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EXECUTIVE SUMMARY
BACKGROUND OF THE STUDY:
QWL is a comprehensive, department-wide program designed to enhance the
work environment by improving employee satisfaction, strengthening work
place learning and helping employees better manage change and transition.
Quality of Work life programs has become important in the work place for the
following reasons:

Increased women in the workforce

Social integration in the company
Increased responsibility for elders
Increased demands at work
Loss of long term employment guarantees
The need for enhanced work place skills
Greater competition for talent

The central idea of QWL is that balancing work and personal life is not
merely a matter of personal choice but a corporate responsibility in terms
of:
Improving employee satisfaction
Strengthening work place learning
Better management of on-going change and transition
The concept of QWL in India manifests itself in a variety of operational
systems. There is a need to probe deeply these operational systems. The
available data on these aspects is scanty and superficial which has prompted us
to undertake this research.
PROBLEM STATEMENT:

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Study of the impact of work environment on the quality of work life of
employees in a garment exporting company.
OBJECTIVES:
To understand the present work environment in the company.
To study the impact of work environment on the personal effectiveness of
employees in the work place.
To examine the employee satisfaction level.
To find out if the satisfaction of employees in independent or dependent
on the quality of work life.
To find out areas of weakness and provide constructive suggestions.
RESEARCH METHODOLOGY
The nature of research was exploratory as well as diagnostic because the study
was aimed at exploring the impact of work environment on the quality of work
life of employees. This research is also aimed at recognizing the areas of
improvement for Theme Exports.
Sample size: A total number of 100 employees were selected to elicit the data
required for the study.
Sampling technique:
The respondents were chosen on the basis of simple random sampling. Simple
Random Sampling is also known as probability sampling or chance sampling.
Under this sampling design every item of the universe has an equal and fair
chance of inclusion in the sample. All choices being independent of one another,
it gives each possible sample combination an equal probability of being chosen.

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Data collection and analysis:
Data used in this research is primary as well as secondary.
Instrumentation techniques:
Questionnaire: The primary data has been collected through
questionnaires which were administered to employees and personally
filled by them.
Personal interview: This was required for classification of any
ambiguous answers from the employees.
LIMITATIONS OF THE STUDY:
This study pertains only to employees of Theme Exports.
The study is limited to the work environment and facilities provided by
Theme Exports.
Some questionnaires that I received were incomplete as a result could not
be included in the tabulation.
It is assumed that there is no influence of any person, for e.g. a colleague/
peer while filling the questionnaire.
As the perception level of the respondents has not been tested, it is
assumed that all of them have perceived the questions in the correct way.

EXPECTATIONS FROM THE STUDY:

To gain insight on the present level of quality of work life at Theme
Exports.
To familiarize myself with all the domains that contribute to the over-all
assessment of quality of work life.

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FINDINGS FROM THE STUDY:
The male employees are found to be more prone to stress compared to
their female counterparts. The reason can be attributed to the fact that
most men suffer from peer pressure from their female counterparts, as the
work involved is usually considered to be of womens domain.
Both the male and female employees feel that work environment has an
impact on their performance.
The employees are found to be content with the present work
environment in the company.
The satisfaction of employees is dependent on the quality of work

INTRODUCTION TO THE CONCEPT:

Quality of Work Life:
For most employees, going to work is a necessary evil, something that has to be
done every day. For a select few, however, their careers are their calling. They
believe in what they do and it gives them a sense of purpose. In their search for

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these "super employees," companies are looking for ways to provide a better
quality of work life.
Definition:

1. Quality of work life as the extent to which employees can enhance their
personal life through their work and their environment.
To businesses, this translates into how their staff's professional responsibilities
affect their personal lives. The quality of life has become a major focus as
companies realize the effect professional stress has on the quality of work and
officemorale.

The Assigned Task

1.

In assessing the quality of work life, it is important that the employee feel
that the task assigned is valued within the organization. The task should fit his
skills and abilities, allow the employee to supervise the progress of the task and
provide a way for the employee to reach his ultimate goal within the company.
Physical Work Environment

2.

The physical work environment centres on the physical space that the
employee is working in or a space that will be used in the future. The physical
environment should be safe and healthy, and provide the resources necessary to
complete the assigned task. An ideal physical environment is mentally
stimulated with all of the necessary job tools present and ready for use.
Administrative System

3. The administrative system refers to how the organization is managed. An

employee with a healthy quality of work life will feel supported and
encouraged to do well by the administration. The aforementioned study
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suggests that employees are looking for work environments where they have
access to fair assessments and feedback, and the ability to advance within the
organization.
Although employees want to be fairly compensated for their roles, more
importance is placed on the perception of job prestige from internal and
external sources

Work Life Vs. Home Life

4. This element is a little harder for businesses to affect because it is rooted in
personal perceptions. Every employee is different and that brings a different
view on the perfect work and life balance.
In attempting to create a fair work and life balance, organizations should
consider the effect of the job on the family, the level and type of stress the job
produces, and the ultimate career goal of the individual employee. Some
companies have addressed this by allowing telecommuting, flex schedules or
job sharing in lieu of longer hours or increased responsibility. quality of
work life as the extent to which employees can enhance their
personal life through their work and their environment.
INTRODUCTION TO HUMAN RESOURCE MANAGEMENT:
Human Resource management (HRM) is concerned with the people
dimensions in management. Since every organization is made up of people,
acquiring their services, developing their skills, motivating them to high level of
performance and ensuring that they continue to maintain their commitment to
the organization are essential for achieving organizational objective. This is true
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regardless of the type of organization, government, business, education, health,
recreation, or social action. Getting and keeping good people is critical to the
success of every organization whether profit or non-profit, public or private.
Those organizations that are able to acquire, develop, stimulate and keep
outstanding workers with both effective (able to achieve their goals) and
efficient (spending the least amount of resource necessary). Those organizations
that are ineffective or inefficient risk the hazards of stagnating or going out of
business. Survival of an organization requires competent managers and workers
coordinating their efforts towards an ultimate goal. While successful
coordination cannot guarantee success, organizations that are unsuccessful in
getting such coordination from managers and workers will ultimately fail.
To look at HRM more specifically, we suggest that it is process consisting of
four functions acquisition, development, motivation and maintenance of
Human Resource. In less academic terms we might describe these four
functions as getting people, preparing them, activating them and keeping them.
Human resources is a term with which many organizations describe the
combination

of

traditionally

administrative

personnel

functions

with

performance management, employee relations and resource planning. The field

draws upon concepts developed in Industrial/Organizational Psychology.
Human resources has at least two related interpretations depending on context.
The original usage derives from political economy and economics, where it was
traditionally called labor, one of four factors of production. The more common
usage within corporations and businesses refers to the individuals within the
firm, and to the portion of the firm's organization that deals with hiring, firing,
training, and other personnel issues. This article addresses both definitions.
The objective of Human Resources is to maximize the return on investment
from the organization's human capital and minimize financial risk. It is the
responsibility of human resource managers to conduct these activities in an

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effective, legal, fair, and consistent manner. Human resource management
serves these key functions:
1. Recruitment Strategy Planning
2. Hiring Processes(recruitment)
3. Performance Evaluation and Management
4. Promotions
5. Industrial and Employee Relations
6. Record keeping of all personal data.
7. Compensation, pensions, bonuses etc in liaison with Payroll
8. Confidential advice to internal 'customers' in relation to problems at
work.
Human resources
Modern analysis emphasizes that human beings are not "commodities" or
"resources", but are creative and social beings that make class contributions
beyond 'labor' to a society and to civilization. The broad term human capital has
evolved to contain some of this complexity, and in micro-economics the term
"firm-specific human capital" has come to represent a meaning of the term
"human resources."
Advocating the central role of "human resources" or human capital in
enterprises and societies has been a traditional role of Human Resource socialist
parties, who claim that value is primarily created by their activity, and
accordingly justify a larger claim of profits or relief from these enterprises or
societies. Critics say this is just a bargaining tactic which grew out of various
practices of medieval European guilds into the modern trade union and
collective bargaining unit.
A contrary view, common to capitalist parties, is that it is the infrastructural
capital and (what they call) intellectual capital owned and fused by
"management" that provides most value in financial capital terms. This likewise
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justifies a bargaining position and a general view that "human resources" are
interchangeable.
A significant sign of consensus on this latter point is the ISO 9000 series of
standards which requires a "job description" of every participant in a productive
enterprise. In general, heavily unionized nations such as France and Germany
have adopted and encouraged such descriptions especially within trade unions.
One view of this trend is that a strong social consensus on political economy
and a good social welfare system facilitates labor mobility and tends to make
the entire economy more productive, as labor can move from one enterprise to
another with little controversy or difficulty in adapting.
An important controversy regarding labor mobility illustrates the broader
philosophical issue with usage of the phrase "human resources": governments of
developing nations often regard developed nations that encourage immigration
or "guest workers" as appropriating human capital that is rightfully part of the
developing nation and required to further its growth as a civilization. They
argue that this appropriation is similar to colonial commodity fiat wherein a
colonizing European power would define an arbitrary price for natural
resources, extracting which diminished national natural capital.
The debate regarding "human resources" versus human capital thus in many
ways echoes the debate regarding natural resources versus natural capital. Over
time the United Nations have come to more generally support the developing
nations' point of view, and have requested significant offsetting "foreign aid"
contributions so that a developing nation losing human capital does not lose the
capacity to continue to train new people in trades, professions, and the arts.
In the very narrow context of corporate "human resources", there is a
contrasting pull to reflect and require workplace diversity that echoes the
diversity of a global customer base. Foreign language and culture skills,
ingenuity, humor, and careful listening, are examples of traits that such
programs typically require. It would appear that these evidence a general shift to
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the human capital point of view, and an acknowledgment that human beings do
contribute much more to a productive enterprise than "work": they bring their
character, their ethics, their creativity, their social connections, and in some
cases even their pets and children, and alter the character of a workplace. The
term corporate culture is used to characterize such processes.
The traditional but extremely narrow context of hiring, firing, and job
description is considered a 20th century anachronism. Most corporate
organizations that compete in the modern global economy have adopted a view
of human capital that mirrors the modern consensus as above. Some of these, in
turn, deprecate the term "human resources" as useless.
As the term refers to predictable exploitations of human capital in one context
or another, it can still be said to apply to manual labor, mass agriculture, low
skill "McJobs" in service industries, military and other work that has clear job
descriptions, and which generally do not encourage creative or social
contributions.
In general the abstractions of macro-economics treat it this way - as it
characterizes no mechanisms to represent choice or ingenuity. So one
interpretation is that "firm-specific human capital" as defined in macroeconomics is the modern and correct definition of "human resources" - and that
this is inadequate to represent the contributions of "human resources" in any
modern theory of political economy.
Human Resource Development
In terms of recruitment and selection it is important to consider carrying out a
thorough job analysis to determine the level of skills/technical abilities,
competencies, flexibility of the employee required etc. At this point it is
important to consider both the internal and external factors that can have an
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effect on the recruitment of employees. The external factors are those out-with
the powers of the organization and include issues such as current and future
trends of the labor market e.g. skills, education level, government investment
into industries etc. On the other hand internal influences are easier to control,
predict and monitor, for example management styles or even the organizational
culture.
In order to know the business environment in which any organization operates,
three major trends should be considered:
Demographics the characteristics of a population/workforce, for example, age,
gender or social class. This type of trend may have an effect in relation to
pension offerings, insurance packages etc.
Diversity the variation within the population/workplace. Changes in society
now mean that a larger proportion of organizations are made up of "babyboomers" or older employees in comparison to thirty years ago. Also, over
recent years organizations have had to become more diverse in their
employment practices to cope with the lower work ethic of the newer
generations. The service industry for example, has embraced those "babyboomers" desiring to reenter the workforce. Traditional advocates of "workplace
diversity" simply advocate an employee base that is a mirror reflection of the
make-up of society insofar as race, gender, sexual orientation, etc. These
advocates focus on the social engineering theory without understanding the
more important points: diversity of ideas to prevent stagnation of products and
business development; expanding the customer base through "outreach"; and
profit. Alarmists and advocates of social engineering theory cite a "rise in
discrimination, unfair dismissal and sexual/racial harassment cases" as an
indicator of the need for more diversity legislation. While such measures have a
significant effect on the organization, they effect little or no real change in
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advancing diversity of ideas in the workplace. Anti-discrimination laws and
regulations do require businesses to undertake a cost-benefit analysis. The result
of this analysis is often to adopt an approach that generally recognizes gender,
racial, and sexual orientation diversity as a cheaper alternative to fighting
endless litigation. In summary, diversity, based on social engineering is about
creating a working culture that seeks, respects and values difference without
regard to how diversity increases productive and unity of effort.
Skills and qualifications as industries move from manual to a more
managerial professions so does the need for more highly skilled graduates. If
the market is "tight" (i.e. not enough staff for the jobs), employers will have to
compete for employees by offering financial rewards, community investment,
etc.
In regard to how individuals respond to the changes in a labour market the
following should be understood:
Geographical spread how far is the job from the individual? The distance to
travel to work should be in line with the pay offered by the organization and the
transportation and infrastructure of the area will also be an influencing factor in
deciding who will apply for a post.
Occupational structure the norms and values of the different careers within
an organization. Mahoney 1989 developed 3 different types of occupational
structure namely craft (loyalty to the profession), organization career
(promotion through the firm) and unstructured (lower/unskilled workers who
work when needed).

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Generational difference different age categories of employees have certain
characteristics, for example their behavior and their expectations of the
organization.
While recruitment methods are wide and varied, it is important that the job is
described correctly and that any personal specifications are stated. Job
recruitment

methods

can

be

through

job

centres,

employment

agencies/consultants, headhunting, and local/national newspapers. It is

important that the correct media is chosen to ensure an appropriate response to
the advertised post.
Modern concept of human resources
Though human resources have been part of business and organizations since the
first days of agriculture, the modern concept of human resources began in
reaction to the efficiency focus of Taylorism in the early 1900s. By 1920,
psychologists and employment experts in the United States started the human
relations movement, which viewed workers in terms of their psychology and fit
with companies, rather than as interchangeable parts. This movement grew
throughout the middle of the 20th century, placing emphasis on how leadership,
cohesion, and loyalty played important roles in organizational success. Although
this view was increasingly challenged by more quantitatively rigorous and less
"soft" management techniques in the 1960s and beyond, human resources had
gained a permanent role within an organization.

INDUSTRY PROFILE
HISTORY OF TEXTILE AND GARMENT INDUSTRY IN INDIA:
The history of textiles in India dates back to the use of mordant dyes and
printing blocks around 3000 BC. The diversity of fibres found in India, intricate
weaving on its state-of-art manual looms and its organic dyes attracted buyers
from all over the world for centuries. The British colonization of India and its
industrial

policies

destroyed

the

innovative

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eco-system

and

left

it

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technologically impoverished. Independent India saw the building up of textile
capabilities, diversification of its product base, and its emergence, once again,
as an important global player. Today, the textile and apparel sector employs
35.0 mn people (and is the 2nd largest employer), generates 1/5th of the total
export earnings and contributes 4 per cent to the GDP thereby making it the
largest industrial sector of the country. This textile economy is worth US $37
bn and its share of the global market is about 5.90 per cent. The sector aspires
to grow its revenue to US $85bn, its export value to US $50bn and employment
to 12 million by the year 2010 (Texmin 2005).
The Textile and Apparel Supply Chain
The Textile and Apparel Supply Chain comprises diverse raw material sectors,
ginning facilities, spinning and extrusion processes, processing sector, weaving
and knitting factories and garment (and other stitched and non-stitched)
manufacturing that supply an extensive distribution channel (see Figure 1).
This supply chain is perhaps one of the most diverse in terms of the raw
materials used, technologies deployed and products produced.

This supply chain supplies about 70 per cent by value of its production to the
domestic market. The distribution channel comprises wholesalers, distributors
and retailers selling garments and textiles. It is only recently that large retail
formats are emerging thereby increasing variety as well as volume on display at
a single location. Another feature of the distribution channel is the strong
presence of agents who secure and consolidate orders for producers.
It is estimated that there exist 65,000 garment units in the organized sector, of
which about 88 per cent are for woven cloth while the remaining are for knits.
However, only 3040 units are large in size (as a result of long years of
reservation of non-exporting garment units for the small scale sectors a
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regulation that was removed recently). While these firms are spread all over the
country, there are clusters emerging in the National Capital Region (NCR),
Mumbai, Bangalore, Tirupur/Coimbatore, and Ludhiana employing about 3.5
mn people. According to our estimate, the total value of production in the
garment sector is around Rs.1,0501,100 bn of which about 81 per cent comes
from the domestic market. The value of Indian garments (eg. saree, dhoti,
salwar kurta, etc.) is around Rs.200250 bn. About 40 per cent of fabric for
garment production is imported a figure that is expected to rise in coming
years.
The weaving and knits sector lies at the heart of the industry. In 2004-05, of the
total production from the weaving sector, about 46 per cent was cotton cloth, 41
per cent was 100% non-cotton including khadi, wool and silk and 13 per cent
was blended cloth. Three distinctive technologies are used in the sector
handlooms, powerlooms and knitting machines.

They also represent very

distinctive supply chains. The handloom sector (including khadi, silk and some
wool) serves the low and the high ends of the value chain both mass
consumption products for use in rural India as well as niche products for urban
& exports markets.

It produces, chiefly, textiles with geographical

characterization (e.g., cotton and silk sarees in Pochampally or Varanasi) and in

small batches.

Handloom production in 2003-04 was around 5493

mn.sq.meters of which about 82 per cent was using cotton fibre. Handloom
production is mostly rural (employing about 10 million, mostly, household
weavers) and revolves around master-weavers who provide designs, raw
material and often the loom.

Weaving, using powerlooms, was traditionally done by composite mills that

combined it with spinning and processing operations.
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Over the years,

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government incentives and demand for low cost, high volume, standard
products (especially sarees and grey cloth) moved the production towards
powerloom factories and away from composite mills (that were essentially full
line variety producers). While some like Arvind Mills or Ashima transformed
themselves into competitive units, others gradually closed down. In 2003-04,
there remained 223 composite mills that produced 1434 mn. sq. mts. of cloth.
Most of these mills are located in Gujarat and Maharashtra. Most of the woven
cloth comes from the powerlooms (chiefly at Surat, Bhiwandi, NCR, Chennai).
In 2005, there were 425,792 registered powerloom units that produced 26,947
mn. sq. mts of cloth and employed about 4,757,383 workers.

Weaving sector

is predominantly small scale, has on an average 4.5 power looms per unit,
suffers from outdated technology, and incurs high co-ordination costs. Knits
have been more successful especially in export channels. Strong production
clusters like Tirupur and Ludhiana have led to growth of accessories sector as
well, albeit slowly. The hosiery sector, on the other hand, has largely a domestic
focus and is growing rapidly.

The spinning sector is perhaps most competitive globally in terms of variety,

unit prices and production quantity. Though cotton is the fibre of preference,
man-made fibre (polyster fibre and polyster filament yarn) is also produced by
about 100 large and medium size producers.
Spinning is done by 1566 mills and 1170 Small and Medium Enterprises
(SME). Mills, chiefly located in North India, deploy 34.24 mn. spindles and
0.385 mn rotors while the SME units produce their yarn on 3.29 mn spindles
and 0.119 mn. rotors producing 2270 mn kg of cotton yarn, 950 mn kg of
blended yarn and about 1106 mn kg of man-made filament yarn every year.
Worsted and non-worsted spindles (producing woolen yarn) have also
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progressively grown to 0.604 mn and 0.437 mn respectively. Spinning sector is
technology intensive and productivity is affected by the quality of cotton and
the cleaning process used during ginning.

The processing sector, i.e., dyeing, finishing and printing is mostly small in
scale. The largest amongst these would dye and finish about 5000 m/day. The
remaining are independent process houses (or part of composite mills) that use
automated large batch or continuous processing and have an average scale of
about 20,000 m of cloth daily. About 82.5 per cent or 10,397 units are hand
processors who dye cloth or yarn manually and dry in open sunshine. Of the
remaining (and these use automated and semi-automated equipment), 2076 are
independent process houses.

Cotton remains the most significant raw material for the Indian textile industry.
In 2003-04, 3009 mn kg of cotton was grown over 7.785 mn acres. Other fibres
produced are silk (15742 tonnes), jute (10985000 bales), wool (50.7 mn kg) and
man-made fibres (1100.65 mn kg). Cotton grows mostly in western and central
India, silk in southern India, jute in eastern and wool in northern India.
Significant qualities of cotton, silk and wool fibres are also imported by the
spinning and knitting sectors. (Except for garments, all data in this section was
obtained from OTC 2004 and Texmin 2005.)
Managing such a complex supply chain requires coordination through excellent
managerial practices, technology and facilitating policies.

Competitiveness of Indian Textile & Apparel Industry

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India is one of the few countries that owns the complete supply chain in close
proximity from diverse fibres to a large market. It is capable of delivering
packaged products to customers comprising a variety of fibres, diverse count
sizes, cloths of different weight and weave, and a panoply of finishes. This
permits the supply chain to mix and match variety in different segments to
deliver new products and applications. This advantage is further accentuated by
cost based advantages and diverse traditions in textiles.

Indian strength in spinning is now well established on unit costs on ring yarn,
open-ended (OE) yarn as well as textured yarn, Indian firms are ahead of their
global competitors including China. Same is true on some woven OE yarn
fabric categories (especially grey fabrics) but is not true for other woven
segments. India contributes about 23 per cent of world spindles and 6 per cent
of world rotors (second highest in the world after China). Fifty five per cent of
total investment in technology in the last decade has been made in the spinning
sector. Its share in global shuttleless loom, however, is only about 2.8 per cent
of world looms (and is ranked 9th in the world). The competitiveness in the
weaving sector is adversely affected by low penetration of shuttleless looms
(i.e., 1.69 % of Indian looms), the unorganized nature of the sector (i.e.,
fragmented, small and, often, un-registered units, low investment in technology
& practices especially in the powerloom, processing, handloom and knits) and
higher power tariffs. There is, however, a recent trend of investment in setting
up hi-tech, stand-alone mid-size weaving companies focusing on export
markets. India also has the highest deployment of handlooms in the world
(handlooms are low on productivity but produce specialized fabric). While
production and export of man-made fibre (and filament yarn) has increased over
the years, Indian industry still lags significantly behind US, China, Europe,
Taiwan etc. (Texmin, 2005.)
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Indian textile industry has suffered in the past from low productivity at both
ends of the supply chain low farm yields affecting cotton production and
inefficiency in garment sector due to restriction of size and reservation. Add to
this, contamination of cotton with consequent increase in cost (as it affects
quality and requires installation of additional process to clean and open cotton
fibres before carding operations), poor ginning (most equipment dates back to
1940s), high average defect rates in production process (which also leads to
increase in effective labour and power costs), hank yarn requirement, etc. and
its

competitiveness

gets

compromised

severely. Similarly, processing

technology is primarily manual and small batch oriented with visual colour
matching and sun drying. This leads to inconsistency in conformance quality.
Lead times across the sector continue to be affected by variability in the supply
chain defect rates average over 5%, average % of orders on time is about
80%, variance in order size across firms is high (e.g., the coefficient of
variability of average order size for spinning firms is about 2.6), and on an
average, 16 days of sales as work-in-process inventory (the highest for garment
firms) and an average of 30 days of sales in raw material inventory (the highest
for spinning firms) (Chandra 2004).

Some of the hurdles (eg., reservation in

the garment sectors) including tariff distortions between the organized and
unorganized sectors have now been systematically removed by policy initiatives
of Government of India and have opened avenues for firms to compete on the
basis of their capabilities.
Trade data of post-MFA performance reveals some interesting trends Indian fi
rms registered a 27 per cent growth in exports to US (against Chinas 52 per
cent) during the Jan-April 2005 time period. Most of this growth has been in
textiles while apparels show marginal gains. Apparels & accessories constituted
78% of global exports to USA (FICCI 2005). (India is still a relatively small yet
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growing player in the global apparel market.) It is expected that India will soon
replace Mexico as the second largest apparel supplier to the US.
Challenges facing Indian Textile and Apparel Industry
Indian apparel industry (IAI) is an important sector of the national economy and
enjoys some factor advantages. India ranks among the top target countries for
any company sourcing textiles and apparel. Indeed, apart from China, no other
country can match the size, spread, depth, and competitiveness of the Indian
textile and apparel industry. Moreover, the global elimination of quotas at the
end of 2004 has greatly enhanced the opportunities for sourcing from India.
India supplies over US$13 bn worth of textiles and apparel to the worlds
markets. And exports are growing rapidly as more and more buyers around the
world turn to India as an alternative to China. In 2005 spurred by the global
elimination of quotas shipments to the EU soared by 30% and those to the
USA shot up by 34%. These increases are remarkable, given that EU imports
from all sources rose by only 8% while US import growth was just 6%.
The reasons for Indias success are not hard to find. Apart from China, no other
country can match the size, depth, spread and competitiveness of the Indian
textile and apparel industry. India has a complete supply chain from a vast raw
material supply to high quality finished products. Labour costs are among the
lowest in the world. Indian firms offer experience, entrepreneurship and design
skills which Chinese firms find hard to match. The industry is also highly
versatile: smaller firms offer the flexibility needed for smaller orders while giant
firms have the capacity to service the worlds biggest buyers. Government
policies have changed too. As the Indian economy opens up to the outside
world, foreign investment opportunities are being transformed.
Since the elimination of quotas, Indian firms have been gearing up to meet fast
growing foreign demand for their products. New capacities are being built, and
competitiveness is improving as new technology is installed at a dramatic rate.
Leading foreign retailers and apparel brands are taking advantage of Indias
strengths as an alternative to China and other countries. Well known names
include Carrefour, Decathlon, Gap, H&M, JC Penney, Levi Strauss, Marks &
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Spencer, Metro Group, Nike, Reebok, Target, Tesco, Tommy Hilfiger and WalMart. In the post-quota era, these and new players will turn increasingly to India
India is opening up to the outside world. With economic liberalisation, there are
new opportunities for creating joint ventures aimed at supplying international
markets. But there is also scope for selling foreign brands in Indias huge
domesticmarket.
The sector is facing severe competition from countries like China, Bangladesh,
Srilanka, Vietnam etc, due to the Agreement on Textiles and Clothing (ATC)
under WTO. There is also a large domestic market base with more than one
billion population. The industry has a large number of tiny firms which are
unable to enjoy economies of scale. Though there are a few research studies
from a variety of perspective, the focus of most of the studies are on the
exporter The apparel industry having one of the longest and most complex chain
requires effective implementation of the integrated SCM and rationalization of
cost at every stage to improve its performance.

COMPANY PROFILE
Theme Exports was established in 1988 at Bombay and subsequently moved
to Bangalore in 1993. It mainly manufactures and exports ready to wear apparel.
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Theme exports
It is one of the few companies which have its own production units in both
Wovens & Knits set up in Bangalore and also have a network offices in Tirupur
and Mumbai.
The company has an experience of 12 years in this field and has established
itself in Australia, U.S, and E.E.C. markets. The company specializes in Mens,
Ladies and Childrens casual & fashion wear.
The approximate annual sales volume is US $5 Million and the approximate
annual in house production capacity is: Wovens 1,000,000 units. Knits
750,000 units.
The office and factories are fully equipped with modern technology and
communication systems to suit the current competitive scenario to the complete
satisfaction of our customers. Theme Exports, has a qualified team of
Merchandisers & Quality Controllers and hence assure our customers of clear &
timely communication and quality products.
DIVISIONS
The organization comprises of three manufacturing units - two of Wovens and
one of Knits. The approximate annual sales volume is US $5 Million and the
approximate annual in house production capacity is:
Wovens - 10,00,000 units.
Knits - 7, 50,000 units.

The layout of the three factories is:

o Unit 1: M/s.Theme Exports (Wovens)
Area: 20,000 sq. ft.
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Theme exports
Machines: 248 nos.
9 colour 20 head Tajima embroidery machine
Workers: 362 nos.

o Unit 2 : M/s Garments (India) (Wovens)

Area: 12,000 sq. ft.
Machines: 157 nos.
Workers: 260 nos.

o Unit 3 M/s Texknit Exports Pvt. Ltd.(Knits)

Area: 8,000 sq.ft.
Machines: 69 nos.
Workers: 120 nos.

Hence the total no. of machines are 500 and the total work strength is of 900
workers. Further, the management, production & office team comprises of 60
staff members.
The product range includes Men's Shirts/ Casual Trousers & Shorts, Ladies'
Blouses/ Shorts/ Dresses/ Rompers/ Skirts/ Vests and all Children's wear in
wovens. In knits, it includes T-shirts, Polo's, Dresses, Shirts and a range of
Ladies' Nightwear. The production lead-time is 90 - 120 days.
We have a specialized network of fabric sources which includes in the wovens,
100% Cotton & Cotton Blended Yarn Dyed fabrics from the Power loom sector
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Theme exports
in South India - Salem, Erode & Coimbatore where it has fabrics Q.C's locally
stationed for follow-ups & inspections. Mill made Yarn Dyes, Prints &
Jacquards in 100% Cotton & Blends are sourced from Ahmedabad & Surat for
which the follow-up & inspections is taken care of by the office in Mumbai. In
knits the fabric strengths are in Fancy Jacquards & Velours from Ludhiana &
Delhi and Jersey, Ribs, Interlock, Piques, Yarn Dyes in Cotton & Blends which
is sourced from Tirupur & Mumbai. The Quality Control teams in Tirupur,
Bangalore & Mumbai, control this.

CLIENTS

Theme Exports clientele includes reputed buyers like

U.S.A.:

J C Penny
Gloria Vanderbuilt
VF Corporation
Maggie & Max
Insomnia etc.

Canada, E.C Arrow,

France - Marcel Bauer / Zannier,
Netherlands - Bijenkorf ,
Finland - L .Trading.

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Theme exports
AIMS AND OBJECTS
To cater to the best labels with professionalism and be able to offer Q.P.D
(Quality, Price & Delivery)
WORK CULTURE
We follow four simple rules.

Human regulations:

Government Laws for labour minimum wages, Overtime, ESI, PF, Bonus &
Incentives and clean environment for working.
Human Safety:
Preventive maintenance on equipment to ensure the equipment doesn't injure the
operators, excess lightning to reduce strain and fatigue in the eyes, minimum
two exits in every building with broad passages in between batches for easy
movement regularly and in times of emergency, fire extinguishers for all types

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Theme exports
of fires, evacuation plans, first aid kits, fire alarms, all factory wiring with
circuit breakers, MCB's, ELCB's etc.
Communication:

The company believes in responding to all communication on the same day. The
office rule is no paper to be left for tomorrow. If they don't have an answer there
is an acknowledgment and mention of reverting the next day.
Product Quality:

This rule is no longer a rule it is a way of life now, surprisingly no one

organization now talks about quality, it just has to be good. There are no two
ways or any quality. Hence the rule goes if the goods have a problem it is not
shipped which, till date has never happened.
experience. From Madurai to Salem and from Ahmedabad, China & Taiwan, not
forgetting from Bombay to Calcutta, have been dealing with fabrics of all kinds.
FABRICS
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Theme exports

The fabrics consists of 4 technical and down the line with experienceFrom
Madurai to Salem and from Ahmedabad, China & Taiwan, not forgetting from
Bombay to Calcutta, have been dealing with fabrics of all kinds
LABORATORY:

The in house testing facility for shrinkage, dimensional stability, crocking etc
ensures the quality confidence for every lot of fabric that comes in-house
EMBROIDERY:

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Theme exports
In-house 9 color 20 head Tajima computerized embroidery machine. The
company specializes in complicate computerized as well as hand embroidered
garments.
EQUIPMENTS:

Stlkate of Art direct drive machines, lock stitch, button machines, Bartac,
Double Needles, Fusing, Form Finishers, Snap Button Attaching, Feed of the
Arm, 5 thread over locks and a lot more.
SAMPLING:
Consists of 4 masters with 15 machines with assistants for a quick turn around
of perfect samples.
PRODUCTION:

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Theme exports
A humble capacity of 14 batches each headed by a batch supervisor, Asst.
supervisor and 2 quality controllers in between to ensure perfect parts attaching,
then there is a final batch quality controllers at the end, goods move to the
finishing section which again is headed by the finishing in-charge who has
assistance in all areas like Button hole, Button Attaching, Trimming, Pre Ironing
inspection, Ironing, Post Ironing IE Final Inspections, Folding, Sorting,
Bundling & Carton making.
OFFICE SYSTEM:
The company is decentralized into the following departments, Merchandising,
Accounts, Documentation, Personal, Purchase & EDPC (Electronic Data
Processing & Communication).
Each department has a head of the department and a group in each department
which compliments each other in times of absence. The atmosphere is more like
one family with a feeling of no matter who hoots the goal as long as our team
achieves it.

VISION:
To set a precedent in the global garment manufacturing industry through
continous innovation, exceptional products, focussed services and enhanced
customer satisfaction.
MISSION:
Deliver on time,everytime anywhere in the world.

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Theme exports
Keep a sharp eye on product quality and put in all efforts to raise the
bar..constantly.
Augment and maintain a logistics infrastructure that adheres to the highest
levels of efficiency and seamlessly blends with our customers own supply
chain.
Quality Policy:
Quality leading to Client satisfaction shall be top priority. Complying with the
requirements of the quality management system and continuously improving its
effectiveness shall achieve this.
Employees shall be trained and motivated to enhance the quality of their work
and skill.

AREA OF OPERATION:
THEME EXPORTS opersates globally by extending its business with different
countries across the globe and sometimes within the boundaries of the country.
The clientele includes reputed buyers from different locations, they are:
U.S.A.: J C Penny
Gloria Vanderbuilt
VF Corporation
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Theme exports
Maggie & Max
Insomnia etc.
Canada, E.C Arrow,
France - Marcel Bauer / Zannier,
Netherlands - Bijenkorf ,
Finland - L .Trading.

OWNERSHIP PATTERN:
The pattern and distribution of ownership and use of lands greatly affects the
ability to sustain natural resources. Management options, resource demand and
ecological processes are affected by how the land is managed, fragmented, and
patterned. Successful sustainable management depends upon the degree of
functional connectivity across ownerships, boundaries, and landscapes.
The ownership pattern followed in THEME EXPORTS is private ownership i.e.
THEME EXPORTS is a private limited company It has an independent legal
existence according to The Indian Companies Act,1956 .

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Theme exports
In THEME EXPORTS:
Shares are not freely transferable as it is a private limited company and
the it is Not allowed to invite public to subscribe to its shares
Undemocratic control

WORK FLOW MODEL:

POLYMERS(PETRO
-CHEMICAL
PLANTS)

Jute/Wool/Silk
(farms)

MAN-MADE
FILAMENT
EXTRUSION
PROCESS

Cotton(Farms)

GINNING

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Theme exports
SPINNING

PROCESSING(FINI
SHING)

COMPOSITE MILLS, STAND

ALONE WEAVING,POWER
LOOMS AND HAND LOOMS.

OTHER
TEXTILE

GARMENT
AND
ACCESSORIES

DISTRIBUTION CHANNEL (EXPORT MARKETS AND DOMESTIC

MARKETS)

OWNERSHIP PATTERN:
COMPETITORS INFORMATION:

o Chugh's Navyug Military - Military uniforms and accessories

o
o
o
o
o
o
o

manufacturer
Darpan Silk - Quilts, curtains and cushion covers store
Dhakshini Apparels - Fashion garments store
Gokaldas Exports - Readymade garments manufacturer
Indigo Nation - Apparel, trousers and shirts manufacturer
Jasmine Apparels - Caps, Tshirts and soft bags manufacturer
Jay International - Textile and garment accessories supplier
Sajawat Industries - Woven labels, zippers and garment accessories
manufacturer
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Theme exports
o Smart Menswear - Exporter of high fashion woven garments
o Cheslind - Combed cotton yarn exporter.
o GO-GO INTERNATIONAL- manufacture and export of garments
of various brands.
INFRASTUCTURAL FACILITIES:
The office and factories are fully equipped with modern technology and
communication systems to suit the current competitive scenario to the complete
satisfaction of our customers. Theme Exports, has a qualified team of
Merchandisers & Quality Controllers and hence assure our customers of clear &
timely communication and quality products.
THEME EXPORT provides the employees with good working environment
with all the basic facilities like well furnished working section, canteen facilities
with quality food at reasonable rates, clean and hygienic restrooms and proper
ventilators for fresh air. It also
The organization comprises of three manufacturing units - two of Wovens and
one of Knits.

McKinseys 7S With reference to ALP

The 7-s Model is known as Mc Kinsey 7-s, because of the two persons who
developed this model - Tom Peters and Robert Waterman. They have been
consultants at Mc Kinsey & Co... They published their 7-S-Model in their
article Structure is Not Organization (1980) and in their books The Art of
Japanese Management (1981) and In Search of Excellence (1982).
The model starts on the premise that an organization is not just a Structure, but
consists of seven elements as shown in the diagram.
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Theme exports

Figure: Mc Kinsey 7S
The Seven Elements
The McKinsey 7S model involves seven interdependent factors which are
categorized as either "hard" or "soft" elements:
Hard Elements

Soft Elements

Strategy

Shared Values

Structure

Skills

Systems

Style
Staff

"Hard" elements are easier to define or identify and management can directly
influence them: These are strategy statements; organization charts and reporting
lines; and formal processes and IT systems.

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Theme exports
"Soft" elements, on the other hand, can be more difficult to describe, and are
less tangible and more influenced by culture. However, these soft elements are
as important as the hard elements if the organization is going to be successful.
The way the model is presented in Figure below depicts the interdependency of
the elements and indicates how a change in one affects all the others.
Let's look at each of the elements specifically:
Strategy: the plan devised to maintain and build competitive advantage
over the competition.
Structure: the way the organization is structured and who reports to
whom.
Systems: the daily activities and procedures that staff members engage in
to get the job done.
Shared Values: called "super ordinate goals" when the model was first
developed, these are the core values of the company that are evidenced in
the corporate culture and the general work ethic.
Style: the style of leadership adopted.
Staff: the employees and their general capabilities.
Skills: the actual skills and competencies of the employees working for

MCKINSEY 7S MODEL WITH REFERENCE TO THEME EXPORTS:

1. STRUCTURE:
MANAGING
DIRECTOR

DIRECTOR

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Theme exports
FABRIC
SOURCIN
G

CENTRAL
WAREHOU
SE
GODOWN

VICEPRESIDE
NT

VICEPRESIDENT
COMMERCI
AL

QUALITY
CONTRO
L
MANAGE
R

FACTO
RY
MANA
GER

LAUNDR
Y

ACCOUNT
S

LAB
MERC
HANDI
SING
DEPAR
TMEN
T

CAD
SYSTE
M

SHIPPI
NG
DEPAR
TMEN
T

PRODUC
TION
MANAG
ER

FLOOR
INCHARGE
SERVING
DEPT

SUPERVISO
R

SAMPLING
DEPARTMEN
T

PERSON
NEL
DEPART
MENT
FINISHI
NG
DEPT

Page 37

CUTTI
NG
DEPT

FABRI
C
DEPT

TRIM
STORES

Theme exports

2. SKILLS:
The steps taken to impart necessary skills on the job and off the job.
PRODUCT CATEGORY: Designing and developing flat knit sweaters, Mens
and Womens High Street Fashion for M&S.
COORDINATING DESIGNS: Coordinating with the team of designers in UK
and developing new designs and products for the upcoming seasons with the
guide lines provided by the customer.
DEVLOPING: Developing and Directing the Sampling Team to sample bulk
approvals and testing size set for production considering the different yarn base
and product finishing treatment.
SOURCING: Sourcing and developing trims and finishing suppliers to
improve and embellish the product range and develop new products like
buttons, tapes zipper pullers etc.
SOURCING: Sourcing, allocation, & development of various yarns/fabrics
from domestics / international market. Maintain textile library & cost indexes.
Develop new sources for trims / fabric / yarns
R&D: Constantly involved with the sampling division to achieve the right
product and specialty fabrics like bamboo cotton, corn fiber, overprints on Y/D
over dying, mud printing, sublimation printing, resistant washes, reversible
garments using bonded fabrics and various wash techniques.
MARKETING: Preparing/ presenting seasonal collections to overseas buyers
and designers. Supported by story / color / trends boards prepared on graphic
software.
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Theme exports
COST ANALYSIS: Maintaining records of styles developed / season, revenue
expenditure, hit rate in terms of styles turning in to concrete orders and per style
costing, done as per the set parameters of the company.
BUSINESS DEVELOPMENT: Targeting / developing new customers, by
studying their best selling products over past 4 seasons and presenting samples
on the same lines in competitive price points.
PRODUCTS HANDLED: Designed and developed products in Fine Knits,
Denims, Wovens, Sweaters for Mens and Womens Urban Street Fashion in
US, Skateboarding brands and Surf Wear brands casual wear.
COORDINATION & UPGRADATION: Liaising with the various design cells
of the group globally and updating the division with new techniques and
product innovations regularly.

3. STYLE:
The company is decentralized into the following departments, Merchandising,
Accounts, Documentation, Personal, Purchase & EDPC (Electronic Data
Processing & Communication).
Each department has a head of the department and a group in each department
which compliments each other in times of absence. The atmosphere is more like
one family with a feeling of no matter who hoots the goal as long as our team
achieves it. The top management people considers the employees in the decision
making process in order to provide opportunity to the employees to create and
generate ideas and to make them to involve in creativity and innovation process.

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4.STRATEGY:
WASTE ELIMINATION:
Recycling and reuse of textile wastes has assumed importance in the recent past
in our country. With the rise in the living standards, the demand for textiles and
clothing is expected to grow. Like any other company THEME EXPORT
categorize the different types of waste and takes necessary actions to eliminate
such waste.Various useful materials can be recovered from these wastes by
utilization of new process ses.
THEME EXPORTS developed a strategy to reduce the wastage during
manufacturing process they planned to improve manufacturing process at each
stage, thereby savings in the major inputs. During the process certain kind of
wastes such as solid wastes can be recovered by adopting new technologies,
whereby these wastes can be converted into useful materials for other
applications.

5.SYSTEM:
RANGE DEVELOPMENT: Develop collections for the upcoming seasons,
based on the yarn / fabric / colour / styling forecasts, collected & compiled by
intensive trend research collected from various domestic and international fairs
and buying samples of the relevant product of various brands.
Keeping the technical aspect / production feasibility / customer look in
consideration. Prepare technical sheets, styles and graphics as per customer
forecast.

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Theme exports

6.STAFF:
The total work strength is of 900 workers. Further, the management,
production& office team comprises of 60 staff members.
The management comprise of managing director,vice president , vice president
(commercial), fabric sourcing manager, finance and accounts
manager,operations manager,marketing manager, technical staffs, embroidery
experts, cutting experts,fabrication experts and supervisors
Technical experts: Trends forecasting, R&D and conceptualizing collections for
each season.
fabric experts: Developing knitted fabrics like double jacquards, lurex plating,
various textures etc.
fashion designers: Developes collections for seasonal fashion shows giving the
label a distinct identity for innovations on wool blend fabrics.
Closed the Millennium 2000 fashion show with walking the ramp for having
designed the entire collection including accessories.
printing and embroidery experts: Developes Sources for ethnic regional Indian
embroiders and printing techniques

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Theme exports

7.SHARED VALUES:
THEME EXPORTS works a lot in achieving success in the global business by
making a suitable plan and frame work for each and every department.to
achieve the desired objective of the copany THEME EXPORTS often provide
training and induction for the employees in various techniques needed for
customer satisfaction and advanced and innovative designs. The company also
have an eye on the channel members for the proper delivery of goods to the
destination on time.
THEME EXPORTS provides goods to the selected and experienced channel
members in order to Augment and maintain a logistics infrastructure that
adheres to the highest levels of efficiency and seamlessly blends with our
customers own supply chain.

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Theme exports

SWOT ANALYSIS:
STRENGTH:
Abundant Raw Material availability that helps the company to control
costs and reduces the lead-time across the operation.
Availability of Low Cost and Skilled Manpower provides competitive
advantage to company.
Availability of large varieties of cotton fibres and has a fast growing
synthetic fibres to the company Industry has Manufacturing Flexibility
that helps to increase the productivity.
Ability to satisfy customer requirements across the multiple product
grades-small and large lot sizes, specialised process treatments etc.
. It is capable of delivering packaged products to customers comprising a
variety of fibres, diverse count sizes, cloths of different weight and
weave, and panoply of

.WEAKNESS
THEME EXPORTS has suffered a lot in the past from low productivity at
both ends of the supply chain due to low farm yields affecting cotton
production and inefficiency in garment sector due to restriction of size
and reservation.
Due to the contamination of cotton with consequent increase in cost, poor
ginning, high average defect rates in production, hank yarn requirement,
etc. and its competitiveness gets compromised severely.
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Theme exports
Lead times across the sector continue to be affected by variability in the
supply chain defect rates average over 5%, average % of orders on
time.
There is an acute shortage of trained operators and supervisors in India.
These firms need to develop the managerial capabilities required to
manage large work force and design an appropriate sup
OPPORTUNITIES:
Competitive strategies are developed by sector level firms and its their
individual and collective initiatives that secure higher market share in
global trade.
The Free Trade Agreement with Singapore and Thailand will allow
overseas producers to meet the aspirations of domestic buyers with
quality and prices that are competitive in the domestic market.
Three distinctive technologies are used in the sector handlooms, power
looms and knitting machines. They also represent very distinctive supply
chains.
This supply chain is perhaps one of the most diverse in terms of the raw
materials used, technologies deployed and products produce
:
THREATS
Textile policy has come long ways in reducing impediments for the
industry sometimes driven by global competition and, at other times, by
international trade regulations.
Some of the hurdles (eg., reservation in the garment sectors) including
tariff distortions between the organized and unorganized sectors have
now been systematically removed by policy initiatives of Government of
India and have opened avenues for firms to compete on the basis of their
capabilities.
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Theme exports
few areas of policy weakness stand out labour reforms (which is
hindering movement towards higher scale of operations by Indian firms),
power availability and its quality, customs clearance and shipment
operations from ports, credit for large scale investments that are needed
for up gradation of technology, and development of manpower for the
Indus

RESEARCH METHODOLOGY
MEASURING QUALITY OF WORK LIFE LEVERAGED TO
PERSONAL EFFECTIVENESS OF EMPLOYEES
(Impact of Work Environment at Theme Exports Private Limited)

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Theme exports
STATEMENT OF THE PROBLEM
Employee welfare measures are provided in almost all organizations today.
However quality of work life goes beyond just welfare measures. Many studies
have been made on the quality of work life in software or high-tech companies,
but very few studies are conducted on the garment industry, especially one that
mostly deals with exports.
Therefore, this study intends to establish the impact of work environment on the
quality of work life of employees in a garment exporting company.

OBJECTIVES OF THE STUDY:

To understand the present work environment in the company.
To study the impact of work environment on the personal effectiveness of
the employees in the work place.
To examine the employee satisfaction level.
To find out if the satisfaction of employees in independent or dependent
on the quality of work life.
To find out areas of weakness and provide constructive suggestions.

OPERATIONAL DEFINITIONS:
DATA COLLECTION:
Collection of data for any research dealing with a real life problem becomes
essential and it is important that one has to collect data that are appropriate.
Among the several ways of collecting the appropriate data,. It is the process of
collecting appropriate data that yields the desired results.
Data used in this research is primary as well as secondary.
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Theme exports

Primary data is that data that is been collected for the very first time. In this
study, the primary data was collected by administering a detailed questionnaire
to the sample employee
population .
Secondary data is the data that has already been collected by someone else for
some earlier research. In this study, the secondary data is collected from the
internet and literature published by the organization.

STATISTICAL TOOLS USED FOR RESEARCH:

SAMPLING UNIT: Employees of Theme Exports Pvt. Ltd

SAMPLE SIZE: In a HR research, where the number of employees in an

organization are more, it is difficult to cover the entire population and cannot be
enumerated. Keeping in mind that a large population would involve a great deal
of time and considerable amount of resources to be expensed, to facilitate
analysis a sample survey is preferred. In a sample survey only a unit of the
entire population is selected for analysis and sample interpretations are
generalized into population characteristics.
A total number of 100 employees were selected to elicit the data required for the
study.
SAMPLING TECHNIQUE
The respondents were chosen on the basis of simple random sampling. Simple
Random Sampling is also known as probability sampling or chance sampling.
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Theme exports
Under this sampling design every item of the universe has an equal and fair
chance of inclusion in the sample. All choices being independent of one another,
it gives each possible sample combination an equal probability of being chosen.

SAMPLING UNIT: Employees of Theme Exports Pvt. Ltd

POPULATION: the population means a large group from which the samples are
drawn. Here the population consists of 220 employees i.e. the total employees
at Theme Exports Pvt. Ltd.

SAMPLE SIZE: Sample size i.e. number of employees was taken to be 100
employees out of total population of

RESEARCH DESIGN: The research design used in the study is descriptive type
of research. The descriptive type of research is typically determines frequency
with which something occurs or how 2 variables vary together.

PLAN OF ANALYSIS:
LIMITATIONS OF THE STUDY
This study pertains only to employees of Theme Exports.
The study is limited to the work environment and facilities provided by
Theme Exports
.Some questionnaires that I received were incomplete as a result could not
be included in the tabulation.
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Theme exports
It is assumed that there is no influence of any person, for e.g. a colleague/
peer while filling the questionnaire.
As the perception level of the respondents has not been tested, it is
assumed that all of them have perceived the questions in the correct way.
LIMITATIONS OF THE STUDY
This study pertains only to employees of Theme Exports.
The study is limited to the work environment and facilities provided by Theme
Exports.
Some questionnaires that I received were incomplete as a result could not be
included in the tabulation.
It is assumed that there is no influence of any person, for e.g. a colleague/ peer
while filling the questionnaire.
As the perception level of the respondents has not been tested, it is assumed that
all of them have perceived the questions in the correct way.

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Theme exports

ANALYSIS AND INTERPRETATION

1. Satisfaction of employees is dependent on the quality of work life.

TABLE SHOWING THE RELATIONSHIP BETWEEN SATISFACTION OF
EMPLOYEES AND THE QUALITY OF WORK LIFE
CATEGORY

MALE

FEMALE

TOTAL

Yes

26

72

98

No

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Theme exports
Total

28

72

100

GRAPHICAL REPRESENTATION

ANALYSIS
From the analysis we can say that the satisfaction of both male and female
employees of Theme Exports is dependent on the quality of work life. There is
high rate of dependency between quality of work life and satisfaction of
employees.
INTERPRETATION: Out of 28 males in THEME EXPORTS 26 say that they
are satisfied with the quality of work life in the company and all the remaining
72 female employees say that they are completely satisfied with the work
environment. This shows that the company provide good work environment to
the customers.

2. whether the employees are satisfied with the welfare measures provided by
Theme Exports.
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TABLE .
CATEGORY

MALE

FEMALE

TOTAL

Yes

22

63

85

No

15

Total

28

72

100

GRAPHICAL REPRESENTATION:
100
90
80
70
60

Yes

50

No

40

Total

30
20
10
0
MALE

FEMALE

TOTAL

ANALYSIS :
From the analysis we can say that most of the employees are satisfied with the
welfare measures provided by Theme Exports. Both male and female
employees express the same opinion.
The employees response has been collected on the following seven welfare
measures and a consolidated table has been prepared. The employees response
as to whether or not they are satisfied with the different welfare measures
provided by the company is reflected in the following charts.

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INTERPRETATION: The analysis shows that almost 88% of female employees
are satisfied with the welfare measures provided by the company and among
male employees 78% say that they are satisfied with the welfare measures. This
shows that the majority of the employees are satisfied with the company welfare
measures.
CHART 1
SANITATION & CLEANLINESSY

SANITATION & CLEANLINESS

NO; 13%

YES; 87%

CHART 2
WORKERS' SAFETY MEASURESs82

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WORKER'S SAFERTY MEASURES

NO; 13%

YES; 87%

%No18%

CHART 3
TRANSPORT FACILITIES

TRANSPORT FACILITY
NO; 13%

YES; 87%

73%No27%
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Theme exports

CHART 4
PROVISION FOR ADEQUATE REST HOURS, LUNCH BREAK Etc.

VISION FOR ADEQUATE REST HOURS,LUNCH BREAK ETC

NO; 13%

YES; 87%

CHART 5
INSURANCE SCHEMES:

INSURANCE SCHEMES
NO; 13%

YES; 87%

2%No8%

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CHART 6
PROVIDENT FUND, GRATUITY & PENSION:

PROVIDENT FUND, GRATUITY & PENSION

NO; 13%

YES; 87%

es90%No10%

CHART 7
HEALTH & MEDICAL BENEFITSYe

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HEALTH & MEDICAL FITNESS

NO; 13%

YES; 87%

s87%No13%
3. HOW DO YOU RATE THE WELFARE MEASURES PROVIDED BY THE
COMPANY
TABLE
CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

Excellent

8%

Satisfied

16

16%

Good

16

60

76

76%

Poor

0%

TOTAL

28

72

100

100%

GRAPHICAL REPRESENTATION SHOWING THE RATING OF THE

WELFARE MEASURES:

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100
90
80
70
60

MALE

50

FEMALE

40

TOTAL
PERCENTAGE

30
20
10
0
Excellent Satisfied

Good

Poor

TOTAL

INTERPRETATION:
Most of the employees at Theme Exports are happy with the welfare measures
being provided to them, with 76% of the responses adhering to the response
Good. 8% of the employees feel that the company provides excellent welfare
measures and 16% of the respondents are satisfied. However, none of the
employees (both male and female) are dissatisfied with the number of responses
for Poor being null.
4. ARE THE WELFARE MEASURES PROVIDED ONLY AS A
STATUTORY COMPLIANCE:
CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

Yes

15

22

22%

No

17

45

62

62%

Not sure

12

16

16%

TOTAL

28

72

100

100%

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GRAPHICAL REPRESENTATION ASSESSING IF THE WELFARE
MEASURES ARE PROVIDED ONLY AS A STATUTORY COMPLIANCE

NOT SURE

MALE

NO

FEMALE
TOTAL

YES

10

20

30

40

50

60

70

INTERPRETATION:
Welfare measures are provided by all companies, but some companies provide it
Only to meet the legal guidelines of the government. At Theme Exports, 62%
of the Employees feel that the company provides welfare measures not just as a
statutory Compliance, but also because they care about their employees.
However, 22% feel That the provision of welfare facilities is only to meet legal
constraints and the remaining 16% are not sure.

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5. DO YOU FIND THE INDUCTION & TRAINING PROGRAMMES
CONDUCTED IN YOPUR COMPANY IS USEFULL
TABLE:
CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

YES

20

60

80

80%

NO

12

20

20%

TOTAL

28

72

100

100%

GRAPHICAL REPRESENTATION DEPICTING THE USEFULNESS OF

INDUCTION AND TRAINING PROGRAMMES IN THE COMPANY:

TOTAL

NO

TOTAL
PERCENTAGE

YES

20

40

60

80

100

120

INTERPRETATION:
Induction and Training programmes enable employees to develop the skill sets
required for superior performance. At Theme Exports, 80% of the employees
find the induction and training programmes useful. 20% of the employees do
not find the induction and training programmes conducted in their company

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useful. The training programmes may not be meeting the requirements of the
employees.
6. HOW OFTEN ARE THE EMPLOYEE SATISFACTION SURVEY IS
CONDUCTED:
TABLE:
CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

Quarterly

24

60

84

84%

Half yearly

12

16

16%

Annually

Others

specify
Total

28

72

100

100%

GRAPHICAL REPRESENTATION DEPICTING THE FREQUENCY OF

EMPLOYEE SATISFACTION SURVEYS CONDUCTED

INTERPRETATION:
According to 84% of the employees at Theme Exports, the employee
satisfaction surveys are conducted on a quarterly basis. Few of the employees
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i.e. 16%, feel that the surveys are conducted twice a year. Employee satisfaction
surveys enable the management to decipher the morale and contentment of the
employees with their job, which is directly related to their work productivity.
7. THE IMPACT OF WORK ENVIRONMENT ON PERFORMANCE
CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

YES

24

64

88

88%

NO

12

12%

TOTAL

28

72

100

100%

CHART SHOWING THE IMPACT OF WORK ENVIRONMENT ON THE

PERFORMANCE
120
100
80
YES

60

NO
TOTAL

40
20
0
MALE

FEMALE

TOTAL

PERCENTAGE

ANALYSIS:
From the analysis we can say that 88% of the total employees suggest the work
environment in THEME EXPORTS is good and helps them to perform better
only 12% of employees say the work environment is not up to their expectation.

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8. HOW IS THE RELATIONSHIP BETWEEN THE EMPLOYEE AND THE

EMPLOYER
TABLE:
CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

FORMAL

16

42

58

58%

INFORMAL

12

28

40

40%

STRAINED

2%

TOTAL

28

72

100

100%

GRAPHICAL REPRESENTATION DEPICTING THE RELATIONSHIP

BETWEEN THE EMPLOYEES AND THE BOSS

INTERPRETATION:
Relationship between the boss and the employee is very delicate. 58% of the
employees at Theme Exports, state that their relationship with their boss is
formal, while 40% of the employees feel their relationship is informal. Only 2%

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of the employees find the relationship with their boss strained. Positive
relationship between the superior and subordinates is conducive to productivity.
9. HOW MUCH TIME EMPLOYEES SPENT AT THE WORK PLACE
TABLE:
CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

8-10 Hours

24

68

92

92%

10-12 Hours

8%

Others

0%

specify
TOTAL

28

72

100

100%

GRAPHICAL REPRESENTATION DEPICTING THE TIME SPENT BY

EMPLOYEES AT THE WORK PLACE
100
90
80
70
60
50
40
30
20
10
0

MALE
FEMALE

TO
TA
L

sp
ec
ify
O
th
er
s

H
ou
rs
10
-1
2

810

H
ou
rs

TOTAL

INTERPRETATION:
At Theme Exports, 92% of the employees put in 8-10 hours of work every
day. Almost all female employees i.e. 95% work for 8-10 hours only. Only 8%
of the employees work for longer hours i.e. 10-12 hours. None of the employees
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work for more than 12 hours. It should be noted that the quality of work is more
important than the time spent in the work place.
10. EXTENT OF PROBLEMS CAUSED BY COLLEAGUES
TABLE:
CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

YES

12

12%

NO

24

64

88

88%

TOTAL

28

72

100

100%

GRAPHICAL REPESENTATION DEPICTING THE PROBLEMS FACED

WITH COLLEAGUES:
90
80
70
60
Quarterly

50

Half yearly

40

Annually

30
20
10
0
MALE

FEMALE

TOTAL

INTERPRETATION:
A majority of the employees i.e. 88% at Theme Exports, do not face any
problems with their colleagues. Team work and spirit of co-operation is very
essential for innovation and productivity at work. However, 12% of the
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employees face some kind of problem with their peers. Disharmony with
colleagues is one of the causes leading to stress in the work place.

11. DO THE EMPLOYEES HAVE JOB SECURITY PROVIDED

CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

YES

20

60

80

80%

NO

12

20

20%

TOTAL

28

72

100

100%

GRAPHICAL REPRESENTATION DEPICTING THE JOB SECURITY OF

EMPLOYEES :

INTERPRETATION:
Job security is directly related to the job-satisfaction and morale of employees.
80% of the employees at Theme Exports, enjoy job security. This enables
them to perform better at their task. On the other hand 20% of the employees do
not enjoy job security; this may be a source of stress for them.

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12 .DO THE STRESS INVOLVED IN WORK

CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

YES

20

48

68

68%

NO

24

32

32%

TOTAL

28

72

100

100%

GRAPHICAL REPRESENTATION DEPICTING THE STRESS INVOLVED

IN WORK :

100
90
80
70
60

YES

50

NO

40

TOTAL

30
20
10
0
MALE

FEMALE

TOTAL

INTERPRETATION:
Most jobs involve stress; however the level of stress involved varies from job to
job. At Theme Exports, 68% of the employees are exposed to stress in their
work environment. This may lower their performance and productivity in the

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work place. The remaining 32% are relatively stress-free. As a result, they
exhibit greater concentration at work.

13.TABLE SHOWING THE IMPACT OF WORK ENVIRONMENT ON

PRODUCTION
CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

YES

26

69

95

95%

NO

5%

TOTAL

28

72

100

100%

GRAPHICAL REPRESENTATION DEPICTINGTHE RELATIONSHIP

BETWEEN WORK ENVIRONMENT & PRODUCTIVITY

INTERPRETATION:
Work environment and productivity are inter-related. According to 95% of the
employees at Theme Exports, there is a positive correlation between work
environment and productivity. According to 5% of the employees, work
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environment is not related to productivity i.e. work environment does not
increase the productivity of the employees.

14. TABLE SHOWING THE RELATIONSHIP BETWEEN WORK

ENVIRONMENT & WORK BEHAVIOUR
CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

YES

26

69

95

95%

NO

5%

TOTAL

28

72

100

100%

GRAPHICAL REPRESENTATION DEPICTING THE RELATIONSHIP

BETWEEN WORK ENVIRONMENT & WORK BEHAVIOUR

INTERPRETATION:
Almost all the employees at Theme Exports, perceive that work environment
and work behaviour are related. Work environment has a major role to play in
the behaviour of employees in the work place. Only 5% of the employees
disagree that the work environment and work behaviour are correlated
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15 .TABLE SHOWING THE IMPACT OF MACHINERY / TECHNOLOGY

ON QWL
CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

YES

8%

NO

24

68

92

92%

TOTAL

28

72

100

100%

GRAPHICAL REPRESENTATION DEPECTING THE NECESSITY OF

MACHINERY/TECHNOLOGY FOR CREATION OF GOOD QWL
ACCORDING TO THE MALE EMPLOYEES:

MALE
30
25
MALE

20
15
10
5
0
YES

NO

TOTAL

INTERPRETATION:
Machinery, equipment and technology play a very important role in quality of
goods/services produced by a company. 14% of the male employees at Theme
Exports, feel that good machinery and technology alone is sufficient to create
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good quality of work life. However, majority of the male employees i.e. 86%,
feel that , to create good quality of work life, we need much more than just good
machinery/ technology.
GRAPHICAL REPRESENTATION DEPECTING THE NECESSITY OF
MACHINERY/TECHNOL OGY FOR CREATION OF GOOD QWL
ACCORDING TO THE FEMALE EMPLOYEES

INTERPRETATION: Almost all the female employees at Theme Exports,

agree that good machinery and technology by itself, does not lead to good
quality of work life. A meager 5% feel thatmachinery/ technology is sufficient
to create a fulfilling quality of work life .

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16. TABLE SHOWING THE ESSENCE OF HUMAN RESOURCE FOR

GOOD WORK ENVIIRONMENT
CATEGORY MALE

FEMALE

TOTAL

PERCENTAGE

YES

21

55

76

76%

NO

9%

MAY BE

12

15

15%

TOTAL

28

72

100

100%

CHART DEPICTING THE ESSENCE OF HUMAN RESOURCE FOR GOOD

WORK ENVIRONMENT
100
90
80
70
60

MALE

50

FEMALE

40

TOTAL

30
20
10
0
YES

NO

MAY BE

TOTAL

INTERPRETATION:
Human resource is the life blood of any organization, without which the whels
of the industry will come to a standstill. 76% of the employees at Theme
Exports, agree that HR is the basis for good work environment. 9% feel that
HR & Work environment are not related and 15% are not sure of the implication
of HR for goodwork environment.
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17.TABLE SHOWING THE IMPACT ON PHYSICAL CONDITIONS OF

WORK ON BEHAVIOUR AND MORALE
CATEGORY

MALE

FEMALE

TOTAL

PERRCENTAGE

YES

20

55

75

75%

NO

9%

NOT SURE

11

16

16%

TOTAL

28

72

100

100%

GRAPHICAL

REPRESENTATION

DEPICTING

THE

IMPACT

OF

PHYSICAL CONDITIONS OF WORK ON BEHAVIOUR / MORALE OF

EMPLOYEES
80
70
60
50

YES

40

NO

30

NOT SURE

20
10
0
MALE

FEMALE

TOTAL

INTERPRETATION:
75% of the employees feel that behaviour and morale is affected by the physical
conditions of work. 9% of the employees disagree that behaviour and morale
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are linked to conditions of work. The remaining 16% of the employees are not
sure as to whether or not the behaviour and morale is affected by the physical
conditions of work.
18. TABLE SHOWING THE IMPACT OF FAVOURTISM/ INFLUENCE
ON THE WORK ENVIRONMENT
CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

YES

24

60

84

84%

NO

0%

NOT SURE

12

16

16%

TOTAL

28

72

100

100%

GRAPHICAL REPRESENTATION DEPICTING THE IMPACT OF

FAVOURTISM / INFLUENCE ON THE WORK ENVIRONMENT
40
35
30
25
20
15
10
5
0
YOU

YOUR WORK

BOTH YOU & YOUR WORK

INTERPRETATION:
Favoritism and nepotism are corrupting the work culture I many companies.
According to 84% of the employees at T xports, favoritism and influence
spoil the work environment. 16% of the employees are not sure of the impact of
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favoritism or influence on the work envir nment in the company. However, no
employer disregards the possibility that favoritism corrupts the work
environment.
19.TABLE CLASSIFYING THE IMPORTANCE GIVEN TO EMPLOYEE
CATEGORY

MAL

YOU

E
12

YOUR WORK

FEMALE

TOTAL

PERCENTAG

36

48

E
48%

20

28

28%

BOTH YOU & YOUR

16

24

24%

WORK
TOTAL

28

72

100

100%

CHART DEPICTING THE WORTH OF MALE EMPLOYEES

IN THE COMPANY

MALE
30
25
20
15
10
5
0

BO
TH

YO
U

&

YO
U

YO
U

W
O
RK

MALE

29%Both you
and your work29%
INTERPRETATION:
43% of the male employees at Theme Expots, feel that their boss is concerned
more about them, than their work. 29% of the employees feel that their boss is
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interested more in getting them to do their work than getting to know them
personally. The remaining 28% of the employees are sure that their boss is
interested not only In work but also concerned about them.
GRAPHICAL REPRESENTATION DEPICTING THE WORTH OF FEMALE
EMPLOYEES IN THE COMPANY

FEMALE
80
70
60
50
40
30
20
10
0

BO
TH

YO
U

&

YO
U

YO
U

W
O
RK

FEMALE

50You22%
INTERPRETATION:
50% of the female employees at Theme Exports, feel that their superior/
supervisor is interested in their personal well-being and not just their work.
According to 28% of the female employees, their boss is interested only in their
performance at work. The remaining 22% feel their boss has the best of both i.e.
their boss is interested in both their work as well as their personal well-being.

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20.TABLE SHOWING THE IMPORTANCE GIVEN TO OPENNESS &

INITIATION AT WORK
CATEGORY

MALE

FEMALE

TOTAL

PERCENTAGE

YES

24

68

92

92%

NO

8%

TOTAL

28

72

100

100%

GRAPHICAL REPRESENTATION ASSESSING THE ENCOURAGEMENT

GIVEN TO OPENNESS AT WORK
100
90
80
70
60

YES

50

NO

40

TOTAL

30
20
10
0
MALE

FEMALE

TOTAL

INTERPRETATION:
Openness and initiation are prerequesties to better performance of the
employees,According to 92% of employees at Theme Exports, encouragement
is given to openness and initiation in the strive towards innovation at work. On
the other hand, the remaining 8% of the employees feel that they do not have
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freedom of free expression, which is very essential to come out with innovative
ideas.

SUMMARY OF FINDINGS:
Most of the employees, around 76% feel that the company provides
excellent welfare measures.
The involvement of employees in the welfare policy decision making is
found to be substantial.
The top management participates in the employee welfare measures
provided by the company, but does not make an effort in improving the
employees welfare.
It is found from the study that, to a certain extent the welfare measures
are provided only as a statutory compliance and not out of free will.
The employees feel that the welfare measures have an impact on the
employer-employee relationship.
Induction & training programmes are considered to be useful in
improving the performance of the employees.
Suggestion schemes are encouraged by the organization.
The frequency of suggestions given by the employees is mostly once a
month.
The management exhibits a positive attitude towards the suggestions
offered by the employees.
The employee satisfaction surveys are usually conducted on a quarterly
basis.
Both the male and female employees feel that work environment has an
impact on their performance.
Most of the employees at Theme Exports, feel that their relationship
with their boss is formal and only a few employees feel the relationship
is strained.

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8 to 10 hours is spent in the work place, with very few employees
working overtime. There is greater emphasis on the quality of work
rather than the quantity of work.
Problems with colleagues is minimal, however efforts can be made to
improve the relationship among employees.
Around 80% of the employees feel secure in their jobs. The remaining
20% of the employees feel insecure and hence it reduces their
productivity.
The male employees are found to be more prone to stress compared to
their female counterparts. The reason can be attributed to the fact that
most men suffer from peer pressure from their female counterparts, as
the work involved is usually considered to be of womens domain.
The causes of stress are attributed to factors such as work timings, work
environment, job security and relationship with the superiors.
To combat stress, the employees confide with their family and friends
and some even practice yoga and relaxation exercises.
The work environment influences the behaviour of the employees in the
work place.
Openness and Innovation at work is encouraged by the organization.
The employees are found to be content with the present work
environment in the company.
The opportunities for growth and promotion in the company are
satisfactory
Machinery / Technology is found to be necessary for the creation of good
quality of work life, according to the employees.
The human resource function can take certain measures for improving
the work environment in the organization.
The physical conditions of work, influences the morale and performance
of the employees.
Favouritism and Nepotism has an impact on the work environment in
the organisation.
Openness and Innovation at work is encouraged by the organization.
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The employees are found to be content with the present work
environment in the company

CONCLUSIONS AND RECOMMENDATIONS:

Continuous feedback to the employees should be encouraged. Feedback
to supervisors from subordinates should also be encouraged.
The company should modify its organization structure in a manner to
promote communication between people who need to work together. As
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in a hierarchical structure it is very important to keep in mind that there is
enough room for
communication, without which there would be no common platform to
work
Co-ordination and co-operation among employees must be encouraged in
order to cultivate team spirit.
Supervisors should be encouraged for creativity and innovation.
The organization should consider employees as Human Assets and make
them feel wanted and value their opinions. There should be greater
involvement of workers in welfare policy decision-making.
If the employees are always monitored they would detest their work
environment. Independence should be given to some extent, if not for
major decisions.
Suggestion schemes should be encouraged with constant response given
to the employees This will motivate them to come up with more
innovative and constructive suggestions.This should be rewarded instead
of mere appreciation letters.

The welfare measures should be provided by the management out of

concern for the employees and not as a compulsion.

The employees are de-motivated because the organization culture does

not encourage openness and risk taking. They should be allowed to take
calculated risks at their job in consultation with a supervisor.

The company should compile a specific report on employee satisfaction

as well as dis-satisfaction. This will enable the company to develop
measures to improve the quality of work life of employees and
consequently their productivity.
Thereby people should be i.e where possible the people should be
allowed inspect their own work, thereby learning from their mistakes and
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redesigning the number of communication links across departmental
bounderies,
Induction and training programme must be encouraged to improve
employee performance.
Incentive scheme should be provided to employees to encourage them to
work overtime.
Efforts must be made to provide job security to employees which in turn
will increase their morale and productivity.
Information systems should be so designed as to provide information in
the first place to the point where action on the basis is needed.
The systems of social support should be designed so as to reinforce the
behaviours which the organization structure is designed to elicit.
The causes of stress should be identified and efforts must be taken to
provide employees with in-house counselors and psychologists.
Favoritism and nepotism should be eliminated so that the employees can
trust the intentions of the management.
The objective of organization design should be to provide a high quality
of working life to its members

LEARNING EXPERIENCE:
QWL is a comprehensive, department-wide program designed to enhance the
work environment by improving employee satisfaction, strengthening work
place learning and helping employees better manage change and transition.
The involvement of employees in the welfare policy decision making is found
to be substantial. The top management participates in the employee welfare
measures provided by the company, but does not make an effort in improving
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the employees welfare. It is found from the study that, to a certain extent the
welfare measures are provided only as a statutory compliance and not out of
free will. The management exhibits a positive attitude towards the suggestions
offered by the employees. The employee satisfaction surveys are usually
conducted on a quarterly basis. Both the male and female employees feel that
work environment has an impact on their performance.Most of the employees at
Theme Exports, feel that their relationship with their boss is formal and only a
few employees feel the relationship is strained.
Quality of Work life programs has become important in the work place for the
following reasons:

Increased women in the workforce

Social integration in the company
Increased responsibility for elders
Increased demands at work
Loss of long term employment guarantees
The need for enhanced work place skills
Greater competition for talent

QUESTIONAIRE
The purpose of this questionnaire is to understand and analyse the work
environment impact on the quality of the work life of the employees in
THEME EXPORTS
1.whether satisfaction of the employees are dependent on quality of worklife?
YES

NO

2.Are you satisfied with the following welfare measures provided to you by
THEME EXPORTS?
YES
a) Sanitation and cleanliness.
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Theme exports
b)
c)
d)
e)
f)
g)

Workers safety measures.

Transport facility.
Provisions for adequate rest hours, lunch break etc.
Insurance schemes such as health insurance etc.
Health and medical benifits.
Economic services such as provident fund, gratuity & pension.

3.How would you rate the welfare measures provided by your company?
Excellent

Satisfactory

Good

Poor

4,Are the welfare measures provided only as a statutory compliance?

Yes

No

Not sure.

5.Do you find the induction and training programmes conducted in your
Company useful?
Yes

No

If No, why do you think so?

...........................................................................................................................
.................
6. How often are employee satisfaction surveys conducted?
Quarterly

half yearly

Annually

other, please specify..............................

7. Is the work environment at Theme Exports conducive to better

performance?
Yes

No
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8. How is the relationship between you and your boss?
Formal

Informal

Strained

9. How much time do you spend at your work place?

8-10 hours

10-12 hours

Others please
specify..............................................................................
10. Do you face any problems with your colleagues?
Yes

No

If yes, with regard to

what? ................................................................................
11. you have job security?
Yes

No

12. Does your work involve a lot of stress?

Yes

No

13. Does the work environment help to increase productivity?

Yes

No

14. Does any relationship exist between work environment and

work behaviour?
Yes

No

15. Do you think that providing good machinery / technology

alone is

sufficient to create good quality of work life?

Yes

No
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If yes, why do you think so?
.....................................................................................................
.............

16. you think Human Resources is the basis for good

environment?
Yes

No

Maybe

17. Do you think behaviour and morale is affected by physical

condition of work?
Yes

No

Not Sure

18. Does favouritism / influence spoil the work environment?

Yes

No

Not Sure

19. What do you think your boss is concerned about?

You
Your work
Both You and Your work
20. Does your company encourage openness and initiative
towards innovation
And Your work?
Yes

No

.....................................................................................................
..............................................
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BIBILOGRAPHY.
COMPANY REPORTS AND DAILY ACTIVITY CHARTS.
INTERNET WEBSITE: www.tradeindia.com
www.businessindia.com.
www.crisilonline.com
www.wikipedia.com

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STRENGTH:
Abundant Raw Material availability that helps the company to control
costs and reduces the lead-time across the operation.
Availability of Low Cost and Skilled Manpower provides competitive
advantage to company.
Availability of large varieties of cotton fiber and has a fast growing
synthetic fiber to the company.
THEME EXPORTS has great advantage in Spinning Sector and has a
presence in all process of operation and value chain.
India is one of the largest exporters of Yarn in international market.

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Industry has large and diversified segments that provide wide variety of
products.
Industry has Manufacturing Flexibility that helps to increase the
productivity.
Ability to satisfy customer requirements across the multiple product
grades-small and large lot sizes, specialised process treatments etc.
. It is capable of delivering packaged products to customers comprising a
variety of fibres, diverse count sizes, cloths of different weight and
weave, and panoply of finishes.

WEAKNESS
THEME EXPORTS has suffered a lot in the past from low productivity at
both ends of the supply chain due to low farm yields affecting cotton
production and inefficiency in garment sector due to restriction of size
and reservation.
Due to the contamination of cotton with consequent increase in cost, poor
ginning, high average defect rates in production, hank yarn requirement,
etc. and its competitiveness gets compromised severely.

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Lead times across the sector continue to be affected by variability in the
supply chain defect rates average over 5%, average % of orders on
time.
There is an acute shortage of trained operators and supervisors in India.
These firms need to develop the managerial capabilities required to
manage large work force and design an appropriate supply chain.

OPPORTUNITIES :
Competitive strategies are developed by sector level firms and its their
individual and collective initiatives that secure higher market share in
global trade.
The Free Trade Agreement with Singapore and Thailand will allow
overseas producers to meet the aspirations of domestic buyers with
quality and prices that are competitive in the domestic market.

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Three distinctive technologies are used in the sector handlooms, power
looms and knitting machines. They also represent very distinctive supply
chains.
This supply chain is perhaps one of the most diverse in terms of the raw
materials used, technologies deployed and products produced.

THREATS:

Textile policy has come long ways in reducing impediments for the
industry sometimes driven by global competition and, at other times, by
international trade regulations.
Some of the hurdles (eg., reservation in the garment sectors) including
tariff distortions between the organized and unorganized sectors have
now been systematically removed by policy initiatives of Government of
India and have opened avenues for firms to compete on the basis of their
capabilities.
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few areas of policy weakness stand out labour reforms (which is
hindering movement towards higher scale of operations by Indian firms),
power availability and its quality, customs clearance and shipment
operations from ports, credit for large scale investments that are needed
for up gradation of technology, and development of manpower for the
industry.
High retail property prices and high channel margins in India will restrict
growth of this market.
Spinning sector is technology intensive and productivity is affected by the
quality of cotton and the cleaning process used during ginning.

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