TQM Study on HRM Practices at Solve Plastic

A STUDY ON
TOTAL QUALITY MANAGEMENT IN MAJOR FIELDS OF HRM IN

SOLVE PLASTIC PRODUCTS PVT.LTD
PUNALUR
A PROJECT REPORT
Submitted by
AMALA MARY
RAJU
MZC18MBA04
Under the guidance of
Mr JITHIN JOHN
(Assistant Professor, Mount Zion School of Business Management)
In partial fulfilment of the requirements for award the Degree of
MASTER OF BUSINESS ADMINISTRATION

Of
A P J Abdul Kalam Technological University, Trivandrum
SCHOOL OF BUSINESS MANAGEMENT MOUNT

ZION COLLEGE OF ENGINEERING
KADAMMANITTA
JANUARY 2020
A STUDY ON
TOTAL QUALITY MANAGEMENT IN MAJOR FIELDS OF HRM IN
SOLVE PLASTIC PRODUCTS PVT.LTD
PUNALUR
A PROJECT REPORT
Submitted by
AMALA MARY
RAJU
MZC18MBA04
Under the guidance of
Mr JITHIN JOHN
(Assistant Professor, Mount Zion School of Business Management)
In partial fulfilment of the requirements for award the Degree of
MASTER OF BUSINESS ADMINISTRATION

Of
A P J Abdul Kalam Technological University, Trivandrum
DECLARATION
I undersigned, hereby declare that project titled “A STUDY ON TOTAL QUALITY

MANAGEMENT IN MAJOR FIELDS OF HRM IN SOLVE PLASTIC PRODUCTS
PVT.LTD, PUNALUR” submitted in partial fulfilment for the award of degree of Master of
Business Administration of A P J Abdul Kalam Technological University, Trivandrum is a
bonafide record of work done by me under the guidance of Ms. Aswathy V, Assistant
professor, School of Business Management, Mount Zion College of Engineering,
Kadammanitta. This report has not previously formed the basis for the award of any degree,
diploma, or similar title of any University.
24/04/2019 AMALA MARY RAJU

Kadammanitta
ACKNOWLEDGEMENT
This project entitled A STUDY ON TOTAL QUALITY MANAGEMENT IN MAJOR

FIELDS OF HRM IN SOLVE PLASTIC PRODUCTS PVT.LTD is the ultimate result of
the help and encouragement provided by many, who extended their helping hands. They also
inspired me for the completion of this semester study and have given in the submission of my
gratitude to all whose guidance and encouragement served as a beacon light and crowned my
effort.
I am debited to God almighty for being the guiding light throughout the project. I express my
sincere thanks to Ms Aswathy.V for her corporation and guidance throughout course of
project.
I escalate a heartfelt regards to our institution director Prof. Dr. T.C Varghese for giving me
the essential hand in concluding this work. Also am thankful to Ms Babitha Elsa Oommen,
HOD of Management Studies.
I express my deepest and sincere gratitude to Mr Sudheer kumar, Managing Director Solve
plastic products pvt. Ltd and Jaya kumar, general manager and all other staffs for providing
valuable guidance and assistance for completing this work successfully.
It would be injustice to proceed without acknowledging those vital supports I received from
my beloved classmates and friends, without whom I would have been half done.
I also use this space to offer my sincere love to my parents and all others who had been there,
helping me walk through this work.
AMALA MARY RAJU

CONTENTS
Sl. Topics Page
No No.
1 INTRODUCTION 1-3
1.1 Background of the study 1
1.2 Need and Significance of the study 1
1.3 Statement of the problem 2
1.4 Objectives of the study 2
1.5 Scope of the study 2
1.6 Limitations of the study 2
1.7 Organizations of the report 3
2 PROFILES 4-12
2.1 Industry profile 4
2.2 Company profile 6
2.3 Product profile 9
3 LITERATURE REVIEW 13
4 THEORETICAL FRAMEWORK 16
5 RESEARCH METHODOLOGY 19-26
5.1 Objectives 20
5.2 Hypothesis 20
5.3 Research design 20
5.4 Sources of data 20
5.5 Primary and secondary data 21
5.6 Population 21
5.7 Sample design 21
5.8 Sampling method 21
5.9 Methods of data collection 22
5.10 Drafting a questionnaire 23
5.11 Pilot survey 24
5.12 Data analysis technique 24
6 DATA ANALYSIS 27-61
i
6.1 Simple percentage analysis 29
6.2 Correlation 55
6.3 Weighted average method 56
6.4 Chi-Square 59
7 FINDINGS 62
7.1 Percentage analysis 62
7.2 Correlation 62
7.3 Weighted average ranking method 63
7.4 Chi-Square 63
8 RECOMMENDATIONS 64
9 CONCLUSION 65
10 REFERENCES 66
11 APPENDIX 68
Pilot Study 68
Questionnaire 69
LIST OF TABLES
Tabl Table Pag
e name e
No. no.
6.1.1 Showing gender wise distribution 27
6.1.2 Showing age wise distribution of respondents 28
6.1.3 Showing the marital status 29
6.1.4 Showing monthly income of respondents 30
6.1.5 Showing the work experience in the organization 31
6.1.6 Showing the awareness of employees regarding TQM in success of 32
organization
6.1.7 Showing TQM help for improving work efficiency of employees 33
6.1.8 Shows that recruitment and selection process is very effective for the 34
organizational objectives
6.1.9 Shows the best source of Recruitment and Selection as per the individual 35
opinion
6.1.10 Shows graph of interviews are basic filter of the R&S process 36
6.1.11 Shows the response to adopt different methods of interview 37
6.1.12 Showing the effectiveness of recruitment and selection 38
6.1.13 Shows the frequency of training provided by the company 39
6.1.14 Shows the training methods employees undergone 40
6.1.15 Shows the number of training they have undergone. 41
6.1.16 Shows the effectiveness of training. 42
6.1.17 Showing the response to the importance given for training by 43
the company
6.1.18 Shows the barriers to training and development in the organization 44
6.1.19 Showing whether job rotation help in align competencies when required 45
6.1.20 Shows the level of understanding between team members 46
6.1.21 Shows effectiveness of team employed in the organization. 47
6.1.22 Shows the satisfaction for the salary they are paid for. 48
6.1.23 Shows the satisfaction for the post they are appointed 49
6.1.24 Shows the openness of superiors to employees 50
6.1.25 Shows whether the superiors make pressure to the employees to guide 51
them
6.1.26 Shows the forms of employee participation 52
6.1.27 Shows the impacts of employee participation 53
6.1.28 Shows the overall satisfaction in the TQM by organization 54
6.2.1 Showing correlation between work experience and no. of 55
training undergone
6.3.1 Weighted average of Recruitment and selection 56
6.3.2 Weighted average of Revenue and recognition 57
6.3.3 Weighted average of Training and learning 57
6.3.4 Weighted average of Employee participation & performance appraisal 58
6.3.5 Ranking order 58
6.4.1 Showing observed frequency 59
6.4.2 Showing expected frequency 59
6.4.3 Showing calculation of chi-square 60
LIST OF CHARTS
Char Chart Pag
t no name e
no.
5.1 Showing general research process 20
6.1.1 Showing gender wise distribution 27

6.1.2 Showing age wise distribution of respondents 28
6.1.3 Showing the marital status 29
6.1.4 Showing monthly income of respondents 30
6.1.5 Showing the work experience in the organization 31
6.1.6 Showing the awareness of employees regarding TQM in success of 32
organization
6.1.7 Showing TQM help for improving work efficiency of employees 33
6.1.8 Shows that recruitment and selection process is very effective for 34
the organizational objectives
6.1.9 Shows the best source of Recruitment and Selection as per the 35
individual opinion
6.1.1 Shows graph of interviews are basic filter of the R&S process 36
0
6.1.1 Shows the response to adopt different methods of interview 37
1
6.1.1 Showing the effectiveness of recruitment and selection 38
2
6.1.1 Shows the frequency of training provided by the company 39
3
6.1.1 Shows the training methods employees undergone 40
4
6.1.1 Shows the number of training they have undergone. 41
5
6.1.1 Shows the effectiveness of training. 42
6
6.1.1 Showing the response to the importance given for training by the 43
7 company
6.1.1 Shows the barriers to training and development in the organization 44
8
6.1.1 Showing whether job rotation help in align competencies when 45
9 required
6.1.2 Shows the level of understanding between team members 46
0
6.1.2 Shows effectiveness of team employed in the organization. 47
1
6.1.22 Shows the satisfaction for the salary they are paid for. 48
6.1.23 Shows the satisfaction for the post they are appointed 49
6.1.24 Shows the openness of superiors to employees 50
6.1.25 Shows whether the superiors make pressure to the employees to guide 51
them
6.1.26 Shows the forms of employee participation 52
6.1.27 Shows the impacts of employee participation 53
6.1.28 Shows the overall satisfaction in the TQM by organization 54
CHAPTER 1
INTRODUCTION
A STUDY ON TOTAL QUALTY MANAGEMENT IN MAJOR FIELDS OF HRM IN SOLVE PLASTIC PRODUCTS PVT.LTD, PUNALUR
1.1 BACKGROUND OF THE STUDY
Today’s highly competitive environment forces enterprises to pay attention to quality and
human resources needs in order to be sustainable. This project presents the relationship in
between human resource and the total quality management.
To withstand new global challenges, most manufacturing businesses have adopted new
philosophies such as Concurrent Engineering, Lean Production, Just-In-Time (JIT) strategies,
Total Quality Management (TQM), Business Process Re-engineering (BPR) and others, to
become more effective in the way they conduct business. TQM is a holistic quality
improvement approach to firms for the purpose of improving performance in terms of quality
and innovation. It therefore differs from the traditional quality concepts of quality control and
Quality assurance, which are the current aspect of quality within the manufacturing industry.
The study was done in SOLVE PLASTIC PRODUCTS PVT LTD was a sole propriety
concern started at Punalur in 1989. Solve Plastic Products, the first company of BALCO
group started production in 1991. It was registered as a small scale industry in 1995. The
company produces high quality water pipes and electric conduits with ISI mark. The
company also got ISO 9001/2000 certification from JAZ-ANZ through Phoenix Progressive
Certification India Ltd.
1.2 NEED AND SIGNIFICANCE OF THE STUDY

Employees are the biggest asset for any organisation. The outcome of the entire process
happening in the organisation is the result of the employee’s performance. Hence the level of
quality should be maintained in a good level from the recruitment stage to the participation of
employees in various segments. Hence the basic need of the study is:
 To know the standards followed by Solve plastics product pvt. Ltd, Punalur.
 To know the awareness of employees towards the quality they are providing.
 To identify whether the organisation provides right environment to apply employee’s
knowledge.
 To know the areas for the quality to be improved.
This study helps the organization to evaluate themselves on the quality they give to their
employees hence this process starts from the recruitment to the participation level. This will
benefit to the employees by getting them to know more about the standards followed by their
organization to serve them. This can be concluded as the significance of the study.
1
MOUNT ZION SCHOOL OF BUSINESS MANAGEMENT, KADAMMANITTA
1.3 STATEMENT OF THE PROBLEM

TQM is widely used in many organizations as a method to improve the quality in all
functions at all levels of the organization. While most of the companies did not fully
implement the concept of TQM due to the limited knowledge about the whole TQM concept
and lack of enforcement from the top management and also the lack of involvement from
employees.
This study help the researcher to understand the quality followed in the major areas of HR
like, Recruitment, Selection, Training and development, Employee participation and Revenue
and recognition, then by collecting the data and analysing it the researcher will get to know
where all the quality implementation should improve and that can help the company to give
employees more satisfaction in their work.
1.4 OBJECTIVES OF THE STUDY
 To identify the role of TQM in recruitment and selection.

 To analyse the role of TQM in Training and Development.
 To study the impacts of TQM in Job role.
 To identify the influence of superiors to employees.
 To identify the effects of employee participation in TQM.
 To study relationship between TQM and Teamwork.
1.5 SCOPE OF THE STUDY
The study on Total Quality Management of major fields in HRM in Solve Plastic Products
Pvt. Ltd under BALCO GROUP, PUNALUR, made researcher to know about the qualities
they are following in the organization. This study will help the management to get more
awareness regarding the standards and qualities the organization is following in the major
areas of HR and thereby to improve it as; employees are the biggest asset of any company.
The study covers the whole organization and the questionnaire survey is conducted among
the middle management.
1.6 LIMITATIONS OF THE STUDY

 Size of the sample is 100, which is, of course small in comparison to entire
population.
 Due to the busy work schedule the data collection was difficult from the workers and
top management.
 There can be many interpretations and explanation to the data collected. This is
empirical study and the research provides the explanation as understood by the
researcher only.
1.7 ORGANIZATIONS OF THE REPORT
This empirical study is organized into nine chapters.
 The First chapter presents Introduction which includes Background of the study,
Need and significance of the study, statement of the problem, objective of the study,
scope and limitations of the study.
 The Second chapter presents Profiles which include Industry, Company and Product
profile
 The Third chapter covers the Literature Review
 The Fourth chapter presents Theoretical framework of Total Quality Management
of HRM in SOLVE PLASTIC PVT.LTD, Punalur.
 The Fifth chapter presents Research Methodology which includes objectives,
hypothesis, research design, sources of data, primary data and secondary data, sample
design, sampling method, method of data collection, drafting a questionnaire, Pilot
survey data analysis technique.
 The Sixth chapter discusses Data analysis.
 The Seventh chapter highlights Findings.
 The Eighth chapter presents Suggestions based on the findings that have been made.
 The Ninth chapter recapitulates the Conclusion of the study.
CHAPTER 2
PROFILES
2.1 INDUSTRY PROFILE
The Indian PVC pipes and fittings industry are experiencing remarkable growth in terms of
production capacity with a large number of organized and unorganized PVC pipes and
fittings manufacturing companies supplying in the market. The Indian PVC pipe market can
be categorized into Chlorinated, Plasticized and Unplasticised as per the market type. On the
basis of material, the PVC market can be divided into PVC Resin, Plasticizers, Lubricant,
Pigment Base and others. If we go by application, the market segregation is seen as Irrigation,
Water Supply, Sewer & Drain, Plumbing, Oil & Gas, HVAC and others. Regionally, the
Indian PVC market is segmented into North India, West India, East India and South India.
GLOBAL SCENARIO
With respect to PVC pipe and fittings applications, Sewer & Drain is the most lucrative
segment, followed by Water Supply, Irrigation, Plumbing and others. Due to a fast-emerging
economy, significant demand is expected to drive market growth. Regulatory bodies such as
EPA, REACH, and other bodies have been implementing guidelines for use of PVC material
in various industries to control and safeguard the interest of end consumers. Eastern India
being abundant in tea cultivation, there is a major demand for PVC pipe products from that
region. The growth of PVC Pipes Industry in India The demand for PVC pipes in India has
been growing exponentially. In 2016, the Indian PVC pipes market was valued at
USD 3159 million. It is expected to expand at a CAGR of 10.2% to reach USD 6224million
by 2023. After polyethene & polypropylene, polyvinyl chloride (PVC) is the third largest
selling commodity in the Indian market. Its chemical resistance, durability, low cost,
recyclability and easy-to-install & use attributes make it a preferred material for drainage,
sewerage, plumbing, agriculture, irrigation, water supply and many more similar applications
in both residential and industrial sectors. Users find PVC pipes ideal over wood, metal,
concrete, copper and clay as they are corrosion and flame resistant and can withstand high
thermal conditions, hence increasing life-spans of installed applications.
INDIAN SCENARIO
In a growing country like India, the need for proper infrastructure, application installation and
transportation of water for the end user have become a major driver for the PVC pipes and
fittings industry expansion. In the past few years, the Indian government has been focusing
greatly on rural water management and has initiated multiple projects and investments in the
4
irrigation sector. The government increased its investment in the irrigation sector from
INR 2000 billion in the period FY’2007-11 to INR 3300 billion during FY’2011-16 as an
effort to bridge gaps in irrigation infrastructure with an interest in raising agricultural output.
Agriculture forms a majority portion of the PVC pipes and fittings market revenue in India.
Rapid industrialization has increased the demand for PVC material in the construction, real
estate and housing sectors as well. A rise in demand for oil and gas transportation will also
contribute to a higher demand for PVC pipes and fittings in the near future. Poly Vinyl
Chloride is the most important of all commodity plastic consumed in the country. Used in a
variety of application substituting traditional materials such as steel, glass etc. There is a
predicted substantial growth in India’s petrochemical production capacity. PVC is forecast to
increase to 1.78 mln tpa and 920,000 tpa respectively.
While this may be keeping with the rising global oil and polymer pieces, plastic process came
up with duty on imports. Petrochemicals are hydrocarbons derivatives and are usually
obtained from crude oil and natural gas. The product crude oil refining is preferred feedstock
because of their lower cost availability and process ability.
The excess capacity of about 1000 players in the PVC sector and very low value also caused
problems of qualities and business of non-standard products. Some of the states have
therefore initialized an action of demanding purchasing from only those players who have
acquired ISO 9000 certification. On the other hand plastic market for several small sized
players spread all over the country having almost 40% share of business are aggressively
pushing products purely based on cost without adherence only about 10 players within the
sales volume beyond 50-100 kits of pipes.
STATE SCENARIO
There are many PVC pipe producers in Kerala. Today the PVC pipe industry holds a key role
among the small scale industries. About twenty PVC pipes manufacturing companies are
functioning in Kerala. So there is stiff competition in the realm of PVC manufacturing, some
well-known branches are available in the market are BALCO, HYCOUNT,
KELACHANDRA, SUPREME, PEARL BLACK, GOODWILL etc. There are two types of
PVC pipes; water pipes and electrical conduits. PVC pipes are more durable than cast iron
pipes.
RBI had reduced the interest rate of borrowing loans through HDFC. So the construction
field will increase so that there will be a huge demand of PVC pipes. The State Government
with Japanese Technology for drinking water and development of wells in rural areas will
increase the demand of PVC pipes.
2.2 COMPANY PROFILE
SOLVE PLASTIC PRODUCT PVT LTD has to be one of the best companies in this industry
through its remarkable efforts. The main factory and the corporate office are located at
Punalur and the second unit is at Edamon. The third and latest factory is located at
Shenkottai. They believe in the highest company standards of integrity and transparency in its
operations. Company ensures maintain a high morale in the staff and marketing network. The
various working atmosphere without and the marketing team is professional in time keeping
and delivery.
SOLVE PLASTIC PRODUCT PVT LTD was a sole proprietary concern started at Punalur
in 1989. Solve Plastic Products, the first company of BALCO group started production
in 1991. It was registered as a small scale industry in 1995. The company produces high
quality water pipes and electric conduits with ISI mark. BALCO conduits received
registration soon after and with no time the product became the market leader. Solve Plastic
Products are marketed under the brand name ‘BALCO’. They are the leading manufacturer of
PVC pipes and conduits in Kerala and owing the best marketing network in Tamilnadu and
Karnataka.
The Company due to this immense effort made it possible to receive the approval of be
within a short period of time. It is doubtless telling that the success has been result due to its
commitment towards quality and consistency the process control and R and B department
have the expertise and the most modern sophisticated for the process inspection and testing of
conduits water pipes. The first commercial production had started in the financial year 1995 -
1996 with an average production capacity of 55 tons in a month fitted with an extruder
52/18V made by Kolsite, Daman in Association with Kabra Extrusion Technik ,Germany.
The unit is capable of making electric conduits as well as PVC water pipes having both ISI
standards. The company also got ISO 9001/2000 certification from JAZ-ANZ through
Phoenix Progressive Certification India Ltd.
The first electric conduit brand to have got ISI certification back in 1991.It has become a
household name in the flourishing building sector in Kerala. Meticulous care on quality
control has given BALCO a place for itself in a relative short period of time Well developed
marketing network and a large fleet of the caters to the names of the chain of dealer across
the state with the clock precision. BALCO brand in electrical conduits are presently the
largest manufacturers of the product in Kerala and was the first to have adopted frontier
Technology like Twin Die Head and Downstream technology.
In 2006 BALCO group ventured into finance sector and tied up with the Reliance Life
Insurance, Reliance general insurance and Reliance money. The group is now the
representative of the respective companies nationally leading company in financial service.
Reliance life and General insurance mutual funds and a variety of products are being
promoted. The BALCO group is presently divesting in two organic foods with the farming of
fruits and vegetables and organic food processing. Together the group has turnover of more
than rupees 10 Crore annually. The core companies have kept climbing since Inception.
At present Balco brand of conduits is the largest manufacturers of the product in Kerala and
was the first to have adopted frontier technology like twin screw twin dye downstream
process of batten field.
THE BALCO GROUP
 SOLVE PLASTIC PRODUCTS PVT.LTD

 BALCO COMMUNUCATIONS.
 BALCO INVESTMENTS
 BALCO CHARITIES.
SOLVE PLASTIC PRODUCTS PVT. LTD
Solve plastic products, the flagship compound of BALCO group started production in 1991,
with assistance of Kerala Financial Corporation, Trivandrum and the State Bank of
Travancore. The BALCO brand of electric conduits was launched and meticulous care was
taken to maintain the highest standards of quality. Balco conduits received ISI registration
soon and the product was soon became market leader with the enthusiasm of the team. The
unit had the privilege to become the first unit in Kerala to get ISI for electric conduits. What
specifically, its success has been around from its commitment to equality and consistency in
business relations the factors it up later to get the approval of BIS within a short span of time.
Under the same management and other unit of Solve Plastic Product Private Limited was
incorporated in the year 1994 with an objective of tapping the abundant opportunities
prevailing in the PVC water pipe sector. Cashing in on the need for high quality pipes for
portable water. BALCO created a segment of its on bag on its unmatched equality and
strength. With virgin raw materials and uncompromising quality standards the PVC water
pipes and unit has triggered predictable year 1995-96 with an average production capacity
55tons in a month fitted with an extruder 55/18 V made by Kolsite daman in Association
with kabra extrusion technik, Germany. This year it is capable of making electric conduits as
well as PVC water pipes having both ISO and non ISO standards. The company could get
ISO 9001/2000 certification from JAZ-ANZ through Phoenix Progressive Certification India
Limited.
During the financial year 2002-2003 the group had accelerated production capacity by the
inclusion of the hi-technology extrusion machine 52/25 V Extruder of Kolsite make our
production line this machine having 170 kg/Hr installed capacity is with Twin die Head and
Downstream Technology, which in turn helps to produce two pipes at a time. The range of
products was also augmented to meet the diverse needs of building sector. The Balco
products have unique advantage in quality, strength, color and flexibility which cater to the
specific needs of the building sector.
Balco brand solvent cement was launched in 2006 and is now catching up with the other
leading products of Balco. The statewide marketing network of Balco ensures precision
timing and prompt delivery.
In 2002-2003 Balco group get tied up with M/s Reliance Communications and Balco
Communications was launched as the franchisee for the Reliance Cell Phones in the area
code 0475. Reliance communications now has a total connection strength of 1000 plus and
the Reliance Web World is now a major venture of Balco group.
BALCO COMMUNICATION
Balco is the franchisee for Reliance communications and owns the web world express in
Punalur catering to the eastern regions of Kollam district. Presently all the numbers that start
with the code 0475 of Reliance Communications is created to by Balco Web World.
Expected to have a wider reach soon with the eastern areas of the district covered through
more towers installed, it now has client strength of more than 300 subscribers.
BALCO INVESTMENTS
Balco investments was launched in 2006 as a felt need for taking care of the investment
portfolio this is a primarily to cater to the growing investment needs in the state and it has
already teamed up with Reliance Capital of the Anil Dhirubhai Ambani Group and is
presently the Business Associate of Reliance Life Insurance, Reliance General Insurance and
Reliance Money. Apart from being a financial hub with insurance, mutual funds and stock
trading windows Balco investments shall soon be facilitating a spectrum of products in the
sector.
2.3 PRODUCT PROFILE
PRODUCTS OF THE COMPANY
 PVC electric conduits [Electric pipes].

 PVC water pipes.
 Solvent cement
 PVC Bends
Objectives of the company:
 To maintain effective quality management system with active involvement of

employees.
 To ensure timely delivery of products in required quantity.
 To solve for continual involvement of quality.
 To grow a socially responsible organization.
Quality policy:
Balco believe in the concept of serving the society by offering quality products and this
principle is very much adhered to by the group. They are committed to quality of high
standards. The leading Balco brand of PVC products come out with the high quality checks.
The in-house and R&D laboratories are equipped with the most modern instruments for
testing of raw materials and the end products to ensure the quality.
Constant up gradation of standards keep the line of production keep the international
specifications in the fields. Balco products conform to the stipulated IS/WH standards and
has the IS/ISO 9001/2000 certification to its credit.
The company produces and supply of Poly Vinyl Chloride [PVC] electric conduit pipes and
unplasticised PVC water pipes in conformity with the customers’ requirements. We ensure
utmost customer satisfaction through field feedback and incorporating the responses in the
production and supply lines. The company has a professional quality management system in
place with the best expertise in the sector.
Quality objectives:
 To maintain an effective quality management system with the active involvement of

all employees within an increase in sales by 5% in a year and customer satisfaction
level is not less than 80%.
 To ensure timely delivery of materials in required quantity with maximum
permissible delay of 2 days.
 To strive for a continual improvement of quality with a rejection of final stage will
not be more than 0.5% and customers’ complaints will not be more than 2% per year.
BALCO PVC WATER PIPES
Balco PVC pipes with ISI marks vary in sizes of 20mm to 110mm with pressure 2.5kg/cm2,
4kg/cm2, 6kg/cm2, 8kg/cm2,10kg/cm2,12.5kg/cm2 and for plumping pipes of 20mm to
50mm.
ADVANTAGES OF BALCO PVC PIPES
 Balco PVC pipes are me with all the requirements as per ISO 4985-2000.
 Manufactured from virgin raw materials.
 Offers entire range of plain and socket end class 1,2,3,4,5,6 and plumping pipes.
 No bacterial growth inside the pipe.
 Balco PVC pipes have been provided to maintain the natural purity of the lead content
of these is much less than the limit prescribed by Bureau of Indian Standards.
 Resistance to corrosion.
 High impact strength at normal temperature.
 High thermal at low temperature.
 High strength to weight ratio.
 Excellent tensile strength.
Field of application:
Portable water suppliers, agriculture, telecom cable ducting, drainage etc.
BALCO CONDUITS
Balco PVC conduits, the firs of the kind having 60th USI and ISO certification in kerala have
been approved by PWD, CPWD, Railway, BSNL etc. BALCO conduits are recommended for
use in all places where safely and protection of people and buildings are considered to be
important.
ADVANTAGES OF BALCO CONDUITS
 Balco electric conduits are highly durable lightweight, monotonic and non-corrosive.
 Easy installation and long-lasting nature of PVC conduits avoid periodical
maintenance.
 Balco PVC conduits can bend at any angle thus to avoid expenses for fitting like
bends, elbows etc.
 Balco conduits are manufactured from high impact resistant PVC which specially
formulated to meet superior standards.
 Balco PVC conduits have not stamping on every meter length so as to avoid
duplication.
Field of application:
Balco conduits are recommended for use in all places where safety protection of people and
building are considered to be important viz. factories, industrial complexes, power stations,
oil refineries, trains, street tunnels, railway stations, hospitals, schools, hotels, department
stores, museums, telephone exchanges, conference halls, military installations, civil defense
shelters, households etc.
BALCO SOLVENT CEMENT AND BEND SOLVENT
Solvent cement is the most effective solution for joining of UPVC pipes, Conduits and
fittings. It is fast and easy to use and ensures water tight joints. The total absence of dissolved
particles lumps or other foreign matter helps in give high joint strength. BALCO solvent
offers the minimum hydrostatic bursting strength of 2.8 mpa after 2 hrs during time. BALCO
solvent cement is packed in specially designed and echo friendly tin containers of 100ml and
250 ml sizes.
BEND
Bends are another product of Solve Plastic Pvt Ltd; these bends are manufactured as to a sub
project of the electric conduits which can be used to join these electric conduits manufactured
from the firm there only few employees in this section. They manufacture about 1300
competitors in this field.
MARKET SHARE OF THE COMPANY
BALCO is Kerala’s first ISO 9001/2000 conduits manufactures. Currently the market share
of electrical conduits is 75% and the share of water pipes is 35% solvent cement and PVC
bends are booming. These two are new product of the company.
Competitors of the company:
 Hycount
 V-guard
 Kelachandra
 Finolex
 Thomson
 Plumber’s choice
 Pearl black
 Supreme
 Star
 Goodwill
CHAPTER 3
LITERATURE REVIEW
3 LITERATURE REVIEW
3.1 Rupert.L.Mathews & PeterE.Marzec, Pages 296-317, published online: 02 Sep 2015
Recent interest in strategic initiatives, in particular Six Sigma, appears to relate to three forms
of improvement: continuous improvement, quality improvements and process improvement.
The similarities between these approaches have led to some confusion within the literature
and raise the question whether these approaches are tautological. This paper argues against
this by firstly exploring the nuances of these three areas. Based upon a systematic literature
review of operations management journals, insight is developed by exploring the three terms
individually and then in combination, resulting in the presentation of a number of research
propositions to guide further research. To extend our understanding of operational
improvement, organizational learning is identified as a common theoretical perspective
employed within each of the three forms of improvements. Organizational learning is
subsequently utilized to underpin the relationship between the three terms, highlighting the
need for both operational and strategic improvement, drawing upon strategic management
literature. These are presented in the form of a conceptual model, in addition to further
research propositions. The paper concludes by presenting future research opportunities
identified by the work in the form of construct development, exploratory case study research
and survey work to test the presented model and propositions.
3.2 Daniel Carnerud, (Department of Quality Technology and Management, Mid

Sweden University, Östersund, Sweden), International journal of Quality & Reliability
Management, 35,1,(208),(2018).
The purpose of this paper is to explore and describe how research on quality management
(QM) has evolved historically. The study includes the complete digital archive of three
academic journals in the field of QM. Thereby, a unique depiction of how the general
outlines of the field as well as trends in research topics have evolved through the years is
presented. The study identifies six central, perpetual themes of QM research: control, costs,
reliability and failure; service quality; TQM – implementation and performance; ISO
certification, standards and systems; Innovation, practices and learning and customers
research and product design. Additionally, historical surges and shifts in research focus are
recognized in the study. From these trends, a decrease in interest in TQM and control of
quality, costs and processes in favor of service quality, customer satisfaction, Six Sigma,
Lean and innovation can be noted during the past decade.
13
3.3 Ioannis N. Metaxas &Dimitrios E. Koulouriotis, published online: 30 Jul 2017
This paper offers a descriptive analysis of TQM and business excellence measurement
(BEM) by synthesizing the relevant literature. There is need for a sound theoretical
framework classifying past efforts and guiding future research. To fill the gap, a research of
the published BEM literature is undertaken. Specifically, the target is to advance a concrete
understanding of relevant literature and to assess whether the temporal trends in BEM
literature will help position firms for the emerging business excellence context. An updated
review, classification and analysis of the research in business excellence literature spanning
the last two and a half decades is presented. A total of 139 papers are identified from 39
refereed management journals published from 1990 to 2016. These articles are then classified
and analyzed according to the following axes: business sector, framework used and
methodology applied. The analysis presents the trends in each of the three axes and key
research areas are proposed to guide future BEM research agenda.
3.4 Regional Conference on Science, Technology and Social Sciences

(RCSTSS 2014) pp 811-822
Quality management (QM) of an organization is essential to develop customer loyalty hence

organizational sustainability. Studies after studies have been conducted to come up with an
enhanced and a more comprehensive instrument to measure the QM. Replicated studies have
been done in many different localities and setting to improve the generalizability of a
particular instrument. Nevertheless, a more comprehensive and universal instrument is yet to
be found. Employing a systematic literature review (SLR) protocol, this paper summarizes
several selected instruments. Selection is made based on predetermined criteria, in order to
allow a focused analysis. Subsequently, this article illustrates the trend in studies which
develop and validate instruments. A table of frequency analysis is also presented which
explains the popular dimensions. Finally, this article concludes with opportunities for future
research.
3.5 Quality Management Journal Volume 20, 2013 - Issue 3
W. Edwards Deming's ideas on quality management, expressed in hypothetic-deductive

theoretical form by Anderson, Rungtu sanatham, and Schroeder (1994), have been
empirically tested at the organizational level in the manufacturing and service sectors in a
handful of Western countries and Japan. These studies show generally good empirical
support for the theory, thus providing a plausible “road map” on how organizations succeed
through quality management. The authors' study seeks to improve the validity and
applicability of the theory. They used a standard measurement instrument to collect data
from 367 civil servants from five public-sector organizations in Singapore. Using structural
equation modeling data analysis technique, they established that these organizations generally
appear to act in a manner consistent with the theory, but the patterns of relationships as
predicted by the theory are not completely similar across these organizations. Also,
individual-level factors (positional authority and length of tenure) have an impact on how
well the theory holds. Further, since the study was in a new industry sector (public sector)
and country context (Singapore), the generally positive results enable the authors to
tentatively conclude that the theory applies to these contexts.
3.6 Ravi Dhurjati, Nabeel Wahid, Jochen Profit, Journal of Perinatology Volume 38,
pages 751-758, 2018.
To identify key features in the NICU care delivery context that influence quality of care
delivery. Qualitative study using in-depth, semi-structured interviews with 10 NICU quality
experts with extensive experience conducting NICU site visits and evaluating quality of care.
Analyses were performed using the method of constant comparison based on grounded
theory. Qualitative analysis yielded three major themes: (1) the foundation for high quality
care is a cohesive unit culture, characterized by open communication, teamwork, and
engagement of families; (2) effective linkages between measurement and improvement action
is necessary for continuous improvement; and (3) NICU capacity for improvement is
sustained by active support, exchange of skills, and resources from the hospital.
CHAPTER 4
THEORETICAL FRAMEWORKS
4. THEORETICAL FRAMEWORK
Total quality management (TQM) consists of organization-wide efforts to "install and make
permanent climate where employees continuously improve their ability to provide on demand
products and services that customers will find of particular value."Total" emphasizes that
departments in addition to production (for example sales and marketing, accounting and
finance, engineering and design) are obligated to improve their operations; "management"
emphasizes that executives are obligated to actively manage quality through funding,
training, staffing, and goal setting. While there is no widely agreed-upon approach, TQM
efforts typically draw heavily on the previously developed tools and techniques of quality
control. TQM enjoyed widespread attention during the late 1980s and early 1990s before
being overshadowed by ISO 9000, Lean manufacturing, and Six Sigma.
„Quality‟ is generally referred to a parameter which decides the inferiority or superiority of a

product or service. It is a measure of goodness to understand how a product meets its
specifications. Usually, when the expression “quality” is used, we think in the terms of an
excellent product or service that meets or even exceeds our expectations. These expectations
are based on the price and the intended use of the goods or services. In simple words, when a
product or service exceeds our expectations we consider it to be of good quality. Therefore, it
is somewhat of an intangible expression based upon perception.
The benefits arising from the implementation of a Total Quality Management in an
organization are: This will increase the awareness of quality culture within the organization.
A special emphasis on teamwork will be achieved.
TQM will lead to a commitment towards continuous improvement. Essential requirements

are, Commitment: Quality improvement (in all aspect) must be everyone‟s job in the
organization. An apparent commitment from the top management, breaking down the barriers
for continuous quality improvement and steps required to provide an environment for
changing attitudes must be provided. Training and support for this should be extended.
Culture: There should be proper training to effect the changes in attitude and culture.
Continuous Improvement: Recognize improvement as a continuous process, and not merely a
one-off program. Customer Focus: Perfection in service with zero defectives and full
satisfaction to end-user whether it‟s internal or external. Control: Ensure monitoring and
control checks for any deviation from the intended course of implementation.
16
Plan, Do, Check, Act; This is also referred to as the PDCA cycle. Planning Phase: This
phase is the most crucial phase of total quality management. Under this phase, employees
have to come up with their respective queries and problems which need to be addressed. The
employees apprise the management of different challenges which they are facing in their day
to day operations and also analyze the root cause of the problem. They need to do the
required research and collect significant data which would help them find solutions to all the
problems.
Doing Phase: In this phase, a solution for the identified problems in the planning phase is
developed by the employees. Strategies are devised and implemented to crack down the
challenges faced by employees. The efficiency and effectiveness of solutions and strategies
are also evaluated in this stage. Checking Phase: Under this phase, a comparison analysis of
before and after is done in order to assess the effectiveness of the processes and measure the
results.
Acting Phase: This is the last phase of the cycle, in this phase employees document their
results and prepare themselves to address other problems.
Following are the universal Total Quality Management beliefs: Satisfaction of the
customer/owner is the measure of quality .Everyone is an owner. Continuous Quality
improvement must be there. Analysis of the processes is the key to quality improvement.
Constant TQM is not possible without consistent, active and enabling leadership by managers
at all levels. It is important to incessantly improve quality of the products and services which
we are supposed to provide to our customers/owners.
Total Quality management is defined as a continuous effort by the management as well as

employees of a particular organization to ensure long term customer loyalty and customer
satisfaction. Remember, one happy and satisfied customer brings ten new customers along
with him whereas one disappointed individual will spread bad word of mouth and spoil
several of your existing as well as potential customers. You need to give something extra to
your customers to expect loyalty in return. Quality can be measured in terms of durability,
reliability, usage and so on. Total quality management is a structured effort by employees to
continuously improve the quality of their products and services through proper feedbacks and
research. Ensuring superior quality of a product or service is not the responsibility of a single
member. Every individual who receives his/her paycheck from the organization has to
contribute equally to design foolproof processes and systems which would eventually ensure
superior quality of products and services. Total Quality management is indeed a joint effort
of management, staff members, workforce, suppliers in order to meet and exceed customer
satisfaction level. You can‟t just blame one person for not adhering to quality measures. The
responsibility lies on the shoulder of everyone who is even remotely associated with the
organization.
CHAPTER 5
RESEARCH METHODOLOGY
5 RESEARCH METHODOLOGY
Research is an organized and systematic study of materials and sources in order to discover
new things and establish facts and reach new conclusions. Essentially speaking research
involves a well-developed plan, a systematic approach to developing new theories or finding
solutions to various problems. It provides us with right kind of information that help us in
successfully dealing with problems.
Selecting Research
Topic
Objective of the
research
Formulating
Research Hypothesis
Selecting Research
Hypothesis
Selecting Research
Design
Sample Design
Collection of Data
Execution of Project
Analysis of Data
Presentation of Data
Figure no. 5.1 showing general research process
19
5.1 OBJECTIVES
The Objectives are;
 To identify the role of TQM in recruitment and selection.

 To analyse the role of TQM in Training and Development.
 To study the impacts of TQM in Job role.
 To identify the influence of superiors to employees.
 To identify the effects of employee participation in TQM.
 To study relationship between TQM and Teamwork.
5.2 HYPOTHESIS
Hypothesis is considered as the most important instrument in research. A hypothesis is an

assumption or some assumption to be proved or disapproved. The alternative hypothesis is
the logical opposite of the null hypothesis.
H0 : There exists no significant relation between age and satisfaction level on salary
H1 : There exists a significant relation between age and satisfaction level on salary
5.3 RESEARCH DESIGN
Research design is defined as a master plan specifying the methods and procedures for
collection and analysing the needed information. This research design is descriptive in nature.
This design helps to describe characteristics of a particular population, and to study in depth
the characteristics concerning individuals, groups and situation. Descriptive research is
concerned with detailed description of certain functional variables and characteristics of a
problem situation. since it is concerned with the explanation of the problem situation and
allied variables, it is rather called as explanatory research.
5.4 SOURCES OF DATA
Data is regarded as the foundation if all types of research, and hence it is known as “Life
Blood of Research”. The sources of data used in this study are:
1. Primary Data
2. Secondary Data
5.5 PRIMARY AND SECONDARY DATA
Primary data were collected from the employees of the organization through structured
questionnaire surveys.
Secondary data were collected from various sources. It includes personnel, annual report and
websites of the company. External magazines, journals and books (text) were also used.
We are using both primary and secondary data for our study.
5.6 POPULATION
The collection of elements or objects possessing information desired by the researcher

regarding what inferences are to be made is termed as target population or the universe. Our
target population is:
• Employees of Solve Plastic Products Private Limited.
5.7 SAMPLE DESIGN
The plan, method, or technique through which a researcher identifies and selects the potential
sampling units from the sampling frame or the target population, to form a relevant sample
for the study is termed as sample design.
5.7.1 Sample Unit
A sampling unit is the primary unit containing the sampling elements of the population. Our
sampling unit is the employees of Solve Plastic Products Private Limited.
5.7.2 Sample design
The sample size for a research refers to the total number of elements of the population to be
included in the sample for conducting the research study. The sample for our study is;
 100 employees
5.8 SAMPLING METHOD
There are two types of sample methods;
 Probability sampling techniques
 Non-probability sampling techniques

5.8.1 Probability sampling techniques
The method, in which all units of the universe are given equal chance of being selected in the
sample, is known as Probability Sampling.
5.8.2 Non-probability sampling techniques

Non-probability sampling is that type of sampling procedure which does not have any
ground for estimating the probability that whether or not each item in the population has been
included in the sample.
For our study, we are taking non-probability sampling as the sampling technique. The
different types of non-probability sampling technique are;
 Convenience sampling
 Panel sampling
 Purposive sampling
 Snow ball sampling
Among this Convenience sampling is used for the study.
On the basis of convenience and approachability, the choice of the sampling units by the
researcher, is known as “Convenience Sampling”.
5.9 METHODS OF DATA COLLECTION

Primary data are collected during the course of doing experiments in an experimental
research.
The different types of primary data are;
 Survey
 Interview
 Questionnaire
Here we are taking Questionnaires (for employees).
Secondary data is collected through company publications, journals, company’s website,

internet, newspapers, etc.
5.10 DRAFTING A QUESTIONNAIRE
Questionnaire
A questionnaire is a research instrument consisting of a series of questions (or other types of

prompts) for the purpose of gathering information from respondents.
Drafting of a Questionnaire
The following are the main steps in the drafting of questionnaire or schedule.
5.10.1. Decision Regarding Questions:

To frame questionnaire or schedule, we have at first to decide regarding various questions to
be incorporated. This decision of the selection of questions depends upon the purpose of
enquiry. In this regard, precaution should be adopted to avoid irrelevant or unnecessary
questions.
5.10.2. Types of Questions:

Next step of drafting the questionnaire or schedule is to decide about the way in which
questions have to be asked? Questions can be asked in a number of ways like.
(a) Simple Alternative Questions:
These questions may be answered between two alternatives such as yes or no, for instance,
A1. Did you know the company policies before joining in the company?
 Yes
 No
(b) Multiple Choice Questions:
Multiple questions can be answered in a number of ways. For instance
B1. How do you feel about interview panel?
(i) Excellent (ii) Good (iii) Satisfactory (iv) Poor
B2. Are you satisfied with the recruitment process?
i. Highly satisfied
ii. Satisfied
iii. Dissatisfied
iv. Highly dissatisfied
(c) Specific Information Questions:
Such questions are asked to obtain some specific information. For example,
 Are you married?
 Are you unemployed?
 Are you semi-employed?
(d) Open End Questions:
Such questions leave the door open to any answer. For example,
 What is your monthly income?
5.10.3. Decision Regarding Question Wording:

Another step to draft questionnaire or schedule is to decide about the wording of different
questions. Questions used in questionnaire or schedule should be worded in such a manner
that they must be easily understood by the respondents. Terms should be clearly defined in
the questions.
5.10.4. Decision Regarding Order of Questions:

The last but not least it relates to the decision regarding the place of different questions in the
sequence. Questions should be adjusted in such a manner that there are no sudden jumps. One
question should lead to and flow into another.
5.11 Pilot Survey
The pilot survey was conducted to the sample size of 10 respondents. Based on their
suggestions, further questions will be added to the questionnaire which is provided to the
respondents.
5.12 Data Analysis Techniques
The main tools used to analyze the collected data are:
 Percentage Analysis
 Correlation Analysis
 Weighted Average
 Chi-Square Analysis
SIMPLE PERCENTAGE
Percentages are obtained, when ratios are multiplied by 100. The percentage of
consumers coming under the same category was found as it helped to know the opinion of
consumers more clearly. Percentage =number of respondents/ total respondents * 100
CORRELATION ANALYSIS
Correlation means close relations with variables for a particular relation, there should be at
least two variables. Two variables are said to be in a relation when change in one variable
makes a corresponding change in another variable. If the values of two variable moves in the
same direction, we can say that two variables are said to be positively correlated. If increase
in the rate of one variable leads to the decrease in the rate of another variable or two variables
travels in opposite direction it is said to be negatively correlated. Correlation coefficient is
used to find out the strength of relation or degree or intensity of relation between two
variables. The value of correlation coefficient lies between -1 and 1. If the correlation
coefficient value is 1 then two variables are having a pure positive correlation and if
correlation coefficient value is -1 then two variables are having negative correlation. If
correlation coefficient is 0 we can say no correlation exists between two variables. The
formula for finding the coefficient correlation is
Γ=
WEIGHTED AVERAGE RANKING METHOD
Weighted average is an average in which each quantity to be average is assigned a weight.

This weighting determines the relative importance of each quantity on the average.
Weightings are the equivalent of having that many like items with the same value involved in
the average. Most people are familiar with the idea of finding average, or arithmetic mean, of
a series of items. You simply add up all the items values and divide by the total number of
items to calculate the average.
W.A =
CHI-SQUARE ANALYSIS
The chi-square distribution has many uses in the field of testing of hypothesis. It helps to test
whether a population has given variance. It also helps to test goodness of fit of a theoretical
distribution to an observed distribution and in testing independence of attributes in a
contingency table. Any statistical test that uses the chi square distribution can be called as chi
square test. Chi square test is conducted as a statistical test to investigate difference. The chi
square measures the difference between a statistically generated expected results and an
actual to see if there is a statistically difference between them. It measures the goodness of fit
between an unexpected and an actual result.
Formula for chi square test is Chi square (χ²) = ∑〖(O-E)〗^2/E
Where, O= Observed sample in each category
E= Expected frequency in corresponding category
Chi Square test degree of freedom
The degree of freedom for chi square test is equal to the difference between degree of
freedom associated with the models. Each type of two tables has its own chi square
distribution, depending on the number of row and columns. And each chi square distribution
is identified by its degree of freedom. A two-way table with r rows and c column uses a chi
square distribution with (r-1) * (c-1) degree of freedom.
Chi Square Goodness of fit test
This test applicable when the observations are independent (random) and the total frequency
should be large. This is used to test association of variables in two- way tables where the
assumed model of independence is evaluated against the observed data. calculate cumulative
distribution function. The chi square goodness of fit test can be distributions such as the
binomial and poison.
CHAPTER 6
DATA ANALYSIS
A STUDY ON TOTAL QUALITY MANAGEMENT IN MAJOR FIELDS OF HRM IN SOLVE PLASTIC PRODUCTS PVT.LTD, PUNALUR
6. DATA ANALYSIS
6.1 SIMPLE PERCENTAGE ANALYSIS
Table 6.1.1 showing the gender wise distribution
Gender No. of respondents Percentage
Male 68 68
Female 32 32
Total 100 100
(Source: Primary data)

No. of respondents
68%
70%
60%
50%
32%
40% male
30%
female
20%
10%
0%
malefemale
Gender
Chart 6.1.1 showing gender wise distribution
Interpretation: From the above table it is clear that 32% of respondents are female and
remaining 68% are male.
27
Table 6.1.2 Age wise distribution of respondents
Age No. of respondents Percentage
18 to 28 years 12 12
28-38 years 32 32
38 -48 years 38 38
48-58 years 18 18
Total 100 100

No. of respondent
38%
40%
32%
35%
30%
25% 18-28 yrs
18%
20% 28-38 yrs
12%
15%
38-48 yrs
10%
5% 48-58 yrs
0%
18-28 yrs28-38 yrs38-48 yrs48-58 yrs
Age wise distribution
Chart 6.1.2 Age wise distribution of respondents
Interpretation: From the above table it is clear that 38% of respondents belong to the age
group of 38-48 years, 32% are of age group 28-38 years, 18% respondents are of age
group 48-58 years and the remaining 12% are of age group 18-28 years
Table 6.1.3 showing the marital status
Marital status No. of respondents Percentage
Married 68 68
Unmarried 12 12
Other (widow, divorced) 20 20
Total 100 100

No. of respondents
68%
70%
60%
50%
40% Married
30% 20% Unmarried
20% 12%
other
10%
0%
Married Unmarried other
Marital status
Chart 6.1.3 showing the marital status
Interpretation: From the above table it is clear that 68% are married and 12% are unmarried
and the remaining 20% belongs to other.
Table 6.1.4 Monthly income of respondents
Monthly Income No of Percentage

respondents
Rs10000-Rs20000 21 21
Rs 20000-Rs.30000 30 30
Rs 30000-Rs.40000 20 20
Rs.40000-Rs.50000 17 17
Above Rs.50000 12 12
Total 100 100

No. of respondents
30%
30%
25% 21% 20%
20% 17%
15% 12%
Rs10000-Rs20000
10%
5% Rs 20000-Rs.30000
0%
Rs 30000-Rs.40000
Rs.40000-Rs.50000
Above Rs 50000
Monthly Income
Chart 6.1.4 Monthly income of respondents
Interpretation:
From the above table it is clear that 15% earns between Rs.10000 and Rs.20000 while 20%
earns between Rs. 20000-Rs.30000and 10% earns between Rs.30000-Rs.40000 while 30%
earns about Rs.40000-Rs50000 and remaining 25% earns above Rs.50000.
Table 6.1.5 showing the work experience in the organization
Experience{years} No of respondents Percentage

0-5 25 25
5-10 38 38
10-15 20 20
15-20 17 17
Total 100 100

No. of respondents
38%
40%
35%
30% 25%
25% 20% 0-5 yrs
17%
20% 5-10 yrs
15%
10-15 yrs
10%
5% 15-20 yrs
0%
0-5 yrs5-10 yrs10-15 yrs15-20 yrs
Wok experience
Chart 6.1 5 showing the work experience in the organization
Interpretation:
From the above table it is clear that 25% are working for 0-5 years and 38% are working 5-10
years, 20% are working for 10-15 years and 17% are having 15-20 years’ experience.
Table 6.1.6 showing the opinion of employees regarding the role of TQM in success of
organization
Products No of respondents Percentage

Yes 78 78
No 6 6
Can’t Say 16 16
Total 100 100

No. of respondents
78%
80%
70%
60%
50% Yes
40%
No
30% 16%
20% 6% Cant Say
10%
0%
Yes No Cant Say
Opinions
Chart 6.1.6 showing the opinion of employees regarding the role of TQM in success of
organization
Interpretation: From the above table it is clear that 16% mentioned they can’t say the
opinion and 78% responded positively as they are aware of the importance of TQM in the
success of organization and the remaining 6% said no to the question.
Table 6.1.7 showing TQM help for improving work efficiency of employees
Opinion No of respondents Percentage

Strongly agree 36 36
Agree 30 30
Neutral 20 20
Disagree 10 10
Strongly disagree 4 4
Total 100 100
40 36
% %
30
35 % Strongly agree
%
20
30 % Agree Neutral
%
10 Disagree
25 Strongly
% %
4% disagree
20
%
15 StronglyAgreeNeutral Disagree Strongly
% agreedisagree
10
%
5%
0%
Chart 6.1.7 showing TQM help for improving work efficiency of employees
Interpretation:
From the above table it is clear that 36% of respondents are strongly agreeing with the
statement, and 30% respondents are agreeing, 20% are having neutral opinion and 10% are
disagreeing and the remaining 4% are strongly disagreeing.
Table 6.1.8 shows that recruitment and selection process is very effective for the

Agree 40 40
Neutral 20 20
Disagree 7 7
Total 100 100

No. of respondents
40%
40% 28%
30% 20%
strongly agree
20% 7% 5%
10% agree neutral
0%
disagree
strongly disagree
opinion
Chart 6.1.8 shows that recruitment and selection process is very effective for the
Interpretation:
From the above table it is clear that 40% of respondents agree that the R&S is very effective
for the organizational objectives and 28% strongly agree this while 7% disagree and 5%
strongly disagree , while 20% is having neutral response.
Table 6.1.9 shows the best source of Recruitment and Selection as per the individual
opinion
Sources of R&S No of respondents Percentage

Internal 22 22
Consultants 19 19
Print media 20 20
Electronic media 18 18
Others(Employee referrals, labour unions) 21 21
Total 100 100
No. of respondents
25% 22% 21%

19% 20%
18%
20%
15%
Internal
10%
5% Consultants
0% Print media
Electronic media
others
Sources of recruitment and seletion
Chart 6.1.9 shows the best source of Recruitment and Selection
Interpretation:
From the above table it is clear that 22% are saying internal source is best while 19% said consultants
are best and 20% said printed media and 18% said electronic media are best while 21% referred some
other sources like employee referrals, through labour unions etc.
Table 6.1.10 shows graph of aptitudes and interviews are basic filter of the R&S process
Opinion No of Percentage
respondents
Agree 32 32
Disagree 22 22
Total 100 100

No. of respondents
32%
35% 30%
30%
22%
25%
20% 16% strongly agree
15%
agree disagree
10% strongly disagree
5%
0%
stronglyagreedisagreestrongly
agreedisagree
Opinion
Chart 6.1.10 shows graph of aptitudes and interviews are basic filter of the R&S process
Interpretation:
From the above table it is clear that 30% strongly agree to the statement and 32% agree ,
while 22% disagree and 16% strongly disagree that interviews are basic filters to the R&S
process.
Table 6.1.11 shows the response to adopt different methods of interview

Agree 35 35
Disagree 22 22
Total 100 100

No. of respondents
40% 35%
30%
30% 22%
strongly agree
20% 13%
10% agree disagree
strongly disagree
0%
strongly agree disagree strongly
agree disagree
opinion
Chart 6.1.11 shows the response to use different methods of interview
Interpretation:
From the above Chart it is clear that 30% strongly agree to use different methods of interview
and 35% also agree that while 22% are disagreeing and 13% strongly disagree the statement.
Table 6.1.12 showing the effectiveness of recruitment and selection
Options No of respondents Percentage

Excellent 22 22
Good 35 35
Average 25 25
Poor 18 18
Total 100 100

No. of respondents
35%
35%
30% 25%
22%
25%
18% excellent
20%
15% good
10% average
5% poor
0%
excellentgood average poor
Rating
Chart 6.1.12 showing the effectiveness of recruitment and selection
Interpretation:
The above table shows that the 22% employees said excellent to the effectiveness of
recruitment and 35% said good and 25% rated as average and 18% rated as poor.
Table 6.1.13 shows the frequency of training provided by the company
Frequency No of respondents Percentage

Monthly 25 25
Half-yearly 33 33
Yearly 42 42
Total 100 100

No.of respondents
50% 42%
40% 33%
30% 25%
Monthly
20% Half-yearly
Yearly
10%
0%
Monthly Half-yearly Yearly
Frequency of training provided by the company
Chart 6.1.13 shows the frequency of training provided by the company
Interpretation:
From the above table it is clear that 25% training can be done in monthly and 33% training
can hold half-yearly and 42% training can conduct in yearly.
Table 6.1.14 shows the training methods employees undergone.
Types of training methods No of respondents Percentage

On-the-job training 32 32
Classroom training 34 34
Mentoring 14 14
Others( video training, interactive methods) 20 20
Total 100 100

No. of respondents
32% 34%
35%
30% 20%
25% 14%
20% On-the-job training
15%
10% Classroom training
5%
0% Mentoring
Others
Type of training method
Chart 6.1.14 shows the training methods employees undergone.
Interpretation:
From the above table it is clear 32% gone for On the job training methods and 34% undergone for
classroom training and 14% gone for mentoring and 20% undergone for others such as video training,
interactive methods.
Table 6.1.15 shows the number of training they have undergone.
Number of training No. of respondents Percentage
5-10 26 26
10-15 24 24
15-20 32 32
20-25 18 18
Total 100 100

No.of respondents
40% 32%
26% 24%
30%
5 to 10
18%
20% 10 to 15
15 to 20
10%
20 to 25
0%
5 to 1010 to 1515 to 2020 to 25
Number of training
Chart 6.1.15 shows the number of training they have undergone
Interpretation:
From the above table it is clear 26% undergone 5-10 number of training and 24%
undergone for 10-15 times and 32% gone for 15 -20 times and 10% undergone for 20 to 25
times
Table 6.1.16 shows the effectiveness of training.
respondents
Excellent 18 18
Good 60 60
Average 10 10
Poor 12 12
Total 100 100

No. of respondents
60%
60%
50%
40% excellent
30% good
18%
20% 10% 12% average
10% poor
0%
excellent good average poor
Rating
Chart 6.1.16 shows the effectiveness of training.
Interpretation:
From the above table it is clear that 18% rated excellent for the training the organization is
providing and 60% rated as good while 10% rated as average and the remaining 12% rated as
poor.
Table 6.1.17 showing the response to the importance given for training by the
company
respondents
Agree 58 58
Disagree 10 10
Total 100 100

No. of respondents
58%
60%
50%
40%
Strongly agree
30% 20%
20% 12% agree disagree
10%
strongly disagree
10%
0%
Stronglyagreedisagreestrongly
agreedisagree
opinion
Chart 6.1.17 showing the response to the importance given for training by the
company
Interpretation:
From the above table it is clear that 20% are strongly agreeing and 58% are agreeing that the
company is giving adequate importance to the training and development and 10% are
disagreeing while the remaining 12% are strongly disagreeing the statement.
Table 6.1.18 shows the barriers to training and development in the organization
Barriers No of respondents Percentage
Time 53 53
Lack of interest 28 28
Money 12 12
Non-availability of skilled 7 7
trainers
Total 100 100

No. of respondents
53%
60%
50%
28% time
40%
30% 12%
20% 7% lack of interest
10%
0% money
non-availability of skilled
trainers
Barriers
Table 6.1.18 shows the barriers to training and development in the organization
Interpretation:
From the above table it is clear that 53% said time is the barrier for the training while 28%
pointed the lack of interest and 12% said money as a barrier and remaining 7% said the non-
availability of skilled trainers.
Table 6.1.19 showing whether job rotation help in align competencies
when required
respondents
Always 53 53
often 21 21
Seldom 12 12
Never 14 14
Total 100 100

No. of respondnets
60% 53%
50%
40% Always
30% 21% Often
20% 12% 14%
Seldom
10% Never
0%
AlwaysOftenSeldomNever
opinion
Chart 6.1.19 showing whether job rotation help in align competencies

when required
Interpretation:
From the above table it is clear that 53% said this works always and 21% said often it help
and 12% said it works in seldom and remaining 14% said this never works .
Table 6.1.20 shows the level of understanding between team members
respondents
High 53 53
Medium 27 27
Low 12 12
Neutral 8 8
Total 100 100

No. of respondents
60% 53%
50%
40% High
27%
30% Medium
20% 12% Low
8%
10% Neutral
0%
HighMediumLowNeutral
Level of understandin
Chart 6.1.20 shows the level of understanding between team members

Interpretation:
From the above table it is clear that almost 53% the understanding level is high and 27% said
a medium relationship and 12% said there is a low bonding and 8% said a neutral level of
understanding.
Table 6.1.21 shows effectiveness of team employed in the organization.
Much effective 48 48
Effective 37 37
Less effective 10 10
Not effective 5 5
Total 100 100

No. of respondents
48%
50%
37%
40%
30% Much effective
20% Effective
10%
10% 5% Less effective
Not effective
0%
MuchEffectiveLessNot
effectiveeffective effective
Effectiveness
Chart 6.1.21 shows effectiveness of team employed in the organization.
Interpretation:
From the above table it is clear that above 85% responded as effective and 15% said the
teamwork is not that much effective.
Table 6.1.22 shows the satisfaction for the salary they are paid for.
respondents
Highly satisfied 38 38
Satisfied 20 20
Neutral 13 13
Not Satisfied 29 29
Total 100 100
38
40 %
%
29
35 %
% highly
20
30 satisfied
%
% 13
% satisfied
25
% neutral
20 not satisfied
%
15 highlysatisfiedneutralnot
% satisfiedsatisfied
10
%
5%
0%
Chart 6.1.22 shows the satisfaction for the salary they are paid for.
Interpretation:
From the above table it is clear that about 58% said they satisfied and 13% said the neutral
opinion and remaining 29% said they are not satisfied.
Table 6.1.23 shows the satisfaction for the post they are appointed
respondents
Satisfied 16 16
Neutral 56 56
Not satisfied 8 8
Total 100 100

No. of respondents
56%
60%
50%
40%
Highly satisfied
30% 20% Satisfied
16%
20% Neutral
8%
10% Not satisfied
0%
HighlySatisfiedNeutralNot
satisfiedsatisfied
Satisfaction level for the post they are appointed
Chart 6.1.23 shows the satisfaction for the post they are appointed
Interpretation:
From the above table it is clear that almost 56% said they have a neutral opinion while above
36% said they are satisfied and 8% only is dissatisfied.
Table 6.1.24 shows the openness of superiors to employees
respondents
Extremely 58 58
Moderately 21 21
Slightly 12 12
Not at all 9 9
Total 100 100

No. of respondents
58%
60%
50%
40%
30% 21% Extremely
20% 12% 9%
10% Moderately
0% Slightly
Not at all
Openness of superior
Chart 6.1.24 shows the openness of superiors to employees

Interpretation:
From the above table it is clear that almost 58% said the superiors are extremely open and
21% a moderated approach while 12% said slightly they are open and 8% said not at all open
to the employees.
Table 6.1.25 shows whether the superiors make pressure to the employees to guide
them.
Always 5 5
Often 14 14
Seldom 48 48
Never 33 33
Total 100 100

No. of respondents
48%
50%
40% 33%
Always
30%
14% Often
20%
Seldom
10% 5%
Never
0%
Always Often Seldom Never
Opinion
Table 6.1.25 shows whether the superiors make pressure to the employees to guide
them.
Interpretation:
From the above table it is clear that 5% said always they get pressurised and 14% often and
48% said seldom they get pressure from superiors while 33% said never.
Table 6.1.26 shows the forms of employee participation
respondents
Co-ownership 15 15
Work committee 33 33
Joint management council 14 14
Profit sharing 38 38
Total 100 100

No.of respondents
38%
40% 33%
35%
30% 15% 14%
25% co-ownership
20%
15% work committee
10%
5% JMC
0% Profit sharing
Forms of employee participation
Chart 6.1.26 shows the forms of employee participation

Interpretation:
From the above table it is clear that 33% are involved in work committee while 14% are in
joint management council and 38% are in profit sharing and the remaining 15% are focused
in co-ownership.
Table 6.1.27 shows the impacts of employee participation
respondents
Improve productivity 33 33
Credibility 5 5
Improved quality 14 14
Commitment 48 48
Total 100 100

No. of respondents
48%
50%
40% 33%
30%
14%
20% improved productiivity
5%
10%
credibility improved
0%
quality commitment
Impacts
Chart 6.1.27 shows the impacts of employee participation

Interpretation:
From the above table it is clear that 33% are interested in improved productivity while 14%
are focusing on improved quality and 48% are focused commitment and the remaining 5%
are focusing for commitment.
Table 6.1.28 shows the overall satisfaction in the TQM by organization
Satisfied 16 16
Neutral 36 36
Dissatisfied 8 8
Highly dissatisfied 20 20
Total 100 100

No. of respondent
40% 36%
35%
30%
25% 20% 20%
20% 16% Highly satisfied
15% 8%
10% Satisfied Neutral
5% Dissatisfied
0% Highly dissatisfied
Satisfaction in TQM
Chart 6.1.28 shows the overall satisfaction in the TQM by organization

Interpretation:
From the above table it is clear that almost 36% said they satisfied while 36% said they are
having neutral opinion and about 28% are dissatisfied.
6.2 CORRELATION
Finding the correlation equation of Work experience and Number of training undergone
Work experience (years) No. of training

0-5 5-10
5-10 10-15
10-15 15-20
15-20 20-25
Mid x Mid y xy x2 y2
2.5 7.5 18.75 6.25 56.25
7.5 12.5 93.75 56.25 156.25
12.5 17.5 218.75 156.25 306.25
17.5 22.5 393.75 306.25 506.25
∑x = 40 ∑y =60 ∑xy =725 ∑x2 =525 ∑y2 = 1025
Table 6.2.1 Showing correlation between work experience and no. of training
undergone
√ √
=√ √
=1
Interpretation:
From the correlation analysis between work experience and number of training undergone it
is noticed that work experience and number of training undergone have a perfect positive
correlation, which is interrelated.
6.3 WEIGHTED AVERAGE
Weight 4- high to Weight 1- low
Weight Recruitment Revenue & Training & Learning Employee participation &
& Selection Recognition performance appraisal
1 12 23 44 21
2 18 32 25 25
3 32 27 19 22
4 38 18 12 32
Weighted average
a) Calculate weighted average for Recruitment and Selection
Weighted average =
Weight (w1) Recruitment and Selection(x1) w1x1

1 12 12
2 18 36
3 32 96
4 38 152
Total =10 Total = 296
Table 6.3.1 Weighted average of Recruitment and selection
Weighted average = = = 29.6
b) Calculate weighted average for Revenue and recognition
Weighted average =
Weight (w1) Revenue & recognition (x1) w1x1
1 23 23
2 32 64
3 27 81
4 18 72
Total = 10 Total =240
Table 6.3.2 Weighted average of Revenue and recognition
Weighted average = = = 24
c) Calculate weighted average for Training and learning
Weighted average =
Weight (w1) Training and learning (x1) w1x1

1 44 44
2 25 50
3 19 57
4 12 48
Total = 10 Total = 199
Table 6.3.3 Weighted average of Training and learning
Weighted average = = = 19. 9
d) Calculate weighted average for Employee participation & performance appraisal
Weighted average =
6.3.3 Weighted average of Employee participation & performance appraisal

Weight (w1) Employee participation & performance w1x1
appraisal (x1)
1 21 21
2 25 50
3 22 66
4 32 128
Total = 10 Total =265
Table 6.3.4 Weighted average of Employee participation & performance appraisal

Weighted average = = = 26.5
Ranking:-
Particulars Weighted average Ranking
Recruitment & Selection 29.6 1
Employee participation & performance 26.5 2
appraisal
Revenue & Recognition 24 3
Training & Development 19.9 4
Table 6.3.5 Ranking order

Interpretation:-
From the weighted average ranking method we understood that it is the Recruitment and
selection area where the TQM is effectively done. Rank 2 was for the employee participation
and performance appraisal, Rank 3 was for the Revenue and recognition. Rank 4 was for
Training and development.
6.4 CHI-SQUARE
Ho = There exist no significant relation between age and satisfaction on salary.
H1= There exist a significant relation between age and satisfaction on salary.
Observed frequency
Satisfaction level on salary

Age Highly satisfied Satisfied Neutral Not satisfied Total
18-28 4 3 3 2 12
28-38 12 9 4 7 32
38-48 17 4 0 17 38
48-58 5 4 6 3 18
Total 38 20 13 29 100
Table 6.4.1 showing observed frequency
Expected frequency
Satisfaction level on salary

Age Highly Satisfied Neutral Not satisfied
satisfied
18-28 4.56 2.4 1.56 3.48
28-38 12.16 6.4 4.16 9.28
38-48 14.44 7.6 4.94 11.02
48-58 6.84 3.6 2.34 5.22
Table 6.4.2 showing expected frequency

O E O-E
4 4.56 -0.56 0.31 0.06

3 2.4 0. 0.36 0.15
6
3 1.56 1.44 2.07 1.32
2 3.48 -1.48 2.19 0.62
12 12.1 -0.16 0.02 0.001
6
9 6.4 2. 6.75 1.05
6
4 4.16 -0.16 0.02 0.004
7 9.28 -2.28 5.19 0.55
17 14.4 2.56 6.55 0.45
4
4 7.6 -3.6 12.96 1.70
0 4.94 -4.94 24.40 4.93
17 11.0 5.98 35.76 3.24
2
5 6.84 -1.84 3.38 0.49
4 3.6 0. 0.16 0.04
4
6 2.34 3.66 13.39 5.72
3 5.22 -2.22 4.92 0.94
Total=21.265
Table 6.4.3 showing calculation of chi-square
Calculated value = 21.265
Degree of Freedom = (r-1) (c-1) = (4-1) (4-1) = 3 3 = 9
α = 0.05
Table value = 16.919

Interpretation :
Table value of chi-square at 5% level of significance with degree of freedom 9 is 16.919.

Hence calculated value is greater than table value
21.265 16.919
Thus null hypothesis Ho is rejected.
i.e; there exists no significant relationship between age and satisfaction level on salary.
CHAPTER 7
FINDINGS
7.1 PERCENTAGE ANALYSIS
 Solve plastic pvt. ltd has well experienced workforce.

 Majority workforce is having awareness on TQM in success of organization.
 Employees strongly agree that TQM does help for improving work efficiency
of employees
 Almost 68% employees agree that the R&S is very effective for the
 About 62% agreed that interviews and aptitude are the basic filters of the R&S
process.
 It is found that recruitment and selection process is effective.
 It is also clear that the organization provides several type of training to
their employees.
 Majority of the employees undergone training for 15-20 times .
 Also found that the company is providing adequate importance to training and
development.
 About 53% agreed that job rotation help in align competencies when required..
 Level of understanding between team members was high.
 The satisfaction level to the salary paid was high .
 Majority had a neutral opinion to the post they appointed.
 It was clear that the superiors are open to the employees for suggestion.
 It is found that sometimes superiors make pressure to the employees.
 Majority was satisfied with the TQM followed by the organization.
7.2 CORRELATION
From the correlation analysis between work experience and number of training
undergone it is noticed that work experience and number of training undergone have a perfect
positive correlation, which is interrelated.
62
7.3 WEIGHTED AVERAGE RANKING METHOD
In weighted average method, weights are given on a four point scale. The factors were
Recruitment and Selection, Revenue and recognition, Training and development, Employee
participation and performance appraisal and it was clear that the TQM was effectively done
on Recruitment and selection and then to employee participation and performance appraisal,
then to revenue and recognition and finally to training and development.
7.4 CHI-SQUARE
Hence in Chi-square analysis, the calculated value was greater than the table value.
Thus null hypothesis Ho is rejected.
i.e; there is no significant relationship between age and satisfaction level on salary.
CHAPTER 8
RECOMMENDATIONS
8 RECOMMENDATIONS
 When adopting the new technologies the company should provide training in accordance
with latest technologies.
 The company should conduct attitude and morale surveys in order to check the
performance or the employee turnover, absenteeism.
 The company should adopt personnel research programs to keep good human relation.
 A flexible training program could be used. While we make changes in training according
to employees need they get more attached to our company and the commitment level will
increase.
 At present the factory has taken one more factory in Edamon other than Punalur. It will
be beneficial for the company if they expand factories into other districts say Alappuzha
or Ernakulam since the experienced candidates could be able to handle the activities, this
makes other employees also to work hard for the recognition also production from those
places can be dispatched to Trissur, Kannur etc.
 A continuous performance monitoring should be adopted. It can be done by developing a
monitoring system such as role clarification, coaching and on-going communications.
64
CHAPTER 9
CONCLUSION
9. CONCLUSION
The study was conducted in Solve Plastic Products Pvt..Ltd, Punalur for the duration of 45
days with the aim to study on the Total Quality Management in major fields of HRM. After
the study it was clear that not only the product quality matters, the quality followed among
human resource does matter. A study on Total Quality Management in major fields of HRM
in Solve Plastic Pvt. Ltd helped the researcher to learn about the quality they follow in,
recruitment and selection, training and learning, the impacts of employee participation, the
level of understanding between the workforce and also the difficulties in maintaining the
business. The researcher used questionnaire survey and analytical models such as percentage
analysis, chi-square, correlation and weighted average to interpret the collected data. Also
with the help of books, journals and online sites the researcher was able to collect the
secondary data.
It is doubtless that the quality and the immense effort followed by the company will
definitely take this brand into more heights.
65
REFERENCES
REFERENCES
BOOKS:
 V.S.P Rao; Human Resource Management, 3rd Edition; chapter 4 to 9,13,16

 Potty .R: ‘Research Methodology’, Yamuna Publications, seventh Edition.
 B.P Singh, T.N. Chhabra, P.I.Taneja, Personnel Management &
Industrial relations, chapter 7,12,16
 Kothari, P.R second revised edition, 2004, Research Methodology, New Age
International publication Limited, New Delhi.
JOURNALS:
 Total Quality Management & Business Excellence Volume 28, 2017 - Issue 3-
4 Rupert L. Matthews &Peter E. Marzec pages 296-317 | Published online: 02
Sep 2015.
 Daniel Carnerud, (2018) "25 years of quality management research – outlines and
trends", International Journal of Quality & Reliability Management, Vol. 35
Issue: 1, pp.208-231,
 Ioannis N.Metaxas & Dimitrios E. Koulouriotis, published online: 30 july 2017
 Alejandro Bello-Pintado, Ricardo Kaufmann, Javier Merino Diaz de Cerio, (2018)
"Firms’ entrepreneurial orientation and the adoption of quality management
practices: Empirical evidence from a Latin American context", International
Journal of Quality & Reliability Management, Vol. 35 Issue: 9, pp.1734-1754.
 G. Karuppusami, R. Gandhinathan, (2006) "Pareto analysis of critical success
factors of total quality management: A literature review and analysis", The TQM
Magazine, Vol. 18 Issue: 4, pp.372-385.
 Ravi Dhurjati, Nabeel Wahid, Jochen Profit, Journal of Perinatology; Volume 38,
pages 751-758, 2018.
66
WEB:
 https://www.scribd.com/doc/58440506/BALCO :15/04/2019
 https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1937-5956.1995.tb00057.x
:16/04/2019
 https://issuu.com/sanjaykumarguptaa/docs/a-project-report-on-a-study-of-total-
quality-management.:11/04/2019
 https://www.slideshare.net/mobile/SanketVarma/projectreportontotalqualitymanag
ement. : 15/04/2019
 https://doi.org/10.1108/IJQRM-01-2017-0013 : 11/04/2019
67
APPENDIX
APPENDIX
PILOT SURVEY
Topic: A Study on TQM in major fields in HRM in Solve Plastic Products Pvt. Ltd
1. Are you satisfied with the working environment of the company?
Highly satisfied Satisfied
Dissatisfied highly dissatisfied
2. Do you feel workload in the organization?

Always Sometimes Never
3. Are you satisfied with the superior-subordinate relationship?
Yes No
4. Are you satisfied with the recreational facility?
Excellent Good Average Poor
5. Are you satisfied with the recruitment system followed by your company?
6. Does company monitor your performance
? Yes No
7. Are you satisfied with the motivation provided by your company?
8. Does your company provide appropriate training?
Yes No
9. What is your opinion about infrastructure of your company
10. Are you satisfied with the teamwork of your organization?
68
Questionnaire
1) Name:
2) Gender : Male Female
3) Age: 25-30 30 to 35 35 to 40 Above 45
4) Marital Status: Married Unmarried Other
5) Income level: Rs 10000-Rs 20000 Rs 20000-Rs30000 Rs 30000-Rs 40000
Rs 40000-Rs 50000 Above Rs 50000
6) Major business of your organization:
7) Work experience in this organization: 0-5years 5-10years 10-15years
15- 20 years Above 20 years
8) Are you aware of the importance of quality management which has an important role
in the success of any organization?
Yes No Can’t Say
9) Do you agree TQM help for improving work efficiency of employees?
Strongly agree Agree Neutral Disagree strongly disagree
10) Recruitment and selection process is very effective for the organizational objectives Do
you agree?
Strongly agree Agree Neutral Disagree Strongly disagree
11) Which is the best source for Recruitment and Selection from your opinion?
Internal Consultants Print media Electronic media Others

12) Do you agree that interviews are the basic filter of the Recruitment and Selection
process?
13) Different methods of interviews have to be adopted. Do you agree?
14) Rate the effectiveness of recruitment and selection.

15) What is the frequency of the training provided by the
company? Monthly Half-yearly Yearly
16) Have you undergone any training methods in your
organization? Yes No
17) Which are the training methods undergone by you in Solve Plastic Pvt Ltd?
On-the-job training Classroom training Mentoring Others please
specify
18) Number of training you have undergone
5-10 10-15 15-20 20-25
19) Rate the effectiveness of training
20) Do you agree that Training and Development is given adequate importance in
Solve Plastic Pvt Ltd?
Strongly agree Agree Disagree Highly disagree
21) What are the barriers to training and development in your organization?
Time Lack of Interest Money Non-availability of skilled trainer
22) Does job rotation help in align competencies when required?

23) What is the level of understanding between your team
members? High Medium Low Neutral

24) How much effective is the teamwork you have employed?
Much effective Effective Less effective Not effective
25) Are you satisfied with the salary you are paid for?
Highly satisfied Satisfied Neutral Not satisfied
26) Are you satisfied with the post you are appointed as per your
qualification? Highly satisfied Satisfied Neutral Not satisfied
27) Are your superiors open to you for suggestions?

Extremely Moderately Slightly Not at all
28) Did your superiors make pressure to guide you?

29) What is the form of employee participation you follow?
Co-ownership Work committee Joint management council Profit sharing
30) Impacts of employee participation in the benefit of organization
Improved productivity Credibility Improved quality commitment
motivation
31) Are you satisfied with the overall Total Quality Management system followed by
your organization?
Highly satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied
32) Tick the appropriate certificate obtained by your company
ISO 9001/2008 ISO 9002 ISO 9003 QS 9000
33) What other quality practices your organization are applying
for? Quality circle ISO 14000/EMS BS 8800 / SMS
Customer satisfaction survey
34) Does your organization apply Statistical Process Control tools like
Flowchart, Histogram etc.
Yes No

TQM Study on HRM Practices at Solve Plastic

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

TQM Study on HRM Practices at Solve Plastic

Uploaded by

Copyright:

Available Formats

A STUDY ON

TOTAL QUALITY MANAGEMENT IN MAJOR FIELDS OF HRM IN

Under the guidance of

(Assistant Professor, Mount Zion School of Business Management)

In partial fulfilment of the requirements for award the Degree of

MASTER OF BUSINESS ADMINISTRATION

SCHOOL OF BUSINESS MANAGEMENT MOUNT

Under the guidance of

(Assistant Professor, Mount Zion School of Business Management)

In partial fulfilment of the requirements for award the Degree of

MASTER OF BUSINESS ADMINISTRATION

I undersigned, hereby declare that project titled “A STUDY ON TOTAL QUALITY

24/04/2019 AMALA MARY RAJU

This project entitled A STUDY ON TOTAL QUALITY MANAGEMENT IN MAJOR

AMALA MARY RAJU

6.1.1 Showing gender wise distribution 27

1.1 BACKGROUND OF THE STUDY

1.2 NEED AND SIGNIFICANCE OF THE STUDY

1.3 STATEMENT OF THE PROBLEM

1.4 OBJECTIVES OF THE STUDY

 To identify the role of TQM in recruitment and selection.

1.6 LIMITATIONS OF THE STUDY

This empirical study is organized into nine chapters.

2.1 INDUSTRY PROFILE

2.2 COMPANY PROFILE

THE BALCO GROUP

 SOLVE PLASTIC PRODUCTS PVT.LTD

SOLVE PLASTIC PRODUCTS PVT. LTD

2.3 PRODUCT PROFILE

PRODUCTS OF THE COMPANY

 PVC electric conduits [Electric pipes].

Objectives of the company:

 To maintain effective quality management system with active involvement of

 To maintain an effective quality management system with the active involvement of

BALCO PVC WATER PIPES

ADVANTAGES OF BALCO PVC PIPES

Portable water suppliers, agriculture, telecom cable ducting, drainage etc.

ADVANTAGES OF BALCO CONDUITS

BALCO SOLVENT CEMENT AND BEND SOLVENT

MARKET SHARE OF THE COMPANY

Competitors of the company:

3.2 Daniel Carnerud, (Department of Quality Technology and Management, Mid

3.4 Regional Conference on Science, Technology and Social Sciences

Quality management (QM) of an organization is essential to develop customer loyalty hence

3.5 Quality Management Journal Volume 20, 2013 - Issue 3

W. Edwards Deming's ideas on quality management, expressed in hypothetic-deductive

„Quality‟ is generally referred to a parameter which decides the inferiority or superiority of a

TQM will lead to a commitment towards continuous improvement. Essential requirements

Total Quality management is defined as a continuous effort by the management as well as

Figure no. 5.1 showing general research process

The Objectives are;

 To identify the role of TQM in recruitment and selection.

Hypothesis is considered as the most important instrument in research. A hypothesis is an

5.3 RESEARCH DESIGN

5.4 SOURCES OF DATA

The collection of elements or objects possessing information desired by the researcher

• Employees of Solve Plastic Products Private Limited.

5.7 SAMPLE DESIGN

5.7.1 Sample Unit

5.7.2 Sample design

5.8 SAMPLING METHOD

There are two types of sample methods;