CHAPTER 1.

INTRODUCTION
1.1 COMPANY PROFILE
1.2 INTRODUCTION OF THE TOPIC
CHAPTER 2. OBJECTIVES OF THE STUDY
CHAPTER 3. RESEARCH METHODOLOGY
CHAPTER 4. FINDINGS & INTERPRETATIONS
CHAPTER 5. SUGGESTIONS
CHAPTER 6. LIMITATIONS
CHAPTER 7. CONCLUSIONS
CHAPTER .
ANNE!URES
8.1 BIBLIOGRAPHY
8.2 LIST OF RESPONDANTS, CONTACT NO. OR
DESIGNATION ETC.
8.3 QUESTIONNAIRE
8.4 ANY OTHER PIECE OF PRINTED INFORMATION
FROM BOOKS, NET, CAN ATTACH BROCHURES,
PAMPHLETS ETC. RELATED TO THE TOPIC.
Chapter 1
INTRODUCTION
1.1 COMPANY PROFILE
COMPANY PROFILE:
There is no doubt in saying that Ludhiana is the leading hosiery
house of north India. Ludhiana did not become leading hosiery
house of north India in a day; it has taken decades or say centuries.
From the time of mughals or say before them, people of this region
engaged in weaving clothes. Ludhiana has seen the rule of diferent
kings and emperors. At last, British colonial rule which exploited
Indian handicrafts badly by purchasing raw material at very low
rates for ending in England and after manufacturing there selling
back in Indian markets which ruined daily livelihood of these
craftsmen. But people of this region endured all the obstacles.
Today every type of agents, ladies and kids garments is
manufactured in Ludhiana. The garments are found in up-to-date
in fashion and shades. Ludhiana is fulflling the market demand for
the garments not only domestically but also the market demand of
the counties. Today in Ludhiana, advanced machines for
manufacturing threads, knitting and dyeing are available. These
machines can knit and dye tones of clothes daily.
Business enquiries over Rs. 600 crores were generated using
Garment-tech international Expo-2003 which is an indication for
the changing national scenario in view of the imminent dismantling
of the quota regime by the year 2004. The exporters and garment
manufactures have realized that the only route for survival in the
open market is the technology up gradation or infusion of the latest
machinery. Ludhiana was the focus town. To face the international
threat, the domestic garment industry should show a united face
and use this transition period for the up grad
ation, automation and quality improvement. Thus, we can call
Ludhiana as the heart of hosiery in the north India.
INFORMATION ABOUT THE COMPANY
The Duke saga commenced about four decades ago, in
Ludhiana, the fashion hub of PUNJAB.
Today, Duke embraces a complete vertically integrated garment
manufacturing plant, with knitting, dyeing, processing,
fnishing, mercerizing, compacting, embroidery and printing
under one roof. Production facilities are located in India and
Nepal.
DUKE FASHION (INDIA) LTD. Pioneered the T-shirt culture,
and gradually established several new trends in knitted
garments and fabric research. In 1988, thermal wear was
introduced for the frst time in India, under the brand name of
NEVA, by MR.NIRMAL JAIN, younger brother of the founder.
Two other group constituents-VENUS GARMENTS (INDIA)
LIMITED and DEEKAY EXPORT are headed by MR.ANIL JAIN,
youngest of the brothers. The group also consists of DUKE
FABRICS and GLAZE GARMENTS.
DUKE is acknowledged today as the undisputed leader, with a
TURNOVER of RS.1250 MILLION. Over 5, 00,000 garment
units are produced every month by 2000 skilled and technical
personnel.
Stringent quality control mechanisms punctuate the entire
operations and make certain that the fnal products enjoy true
value for money status and frst choice of customers in India
and abroad.
The Company strives to be a good corporate citizen, with
several path-breaking eco-friendly initiatives to minimize
pollution, e.g. waste water treatments, use of natural and Eco-
friendly materials such as dyes and chemicals, and recycling
of polyester yarns. The goal, simply stated, is to ensure a
green, unpolluted environment.
THE FUTURE BELONGS TO THOSE WHO CAN DREAM BEYOND
THE LIMITATIONS OF THE PAST AND RESTRICTIONS OF THE
PRESENT.FORGE YOUR DREAM WITH COURAGE AND
CONVICTION, AND YOU WILL EXCEL, NO MATTER WHAT THE
ODDS.

Cutting Edge Synergy
Duke is evolving, growing and diversifying to attain new heights.
The key expression is cutting edge technologies and relentless
quality checks by a Quality Assurance Team to achieve impeccable
synergy. Our in house knitting, dying, mercerizing, fnishing,
compacting, garment printing, embroidery and manufacturing
facilities feature state-of-the-art machineries and equipment
supplied by world class Juki, Pegasus, Yamato, Brother, Bermudan,
Stephan, Ram sons and others. The embroidery section is fully
computerized.

The knitting division is fully equipped to make single jersey, double
jersey, auto stripes for ribs, feece, velour, feeder stripes, terry and
computer jacquards in diverse gauges, our fabric choice ranges from
100% cotton to techno-blends with polyester, acrylic, linen, polymer,
lyocell, viscose, modal spandex, nylon, rayon etc.

The design studio of the company is well laced with expert
professionals and latest software. At the beginning of each season,
our design team carries out extensive research-based forecasting to
ensure that we stay at the pinnacle of contemporary fashion.




STRATEGIC APPROACH

The Duke groups strategic approach is entirely brand centric and
strategically defned to reach divergent markets in India and around
the World, especially in Nepal, Sri Lanka, Canada and U.S.A. with
the help of extensive advertising and promotional campaigns. Our
seasonal product catalogues are successful in positioning our brand
at the top echelons of quality and value for money.

A strong market network of over 2500 multi-brand outlets and over
70 exclusive stores across major cities in India is succeeding in
bolstering the proft curve of the entire product range. Our own
sales team monitors this massive network to:

Make it easy for the network to build positive relationships and
increase sales.

Understand market segments and changing demands.

Communicate feedback to the Group headquarters.


We are the only national brand with international standards. Our
well-rounded and multi-leveled marketing approach incorporates a
wide assortment of image management and customer interactive
programs





T"# $%&'()*#+, $%)$#-)+ *) ."# /DU0E1 2-%3' (-#

DUKE FABRICS PVT LTD.

DUKE FASHIONS INDIAS LTD.
DUKE NEPAL PVT LTD.
DEEKAY KNITWEARS.
GLAZE GARMENTS PVT.LTD.
NEVA GARMENTS LTD.
VENUS GARMENTS (INDIA) LTD.
VENUS FABRICS
Since 1966 to 2002 much has changed in DUKE. However, what
has not changed is the groups commitment to give quality product
at competitive prices.


PRESENT STATUS
OF
DUKE FASHION INDIA LTD.
CHAIRMAN-MR.KOMAL KUMAR JAIN

DIRECTOR-MR.KUNTAL JAIN

REGISTERD OFFICE-G.T.ROAD [WEST] NEAR JALANDHAR BYE
PASS, LUDHIANA

ANNUAL TURNOVER-65, 00,000

NO. OF DEPARTMENT-17

PRODUCTION CAPACITY-75000 PIECES p.m

MISSION STATEMENT

The mission is to maintain a leader in T-SHIRTS industry by
providing best quality T-shirts at competencies. The company will
achieve it by developing techno-savvy environment towards
customer satisfaction and creating a culture of striving with focus
on total involvement.

As a responsible member of society they believe in rich culture and
ethos and strive for providing value added products and services
thus contributing to societys growth and development.
Quality
Policy
Quality Policy
It was pointed out by Ted mills that one of the problems with the
term is that quality of work life is not a single, specifc notion.
Rather, it subsumes a whole passes of terms and notions, all of
which he feels really belong under the umbrella quality of work
life:
Industrial efectiveness
Human resource development
Work restructure
Job enrichment
Organizational efectiveness
Socio-technical system
Work humanization
Group work concept
Labour-management cooperation
Working together, work involvement and work participation
Cooperative work structures
Each of these, in varying degree of inadequacy identifes a part of
the larger whole that
seeks to identify. Quality of work life actually is the sum
of all these various attempts so label a general new direction for
work, working and work organizations in the late twentieth century.

Professor Walton has defned eight dimensions, which make up the
quality of work life framework. They are as follows:
Adequate and fair compensation: Motivation experts believe
that money is still an important motive, which makes people
work on the job. However, people also want to see fairness and
adequacy in their payment rewards. Equal pay for equal work
and pay that is linked to responsibility; skills, performance
and individual accomplishment are viewed with great
importance. Pay must also be competitive with the external
Labour market and should be responsive to prevailing
practices and changing economic conditions.
Safe and healthy working conditions: An organization must
create working conditions that are physically and
psychologically safe for their workers. The emergence of
ergonomics in the 1950 has signifcantly improved equipment
design and plant layout to enhance the physical as well as
psychological comfort and safety to the workers.
Immediate opportunity to use and develop human capacities:
An organization must be responsible for the growth and
development of the workers. This involves training, skill
developments, recognition and promotion. Work assignments
should be made challenging enough to expand skills, abilities
and knowledge. They should create a positive efect on self-
esteem, autonomy, involvement and motivation.
Future opportunity for continued growth and security: There
must be employment, which provides for continual growth and
job security. Opportunities for training and advancement
should be considered.
Social integration in the work organization: The work
environment should provide opportunities for preserving an
employees personal identity and self-esteem through freedom
from prejudice, a sense of community, interpersonal openness
and the absence of satisfaction in the organization.
Work and total life space: A persons work should not
overbalance his life. Ideally, work schedules, career demands
and travel requirements should not take up too much of his
leisure and family life.
Social relevance of work life: The standing of an organization in
society can infuence an employees value of his work and
career.
PRODUCT
LINE
PRODUCT LINE
The DUKE GROUP produces for MEN, WOMEN AND
CHILDREN:
T-SHIRTS
POLO SHIRTS
JACKETS
BUSH COATS
WIND SHEATERS
SHIRTS
TROUSERS
LOWERS
JOGGING SUITS
SWEATSHIRTS
SWEATERS
SHORTS
BERMUDAS
THERMAL-WEAR
DENIMS
INNERWEAR

BRAND NAMES under umbrella Include DUKE, NEVA,
ZIPPER AND ROYAL LAGOS.
DUKE process institutional orders in accordance with their
client needs. Customized orders are executed for reputed
industrial units, corporate houses and renowned
educational institutions spread through out INDIA.
Various Departments in Duke Fashions are:
KNITTING:
The group has a wide range of circular knitting machines like Single
jersey, Double jersey, Auto Striper, Ribs, Fleece, Velour, Feeder
Stripe, Terry and Computer jacquard in diferent gauges ranging
from 7 to 28. Apart from 100% cotton we are making diferent types
of blended fabrics using Polyester cotton, Acrylic, Linen, viscose,
polymeric, modal, Lycra, nylon, rayon etc. yarns.

The company feels pleasure in developing fabric patterns as well as
garment as per requirements of its buyers. The company is having
small lot size dyeing machines for yarn and fabric dyeing. Nominal
charges are charged for sampling. They try to develop the sample
within four weeks starting from yarn dyeing to garment making.
The coolers can be developed from pantone textile book or as per
the customers color standards.
YARN DYEING

Defnition: Yarn is a twisted strand of one or more type of fbers.
A wide range of yarn quality is used in duke. The company uses
diferent types and counts of yarn. Single as well as plied yarns are
used.

Types of yarns used

100% cotton
Polyester
Polyester blended cotton
Polyester blended viscose/Pentium
Denier lycra
They are having H.T.H.P. yarn dyeing pant with the capacity of 4000
kgs day with lot size of 1, 10, 30, 100, 400, 800 KGS. In cotton,
synthetics as well as blends. Yarn is being dyed latest technique of
cheese winding. Eco friendly dyes and chemicals of inter national
standards are being used. Ratio frequency dryer is used for drying.
Name of the companies from where yarn is purchased:
Grasim
Mahavir spinning mills, Hoshiarpur
Vardhman spinning mills, Ludhiana
Trident
National
Bangalore (lycra)
Gpi textiles ltd, Nalagarh
Natraj wooltex ltd, Amritsar
Indo Rama synthetics ltd.,Ludhiana
Garg Acrylic ltd.,Ludhiana


FABRIC DYEING

Soft fow and H.T.H.T. machines are used for fabric dyeing with lot
size of 30, 50, 150, 300, 600 kgs. After squeezing the fabric from
balloon padres, Relax dyers are used for dyeing. For shrinkage
controlling fabric is passed through compactor.

Yarn can enter in yarn stores only after passing at yarn tests. All
parameters are taken acre properly at the time of starting time of
knitting and checked properly while knitting and after knitting. The
quality controllers devote their full energy at each step of fabric
dyeing and processing. 100 % fabric is checked and inspected as
per four point system. Green tape indicates failed rolls. In the
garments units fabric s inspected at random for GSM and
shrinkage etc. In separate labs of garments units 100% of garments
are checked at the stage of cut panel, on machines and in fnishing.
In house QA manager assures highly quality of every garment is
ofered to buyers QC only if those or AQL 4 IN HS PRE OFFERING
INSPECION.
The group companies plan to obtain ISO:9001:2000 Certifcation for
which processes has been started in some of the companies and out
of them DUKE FASHION (INDIA) LTD. Has obtained this certifcate
as far as others are in process


LAUNDARY
Duke has got in house capacity for washing and tumbling for more
than 10000 garments per day of diferent washes like softener
wash, Enzyme wash, Stone wash.

LABORATORY
The company has in-house well equipped laboratory in app.1000 sq
feet area with latest equipments for yarn and fabric testing like
count, TPI, Yarn strength, blended test, colour fastness, GSM,
Pilling, Shrinkage, Spirilty etc. colour matching and shade analysis
done on Macbeth Spectra Photo mere with help of skilled and
qualifed technicians.

COMPLIANCE AND SAFETY

Strict compliance ensured with all Labour laws. No child Labour is
employed in the units. The units are approved from GAP; target
store etc. for social environment and product safety broken needle
log book system is followed. The company has needle detector
machines and has also installed latest water and air pollution
control equipments to control water and air pollution. They are also
responsible o take good care of health of its employees. The
company has in house clinic where hey get free check-up, tests and
medicines for themselves as well as for their family members.

EMBROIDERY
The company has fully computerized multicolored and multi head
imported machines with latest software to give accurate design
inputs for embroidery to the machine.

STITCHING DEPARTMENT

WORK PROCESS:
Attachment of placket
Flat lock
Attachment of collar
Over lock
Folding

Production
After cutting, cut pieces are sent to stitching department. The
stitching section has 5 units more than 35, 00,000 pieces per
month. Production and fnishing facilities have been set up in
approved industrial area, conforming to laws regarding environment
and pollution controls including water and air. The recruitment
rules with in the group ensures that the production facility adhere
to the laws and norms regarding payment of minimum wages,
employee beneft and laws and it has been assured that no child
Labour, has been used in the activity of the group.

Specifcations of stitching machines.
Type of machine No. of machines Company name
Tailoring 160 Juki
Over lock 38 Juki, Pegasus
Flat-lock 14 Armstrong
Folding 5 Juki
Button hole 6 Juki
Buttoning 3 Juki



HEADS OF DEPARTMENT
OF
DUKE FASHION INDIA LTD.


Chief Manager Operations Mr. Rajneesh Sharma
Embroidery Mr. Ashish Jain
Purchase Mr. Rajeev Jain
Store Mr. Vinod Kumar
Personal Mr. Francis Victor
Marketing Mr. Ravinder S. Baweja
Designing Mr. Vishal GABA
Quality Mr. M. Joshi
Mr. under ISO Miss. Swati
Planning Mr. Munish Jain
Production Mr. Thomas
Knitting Mr. Ritesh Jain
E.A. to chairman Mr. Ram Kumar
M.I.S. Miss. Sonia
Advertisement Mr. Gagan Jain



ORAGANISATIONAL
STRUCTURE


ORGANISATION STRUCTURE OF
DUKE FASHIONS
FUTURE
PROSPECTUS
&
ACHIEVEMENTS
FUTURE PROSPECTUS & ACHIEVEMENTS
Foray into Sportswear Segment, Expansion of Retail network and
exploring New Export Markets are the key future plans. Duke is
now diversifying into many segments. The company is now
providing an endless range of product which includes, T-shirts,
Jackets, Sweaters, Sweatshirts, Tracksuits, Thermals, Jogging
suits, Shirts, Denims and Trousers, Lowers, Bermudas, Shorts,
Value packs, Lounge wears, Accessories etc for Men, Women and
Kids. Duke continues to make products that are value for money
and has created loyal customers who will settle for nothing else.


DUKE FASHION INDIA LIMITED ha !"#"$%"& 'h" ()' #)%"'"& ISO
*++1,2+++ CERTIFICATE -!)( DN., 'h" /a!0"' #"!'$-$#a'$)1 2)&3 $1
INDIA, -)! 4!a#'$#$10 TQM $1 a// 51$'.
ORG-MARG, the largest market intelligence service in ASIA,
has proclaimed DUKE T-shirts as the number one selling
brand in INDIA.
MR.KOMAL JAIN, FOUNDER. was awarded the prestigious
UDYOG PATRA by the institute of Trade and Industries for his
contributions towards economic growth.

DFU publications have felicitated DUKE with the INSIDE
FASHION award for excelling in retail.
ITID quality excellence award by UNION MINISTER
SH.SHANKER SINGH VAGHELA.
1.2
INTRODUCTION
TO THE
TOPIC
INTRODUCTION TO THE TOPIC
Sigmund Freud is considered to be the father of
psychoanalysis. His prescription for a healthy person is
a combination of love and work. The modern version is
probably best expressed in the terms of quality of work
life. The stress of modern work life is often so stressful
that it has become so imperative to strike a balance
between work life and personal life. The underline
assumption is that the work life balance ultimately
insures quality of work life.
Organizations, in the past gave more importance on
advanced technology for higher productivity surpassing
the needs and mental state of its employees. This
created a negative impact on the working environment
among the employees. Thus it was realized that societal
support goes hand in hand with technical innovations.
This integration can only be made through quality of
work life programs. Quality of work life denotes all the
organizational inputs, which aim at employees
satisfaction and enhancing organizational efectiveness.
In the late 1950s the term QWL was used to stress the
prevailing poor quality of life at work place and it was
frst defned in the terms of people reactions to work,
particularly an individuals job satisfaction and mental
health. It also refers to favorableness and unfavorable
ness of the job environment for people.
QWL is prescriptive concept, it attempts to design work
environment so as to maximize concern for human
welfare. It is a goal as well as process. The goal is the
creation of more people at all levels of the organization.
As a process, QWL involves eforts to realize this goal
through active participation. The whole essence of QWL
may be stated thus:
The QWL is cooperative rather than authoritarian,
evolutionary and open rather than static and rigid,
informal rather than rule-bomb, impersonal rather than
mechanistic, mutual respect and trust rather than hatred
against each other.
The term QWL has diferent meanings to diferent
people. Some think of it as happiness programs others,
especially the labor unions, feel that it is a suitable
employee incentive or just another productivity device.
Terms like work improvement, workers participation,
work humanization, industrial democracy and job
enrichment have been widely used to mean QWL.
QWL is considered as a philosophy as it is rooted in
strong humanistic values. It focuses on the problem of
creating human working environment. QWL in short
refers to the level of satisfaction, motivation,
involvement and commitment individuals experience
with respect to their lines at work.
According to Lloyd Suttle, Quality of work life is the
degree to which members of a work organization are
able to satisfy important personal needs through their
experiences in the organization. It focuses on the
problem of creating a human working environment
where employees work cooperatively and achieve results
collectively.
Bruce Warman, an organizational development
consultant with general motors, defnes QWL as a goal
and process. The goal is the creation of more involving,
satisfying and efective jobs and work environment for
people at all levels of the organization. As a process,
QWL involves eforts to realize this goal through active
participation. QWL therefore brings together the needs
and development of people with the goals and the
development of the organization.
Glaser defnes QWL as a process by which all
members of the organization, through appropriate
channels of communication, have some say about
the design of their jobs in particular an the work
environment in general
During 1979, the American society of training and
development created a task force on the quality of
work life, which has defned the concept of QWL as
follows:
A process of work organization which enables its
members at all levels to participate actively and
efciently in shaping the organizations environment,
methods and outcomes. It is a valued based process,
which is aimed towards the twin goals of enhanced
efectiveness of organization and improved quality of life
at work for employees.
Mansell and Rankin defnes quality of work life is the
concrete expression of a particular set of beliefs and
values- about people, about organizations and
ultimately about society.
Development of quality of work life
Concern with the life on the job is not of recent origin.
There are a number of schools of thought about
enhancing life in the work place, starting with the
human relations management mayo and McGregor,
the job enrichment of Herberg, the socio technical
systems of Thorsrud and Davis; and fnally the general
catch-all terms: quality of work life.
In the United States they attempts to improve and
change work environment begin in the early years of the
century. In 1915study commission by the US congress,
Robert F.Hozie reported how the unions, particularly
the machinists, were fghting scientifc management
techniques. The Labour union accused the so- called
the scientifc management for condemning the workers
to a monotonous routine destroyed their creativity and
drove them to the brink of nervous exhaustion.
The Labour of union activities in the 1930s and 1940s,
through collective bargaining and legislation, led to
improved conditions. Todays aspirations for an
improved work life in America however go beyond
continuing eforts to improve benefted and working
conditions. The new generation of workers with better
education and high expectation are now questioning
traditional managerial ways and means to participate in
the decision making process that directly and indirectly
afects their welfare and work life.
Other factors, which have infuenced the rapid development of QWL
programs in 1970, include:
Increasing recognition by management of social issues of the
workforce, that is social responsibility towards employees and
their working environment.
Changing attitude toward authority.
The impersonal nature of some large enterprises.
A widening gap between the reality of work and employees
expectations.
To accomplish these changing values and attitude of the
workers, many companies in U.S have launched QWL
experiments of projects. To name a few, they include general
foods, Procter and gamble, general motors, TRW, Cummins
engine, Scott paper and general electronics.
In Canada, a number of QWL experiments had been carried out
in some Canadian frms.
In Japan, QWL project and experiments are more widespread
because of historical and cultural factors. Japanese frms are
well known for their paternalistic approach to management and
QWL experiments are manifestation of this approach. Japanese
companies with QWL experiments include Sony, Fiji flms etc.
Ever since the industrial revolution, work has been highly
organized human activity and Frederick Taylor pioneered the
concept scientifc management of work to increase productivity
by streamlining and rationalizing the organization of industrial
work. The basic principles enunciated by Taylor were:
The planning and control of work was the responsibility
and prerogative of managers, whereas the operators
were merely accountable for the execution of specifc
talks assigned to them.
To get work executed efciently, task must be
fragmented into smallest possible units and an operative
should be assigned one or more such task units to
execute under the supervision of management staf,
whose role was to integrate and coordinate these
fragmented task units and get overall results.
Each worker must be made to perform his task within
the prescribed quantitative norms of time and output.
Now as workers are becoming more and more educated and
skilled, the consequences of work are becoming less acceptable.
Now jobs are designed according to the needs of workers and
technology. There is all around
d demand for developing jobs, which can satisfy workers need and
make them best citizen. The traditional job design needs to be
replaced with enriched job design. This demand for redesigning on
jobs has come to know as quality of work life.
CHAPTER - 2
OBJECTIVES OF
THE STUDY
Objectives
1.To satisfy the quality objective expectations of customer with
consistency and also provide the best possible support service.
2.Continuous eforts to improve the process technology and
skill.
3.To treat customer feedback as an opportunity to improve
4.To review the attitude of employees towards the measures
adopted for quality of work life.
5.To determine the factors, which the respondent feel they would
lead to improvement in quality of work life
6.To study the hygiene and working conditions of the employees at
their workplace.
7.To know the employee satisfaction level at their workplace.
CHAPTER - 3
RESEARCH
METHODOLOGY
Research Methodology
The current chapter deals with the research methodology
adopted in the present study indicates the selection of sample
respondents, collection of data, choice of statistical tools for
analysis of data, in addition to pointing out limitation of the
study.
Methodology adopted
The research is aimed at studying the quality of work life of
employees at Duke Fashions limited. The city covered under the
research was Ludhiana.
Research design
The design for this study was descriptive. Since the study was
conducted to fnd the attitude of employees towards quality of
work life.
Sampling plan
Sampling is an efective step in collection of primary data that
infuences the quality and correctness of the result. The scope
of the present study was limited to one city i.e. Ludhiana city.
Sample size
The sample size was so selected to give the true picture of the
problem. 100 employees of the company were randomly
selected. The lot sample size for the company is 100.
Sampling techniques
Convenience sampling was used to conduct this study. Under
this technique sample of respondents were chosen to the
convenience of the respondents.
Sources of primary data and secondary data
In this study, sample survey was conducted both primary as
well as secondary data were used. The primary data was
collected by structured questionnaires. Brief information was
collected regarding diferent attributes to be considered and
questionnaire contained both open ended, close ended and
ranking questions. The secondary data was obtained from
magazines, journals, and internet and from various books.
Data analysis and interpretation
After complete study of questions asked from respondents,
calculating the frequency of response tabulated data and
percentage was worked out wherever necessary. The
conclusions were draw on the basis of frequency of
Reponses/percentage.
CHAPTER - 4
FINDINGS
&
INTERPRETATIONS
Findings
1.Respondents are agreed that they get the opportunity to learn
new tings on the job.
2.Respondents of the company agreed that information relating
to their work units objective is communicated to them.
3.Company has a proper suggestion system in the organization.
Employees can participate in management decision making by
giving healthy suggestions. If they are worth then management
accept them favorably.
4.Most of the respondents are satisfed from the safety and
working conditions of the company.
5.Respondents are satisfed from the benefts provided to them
by the company.
6.Respondents say that the organization conduct stress
management programs at all levels of the company.
7. Respondents are satisfed from the promotion policy of the
company.
8.Most of the respondents are agreed that their supervisor is
more concerned about their welfare. He pays more attention
towards their safety and working conditions.
9.Most of the respondents feel that they need trade unions to
protect their interest.
10. Respondents are not satisfed from the canteen system of
the organization.
At last, respondents are satisfed from their job.
TABLE 1. USUAL WORK SCHEDULE
Options Percentage
Day shift 97%
Afternoon shift 3%
Night shift 0%
Rotating shift 0%

97%
3%
0% 0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
P
E
R
C
E
N
T
A
G
E
Day Shift Afternn Shift Ni!ht Shift Rtatin! Shift
"#R$ S%&'TS
Serie(1
INTERPRETATION: As per the above graph, 97% respondents of
the company prefer day shift instead of other shifts.
TABLE 2. LEARNING NEW THINGS ON THE JOB
Options Percentage
Strongly agree 16%
Agree 72%
Disagree 12%
Strongly disagree 0%
16%
72%
12%
0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
P
E
R
C
E
N
T
A
G
E
Strn!)y A!ree A!ree Di(*A!ree Strn!)y Di(*A!ree
PARA+ETERS
Serie(1
INTERPRETATION: As per the above graph 72% respondents agree
that their job requires keep on learning new things, only 12%
disagree.

TABLE 3. USAGE OF SKILLS AND ABILITIES ON THE JOB
Options Percentage
Strongly agree 16%
Agree 72%
Disagree 12%
Strongly disagree 0%
16%
72%
12%
0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
P
E
R
C
E
N
T
A
G
E
Strn!)y A!ree A!ree Di(*A!ree Strn!)y Di(*
A!ree
PARA+ETERS
Serie(1

INTERPRETATION: As per the above graph 72% respondents agree
that they use their skills and abilities on their jobs and only 12%
disagree
TABLE 4. KNOWLEDGE ABOUT EXPECTATIONS
Options Percentage
Strongly agree 32%
Agree 52%
Disagree 16%
Strongly disagree 0%
32%
52%
16%
0%
0%
10%
20%
30%
40%
50%
60%
P
E
R
C
E
N
T
A
G
E
Strn!)y A!ree A!ree Di(*A!ree Strn!)y Di(*A!ree
PARA+ETERS
Serie(1
INTERPRETATION: As per the above chart 32% employees strongly
agree and 52% agree that they always know what is expected from
them, only 16% respondents disagree.
TABLE 5. SAFETY OF WORKERS

Options Percentage
Strongly agree 58%
Agree 40%
Disagree 2%
Strongly disagree 0%
58%
40%
2%
0%
0%
10%
20%
30%
40%
50%
60%
P
E
R
C
E
N
T
A
G
E
Strn!)y A!ree A!ree Di(*A!ree Strn!)y Di(*A!ree
PARA+ETERS
Serie(1
INTERPRETATION: As per the above graph, 58% respondents
strongly agree that the safety is the main priority of the
management only 2% disagree.
TABLE 6. EMPLOYEES AND MANAGEMENT WORK TOGETHER
Options Percentage
Strongly agree 24%
Agree 68%
Disagree 8%
Strongly disagree 0%
24%
68%
8%
0%
0%
10%
20%
30%
40%
50%
60%
70%
P
E
R
C
E
N
T
A
G
E
Strn!)y A!ree A!ree Di(*A!ree Strn!)y Di(*A!ree
PARA+ETERS
Serie(1
INTERPRETATION: As per the above graph 68% of the employees
agree that employees and management work together to ensure the
safe working conditions.
TABLE 7. SAFETY AND HEALTH CONDITIONS
Options Percentage
Strongly agree 44%
Agree 52%
Disagree 4%
Strongly disagree 0%
44%
52%
4%
0%
0%
10%
20%
30%
40%
50%
60%
P
E
R
C
E
N
T
A
G
E
Strn!)y A!ree A!ree Di(*A!ree Strn!)y Di(*A!ree
PARA+ETERS
Serie(1
INTERPRETATION: As per the above graph 52% employees of the
company agree that the conditions where they work are safe and
healthy, only 4% disagree.
TABLE 8. SUGGESTION SYSTEM

Options Percentage
Yes 96%
No 4%
96%
4%
,ES N#
INTERPRETATION: As per the above chart 96% employees of the
company agree that they there is suggestion system in the
organization.
TABLE 9 IMPORTANCE OF STRESS MANAGEMENT WORKSHOP
Options Percentage
Yes 60%
No 12%
A lot 8%
No comments 20%
60%
12%
8%
20%
0%
10%
20%
30%
40%
50%
60%
P
E
R
C
E
N
T
A
G
E
,e( N A -t N C..ent(
PARA+ETERS
Serie(1
INTERPRETATION: As per the above graph 60% employees of the
company consider stress management programs are adequate for
improving performance. Whereas 20% employees doesnt say
anything.

TABLE 10. TRADE UNIONS
Options Percentage
Strongly agree 56%
Agree 28%
Disagree 16%
Strongly disagree 0%
56%
28%
16%
0%
0%
10%
20%
30%
40%
50%
60%
P
E
R
C
E
N
T
A
G
E
Strn!)y A!ree A!ree Di(*A!ree Strn!)y Di(*A!ree
PARA+ETERS
Serie(1
INTERPRETATION: As per the above graph 56% employees of the
company strongly agree that they need trade unions to protect their
interest, only 16% disagree.
TABLE 11 PARTICIPATION IN.DECISION- MAKING PROCESS
Options Percentage
Often 12%
Sometimes 64%
Rarely 16%
Never 8%
12%
64%
16%
8%
0%
10%
20%
30%
40%
50%
60%
70%
P
E
R
C
E
N
T
A
G
E
#ften S.eti.e( Rare)y Ne/er
PARA+ETERS
Serie(1

INTERPRETATION: As per the above graph 64% employees
sometimes take part in decision-making, 16% rarely and 3%
responded that they never took part in decision-making process.
TABLE 12. PROMOTION POLICY

Options Percentage
Highly satisfed 56%
Satisfed 40%
Dissatisfed 4%
Highly dissatisfed 0%

56%
40%
4%
0%
0%
10%
20%
30%
40%
50%
60%
P
E
R
C
E
N
T
A
G
E
%i!h)y Sati(f ie0 Sati(f ie0 Di(*Sati(fie0 %i!h)y Di(*Sati(fie0
PARA+ETERS
Serie(1
INTERPRETATION: As per the above graph 56% employees of the
company are highly satisfed from the promotion policy of the
company, 40% are satisfed and only 4% are dissatisfed from the
promotion policy.
TABLE 13. HELP AND EQUIPMENT
Options Percentage
Very true 88%
Somewhat true 8%
Not too true 4%
Not at all true 0%
88%
8%
4%
0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
P
E
R
C
E
N
T
A
G
E
1ery Tr2e S.e3hat Tr2e Nt T Tr2e Nt A)) T Tr2e
PARA+ETER
Serie(1
INTERPRETATION: As per the above graph 88% of the employees
believe that they get enough help and equipment to get their job
done.
TABLE 14. FRINGE BENEFITS

Options Percentage
Highly satisfed 32%
Satisfed 60%
Neutral 8%
Dissatisfed 0%
Highly dissatisfed 0%
32%
60%
8%
0%
0%
10%
20%
30%
40%
50%
60%
P
E
R
C
E
N
T
A
G
E
%i!h)y Sati(fie0 Sati(f ie0 Ne2tra) Di(*Sati(fie0
PARA+ETERS
Serie(1
INTERPRETATION: As per the above graph 32% employees are
highly satisfed and 60% employees are satisfed from the benefts
provided to them by the company. Only 8% gave neutral answers.
TABLE 15. WELFARE SCHEME

Options Percentage
Very true 80%
Somewhat true 12%
Not too true 8%
Not at all true 0%
80%
12%
8%
0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
P
E
R
C
E
N
T
A
G
E
1ery Tr2e S.e3hat Tr2e Nt T Tr2e Nt AT T Tr2e
PARA+ETERS
Serie(1
INTERPRETATION: As per the above graph 80% employees of the
company believe that it is very true that their supervisor is
concerned about their welfare.
TABLE 16. JOB ENRICHMENT
Options Percentage
Excellent 0%
Good 24%
Fair 44%
Poor 32%
0%
24%
44%
32%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
P
E
R
C
E
N
T
A
G
E
E45e))ent G0 'air Pr
PARA+ETERS
Serie(1
INTERPRETATION: When employees were asked about job
enrichment, 24% said good, 44% said fair and 32 % said poor.
There is no employee who comes under the category of excellent.

TABLE 17: TRAINING OPPORTUNITIES
Options Percentage
Only at starting 72%
Always 4%
Sometimes 24%
Never 0%
72%
4%
24%
0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
P
E
R
C
E
N
T
A
G
E
#n)y at Startin! A)3ay( S.eti.e( Ne/er
T&+&NGS
Serie(1
INTERPRETATION: As per the above graph 72% employees of the
company respond that they got training at the starting only. Only
4% said always and 24% responded sometimes.
TABLE 18. CRITERIA FOR QUALITY OF WORK LIFE

Degree of satisfaction
criterion
Highly
satisfed
Satisfed Neutral Dissatisfed Highly
dissatisfed
Fair compensation 8% 72% 8% 12% 0%
Job security 12% 64% 12% 12% 0%
Working conditions 32% 68% 0% 0% 0%
Healthy relationships 40% 56% 4%
0%
0%
Flexible working hours 28% 22% 0% 8% 42%
Individual
development
4% 32% 20% 28% 16%
Canteen system 0% 36% 20% 20% 24%
8%
12%
32%
40%
28%
4%
0%
72%
64%
68%
56%
22%
32%
36%
8%
12%
0%
4%
0%
20% 20%
12% 12%
0% 0%
8%
28%
20%
0% 0% 0% 0%
42%
16%
24%
0%
10%
20%
30%
40%
50%
60%
70%
80%
1 2 3 4 5 6 7
CRITERION
PERCENTAGE
%i!h)y Sati(fie0 Sati(fie0 Ne2tra) Di(*Sati(fie0 %i!h)y Di(*Sati(fie0
TABLE 18.1. FAIR COMPENSATION
Options Percentage
Highly satisfed 8
Satisfed 72
Neutral 8
Dissatisfed 12
Highly dissatisfed 0
Average 2.24
Average rating for fair compensation is between somewhat satisfed
to neutral.
TABLE 18.2. JOB SECURITY
Options Percentage
Highly satisfed 12
Satisfed 64
Neutral 12
Dissatisfed 12
Highly dissatisfed 0
Average 2.24

Average rating for job security is between satisfed to neutral
TABLE 18.3. WORKING CONDITIONS
Options Percentage
Highly satisfed 32
Satisfed 68
Neutral 0
Dissatisfed 0
Highly dissatisfed 0
Average 1.98
Average rating for working conditions is between highly satisfed to
satisfed
TABLE18.4. HEALTHY RELATIONSHIP
Options Percentage
Highly satisfed 40
Satisfed 56
Neutral 4
Dissatisfed 0
Highly dissatisfed 0
Average 1.64
Average rating for healthy relationship is between highly satisfed to
satisfed
TABLE 18.5. FLEXIBLE WORKING HOURS
Options Percentage
Highly satisfed 28
Satisfed 22
Neutral 0
Dissatisfed 8
Highly dissatisfed 42
Average 3.14
Average rating for fexible working hours is between neutral to
dissatisfed
TABLE 18.6. INDIVIDUAL DEVELOPMENTS
Options Percentage
Highly satisfed 4
Satisfed 32
Neutral 20
Dissatisfed 28
Highly dissatisfed 16
Average 3.20
Average rating for individual development is between neutral to
dissatisfed
TABLE18.7 CANTEEN SYSTEM
Options Percentage
Highly satisfed 0
Satisfed 36
Neutral 20
Dissatisfed 20
Highly dissatisfed 24
Average 3.32
Average rating for canteen system is between neutral to dissatisfed
TABLE 19. JOB SATISFACTION
Options Percentage
Highly satisfed 86%
Satisfed 14%
Dissatisfed 0%
Highly dissatisfed 0%

86%
14%
0% 0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
P
E
R
C
E
N
T
A
G
E
%i!h)y Sati(fie0 Sati(f ie0 Di(*Sati(fie0 %i!h)y Di(*Sati(fie0
PARA+ETERS
Serie(1
INTERPRETATION: As per the above graph 86% employees of the
company are highly satisfed and 14% are satisfed from their job.

CHAPTER - 5
SUGGESTIONS
Suggestions
1.Employees should be given an opportunity to improve their
capabilities. During regular work activities, there should be
a provision of directing the work performance of the
employees. The company should provide opportunities for
growth and development by creating more jobs and other
programs.
2.Create standard methods of communicating quality of work
life information to the employees. There should be a proper
fow of information in the organization so that employees
can aware all the programs and happenings in the
organization.
3.Conduct annual surveys of employees to determine what
employees want from the company and how the company
can best respond.
4.There should be a proper career plans for all employees.
5. There should be a proper fair and equitable remuneration
so that employees are satisfed with remuneration.
6.Canteen system should be improved.
7.There should be a proper rest room for the employees.
8.Encourages the workers in meeting to give suggestions and
posses a challenge to everyone to double the volume of
suggestions in the coming years.
*. A5')1)()5 6)!7 0!)54 #a1 2" 5"& -)! 6)!7$10 )- 'h"
)!0a1$8a'$)1. I1 5#h 0!)54, "(4/)3"" h)5/& 2" 0$%"1
-!""&)( )- &"#$$)1,(a7$10
CHAPTER - 6
LIMITATIONS
LIMITATIONS
Most of the responses showed unwillingness to give the
information.
Accuracy of the responses was depended upon the moods
and interest of the respondents.
Sometimes the respondents were not in cooperation
condition.
Most of the respondents were uneducated.
CHAPTER 7
CONCLUSION
Conclusion

After studying the quality of work life of employees at Duke, I can
conclude that the attitude of the employees towards quality of work
life is positive and the relationship between performance and quality
of work life is also positive. The various factors, which infuenced
the quality of work life, are work environment, job security, social
integration in the work environment etc.
Organization must have a working life that is sustainable in the
long run and that creates more and better jobs. Everybody must
also have the possibility to remain in work for a, longer time than
today. Working condition must permit this and this involves paying
attention not only to the work environment, but also to competence
development, life-long learning, equality and infuence.
There is a positive correlation between quality of work life and
quality of life. Some factors control and job involvement are factors
that potential infuence both quality of work life and quality of life.
To deal with some of the dissatisfaction of the employees in the
company some suggestions have been made which may be
considered for the proper implementation of quality of work life. The
employees should be given proper training, which will enhance the
efciency of employees and will develop the feeling of the self-
confdence among the employees. There should be given
opportunity to give suggestion for any improvement in the
measurement of quality of work life.
CHAPTER 8
ANNEXURES
BIBLIOGRAPHY
The contents of this assignment has been taken
from the following websites:
http://www.fbre2fashion.com/services/promotion/
companyfocus/duke/
http://dukeindia.com/aboutus.html
http://www.advertising-in-india.com/garment-
apparel/duke-fashion-india.htm
http://www.google.co.in
http://www.altavista.com
QUESTIONNAIRE
(QUALITY OF WORK LIFE)
NAME: ----------------------------------
GENDER: -------------------------------
AGE: ------------------------------------
TOTAL NUMBER OF YEARS WITH THIS ORGANIZATION:
--------
1.How long have you worked in your present job for your current
employer?
a.Less than 6 months
b.6-12 months
c.Enter years---------
2.Which of the following best describe your usual work
schedule?
a.Day shift
b.Afternoon shift
c.Night shift split shift
d.Rotating shift
3.Does your job require that you keep learning new things?
a.Strongly agree
b.Agree
c.Disagree
d.Strongly disagree
4.Does your job let you use your skills and abilities?
a.Strongly agree
b.Agree
c.Disagree
d.Strongly disagree
5.On your job, do you know exactly what is expected from you?
a.Strongly agree
b.Agree
c.Disagree
d.Strongly disagree
e.
6.Is the safety of workers a high priority of management in the
organization?
a.Strongly agree
b.Agree
c. Disagree
d.Strongly disagree
7.Does employees and management work together to ensure the
safest possible working conditions?
a.Strongly agree
b.Agree
c.Disagree
d.Strongly disagree
8.Does the safety and health conditions in the organizations are
good?.
a.Strongly agree
b.Agree
c.Disagree
d.Strongly disagree
9.Do you have suggestion system in your organization?
a.Yes
b.No
10. Do you consider that stress management workshop is
adequate for improving performance?
a.Yes
b.No
c.A lot
d.No comments
11. Do you think workers needs strong trade unions to
protect their interest?
a.Strongly agree
b.Agree
c.Disagree
d.Strongly disagree
12. In your job, how often do you take part in decisions
making process?
a.Often
b.Sometimes
c.Rarely
d.Never
13. Are you satisfed with promotion policy of your
organization?
a.Highly satisfed
b.Satisfed
c.Dissatisfed
d.Highly dissatisfed
14. Do you receive enough help and equipment to get the job
done?
a.Very true
b.Somewhat true
c.Not too true
d.Not all too true
15. Are you satisfed with fringe benefts that you are getting?
a.Highly satisfed
b.Satisfed
c.Neutral
d.Dissatisfed
e.Highly dissatisfed
16. Is your supervisor concerned about the welfare scheme?
a.Very true
b.Somewhat true
c.Not too true
d.Not at all true
17. Does management believes in job enrichment?
a.Excellent
b.Good
c.Fair
d.Poor
18. Do you have training opportunities?
a.Only at starting
b.Always
c.Sometimes
d.Never
19. A criterion of quality of work life is given below. Rate the
following options according to your preferences:

Degree of
satisfaction
criterion
Highl
y
satisf
ed
Satisf
ed
Neutral Dissatis
fed
Highly
dissatisf
ed
Fair
compensation
Job security
Working
conditions
Healthy
relationships
Flexible working
hours
Individual
development
20. Are you satisfed with your job?
a.Highly satisfed
b.Satisfed
c.Dissatisfed
d.Highly dissatisfed
21. If you have some suggestions regarding the improvement
in quality of work life in your organization, then please specify:
----------------------------------------------------------------------------
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