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.

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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

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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.

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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.

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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.

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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).

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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.

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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

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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,

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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

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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

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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

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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

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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

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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

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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

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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.

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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.

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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

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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.”

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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

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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

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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.

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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.,

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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.

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2.2 INFORMATION ABOUT THE INDUSTRY

ORGANIZATIONAL CHART (TECHNICAL)

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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)

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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

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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.

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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


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


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


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


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


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


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


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


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


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


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


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


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


TOWARDS THEIR MONTHLY INCOME

63

TABLE 14


TOWARDS THEIR DEARNESS ALLOWANCE

S.No Dearness allowance No. of respondents Percentage


2 Satisfied 26 26

3 Average 30 30

4 Dissatisfied 7 7

Total 100 100


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


TOWARDS THEIR DEARNESS ALLOWANCE

65

TABLE 15


TOWARDS THEIR PROVIDENT FUND

S.No Provident fund No. of respondents Percentage


2 Satisfied 28 28

3 Average 10 10

4 Dissatisfied 5 5

Total 100 100


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


TOWARDS THEIR MEDICAL ALLOWANCE

S.No Medical allowance No. of respondents Percentage


2 Satisfied 51 51

3 Average 15 15

4 Dissatisfied 3 3

Total 100 100


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


It confirms that majority [51%] of the respondents are satisfied

towards their medical allowance.

68

CHART 16


TOWARDS THEIR MEDICAL ALLOWANCE

69

TABLE 17


TOWARDS THEIR TRANSPORT ALLOWANCE

S.No Transport allowance No. of respondents Percentage


2 Satisfied 41 41

3 Average 9 9

4 Dissatisfied 4 4

Total 100 100


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


TOWARDS THEIR

TRANSPORT ALLOWANCE

71

TABLE 18


TOWARDS THEIR OVERTIME ALLOWANCE

S.No Overtime allowance No. of respondents Percentage


2 Satisfied 38 38

3 Average 12 12

4 Dissatisfied 10 10

Total 100 100


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




satisfied with their overtime allowance.

72

CHART 18


TOWARDS THEIR OVERTIME ALLOWANCE

73

TABLE 19


TOWARDS THEIR DRINKING WATER FACILITY

S.no Drinking water facility No. of respondents Percentage


2 Satisfied 42 42

3 Average 13 13

4 Dissatisfied 5 5

Total 100 100


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.


towards their drinking water facility.

74

CHART 19


TOWARDS THEIR DRINKING WATER FACILITY

75

TABLE 20


TOWARDS THEIR LUNCH AND REST ROOM FACILITIES

S.No Lunch and Rest room facilities No. of respondents Percentage


2 Satisfied 39 39

3 Average 3 3

4 Dissatisfied 4 4

Total 100 100


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


TOWARDS THEIR LUNCH AND REST ROOM FACILITIES

77

TABLE 21


TOWARDS THEIR CANTEEN FACILITY

S.No Canteen facility No. of respondents Percentage


2 Satisfied 40 40

3 Average 17 17

4 Dissatisfied 2 2

Total 100 100


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


TOWARDS THEIR CANTEEN FACILITY

79

TABLE 22


TOWARDS THEIR VENTILATION AND TEMPERATURE

FACILITIES

S.NoVentilation and

Temperature facilities

No. of

respondentsPercentage


2 Satisfied 28 28

3 Average 7 7

4 Dissatisfied 0 0

Total 100 100


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.


satisfied with their ventilation and temperature facilities.

80

CHART 22


TOWARDS THEIR VENTILATION AND TEMPERATURE

FACILITIES

81

TABLE 23


TOWARDS THEIR LEAVE FACILITY

S.No Leave facility No. of respondents Percentage


2 Satisfied 51 51

3 Average 15 15

4 Dissatisfied 8 8

Total 100 100


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.


towards their leave facility provided by the spinning mill.

82

CHART 23


TOWARDS THEIR LEAVE FACILITY

83

TABLE 24


TOWARDS THEIR PROTECTIVE CLOTHES FACILITY

S.No Protective clothes facility No. of respondents Percentage


2 Satisfied 37 37

3 Average 6 6

4 Dissatisfied 4 4

Total 100 100


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


TOWARDS THEIR PROTECTIVE CLOTHES FACILITY

85

TABLE 25


TOWARDS THEIR ACCOMMODATION FACILITY

S.No Accommodation facility No. of respondents Percentage


2 Satisfied 23 23

3 Average 15 15

4 Dissatisfied 1 1

Total 100 100


INTERPRETATION


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.


satisfied in accommodation facility.

86

CHART 25


TOWARDS THEIR ACCOMMODATION FACILITY

87

TABLE 26


TOWARDS THEIR GROUP POLICY

S.No Group Policy No. of respondents Percentage


2 Satisfied 15 15

3 Average 10 10

4 Dissatisfied 3 3

Total 100 100


INTERPRETATION


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.


satisfied in group policy.

88

CHART 26


TOWARDS THEIR GROUP POLICY

89

TABLE 27


TOWARDS THE RELATIONSHIP WITH THEIR CO-WORKERS



2 Satisfied 19 19

3 Average 4 4

4 Dissatisfied 4 4

Total 100 100


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.


satisfied with their co-workers.

90

CHART 27


TOWARDS THE RELATIONSHIP WITH THEIR CO-WORKERS

91

TABLE 28


TOWARDS THE RELATIONSHIP WITH THEIR SUPERVISOR



2 Satisfied 44 44

3 Average 11 11

4 Dissatisfied 8 8

Total 100 100


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


It confirms that majority [44%] of the respondents are satisfied with

the relationship between them and the supervisor.

92

CHART 28


TOWARDS THE RELATIONSHIP WITH THEIR SUPERVISOR

93

TABLE 29


TOWARDS THE RELATIONSHIP WITH THEIR MANAGEMENT



2 Satisfied 23 23

3 Average 10 10

4 Dissatisfied 3 3

Total 100 100


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




satisfied with their management.

94

CHART 29


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.

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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.

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