A STUDY ON INTERPERSONAL RELATIONSHIP

BETWEEN EMPLOYER AND EMPLOYEE AT

KITEX LIMITED, KIZHAKKAMBALAM
PROJECT REPORT

Submitted to Bharathiar University in the fulfilment

Of the requirement for the award of the degree of
MASTER OF BUSINESS ADMINISTRATION

Submitted by

AMAL BABU
Reg No. 1635F0034

Under the guidance of

Miss. Sainu Thambi Dr. S. Sundararajan

Company Guide Faculty Guide

DEPARTMENT OF MANAGEMENT SCIENCE

SANKARA INSTITUTE OF MANAGEMENT SCIENCE
COIMBATORE
June 2017
 DECLARATION

I hereby declare that this project report entitled “A STUDY ON

INTERPERSONAL RELATIONSHIP BETWEEN EMPLOYER AND
EMPLOYEE” is a bonafide report of the study undertaken by me,
under the supervision of Prof. Dr. S. Sundararajan, Department of
Management Science, SIMS, Coimbatore.

I also declare that this project report has not been submitted to
any other University or Institute for the award of any degree or
diploma.

Place: Coimbatore

Date: (Amal Babu)

 ACKNOWLEDGEMENT

There are many hands which made this study possible. First of all I thank
‘Almighty God’. Without his kindness and blessings, I would never have a
successful completion of my project work. I thank my parents who
extended the moral support to complete the project.
I sincerely reveal my high sensed gratitude and profound thanks to
project guide Prof. Dr. S. Sundararajan for his valuable guidance, co-
operation and suggestions throughout the period of this project work.

I express my sincere thanks to the management and staffs of KITEX

Ltd, for their expert guidance and suggestions. And I express my thanks to
the company guide Miss. Sainu Thambi who encouraged me by giving
valuable suggestions for doing this project work.

I sincerely thank my friends, relatives and all others who helped me

during the study.
 CONTENTS

Sl No Title Page No.

1 Introduction

2 Industrial Profile

3 Company Profile

4 Review of Literature

5 Research Methodology

6 Data Analysis &

Interpretation
7 Findings, Suggestions &
Conclusion
8 Appendix

9 bibliography
INTRODUCTION
 1. GENERAL INTRODUCTION
An association between individuals working
together in the same organisation is called interpersonal
relationship. An individual spends around seven to eight hours at his
workplace and it is practically not possible for him to work alone.
One need people to talk to and discuss various issues at the
workplace. Research says productivity doubles when individuals
work in group as compared to an individual working alone. Just like
any other personal relation, interpersonal relationships at the
workplace also depend upon trust, faith, and respect. Both types of
relation require investment of time.
Today’s fast moving business environment
demand’s that the effective manager be both a well-organized
administrator and highly adopt in understanding employee’s basic
needs and behaviour in the workplace. Gaining commitment,
nurturing talent, and ensuring those employees are motivated and
productive requires open communication and trust between
manager and employees. Managing employees will help the
organisation to the fundamentals of successful management
techniques that will enable to get the best out of the people who
work for the organisation. It also demonstrates how, by identifying
and avoiding common problems, managers can turn potential failure
into success for the organisation.
Thus, relationship at the workplace helps to
minimize various problems among employees and induce a feeling of
happiness, cheerfulness, and confidence among employees. In the
light if above, selected the KITEX LIMITED to know about the
employer and employee relationship in the organisation on the basis
of convenience sample.
2. SIGNIFICANCE OF STUDY

An individual spends around eight to nine hours in

his organisation and it is practically not possible for him to work
all alone. Human beings are not machines that can work at a
stretch. They should be considered as emotional beings are
have thoughts and feelings to share among others. An
individual working in isolation is more prone to stress and
anxiety. They hardly enjoy their work and attend office just for
the sake of it. Individual working alone find their job
monotonous. It is essential for an employee to have
trustworthy fellow workers around him, so that he could
express his emotions and ideas among other co-workers’.

A good interpersonal relation improves the morale

of the employees in an organisation works with a feeling of
unity among goals of themselves and their employers which.
This causes an optimistic feeling among the employees that
employers and employees together and responsible for the
gains of the organisation. The employer in his turn must realise
that the gains of the organisation are not for him alone but
should be shared equally and generously among his employees.
In other words complete unity of thoughts and actions is the
main achievement of interpersonal relationship. It increases
the place of employees in the society and their ego is satisfied.
It naturally affects production as co-operative efforts alone can
produce great results.

Thus, it is evident that good interpersonal relations

are the basis of higher production with minimum cost and
higher profits. It also results in increased efficiency of workers.
New and new projects may be introduced for welfare of the
 workers and to promote the morale of the people at work. An
economy organised for planned production and distribution,
aiming at the relation of social justice and welfare of the
message can function effectively only in an Atmosphere of
individual peace. If the twin objective of rapid national
development and increased social justice are to be achieved,
there must be harmonious relationship between management
and labour.

3. STATEMENT OF THE PROBLEM

The main focus of the research is making a study on

“Interpersonal relationship between employer and employee”
at Kitex limited kizhakkambalam. To analyse this problem
acquiring accurate information from employees.

4. OBJECTIVES

Primary objective

 To analyse the interpersonal relationship prevailing at

KITEX LIMITED kizhakkambalam.

Secondary objective

 To investigate the factor influencing interpersonal

relationship between employer and employee.
 To reveal the difficulties in establishing a good
interpersonal relationship among employer and
employees.
  To find out the general opinion of employees towards the
management of the organisation with respect to their
level of satisfaction.

5. SCOPE OF THE STUDY

 This study covers the employees in different

departments of KITEX LIMITED Kizhakkambalam.
 The main of this study is to analyse the interpersonal
relationship between employer and employee.
 This study also investigate the factors which influencing
interpersonal relationship between employer and
employee.
 This study helps to improve the level of satisfaction of
employees.

INDUSTRY PROFILE
Industry and its Evolution
New innovations in clothing production, manufacture and
design came during the industrial revolution - These new wheels, looms,
and spinning processes changed clothing manufacturing forever. There
were various stages from a historical perspective, where the textile
industry evolved from being a domestic small-scale industry, to the
status of Supremacy it currently holds. The “Cotton Stage” was the first
stage in its history where textiles were produced on a domestic basis.

Clothing manufactured during the industrial revolution formed a

big part of the exports made by Great Britain. They accounted for almost
25% of the total exports made at that time doubling in the period
between 1701 and 1770. The centre of cotton industry in Great Britain
was Lancashire - and the amount of export from 1701 to 1770 had
grown ten times. However, wool was the major export item at this point
of time. In the industrial revolution era, a lot of effort was made to
increase the speed of the production through inventions such as flying
shuttle in 1773, the Flyer-and-Bobbin system, and the Roller spinning
machine by John Wyatt and Lewis Paul in 1738.

During this period cloth was made from the materials including
Wool, flax and cotton. The materials depended on the area where the
cloth was being produced, and time they were being made. In the latter
of half of the medieval period in the northern part of Europe, cotton
comes to be regarded as the important fibre. During the later phase of
the 16th century cotton was grown in the warmer climates of the
America and Asia.
 During the Industrial Revolution, new machines such as spinning
wheels and handlooms came into picture; making clothing materials
quickly became an organised industry as compared to the domesticated
activity it had been associated with before. A number of new
innovations led to industrialisation of textile industry in the Great
Britain. In the initial phases, textile mills were located in and around the
rivers since they were powered by water wheels. After the steam engine
was invented, the dependence on the rivers ceased to a great extent.

In the later phase of the 20th century, shuttles that were used in
the textile industry were developed and became faster and thus
more efficient. This led to the replacement of the older shuttles with
the new ones. Today, modern techniques, electronics and
innovations have led to a competitive, low-priced textile industry
offering almost any type of cloth or design a person could desire.
With its low cost labour base, China has come to dominate the global
textile industry.

2.3 GLOBAL SCENARIO

According to statistics, the global textile market possesses a

worth of more than $400 billion presently. In a more globalise
environment the industry has faced high competition as well as
opportunities. It is predicted that global textile production will grow
by 25% between 2002 and 2010 and Asian region will largely
contribute in this regard. High production of wool, cotton and silk
over the world has boosted the industry in the recent years.

Japan, India, Hong Kong and China became leading producers

due to their cheap labour supply, which is an important factor in the
industry. The World Trade Organisation (WTO) has taken many steps
for uplifting this sector. In the year 1995, WTO had renewed its MFA
and adopted Agreement on Textile and Clothing (ATC), which states
that all quotas on textile and clothing will be removed among WTO
member countries. However the level of exports in textiles from
developing countries is increasing even if in the presence of high
tariffs and quantitative restrictions by economically developed
countries. Moreover the role of multifunctional textiles, eco-textiles
and customised textiles are considered as the future of the textile
industry.

2.4 Indian Scenario

Textile industry in India is the second largest employment
generator after agriculture. It holds significant status in India as it
provides one of the most fundamental necessities of the people.
Textile industry was one of the earliest industries to come to
existence in India and it accounts for more than 30% of total exports.
In fact the Indian textile industry is the second largest in the world,
second only to China.

Textile industry is unique in terms of that it is an independent

industry, from the basic requirement of raw materials to the final
products, with huge value addition at every stage of processing.
Textile industry in India has vast potential for creation of employment
opportunities in the agricultural, industrial, organised and
decentralised sectors, rural and urban areas, particularly for women
and disadvantaged. Indian textile industry is constituted of the
 following segments- Ready-made Garments, Cotton Textiles including
Handlooms, Man-made Textiles, Woollen Textiles, Handicrafts, Coir
and Jute.

Till the year 1985, development of textile sector in India took place
in terms of general policies in 1985, for the first importance of the
textile sector was organised and a separate policy statement was
announced with regard to development of textile sector. In the year
2000, National textile policy was announced. Its main objective was
to provide cloth of acceptable quality at reasonable prices for the
vast majority of the country, to increasingly contribute to the
provision of sustainable employment and the economic growth of the
nation and to complete with confidence for an increasing share at the
global market. The policy also aimed at achieving the target textile
and apparel exports of US $50 billion by 2010 of which the share of
garments will US $25 billion.

Characteristics of Indian textile industry

a. India has rich resources of raw materials of textile industry. It

is One of the largest producers of cotton in the world and is also rich in
resources of fibres like polyester, silk, viscose etc…

b. India is rich in highly trained manpower. The country has a huge

advantage due to lower wage rates. Because of low

labour rates the manufacturing cost in textile automatically

comes down to very reasonable rates.

c. India is highly competitive in spinning sector and has presence in
almost all processes of the value chain.

d. Indian garment industry in very diverse in size, manufacturing facility,

type of apparel produced, quantity and quality of input, cost,
requirement for fabric etc. it compromises suppliers of ready-made
garments for both domestic or export markets.

e. Indian textile industry is highly fragmented in industry structure, and is

led by small scale companies. The reservation of production for very
small companies across the country, led substantial fragmentation that
distorted the competitiveness of industry. Smaller companies do not
have the fiscal resources to enhance technology or invest in the high-
end engineering processes. Hence they lose in productivity.

f. Indian labour laws are relatively unfavourable to the trades and there
is an urgent need for labour reforms in India.

g. India seriously lacks in trade pact memberships, which leads to

restricted access to the other major markets.

Problems Facing by Textile in India

The cotton textile industry is reeling under manifold problems.

The major problems are the following;

Sickness:-

Sickness is widespread in the cotton textile industry. After the

engineering industry, the cotton textile industry has the highest
industry incidence of sickness. As many as 125 sick units have been
taken over by the Central Government. Sickness is caused by various
reasons like the problems mentioned below.

Obsolescence:-

Plant, machinery and technology employed by a number of

units are obsolete. The need today is to make the industry
technologically up-to-date rather than expand capacity as such. This
need was foreseen quite some time back and schemes for
modernization of textile industry had been introduced. The soft loan
scheme was introduced a few years back and some units were able to
take advantage of the scheme and modernize their equipment.
However, the problem has not been fully tackled and it is of utmost
importance that the whole industry is technologically updated.

Govt. Regulations:-

Government Regulations like the obligation to produced

controlled cloth are against the interests of the country. During the
last two decades the excessive regulations exercised by the
government on the mill sector has promoted inefficiency in both
production and management. This has also resulted in a colossal
waste of raw materials and productive facilities. For example, the
mills are not allowed to use filament yarn in warp in order to protect
the interest of art silk and power loom sector which use this yarn to
cater to the affluent section of society.

Textile Industry in Kerala

 The first cotton textiles mill was established in 1883 in Kallai
near Kozhikode by P.S Santhappa Chettiyar and M. Guptan
Namboothiripaadu, known as Malabar Spinning and Weaving mill.
The commercial production was started at 1887. Later in 1976 the
mill was taken over by Government of Kerala and handed over to
Kerala state textiles corporation. The second mill presently called
Parvathi Mills Ltd. was started in 1884 by James Darragan, an English
man using 19 acres of land donated by the Maharaja of Travancore.
In 1888, the mill was sold to another business industrialist named AT
VIN. In 1932 the management was taken over by Kerala Textiles
Corporation. In April 1974, the mill was nationalised under sick
textiles undertaking (nationalisation) Act and was made a unit of
National Textile Corporation (NTC) Ltd Bangalore, which is a
subsidiary of NTC Delhi. Sitaram Textiles Ltd., another oldest mill was
established in 1903 as a Private Limited Company. Balarama Iyyer
started it. Later due to mismanagement and labour trouble, company
was liquidated in 1954.

The factory was gutted down due to fire in1959 and spinning
production was completely stopped. The government of Kerala
purchased this unit as a result of liquidation and public auction
in1972, with the modest start of these mills, the number of cotton
textile mill rose to 31. The Government of Kerala has announced in
state assembly on March 29, 1994, its Willingness to start 5 more
spinning mills, one each of Kasargod, Kozhikode, Trissur, Kottayam
and Malappuram along with the commissioning of corporative
spinning mill at Alappey with a spindle capacity of 6000 spindles.
 Cotton textile industries are concentrated in district of Trissur
and Palakkad followed by Ernakulum and Kannur. These four districts
together account for nearly 3/4th of spinning mills in Kerala. The
numbers of existing composite mills are quite low i.e., only four in
number, its growth till the last 10 years is nil. Due to the unprofitable
nature of composite mill, Malabar spinning and weaving mill
discontinued its weaving operation and concentrated on spinning
only. Calicut modern spinning mill once turned sick is now taken over
by a financially sound third party and found earnings before the last
decade. There are 7 cotton textile mills in Trissur including one
composite mill. Kottayam stands last in the list with only one state
owned mill.

There are 16 private mill in Kerala of which 14 are spinning mills

and the rest 2 are composite mills. The national textile corporation
has got under it, 4 spinning mills and 1 composite mill. The corporate
sector owns only 2 spinning mills. In Kerala the Trissur corporative
spinning mills with an installed spindle capacity of 12,000 spindles is
the smallest mill followed by Kathayee Cotton mills Limited with
14,860 spindles.

Another welcome feature was that a 100% export oriented

unit, Past Pin India Ltd. Started commercial production at Palakkad.
These units are located at Palakkad near Tamil Nadu border. Another
corporative mill, Alappey Corporative spinning mill at Kayamkulam is
yet to be commissioned. Out of the 31mills in Kerala, 14 are private
sector, 8 under National Textiles Corporation, 4 under Corporative
Sector and 5 under K.S.T.C.
Industry Competitor Analysis
Indian textile industry is one of the oldest and most significant
industries in the country. It accounts for around 4 per cent of gross
domestic product (GDP), 14 per cent of industrial production and
over 13 per cent of the country’s total export earnings. In fact, it is
the largest foreign exchange earning sector in the country. Moreover,
it provides employment to over 35 million people. The Indian textile
industry is estimated to be around US$ 52 billion and is likely to reach
US$ 115 billion by 2012. The domestic market is likely to increase
from US$ 34.6 billion to US$ 60 billion by 2012. It is expected that
India’s share of exports to the world would also increase from the
current per cent to around 7 per cent during this period. Textile
industry provides one of the most fundamental necessities of the
people. It is an independent industry, from the basic requirement of
raw materials to final products, with huge value-addiction at every
stage of processing. In fact, it is estimated that one out of every six
households in the country directly or indirectly depends on this
sector. Here we analyse the sector’s dynamics through Porter’s five-
force model.

Competitors in Textile Industry

a. Raymond Ltd. Mumbai
b. Grasim Industries Ltd. Nagda
c. S. Kumar. Kolkata
d. Reliance industries Ltd. Mumbai
e. Maftal Industries. Mumbai
f. Aravind Mills Ltd. Ahmadabad
 g. Nirmala Fabrics. Thane
h. Ramraj Cotton mills
i. The Bombay Deying & Manufacturing Pvt Ltd
j. MCR Cotton Mill

Threat of New Entrants

Indian Textile Industry is very dependent on personal contacts
and experience. The new actors would have to bring some kind of
client base along with the new establishment. Product differentiation
may constitute a barrier of entry as manufacturers are heavily
dependent on references and word of mouth. Without any
established client portfolio it is difficult to attract, endure increased
costs in creating sample collections to show potential customers.
Hence in start-up phase cost are not only associated with the
manufacturing required but also with the costs for designers and
creating samples. In the sense of reference dependency, barriers of
entry are considered as very strong. As the new entrant has limited
experience in textile manufacturing and there are no built up
relationships with customers, they might experience disadvantages
relative to the established competitors. Governmental policies do
affect the business establishment to some extent. An example of this
is subsidies, which are offered to companies establishing production
in certain regional areas. In addition to these potential barriers of
entrance, new entrants may have second thoughts about entering
the new market, if existing manufacturers may retaliate on new
entrants. The Indian textile industry though, has such a large
population of manufacturers so any new actors may hardly notice by
the competition, which minimizes the risk for retaliation.

Bargaining Power of Customers (Demand Scenario)

Global textile & clothing industry is currently pegged at around
US$ 440 billion. US and European markets dominate the global textile
trade accounting for 64% of clothing and 39% of textile market. With
the dismantling of quotas, global textile trade is expected to grow (as
per M.C. Kinsey estimates) to US$ 650 billion by 2012 (5 year CAGR of
10%). Although China is likely to become the ‘Supplier of Choice’,
other low cost producers like India would also benefit as the overseas
importers would try to mitigate their risk of sourcing from only one
country. The two-fold increase in global textile trade is also likely to
drive India’s exports growth. India’s textile export (at US$ 15bn in
2005) is expected to grow to US$ 40bn, capturing a market share
close to 8% by 2012. India in particular, is likely to benefit from the
rising demand in the home textiles and the apparels segment,
wherein it has competitive edge against its neighbours. Hence, the
bargaining power of customers is strong. For that reason, it is of
importance for a producer of apparel to differentiate their products
or production so it will not compete with price as primary mean.
Differentiation is accomplished either by quality or service.
Differentiation can be considered as especially important in the
Indian textile industry since contracts are usually set on short-term
basis and are rarely set more than six months ahead. Hence, there is
a need to tie the customer to manufacturers without the need to
explicit contracts. And thus, the bargaining power of the customer is
improved.

Bargaining Power of Suppliers (supply scenario)

India is a country where we have numerous players in textile
industry which all are varied in terms of size and power. There has
been increase in production and supply of textile products in last few
decades globally, mainly due to rapidly changing social and economic
structure of the countries worldwide. In the past few years, especially
after the removal of trade related tariffs and non-tariff barriers in
2005, Asian countries such as India, China, Hong Kong, and Japan
have emerged as major players in the particular industry, mainly due
to their changes on economic front and infrastructure developments.
The large number of available suppliers in India gives an initial
indication of a weak bargaining position for the supplier group.
Additionally, the supplier group lacks switching costs and has a low
level of product differentiation. This leads to great possibilities for
textile manufacturers to scout the supplier group for best terms and
prices for production. As a result, manufacturers can contact a large
number of suppliers and play suppliers against each other. Such
behaviours weaken the bargaining power of suppliers and as a result
push prices down and make prices similar among suppliers.

An advantage which the Indian Suppliers group has

capitalised on is, due to their ability to integrate forward in value
added chain, they have achieved a better bargaining position towards
textile manufacturing. As previously seen, companies in textile and
apparel have established forward to create vertically integrated
company groups. Deep relationships between manufacturers and
suppliers illustrate how important the textile manufacturing industry
is for the supplier group. An example of this is how suppliers and
manufacturers interact in activities such as research and
development (R&D). By this process the supplier obtains knowledge
on what customers downstream in the value added chain demand.

Threat of Substitute Products

Here the industry is dealing with production and marketing of
Longie’s, Mull, Bed sheets, Innerwear’s etc. these products are used
for a specific purpose only. So nothing can replace the particular
product. There are variations in types of clothing and material.
Variations in textile segment can also be identified as trends in
fashion and styles. Hence products within the apparel segment can
act as substitutes but the general conclusion still stands there’s no
substitute products.

Competitive Rivalry within the Industry

The textile manufacturing segment in India is made out of
numerous manufacturers which all are varies in terms of size and
power. It is a massive sector with thousands of companies producing
apparel. The apparent high growth rate of total textile exports
indicates that the rivalry between manufacturers is low. The growth
rate is high in certain product segments but even negative in others.
Hence, the rivalry between apparel manufacturers is diverse since
they enjoy different growth rates. Additionally textile as a perishable
product group is in the risk of temptations to cut priced when
demand slackens. For example, when there are recessions in the
business cycle apparel prices will drop significantly in price. Both
these factors exemplify and indicate that the rivalry between
manufacturers is high. As Indian apparel manufacturers are
pressurised to lower prices in order to stay competitive with
companies abroad, the overall rivalry within the industry gets
companies to expand their customer base in order to keep profits up.

COMPANY PROFILE
COMPANY PROFILE

KITEX Ltd is a prominent prodigy in the field of textile

industry began its spectacular display in 1975 at Kizhakkambalam,
Aluva, Ernakulum. This prestigious company is one of the 6th brand
divisions of ANNA Group. ANNA Group of companies is a celebrity
among the industrial giants of companies.

The company was established to set up an efficient industrial

estate to provide technical, industrial, financial and marketing
facilities to power loom owners and to create job opportunities to
educate unemployed. In the year 2000, company has entered into
the bag industry. In the market survey conducted in 2007 of
consumable products named “Top 20 products in Kerala”, KITEX got
11th rank.

HISTORY OF THE COMPANY

More than three decades age in 1968, when Mr M.C. Jacob

founded the Anna Aluminium Company, he made a break with the
past. Belonging to an affluent family of plantation owners, he
ventured into the risk world of manufacturing industry and hoped for
the best, while working very hard to make his maiden venture into a
great success. Today the group is involved in manufacturing of
aluminium sheets, circles, vessels and utensils, spices, and fabric,
school bags, garments and marine exports etc… the ‘Anna’ range
vessels and utensils are highly popular in domestic market and in the
 Middle East, U.S.A, Africa, and Australia. The group has a turnover of
200 Cr.

Anna Group, a multi core success story began in 1968 is now

spread heading the thrust into the new millennium. From a company
devoted to manufacture of aluminium vessels and utensils, it involves
spices and fabric, school bags, garments and marine exports. It has
emerged as a Multidimensional giant with interests in various fields
ranging from textiles to spices to baggage. Anna Group, where quality
is the buzz word has opened new vistas of exciting challenges. Today
Anna ranges of product are very popular in domestic market and
overseas.

Anna-Kitex Group is one of the leading industrial groups in the

state of Kerala employing more than 12,500 personnel for the past 40
years. The group is engaged in the manufacture of diverse products
like garments, textiles, school bags, travel bags, umbrellas, aluminium
utensils, kitchen appliances, branded spices, curry powders and ready
to eat food which is marketed in the famous brands of Kitex, Scooby-
day, Anna aluminium, Chackson and Sara’s. The Anna-Kitex Group is a
pioneer in the fashion industry Anna Group, Where quality – the
Buzzword – has built success.

Anna range of vessels and utensils are highly popular in the

Middle East, USA, Africa and Australia. The organisation comes under
Anna Group are as follows:

a. Kitex Limited
b. Anna Aluminium Company
 c. Sara’s
d. Kitex Garments

A. KITEX LIMITED

Anna Group’s weaving unit, Kitex Limited was established in 1975.

The company is engaged in the production of fabrics made of cotton and
other blends, grey cloth, bed sheets and lungies. Through the years,
company has carved a niche for itself in this highly competitive industry
with its tradition of world class quality.

Kitex is engaged in production of fabrics made of cotton and other

blends, grey cloths, bed sheets and lungies are available in four various
types – Executive, Medium Super, Medium and Economy all are priced
differently. Kitex white gives us an array of white dhothies single as well
as double. It comes with streaks of colours and gold to add to the looks.
Company is also having beautiful and wide range of bed sheets under
the label of Sweet Dreams. Through the year the company has carved a
niche for itself in this highly competitive industry with its tradition of
world class quality.

Kitex has a well-organised production department and is

committed to cent percentage quality in all the production process. In
the production department Kitex has 383 power looms and 22
automated looms. There are about 390 workers in the plant. They use
both automated and power looms in the production process. The annual
sale range is in between US $10 Million – US $50 Million. Kitex follows a
line organizational structure and their span of management id narrow
due to this they have the advantage like reinforcing authority
relationship by emphasis of status given, preventing cross
communication etc.

Kitex products are marketed through 2000 authorised dealers.

Kitex Fabrics are now exported to many parts of the world. Kitex is going
for a major expansion plan to augment the production capacity. At the
dawn of the new Millennium Kitex entered in to the luggage and
baggage industry under the brand name of Scoobee Day.

Vision of Kitex Ltd

A world class manufacturing company focusing on all around
business excellence through Quality Management System with
committed leadership, effective teamwork, delighted customers and
satisfied employees in an environment friendly organization.

Mission of Kitex Ltd

KITEX limited is committed to manufacture deliver fabrics and
processed fabrics as per the customer specification efficiently in a
professional and environment friendly manner, on time, and at the right
cost with a most customer satisfaction to become a world class
organization through continuous improvement.

POLICIES OF KITEX

The policies of KITEX Ltd are as follows:

  Customer satisfaction

 Social obligation

 Quality and standard products for domestic customers

 Profit maximization and consistency in the profitability level

 Optimum utilization of men, machine and materials

 Employee growth and satisfied work force

 Optimum inventory control

 Extensive marketing in Indian markets

 Autonomy in organizational hierarchy

 Production through environment friendly and safer methods

 Effective management practices and cost control system

 Consistent with diversified growth

ISO CERTIFICATION

KITEX got ISO 9001-2008 certification on February 2007, they are

committed to manufacturing and deliver the quality fabrics. Kitex Ltd is the
leading manufacture with ISO 9001-2008 certification in South India of all
variety of grieve fabrics, yard dyed fabrics, linen, cotton Lycia, polyester etc…

LEGAL FRAMEWORK OF THE COMPANY

Legal framework of the company means the rules and regulations,

which governs the company. To be more precise it means that the rules and
regulations that each and every employee or employers of an organization
should perform. It is also a detailed report on the right of each individual in the
organization and employer cannot dismiss a particular employee in the
organization without following certain procedures and they act within the legal
framework of the organization. It contains details regarding how an employee
should perform in an organisation or details of how an employee must behave
in the organization.

PRODUCT DETAILS
1. Lungies
a. Executive
Superior quality lungies are available in various designs and
Colours.
b. Medium Super
Comfortable lungies you will love to drape. Available in various
designs and colour combinations
c. Medium
Experience freedom and coolness with medium range of lungies;
comes to you in warm colours and in various designs.
d. Economy
After a hard day’s work, jump into lungi to ease your tension, to
sooth your senses and to feel relaxed.

2. Dhothies

a. Smart-line

White single dhothy with streaks of either dark red or dark blue or
dark green lines, which can be worn equally at home and
outdoors.

b. Smart-line Gold
 Cream colour single dhothy with streaks of Gold Jerry lines for
special occasions.

c. Ready-wear

Plain white single dhothy you will love to drape anywhere at any
time.

d. Samrat

Pure cotton white double dhothy with lines in 5 different colours

to choose from.

3. Bed Sheets

Following are the types of bed sheets

a. Sweet dreams 50

b. Sweet dreams 60

c. Sweet dreams double sheet

d. Double Side 60 Bed sheet + pillow covers

e. Solitude double bed sheet

f. Sweet dreams king knight

g. Duplex / Solitude bed sheets + 2 pillow covers

h. Soft dreams king size + 2 pillow covers

i. Sweet dreams DS + 2 pillow covers

4. Scoobee Day
Scoobee day is a pioneer in the branding of school bags in Kerala.
The brand is from Anna Group which is a major player in the textile
and aluminium products in the state.

School bags market is essentially dominated by the unorganized

sector. Except for a few national brands like Buck Back and Bata,
most of the players are local manufacturers. During the early 2000,
Anna Group launched the brand Scoobee Day in the school bag
sector. Scoobee day quickly captured the attention of the kids. One of
the reason for the quick attention and recall of the brand was the
brand’s phonetic resemblance to the popular comic character
Scoobee Doo.

Scoobee Day adopted the strategy of hooking kids. The brand

name itself was a hit and there was something more. The brand told
a story, the hero of the story is brand Mascot - a bee named Scoobee.

Scoobee Day is positioned as kid’s best friend. The brand

throughout its journey had told stories of how Scoobee helped the
kids in distress. The brand also had a tagline of “Scoobee Day en
changathi” (in Malayalam).

Scoobee’s success is a classic example of brands built on story

telling. The brand had a compelling story and it told the stories
consistently. Ehen entered a market dominated by unorganized
players, the critical factor for success lies in differentiation. Scoobee
Day differentiated it from the rest through strong brand elements
backed by product quality. Scoobee Day bags are compactly designed
with unique features that make it durable, colourful, comfortable and
easy to carry. The bag features anti strain shoulder padding and
acupressure buds especially designed to minimize the strain on back
and shoulders.

Scoobee day became a close comparison to all school going

kids. With shoulder strap cushions and rear padding for added
 comfort, Scoobee Day bags come in various colour combinations.
Using Ribstob fabric and leak proof material scoobee day bags are
attractively priced. The unique features include special pouch for
water bottles, Tiffin boxes and even secret pocket. To counter the
price competition from local player and cheap Chinese import,
Scoobee Day is flooding the market with freebies along with the bag.
Free offers include tiffin boxes, water bottles, pencil box etc…

Features

 Made from imported Diner Nylon for durability

 Shoulder strap cushion to prevent shoulder pain

 Soft padding and acupressure buds on the rear side to cushion

your back

 Unique stitching using strong nylon threads

 Zip guard to prevent water leaking into the bag

 Secret pocket to hold chocolate and money

 15 different colour combinations

 Special leak proof tiffin box pouch

5. Trawellday Bags
The company has ventured into new segment of bag production
as TRAWELLDAY bags. This wide ranges of luggage and baggage
products with latest trends and design and is made from imported
raw materials. The bags are priced premium and has good market
 share. The price range is from Rs.650/-to Rs.3000/-. The range
includes
a. Trolley bags
b. Travel bags
c. Business bags
d. Lap-top bags
e. Back-pack bags
f. Beauty case bags

6. Dago Bert Shirting and Suiting

Dago Bert Shirting and Suiting are woven from the finest cotton,
using the toughest materials that are soft to touch when draped on
your body. Featuring the most contemporary designs along with the
latest weaving techniques, Dago Bert Shirting and Suiting are
available in variety of colours and shades.

7. Agna and Adonis Inner Wear

Kitex has made its foray into the untapped lingerie segment with
brand names ADONIS and AGNA. ADONIS - inner wear for men and
AGNA - inner wear for ladies, with Anna group promise of quality,
both comes completely priced and ensure complete value for money.
ADONIS a range of defined vests and briefs and AGNA a range of Bras
and Panties ensure seamless fit and finish. Both brands use specially
processed fabric which feels smooth and healthy even on the soft
skin of new-borns. It provides ample space for stretching, bending
and rigorous exercise without tearing.
B. ANNA ALUMINIUM

Anna Aluminium is the flagship company of Anna Group engaged in the

manufacturing and marketing of Vessels and Utensils as per ISI
standards for past three decades. It is presently the only company
having ISI certification for vessels in Kerala. The company manufactures
vessels only pure aluminium ingots. The brand “ANNA” has become a
household name in Kerala due to its high quality and workmanship. The
company has more than 525 different varieties of vessels Inc. marketed
through more than 1200 dealer outlets in India.

Anna Aluminium has wide range of vessels to cater to all necessities

of modern day kitchen. Depending on various types of cooking and
dishes, Anna provides more than 525 varied vessels and utensils. The
products are made of high standards and strict adherence to quality. To
maintain this quality, vessels and utensils are made using 99.5% pure
aluminium. The Bureau of Indian standards awarded ISI hallmark for all
Anna Aluminium product.

CHAKSON is the brand name under which Anna Aluminium Company

markets its range of packaged household products. CHAKSON brand
Pressure Cooker commenced production in 1993. And the product
captured one fourth market share within a short span of 4 years. As a
hallmark of quality, Chakson Pressure Cooker is also approved by the
bureau of Indian Standards with its ISI certification. The company
intends to expand the capacity of the unit and produce new items like
Teflon coated utensils and Hard Anodized aluminium utensils.
 Chakson pressure cookers have proven its safety, efficiency
and convenience to the modern housewives. Within a short span of 4
years it has captured a sizable market share. Pressure cookers are
available from 2.5 litres to 10 litres and are made from 99.5% pure
aluminium. Chakson Terminal Cookers were introduced in the market
with the primary idea of conserving energy and saving considerable fuel
and money while cooking.

C. SARAS

Spices have been intimately bound up with the very fabric of Indian
life and culture. This has been so since human civilization began. Indian
spices have been witness to and often participants in history being made
and unmade. They have inspired perilous adventures, fuelled with
human greed, triggered momentous wars, forged lasting friendships and
caused the discovery unknown kinds to this day, Indian spices how sway
over millions around the world.

Sara Spices in the condiment producing unit of Anna group. It is

involved in the production and exporting of Curry powders, whole spices
etc. for the past few decades. Since its inception in the year 1076, Sara
Spices have come a long way, tingling the palates of gourmets the world
over its delicious range of Spices and Masala powders.

Sara Spices and curry powders are known for its high standards of
quality and hygiene and have won accolades at home as well as abroad.
It was awarded the AGMARK, the hallmark quality in India. Sara curry
powders include Jeera, Cardamom, and Ginger, Turmeric, Red chilli and
 Coriander. A wide range of masala powders are also available under this
brand; which include Meat masala, Sambar powder, Rasam powder, Fish
masala, Idly chutney, Garam masala, Pickle mix, Chicken masala,
Vegetable masala, Chana masala, Pav bhaji masala, Biryani masala and
Vindaloo masala.

Acclaimed for the highest standards of quality, Sara Whole Spices

and Curry Powders have been approved by:

 Food and Drug administration (FDA) of USA

 AGMARK of India

 Recognized by Spices Board of India

 Spice House Certificate

D. Kitex Garments
Kitex Garments Ltd is in the business of manufacturing and exporting
garments. The company manufactures different types of garments,
such as hosiers, shirts, pants, jackets and innerwear. The company
also exports children’s wear and jackets to the U.S.
 ORGANISATIONAL STRUCTURE

Chairman & M.D

Vice President

General Manager

Production Quality Purchase Marketing Finance Store HR &

Manager Manager Manager Manager Manager manager Administration
manager

Staff in Quality Purchase Assistant Manager Office

Charge Inspector Officer Manager Finance Assistant

Assistant Assistant Manager Manager

Supervisor Executive
Inspector Officer Administration HR
 Manager
Worker Manager Executive
Executive

REVIEW OF LITERATURE
A BRIEF HISTORY

In the early 70’s relationship between employers and

employees in work place was more of a collective relationship which
involves collective bargaining where representatives of both
employer and employees meet to negotiate on matters relating to
pay, terms of employment and working conditions, representatives
of employees are called as TRADE UNION. Organisations were
encouraged to recognise and work with trade unions so as to
improve the employment rights of workers through collective
bargaining.
However, in the early 1990’s like UK where trade
unionism were highly recognized witnessed a significant decline in
trade unionism, employee relations changed from the traditional
collective method of bargain to a more individualized method as a
result of increase in sophisticated HRM style initiative in
communication, participation and recognition.

HUMAN RESOURCE MANAGEMENT

Human resources are the set of individuals who make up

the workforce of an organisation, business sector, or economy.
“Human Capital” is sometimes used synonymously with human
resources, although human capital typically refers to a more narrow
view (i.e., the knowledge of the individual embody and economic
growth) likewise, other terms sometimes used include “Manpower”,
“Talent”, “Labour” or simply “People”.
 Human resources plays an important part of developing
and making a company or organisation at the beginning or making a
success at the end, due to the labour provided by the employees.
Human resource developing is to build a better employment
relations or relationship in the workforce, which in turn are human
resources. It also bring out the best work ethic of the employees and
therefore making a move to a better working environment.

Human resource management is a function in

organisations designed to maximize employee performance in
service of an employee’s strategic objectives. HR is primarily
concerned with the management of people within organisations,
focusing on policies and on system. HR departments and units in
organisations typically undertake a number of activities, including
employee benefits, design employee recruitment, “training and
development”, performance appraisal, and rewarding.

DEFINITION
The society for human resource management USA, the
world’s largest professional association devoted to human resource
management, defines HRM as” the formal structure within an
organisation responsible for all the decisions, strategies, factors,
principles, operations, functions, and method related to the
management of the people”.
HRM refers to activities by which and an organisation
recruit, select, train, develops, motivates and reward manpower.
According to Flippo “Human resource management is the planning,
organising, directing and controlling of the procurement,
development, compensation, integration, maintenance and
reproduction of human resource to the end that individual,
organisational and societal objectives are accomplished”.

SUPERIOR – SUBORDINATE RELATIONSHIP

Perhaps a superior- subordinate relationship is best
perceived and understood as a line that exists between the two, a
kind of psychological channel through which all communications,
reactions, and feelings must flow back and forth.
Through this relationship channel, each party
views, interprets, and react to the other. The openness-the amount
of freedom or naturalness, - of this line contributes to the equity or
tone of the relationship, which in turn, is the essence of the working
arrangements. Interpersonal relationship implies a good and positive
relationship between the employees and employers of a concern.
The good interpersonal relationship can help an industry effectively
and successfully. Under the mechanism of a good interpersonal
relationship, both employees and managers discuss the matter and
consult each other and before initiating any action that prop
confusions and misunderstanding disappear from the scene. It helps
establish and foster sound relationship between workers and
management by safeguarding their interest.
It avoids industrial conflicts and strikes by
developing mutuality among the interest of concerned parties. It
keeps, as a far as possible, strikes, lockouts and gherao at bay and
enhancing the economic status of the workers. Hence the study
attempts to understand the interpersonal relationship of the
employees at workplace of an organisation. It attempts to
understand the organisation and the general opinion of the
employees towards management.
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY

Research is defined as human activity based on intellectual

application in the investigation of matter. The primary purpose for applied
research is discovering, interpreting and the development of methods and
systems for the advancement of human knowledge on a wide variety of
scientific matters of our world and the universe. Research can use the scientific
method, but not need do so. Scientific research relies on the application of the
scientific method, a harnessing of curiously. This research provides scientific
information and theories for the explanation of the nature and the properties
of the world around us. It makes practical application possible.

Research in common parlance reference to a search for knowledge.

According to Clifford Woody “Research comprises of defining and redefining,
formulating hypothesis, collecting, organising, and evaluating data, making
deduction and at last carefully testing conclusions to determine whether they
fit the formulation of hypothesis”.

Definition of the problem

“A strong association between employees working together in the same

organisation is called INTERPERSONAL RELATIONSHIP. Employees must get
along well for a positive and healthy work environment at the workplace.”

The interpersonal relationship that an employee develops at his workplace is

a key to his career and job success. If he gets along harmoniously with his co-
workers and shares a special bond with them, then the positive interpersonal
relationship that develops fuels his work achievement, happiness, and success.
Universe of the study

Total population of KITEX LIMITED, KIZHAKKAMBALAM is 1400

Sample frame

Sample frame consist name list of the staff of KITEX LIMITED,

KIZHAKKAMBALAM, ALWAYE.

TYPE OF RESEARCH
This study is a descriptive research. It includes surveys and fact finding
enquiries of different kinds. The major purpose of descriptive research is
description of the stress as it exist present.

Population and sample size

The customers of cloth are the sample unit in the survey. The total population
1400, sample size chosen for this study is 50.

Data collection method

The data collection method used in this research is survey method. Here the
data is systematically recorded from the respondents.

Source of data

There are two types of data collection, namely primary data collection and
secondary data collection.

Primary data
The primary data is defined as the data, which is collected for the first time and
fresh nature, and happen to be original in character through survey.

There are many methods of collecting primary data and the main methods
include Questionnaire and Observation.

Secondary data
The secondary data are those which have already been collected by someone
else and have been passed through statistical process. The secondary data for
this study are already available in the firm’s internal records, annual reports,
broachers, and company website.

Methods of data collection

Questionnaire

For the project work, data is collected from staff using the questionnaire. In a
statistical enquiry the information thereafter collected through a printed
Performa (or sheet) in the form of a questionnaire. This sheet contains a series
of questions, which the investigators are supposed to ask the informants to
create answers against each individual question.

Tools of data collection

Percentage analysis:

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

comparison between two or more series of data. Percentage is used to
describe the relative terms distribution of two or more series of data.

Analytical tools:
After the collection of data each sample question is coded and tabulated and
then subject to analysis. The data obtained are analysed using the following
tools.

Techniques used for analysis (Diagrammatical

Representation)

Diagrams are used to represent the tabulated data diagrammatically as this

will give clear picture about the information collected. The diagram used
includes bar diagram, pie charts etc.
DATA ANALYSIS AND
INTERPRETATION
TABLE-1
Table showing the present working hours of the employees.
TIME NO.OF EMPLOYEES PERCENTAGE
9 am to 5 pm 60 60
9 am to 3 pm 8 8
8 am to 8 pm 2 2
Others 30 30
Total 100 100

GRAPH-1
Graph showing the present working hours of the employees.

present working hours of employees

30%

60%
2%

8%

9 am to 5 pm 9 am to 3 pm 8 am to 8 pm others

INTERPRETATION
The above chart shows more of the employees present working
hours are 9 am to 5pm.
TABLE -2
Table showing the satisfaction of present working hours.
OPTIONS NO.OF PERCENTAGE
RESPONDENT
Yes 80 80
No 20 20
Total 100 100

GRAPH NO.-2
Graph showing the present working hours
PERCENTAGE
yes no

20%

80%

INTERPRETATION
The above chart shows 80% of employees satisfied with
present working hours and 20% dissatisfied with present
working hours.
TABLE-3
Table showing that the employees are adjustable and flexible
to their environment.
OPTIONS NO.OF RESPONDENT PERCENTAGE
Yes 90 90
No 10 10
Total 100 100

GRAPH-3
Graph depicting the adjustability and flexibility of employees
towards their work environment.
100

90

80

70

60

50

40

30

20

10

0
YES NO
PERCENTAGE

INTERPRETATION
From the above chart it is clear that 90% are adjustable to
the environment, and the 10% are not adjustable to their
environment.
TABLE-4
Table showing the open and honest conversation among the
employees.
OPTIONS NO.OF RESPONDENT PERCENTAGE
Yes 96 96
No 4 4
Total 100 100

GRAPH-4
Table showing the open and honest conversation among the
employees.
PERCENTAGE

100
90
80
70
60
50
40
30
20
10
0
YES NO

PERCENTAGE

INTERPRETATION
The above chart shows that 96% have a positive attitude
while 4% have a negative attitude on the honest
conversation.
TABLE-5
Table showing that the required information is widely shared
trustfully in the organisation.
OPTIONS NO.OF RESPONDENT PERCENTAGE
Yes 78 78
No 22 22
Total 100 100

GRAPH-5
Graph showing that the required information is widely
shared trustfully in the organisation.

PERCENTAGE
90

80

70

60

50

40

30

20

10

INTERPRETATION
The above chart shows that the 78% are with positive
attitude and 22% are with negative attitude.
TABLE-6
Table showing whether the employees get adequate
guidance from supervisors or not.
OPTIONS NO.OF RESPONDENTS PERCENTAGE
Satisfactory 30 30
Good 58 58
Bad 8 8
Poor 4 4
Total 100 100

GRAPH-6
Graph showing whether the employees get adequate
guidance from supervisors or not.
PERCENTAGE

60

50

40

30

20

10

0
SATISFIED GOOD BAD POOR

PERCENTAGE

INTERPRETATION
The chart shows that 88% employees get adequate guidance
from supervisors and 12% are not get adequate guidance.
TABLE-7
Table showing the clarity of instructions given by superiors.
OPTIONS NO.OF PERCENTAGE
RESPONDENT
Yes 94 94
No 6 6
Total 100 100

GRAPH-7
Graph showing the clarity of instructions given by superiors.
PERCENTAGE

YES NO

INTERPRETATION
The above chart shows that 94% are satisfied with the
instructions given by the superiors and 6% are not satisfied.
TABLE-8
Table showing whether the employees get enough
motivations from the superiors or not.
OPTION NO.OF PERCENTAGE
RESPONDENT
Yes 88 88
No 12 12
Total 100 100

GRAPH-8
Graph showing whether the employees get enough
motivations from the superiors or not.
PERCENTAGE

12%

88%

YES NO

INTERPRETATION
The above chart shows that 88% employees get enough
motivation from superiors and 12% employees are not
satisfied.
TABLE-9
Table showing that the satisfaction level of employees on the
job skills and training programs from the superiors.
OPTIONS NO.OF RESPONDENT PERCENTAGE
SATISFIED 94 94
DISSATISFIED 6 6
TOTAL 100 100

GRAPH-9
Graph showing that the satisfaction level of employees on
the job skills and training programs from the superiors.
PERCENTAGE

100
90
80
70
60
50
40
30
20
10
0
YES NO

INTERPRETATION
The above chart showing that the 94% employees are
satisfied with the job skills and training programs from the
superiors and 6% are not satisfied.
TABLE-10
Table showing whether the employees get any welfare
measures or not.
OPTIONS NO.OF PERCENTAGE
RESPONDENTS
Yes 100 100
No 0 0
Total 100 100

GRAPH-10
Graph showing whether the employees get any welfare
measures or not.
PERCENTAGE

INTERPRETATION
The above chart shows that the employees get adequate
welfare measures. 100% employees are satisfied.
TABLE-11
Table showing which welfare measures are more essential to
the employees.
OPTIONS NO.OF STUDENTS PERCENTAGE
Hospital facility 60 60
Education facility 0 0
Travelling facility 10 10
Others 30 30
Total 100 100

GRAPH-11
Graph showing which welfare measures are more essential to
the employees.
PERCENTAGE

others

travel

education

hospital

0 10 20 30 40 50 60

INTERPRETATION
The above chart shows that more of the employees prefer
the hospital facility.
TABLE-12
Table showing welfare measures helps to raise the standard
of living.
OPTIONS NO.OF RESPONDENTS PERCENTAGE
Strongly agree 34 34
Agree 50 50
Disagree 10 10
Strongly disagree 6 6
Total 100 100

GRAPH-12
Graph showing welfare measures helps to raise the standard
of living.
Sales

strongly agree agree disagree strongly disagree

INTERPRETATION
Above chart shows that 84% employees are agree that
welfare measures helps to raise the standard of living. And
16%employees have negative approach.
TABLE-13
Table showing employee’s involvement in decision making.
OPTIONS NO.OF RESPONDENTS PERCENTAGE
Yes 68 68
No 32 32
Total 100 100

GRAPH-13
Graph showing employee’s involvement in decision making.
PERCENTAGE

70

60

50

40

30

20

10

0
YES NO

INTERPRETATION
The above chart shows that 68% employees participate in
decision making and 32% are not involved in decision making.
TABLE-14
Table showing whether the employees get any opportunity
to use new technology or not.
OPTIONS NO.OF RESPONDENT PERCENTAGE
Yes 78 78
No 22 22
Total 100 100

GRAPH-14
Graph showing whether the employees get any opportunity
to use new technology or not.
SALES
yes no

22%

78%

INTERPRETATION
The above chart shows that 78% employees get opportunity
to use new technology and 22% employees are not get such
facilities.
TABLE-15
Table showing efficiency of teamwork to get work done by
the employees.
OPTIONS NO.OF RESPONDENT PERCENTAGE
Strongly agree 36 36
Agree 48 48
Disagree 12 12
Strongly disagree 4 4
Total 100 100

GRAPH-15
Graph showing the efficiency of teamwork to get work done
by the employees.
PERCENTAGE

50
45
40
35
30
25
20
15
10
5
0
strongly agree agree strongly disagree disagree

INTERPRETATION
The chart shows that 84% employees agree teamwork in the
organisation.
TABLE-16
Table shows that whether the co-workers in the organisation
have a helping mentality or not.
OPTIONS NO.OF PERCENTAGE
RESPONDENT
Yes 72 72
No 28 28
Total 100 100

GRAPH-16
Graph shows that whether the co-workers in the organisation
have a helping mentality or not.
PERCENTAGE

no

yes

0 10 20 30 40 50 60 70 80

INTERPRETATION
The chart shows that 72% employees agree that co-workers
in the organisation have a helping mentality.
TABLE-17
Table showing whether the company provide reasonable
pension or post-retirement benefits or not.
OPTIONS NO.OF RESPONDENT PERCENTAGE
Yes 80 80
No 20 20
Total 100 100

GRAPH-17
Graph showing whether the company provide reasonable
pension or post-retirement benefits or not.
PERCENTAGE

80

70

60

50

40

30

20

10

0
yes no

INTERPRETATION
The chart shows that the 80% employees get reasonable
pension or post-retirement benefits. And 20% are not get
reasonable pension or post-retirement benefits.
TABLE-18
Graph showing that the performance is appraised justifiably.
OPTIONS NO.OF RESPONDENT PERCENTAGE
Satisfactory 18 18
Good 52 52
Bad 24 24
Poor 6 6
Total 100 100

GRAPH-18
Graph showing that the performance is appraised justifiably.

PERCENTAGE
poor
satisfied

bad

good

INTERPRETATION
The chart shows that the 70% employees agree that the
performance is appraised justifiably and 30% are not.
TABLE-19
Table showing that the employees are flexible to arrange the
work schedule to meet personal or family responsibilities or
not.
OPTIONS NO.OF RESPONDENT PERCENTAGE
Yes 78 78
No 22 22
Total 100 100

GRAPH-19
Graph showing flexibility of work schedule for the employees
by management.
percentage

no

yes

0 10 20 30 40 50 60 70 80 90

INTERPRETATION
The above chart shows that 78% are agrees that the
employees are flexible to arrange the work schedule to meet
personal or family responsibility.
TABLE-20
Table showing whether the employees face any stress in job
or not.
OPTIONS NO.OF RESPONDENT PERCENTAGE
Yes 58 58
No 42 42
Total 100 100

GRAPH-20
Graph showing whether the employees face any stress in job
or not.
PERCENTAGE
yes no

42%

58%

INTERPRETATION
Chart shows that 58% employees are face stress from their
job, 42% are not facing any stress.
TABLE-21
Table showing employees feeling of job security.
OPTIONS NO.OF PERCENTAGE
RESPONDENT
Satisfied 72 72
Dissatisfied 28 28
Total 100 100

GRAPH-21
Graph showing employees feeling of job security.
PERCENTAGE

SATISFIED DISSATISFIED

INTERPRETATION
Chart shows that 72% employees feeling job security and
28% are not.
TABLE-22
Table showing level of satisfaction regarding superior-
subordinate relationship.
OPTION NO.OF PERCENTAGE
RESPONDENT
Satisfied 84 84
Dissatisfied 16 16
Total 100 100

GRAPH-22
Graph showing level of satisfaction regarding superior-
subordinate relationship.
percentage

90

80

70

60

50

40

30

20

10

0
satisfied dissatisfied

INTERPRETATION
Chart shows that 84% of employees are satisfied
with present superior-s
FINDINGS, SUGGESTIONS
AND CONCLUSIONS
FINDINGS
With regard to all data collection and its interpretations, the
following findings can be drawn evidently:
1. It is analysed that, more of the employees are working on 9am
to 5pm, and almost employees satisfied with present working
hours.
2. Almost employees are satisfied with workplace environment,
and only a small percentage of employees are not satisfied.
3. Here exists a fairly efficient level of conversation among
employees and with the management.
4. Here keep clarity of communication but little lack of trust exists
in the organisation, which affect the passing of information
across the organisation.
5. There should be an improvement in recognising the potentials,
giving guidance and motivations.
6. The company provide sufficient welfare measures, more of the
employees prefer the hospital facility and other services like
canteen…
7. Most percentage employees were agrees that the welfare
measures provided by the company raise the standard of living.
But a small percentage of people have negative approach.
8. There exists a potential scope for the organisation to improve
the involvement of employees in decision making,
opportunities for using new technologies.
9. It adds to the pride of organisation that fairly good amount of
team work, spirit and helping mentality within the organisation.
10. Sufficient retirement benefits increase the job interest of
the employees.
11. Lack of proper performance appraisal measures create
negative approach in employees.
12. Some percentage of employees can’t arrange the work
schedule to meet personal or family responsibilities.
13. Almost employees were suffering stress from the job
because of job security and other many reasons.
14. The research analysis that, work stress one of the reason
to make difficulty in employer-employee relation.
15. In respect of employee satisfaction level, the general
opinion of employees towards management and interpersonal
relation is positive.
SUGGESTIONS
1. Firm should conduct awareness program for employees.
2. Firms should improve current training programs and include
variety of training techniques.
3. The superiors should ensure that the employee participation in
work and also improve the involvement in work.
4. Ensuring employee satisfaction level on working environment.
5. Improve the trust of employees on information passed by the
superiors.
6. More of the employees prefer hospital facility provided by the
company, so provide extra facilities related to such facility.
7. Employees want to identify with corporate principles.
8. Employees want to be appreciated and recognised for a job
well done.
9. Employees want to be paid competitively.
10. To give chances to doing challenging work to the
employees.
11. Employees want be knowledgeable about the company’s
effectiveness and its activities.
12. To give adequate assistance in balancing their work and
family needs of employees.
13. Promote the factors which make good industrial relations
and reduce the factors which make the difficulties in employer-
employee relation.
14. Protect and maintain the satisfaction level of
interpersonal relationship of employee and employer.
CONCLUSION

The ultimate aim of every organisation is to earn

profit the long run while providing quality of services and
satisfaction to its customers and most importantly, its
employees. Since it is the employees who constitute an
organisation, their efficient performance in turn depends on
how satisfied they are with their workplace relationship.

An organisation is like a home with various

personnel as family members. Just like the happiness of a
home depends on the unity between its various members, in
the same way efficiency of an organisation depends on the
unity between its various personnel. This creates a good
interpersonal relationship between the various personnel.

This study was concerned with evaluating and

analysing the existing interpersonal relationship. And upon
survey with the help of questionnaire and also with the help of
personal interview with various departments, this has come to
a conclusion that the employees share a very cordial
relationship with their colleagues as well as the superiors and
subordinates. They share not just their workplace problems
but also about family and friends with their workplace
companions. Thus, this sort of a cordial relationship with their
colleagues keeps them efficient in their work and satisfied
towards their organisation. Upon interrogation, it was clear
that personnel are comfortable and satisfied with their
workplace relations, assuring an efficient production.
APPENDIX
A study on interpersonal relationship between Employer and
Employees at KITEX LIMITED

QUESTIONNAIRE

GENDER : Male Female

QUALIFICATION :
DEPARTMENT :
1. Which is your present working hours?
9am to 5pm 8am to 8pm
9am to 3pm Others
2. Are you satisfied with present working hours?
Yes No
3. Are you comfortable working with your workplace
environment?
Yes No
4. Is there an effective communication between you and your co-
workers at the workplace?
Yes No
5. Do you think the information can be passed trustfully among
you at the workplace?
Yes No
6. Do you get adequate guidance from your supervisors?
Satisfactory Good
Bad Poor
7. Are the instructions provided by the superior are clear and
concise?
Yes No
8. Do you get enough motivation from superior?
 Yes No
9. Do you get adequate job skills and training programs?
Satisfied Dissatisfied
10. There any welfare measures provided by the superior?
Yes No
11. Which welfare measure is more essential to you and your co-
workers?
Hospital facility Education opportunity
Travelling facility others
12. Do you think welfare measures provided by the company help
to raise the standard of living?
Strongly agree Disagree
Agree Strongly disagree
13. Do you get chances to participate in decision making?
Yes No
14. Do get any opportunity to use new technology?
Yes No
15. Do you think team work in the organisation is appreciable?
Strongly agree Disagree
Agree Strongly disagree
16. Do you think the co-workers in the organisation have helping
mentality?
Yes No
17. Does the company provide reasonable pension or post
retirement?
Yes No
18. Do you think your performance is well recognised by the
management?
Satisfactory Good
Bad Poor
19. Do you get any chances to make arrangement to the work
schedule to meet personnel or family responsibility?
 Yes No
20. Do you face any stress in your job?
Yes No
21. Do you feeling of job security in this organisation?
Satisfied Dissatisfied
22. How do you evaluate the level of satisfaction regarding
superior-subordinate relationship?
Satisfied Dissatisfied
BIBILIOGRAPHY
BIBILIOGRAPHY

 Departmental Records
 Kothari C.R “Research Methodology”, New Age
International Ltd, New Delhi,2nd Edition 2000.
 Shashi k Guptha, Rosy Joshy “Human Resource
Management”, Kalyani Publications, New Delhi, 2003.

WEBSITES

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