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AstudyonthevariouswelfaremeasuresandtheirimpactonQWLprovided bytheTextileMillswithreferencetoSalemDistrict,TamilNadu,India
A.Sabarirajan,T.Meharajan,B.Arun Lecturer, DepartmentofManagementStudies,PSNACollegeofEngineeringandTechnology, Dindigul,India a.sabarirajan@gmail.com

ABSTRACT TheCottonTextileplaysavitalroleinhumanlife.Textileindustriesareoneoftheimportant industriesofIndiaforearning ForeignExchangeandgivingemploymenttolakhsof workers.Becauseofbeingahighly laborintensive industry itneedstoconcentratemoreinthe area of employee welfare. In this study we selected Salem District in Tamil Nadu, India for identifying various methods and also to identify the effectiveness of the methods. The study showsthat15%oftheemployeesarehighlysatisfiedwiththeirwelfaremeasures.22%ofthe employees are satisfied with their welfare measures.39 % of the employees are average with their welfare measures. 16% of them are in highly dissatisfied level.welfare measures plays importantroleinemployeesatisfactionanditresultsinimprovedqualityofworklife.thisstudy throwslightontheimpactofwelfaremeasuresonQWLamongtheemployeesoftextilemillsin Salamdistrict. Keywords:WelfareMeasures,Qualityofworklife,QWL,TextileMills 1.Introduction The term welfare suggests the state of well being and implies wholesomeness of the human being. It is a desirable state of existence involving the mental, physical, moral and emotionalfactorofaperson.Adequatelevelsofearnings,safeandhumaneconditionsofwork and Access to some minimum social security benefits are the major qualitative dimensions of employment which enhance quality of life of workers andtheir productivity. Institutional mechanismsexistforensuringthesetoworkersintheorganizedsectorofthe economy. These are being strengthened or expanded to the extent possible. However, workersintheunorganizedsector,whoconstitute90percentofthetotalworkforce,byand large,donothaveaccesstosuchbenefits.Stepsneedtobetakenonalargerscalethan before to improve the quality of working life of the unorganized workers, including womenworkers. Classicaleconomicsandallmicroeconomicslabourisoneoffourfactorsofproduction, theothersbeingland,capitalandenterprise.Itisameasureoftheworkdonebyhumanbeings. ASIAN JOURNAL OF MANAGEMENT RESEARCH 15

There is macroeconomic system theories which have created a concept called human capital (referring tothe skills that workers possess, not necessarily their actual work), although therearealsocounterpoisingmacroeconomicsystemtheoriesthatthinkhumancapitalisa contradiction in terms. Labor welfare is the key to smooth employeremployee relations. In order to increase labor welfare, Employers offer extra incentives in the form of labour welfareschemes,andtomakeitpossibletopursuedworkerstoacceptmechanization. Sometimestheemployerstocombattheinfluenceofoutsideagenciesontheiremployees,use laborwelfareasatooltominimizetheeffectthey mayhaveonthelabour. 2.LiteratureReview In the view ofK.K. Chaudhuri, in his Human Resources: A Relook to the Workplace, states that HR policies are being made flexible. From leaves to compensations, perks to office facilities,manycompaniesarewillingtocustomizepoliciestosuitdifferentemployeesegments. The older employees want social security benefits, younger employees want cash in hand because they cant think of sticking to a company for many years and retire from the same company. Thereforeonejacketfitsallwillnotberighttomotivatethetalentsandretainthem. th Conventions and Recommendations of ILO (1949) sets forth a fundamental principle at its 26 conference held in Philadelphia recommended some of the measures in the area of welfare measures which includes adequate protection for life and health of workers in all occupations, provisionforchildwelfareandmaternityprotection,provisionofadequatenutrition,housingand facilities for recreation and culture, the assurance of equality of educational and vocational opportunityetc. ReportofNationalCommissiononLabour(2002), GovernmentofIndia,maderecommendations intheareaoflabourwelfaremeasureswhichincludessocialsecurity,extendingtheapplication of the Provident Fund, gratuity and unemployment insurance etc. Shobha Mishra & Manju Bhagat,intheirPrinciplesforSuccessfulImplementationofLabourWelfareActivities,stated thatlabourabsenteeisminIndianindustriescanbereducedtoagreatextentbyprovisionofgood housing, health and family care, canteen, educational and training facilities and provision of welfare activities. The principle for successful implementation of labour welfare activities is nothing but an extension of democratic values in an industrialized society. P.L. Rao, in his Labour Legislation in the Making,opines that professional bodies like National Institute of PersonnelManagementshouldconstituteastandingcommitteetomonitortheproceedingsinthe Parliamentregardingthelabourwelfaremeasures. 3.Scopeofthestudy The scope of labour welfare and quality of work life can be interpreted in different ways by different countries with varying stages of economic developments, political outlook and social philosophy.Thescopethereforecannotbelimitedtofacilitieswithinorneartheundertaking, norcannotbesocomprehensiveastoembracethewholerangeofsocialwelfareorsocial service.Itfollowsthereforethatallintramuralandextramuralwelfareactivitiesaswellas statutory and nonstatutory welfare measures undertaken by the employers, the government,tradeunionsorvoluntaryorganizationfallswithinthescopeofthelabour welfare. This research starts with the objective of studying the various welfare measures

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providedbythetextile industryand its impactonqualityofworklifeamongtheemployees in Salemdistrict,TamilNadu. 4.Researchdesign Thisstudydescribesthefactorthatleadstotheworkerswelfaremeasuresoftextileindustriesin Salem district, Tamil Nadu. Here the descriptive research was conducted to find out the informationaboutthefactorandtospotlighttheareasthatneedthemanagementsattention.In thisstudywedecidedthesamplingunitastextilemillsofSalemdistrict,TamilNadu,inthatwe selected10textileunits,25participants fromeachunit.Total numberofsampleparticipants is 250. Analysis involved estimating the value of unknown parameters of the population and testing of hypothesis for drawing inferences. Interpretation refers to the task of drawing inferences from the collected facts from an analytical study. Interpretation is essential becausetheusefulnessandutilityofresearchfindingliesintheproperinterpretation.Statistical data have been represented either in univariate or in bivariate forms to provide a clear depictionoftheresponses inthe mostsuitable form,besideschartshavealsobeenprovidedto highlightthesame.Thestatisticaltools likechisquare,ANOVAandpercentageanalysesare alsoused. Table1:Thedistributionoftherespondentsbasedontheiropinionaboutwelfaremeasures Serial number 1 2 3 4 5 Factor HighlySatisfied Satisfied Average Dissatisfied Highlydissatisfied Total Frequency Percentage 37 55 98 20 40 250 15 22 39 8 16 100

This table shows that 15% of the employees are highly satisfied with their welfare measures. 22 % of the employees are satisfied with their welfare measures.39 % of the employees are average with their welfare measures. 8% of the employees are dissatisfied with their welfare measures.16%oftheemployeesarehighlydissatisfiedwiththeirwelfaremeasures Table2:Thedistributionoftherespondentsbasedontheiropinionabouttradeunionactivities Serial number 1 2 3 4 5 Factor HighlySatisfied Satisfied Average Dissatisfied Highly Dissatisfied Total Frequency 40 59 83 36 32 250 Percentage 16 24 33 14 13 100

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Dissatisfied 14%

Highly dissatisfied 13%

Highly satisfied 16%

Satisfied 24% Average 33%

Figure1:Thedistributionoftherespondentsbasedontheiropinionabouttradeunionactivities Thistableshowsthat 16%oftheemployeesarehighlysatisfiedwiththetradeunionactivities. 24 % of the employees are satisfied with the trade union activities.33 % of the employees are averagewiththetradeunionactivities.14%oftheemployeesaredissatisfiedwiththetradeunion activities.13%oftheemployeesarehighlydissatisfiedwiththetradeunionactivities. Table3:Thedistributionoftherespondentsbasedontheiropinionaboutsafetymeasures Serialnumber 1 2 3 4 5 Factor Frequency HighlySatisfied 98 Satisfied 77 Average 35 Dissatisfied 26 HighlyDissatisfied 14 250 Total Percentage 39 31 14 10 6 100

Thistableshowsthat39%oftheemployeesarehighly satisfiedwithsafety measuresprovided by the company. 31% of the employees are satisfied with safety measures provided by the company. 14% of the employees are average with safety measures provided by the company. 10%oftheemployeesaredissatisfiedwithsafetymeasuresprovidedbythecompany. 6%ofthe employeesarehighlydissatisfiedwithsafetymeasuresprovidedbythecompany. Table4:Thedistributionoftherespondentsbasedontheiropinionaboutworkatmosphere Serialnumber 1 2 3 4 5 Factor HighlySatisfied Satisfied Average Dissatisfied HighlyDissatisfied Total Frequency 46 88 63 33 20 250 Percentage 18 36 25 13 8 100

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Thistableshowsthat 18%oftheemployeesarehighlysatisfiedwithworkatmosphere. 36%oftheemployeesaresatisfiedwithworkatmosphere. 25%oftheemployeesareaveragewithworkatmosphere. 13%oftheemployeesaredissatisfiedwithworkatmosphere. 8%oftheemployeesarehighlydissatisfiedwithworkatmosphere.

Highly dis s atis fie d 10% Dis s atisfie d 19%

Highly satis fie d 25%

Ave rage 32%

Satis fie d 14%

Figure2:Thedistributionoftherespondentsbasedontheiropinionaboutgrievanceshandling procedure This chart shows that 25% of the employees are highly satisfied with employees grievances handling procedure.14 % of the employees are satisfied with it.32 % of the employees have averageopinionwithit.19%oftheemployeesaredissatisfiedwithit.10%oftheemployeesare highlydissatisfiedwithit. Table5:Thedistributionoftherespondentsbasedontheiropinionaboutpromotionalfacilities Serialnumber 1 2 3 4 5 Factor HighlySatisfied Satisfied Average Dissatisfied HighlyDissatisfied Total Frequency 51 53 53 48 45 250 Percentage 20 22 21 19 18 100

The distribution of the respondents based on their opinion about promotional facilities. The results show that 20% of the employees are highly satisfied with promotional facilities. 22 % of the employees are satisfied with promotional facilities.21 % of the employees are average with promotional facilities.19% of the employees are dissatisfied with promotional facilities.18%oftheemployeesarehighlydissatisfiedwithpromotionalfacilities. Table6:TherespondentsopinionaboutWelfareMeasuresandRecreationFacilities Welfare Recreation

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Measures Welfaremeasures Pearson correlation Sig.(2tailed) N Recreation Pearson facilities correlation Sig.(2tailed) N Fromtheabovetable, Variable,X=welfaremeasures. Variable,Y=recreationfacilities. 1.000 . 250 .917** . 250

Facilities .917** .000 250 1.000 .000 250

This correlation table shows there is a significant positive relationship between welfare measuresandrecreationfacilities.Theinferredvalueis0.917 Table7:TherespondentsopinionaboutWelfareMeasuresandMedicalFacilities Numberofrespondents Welfare Medical Measures Facilities Highlysatisfied 37 76 Satisfied 55 18 Average 98 80 Dissatisfied 20 26 Highlydissatisfied 40 50 Total 250 250 Factor
6 5 4

M n e a cilitie ea m dic lfa s

3 2 1 0

highly dissat isfied dissatisfied welfaremeasures

average

highly sat isfied satisfied

Figure3:TherespondentsopinionaboutWelfareMeasuresandMedicalFacilities

Table8:Thecorrelationbetween WelfareMeasuresandMedicalFacilities

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Welfare measures

Medical facilities

Pearson correlation Sig.(2tailed) N Pearson correlation Sig.(2tailed) N

Welfare measures 1.000 . 250 .943** . 250

Medical facilities .943** .000 250 1.000 .000 250

This correlation table shows that there is a significant Positive relationship between welfare measuresandmedicalfacilities.Theinferredvalueis0.943. Table9:TherespondentsopinionaboutWelfareMeasuresandWorkSatisfaction Numberofrespondents Welfare Work Measures Satisfaction Highlysatisfied 37 57 Satisfied 55 64 Average 98 85 Dissatisfied 20 20 Highlydissatisfied 40 24 Total 250 250 Factor Table10:ShowingChiSquareTest Welfare measures 1.000 . 250 Levelofworksatisfaction .926** .000 250 1.000 .000 250

Welfaremeasures

Pearson correlation Sig.(2tailed) N Level of work Pearson .926** satisfaction correlation . Sig.(2tailed)N 250

ThiscorrelationtableshowsthereisasignificantPositiverelationshipbetweenwelfaremeasures andlevelofworksatisfaction.Theinferredvalueis0.926. Ho=Thereexistsnosignificantrelationshipbetweenlevelofworksatisfactionandtrade unionactivities. H1= There exists significant relationship between level of work satisfaction and trade unionactivities. Levelofworksatisfaction ASIANJOURNALOFMANAGEMENTRESEARCH 21

Table11:ShowingLevelsofworksatisfaction ObservedN 24 20 85 64 57 250 ExpectedN 50.0 50.0 50.0 50.0 50.0 Residual 26.0 30.0 35.0 14.0 7.0

Highlydissatisfied Dissatisfied Average Satisfied Highlysatisfied Total Tradeunionactivities

Table12:ShowingLevelsofworksatisfaction(Tradeunionactivities) ObservedN 32 36 83 59 40 250 ExpectedN 50.0 50.0 50.0 50.0 50.0 Residual 18.0 14.0 33.0 9.0 10.0

Highlydissatisfied Dissatisfied Average Satisfied Highlysatisfied Total TestStatistics

levelofworksatisfaction ChiSquare 60.920 Df 4 Asymp.Sig. .000

tradeunionactivities 35.800 4 .000

tradeunionactiviti levelofworksatis f

Figure4:ShowingChisquaretest SincetheChiSquarevaluesaresignificantat0.0%and0.0%.Werejectthenullhypothesisand conclude that there exists significant relationship between level of work satisfaction and trade unionactivities. 6.Findings ASIANJOURNALOFMANAGEMENTRESEARCH 22

1) Mostof the employees are highly benefited with the welfare measures provided by the mills. 2) The employees on the show positive attitude towards the provision of the welfare measures. 3) Onthewhole, majorityoftheemployeesare highly satisfiedwiththewelfare measures providedbythetextilesmills. 4) Most of the employees having between 5 10 years of experience are highly satisfied withthesafetymeasures,workingconditions,etc. 7.Suggestions 1) Improvementsormodificationsarerequiredinthefieldofrecreationfacilitiesleavefair, safetyequipments,overtimepayments,compensatoryarrangementsonmedicalgrounds, promotionetc., 2) Modifications shall be initiated in the field of grievance handling, rest room facilities, uniformandfootwear,serviceawardsandothermotivationetc., 3) Betterment is required in the work of welfare inspector, placements of dependents expiringduringservices,transferpoliciesanddisciplinaryandappealruleproceedings. 4) The trade unions and the employees cooperative societies, which are run by the trade union,havetochangetheirworkasmoretransparentandeasilyviabletotheemployees. 5) Administration can thick of formulation of a problem solving committee including the employees and administration for the better solution of the welfare problems of the employees. This committee can conduct hearings from the employees or then can conduct surprise visits to the different work spot, etc for understanding and by that solvingtheproblemsalso. 8.Conclusion Generally, welfaremeasuresarerecreational,medical,educational,housing,sanitationand so on. Every organization provides the statutory welfare measures but some organization provides some more welfare facilities to the employees so that they may retain the employees and their quality of work life. By the result of improved quality of work life among the employees their involvement in job gets increased and results in increased productivity of the organization. The organizations maintaining smooth relationship between workers and management, which leads to attainment of organization efforts. By conducting this study we could infer that the Employees of Textile Mills in Salem district are satisfied with the welfare measuresprovidedbytheirorganization. 9.References 1. HumanResourcesARelooktotheWorkplaceDr.K.K.Chaudhri 2. ShobhaMishra&Dr.ManjuBhagat,Principlesforsuccessfulimplementationoflabour welfareactivitiesfrompolicetheorytofunctionaltheoryRetrievedJune10,2010,from http://www.tesionline.com/intl/indepth.jsp?id=575 th 3. 26 Conference of ILO,Conventions and Recommendations of ILO (1949) Retrieved June11,2010,from http://www.workinfo.com/free/sub_for_legres/ILO/index.htm 4. Humanresourceandpersonalmanagement, TataMcGrawHill,2005

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5. ReportofNationalCommissiononLabour,GovernmentofIndia,2002 6. PersonnelManagementandIndustrialRelationsTripathi ,19thedition,reprint2008 7. Ahmad,S.,&Mehta,P.(1997).Rolestress,qualityofworklifeandalienation.In:D.M. PestonjeeandU.Pareek(Eds.)Organizationalrolestressandcoping.NewDelhi:Rawat Publications. 8. Anantharaman, R. N., & Subha, V. (1980). Job involvement, need satisfaction and organizationalclimate.IndianJournalofAppliedPsychology,17,pp5659 9. HumanResourcesManagement RobertL.Mathis,Jackson,JohnH.Jackson 10. HumanResourcesManagementCarterMcNamara

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