TITLE OF THE PROJECT

THE STUDY OF QUALITY OF WORK LIFE

 NAME OF THE COMPANY : PRABHU SPINNING MILLS
(P)LTD

LOCATION : NAGAMPATTI-624710,
VEDASANDUR TALUK,
DINDIGUL DIST,
TAMILNADU-INDIA.
 OUR VISION;

 Always give good quality of yarn and sustain the customer.

 To be the world’s best -integrated textile solutions enterprise with leadership position Across
products and markets, exceeding customer.

 We will maintain the highest possible standards and benchmarks that we will constantly refine
and tune up to reflect customer and consumer expectations.
 OUR MISSION;

 Our highest priorities will always be our customers, our loyal employees and the society.

 Every endeavour that we will make will be focused on improving our products and giving our
customers an unforgettable experience.

  We will make every effort to ensure that all stake holders have received the safest products
through green manufacturing processes.
 HISTORY OF SPINNING;

Spinning is an ancient textile art in which plant, animal or synthetic fibres are drawn out and
twisted together to form yarn. For thousands of years, fibre was spun by hand using simple tools,
the spindle and distaff. It was only with the invention of the spinning wheel in the Islamic world
circa 1030, and its subsequent introduction to China, India and Europe in the High Middle Ages,
that the output of individual spinners dramatically increased. Mass production later arose in the
18th century with the beginnings of the Industrial Revolution. Hand-spinning remains a popular
handicraft. The spinning wheel was invented in the Islamic world by 1030. It later spread to China
by 1090, and then spread from the Islamic world to Europe and India by the 13th century.
 HISTORY OF SPINNING MILLS IN INDIA;

The spinning mills were set up primarily in the state of Tamil Nadu, Maharashtra, A.P, Haryana,
Punjab- U.P, and Gujarat. In Tamil Nadu itself, the management pattern of the spinning mills in
2000-01 to 2012-13 was much better growth than 1990s. a majority of the spinning mills, about 87
per cent to the total, are still in the private sector while 9 per cent of the mills are in the co.
operative sector and 4 percent in the public sector(central and state). Capacity wise, the private
sector mills account for over about 83 per cent of the spindle capacity, 97 per cent of rotors, and 66
per cent of Looms, while the remaining 17 per cent of the spindle capacity, 3 percent of the rotor
capacity and 34 per cent of the Loom capacity are shared by the public and the co-operative sectors
together.
 HISTORY OF COMPANY;

PRABHU SPINNING MILLS (P) LTD,

NAGAMPATTY,VEDASANDUR,DINDIGUL-624710
(Yarn Manufacture& Exporter)
Established in 2015 , Prabhu Spinning Mills Pvt Ltd has made a name for
itself in the list of top suppliers of Industrial Machinery & Parts in India. The supplier company is
located in Dindigul, Tamil Nadu and is one of the leading sellers of listed products.
 COMPANY PPROFILE;

COMPANY NAME : PRABHU SPINNING MILLS (P) LTD

CIN : U17111TZ1993PTC004480
REGISTRATION NUM : 4480
DATE OF INCORPORATION : 29 JUNE 1993
COMPANY GATEGORY : Company limited by shares
COMPANY SUB GATEGORY : Non government company
CLASS OF COMPANY : Private
ACTIVITY : Spinning, weaving and finish textiles.
 THEORETICAL BACKGROUND

1. Maslow’s Theory
2. Herzberg’s Two-Factor Theory
3. Stogdill’s Theory of Job-Satisfaction.
 MASLOW’S THEORY:

Abraham Maslow’s Hierarchy of needs on the needs fulfilment theory

has already been discussed in the section of Motivation. It is also
relevant to the present topic of Job satisfaction. As summarized in the
needs fulfilment theory, a person is satisfied if his needs are fulfilled
and he gets what he wants. If he does not get what he wants, he
becomes dissatisfied
Employees find greater satisfaction in those jobs which are able to
satisfy a maximum of the Maslow needs. Jobs which fulfil an
employee’s need for self actualization or a desire for self fulfilment are
most satisfying.
 HERZBERG’S TWO-FACTOR THEORY:

• According to Herzberg’s Theory, merely the fulfilment of basic needs

is not sufficient for job satisfaction. Man tries to actualize himself in
his job. His self actualization needs act as factors of job satisfaction.
• According to this theory, there are two types of work variables.
Satisfiers and dissatisfies.
• Satisfiers are those things or situations which lead to job satisfaction.
Achievement, recognition, advancement, responsibility etc. are things
which give high satisfaction. As these are related to the actual content
of the job they are known as ‘job-content factors’ or “motivators.”
• Dissatisfies are those things or situations that result in job-
dissatisfaction.
 STOGDILL’S THEORY OF JOB-SATISFACTION:

• According to Stogdill, the ‘output’ of an organization are-group

integration, production and morale. According to him, satisfaction
should not be viewed as a ’causer’ of job performance. Rather, the
individual should be viewed in terms of the context of the total
organization.
• Satisfaction of individuals is not necessarily related to production. It
merely results in group integration and cohesiveness, not always
production in organization. On the other hand, morale and production
are a function of group structure.
• When the conditions leading to high morale and production also lead
to reinforcement of worker’s expectations, only then morale and
production can be related to job-satisfaction according to Stogdill, “Is
an output or dependent variable”.
FIVE DIMENSION OF QUALITY OF WORK LIFE
 REVIEW OF LITERATURE

• Quality of Work Life has always been up in studying organizational behaviour. It

is evident from the history that direct studies on Quality of Work Life started
pouring-in after the first paper presentation by Davis in 1972 at Arden House,
US and thereafter, there was a greater pressure on Quality of Work Life studies
as organizations increasingly adopting the philosophy of making the man happy
at work for enhancing their motivation and will to work. In present scenario of
high technology world, it has become a great concern for management as well as
employees. Quality of working life is the most substantial work related
behavioural phenomenon which has positive impact on production, work culture
and effectiveness of the organization.
• Payne and Pheysey (1971) in the light of an interesting study
conducted on organizational climate came to conclusion that job
satisfaction is an indicative of positive Quality of Work Life. This
was to highlight qualities of employee’s work life. Job satisfaction is
an indicative of positive quality of working life. Hence, whatever
studies will be put forth on job satisfaction would be determining
relationship of some variable as its important determinants.
• Pestonjee (1973) reported that supportive organizations are truly related to
workers morale and job-satisfaction. Similarly in a study conducted by Schnider
and Snyder (1975), it was found that climate and satisfaction are positively
correlated and 76 almost the same result was found in a study of Lafollette and
Sims (1975), as they found organizational climate and organizational practice
correlated to jobs. Rajappa (1978) found that organizations with achievement
oriented climate were highly productive.
Costello and Sang (1974), reported that majority of job incumbents of publicly owned utility firms
were satisfied with security and social needs but, were different in the fulfillment of increase order
needs self-esteem, autonomy and self-actualization. Study conducted by Rhillehard et.al (1969) on
managers, compared managers working in government agencies with those from business and
industries. They found that perceived deficiency in need fulfillment likely to increase successively
at lower level which was almost similar to the findings of Jhonson and Marcrum (1968). Their
study also revealed that increased dissatisfaction was found among managers of government
agencies as compared to managers of business and industries.
Balkrishnan (1976) examined the relational importance of physical,
social, financial, security, achievement, responsibility, recognition, and
growth factors of industrial employees. Results indicated that financial
and physical factors were very important as compared to other factors.
Workers were found to be above physical and safety needs and were
somewhere between social and ego needs.
Taylor (1977) suggested usefulness of job satisfaction measures in
assessing job characteristics in improving Quality of Work Life is
problematic. Paradoxically the high and stable levels of job satisfaction
can not explain the frustration and alienation in the organization. This
leads to the notion that employees’ participation in the action
researches on Quality of Work Life may itself reduce their frustration
and feeling of alienation.
Hackman et al. (1978) propounded that the job can be re-designed to
have the attributes desired by the people and organization, and also to
have the environment desired by the people. This approach seeks to
improve the quality of working life. Rajappa (1978) found in his study
that organizations with achievement oriented climate were highly
productive.
Kumar and Bohra (1978), studied relationship of workers job satisfaction with
their perception about existing organizational climate. Results revealed that
perceived organizational climate effects workers job satisfaction significantly.
Workers perceiving organizational climate as democratic had increase in job
satisfaction as compared to those who perceived organizational climate as
autocratic or undecided.
Sayeed and Sinha (1981) examined the relationship between Quality of Work Life
dimensions, job satisfaction and performance measures on the two groups of
sample working in high Quality of Work Life and low Quality of Work Life
organizations. The result revealed that Quality of Work Life dimensions are related
to job satisfaction in both the types of organizations. A comparison between high
and low Quality of Work Life organization further indicated systematic variation in
the correlation pattern i.e. organization with low Quality of Work Life tended to
yield comparatively better relationship between Quality of Work Life dimensions
and performance measures than the organization with high Quality of Work Life
Rice (1984-85), found out the relationship between work satisfaction
and quality of life. Work experience and outcomes can affect person's
general quality of life both directly or indirectly through their effects
on family interaction, leisure activities and levels of health and energy.
Modification in workplace can have their effect by changing
environment or changing worker's own class and they can affect his
quality and family life.
Sinha (1986) enumerated that modern workers demand jobs that satisfy
their inner needs. In the light of the content and process theories of
motivation, it is postulated that the popular way of determining Quality
of Work Life is to measure the attitude that constitutes job satisfaction.
Moreover, it is also suggested that the prospects of better Quality of
Work Life in India have to take sociological, psychological and related
context into account.
Keller (1987) studied relative contribution of work and non-work
variables on Quality of Work Life among different ethics groups. 127
White, 30 Hispanic, 33 American Banker and 121 Mexicans were
taken as the subjects. Results showed no significant relationship
between ethics’ groups and Quality of Work Life. Home life and family
network variables accounted for increased variance in Quality of Work
Life than did work variables like jobs, job-stress and job level.