CHAPTER I

INTRODURCTION

It supports full medical care and reasonable economic assistance to the beneficiaries
for benefits like sickness, maternity, disablement and death due to employment injury. It is
one of the most effective measures available to the employees in working environment.

Many of the small developing and less developed countries are highly dependent on
the sector. The textile and clothing industry is one of the most highly globalised industries in
the world, and therefore constitutes a very important means of income and employment for
many countries, both developing and developed. It is very diverse and heterogeneous due to
its products being used by virtually everybody. The activities range from the production of
raw materials to the manufacture of a very large variety of semi-finished and finished
products. This industry is intertwined with several other industries, such as the agricultural
sector (which supplies cotton and wool among others) and the chemical sector. This sector is
closely related both technologically, and in terms of trade policy, and at a micro level they are
increasingly integrated through vertical supply chains.

Broadly, the benefits underneath this theme are categorized underneath 2 classes,
money advantages (which embrace illness, maternity, unfitness (temporary and permanent),
and observance expenses) and, non-cash advantages through treatment. The insured and his
family are entitled to the Medical fancy the terribly 1st day of his/her connexon the insured
employment. Someone WHO is just coated underneath the theme for the first time is eligible
for primary and secondary treatment for self and family for three months.

ESI Benefits

In addition to compensation in the form of wages and salaries, organisations provide

workers with various services and programmes known as ESI Benefits. Previously these
services and programmes were known as ESI Benefits. Now these have become part of
compensation package hence the word fringe in now not used and not appropriate even.
Nowadays ESI Benefits are regarded as an important tool to retain employees and to improve
the bottom-line of the organisation.

1
 Benefit programmes play a vital role to maintaining an employee‟s standard of living
when he suffers from health problem. The organisations that provide these benefits to their
employees have improved image of caring employer. These benefits are the advantages that
accrue to an employee apart from salary. They are not related to performance.

Characteristic Features of ESI Benefits:

(1) ESI Benefits are those payments which are paid to him in addition to the wages and salary
he receives.

(2) These benefits are not given to the worker for any specific performance of the jobs but
they offered boosting his interests in work and make the job more productive for him.

(3) ESI Benefits represent labour cost. Whatever benefits are offered to the employees in kind
or in money terms account for cost.

These benefits are offered to employees irrespective of their merit. Merit or non-merit is not
the criterion for these benefits.

(5) Benefit given by the employer is meant for all the employees and not a specific group of
employees.

(6) This is a positive cost incurred by an employer to finance employee benefit.

Employee ESI Benefits

Employee ESI Benefits has been defined as, “The strength of an individual‟s
identification and involvement in a particular organisation.” The authors who provide this
definition developed a questionnaire-based tool in order to measure this construct. It
describes Employee ESI Benefits using three distinct components:

 A strong belief in and acceptance of an organisation‟s goals;

 Staff motivation or willingness to exert considerable effort on behalf of the
organisation they work for
 A strong desire to maintain membership to the organisation.
 At an individual level, those who are more committed to the organisation also
experience more job satisfaction, higher levels of motivation and lower stress levels.
They also tend to perform better and manifest less job-searching behaviour.

2
Types of Employee ESI Benefits

1. Affective (Emotional) Utility Benefits

This type of Employee ESI Benefits is the closest to what one might intuitively
consider utility Benefits to be. It encapsulates the idea of an emotional identification with the
organisation. This leads to an increased desire to contribute and perform, as well as maintain
citizenship of the organisation. There is an enormous amount of research demonstrating the
positive benefits of affective staff utility Benefits, both to the organisation and the individual.
It is for this reason that we concentrate on this type when considering what gives rise to
Employee ESI Benefits.

2. Normative Employee ESI Benefits

This refers to a perceived obligation to remain with the organisation. An employee

can experience an obligation to perform work activities in the absence of a personal desire to
do so. This type of Employee ESI Benefits typically has weaker positive relationships with
staff motivation, job satisfaction etc. Though, cultural variation plays a part in the strength of
the relationships between normative utility Benefits and work behaviours.

3. Continuance Utility Benefits

This is bound up in a very idiocentric and calculative decision-making process.

Essentially, this involves the individual considering what they stand to lose should they leave
an organisation. Their perceived sacrifices, together with the alternatives open to them.

The Importance of Employee ESI Benefits

In summary, fringe utility Benefits is now regarded as a key part of investigating the
health of organisations. This is done both by occupational psychologists and HR
professionals. Moreover, affective Employee ESI Benefits (identification and emotional
involvement with the organisation) is known to have the most positive effect on work-related
behaviour and staff turnover intentions.

Monitoring this variable can give early warnings of imminent employee turnover
problems. It also provides an excellent benchmark for evaluating interventions aimed at
reducing staff retention difficulties (e.g. job redesign, induction and socialisation processes).

3
Advantages of fringe utility Benefits

 The benefit of fringe utility Benefits is that the employee will be able to identify with
the goals and objectives of the company.
 Fringe utility Benefits encourages the employee to go beyond his usual boundaries
and give more than 100% to his company
 Fringe utility Benefits facilitate job satisfaction, and this leads to employee
engagement.
 Employee ESI Benefits will result in high morale and help the workforce to stay in
the company for a long time. Employee turnover is a serious issue which every
industry is facing, and fringe utility Benefits encourages employee retention in the
company

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1.2 STATEMENT OF THE PROBLEM

Fringe utility Benefits level of employees in these units is extremely high. The
meaningful relationship between work environment and fringe utility Benefits of the
employees less in this industry This may be because of the fact that textile has a long
tradition of robust value system and transparent procedure. The analysis predicts that with
increase in the job satisfaction level of respondents there is increase in their fringe utility
Benefits but it is also affected by other variables prevail in the organisation.

1.3 OBJECTIVES OF THE STUDY

 To study the effect of demographic variables on the effective utility Benefits and ESI
Benefits to quality of Chola spinning mill.
 To study the Committed employees offer plenty of benefits in your organization in
Madurai.
 The effective utility Benefits is determined it helps predict employee
 The factors influencing to effective utility Benefits and ESI Benefits in this firm
 To study which type of utility Benefits among three abovementioned is more
significant for the managerial employees in the textile industry.

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1.4 SCOPE OF THE STUDY

This study includes a detailed discussion made about the various impacts of training
on the improvement of fringe utility Benefits from managerial as well individual‟s
perspective. The focus is to know the present condition of training and development program.
Furthermore, to know the willingness of employees towards the attainment of currently
operating training and development program to increase the utility Benefits level of
employees.

1.5 LIMITATION OF THE STUDY

 The sample was not randomly selected and, therefore, may not represent all
population of these employees.
 The internal consistency of withholding effort subscale items was quite low therefore
further investigations using different instruments evaluating employees' withholding
effort are needed.
 The study is conducted within a short period so it is not possible to collect from all
departments.
 The restricted sample size was one of the limitations
 Still, complex statistical analysis served us in pointing out the significant aspects of
different component of utility Benefits.

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1.6 INDUSTRY PROFILE

Spinning mill also refers to the yarns, threads and wools that can be spun, woven,
tufted, tied and otherwise used to manufacture cloth. The production of spinning mill is an
ancient art, whose speed and scale of production has been altered almost beyond recognition
by mass-production and the introduction of modern manufacturing techniques. An ancient
Roman weaver would have a problem recognizing a plan weave, twill, or satin.

The history of textile market using natural fibres is ancient. Starting from 500 AD the
pages of textile history have grown richer. With inventions and technical advancements to
reach where it stands today.

Silk culture was introduced in India in times a ancient as 400 AD, while reports of
spinning of cotton date of Hemp, know perhaps as the oldest fibre plant that originated in
south-east Asia, and spreads to china, dates back to 4500 BC. We have heard of the
traditional manufacture of silk in the Chinese culture. The art of spinning linen and weaving
was not unfamiliar to the Egyptians. It was 3400 BC that Egypt had developed the art and
was running it successfully.

As a competition always creates a better market, the competitive threat from synthetic
fibres resulted in an in-depth research to develop new and improved sources of natural fibre
with greater yields. It further improved the production and processing methods and
modification of fibre yarn or fabric properties. New fibre plants sprung up and its usage was
extensively explored by products.

SPINNING MILL AS A GROWING INDUSTRY

Spinning mill and woven fabrics are used worldwide in a wide variety of applications
such as the apparel industry, household Spinning mill, and furnishings medical items,
industrial uses and technical products.

The global textile market stands high, with the fabric weaving consumption reaching
about 28 million tons of fibre every year.It has been predicted that global production of
woven products will grow by 25% between 2002 to 2010 reaching more than 35 million tons

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RECENT TRENDS OF THE INDUSTRY

The growth of the cotton spinning sector, in terms of capacity, received an impetus in
1991 with the deli censing of spindle age. Installed spindle age has been rising steadily age
has been rising steadily since then, in 1991, the number of spindles installed was around
26.27 million and the number of went up to nearly 50 million in 1995 (in the non-SSI units).
The total spindles installed by 2007 are estimated to have gone up to 400 million.

However, adverse factors such as the South Asian Crisis, worldwide economic
slowdown and increased costs hit the spinning industry which could not benefit from the
expanded capacity. The phenomenal rise in raw dimension to the economics of the spinning
sector. All these were reflected in stagnant production in the past eight years. Cotton spun
yarn production (excluding blended and 100 percent non-cotton yarn! Declined from 2.213
million kg in 1997-98 but recovered to 2.266.86 million kg in 2000-01 liable II). Spindle
capacity utilization, which was 76 percent in 1991-1992, had gone up to 86 percent in 1996-
1997 fell to 79 percent in 2004-2005 before bouncing back to 83 percent in 2005-2006.

The share of spinning capacity of South Indian Mills (include small scale spinning
units) in All India capacity is estimated to be around 50 percent. As on march 31, 2006, the
spinning capacity was 57.41 million. During 2005-06, while the power loom sector had
consumed around 24 percent was exported.

Strengths of Indian Textile Industry:

A strong raw material production base, a vast pool of skilled and unskilled personnel,
cheap labour, good export potential and low import content are some of the salient features of
the Indian textile industry. This is a traditional, robust, well‐established industry, enjoying
considerable demand in the domestic as well as global markets. The export basket includes a
wide range of items including cotton yarn and fabrics, man‐made yarn and fabrics, wool and
silk fabrics, made‐ups and a variety of garments.

 Huge textile production capacity

 Efficient multi-fibre raw material manufacturing capacity
 Large pool of skilled and cheap work force

8
COMPANY PROFILE

About Us

A quick look at our journey thus far:

 7 group of companies
 Grown from a capacity of 5000 spindles to 1, 75,000
 Further expansion plan for another 50,000 spindles planned in Gomathi and Pallava
spinning Mills
 Headquartered at Tirupur, India‟s knitwear capital
 Effective global supply chain network

MISSION

Update infrastructure requirements in the group and provide ample opportunity to

match evolving technologies Make training an integral part of the group‟s journey towards
excellence and also create opportunity for the people to enhance skills Implement quality
standards and ensure that products manufactured consistently conform to international norms
Build valuable relationships with clients, suppliers, vendors and its people and thereby move
up the value chain

VISION

Enhance performance by consistently broadening our spectrum of offerings

CORPORATE OBJECTIVES:

Ensure consistent and committed quality of all products and excel in human
relationship at all functional level We are also part of the Better cotton initiative Better
Cotton Initiative (BCI) stewarding the global standards for Better Cotton, and bringing
together cotton‟s complex supply chain, from the farmers to the retailer, for Supima,
Australian, and Indian cotton of all counts.

We ensure that we maintain more than adequate quantities of cotton raw materials in
the extra-long staple as well as medium and short range throughout the year. Our
manufacturing process is thoroughly monitored by our quality control system which is
unparalleled in the industry.

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Business Responsibility Policy

Published 17 August 2020

 The Ministry of Corporate Affairs has formulated the National Voluntary Guidelines
to be pursued in respect of Social, Environmental and Economic Responsibilities of
Business (NVGs) as under:
 Businesses should conduct and govern themselves with Ethics, Transparency and
Accountability.
 Businesses should provide goods and services that are safe and contribute to
sustainability throughout their life cycle.
 Businesses should promote the well-being of all employees.
 Businesses should respect the interests of, and be responsive towards all stakeholders,
especially those who are disadvantaged, vulnerable and marginalized.
 Businesses should respect and promote human rights.
 Businesses should respect, protect and make efforts to restore the environment.
 Businesses, when engaged in influencing public and regulatory policy, should do so in
a responsible manner.
 Businesses should support inclusive growth and equitable development.
 Businesses should engage with and provide value to their customers and consumers in
a responsible manner.

QUALITY

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 We have pucca centralized Quality Assurance Lab in our fully equipped with the
latest following testing equipment. Uster HVI 900 Classic Automatic Cotton testing
equipment and bales management system software Uster AFIS Pro (Latest 4th Generation
equipment – Recently purchased) Yarn Quality Levels matching to USTER 5% standards

Uster Tester IV: Uster Classimat – III Tester for Online Quality Assurance, Applied
Automation, Cascade equipment for Count and Strength testing. We are participating in the
international Round Test evaluation of our testing equipment‟s for which “Testex” cops from
Swiss Textile Testing Institute, Switzerland and “USDA” cotton from Memphis, USA are
sent to our mills once in three months for assessing the accuracy of our lab equipment‟s

With the help of the HVI cotton testing equipment, each and every individual cotton
bales after arrival are being tested for all the fibre properties and issued to the mixing by
adopting the Bale Inventory Analysis System (BIAS). This equipment is very much helpful to
us in selecting good quality cotton bales alone and foretells us to reject the poor quality
cotton bales.

With the availability of testing equipment, we are doing services at concessional rates
for other surrounding mills (Around 100 Mills) also regularly and they are benefited out of
this. We are proud to say that we are conducting innumerable trials in our yarn manufacturing
process and making so many continuous improvements in our yarn quality with the help of
the testing equipment and robust technical team.

Financial parameters

 Profits earned during the financial year;

 Accumulated reserves;
 Profitability outlook for the next two/three years;
 Investment requirements for the Company;
 Expected future capital/liquidity requirements;
 Expansion or modernization of existing businesses;
 Other factors and/or material events which the Board may consider

External Factors

 Shareholder expectations, including individual shareholders;

 Macroeconomic conditions;

11
  Taxation provisions;
 Pandemic
 Unfavorable market conditions;
 Utilization of retained earnings
 Retained earnings shall be utilized in accordance with prevailing regulatory
requirements, creating
 Reserves for specific objectives, fortifying the balance sheet against contingencies,
generating

B. Conflict in Policy

In the event of a conflict between this policy and the extant regulations, the regulations shall

Prevail

C. Disclosure of Policy

The Dividend Distribution Policy shall be placed on the Company‟s website, www.acmills.in.

D. Amendments

Any subsequent amendment/modification in the Act, SEBI regulations and/or other

applicable laws in this regard shall automatically apply to this Policy.

E. Review of Policy

The Board shall review the Dividend Distribution Policy of the Company every two years.

Government Recognized “ONE STAR EXPORT HOUSE

Garment exports over 5 Million USD worth High Fashion Garments every year. Our
Garment Manufacturing factory is mostly composite comprising of all the vital Fabric Dyeing
facilities, Embroidery units and 200 seats of Garment Sewing Capacity.

Factory Setup:

We have two separate garment units for ease of administration. Unit 1 with 150
sewing machines is handling large volume orders. Unit 2 with 50 sewing machine capacity
handles all short volume work intensive orders.

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PRODUCTS

DYEING

Inhouse Dyeing Unit:

You‟re successful and reliable garment sourcing depends on a successful dyeing

facility that should meet all strict pollution treatment norms. Our In house fabric Dyeing &
Finishing factory is duly approved by Pollution control Board and makes us your trusted
reliable Supplier, Manufacturer & Exporter of High Fashion Garments.

We use HTHP Soft low Dyeing Machines which are latest in dyeing technology. We
use advanced drying machines like Relax Dryers to dry the fabrics in thier natural state. We
use only Oeko Tex Standard dyes for our reputed garment brands so you are assured of a very
high quality merchandise that sell with more profits and best standards. Fabric Dyeing is
vehemently opposed all over Asia for the environmental damage and stress on natural
resources.

Effluent treatment is become challenging due to strict norms and hence new projects
and continuing of old dyeing factory is becoming difficult. Karpagam Garment is duly
approved with effluent treatment facilities for fabric dyeing. Hence we assure you continuous
supply of fashion garments in the future our existing facilities also have expansion capacity to
meet your future demands. We invite buyers to top our rare potential of i9n house dyeing and
trust us as your reliable Garment Manufacturer Exporter from Tirupur in India.

13
 The knitting plant is equipped with hi-tech machines capable of producing a wide
variety of knit finishes and structures. Jacquard, Flat and Circular machines provide a diverse
range of garments in Jersey, Rib and Fleece. A continuous programme of research and
development ensures that the knitting unit has the capability required to meet the latest
fashion trends.

We Knit together diversity with a range of hi-tech machines that produce different
types of knitting, Jacquard, Flat and Circular Knitting machines are available for producing
an assorted choice of knitting – be it Jersey or Rib or Fleece of any structure. Hence
customers have access to a wide collection to choose from.

Printing and Embroidery

Printing: We print all types of printing (Example – Flock, Pigment , Digital,Discharge etc…)
The printing make machine is MHM 8 color and 12 Color Print.

Embroidery: The Barudan Embroidery 8 Machines capacity 20000 pcs per day basic.

Free Yarn Spinning Mills industry report –

This Yarn Spinning Mills industry profile has been prepared to help illustrate the
performance of the Yarn Spinning Mills industry to national averages.

Global Database of Top Yarn Spinning Mills – new industry

Global Database of Top Yarn Spinning Mills Global Database of Top Yarn Spinning Mills –
new industry profile report published

14
 We believe that quality products are not only by promises but also by proven results.
Development of new textile products is done through – Innovation in defining production
processes of higher quality and making available modern technologies and professionals with
the highest level of competence.

1. Our Ultimate Goals

2. High Efficiency
3. The Most Competitive & Reasonable Price
4. Products Quality Guarantee
5. Prompt & Superior Service
6. Punctual Delivery

Search Optimum Mills through Our Portal

The main business in our nation is a textile industry. This industry gets the second
position in work after agricultural field. The textile business is considered as that part which
is one of biggest supporters of India's economic state. Endless textile factories in India have
the ability from assembling a basic material to completed products.

As we discussing this mills, there are a large number of factories in India however
here we can take a portion of the cases like fabric colouring factories, printing and colouring
factories and so forth on the off chance that you are uninformed about it and hunting down
the textile factories, we have an online portal for you to make your task simple.

ADDRESS:

CHOLA SPINNING MILLS PRIVATE LIMITED

4 Towers, 5/809, Komarapalayam - Tiruchengode Road

MGR Nagar, Veppadai

15
 CHAPTER II

REVIEW OF LITERATURE

Lawler Levine (2015) have strongly recommended there is need of high involvement of
human resources, rather than huge capital investment. For this purpose there is the need to
have better HR practices which result in increasing the utility Benefits of the employees, skill
and productivity. The idea that human resources and their involvement in the organization for
its growth is very much important. This thought can be converted into regular practice
through the variety of programs. All these help in the individual development their
adjustment to the working environment. The human resources of any organization are
necessary for its growth and success. The top management involvement in organization is
necessary to attract and retain people. The managers are encouraged to follow the instructions
given by the seniors and be the role model for their juniors.

Schein (2015) indicates that individuals are identified with their vision how they behave and
what they expect. Organization‟s vision and mission will not be reality unless and until the
employees are involved and integrated with the goal of the organization. But question here
arises that how to the employees be committed and show sense of responsibility towards their
organizations particularly in changing and competitive working environment where poaching
of job and attrition rate is so high and regular feature. The HR practices help in developing
better work culture in the organization by generating effective managerial values. Thus the
present study is an attempt to study the Effective utility Benefits of Managerial Employees
working in the Textile Industry

Philpot et al., (2016) Furthermore, the concept of utility Benefits in the workplace is still one
of the most challenging and researched concepts in the fields of management, organizational
behavior and Human Resource Management. A great deal of research has been devoted to
studying the antecedents and outcomes of utility Benefits in work setting. The conceptual and
operational development of effective utility Benefits has affected the conceptualization and
measurement of other utility Benefits forms such as utility Benefits to the occupation, the job,
the workgroup, the union and the work itself.

16
Blau and Boal (2016) discussed two approaches in defining utility Benefits. The first one,
referred as behaviour approach where the individual viewed as committed to an organization
if he/she is bound by past actions of “sunk cost” (fringe benefit, salary as a function of age or
tenure) and the second one are referred as attitudinal approach where effective utility
Benefits is viewed as a more positive individual orientation towards the organization; here,
effective utility Benefits is defined as a state in which an employee identifies with a
particular organization and its goal, and he/she wishes to maintain membership in the
organization in order to facilitate its goals. Attitudinal utility Benefits is affective in nature;
employees are emotionally attached to the organization and view their goals and
organizational goals are similar

Schwarzwald et al (2017) study illustrates that utility Benefits was higher among employees
who had been promoted by considering internal labour market in the organization. Its
recognised a significant relationship between the development of human capabilities and
employee effective utility Benefits. The research finds a positive relation between the pay,
rewards and availability of such benefits and employees utility Benefits.

Gelaidan (2017) research recognized that the transformational leadership is positively related
with normative utility Benefits of employees. Research found that Employee ESI Benefits to
supervisors is positively related to job performance. Research justified that charismatic
leadership will enhance the effect of employee‟s effective utility Benefits. Study argues that
emotional attachment between colleagues in the workplace is a significant element for
Employee ESI Benefits towards the job as well as towards organization

Alikhani, et al (2018) study opined that there is a significant relationship between social
dependency and effective utility Benefits of employees. The research reveals that women
employees are more committed than men. It‟s found that there is a strong correlation between
employee‟s utility Benefits and job characteristics like job scope, job enrichment, job rotation
etc. Its argued that employees are more committed only when there is a good match between
what he get and what organization provides.

Butt, Khurshid and Hafeez (2018) Effective utility Benefits and ESI Benefits is very much
important for achieving organizational goals However; effective utility Benefits issues have
not been adequately researched and given any emphasis with special reference to the textile
industry of India. So this generates the gap which needs to be studied as it is a big industry in

17
India. studied effective utility Benefits of women working in leadership positions in Saudi
Arabia and found that effective utility Benefits plays an important role

Zahedi and Hadadi (2019) study recognized the significant relationship between fair and
adequate payment and employee‟s effective utility Benefits. The research revealed that poor
compensation is the main cause of the employee‟s dissatisfaction this leads to absenteeism,
lateness and strike etc. studies identified a significant relationship between safe work
environment and employees effective utility Benefits. Its argued that by providing fair and
reasonable working practices it is possible to enhance the employee‟s effective utility
Benefits.

Brown, et al (2019) high Employee ESI Benefits towards organization increases the job
satisfaction among employees, job performance, overall productivity, sales and also high
Employee ESI Benefits decreases employee turnover, intention to leave and absenteeism.)
study reveals that organizational factors like dependability, social processes and
organizational climate enhance individual factors to Employee ESI Benefits . The study
identified that unemployment is one of the important antecedent of employee‟s effective
utility Benefits. opined that the effective utility Benefits is the subset of Employee ESI
Benefits , which comprised to work utility Benefits, career utility Benefits and effective
utility Benefits

Cohen (2020) Due to their better competitiveness competitors of India, could achieve higher
export growth rate than India. One of the major determinants is the standard cost of
production in global textile and garment industries which determine international
competitiveness. Pakistan, Bangladesh and China are strong competitors of India with respect
to textile and garment manufacturing industry. To improve the performance of Indian textile
industry and to increase textile exports, it is necessary to focus on reducing labor costs,
increasing productivity of labor, reducing power cost, improving the hours of work , reducing
transport costs and reducing the VAT rates for apparels.

Steers & Porter (2020) Effective utility Benefits reflects an employee‟s identification and
involvement with a particular organization three dimensions: (i) a strong belief in the goal of
the organization and accepting it; (ii) a willingness to do unmatchable effort to achieve that
goal; (iii) a strong desire to be the part of the organization. The three drivers of Employee ESI
Benefits are fairness, trust and concern for employees. Providing right kind of light,
temperature, seating, and cleanliness, e-mail and telephone facility and supervisory care,

18
cooperation, team working and mentoring can enhance effective utility Benefits of the
employees. Effective utility Benefits has been a concern for employees and employers
because of the impact and influence it has on work performance. It is very much described in
human resources management and organizational behaviour literature as a key factor in
which help in describing the relationship between employees and their organizations.

Chaturvedi (2021) Effective utility Benefits being an important variable affecting largely the
possible stays of talented employees and also the job performance of an individual and hence
affects organization performance largely. According to Meyer and Allen (1997), “Individuals
who have strong affective utility Benefits remain in the organization because they feel they
want to, some with a stronger normative utility Benefits remain because they ought to and
those with strong continuance utility Benefits remain because they need to”. These three
fundamental components related to the effective utility Benefits have been found in literature
very frequently, such as: affective, continuance, and normative

Vandenberghe (2021) The context, direction and development of utility Benefits, as well as
the extent to which utility Benefits influences behaviour can result in confusion and debate.
Utility Benefits is the bond employees experience with their organisation. Broadly speaking,
employees who are committed to their organisation generally feel a connection with their
organisation, feel that they fit in and, feel they understand the goals of the organisation. The
added value of such employees is that they tend to be more determined in their work, show
relatively high productivity and are more proactive in offering their support . Organizational
performance; so an attempt has been made to examine the Effective utility Benefits of
Managerial Employees of Textile Industry.

19
 CHAPTER-III

3.1 RESEARCH METHODOLOGY

Research is a scientific and systematic search for pertinent information on a specific

topic. Research is an art of scientific investigation. According to Clifford Woody, “Research
comprises defining and redefining problems, formulating hypothesis or suggested solutions,
collecting, organizing and evaluating data, making deductions and reaching conclusions and
at last carefully testing the conclusions to determine whether they fit the formulating
hypothesis”.

3.1 TYPES OF RESEARCH DESIGN

Research design is the arrangement of conditions of collection and analysis of data in

a matter that aims to combine relevance to the research purpose with economy in procedure.

3.2 SOURCE OF DATA

Data was taken mostly through primary data. However company and product profiles
were referred too. A structured undisguised interview schedule was designed to collect data
source. The schedule method was opted since the method would help to concise amount of
information.

Data in the study are of two types:

i. Primary data
ii. Secondary data
PRIMARY DATA

The primary source of data is through Questionnaire.

SECONDARY DATA

The secondary source of information is based on the various details retrieved from
Journals, Websites and Magazines. The data for this study has been collected through
primary sources. Primary data for this study was collected with the help of Questionnaires
and evaluation feedback forms. The extra information was collected through interviews with
the employees at various companies.

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3.3 SAMPLING DESIGN

The design for this study is descriptive research design. This design was chosen as it
describes accurately the characteristics of a particular system as well as the views held by
individuals about the system. The views and opinions of employees about the system help to
study the suitability of the system as well as the constraints that might restrict its
effectiveness

SAMPLING TECHNIQUES

The sampling technique adopted for the purpose of the study is Non -probability
convenience sampling.

As the name implies a convenience sample means selecting particular units of the
universe to constitute a sample.

SAMPLE SIZE

The sample size of the study is 120. This sample is considered as representative.

3.4 ANALYTICAL DESIGN (STATISTICAL TOOLS)

Statistical tools like simple percentage and chi square used in the compilation and
computation of data.

 Simple percentage method

 Correlation
 Chi – square
 Anova

PERCENTAGE ANALYSIS

Percentage refers to a special kind of ratio. Percentage is used in making

comparison about two or more series of data. Percentage as also used to describe relationship.
It is also used to compare the relative terms of two or more series of data.

21
 Number of respondents
Percentage of respondents = ______________________ X 100
Total respondents

CHI-SQUARE

Chi-square was done to find out one way analysis between socio demographic variable
and various dimensions of the programme.
(O – E)2
= ______
E
O – Observed value
E – Expected value

CORRELATION

There are several different correlation techniques. The survey systems optional statistics
module includes the most common type, called the person or product moment correlation. The
latter is useful when you want to look at the relationship between two variables while removing
the effect of none or two other variables. Like all statistical techniques, correlation is only
appropriate for certain kinds of data. Correlation works for quantifiable data which numbers are
meaningful, usually quantities of some sort. It cannot be used for purely categorical data, such as
gender, brands purchased, or favourite colour.

∑

√ ∑ ∑

22
ANOVA

Appraisal of progress, or ANOVA, is a solid certified method that is utilized to

show capability between at any rate two systems or parts through importance tests. It
likewise shows us an approach to manage make various appraisals a few group induces.
The Anova test is performed by seeing two sorts of grouping, the variety between the
model derives, comparatively as the combination inside the entirety of the models. Under
alluded to equation watches out for one way Anova test encounters:

23
 CHAPTER – IV

DATA ANALYSIS AND INTERPRETATION

TABLE – 4.1

GENDER OF THE RESPONDENTS

Gender Respondents Percentage

Male
77 64.2
Female
43 35.8
Total 120 100.0

Source: Primary Data

INTERPRETATION

The above table indicates that 64.2% of the respondents are male and 35.8% of the
respondents are respondents.

Majority 64.2% of the respondents are male.

24
 CHART – 4.1

GENDER OF THE RESPONDENTS

25
 TABLE – 4.2

AGE OF THE RESPONDNTS

Age Respondents Percentage

Below 20 years 47 39.2

21-30 years 31 25.8
31-40 years 19 15.8
Above 40 years 23 19.2
Total 120 100.0
Source: Primary Data

INTERPERTATION

It is evident from the above table that 39.2% of the respondents are in the age group
of Below 20 years, 25.8% of the respondents are in the age group 21-30 years, 15.8% of the
respondents are in the age group 31-40 years, and remaining 19.2% of the respondent‟s age
group is above 40 years.

Maximum 39.2% of the respondents are in the age group of Below 20 years.

26
 CHART – 4.2

AGE OF THE RESPONDNTS

27
 TABLE - 4.3
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

Educational Qualification No. Of Respondent Percentage

Illiterate 45 37.5

SSLC/HSC 33 27.5

UG 21 17.5

PG 21 17.5

Total 120 100.0

Source: primary data

INTERPRETATION

The above table clearly shows that 37.5% of the respondents are Illiterate
qualification, 27.5% of the respondents are SSLC/HSC qualification, and 17.5% of the
respondents are both UG and PG qualification.

Maximum 37.5% of the respondents are Illiterate qualification.

28
 CHART - 4.3
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS

29
 TABLE – 4.4

MARITAL STATUS OF THE RESPONDENTS

Marital Status Respondents Percentage

Married
49 40.8
Unmarried
71 59.2
Total 120 100.0

Source: Primary Data

INTERPRETATION
The above table clearly indicates that 40.8%.of the respondents are got married and
59.2% of the respondents are unmarried.

Majority 59.2% of the respondents are unmarried.

30
 CHART – 4.4

MARITAL STATUS OF THE RESPONDENTS

31
 TABLE – 4.5

EXPERIENCE OF THE RESPONDENTS

Experience Respondents Percentage

Below 5 years
32 26.7

5-7 years
22 18.3

7- 10 years
29 24.2

Above 10 years
37 30.8
Total 120 100.0

Source: Primary Data

INTERPRETATION
The above table clearly shows that nearly 26.7% of the respondents are Below 5
years of experience, 18.3% of the respondents are 5-7 years of experience, 24.2% of the
respondents are 7- 10 years of experience, and 30.8% of the respondents are Above 10 years
of experience.

Maximum 30.8% of the respondents are Above 10 years of experience.

32
 CHART – 4.5

EXPERIENCE OF THE RESPONDENTS

33
 TABLE - 4.6
MONTHLY INCOME OF THE RESPONDENTS

Monthly Income No. of Respondent Percentage (%)

Below Rs. 10000 30 25.0

Rs. 10001-15000 46 38.3

Rs.15000-20,000 29 24.2

Above Rs.20,000 15 12.5

Total 120 100.0

Source: primary data

INTERPRETATION
The above table showing 25.0% of the respondents are earn to below Rs 5000
income, 38.3% of the respondent are earn to 5001-10000 income, 24.2% of the respondents
are earn to 10001-15000 income, and remaining 12.5% of the respondents are earn to Above
Rs.20,000 income.

Maximum 38.3% of the respondent are earn to 5001-10000 income.

34
 CHART - 4.6
MONTHLY INCOME OF THE RESPONDENTS

35
 TABLE - 4.7
CHARACTERISTIC FEATURES OF EMPLOYEE BENEFITS IN THIS FIRM
Characteristic Respondents Percentage

Job more productive 34 28.3

positive cost 43 35.8

Finance employee benefit 24 20.0

Jobs offered boosting 19 15.8

Total 120 100.0

Source: primary data

INTERPRETATION

The above table shows that 28.3% of the respondents are features of Job more
productive, 35.8% of the respondents are features of positive cost, 20.0% of the respondents
are features of Finance employee benefit, and 15.8% of the respondents are features of Jobs
offered boosting.

Maximum 35.8% of the respondents are features of positive cost

36
 CHART – 4.7
CHARACTERISTIC FEATURES OF EMPLOYEE BENEFITS IN THIS FIRM

37
 TABLE - 4.8
EMPLOYEE BENEFITS AND ADVANTAGES
Advantages Respondents Percentage

High employee productivity 35 29.2

Reduced absenteeism 42 35.0

Excellent team players 21 17.5

Strong advocates 22 18.3

Total 120 100.0

Source: primary data

INTERPRETATION
The above table shows that, 29.2% of the respondents are High employee
productivity, 35.0% of the respondents are Reduced absenteeism, 17.5% of the respondents
are Excellent team players, and remaining 18.3% of the respondents are Strong advocates.

Maximum 35.0% of the respondents are reduced absenteeism.

38
 CHART - 4.8
EMPLOYEE BENEFITS AND ADVANTAGES

39
 TABLE - 4.9
TECHNIQUES ARE GENERALLY HELPFUL IN IMPROVING IN THIS
ORGANISATION
Techniques Respondents Percentage

Effective Communication
41 34.2
System
Concern for People 38 31.7
Participative Decision
25 20.8
Making
Technological Changes 10 8.3
Others 6 5.0
Total 120 100

Source: primary data

INTERPRETATION
The above table shows that, 34.2% of the respondents are helpful in Effective
Communication System, 31.7% of the respondents are helpful in Concern for People, 20.8%
of the respondents are helpful in Participative Decision Making, 8.3% of the respondents are
helpful in Technological Changes, and remaining 5.0% of the respondents are helpful in
Others.

Maximum 34.2% of the respondents are helpful in Effective Communication System.

40
 CHART- 4.9
TECHNIQUES ARE GENERALLY HELPFUL IN IMPROVING IN THIS
ORGANISATION

41
 TABLE - 4.10
COMMITTED EMPLOYEES OFFER PLENTY OF BENEFITS IN YOUR

Offer Respondents Percentage

Yes 93 77.5

No 27 22.5

Total 120 100.0

Source: primary data

INTERPRETATION
The above table shows that 77.5% of the respondents are employees offer plenty of
benefits in your organization, and 22.5% of the respondents are does not employees offer
plenty of benefits in your organization.
Majority 77.5% of the respondents are employees offer plenty of benefits in your
organization.

42
 CHART - 4.10
COMMITTED EMPLOYEES OFFER PLENTY OF BENEFITS IN YOUR
ORGANIZATION

43
 TABLE - 4.11
FACTORS AFFECTING IN THIS EMPLOYEE BENEFITS AND COMMITMENT
Factors Respondents Percentage

Encourages involvement 47 39.2

job and trusts 42 35.0

Goals and objectives 20 16.7

company offers 11 9.2

Total 120 100

Source: primary data

INTERPRETATION
The above table shows that, 39.2% of the respondents are Encourages involvement,
35.0% of the respondents are job and trusts, 16.7% of the respondents are Goals and
objectives, and remaining 9.2% of the respondents are company offers.
Maximum 39.2% of the respondents are Encourages involvement

44
 CHART - 4.11
FACTORS AFFECTING IN THIS EMPLOYEE BENEFITS AND COMMITMENT

45
 TABLE – 4.12
EMPLOYEE BENEFITS AND SERVICE PROGRAMMES IN THIS FIRM
Service Respondents Percentage

Highly Satisfied 44 36.7

Satisfied 24 20.0
Neutral 37 30.8
Dissatisfied 9 7.5

Highly Dissatisfied 6 5.0

Total 120 100.0

Source: primary data

INTERPRETATION
The above table shows that, 36.7% of the respondents are Highly Satisfied with
service, 20.0% of the respondents are Satisfied with service, 30.8% of the respondents are
Neutral with service, 7.5% of the respondents are Dissatisfied with service, and 5.0% of the
respondents are Highly Dissatisfied with service.
Maximum 36.7% of the respondents are Highly Satisfied with service.

46
 CHART – 4.12
EMPLOYEE BENEFITS AND SERVICE PROGRAMMES IN THIS FIRM

47
 TABLE - 4.14
BENEFITS PROVIDES TO EMPLOYEE IN THIS FIRM
Benefits Provides Respondents Percentage

Medical insurance 35 29.2

Retirement plans 46 38.3

Paid sick leave 24 20.0

Flexible work hours 15 12.5

Total 120 100.0

Source: primary data

INTERPRETATION
The above table shows that, 29.2% of the respondents are provides to Medical
insurance, 38.3% of the respondents are provides to Retirement plans, 20.0% of the
respondents are provides to Paid sick leave, and 12.5% of the respondents are provides to
Flexible work hours.
Maximum 38.3% of the respondents are provides to Retirement plans.

48
 CHART - 4.14
BENEFITS PROVIDES TO EMPLOYEE IN THIS FIRM

49
 TABLE - 4.15
ORGANIZATIONAL DETERMINED IT HELPS PREDICT EMPLOYEE
Helps predict Respondents Percentage

Yes 106 88.3

No 14 11.7

Total 120 100.0

Source: primary data

INTERPRETATION
The above table shows that, 88.3% of the respondents are organizational determined it
helps predict employee, and 11.7% of the respondents are does not organizational determined
it helps predict employee.
Majority 88.3% of the respondents are organizational determined it helps predict
employee.

50
 CHART - 4.15
ORGANIZATIONAL DETERMINED IT HELPS PREDICT EMPLOYEE

51
 TABLE - 4.16
EMPLOYEES ARE HIGHLY PRODUCTIVE IN THIS FIRM
Productive Respondents Percentage

Strongly agree 49 40.8

Agree 33 27.5

Neutral 19 15.8

Disagree 13 10.8

Strongly Disagree 6 5.0

Total 120 100

Source: primary data

INTERPRETATION
The above table shows that, 40.8% of the respondents are Strongly agree with highly
productive, 27.5% of the respondents are agree with highly productive, 15.8% of the
respondents are Neutral with highly productive, 10.8% of the respondents are Disagree with
highly productive, and remaining 5.0% of the respondents are Strongly Disagree with highly
productive.
Majority 40.8% of the respondents are Strongly agree with highly productive

52
 CHART - 4.16
EMPLOYEES BENEFITS ARE HIGHLY PRODUCTIVE IN THIS FIRM

53
 TABLE – 4.17
ESI BENEFITS RELATED TO SUPERIOR BUSINESS PERFORMANCE
Performance Respondents Percentage

Highly Satisfied 47 39.2

Satisfied 32 26.7

Neutral 23 19.2

Dissatisfied 13 10.8

Highly Dissatisfied 5 4.2

Total 120 100.0

Source: primary data

INTERPRETATION
The above table shows that, 39.2% of the respondents are Highly Satisfied with
business performance, 26.7% of the respondents are Satisfied with business performance,
19.2% of the respondents are neutral with business performance, 10.8% of the respondents
are Dissatisfied with business performance, and remaining 4.2% of the respondents are
Highly Dissatisfied with business performance.
Maximum 39.2% of the respondents are Highly Satisfied with business performance.

54
CHART – 4.17

55
 TABLE – 4.18
EMPLOYEES FEEL MOTIVATED AND RESPECTFUL TOWARDS THE
ORGANIZATION

Motivated Respondents Percentage

Highly Satisfied
41 34.2
Satisfied
39 32.5
Neutral
21 17.5
Dissatisfied
13 10.8
Highly Dissatisfied
6 5.0
Total 120 100.0

Source: primary data

INTERPRETATION
The above table shows that, 34.2% of the respondents are Highly Satisfied with
employee motivated, 32.5% of the respondents are Satisfied with employee motivated, 17.5%
of the respondents are neutral with employee motivated, 10.8% of the respondents are
Dissatisfied with employee motivated, and remaining 5.0% of the respondents are Highly
Dissatisfied with employee motivated.
Maximum 34.2% of the respondents are Highly Satisfied with employee motivated.

56
 CHART – 4.18
EMPLOYEES FEEL MOTIVATED AND RESPECTFUL TOWARDS THE
ORGANIZATION

57
 TABLE - 4.19
IMPROVE ORGANIZATIONAL COMMITMENT AND EMPLOYEE BENEFIT IN
THIS FIRM

Improve Respondents Percentage

Increased profitability 52 43.3

Productivity 29 24.2

Employee retention 17 14.2

Reduce employee stress 22 18.3

Total 120 100.0

Source: primary data

INTERPRETATION
The above table shows that, 43.3% of the respondents are improve to Increased
profitability, 24.2% of the respondents are improve to Productivity, 14.2% of the
respondents are improve to Employee retention, and remaining 18.3% of the respondents
are improve to Reduce employee stress

Majority 43.3% of the respondents are improve to Increased profitability.

58
 CHART - 4.19
IMPROVE EMPLOYEE BENEFIT IN THIS FIRM

59
 TABLE - 4.20
BENEFITS OF EMPLOYEE TRAINING AND DEVELOPMENT IN THIS FIRM

Training Respondents Percentage

Highly Satisfied 48 40.0

Satisfied 25 20.8

Neutral 23 19.2

Dissatisfied 16 13.3

Highly Dissatisfied 8 6.7

Total 120 100

Source: primary data

INTERPRETATION
The above table shows that, 40.0% of the respondents are Highly Satisfied with
training and development, 20.8% of the respondents are satisfied with training and
development, 19.2% of the respondents are neutral with training and development, 13.3% of
the respondents are with training and development, and remaining 6.7% of the respondents
are highly dissatisfied with training and development.
Majority 40.0% of the respondents are Highly Satisfied with training and
development.

60
 CHART - 4.20
BENEFITS OF EMPLOYEE TRAINING AND DEVELOPMENT IN THIS FIRM

61
 TABLE NO – 4.21

FACTORS INFLUENCING TO ORGANIZATIONAL COMMITMENT IN THIS

FIRM

Highly Highly
Level satisfied Satisfied Neutral Dissatisfied dissatisfied

Res Per Res Per Res Per Res Per Res Per

Job satisfaction
46 38.3% 39 32.5% 14 11.7% 13 10.8% 8 6.7%
Managerial
30 25.0% 47 39.2% 24 20.0% 14 11.7% 5 4.2%
support
Role ambiguity 47 39.2% 28 23.3% 23 19.2% 13 10.8% 9 7.5%
Empowerment
46 38.3% 26 21.7% 24 20.0% 13 10.8% 11 9.2%

Employability
47 39.2% 28 23.3% 23 19.2% 15 12.5% 7 5.8%

Source: Primary Data

INTERPRETATION

Thus the table shows that 38.3% of the respondents are Highly satisfied with Job
satisfaction, 39.2% of the respondents are satisfied with Managerial support, 39.2% of the
respondents are Highly satisfied with Role ambiguity and Employability, and remaining
38.3% of the respondents are Highly satisfied with Empowerment.

The maximum 39.2% of the respondents are Highly satisfied with Role ambiguity and
Employability.

62
 CHART NO – 4.21

FACTORS INFLUENCING TO ORGANIZATIONAL COMMITMENT IN THIS

FIRM

63
 TABLE NO – 4.22

VARIOUS PARAMETERS AS FAR AS IS CONCERNED POSITIVE

RELATIONSHIP BETWEEN EMPLOYEES FIRM

Highly Highly
Level satisfied Satisfied Neutral Dissatisfied dissatisfied

Res Per Res Per Res Per Res Per Res Per

Role and
52 43.3% 29 24.2% 18 15.0% 14 11.7% 7 5.8%
responsibility
Leadership and
48 40.0% 27 22.5% 21 17.5% 18 15.0% 6 5.0%
management
Work
46 38.3% 30 25.0% 21 17.5% 13 10.8% 10 8.3%
environment
Work life
49 40.8% 26 21.7% 20 16.7% 16 13.3% 9 7.5%
balance
Rewards and
47 39.2% 25 20.8% 24 20.0% 16 13.3% 8 6.7%
Recognition

Source: Primary Data

INTERPRETATION

Thus the table shows that 43.3% of the respondents are Highly satisfied with Role and
responsibility, 40.0% of the respondents are Highly satisfied with Leadership and
management, 38.3% of the respondents are Highly satisfied with Work environment, 40.8%
of the respondents are Highly satisfied with Work life balance, and remaining 39.2% of the
respondents are Highly satisfied with Rewards and Recognition.

The majority 43.3% of the respondents are Highly satisfied with Role and
responsibility.

64
 CHART NO – 4.22

VARIOUS PARAMETERS AS FAR AS IS CONCERNED POSITIVE

RELATIONSHIP BETWEEN EMPLOYEES FIRM

65
4.23 CHI-SQUARE TEST

NULL HYPOTHESIS

HO: There is no significance relationship between Education Qualification and Employee

Benefits and Service Programmes in this firm.

ALTERNATIVE HYPOTHESIS

H1: There is a significance relationship between Education Qualification and Employee

Benefits and Service Programmes in this firm.

Case Processing Summary

Cases

Valid Missing Total

N Percent N Percent N Percent

Education Qualification
* Employee Benefits
120 100.0% 0 .0% 120 100.0%
and Service
Programmes in this firm

Education Qualification * Employee Benefits and Service Programmes in this firm Cross
tabulation
Count Employee Benefits and Service Programmes in this firm

Highly Dissatisfie Highly

Satisfied Satisfied Neutral d Dissatisfied Total

Education Illiterate 44 1 0 0 0 45
Qualification SSLC/HSC 0 23 10 0 0 33

UG 0 0 21 0 0 21

PG 0 0 6 9 6 21

Total 44 24 37 9 6 120

66
 Chi-Square Tests
Asymp. Sig. (2-
Value df sided)

Pearson Chi-Square 2.468E2a 12 .000

Likelihood Ratio 239.790 12 .000

N of Valid Cases 120

a. 10 cells (50.0%) have expected count less than 5. The minimum expected
count is 1.05.

Symmetric Measures

Approx.
Value Sig.

Nominal by Contingency
.820 .000
Nominal Coefficient

N of Valid Cases 120

RESULT: Hence the value is less than 0.05, we accept null hypothesis and reject alternate
hypothesis. So there is no significant relationship between Education Qualification and
Employee Benefits and Service Programmes in this firm.

67
4.24 CORRELATION

The table shows that the relationship between Age of the respondents and
employees feel motivated and respectful towards the organization.

Correlations
employees feel motivated
and respectful towards
Age the organization
Age Pearson Correlation
1 .945**

Sig. (2-tailed) .000

N 120 120
employees feel motivated and Pearson Correlation
.945** 1
respectful towards the
organization Sig. (2-tailed) .000
N 120 120
Correlation is significant at the 0.01 level (2-tailed).

Correlations

employees feel
motivated and
respectful towards
Age the organization
Kendall's tau_b Age Correlation Coefficient 1.000 .927**
Sig. (2-tailed) . .000
N 120 120
**
employees feel motivated Correlation Coefficient .927 1.000
and respectful towards the Sig. (2-tailed) .000 .
organization
N 120 120
Correlation is significant at the 0.01 level (2-tailed).

RESULT: This is a positive correlation. There are relationships between Age of the
respondents and employees feel motivated and respectful towards the organization.

68
4.25 ANOVA ANALYSIS

NULL HYPOTHESIS Ho:

There is no significant relationship between Experience of the respondents and

employees are highly productive in this firm.

ALTERNATIVE HYPOTHESIS H1:

There is a significant relationship between Experience of the respondents and

employees are highly productive in this firm.

ANOVA
Sum of
Experience
Squares df Mean Square F Sig.

Between
150.700 4 37.675 265.938 .000
Groups

Within Groups 16.292 115 .142

Total 166.992 119

Multiple Comparisons

Dependent Variable: Experience

95%
Confidence

(I) employees are (J) employees are Mean Interval

highly productive in highly productive Difference (I- Std. Lower Upper

this firm in this firm J) Error Sig. Bound Bound

Tukey HSD Strongly agree Agree -1.502* .085 .000 -1.74 -1.27

Neutral -2.600* .102 .000 -2.88 -2.32

Disagree -2.653* .117 .000 -2.98 -2.33

Strongly Disagree -2.653* .163 .000 -3.10 -2.20

Agree Strongly agree 1.502* .085 .000 1.27 1.74

Neutral -1.099* .108 .000 -1.40 -.80

69
 Disagree -1.152* .123 .000 -1.49 -.81

Strongly Disagree
-1.152* .167 .000 -1.61 -.69

Neutral Strongly agree 2.600* .102 .000 2.32 2.88

Agree 1.099* .108 .000 .80 1.40

Disagree -.053 .135 .995 -.43 .32

Strongly Disagree -.053 .176 .998 -.54 .44

Disagree Strongly agree 2.653* .117 .000 2.33 2.98

Agree 1.152* .123 .000 .81 1.49

Neutral .053 .135 .995 -.32 .43

Strongly Disagree .000 .186 1.000 -.51 .51

Strongly Disagree Strongly agree 2.653* .163 .000 2.20 3.10

Agree 1.152* .167 .000 .69 1.61

Neutral .053 .176 .998 -.44 .54

Disagree .000 .186 1.000 -.51 .51

LSD Strongly agree Agree -1.502* .085 .000 -1.67 -1.33

Neutral -2.600* .102 .000 -2.80 -2.40

Disagree -2.653* .117 .000 -2.89 -2.42

Strongly Disagree -2.653* .163 .000 -2.98 -2.33

Agree Strongly agree 1.502* .085 .000 1.33 1.67

Neutral -1.099* .108 .000 -1.31 -.88

Disagree -1.152* .123 .000 -1.40 -.91

Strongly Disagree -1.152* .167 .000 -1.48 -.82

Neutral Strongly agree 2.600* .102 .000 2.40 2.80

Agree 1.099* .108 .000 .88 1.31

Disagree -.053 .135 .698 -.32 .22

Strongly Disagree -.053 .176 .766 -.40 .30

Disagree Strongly agree 2.653* .117 .000 2.42 2.89

70
 Agree 1.152* .123 .000 .91 1.40

Neutral .053 .135 .698 -.22 .32

Strongly Disagree .000 .186 1.000 -.37 .37

Strongly Disagree Strongly agree 2.653* .163 .000 2.33 2.98

Agree 1.152* .167 .000 .82 1.48

Neutral .053 .176 .766 -.30 .40

Disagree
.000 .186 1.000 -.37 .37

Bonferroni Strongly agree Agree -1.502* .085 .000 -1.74 -1.26

Neutral -2.600* .102 .000 -2.89 -2.31

Disagree -2.653* .117 .000 -2.99 -2.32

Strongly Disagree
-2.653* .163 .000 -3.12 -2.19

Agree Strongly agree 1.502* .085 .000 1.26 1.74

Neutral -1.099* .108 .000 -1.41 -.79

Disagree -1.152* .123 .000 -1.50 -.80

Strongly Disagree -1.152* .167 .000 -1.63 -.67

Neutral Strongly agree 2.600* .102 .000 2.31 2.89

Agree 1.099* .108 .000 .79 1.41

Disagree -.053 .135 1.000 -.44 .34

Strongly Disagree -.053 .176 1.000 -.56 .45

Disagree Strongly agree 2.653* .117 .000 2.32 2.99

Agree 1.152* .123 .000 .80 1.50

Neutral .053 .135 1.000 -.34 .44

Strongly Disagree .000 .186 1.000 -.53 .53

Strongly Disagree Strongly agree 2.653* .163 .000 2.19 3.12

Agree 1.152* .167 .000 .67 1.63

Neutral .053 .176 1.000 -.45 .56

71
 Disagree .000 .186 1.000 -.53 .53

Sidak Strongly agree Agree -1.502* .085 .000 -1.74 -1.26

Neutral -2.600* .102 .000 -2.89 -2.31

Disagree -2.653* .117 .000 -2.99 -2.32

Strongly Disagree -2.653* .163 .000 -3.12 -2.19

Agree Strongly agree 1.502* .085 .000 1.26 1.74

Neutral -1.099* .108 .000 -1.41 -.79

Disagree -1.152* .123 .000 -1.50 -.80

Strongly Disagree -1.152* .167 .000 -1.63 -.67

Neutral Strongly agree 2.600* .102 .000 2.31 2.89

Agree 1.099* .108 .000 .79 1.41

Disagree -.053 .135 1.000 -.44 .33

Strongly Disagree
-.053 .176 1.000 -.56 .45

Disagree Strongly agree 2.653* .117 .000 2.32 2.99

Agree 1.152* .123 .000 .80 1.50

Neutral .053 .135 1.000 -.33 .44

Strongly Disagree

.000 .186 1.000 -.53 .53

Strongly Disagree Strongly agree 2.653* .163 .000 2.19 3.12

Agree 1.152* .167 .000 .67 1.63

Neutral .053 .176 1.000 -.45 .56

Disagree .000 .186 1.000 -.53 .53

The mean difference is significant at the 0.05 level.

72
HOMOGENEOUS
Experience
employees are Subset for alpha = 0.05
highly
productive in this
firm N 1 2 3

Student-Newman- Strongly agree 49 1.35

Keulsa Agree 33 2.85

Neutral 19 3.95

Disagree 13 4.00

Strongly
6 4.00
Disagree

Sig. 1.000 1.000 .925

Tukey HSDa Strongly agree 49 1.35

Agree 33 2.85

Neutral 19 3.95

Disagree 13 4.00

Strongly
6 4.00
Disagree

Sig. 1.000 1.000 .996

Duncana Strongly agree 49 1.35

Agree 33 2.85

Neutral 19 3.95

Disagree 13 4.00

Strongly
6 4.00
Disagree

Sig. 1.000 1.000 .727

Ryan-Einot-Gabriel- Strongly agree 49 1.35

Welsch F Agree 33 2.85

Neutral 19 3.95

73
 Disagree 13 4.00

Strongly
6 4.00
Disagree

Sig. 1.000 1.000 .982

Means for groups in homogeneous subsets are displayed.

a. Uses Harmonic Mean Sample Size = 14.412.

MEANS:

Significance level: 4%
RESULT
From the above analysis, we find that calculated value of the F-value is a positive
265.938 value, so H1 accept. Since the P value 0.000 is less than < 0.05 regarding there is a
significant relationship between Experience of the respondents and employees are highly
productive in this firm. The results are significant at 4 % level.

74
 CHAPTER V

FINDINDS, SUGGESTION AND CONCLUSION

5.1 FINDINGS

 Majority 64.2% of the respondents are male.

 Maximum 39.2% of the respondents are in the age group of Below 20 years.
 Maximum 37.5% of the respondents are Illiterate qualification.
 Majority 59.2% of the respondents are unmarried.
 Maximum 30.8% of the respondents are Above 10 years of experience.
 Maximum 38.3% of the respondent are earn to 5001-10000 income.
 Maximum 35.0% of the respondents are using Continuance commitment.
 Maximum 35.8% of the respondents are features of positive cost
 Maximum 35.0% of the respondents are reduced absenteeism.
 Majority 77.5% of the respondents are employees offer plenty of benefits in your
organization.
 Maximum 39.2% of the respondents are Encourages involvement
 Maximum 36.7% of the respondents are Highly Satisfied with service.
 Maximum 38.3% of the respondents are provides to Retirement plans.
 Majority 88.3% of the respondents are ESI Benefits determined it helps predict
employee.
 Majority 40.8% of the respondents are Strongly agree with highly productive.
 Maximum 39.2% of the respondents are Highly Satisfied with business performance.
 Maximum 34.2% of the respondents are Highly Satisfied with employee motivated.
 Majority 43.3% of the respondents are improve to Increased profitability.
 Majority 40.0% of the respondents are Highly Satisfied with training and
development.
 The maximum 39.2% of the respondents are Highly satisfied with Role ambiguity and
Employability.
 The majority 43.3% of the respondents are Highly satisfied with Role and
responsibility.

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5.2 SUGGESTION

 The study states that to compete in this competitive market, the textile unit selected
needs to work constantly upon the areas that can create a difference from the Human
resource perspective, an effective human resource practices in all the departments can
make all the difference.
 Enhanced commitment of the employees increases the productive results of the
selected textile unit. So it is necessary to not to take employees commitment level for
granted.
 Research showed that the ESI Benefits helps in promoting bond among employees
and their organizations, which help in achieving the common goal of the organization.
 Therefore appropriate employee benefit should be followed by the organization to
help to convert employees „commitment into a speedy action.

5.3 CONCLUSION

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 Present study shows that organizational commitment has strong and positive association
with challenge & involvement and trust & openness. The results of this study confirm earlier
findings on the relationship between organizational commitment and employee benefits are
generally look into the ways which would help in increasing the commitment level of the
employees by giving them growth opportunities, best remuneration, reward which ultimately
increase their potential. The type of job person is doing, the benefits related to it and the
career growth opportunities affect the organizational commitment level of the employees.
The findings of the present study are significant for the Human Resource managers. No doubt
the results can‟t be specified but even then they are giving certain direction. Human resource
management practices are important tool for the growth of the organization they are strong
predictors of organizational commitment of managerial employees.

BIBLIOGRAPHY

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1. Lawler E. (2013), “The Ultimate Advantage: Organisational commitment and
Involvement Organisation”, Jossey-Bass,San Francisco.
2. Schein E.H. (2014), “Organisational commitment”, American Psychologist, 45, 109–
119
3. Gelaidan (2015)“Commitment in the Workplace: Toward a General Model. Human
Resource Management Review”, 11, 3, 299-326
4. Alikhani, A., Fadavi, A., & Mohseninia, S. (2016). An empirical investigation on
relationship between social capital and organizational commitment. Management
Science Letters, 4(2), 373-376.
5. Butt, Z., Khurshid, F. and Hafeez, A. (2017),”Organisational commitment of women
working in leadership
6. Positions in Saudi Arabia”, Int. J. Human Resources Development and Management,
14,1/2 /3,136–146.
7. Zahedi and Hadadi (2018) The Relationship between employee commitment and job
attitude and its effect on service quality
8. Chaturvedi,V. (2019), “A Study On Analyzing The Impact Of Organization
Commitment On Job Satisfaction And Role Stress (With Reference To Employees
Working In textile Industry In Madhya Pradesh Region)”, i-manager‟s Journal on
management, 8,3.
9. Vandenberghe, C., Bentein, K. and Stinglhamber, F. (2020), “ESI Benefits to the
organization, supervisor, and work group: antecedents and outcomes”, Journal of
Vocational Behavior, 64, 1, 47–71.

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 A STUDY ON AWARENESS AND EFFECTIVE UTILIZATION OF
ESI BENEFITS TOWARDS CHOLA SPINNING MILL PVT LTD
WITH REFERENCE TO VEPPADAI
1. Gender
a) Male [ ] b) Female [ ]
2. Age
a) Below 20 years [ ] b) 21-30 years [ ]
c) 31-40 years [ ] d) above 40 years [ ]
4. Education Qualification
a) Illiterate [ ] b) SSLC/HSC [ ]
c) UG [ ] d) PG [ ]
5. Marital status
a) Married [ ] b) Unmarried [ ]
6. Experience
a) Below 5 years [ ] b) 5-7 years [ ]
c) 7- 10 years [ ] d)Above 10 years [ ]
7. Monthly income level
a) Below Rs. 10000 [ ] b) Rs. 10001-15000 [ ]
c) Rs.15000-20,000 [ ] d) Above Rs.20,000 [ ]
8. What are the Characteristic Features of Employee Benefits in this firm?
a) Job more productive [ ] b) positive cost [ ]
c) Finance employee benefit [ ] d) Jobs offered boosting [ ]

9. What are the advantages of Effective Utilization Within employee benefits

a) High employee productivity [ ] b) Reduced absenteeism [ ]

c ) Excellent team players [ ] d) Strong advocates [ ]

10. What are the techniques are generally helpful in improving in this organisation
a) Effective Communication System [ ] b) Concern for People [ ]
c) Participative Decision Making [ ] d) Technological Changes [ ]
e) Others [ ]

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11. Whether committed employees offer ESI benefits in your organization

a) Yes [ ] b) No [ ]

12. What are the factors affecting in this Effective Utilization OF employee benefits and
commitment
a) Encourages involvement [ ] b) job and trusts [ ]
c) Goals and objectives [ ] d) company offers [ ]

13. How does Employee Benefits and Service Programmes in this firm
a) Highly Satisfied [ ] b) Satisfied [ ]
c) Neutral [ ] d) Dissatisfied [ ]
e) Highly Dissatisfied [ ]
14. What are the benefits provides to employee in this firm
a) Medical insurance [ ] b) Retirement plans [ ]
c) Paid sick leave [ ] d) Flexible work hours [ ]
15. If organizational commitment is determined it helps predict employee

a) Yes [ ] b) No [ ]
16. Are you agree with employees Benefits are highly productive in this firm

a) Strongly agree [ ] b) Agree [ ]

c) Neutral [ ] d) Disagree [ ]
e) Strongly Disagree [ ]
17. How does ESI Benefits related to superior business performance

a) Highly Satisfied [ ] b) Satisfied [ ]

c) Neutral [ ] d) Dissatisfied [ ]
e) Highly Dissatisfied [ ]
18. How do employees feel motivated and respectful towards the organization?

a) Highly Satisfied [ ] b) Satisfied [ ]

c) Neutral [ ] d) Dissatisfied [ ]
e) Highly Dissatisfied [ ]

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19. How does improve organizational and employee benefit in this firm

a) Increased profitability [ ] b) Productivity [ ]

c) Employee retention [ ] d) Reduce employee stress [ ]

20. How does feel about benefits of employee training and development in this firm

a) Highly Satisfied [ ] b) Satisfied [ ]

c)Neutral [ ] d) Dissatisfied [ ]
e) Highly Dissatisfied [ ]
21. Which the following factors influencing to Awareness and Effective Utilization of ESI
Benefits in This Firm?
Factors Highly Satisfied Neutral Dissatisfied Highly
Satisfied Dissatisfied
Job satisfaction
Managerial support
Role ambiguity
Empowerment
Employability

22. State the various parameters as far as the organizational Commitment is concerned
positive relationship between employees
Factors Highly Satisfied Neutral Dissatisfied Highly
Satisfied Dissatisfied
Role and responsibility
Leadership and
management
Work environment
Work life balance
Rewards and Recognition

23. If any suggestions

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