow through

learning new things and 5% of employees strongly disagree that the management gives

opportunity to employees to show grow to learning new things.

0

5

10

15

20

25

30

35

40

45

50

Strongly agree Agree Disagree Strongly disagree



4.15 EMPLOYEE OPINION ABOUT THE TRAINING PROGRAMME

CONDUCTED BY THE COMPANY

Table No. 4.15

Sl.No

Ranking

No. of

Respondents

Percentage


2 Satisfied 40 40

3 Neutral 0 0

4 Dissatisfied 0 0


Total 100 100

EMPLOYEE OPINION ABOUT THE TRAINING PROGRAMME CONDUCTED BY

THE COMPANY

Figure No. 4.15

INTERPRETATION

The above table shows 60% of the employees have highly satisfied and 40% of employees

have satisfied with the training programs conducted by the company.

0

10

20

30

40

50

60

70




4.16 ARE YOU GETTING ENOUGH AUTHORITY TO DO YOUR WORK

PROPERLY

Table No. 4.16

Sl.No

Ranking

No. of

Respondents

Percentage

1 Always 70 70

2 Some times 20 20

3 Not at all 10 10

Total 100 100

ARE YOU GETTING ENOUGH AUTHORITY TO DO YOUR WORK PROPERLY

Figure No. 4.16

INTERPRETATION

The above table shows 70% of the employees always get enough authority and 20% of them

get some times and 10% of them get not at all.

70%

20%

10%

Always Some times Not at all



4.17 EMPLOYEES OPINION ABOUT IMPLEMENTATION OF THEIR

SUGGESTIONS

Table No. 4.17

Sl.No

Ranking

No. of

Respondents

Percentage

1 Always 90 90

2 Some times 10 10

3 Not at all 0 0

Total 100 100

EMPLOYEES OPINION ABOUT IMPLEMENTATION OF THEIR SUGGESTIONS

Figure No. 4.17

INTERPRETATION

The above table shows 90% of the employee’s suggestions are always implemented and 10%

of them are sometimes implementation of their suggestions.

90%

10%

0%




4.18 EMPLOYEE OPINION ABOUT THE EAGERNESS OF THE COMPANY IN

ACKNOWLEDGING THE WORK OF EMPLOYEES

Table No. 4.18

Sl.No

Ranking

No. of

Respondents

Percentage


2 Agree 58 58

3 Neutral 6 6

4 Disagree 0 0


Total 100 100

EMPLOYEE OPINION ABOUT THE EAGERNESS OF THE COMPANY IN

ACKNOWLEDGING THE WORK OF EMPLOYEES

Figure No. 4.18

INTERPRETATION

From the study 58% of employed agreed that the company is eager in recognizing and

acknowledging then work 36% strongly agreed and only 6% showed neutral response.

0

10

20

30

40

50

60

70

Strongly agree Agree Neutral Disagree Strongly disagree



4.19 EMPLOYEE OPINION ABOUT THE PERFORMANCE APPRAISAL

ACTIVITIES ARE HELPFUL TO GET MOTIVATED

Table No. 4.19

Sl.No

Ranking

No. of

Respondents

Percentage


2 Agree 46 46

3 Neutral 12 12

4 Disagree 6 6


Total 100 100

EMPLOYEE OPINION ABOUT THE PERFORMANCE APPRAISAL ACTIVITIES

ARE HELPUL TO GET MOTIVATED

Figure No. 4.19

INTERPRETATION

The table shows 46% of the employees agree that the performance appraised

activities are helpful to get motivated.18% of the employees strongly agree, 12 % of the

employees are neutral, 6% of the employees are disagree and 18% of the employees are

strongly disagree.

0

5

10

15

20

25

30

35

40

45

50

Strongly agree Agree Neutral Disagree Strongly disagree



4.20 EMPLOYEES OPINION ABOUT THE WORK ASSIGNMENTS ARE

DISTRIBUTED FAIRLY

Table No. 4.20

S.no Options No of the

respondents

Percentage

1 Strongly Disagree 7 7%

2 Somewhat

dissatisfied

5 5%

3 Neutral 30 30%

4 Somewhat agree 14 14%

5 Strongly agree 44 44%

Total 100 100

EMPLOYEES OPINION ABOUT THE WORK ASSIGNMENTS ARE

DISTRIBUTED FAIRLY

Figure No. 4.20

INTERPRETATION

The table above indicates 44% of the respondents strongly agree that the work

assignments are distributed fairly. 30% of the respondents stay neutral. 14% of the

respondents somewhat agree that the work assignments are distributed fairly. 7% of the

respondents strongly disagree that the work assignments are distributed fairly. 5% of the

respondent somewhat disagree that the work assignments are distributed fairly.

7% 5%

30%

14%

44%

0

5

10

15

20

25

30

35

40

45

50

Strongly

DisagreeSome what

dissatisfiedNeutral Some what

agreeStrongly agree

No

of

the

re

spo

nd

en

ts



5.1 FINDINGS

Most of the employees working in prabhuram mills are male employees.

50% Employees are highly satisfied with current motivational system.

Most of the employees are satisfied with their present job.

All of the employees are of the opinion that more motivation necessary to increase

productivity.

Majority of the employee opinion that monetary benefit encourage team spirit.

55% of the employees are good opinion about the promotion chance in the company.

Most of the employees are of the opinion that lack of motivation result in low

productivity.

Most of the employees are satisfied with the welfare measures provided by the

company.

Majority of the employees opinion that motivation reduces absenteeism and turn over

Inter personnel relationships in the organization highly satisfied.

Employees have a good relation with their management and superiors.

Majority of the employees are satisfied with incentive from the company

Job security is satisfied to all employees.

45% of the employees opinion that the management gives opportunity to employees

to grow through learning new things.

Most of the respondents are satisfied with the training and development programmes

provided by the company

Company provides enough authority to perform duties effectively.

Majority of the employees have the opinion that their suggestions are properly

implemented by the management.

Most of the employees agreed that the company have good eagerness of the company

in acknowledging the work of employees.

Effective performance appraisal system is existing in the company.

Most of the employees have good opinion about the work assignment division.



5.2 SUGGESTIONS

More motivation will increase productivity

Company should provide job security to workers then only they can work tension free.

The company has to improve Welfare activities for its employees. more significant of

them are transportation facility ,medical facility, canteen facility etc

The company should follow good promotion policy. Security should be considered

while giving promotion.

New young talented and technology educated people should be introduced. If the

Process is done new ideas will be introduced which will automatically result in

excellent production and in turn give good profit.

Subordinate should be given more opportunity to express their opinion.

Company should improve the relationship between superior and subordinate, they

install new scheme of work participation in management decision to make feel

employees they are part of management.

The organization should give chances for self expression to employees for development

of their career.

Use new methods of performance appraisal and The company should evaluate their

performance appraisal methods yearly.

Today, as there is a atmosphere of worker participation in the decisions regarding

organization worker should have given opportunity to express their views in the

company.

Management policies and practices should be communicated so that workers could

understand them easily.



5.2 CONCLUSION

The project is a study on employees motivation in PRABHURAM MILL KOTTA,

CHENGANNUR, is mainly conducted to identify the motivation level of employees in the

organization and the factors which provide motivation to the employees.

The study enables to find out the effectiveness and the drawback of the facilities given to the

employee in prabhuram mills. The study analyzed that the most of employees are satisfied

with the facilities provided by the company can take more steps to improve welfare facilities

mainly company should take necessary steps to improve the environmental factors.

Inter personnel relationship in the organization is very poor. The company should improve

the inter personnel relationship in the organization. The employees at PRABHURAM MILL

KOTTA, CHENGANNUR were motivated in all most all the aspects. The organisation should

concentrate on inspiring there workers, so that they give more preference to motivation and

support.



BIBLIOGRAPHY

Tripathi, Personnel Management & Industrial Relations.

Kothari C.R., Research Methodology, New Delhi; New Age International Publication,

second edition.

Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill

Publication Company Ltd.115

WEBSITES

Retrieved from

http://www.indiantextileindustry.com

http://www.prabhurammills.com/aboutus

http://notes.tyrocity.com

http://www.managementstudyguide.com

http://www.prabhurammills.com/aboutus

http://notes.tyrocity.com/



QUESTIONNAIRE

Personal details

Name :

Age :

Sex : Male Female

Department :

Designation :

Experience :

Educational Qualifications :

Marital Status : Married Unmarried

Nature of Job : Casual Permanent

Please indicate your level of agreement with each of the following statement

1) Response towards the current motivational system

Highly satisfied Satisfied Highly dissatisfied

Neutral Dissatisfied

2) Responses about employees are satisfied with their present job

Highly satisfied Satisfied Not satisfied



3) Opinion about more motivation necessary to increase productivity

Yes To an extent No

4) Opinion about the monetary benefit encourage team spirit

Great extent Some extent Never

5) Opinion about the promotional chances in the company

very good Good Neutral

Bad Very bad

6) Response towards the full lack of motivation any have which result

Low productivity Absenteeism Lower performance

Any other

7) Opinion about the satisfied with other benefits like transportation facility, medical

facility etc…


8) Employee opinion about the motivation reduces absenteeism and turn over

Agree partially agree Disagree

9) Opinion about the relationship with co- workers





10) Opinion about the relationship with management



11) Employees are satisfied with incentive from the company


12) Opinion about the satisfied with job security


13) Opinion about the management gives opportunity to employees to grow through

Learning new things

Strongly agree Agree Disagree

Strongly disagree

14) Opinion about the training programme conducted by the company



15) Are you getting enough authority to do your work properly




16) opinion about implementation of their suggestions


17) Opinion about the eagerness of the company in acknowledging the work of

employees

Strongly agree Agree Disagree

Neutral Strongly disagree

18) Opinion about the performance appraisal activities are helpful to get motivated

Strongly agree Agree Neutral

Disagree Strongly disagree

19) Opinion about the work assignments are distributed fairly

Strongly Disagree Somewhat dissatisfied Neutral

Somewhat agree Strongly Agree

20) Do you have any suggestions to improve your working condition

Yes No

A study on employee motivation at prabhuram mills

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