1.

INTRODUCTION TO THE STUDY

HUMAN RESOURCE DEVELOPMENT:

Human resource development (HRD) deals with creating conditions that enable people to get best out of themselves and their lives. Development is a never-ending process. As people develop themselves in new directions, new problems and issues arise, requiring them to develop new competencies to meet the changing requirements, aspirations and problems.

At the organization level, the goal of HRD is normally to have competent and motivated people (employees) to ensure higher level of productivity, profitability and growth of the organization. Organizations normally direct their HRD efforts towards the development of competencies, culture and commitment among employees individually or in groups. Organizations use many mechanisms to achieve HRD goals, as without competent and committed employees, organizations can achieve very little even if they have excellent technological and other resource bases.

The most important and common objective of human resource development at all levels is competence- (capacity) building for a healthy and happy living.

The world has progressed in many unique ways and directions in the last three decades. It has developed technologically, economically and industrially. It is also richer in terms of human capabilities, facilities and quality of living.

HRD - CONCEPT:

People make things happen. If people have to make things happen, they need a set of circumstance to make them happen. However, it is the people who create circumstances that can help them and others in making things happen. HRD is the process of enabling people to make things happen.

HRD STRATEGY:

Management of Human Resources is necessary in every walk of life, industry, government, public administration and scientific research institutes. The activities of any management can be broadly classified under, a) Planning b) Organization c) Staffing d) Directing e) Controlling

HRD FUNCTIONS:

a) Acquisition b) Development c) Motivation d) Maintenance of the Human Resource

QUALITY OF WORK LIFE:

INTRODUCTION: Historically, work has occupied an important place in the life of human beings. How people have thought and felt about the working experience has also been an age old concern for both workers and managers. The term quality of work life (QWL) was probably coined originally at the first international conference on QWL at Arden House in 1972 (Davis & Cherns, 1975). Mills (1978) probably coined the term quality of work life and suggested that it had moved permanently into the vocabulary of unions and management, even if a lot of the people using it were not exactly sure what territory it covered. During the twentieth century, our social science conceptualizations regarding work have been labeled scientific management, human

relations, socio-technical systems theory, and now possibly holistic learning organizations. Cherns (1978) argued that: QWL owes its origins to the marriage of the structural, systems perspective of organizational behavior with the interpersonal, human relations, and supervisory-style perspective.

FACTORS AFFECTING QUALITY OF WORK LIFE:

Work is an integral part of our everyday life, as it is our livelihood or career or er or business. On an average we spend around twelve hours daily in the work place, that is one third f our of entire life; it does influence the overall quality of our life. It should yield job satisfaction, give peace peace of mind, a fulfillment of having done a task, as it is expected, without any flaw and having spent spent the time fruitfully, constructively and purposefully. Even if it is a small step towards our lifetime goal, at the end of the day it gives satisfaction and eagerness to look forward to the nextt day day. 14 key factors affect the quality of work life. These factors are: 1. Fair and reasonable pay compared to others doing similar work. 2. Concern over losing ones job in the next months and years. 3. Sexual harassment or discrimination at the workplace. 4. Interesting and satisfying work. 5. Trust in senior management. 6. People at the workplace wish to get on together. 7. Recognition of efforts by intermediate manager/supervisor 8. Career prospects 9. Amount of control over the way in which work is done. 10. Health and safety standards at work. 11. Balance between the time spent at work and the time spent with family and friends. 12. Intermediate manager/supervisors treatment of staff. 13. Amount of work to be done. 14. Level of stress experienced at work.

A happy and healthy employee will give better productivity, make good decisions and positively contribute to the organizational goal. An assured good quality of work life will not only attract young and new talent but also retain the existing experienced talent.

Quality of work life: (QWL)

Definitions:
Indeed, it is difficult to best conceptualize the quality of work life elements. Walton proposed eight major conceptual categories relating to QWL as (1) adequate and fair compensation, (2) safe and healthy working conditions, (3) immediate opportunity to use and develop human capacities, (4) opportunity for continued growth and security, (5) social integration in the work organization, (6) constitutionalism in the work organization, (7) work and total life space and (8) social relevance of work life. Several published works have addressed the constructs that make up the QWL domain and key elements of QWL programs. Others such as Pelsma et al. and Hart found that psychological distress and morale contributed equally to teachers QWL. They determined that in the work climate of an occupation, QWL can be assessed by combining the amount and the degree of stress and the degree of satisfaction experienced by the individual within his/her occupational role. Winter et al .viewed QWL for academicians as an attitudinal response to the prevailing work environment and posited five work environment domains that include role stress, job characteristics, supervisory, structural and sectoral characteristics to directly and indirectly shape academicians experiences, attitudes and behavior.

Quality of work life is defined as a process by which all members of the organization through appropriate and open channels of communication, have some say in decisions that affect their jobs in particular and the work environment in general, resulting in greater job involvement and satisfaction and reduced levels of stress.

Quality of work life has recently emerged as an important area of the concern. QWL refers to the relationship between a worker and his environment adding the human dimension to the technical and economic dimensions within which work is normally viewed and designed. Lawler (1982) defines QWL in terms of job characteristics and work conditions. He highlights that the core dimension of the entire QWL in the organization is to improve employees well being and productivity.

Later definition by Beukema (1987) describes QWL as the degree to which employees are able to shape their jobs actively, in accordance with their options, interests and needs. It is the degree of power an organization gives to its employees to design their work.

Vein Heskett, Sasser and Schlesinger (1997) define QWL as the feelings that employees have towards their jobs, colleagues and organizations that ignite a chain leading to the organizations growth and profitability.

Lau, Wong, Chan and Law (2001) define QWL as the favorable working environment that supports and promotes satisfaction by providing employees with rewards, job security and career growth opportunities.

This review on the definitions of QWL indicates that QWL is a multi-dimensional construct, made up of a number of interrelated factors that need careful consideration to conceptualize and measure. It is associated with job satisfaction, job involvement, motivation, productivity, health, safety and wellbeing, job security, competence development and balance between work and non work life.

1.2 OBJECTIVES OF THE STUDY:

To develop a conceptual framework for quality of work life. To assess the physical environment of the workers. To assess the job involvement of the workers. To assess the wages and salary administration of the organization. To study the health and safety standards provided by the organization to the workers. To analyze the social security given to the workers. To assess the welfare measures given to the workers.

1.1 NEED FOR THE STUDY:

The review of literature shows that there are some studies on Quality of work life, but no sufficient study was conducted at Alagendira exports, Tirupur on relating to Quality of work life. The researcher was motivated to fill the gap in research on quality of work life in this organization. The researcher studied Quality of work life here because of her own interest in doing the research in different area.

In the current scenario Quality of work life seeks to create commitment to the organization and society at large so as to ensure higher productivity and job involvement of the employees. Quality of work life is 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 value based process, which is aimed towards meeting the twin goals of enhanced effectiveness of the organization and improved Quality of life at work for the employees.

Quality of work life is the degree to which members of a work organization are able to satisfy their personal needs through their experience in the organization. Its focus is on the problem of creating a human work environment where employees work corporately and contribute to the organization objectives. The major indicators of QWL are involvement, job satisfaction and productivity.

Quality of work life pays an important role in influencing job involvement of workers productivity. Hence this study is important. QWL programs emphasis cooperative relationships among the employees, unions and management. Thus QWL can significantly change the way in which employee relations are concluded in an organization conflict being replaced with cooperation.

Favorable industrial setting and working conditions contributes to work efficiency by increasing job involvement and job commitment in the current scenario of globalization. Everyone expects quality in all fields of work. India in order to meet the global market quality plays a significant role, which can be achieved only when there is good quality of work life for the workers. Thus the present study focuses to know the level of Quality of work life and job involvement of the workers at Alagendira exports, Tirupur.

1.4 LIMITATIONS OF THE STUDY:

The study is limited to only the paint industry and specifically to Asian paints ltd(penta division), Cuddalore and cannot be extended to any other industry. All the limitations applicable to the questionnaire method are applicable to this survey too. The study confines its scope only to the outcomes relating to the level of quality of work life. Time and cost are limiting factors for the study.

2. REVIEW OF LITERATURE

Review of literature is essential for every researcher to carry on the investigation successfully. Review of literature will expose the researcher to previous research conducted, their area of study etc, which in turn would help to decide upon the area not studied and that which has to be concentrated on. A literature review is a body of text that aims to review the critical points of current knowledge on a particular topic. Literature reviews are secondary sources and as such, do not report any new or original experimental work. They are common and very important in the sciences and social sciences. A good literature review is characterized by a logical flow of ideas; current and relevant references with consistent, appropriate referencing style, proper use of terminology; and an unbiased and comprehensive view of the previous research on the topic. According to Cooper (1988) a literature review uses as its database reports of primary or original scholarship and does not report new primary scholarship itself. The primary reports used in the literature may be verbal, but in the vast majority of cases reports are written documents. The types of scholarship may be empirical, theoretical, critical / analytical or methodological in nature. Second a literature review seeks to describe, summarize, evaluate, clarify and / or integrate the content of primary reports. Mr. V. Raja Narayanan (2001) in his study concluded that working environment in the organization is satisfactory, and the organization should concentrate on the employees

welfare and free trips can be arranged once in a three months or six months to increase the job involvement of the employees. Mr. Jinto P.C. (2003) in his study concluded that the study gives ample opportunity to interact with the employees of the company. Employees timely response to the questionnaire helped immediately to prepare a full fledged report. Ms. T. Jayshree (2000) has given the following conclusions in her study - the organization can improve the quality of work life by giving training to improve their job skills and senior staffs should pay more attention to the grievances of the junior staffs. Mr. Ravi Rathna Kumar (2005) interviewed 100 respondents and concluded that the working environment should be more adoptable and the organization should satisfy the general needs of the employees. Ms. Mary Veronica (2004) has given the conclusion that the organization should suggest for a club by which the management can organize a family get together once in three months which will definitely help to improve the morality of the organization and promote good coordination and inculcate team spirit, which in turn will help to achieve the organizational goals and in turn achieve prosperity for the organization.

Chapter references: 1. Mr. V. Raja Narayanan, A Study on quality of work life with reference to human resource management at NIIT Limited, Coimbatore, Anna University, 2001. 2. Mr. Jinto P.C. A Study on quality on work life in Rubco industry, Kanore, Karpagam college of engineering, Anna University, 2003. 3. Ms. T. Jayshree, A study on quality of work life among the employees of Sri Garments (P) ltd 2000.

4. Mr. Ravi Rathna Kumar A study on quality of work life among the employees of Santha spinning & weaving mills (p) ltd. - Saraswathi Thiyagaraja college of arts and science, Bharathiyar university, 2005. 5. Ms. Mary Veronica A Study on quality of working life amongst employees in life insurance corporation of India, Coimbatore, Indira Gandhi National Open University, 2004.

INDUSTRY PROFILE

PAINT INDUSTRY

The paint industry worldwide is classified into 2 segments viz. decorative and industrial segment in India. The decorative Segment is dominated by the unorganized sector which now accounts for 70% of the total paint production as against 75% three to four ago. The unorganized sector has an advantage over the organized sector since it is fully exempted from the 20% excise duty and other government levies. In the organized sector Asian is the market share of 31% followed by Goodlass Nerolac with a share of 16%. Paint Industry is characterized by low capacity utilization as most of the companies get the work done on job work basis. This is because of the longer processing time required in the paint industry when paint is manufactured in smaller batches the production falls. Most of the plant operates at 50% capacity with the exception of Berger paints which manages a capacity utilization of around 70%. The main reason for this is that it has strong presence in the premium enamel and emulsion segment and does not switch between decorative and industrial paint like the other manufactures. There is tremendous potential for the paints manufacturers in India because as against an average percapita consumption of paints in India is very less. Economic liberalization is attracting international giants like BASF Germany, Curt lauds UK and Jotun Norway. Jotun, has announced plans to set up a powder coating plant, while International Paints UK, intends to set up a marine paints plants. Since decorative paints are a consumer product Sales are price elastic any change in the government policy on the excise duty has a direct bearing on the sales. Over the last 4 years, the government has reduced the excise duty from a peak of 40% to current 20%. The entire benefit of the duty reduction has been passed to the consumer which has not only enabled this segment to come out of the recession but also enabled the organised sector to increase its market share at the expanse of organised sector. The share of organised sector has increased from 20% To 25% as a result of reduction in excise duty. Distribution channel plays an important role in the industry. Awareness and perception of specific brand is more important

than the corporate brand equity. Asian Paints, the market leader has around 16,000 dealers in its network which are spread across the country. Goodlass nerolac comes second with around 9,000 dealers. The paint industry is a raw material - intensive one with over 300 input going into the manufacturing process. Half of these are petro based. The raw materials for paints may be classified into 5 segment- pigments, solvents, binders, additives and white cement/urea and account for roughly 50% of total cost. Hence the industry's profits are sensitive to international price rises. When the international prices of petrochemical products comes down, the paints companies benefit and vice versa. With raw material prices and tarrifs expected to come down in the next few years the organised sector's operating profit and margins should go up substantially. Most companies are hit by the fact that they do not make the raw material themselves. PAN which is manufactured from Ortyhoxylene and which goes into the production of paints with titanium dioxide, is only manufactured by Asian paints. The other paint majors import their stock. Since PAN prices generally outpace international orthoxylene prices by almost 50% paint Companies end up paying huge price when the price rise.

MAJOR RAW MATERIALS USED IN THE PAINT INDUSTRY PRODUCTION Pigments: account for nearly one third of the total cost of paint production. Pigments are finely ground solids of different shades which are used to give colour, consistency, durability and other properties to the paint. Titanium di oxide (TiO2) is a vital pigment is available in two grades: anatase and rutile. Of which the former is used in interiors while the latter is preferred for exteriors. Solvents: are volatile organic compounds (VOC) used to dissolve, suspend or change the physical properties of other materials. They are generally used to bring down the viscosity of paints to the desired level which also reduces the cost of paint formulation. Solvents constitute 70% to 75% of the paint liquid and ultimately escape into the atmosphere when the fluid dries. Solvents such as ethylene glycol and alcohols are finding wider use as co-solvents in new water borne formulations.

Binders: are generally oils, resins and plasticisers that give painting its protective property. Most resin manufacturers make alkyds, polyesters, emulsion polymers, epoxy resins, amino resins etc. Additives: are added in small proportions to the paint to improve its performance characteristics in various ways. Skinning inhibitors, fungicides, wetting agents, driers etc are included in this category. This is a working capital intensive industry. Due to wide range of shades and varying pack sizes, the finished products tend to have a large inventory. Production of paints require 300 different (mostly petroleum based) raw material costs normally constitutes about 65% of the sales. The paint industry derives most of its revenue in the second half of the financial as this half coincide with the festival season in India. Also sales of automobiles in India is more in the second half in comparison to the first half.

RURAL MARKET A NEW SEGMENT FOR THE INDUSTRY Rural market has emerged as the new segment for the players in the decorative market and most of the players have identified this segment as a thrust area and are launching new economy brands to cater to the need of this segment. Goodlass Nerolac has launched its synthetic distemper "Goody Synthetic" paint to add to its range of wall finishes. The product has been packaged in a "festive look" polythene bag containing one kg of synthetic distemper. The product is available across the country and has a surface drying time of 30 minutes. Company officials claim that a one kg bag has a coverage of 160 square feet per coat. The new product falls in category-III paints and has an emulsion base which acts as a binder. The company perceives Goody Synthetic Distemper as a mass-base product. Hence it is being supported by below-the-line-promotion based on retailer margins and driven by price.

COMPANY PROFILE

1.1 ASIAN PAINTS LIMITED In 1945, the company was incorporated as a private limited company under the name of Asian oil and Paints. It was converted into a public limited company in 1973. The companies manufacture a wide range of surface coatings catering to different end-users. It also manufactures vinyl pyridine latex used in the manufacture of rubber tyers. The company expanded its products range, developed its own technology, set up a distribution network penetrating in smaller towns and ploughed back a large part of earnings into creation of new facilities.

In 1974, a major modernization programme was undertaken to streamline the paints production facilities by improving the layout of machines, addition to balancing equipment and replacement of old machinery.. The Bhandup plant of the company is reportedly the largest single paint factory in the country and one of the most up-to-date with sophisticated machinery and equipment for manufacturing a wide range of paints and to meet its entire requirements.

In 1985, the company undertook to set up a third paint unit at patancheru, a notified backward area near Hyderabad, for the manufacture of 15,000 mt of paints and enamels. A letter of intent was obtained for setting up a fourth paint plant in Uttar Pradesh with a capacity of 23,000 tonnes per annum of synthetic resins (for captive consumption). The company entered into a collaboration agreement with Nippon paints co. Ltd., Japan, to obtain technical knowledge about the manufacturing facilities for the powder coating and coil coating with a capacity of 300 mt were installed and commissioned at kasna plant during 1992-93

In 1987, the company commissioned a plant for the manufacture of synthetic rubbers lattices with a capacity of 1,200 tonnes per annum. The company jointly with Tamil Nadu

industrial development corporation (TIDCO) promoted a joint sector company under the name pentasia chemicals ltd. (PCL), for the manufacture of 3,000 TPA of pentaerythritol and 1,800 TPA of sodium formate.

In 1990, Asian paints (south pacific) ltd., in Fiji and Asian paints (Tonga) ltd., are two joint venture set up aboard with the company supplying the necessary know how. The company also set up two more joint ventures under the names and styles of Asian paints (Nepal) private limited., and Asian paints (S.I) ltd., both of which are subsidiaries of the company. The company had set up a joint venture unit Asian paints (Vanuatu) ltd., for the manufacture of paints and enamels in the pacific island of Vanuatu. The Vanuatu Company had issued 54,000 ordinary shares of US each to the company as fully paid-up shares against the plant and machinery supplied.

In 1991, pentasia chemicals limited., became a subsidiary of the company. Pentasia investment limited, is a subsidiary of the company. In 1994, the company proposed to expand its existing capacities for the manufacture of paints and enamels to 50,000 tonnes per annum at each of its plants in ankleshwar, patancheru and kasna.

In 1996, the company proposed to set up a fifth point manufacturing plant at ratnagiri, Maharashtra. During 21st February, a fire broke and in the paint manufacturing block of Mumbai plant extensive damage to the materials stored in the block. A joint venture company viz. Asian PPG industries private Limited. was set up along with PPG industries, inc. Of USA to market and / or manufacture automotive paints and certain industrial products as may be decided upon mutually between the partners.

In 1998, the new initiative to install 350 colour worlds received encouraging response and made significant contribution to performance. Three new products, NC range of wood

finishes, ACE exterior emulsion and Asian wall putty were launched. Asian paints, Indias No.1 paint company recently, launched their latest offering Asian paints colour world. Credit rating information services of India ltd (crisil) has assigned a AAA rating to the proposed nonconvertible debenture (NCD) obligation of Asian paints pentasia chemicals and pentasia investments have been merged with the parent company following the approval of the board of industrial & financial reconstruction (BIFR). Asian paints limited, the largest paint company in India, launched its first exclusive showroom in Mumbai. Asian paints ltd has acquired a 76 percent equity stake in Sri Lanka based Delmege Forsyth & co (paints) ltd.

In 2000, Asian paints have launched two variants in polyurethane (PU) wood finish under the brand name opal. An Asian paint has acquired the entire paints business of pacific paints company based in Australia for over Rs. 1 crore. An Asian paint has lifted the lockout at its factory in Uttar Pradesh. In 2001, Asian paints have introduced Utsav Enamel for the festive season.

In 2002, approves voluntary delisting of shares from the following stock exchanges. The Ludhiana stock exchange Association ltd. The Calcutta stock exchange Association ltd. The stock exchange, Ahmadabad. Madras stock exchange ltd. Delhi stock exchange Association ltd. Hyderabad stock exchange Association ltd. Vodorara stock exchange Association ltd. In 2004, 10th Asian paints star screen weekly awards aura of mystery. Asian paints launches paints solutions for kids . Today : Asian paints becomes the 10th largest decorative paint company in the world Asian paints is more than twice the size of its nearest competitor

It is one of the most admired companies in India Present in 22 countries with manufacturing locations, over 2500 SKUs, integrated SAP ERP & i2 SCM solution Rated best employer by BT-Hewitt survey, 2000 Bluest of the blue chips by Hindu business line; most admired company to work for by ET-BT survey, 2000

On the recommendations of because, Allen and Hamilton, Asian paints restructured itself into growth, decorative and international business units and adopted SCM and ERP technology Asian paints aims to become the 5th largest decorative paint company in the world

MISSION To be the largest decorative paint company worldwide and the fifth largest paint manufacturing company.

VISION

Asian paints aims to become one of the top five Decorative coatings companies worldwide by leveraging its expertise in the higher growth emerging markets. Simultaneously, the company intends to build long term value in the industrial coatings business through alliances with established global partners.

BOARD OF DIRECTORS

Mr. Ashwin Choksi Mr. Ashwin Dani Mr .P.M. Murty Mr. Mahindra Choksi

Chairman Vice Chairman Managing Director & CEO Director

Mr. Amar Vakil Mr. Tarjani Vakil Mr. Dipankar Basu Mr. Mahindra Shah Mr. Deepak Satwalekar Dr. S. Sivaram Mr. S.R. Anaporai

Director Director Director Director Director Director Director

ABOUT PENTA DIVISION

Penta division is situated at the SIPCOT industrial complex, Cuddalore. Here a chemical by name Pentareythritol is manufactured in four different grades. During the process of manufacturing Pentaerythritol another chemical by name Sodium Formate is obtained as by product. 70% of the Penaterythritol manufactured in this division is captively consumed in the Paint plants situated in four different states. Pentasia Chemical Ltd., earlier a subsidiary of Asian Paints (I) Ltd was promoted in the year 1984 as a joint sector company of TIDCO and Asian Paints (I) Limited. The company was set up with an investment of Rs. 22 Crores and it manufactures Pentaerythritol and Sodium Formate. The process technology at the plant, the first of its kind in India, is based on the technology of Hercules Inc; the second largest manufacturer of penterythritol in the USA. The trial runs in the plant were commenced in the year 1987. PHILOSOPHY

Institution building is the cornerstone of the companys business philosophy. The company believes in finding innovative solutions to problems and this is reflected in open mindedness, willingness to initiate new ideas and a willingness to take the risks.

ORGANIZATION STRUCTURE

General Works Manager heads this division and is assisted by Production, Maintenance, Quality Assurance, Utilities, Environmental Management, Personnel and Administration departments. Each department is headed either by a Manager or by an Executive. Departmental heads are assisted by Executives / Engineers. Apart from them, process operators, Mechanical fitters, Electrical & Instrument Technicians, Chemists and Boiler attendants work in the shop floor.

NATURE OF THE PLANT The plant runs continuously for all 24 hours a day and 365 day a year except for the days when shut down is taken for routine maintenance. People work in 3 shifts in shop floor and are supervised by an Assistant Engineer. This is a process plant comprises of almost all unit operations. Consistency in quality plays a vital role in meeting the customer requirement in this field.

SPECIAL AWARDS AND CERTIFICATES The division had been awarded ISO: 14001 Certificate for its Environmental management system in the year 1999 and re-certified in the year 2008. In order to improve the upkeep of the plant and eliminate wastage of material 5 S Japanese concept is implemented in shop floor. Further the division has been awarded with OHSAS 18001 (Occupational Health and Safety Administration System)

PRODUCT

The company manufactures the following:

Technical Grade Pentaerythritol used in the manufacture of Alkyd Resins which are used in the paint industry, printing industry, etc., Mono Pentaerythritol (Nitration Grade) is used in the paint and explosives industries. Pentaerythritol tetranitrate is used in the manufacture of Detonator and Detonator fuses. Di Pentaerythritol is used as synthetic lubricants and plasticisers and the same is also exported. Sodium Formate is a by product and is used in the production by leather tanning industries and in the manufacture of hydrosuphite.

FACILITIES CREATED

1. 2. 3. 4. 5. 6. 7. 8.

Penta Plant Fromaldehyde Plant Boiler / Coal Storage Yard Oil Fired Boiler 1 x 8 TPH Coal + Leco Fines + Lignite Mixed Fuel Firing Water Treatment Plant 40 M3 / hour of treated water. Cooling Tower 1660 M3 / hour (circulation rate) Laboratory Quality Assurance Analysis of Raw Materials, In process and finished goods.

9. 10.

Effluent Treatment Plant HT Transformer yard HT Breaker LT Substation DG Sets Instrument air Compressors and Instrument air drier

Power Sanctioned Transformer DG Sets

- 3047 KVA - 2 x 1500 KVA 2 x 365 KVA 1 x 500 KVA

Our Maximum Demand Registered 1100 KVA

11. 12.

Methanol Storage tank yard 4 x 200 M3 Capacity each Formaldehyde Storage tank yard 2 x 200 M3 3 x 50 M3

13. 14. 15. 16. 17. 18.

Caustic Soda lye 1 x 200 M3 Acetaldehyde tank yard 2 x 75 M3 Furnace Oil Storage Tank. Diesel Storage Tank. A very weigh bridge 20 Tonnes capacity. Hydrocholoric acid tank Caustic Soda lye tank 1 x 20 M3 1 x 20 M3 dedicated to Water Treatment

19. 20.

Engineering Stores & Workshop. Canteen & Administration office and rest room.

INDUSTRIAL RELATIONS

The company has three Unions namely Pentasia Pattali Thozhilalar Sangam, Pentasia Anna Thozhilalar Sangam and Pentasia Employees Union.

CANTEEN

The Canteen is manage by an independent Contractor and is subsidized whereby every employee has to pay Rs. 3.00 per meal. The Canteen coupons and free tea coupons are available at Time Office

ANALYSIS AND INTERPRETATION

TABLE 1.1 TABLE SHOWING THE AGE CLASSIFICATION OF THE RESPONDENTS

S.NO 1 2. 3. 4.

AGE GROUP 18-25 26-40 41-50 51-58 TOTAL

NO. OF RESPONTENDS 14 34 43 09 100

PERCENTAGE 14% 34% 43% 09% 100%

INTERPRETATION: It can be inferred from the above table that 14% of respondents are in the age group of 18-25 years, 34% of respondents are in the age group of 26-40 years, 43% are in the age group of 41-50 years and 09% of the respondents are in the age group of 51-58 years.

CHART 2.1 CHART SHOWING THE AGE CLASSIFICATION OF THE RESPONDENTS

TABLE 1.2 TABLE SHOWING THE GENDER CLASSIFICATION OF THE RESPONDENTS

S.NO 1. 2.

GENDER MALE FEMALE TOTAL

NO. OF RESPONDENTS 96 04 100

PERCENTAGE 96% 04% 100%

INTERPRETATION: It can be inferred from the above table that 96% of the respondents are male and 04% are female.

CHART 2.2 CHART SHOWING THE GENDER CLASSIFICATION OF THE RESPONDENTS

TABLE 1.3 TABLE SHOWING THE EDUCATIONAL QUALIFICATIONS OF THE RESPONDENTS

S.NO

EDUCATIONAL QUALIFICATIONS

NO. OF RESPONDENTS

PERCENTAGE

1. 2. 3. 4.

SSLC HSC UG PG TOTAL

17 56 24 03 100

17% 56% 24% 03% 100%

INTERPRETATION: It can be inferred from the above table that 17% of the respondents are SSLC, 56% have HSC qualifications, 24% are Under Graduates, and 3% are Post Graduates.

CHART 2.3 CHART SHOWING THE EDUCATIONAL QUALIFICATIONS OF THE RESPONDENTS

TABLE 1.4 TABLE SHOWING THE EXPERIENCE OF THE RESPONDENTS IN THE PRESENT ORGANISATION

S.NO 1. 2. 3. 4.

EXPERIENCE IN YEARS 0-3 4-6 7-10 Above 10 TOTAL

NO. OF PESPONDENTS 23 15 15 47 100

PERCENTAGE 23% 15% 15% 47% 100%

INTERPRETATION: It can be inferred from the above table that 23% of the respondents have an experience of between 0 3 years, 15% have between 4 6 years of experience, 15% have 7 10 years of experience and 47% have above 10 years of experience in the present organization.

CHART 2.4 CHART SHOWING THE EXPERIENCE OF THE RESPONDENTS IN THE PRESENT ORGANISATION

TABLE 1.5 TABLE SHOWING THE MARITAL STATUS OF THE RESPONDENTS

S.NO 1. 2.

MARITAL STATUS Single Married TOTAL

NO. OF RESPONDENTS 22 78 100

PERCENTAGE 22% 78% 100%

INTERPRETATION: It can be inferred from the above table that 22% of respondents are single and 78% of the respondents are married.

CHART 2.5 CHART SHOWING THE MARITAL STATUS OF THE RESPONDENTS

TABLE 1.6 TABLE SHOWING THE MONTHLY INCOME OF THE RESPONDENTS

S.NO

MONTHLY INCOME IN RUPEES

NO. OF RESPONDENTS

PERCENTAGE

1. 2. 3. 4.

10,000-150,00 16,000-20,000 21,000-25,000 Above 25,000 TOTAL

16 60 13 11 100

16% 60% 13% 11% 100%

INTERPRETATION: It can be inferred from the above table that 16% of the respondents are earning 10,00015,000 per month, 60% are earning 16,000-20,000 per month, 13% are earning 21,000-25,000 per month and 11% of the respondents are earning above Rs.25, 000 per month.

CHART 2.6 CHART SHOWING THE MONTHLY INCOME OF THE RESPONDENTS