INTRODUCTION

TO THE
ORGANISATION

What is Textile?
1

The word ''textile'' originally applied only to woven fabrics, now generally applied
to fibers, yarns, or fabrics or products made offers, yarns or fabrics. The term
textile originates from the latin verb texere to weave but, as the Textile Institute's
Terms and Definitions Glossary explains, it is now ''a general term applied to any
manufacture from fibers, filaments or yarns characterized by flexibility, fineness
and high ratio of Length to thickness''
Textiles, especially fabrics the fundamental component of a ready made garment,
because it is the basic raw material of a garment. So it is important to know the
manufacturing sequence of fabric from fiber. The quality product is the main goal
at present time, Without knowledge of Textile manufacturing i.e. fiber, yarn and
fabrics it is impossible to maintain the quality of a garment. Before elaborating on
whole process of grey fabric manufacturing Let us look on what is textile fiber,
yarn and fabric and what are the process flow chart of Textile Manufacturing can
be described.
Normally, textile is a woven fabric; now applied generally to any one of the
following:
1.Staple fibers and filaments suitable for conversion to or use as yarns, or for the
preparation of woven, knit, or nonwoven fabrics.
2. Yarns made from natural or manufactured fibers.
3. Fabrics and other manufactured products made from fibers as defined above
and from yarns.
4. Garments and other articles fabricated from fibers, yarns, or fabrics when the
products retain the characteristic flexibility and drape of the original fabrics.

Textile is a very widly used term which includes:

1. All kinds of fibers(e.g: Cotton, Jute, Wool, Polyester, Viscose etc)

2.AllkindsofProcess(e.g: Spinning, Weaving, Knitting, Dyeing, Printing, Finis

hing etc.)

3.
All
kinds
of
machineries, Knitting
machineries etc.)

machineries(e.g: Spinning
machineries, Dyeing

machineries, Weaving
machineries, Testing

4.
To
convert
textile
fiber
into
finished
or
end
use
products(e.g: Garments, Technical textiles, Geo textiles, Medical textiles, Etextiles etc.)

INTRODUCTION

S.S spintex Textiles limited, a large spinning mill

established in 2004 is well known quality brand and
highly

reputed

organization

located

at

village

Fatehpur, Samana, Punjab. Company believes and

practices for best quality of products and services,
caring for its customers, system perfection, team
work and human resource development. Company
has only one Voice - To exceed customer quality
requirement and to provide - Best Place to perform to
its team members.

COMPANY MISSION
S.S spintex Textiles ltd aims to be

World class organization and Brand.

Quality supplier of International standards.
Partner of highly satisfied customers through product quality
and service.
Responsible to all associates and Nation as a whole.

THEIR GUIDING PHILOSOPHY

4

 Seeing India as leader in the world in textiles.

World class infrastructure with modern day to art
manufacturing facilities.
Ultra modern R & D facility.
All activities to be customer oriented so as to attain
maximum satisfaction.
Change management as a habit.
Encourage and manage innovation at all levels for constant
improvement in each and every process.
Respect to all, business with Honesty and Faith in you.
Preserve environment beyond boundary too.
PRODUCTS

a. Ring Carded & combined yarn

Our knitting and weaving yarn by spintex brand is one of the

best quality yarn in the market in the count range: 12-40 Ne
(ring yarn).
You can use our yarns on high speed machines for variety of
applications.
5

 All yarns are passed through contamination clearers, ecopack

&

propack.

b. Slub Yarn

Spintex textiles limited also offers to the market slub yarn

(coarse and fine).
Our slub devices attached along the ring frames of world
renowned make produce slub yarns of your choice.
This high value yarn is used to make garments as well as in
weaving

applications like shirt materials, jeans, curtains,

bedspreads etc.

c. Compact

 The compact spinning system involves compacting the fibres

after the

drafting. This result in making the fibres closely

aligned and parallel

within the compacting zone before

formation of yarn. This method

results in yarn formation

with reduced hairiness. Our compact yarns

with the following specifications:
12s to 40s knitting
12s to 40s weaving

d. T.F.O (Doubled)

are available

 Spintex can also supply above yarns in 2 ply / 3 ply twisted

yarns on its modern TFO machines.
Double cone weight (Kg) 1.75.

e. Open end yarn

Ne 2/1 to ne 24/1 in open end in single as well as

double yarn.
Pallets packed to customer's specifications on paper cheese.
Single cheese weight (Kg) 1.89, 2.1, 2.52 or any size
required.
Double cheese weight (Kg) 1.75.

CORPORATE SOCIAL RESPONSIBILITY

Employment to Women.
Training and educating illiterate person associated with our
company.
8

 Building Infrastructure.

CODE OF BUSINESS CONDUCT & ETHICS OF

THE SPINTEX TEXTILES LTD
Declared by the Management of Spintex
Textiles Ltd

Introduction
This Code of Business Conduct and Ethics (the
Code) has been adopted by their Management and
summarizes the standards that must guide their
actions. While covering a wide range of business
practices and procedures, these standards cannot
9

and do not cover every issue that may arise, or every

situation where ethical decisions must be made, but
rather set forth key guiding principles that represent
the Companys policies and establish conditions for
development in the Company.

According to them:- is We must strive to foster a

culture

of

honesty

and

accountability.

Our

commitment to the highest level of ethical conduct

should be reflected in all our business activities
including, but not limited to, relationships with
employees, customers, suppliers, competitors, the
government and the public, and our clients. All of our
employees, officers and directors must conduct
themselves according to the language and spirit of
this Code and seek to avoid even the appearance of
improper behavior. One of our most valuable assets
is our reputation for integrity, professionalism and
fairness. We should all recognize that our actions are
the foundation of our reputation and adhering to this
Code and applicable law imperative.

10

a) Conflicts of Interest:Our employees, officers and directors have an

obligation to conduct themselves in an honest and
ethical manner and act in the best interest of the
Company.

All

employees,

officers

and

directors

should endeavor to avoid situations that present a

potential or actual conflict between their interest and
the interest of the Company.
A conflict of interest occurs when a persons
private interest interferes in any way, or even
appears

to

interfere,

with

the

interest

of

the

Company. A conflict of interest can arise when an

employee, officer or director takes an action or has
an interest that may make it difficult for him or her to
perform his or her work objectively and effectively.
Conflicts

of

interest

may

also

arise

when

an

employee, officer or director (or his or her family

members) receives improper personal benefits as a
result of the employees, officers or directors
position in the Company.

b) Quality of Public Disclosures:11

The Company has a responsibility to communicate

effectively with clients so that they are provided with
full and accurate information, in all material respects,
about the Companys financial condition and results
of operations. Our reports and documents required
are filing with or submitting to the regulatory
agencies and our other public communications shall
include full, fair, accurate, timely and understandable
disclosure.

c)

Compliance

with

Laws,

Rules

and

Regulations:We

are

strongly

committed

to

conducting

our

business affairs with honesty and integrity and in full

compliance with all applicable laws, rules and
regulations. No employee, officer or director of the
Company shall commit an illegal or unethical act, or
instruct others to do so, for any reason.

d) Trading on Inside Information:-

12

Using non-public information to trade in securities, or

providing a family member, friend or any other
person

with

tip,

is

illegal.

All

non-public

information should be considered inside information

and should never be used for personal gain. You are
required to familiarize yourself and comply with the
Companys Code of Conduct on Insider Trading. You
should contact the Company Secretary with any
questions about your ability to buy or sell securities.

e) Protection of Confidential Proprietary

Information:Confidential Proprietary Information generated and

gathered during the course of business is a valuable

asset. Protecting this information plays vital role in
our continued growth and ability to compete, and all
proprietary information should be maintained in strict
confidence, except when disclosure is authorized by
the Company or required by law.
Proprietary

information

includes

all

non-public

information that might be useful to competitors or

13

that could be harmful to the Company or its

customers if disclosed. Intellectual property such as
trade secrets, patents, trademarks and copyrights as
well as business, research and new product plans,
objectives and strategies, records, databases, salary
& benefits data, employee medical information,
customer, employee and suppliers lists and any
unpublished financial or pricing information must
also be protected.
Unauthorized

use

or

distribution

of

proprietary

information violates the Companys policy and could

be illegal. Such use or distribution could result in
negative consequences for both the Company and
the individuals involved, including potential legal and
disciplinary actions. We respect the property rights of
other companies and their proprietary information
and require our employees, officers and directors to
observe such rights.
Your obligation to protect the Companys proprietary
and confidential information continues even after you
leave

the

Company

and

14

you

must

return

all

proprietary information in your possession upon

leaving the Company.

f)

Protection

and

Proper

Use

of

the

Companys Assets:Protecting the Companys assets against loss, theft

or other misuses is the responsibility of every
employee, officer and director. Loss, theft and misuse
of

the

Companys

assets

directly

impact

our

profitability. Any suspected loss, misuse or theft

should be reported to manager/supervisor or the
Company Secretary.
The sole purpose of the Companys equipment,
vehicles,

suppliers

and

electronic

resources

(including hardware, software and the data thereon)

is the conduct of our business. They may only be

15

used for the Companys business consistent with the

Companys guidelines.

COMPANY PROFILE
COMPANY PROFILE

SS Spintex Ltd. , state of art spinning mill came into operation in the
year 2004. Our installed capacity is 52,800 cotton ring spindles and
we are based in Punjab, one of the major cotton producing provinces
in India Our proximity to cotton producing area helps us in keeping a
constant vigil on cotton quality and consistent supply of quality cotton.
We are a public limited company. In a span of 10 years since its
inception and backed by robust quality systems and modern
manufacturing technology SS Spintex Ltd. has earned the reputation
of reliable supplier of quality yarns all over the globe. Highly
contended and wide spread customer base of ours is a testimony to
our quality and service commitements.
16

COTTON
YARN
Cotton yarn is
a

long

continous
length

of

interlocked
fibers, suitable
for use in the
production

of

textiles, sewing, crocheting, knitting. Portal and

market place for the indian yarn spinning industry.
Company directory of cotton ginners and yarn
spinners. The most common plant fiber is cotton
which is typically spun into fine yarn for mechanical
weaving or knitting into cloth. Cotton yarn exports
impots, news and prices from around the world.
1.Bales of cotton of various grades are moved from
th warehouse to the bale opening room.
17

2. Selected bales are opened and placed in position

beside the

breaking and opening machine. This is

actually a line of Machines working as a unit, that

tear apart and partially clean matted, compressed,
and baled cotton The result is small loose bunches of
cotton .
3. The cotton is then placed into the blending
machine This is a group of devices that are
synchronized

to

proportion

definite

amount

of

various grades of cotton which are to be blended

together
4. At this time, matted cotton and waste yarn
salvaged from operation in the mill are placed into
18

the waste machine. This machine beats, pulls apart,

and fluffs up waste cotton to prepare it for re-use.
5. Cotton from both the blending machine and the
waste machine is fed into the breaker picker In this
unit the raw cotton is partially cleaned by beating
and fluffing and then fed into the finisher picker
6. The finisher picker receives partially cleaned
cotton in the form of LAP from the

breaker picker

and completes the cleaning and fluffing process. Lap

is a general term used to designate wide sheets of
loosely matted cotton.
7. The cotton is next processed by a carding machine
where dirt and short fibers are removed, other fibers
are laid parallel and formed into a ropelike strand
called a sliver.
8. Subsequent processing depends on whether
better grade (combed) yarn, or lower grade (carded)
yarn is desired. For the lower grade, processig
continues at the drawing fllame
9. For better grade yarn, the sliver is first processed
by the sliver lapping machine which draws and
combines several strands of sliver into a sheet of lap
19

and winds it on a spool ready for ribbon lapping or

combing.
11. combing is the process of extracting fibers below
a predetermined length and removing any remaining
dirt. Output of the . combing machine is deposited in
cans.
12. The cotton is next processed by the drawing
frame. It is a machine in which several strands of
sliver are combined into one strand and drawn out
so that the combined strands approximate the
weight and size of any one of the original strands.
The term drawn out means to stretch a strand of
cotton, usually by running the strand between
several pairs of rollers, each pair turning faster than
the pair before it.
13. The slubbing machine then draws out strands of
sliver and twists them together loosely in order to
give the strands (now called roving) sufficient
strength to withstand subsequent operations.
14. The roving is processed by the fly frame. This
machine progressively combines two strands of
partially processed

roving into one, draws out the

20

combined strands until they are of prescribed weight,

and twists them loosely in order to give them
sufficient

strength

to

withstand

subsequent

operations

SPINNING
1. The cotton is now ready for SPINNING. Spinning is the process of
making YARN from cotton fibers by drawing out and twisting the
fibers into a thin strand. That is, one or more strands of slightly
twisted ROVING are used to produce one strand of spun YARN. The
yarn is wound on bobbins.
21

2. The next step is to produce either WARP or FILLING. WARP is the

set of yarn strands which run lengthwise in a piece of cloth. FILLING,
also called WOOF and WELT, is the yarn which is interlaced through
the WARP to produce cloth.

Making FILLING:
a. FILLING may be single-ply or multiple-ply. For multiple-ply, steps
(a) and (b) for making WARP below are completed before the yarn is
conditioned. For single-ply, the yarn is immediately conditioned after
spinning. Conditioning is the act of exposing bobbins of FILLING
YARN to steam or to a spray of conditioning solution in order to set
the twist, to remove kinks from the yarn, and to prevent its kinking in
subsequent processes.

Making WARP:
a. The DOUBLING MACHINE winds two or more strands of yarn onto
one PACKAGE without twisting them. PACKAGE is simply a general
term for any wound arrangement of YARN.
b. The yarn is then TWISTED. The TWISTING MACHINE twists two
or more strands of spun yarn into a heavier, stronger, single strand.
This process may be repeated until the desired number of plays is
produced.
c. The WINDING MACHINE winds yarn from several bobbins in a
continuous length onto a spool. Output is CHEESES or CONES of
yarn to be used for WARP. The term CHEESE refers to a roll of yarn
built up on a paper or wooden tube in a form that resembles a bulk

22

cheese. A CONE is a tapered cylinder of wood, metal, or cardboard

around which yarn is wound.
3. The WARP may, or may not, be dyed. If not, then it is next
processed by the WARPING MACHINE. This machine takes about
500 strands of yarn and winds them side by side onto one large spool
called a SECTION BEAM. The SECTION BEAM is about three feet in
diameter. Processing continues at step 6 below.
4. If the WARP is to be dyed, it is processed by the BALL WARPING
MACHINE. This machine takes about 500 strands of yarn and
gathers them together into a large, loose, rope-like strand, and winds
it on a wooden core preparatory to dyeing. The yarn is then dyed in a
different location, producing rolls of dyed WARP YARN.
5. The dyed yarn is processed by the BEAMER MACHINE which
separates the individual strands of dyed yarn and winds them onto
one large spool (BEAM). The result is the same as step 3 above.
6. The SLASHING MACHINE takes the yarns from several SECTION
BEAMS and winds them side by side onto one wider spool called a
LOOM BEAM.

WEAVING
1. WEAVING is the interlacing of WARP and FILLING YARN to form a
cloth.
1. The inputs to the weaving process, performed on a LOOM, are (1)
the WARP YARN from the LOOM BEAM (2) the FILL YARN from a
bobbin, and (3) the mechanism that controls the design to be applied
to the cloth (see Designing below).

23

2. If there is no LOOM BEAM currently in the LOOM, the new BEAM

must be DRAWN-IN. DRAWING IN is the process of threading the
WARP filaments from the LOOM BEAM into the LOOM in the order
indicated by the design to be applied to the cloth (see Designing
below). If the current LOOM BEAM has been exhausted, the yarn
ends from the new BEAM are twisted or knotted to the ends of the
exhausted BEAM.
3. As the LOOM runs, the longitudinal strands of WARP YARN are
positioned so that every other strand is raised. A

pointed block of wood called a SHUTTLE pulls the FILLING YARN

through the strands. The position of the WARP YARN strands is then
reversed and the SHUTTLE pulls the FILLING YARN in the reverse
direction. This process then repeats. Note that this description is for a
simple weave.
4. As bobbins are emptied, any remaining yarn is removed from them
and returned to the waste machine for salvage. The clean bobbins
are then returned to the spinning operations.
5. Cloth produced by the loom is wound on a large roll and sent to the
STITCHING MACHINE, where lengths of cloth are stitched together.
6. The SHEARING MACHINE cuts away knots and loose yarn ends
from the surface of the cloth to give it a smooth surface.
7. Finally, the cloth is inspected, graded for quality, and delivered to
shipping.

24

DESIGNING

1. Designing is the process of deciding on the pattern that is to be

woven into a cloth and also the basic weave (plain, twill, or satin).
The design is drawn on cross-section paper and called a DESIGN
DRAFT.
2. There are two primary types of LOOMS - the DOBBY LOOM and
the JACQUARD LOOM. The former is adequate for simple weaves,
while the latter is required for more complex weaves. The main
difference in the two LOOMs lies in how the individual WARP YARN
threads are controlled, as explained below.

25

INTRODUCTIOn
To
THE TOPIC
(DESIGGNING AND
DEVELOPING TRAINING
PROGRAMMES)
26

DESIGNING AND DEVELOPING

TRAINING PROGRAMMES
INTRODUCTION
The training design process refers to a
systematic approach for developing training
programs. Designing successful training programmes
requires not only a thorough understanding of the
training problem,but also a well stated definition of
the result to be achieved and a thought-out plan for
achieving those results.
Training designing is a planning activity which in
the context of training refers to the framework for
analyzing a training problem,defining the intended
outcome,determining how to present the content of
learners to achieve those outcomes,developing the
training course,evaluating its effectiveness and
devising follow-up activities.

27

Developing an effective employee training

programme is vital to the long-term success of any
business.it is a detailed sketch for what will be
done,why it is being done,and the best ways to reach
the training objectives.at the design stage the
training manager hass to define purpose of the
training,and the target audience,determine
participants learning need define goals and
objectives,outline training content,develop
instructional activities,schedule the programmes,
determine training evaluation criteria,develop followup activities for the training event and prepare the
written training design.
A training programme should be designed such that
it start from simple contents. It is useful to design a
training programmes so as it helpps trainees get
absorbed into the training activities.if the complex
training programme content is taught in the
beginning of the programme,the trainees get a
psychological fear of its being very difficult and they
lose interest in the training activities.

Consideration in designing
training programmes
The effectiveness of a training programme depends
largly on its design.it is the responsibility of the
training designer to an orderly,motivating
28

,purposeful,useful and interesting training

programme.there are some important considerations
to be kept in mind when designing training
programmes,which are as follow:
1. Cover all contents of the training programme:-A training
programme should include all the contents of the training
needs.atraining prograamme may not be effective,If some of
the important conents of the training programme are left
uncovered.
2. Training programme should be motivating:-A training
programme should be so designed that it motivates the
participants,As they are adults and experienced people. They
want to learn purposeful,useful,interesting,new ideas from a
training programme.
3. Combination of training method should be used:-It is
always good if there is a combination of many training
methods,instead of using a training a single training
method.this necessarily motivates the trainees to learn more
from the training programmes.
4. It should be start from simple to complex contents:-A
training programme should be designed such that it starts
from simple contents.it is useful to design a training
programme so as it helps trainees get absorbed into the
training activities.in the beginning of the programme,the
tranees get a psychological fear of its being verydifficult and
they lose interest In the training activities.
5. Logical sequence of attitude/knowledge/skills:- the content
of the training programme should be such as that it changes
attitudes of the participants to move on the knowledge
29

improvement and ppaves the way for development of the

required skills among the trainees .
6. Content should be divided into modules:-The contents of the
training programme should be divided into modules ,which
will help the trainees to concentrate well when one module
at a time is dealt with intensively.
7. There should be break-up:-this necessitates a certain amount
of time to be allocated for each of the activities and modules
of the advised as it has been noticed that break-up of the
training content helps trainees to enhance their learning
capabilities.
The training programme should not be either on a Monday or
Saturday ,because the percentage of participants will be
low,for the simple reason that it will hmper the only break
individuals get from work during the week.

Factors affecting training design

When preparing a training design,trainersshould
need to be aware of the factors that have the
potential to influence the implementation of a
training programme.the objective of planning
exercise in order to set-up the training programme is
to ensure optimum result from the efforts gone into
generating it is well as maximum satisfaction to the
participants who take part in it.some of the factors
affecting the traininig design:

30

1) Need assessment is to be complete as a part of the entire

training design content so that the contents and objectives of
the programme are clear.
2) Job task analysis is to be complete so as to understand the
relationship among tasks and the necessary knowledge and
skills require to perform the task.
3) Any new,unknown content added to the training programme
could pose problems.therefore,before moving on each
content and module of the programme has to be researched
and enough data has to be collected on them.
4) The leader guide should be prepared in detail for those
areas,which require an instructor.
5) A reference manual of the training programme should be
prepared for the participants who give them details of the
programmme what they get out of it.
6) Use of videos as amedia ould consume more time.
7) The meterial required for the prograamme,by the participants
a well as the instructor(trainer)should be easily available in
order to facilitate the smooth beginning and running of the
training programme.
8) In case of multiple instructor being used for the
programme,there should be a level of coordination and
uniformity among them ,which will definitely help in solving
a lot of problems of the organizers,as well as the participants
to certain extent.
9) Revision of the content after o pilot review would
unnecessarily consume more time and and effort of the
organizers and the instructors.thee content of the training
programme can be planned such that all loopholes are
identified and covered before the pilot review and if any
such faults do come up,only they can be rectified instead of
changing the entire content.
10)
If the training programme is computer-based,it is
advantageous,time saving and effective if it based on such a
platform/software that is simple and easy if possible,the use
31

off which is known to all the instructors and

participants;because using a new platform/software of which
nobody is aware would involve a lot of consumption of
time,energy and money in teaching the working of the new
platform to all.

Costs involved in designing training

prograammes
1. Development costs:-All cost related to the development of
a programme are include here;alongwith the cost of frontend training need analysis and tracking results.the cost of
all programmes and meterials,designs,computer,aided
programming are all included here.these costs can be
reduced if it is planned well for over a year to prevent
overly high costs.
2. Direct costs:-these are the costs directly attributable to the
delivery of the training programme.the facilities like
travel,materials to be used in training,food ,and
beverages,equipment,trainer compensation etc.
3. Indirect cost:-these includes any non-development item
that would be incurred even if the training were to be
cancelled the day before it was to begin,which includes
trainer compensation for preparation,materials,to be used
in the training programme which have no use
otherwise,marketing expenses administrative and clerical
support compensation,and meterials that might have
been sent to the trainees prior to the start of the
programme.
4. Overhead cost:-these include cost that reflect the
programmes share of the gernal operating cost of the
training and development department of the
32

organization.this is often taken into account as a portion of

revenue generated or fixed amount per day charge or
training.
5. Participant compensation:-while employes are
participanting in a traiing programme,their salaries,,and
benefits should also be included as cost of training.
Another approach to this is to include only the cost of
repiacing those employees who are in the training
programme.in a lot of cases there is no participants
compensation involved because no organizational
cost was incurred when the employees were in the
training rograamme.
6. Evaluation cost:-these include the cost s that are
associated with evaluating the training to find-out whether
it has been successful or administrating
them,analyzing,and preparing report.

Difference between training and

development
Basis of
difference
1) Nature

Development

Training

Training
Development focuses on
focuses on
theoretical skill and
technical and conceptual ideas.
mechanical
oriented
operations.
33

2) Emphasis

Training is
concerned
with specific
job skills and
behavior.

3)Relevance

Training is
mostly for
nonmanagers.
4) Focus
Training focus
on current
jobs.
5) Goals
Training
focuses on
short-term
gains.
6) Orientation The training
is joboriented
process and
is vocational
in nature.
7) Process

Training is
one shot
deal.

34

Development is
concerned with related
enhancement of general
knowledge and
understanding of nontechnical organisation
functions.
The development is for
managers and
executives.
Development prepares for
future jobs.
Development focuses on
long-term accruals.

The development is
general in nature and
strives to inculcate
initiative,enterprise,creati
vity,dedication and
loyalty amongst
executives.
Development is a
continuous on-going
process.

8) Growth

Training may
result
opportunity
enhancement
of a particular
job skill.
9) Motivation Training may
result in
enhancement
initiative and
hence
motivation is
extrinsic.
10) voluntary/ Training is
imposed
usually
imposd.

11)
relationship
with career
development

The staff
members
may have no
clear
perception of
thee
relationship
between
learning and
career
development.

35

Development may result

in personal growth and
development of overall
personality.
In development the
motivation is intrinsic.

Development
activities,such as those
supplied by management
development
programmes,are
generally voluntary.
Here,the staff members
have experience and
knowledge clear, direct
relationship between selfdevelopment and career
success.

Importance

of

designing

and

development:A. Enables workers to have a richer and more satisfying life.

B. Raise the standard of living of the workers by indirectly
reducing the burden on their pocket.
C. Absorbs the shocks injected by industrialization and
urbanization of worker
D. Promotes a sense of belonging among workers.
E. Prevent social evil like drinking, gambling etc.

36

Objectives of the research:

To learn about the various designing adopted by the

company for its employees & the

development of the

employees.
To

know

about

the

designing and developing

of

the products towards their organization.

To bring about the small and trivial problems of the
employees in the machinary in the org. So that the
management can take the actions to increase the
development level of product.
To

help

the

philosophy

management
and

to

principles

management.

37

rectify
of

the

the

present

personnel

Literature
Review
Investigates

the

negative effect on training programe caused by economic

decisions taken by corporate managements which they
attribute to the adoption of an accounting standard, focusing
on the case of McDonnell Douglas Corporation, which ended
health-care benefits for non-union employees as a result of
adopting

the

Financial

Accounting

Standards

Board's

Statement 106 (FASB 106). It is estimated that the adoption

of FASB 106 caused $148 billion in charges to earnings to be
recorded by companies in the Standard & Poor's 500 Index.
Despite the large negative effect on earnings, FASB 106 had
little or no impact on the economic condition of the affected
firms. Nevertheless, managements have taken economic
actions that have negatively affected employee welfare, and
these actions have been attributed to FASB 106. Some of the
hardest hits are employees at older industrial companies
with mature workforces hired during the 1950s and 1960s.
Some companies ended retirement health plans abruptly,
while others required workers and retirees to pay more
towards insurance premiums, or prevented new hires from
receiving retirement health coverage. Approaches have
38

increasingly

acknowledged

the

investments

in

besides

payments.

employees

Development

of

positive

outcomes

salary

human

and

resources,

of

related
or

less

technically, employees, can promote the efficiency of the

employee force and the overall profitability of the company
without suppressive measures in the sense of further co
modification. In the empirical part of my PhD, I will present
collected data which shows that corporate welfare is not an
impossible concept. It is argued that welfare has deep
historical roots in business behavior and companies are
willing to invest outside their core business.
Additionally, it is argued that corporate welfare has to
observe different requirements in different economic sectors
and, hence, is done differently in each sector. It cannot be
copied one-to-one from one firm to another. Each company
has to have its own specific, adjusted to unique needs, form
of corporate welfare.
the

enhancement

Corporate Welfare, which aims at

of

the

physiological

and

emotional

wellbeing of employees, is able to deliver one answer to the

new relationship of economy, state and society.

Juliette Summers (University of Stirling) and Jef

Hyman (University of Aberdeen), in their analysis (links
between

employee

participation
39

and

company

performance) found that combinations of participation and

welfare measures (such as equal opportunities and familyfriendly policies) appear to enhance both organisational
performance and the quality of working life. Policy support
should focus on union recognition and activity within a
human rights framework, since this can positively influence
employees'

behaviour towards

organisational

goals

employer

behaviour

toward

their

One

visible

employees.

and

approach

that

combines

participation

with

welfare

union
There
union

presence
is

and

is

trade

recognition.

strong

evidence

that

recognition

improves

the

scope and scale of

welfare policies

such

friendly

as

family-

employment

within

organizations,
necessarily

though
their

not

operation

workplace level.

Research in
parlance refers

common
to a search for
40
Research

Methodology

at

knowledge. Once can also define research as a

scientific and systematic search for pertinent
information on a specific topic. It is pursuit of truth
with the help of study, observation, comparison and
experiment. In short, the search for knowledge
through objective and systematic method of finding
solutions to a problem is research.
According to CLIFFORD WOODY,Research comprises
defining

and

hypothesis

or

redefining
suggested

problems,
solutions,

formulating
collecting,

organizing and evaluating data, making deductions

and reaching conclusions; and at last carefully
testing the conclusions to determine whether they fit
the formulating hypothesis.
Need for the study:
Human resource research is the task of searching for
and analyzing facts to find out certain guidelines to
solve the human resource problems. This research is
mainly concerned with the study of human behavior
and prepares guidelines for their future guidance.
Personnel or HR research is the investigation and
analysis of personnel and human behavior with the
view to set the guidelines for the future.
41

Personnel research is the task of searching for and

analyzing facts relating to the end that personnel
problems may be solved or guidelines governing to
their solution derived.

Research Methodology
Research process:
Different steps to be followed in the research process
and they are explained as below:

1. Problem Solving
This is the basic step in the research process. It is
well said that "A problem well defined is half solved".
Here the problem is "To analyze the attitudes
of

the

employees

regarding

the

various

benefits provided to them by Avani Textiles

Ltd."

2. Research Design
42

Once the problem is defined the next step is the

Research Design. Research design is the basic
framework which provides guidelines for the rest of
the research process. The research design for this
project is descriptive research design as descriptive
studies attempt to obtain a complete and accurate
description of this situation. So in this study full
description

of

the

attitudes

of

the

employees

regarding the benefits provided to them will be

known so it is a descriptive study.
3. Sampling Design
The sampling design used in this project is QUOTA
SAMPLING, as the sample of the employees for the
survey were selected from the organization from
different quotas as some managers were intervened,
some executives and few operators. As well as
CONVENIENT SAMPLING, as the sample of the
employees for the survey was selected according to
the

convenience

due

to

constraint.
3.1 Population

43

the

time

&

resource

The total elements of the universe from which the

sample is to be selected to be studied is known as
population. The populations of my research are the
employees of Spintex Textiles Ltd. The total number
of employees in the Spintex Textiles Ltd is 1200,
which contains approximately 800 workers & 400
staff members.
3.2 Sample Size
The sample sizes for my project are 50 employees
working in the organization which include managers,
executives and operators. Only 50 employees are
selected because of resource and time constraints.
3.3 Sample Unit
The sampling unit is the employees of the Avani
Textiles Ltd.
1. Data collection
Following are the sources for the collection of data:
Primary source
Secondary source

44

2. Data Collection Methods

There are three main methods of data collection
Observation
Experimentation
Survey
Direct interview method
I have selected survey method of
data collection. This is one of the common and widely
used methods for primary data collection. We can
gather wide range of valuable information about the
behavior of the employee's viz. attitude, motive and
options etc.
In survey method most commonly used is the
questionnaire, another

one

is

interview.

Questionnaire yields the most satisfactory results. So

I have also used questionnaire to find out the
employees attitude with respect to the various
benefits provided to them.
However since research process involves the
collection of data and facts, building up and analysis
of data then checking the data and data remarks it is
45

obvious that a study takes a considerable time for

completion. HR research studies the employee's
attitudes and behavior so there is no guarantee that
these will not change in time.
Research Instrument used: Questionnaires

DATA ANALYSIS
AND
INTERPRETATION
46

47

1. Place of work
Satisfactory level

Respondent

Percentage

Highly satisfied
Satisfied
Moderately Satisfied
Not satisfied

s
20
15
13
2

40
30
25
5

Place of work
45
40
35
30
25
20
15
10
5
0

Respondents

Interpretation:
48

As per the chart given above, 40% of the employees are

"highly satisfied" with their place of work. 30% are satisfied,
25% are moderately satisfied and 5% are not satisfied with
the place of work.

2. Development of the office

Satisfactory level

Respondents

Percentage

Highly satisfied
Satisfied
Moderately Satisfied
Not satisfied

25
15
8
2

50
30
17
3

60
50
40
30
20
10
0
Highly Satisfied

Satisfied

Moderately Satisfied

Interpretation:

49

Not Satisfied

As per the above given chart, half of the employees say that
the office is developed. But 3% of employees are not
satisfied with the development of office.

3. Designing the product

Satisfactory level

Respondents

Percentage

Highly satisfied
Satisfied
Moderately Satisfied
Not satisfied

10
17
20
3

20
34
40
6

45
40
35
30
25
20
15
10
5
0
Highly Satisfied

Satisfied

Moderately Satisfied

Interpretation:

50

Not Satisfied

As per the above chart, I found that only 20% of the trainees
are highly satisfied from the designing the product in the
office & majority of the trainees are moderately satisfied
from the designing the product in the office.

4. Machinary conditions
Satisfactory level

Respondents

Percentage

Highly satisfied
Satisfied
Moderately Satisfied
Not satisfied

13
17
17
3

25
34
35
6

51

Lighting Conditions
40
35
30
25

Respondents %

20
15
10
5
0
Highly Satified

Satified

Moderately Satisfied

Not Satisfied

Interpretation:
As per the above chart, majority of the employees are
trainees satisfied & satisfied from the machinary conditions
of the office.

5. Working condition
Satisfactory level

Respondents

Percentage

Highly satisfied
Satisfied
Moderately Satisfied
Not satisfied

8
17
20
5

15
35
40
10

52

Working hours
45
40
35
30
Respondents %

25
20

40

35

15
10

15

0
Highly Satified

Satified

Moderately Satisfied

Not Satisfied

Interpretation:
As per the above given chart, only 15% of the trainees are
highly satisfied from the working condition of the office.

6. Furniture in the office

Satisfactory level

Respondents

Percentage

Highly satisfied
Satisfied
Moderately Satisfied
Not satisfied

18
15
16
1

36
30
32
2

53

Furniture in the office

40
35
30
25
20
15
10
5
0

Respondents %

Interpretation:
As per the above chart, majority of the developing the
furniture which is used in the office. 2% of employees are .ot
satisfied
7. What is your overall rating of this program?

Table: 7.
Good balance
Fairly balance
Somewhat balance
Not balance

15
19
9
3
54

Poor balance

Graph: 7.

REPORT

poor; 8%
not; 6%
good; 30%
somewhat; 18%

fairly; 38%

Most votes are going in the favor of fairly; means more balancing is required in this
program. Employees are only takes interest if the program is in balance.

8. Designing the product

Satisfactory level

Respondents

Percentage

Highly satisfied
Satisfied
Moderately Satisfied
Not satisfied

10
17
20
3

20
34
40
6

55

45
40
35
30
25
20
15
10
5
0
Highly Satisfied

Satisfied

Moderately Satisfied

Not Satisfied

Interpretation:
As per the above chart, I found that only 20% of the trainees
are highly satisfied from the designing the product in the
office & majority of the trainees are moderately satisfied
from the designing the product in the office.

9. How do you rate the balance between training and

development ?
Table: 9
Good balance
Fairly balance
Somewhat balance
Not balance
Poor balance

16
13
7
7
7
56

Graph: 9

REPORT

poor; 14%
good; 32%
not; 14%

somewhat; 14%
fairly; 26%

Here again some of the employees are said that here should be more
improvement is required. Means using of training tools or other resources is should be
improved more.

57

10. How did you feel about the length of the

program?
Table: 10
Short
Right
Long

8
40
12

Graph: 10

REPORT

too long; 18%

too short; 8%

just right; 74%

Most of employees are feel that yes their program length is very right. Employees who
feels that its too long most of them are new trainees or employees, as they has no
experience or have not much stamina to listen something or discussing something.

58

ANNEXUR
E

59

Respected Sir/Madam
I am Kiran Morea the student of BBA 4 th sem Vidya Sagar
College of Management And Technology is undergoing a training of BBA.
I need your full support to fill this questionnaire. Kindly fill this
questionnaire. I shall be very thankful to you for this.
Name:
Designation:

1. To what extent have the objectives of the training programs been

achieved?
a) fully achieved

b) not

achieved
c) fairly achieved

d) not

achieved

2. What are your views regarding designing the

product?
a. Highly satisfied

b. satisfied

c. moderately

d. not satisfied

60

3. Are the trainings provided to you are really

upgrading your skills?
Trainings lead to:
a) Complete development
b) Less development of skills
c) No Development Required ( or they are ineffective)

4. What are the motivational factors for you?

a) Money

b) Promotion

c) Recognition

d) Extra workload

e) Increased span of control

5. Do you think that product designing

survey will

help the company development programme?

a) Yes

b) No

6. What is your overall rating of this program?

a) good balance

b) fairly balance

c) poor balance

d) not balance

61

7 . To what extent have your skills in the subject of the program improved or
increased as a result of the program?
a) fully achieved

b) not

achieved
c) fairly achieved

d) not

achieved

8. Do you think the feedback & suggestions will be

implemented?
a) Yes

b) No

c) Partially

9. How did you feel about the pacing of the program?

a) too short

b) too long

10. How effective are the practical activities?

a) effective

b) much effective

c) very efffecyive

d) in effective

62

d) right

Finding

and

Conclusions
In the end of I would like to conclude that HR department is
the heart of every organization and HR policies are its heart
beats because if the heart will not beat at right intervals and
at right times than it will affect the overall health of the
individual. In the same way if the welfare facilities are not
made for the employees by the organization, it will affect the
productivity and quality of work of the employees. Avani
Textiles Ltd. is one of the organizations that have realized
that their growth and welfare has an effect on the company's
bottom line. I found that the policies of the company are well
framed and being followed for each and every employee in
the organization. In my analysis, I found that the majority of
the employees are highly satisfied with the current policies
63

of the organization but at the same time they came out with
their viewpoint of the areas of the improvement to be made,
these

changes

are

not

demanded

because

of

their

dissatisfactions but they feel that changes made after

certain

periods

capability

of

of

the

time

definitely

employees.

The

affect
areas

the

working

of

extreme

satisfaction and the areas of the improvement, according to

the employee's viewpoint are as below:

AREAS OF EXTREME SATISFACTION

Highly

satisfied

with

the

company's

training

facilities.

Highly satisfied with the company's dress code.

Majority of the employees are satisfied with the

safety and security policies of the company

Medical facilities and allowances provided are

highly sufficient.

Employee

engagement

activities

are

highly

beneficial in improving the working efficiency

Transportation provided by the company is highly

safe and secure.

64

SUGGESTIONS ANS
RECOMMENDATIONS
AREAS
OF
My survey has given me an opportunity to bring
out
the human
their

Most problems and to express of

the

feelings,
fears, doubts and dissatisfactions among
employees
demand

that

the minds
of the employees. So, on the basis
of
A.C facility
should
their
discontentment's
made available

there

are

be

some
in the canteen

suggestions
and recommendations on my the
partlunch time
not only during
that
could think over it and but
takeduring the
and the
tea companies
break
some
correct
actions regarding their operations.

Many
employees
These
suggestions
view that
there

&

recommendations is are
a need

strongly
to my opinion. They areseat
not
improve according
the

to

quality

recommended
within the bus,by the employees.

since the bus is

Lunch

1. The management of the organization should try to

facility

should
be
made available
recommend the following changes in the uniform:
above
Everyone wants some change in his/herinformation
life,
The
years that the
gives the similarly
clear by wearing same uniform for picture
together
this
majority of
the make the employees dissatisfied in
employees
are
satisfied aspect.
with So the management should make a change
the

current

policies ofin the

thecolor and logo of uniform.
organization. It
Name of the employees should be inscribed on the
is the highly
skilled
HR
uniform. This will help the new employees to
know the old ones and will also help the visitors
of the organization to easily identify the person
they want to meet.
Every
project
has its own
2. Lunch facility should be made available to the
limitations. The
purpose
of
employees. As most of the employees are living away
mentioning is
to help readers
from their home town and if the organization is unable
to provide such facilities as employees being less in
65

number than Tiffin system from outside should be made

available to them.

3. Some type of interaction trainings should be given to the

employees i.e. the interaction skills among employees

within the organization should be improved upon.
following

limitations

which

would

be

taken

into

consideration.
Employees of the plant are so busy in their work that they are not able
to give proper times regarding the discussions of my project.
Due to time constraints, the size of the sample was restricted. It may
not be possible to generalize the results on the basis of such small
sample size.
Some employees are highly loyal and satisfied towards the
organization due to some specific reason as some employees being the
member of some committee, one being sports coordinator etc. As the
matter of which the results obtained may be bias.
Covering each and every benefit of the organization is not possible for
the survey and not discussing each and every aspect of the
questionnaire to everyone has also become the part of limitation of the
study.
Some biasness might have occurred in analysis, because of lack of
expert knowledge.
Best efforts were made to incorporate all-important variables in study,
yet chances of some of variables not appearing in study are not ruled
out.
Resistance to change sometimes affects view of respondents.

BIBILOGRAPHY
Books Followed:66

 Research methodology by C.R. Kothari

Industrial Law by N. D. Kapoor

Website Used: Companys Website: www.spintextextiles.com

www.spintex.co.in
http://industrialrelations.naukrihub.com/employee-welfareschemes.html
http://employee.delhigovt.nic.in/act/factories.html
http://www.sciencedirect.com/science
http://www.jrf.org.uk/publications/employee-participation-and-companyperformance-literature-revie
http://www.management-issues.com/2006/5/25/opinion/employeewelfare-and-the-economic-cycle.asp
http://www.emeraldinsight.com/Insight/viewContentItem.do?
contentType=Article&hdAction=lnkpdf&contentId=869646
http://www.alphalimited.co.uk/business-briefs/health-and-safetywelfare-provisions.htm

67

68