A STUDY ON EMPLOYEE COMPENSION ON DCP TEXTILES

(HOSIERY MANUFACTURES & EXPORTERS) IN TIRUPPUR

M.SWATHI

II-MBA

18MB042

711218631043
Literature review:
Employee Compensation: Theor ee Compensation: Theory, Practice, and
Evidence

Barry A. Gerhart Cornell University Harvey B. Minkoff TRW Corporation Ray N.

Olsen TRW Corporatio

Abstract:
[Excerpt] As organizations continue to face mounting competitive pressures, they seek to do
more with less and do it with better quality. As goals for sales volume, profits, innovation, and quality
are raised, employment growth is often tightly controlled and in many cases, substantial cuts in
employment have been made. To accomplish more with fewer employees calls for effective
management of human resources. Typically, the employee compensation system, the focus of this
chapter, plays a major role in efforts to manage human resources better.

Keywords employee, compensation, organization, profit, human, resource, manage, pay, market

Determinants of employee compensation:an exploratory study

Rajah Mahamed

Abstract

Compensation is a discretionary concept and the determinants of compensation may not

necessarily be the same for all organisations. This article reports on the extent to which a limited
number of determinants of compensation identified for this particular study, namely job
performance, external equity, job families, tenure and employee skill, determine employee
compensation in an organisation. A purposive sample was drawn for this study. Three small and
medium-sized organisations were included in the sample, namely a state-owned organisation in
the aviation sector, a parastatal company in the finance development sector and a private
company in the banking sector. A categorical multiple regression analysis was conducted. The
findings of this study reflect a greater significance in four of the six variables as strong predictors
of employee compensation, namely employee skill, employee performance, job family and job
grade. The other predictors, namely external equity and tenure, can be considered to be of
marginal significance as predictors of employee compensation. However, the results also seem to
indicate that the four strong predictors may be more significant in state-owned and parastatal
companies than in private sector companies.
Policy on Compensation & Benefits (“Compensation Policy”) for Managing
Director & CEO, Other Whole-time Directors, non-executive Directors, Key
Management Person (KMP), Senior Management Personnel (SMP) and other
employees
Abstract:

the purpose of the Compensation Policy and operation thereof, meaning ascribed to the
term KMP pursuant to Insurance Regulatory and Development Authority of India (IRDAI)
requirements shall be as defined under IRDAI’s Guidelines on Corporate Governance
(“Guidelines”). Similarly, meaning ascribed to the term KMP pursuant to Companies Act shall
be as defined under the Companies Act, 2013. Both collectively are referred herein as KMPs.
Further, meaning ascribed to the term SMP shall be as defined under the Companies Act, 2013
and include those considered as ‘senior management’ pursuant to the definition in Securities and
Exchange Board of India (Listing Obligations and Disclosure Requirements) Regulations. Unless
otherwise specified, the Compensation Policy shall apply mutatis mutandis to all such
employees, in such form as may be prescribed in any regulatory or statutory requirement. The
Compensation Policy is divided into three parts. Part A deals with compensation of employees
including KMPs & SMPs. Part B lays down the guidelines relating to compensation of the
Managing Director & CEO and Other Whole-time Directors, and Part C for non-executive
Directors.

Impact of Compensation and Benefits on Job Satisfaction

Calvin Mabaso

Abstract

Human capital is the pivotal of organisational effectiveness and the most

valuable asset available to an organisation is its people. Retaining employees in their jobs is
crucial for any organisational productivity and competitiveness. The shortage of academic staff
and inability for higher Education Institutions to attract and retain highly qualified talent is
a critical phenomenon in tertiary education. Satisfaction of academic staff will increase
productivity and increase research outputs for t h e universities. The aim of the study was to
investigate the impact of compensation, benefits on job satisfaction among academic staff in
higher education institutions in a South African context. There is paucity on research
investigating specifically the relationship between compensation, benefits and job satisfaction
within the higher education institutions nationally. Materials and Methods: This study
employed the quantitative research method to investigate the influence of rewards on talent
attraction and retention. An explanatory hypothesis generating approach was employed and a
survey design was used to collect data through a semi-structured questionnaire. A sample of 279
academic staff, which was the total population of participants were selected for this study.
Results: A positive and significant effect of compensation on job satisfaction (p = 0.263).
Moreover, there were no significant effect between benefits and job satisfaction. Therefore,
only compensation significantly predicted job satisfaction among academic staff
Compensation Management: A theoretical preview

B .Chandra Mohan Patnaik

Abstract:
Compensation is a systematic approach to providing monetary value to employees in
exchange for work performed. Compensation may achieve several purposes assisting in
recruitment, job performance, and job satisfaction. An ideal compensation management system
will help you significantly boost the performance of your employees and create a more engaged
workforce that’s willing to go to the extra mile for your organization. Such a system should be
well – defined and uniform and should apply to all levels of the organization as a general system.
Plus you ‘ ll enjoy clearer visibility into individual employee performance when it comes time to
make critical compensation planning decisions. With effective compensation management you‘ll
also enjoy clearer visibility into individual employee performance when it comes time to make
critical compensation planning decisions. With effective compensation management you’ll also
enjoy clearer visibility into individual employee performance when it comes time to make
critical compensation planning decisions. These performance appraisals assist in determining
compensation and benefits, but they are also instrumental in identifying ways to help individuals
improve their current positions and prepare for future opportunities. Human resource is the most
vital resource for any organization. It is responsible for each and every decision taken, each and
every work done and each and every result. Employees should be managed properly and
motivated by providing best remuneration and compensation as per the industry standards. The
lucrative compensation will also serve the need for attracting and retaining the best employees.
Compensation Management and Employees Performance in the
Manufacturing Sector, A Case Study of a Reputable Organization in the Food
and Beverage Industry

1 IBOJO. Bolanle Odunlami, 2ASABI. Oludele Matthew

Abstract:

This paper examined the effect of Compensation Management on Employees

Performance in the Manufacturing Sector, A case study of A Reputable Food and Beverage
Industry. The objectives were to: determine the extent at which compensation management affect
employees performance, evaluate the relationship between working condition and employee
performance, access the rate at which welfare services affect employees performances, explore
relationship between compensation management and improved productivity and explore the
relationship between compensation management and retainment of staff. Primary and secondary
sources were used. The use of questionnaire was employed to gather necessary and relevant data
from the respondents. The methods were used in order to minimize the problems associated with
data collection and to ensure that the results are visible and bias free as expected. The data was
analyzed using inferential and descriptive statistics. The descriptive statistics involves frequency
table, likert scale while the hypotheses were tested using Analysis of Variance (ANOVA). The
results of the findings show the f – statistics of 32.222 which implies that the model is
statistically significant. It shows that there is a significant relationship between good welfare
service and employees performance. The f-statistics of 12.052 shows that the model is
statistically significant. This shows that there is a significant relationship between compensation
management and improved productivity. The f – statistically of 11.237 shows that the model is
statistically significant. It shows that is a significant relationship between compensation
management and employees performance.
THE IMPACT OF EFFECTIVE COMPENSATION ON The EMPLOYEES
PERFORMANCE
Chrisantus Oden 

Abstract:
This study examined the impact of effective compensation on the employees
performance. Total compensation is a concept which is not usually given attention in many
organization. Compensation is mostly viewed as cash and therefore other aspects are neglected
viewing compensation as a holistic system to manage for productivity is pertinent to
organizational development. The researcher used questionnaire that is carefully designed and
administered to the respondents for secondary data. Information were both gathered from
libraries and other research units. All information gathered from both sources were later arranged
and presented in textual and tabular form and also analysis using percentages. The major
findings of the study are: Individual employees requires different motivational techniques in
order to be motivated. Incentive and fringe benefit are considered effective in improving
performance. Employees are motivated to improve their performance when organization applies
the integration the individual objectives with the corporate goal from the foregoing therefore, the
researcher concluded that effective compensation has significant impact on workers
performance. Major recommendations of the study are due to the rising cost of linking,
employees should be compensated and encouraged. This should be through awards, business
extra payment for overtime work etc

Identification of Variables Affecting Employee compensation and Their

Impact on the Organization

1Alam Sageer, 2Dr. Sameena Rafat, 3Ms. Puja Agarwal

Abstract:
Employee compensation is the terminology used to describe whether employees are
happy, contended and fulfilling their desires and needs at work. Many measures support that
employee compensation is a factor in employee motivation, employee goal achievement and
positive employee morale in the work place. Basically Employee compensation is a measure of
how happy workers are with their job and working environment. In this paper various variables
responsible for employee compensation has been discussed such as Organization development
factors, Job security factors, Work task factors, Policies of compensation and benefit factor and
opportunities which give satisfaction to employees such as Promotion and career development
also has been described .This paper also deals the various ways by which one can improve
employee compensation.

Keywords: Satisfaction, Employee compensation, Importance of Employee compensation

Importance of Compensation and Benefits on Performance of Public Water
Utilities in Tanzania

Adam Omar Karia

Abstract:
This study was conducted to determine the importance of compensation and benefits on
performance of public water utilities in Tanzania. Probability and none probability techniques
was applied in this study and both correlation and descriptive research designs were used. The
study targeted a population of 1355 employees of the five selected public water utilities. A
sample size of 417 was obtained by the use of Krejcie and Morgan formula (1970).
Questionnaire, focus group discussion and interview instruments were used for data collection.
Data analyzed by descriptive and inferential statistics with the help of the SPSS Version 20.0.
The results revealed that there is a statistical significant relationship between compensation and
benefits with organizational performance. Correlation correlated at r(370)= 0.505**, p<0.01
signified that compensation and benefits practices are positive predictors of performance of the
public water utilities. The study recommends that financial, non-financial, tangible and
intangible compensation should be effectively realized to the public water utilities employees' so
as to enhance performance of both employees and organization.

Employee Compensation and Workplace Diversity

Dr. Wahida Mahmud Bana
Abstract:
The main objective of this paper is to study the effect of employee compensation on
workplace diversity in public universities in Kenya from the perspective of the senior
administrators or managers of the administrative departments and the schools/faculties in order
to provide empirical insights on the disparity in the workforce, which has been a challenge for
the public universities’ as they need to benefit from talented people with diverse backgrounds.
The study adopted a research design being a descriptive cross sectional survey design. The
sampling technique used was purposive sampling. Correlation and regression analysis was used
to determine relationships between the independent and the dependent variable. The study
established that employee compensation significantly affects workplace diversity.
Keywords Employee Compensation, Workplace diversity, Public universities in Kenya, Human
Resource Management.
Impact of Compensation on Employee Performance
Muhammad Ramzan, Hafiz M. Kashif Zubair, Ghazanfar Ali, Muhammad
Arslan,
Abstract
Purpose: Compensation is very important for the performance of the employees. Therefore they
are very important for the organization too. The purpose of this research is to measure the impact
of compensation on employee performance.
Methodology: A questionnaire was designed to collect the data on the factors related to
compensation like salary, rewards, Indirect Compensation and employee performance. The data
was collected from different banks of Pakistan. The data collected were analyzed in SPSS 17.0
Version. Different analytical and descriptive techniques were used to analyze the data.
Findings: It is founded from different results that Compensation has positive impact on employee
performance. It is proved from correlation analysis that all the independent variables have weak
or moderate positive relationship to each other. Regression analysis shows that all the
independent variables have insignificant and positive impact on employee performance.
Descriptive analysis also reveals that all the independent variables have positive impact on
employee performance. ANOVA results reveal that education have not same impact on
employee performance.
Limitations/implications of the research: The major limitation of this research is that this study
only covers the banking sector of Punjab. Another limitation is that it excludes many variables of
compensation due to shortage of time. Funds were also another limitation. Apart from these
limitations this research may provide insights to the managers to enhance the employee
performance of their subordinates.
Key Words: Salary, Rewards, Indirect Compensation and Employee Performance
 Impact of Rewards and Compensation on Job Satisfaction: Public and
Private Universities of UK
Tahira Nazir, Saif-Ur-Rehman Khan, Syed Fida Hussain Shah and Khalid Zaman
Abstract:
No one can find the exact degree or level of organizational commitment of an individual
as well as his job satisfaction because sometime the circumstances of outer world are favorable
to him/her and match his psyche and emotions with them, at that moment the individual has high
level otherwise low or dissatisfaction. In this study, it is examined that what is the level of
organizational commitment and job satisfaction existing in the UK Higher Education institutions
and universities. Almost the university faculty founded satisfied and to some extent committed in
current era, why? – The university’s staff (academic and non-academic) is being considered
strategic assets and they are being treated as rewarded and recognized status. Different
contributions by Higher Education, University Superannuation Schemes (USS), Teachers and
Staff Unions, Russell Group, Fender report, Dearing report and Bett report. Current reward
practices in UK universities like healthy living facilities, Special offers and Discounts,
competitive core benefits, learning and development and money saving opportunities provide a
lot of opportunities to employees to develop their career as required. Drawbacks of reward
practices as such are not crucial but that should be managed especially discrimination between
white and black professional. The UK Higher Education system may get first rank by a little bit
consideration of Government. Key words: Rewards Compensation Job Satisfaction Human
Resource

Compensation packages: a strategic tool for employees’ performance and

retention
Omotayo Adewale OSIBANJO*n , Adenike Anthonia ADENIJI, Hezekiah Olubusayo

FALOLA, Princess Thelma HEIRSMAC

Abstract :
The rate at which employees in private universities in Nigeria jump from one university
to the other is becoming more disturbing and this could be as a result of compensation packages
of different universities to attract competent employees. The aim of this study was to examine
the effect of compensation packages on employees’ job performance and retention in a selected
private University in Ogun State, South-West Nigeria. A model was developed and tested using
one hundred and eleven valid questionnaires which were completed by academics and non-
academic staff of the university. The collected data were carefully analyzed using simple
percentage supported by structural equation modelling to test the hypotheses and relationships
that may exist among the variables under consideration. The results showed strong relationship
between compensation packages and employees’ performance and retention. The summary of the
findings indicates that there is strong correlation between the tested dependent and independent
variables (salary, bonus, incentives, allowances, and fringe benefits). However, management and
decision makers should endeavour to review compensation packages at various levels in order to
earn employees’ satisfaction and prevention of high labour turnover among the members of staff.

Impact of Compensation on Employee Engagement: (Evidence from Telecom

Sector of Pakistan)

Asma Inayat

Abstract:
Purpose – Employees are getting disengaged with their work that is causing the waste of
human capital as well as a great loss of cost and low performance; hence there is a need to
engage them in work by changing work environment and their perception about work. The
current study has focused on the importance of compensation in changing employee perception
about their work.

Design/methodology/approach –Descriptive study was conducted to check the impact of

compensation on employee engagement. A survey questionnaire was adopted and validated
through pilot data (α = .821). Convenience sampling was used to select the employees from
middle and upper managerial levels of telecom sector of South Punjab, Pakistan. Overall 300
questionnaires were distributed, out of which 234 return back with 78% response rate. A simple
regression analysis was done to predict the relationship between the concerned variables.
Findings – After the analysis has been done it was found that compensation is the determinant of
employee engagement (r 2 = .087), thus having a significant positive impact on employee
engagement. Practical implications – Special attention and effort is required to improve the
policies about remuneration system. In addition, the reward and compensation system of the
organization should be organized in such a way that the employees working under the same rank
and performing the same work duties should get the same remuneration and promotional
opportunities. Originality/value – The research highlights the increasing importance of
compensation in engaging employees and the need for creating such reward system which make
employees fully devoted, engaged and efficient.

Keywords: - Employee engagement, Compensation, Telecom Sector, Regression Analysis

Employee compensation: The neglected area of HRM research

Nina Gupta a,⁎, Jason D. Shaw b

Abstract:
When we look across the topics that have been the focus of attention in HRM and
organizational behavior research, we find thousands of studies on employee selection,
performance appraisal, and turnover. So much research has been devoted to these topics that
researchers have resorted to review the reviews (e.g., Price, 1989) to get some sort of grasp of
the underlying lessons to be gleaned. By contrast, research on employee compensation is
sporadic and sparse. A meta-analysis of 40 years of research on financial incentives and
performance yielded only 39 studies, about one per year (Jenkins, Mitra, Gupta, & Shaw, 1998).
The situation has not improved in recent years. Tables of content in the major journals and recent
major conference programs yield only a scant few articles on the topic. For example, of more
than 1200 sessions at the 2013 annual meetings of the Society for Industrial and Organizational
Psychology (SIOP), only three are related to compensation, rewards, or benefits. Similarly, the
program of the HR division of the Academy of Management featured only three sessions on
compensation, among hundreds devoted to other topics, at the 2012 annual meetings. Of 111
articles published in Personnel Psychology in 2003–2007, only two focused on compensation
issues; the parallel proportion was seven of 457 in Journal of Applied Psychology.

The impact of corporate compensation and benefit policy on employee

attitudes and behavior and corporate profitability

William A. Schiemann

Abstract:

This article addresses the relationship between benefit and compensation policy and
practice and a number of attitudes and behaviors that affect productivity. A model for
understanding how benefit policy is translated into organizational productivity is also presented.
It is clear from the research discussed that compensation/benefit policy can have a sizable impact
on employee turnover, motivation, performance, and attitudes. However, because of changing
employee and employer needs, coupled with stagnant reward systems and outdated benefit plans,
most compensation/benefit programs are far from optimal and almost all programs will undergo
substantial redesign in the next decade.
RELATIONSHIP BETWEEN COMPENSATION AND EMPLOYEE

PRODUCTIVITY

Emmanuel Erastus Yamoah, PhD Business Administration

Abstract:

Labour unrest in the form of strike actions in both public and private corporate
organizations underscore the importance employees attach to the issue of compensation. As a
result, the human resource functions of many corporate organizations are challenged to develop
and implement effective compensation schemes which will lead to the achievement of
organizational goals. This study seeks to examine the relationship between compensation and
productivity in the banking industry in Ghana. Using case study approach, a descriptive survey
was carried out to collect data from employees of Ghana Commercial Bank in the Greater Accra
Region of Ghana. Data was analysed in terms of descriptive statistics. Pearson chi square was
used to test the significance of relationship between employee compensation and productivity.
The results indicated a significant relationship between compensation and productivity.
Keywords: employee compensation, motivation, productivity
Globle view:
 The world's leading producer and exporter of both raw textiles and garments. The United States
is the leading producer and exporter of raw cotton, while also taking the prize for the top importer of raw
textiles and garments. The chart below shows the global import and export market shares of the top 7
countries in each category.

There are many developing countries ready to crack or climb this list in the near future as their
investment into the textile or garment industry increases. Countries such as Pakistan, Sri Lanka, Samoa,
and a number of South American countries have seen considerable growth in their textile markets in
recent years. As China moves towards a service-based economy, and labor prices continue to rise, it is
logical to assume many garment producers will move away from China and into developing markets
where labor is cheap and readily available.

National view:
The textile and apparel industry is one of the leading segments of the Indian economy
and the largest source of foreign exchange earnings for India. This industry accounts for 4
percent of the gross domestic product (GDP), 20 percent of industrial output, and slightly more
than 30 percent of export earnings. The textile and apparel industry employs about 38 million
people, making it the largest source of industrial employment in India. The study identifies the
following structural characteristics of India’s textile and apparel industry.

India hasthe largest number of loomsin place to weave fabrics, accounting for 64 percent
of the world’s installed looms. However, 98 percent of the looms are accounted for by India’s
powerloom and handloom sectors, which use mostly outdated equipment and produce mostly
low-value unfinished fabrics. Composite mills account for 2 percent of India’s installed looms
and 4 percent of India’s fabric output.

The textile industry in India has been a pioneer industry.Industrialisation in other fields
has mainly been achieved on the back of the resource generation by the textile industry. The area
under cotton cultivation is the largest in the world. The spinning Capacity is the second largest
after China’s. India has the largest hand weaving sector and a long tradition of producing some
of the finest and costliest fabrics in the world.Rig Veda provides details about the Indian
weaving processes of those times.

The Ramayana and Mahabaratha have documented the existence of fabrics in that era.
India has a wide range of textiles of varied designs, speciality in the weave and techniques
developed on the basis of location, climate and cultural influences. Keeping in mind the
uniqueness in the weave, texture and quality the textiles namely Khadi, Muga silk, Doria of
Kota, Tie & Dye, Ikat, Banarass Brocade, South Indian silk, Muslin and so on, have gained name
and fame.
 The history of textiles in India dates back to the use of mordant dyes and printing blocks
around 3000 BC. Indian textile industry holds a lot of significance for the country in terms of
output, investment and employment. In contributes 14 per cent of the industrial production, 4 per
cent of Gross Domestic Product, 12 per cent of the country’s export earnings and direct
employment to more than 35 million people.12Textile for the remaining 6 million people.13For
a considerable portion of the history,Indian markets were as important or more important than
China.14

India produces a variety of textiles and clothing due to its diverse cultural influence,
climatic conditions, geographical factors and trade. India is renowned for the Brocade of
Varanasi and delicate Chikcan embroidery of Lucknow (Uttar Pradesh), Mirror work embroidery
and Phul Kari embroidery work of Punjabs, Vibrant colours and tie-dyed fabric of Gujarat,
Paithani and Poona sarees of Maharastra, fine Chanderi sarees and Chattisgarh tribal weave of
Madya Pradesh, golden Tussar silk of Bihar, Cotton Tangail, silk Jamdani and Baluchari sarees
of Bengal, Pomkai, Teliarumaal, Sambalpuri of Odyssa, Pochampalli and Venkatagiri handloom
weaving of Andrapradesh, Mysore silk of Karnataka, traditional off white hand woven clothing
with gold border of Kerala and rich Kanchipuram silk sarees of Tamil Nadu.15 India accounts
for 61 percent of the global loomage, 22 percent of the global spindleage, 12 percent of the
world’s production of textile yarn and 25 percent share in the total world trade of cotton yarn.16.

State view:
Early humans started wearing the skins of a wide variety of mammals they killed for food
and it provided both protection and decoration. Recent scientific research estimates that humans
have been wearing clothing for as long as 1,90,000 years. 1 Over years, by experience mankind
began to use a variety of animal and plant fibres for clothing and shelter. Certain fibres because
of their properties and availability had a wide spread use and others were more specific to an
area and had limited use. Linen from wild flax of Mesopotamia, cotton from the area around the
River Indus and South Mexico, Silk from Northern China and wool from Western Asia
developed as early as 9000 .

The Indian textile industry is one of the largest in the world with a massive raw material and
textiles manufacturing base. Our economy is largely dependent on the textile manufacturing and trade in
addition to other major industries. About 27% of the foreign exchange earnings are on account of export
of textiles and clothing alone. The textiles and clothing sector contributes about 14% to the industrial
production and 3% to the gross domestic product of the country. Around 8% of the total excise revenue
collection is contributed by the textile industry. So much so, the textile industry accounts for as large as
21% of the total employment generated in the economy. Around 35 million people are directly employed
in the textile manufacturing activities. Indirect employment including the manpower engaged in
agricultural based raw-material production like cotton and related trade and handling could be stated to be
around another 60 million.
 A textile is the largest single industry in India (and amongst the biggest in the world), accounting
for about 20% of the total industrial production. It provides direct employment to around 20 million
people. Textile and clothing exports account for one-third of the total value of exports from the country.
There are 1,227 textile mills with a spinning capacity of about 29 million spindles. While yarn is mostly
produced in the mills, fabrics are produced in the powerloom and handloom sectors as well. The Indian
textile industry continues to be predominantly based on cotton, with about 65% of raw materials
consumed being cotton. The yearly output of cotton cloth was about 12.8 billion m (about 42 billion ft).
The manufacture of jute products (1.1 million metric tons) ranks next in importance to cotton weaving.
Textile is one of India’s oldest industries and has a formidable presence in the national economy
inasmuch as it contributes to about 14 per cent of manufacturing value-addition, accounts for around one-
third of our gross export earnings and provides gainful employment to millions of people. They include
cotton and jute growers, artisans and weavers who are engaged in the organised as well as decentralised
and household sectors spread across the entire country.

Company details:
The finest manufacturers and suppliers of this impeccable and wide range of Kids Wear, 
were founded in the year 2005. Making of this commendable array is done as per the norms and
guidelines laid by the relevant industry, utilizing the finest quality fabrics and highly advanced
machines. This ensures the provided product’s exceptional finishing, colorfastness, elegance and
resistance to shrinkage. In addition to this, our offered assortment comprising of highly admired
for and demanded products

 Kids Wear,
 Girls Night Pant and
 Kids Pajama,

is known to be marked at the most economical rate possible. To meet the needs and
demands of our huge client base, we are offering these products in various sizes, colors and
designs.

Our well developed and modernized infrastructural facility, upgraded on a regular frame of time,
helps us boost our reach across the market efficiently. The facility equipped with all the desired
machines and equipment enables us in the attainment of several of the firm’s well set goals and
objectives. To execute our business related operations in smooth and hassle free manner, the
facility has been divided into a number of highly functional and productive units. These units,
with high level of support and dedicated work, help us to increase our production capacity. To
deliver the offered products on time, we are supported by a well-connected distribution network.
Owing to these things, we have been able to develop a huge client base across the nation.

Our director, Mr.Shanmugam has leaded the organization to greater heights of success in the
short span of our existence. Further his superior business skills, ability to understand the market
demands and make commendable decisions, enabled us to attain a huge number of clients across
the country.

Name : DCP TEXTILES(hosiery manufacturers &

Exporters)
Owners : Mr.K.Shanmugam

Address : 14,Nethaji nagar, 4th street,

karumarampalayam

Tirupur – 641 607

Phone No : 6379377243

Start in : 14.05.2005

Email : dcptextiles@gmail.com