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A STUDY ON EMPLOYER-EMPLOYEE RELATIONSHIP AT VARSHINI

GARMENTS, TIRUPUR
CHAPTER-1

1.1 INTRODUCTION 0F THE STUDY


When an employer hires a new employee, he is not just bringing a new member of the workforce
aboard, he is also starting a new relationship. Because employers and employees often work in
close quarters, they necessarily develop relationships. Managing these relationships is vital to
business success, as strong relationships can lead to greater employee happiness and even
increased productivity. To reap these benefits, keep the dynamics of your employer-employee
relationship in mind.
Employer/Employee relations refer to the communication that takes place between
representatives of employees and employers. Much of the employee relations involve employees
and employers working together. Indeed, part of the aim of the European Union's social policy
today is to create a system of shared responsibility of employers and employees for working
practices, conditions and other areas of working life. This shared responsibility is called co-
determination.
Employee relations, industrial relations and labour relations are all terms that refer to those
aspects of HRM where employees are deal with as group through collective agreements with
trade unions. It covers all the relations between employers and employees in industry. Some
scholars however see employee relations which are a more recent term as broader and include
employee participation in management decisions, communications, policies for improving
cooperation and control of grievances and minimization of conflicts. The philosophy of HRM
has led to a shift towards individualism rather than collectivism due to increased competition
hence leaner and more efficient organizations, restructuring, the market economy and free
enterprise are changing trade union legislation. This relationship is complex and multi-
dimensional – e.g. it is influenced by the economic, social, political, psychological, ethical and
legal factors.

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EMPLOYEE RELATIONS COVER THE FOLLOWING ISSUES
 Development, negotiation and application of formal systems of rules and procedures for
collective bargaining, handling disputes and grievances, and regulating employment.
 Concerned with the formal and informal processes, which take the form of continuous
interactions between managers and trade unions etc.
 The bargaining structures, recognition of trade unions and procedural agreements and
practices, i.e. the collective relations between employers and trade unions.
IMPORTANCE OF EMPLOYEE RELATIONS
 Improves cooperation between employers and employees.
 Minimize unnecessary conflict.
 Enable employees to play a part in decision making.
 Keep employees informed of decisions that concern them.
 Organizations interests – those things employees would rather avoid e.g.

 Meeting high output standards.


 Accepting managerial decisions.
 Disciplinary actions.
 Working long hours.
 Employees’ interests – those which organizations are reluctant to provide e.g.

 Increased wages.
 Safe working conditions.
 Time off with pay.
 Shorter working hours per week.
 Pay for overtime etc.
 Discussions between employers and employees typically cover the following areas:

 Pay.
 Bonuses.
 The work environment.
 Disputes.

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 Work schedules.
 Grievances.
 Health and safety.
 Hours of work.
 Production targets.
The Advisory, Conciliation and Arbitration Service was set up in 1974 to try and create more
harmonious working relationships in this country. It negotiates in disputes between employers
and employees as well as establishing codes of practice and principles for harmonious
relationships. It has been tremendously successful in its work because today there are relatively
few major employment relations disputes in this country. Where problems start to arise in a
company, it is an easy process to consult with Acas to find ways of improving relationships.
Because has experience of dealing with so many workplaces it is able to suggest guidelines for
harmonious relationships in nearly all situations.
Successful employer/employee relations involve striking a balance of interests. From the
employer's point of view, industrial relations is about having the right to manage - the ability to
plan for the future so that a company can continue to be a success, to make profits for its
shareholders and to keep its employees motivated. From the employee's point of view, it is all
about securing the best possible conditions and living standards for employees.

HIGH LABOUR TURNOVER


Where employees are not happy with working conditions this frequently leads to high labour
turnover, bad timekeeping, and high levels of absenteeism. It may also occur in the form of
slackness by individuals, poor working, and deliberate time wasting and similar practices. Other
evidence of discontent will be revealed in complaints, friction, ignoring rules and apathy. There
are a number of forms of organized trade union action, including:
 Withdrawal of goodwill
 Go slow
 Working strictly to the rules set out in work rulebooks and sticking rigidly to only doing
tasks set out clearly in a job description
 Refusing to work overtime
 Going on strike.
All of these actions are undesirable:

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 They reduce company profitability, and its' ability to fulfill orders
 They harm employment prospects, and reduce wages of employees
 They lead to festering discontent
 They cause problems for customers and the economy as a whole.
Thus it is very important to create harmonious workplaces for the benefit of all concerned. The
work of Employees therefore is primarily concerned with outlining good practice and models of
harmonious working practice.
A trade union is an organized group of employees who have joined together in an officially
recognized organization to further their common interests. These employees may have in
common a skill, a trade, an industry, an employer or an occupation. Some unions (general
unions) are made up of workers in several industries. Trade unions are formed, financed and run
by their members.

RELATIONSHIP BASICS
Generally, employer and employee relationships should be mutually respectful. The degree of
closeness in these relationships will depend on both the employer and the employee. Some
employers opportunity to keep their employees at a distance and, in doing so, ensure that there is
no confusion as to the hierarchy that exists between them. While neither option is entirely right
or wrong, it is wise to avoid getting too close to employees, as doing so can cause the line
between employer and employee to become blurred.
Mutual Relation
The employer-employee relationship should be one of mutual reliance. The employer is relying
upon the employee to perform her job and, in doing so, keep the business running smoothly.
Conversely, the employee is relying upon the employer to pay her and enable her to support
herself, and potentially her family, financially.
Relationship Building
Just as with all relationships, the employer and employee relationship is one that must develop
over time. Employers can promote the building of relationships by speaking candidly with their
employees about their lives, asking them about their families and learning about their interests.
Similarly, employees can promote the building of this relationship by being open with their
employer and sharing information about themselves and their lives.

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Boundaries
Though the type of employee and employer relationship that is considered appropriate varies
from company to company, boundaries exist at almost all companies. Generally, it is unwise for
employers to develop friendly relationships with their employees. Similarly, employers should
exercise care to ensure that the relationship they develop with one employee isn't notably closer
than the relationships they develop with others, as this can lead to concerns regarding favoritism
or similar issues of unfairness within the workplace.

EMPLOYER-EMPLOYEE RELATIONSHIP IDENTIFICATION:


Common law principles
Although the terms employer and employee are defined in the EHT Act, the Act does not define
the circumstances under which an employer-employee relationship exists. It is necessary to
establish whether the worker is hired under a contract of service or a contract for service.
A contract of service, or employer-employee relationship, generally exists when a worker agrees
to work for an employer, on a full-time or part-time basis, for a specified or indeterminate period
of time, in return for wages or a salary. The employer has the right to decide where, when and
how the work is to be done.
A contract for service, or business relationship, generally exists when a worker agrees to perform
specific work for a payer in return for payment. The self-employed worker is not normally
required to perform the services personally.
In order to determine whether a worker is an employee under a contract of service or self-
employed under a contract for service, reference must be made to common law principles. The
terms and conditions of the worker's employment are examined and analyzed as they relate to the
following four factors: (a) control (b) ownership of tools (c) chance of profit/risk of loss and (d)
integration. It is important to note that one factor alone is not conclusive in the determination.
Control test
The control test is used to determine whether a person is in a position to order or require not only
what work is to be done, but also how it is to be done. Generally, in an employer-employee

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relationship, the employer controls, directly or indirectly, the way the work is to be done and the
work methods used. The employer assigns specific tasks that define the real framework within
which the work is to be done. The payer exercises control if he/she has the right to hire or fire,
and decide where, when and how the work will be done. If such is the case, then the hirer clearly
exercises control over the worker, who may then be considered to be an employee for EHT
purposes. It is not necessary that control actually be exercised, only that it can be exercised.
Ownership of tools
In an employer-employee relationship, the employer generally supplies the equipment and tools
required by the employee. In addition, the employer covers the following costs related to their
use: repairs, insurance, transport, rental, and operation. The main points to consider are:
 The amount invested
 The value of equipment and tools
 The rental and maintenance of equipment and tools.
Ownership of the tools, however, is not always a determining factor. The fact that a worker uses
his or her own equipment when performing the work is not sufficient to conclude that the person
is self-employed, as all factors must be considered. In certain occupations (e.g. auto mechanics,
carpenters, photographers) it is customary for employees to use their own tools.
Chance of profit or risk of loss
Generally, if an employer-employee relationship exists, the employer alone assumes the risk of
loss. The employer also generally covers operating costs, which may include office expenses,
employee wages and benefits, insurance premiums, and delivery and shipping costs. The
employee assumes little or no financial risk and is entitled to his or her full salary or wages
regardless of the financial health of the business.
Integration or organization test
The integration or organization test examines whether the tasks performed by an individual form
an integral part of the business (i.e. an employer-employee relationship exists) as opposed to
merely being accessory to the business (i.e. the individual is an independent contractor).
The test will also determine whether the individual is in business in his or her own right and
provides services to another business as an independent contractor.
Part-time or casual workers

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The fact that an individual may be employed on a part-time or casual basis has no effect on
whether the individual is considered to be an employee or a self-employed individual for EHT
purposes.

Duty of Employers
A person’s job, like a person’s business, is a highly valued possession that pervasively affects the
lives of the employee and his or her family. With stakeholders everywhere, the relationship is
laden with moral responsibilities.
In addition to the employer’s more obvious obligation to advance and protect the reputation and
financial well-being of the company, the employer has a moral obligation to make business
decisions in a manner that demonstrates concern for and seeks to advance the welfare of
employees.
This includes but goes beyond a duty to treat employees respectfully, to pay them fairly and
provide good working conditions. An ethical employer does not think of employees only as a
means to an end. Employees must be treated as a major stakeholder group. Ethical employers
consciously and consistently treat the promotion and protection of the well-being of employees
as an important business obligation and objective.
Companies should be loyal to workers as well as shareholders. Layoffs, plant closings, and other
dramatic events of this nature should be handled with caring and sensitivity and as acts of great
moral significance. The use of euphemisms such as “down-sizing” or “right-sizing” may make
managers feel better about the decision to terminate jobs, but it does not change anything from a
moral perspective. There are, of course, situations where such actions are justified but they must
be implemented in a way that demonstrates genuine concern for employees who will lose their
jobs.
Employees should always be treated with respect and it is the company’s obligation to see that
individual managers do not abuse their power or mistreat their subordinates. Kill-the-messenger
behavior at any management level is improper, as is any active or passive encouragement of
dishonest reporting. Employees should feel free to raise ethical or other issues without fear of
retaliation.
Employees are entitled to count on the commitments of the employer especially about central
matters such as pay, raises, and promotions. Employers who chisel employees, renege on

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promises, or treat them as if they were simply instrumentalities of the organization’s interests
rather than ends in and of themselves fail to meet their moral responsibilities.
Duty of Employees
Employees also have moral obligations, and they go beyond giving a full day’s work for
a full day’s pay. Loyalty goes both ways.
Employees have moral duties to the organization, co-workers, and customers. If an
employer were secretly to look for a replacement for an employee by conducting interviews
behind the employee’s back, most employees would consider that an act of betrayal. “Why didn’t
you tell me my job was at risk?” “Why didn’t you tell me that you were unhappy with my work
so I had a chance to improve?” Does the employee owe the employer less? When an employee,
without any notice to an employer secretly looks for a new job, often covering up interviewing
time with deceptions or lies, is the conduct any less untrustworthy?
When an employer decides to let an employee go, it is generally thought that the
employer should give the employee ample notice or severance pay. But what of the ethics of the
employee who walks into the boss’ office and says, “I have an opportunity I can’t turn down and
they need me to start this Friday”? Because of the disparity in power, many employees adopt a
double standard that gives them more leeway than they afford the employer. One aspect of this
attitude draws on the doubtful assertions of necessity. Another is the implicit belief that if an
offer is too good to refuse, there is no moral obligation to refuse. It doesn’t take much scrutiny to
see that these are self-serving rationalizations. The moral obligations of an employee include
loyalty, candor, caring and respect. The mismatch in economic strength between the employer
and the employee does not change that.
People of character take into account their moral obligations to their employer before
they interview for another job. If they know that their departure will jeopardize the organization,
co-workers, or customers they should make it clear at the job interview that they are not
available until they have provided a reasonable transition. If we are not certain how much
hardship departure may cause, the principle of respect suggests that the parties most affected be
given an opportunity to participate in a discussion to suggest the least harmful alternative.
Because the employee-employer relationship operates in the context of business, there is a
tendency to play by different rules dictated by who has the leverage, and principles of
expediency — what you can get away with — rather than moral principle.

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Employers are required to pay Employer Health Tax based on remuneration paid to
employees who report for work at a permanent establishment in Ontario, and to employees who
do not report for work at a permanent establishment but who are paid from or through the
employer's permanent establishment in Ontario.
In making a determination regarding the existence of an employer-employee relationship, many
factors have to be taken into consideration. In addition to considering the terms and conditions of
the worker's employment, the Client Services Branch will consider rulings issued by Canada
Revenue Agency (CRA) regarding Canada Pension Plan and Employment Insurance, CRA's
guidelines for specified industries, and common law principles (based on precedents set by court
decisions).
Although the terms employer and employee are defined in the EHT Act, the Act does not
define the circumstances under which an employer-employee relationship exists. It is necessary
to establish whether the worker is hired under a contract of service or a contract for service.
A contract of service, or employer-employee relationship, generally exists when a worker agrees
to work for an employer, on a full-time or part-time basis, for a specified or indeterminate period
of time, in return for wages or a salary. The employer has the right to decide where, when and
how the work is to be done.
A contract for service, or business relationship, generally exists when a worker agrees to
perform specific work for a payer in return for payment. The self-employed worker is not
normally required to perform the services personally.
In order to determine whether a worker is an employee under a contract of service or self-
employed under a contract for service, reference must be made to common law principles. The
terms and conditions of the worker's employment are examined and analyzed as they relate to the
following four factors: (a) control (b) ownership of tools (c) chance of profit/risk of loss and (d)
integration. It is important to note that one factor alone is not conclusive in the determination.

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1.2 NEED FOR THE STUDY:
 To identify the effectiveness of Employee-Employer relationship in the organization.

 To know the employees view towards the management concern on welfare.


 To understand the extent of participative management practiced in the organization.
 To find out the employees opinion towards the flexibility of HR policies in the
organization.
 To know the opinion towards the leadership style adopted in the organization.

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1.3 STATEMENT OF THE PROBLEM:
This project helps the management any problem arising during the time of employment in
the organization relationship between employee and employer includes a personal grievance or a
dispute about the meaning or application of any provision of this agreement contract.

SCOPE OF THE STUDY:


The study focuses on the understanding the need for good relationship between the
employer & employee in the organization and to strengthen or improve the work in progress.

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1.4 OBJECTIVES OF THE STUDY:
 To find out the opinion of employees regarding the present Employer-Employee
relations.
 To find out the opinion of employees about grievance redressal procedure.
 To find out the opinion of employees about employees satisfaction level in management.

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1.5LIMITATIONS OF THE STUDY
 The study is purely of qualitative nature as it depends on the perception of the
employees.
 As the topic is a sensitive one and purely psychology based data can be collected
only through the personal interview method which had been very difficult due to
the assigned quotas to the individuals and deadlines of projects.
 In order to explain the topic and questionnaire, on an average 15-20 minutes of
time should be spared for each interview.

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CHAPTER-II
INDUSTRY PROFILE

The apparel manufacturing industry comprises of establishments primarily engaged in


manufacturing clothing and clothing accessories, including establishments that knit clothing
from yarn, and manufacture clothing from knit fabrics. Clothing Accessories and Other Clothing
Manufacturing.
Garment industry production has been increased progressively, as a result of attractiveness
of cheap labor found by foreign investors for their Outward Processing Productions. This is
reflected also in the increasing number of employees number of firms (often joint-ventures) and
an investment level confirming once again the labor-intensive nature of this sector.
Huge number of garment producers is found in almost all main cities of Albania,
employing critical mass of women coming from rural and suburb areas. They are all competing
for specific processes orders coming from foreign companies to take place in Tirupur. Though
many years of operation, the companies have not developed other skills, besides time and
resource productivity for the specific processes that they apply. Other skills would be design,
innovation and marketing for niche markets for which they feel risk-averse. Packaging takes
place as part of assembling processes, based on specifications and conditions set out by western
partners. On the other side, a few cases are identified on small fashion houses.

INDUSTRY COMPETITORS
The competitive level between the garments firms doesn’t seem to be an important factor
in firm’s behavior and decision. For the nature of the production, these firms compete among
them for linkages with foreign investors through cheap labor force and effective organization. In
this sense, competition between existing firms domestically is high. who also provide cheap
labor and investors’ incentives in this sector. It is interesting to note a small segment of fashion
garments producers in Tirupur, who are trying to build some branded products. The efforts are
modest and locally concentrated.

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BUYERS AND SUPPLIERS:
Due to the characteristics of this sector, the buyers and suppliers are the same. Their
power is high since they are the ones to decide about the production, design, and all
specifications.
THREAT OF SUBSTITUTE PRODUCTS:
Used clothes sold domestically have some competitive power to the products of garments
industry in Tirupur. Internationally, other artificial fiber-based clothing and leather clothing
represent other substitute products.
O ur range of product is exported to Africa, Asia, Caribbean, America, East Europe,
Europe, Middle East, North Europe, Oceania, West Europe, Worldwide, Gulf countries and
also has access to some other global markets. These product range offered by us is manufactured
using high grade fabric analyzing the client’s requirement. These are designed by expert
designers to compete the latest trend existing in the industry. The fabrics in which we offer our
products are skin friendly and easy to maintain. We are supported by an efficient team of experts,
a well-state-of-art-infrastructure and an assuring quality strategy. With the experience of about 2
decades, be have been able to curve a niche in the market, which has paved the way to reach the
heights of the industry and is confirmed by our annual turnover amounting around 10 Crore per
annum. We export our products to Japan, Korea, Uk, USA and Sri Lanka.
Our mentor Mr. Piraisoodi, have been an able manager to organize all the organizational
activities in a simpler way. He has put all the pieces of success puzzle together in correct pattern
so that we can get the winning combination. He has veteran knowledge about the industry and
has utilized his domain expertise to direct our organizational activities towards the success of our
organization.
In our present day consumer controlled market as saying is very true i.e. “There is only
one boss. ‘The customer.’ And he can fire everybody in the company from the chairman on
down, simply by spending his money somewhere else.”-Sam Walton. We have formulated all
possible strategies to identify the client’s requirement because if we can now their requirement
correctly we can assume that half of the battle is already owned.These feedbacks not only help to

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analyze our past performance but also know the future expectations and ways to improvise the
production.
COMPANY PROFILE

VARSHINI GARMENTS established in 1997 as a Manufacturers and Exporters of


Knitted Garments to various countries across the Globe and Inside India.
The company has located in Tirupur (Dollar City) the Hub Indian Knitted Garment
Industry, which is located near Coimbatore the Manchester of South India.
Tirupur is well connected to Chennai, Tuticorin and Cochin Seaports as well as
Chennai, Coimbatore, Bangalore and Mumbai International Airports.

VISION STATEMENT
Vision is to become India’s leading garment manufacturer for Knitted Hosiery
Garments that are comfortable, trendy & value for money.

COMPANY ACTIVITIES:
Manufacturing and Exporting of all kinds of knitted readymade garments. We design
and manufacture fast fashion quality garments with high quality and executable timing.

MISSION STATEMENT
Right first time is our mantra for progress;
“Every customer will be satisfied & come back for more”.
“Every supplier will be our strategic partner in progress”.
“Every employer will be turned into a quality controller”.
“Every team member will grow to be a leader”.

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BUYERS OF THE COMPANY:

 SODIRP TEXTILES
 SOGESMA
 TVMANIA
 KIABI
 VETIR

SELECING OF THE BUYERS:


 Magazine
 Varieties of brands

APPROACHING OF BUYERS:
 Direct visit.
 By a mail.

BRANDS:

 HELLO KITTY
 HSM
 PRINCESS
 DISNEY
 SPIDERMAN
 SNOOPY

SPECIALIZATION:
Apparels for Children & Teen Girl and Boy (2-8y & 8-16y) Nightwears for
women.

INFRA STRUCTURE:
Compacting, Printing, Embroidery, Sampling.

COMPACTING:
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We have Fab-Con compactor imported from U.S.A. and Ferraro imported from Italy
to control the shrinkage of fabrics.

PRINTING:
We have a printing unit which will cater to our needs of all rotary and chest printing.

EMBROIDERY:
We have 2 No’s of 20 head Baruda embroidery machine imported from japan.

SAMPLING:
We have a separate dedicated team to make quality samples in time.

PROCESSING:
Garmenting, Cutting, Stitching, Checking, Ironing, Packing.

GARMENTING:
The dyed fabric should be inspected and checked then taken to the garment unit. At
first stage the raw material a fabric is completely layer on the table. And a previously prepared
pattern should be placed properly. Then to cut the fabric by manually or by using of cutting
machine according to the quantity of fabric. After that a cute pieces are taken for stitching, if any
embroidery is needed to send the cute fabric to embroidery unit.

CUTTING:
The fabric is then cut with the help of cloth cutting machines suitable for the type of
the cloth. These can be band cutters having similar work method like that of band saws; cutters
having rotary blades; that use either blades or laser beams to cut the fabric in desired shapes.

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STITCHING:
The cute fabrics are taken to the stitching department. In these department 500 sewing
machines is arranged in a row wise. Each one labour handles each machine and an every person
have to stitch any one part only (i.e.,) neck round one person, seam finishing one person, etc…
like that a stitching process going on. During stitching a common qc (quality in charge) have
been check the garment randomly for making good quality. After stitching it should passed to
checking department. In this department checking of garment is going on. Whether the checking
process is completed it ill moves to ironing and packing department.

CHECKING:
A checking is a pattern of modified stripes consisting of crossed horizontal and vertical
lines forming squares.

IRONING:
In this department the finished garment should be taken for ironing. For ironing a
special type of ironing table is used that have special suction system to suck the air and catches
the garment, and ironing brand labels have been tagged in the garment.

PACKING:
Then pack the garment according to the buyer needs after it will dispatches from the
garment unit. If in indirect system from buying they have one people is nominated to check
weather all the aspects are correct after that only a dispatching.

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CHAPTER- III
RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem allotting


procedure, step of plan. It explains the various steps that are generally adopted in studying the
research problem.
Research is an out of scientific investigation and research methodology is a way to
systematically solve the research problem.
RESEARCH DESIGN
Research design is the conceptual structure within which research is conducted .It
constitutes the blueprint for the collection, measurement, analysis of data. The research design
adopted was descriptive research design.
DESCRIPTIVE RESEARCH DESIGN
Descriptive research includes surveys and fact - finding enquiries of different kinds. The
major purpose of descriptive research is description of the state of affairs as it exists at present.
Descriptive research can only report what has happened or what is happening.
Descriptive research design is the one that simply describes something such as demographic
characteristics of consumers who use the product. The descriptive study is typically concerned
with determining frequency with something occurs or how variables vary together. This study is
guided by an initial hypothesis.

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SOURCES OF DATA
The data has been collected from both primary and secondary sources for the research
work.
PRIMARY DATA
Data originally collected in the process of the investigation are known as primary data.
The primary data are those, which are collected as a fresh data and happen to be original in
character. This study mainly used primary data. It is collected by direct contact with employees
questionnaire.
SECONDARY DATA
The secondary data which have been already collected by someone else. The data was
collected from the files of the company, Books, journal, newspapers, magazines, textbook related
to the study and of the interest source were referred for the purpose from the library.
 Journals
 Files
 Books
 Website

SAMPLING UNIT
Employees of VARSHINI GARMENTS, Tirupur are taken as sampling unit.
SAMPLE SIZE
The sample size are 200 Respondents.
SAMPLE DESIGN
Probability Convenient sampling method is used selecting the sample from which the
primary data collected.

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PERIOD OF THE STUDY
The study was carried out for a period of 45 days.

TOOLS FOR ANALYSIS


The data collected were analyzed using tools like.
 Simple Percentage Analysis

 Chi-square Test

 Ranking method

SIMPLE PERCENTAGE
Percentage refers to a special kind of ratio percentages are used in making comparison
between two are more series of data. Percentages are used to describe relationship since the
percentage reduces everything to a common base and there by allows meaningful comparisons to
be made.
No. of. Respondents
Percentage analysis = ---------------------------------------- X 100
Total No. of. Respondents
CHI-SQUARE ( 2) TEST
Chi-square analysis has been used to test the hypothesis regarding consumer satisfactions
in preferring particular courier service. Chi-square, a non-parametric test, is symbolically written
as 2.
2
(O−E )
∑ E
Chi-square 2 =

Degree of freedom = (r-1) (c-1)

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Where as,
O = Observed Frequency
E = Expected Frequency
r = Number of rows
c = Number of col

RANKING METHOD:

Ranking Method is used to find the dominating factor which influences the employees

morale. The factor taken for this study is manager’s relations, working conditions, job security,

reward and recognition and delegation of authority and responsibility.

(Rij – 0.5)

Ranking Method = ------------------ X 100

Nj

Whereas,

Rij = No. of. Respondents

Nj = Total no. of. Respondents

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CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION
TABLE NO - 4.1
GENDER OF THE RESPONDENTS
NO. OF
RESPONDENT
S.NO GENDER S PERCENTAGE

1 Male 160 80

2 Female 40 20

TOTAL 200 100

The above table shows that 80% of the respondents are Male and remaining 20% of the
respondents are female.
It is found that most of the respondents (80%) are male.

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CHART NO - 4.1
GENDER OF THE RESPONDENTS

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Male
Female

80

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TABLE - 4.2
AGE OF THE RESPONDENTS
NO. OF
AGE OF THE RESPONDEN PERCENTAG
S.NO RESPONDENTS TS E
1 Below 30 years 40 20
2 31-40 years 80 40
3 41 -50years 60 30
4 Above 50 years 20 10
Total 200 100

The above table shows that 20% of the respondents are below 30 years of age group, 40%
of the respondents are between 31-40 years of age group, 30% of the respondents are between
41-50 years of age group, and 10% of the respondents are above 50 years of age group
It is found that most of the respondents (40%) are between 31-40 years.

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CHART NO - 4.2
AGE OF THE RESPONDENTS

40
40

35
30
30

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PERCENTAGE

20
20

15
10
10

0
Below 30 years 31-40 years 41 -50years Above 50 years
AGE GROUP

27
TABLE NO - 4.3
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

NO. OF
EDUCATIONAL RESPONDENT PERCENTAG
S.NO QUALIFICATION S E
1 School level 20 10

2 Under Graduate level 80 40

3 Post Graduate level 60 30

4 Other 40 20

TOTAL 200 100

The above table shows that 10% of the respondents are educated school level,
40% of the respondents are educated under Graduate level, 30% of the respondents are educated
post graduate level, 20% of the respondents are others.
It is found that most of the respondents (40%) are under Graduate level.

28
.

CHART NO - 4.3
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

40

40

35 30

30

25 20

20
PERCENTAGE

15 10

10

EDUCATIONAL QUALIFICATION

29
TABLE NO - 4.4
WORK EXPERIENCE OF THE RESPONDENTS
NO. OF
EXPERIANCE OF RESPONDENT PERCENTAG
S.NO THE RESPONDENTS S E
1 Below 2 years 36 18
2 2-4 years 54 27
3 4-6 years 37 18
4 Above 6 years 73 37
Total 200 100

The above table shows that 18% of respondents are below 2 years, 27% of the respondents
are 2-4 years, 18% of respondents are 4-6 years, 37% of respondents are Above 6 years.
It is found that most of the respondents (37%) are Above 3 years.

30
CHART NO – 4.4
WORK EXPERIENCE OF THE RESPONDENTS

37
40
35
27
30
PEERRCENTAGE

25 18 18
20
15
10
5
0
Below 2 years 2-4 years 4-6 years Above 6 years
YEARS

31
TABLE NO - 4.5
MONTHLY INCOME OF THE RESPONDENTS

S.NO MONTHLY NO.OF


PERCENTAGE
INCOME RESPONDENTS
1 Below Rs.10000 38 19

2 Rs.10001-15000 77 38

3 Rs.15001-20000 60 30

4 Above Rs.20000 25 13

Total 200 100

The above table shows that 5% of the respondents are earning below Rs.10,000 , 20% of
the respondents are earning between Rs.10,001-15,000 ,30% of the respondents are earning
between Rs15,001- 20,000 ,45% of the respondents are earning above Rs.20,000.
It is found that most of the respondents (45%) are earning above Rs.20,000.

32
CHART NO - 4.5
MONTHLY INCOME OF THE RESPONDENTS

45
45

40

35 30
30
PERCENTAGE

25 20
20

15

10 5
5

0
Below Rs 10,000 Rs.10,001-15,000 Rs.15,001-20,000 Above Rs 20,000
MONTHLY INCOME

33
TABLE NO - 4.6

TREATMENT OF THE RESPONDENTS

S.NO TREATMENT NO. OF RESPONDENTS PERCENTAGE


1 Very Strict 30 15
2 Strict 70 35
3 Moderate 80 40
4 Lenient 20 10

TOTAL 200 100

The above table, it is inferred that majority 15% of the respondents are very Strict, 35% of
the respondents are strict, 40% of the respondents are moderate, 10% of the respondents are
Lenient.
It is found that most of the respondents (40%) are moderate.

34
CHART NO - 4.6
TREATMENT OF THE RESPONDENTS
40
40
35
35

30

25
PERCENTAGE

20
15
15
10
10

0
Very Strict Strict Moderately Lenient

PARTICULARS

35
TABLE NO - 4.7
GOOD WORK OF THE RESPONDENT

NO. OF
S.NO GOOD WORK RESPONDENTS PERCENTAGE
1 Always 62 31
2 Often 58 29
3 Sometimes 44 22
4 Rarely 20 10
5 Never 16 8
TOTAL 200 100

The above table shows that 31% of the respondents are always, 29% of the respondents
are often, and 22% of the respondents are Sometimes, 10% of the respondents are rarely and 8%
of the respondents are never.
It is found that most of the respondents (31%) are always.

36
CHART NO - 4.7
GOOD WORK OF THE RESPONDENT

35
31
29
30

25 22

20
PERCENTAGE

15
10
8
10

0
Always often Sometimes Rarely Never
PARTICULARS

37
TABLE NO - 4.8
FEEDBACK INTERVALS OF THE RESPONDENT

FEEDBACK NO. OF PERCENTAG


S.NO INTERVALS RESPONDENTS E
1 Monthly Once 30 15
2 3 Monthly Once 68 34
3 6 Monthly Once 80 40
4 9 Monthly Once 22 11

TOTAL 200 100

The above table, it is inferred that majority 15% of the respondents are Monthly ones, 34% of the
respondents are 3 monthly ones, 40% of the respondents are 6 monthly ones, 11% of the
respondents are 9 monthly ones.
It is found that most of the respondents (40%) are 6 Monthly ones.

38
CHART NO - 4.8

39
FEEDBACK INTERVALS OF THE RESPONDENT
PERCENTAGE

6 Monthly Once; 40
3 Monthly Once; 34

Monthly Once; 15
9 Monthly Once; 11

Monthly Once 3 Monthly Once 6 Monthly Once 9 Monthly Once


PARTICULARS

40
TABLE NO - 4.9
DEVELOPMENT PURPOSE OF THE RESPONDENTS

DEVELOPMEN NO. OF
S.NO T RESPONDENTS PERCENTAGE
1 Always 52 26
2 Often 58 29
3 Sometimes 36 18
4 Rarely 38 19
5 Never 16 8
TOTAL 200 100

The above table shows that 26% of the respondents are always, 29% of the respondents
are often, and 18% of the respondents are Sometimes, 19% of the respondents are rarely and 8%
of the respondents are never.
It is found that most of the respondents (29%) are often.

41
CHART NO - 4.9
DEVELOPMENT PURPOSE OF THE RESPONDENTS

29
30 26

25
18 19
20
PERCENTAGE

15
8
10

0
Always often Sometimes Rarely Never
PARTICULARS

42
TABLE NO - 4.10
PROMOTION OF THE RESPONDENTS

NO. OF
S.NO PROMOTION RESPONDENTS PERCENTAGE
1 Performance 70 35
2 Favoritism 30 15
3 Sincerity 60 30
4 Experience 40 20
TOTAL 200 100

The above table shows that 35% of the respondents are Performance, 15% of the respondents are
Favoritism, and 30% of the respondents are Sincerity, 20% of the respondents are Experience.
It is found that most of the respondents (35%) are performance.

43
CHART NO - 4.10
PROMOTION OF THE RESPONDENTS
35
35
30
30

25
20
PERCENTAGE

20
15
15

10

0
Performance Favoritism Sincerity Experience
PARTICULARS

44
TABLE NO - 4.11
EMPLOYEES PROBLEM

NO. OF
The RESPONDENT PERCENTAG
S.NO PROBLEM S E
1 Top Management 60 30
2 HRD Department 44 22
3 Workers Themselves 56 28
4 Thought Trade Union 40 20
TOTAL 200 100
above table shows that 30% of the respondents are Top management, 22% of the respondents are
HRD Managing Department, and 28% of the respondents are workers themselves, 20% of the
respondents are Thought Trade Union.
It is found that most of the respondents (30%) are Top Management.

45
CHART NO - 4.11
EMPLOYEES PROBLEM

30
28
30
22
25 20

20
15
10
PERCENTAGE

5
0

PARTICULARS

46
TABLE NO - 4.12
GRIEVANCE PROCEDURE OF THE RESPONDENTS

S.NO GRIEVANCE NO. OF RESPONDENTS PERCENTAGE


1 Never 74 37
2 Rarely 66 33
3 Occasionally 20 10
4 Usually 40 20
TOTAL 200 100

The above table shows that 37% of the respondents are Never, 33% of the respondents are rarely,
10% of the respondents are occasionally, 20% of the respondents are usually.
It is found that most of the respondents (37%) are Never.

47
CHART NO - 4.12
GRIEVANCE PROCEDURE OF THE RESPONDENTS

37
40 33
35
30
20
PERCENTAGE

25
20
15 10

10
5
0
Never Rarely Occasionally Usually
PARTICULARS

48
TABLE NO - 4.13
THE CHANNEL COMMUNICATION OF THE RESPONDENTS

NO. OF
RESPONDENT PERCENTAG
The S.NO DEALING S E

1 Upward communication 120 60

2 Downward communication 45 23

3 Lateral communication 35 17

TOTAL 200 100


above table shows that 60% of the respondents are only one way communication, 23% of the
respondents are two way communication and 17% of the respondents dealing in are informal
communication.
It is found that most of the respondents (60%) are only one way communication.

49
CHART NO-4.13
THE CHANNEL COMMUNICATIION OF THE RESPONDENTS

60
60
50
40
23
30 17
20
PERCENTAAGE

10
0

n
n

tio
tio

tio

i ca
ca

ca
i

un
un

un

m
m

m
m

om

Co
co

yc
ay

al
wa

m
ew

r
o

fo
Tw
on

In
ly
On

UPWARD DOWNWARD LATERAL


PARTICULARS

TABLE NO – 4.14

50
THE LEVEL OF SATISFACTION TO RELATIONSHIP WITH CO-

WORKERS OF THE RESPONDENTS

NO.OF
RELATIONSHIP
S.NO RESPONDEN PERCENTAGE
WITH CO-WORKERS
TS
1 Highly satisfied 32 18

2 Satisfied 72 36

3 Neutral 52 26

4 Dissatisfied 28 14

5 Highly dissatisfied 12 6

Total 200 100%

From the above table shows that, 18% of the respondents are highly satisfied,

36% of the respondents are satisfied, 26% of the respondents are neutral, 14% of the respondents

are dissatisfied and remaining 6% of the respondents are highly dissatisfied.

CHART NO – 4.14

51
THE LEVEL OF SATISFACTION TO RELATIONSHIP WITH CO-

WORKERS OF THE RESPONDENTS

SATISFIED; 36%

NEUTRAL; 23%

DISSATISFIED; 17%
HIGHLY SATISFIED; 16%

HIGHLY DISSATISFIED; 8%

HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED

TABLE NO – 4.15
52
THE LEVEL OF SATISFACTION TO RELATIONSHIP WITH SUPERIORS

OF THE RESPONDENTS

RELATIONSHIP NO.OF
S.NO PERCENTAGE
WITH SUPERIORS RESPONDENTS
1 Highly satisfied 50 25

2 Satisfied 68 34

3 Neutral 40 20

4 Dissatisfied 22 11

5 Highly dissatisfied 20 10

Total 200 100

From the above table shows that, 25% of the respondents are highly satisfied,

25% of the respondents are satisfied, 20% of the respondents are neutral, 11% of the respondents

are dissatisfied and remaining 10% of the respondents are highly dissatisfied.

CHART NO – 4.15

53
THE LEVEL OF SATISFACTION TO RELATIONSHIP WITH

SUPERIORS OF THE RESPONDENTS

SATISFIED; 37%

HIGHLY SATISFIED; 25%

NEUTRAL; 21%

DISSATISFIED; 11%

HIGHLY DISSATISFIED; 6%

HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED

TABLE NO – 4.16

54
THE LEVEL OF SATISFACTION TO RELATIONSHIP WITH

MANAGEMENT OF THE RESPONDENTS

S.NO RELATIONSHIP WITH NO.OF PERCENTAGE

MANAGEMENT RESPONDENTS
1 Highly satisfied 50 25

2 Satisfied 60 30

3 Neutral 70 35

4 Dissatisfied 16 8

5 Highly dissatisfied 4 2

Total 200 100

From the above table shows that, 25% of the respondents are highly satisfied, 30% of the

respondents are satisfied, 35% of the respondents are neutral, 8% of the respondents are

dissatisfied and remaining 2% of the respondents are highly dissatisfied.

CHART NO – 4.16

55
THE LEVEL OF SATISFACTION TO RELATIONSHIP WITH

MANAGEMENT OF THE RESPONDENTS

NEUTRAL; 27%

SATISFIED; 23%
DISSATISFIED; 21%

HIGHLY SATISFIED;
16%
HIGHLY
DISSATISFIED; 13%

56
TABLE NO –4.17

THE LEVEL OF SATISFACTION TO RELATIONSHIP WITH

SUBORDINATES OF THE RESPONDENTS

S.NO RELATIONSHIP WITH NO.OF


PERCENTAGE
SUBORDINATES RESPONDENTS
1 Highly satisfied 86 2

2 Satisfied 74 3

3 Neutral 30 15

4 Dissatisfied 6 37

5 Highly dissatisfied 4 43

Total 200 100

From the above table shows that, 2% of the respondents are highly satisfied, 3% of the

respondents are satisfied, 15% of the respondents are neutral, 37% of the respondents are

dissatisfied and remaining 43% of the respondents are highly dissatisfied.

57
CHART NO – 4.17

58
THE LEVEL OF SATISFACTION TO RELATIONSHIP WITH

SUBORDINATES OF THE RESPONDENTS

59
NO.OF
S.NO REWARDS AND RECOGNITION PERCENTAGE
RESPONDENTS
1 Highly satisfied 6 3%

2 Satisfied 10 5%

3 Neutral 28 14%

4 Dissatisfied 56 28%

5 Highly dissatisfied 100 50%

Total 200 100%

From the above table shows that, 3% of the respondents are highly satisfied, 5% of the

respondents are satisfied, 14% of the respondents are neutral, 28% of the respondents are

dissatisfied and remaining 50% of the respondents are highly dissatisfied.

CHART NO – 4.18

THE LEVEL OF SATISFACTION TO REWARDS AND RECOGNITION

OF THE RESPONDENTS

60
HIGHLY DISSATISFIED; 56%

DISSATISFIED; 33%

NEUTRAL; 7%
SATISFIED; 4%
HIGHLY SATISFIED; 1%

HIGHLY SATISFIED SATISFIED NEUTRAL DISSATISFIED HIGHLY DISSATISFIED

TABLE NO - 4.19
LEVEL OF SATISFACTION

61
S. DS HDS
FACTORS HS S N TOTAL
No.
36 72 52 28 12 200
1 Relationship with Co
workers 14% 6%
18% 36% 26% 100%
2 Relationship with 68 50 40 20 22 200
34% 25% 20% 10% 11% 100%
superiors
3 Relationship with 50 60 70 16 4 200
Management 25% 30% 35% 8% 2% 100%
4 Relationship with 86 74 30 6 4 200
Subordinates 43% 37% 15% 3% 2% 100%
5 Rewards and 100 56 28 10 6 200
Recognition 50% 28% 14% 5% 3% 100%

From the above table it is inferred that 18 % of the respondents are highly satisfied with
Relationship with Co-workers, 36 % of the respondents are satisfied with Relationship with Co-
workers, 26 % of the respondents are neutral, 14 % of the respondents are dissatisfied and 6 % of
the respondents are highly dissatisfied Relationship with Co-workers.
From the above table it is inferred that 34% of the respondents are highly satisfied Relationship
with superiors, 25 % of the respondents are satisfied Relationship with superiors, 20 % of the
respondents are neutral Relationship with superiors, 10 % of the respondents are dissatisfied and
11 % of the respondents are highly dissatisfied with their Relationship with superiors.
From the above table it is inferred that 35% of the respondents are highly satisfied Relationship
with Management, 30 % of the respondents are satisfied Relationship with Management, 25% of
the respondents are neutral Relationship with Management, 8% of the respondents are
dissatisfied and 2% of the respondents are Highly dissatisfied with their Relationship with
Management.
From the above table it is inferred that 43% of the respondents are highly satisfied with Part in
decision making, 37 % of the respondents are satisfied with Part in decision making, 15% of the
respondents are neutral with Part in decision making, 3% of the respondents are dissatisfied and
2% of the respondents are Highly dissatisfied with Part in decision making.

62
From the above table it is inferred that 50% of the respondents are highly satisfied, with
Organization takes care about the employees life, 28 % of the respondents are satisfied with
Organization takes care about the employees life, 14% of the respondents are neutral with
Organization takes care about the employees life, 5% of the respondents are dissatisfied and 3%
of the respondents are Highly dissatisfied with Organization takes care about the employees life.

TABLE NO - 4.20
NATURE OF TEAM
S. No. PARTICULARS SA A N DA SDA TOTAL
1 Opinion about 12 38 76 62 12 200

63
Respondents team is
(6%) (19%) (38%) (31%) (6%) (100%)
Friendly and supportive
Opinion about
26 70 68 28 8 200
2 Respondents team is
(13%) (35%) (34%) (14%) (4%) (100%)
Efficient and hard working
Opinion about
42 110 32 14 2 200
3 Respondents team is
(21%) (55%) (16%) (7%) (1%) (100%)
Sharing of work load
Opinion about
Respondents team is 40 34 44 66 16 200
4
Contributing towards (20%) (17%) (22%) (33%) (8%) (100%)
growth and development

The above table shows that 6% of the respondents are highly satisfied with Friendly
and supportive, 19% of the respondents are satisfied with the Friendly and supportive, 38% of
the respondents are neutral with Friendly and supportive, 31% of the respondents are dissatisfied
with Friendly and supportive and 6% of the respondents are highly dissatisfied with the Friendly
and supportive.
The above table shows that 13% of the respondents are highly satisfied with Efficient
and hard working, 35% of the respondents are satisfied with the Efficient and hard working, 34%
of the respondents are neutral with the Efficient and hard working 14% of the respondents are
dissatisfied with Efficient and hard working and 4% of the respondents are highly dissatisfied
with the Efficient and hard working.
The above table shows that 21% of the respondents are highly satisfied with Sharing of
work load, 55% of the respondents are satisfied with the Sharing of work load, 16% of the
respondents are neutral with Sharing of work load, 7% of the respondents are dissatisfied with
Sharing of work load and 1% of the respondents are highly dissatisfied with Sharing of work
load.

The above table shows that 20% of the respondents are highly satisfied with
Contributing towards growth and development, 17% of the respondents are satisfied withthe

64
Contributing towards growth and development, 22% of the respondents are neutral with
Contributing towards growth and development, 33% of the respondents are dissatisfied with
Contributing towards growth and development and 8% of the respondents are highly dissatisfied
with the Contributing towards growth and development.

RANKING METHOD
TABLE NO - 4.21
FACILITY OF THE RESPONDENTS
S NO FACILITY SCORE RANK
1 Insurance policy VII
1028
2 Medical facilities 1527 II

65
3 Transportation facilities V
1240
4 Leave with salary 1396 IV
5 Rest shelters I
1535
6 Good ventilation 1439 III
7 Security 1199 VI

The above table reveals that among the respondents transport facilities stands
first position with the total score of 1535, Leave with salary stands second position with the total
score of 1527, Medical facilities stands third position with the total score of 1439, followed by
Support from co workers stands fourth position with the total score of 1396, Insurance policies
stands fifth position with the score of 1240, Security sixth position with the total score of 1199
and Support from supervisor for seventh position with the total score of 1028.

TABLE No. 4.22

AGE VS LEVEL OF SATISFACTION OF THE RESPONDENTS


(TWO-WAY TABLE)
SATISFACTION Highly Highly
Satisfied Neutral Dissatisfied TOTAL
LEVEL Satisfied Dissatisfied

66
Below 30years 12 10 6 6 4
38
(12.36) (10.64) (6.08) (4.75) (4.18)
31 –40years 30 19 s13 5 2
69
(22.42) (19.32) (11.04) (8.62) (7.59)
19 21 10 10 9
41 – 50years 69
(22.42) (19.32) (11.04) (8.62) (7.59)
4 6 3 4 7
Above 50years 24
(7.8) (6.72) (3.84) (3.0) (2.64)

Total 65 56 32 25 22 200

Null Hypothesis (H0) - There is no significant relationship between age

group and satisfaction level regarding employer

–employee relationship.

Alternative Hypothesis (H1) - There is a close significant relationship between

age group and satisfaction level regarding

employer –employee relationship.

TABLE No - 4.23
AGE VS LEVEL OF SATISFACTION OF THE RESPONDENTS
(CHI-SQUARE TEST)

Calculated  2
Factors Table Value D.F Remarks
Value

67
Not Significant at 5%
Age 18.114 26.296 16
Level

It is inferred found from the above table shows that the calculated chi-square value is

less than the table value and the result is not significant, Hence the null hypothesis is accepted.

So, we conclude that there is no close relationship between the age group and satisfaction level

regarding employer –employee relationship.

TABLE NO – 4.24

GENDER VS LEVEL OF SATISFACTION OF THE RESPONDENTS

(TWO WAY TABLE)

Satisfaction Highly Dissatisfie Highly


Satisfied Neutral Total
level Satisfied d Dissatisfied

68
Gender
Male 31(37.44) 31(26.52 24(20.28 8(9.36) 4(10.4) 104

) )
Female 35(34.56) 20(24.48 15(18.64 10(8.64) 16(9.6) 96

) )
Total 72 51 39 18 20 200

Null Hypothesis (H0) -.There is no significant relationship between Gender and

satisfaction level regarding employer –

employee relationship.

Alternative Hypothesis (H1) - There is significant relationship between

Gender and Level of satisfaction regarding

Employer-Employee relationship.

TABLE NO - 4.25

GENDER VS LEVEL OF SATISFACTIONOF RESPONDENTS


(CHI-SQUARE TEST)

Calculated  2
Factors Table Value D.F Remarks
Value

69
Not Significant at 5%
Gender 7.781 9.488 4
Level

It is inferred found from the above table shows that the calculated chi-square value is

less than the table value and the result is not significant, Hence the null hypothesis is accepted.

So, we conclude that there is no close relationship between the gender and satisfaction level

regarding Employer – Employee relationship.

TABLE NO – 4.26
EDUCATIONAL QUALIFICATION VS LEVEL OF SATISFACTION OF THE

Satisfaction Highly Highly


Satisfied Neutral Dissatisfied Total
level Satisfied Dissatisfied

70
9 2 10 6 15
School Level 42
(7.77) (8.61) (4.77) (6.93) (9.45)
Under 16 20 12 13 20
81
Graduate (14.98) (16.60) (17.82) (13.36) (18.22)
Post 8 14 7 10 7
46
Graduate (8.15) (9.43) (10.12) (7.59) (10.35)
4 5 15 4 3
Others 31
(4.18) (6.35) (6.82) (5.11) (6.97)

Total 37 41 44 33 45 200

RESPONDENTS (TWO-WAY TABLE)

Null Hypothesis (H0) - There is no significant relationship between

educational qualification and satisfaction level

regarding employer –employee relationship.

Alternative Hypothesis (H1) - There is a close significant relationship between


educational qualification and satisfaction level
regarding employer –employee relationship

TABLE No - 4.27
EDUCATIONAL QUALIFICATION VS LEVEL OF SATISFACTION OF
THE RESPONDENTS
(CHI-SQUARE TEST)

71
Calculated  2
Factors Table Value D.F Remarks
Value

Educational
Qualificatio 36.711 26.296 16 Significant at 5% Level
n

It is inferred found from the above table shows that the calculated chi-square

value is greater than the table value and the result is significant, Hence the null

hypothesis is rejected. So, we conclude that there is a close relationship between the

educational qualification and satisfaction level regarding Employer – Employee

relationship.

CHAPTER-V
FINDINGS, SUGGESTION AND CONCLUSION

5.1 FINDINGS
72
 It is observed from the analysis that the majority of the respondents (80%) are male.
 It is observed from the analysis that the majority of the respondents (40%) are age group
of 31-40 years.
 It is inferred study that the majority of the respondents (40%) are having undergraduate
level.
 From the study it is inferred that the majority of the respondents (37%) are Above 3
years.
 It is inferred that the majority of the respondents (45%) are earning above Rs.20,000
 It is identified from the analysis that the majority of the respondents (45%) are cordial
relationship between co-workers.
 The analysis shows that the majority of the respondents (40%) are supervision guidance
inspiration followed in the organization.
 It is observed from the analysis that the majority of the respondents (31%) are feeling that
the developments of the subordinates are seen as an important part of the job.
 It is found that most of the respondents (40%) are saying your management encourages
feedback from the employee 6 Monthly once.
 The analysis shows that the majority of the respondents (29%) are the employee does
good work the superior readily to appreciate always.
 It is inferred that the majority of the respondents (35%) of the employee performance was
good.
 It is observed that the most of the respondents (30%) are Top Management.
 It is found that most of the respondents (37%) are Never help the grievance procedure.
 It is identified that most of the respondents (60%) are upward communication.
 It is found that most of the respondents (42%) are less work.
 It is found that most of the respondents (60%) are good service of the employee.
 It is observed that the majority of the respondents (38%) are neutral with Friendly and
supportive.
 Most of (35%) of the respondents are satisfied with efficient and hard working.
 It is inferred that (55%) of the respondents are satisfied with sharing of work load.
 It is found that (36%) of the respondents are satisfied with relationship with co-workers.
 It is identified that (34%) of the respondents are highly satisfied with relationship with
superiors.
 It is observed that (35%) of the respondents are highly satisfied with relationship
management.
 It is found that (43%) of the respondents are highly satisfied with take part in decision
making.
 It is inferred that (50%) of the respondents are highly satisfied with organization takes
care about the employees personal life.

73
5.2 SUGGESTIONS

Based on the feelings of the respondents the researcher seems to bring the following few

suggestions to the notice the top management for consideration to improve the existing

organizational effectiveness.

 The company has to provide more medical facilities to their employees for the healthy

life.

74
 The company should give more incentive to motivate the employees to work with

interest.

 Most of the responders satisfied with the superiors guide their subordinates and prepare

them for future responsibility or roles they are likely to take up.

 Management has to provide sufficient training program for both the new and existing

employee’s and their suggestions must be recognized by the management further.

 Management has to provide good transportation and residential facilities for the

employees in the organization.

 The superiors in the organization should encourage, guide and motivate the employees

to share their ideas, views, and suggestions, so as to improve their performance.

5.3 CONCLUSION
This project was under taken on the topic Employer - Employee relationship.
Employer - Employee relationship refers to degree of readiness to pursue some designated goal,
including the degree of readiness. Employer - Employee relationship is a general inspirational
process, which gets the members of the team to pull their weight effectively, to give their loyalty

75
to the group, to carry out properly the tasks that they have accepted and generally to play an
effective part in the job that the group has undertaken. It helps in getting willing co-operation of
employees. Every enterprise makes efforts that its employees contribute maximum for achieving
enterprise goals.Employer- Employee relationship is an important task for managers. This
benefits the individual by providing career progression. It also benefits by ensuring the business
can deliver high levels of customer service through its skilled employees.

76
77

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