A

SUMMER INTERNSHIP PROJECT REPORT

ON

“THE STUDY OF RELATIONSHIP OF HRM

AND TOTAL QUALITY MANAGEMENT AT
MORARJEE TEXTILES LTD”

Submitted to
RASTRASANT TUKDOJI MAHARAJ NAGPUR UNIVERSITY, NAGPUR
MASTER OF BUSINESS ADMINISTRATION (MBA)
SUMMER INTERNSHIP PROJECT (WINTER-2022)
SPECIALIZATION: OPERATIONS MANAGEMENT

Submitted By
SWAPNIL DADARAO RAUT

Under the Guidance of

PROF. ATHER ALI

Central Institute of Business Management, Research &

Development
Pawanbhumi, Wardha road, Nagpur
 CERTIFICATE

This is to certify that this Summer Internship Project entitled

“THE STUDY OF RELATIONSHIP OF HRM

AND TOTAL QUALITY MANAGEMENT AT
MORARJEE TEXTILES LTD”

It is bonafied work carried out by SWAPNIL DADARAO RAUT during the

academic session 2022-23.
This work is found to be comprehensive and have desired standards so at its
presentation for the examination. It is further certified that the work has been
carried out under my guidance and is not a repetition of any other project work
submitted earlier to Rashtrasant Tukodoji Maharaj Nagpur University, Nagpur.

Signature of Director Signature of Guide

(Dr. Amishi Arora) (PROF. ATHER ALI)

 DECLARATION

I, SWAPNIL DADARAO RAUT, a student of MBA SEM III of

Central Institute of Business Management Research & Development,
Nagpur hereby declare that the summer internship project “THE STUDY OF
RELATIONSHIP OF HRM AND TOTAL QUALITY MANAGEMENT
AT MORARJEE TEXTILES LTD” in or part thereof has been done during
summer internship.
The project is the result of my bonafied work and the sources of literature
used and all assistance received during the course of investigation has been duly
acknowledged.

Date :- Signature of student

Place:- Nagpur (SWAPNIL DADARAO RAUT)
 ACKNOWLEDGEMENT

It was an enriching and learning experience for me to do this summer internship project. I
would like to acknowledge all those people who have continuously guided me throughout

and helped me in internship of my “THE STUDY OF RELATIONSHIP OF

HRM AND TOTAL QUALITY MANAGEMENT AT MORARJEE
TEXTILES LTD”
I am obliged to the faculty PROF. ATHER ALI for being extremely patient, for guiding
me right from the inception till the full completion of the Summer Internship project. I
sincerely acknowledge him for extending him valuable guidance, support for literature,
critical reviews of project and the report and above all the moral support he has provided to
me with all stages of this project.
I would like to thank all the employees of Morarjee Textiles Ltd. who have helped me for
collection of data for their honest participation in the research and helped me directly or
indirectly in successful completion of this study for their help and cooperation throughout the
project.

Last but not the least, I am honestly thankful to Dr. Amishi Arora Principal of CIBMRD
who gave us a platform for the development. And also to find out my own abilities and
generated a sense of confidence me to take out new challenges and face the outside world
with zeal and enthusiasm.

(SWAPNIL DADARAO RAUT)

 INDEX

CONTENT

PART 1 – A COMPANY PROFILE

PART 1 – B SECTOR OVERVIEW

PART 2 – A PROJECT WORK DONE

Chapter 1 INTRODUCTION

Chapter 2 OBJECTIVES OF THE STUDY

Chapter 3 RESEARCH METHODOLOGY

Chapter 4 DATA ANALYSIS AND INTERPRETATION

PART 2 – B FINDINGS AND SUGGESTIONS

Chapter 5
FINDINGS

Chapter 6
RECOMMENDATIONS

PART 2 - C
CONCLUSION

BIBLIOGRAPHY
PART 1 - A
COMPANY PROFILE

Morarjee Textiles Limited (MTL) is a successful member of the diversified Ashok Piramal
Group (APG). Carrying forward the legacy of the erstwhile Morarjee Goculdas Spinning &
Weaving Co. Ltd since 1871, MTL is among the oldest textile units in the country and was
the Ashok Piramal Group's first industrial enterprise when they took over in 1934.
Morarjee Textiles Ltd. (MTL) is a leading player in the premium shirting fabric business and
high fashion printed fabric business for global markets. It has completely integrated
manufacturing plants with spinning, weaving, printing, processing and packing facilities. Its
products are in the high value niche segment. MTL has two divisions - the shirting division
and the printed fabric division.
MTL’s competitive advantage lies in its innovative design, product development and flexible
service offering. It makes premium voiles and high fashion printed fabrics for the Middle
East, FarEast, North African and European markets.
Its customer base is spread across 20 countries around the globe and is growing fast. Today it
offers premium cotton shirting fabrics to most of the leading Indian and International brands.
The business already has an impressive client list and is growing rapidly.
The preferred choice
Our fashion fabrics find favour with numerous international brands like DKNY, GAP,
Banana Republic, Ann Taylor, Liz Claiborne, Jones Apparel, Diane Von Furstenberg, Marks
& Spencer, Robert Graham, Abercrombie & Fitch, Tommy Hilfiger, Next, Federated
Department Stores, John Lewis, Zara, Eddie Bauer, and Xandres.
On the domestic front we are associated with the likes of Raymond, Blackberry, Wass
Lifestyle, Stori and Century.
Morarjee Textiles Ltd. (MTL) is a leading player in the premium shirting fabric business and
high fashion printed fabric business for global markets. It has completely integrated
manufacturing plants with spinning, weaving, printing, processing and packing facilities. Its
products are in the high value niche segment. MTL has two divisions - the shirting division
and the printed fabric division. Our offerings are an amalgamation of an intimate
understanding of fashion design and advanced technology.
Morarjee Textile commitment to innovation is backed by a specialized design team
constantly scouting for new ideas, structured fabrics are the choice of several renowned
brands worldwide.
 Fashion meets technology
 Design-orientation

Fashion meets technology

Morarjee Textiles offers you the best of both worlds- fashion that's the rage of the season, and
technical expertise that meets your niche requirements. This winning combination has made
us the toast of the fashion designer and the fashionable end customer.
In a sense, we have evolved with fashion itself, having been involved with the industry for
over a century. We are patronized by a worldwide clientele for feeling the pulse of regional
markets and complementing our offering with state-of-the-art textile technology. Morarjee
Textiles offers you the best of both worlds- fashion that's the rage of the season, and technical
expertise that meets your niche requirements

Design-orientation
We have made significant investments in people and design facilities. Our clients leverage
our state-of-the-art Design Centers in Italy and India and work in close partnership with our
designers to develop fabrics that are distinctive and saleable.
Our designers visit leading fairs in Europe & meet customers regularly to capture the flavor
of fashion. The use of a premium high-end design solution, NEDGRAPHICS, enables our
creative team to quickly express all their ideas, work on detailed areas of design, while
simultaneously visualize how the changes was affect the overall repeat. The software's unique
tools allow the designers to archive & manage designs elements in separate folders.
Our focus on design is also backed by a dedicated sampling facility for our discerning
clientele.

COMPANY OBJECTIVE
* To carry on the business of manufacturing & selling of fabrics.
* To carry on the business of manufacturing & marketing of high value quality shirting
fabrics.
* To carry on the business of manufacture, import & export, wholesale & retail dealers
of In men, women & children clothing & wearing apparel garments and dresses of every
kind, nature and description for men, women & children including shirts, bush-shirts, suits
etc. & accessories and so on.

The evidence on substantial improvement in the performance of the textile sector, however,
remains sketchy as yet. After registering a growth rate of 8.5 per cent in 1999-2000, growth
of fabric production remained at 2.6 and 4.5 per cent in the next two years and actually fell by
0.1 per cent in 2002-03.
Similarly, for example, textile products (including wearing apparel) have registered a growth
of 10.6 per cent in April-November, 2004-05 with a robust growth of 26 per cent in the last
two months. The growth rate in 2003-04 of this category was negative. Cotton textiles have
shown a good performance consistently in almost all the months of the current year and 8 per
cent growth in the first eight months of the current year. The preference for textiles sector in
recent industrial investment intentions is also a reflection of the growing interest of investors
in this sector. In the first eight months (April- November) of the current year, there was a
marginal increase in the share of the textile loom sector (including knitwear) in total fabric
production to 82.8 per cent compared to 82.0 per cent during the corresponding period in the
previous year.

COMPANY PROFILE
Morarjee Textiles is India's foremost textile company with a lineage that spans over a century
since 1871; our fabric has been patronized by a worldwide clientele. Today, we are the
preferred choice of premium brands in Europe, the United States and Japan. We have a
presence in the Mecca of fashion with an advanced Design Center in Italy, the first of its kind
for mills in Asia We are now set to break new ground in fabric with cutting-edge design
capabilities, innovative product development, process orientation, by leveraging technologies
of the day and emerging raw materials
Morarjee Textiles Ltd. is a part of Piramal Enterprises, a US$ 800 million corporation with
diverse interests in Pharmaceuticals, Healthcare, Textile, Glass, Real Estate, Retail and
Engineering. One of the fastest growing business houses in India, the Piramal Group is
reputed for investing in new product development and technology. It underlies the Group's
philosophy to deliver 'Quality' through world-class products and services
PLANT
MTL fully integrated, composite textile mill at Butibori located in Nagpur, Maharashtra is
equipped with 26,620 spindles, 268 looms and machinery for processing and printing. The
fabric manufacturing process is undertaken at our plant that incorporates modern
infrastructure, advanced Italian technology and quality control facilities. This plant facilitates
a seamless operation from raw material to final delivery. The state-of-the-art technology
ensures quality, efficiency and speed of production. The plant has facilities for spinning,
dyeing, printing and finishing. Printing is done on fabric with widths ranging from 36" to 58",
on rotary or flatbed machines as per clients' design specifications. Ageing is done for fixation
of colors on the printed fabric

FABRIC
Shirtings
Morarjee Textiles provides shirting fabric to a worldwide audience. They
specialize in premium color woven and distinctive finish to fabrics and meet the
niche requirements and exacting specifications of our clientele.

Fashion
Apart from India, our fashion fabrics find favour with various renowned names
from Europe, the US, and Australia. Our core qualities are evident in the array of
fabrics in fine counts, 100% cotton satins, and premium voiles.

Traditional
Morarjee Textiles caters to the Middle East and African Subcontinent along with
the conversion centers in Europe and Far East for its traditional ensembles.

MTL fabric is made from finely spun double-twisted yarn to ensure durability and luxurious
softness The state-of-the-art weaving machinery weaves a wide range of fabric such as Plain,
Poplin, Oxford, Twass, Jacquard, Dobby The cloth produced ranks among the finest finishes,
Speedy Iron, Natural, Super Soft, to name a few. The count ranges from 140/2, 120/2,100/2,
80/2 to 50's & 40's
PART 1 - B
SECTOR OVERVIEW

Introduction
India’s textiles sector is one of the oldest industries in the Indian economy, dating back to
several centuries.
The industry is extremely varied, with hand-spun and hand-woven textiles sectors at one end
of the spectrum, while the capital-intensive sophisticated mills sector on the other end. The
decentralised textile looms/ hosiery and knitting sector forms the largest component in the
textiles sector. The close linkage of textiles industry to agriculture (for raw materials such as
cotton) and the ancient culture and traditions of the country in terms of textiles makes it
unique in comparison to other industries in the country. India’s textiles industry has a
capacity to produce wide variety of products suitable for different market segments, both
within India and across the world.
Market Size
India’s textiles industry contributed 7% of the industry output (in value terms) in FY19. It
contributed 2% to the GDP of India and employed more than 45 million people in FY19. The
sector contributed 15% to India’s export earnings in FY19.
Textiles industry has around 4.5 crore employed workers including 35.22 lakh handloom
workers across the country.
The domestic textiles and apparel market stood at an estimated US$ 100 billion in FY19.
The production of raw cotton in India is estimated to have reached 36.04 million bales in
FY20^. During FY19, production of fibre in India stood at 1.44 million tonnes (MT) and
reached 1.60 MT in FY20 (till January 2020), while that for yarn, the production stood at
4,762 million kgs during same period.
Investment
The textiles sector has witnessed a spurt in investment during the last five years. The industry
(including dyed and printed) attracted Foreign Direct Investment (FDI) worth US$ 3.44
billion from April 2000 to March 2020.
Government Initiatives
Indian government has come up with a number of export promotion policies for the textiles
sector. It has also allowed 100% FDI in the sector under the automatic route.
Initiatives taken by Government of India are:
 On September 2, 2020, the Union Cabinet approved signing an MOU between textile
committee, India and M/s Nissenken Quality Evaluation Centre, Japan, for improving
quality and testing Indian textiles and clothing for the Japanese market. This India–
Japan pact on cooperation in textiles will facilitate Indian exporters to meet the
requirements of Japanese importers as per the latter’s technical regulations
 Under Union Budget 2020–21, a National Technical Textiles Mission is proposed for
a period from 2020–21 to 2023–24 at an estimated outlay of Rs 1,480 crore (US$
211.76 million).
 In 2020, New Textiles Policy 2020 is expected to be released by the Ministry of
Textiles.
 CCEA approved mandatory packaging of foodgrains and sugar in jute material for the
Jute Year 2019–20.
 In September 2019, textiles export witnessed a 6.2% increase post GST as compared
to the period pre-GST.
 The Directorate General of Foreign Trade (DGFT) has revised rates for incentives
under the Merchandise Exports from India Scheme (MEIS) for two subsectors of
Textiles Industry - readymade garments and made-ups - from 2% to 4%.
 The Government announced a special package of US$ 31 billion to boost export,
create one crore job opportunity and attract investment worth Rs 80,000 crore (US$
11.93 billion) during 2018–2020. As of August 2018, it generated additional
investments worth Rs 25,345 crore (US$ 3.78 billion) and exports worth Rs 57.28
billion (US$ 854.42 million).
 The Government of India has taken several measures including Amended Technology
Up-gradation Fund Scheme (A-TUFS), estimated to create employment for 35 lakh
people and enable investment worth Rs 95,000 crore (US$ 14.17 billion) by 2022.
 Integrated Wool Development Programme (IWDP) was approved by Government of
India to provide support to the wool sector, starting from wool rearer to end
consumer, with an aim to enhance quality and increase production during 2017–18
and 2019–20.
 The Cabinet Committee on Economic Affairs (CCEA), Government of India
approved a new skill development scheme named 'Scheme for Capacity Building in
Textile Sector (SCBTS)' with an outlay of Rs 1,300 crore (US$ 202.9 million) from
2017–18 to 2019–20. As of August 2019, 16 states signed pacts with the Ministry of
Textiles to partner with it for skilling about four lakh workers under the scheme.
Achievements
Following are the achievements of the Government in the past four years:
 As of 2019, 348 technical textiles products were developed according to Bureau of
Indian Standards (BIS).
 I-ATUFS, a web-based claims monitoring and tracking mechanism was launched on
April 21, 2016. 381 new block level clusters were sanctioned.
 Under the Scheme for Integrated Textile Parks (SITP), 59 textile parks were
sanctioned, out of which, 22 have been completed.
 Employment increased to 45 million in FY19 from 8.03 in FY15.
Road Ahead
The future for the Indian textiles industry looks promising, buoyed by strong domestic
consumption as well as export demand. With consumerism and disposable income on the
rise, the retail sector has experienced a rapid growth in the past decade with the entry of
several international players like Marks & Spencer, Guess and Next into the Indian market.
High economic growth has resulted in higher disposable income. This has led to rise in
demand for products creating a huge domestic market.
PART 2 - A
PROJECT WORK DONE
PART 2 - A
PROJECT WORK DONE

Chapter 1
INTRODUCTION

INTRODUCTION TO THE SUBJECT

Human resource management
Human resource management (HRM, or simply HR) is a function in organizations
designed to maximize employee performance in service of their employer’s strategic
objectives.HR is primarily concerned with how people are managed within organizations,
focusing on policies and systems.HR departments and units in organizations are typically
responsible for a number of activities, including employee recruitment, training and
development, performance appraisal, and rewarding (e.g., managing pay and benefit
systems).HR is also concerned with industrial relations, that is, the balancing of
organizational practices with regulations arising from collective bargaining and governmental
laws.
HR is a product of the human relations movement of the early 20th century, when researchers
began documenting ways of creating business value through the strategic management of the
workforce. The function was initially dominated by transactional work, such as payroll and
benefits administration, but due to globalization, company consolidation, technological
advancement, and further research, HR now focuses on strategic initiatives like mergers and
acquisitions, talent management, succession planning, industrial and labor relations, and
diversity and inclusion.

The Role of Human Resource Management in Organizations

It's the people in an organization that carry out many important work activities. Managers and
HR professionals have the important job of organizing people so that they can effectively
perform these activities. This requires viewing people as human assets, not costs to the
organization. Looking at people as assets is part of contemporary human resource
management and human capital management.
Role of Human Resource Management
The human resources management team suggests to the management team how to
strategically manage people as business resources. This includes managing recruiting and
hiring employees, coordinating employee benefits and suggesting employee training and
development strategies. In this way, HR professionals are consultants, not workers in an
isolated business function; they advise managers on many issues related to employees and
how they help the organization achieve its goals.
Collaboration
At all levels of the organization, managers and HR professionals work together to develop
employees' skills. For example, HR professionals advise managers and supervisors how to
assign employees to different roles in the organization, thereby helping the organization adapt
successfully to its environment. In a flexible organization, employees are shifted around to
different business functions based on business priorities and employee preferences.
Commitment Building
HR professionals also suggest strategies for increasing employee commitment to the
organization. This begins with using the recruiting process or matching employees with the
right positions according to their qualifications. Once hired, employees must be committed to
their jobs and feel challenged throughout the year by their manager.
Building Capacity
An HRM team helps a business develop a competitive advantage, which involves building
the capacity of the company so it can offer a unique set of goods or services to its customers.
To build the an effective human resources, private companies compete with each other in a
"war for talent." It's not just about hiring talent; this game is about keeping people and
helping them grow and stay committed over the long term.

TOTAL QUALITY MANAGEMENT

Total quality management (TQM) consists of organization-wide efforts to install and make
permanent a climate in which an organization continuously improves its ability to deliver
high-quality products and services to customers. 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.
HRM and TQM
Total quality management (TQM) has far-reaching implications for the management of
human resources. It emphasizes self-control, autonomy, and creativity among employees and
calls for greater active cooperation rather than just compliance.
Indeed, it is becoming a maxim of good management that human factors are the most
important dimension in quality and productivity improvement.
Involvement: A central idea of Human Resource utilization
At the heart of the TQM is the concept of intrinsic motivation-involvement in decision
making by the employees. Employee involvement is a process for empowering members of
an organization to make decisions and to solve problems appropriate to their levels in the
organization.
The Lean (Toyota) systems, utilizing JIT techniques are more productive, smaller and more
efficient, increases worker pride and involvement on shop floor.
Define Employee Empowerment
The dictionary definition of empowerment is to invest people with authority
Empowerment should not be confused with delegation or job enrichment. Delegation refers
to distributing and entrusting work to others. Employee empowerment requires that he
individual is held responsible for accomplishing the whole task. The employee becomes
process owner- thus the individual is not only responsible but also accountable. Employee
empowerment requires that the individual is held responsible for accomplishing a whole task.
Suggestion System
Suggestion systems are designed to provide the individual with the opportunity to be
involved by contributing to the organization. The key to an effective system is management
commitment. It is the responsibility of management to make it easy for employees to suggest
improvements. Stimulating and encouraging employee participation starts the creative
process.
Five Ground Rules for Stimulating and Encouraging Suggestion System are:
1. Be Progressive by regularly asking your employees for suggestions
2. Remove fear by focusing on the process and not on the person.
3. Simplify the process so it is easy to participate
4. Respond Quickly to suggestions and within specified period of time
5. Reward the idea with published recognition so that everyone knows the value of
contribution.
Why Training is important in TQM based organizations?
As, at the heart of TQM is the concept of intrinsic motivation-involvement in decision
making by the employees, it means more responsibility, which in turn requires a greater level
of skill.
This must be achieved through TRAINING.
Basic Steps of Effective Training Plans
 The first step in training process is to make everyone aware of what the training is all
about. Thoughts suggestions should be gathered.
 The second step is to get acceptance. The trainees must feel that training will be of
value to them.
 The third step is to adept to adapt the program. Is everyone ready to buy into it? Does
everyone feel they are a part of what is going to take place?
 The fourth step is to adept to what has been agreed upon. What changes must be made
in behavior and attitudes.
What kind of Training be imparted to the employees?
The type of training depends on the need of the particular company. The areas that should be
common to all organizations’ training program is problem solving and communication skills.
In addition to above areas, all members should receive training in quality awareness (TQM),
statistical process control (SPC), safety, and technical aspects of job. The only difference
among types of training is that some may be required more often and for greater length of
times than others.
Following chart is based on recommendation of Dr. Juran regarding the type of training to be
imparted at different organizational levels. The areas recommended are indicated in green
color:
 

The Performance Appraisal

The purpose of performance appraisal is to let employee know how they are doing, and
provide a basis of promotions, salary increases, counseling. Many supervisors look at
appraisals as one of the unpleasant duties they must performance. Conversely some
supervisors feel it a pleasant duty and can reveal how effective an employee is in contributing
to the success of organization.
Every effort should be made to avoid errors in performance evaluations. An unfair evaluation
could cost an organization a valuable employee.
Criticism on Performance Appraisal System
The critics of appraisal system suggest that appraisals nourish short-term performance and
destroy long-term planning.
Another criticism states that individual appraisal destroys teamwork. If teams are to become a
cohesive unit of “all for one and one for all,” then individual ranking would undermine the
entire concept.
A third concern is the assumption that an individual is responsible for all results. In reality
results are frequently beyond an individual’s control, such as processes and equipment.
Deming has stated that 85% of the problems are the result of the system.
Last, there is a concern that appraisals are frequently based on subjectivity and immeasurable.
The Deming’s Reservation about performance appraisal system
The traditional performance appraisal system has been criticized as being counterproductive
and unnecessary by Deming.
He once stated, “In practice, annual ratings are a disease, annihilating long-term planning,
demobilizing teamwork, nourishing rivalry and politics, leaving people bitter, crushed,
bruised, battered, desolate, despondent, unfit for work for weeks after receipt of rating,
unable to comprehend why they are inferior…”
Should individual performance appraisals be eliminated, as suggested by Deming?
The answer is: This unlikely in view of historical and widespread use of human resource
management tool. Rather than scrap performance appraisals, a number of practitioners have
suggested that the performance appraisal system be improved.
What should then be a good performance appraisal system?
First of all, there should be a good relationship between the employee and appraiser.
Employees should be made aware of appraisal process, what is evaluated and how often.
Employees should be told how they are doing on a continuous basis, not just at appraisal
time. The appraisal should point out strength and weaknesses as well as how performance can
be improved. The performance must be based on standards that are developed and agreed
upon by the appraiser and employee. And lastly, an employee should always be given an
opportunity to comment on the evaluation, to include protesting, if desired.
Compensation System
The traditional compensation systems have been based on: Pay for performance
2. Pay for responsibility (a job description)
Each of these are based on individual performance, which creates a competitive atmosphere
among employees. If compensation criteria are focused exclusively on individual
performance, a company will find that initiatives promoting teamwork will fail
Compensation System in TQM Philosophy
The TQM Philosophy emphasizes flexibility, lateral-communication, group effectiveness,
and responsibility for an entire process that has the ultimate outcome of customer satisfaction.
A team based compensation approach is Gain Sharing or Performance Bonus to all
employees. It is a system of management in which an organization seeks higher levels of
performance through involvement and participation of its people.
The approach is a team effort and reinforces TQM, partially because it contains common
components, such as involvement and commitment.
 Chapter 2
OBJECTIVES OF THE STUDY

The objectives of the study are as follows

1. To find the degree of TQM implemented in the Morarjee Textiles LTD.
2. To analyze the factors of HRM used in implementation of TQM.
3. To study the impact of different factors of HRM in implementation of TQM at MTL.
4. To find out factor influencing employee involvement and the commitment towards
work.
5. To analyze the role of Training and Development in implementation of TQM.  
 Chapter 3
RESEARCH METHODOLOGY

METHODOLOGY
SAMPLE DESIGN
Sampling design refers to the technique or procedure the researcher would adopt in selecting
items from the sample.
A survey of specific people related to TQM and HRM activities choose for the SIP.
STUDY AREA I carry out internship at the Morarjee Textiles Ltd. Nagpur
Sample Size- 100 employees

TOOLS & TECHNIQUES FOR DATA COLLECTION

Source of Data
a) Primary Data: Structured non-disguised Questionnaire for Employee.
b) Secondary Data: Books, magazines. Organizational Annual Report. Employee Record kept
in the Factory. Historical documents and other sources of published information Journals,
Booklets, etc.
 Chapter 4
DATA ANALYSIS AND INTERPRETATION

Do you think HR system put TQM in motion?

NEVER 9 5%
RARELY 23 15%
SOMETIMES 55 35%
MOSTLY 57 36%
ALWAYS 21 10%

60

50

40

30

20

10

0
NEVER RARELY SOMETIMES MOSTLY ALWAYS

The above graph shows that 5% & 15% employees are not agree with above statement.35%
& 36% employees are agreed that HR system put TQM in motion.
Do the employees co-operate implementing TQM in HR system?

Following table shows the % of employees agree/disagree with a above statment.

Grades Agree Strongly Neutral Disagree Strongly

Agree Disagree
% of 65 25 2 8 0
employess
Agree/
Disagree

70

60

50

40

30

20

10

0
Grades Agree Strongly Neutral Disagree Strongly
Agree Disagree

From the above data it shows that 65% of employees agree that the employes are co-operate
implenting tqm in hr syste .and 2% are Neutral while 29% are disagree with tha above
statement.
Do you feel TQM training programme can be consderd an investment in HR?

Following table shows the % employees agree/disagree with above statement.

Grades Agree Strongly Neutral Disagree Strongly

Agree Disagree
% of 59 19 4 18 0
employees
Agree/Disagree

Agree Strongly Agree Neutral

Disagree Strongly disagree

18%

4%

59%
19%

From the above data it shows that 59% of employees agree with above statement.19% are
strongly agree&18% are disagree.
Do you think TQM brings positive effect to your organization?

Following tables shows the % of employees agree/ disagree with the above statement.

Grades Agree Strongly Neutral Disagree Strongly

Agree Disagree
% of 57 17 6 20 0
employees
Agree/Disagree

20%

Agree
6% Strongly Agree
Neutral
Disagree
57%
Strongly Disagree

17%

From the above data it shows that 57% of employees agree that the tqm brings positive effect
and 6% are Neutral while 20% are disagree with the above statement.
There is a compensation system in TQM philosophy

Following tables shows the % of employees agree/ disagree with the above statement.

Grades Agree Strongly Neutral Disagree Strongly

Agree Disagree
% of 65 8 15 12 0
employees
Agree/Disagree

70

60

50

40

30

20

10

0
Agree Strongly Agree Neutral Disagree Strongly
Disagree

From the above data it shows that 65% of employees agree that there is a compensation
system in TQM and 15% are Neutral while 12% are disagree and 8% are strongly agree with
the above statement.
Apply the team approach to problem solving.

Following tables shows the % of employees agree/ disagree with the above statement.

Grades Agree Strongly Neutral Disagree Strongly

Agree Disagree
% of 85 8 10 3 0
employees
Agree/Disagree

90 85
80
70
60
50
40
30
20
8 10
10
3
0
0
Agree Strongly Agree Neutral Disagree Strongly
Disagree

From the above data it shows that 85% of employees agree that there is a team approach in
problem solving and 10% are Neutral while 3% are disagree and 8% are strongly agree with
the above statement.
Focus on problem prevention than correction

Following tables shows the % of employees agree/ disagree with the above statement.

Grades Agree Strongly Neutral Disagree Strongly

Agree Disagree
% of 69 20 10 1 0
employees
Agree/Disagree

80

70 69

60

50

40

30
20
20
10
10
1
0
agree strongly disagree nuteal disagree

From the above data it shows that 69% of employees agree are agree while 20% are strongly
agree with the above statement.
How many people have a sense of ownership & responsibility for goal achievement and
problem solving?

Following tables shows the % of employees agree/ disagree with the above statement.

Grades Agree Strongly Neutral Disagree Strongly

Agree Disagree
% of 60 18 9 13 0
employees
Agree/Disagree

70

60
60

50

40

30

20 18
13
10 9

0
agree strongly agree nutral disagree

From the above data it shows that 60% of employees agree the above statement 18%are
strongly agreed while 13% are disagreeing with the above statement.
Do you think the organization is quality conscious toward employees?

YES     75%

NO 25%

25%

YES    
NO

75%

From the above data shows 75% employs are agree that organization is quality conscious
and 25% are disagreeing with above statement.
Are the information system is regularly updated?

YES     77%

NO 23%

NO
23%

YES
77%

                           
From the above data shows 77% employs are agree that information system is regularly
updated and 23% are disagreeing with above statement.
Are the organization is going for the quality audit?

YES - 65  
NO-35           

YES NO

35%

65%

From the above data shows 77% employs are agree that organization is going for the quality
audit and 23% are disagreeing with above statement.
 Does the organization is going for the brain storming session which is required for
maintaining quality?

YES 60 %
NO   40%

NO
40%

YES
60%

From the above data shows 60% employees are agree that organization is going for the brain
storming session and 23% are disagreeing with above statement
What types of relations are you having with your superior, peers and subordinates
which?

Good      50
 Average 30 
Poor          20

POOR
20%

GOOD
50%

AVERGE
30%

             
From the above data shows 50% employees are said good while 30% are average &20% are
said poor.
PART 2 - B
FINDINGS AND SUGGESTIONS

Chapter 5

FINDINGS

1. Most of the employees of Morarjee are agreed that HR system put TQM in motion

2. 65% of employees agree that the employes are co-operate implenting TQM in HR
system.

3. There is a compensation system in TQM philosophy

4. 85% of employees agree that there is a team approach in problem solving process.

6 Most of the employees are agree that organization is going for the brain storming
session

7 Most of the people says that there is a good superior, peers and subordinates
relationship.

8 Employees are agree that organization is going for the quality audit

9 77% employs are agree that information system is regularly updated

10 Most of the employees said that TQM brings positive effect to your organization.

11 The information system is regularly updated for effectiveness of TQM.

 Chapter 6

SUGGESTIONS
 Role clarity of each position should be defined and based on that individuals can plan
their work accordingly.
 Self-potential system should be encouraged.
 There are regular review and comparison of current & past performance to detect
gradual deterioration in the strategy.
 Proper cooperation should be necessary in the company. 
 It is very important to provide the opportunity to the employees of the organization to
express their ideas or whatever they want to express.
 Management should clear their vision mission and goals towards the employees in the
organization.
 Management should involve the workers representatives in managerial activities so
that the transparency could be maintained and through this they can win the
confidence of the employees.
 Management should give due importance to mental relaxation &social cultural
development of an employees who strives hard for the company
PART 2 - C
CONCLUSION
From this internship I can conclude that the top management commitment plays a significant
role in promoting TQM implementation in Morarjee Textiles.
The HRM plays a significant role in achieving effective implementation of TQM.
Training &Development plays an important role in implementation of TQM.
Most of the staff member and worker feel that organization is quality conscious toward the
employees. This also increases their commitment toward the work and toward the
organization.
Most of the staff’s member feels that their performance is properly measured in the
organization.
Quality can no longer be viewed as the responsibility for one department. It is a company-
wide activity that permeates all departments, at all levels. The key element of any quality and
production improvement program is the employee.
BIBLIOGRAPHY

 TOTAL QUALITY MANEGMENT

By S.K.BHATIA
 RESEARCH METHODOLOGY
By C.R. Kothari
 HUMAN RESOURCE AND MANAGEMENT RELATIONS
By P. Subba Rao
 TOTAL QUALITY MANAGEMENT
By S. L. RAO

WEBSITES:
 www.google.com
 www.altavista.com
 www.tqmcert.com
 http://www.mtl.org.co.in
 www.mangement prides .com