A Project Report On

An Analytical Study of Quality of work life at Lilliput Kids Wear Ltd.

In partial fulfillment of the requirements for the degree of Bachelor of Business Administration (BBA) (2010-2013) Submitted to: Punjab Technical University

Submitted To: Mrs. Taranjeet Kaur

Submitted By: Jyoti Arora BBA (5th SEM) Univ. Roll No-104782464573

Khalsa Institute of Management & Technology,

Civil Lines, Ludhiana Preface:

As BBA degree require equal attention practical as well as theoretical aspect of the business, various problems to be dealt within these courses, that is why research programs are there to give deep as well as thorough knowledge of the subjects. In todays completive world, employees performances play a very important role in the growth of a particular concern. The employee must have the theoretical and practical knowledge of the work, he is required to perform. This project report has been prepared keeping in mind the organizational needs pertaining to the quality of work life which is a necessity of every organization to keep its position safe and stable in this competitive world.

ACKNOWLEDGEMENT
The success of any project depends on the hard work and endeavor of not but many, and this project is no exception. Acknowledging any one in mere words is a very difficult job. I would like to pay my sincere thanks to all those persons who helped me during this project work with there able guidance and invaluable advice. I am thankful to our lecturers of Punjab Technical University who in spite of their busy schedule has provided me invaluable guidance, encouragement and has shown utmost interest in the project. As no person can do the work of this nature. There are some who have blessed, some who have supplemented and some who have supplemented. This each has contributed ones might in some for or the others. I am very thankful to Prof. Mrs. Taranjeet Kaur who gave me technical guidance to make the project a success. I would also thanks my respected parents, respected teachers and sincere friends for their encouragement and moral support for making this project, my heartily thanks to all Jyoti Arora

Certificate
This is certificate that the project report entitled Quality of Work life at Lilliput Kids Wear Ltd.. submitted in partial fulfillment of the requirement for the degree of Bachelor of Business Administration and research is carried out by Jyoti Arora Under our supervision and guidance and is one of my original works and not submitted for the award of other degree/ diploma, fellowship or other similar title. This assistance and help during the course of investigations have been fully acknowledged.

Prof. Taranjeet Kaur (Punjab Technical University Jalandhar)

TABLE OF CONTENTS
1. Introduction 2. Objectives of the study 3. Research methodology 4. Findings & interpretations 5. Suggestions 6. Limitations 7. Conclusions 8. Bibliography 9. Questionnaire

INTRODUCTION:
There is no doubt in saying that Ludhiana is the leading hosiery house of north India. Ludhiana did not become leading hosiery house of north India in a day; it has taken decades or say centuries. From the time of mughals or say before them, people of this region engaged in weaving clothes. Ludhiana has seen the rule of different kings and emperors. At last, British colonial rule which exploited Indian handicrafts badly by purchasing raw material at very low rates for ending in England and after manufacturing there selling back in Indian markets which ruined daily livelihood of these craftsmen. But people of this region endured all the obstacles. Today every type of agents, ladies and kids garments is manufactured in Ludhiana. The garments are found in up-to-date in Kidswear and shades. Ludhiana is fulfilling the market demand for the garments not only domestically but also the market demand of the counties. Today in Ludhiana, advanced machines for manufacturing threads, knitting and dyeing are available. These machines can knit and dye tones of clothes daily. Business enquiries over Rs. 600 crores were generated using Garmenttech international Expo-2003 which is an indication for the changing national scenario in view of the imminent dismantling of the quota regime by the year 2004. The exporters and garment manufactures have realized that the only route for survival in the open market is the technology up gradation or infusion of the latest machinery. Ludhiana was the focus town. To face the international threat, the domestic garment industry should show a united face and use this transition period for the up gradation, automation and quality improvement. Thus, we can call Ludhiana as the heart of hosiery in the north India.

INFORMATION ABOUT THE COMPANY

The Lilliput saga commenced about four decades ago, in Ludhiana, the Kidswear hub of PUNJAB. Today, Lilliput embraces a complete vertically integrated garment

manufacturing plant, with knitting, dyeing, processing, finishing, mercerizing, compacting, embroidery and printing under one roof. Production facilities are located in India and Nepal. LILLIPUT KIDSWEAR (INDIA) LTD. Pioneered the T-shirt culture, and gradually established several new trends in knitted garments and fabric research. In 1988, thermal wear was introduced for the first time in India, under the brand name of NEVA, by MR.NIRMAL JAIN, younger brother of the founder. Two other group constituents-VENUS GARMENTS (INDIA) LIMITED and DEEKAY EXPORT are headed by MR.ANIL JAIN, youngest of the brothers. The group also consists of LILLIPUTFABRICS and GLAZE GARMENTS. LILLIPUT is acknowledged today as the undisputed leader, with a TURNOVER of RS.1250 MILLION. Over 5, 00,000 garment units are produced every month by 2000 skilled and technical personnel. Stringent quality control mechanisms punctuate the entire operations and make certain that the final products enjoy true value for money status and first choice of customers in India and abroad. The Company strives to be a good corporate citizen, with several path-breaking eco-friendly initiatives to minimize pollution, e.g. waste water treatments, use of natural and Eco-friendly materials such as dyes and chemicals, and recycling of polyester yarns. The goal, simply stated, is to ensure a green, unpolluted environment.

THE

FUTURE

BELONGS

TO

THOSE

WHO

CAN

DREAM

BEYOND

THE

LIMITATIONS OF THE PAST AND RESTRICTIONS OF THE PRESENT.FORGE YOUR DREAM WITH COURAGE AND CONVICTION, AND YOU WILL EXCEL, NO MATTER WHAT THE ODDS. Lilliput is evolving, growing and diversifying to attain new heights.

The key expression is cutting edge technologies and relentless quality checks by a Quality Assurance Team to achieve impeccable synergy. Our in house knitting, dying, mercerizing, finishing, compacting, garment printing, embroidery and manufacturing facilities feature state-of-the-art machineries and equipment supplied by world class Juki, Pegasus, Yamato, Brother, Bermudan, Stephan, Ram sons and others. The embroidery section is fully computerized. The knitting division is fully equipped to make single jersey, double jersey, auto stripes for ribs, fleece, velour, feeder stripes, terry and computer jacquards in diverse gauges, our fabric choice ranges from 100% cotton to techno-blends with polyester, acrylic, linen, polymer, lyocell, viscose, modal spandex, nylon, rayon etc. The design studio of the company is well laced with expert professionals and latest software. At the beginning of each season, our design team carries out extensive research-based forecasting to ensure that we stay at the pinnacle of contemporary Kidswear. STRATEGIC APPROACH The Lilliput groups strategic approach is entirely brand centric and strategically defined to reach divergent markets in India and around the World, especially in Nepal, Sri Lanka, Canada and U.S.A. with the help of extensive advertising and promotional campaigns. Our seasonal product catalogues are successful in positioning our brand at the top echelons of quality and value for money.

A strong market network of over 2500 multi-brand outlets and over 70 exclusive stores across major cities in India is succeeding in bolstering the profit curve of the entire product range. Our own sales team monitors this massive network to: Make it easy for the network to build positive relationships and increase sales. Understand market segments and changing demands. Communicate feedback to the Group headquarters. We are the only national brand with international standards. Our well-rounded and multi-leveled marketing approach incorporates a wide assortment of image management and customer interactive programs The companies/ concerns in the LILLIPUT group are

LILLIPUT FABRICS PVT LTD. LILLIPUT KIDSWEAR INDIAS LTD. LILLIPUT FASHIONS PVT LTD.

Since 1966 to 2002 much has changed in LILLIPUT. However, what has not changed is the groups commitment to give quality product at competitive prices.

PRESENT STATUS OF LILLIPUTKIDSWEAR INDIA LTD.

FOUNDER- MR. SANJEEV NARULA REGISTERD OFFICE-G.T.ROAD [WEST] NEAR JALANDHAR BYE PASS, LUDHIANA

ANNUAL TURNOVER-65, 00,000

NO. OF DEPARTMENT-17

PRODUCTION CAPACITY-75000 PIECES p.m

MISSION STATEMENT The mission is to maintain a leader in T-SHIRTS industry by providing best quality T-shirts at competencies. The company will achieve it by developing techno-savvy environment towards customer satisfaction and creating a culture of striving with focus on total involvement. As a responsible member of society they believe in rich culture and ethos and strive for providing value added products and services thus contributing to societys growth and development.

Quality Policy
It was pointed out by Ted mills that one of the problems with the term is that quality of work life is not a single, specific notion. Rather, it subsumes a whole passes of terms and notions, all of which he feels really belong under the umbrella quality of work life: Industrial effectiveness Human Work restructure Job enrichment Organizational effectiveness Socio-technical system Work humanization Group work concept Labour-management cooperation Working together, work involvement and work resource

development participation

Cooperative work structures

Each of these, in varying degree of inadequacy identifies a part of the larger whole that seeks to identify. Quality of work life actually is the sum of all these various attempts so label a general new direction for work, working and work organizations in the late twentieth century. Professor Walton has defined eight dimensions, which make up the quality of work life framework. They are as follows:

Adequate and fair compensation: Motivation experts believe

that money is still an important motive, which makes people work on the job. However, people also want to see fairness and adequacy in their payment rewards. Equal pay for equal work and pay that is linked to responsibility; skills, performance and individual accomplishment are viewed with great importance. Pay must also be competitive with the external Labour market and should be responsive to prevailing practices and changing economic conditions. Safe and healthy working conditions: An organization must

create working conditions that are physically and psychologically safe for their workers. The emergence of ergonomics in the 1950 has significantly improved equipment design and plant layout to enhance the physical as well as psychological comfort and safety to the workers. Immediate opportunity to use and develop human capacities:

An organization must be responsible for the growth and development of the workers. This involves training, skill developments, recognition and promotion. Work assignments should be made challenging enough to expand skills, abilities and knowledge. They should create a positive effect on self-esteem, autonomy, involvement and motivation. Future opportunity for continued growth and security: There

must be employment, which provides for continual growth and job security. Opportunities for training and advancement should be considered. Social integration in the work organization: The work environment should provide opportunities for preserving an employees personal identity and self-esteem through freedom from prejudice, a sense of community, interpersonal openness and the absence of satisfaction in the organization.

Work and total life space: A persons work should not

overbalance his life. Ideally, work schedules, career demands and travel requirements should not take up too much of his leisure and family life. Social relevance of work life: The standing of an organization in society can influence an employees value of his work and career. PRODUCT LINE The LILLIPUTGROUP produces for MEN, WOMEN AND CHILDREN:

T-SHIRTS POLO SHIRTS JACKETS BUSH COATS WIND SHEATERS SHIRTS TROUSERS LOWERS JOGGING SUITS SWEATSHIRTS SWEATERS SHORTS BERMUDAS DENIMS

LILLIPUT process institutional orders in accordance with their client needs. Customized orders are executed for reputed industrial units, corporate houses and renowned educational institutions spread through out INDIA.

Various Departments in Lilliput Kidswear are: KNITTING: The group has a wide range of circular knitting machines like Single jersey, Double jersey, Auto Striper, Ribs, Fleece, Velour, Feeder Stripe, Terry and Computer jacquard in different gauges ranging from 7 to 28. Apart from 100% cotton we are making different types of blended fabrics using Polyester cotton, Acrylic, Linen, viscose, polymeric, modal, Lycra, nylon, rayon etc. yarns.

The company feels pleasure in developing fabric patterns as well as garment as per requirements of its buyers. The company is having small lot size dyeing machines for yarn and fabric dyeing. Nominal charges are charged for sampling. They try to develop the sample within four weeks starting from yarn dyeing to garment making. The coolers can be developed from pantone textile book or as per the customers color standards. YARN DYEING Definition: Yarn is a twisted strand of one or more type of fibers. A wide range of yarn quality is used in Lilliput. The company uses different types and counts of yarn. Single as well as plied yarns are used. Types of yarns used

100% cotton Polyester Polyester blended cotton

Polyester blended viscose/Pentium Denier lycra

They are having H.T.H.P. yarn dyeing pant with the capacity of 4000 kgs day with lot size of 1, 10, 30, 100, 400, 800 KGS. In cotton, synthetics as well as blends. Yarn is being dyed latest technique of cheese winding. Eco friendly dyes and chemicals of inter national standards are being used. Ratio frequency dryer is used for drying. Name of the companies from where yarn is purchased:

Grasim Mahavir spinning mills, Hoshiarpur Vardhman spinning mills, Ludhiana Trident National Bangalore (lycra) Gpi textiles ltd, Nalagarh Natraj wooltex ltd, Amritsar Indo Rama synthetics ltd.,Ludhiana Garg Acrylic ltd.,Ludhiana

FABRIC DYEING

Soft flow and H.T.H.T. machines are used for fabric dyeing with lot size of 30, 50, 150, 300, 600 kgs. After squeezing the fabric from balloon padres, Relax dyers are used for dyeing. For shrinkage controlling fabric is passed through compactor. Yarn can enter in yarn stores only after passing at yarn tests. All parameters are taken acre properly at the time of starting time of knitting and checked

properly while knitting and after knitting. The quality controllers devote their full energy at each step of fabric dyeing and processing. 100 % fabric is checked and inspected as per four point system. Green tape indicates failed rolls. In the garments units fabric s inspected at random for GSM and shrinkage etc. In separate labs of garments units 100% of garments are checked at the stage of cut panel, on machines and in finishing. In house QA manager assures highly quality of every garment is offered to buyers QC only if those or AQL 4 IN HS PRE OFFERING INSPECION. The group companies plan to obtain ISO:9001:2000 Certification for which processes has been started in some of the companies and out of them LILLIPUTKIDSWEAR (INDIA) LTD. Has obtained this certificate as far as others are in process LAUNDARY Lilliputhas got in house capacity for washing and tumbling for more than 10000 garments per day of different washes like softener wash, Enzyme wash, Stone wash.

LABORATORY

The company has in-house well equipped laboratory in app.1000 sq feet area with latest equipments for yarn and fabric testing like count, TPI, Yarn strength, blended test, colour fastness, GSM, Pilling, Shrinkage, Spirilty etc. colour matching and shade analysis done on Macbeth Spectra Photo mere with help of skilled and qualified technicians. COMPLIANCE AND SAFETY

Strict compliance ensured with all Labour laws. No child Labour is employed in the units. The units are approved from GAP; target store etc. for social environment and product safety broken needle log book system is followed. The company has needle detector machines and has also installed latest water and air pollution control equipments to control water and air pollution. They are also responsible o take good care of health of its employees. The company has in house clinic where hey get free check-up, tests and medicines for themselves as well as for their family members. EMBROIDERY The company has fully computerized multicolored and multi head imported machines with latest software to give accurate design inputs for embroidery to the machine.

STITCHING DEPARTMENT WORK PROCESS:

Attachment of placket Flat lock Attachment of collar Over lock Folding

Production After cutting, cut pieces are sent to stitching department. The stitching section has 5 units more than 35, 00,000 pieces per month. Production and finishing facilities have been set up in approved industrial area, conforming to laws regarding environment and pollution controls including water and air. The

recruitment rules with in the group ensures that the production facility adhere to the laws and norms regarding payment of minimum wages, employee benefit and laws and it has been assured that no child Labour, has been used in the activity of the group. Specifications of stitching machines. Type of machine No. of machines Company name Tailoring Over lock Flat-lock Folding Button hole Buttoning 160 38 14 5 6 3 Juki Juki, Pegasus Armstrong Juki Juki Juki

HEADS OF DEPARTMENT OF LILLIPUTKIDSWEAR INDIA LTD.

Chief Manager Operations Embroidery Purchase Store Personal Marketing Designing Quality Mr. under ISO Planning Production Knitting E.A. to chairman M.I.S. Advertisement Mr. Rajneesh Sharma Mr. Ashish Jain Mr. Rajeev Jain Mr. Vinod Kumar Mr. Francis Victor Mr. Ravinder S. Baweja Mr. Vishal GABA Mr. M. Joshi Miss. Swati Mr. Munish Jain Mr. Thomas Mr. Ritesh Jain Mr. Ram Kumar Miss. Sonia Mr. Gagan Jain

ORGANISATION STRUCTURE OF LILLIPUTKIDSWEAR

FUTURE PROSPECTUS & ACHIEVEMENTS

Foray into Sportswear Segment, Expansion of Retail network and exploring New Export Markets are the key future plans. Lilliput is now diversifying into many segments. The company is now providing an endless range of product which includes, T-shirts, Jackets, Sweaters, Sweatshirts, Tracksuits, Thermals, Jogging suits, Shirts, Denims and Trousers, Lowers, Bermudas, Shorts, Value packs, Lounge wears, Accessories etc for Men, Women and Kids. Lilliput continues to make products that are value for money and has created loyal customers who will settle for nothing else. LILLIPUT KIDSWEAR INDIA LIMITED has received the most coveted ISO 9001-2000 CERTIFICATE from DNV, the largest certification body in INDIA, for practicing TQM in all units. ORG-MARG, the largest market intelligence service in ASIA, has proclaimed LILLIPUTT-shirts as the number one selling brand in INDIA. MR.SANJEEV NARULA, FOUNDER was awarded the prestigious UDYOG PATRA by the institute of Trade and Industries for his contributions towards economic growth. DFU publications have felicitated LILLIPUT with the INSIDE KIDSWEAR award for excelling in retail. ITID quality excellence award by UNION MINISTER SH.SHANKER SINGH VAGHELA.

Sigmund Freud is considered to be the father of psychoanalysis. His prescription for a healthy person is a combination of love and work. The modern version is probably best expressed in the terms of quality of work life. The stress of modern work life is often so stressful that it has become so imperative to strike a balance between work life and personal life. The underline assumption is that the work life balance ultimately insures quality of work life. Organizations, in the past gave more importance on advanced technology for higher productivity surpassing the needs and mental state of its employees. This created a negative impact on the working environment among the employees. Thus it was realized that societal support goes hand in hand with technical innovations. This integration can only be made through quality of work life programs. Quality of work life denotes all the organizational inputs, which aim at employees satisfaction and enhancing organizational effectiveness. In the late 1950s the term QWL was used to stress the prevailing poor quality of life at work place and it was first defined in the terms of people reactions to work, particularly an individuals job satisfaction and mental health. It also refers to favorableness and unfavorable ness of the job environment for people. QWL is prescriptive concept, it attempts to design work environment so as to maximize concern for human welfare. It is a goal as well as process. The goal is the creation of more people at all levels of the organization. As a process, QWL involves efforts to realize this goal through active participation. The whole essence of QWL may be stated thus: The QWL is cooperative rather than authoritarian, evolutionary and open rather than static and rigid, informal rather than rule-bomb, impersonal rather than mechanistic, mutual respect and trust rather than hatred against each other.

The term QWL has different meanings to different people. Some think of it as happiness programs others, especially the labor unions, feel that it is a suitable employee incentive or just another productivity device. Terms like work improvement, workers participation, work humanization, industrial democracy and job enrichment have been widely used to mean QWL. QWL is considered as a philosophy as it is rooted in strong humanistic values. It focuses on the problem of creating human working environment. QWL in short refers to the level of satisfaction, motivation, involvement and commitment individuals experience with respect to their lines at work. According to Lloyd Suttle, Quality of work life is the degree to which members of a work organization are able to satisfy important personal needs through their experiences in the organization. It focuses on the problem of creating a human working environment where employees work cooperatively and achieve results collectively. Bruce Warman, an organizational development consultant with general motors, defines QWL as a goal and process. The goal is the creation of more involving, satisfying and effective jobs and work environment for people at all levels of the organization. As a process, QWL involves efforts to realize this goal through active participation. QWL therefore brings together the needs and development of people with the goals and the development of the organization. Glaser defines QWL as a process by which all members of the organization, through appropriate channels of communication, have some say about the design of their jobs in particular an the work environment in general

During 1979, the American society of training and development created a task force on the quality of work life, which has defined the concept of QWL as follows: A process of work organization which enables its members at all levels to participate actively and efficiently in shaping the organizations environment, methods and outcomes. It is a valued based process, which is aimed towards the twin goals of enhanced effectiveness of organization and improved quality of life at work for employees. Mansell and Rankin defines quality of work life is the concrete expression of a particular set of beliefs and values- about people, about organizations and ultimately about society. Development of quality of work life Concern with the life on the job is not of recent origin. There are a number of schools of thought about enhancing life in the work place, starting with the human relations management mayo and McGregor, the job enrichment of Herberg, the socio technical systems of Thorsrud and Davis; and finally the general catch-all terms: quality of work life. In the United States they attempts to improve and change work environment begin in the early years of the century. In 1915study commission by the US congress, Robert F.Hozie reported how the unions, particularly the machinists, were fighting scientific management techniques. The Labour union accused the so- called the scientific management for condemning the workers to a monotonous routine destroyed their creativity and drove them to the brink of nervous exhaustion.

The Labour of union activities in the 1930s and 1940s, through collective bargaining and legislation, led to improved conditions. Todays aspirations for an improved work life in America however go beyond continuing efforts to improve benefited and working conditions. The new generation of workers with better education and high expectation are now questioning traditional managerial ways and means to participate in the decision making process that directly and indirectly affects their welfare and work life. Other factors, which have influenced the rapid development of QWL programs in 1970, include: Increasing recognition by management of social issues of the workforce, that is social responsibility towards employees and their working environment. Changing attitude toward authority. The impersonal nature of some large enterprises. A widening gap between the reality of work and employees expectations. To accomplish these changing values and attitude of the workers, many companies in U.S have launched QWL experiments of projects. To name a few, they include general foods, Procter and gamble, general motors, TRW, Cummins engine, Scott paper and general electronics. In Canada, a number of QWL experiments had been carried out in some Canadian firms. In Japan, QWL project and experiments are more widespread because of historical and cultural factors. Japanese firms are well known for their paternalistic approach to management and QWL experiments are

manifestation of this approach. Japanese companies with QWL experiments include Sony, Fiji films etc. Ever since the industrial revolution, work has been highly organized human activity and Frederick Taylor pioneered the concept scientific management of work to increase productivity by streamlining and rationalizing the organization of industrial work. The basic principles enunciated by Taylor were: The planning and control of work was the responsibility and

prerogative of managers, whereas the operators were merely accountable for the execution of specific talks assigned to them. To get work executed efficiently, task must be fragmented into smallest possible units and an operative should be assigned one or more such task units to execute under the supervision of management staff, whose role was to integrate and coordinate these fragmented task units and get overall results. Each worker must be made to perform his task within the Now as workers are becoming more and more educated and skilled, the consequences of work are becoming less acceptable. Now jobs are designed according to the needs of workers and technology. There is all around d demand for developing jobs, which can satisfy workers need and make them best citizen. The traditional job design needs to be replaced with enriched job design. This demand for redesigning on jobs has come to know as quality of work life. prescribed quantitative norms of time and output.

Objectives
o o Analysis of the Kids wears industry in India. Factors responsible for attracting the customers to the Lilliput

stores that are helpful in increasing the brand awareness and contribute to the purchase decision of the customers. o Effect of recession on the sales of the Lilliput stores and what

measures the company has taken to minimize the effect. o To review the attitude of employees towards the measures work life.

adopted for quality of o

To determine the factors, which the respondent feel they would

lead to improvement in quality of work life o To study the hygiene and working conditions of the

employees at their workplace.

Research Methodology
The current chapter deals with the research methodology adopted in the present study indicates the selection of sample respondents, collection of data, choice of statistical tools for analysis of data, in addition to pointing out limitation of the study. Methodology adopted The research is aimed at studying the quality of work life of employees at LilliputKidswear limited. The city covered under the research was Ludhiana. Research design The design for this study was descriptive. Since the study was conducted to find the attitude of employees towards quality of work life. Sampling plan Sampling is an effective step in collection of primary data that influences the quality and correctness of the result. The scope of the present study was limited to one city i.e. Ludhiana city. Sample size The sample size was so selected to give the true picture of the problem. 100 employees of the company were randomly selected. The lot sample size for the company is 100. Sampling techniques Convenience sampling was used to conduct this study. Under this technique sample of respondents were chosen to the convenience of the respondents.

Sources of primary data and secondary data In this study, sample survey was conducted both primary as well as secondary data were used. The primary data was collected by structured questionnaires. Brief information was collected regarding different attributes to be considered and questionnaire contained both open ended, close ended and ranking questions. The secondary data was obtained from magazines, journals, and internet and from various books. Data analysis and interpretation After complete study of questions asked from respondents, calculating the frequency of response tabulated data and percentage was worked out wherever necessary. The conclusions were draw on the basis of frequency of Reponses/percentage.

Findings
1. Respondents are agreed that they get the opportunity to learn new tings on the job. 2. Respondents of the company agreed that information relating to their work units objective is communicated to them. 3. Company has a proper suggestion system in the organization. Employees can participate in management decision making by giving healthy suggestions. If they are worth then management accept them favorably. 4. Most of the respondents are satisfied from the safety and working conditions of the company. 5. Respondents are satisfied from the benefits provided to them by the company. 6. Respondents say that the organization conduct stress management programs at all levels of the company. 7. Respondents are satisfied from the promotion policy of the company. 8. Most of the respondents are agreed that their supervisor is more concerned about their welfare. He pays more attention towards their safety and working conditions. 9. Most of the respondents feel that they need trade unions to protect their interest. 10. Respondents are not satisfied from the canteen system of the organization. TABLE 1. KNOWLEDGE ABOUT EXPECTATIONS

Options Strongly agree Agree Disagree Strongly disagree

Percentag e 32% 52% 16% 0%

60% 50%

PERCENTAGE

40% 30% 20% 10% 0% Strongly Agree Agree Dis-Agree

52% 32% 16% 0%

Strongly Dis-Agree

PARAMETERS Series1 INTERPRETATION: As per the above chart 32% employees strongly agree and 52% agree that they always know what is expected from them, only 16% respondents disagree.

TABLE 2. SAFETY OF WORKERS

Options Strongly agree Agree Disagree Strongly disagree

Percentag e 58% 40% 2% 0%

60% 50%

PERCENTAGE

40% 30% 20% 10% 0% Strongly Agree Agree

58% 40%

2%
Dis-Agree

0%
Strongly Dis-Agree

PARAMETERS Series1

INTERPRETATION: As per the above graph, 58% respondents strongly agree that the safety is the main priority of the management only 2% disagree.

TABLE 3. EMPLOYEES AND MANAGEMENT WORK TOGETHER

Options Strongly agree Agree Disagree Strongly disagree

Percentag e 24% 68% 8% 0%

70% 60%

PERCENTAGE

50% 40% 30% 20% 10% 0% Strongly Agree Agree Dis-Agree

68%

24% 8% 0%
Strongly Dis-Agree

PARAMETERS Series1

INTERPRETATION: As per the above graph 68% of the employees agree that employees and management work together to ensure the safe working conditions.

TABLE 4. SAFETY AND HEALTH CONDITIONS Options Percentag e

Strongly agree Agree Disagree Strongly disagree

44% 52% 4% 0%

60% 50%

PERCENTAGE

40% 30%

52% 44%

20% 10%

4%
0% Strongly Agree Agree Dis-Agree

0%
Strongly Dis-Agree

PARAMETERS Series1 INTERPRETATION: As per the above graph 52% employees of the company agree that the conditions where they work are safe and healthy, only 4% disagree.

TABLE 5. SUGGESTION SYSTEM Options Yes Percentag e 96%

No

4%

4%

96%

YES

NO

INTERPRETATION: As per the above chart 96% employees of the company agree that they there is suggestion system in the organization.

TABLE 6. IMPORTANCE OF STRESS MANAGEMENT WORKSHOP Options Percentag e

Yes No A lot No comments

60% 12% 8% 20%

60% 50%

PERCENTAGE

40% 30% 20% 10% 0% Yes No A Lot No Comments

60%

12%

20% 8%

PARAMETERS Series1

INTERPRETATION: As per the above graph 60% employees of the company consider stress management programs are adequate for improving performance. Whereas 20% employees doesnt say anything.

TABLE 7. TRADE UNIONS Options Strongly agree Agree Disagree Percentag e 56% 28% 16%

Strongly disagree

0%

60% 50%

PERCENTAGE

40% 30% 20% 10% 0% Strongly Agree Agree Dis-Agree

56%

28% 16% 0%
Strongly Dis-Agree

PARAMETERS Series1 INTERPRETATION: As per the above graph 56% employees of the company strongly agree that they need trade unions to protect their interest, only 16% disagree.

TABLE 8. PARTICIPATION IN.DECISION- MAKING PROCESS Options Often Sometimes Rarely Never Percentag e 12% 64% 16% 8%

70% 60%

PERCENTAGE

50% 40%

64%
30% 20% 10% 0% Often Sometimes Rarely Never

12%

16%

8%

PARAMETERS Series1

INTERPRETATION: As per the above graph 64% employees sometimes take part in decision-making, 16% rarely and 3% responded that they never took part in decision-making process.

TABLE 9.

PROMOTION POLICY Options Highly satisfied Satisfied Dissatisfied Highly dissatisfied Percentag e 56% 40% 4% 0%

60% 50%

PERCENTAGE

40% 30% 20% 10%

56% 40%

4%
0% Highly Satisfied Satisfied Dis-Satisfied

0%
Highly Dis-Satisfied

PARAMETERS Series1

INTERPRETATION: As per the above graph 56% employees of the company are highly satisfied from the promotion policy of the company, 40% are satisfied and only 4% are dissatisfied from the promotion policy.

TABLE 10: TRAINING OPPORTUNITIES Options Only at starting Always Sometimes Never Percentag e 72% 4% 24% 0%

80% 70%

PERCENTAGE

60% 50% 40% 30% 20% 10% 0% Only at Starting Alw ays Sometimes

72%

24% 4% 0%
Never

TIMINGS Series1

INTERPRETATION: As per the above graph 72% employees of the company respond that they got training at the starting only. Only 4% said always and 24% responded sometimes.

TABLE 11. CRITERIA FOR QUALITY OF WORK LIFE Degree of satisfaction Highly criterion Fair compensation Job security Working conditions satisfied 8% 12% 32% 72% 64% 68% 8% 12% 0% 12% 12% 0% Satisfied Neutral Dissatisfied Highly dissatisfied 0% 0% 0%

Healthy relationships Flexible working hours Individual development Canteen system

40% 28% 4% 0%

56% 22% 32% 36%

4% 0% 20% 20%

0% 8% 28% 20%

0% 42% 16% 24%

80% 72% 70% 60% 50% PERCENTAGE 40% 32% 30% 20% 10% 0% 1 12% 8% 8% 12% 12% 12% 8% 4% 0% 0% 4 CRITERION 4% 0% 5 6 0% 7 28% 22% 40% 68% 64% 56%

42%
36% 32% 28%

24%
20% 20% 20%

16%

0%
2

0%

0% 0% 0% 3

Highly Satisfied

Satisfied

Neutral

Dis-Satisfied

Highly Dis-Satisfied

TABLE 11.1. FAIR COMPENSATION Options Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Average Percentage 8 72 8 12 0 2.24

Average rating for fair compensation is between somewhat satisfied to neutral.

TABLE 11.2. JOB SECURITY Options Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Average Percentage 12 64 12 12 0 2.24

Average rating for job security is between satisfied to neutral

TABLE 11.3. WORKING CONDITIONS Options Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Average Percentage 32 68 0 0 0 1.98

Average rating for working conditions is between highly satisfied to satisfied

TABLE11.4. HEALTHY RELATIONSHIP Options Highly satisfied Satisfied Neutral Percentage 40 56 4

Dissatisfied Highly dissatisfied Average

0 0 1.64

Average rating for healthy relationship is between highly satisfied to satisfied

TABLE 11.5. FLEXIBLE WORKING HOURS Options Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Average Percentage 28 22 0 8 42 3.14

Average rating for flexible working hours is between neutral to dissatisfied TABLE 11.6. INDIVIDUAL DEVELOPMENTS Options Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Average Percentage 4 32 20 28 16 3.20

Average rating for individual development is between neutral to dissatisfied TABLE11.7 CANTEEN SYSTEM Options Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Average Percentage 0 36 20 20 24 3.32

Average rating for canteen system is between neutral to dissatisfied TABLE 12. JOB SATISFACTION

Options Highly satisfied Satisfied

Percentage 86% 14%

Dissatisfied Highly dissatisfied

0% 0%

90% 80% 70%

PERCENTAGE

60% 50% 40% 30% 20% 10% 0% Highly Satisfied Satisfied

86%

14% 0%
Dis-Satisfied

0%
Highly Dis-Satisfied

PARAMETERS Series1 INTERPRETATION: As per the above graph 86% employees of the company are highly satisfied and 14% are satisfied from their job.

Suggestions
1. Employees should be given an opportunity to improve their capabilities. During regular work activities, there should be a provision of directing the work performance of the employees. The company should provide opportunities for growth and development by creating more jobs and other programs.

2. Create standard methods of communicating quality of work life information to the employees. There should be a proper flow of information in the organization so that employees can aware all the programs and happenings in the organization. 3. Conduct annual surveys of employees to determine what employees want from the company and how the company can best respond. 4. There should be a proper career plans for all employees. 5. There should be a proper fair and equitable remuneration so that employees are satisfied with remuneration. 6. Canteen system should be improved. 7. There should be a proper rest room for the employees. 8. Encourages the workers in meeting to give suggestions and posses a challenge to everyone to double the volume of suggestions in the coming years. 9. Autonomous work group can be used for working of the organization. In such groups, employees should be given freedom of decision-making

LIMITATIONS

Most of the responses showed unwillingness to give the information. Accuracy of the responses was depended upon the moods and interest of the respondents.

 Sometimes the respondents were not in cooperation condition. Most of the respondents were uneducated.

Conclusion
After studying the quality of work life of employees at Lilliput, I can conclude that the attitude of the employees towards quality of work life is positive and the relationship between performance and quality of work life is also positive. The various factors, which influenced the quality of work life, are work environment, job security, social integration in the work environment etc.

Organization must have a working life that is sustainable in the long run and that creates more and better jobs. Everybody must also have the possibility to remain in work for a, longer time than today. Working condition must permit this and this involves paying attention not only to the work environment, but also to competence development, life-long learning, equality and influence. There is a positive correlation between quality of work life and quality of life. Some factors control and job involvement are factors that potential influence both quality of work life and quality of life. To deal with some of the dissatisfaction of the employees in the company some suggestions have been made which may be considered for the proper implementation of quality of work life. The employees should be given proper training, which will enhance the efficiency of employees and will develop the feeling of the self-confidence among the employees. There should be given opportunity to give suggestion for any improvement in the measurement of quality of work life.

BIBLIOGRAPHY

The contents of this assignment has been taken from the following websites: http://www.fibre2Kidswear.com/services/promotion/companyfocus/Lilliput/ http://Lilliputindia.com/aboutus.html http://www.advertising-in-india.com/garment-apparel/Lilliput-Kidswearindia.htm http://www.google.co.in http://www.altavista.com

QUESTIONNAIRE
NAME: ---------------------------------GENDER: ------------------------------AGE: -----------------------------------TOTAL NUMBER OF YEARS WITH THIS ORGANIZATION: ----1. How long have you worked in your present job for your current employer? a. Less than 6 months b. 6-12 months c. Enter years--------2. Which of the following best describe your usual work schedule? a. Day shift b. Afternoon shift c. Night shift split shift d. Rotating shift 3. Does your job require that you keep learning new things? a. Strongly agree b. Agree c. Disagree d. Strongly disagree 4. Does your job let you use your skills and abilities? a. Strongly agree b. Agree c. Disagree d. Strongly disagree

5. On your job, do you know exactly what is expected from you? a. Strongly agree b. Agree c. Disagree d. Strongly disagree e.

6. Is the safety of workers a high priority of management in the organization? a. Strongly agree b. Agree c. Disagree d. Strongly disagree

7. Does employees and management work together to ensure the safest possible working conditions? a. Strongly agree b. Agree c. Disagree d. Strongly disagree

8. Does the safety and health conditions in the organizations are good?. a. Strongly agree b. Agree c. Disagree d. Strongly disagree

9. Do you have suggestion system in your organization? a. Yes b. No 10. Do you consider that stress management workshop is adequate for a. Yes b. No c. A lot d. No comments 11. Do you think workers needs strong trade unions to protect their a. Strongly agree b. Agree c. Disagree d. Strongly disagree

improving performance?

interest?

12.

In your job, how often do you take part in decisions making a. Often b. Sometimes c. Rarely d. Never

process?

THANK YOU