Achu's Main ProjectS

CHAPTER: I

INTRODUCTION

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1.1 Introduction of the study

Empowerment is a process which has evolved in response to the trend towards a greater

degree of responsibility and involvement amongst employees in the running of their

organization. The advantage of an empowerment or involvement are said to include higher

quality products and services, less absenteeism, lower turnover, better decision-making and

better problem solving which, in turn, result in greater organizational effectiveness.

An empowerment process involves change, which may be painful and frustrating. The

process also takes vast amount of time and energy. Empowerment fosters the decision-

making, issues and to motivate the employees who get immense job satisfaction. In the

contemporary business environment, empowerment is essential to be more competitive and

productive. In most organizations, empowerment is not practised in true spirit because of

the absence of a positive organizational culture that believes in trust, transparency and

employee development.

Empowerment is not an end state; but a process that all human being

experience. Employee empowerment has been toughened as a panacea for improving

organizational competitiveness through enhanced employee motivation, morale,

satisfaction, commitment and innovation.

This project was done with reference to Kitex Ltd, Kizhakambalam on the title

‘‘a study on employee empowerment and involvement level in kitex limited’’.

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1.2 Statement of problem

Changing organizational culture can be a difficult task. Several studies identify

factors which contribute to organizational culture. Two such factors are empowerment and

employee involvement. This study is done in organization which is attending to improve

organizational culture. Through the evaluation of employee perspectives, recommendations

are made to enhance empowerment and employee involvement factors to trigger a shift in

the organizational culture.

Representatives have the opportunity to effect empowerment by applying the HR

strategies. They possess knowledge, skills, relationships and the position to champion

empowerment initiatives, facilitate the development of empowering managers, implement

empowering programmes and provide a knowledge base regarding empowerment.

1.3 Importance of the study

• It helps to study about the manufacturing industry and Kitex Ltd, Kizhakambalam.

• It helps in identifying the level of employee empowerment in Kitex Ltd.

• It reveals what are the factors affecting employee empowerment.

• It indicates the employee’s suggestion and opinion for improving the employee

empowerment level.

• It creates the feeling of belongingness.

• It has power to strengthen the creativity of the employees.

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1.4 Scope of the study

This study identifies the employee empowerment and involvement level in

Kitex Ltd and identifies the factors which are to be changed and improve which make the

organization to adopt better method and there by improve its involvement level in decision

making and achieve its objectives effectively and efficiently. The respondents are taken for

analysis to arrive at the finding and suggestion, which can be beneficial for the

organization to increase the employee empowerment and involvement level.

1.5Objectives of the study

Primary Objectives :

• To study about the employee empowerment and involvement level in KMML.

Secondary Objectives :

• To study about the employee empowerment and involvement level in Kitex Ltd.

• To find out the extend of empowerment being provide by the company among the

employees.

• To know about the employee roles in making substantive decision.

• To suggest some measures to be taken by the company to improve the degree of

empowerment among the employees.

1.6Period of study

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Duration of the study conducted to 2 months in the employees of Kitex Ltd,

Kizhakkambalam, Ernakulam.

1.7Assumptions of the study

• The data collected from the employees were unbiased.

• The data collected from the secondary sources were true.

1.8Limitations of the study

• Employees can misuse the increased power given to them.

• Dissatisfaction among employees occurs due to self-priority rather than group success.

• Fallacies occur due to improper training imparted to managers.

• There might be interpersonal conflicts among the group members.

• Organizations may insure high cost on training.

• There may be loss of time in deploying regular jobs.

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CHAPTER: II

PROFILES

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INDUSTRY PROFILE

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2.1INDUSTRY PROFILE

2.1.1Textile Industry in India

The term ‘Textile’ is a Latin word originating from the word ‘texere’ which means to ‘weave’.

Textile refers to a flexible material comprising of a network of natural or artificial fibres,

known as yarn. Textiles are formed by weaving, knitting, crocheting, knotting and pressing

fibres together. Textile Museum is that specialised category of museum which primarily

preserves different types of textile and textile products.

The history of textile is almost as old as that of human civilization and as times

moves on the history of textile has further enriched itself. In the 6 th and 7th century BC, the

oldest recorded indication of using fibre comes with the invention of flax and wool fabric at

the excavation of Swiss lake inhabitants. In China, the discovery and consequent development

of sericulture and spin silk method got initiated at 2640 BC while in Egypt the art of spinning

linen and weaving developed in 3400 BC. The discovery of machine and their widespread

application in processing natural fibres was a direct outcome of the industrial revolution of the

18th and 19th centuries. The discoveries of various synthetic fibre like nylon created a wider

market for textile products and gradually led to the invention of new and improved sources of

natural fibre. The development of transportation and communication facilities facilitated the

path of transaction of localised skills and textile art among various countries.

The history of development in textile industry was started in Britain as the

spinning and weaving machines were invented in that country. High production of wool,

cotton and silk over the world has boosted the industry in recent years. Though the industry

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was started in UK, still in 19th century the textile production was passed to Europe and North

America after mechanization process in these areas. From time to time Japan, China and India

took part in industrializing their economics and concentrated more in the sector. Japan, India,

Hong Kong and China became leading producers due to their cheap labour supply, which is an

important factor for the industry.

2.1.2Global Scenario

According to statistics, the global textile market possesses a worth of more than $400

billion presently. In a more globalized 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 recent years.

Japan, India, Hong Kong and China became leading producers due to their cheap

labour supply, which is an important factor for the industry. The World Trade Organization

(WTO) has taken so many steps for uplifting this sector. In the year 1995, WTO had renewed

its MFA and adopted Agreement on Textiles 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 customized textiles are considered as the future of the

textile industry.

2.1.3Indian 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

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people. Textile industry was one of the earliest industries to come into existence in India and it

accounts for more than 30% of the total exports. In fact Indian textile industry is the second

largest in the world, second only to China.Textile industry is unique in

terms 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,

organized and decentralized sectors rural and urban areas, particularly for women and the

disadvantaged. Indian textile industry is constituted of the following segments: Readymade

Garments, Cotton Textiles including Handlooms, Man-made Textiles, Woolen 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 the importance of textile sector was recognized 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 population of the country, to

increasingly contribute to the provision of sustainable employment and the economic growth

of the nation and to compete with confidence for an increasing share of the global market. The

policy also aimed at achieving the target of textile and apparel exports of us $ 50 billion by

2010 of which the share of garments will be us $ 25 billion.

2.1.4Strengths ofIndian Textile Industry

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 fibers like polyester, silk,

viscose etc...

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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.

India is highly competitive in spinning sector and has presence in almost all processes of

the value chain.

Indian garments industry in very diverse in size, manufacturing facility, type of apparel

produced, quantity and quality of output, cost, requirement for fabric etc... It comprises

suppliers of ready-made garments for both domestic or export markets.

2.1.5 Weaknesses of Indian Textile Industry

Indian textile industry is highly fragmented in industry structure, and is led by small scale

companies. The reservation of production for very small companies that was imposed

with the intention to help out small scale 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 of

processes. Hence they lose in productivity.

Indian labour laws are relatively unfavourable to the trades and there is an urgent need

for labour reforms in India.

India seriously lacks in trade pact memberships, which leads to restricted access to the

other major markets.

2.1.6 India’s major competitors in the industry

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Although the textile industry contributes 9% of GDP and 35% of foreign exchange earnings,

India's share in global exports is only 3% compared to China's 13.75 % per cent. Expressed in U.S.

Dollars, India's exports value $10 billion, in sharp contrast to China's $77 billion and while India

is still concerned with its "fine-tuning" policy, China seems to have its sights on a more strategic

dimension.

In addition to China, other developing countries are emerging as serious competitive threats to India.

Looking at export shares, Korea (6%) and Taiwan (5.5%) are ahead of India, while Turkey (2.9%)

has already caught up and others like Thailand (2.3%) and Indonesia (2%) are not much further

behind. The reason for this development is the fact that India lags behind these countries in

investment levels,technology, quality and logistics.

Over the years, the industry has served to bring money into the country to fuel the

development of other industries and in this sense, the country will continue to benefit

significantly by virtue of producing and manufacturing clothing and textiles.

There are several areas where China enjoys a distinct advantage over India in a

manufacturing-type industry such as textiles. Perhaps the most noticeable advantage is the

difference in foreign direct investment (FDI), especially by Chinese nationals living abroad.

In fact, China is now the largest recipient of FDI cash inflows, ahead of the United States.

Furthermore, China has undergone significant trade reform in recent years, especially in

opening its market to foreign competitors and privatizing large government agencies.

This compares to the relative stagnation of outdated policies that better describes India's

approach. And finally, it is simply much more efficient and cheaper for goods to reach the

U.S. from the port of Hong Kong and other China ports, versus from India. However, India

enjoys a similar comparative advantage for serving demand in the European Union.

2.1.7State Scenario

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The southern states have a rich legacy of traditional textiles. They are the irrefutable

textiles maharajas of the country; churning out enviably stunning silks and cottons that are

lapped up by people all across the continent. The textile industry generates huge revenues for

Kerala.

Thrissur is famous for the textile industry. Thrissur is also famous for its hosiery mills.

Lakshmi mills of pullazhi, Rajagopal textiles of Athani, Alagappa textiles of Alagappa nagar

are famous for their textile industry. Besides weaving saris, Kerala also produces premium

quality lace and embroidered goods .It is usually done by women artisans. Caps are produced

in bulk at Kasargod which is then exported to Gulf and African countries.

Kannur around 350 km north of Kochi, is Kerala’s leading textile export hub. Its

export of textile products is worth around Rs.3 billion a year, according to industry sources.

As the US Dollar weakens against the rupee, the going is getting tough for textile exporters

here the dollar, which fell around 15 percent from March this year has burned a Rs.450 million

($11.4 million) hole in the pockets of exporters. Kannur has around 40 textile export units.

The sector employees around 50,000 people in the district.

The major competitors were MCR, ANGEL, JANSON, RAMRAJ etc.....

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COMPANY PROFILE

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2.2COMPANY PROFILE

Vital Statistics

Name : KITEX LIMITED

Address : Kizhakkambalam, Aluva, Ernakulam

Registered Office : Kizhakkambalam

Nature of Incorporation : Public Limited Company

Nature of Business : Manufacturing Cotton Textiles

Founder : Mr. M.C. Jacob

Chairman and M.D : Mr. Bobby.M.Jacob

Total Build Up Area : 1650000 sq.ft

Production Capacity : 3500 sq. meters/day

Employment Potential : 2000

Total Capital Employed : 2 Crores

Sales Turn Over : 200 Crores

Auditor : Varma and Varma

Bankers : Federal Bank, ICICI, Canara Bank

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2.2.1 Introduction of the company

Kitex Limited a prominent prodigy in the field of textile industry began its spectacular display

in 1975 Kizhakkambalam, Aluva, Ernakulam. This prestigious company is one of the 6 th brand

divisions of Anna Group. Kitex group of companies is a celebrity among the industrial giants

in our country. This weaving unit is engaged in production of fabric made of cotton and other

blends, grey cloth, bed sheets, dhothies, mull and lungies. They are marketed through a

network of nearly 2000 authorized dealers. Through the years the company has carved a niche

for itself in this highly competent industry with its tradition of internationally accepted

products.

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 reduce unemployed. Considerable infrastructure facilities have been built up

by way of buildings, electrical distribution systems, supporting machineries for warping,

sizing, etc... to help power loom owners.

The group got highest regards for the welfare of the employees and general public.

Several charitable programmes were organized for the benefit of the lower strata of the

society. The group is also providing a very good accomodation and canteen facilities to

employees who hail from all over Kerala. In the market survey conducted in 2007 of

consumable products named, ‘‘Top 20 Products’’ in Kerala, Kitex got 11 th rank with a score of

201.8736. The rank was decided on the basis of the consumer’s acceptance or popularity.

2.2.2 History and Growth 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

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plantation owners, he ventured in to the risky world of manufacturing industry and hoped for

the best, while working very hard to make his maiden venture to a great success.

Today the group is involved in manufacturing of aluminum sheets, circles, vessels and

utensils, spices, fabric, school bags, garments and marine exports etc. The ‘Anna’ ranges

vessels and utensils are highly popular in domestic market and in the Middle East, U.S.A,

Africa, and Australia. The group of turnover is around 200crores.

Anna Group, a multi core success story began in 1968 is now spread heading the thrust in to

the new millennium. From a company devoted to the manufacture of aluminum vessels and

utensils, it involves spices and fabric, school bags, garments and marine exports. It has

emerged as a multi-dimensional giant with interest in various fields ranging from textiles to

spices to baggage. Anna Group, where quality the buzzword has opened new vistas of exciting

challenges. Today Anna ranges of product are very popular in domestic market and overseas.

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, the 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 cloth, bed

sheets and lungies are available in four various types-Executive, Medium Super, Medium and

Economy all are priced differently.

Kitex white gives you an array of white dhothies single as well as double. It becomes with

streaks of colors and gold to add to the looks your dhothies. We also have beautiful and wide

range of bed sheets under the label of Sweet Dreams. Through the years the company has

carved a niche for itself in this highly competitive industry with its tradition of world-class

quality.

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The company has a well-organized production department and is committed to cent percentage

quality in all the production process. In the production department Kitex has 480 power looms

and 20 automated looms. There are about 390 workers in the plant. They use both automated

and power looms in the production process. The annual sales range is in between US $10

million – US $50 million.

Kitex follows a line organizational structure and their span of management is 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 1500 authorized dealers. Kitex fabrics are now exported

to many parts of the world. Kitex is going in 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.

Diversified Activities

Anna Aluminium.

Saras Spices.

Kitex Garments.

2.2.3 Quality Objectives of Kitex Limited

Increase production by 60% from the present level by adding essential machinery,

manpower and solving space constraints.

Reduce the present product reduction by 50%.

Reduce the specific fuel and electricity consumption by 10%.

Reduce the customer complaints by 50% (Improving quality products and services.)

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2.2.4 Mission

They are committed to manufacture and deliver quality greige fabric and processed fabric as

per customer specification, efficiently in a professional and environment friendly manner, on

time and at the right cost with utmost customer satisfaction, while driving to become a world

class organization through continual improvement.

2.2.5Vision

A world class manufacturing company focusing on all round business excellence through a

total quality management system with committed leadership, effective teamwork, delighted

customers and satisfied employees in an environment friendly organization

Mile Stones in the History of Kitex

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

Celebrated silver jubilee in 2000.

‘‘Kristhu Jayanthy’’ award for the year 2000 was conferred to Mr. Jacob during 82nd All

Kerala Catholic Congress for his noteworthy contribution to the economy of Kerala.

Kitex got ISO 9001-2000 certification in February 2007.

Advertising Industries Media presented a memento ‘‘Kerala Adifest 2007’’.

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World Class Manufacturer

LEADERSHIP & TEAM WORK

QUALITY PROCESS &

PEOPLE

POLICY & STRATEGY

CUSTOMER

Samman Pathra of Government of India, Ministry of Finance and Department of

Revenue awarded for outstanding performance.

ISO 9001:2008, WRAP (World Wide Responsible Accredited Production) certified

garment manufacturer and exporter, Oeko – Tex certificate of quality, GOTS (Global

Organic Textile Standard) certified logo for organic label are achieved by Kitex

Garments.

Best business man award 2012 of ‘‘Dhanam’’ magazine was given to Mr. Bobby Jacob.

Departments

The different departments in the company include the following:-

1. Marketing Department

2. Human Resource Department

3. Finance Department

4. Store Department

5. Purchase Department

6. Production Department

7. Quality Department

2.2.6Future Vision of Kitex Ltd

To reach excellent quality standards in the coming years.

To keep in pace with modern technologies and concepts.

To organize supply of material at minimum cost, to maximum extended possible without

any compromise in quality.

This year they expect 20-30% growth.

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2.2.7 Future Expansion Plan

Weaving capacity is doubled from 5,00,000 to 10,00,000 by adding 120 shuttle looms. Now

the company is planning to import raw materials Dornier and Pecanor. Diversifications of

new products are being added. As a part of expansion, Kitex Ltd garments unit is

developing and there is also future plan to expand the capacity of Trawell day Bag unit for

improving the quality and for developing the production capacity.

ISO 9001-2000

KITEX got ISO 9001-2000 certification in February 20, 2007

They are committed to manufacture and deliver quality 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 at most customer satisfaction, while driving to become a world class

organization through continual improvement.

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PRODUCT PROFILE

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2.3 PRODUCT PROFILE

2.3.1 Kitex Lungies / Bed Sheets / Dhothies

Kitex Lungies :-

EXECUTIVE :- Superior quality lungies available in various designs and colours.

MEDIUM SUPER :-Comfortable lungies you would love to drape. Available in various

designs and colour combinations.

MEDIUM :-Experience freedom and coolness with Medium range of lungies, comes to

you in warm colours and in various designs.

ECONOMY :-After a hard day’s work, jump into lungi to ease your tension, to smooth

your senses and to feel relaxed.

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Executive 130cm×200cm 175 Rs.

Medium 127cm×200cm 145 Rs.

Medium super 127cm×200cm 160 Rs.

Standard 127cm×190cm 125 Rs.

Supreme 127cm×200cm 160 Rs.

Economy 127cm×200cm 135 Rs.

Kitex Bed Sheets :-

SWEET DREAMS 60 :- Beautiful king-size bed sheets available in beautiful design and

pleasant colours to suit our bedrooms.

SWEET DREAMS 50 :- Beautiful bed sheets available in beautiful design and pleasant

colours to suit bedrooms.

Sweet dreams 50. 128cm×225cm 177 Rs.

Sweet dreams 60. 152cm×225cm 199 Rs.

Sweet dreams double sheet. 225cm×175cm 304 Rs.

Duo (1sd 60 bed sheet+2 pillow covers.) 152cm×225cm 330 Rs.

Solitude 1 double sheet. 152cm×225cm 186 Rs.

Sweet dreams king size. 250cm×225cm 408 Rs.

Duplex (1 solitude bed sheet+2pillow covers.) 152cm×225cm 306 Rs.

Soft dreams king size+2 pillow covers. 225cm×250cm 575 Rs.

Sweet dreams DS + 2 pillow covers 225cm×175cm 435 Rs.

Kitex Dhothies :-

SMART LINE :-White single dhothi with streaks of either dark red or dark blue or dark

green lines, which can be worn equally at home and outdoors.

SMART LINE GOLD :-Cream colour single dhothi with streaks of Gold Jerry lines for

special occasions.

READY WEAR:- plain white single dhothi you'll love to drape. The anywhere, anytime

wear.

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SAMRAT:- Pure cotton white double dhothi with lines in 5 different colours to choose

from.

Ready wear 127cm×200cm 120 Rs.

Smart line single 127cm×200cm 135 Rs.

Smart line gold single 127cm×200cm 150 Rs.

Smart double 127cm×385cm 250 Rs.

Smart plus double dhothi white

board kara

127cm×385cm 250 Rs.

Smart ivory plus XL 127cm×400cm 260 Rs.

Smart premium RX 127cm×385cm 310 Rs.

2.3.2 Dago Bert Shirting and Suiting

The shirting and suiting brand from Kitex Ltd, Dago Bert, is created from the finest cotton.

Incorporating the best contemporary designs along with the latest weaving techniques, the

clothing materials are not only elegant and comfortable, but also are long-lasting and

reasonable. Dago Bert Shirting and Suiting are available in a variety of colours and shades

to suit any occasion, from work to party.

2.3.3 Adonis and Agna Inner wears

The premium inner wear creations from Kitex Ltd are marketed under the brand names,

Adonis and Agna. Adonis, the premium range inner wears for men are made from high quality

fabric and resilient to daily wear and tear. Agna, this exclusive array of women’s inner wear

offers feminine and flawless fit and comfort to every women.

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2.3.4 Scoobee Loobee Kids Wear

Kitex now offers a wide range of kids wear under the brand name, Scoobee

Loobee. Scoobee Loobee kids wears are specially meant for infants of new born to 5 years.

2.3.5 Scoobee Day Bags

The renowned Anna-Kitex group forayed in to the luggage and baggage industry with

Scoobee Day an exclusive brand of school bags. These bags are made using Ripstop fabrics

that are woven using special reinforcing technique and are well water-proofed, making them

durable and highly resistant to wears and tears.

2.3.6 Trawell Day Bags

Trawell Day Bags are stylish, meant for daily use and make any traveling hassle free for the

users. Highly spacious, secure and convenient. These bags are also well water proofed with

water proof nylon lining. The variety of trawel bags, trolley bags, business bags, lap-top bags,

back-pack bags, beauty case bags are reasonably priced to suit all buyers.

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CHAPTER: III

REVIEW OF LITERATURE

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3 REVIEW OF LITERATURE

EMPOWERING EMPLOYEES

Empowering employee means putting employees in charge of what they do. In

organizations, there are managers being called coaches, advisors, sponsors or facilitators.

In some organizations, employees are now called associates and there is blurring between

the roles of manager and workers. Decision making is pushed down to operating level,

where workers are being given freedom to make the choice about schedules and

procedures and to solve work related problems. In 1980’s managers were encouraged to

get their employees to participate in work related decisions. Now managers are going

considerably further by allowing employees full control of their work. An increasing

number of organizations are using self-managed teams, in which workers operate largely

without bosses. They are putting employees in charge of what they do and in so doing,

managers have to learn how to give up control and employee have to learn how to take

responsibility for their work and make appropriate decisions.

The traditional management and administration believed that lower level

employees do not have managerial skills, managerial knowledge and managerial

aptitude. Therefore, managers at the top level used to take strategic decisions and

manager at the middle level used to take executive decisions and manager at the lower

level used to take operational decisions and workers were used to carry out or implement

the decisions and also implement them by providing training and development and

delegating authority and responsibility.

Environmental changes and increased global competition leads the employee

empowerment has a main important role in management. Employee’s empowerment is

one of the effective techniques for improving employee productivity and optimal use of

capacities and capabilities in the organization. Empowerment is one of the promising

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concepts of business world that has been less attention to it, but now has been turned to

the topic. But despite numerous discussions about the benefits of empowerment it

utilization is small and insignificant and although empowerment to allow managers to

use the knowledge, skills and experience of all organization people but unfortunately

there is little to know the number of managers and groups that way of creating a culture

of empowerment. Randolph (2003) believes that empowerment is not only ‘‘giving

power to the people to decide’’ but he believes empowerment is intelligent decision

making powers to help the company to perform the effective activity.

Thomas and Velthhouse (1990) believe that the concept of empowerment cannot be

defined with one letter. They express ‘‘psychological empowerment’’ as a process that

increases the job internal motivation that includes four areas such as Impact,

Competency, Choice, Meaning and Trust and they enter this issue for the first time in

management literature.

Impact

Sense of impact and efficacy is the process that peoples can be influence on management

strategies, outcomes and results. In this dimension the managers gives opportunity to

employees to be able to do.

Competency

Competency refers to the degree that a person could be performed the job responsibilities with

successfully. Some believe that this feature is the most important element because the ability

to feel self-efficacy determines whether a person tries and persistence hard to do anything or

not.

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Choice

Choice is a psychological need and refers the meaning of individual freedom and autonomy in

determining the required activities to perform job duties. Choice has been associated with

individuals and groups tries to increase control over how their work and with personal

satisfaction. The choice due to forming partnerships and assistance to people in those

applications in various fields, will lead the organizational goals, human resources and

priorities are related with together.

Meaning

Meaning is the value of career goals and the person’s internal interest on job.Meaning is an

opportunity that employees feel has important and valuable career goals to pursue and they

feel they are moving on the road that their time and resources are valuable.

Trust

Trust refers to relationships between managers and subordinates (trust manager to employee

and vice versa). Trust is related to interest, competence, openness and confidence to others.

Another words trust is a sense of having a private security.

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MEANING

Giving employees the permission and ability to make decisions and act autonomously for

the goods of the company.

Empowerment is the process of enhancing feeling of self-efficiency and a sense of

‘owing a job’. It is what job aspirant are looking for in organizations. More than monetary

rewards, it is the feeling that employees ‘owns’ the job that motivates him or her now a

days. Empowered employees are energetic and passionate. They aspires to do better job

because they get personally rewarded for doing so.

The term ‘Empowerment’ was used in different areas before being used in

management. These areas include political and social movements. Employee empowerment

can be a powerful tool for organizations. This new management style can increase

efficiency and effectiveness inside an organization. It increases employee productivity. By

empowering employees, leaders and managers have the freedom to dedicate their time to

more important matters. Empowerment also brings many benefits to employees. It makes

them feel better about their contributions to the organization, it enhances employee’s minds

to find better ways to execute their jobs and it gives employees the feeling of confidence in

themselves and their organizations.

The following are some of the benefits of empowerment, as emphasized by

many researchers and authors in the field.

1. Quickly responding to changing environments.

2. Improving productivity and quality of work.

3. Creating a positive work culture.

4. Encouraging employees to use their talents and to be creative.

5. Solving problems quickly.

6. Maintaining morale among employees.

7. Making employees act more responsibly.

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8. Creating flexibility and innovation.

9. Facilitating knowledge sharing.

10. Increasing job satisfaction.

OPINION OF DIFFERENT AUTHORS ABOUT EMPLOYEE EMPOWERMENT

1. Burke (1986) defines empowerment as ‘‘to empower implies the granting of power

delegation of authority’’.

2. Page and Czuba (1999) defines empowerment as ‘‘a multi-dimensional social process

that helps people gain control over their own lives’’.

3. Heath field (2012) defines empowerment as ‘‘the process of enabling and authorizing

individuals to think, behave, take action, decision and control work autonomously’’.

STAGES INEMPLOYEE EMPOWERMENT

Empowerment consists of five stages. The first stage involves identifying the conditions

existing the organizations that lead to feelings of powerlessness on the part of

organizational members. These conditions manifest through poor communication,

centralized resources, authoritarian styles of leadership, low incentive value rewards, low

task variety and unrealistic performance goals.

The different stages include the following :

Identifying the conditions of powerlessness.

Implement empowerment strategies and techniques.

Remove conditions of powerlessness and provide self efficacy information.

Feeling of empowerment generated.

Empowerment results in performance.

Empowerment demands team formation.

32

CHARACTERISTICS OFEMPOWEREDORGANIZATION

They invest a lot of time and effort in hiring, to make sure new recruits can handle work

place freedom.

Their organizational hierarchy is flat.

They set loose guidelines, so workers know their decision making parameters.

Accountability is paramount results matter more than process.

High quality performance is always expected.

Openness and strong communication encouraged.

Employee satisfaction is the core value.

PRACTICALASPECTS INTHE COMPANY

The following tips may be useful in empowering employees;

Delegate responsibility and along with it authority.

Replace the role of managerial ‘parent’ role with that of ‘partner’ role.

Share information with subordinates. Empowered employees need sufficient information

to get full perspective.

Allow teams to form. Teams are the best vehicles to empowerment.

Performance feedback is always important. It is particularly important for newly

empowered employees.

ESSENTIALS BEFORE IMPLEMENTING EMPOWERMENT PROCESS

A company culture which would support a participative approach.

Employee relations must be reasonably healthy.

Acceptance of long term commitment.

Availability of management attention.

Voluntary participation.

33

Top management support.

Facilitator guidance.

TECHNIQUES / PROCESS FOR EMPLOYEE’S EMPOWERMENT

Different techniques for employee’s involvement include suggestions systems, team,

focus groups, surveys incentive programs and other methods involve.

Giving responsibilities to employees.

Training employees to accept responsibilities.

Communicating and giving feedback.

Giving reward and recognition.

Process re-engineering.

Employee’s involvement.

Total quality management.

STEPS IN EMPLOYEE’SEMPOWERMENT

Clarity of the purpose, goals and objectives of empowerment.

Willingness by employees and supervisors to accept responsibility.

Communication and feed back to supervisors.

Reward and recognition.

Apart from this basic essential ingredients are ;

Respect for individuals.

Dedication for customers.

Highest standards for integrity.

Innovation team work.

34

MANAGEMENT PERSPECTIVE: THE EMPLOYEE’S ANGLE

Since employment is two-way process and involves equal involvement of both employers

perspective is very important.

Determine people value.

Share leadership vision.

Share goals and direction.

Trust people.

BENEFITS OF EMPLOYEE EMPOWERMENT

Development of interpersonal, analytical and leadership skills.

Higher quality product.

More effective use of resources.

More individual job satisfaction.

Improved two-way communication between employees and their management.

OBSTACLES IN IMPLEMENTING EMPOWERMENT

Negativism in reviewing employee’s recommendation.

Fear is another negative emotion.

Failure to respond employee recommendation.

Lack of clarity in the concept of empowerment.

Failure to provide strategic frame work.

35

CHAPTER: IV

RESEARCH METHODOLOGY

36

4 RESEARCH METHODOLOGY

Research is an art of scientific investigation & methodology is a way to systematically

solve the research problem in order to attack a problem, suitable method or methods

should be adopted in relation to the objectives of the study. According to Clifford

Woody, research comprises, 'defining and redefining problems', formulating hypothesis

or suggested solution; collecting, organizing and evaluating data; making deduction and

conclusion; and at last carefully testing the conclusion too determining whether they fit

formulating hypothesis.

DATA COLLECTION METHODS

Primary Data

Primary data are those collected by the investigator himself for the first time

and thus they are original in character. They are collected for practical purpose.

Advantages of primary data are that, they are truthful and further suit the purpose. The

disadvantage is that the collection of primary data is very expensive and time

consuming.

The following methods of primary data collection are used commonly,

1. Direct personal investigation (observation)

2. Indirect oral investigation

3. By schedules and questionnaires

4. Local correspondents

5. Interviews

6. Case study method

37

Secondary Data

Secondary data are those which have been collected by some other person for his

purpose and published. The primary data collected by one person may become the

secondary data for other. When an investigator uses the data which has already been

collected by others, such data is called secondary data. This data is primary for the

agency which collects it and becomes secondary data for someone else who uses this

data for his own purposes. The secondary data can be collected from journals, reports,

government publications etc. in other words data may be collected from published and

unpublished sources. Published sources are official publications of the central, state and

local governments, technical trade journals, whereas unpublished sources are those

materials found with scholars, research workers, trade associations etc.

STATISTICAL TECHNIQUES USED

Statistical techniques are to obtain findings and analysing information in logical sequence

from the questionnaire data collected. After tabulation of data research have used the

following statistical tools used :

Percentage Analysis

In the present study the sample size is hundred. The study was conducted in Kitex Ltd.

The respondents are the employees of Kitex Ltd. The tool used for this study is

questionnaire. Questionnaires were given to the respondents and they were asked to

them and the filled questionnaires the data is analyzed and graphically recorded.

38

CHAPTER: V

DATA ANALYSIS AND INTERPRETATION

39

1. Table showing the gender classification.

Gender No. of respondents Percentage of respondents

Male 65 65%

Female 35 35%

Total 100 100%

GRAPHICAL REPRESENTATION

65%

35%

MaleFemale

INTERPRETATION

From the above it is cleared that the 65% of respondents are Male and 35% of the

respondents are Female. While comparing the data, the number of male respondents is

higher than the female respondents.

40

2. Table showing the different classes of age group.

Age No. of respondents Percentage of respondents

Below 25 5 5%

25 – 30 35 35%

30 – 35 25 25%

35 – 40 20 20%

Above 40 15 15%

Total 100 100%


5%

35%

25%

20%

15%

Below 2525 - 3030 - 3535 - 40Above 40

INTERPRETATION

The above graph shows that 5% of respondents are in the age of below 25 years, 35% of

respondents are 25 - 30 years, 25% are in the group of 30 – 35 years, 20% are in the age

group of 35 – 40 years and 15% are in the group of above 40 years.

41

3. Table showing the educational qualification of employees.

Educational Qualification No. of respondents Percentage of respondents

SSLC 5 5%

Diploma 20 20%

Graduates 40 40%

Post Graduates 25 25%

Others 10 10%

Total 100 100%


5% 20%

40%

25%

10%

SSLCDiplomaGraduatesPost GraduatesOthers

INTERPRETATION

42

The graph shows that 5% of the respondents are SSLC, 20% of the respondents are

Diploma holders, 40% of the respondents are Graduates, 25% of the respondents are Post

Graduates and 10% of them come under Other qualifications.

4. Table showing the work experience of employees.

Work Experience No. of respondents Percentage of respondents

Below 1 Year 20 20%

1 Years – 5 Years 35 35%

5 Years – 10 Years 25 25%

10 Years – 15 Years 15 15%

Above 15 Years 5 5%

Total 100 100%


20%

35%

25%

15% 5%

Below 1 Year1 Years - 5 Years5 Years - 10 Years10 Years - 15 YearsAbove 15 Years

INTERPRETATION

43

It is inferred that 20% of the respondents are having below 1 year of experience, 35% of the

respondents are having 1 – 5 years of experience, 15% are having 10 – 15 years of

experience and 5% are having more than 15 years of experience.

5. Table showing the way of influencing work done in the department of Kitex Ltd.

Response No. of respondents Percentage of respondents

Strongly Agree 30 30%

Agree 50 50%

Neutral 20 20%

Disagree 0 0%

Strongly Disagree 0 0%

Total 100 100%


30%

50%

20%

Strongly AgreeAgreeNeutralDisagreeStrongly Disagree

INTERPRETATION

44

The above graph shows that 30% of the respondents Strongly Agree, 50% Agree, 20% are

Neutral in their opinion that they can influence the way of work if done in the department

and no one Disagree.

6. Table showing the involvement of employees in making decisions that affect their

work.



Agree 40 40%

Neutral 25 25%

Disagree 0 0%


Total 100 100%


35%

40%

25%


45

INTERPRETATION

The above graph shows that 35% of respondents are Strongly Agreed with the statement,

40% are Agree, 25% are Neutral and no one Disagreed to the statement.

7. Table showing the authority which is given to the employees to make decisions for the

benefit of the organization.


Strongly Agree 5 5%

Agree 20 20%

Neutral 40 40%

Disagree 25 25%


Total 100 100%


5% 20%

40%

25%

10%


46

INTERPRETATION

The above table reveals that majority of the respondents i.e., 40% are Neutral and only 10%

are Strongly Disagree with the statement.

8. Table showing whether employees have accessed to the information and if so, they have

to make good decisions.



Agree 41 41%

Neutral 25 25%

Disagree 3 3%


Total 100 100%


31%

41%

25%3%


47

INTERPRETATION

From the above graph reveals that 31% of respondents are Strongly Agree, 41% of the

respondents are Agree and no respondents Strongly Disagreed to the statement.

9. Table showing about the opportunities given to the employees to suggest work for

improvements.



Agree 50 50%

Neutral 10 10%

Disagree 4 4%


Total 100 100%


35%

50%

10%4%

1%


INTERPRETATION

48

From the above graph shows that 50% of respondents are Agree with the opinion about the

opportunities to suggest improvements. 35% are Strongly Agree, 10% are Neutral and 4%

Disagree and only 1% Strongly Disagree with this statement.

10. Table showing whether employees participate in checking the goals and objectives for

their job.



Agree 51 51%

Neutral 18 18%

Disagree 7 7%


Total 100 100%


22%

51%

18%

7%2%


49

INTERPRETATION

It is inferred that 51% of respondents Agree and 22% Strongly Agree with this statement.

18% are Neutral, 7% Disagree and 2% respondents are Strongly Disagreed.

11. Table showing the supervisors of Kitex Ltd encourage their employees to suggest ways

in the job quality.



Agree 45 45%

Neutral 31 31%

Disagree 6 6%


Total 100 100%


17%

45%

31%

6%1%


50

INTERPRETATION

The above figure reveals that majority of the respondents i.e. 45% Agree and only 1%

Strongly Disagree with the statement, that they are encouraged by the supervisor to suggest

ways in job quality.

12. Table showing how top management of Kitex Ltd values, ideas and suggestions from

the employees.



Agree 55 55%

Neutral 16 16%

Disagree 2 2%


Total 100 100%


27%

55%

16% 2%


51

INTERPRETATION

From the above it is clear that 27% of respondents are Strongly Agree, 55% are Agreed ,

16% are in Neutral opinion, 2% are Disagreed and no one Srongly Disagreed with the

statement.

13. Table showing the right that employee’s ideas and opinions are sought when change is

considered.



Agree 64 64%

Neutral 9 9%

Disagree 3 3%


Total 100 100%


22%

64%

9% 3% 2%


52

INTERPRETATION

It is inferred that 64% Agree and 22% respondents are Strongly Agree that employee’s

ideas and opinions are sought when change is considered. 9% are in Neutral opinion and

rest of them i.e. 3% Disagree and 2% Strongly Disagree with the statement.

14. Table showing whether employees consider theirimportant responsibilities are part of

their job.



Agree 19 19%

Neutral 15 15%

Disagree 3 3%


Total 100 100%


61%19%

15% 3% 2%


53

INTERPRETATION

From the above graph, it is understandable that 61% of respondents are Strongly Agreed,

19% are Agree, 15% are Neutral opinion, 3% are Disagree and 2% Strongly Disagree with

the statement that important responsibilities are part of the job.

15. Table showing the proud that dwell in the minds of employees to serve in Kitex Ltd.



Agree 61 61%

Neutral 11 11%

Disagree 4 4%


Total 100 100%


22%

61%

11% 4%2%


54

INTERPRETATION

From the above graph, we can understand that 61% of respondents are Agree and 22%

Strongly Agree with the statement, that they are very much proud to serve in the

organization but 11% are in Neutral opinion and 4% and 2% are Disagree and Strongly

Disagree respectively.

16. Table showing the employee’s measure of enthusiasm towards their work.



Agree 26 26%

Neutral 9 9%

Disagree 5 5%


Total 100 100%


57%26%

9% 5%3%


55

INTERPRETATION

It is inferred that majority of the employees i.e. 57% are enthusiastic in their work. 26%

are Agreed and 9% are in Neutral opinion, 5% and 3% are Disagree and Strongly Disagree

respectively.

17. Table showing the measure of honesty of employees about the awareness of goals,

policies and objectives of Kitex Ltd.



Agree 20 20%

Neutral 15 15%

Disagree 5 5%


Total 100 100%


56

58%

20%

15% 5%2%


INTERPRETATION

From the above graph reveals, 58% are Strongly Agree and 20% are Agree, that they are

fully aware about the goals, policies and objectives of the organization. 15% are Neutral in

opinion and rest 5% Disagree and 2% Srongly Disagree with the statement.

18. Table showing the willingness of employees to put extra effort to meet the goals,

policies and objectives of Kitex Ltd.



Agree 19 19%

Neutral 15 15%

Disagree 3 3%


Total 100 100%

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61%19%

15% 3% 2%


INTERPRETATION

It is well known from the above figure that 61% of respondents Strongly Agreed, 19% are

Agreed that they are willing to put effort to meet the goals, policies and objectives. 15%

have Neutral opinion, 3% Disagreed and 2% are Strongly Disagreed.

19. Table showing whether the employees are satisfied with the paid salary and allowances

by Kitex Ltd.



Agree 64 64%

Neutral 13 13%

Disagree 0 0%


Total 100 100%

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23%

64%

13%


INTERPRETATION

From the above figure shows majority of the employees are satisfied with the given salary

and allowances.

20. Table showing whether the work done by the employees are always getting recognition.



Agree 50 50%

Neutral 25 25%

Disagree 5 5%


Total 100 100%

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19%

50%

25%

5%1%


INTERPRETATION

It is interpreted that 19% respondents Strongly Agreed with the statement, 50% are Agreed,

25% have Neutral opinion, 5% Disagreed and 1% Strongly Disagreed.

21. Table showing whether work of the employees in the Kitex Ltd is always motivating.



Agree 64 64%

Neutral 13 13%

Disagree 0 0%


Total 100 100%

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23%

64%

13%


INTERPRETATION

It can be understood from the above graph shows that 23% of the employees Strongly

Agreed, 64% of employees Agreed, 13% of employees have Neutral opinion and no one

Disagreed about this statement.

22. Table showing the statement that obstacles and setback never stop the employees to do

the work.



Agree 26 26%

Neutral 8 8%

Disagree 0 0%

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Total 100 100%


66%

26%

8%


INTERPRETATION

It can be understood from the above graph shows that 66% of the employees Strongly

Agreed, 26% of employees Agreed, 8% of employees have Neutral opinion and no one

Disagreed about this statement.

62

CHAPTER: VI

FINDINGSAND SUGGESTIONS

6.1FINDINGS

Findings regarding percentage analysis:

Respondents based on the gender, the number of male respondents are higher than the

female respondents.

Respondents based on the age, the number of respondents 25-30 years of age are working.

Respondents based on educational qualification, majority of the respondents are graduates.

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Majority of the respondents are 1-5 years of work experience.

Majority of the respondents agree with the opinion of about the way of influencing the

work done in department.

Respondents agree to a certain level for the involvement of making decisions.

Majority of the respondents have neutral opinion with the statement of given authority to

make decisions for the benefit of the organization.

Respondents agree that they need to make good decisions with accessed information.

Mostly respondents agree with the statement of opportunities given to them to suggest ways

for improvements.

51% of employees are participating to check the goals and objectives of the job.

45% of respondents agree that they are encouraged by the supervisor to suggest ways in the

job quality.

Around 55% of respondents agree that top management values, ideas and suggestions from

them.

Majority of the respondents are in the opinion that their ideas and suggestions are sought

when change is considered.

61% of respondents believe that their responsibilities are important and part of the job.

61% of respondents are proud to serve in the organization.

57% of respondents are enthusiastic in their work.

Majority of the respondents are fully aware of the goals, policies and objectives of the

organization.

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61% of the respondents are willing to put extra effort to meet the goals, policies and

objectives.

Majority of the respondents are satisfied with paid salary and allowances by the Kitex Ltd.

Majority of the respondents are accepting that their work is always getting recognition.

64% of respondents believe that their work in the organization is always motivating.

66% of respondents are accepting the obstacles and setback never stop in doing work.

6.2 SUGGESTIONS

The major suggestions are;

The suggestions and recommendations given by the employees regarding their work should

be considered by management. Management should work hard to solicit employee feedback

and work on the common problems and issues which arise. Employees who see their issues

addressed will feel empowered to continue making suggestions.

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In order to enhance the empowerment of employees the management can give job rotation

to all employees. The objective is to expose the employees to different experiences and

wider variety of skills to enhance job satisfaction and to cross-train them.

The management can provide self development activities. A partial list of personal

development offerings on the business to individual market might include books,

motivational speaking, e-Learning programs, workshops, individual counseling, life

coaching.

As the employee development and training activities and comfort ability of the employees

in discharging their duties i.e.,work performance of employees are positively correlated and

the organization can motivate the employees either by giving promotion or by financial

incentives to have empowerment.

To increase the level of empowerment, the organization must educate the employees about

the organizational goals, policies and objectives.

The organization must try to improve the employee relations to make healthy environment

through better communication, trust, honesty, equality and conflict resolution.

The attention of management towards employee should be increased by open door policy.

The organization must create a company culture which would support a participative

approach.

Communication of success stories i.e., there should be more sharing and publicity of

accomplishments in the organization.

Morale and team building events should be implemented to recognize milestones and

accomplishments.

Promote and encourage employees to explore opportunities to develop skills and

knowledge necessary for their identified career path with their manager.

66

CHAPTER: VII

CONCLUSION

7 CONCLUSION

Based on the present study on ‘Employee Empowerment and Involvement’ is about

providing a positive and productive work experience. Successful organization support and

provide facilities to their employees to help them to strike balance between all the factors that

contribute to employee’s empowerment. In this process, organizations are coming up with new

and innovative ideas to improve the empowerment of employee and every individual in the

organization.

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From the previous chapter data, we can conclude that most of the employees are satisfied due

to:

Salary

Benefits

Opportunities to share ideas and views.

Proud to serve in the organization

So this study gives the information to the employees in the organization are very much

satisfied in their works and they are sharing their keen involvement and commitment to do

their job. Thus the organization, Kitex Ltd, Kizhakkambalam I can assure that the levels of

empowerment among employees are high if they make some initiatives what I have

mentioned in the suggestion they can increase the empowerment level which leads to

higher productivity.

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BIBLIOGRAPHY

70

BIBLIOGRAPHY

BOOKS

K. Aswathappa , “Human Resource Management” 5th Edition, The McGraw- Hill

Publishing Company Ltd.,2007

C.R.Kothari, “Research Methodology”2ndEdition,vishwa Prakasham Publication,

Reprint.,2006

P. Subbha Rao, “Human Resource Management’’Himalaya Publishing House., Mumbai

WEBSITES

1 : www.kitex.annagroup.net

2 : www. google.com

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http://www.atmaindia.org/

http://www.kitex.annagroup.net/

APPENDIX

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QUESTIONNAIRE

1. Designation / Department :…………………………………

2. Gender

Male Female

3. Age Group

Below 25 25-30 30-35

35-40 Above 40

4. Educational Qualification

SSLC Diploma Graduates

PG Others

5. Work Experience

Below 1 Yr 1-5 Yrs 5-10 Yrs

10-15 Yrs Above 15 Yrs

6. I can influence the way of work that done in my department.

Strongly Agree Agree Neutral

Disagree Strongly Disagree

7. I am involved in making decisions that affect my work.



8. I have the authority to make decisions of my own for the benefit of the organization.



9. I have access to the information that I need to make good decisions.



10. I always got opportunities to suggest improvements. Strongly Agree Agree Neutral


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11. I participate in checking the goals and objectives for my job.



12. My supervisor encourages me to suggest ways in the job quality.



13. Top management values, ideas and suggestions from employees.



14. Employee’sideas and opinions are sought when change is considered.



15. Important responsibilities are part of my job.



16. I am proud to serve in this organization.



17. I am enthusiastic in my work.



18. I am fully aware about the goals, policies and objectives of the organization.



19. I am willing to put extra effort to meet the goals, policies and objectives.



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20. I am happy with the salary and allowances paid to me.



21. The work that I am doing is always getting recognition.



22. My work in this organization is always motivating.



23. Obstacles and setback never stop me in doing my work.



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