CHAPTER 1

INTRODUCTION During the 20th century there has been a phenomenal increase in the number, size and complexity of business organization and the roll in the society. The scope of the business activity has considerably widened with rapid improvement in the means of transport and communication. The methods and technique of production and distribution have become highly sophisticated on account of advancement in science and technology. All these changes have made business management and administration a systematically organized field of activity requiring skill and intelligent. Organizations menace the harmonious adjustment of specialized part for the accomplishment of some common purpose or purposes. The purpose of organizing a business Is mainly to earn profit. With this and in view, various factors required by a manufacturing concern are men, machines, materials premises and capital. When men, material, capital are combined with business enterprises or organizational abi8lity we have business organization. One of the important activities is managing. Ever since people began forming groups to accomplish aims, they could not achieve as individuals, managing has been essential to ensure the coordination of individual efforts. As society has come to rely increasingly on group have become large, the task of mangers has been rising in importance. Management is the process of designing and maintaining and environment in which individual working together in group, efficiently accomplish selected aims. Management process includes planning, organizing, staffing, directing and controlling. The success of every organization depends upon the effective management system. Management is a human activity undertaken to organize direct and control the efforts of the entire person involved in the work of an enterprise. Better Management decides who will survive in the industry. One of the most important industries in Malabar region is textile manufacture industry. Wayanad power loom handloom and multipurpose co-operative society is a modern textile project commissioned in March 2001. It is a project established under TEXFED for the welfare and industrial development of the Tribal. Wayanad is the one of the most economically backward districts in Kerala. The society was founded as co-operative society and Registered under the Kerala co-operative society Act, 1992.

HUMAN RESOURCE MANAGEMENT

Human resources are considered as the most important resource in any organization because it can function only through people. The success of an organization depends upon the ability of its human resources. According to L.F Urwick, business houses are made or broken in the long run not by markets or capital, patents or equipments but men. Of all the resources, human resources are the only resource which does not depreciate with the passage of time. In the broad sense human resources can be defined as knowledge, skills creative abilities, talents, aptitudes obtained in the population. As an organization, human resources are known as Human Resource Management. Human Resource Management involves planning, procurement, and development of human resources. It is not merely acquiring labor, exploiting it to exhaustion and discarding it according to ones convenience. Human Resource Management is concerned with the peoples dimension in organizations. An organization consists of number of personnel. Competent personnel are to be appointed at right place at right time. Their activities are to be coordinated and properly rewarded. A good congenial atmosphere is to be created to maintain sound industrial and human relations. The various functions of human resource management can be grouped into a) Employment functions: which involves recruitment, selection, induction and placement, training, promotion and transfers) Employee remuneration: which involve wage fixation and other monetary benefits. c) Human relation functions: This involves development of employee morale and the maintenance of discipline and union management relations. d) Welfare functions: This includes welfare activities and employee services. In this present study, I made an effort to analyse the performance of WAYANAD HANDLOOM POWERLOOM AND MULTIPURPOSE INDUSTRIAL CO- OPERATIVE SOCIETY Ltd with special reference to the Human Resource Management. This study aims at generating the findings and suggestions to improve the efficiency of the organization.

2. STATEMENT OF PROBLEM

Human resource is the one and only living factor in the factors of production. So it is necessary to take care of while dealing with this factor of production. For the smooth running of an organization the careful handing of human resource is necessary. For this, a harmonious environment is important one. The present study aims at exploring the various aspects relating the the Human resource Management in Wayanad Handloom Powerloom and Multipurpose Industrial Co-operative Society Ltd.

3. IMPORTANCE OF STUDY Human resources are the integral part of every organization. The success of an organization depends upon the efficiency of the organizational structure. Every industrial or commercial organization comes into existence when number of persons joint hands. This entire people work to achieve some organizational goals. The activities of various Individuals will be synchronized. If somebody is there to undertake this work management of every enterprise takes up the responsibility of assigning, supervising and controlling the activities of persons working there Management brings human and material resources together for attaining organizational goals. Proper human resource management will enhance efficiency and performance of people at work. The practice of HRM must be viewed through the prism of overall strategic goals for the organization instead of a stand one tint that takes a unit based or a micro approach. The idea here is to adopt a holistic perspective towards HRM that ensures that there are no piecemeal strategies and the HRM policy enmeshes itself fully with those of the organizational goals. For instance, if the training needs of the employees are simply met with perfunctory trainings on omnibus topics, the firm stands to lose not only from the time that the employees spend in training but also a loss of direction. Hence, the organization that takes its HRM policies seriously will ensure that training is based on focused and topical methods. The human resource management covers a wide range of activities. All major activities in the life of an employee right from the time of his appointment into an organization until he leaves come under the scope of a human resource management. This study is important because human resources are the integral part of every organization. The garment sector has emerged as the most globalize sector in the world today. This sector alone has about 3.6 million workers. Wayanad Handloom Powerloom and Multipurpose Industrial Co-operative Society Ltd make some employment opportunities in Wayand District. I prefer Wayanad Handloom Power loom and Multipurpose Industrial Co-operative Society Ltd is one and only textile manufacturing industry in the Malabar region.This study throw Light on the human resource management in the organization.The study is an evaluation of employee- employer relationship prevailing in the Wayanad Handloom Power loom and Multipurpose Industrial Co-operative Society Ltd. As a living factor, it is necessary to give more attention on this factor of production. This study diagnoses the work environment so as to ensure good environment for the worker.

4. OBJECTIVES OF THE STUDY

The main purpose of the present study is to make a detailed analysis about the human Resource management in Wayanad Handloom Powerloom and Multipurpose Industrial Co-operative Society Ltd, with the following sub objectives.

To know about the Employer-employee relationship in the organization.

To know about employees satisfaction.

To know about the quality of work life.

To know about the incentive system prevailing in the organization.

5. SCOPE OF THE STUDY

The scope of this study is limited to Wayanad Handloom Power loom and Multipurpose Industrial Co-operative Society Ltd, Trissileri. This study aims to achieve accurate knowledge about functions of the organization in respect of Human resource Management and offers an opportunity for an acquaintance with field of study. The duration of the study starting is from 20-1-2013 to 20-2-2013.6. METHODOLOGY To achieve the stated objectives, Wayanad Handloom Powerloom and Multipurpose Industrial Co-operative Society Ltd have been selected for a case study. To make the study more realistic and to bring about the correct picture of Wayanad Handloom Power loom and Multipurpose Industrial Co-operative Society Ltd, several rounds of discussions were categories of employees such as manager, supervisors and workers. Some in formations are also collected from official records.

7 TOOLS OF ANALYSIS

The collected data are tabulated for better comprehension. For the purpose of analysis tables and graphs were used.8 LIMITATIONS OF THE STUDY

There are some limitations for the study. The main limitation is the study could be conducted only in the day working hours. So the working condition to the employees during the evening and night shifts could not be understood.

Absence of other company in the Malabar area made difficult to compare this factory with other paper industry also the company did not reveal some official reports and documents as it is kept confidential. The time available for the study is limited is another limitation.9. PRESENTATION OF THE STUDY

Chapter I Introduction

Chapter II Textile Industry in India.Chapter III An over view of. WAYANAD HANDLOOM POWERLOOM AND MULTIPURPOSE INDUSTRIAL CO- OPERATIVE SOCIETY LtdChapter IV Human Resource Management In WAYANAD HANDLOOM POWERLOOM AND MULTIPURPOSE INDUSTRIAL CO- OPERATIVE SOCIETY Ltd

Chapter V- Finding and Suggestions.

CHAPTER 2

AN OVER VIEW OF WAYANAD HANDLOOM POWERLOOM AND MULTIPURPOSE INDUSTRIAL CO- OPERATIVE SOCIETY LtdIndias world of Handloom The Handloom industry mainly exports fabrics, bed linen, table linen, toilet and kitchen linen, towels, curtains, cushions and pads, tapestries and upholsterys and upholsterys carpets and floor coverings etc. The handloom industry was adopted various measures and techniques to provide high quality eco-triendly products to the world market.

In the world of handloom there are madras checks from Tamil Nadu, 1 Ruts from Andra and Orissa, lie and dye from Gujarat and Rajastan brocades from Bonaral Daccai from west Bengal and phalkari from Punjab.

In the department of wooden textiles, wooden weavers are so less subtle. The Kashmiri weaver us known the world over for his pashmina and shabtoosh shawls. The shawls are unbelievably light and warm.

Garment sector

The Garment sector has emerged as the most globalize sector in the world today. This sector alone employees about 3.6 million workers. A large segment of the garment sector comprises of a vast domestic market while another significant segment caters to the export are in Tirupur, Delhi and Mumbai. According to the ministry of commerce 51% of the total textile exports in 2000 2001 was from the garment sector alone, Nearly 80% of Indian clothing exports go to the USA and the E.u all are they face quota restrictions. Apart from agriculture and patents, textiles and clothing in particular are the market demands on the stage of world politics. The struggle on these two sectors continued through out the arguably round for eight year. Textiles and clothing still remain as the most continuous issues. The exports in India is a trend the started in the 1970s with some established Soviet Union.

One page more CHAPTER 3 AN OVER VIEW OF WAYANAD HANDLOOM POWERLOOM AND MULTIPURPOSE INDUSTRIAL CO- OPERATIVE SOCIETY Ltd

Wayanad Handloom Power loom & Multipurpose Industrial Co- Operative Society Ltd. Was established on 17.05 .1999 promoted by government of Kerala. The Kerala State Co-Operative Textile federation Ltd (TEXFED) is authorized to implement the project through Wayanad Handloom Power loom & Multipurpose Industrial Co- Operative Society Ltd. TEXFED is an implementing agency as government released funds to the company through TEXFED. The main production of power loom is cotton cloth.Under TEXFED four weaving Industries were established though out the state the following centers.

Kottayam

Neduvannur, Calicut

Neyyattinkara

Trissilery, Wayanad.

The above mentioned society Thrissilery was Inaugurated by the former minister of Industries Smt. Susheela Gopalan. Though it is established on 17th may 1999, It stared its functions only on 3rd March 2001.

LOCATION

This Industry located at Thrissilery a village of Mananthavady in Kerala. This industry could attain its objectives easily through the selection of the location in this area i.e., mainly large number of unwed mothers of SC/ST are living in this district for this reason government of Kerala selected this location for this project.

PLANT LAYOUT

Graphic representation of Plant Layout

MachineryFour types of machineries are installed in the plant.

They are as follows

1. Hank to cone winding

2. Cone to pan winding

3. Warping machine

4. Weaving machine.

Premises

The society owns land of 10 acres. The main building for power loom and women service centers is located at 3 acres of land. The house cum work shed of handloom units and residential house constructed for rehabilitation of the tribals families are located at 7.5 acres of developed land.

ORGANISATION STRUCTURE

Organizational Hierarchy

Organizational means formal structure of the organization in which different persons are placed or postal according to their authority and Responsibility.

The following chart shows the organizational hierarchy of the company.

Wayanad Handloom, Power loom and Multipurpose Industrial co-operative society controlled by the Board of Directors. It includes 11 members. They are;

1. A nominated members by Wayanad District Panchayath

2. A member Nominated by the government from SC/ST Government agency.

3. Chairman or managing director by Kerala State Co-operative Textile federation Ltd.

Rather than 4 members there are other 7 members also there from this board. One president and vice president should be elected. The Direction of this elected person in 3 years.

The Board of Directors should conduct a meeting at least once in month. If the board conducted the meeting more than 20 times there is no sitting fees for the additional days. The president is the absence of these board meeting. In the absence of these 2 persons, the other members should elect a chairman for the meeting. The quorum of the meeting is 7.

CHAPTER 4HRM IN WAYANAD HANDLOOM POWERLOOM AND MUL TIPURPOSE INDUSTRIAL CO- OPERATIVE SOCIETY Ltd.INTRODUCTION TO HUMAN RESOURCE MANAGEMENT

Every industrial or commercial organization comes in to existence when a number of people join hands. This entire people work to achieve some organizational goals. The activities of various individuals will be synchronized. If somebody is there to undertake this work management of every enterprise takes up responsibility of assigning, supervising and controlling the activities of persons working there. Management brings human and material resources together for attaining organizational goals. Proper human resource management will enhance efficiency and performance of people at work.

Human resources are undoubtedly the key resources in an organization, the easiest and the most difficult to manage! The objectives of the HRM span right from the manpower needs assessment to management and retention of the same. To this effect Human resource management is responsible for effective designing and implementation of various policies, procedures and programs. It is all about developing and managing knowledge, skills, creativity, aptitude and talent and using them optimally.

Human Resource Management is not just limited to manage and optimally exploit human intellect. It also focuses on managing physical and emotional capital of employees. Considering the intricacies involved, the scope of HRM is widening with every passing day. It covers but is not limited to HR planning, hiring (recruitment and selection), training and development, payroll management, rewards and recognitions, Industrial relations, grievance handling, legal procedures etc. in other words, we can say that its about developing and managing harmonious relationships at workplace and striking a balance between organizational goals and individual goals.

The scope of HRM is extensive and far-reaching. Therefore, it is very difficult to define it concisely. However, we may classify the same under following heads.

HRM in Personnel Management: This is typically direct manpower management that involves manpower planning, hiring (recruitment and selection), training and development, induction and orientation, transfer, promotion, compensation, layoff and retrenchment, employee productivity. The overall objective here is to ascertain individual growth, development and effectiveness which indirectly contribute to organizational development. It also includes performance appraisal, developing new skills, disbursement of wages, incentives, and allowances, travelling policies and procedures and other related courses of action.

HRM in Employee Welfare: This particular aspect of HRM deals with working conditions and amenities at workplace. This includes a wide array of responsibilities and services such as safety services, health services, welfare funds, social security and medical services. It also covers appointment of safety officers, making the environment worth working, eliminating workplace hazards, support by top management, job safety, safeguarding machinery, cleanliness, proper ventilation and lighting, sanitation, medical care, sickness benefits, employment injury benefits, personal injury benefits, maternity benefits, unemployment benefits and family benefits.

It also relates to supervision, employee counseling, establishing harmonious relationship with employees, education and training. Employee welfare is about determining employees real needs and fulfilling them with active participation of both management and employees. In addition to this, it also takes care of canteen facilities, crches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. HRM in Industrial Relations: Since it is a highly sensitive area, it needs careful interactions with labor or employee unions, addressing their grievances and settling the disputes effectively in order to maintain peace and harmony in the organization. I is the art and science of understanding the employment (union-management) relations, joint consultation, disciplinary procedures, solving problems with mutual efforts, understanding human behavior and maintaining work relations, collective bargaining and settlement of disputes.

The main aim is to safeguarding the interest of employees by securing the highest level of understanding to the extent that does not leave a negative impact on organization. It is about establishing, growing and promoting industrial democracy to safeguard the interests of both employees and management.

Human Resource Management is concerned with the people dimension in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to high levels of performance, and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives. This is true regardless of the type of the type of organization-government, business, education, health, recreation, or social action. Getting and keeping good people is critical to the success of every organization, whether profit or non-profit, public or private. Those organization that are able to acquire, develop, stimulate, and keeping outstanding workers will be both effective and efficient. Those organizations that are ineffective or inefficient risk the hazards of stagnating or going out of business. Survival of an organization requires competent managers and workers coordinating their efforts towards an ultimate goal. While successful coordination cannot guarantee success, organizations that are unsuccessful in getting such coordination from managers and workers will ultimately fail!! To look HRM more specifically, we suggest that it is a process consisting of four functions-acquisition, development, motivation, and maintenance-of human resources. The acquisition function begins with planning. Relative to human resource requirements, we need to know where we are going and how we are going to get there. This includes the estimating of demands and a supply of labor. Acquisition also includes the recruitment, selection, and socialization of employees.

The development function can be viewed along three dimensions. The first is employee training, which emphasizes skill development and the changing of attitudes among workers. The second is management development, which concerns itself primarily with knowledge acquisition and the enhancement of executives conceptual skills. The third is career development, which is the continual effort to match long-term individual and organizational needs. The motivation function begins with the recognition that individuals are unique and that motivation techniques must reflect the needs the needs of each individuals. Within the motivation function, alienation, job satisfaction, performance appraisal, behavioral and structural techniques for stimulating worker performance, the importance of linking rewards to performance, compensation and benefits administration, and how to handle problem employees are reviewed. The final function is maintenance. In contrast to the motivation function, which attempts to stimulate the performance and Maintenance function is concerned with providing those working conditions that employees believe are necessary in order to maintain their commitment to the organization. Wayanad Handloom Power loom And Multipurpose Industrial Co-operative Society Ltd is recruiting skilled and experienced workers from various part of the country. Skilled labor is an asset for the company. For smooth functioning of production skilled and unskilled workers are needed. Here unskilled workers are mainly appointed on a daily wage basis.

After recruiting the employees the company provides training to the employees. The quality of the workers increases the quality of the product and increases production. Now almost all the companies considering that training is an investment. During the training period employees will be familiar with the machines and its operations. So that production will go smoothly. For motivating the employees company prepare plans and policies.

The following is the hierarchical structure of HRM Department in Wayanad Handloom Powerloom And Multipurpose Industrial Co-operative Society Ltd.STRUCTURE OF HRMHR MANAGER

SUPERVISORS

WORKERS

TABLE 1. SHOWING NUMBER OF EMPLOYEES IN WAYANAD HANDLOOM POWERLOOM AND MULTIPURPOSE INDUSTRIAL CO- OPERATIVE SOCIETY Ltd

CATAGORYMALEFEMALETOTAL

OFFICE5-5

HAND LOOM19625

POWER LOOM201030

TOTAL60

Wage Policies

The term wage and salary are synonymous. Though wage is usually associated with blue collar and daily rate workers, where as salary is associated with remuneration given to the white collar and permanent staff. Generally monthly remuneration is given to the permanent staff as salary. In this company there are wage people and salaried people. Some are daily worker. Some fixed wages are paid to them, Supervisors are getting monthly salary. The company is working in its initial stage so that they can adopt better promotional policies and programmers regarding the workers.

The company is followed the wage system. It means the wages are provided to employees on the basis of time spend by them in the company premises. The company uses the electronic punching system for time keeping. Although the company fixed the minimum wages which is amounted to Rs.160.

Over wage paid to a worker who produces more than 7 pieces get Rs 30 per piece additional produced. Efficient workers who are treated with incentives in the form of additional wage. Wayanad Handloom Power loom And Multipurpose Industrial Co-operative Society Ltd follows the following procedures for the appointment of workers in the factory.

Recruitment

Wayanad Handloom Power loom And Multipurpose Industrial Co-operative Society Ltd searches various employees to its work or administrative level from Wayanad and other Districts through various modes. They are:

News paper advertisement Weekly advertisement

Through existing employees

From other reputed companies

Relatives of existing workers

SelectionVarious steps in selection are as follows.

Receipt and scrutiny of application:

The first step in selection process is receiving the application. Minimum qualification for applying the job is S S L C.

The receipt of the application follows scrutiny.

Tests:

It is the next step of selection procedure. Test measure emotional maturity, sentiments, conflicts, ascendancy, sociability, objectivity etc of a candidate.

Interview:

The most delicate aspect of the selection procedure is interview. The employment interview is for the purpose of determining the suitability of the applicant for the job of the applicant.

The people who have passed the interview will be selected.

Placement and orientation:

The last step in the selection procedure is placement. Placement has been defined as the determination of the job to which an accepted candidate is to be assigned and his assignment to that job.

Training

After selecting an employee, the most important and established part of the personnel programme is to impart training to the new comer. In Wayanad Handloom Power loom And Multipurpose Industrial Co-operative Society, the employees are trained for two months without any deduction in basic wages. On the job training method is followed by company that means the workers are imparted training at the actual work place by the specified supervision.

Promotion

Promotion provides motivation and job satisfaction to all personnel. The company has a sound promotion policy. The company is granting the promotion on the basis of experience and educational qualification.

Amenities and benefit scheme provided by the firm The company provides following amenities and benefits to its employees.

Bonus- bonus is given to each employee twice in a year on the basis of basic wages.

Leave with wages: Wayanad Handloom Power loom And Multipurpose Industrial Co-operative Society Ltd provides a total of 13 days public holidays. Plus Sunday in an year. Company also allow sick leave to workers for sufficient period.

Employee provident fund: Sec.5 Employee PF and Miscellaneous Act, 1952 empowers the Central Government of PF under the Act for employees or any class of employees.

Wayanad Handloom Power loom And Multipurpose Industrial Co-operative Society Ltd created PF for the employees. Employees, contribution for the PF is 12% of basic wages and employers contribution is 12% from the 12%, 3.66 go to employees state insurance fund.

First aid: The Company maintaining a first aid box which contains first aid box which contains first aid medicine. The first aid facility is provided to each and every section.

Other benefits: The Company provides medical allowances, loans etc to the workers.

Records maintenance in the personnel department

Wages register

Muster roll

Bonus register

Holiday registerJOB SATISFACTION

Job Satisfaction describes how content an individual is with his /her job. Job satisfaction is essential component of organizational health. The level of job satisfaction seems to have some relation with various aspects of work behavior such as accidents, absenteeism, turnover and productivity. Several studies have revealed varying degree of relationship between job satisfaction and these factors of work behavior.

The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation or aptitude, although it is clearly linked. Job design aims to enhance job satisfaction and performance; methods include job rotation, job enlargement, job enrichment and job re-engineering. Other influence on satisfaction is very important attribute which is frequently measured by organization. The most common way of measurement is the use rating scales where employees report their jobs. The following tables and graphs shows the job satisfaction level of employees in the organization.

INDUSTRIAL RELATIONS

The expression Industrial Relation is used to express the nature of relationship between the employer and employee in an industry on an organization, where willing co-operation emanates from employees towards the achievement of organizational goals, there is said to be good Industrial Relations.THE CONCEPT OF INDUSTRIAL RELATIONS

The concept of Industrial Relations has generally developed as a consequence of Industrial Revolution. Prior to this the master and servant relationship which existed was simple and of personal nature, with acceleration is industrialization, the relations aspect become complex and impersonal.

Traditionally, the role of Industrial Relation (IR) was reacti9ve and has been created as a fire-fighting function and IR personnel used to come into action when crisis erupted. This has been so much in practice that IR personnel are re- enforce their own relevance in the organization. The managing direction of large corporation remarking that this personnel manager was so much of fire fighter that he felt uneasy when there was no fight. In today contest the IR strategy was become more proactive.

The concept that have become the source of IR strategy formulation are productivity, competitiveness, job hopping, downsizing, union free organization etc. for progressive organizations.

DEFINITIONS

Encyclopedia Britannica has defined IR as follows:-

the concept of industrial relation has been extended to denote the relations of the state with employees, workers and their organizations. The subject, there for, includes industrial relation and joint consultation between employers and workers at their places of work. Collective relations between employers and trade union and the part played by the state in regulating these relations.

Armstrong has defined IR more elaborately as follows:-

Industrial relations is concerned with the systems and procedures used by the union and employers to determine the reward for effort and other conditions of employment, to protect the interests of the employed and their employees, and to regulate the ways in which the employers treat their employees.

OBJECTIVES OF INDUSTRIAL RELATIONS The need for employee-employer relations, particularly operative and management arises because of the following reasons.

Traditionally, labor and management have perceived that their interests in the organization differ and these interests are mutually exclusive. There are no mutually agreed yardsticks to measure how far the interest of both these group are being met by the organization.

Therefore, both the groups claim, rationality in putting forward their demands for meeting out their objectives.

When both the group meet to settle their difference over some issues affecting their interests, they bring with them some carryovers from the past beside their mistrusts and suspicious for each other.

In the light of the above, we find that some kind of system must be developed to bring harmoniums relationship between the employers and employees. However many times such an attempt may not adequate. Therefore the organization is required to develop an effective IR system for bringing harmonious relationship between operative and management. In particular, good IR systems help in achieving the following objectives:

Establish harmonious relationship between operative and management by providing

Safeguard to their respective interests and developing undertaking and goodwill between them.

To avoid industrial conflicts and to develop mutuality among the interest of these parties.

To raise productivity in the organization and to curb the employee turnover and absenteeism.

To avoid Government interference in the working of the relationship between employees and employers as the state empowered to intervene in the working of any organization of the between the employees and management goes out of proportion.

In conclusion, the practice of HRM needs to be integrated with the overall strategy to ensure effective use of people and provide better returns to the organizations in terms of ROI (Return on Investment) for every rupee or dollar spent on them. Unless the HRM practice is designed in this way, the firms stand to lose from not utilizing people fully. And this does not bode well for the success of the organization.

SWOT ANALYSIS SWOT is an acronym for the internal strength and weakness of the firm and the environment opportunities and treads facing that firm. SWOT analysis is a daily used technique through which managers create a quick overview of a companys strength situation. It is based on the assumption that an effective strategy derives from a sound fit between a firms internal resources (strength & weakness) and its external situation. (Opportunities & threat). A good fit maximize a firms strength and opportunities and minimize its weakness and threads. Strength are internal competent of a firm, particularly in comparison with that of its competitor. Strengths may encompass the company image, brand image, business synergies and functional areas such as marketing finance, personnel production and R&D.

Weaknesses are those factors which tend to decrease the competencies of the firm, particularly in comparison with its competitors. Such weakness may includes poor product quality, obsolete techno ledge, high production cost, lack of R&D, back up, poor distribution infrastructure, poor financial position , weak management etc.Weakness is a limitation or efficiency in one or more resource or competencies related to competitors that ensure the effective performance of the firm.

An opportunity is a major favorable situation in firms environment. Key trends are one source of opportunity identifiable of a previously overlooked market segment changes in competitors or regulatory circumstances, technological changes, and improved buyer or supplier relationships could represent opportunity for the firm.

Threat is a major unfavorable situation in a firm environment. Treats are key impediments to the firms current or desired position, the entrance of new competitors, slow market growth, increased bargain power of key buyers or suppliers technological changes and new revised regulations could represent threats to a firms success.

Understanding the key opportunities and threats facing firms helps its managers identify realistic options from which to choose an appropriate strategy and clarifies the more effective rich for the firm. The second fundamental focuses in SWOT analysis is the identification of internal standard and weaknesses.

Wayanad Handloom Power loom Multipurpose Industrial Co-operative Society Ltd has some strength, weakness, opportunities and threats.

STRENGTHS Right products quality and reliability

Superior product performance v/s competitors

Experienced and skilled staff.

Have customer list

Direct delivery capacity

Management is committed and confident

WEAKNESS

The company is a small player Non availability of raw material Limited budget New workers need training Machine break down No reorganized trade unionsOPPORTUNITIES

There is no local competitors Could extend to other places Could seek better supplier dealTHREATS Legislation could impact

Environmental problem could arise

High transportation cost

From the above lists it is clear that the Wayanad Handloom Power loom Multipurpose Industrial Co-operative Society Ltd have more opportunity and strengths, threats, and weaknesses. The company is in growing stage. If the company is utilizing the opportunities it can reduce weakness and threats.

FINDINGS AND SUGGESTIONS

FINDINGS

This study aims at evaluation of employee-employer relationship prevailing in the Wayanad Handloom Power loom Multipurpose Industrial Co-operative Society Ltd. As a living factor, it is necessary to give more attention on this factor of production. This study diagnoses the work environment so as to ensure good environment for the worker.

The main purpose of the present study is to make a detailed study about the human Resource management in Wayanad Handloom Power loom Multipurpose Industrial Co-operative Society Ltd, with the sub objectives such as, knowing about the employer employee relationship prevailing in the organization, employees satisfaction, the quality of work life and knowing about the incentive system existing in the organization.

The following are the findings of the study.

Wayanad Handloom Powerloom Multipurpose Industrial Co-operative Society Ltd is the one and only Textile factory in the Malabar area which produce different types of textile items bedsheet, lunky, shirt, carpet, etc.

BIBLOGRAPHY

1. Tony Sadler, Human Resource Management

2. Dr. Gupta C.B, Human Resource Management, Sultan Chand and educational publishers New Delhi 2005.

3. L.M Prasad, Human Resource Management, Sultan Chand and educational publishers New Delhi 2003.

4. Aswathappa.K, Human Resource and Management, Tata McGraw-Hill Publishing Company Ltd, New Delhi 2005.5. Jane Weightman, Managing Human Resources Jaco Publishing House Bombay.

6. www.textile industry.com

7. A. Vinod and Dr K. Vengopoalan, , Management Principles,Publisher-Calicut Univercity

P.K. Lazer, Business Studies, Excel PublishersWeihrich, Gannice and Kootz, Management-A Globel and Enterpreneurial Prespective

Dr. K Venugopal, & Abdul Assis Koroth, Humen Resource Management, Publisher- Calicut univercity

APPENDIX

QUESTIONNAIRE1. Name:

2. Age:

3. Sex: male female

4. Marital status : married unmarried

5. Educational qualification: post graduate Graduate diploma SSLC others

6. Service : below 5 years 10 year 10-15 year 15 year and above

7. Remuneration per month: below 5000 5000-10000 above 10000

8. Designation

9. Physical work environment: much satisfied satisfied average dissatisfied much dissatisfied

10. Recreation and refreshment facility: much satisfied satisfied average dissatisfied much dissatisfied 11. Security and safety much satisfied: satisfied average dissatisfied much dissatisfied

12. Wages and incentives: much satisfied satisfied average dissatisfied much dissatisfied

13. Leisure hours: much satisfied satisfied average dissatisfied much satisfied

14. Working hours: much satisfied satisfied average dissatisfied much satisfied

15. Casual/ medical leaves available: much satisfied satisfied average dissatisfied much satisfied

16. Lighting and ventilation facility: much satisfied satisfied average dissatisfied much satisfied

17. Canteen facility: much satisfied satisfied average dissatisfied much satisfied

18. Relationship with supervisors and management: much satisfied satisfied average dissatisfied much dissatisfied

19. Relationship with colleagues: much satisfied satisfied average dissatisfied much dissatisfied

20. Changes for free expression of feelings: much satisfied satisfied average dissatisfied much dissatisfied

21. Psychological satisfaction: much satisfied satisfied average dissatisfied much dissatisfied

22. Training and development programmes: much satisfied satisfied average dissatisfied much dissatisfied

23. Opportunity for personal development: much satisfied satisfied average dissatisfied much dissatisfied

24. Stimulation of creative thinking: much satisfied satisfied average dissatisfied much satisfied

25. Present policies and practices: much satisfied satisfied average dissatisfied much dissatisfied26. Absence of stereo type and favoritism: much satisfied satisfied average dissatisfied 27. Participative management: excellent good average poor very poor

28. Employee retention programs: excellent good average poor very poor

29. Discovery of talent: much satisfied satisfied average dissatisfied much dissatisfied

30. Organizational development and cultural changes excellent good average poor very poor

RESIDENTIAL BLOCK

HOUSE COME WORKSHOP

CANTEEN

MEDICAL

LIBRARY

FACTORY HANDLOOM

FACTORY POWERLOOM

TRAINING CENTER

DYING UNIT

ADMINISTRATIVE BLOCK

STORE

CONSUMER STORE

MANANTHAVADY-ANAPPARA ROAD

Board of Directors

President

Workers

Clerk

Clerk

Accountant

Secretary

HRM Manager

Marketing Manager

Production Manager

Supervisors

Supervisor

Assistant Manager

Workers

Workers

Field Officers