Full Project - Abdul
-
Upload
ramakrishnan -
Category
Documents
-
view
128 -
download
11
description
Transcript of Full Project - Abdul
CHAPTER – I
INTRODUCTION AND DESIGN OF THE STUDY
1.1 INTRODUCTION
The principal resource of an organization is people. Managing its
people is the most important aspects of managing an organization.
Manpower is the most important of all other resource because it is that
through them only the management direct and control other resources like
material, machine, money. Therefore the precious resources should be
handled very carefully for the maximum result. The organizational goals can
be achieved only through the satisfied, happy and content workforce.
No concerns can afford to neglect job satisfaction. It is very important
function of any management. Job satisfaction is a set of favorable or
unfavorable feeling with which employees view their work’.
Job satisfaction is an important task; it involves a complex
combination of needs and fulfillment of those needs. Nevertheless job
satisfaction is dynamic for it can decline even more quickly then it
developed, since the needs are often changing,.
1.2 DETAILS OF THE STUDY
Job satisfaction and motivation are inter-related concepts. It refers to
that employees are highly satisfied with their jobs where there is higher
motivation. These two are very important for attainment of goals.
Since the employees performance is to a large extent it is influenced
by motivational and job satisfaction.
1
THE OREL OF JOB SATISFACTION
A few theories associated with job satisfaction are summarized as
below.
MASLOW’S NEED HIERARCHY THEORY
Maslow’s theory assumes that needs are arranged in hierarchy
composed of five categories. The lowest level needs are physiological needs
essential for existence and at the highest level needs are self-actualization
needs. The needs are arranged in the following order.
A) Physiological needs
The physiological needs are taken as a starting point and are
considered to be the most proponents. This type of needs include needs for
food, drink, shelter, air, rest and relaxation and relief from pain. These needs
serve some biological function. And therefore are also known as biological
needs.
B) Safety and security needs
This type of needs include job security against illness , old age, health
hazards, economics security, and safety against war, natural catastrophes etc.
It is pointed out by McGregor, the safety needs may serve as motivators. In
such circumstances as arbitrary management actions, behavior which arouse
uncertainty with respect to continued employment and unpredictable
administration policy.
These two needs are named as lower order needs.
C) Social Needs
When man’s physiological needs and safety needs have been satisfied,
his social needs will become important. These needs are concerned with
2
getting satisfied companionship, seeking acceptance by his fellowmen,
desire to be loved and becoming a number of group. When his social needs
are not he resists, becomes
Antagonistic, UN co-operative and hostile.
D) Esteem needs:
These needs are concerned with self esteem comprising feeling of
confidence, autonomy, independence, freedom, dominance and achievement.
Esteem from others includes needs for Recognition. Attention, Appreciation
and Prestige. If the individual is not satisfied with this type of need he feels
inferior, weak, helpless and discouraged.
E) Selt Actualization Needs:
This is the desire to become more and more what one is to become.
Maslow observes that the emergency of these needs rests upon the
satisfaction of the prior order needs. He holds that the satisfaction of these
needs have a very definite order of sequence.
Further he concludes that needs which are satisfied do not act as
motivators. So the manager should identify the level of individual needs in
the hierarchy and should help them to fulfill their need.
Importance of job satisfaction:
Human resource is considered as the most valuable assets of any
organization. It is the sum total of inherent abilities, acquired knowledge and
skills represented by the talent and aptitude of the employed persons. It may
be noted that the human resources should be utilized to the maximum
possible extend in order to achieve individual and organizational goals.
3
Employee’s performance ultimately decides the attainment of goals.
Employee’s performance in turn depends on motivation and job satisfaction.
For promoting the quality of work life it is essential that organization
should enjoy certain immunity. The right to speak before superior without
fear, the right to maintain a private social life with members of family, the
right to equable treatment in organizational matters. Some examples are
matters of compensation, rewards, security of jobs etc. As well as the
application of laws should be enjoyed by all without any discrimination.
Job satisfaction also results in:
1. Avoidance of turnover of personal.
2. Lesser absenteeism
3. Avoiding tardiness and
4. Positive publicity
A concern can achieve the goals only keeping the employees satisfied
with their jobs. The performance of the employee gets a positive influence
on the different rewards like economical, sociological and psychological.
Satisfied person will have a greater commitment in his performance and
dissatisfied will have only lesser commitment in his performance.
Increasing job satisfaction is important for its humanitarian value and
for its financial befits (due to its effects on employee behavior). As early as
1918; Edward Thorndike explored the relationship between work and
satisfaction in the journal of applied psychology.
Be Edam Research has included measures of job satisfaction in all our
employee surveys. Clear patterns have emerged.
4
Employees with higher job satisfaction:
Believe that the organization will be satisfying in the long run.
Care about the quality of their work.
All are highly to the organization.
Have higher retention rates, and
Are more productive.
1.5STATEMENT OF THE PROBLEM
This research is pertaining to evaluation of the present job satisfaction
with special reference to labours in SJLT Textiles Limited. A study on job
satisfaction helps to know the problem of labour, what about their
requirements, about the maintenance of relationship with other persons in
organization and performance of the work towards their job and also to
know the opinion towards the facilities provided by an organization.
5
1.4 REVIEW OF LITERATURE
In this chapter makes a brief review of literature relevant to the study.
There are only limited reviews which are relevant to the study concerned.
Researcher has made an attempt to present a brief review of the literature
available which consists of articles from the magazines.
Room observes that an employee will experience satisfaction only if
he achieves certain valued out comer through efforts which be expects will
be productive. Further he will be satisfied only those results which he
expects will occur as a consequence of his action.
The Oxford dictionary defines labour welfare as effort to make life
worth living for work man.
Literature Review
Chandra and Sing (1983) found that the condition under which brick
kiln workers live subhuman. There were no rest hours and workman in klin
was made to work even in the advanced stage of pregnancy.
L.M. Prasad (1984) pointed out that in many mines workers were
provided with facilities for drinking water, toilets and other facilities.
A series of study carried out by the labour bureau of India in a variety
of industries showed a large women working in Menes did not have separate
arrangements, latrines and rest rooms shelters and crèches which are in
neglected condition (1979).
6
National Commission (1969) :
The report of this commission was appointed in 1966 had reviewed
many aspects of labour welfare in India such as existing conditions of
labour. Legislative measures available to protect their interest level of
workers earnings, standard of living and various welfare facilities, canteens,
crèches, housing, transportation, recreational facilities, provisions.
National Commission (1972) :
In conjunction with the passage of 1970 of the occupational Safety
and Health Act Congress established a National Commission undertake a
compensation laws in order to determine if such provide an adequate,
prompt, equitable system of compensation.
Mantra has undertake research on such areas as pollution control,
mechanical and wet processing. Some of the on-going projects and effluent
treatment and cleanliness of drinking water.
According to Peter Rogers Chairman, The strategic forum for
construction has taken up research in industries and have concluded that
unsafe, disorganized and dirty organizations lead to poor standards and
settling for a compromise in the needs mean risking of lives.
Research studies on work motivation and job satisfaction, which began
in the early 1950’s are too abundant. The subject of satisfaction as an
interview variable in the process of motivation has gained importance only
since the last three decades. However, the literature on the subject is sparse.
A brief accent of the few studies that were made relating to job satisfaction
as a variable is presented below.
7
Herzberg and cap well in 1957 have reported in earlier studies. Which
concentrated on the problem of change in job attitude with change in age.
Among these five studies cover a sufficiently wide range to show this entire
sequence of events. Another investigator observes that job satisfaction in age
group of 35-44 years runs high. It decreases slightly between 45 and 54.
Studies conducted by Philip in 1954 highlights the fact that job satisfaction
in workers increase with increasing age.
Several studies have been conducted to determine how job satisfaction
is related to length of services. Hull and kolasted in 1942 tell about the
workers which revealed that factory workers with one years of service had
high morale that those with one to five years. And that those with five to ten
years of service had the highest morale of all. Harries and nelson in their
respective studies have reported increasing job satisfaction with increasing
length of service but do not show the early drop.
Studies conducted on difference in job satisfaction of men and
women, however do not show any particular trend which donot lead to any
simple conclusion about such difference. In some studies, women were
found to be more satisfied than men.
On the other hand Clark in 1960 presented data indicating that women
are more critical of their jobs and the management of their companies than
men. This study conducted by harries, women’s job attitude were found
more variables than men’s although significant difference in liking and
disliking the job were absent.
Studies of occupational level in relation to job satisfaction have
revealed one unique vocal fact that higher occupational level increases the
8
level of job satisfaction. Enter (1968) reported that 25% of unskilled workers
were dissatisfied with their job where as all the businessmen under study
were satisfied. In two surveys conducted by leno roper showed that
professional people were most interested in their job followed by salaried
workers and factory workers. A study of employee of a large insurance firm
revealed that even when pay, age and length of service are held constant,
professional workers are more satisfied followed by skilled workers and
unskilled workers.
Logistics
After having presented the necessary fundamentals of customer
loyalty in the preceding section, this section will elaborate on the reference
point of the research project, i.e. logistics. For that, the first section will
present different views on logistics and lay the notional basis for the
understanding of logistics embraced in this study. As relationships between
logistics service providers and their customers are to be analyzed, the
logistics outsourcing phenomenon will be detailed, before taxonomy of
logistics service providers is provided.
Nature of Logistics
Logistics is an established discipline both in theory and in practice, yet
there is no agreement on a universal definition of logistics. One widely
accepted view stems from the Council of Supply Chain Management
Professionals (CSCMP). In their latest definition (CSCMP 2005), logistics
management is seen as “The part of Supply Chain Management that plans,
9
implements, and controls the efficient, effective forward and reverses flow
and storage of goods, services and related information between the point of
origin and the point of consumption in order to meet customers’
requirements.”This view is clearly marked by the economic objectives of
effectiveness and efficiency and regards logistics as part of supply chain
management.
Other definitions that of Weber and Kummer are broader and refer to
logistics as a flow-oriented design of all value-creation processes. At the
base of their understanding is the empirically backed assumption that there
are different stages of maturity in logistics. While there are several
researchers that also argue for stage models of logistics development, there is
no unity as to how many stages such a model has. The model that will be
briefly examined in this section stems from Weber, who identifies four
maturity stages. These stages are determined by the level of logistics
knowledge present in a firm and require path-dependent development from
the lowest to the highest level of logistics knowledge.
In the first maturity stage, logistics is a specialized service function
that provides transportation, handling, and storage services that are necessary
for an efficient flow of materials and goods. Weber states that this stage of
logistics maturity was first observable in the 1950s, when markets changed
from suppliers’ to buyers’ markets, requiring improved materials flows to
10
succeed in the changed market environment. This is in line with Bowersox
and Daugherty, who confirm that advanced logistical organizations barely
existed at that time. Effects of this paradigm-change were two-fold. On the
one hand, logistics optimization was achieved through process
improvements and advances in forecasting and planning techniques. On the
other hand, organizational changes took place, as many companies
institutionalized their logistics functions in dedicated departments and
therefore created a specialized service function that was separated from other
functions such as procurement or manufacturing.
The second stage of logistics maturity was initiated by contextual
changes in the economic environment. In addition, advances in technology
facilitated communication and networks between different departments in
company’s state. As a result, firms realized that efficiency could be
increased by improving the coordination of materials flows from inbound
streams in procurement through the value creation process in manufacturing
to outbound streams in distribution. Through this focus on the integration of
different functions, cost and performance benefits were achieved. Weber
provides coordination of lot-sizes and just-in-time supply and production as
examples of these benefits.
The following third stage of logistics maturity was necessitated by
further changes of the market environment. Simon points out that the
11
intensity of competition increased an effect attributable to over-capacities,
and a world-wide convergence of product quality, shortened product-life-
cycles, and a strengthened focus on customer demands. The required
simultaneous focus on differentiation and cost leadership was not feasible
under the prevalent functional structures and rigid organizational systems.
Instead, a process-oriented intra-company value chain that reduces
complexity was needed to succeed in the changing market environment.
Hence, logistics evolved from a mere functional concept to a management
concept or as from operational to strategic orientation.
The fourth and for the time being last maturity stage of logistics
development is again driven by market pressures. When companies realized
that optimization potentials within the organization had been largely
exploited, the focus of attention was furthered to include upstream and
downstream partners in the supply chain. In this sense, the view of logistics
as a management concept from the third maturity stage is ex-tended over
company boundaries and can be labeled supply chain management (SCM).
This underlines the outstanding importance of logistics for companies,
which can realize significant economic benefits by allocating management
capacities to the improvement of logistics and the creation of flow-oriented
organizations. The way, in which many companies presently try to
12
accomplish this is by outsourcing parts or all of their logistics activities to
third parties.
Logistics Service Providers
If a company employs an outside provider to perform some or all of its
logistics activities, this outside provider is termed as logistics service
provider. These LSPs were originally only offering a very narrow spectrum
of services, mainly consisting of transportation or warehousing services. In
order to react to changing demands from their customers, as pointed out in
the preceding sections, LSPs have started to offer integrated service
portfolios that include a multitude of different services. According to five
types of LSPs can currently be distinguished as carriers, couriers & express
& parcel/postal (CEP), freight forwarders, third-party LSPs (3PLs), and
fourth-party LSPs (4PLs), which will be briefly described below.
Carriers are firms that own assets for transportation purposes. These
assets are usually confined to road, sea, air, or rail transportation. In some
cases, however, carriers own several of the before mentioned transportation
assets. Management of capacity and load-factor optimization are at the core
of the carrier business. CEP providers are also transportation providers. As
opposed to carriers, CEP providers send parcels or mail though their
networks, employing different transportation vehicles and incorporating
handling at hubs. In this way, they can virtually supply door-to-door services
13
anywhere in the world, without having to rely on any third parties. Core
competencies of CEP providers are the operation and management of highly
complex distribution networks.
Freight forwarders are intermediaries between suppliers and buyers of
transportation services. In most cases, brokers carry out additional services,
such as transportation planning and management, including the associated
provision of information systems. In some cases, brokers also dispose of
their own transportation assets. Bundling and coordination of demand for
transportation services are the core competencies of brokers.
In contrast to the before mentioned LSPs, 3PLs or contract LSPs offer
their customers logistics solutions that often include management capacities.
These solutions most commonly include several services, such as
warehousing and pick/pack operations that are carried out on a longer-term
contractual basis. Sometimes, customers value chains such as fleet
management, order handling, complaints management, call centers, or
assembly services. A recent addition to the list of types of LSPs comes in the
form of 4PLs. While there is no universal agreement on the definition of the
4PL, the current state of the debate establishes 4PLs as suppliers of complete
logistics systems, without carrying out the services themselves. Instead,
4PLs sub-contract all operations from other LSPs and confine themselves to
the management of logistics systems. Thus they do not dispose any logistical
14
assets and are a neutral intermediary between businesses and asset-based
LSPs.
As 3PLs form the point of reference for logistics outsourcing as dealt
with in this study, the existing notional ambiguities in research have to be
examined. Author to identify different types and distinct classes of 3PLs:
a. Asset-based 3PLs use their own assets (e.g. trucks and
warehouses) to offer dedicated logistics services.
b. Management-based 3PLs supply logistics management through
information systems or consulting.
c. Integrated 3PLs use their own assets to provide logistics
services, but also subcontract from other vendors if necessary
are provided.
d. Administration-based 3PLs mainly offer administrative
management (e.g. Freight payment).
THEORETICAL FRAMEWORK
Social Exchange Theory
Social exchange theory deals with “the relational interdependence, or
relational contract, that develops over time through the interactions of the ex-
change partners.” While this concept has only entered marketing theory in
15
the 1980s, the discussion goes as far back as to the Greek philosopher
Aristotle, who distinguished social exchange from economic exchange in his
Nicomachean Ethics. Later, sociologists such as Blau and Emerson, as well
as social psychologists such as Thibaut and Kelley worked on the concept of
social exchange.
On the basis of a sivere investigation of social exchange literature,
Lambe, Wittmann, and Spekman summarize the following four foundational
premises of social exchange theory, which will be detailed below:
Exchange interactions result in economic and/or social outcomes.
These outcomes are compared over time to other exchange
alternatives to determine dependence on the exchange relationship
Positive outcomes over times increase firms trust of their trading
partner(s) and their commitment to the exchange relationship and
Positive exchange interactions over time produce relational exchange
norms that govern the exchange relationship.
In contrast to pure economic theories, social exchange theory thus
incorporates both economic and social outcomes, highlighting the fact that
social as well as economic considerations are made when evaluating the
value of relationships. This value results from an assessment of both utilities
and costs of a relationship, and parties will choose to uphold a relationship as
16
long as the cost-utility-ratio is satisfactory. The exact composition of utilities
and costs varies from individual to individual, and more emphasis may be
put on either social or economic aspects.
When appraising the value of a relationship, parties will not only
consider current and past costs and utilities, but also potential future benefits,
and may forget present benefits for benefits in the future. Therefore, an
important factor in social exchange theory is trust, which results from
multiple and beneficial interactions over time. Only if the trading partner is
trusted that will be willing to reciprocate the abdication of current benefits
for future benefits. Another important aspect of social exchange theory is
commitment, which is fostered by trust. This causal relationship between
trust and commitment is based on the principle of generalized reciprocity,
because commitment entails vulnerability and parties will seek only
trustworthy partners.
Social exchange theory’s foundational premises indicate that
relationships are not only governed by contracts but also by norms which
develop as a consequence of repeated interaction and “Increase the
efficiency of relationships because by agreeing to the manner in which
interactions take place by the degree of uncertainty which may be reduced.”
As with trust, norms are adhered because rewards are expected.
17
While social exchange theory can be very useful conceptually, it is
mainly criticized for its lack of empirical foundation. Factors such as
commitment and trust should be able to substitute (at least in part)
contractual governance structures, but this cannot be confirmed empirically.
Presumably, this is attributable to social exchange theory’s neglect of
opportunism.
Equity Theory
Equity theory represents an extension of social exchange theory by
adding the aspect of fairness. While the concept dates back to Homans,
equity theory was primarily coined by Adams. At that time referred to as
“Theory of inequity”. It was introduced to explain wage inequities. The basic
assumption underlying equity theory is that each party in a relationship
compares its input-output-ratio to that of the other party. Analogous to social
exchange theory, social as well as economic considerations are incorporated
in the evaluation of fairness.
In case the ratio is balanced, the perception of being fairly treated is
conveyed. Otherwise, one feels unfairly treated, arousing distress for both
the over-benefited and the under-benefited parties, which may lead to
emotional and behavioral consequences. In order to re-create fairness, parties
can change their inputs, adjust their expectations, influence the other party,
or terminate the relationship.
18
As in social exchange theory, the input-output-ratios of the involved
parties do not have to be in balance at any given time. Instead, parties must
trust that outcomes be split equitably in the long-run
Commitment Trust Theory
Morgan and Hunt in 1994 first introduced commitment trust theory in
their article on successful relationship marketing. According to them,
commitment and trust function as key mediating variables between five
antecedents (relationship termination costs, relationship benefits, shared
values, and opportunistic behavior) and five outcomes (acquiescence,
propensity to leave, cooperation, functional conflict, and decision-making
uncertainty). By highlighting commitment and trust, Morgan and Hunt’s
theory is based on the fundamental ideas of social exchange theory. At the
same time, one of the major deficits of social exchange theory is addressed
by allowing for opportunistic behavior.
Considerations by Morgan and Hunt were spurred by a shift in
marketing research and practice away from a mere transactional focus
towards the relationship marketing approach. According to which all
marketing activities are supposed to establish, develop, and maintain
successful relational exchanges. While Morgan and Hunt ac-knowledge that
many contextual factors determine the success or failure of relationship
marketing efforts, commitment and trust are seen as key because they can
19
establish relational governance norms. As such, commitment and trust can
encourage cooperative behavior aimed at preserving relationship
investments, mitigate the risk of choosing attractive short-term alternatives
despite of expected long-term benefits with existing exchange partners, and
can make high-risk actions appear more attractive, because exchange
partners are not feared to act opportunistically. “Therefore, when both
commitment and trust are not just one or the other and they are present, they
produce outcomes that promote efficiency, productivity, and effectiveness.”
20
1.5 OBJECTIVES OF THE STUDY
To study the level of job satisfaction of SJLT Textiles Limited.
To know the facilities provided by an organization to the labour.
To know the historical background of SJLT Textiles Limited.
To identify the relationship between the labour and the other persons
in an organization.
1.6 SCOPE OF THE STUDY
An organization should give satisfaction to the labour based on the
performance of their job. This will increase the interest of labour and
their productivity. So, that this study is very helpful to identify the
problems of labour and also their needs and requirements in the
organization.
1.7 NEED FOR THE STUDY
The organization cannot achieve its goals and targets unless its
workforce constitutes the organization with satisfaction with the job. Job
satisfaction plays on important role for the happiness and prosperity of the
individuals and the organization that has employed them. The employees can
enjoy the fruits of their contribution in the form of satisfaction of their needs.
Satisfaction is one of the important factors that makes a worker stay in an
organization and encourages the process of transforming manpower into
productive labour.
The aspiration and needs of the employees are required to study
properly because they are the backbone of the organization. Employee
21
satisfaction neglect or any delay in this regard may result in low morale and
unhappiness to the employees, which may lead to slow down the pace of
development and growth. Hence, this provoked to the researcher to make a
study on the employees job satisfaction.
1.8 LIMITATIONS OF THE STUDY
1. The research was conducted within a short period of time.
2. The sample size was limited to 100 respondents only.
3. The study covers only the labour of SJLT Textiles Limited.
4. The analyses have been made only on the basis of the information
provided by labour.
1.9 CONCLUSION
From the first chapter of this project work, we come to know the
general information about the Job satisfaction of the employee. . This
chapter also briefly discusses the literature review relevant to the study.
There are only limited reviews which are relevant to the study concerned.
Researcher has made an attempt to present a brief review of the literature
available which consists of articles from the magazines
22
1.10 CHAPTER SCHEME
The present study is given in five chapters.
The first chapter deals with introduction, details of the study,
statement of the problem, review of literature, objective, scope, need,
limitation of the study, conclusion and chapter scheme.
The second chapter gives us the profile of SJLT Textiles P.Ltd.
The third chapter describes the research methodology, analysis tools
and data collection methodology.
The forth chapter entitled the analysis and interpretation of data.
The fifth chapter contains the findings, suggestions and conclusion of
the study.
23
CHAPTER – II
COMPANY PROFILE
2.1 INTRODUCTION OF THE COMPANY
SJLT is group racing under the leadership of Mr. V.Jagadeesan and
Mr. V.Selvadurai growing over the years from strength to strength. The
company deals in board range of activities like logistics, construction,
granites, textiles and power generation.
Textile Division:
SJLT group of mills which is reputed and modern spinning mill
incorporated in 1994 under the strong leadership of
Mr. V. JAGADEESAN (Chairman cum Managing Director) and
Mr. V .SELVADURAI (Vice Chairman) has 140,000 spindles situated near
Namakkal in Tamil Nadu, India.
Mission :
To provide Cost Effective Consistent Quality products by continual
improvement in work methods & customer focus
Units
1. SJLT Textiles Pvt Ltd., Unit I
2. SJLT Textiles Pvt Ltd., Unit II
3. SJLT Spinning Mills Pvt Ltd.,
24
Our Growth Path
Sri Jagadeesan Lorry Transports (SJLT):
Feet owners and transport contractors and sub-contractors for bulk
movement of LPG and OD consignments. SJLT is one of our oldest
businesses with a bigger foot print in LPG Bulk Transportation from
refineries or port to bottling plants. This company has about 150 trucks of 17
tones each. It is also a leading logistics supplier for acids & chemicals which
require expertise. We also handle ODC or over dimensional goods from
heavy engineering companies like BHEL.
SJLT Granites:
SJLT Granites has put its heart and soul in perfecting the beauty of
stones. With the rapid spurt in the demand for quality stones in the field of
construction. SJLT has risen to the occasion and has supplied high quality
stone and service to its clients.
SJLT Earth Equipments :
Earth Excavations and granite mining. We have eight excavators, bull-
dozers, cranes of 50 tones capacity, tippers and water tankers.
25
2.2 INFORMATION ABOUT THE INDUSTRY
ORGANIZATIONAL CHART (TECHNICAL)
26
SENIOR MANAGER
MAINTENANCE INCHARGE
JUNIOR MANAGER QAD INCHARGE
MAINTENANCE SUPERVISORQAD SUPERVISOR
PRODUCTION SUPERVISORSSENIOR OFFICER
JUNIOR OFFICER
STAFF
HRD SUPERVISOR
HRD CLERK
SHIFT CLERK
LABOURS +
EMPLOYEES
EMPLOYEES
LABOURS
DAILY WAGES
APPRENTICE &
TRAINEES
ORGANIZATIONAL STRUCTURE (OFFICE)
27
OFFICE MANAGER
CIVIL CLERK
STORE KEEPER YARN CLERKCIVIL SUPERVISOR
ACCOUNTANT COTTON CLERK LABOUR CLERK
TYPIST
SJLT Finance and Investments :
Hire Purchase and Leasing
Construction :
There is also construction which is having interests mainly in dams &
bridges. They have handle projects up to 8 crores worth.
Power Generation :
There is in renewable energy generation like wind- mill. They have
Wind- mills of 8.5 Mw generation capacities and 4.5 Mw captive power
plant for our spinning unit.
They are also have other two divisions called SJLT Farms and SJLT
Real Estate.
Infrastructure
Both the units have one of the efficient and streamlined layout of
machines from Blow Room to Autoconers with a buildup area of about
3,20,000 square feet. The mill has the latest machines mainly from LMW
with latest technology like
Autolevelers in Carding, Comber & Drawing to control long thick &
long thin faults & achieve better U% & CV%
Latest cards to mininise neps and vision shields are installed in Blow
Room to remove foreign fibre contamination at initial stages itself.
And Mass diagrams & Mass spectrograms are used identify periodic
faults in Sliver Lap + Ribbon Lap
Lakshmi Retier 1200 spindle Ring frames makes the heart of our
spinning section. Here we have a simulator of spinning by which we do
28
100% sampling of yarn from every machines periodically using Uster
Quantum clearers and access machine wise faults.
As far as post spinning they have latest Autoconers Schlafost 338
Gold & Muratec 21C with latest clearer Uster quantum II SIRO Clearers.
Thus all this helps them to cut on defects and contamination uniform
package hardness and good unwinding characteristics.
Projects under Construction:
Before end of this financial year 2007 – 08, 50,000 spindles will be
under operators & knitting machines for producing 17.5 tonnes / day will
also be implemented. And also a processing unit for 20 tonnes of yarn / day
is expected to be completed.
Products:
Yarn
Woven Fabric
Knitted Fabric
Yarn:
Our Raw Materials are sourced from Gujarat, A.P and imported cotton
from West Africa, CIS & U.S.
They produce 100% natural cotton combed single yarn, semi-combed
and carded yarn for weaving & knitting purposes in counts ranging from
24’s to 40’s. Their domestic clients are in Tirupur, Erode, Ichalakarangi,
Mumbai, Bivandi, Kanpur, Ahmedabad and Calcutta. Some of their
international buyers are in Korea, Hong Kong, Turkey, Italy, Spain, Poland
and USA.
29
Yarn for shirting:
Great Care is taken to produce yarn for high quality shirting fabric
applications. Neps and classimat faults controlled.
Yarn for Home Textiles:
Weaving performance is considered critical in home textile
applications. Package density is optional. Minimum strength readings are
monitored closely. Low breakage & improved loom are included in our goal.
Yarn Knitting Garments:
Their major strength is in the manufacture of yarn for knitted
garments. Much care is taken to ensure uniform die ability & feel.
Woven Fabric:
They are also making dobby designs and other specific designs as
customer prefers. However there is a list of general sorts which are produced
regularly.
I. Garments
A.Semi Combed Variety
1.30SC X 30SC – 124X64 – 63” – 2/1 Twill
2.40SC X 40SC – 137X72 – 63” – 4/1 Satin
3.30SC X 30SC – 128X68 – 63” – 2/1 Twill
4.40SC X 40SC – 136X72 – 63” – 1CM Stripe Satin
B. Combed Variety
1.40C X 40C – 136X72 – 63” – 4/1 Satin
2.40C X 40C – 132X72 – 48” – 1/1 Plain
30
II. Wider Width Fabrics
A.Semi Combed Variety
1.40SC X 40SC – 144X48[II] – 116” – 4/1 Satin
2.40SC X 40SC – 136X72 – 100” – 4/1 Satin
3.40SC X 40SC – 136X72 – 124” – 4/1 Satin
4.40SC X 40SC – 136X72 – 108” – 4/1 Satin
5.40SC X 40SC – 100X80 – 120” – 1/1 Plain
6.40SC X 40SC – 136X72 – 130” – 4/1 Satin
7.30SC X 30SC – 76X68 – 120” – 1/1 Satin
Note – SC: Semi combed
C: Combed
Knitted Fabric:
The information will be updated soon.
Quality
This is the main secret behind their successful run. Apart from online
process control, they have testing machines from Zellweger Uster (World
renowned brand for quality control in textiles) for all stages of their product.
1. USTER High Volume Instrument – For raw material (Cotton)
2. USTER TESTER IV – For Process material ( Sliver ) & Finished
Product (Yarn)
3. USTER Classimat III – For Finished Product ( Yarn )
Also ERP package has been implemented for the coordinated &
Smooth operation between departments and helps us in efficient order
processing and streamlining the strategic supply chain and delivery
commitments. The system incorporated helps to handle unforeseeable
variations strongly and swiftly. Thus their mill commands a premium price
31
in domestic and international markets because of our recognition by
customers for their commitment to supply and Quality.
FABRICS
Weaving:
Grey woven fabric of about 2.5 lakhs meters/month is also made using
150 projectile Sulzur looms, catering to garments & Home textiles. They
also make dobby designs and other specific designs as customer preference.
Quality
They have an experienced Inspection team which helps there to
maintain ASTM American 4 – point system.
Knitting:
The information will be updated soon.
Communication address of SJLT Factory :
NH – 7, Namakkal- Karur Main Road,
Pillaikalathur, Paramathi (PO)-637207
Paramathi Velur (Tk), Namakkal Dist,
Tamil Nadu(India).
Tel : 91-4286-267687, 267777, 267719, 267729
Fax : +91 – 4286 – 267717, Mail : [email protected]
2.3 CONCLUSION
The second chapter discuss about the profile of company. It will
describe about organization structure of the company and infrastructure and
it discuss among the various products and units in the SJLT Textiles P.Ltd.
32
CHAPTER – III
RESEARCH METHODOLOGY
3.1 INTRODUCTION
Research is common parlance refers to a search for knowledge. The
advance learner’s dictionary of current English lays down the meaning of
research as a “Careful Investigation or Inquiry specially though search for
new facts in any branch of knowledge”.
Research methodology is a way to systematically solving the research
problem which may be understood as a science of how research is done
scientifically.
We study the various steps that are generally adopted by a research in
studying his research problem along with the logic behind them.
3.2 METHODOLOGY
“A Research design is arrangement of conditions for collection and
analysis of data in a manner that aims to combine relevant to the research
purpose with economy in procedure”.
Descriptive research design is used in this project study.
Descriptive research design
Descriptive research includes surveys and fact- finding enquiries of
different kinds. The main characteristic of this method is that the researcher
has no control over the variables. It can be only reporting what happened or
what is happening.
33
a. Area of the study
The area of study refers to Paramathy Velur of Namakkl District, due
to availability of people at all levels of educational and finance status. It is
also easy to collect the needed relevant primary data from the employees.
b. Period of the study
The present study period was two months for collecting primary data
from the employees and secondary data collected by the SJLT textiles P.Ltd.
c. Collection of data
The data is collected for the study by using both primary and
secondary data.
1. Primary Data
Primary data are those which are collected freshly with originality in
character and were collected through structured questionnaire and schedule
from the labours.
2. Secondary Data
Secondary data are collected with the help of,
Company records.
Annual reports.
Discussion with the personnel manager and staff.
d. Sampling design
A sampling design is a definite plan for obtaining a sample from a
given population. It refers to the techniques or the procedure that researcher
would adopt in selection items for the sample.
34
Simple random sampling is used in this project study. Simple random
sampling is where each and every item in this population has an equal
chance of inclusion in the sample and each one of the possible samples in
case of finite universe which has the same probability of being selected.
e. Tools used
The data collected were analysis using tests like simple percentage
method, Mean score method and Chi-square analysis.
I. Simple percentage method
Percentage = Number of respondents x 100
Total respondents
II. Mean score method:
Mean score = Total score x 100
Maximum score
III. Chi-square test
It is applied in statistics to test the significance of association
between two attributes.
The procedures followed are
1. Formulate the null hypothesis
2. Fix the level of significance
3. Calculate the test statistic
2 = (O-E)2
E
35
Degrees of freedom = (R-1) (C-1)
Where
O = Observed frequency
E = Expected frequency
R = No. of rows
C = No. of columns
The expected frequency is calculated by using the following formula
E =
If the calculated value is equal or greater than the table value, the null
hypothesis is rejected. But if the calculated value is less than the table value,
the null hypothesis is accepted.
Hypothesis :
1. Null hypothesis: There is no significant relationship between age and
opinion level regarding safety and measures.
2. Null hypothesis: There is no significant relationship between
experience and opinion level regarding safety welfare measures.
3.3 CONCLUSION
It describes about design the project of the study in the research
methodology part using sampling design, data collection methods and
analytical tools. We also come to identify that the limitations of this project
work.
36
Row Total x Column Total
Grand Total
CHAPTER – IV
ANALYSIS AND INTERPRETATION OF DATA
4.1 INTRODUCTION
In this chapter the information collected with the help of questionnaire
are tabulated and analyzed by employing various statistical tools like
percentage. Factors influencing the level of satisfaction of the SJLT Textiles
Limited.
In this chapter an attempt was made to analyses the main factors
influencing the level of satisfaction of the selected sample respondents in the
study area. For the purpose of the analysis various are classified into two
important strata viz., dependent is taken as dependent variable. T the
independent various used in the study are, age group, marital status,
educational qualification, monthly income and year of experience of the
sample respondents.
The study used primary date only. The primary data was collected
through field survey method. For collecting the data questionnaire was used
as a main tool. The data collected is tabulated systematically in order
manner. The simple statistics analysis like percentage is employed.
37
4.2 DATA ANALYSIS
TABLE 1
TABLE SHOWING GENDER WISE CLASSIFICATION OF THE
RESPONDENTS
S.No Gender No. of respondents Percentage
1 Male 37 37
2 Female 63 63
Total 100 100
Source: Primary Data
INTERPRETATION
The above table 1 shows the respondents on the basis of their gender.
37% of the respondents are male and remaining 63% of the respondents are
female.
It is concluded that majority [63%] of the respondents are female.
38
CHART 1
CHART SHOWING GENDER WISE CLASSIFICATION OF THE
RESPONDENTS
39
TABLE 2
TABLE SHOWING AGE WISE CLASSIFICATION OF THE
RESPONDENTS
S.No Age No. of respondents Percentage
1 Below 20 years 26 26
2 21-30 years 52 52
3 31-40 years 11 11
4 41-50 years 6 6
5 Above 50 years 5 5
Total 100 100
Source: Primary Data
INTERPRETATION
The above table 2 reveals the respondents on the basis of their age
group. 26% of the respondents are below the age of 20 years, 52% of the
respondents are 21-30 years, 11% of the respondents are 31-40 years, 6% of
the respondents are 41-50 years and remaining 5% of the respondents are
above the age of 50 years.
Majority of the respondents that is [52% ] comes under the age of
21-30 years.
40
CHART 2
CHART SHOWING AGE WISE CLASSIFICATION OF THE
RESPONDENTS
41
TABLE 3
TABLE SHOWING THE MARITAL STATUS OF THE
RESPONDENTS
S.No Marital status No. of respondents Percentage
1 Married 60 60
2 Unmarried 40 40
Total 100 100
Source: Primary Data
INTERPRETATION
Table 3 shows the respondents on the basis of their marital status.
60% of the respondents are married and remaining 40% of the respondents
are unmarried.
It is concluded that majority [60%] of the respondents are married.
42
CHART 3
CHART SHOWING THE MARITAL STATUS OF THE
RESPONDENTS
43
TABLE 4
TABLE SHOWING EDUCATIONAL QUALIFICATION OF THE
RESPONDENTS
S.No Educational qualification No. of respondents Percentage
1 Below 8th std 29 29
2 10th std 45 45
3 12th std 16 16
4 ITI 7 7
5 Others 3 3
Total 100 100
Source: Primary Data
INTERPRETATION
The above table clearly shows about the educational level of
respondents. Among the sample respondents 29% of the respondents are
below 8th std, 45% of the respondents are 10th std, 16% of the respondents
are 12th std, 7% of the respondents are ITI and remaining 3% of the
respondents falls under the other category.
It confirms that majority [45%] of the respondents have their
educational qualification are 10th std.
44
CHART 4
CHART SHOWING EDUCATIONAL QUALIFICATION OF THE
RESPONDENTS
45
TABLE 5
TABLE SHOWING MONTHLY INCOME OF THE RESPONDENTS
S.No Monthly income No. of respondents Percentage
1 Below Rs.2,000 39 39
2 Rs.2,001-Rs.3,000 44 44
3 Rs.3,001-Rs.4,000 11 11
4 Above Rs.4,000 6 6
Total 100 100
Source: Primary Data
INTERPRETATION
The above table depicts the respondents on the basis of their monthly
income. Out of 100 respondents 39% of the respondents income is below
Rs.2,000, 44% of the respondents income is between Rs.2,001-Rs.3,000,
11% of the respondents income is between Rs.3,001-Rs.4,000, 6% of the
respondents monthly income are more than Rs.4,000.
Therefore majority [44%] of the respondents are earning from
Rs.2,001-Rs.3,000.
46
CHART 5
CHART SHOWING MONTHLY INCOME OF THE RESPONDENTS
47
TABLE 6
TABLE SHOWING YEAR OF EXPERIENCE OF THE
RESPONDENTS
S.No Year of experience No. of respondents Percentage
1 Up to 1 year 19 19
2 1-3 years 45 45
3 3-5 years 20 20
4 Above 5 years 16 16
Total 100 100
Source: Primary Data
INTERPRETATION
The above table reveals the respondents on the basis of their year of
experience. 19% of the respondents belongs to the experience level of up to
1 year, 45% of the respondents having an experience of 1-3 years, 20% of
the respondents having an experience level of 3-5 years and remaining 16%
of the respondents having an experience of above 5 years.
It confirms that majority [45%] of the respondents have their
experience level of 1-3 years.
48
CHART 6
CHART SHOWING YEAR OF EXPERIENCE OF THE
RESPONDENTS
49
TABLE 7
TABLE SHOWING SIZE OF THE FAMILY OF THE
RESPONDENTS
S.No Size of the family No. of respondents Percentage
1 1-2 9 9
2 3-4 49 49
3 5-6 31 31
4 Above 6 11 11
Total 100 100
Source: Primary Data
INTERPRETATION
The above table shows the respondents on the basis of their size of the
family. 9% of the respondents are size of the family of 1-2 members, 49% of
the respondents are 3-4 members, 31% of the respondents are 5-6 members,
and remaining 11% of the respondents are more than 6 members.
Therefore majority [49%] of the respondents are comes under the
number of family members of 3-4.
50
CHART 7
CHART SHOWING SIZE OF THE FAMILY OF THE
RESPONDENTS
51
TABLE 8
TABLE SHOWING THE RESPONDENTS VOLUME OF THE WORK
S.No Volume of work No. of respondents Percentage
1 Very Heavy 5 5
2 Heavy 8 8
3 Normal 79 79
4 Light 5 5
5 Very Light 3 3
Total 100 100
Source: Primary Data
INTERPRETATION
The above table inferred the classification on the basis of volume of
work. 13% of the respondents have felt that their volume of work is heavy,
79% of the respondents have felt that their volume of work is normal, 8%
of the respondents have felt that their volume of work is light.
It is concluded that majority [79%] of the respondents have felt that
their volume of work is normal.
52
CHART 8
CHART SHOWING THE RESPONDENTS VOLUME OF THE
WORK
53
TABLE 9
TABLE SHOWING THE RESPONDENTS PREFERENCE
TOWARDS TRAINING
S.No Training No. of respondents Percentage
1 On-the job training 79 79
2 Off-the job training 21 21
Total 100 100
Source: Primary Data
INTERPRETATION
The above table 9 describes the respondents on the basis of their
preference towards training. 79% of the respondents are preferred on-the
job training, and remaining 21% of the respondents are preferred off-the job
training.
Therefore majority [79%] of the respondents are prefer only on-the job
training.
54
CHART 9
CHART SHOWING THE RESPONDENTS PREFERENCE
TOWARDS TRAINING
55
TABLE 10
TABLE SHOWING THE RESPONDENTS PREFERENCE
TOWARDS THE MOTIVATION
S.No Motivation No. of respondents Percentage
1 Increment 57 57
2 Bonus 30 30
3 Promotion 7 7
4 Rewards 3 3
5 Others 3 3
Total 100 100
Source: Primary Data
INTERPRETATION
The above table clearly explains the preference towards their
motivational technique, 57% of the respondents prefer increment, 30% of
the respondents prefer bonus, 7% of the respondents prefer promotion, 3% of
the respondents prefer rewards and remaining 3% of the respondents expect
other type of motivation which may of allowances.
Majority [57%] of the respondents are prefer increment.
56
CHART 10
CHART SHOWING THE RESPONDENTS PREFERENCE
TOWARDS THE MOTIVATION
57
TABLE 11
TABLE SHOWING THE RESPONDENTS OPINION TOWARDS
THEIR HEALTH CONDITION
S.No Health condition No. of respondents Percentage
1 Yes 62 62
2 No 38 38
Total 100 100
Source: Primary Data
INTERPRETATION
The above table clearly shows about the health condition of
respondents. Among the sample respondents 62% of the respondents are
comfortable for their health condition and 38% of the respondents are not
comfortable for their health condition.
It confirms that majority [62%] of the respondents are comfortable for
their health condition.
58
CHART 11
CHART SHOWING THE RESPONDENTS OPINION TOWARDS
THEIR HEALTH CONDITION
59
TABLE 12
TABLE SHOWING THE RESPONDENTS SATISFACTION
TOWARDS THEIR PRESENT JOB
S.NoSatisfaction
level
No. of
respondentsPercentage
1 Yes 95 95
2 No 5 5
Total 100 100
Source: Primary Data
INTERPRETATION
The above table 12 clearly explains the satisfaction level of
respondents towards their present job. 95% of the respondents are satisfied
and remaining 5% of the respondents are not satisfied with their present job.
It is concluded that majority [95%] of the respondents are satisfied
with their present job.
60
CHART 12
CHART SHOWING THE RESPONDENTS SATISFACTION
TOWARDS THEIR PRESENT JOB
61
TABLE 13
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR MONTHLY INCOME
S.No Satisfaction level No. of respondents Percentage
1 Highly satisfied 37 37
2 Satisfied 53 53
3 Average 5 5
4 Dissatisfied 5 5
Total 100 100
Source: Primary Data
INTERPRETATION
The above table inferred the classification of respondents on the basis
of the satisfaction level towards their monthly income. 37% of the
respondents are highly satisfied, 53% of the respondents are satisfied, 5% of
the respondents are fall under the category of average and remaining 5% of
the respondents are dissatisfied.
Therefore majority [53%] of the respondents are satisfied with their
monthly income.
62
CHART 13
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR MONTHLY INCOME
63
TABLE 14
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR DEARNESS ALLOWANCE
S.No Dearness allowance No. of respondents Percentage
1 Highly satisfied 37 37
2 Satisfied 26 26
3 Average 30 30
4 Dissatisfied 7 7
Total 100 100
Source: Primary Data
INTERPRETATION
The above table exhibits the classification of respondents on the basis
of the satisfaction level towards their dearness allowance. 37% of the
respondents are highly satisfied, 26% of the respondents are satisfied, 30%
of the respondents are fall under the category of average and 7% of the
respondents are dissatisfied.
It confirms that majority [37%] of the respondents are highly satisfied
towards their dearness allowance.
64
CHART 14
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR DEARNESS ALLOWANCE
65
TABLE 15
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR PROVIDENT FUND
S.No Provident fund No. of respondents Percentage
1 Highly satisfied 57 57
2 Satisfied 28 28
3 Average 10 10
4 Dissatisfied 5 5
Total 100 100
Source: Primary Data
INTERPRETATION
The above table 15 shows the respondents on the basis of their
provident fund. 57% of the respondents are highly satisfied, 28% of the
respondents are satisfied, 10% of the respondents are fall under the category
of average and remaining 5% of the respondents are dissatisfied.
It is concluded that majority [57%] of the respondents are highly
satisfied with their provident fund.
66
CHART 15
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS
THEIR PROVIDENT FUND
67
TABLE 16
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR MEDICAL ALLOWANCE
S.No Medical allowance No. of respondents Percentage
1 Highly satisfied 31 31
2 Satisfied 51 51
3 Average 15 15
4 Dissatisfied 3 3
Total 100 100
Source: Primary Data
INTERPRETATION
The above table 16 clearly explains the satisfaction level of
respondents towards their medical allowance. 31% of the respondents are
highly satisfied, 51% of the respondents are satisfied, 15% of the
respondents are fall under the category of average and remaining 3% of the
respondents are dissatisfied.
It confirms that majority [51%] of the respondents are satisfied
towards their medical allowance.
68
CHART 16
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR MEDICAL ALLOWANCE
69
TABLE 17
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR TRANSPORT ALLOWANCE
S.No Transport allowance No. of respondents Percentage
1 Highly satisfied 46 46
2 Satisfied 41 41
3 Average 9 9
4 Dissatisfied 4 4
Total 100 100
Source: Primary Data
INTERPRETATION
The above table 17 indicates the satisfaction level of respondents
towards their transport allowance. 46% of the respondents are highly
satisfied, 41% of the respondents are satisfied, 9% of the respondents are fall
under the category of average and remaining 4% of the respondents are
dissatisfied.
Therefore majority [46%] of the respondents are highly satisfied
towards their transport allowance.
70
CHART 17
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR
TRANSPORT ALLOWANCE
71
TABLE 18
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR OVERTIME ALLOWANCE
S.No Overtime allowance No. of respondents Percentage
1 Highly satisfied 40 40
2 Satisfied 38 38
3 Average 12 12
4 Dissatisfied 10 10
Total 100 100
Source: Primary Data
INTERPRETATION
The above table shows the respondents on the basis of their
satisfaction level towards their overtime allowance. 40% of the respondents
are highly satisfied, 38% of the respondents are satisfied, 12% of the
respondents are fall under the category of average and remaining 10% of the
respondents are dissatisfied.
It is concluded that majority [40%] of the respondents are highly
satisfied with their overtime allowance.
72
CHART 18
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR OVERTIME ALLOWANCE
73
TABLE 19
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR DRINKING WATER FACILITY
S.no Drinking water facility No. of respondents Percentage
1 Highly satisfied 40 40
2 Satisfied 42 42
3 Average 13 13
4 Dissatisfied 5 5
Total 100 100
Source: Primary Data
INTERPRETATION
The above table 19 reveals the opinion of respondents regarding their
drinking water facility. 40% of the respondents are highly satisfied, 42% of
the respondents are satisfied, 13% of the respondents are fall under the
category of average and remaining 5% of the respondents are dissatisfied.
It confirms that majority [42%] of the respondents are satisfied
towards their drinking water facility.
74
CHART 19
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR DRINKING WATER FACILITY
75
TABLE 20
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR LUNCH AND REST ROOM FACILITIES
S.No Lunch and Rest room facilities No. of respondents Percentage
1 Highly satisfied 54 54
2 Satisfied 39 39
3 Average 3 3
4 Dissatisfied 4 4
Total 100 100
Source: Primary Data
INTERPRETATION
The above table explains the satisfaction level of respondents towards
their lunch and rest room facilities. 54% of the respondents are highly
satisfied, 39% of the respondents are satisfied, 3% of the respondents are fall
under the category of average and remaining 4% of the respondents are
dissatisfied.
It confirms that majority [54%] of the respondents are highly satisfied
in lunch and rest room facilities.
76
CHART 20
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR LUNCH AND REST ROOM FACILITIES
77
TABLE 21
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR CANTEEN FACILITY
S.No Canteen facility No. of respondents Percentage
1 Highly satisfied 41 41
2 Satisfied 40 40
3 Average 17 17
4 Dissatisfied 2 2
Total 100 100
Source: Primary Data
INTERPRETATION
The above table 23 indicates the satisfaction level of respondents
towards their canteen facility. 41% of the respondents are highly satisfied,
40% of the respondents are satisfied, 17% of the respondents are fall under
the category of average and remaining 2% of the respondents are
dissatisfied.
Therefore majority [41%] of the respondents are highly satisfied in
canteen facility.
78
CHART 21
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR CANTEEN FACILITY
79
TABLE 22
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR VENTILATION AND TEMPERATURE
FACILITIES
S.NoVentilation and
Temperature facilities
No. of
respondentsPercentage
1 Highly satisfied 65 65
2 Satisfied 28 28
3 Average 7 7
4 Dissatisfied 0 0
Total 100 100
Source: Primary Data
INTERPRETATION
The above table exhibits the satisfaction level of respondents towards
their ventilation and temperature facilities. 65% of the respondents are
highly satisfied, 28% of the respondents are satisfied, 7% of the respondents
are fall under the category of average and none of the respondents are
dissatisfied.
It is concluded that majority [65%] of the respondents are highly
satisfied with their ventilation and temperature facilities.
80
CHART 22
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR VENTILATION AND TEMPERATURE
FACILITIES
81
TABLE 23
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR LEAVE FACILITY
S.No Leave facility No. of respondents Percentage
1 Highly satisfied 26 26
2 Satisfied 51 51
3 Average 15 15
4 Dissatisfied 8 8
Total 100 100
Source: Primary Data
INTERPRETATION
The above table 25 shows the satisfaction level of respondents
towards their leave facility. 26% of the respondents are highly satisfied,
51% of the respondents are satisfied, 15% of the respondents are fall under
the category of average and remaining 8% of the respondents are
dissatisfied.
It confirms that majority [51%] of the respondents are satisfied
towards their leave facility provided by the spinning mill.
82
CHART 23
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR LEAVE FACILITY
83
TABLE 24
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR PROTECTIVE CLOTHES FACILITY
S.No Protective clothes facility No. of respondents Percentage
1 Highly satisfied 53 53
2 Satisfied 37 37
3 Average 6 6
4 Dissatisfied 4 4
Total 100 100
Source: Primary Data
INTERPRETATION
The table 26 reveals the satisfaction level of respondents on the basis
of protective clothes. 53% of the respondents are highly satisfied, 37% of
the respondents are satisfied, 6% of the respondents fall under the category
of average and remaining 4% of the respondents are dissatisfied.
Therefore majority [53%] of the respondents are highly satisfied in
protective clothes facility.
84
CHART 24
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR PROTECTIVE CLOTHES FACILITY
85
TABLE 25
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR ACCOMMODATION FACILITY
S.No Accommodation facility No. of respondents Percentage
1 Highly satisfied 61 61
2 Satisfied 23 23
3 Average 15 15
4 Dissatisfied 1 1
Total 100 100
Source: Primary Data
INTERPRETATION
The above table shows the respondents on the basis of their
satisfaction level towards the accommodation facility. 61% of the
respondents are highly satisfied, 23% of the respondents are satisfied, 15%
of the respondents fall under the category of average and remaining 1% of
the respondents are dissatisfied.
It is concluded that majority [61%] of the respondents are highly
satisfied in accommodation facility.
86
CHART 25
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR ACCOMMODATION FACILITY
87
TABLE 26
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR GROUP POLICY
S.No Group Policy No. of respondents Percentage
1 Highly satisfied 72 72
2 Satisfied 15 15
3 Average 10 10
4 Dissatisfied 3 3
Total 100 100
Source: Primary Data
INTERPRETATION
The above table shows the respondents on the basis of their
satisfaction level towards the group policy taken by the company for
employees. 72% of the respondents are highly satisfied, 15% of the
respondents are satisfied, 10% of the respondents fall under the category of
average and remaining 3% of the respondents are dissatisfied.
It is concluded that majority [72%] of the respondents are highly
satisfied in group policy.
88
CHART 26
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THEIR GROUP POLICY
89
TABLE 27
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THE RELATIONSHIP WITH THEIR CO-WORKERS
S.No Satisfaction level No. of respondents Percentage
1 Highly satisfied 73 73
2 Satisfied 19 19
3 Average 4 4
4 Dissatisfied 4 4
Total 100 100
Source: Primary Data
INTERPRETATION
The above table shows the respondents on the basis of satisfaction
level towards the relationship with co-workers. 73% of the respondents are
highly satisfied, 19% of the respondents are satisfied, 4% of the respondents
are fall under the category of average and remaining 4% of the respondents
are dissatisfied.
It is concluded that majority [73%] of the respondents are highly
satisfied with their co-workers.
90
CHART 27
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THE RELATIONSHIP WITH THEIR CO-WORKERS
91
TABLE 28
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THE RELATIONSHIP WITH THEIR SUPERVISOR
S.No Satisfaction level No. of respondents Percentage
1 Highly satisfied 37 37
2 Satisfied 44 44
3 Average 11 11
4 Dissatisfied 8 8
Total 100 100
Source: Primary Data
INTERPRETATION
The above table depicts the respondents on the basis of satisfaction
level towards the relationship with their supervisor. 37% of the respondents
are highly satisfied, 44% of the respondents are satisfied, 11% of the
respondents fall under the category of average and remaining 8% of the
respondents are dissatisfied.
It confirms that majority [44%] of the respondents are satisfied with
the relationship between them and the supervisor.
92
CHART 28
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THE RELATIONSHIP WITH THEIR SUPERVISOR
93
TABLE 29
TABLE SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THE RELATIONSHIP WITH THEIR MANAGEMENT
S.No Satisfaction level No. of respondents Percentage
1 Highly satisfied 64 64
2 Satisfied 23 23
3 Average 10 10
4 Dissatisfied 3 3
Total 100 100
Source: Primary Data
INTERPRETATION
The above table 31 reveals the satisfaction level of respondents
towards the relationship with management. 64% of the respondents are
highly satisfied, 23% of the respondents are satisfied, 10% of the
respondents are fall under the category of average and remaining 3% of the
respondents are dissatisfied.
It is concluded that majority [64%] of the respondents are highly
satisfied with their management.
94
CHART 29
CHART SHOWING THE RESPONDENTS SATISFACTION LEVEL
TOWARDS THE RELATIONSHIP WITH THEIR MANAGEMENT
95
4.3 CONCLUSION
From this chapter the researcher can attempt to find out the job
satisfaction level of the employees in SJLT Textile P.Ltd., towards their job
used by primary data collected from 100 respondents.
96
CHAPTER –V
SUMMARY OF FINDINGS, SUGGESTIONS AND
CONCLUSION
5.1 INTRODUCTION
The fifth and final chapter of this project work can reveals that the
summary of major findings collected from the above study. In addition we
give some constructive suggestion to improve the level of satisfaction of the
employees and this chapter helps we come to overall conclusion of this
research work.
5.2 OBJECTIVES
To study the level of job satisfaction of SJLT Textiles Limited.
To know the facilities provided by an organization to the labour.
To know the historical background of SJLT Textiles Limited.
To identify the relationship between the labour and the other persons
in an organization.
97
5.3 FINDINGS
The major findings from the study are as follows:
63% of the respondents are female.
52% of the respondents are comes under the age group of 21-30 years.
60% of the respondents are married.
55% of the respondents have their educational qualification are
10th std.
44% of the respondents monthly income is between Rs.2,001-
Rs.3,000.
45% of the respondents have their experience level of 1-3 years.
49% of the respondents are fall under the family size of 3-4 members.
79% of the respondents are said the volume of work is normal.
79% of the respondents prefer on-the job training.
57% of the respondents prefer motivation as increment.
62% of the respondents are comfortable for their health condition.
95% of the respondents are satisfied with their present job.
53% of the respondents are satisfied towards their monthly income.
37% of the respondents are highly satisfied for their dearness
allowance.
57% of the respondents are highly satisfied with their provident fund.
51% of the respondents are satisfied towards their medical allowance.
46% of the respondents are highly satisfied for their transport
allowance.
40% of the respondents are highly satisfied with their overtime
allowance.
42% of the respondents are satisfied towards their drinking water
facility.
98
54% of the respondents are highly satisfied in lunch and rest room
facilities.
41% of the respondents are highly satisfied in canteen facility.
65% of the respondents are highly satisfied with their ventilation and
temperature facilities.
51% of the respondents are satisfied towards their leave facility.
53% of the respondents are highly satisfied in protective clothes
facility.
61% of the respondents are highly satisfied with their accommodation
facility.
72% of the respondents are highly satisfied in group policy.
73% of the respondents are highly satisfied towards the relationship
with their co-workers.
44% of the respondents are satisfied with the relationship between
them and the supervisor.
64% of the respondents are highly satisfied with their management.
99
5.4SUGGESTIONS
The following are some of the suggestions to an organization from the
findings of study to help them in problems.
i. An organization should provide more bus facility to avoid the
inconvenience of labour.
ii. An organization should provide protective clothes not only to
particular departments but also to other departments because many
labour required those clothes.
iii. The company has to take necessary steps to increase dearness
allowance and overtime allowance.
iv. The company has to take steps to provide adequate water in the
satisfaction level. To provide both the hot and mineral water to labour
at proper place.
v. The concern has to take steps to enlarge the canteen inside the
organization.
vi. Only 44% of the respondents are satisfied towards the relationship
with their supervisor. Therefore the supervisor should maintain good
relationship with their labour.
vii. An organization should give due recognition to the labour for their
performance of work.
viii. The management should engage the different labour in different
departments with the help of job rotation. This result in better job
knowledge to the labour.
100
5.5 CONCLUSION
In this competitive world, even though there are many objectives and
goals of an organization, the main objective of it is to maximize the profit
and to promote the growth of an organization. If an organization wants to
earn more profit, firstly the labour should work hard without any hesitations,
problems, etc. So, for that purpose, the company should satisfy their labour
in order to increase its production. With the help of the study, many
suggestions are given to satisfy the labour. So the respective concern should
take corrective steps by considering these above points.
101