“AN ANALYTICAL STUDY OF JOB SATISFACTION

AMONG THE EMPLOYEES OF VARIOUS SPINNING

MILLS OF MADHYA PRADESH”

1. INTRODUCTION

“Your work is going to fill a large part of your life, and the only way to be truly satisfied is
to do what you believe is great work, and obviously the only way to do great work is to love
what you do. If you haven’t found it yet, keep looking, don’t settle. As with all matters of
the heart, you will know when and where you find it. In addition, employees who believe
that management is concerned about them as a whole person, not just an employee, are
more productive, more satisfied and fulfilled. Satisfied employees means satisfied
customers, which leads to profitability and growth.”

Job Satisfaction is combining a satisfactory and non-satisfactory feeling of employee about

his or her job. An employee is the main part of any organization, without employees, you
cannot run an organization. If an employee is satisfied with his or her job, the organization
will run effectively, worker achievement and success will directly enhance organizational
growth. The more the happier people working in an organizational the more job
satisfaction will be reached. Nowadays, employees are facing frequent lay-off,
retrenchment, and termination from the job due to which the situation arises questions on
their Job satisfaction. Therefore, it is very important to have valid measures on Job
satisfaction. Job satisfaction involves in development of a group of potential qualified
employees in an organization for each level of management, it may be either top-level,
middle level or lower level of Management. Therefore, to be effective and productive, the
employee should be satisfied with the job they do. Sometimes job satisfaction is
misunderstood by motivation, although job satisfaction is linked and understood. Job
design aims to enhance job satisfaction and performance enhance rotation, enlargement,
and enrichment. Hence, for this purpose, it is very important and compulsory to analyze
the satisfaction level that an employee derives from his or her job.

1
Job satisfaction represents a combination of positive or negative feelings that workers have
towards their work. Meanwhile, when a worker employed in a business organization, it
brings with it the needs, desires, and experiences which determine expectations that he has
dismissed. Job satisfaction represents the extent to which expectations are and match the
real awards. Job satisfaction is closely linked to that individual's behavior in the workplace
(Davis et al., 1985).

Job satisfaction is a worker’s sense of achievement and success on the job. It is generally
perceived to be directly linked to productivity as well as to personal well-being. Job
satisfaction implies doing a job one enjoys, doing it well and being rewarded for one’s
efforts. Job satisfaction further implies enthusiasm and happiness with one’s work. Job
satisfaction is the key ingredient that leads to recognition, income, promotion, and the
achievement of other goals that lead to a feeling of fulfillment (Kaliski, 2007).
Job satisfaction can be defined also as the extent to which a worker is a content with the
rewards he or she gets out of his or her job, particularly in terms of intrinsic motivation
(Statt, 2004).

The term job satisfaction refers to the attitude and feelings people have about their work.
Positive and favorable attitudes toward the job indicate job satisfaction. Negative and
unfavorable attitudes toward the job indicate job dissatisfaction (Armstrong, 2006).

Job satisfaction is the collection of feelings and beliefs that people have about their current
job. People's levels of degrees of job satisfaction can range from extreme satisfaction to
extreme dissatisfaction. In addition to having attitudes about their jobs as a whole. People
also can have attitudes about various aspects of their jobs such as the kind of work they do,
their coworkers, supervisors or subordinates and their pay (George et al., 2008).

Job satisfaction is a complex and multifaceted concept, which can mean different things to
different people. Job satisfaction is usually linked with motivation, but the nature of this
relationship is not clear. Satisfaction is not the same as motivation. Job satisfaction is more

2
of an attitude, an internal state, be associated with a personal feeling of achievement, either
quantitative or qualitative (Mullins, 2005).

We consider that job satisfaction represents a feeling that appears because of the
perception that the job enables the material and psychological needs (Aziri, 2008).

1.1Job Satisfaction Overview

Job satisfaction is a broadly researched job attitude and among the most extensively
researched subjects in Industrial/Organizational Psychology (Judge & Church, 2000).
Some work motivation theories are also present that the implied role of job satisfaction.
Work satisfaction theories, such as Maslow's (1943) Hierarchy of Needs, Hertzberg’s
(1968) Two-Factor (Motivator-Hygiene) Theory, Adam’s (1965) Equity Theory, Porter and
Lawler’s (1968) modified version of Vroom’s (1964) VIE Model, Locke’s (1969)
Discrepancy Theory, Hackman and Oldham’s (1976) Job Characteristics Model, Locke’s
(1976) Range of Affect Theory, Bandura’s (1977) Social Learning Theory, and Landy’s
(1978) Opponent Process Theory, give so many explanation about job satisfaction and its
influence. Some expansive research has resulted in job satisfaction being linked to
productivity, motivation, absenteeism/tardiness, accidents, mental/physical health, and
general life satisfaction (Landy, 1978). A common theory within which the research has
been found that to a level, the emotional state of an individual is affected by interactions
with their workplace and culture. People identify themselves by their professions, such as a
doctor, lawyer, or teacher. Hence, an individual's well-being at work is a significant aspect
of research (Judge & Klinger, 2007). The most widely accepted theory of job satisfaction
was proposed by Locke (1976), who defined job satisfaction as “a pleasurable or positive
emotional state resulting from the appraisal of one’s job or job experiences” (Locke,
1975). Job satisfaction has emotional, cognitive, and behavioral components (Bernstein &
Nash, 2008). The emotional level component means to job-related feelings such as boredom,
anxiety, acknowledgment, and excitement. The cognitive level component means for beliefs
regarding one's job either it is respectable, mentally demanding, challenging and
rewarding. Finally, the behavioral level component embedded people's actions concerning
their work such as tardiness, working late, faking illness to avoid work (Bernstein & Nash,

3
2008). Job satisfaction defines as the positive attitudes or emotional satisfaction or
dissatisfaction people may gain from work or through aspects of work. Employees’ job
satisfaction is an attention in the researches, experiments, surveys, and discussions in work
because it is believed to have a relationship with job performance.

There are essentially two types of job satisfaction based on the level of employees' feelings
regarding their jobs. The first is global job satisfaction, which refers to employees' overall
feelings about their jobs (e.g., "Overall, I love my job.") (Mueller & Kim, 2008). The
second is job facet satisfaction, which refers to feelings regarding specific job aspects, such
as salary, benefits, work hierarchy (reporting structure), growth opportunities, work
environment and the quality of relationships with one's co-workers (e.g., "Overall, I love
my job, but my schedule is difficult to manage.") (Mueller & Kim, 2008). According to
Kerber and Campbell (1987), measurements of job facet satisfaction helps identify specific
aspects of a job that want improvement. The findings may aid organizations in improving
overall job satisfaction for understanding organizational issues such as high turnover
(Kerber& Campbell, 1987). There are several knowns and unknown facts that are present
about job satisfaction. One such myth is that a happy employee is a productive employee
(Syptak et al., 1999). Studies have offered less to support that a happy employee is a
productive employee. Some studies have suggested that casualness may arise in shifting
from productivity to satisfaction (Bassett, 1994). Hence, if there is a correlation, it is less
supportive. Research does not support the statement that happiness and employee
satisfaction results in higher production. Some psychologists say happy employees do not
neglect productivity and they have a positive effect on the workplace, society and the brand
image at a high level. Therefore, it is beneficial for all industries to have happy and
satisfied employees. People tend to evaluate their work experiences based on feelings of
satisfaction or dissatisfaction regarding their job, as well as the organization in which they
work (Jex, 2002). To explain the development of job satisfaction, researchers have taken
three common approaches: job characteristics, social information processing
(organizational characteristics), and dispositional (worker characteristics) (Glisson
&Durick, 1988; Jex, 2002). 

4
1.1.1Job Characteristics

In Job characteristics, approach researchers find out that the nature of an individual’s job
or the characteristics of the organization determines job satisfaction (Jex, 2002). According
to Hackman & Oldham (1980), a job characteristic is an area of a job that finds out ideal
conditions for high levels of motivation, satisfaction, and performance. Furthermore,
Hackman & Oldham (1980) proposed five basic job characteristics that all work should
contain: skill variety, task identity, task significance, autonomy, and feedback. They also
explained four personal and work outcomes: internal work motivation, growth satisfaction,
general satisfaction, and work effectiveness which have been added to the more popular
dimensions of job satisfaction assessment: the work itself, pay, promotional opportunities,
supervision, and co-worker relations (Smith et al., 1969). According to Locke (1976), this
study becomes even more complex as the importance of work function may differ as for
different individual perceptions. Locke (1976) gives the ideas of the range of affect theory,
For example, the job satisfaction of an employee who finds extreme importance on salary
would be positively impacted if he or she receives a salary within his or her expectation.
Conversely, his or her level of salary would affect a minimum on the job satisfaction of an
employee who places little importance on salary.  

 1.1.2 Social information processing

Based on Festinger’s (1954) Social Comparison Theory, Jex (2002) explains that during
social information processing, employees think about co-workers to find sense and develop
attitudes towards the work environment. In other words, we can say, employees, find out
their co-workers positive and satisfied then as likely to be satisfied. However, if their co-
workers are negative and dissatisfied then the employee will become dissatisfied. New
employees may become "tainted" during the socialization process if placed around
dissatisfied employees (Jex, 2002). Although experimental researchers have found that
social information has put an impact on job satisfaction, perceptions, organizational tests
have been less supportive (Jex& Spector, 1989). Weiss and Shaw conducted research that
required subjects to view a training video where assembly-line workers either made
positive or negative comments regarding their jobs. The subjects wise workers who viewed

5
the video were then receive the opportunity to perform the job. The study found that the
subjects who were shown the positive video enjoyed performing the job tasks more than
the subjects who viewed the negative tape (Aamondt, 2009). Generally, "the research on
social information processing theory supports the idea that social environment does affect
employees' attitudes and behaviors” (Aamondt, 2009).

1.1.3 Dispositional (worker characteristics)

Internal disposition is the latest process of explaining job satisfaction, which ensures that
some employees are to be satisfied or dissatisfied with their job irrespective of the nature of
the job or the organizational atmosphere. (Jex, 2002). In a more simple form, some people
are positive in disposition (the glass half-full), whereas others are negative in disposition
(the glass half empty). For this, research of twins who (same genetic characteristics but
different experiences) found that 30 percent of inconsistency in satisfaction is involved from
genetic factors (Arvey et al., 1989). Although employees change jobs and employers, the
individual disposition is consistent with the use of survey results on job satisfaction (Staw&
Ross, 1985). Several years of research have been conducted on the dispositional of job
satisfaction, and have presented strong evidence that job satisfaction, to some extent, is
based on disposition (Judge & Larsen, 2001). Dispositional affect is the predisposition to
experience related emotional moods over time (Judge &Kammeyer-Mueller, 2008).
Accordingly, this level assumes that an employee’s attitude about his or her job is coming
from an internal (mental) state. Positive affect is a predisposition, which is favorable to
positive emotional experience, whereas negative affect is a predisposition to experience a
wide array of negative emotions (Watson, Clark, & Carey, 1988). Positive affective people
feel enthusiastic, active, alert and optimistic while negative affective people feel anger,
contempt, disgust, guilt, fear, and nervousness (Watson, Clark, &Tellegen, 1988). Cognitive
Theory of Depression states that an individual has thought process and perceptions can be
a source of unhappiness. Moreover, the automated thoughts and processes (Beck, 1987)
resulting from irrational and dysfunctional thinking perpetuate emotions of depression and
unhappiness in individuals. Judge and Locke (1992) discussed cognitive processes like
perfectionism, over-generalization, and dependence on others as causation for depression
leading to unhappiness. Tait, Padgett, and Baldwin (1989) performed a meta-analytic

6
review discovering an average correlation between job and life satisfaction, which supports
the theory of dispositional effect on job satisfaction. Also, Howard and Bray (1988)
determined through a study they performed on managers that motives such as ambition
and desire to get ahead serve as some of the strongest predictors for advancement. 

Judge and Locke (1992) state that unsystematic kind of thinking is not responsible for
dispositional factors, which will affect job satisfaction. They mention self-esteem, locus of
control, self-efficacy, intelligence, and ambition as well. Job characteristics show the impact
on job satisfaction (Baker, 2004). In the present researches, social informational processing
has found that a leadership manner will influence job satisfaction (Baker, 2004). Weiss
and Cropanzano (1996) said that emotions significantly influenced by disposition, which is
indirect influences job satisfaction. Job characteristics come in favorable terms in the
research of (Thomas et al., 2004); but very fewer researches have been conducted on the
dispositional characteristics since it is new in management. (Coutts &Gruman, 2005).

FIGURE 1.1: JOB SATISFACTION MODEL (FIELD, 2008)

FULFILLMENT COMMITMENT ENGAGEMENT

EMPLOYEE SATISFACTION EMPLOYEE DISSATISFACTION
EMPLOYEE
DISSATISFACTION SATISFACTION

FACTORS LEADING TO DISSATISFACTION FACTORS LEADING TO SATISFACTION

*Poor pay *Good leadership practices
*Poor compensation *Good Manager Relationship
*Poor work conditions *Recognition
*Poor benefits offering *Advancement
*Lack of promotions *Personal Growth
*Lack of job securities *Feedback and Support
(When these factors are optimal, job
1.2 JOB SATISFACTION COMPONENT *Clear directions and objectives
dissatisfaction will be eliminated, however;
(When these factors are optimal, job
these factors do not increase job
satisfaction.) satisfaction will be increased)

7
1.2 FACTORS OF JOB SATISFACTION
Job Satisfaction is the alternative part of life satisfaction. The environment of a job is an
important part of life as Job Satisfaction affects one's general life satisfaction. Job
Satisfaction, thus, is the result of various attitudes influenced by an employee. Broadly,
these attitudes are related to the job under some specific factors such as wages.
Supervisors, working conditions, social relations, grievances and fair treatment by the
employer. However, more comprehensive factors required for a complete understanding of
job satisfaction. Such factors are employee’s age, health temperature, desire and level of
aspiration should be considered. Family relationships, Social status, recreational outlets,
activity in the organizations, etc.

1.2.1 Supervision
To an Employee, Supervision is also a strong contributor to job satisfaction as well as to
job dissatisfaction. The employee's feelings about his supervisors are usually similar to his
feeling towards the industry. The role of the supervisor is all about attitude formation. Bad
supervision leads to absenteeism and employee turnover. Good supervision results in
higher production and good industrial relations.

1.2.2 Coworkers
Most of the studies had traced that coworkers factor is a factor of intermediate
importance. One’s linked with others had frequently been motivated as a growth factor in
job satisfaction. Certainly, this seems reasonable because people like to be near their
friends. The employees will be satisfied more when the co-workers are helpful, friendly and
co-operative.

1.2.3 Salary
Some more Studies also show that employees felt satisfied when they get more salary more
adequately to the work performed by employees. The importance of salary would probably
a changing factor in job satisfaction or dissatisfaction.

8
1.2.4 Age
It is found that Age has a powerful relationship to the level of a job of satisfaction of
employees. In some age groups, job satisfaction is higher with increasing age, in other age
groups, job satisfaction is lower and in others, there is no difference with age on job
satisfaction. Sometimes, marital status also plays an important role in deciding the job
satisfaction.

1.2.5 Marital status

More of the studies have found that the married person finds dissatisfaction in his job than
his unmarried group. The reasons for this are that wages were insufficient due to the
increased cost of living, educations to children, etc. In a study conducted by Lawler (1971),
pay has been identified as a determinant factor as most employees rated it as the most
influential factor related to job satisfaction. Furthermore, according to Herzberg (1959),
employees who are dissatisfied with their pay are likely that they are also dissatisfied with
their work.

1.2.6 Job security

Job Security is another important factor in research interest in the recent era. The
importance of job security comes from the fact that it is vital for influencing work-related
outcomes. Job security appears to be an important determinant factor of employee health
(Kuhnert et al., 1989); for employee turnover (Arnold and Feldman, 1982); for job
satisfaction and for organizational commitment Ashford et al., (1989) examined the impact
of job insecurity on industry commitment and job satisfaction and found that job
insecurity is resulting in a decrease in job satisfaction and commitment. There is also
evidence were job insecurity reduces job performance (Rosow & Zager, 1985).

1.2.7work and social simulation

Work and social simulation is another important determinant factor in job satisfaction.
Employees prefer to put more weight on positions where they are active rather than on
working routine that leads to feelings of boredom. Employees, who think that job is a way

9
of making a career out of it than seeing it as a temporary position, are more likely to prefer
challenges in their working tasks and catch further development, growth and opportunities
in their working role (Greenberg & Baron, 1983).

1.2.8 Promotions, recognition and appreciation

Studies have concluded that Opportunity for Promotion. Employee perceptions about an
opportunity for promotion are also another determinant that influences job satisfaction
very strongly. In a study that was carried out in 23 Romanian industries, recognition and
appreciation were found two inspirational and strength full factors responsible for
increased job satisfaction of employees at the workplace. (Farhad Analoui, 1999).

1.2.9 Interpersonal Relationships

Interpersonal Relationships plays an important role to take a social approach to job
satisfaction, influencing of supervision, management, and colleagues to social support. One
of the studies also concluded that abilities and internal rewards involve job characteristics,
and task both provided for the employee.

1.2.10 Working Hours and Physical Conditions

One of the researchers found that Working Hours & Physical Conditions are two
uppermost Elements related to job satisfaction under which workers spend their whole
working days.

1.2.11 Authority and Sense of Control

Adequate Authority & Sense of Control is found to be another important component of
job satisfaction is the toward employee's attitude for the job. Employees are more satisfied
when they will get more adequate freedom and authority to do their performance and to
select their style of working. Whenever employees have various, autonomous and
independent tasks in their jobs, they will be going through more sense of control.

10
 1.FEEDBACK
2.WORKING
ENVIRONMENT
3.FAIR POLICIES AND
PRACTICES
4.CARING ORGANISATION
5.APPRECIATION
6.FLEXIBILITY
7.PAY
8.AGE
9.PROMOTION
10.FEEL OF BELONGING
11.RESPONSIBILITIES
12.CREATIVITY IN JOB
13.PERSONAL INTEREST FAVORABLE
AND HOBBIES WORK
COMPONENTS 14.RESPECT FROM CO- ENVIRONMENT

OF JOB WORKERS
15.CHALLENGES
SATISFACTION
16.RELATIONSHIP WITH
SUPERVISORS
17.SAFETY AND
SECURITIES
18.FEEL OF BEING LOVED
19.NATURE OF WORK TABLE 1.1: COMPONENTS OF
20. INITIATION AND JOB SATISFACTION
LEADERSHIP

1.3 CAUSES OF JOB SATISFACTION i.e. JOB DISSATISFACTION

The effect of job satisfaction is a concern with the low business environment and non-profit
organizational environment. Some factors are present here that leads to job dissatisfaction
are as follows-

1.3.1 UNDERPAID:

11
When not being paid is what being underpaid, if an employee does not get for the work as
compared to other employees working in the same organization due to this a dissatisfied
kind of environment is generated. From an organization's point of view, employees
working in the organization are not getting money or salary according to work, they will
not receive growth according to their job and not receive systematic growth and
development for himself /herself accordingly.

1.3.2 LIMITED CARRIER GROWTH:

The area from which dissatisfaction level reached is limited carrier growth; not having the
opportunity to fly high is also a common aspect of dissatisfaction. For understanding this,
each employee must move up by the ladder according to the age and experience of a job.
This means that every employee will potentially and according to ability and knowledge
have to switch the job, which leads to proper carrier growth.

1.3.3 LACK OF INTEREST:

It is a very straightforward concept that one employee should not start her or his carrier
in a dissatisfied organization or a dissatisfied Ares of her or his own. The lack of interest in
a particular field is another important reason due to which employees are not happy and
satisfied. The basic tendency of employees is that they want to perform jobs and work that
must be engaging and challenging both.

1.3.4 POOR MANAGEMENT:

The Management of an organization plays an important role in the proper growth of the
organization as well as employees of that particular organization. Managers must motivate
employees to take part in planning and organizing and have to control on every process
and activity of that particular organization .the poor leadership style of managers tends to
result in poor employees performance and alternatively, poor performance leads to job
dissatisfaction .each and every employee want to work with the manager and organization
who inspired and motivate them and have a good vision about future. Without good
management, the organization will just drift through space and waiting for something good
only. Therefore, a good management system is must compulsory for every organization.

12
 1.3.5 UNSUPPORTIVE STAFF:
For downsizing and keeping resources at a minimum level, the manager must concern
about the lower level of management. Very few people think about the lower and middle
levels of management. A manager must engage with their employees and must put the
focus on providing inspiration, motivation, and support that leads to a cause of job-
dissatisfaction.

1.3.6 LACK OF MEANINGFUL WORK:

Lack of meaningful work and environment plays a big role in job dissatisfaction. Losing
interest in work is the result of a non-challenging environment. The meaningless
environment and work culture will not provide proper growth and opportunities to a
particular organizational employee. Employees want to learn from the work they are
doing, they want to enhance their skills and when employees feel that their contribution is
significant, they feel happy, and as we know last but not least happy employees are satisfied
employees.

1.3.7 WORK-LIFE BALANCE:

An organization that fails to find out the need for its employees to maintain a healthy life
and work balance is indirectly affecting their productivity, growth, and development. If an
organization doesn't offer salary increments, company consider enhancing incentives such
as paid days off, flexible scheduling and reward such as providing family vacations, plays,
sporting events, etc.

WORK-LIFE LACK OF
BALANCE MEANINGFUL
WORK

UNSUPPORTIV
E BOSS

13
 DISSATISFACTION

LACK OF
INTEREST

POOR LIMITED
MANAGEMENT CARRIER
GROWTH

UNDERPAID

FIGURE 1.2: CAUSES OF JOB SATISFACTION LEADS TO DISSATISFACTION

1.4 CONSEQUENCES OF JOB SATISFACTION

As we know, Job Satisfaction is a great personal concern matter, while employees are also
concerned about the major consequences of job satisfaction, and these consequences affect
the total performance of employees. Hence, it is very necessary to examine and go through
how job satisfaction or job dissatisfaction affects employee’s behavior by numerous factors
of which some are economically important and some are personally important. Thus, here
we go through the study of job consequences in terms of productivity, Absenteeism,
Turnover, Unionization, Retirement, Life-satisfaction, etc.

1.4.1. Job Satisfaction and productivity performance:

From all the factors that affect job satisfaction and dissatisfaction, the most important
factor is performance and productivity in terms of the growth of employees as well as the
organization. The view on the relationship between satisfaction and performance, we can
essentially summarize in a statement, as “a happy worker is a productive worker”. It is
quite natural that a more positive feeling about the work of employees results in higher

14
output and higher quality of work for employees. The manager should closely develop a
better work process for employees; by which the organization reaches a higher
productivity level. Productivity performance can be reached from some measures.

1.4.2. Job Satisfaction and Responsibility:

When an employee can feel satisfied with his or her job, he or she feels more empowered. If
an employee is responsible for her or his current position, they will get more satisfaction by
using a procedural change systematically and this productivity by responsibility will
generate. Thus, an employee feels a sense of responsibility in making her job more
productive and then it creates a sensible and significant sense of satisfaction that will carry
out in the organization at a productive level.

1.4.3. Job Satisfaction and Dedication:

An employee with a sense of satisfaction with his job will feel more inclined to be at that
job. If an employee is dedicated to his or her particular job, it reduces employee
absenteeism, turnover, etc. The dedication is a result of the finest environment, culture, and
management of an organization that is needed by an employee to be satisfied.

1.4.4. Job Satisfaction and Referrals:

When in organization management becomes interested in the job satisfaction of an
employee, this will create a loyal staff. The staff becomes emotional investors of his or her
organization and its work culture, then the refer good candidates for vacant positions of
the company. Not only do employees try to find out new talent for the organization but
ensure that new employees will become efficient as quickly as possible to help maintain a
high level of productivity.

1.4.5. Job Satisfaction and Growth

Job Satisfaction pays off when it comes times to introduce a new technology or new process
for an organization. If employees are satisfied then they will help to accept the new
technology and up-gradation for the introduction of new technology and new up, gradation

15
types of equipment for organization and that can slow down the growth and productivity of
the organization.

1.4.6. Job Satisfaction and Absenteeism

Absenteeism means or refer to the common cold among human resource management
problem and this is taken for granted, and nobody found a cure to this viral, this
assumption is that those who were dissatisfied with his or her job, they will answer this
dissatisfaction or absenteeism. Absenteeism can be very costly to the organization and
enormous savings can be realized through effective management of non-attendance work of
employees. Dissatisfied employees are more likely to take mental health day's i.e. days off
due to illness or personal business in the organization. If job satisfaction is high, attendance
is high and alternatively, the production and growth are high. Apart from this, the mental
health of employees will grow which leads to higher production. The group of employees
with the highest level of job satisfaction will exert a high level of effort within the
organization.

1.4.7. Job Satisfaction and Turnover

In any kind of organization, the basic factor of the organization is Human resource.
Human resources are the blood of life. In the present era, in a competitive environment, it
may be a very difficult condition to face competition without loyal and competent
employees. The loyal employees are the most productive. Now a day, to retain employees
for a longer period is a very difficult task and minimizes turnover for an organization. The
higher turnover resulted, the recruitment of new employees that leads to productivity and
decreases the growth of the organization. Presently, Employee turnover is the most
researched area for scholars and researchers. Employee retention is also considered the
input for improving the financial performance of the organization. (Raikes and Vernier
2004). The outcome of the increased level of employee turnover leads to an increase in the
level of financial planning put the burden on the existing workforce, loss of social capital as
well as low morale (Des and Show 2001).

1.4.8. Job Satisfaction and Unionization

16
The "Unions" terms are used for groupies and the purpose of a union is to further the
economic interest of their members by negotiating on their behalf over their terms and
conditions of the job. Also, these terms and conditions are most of the time may be satisfied
or maybe dissatisfied. People or we can say employees want to join this union due to
dissatisfaction and dissatisfying circumstances and for increasing gain from their job. A
pro-union vote is determined primarily by job dissatisfaction and a belief that the union
will be able to improve one's work-life by ensuring higher wages and benefits, job security
and protection against arbitrary and unjust treatment (Getman et.al 1976, Hammer and
Berman,1981; Zalesny,1985) Thus, the utility of unionization , job should exceed the utility
of non-unionization, at least for those workers who retain their jobs in the face of a
shrinking demands for union labor and this notifies that union workers are most satisfied
than non-union workers. (Kaufman, 2004)

A
T
N
E
S
B V
R
U
M
D
P
Y
LIF
O
C
Z

FIGUR
E. 1.3: CONSEQUENCES OF JOB SATISFACTION

1.5. IMPORTANCE OF JOB SATISFACTION

Job satisfaction has been linked up with many variables that include productivity,
performance, absenteeism, turnover, etc. Job satisfaction is significant because an
employee's attitude and beliefs may affect his or her behavior. Attitudes and beliefs may

17
lead employees to work harder or we can say he or she may work less or work more.
Studies of job satisfaction focus on the various fields that are believed to be important
.since these jobs related attitudes and behavior encourage an employee to behave in certain
ways. It also affects an employee’s general wellbeing. Consequently, if an employee is
dissatisfied with his or her work, this could lead to dissatisfaction in both personal as well
as professional ways. Keeping employees happy helps to strengthen an organization in
many various ways.

1.5.1. LOWER TURNOVER

Turnover can be one of the maximum costs attributed to any organization. Retaining
employees help to create a good organizational environment and this will contain quality
talent and save the organization financially. An employee is more interested in searching
for another job if they have low satisfaction. On the other hand, who is satisfied with their
job is less likely to be job seeking. Medina (2012) found that job satisfaction was strongly
inversely correlated with turnover intention and this relationship was mediated by
satisfaction in the workplace. The study provides evidence that should be further explored
to aid in the understanding of employee turnover and job satisfaction, particularly how job
satisfaction and employee turnover relate to the workplace environment.

1.5.2. HIGHER PRODUCTIVITY

Apart from designation and salary, an employee who tends high job satisfaction will
achieve higher productivity. When an employee is happy with their job, they focus well and
they pay more attention to their work and workload. They make themselves more
responsible and more accountable for achieving the organizational goal that will make
them happy. When one member of a team displays high productivity, it is very natural for
other members of the team to try to increase productivity at the highest desired level.

1.5.3. INCREASED CUSTOMER SATISFACTION

To getting higher sales and output, the organization must keep employees safe and satisfied
at any cost and this rule is applicable for keeping production rate low and producing a
bottom line for the organization's point of view. Profit is getting by earning by selling and

18
product satisfaction by customers. As we know that an organization's growth totally
depends upon customer retention and loyalty, and customer retention and loyalty are
directly coming from the service given by the employees to the customer of an organization.
If customer loyalty is increased, automatically it will lead to organization profit and
organizational profit benefits provided for its employees. When the employees feel the
organization has their best interest at heart, they often support its mission and it will work
hard to achieve its objectives from this kind of situation. Job satisfaction, as well as the
level of loyalty to that employee, will be increased, and these employees may more likely to
tell their friends, circles, family which is very helpful for an organization to spread goodwill
to that organization.

1.5.4. EMPLOYEE ABSENTEEISM

It is noted that a satisfied employee may irregular at work due to illness or some personal
matters, while an unsatisfied employee wants to take leave not due to illness or not due to
any genuine reason. When employees are satisfied with their job, they may be more likely
to attend work even if they have a cold. However, if they are not satisfied with their job
employees will be more likely to stay in sick even when they are not sick actually.

1.5.5. HELPS TO EARN HIGHER REVENUES

In any kind of organization, no training or motivation can help, unless and until employees
develop a feeling of attachment and loyalty towards their organization. Employee waste
maximum of their time in fighting with their counterparts or sorting out issues with
organization. Satisfied employees are happy employees who willingly help their colleagues
and cooperate with the organization even between emergencies. For all of them, their
organization is the priority, everything else later. An employee does not come to the office
just for a salary because they feel for the organization and believe in its goals and
objectives to achieve them. Instead of wasting their time in gossiping and waiting around,
employees believe in hard work eventually benefiting the organization and for getting

19
growth for them. Employees take pride in representing their beloved organization and
work hard to get the maximum profit.

1.5.6. SATISFIED EMPLOYEES TENDS TO HANDLE PRESSURE

Those employees who are happy with their jobs and work are willing to involve in the
training schedule and are interested in learning new technologies, want to use new
software, which would eventually help them to enhance their professional carrier. Satisfied
employees accept challenges with a big smile and deliver even in the worst of
circumstances. Job satisfaction and employee satisfaction are almost important for each
employee to remain happy and deliver and getting level best. Satisfied employees are the
employees who are extremely loyal to their organization and stick to it even in the worst
situation. They do not work in any compulsion but want to take an organization to the next
level. Employees must passionate about their work and after all, passion comes, only when
employees are satisfied with their job and organization must be in a proper growth
manner.

1.6. THEORIES OF JOB SATISFACTION

Some prominent and most common theories of job satisfaction are as follows-
1. Maslow’s Needs Hierarchy Theory,
2. Herzberg’s Motivator-Hygiene Theory,
3. Job Characteristics Model,
4. Dispositional Approach.
5. Process Theory
6. Reference Group Theory
7. Discrepancy Theory

1.6.1. Maslow’s Needs Hierarchy Theory

It is commonly known as the human motivation criteria; Maslow's Needs Hierarchy
Theory was one of the oldest theories in the contribution of job satisfaction. This theory of job

20
satisfaction suggests that human needs form a five-level hierarchy consisting of
physiological needs, safety, and belongingness/love, esteem, and self- actualization .
Maslow’s needs hierarchy was developed for explaining and understanding of human
motivation. However, this is mainly applicable in work settings and used for explaining job
satisfaction. In an organization, financial compensation and healthcare are some of the
important benefits, which help an employee to meet their basic physiological needs.
Safety needs can manifest itself through employees feeling physically safe in their work
environment, as well as job security. From an employee's point of view, they want to work
hard, but want to be safe and secure also. This can come in the form of positive
relationships with colleagues and supervisors as well as every level of management in the
organization. At the time of satisfaction, the employee will seek to feel as though they are
valued and appreciated by their colleagues and their organization. The final step is where
the employee seeks to self-actualize; where they need to grow and develop to become
everything, they are capable of becoming. This is the stage where each employee wants to
be successful.

FIGURE.1.4: Maslow’s Needs Hierarchy

21
1.6.2. Process Theory
Process theory describes the process of how behavior is energized, directed, sustained, and
stopped. Process theory sees job satisfaction as being determined not only by the nature of
the job and its context within the organization but also by the needs, values, and
expectations that the individuals have about their job. There are three sub-theories of
process theory have been developed. These are the theory based on the discrepancy
between what the job offers and what is expected, theory based on what an individual
needs, and theory based on what the individual values.

1.6.3. Herzberg’s motivator-hygiene Theory

In 1959, Frederick Herzberg, a behavioral scientist proposed a two-factor theory or the
motivator-hygiene theory. According to Herzberg, some job factors result in satisfaction
while other job factors prevent dissatisfaction. According to Herzberg, the opposite of
"Satisfaction" is "No satisfaction" and the opposite of "Dissatisfaction" is "No
Dissatisfaction". This theory suggests that job satisfaction and dissatisfaction are not two
opposite ends of the same continuum, but instead are two separate and, at times, even
unrelated concepts. ‘Motivating' factors like pay and benefits, recognition and achievement
need to be met for an employee to be satisfied with work. On the other hand, in the absence
of ‘hygiene' factors (such as working conditions, company, policies, and structure, job
security, interaction with colleagues and quality of management) employees will be
dissatisfied with their job.

FIGURE 1.5: Herzberg’s motivator-hygiene Theory

22
1.6.4. Reference Group Theory
Reference group theory gave rise to the thought that employees compare their inputs and
outputs from his/her job to others, such as his/her friends, co-workers, and others in the
industry. Theorists, such as Hulin and Blood (1968) have argued that the understanding of
the groups to whom the individuals relate is critical to understanding job satisfaction.

1.6.5. Discrepancy Theory

Another name of Discrepancy Theory is “Affect Theory” which is developed by Edwin A.
Locke in 1976 and is considered the most famous job satisfaction model. Many theorists
have tried to come up with an explanation for why people feel the way they do in regards to
their job. Locke developed the idea known as discrepancy theory. This theory suggests that
a person’s job satisfaction comes from what they feel is important rather than the
Fulfillment or non-fulfillment of their needs. A person's importance rating of a variable is
referred to as "how much" of something is wanted. Discrepancy theory suggests that
dissatisfaction will occur when a person receives less than what they want.

1.6.6. Job Characteristics Model

The job characteristics model, designed by Hackman and Oldham is based on the idea that
the task itself is key to employee motivation. Specifically, a boring and monotonous job
stifles motivation to perform well, whereas a challenging job enhances motivation. The Job
Characteristics Model (JCM) explains that job satisfaction occurs when the work
environment encourages intrinsically motivating characteristics. Five key job
characteristics: skill variety, task identity, task significance, autonomy and feedback,
influence these psychological states. Subsequently, the three psychosocial states then lead to
several potential outcomes, including job satisfaction. Therefore from an
Organizations’ point of view, it is thought that improving the five-core job dimensions this

23
 FIGURE.1.6: JOB CHARACTERISTICS MODEL
Will subsequently lead to a better work environment and increased job satisfaction.

SKILL VARIETY TASK IDENTITY

TASK SIGNIFICANCE AUTONOMY

FEEDBACK
These can be combined to form a motivating potential score (MPS) for a job, which can be
used as an index of how likely a job is to affect an employee’s attitudes and behaviors.
These can be combined to form a motivating potential score (MPS) for a job, which can be
used as an index of how likely a job is to affect an employee’s attitudes and behaviors.

1.6.7. Dispositional Approach

Another well-known job satisfaction theory is the Dispositional Theory.
It is a very general theory that suggests that people have innate dispositions that cause
them to have tendencies toward a certain level of satisfaction, regardless of one’s job.
This dispositional approach suggests that job satisfaction is closely related to personality.
The evidence for this approach can be divided into indirect studies and direct studies.
The judge and colleagues have reviewed these areas in detail. The indirect evidence comes
from studies that do riot explicitly measure personality. This even includes significant
employment changes, such as changes in employer or occupation. The indirect studies,
however, are vulnerable to several important criticisms, namely that other unaccounted
factors might be contributing to job satisfaction levels. Most prominently, there is research
evidence that self- esteem, self-efficacy, emotional stability and locus of control comprise a

24
broad personality construct, which contributes to bow an individual sees. A review of 169
correlations between each of four affective constructs (i.e., self-esteem, self-efficacy,
emotional stability and locus of control) and job satisfaction, found that as self-reported
levels of self-esteem, self-efficacy, emotion stability and locus of control increased so did job
satisfaction. Similarly, investigations into the link between the five-factor model of
personality and job satisfaction revealed neuroticism, conscientiousness, and extraversion
to have moderate relationships with job satisfaction.
People tend to evaluate their work experiences in terms of liking or disliking their jobs and
develop feelings of satisfaction or dissatisfaction regarding their job, as well as the
Organizations in which they work. Many probable influences affect how favorably an
individual appraises his or her job. This is also important for the organization to retain
valued employees. For this reason, through years of extensive research, Psychologists have
identified the theories that help to measure the level of job satisfaction of the employees.

1.7 INTRODUCTION OF SPINNING INDUSTRY IN INDIA

The word "Textile "is derived from the Latin word "Texere" means to weave and applied.
An organized spinning mill or textile industry is one of the oldest and most firmly settled
largest scale industries in the world. The textile industry comes at the second largest
industry after agriculture in India. The textile industry plays a unique and individual place
in the Indian economic sector. The textile industry is the earliest sector in the Indian
business environment. About 27% of the foreign exchange comes under textile and clothing
alone. The industrial production of about 14% contributes to the textile sector.
Approximately 21% of the total employment generated by the textile sector in the Indian
economy. Around 35 million people are directly contributing to the textile industry. Textile
industries are providing a good reputation to the people. Textile industries are maintaining
sustainable growth by improving Quality of life. After food, clothing is one of the basic and
the most important need of a family. Thus, in terms of production, employment, export,
and consumption textile industry is very essential industry considering Indian economic
growth. The Indian textiles industry is highly different, with the hand-spun and hand-
woven textiles at one side of the spectrum, while the capital intensive sophisticated mills at

25
the other side of the spectrum. The decentralized power looms/ hosiery and knitting sector
forms the major portion of the textiles sector. The bond between the textile industry to
agriculture and the ancient culture and traditions of the country in terms of textiles make
the Indian textiles industries different in comparison to other countries. The Indian textile
industry can produce a wide variety of products suitable to different market segments,
both within a territory and across the territory. First cotton mill of India, the first Indian
cotton cloth mill was established in 1818 at Fort Glister near Kolkata, although this mill
was a failure. The second mill that was established by KGN Daber in 1854 is called the true
foundation of the modern cotton industry in India. Its name was Bombay Spinning Mill.
The partition of India in 1947 affected the Indian cotton industry badly. There were 394
cotton mills in India before partition out of this, 14 mills went to Pakistan. However, 40%
of the cotton-producing area became an area of Pakistan. Thus, India was forced to import
raw cotton to keep the mills alive.

1.7.2. PRESENT SCENARIO OF SPINNING INDUSTRY IN INDIA

The Indian textile industry is one of the largest industries in India. The latest film by
Sharat Katariya casting Anushka Sharma and Varun Dhawan has focused on the
handloom and textile industry's total traditional part. The film is based on 'Made in India'
campaign launched by the Indian government, for promoting India's indigenous textiles
industry. Prime Minister Narendra Modi, in 2015, declared August 7 as the National
Handloom Day to mark Swedish movement on its 115th anniversary. According to the
movement, the products must produce from the materials that have been produced within
India. Narendra Modi also launched a brand called India Handloom at a function in
Chennai, which holds to weaving in the global market of India. Indian Textile industry
contributes to 7 percent of industrial output in terms of value, 2 percent of India's GDP
and 15 percent of countries' exports earnings. India's overall textile exports during FY
2017-18 stood at US$ 39.2 billion. The size of India's textile and apparel market recorded
USD 108.5 billion in 2015 and is expected to reach USD 226 billion by 2023, growing at a
CAGR of 8.7 percent between 2009 and 2023. India is the main exporter of hand-woven
fabric (approximately 95%) in the world. In India itself, handloom covers one of the largest

26
and major sectors of the Indian economy and it employs about 43 lakhs weavers. Declaring
as National Handloom Day in 2015, Narendra Modi encouraged Indians to use the number
of handloom products saying that a certain enhancement of 5% percent in the usage of
handloom product and this will increase 33% of the revenue of the country.
After China, India is the second-largest producer and exporter of cotton in the world at
three$6. Billion. India has emerged as the largest producer of cotton in the world with the
production of 345 lakhs bales in 2016-17 and the second-largest exporter after China.
Currently, the cotton industry is sustaining livelihoods of 5.8 million farmers and 40-50
million people engaged in other activities like processing and trading. India is also the
major and top producer of jute in the whole world. If we talk about The Sericulture and
Silk Sector: India comes at the second producing around 18 % of the world's total silk.
Mulberry, Eri, Tasar, and Muga are the major types of silk produced in the country. We
can call it the labor-intensive sector.

1.7.3 GOVERNMENT INITIATIVES FOR SPINNING INDUSTRY IN INDIA

The major goal of the Indian government is to make India inclusive and more impulsive.
To follow the goal of making India's development inclusive, the Indian government is
focusing on implementing some policies and procedures for providing better
manufacturing and infrastructure to local artisans, technology, and innovation, enhancing
skills, ability, and strengths of the textile industry of India. The government has been
implementing various policy initiatives and programmers for the development of textiles
and handicrafts, particularly for technology, infrastructure creation, and skill
development.

S.N INITIATIVE INITIATIVE BY

O
1 Promoting textile and handloom by imports
2 
 Import and export efficient by facilitating
about 13 airports and 14 seaports
27
3 Approved a 'Scheme for promoting usage of
geotechnical textiles in North East Region (NER)'
which helps balance the economy and financial
outlay of the country

The ministry of Textiles

4 Signed an agreement with Flip kart for providing a
platform to handloom weavers to sell their
products
5
Put the foundation of Trade Facilitation Centre
and Craft Museum by Narendra Modi
6 The Textile Ministry of India announced Rs 690
crore for setting up 21 ready-made garment-
manufacturing units in seven states for the
development, growth, and modernization of the
Indian Textile Sector.

6 Amended Technology Up-gradation

Funds Scheme (ATUFS)

7 Power Tax India Scheme

Central Government
8 Scheme for Integrated Textile Parks

9  SAMARTH- scheme for capacity

building in the Textile Sector

10  Silk Samagra- integrated silk

development scheme

11 North Eastern Region Textile Promotion Scheme

(NERTPS)

28
12 National Handicraft Development Program
(NHDP)

13  Comprehensive Handicrafts Cluster

Development Scheme (CHCDS).

14 *For new employees, the Government is now

bearing Employee Provident Fund (EPF) of 3.67%
of contribution with reimbursement of 8.33%
employer contribution under Pradhan Mantri
Rojgar Protsahan Yojana for three years.

*The Government also launched a boost up Labor law reforms

planned in the field of investment, employment,
and exports of the textile industry. The plan was
designed to create up to one crore jobs and by the
investment of Rs. 80,000 crores in 3 years. So far, it
has generated additional exports of Rs. 5,728 crore
and additional investments of Rs. 25,345 crore.

15 DGFT has enhanced the rates under Merchandise

exports from India Scheme on readymade Enhancement of rates
garments and made-ups from 2 percent to 4 under MEIS
percent to boost exports in the textile industry.

16 Prime Minister Narendra Modi launched the

'Make in India' campaign on September 25, 2014,
for enhancing domestic manufacturing units. The
main aim of this launching was to increase the
GDP from 15 % to 25% by the textile industry. In Make in India
2014.there are a large number of industrialist and
most entrepreneurs are moving out of India. For

29
 this purpose, the government needs to generate
jobs, carry maximum foreign direct investment,
and make India into a successful manufacturing
country.

TABLE.1.2: GOVERNMENT INITIATIVES FOR SPINNING INDUSTRY IN INDIA

1.7.4 INTRODUCTION OF NAHAR SPINNING MILL

Nahar group of companies is formed by late Shri. Vidya Sager Oswal. His hard work,
patience, and intelligence reached the highest level and create an Industrial revolution in
hosiery in Ludhiana. Mr. Jawahar Lal Oswal is the chairperson of the Nahar group of
companies. Nahar Spinning Mills Limited was started first as a small Spinning & Hosiery
unit in Ludhiana. Nahar Spinning Mills started as a Private Limited company in
December 1980 and then turn into a Public Limited Company in 1983. various units are
located at various places in Ludhiana. The worsted yarn produced by the unit at sharper,
Ludhiana. In a very short span, by the Indian Government of India from the growth in
manufacture and Export of woolen and cotton hosiery knitwear and woolen textiles, Nahar
Spinning Mills Limited called as "Export House" and after some time called as
"Recognized Trading House".Nahar Spinning Mills was fresher at that time but known for
the turbocharged performance in the textile industry. Nahar Spinning Mills include the
"National Export Trophy" by the Apparel Export Promotion Council. The latest is the
Silver Trophy for Second Highest Exports of Yarn in ‘Counts 50s and below' under the
Category III and Silver Plague for the Second Highest Exports of ‘Processed Yarn' under
the Category I by TEXPROCIL for the year 2014-15. Company is diversified into the
Spinning Industry by putting up a Spinning Plant at Village Simrai, Mandideep, Distt.
Bhopal in1992. To produce high-quality value-added Yarn for exports, the company also

30
put up Spinning Units at Village Jalalpur, Distt. S.A.S. Nagar, Village Jodhan, Distt.
Ludhiana and Village Jitwal Kalan, Distt. Sangrur, Punjab. The present spindle capacity
of the company is 5.00 Lacs (approx.) spindles and 1080 Rotors. Company for producing
12.5 million pieces of Hosiery Garments also establishes an ultra-modern facility. The
company is a major producer of T-Shirts that are exported to reputed international brands
such as GAP, Arrow, Old Navy, banana republic, Chaps, etc. The company has a dyeing
plant with a capacity of 4.5 M.T. per day at Village Lalru, Punjab in which superfine
quality of Yarn is being produced for the manufacturing of garments to export. This unit
holds both domestic hosiery as well as an export market.
An ISO 9002 company, Nahar group has Company has 9 sub-companies , multi-location
plants, wide range of products by which company aimed to export national as well as
international market- USA, UK, France, Brazil, Bangladesh, Mauritius, Honduras,
Argentina, Colombia, Peru, Chile, Netherlands, Japan, Canada, Korea, Taiwan, Hong
Kong, Singapore, Egypt and Russia. 
Presently, in Nahar spinning mill, Village Simrai, Mandideep, Distt. Bhopal there are
approximately 250 staff members and approximately 1500 workers are present. The
turnover of the Nahar spinning mill is Rs. 1000-2500 crore. According to the latest report,
for the quarter ended 31 Dec 2018, the Nahar spinning mill revenue segment includes
mainly textiles, which contributed Rs 2088.58 crore to sales revenue (97.90% of total sales),
company has standalone sales of Rs. 568.33 crore and the company has reported a net
profit after tax of Rs.21.32 crore in the latest quarter.

1.7.4 SPINNING CAPABILITIES OF NAHAR SPINNING MILL

The Company's mantra "World is our markets" is truly reflected in its operations. Nahar
spinning mill is one of the largest integrated textile players in India and by the goodwill
and company strength, Nahar spinning mill is the second-largest Cotton Yarn
manufacturer in India. Nahar Group has 0.8 Million Spindles and 5000 Rotors in Multi
locational units all over the country and can produce yarn counts ranging from NE 10's to
NE 2/120's of different qualities as Combed, Carded, Mélange, Dyed, Gassed /Mercerized,
Compact, Open End and Fancy Yarns in Cotton and Cotton blends. Nahar can produce
40,000 Pcs of Garments per day. The garments are being produced on the Switch Track

31
System and Assembly Line System to ensure quality and efficiency. Our garments range
includes T-Shirts, Polo Shirts, Sweat Shirts, Sports Wear, Rugby Shirts, Crew/V-Neck
Tops, Fleece Hooded Tops, Jackets, and Pants. Nahar has the latest Sewing, Flat Lock and
Over Lock machines from Juki, Brother, & Pegasus along with the auxiliary machines
such as Buttoning, Button Hole, Bar Tacking, Snap Fastener, Hemming, Pressing, Fusing,
Sporting, Automatic Thread Cutting and Sucking. It has also Needle Detector Machine of
Hashima and CAD of Gerber Technology. Nahar has capability to produce finest yarns by
using latest tool and techniques like Blow Rooms from Truman & Trutzchler equipped
with Bale Pluckers, combers from RIETER, Compact Ring Frames from RIETER K-44,
Conventional Ring Frames from Kirloskar Toyoda and Lakshmi, Two-for-one twister
(TFO) from Volkmann, Heat setting machines from XEROLLA, R&D equipment hvi900
and have spectrum, Advanced fiber information system (AFIS) and many more. Nahar is
the holder of IS/ISO-9001:2008 for quality management system by the Bureau of India
Standard and ISO/14001 for the environmental management system

1.7.5. INTRODUCTION OF BHASKAR SPINNING MILL

Dainik Bhaskar Group, commonly known as DB Corp.ltd, started its journey in 1958 by
the chairperson of Dainik Bhaskar group late Mr. Ramesh Chandra Agarwal as Hindi
daily published in Bhopal. After that Dainik Bhaskar published in Gwalior and so on a
journey is running by the Bhaskar group. Initially by name" subh-savere" in Bhopal and
"Good morning India" in Gwalior. The paper is named later Bhaskar Samachar. Grown
over by years, DB Corporation limited becomes India’s largest newspaper group having 65
editions published in four languages like Hindi, Gujarati, Marathi, and English with 44
million readers in approximately 14 states. Dainik Bhaskar declared as the world's fourth-
largest circulated daily newspaper by world press trends in 2015. By every passing year,
DB Group diversified into many sectors as Broadcast media, textile industry, real estate,
mining, and power projects. Present days DB group becomes media domain by the
corporate house of a reputation as the fastest-growing group over the world. Group has a
strong presence in radio business 94.3 MYFM, the largest radio network in India. The

32
group also runs 30 radio stations in seven states of India. DB Corporation also created a
mobile app includes sections of Bollywood, fashion, business, market updates, etc. DB
Corporation owns a shopping mall in Bhopal known as DB city mall was inaugurated in
2009 and currently known as the biggest shopping mall in Madhya Pradesh.
Approximately 11000 employees are working with Bhaskar industries under Managing
Director Mr. Sudhir Agarwal. In 2018 reports states that a net profit of Rs 78.66 crores is
achieved. DB corporation, total income during the period under review at 587.44 crores up
to 83 percent at against rupees 571.27 during a period ago. Reports state that in 2018
revenue from print and publishing of newspaper is Rs 530.78 crore as against 5109.26
crores. Radio stood revenue of Rs 37.66 crore up to 8.40% as against Rs 34.74 crore.

Bhaskar spinning mill is a private limited company of Dainik Bhaskar group established in
1996, in an industrial area, Mandideep district Bhopal, Madhya Pradesh, is now among
five denim mills in India producing 44 million meters per annum. Approximately 2000
employees are working in the Bhaskar spinning mill presently. CEO of Bhaskar spinning is
Mr. Sudhir Mukherjee Bhaskar spinning mill is come into action first in 1998 focused on
denim manufacturing. The company growth rate is at peak due to the commitment of
employees, consistency in quality, timely delivery and keeping change in changing fashion
in the denim industry. Bhaskar industry has its own overseas offices and representatives.

JOURNEY OF BHASKAR SPINNING MILL BHOPAL

1996 Started open-ended spinning
1998 Invested in weaving
2003 Enters into denim
2004 2nd denim line
2005 Expanded to ring spinning
2008 Added rope dyeing
2010 Launch international first denim collection
2014 1st overseas office at Dhaka
2009-2015 Up-gradation and Modernization
2016-present Journey continues

33
 TABLE.1.3: HISTORY OF BHASKAR SPINNING MILL

1.7.6. TECHNOLOGY AND PRODUCT SPECTRUM OF BHASKAR SPINNING MILL

Bhaskar spinning produced denim and cotton yarn (100% cotton yarns in-ring quality
polycotton, blended yarns) cotton fabrics (100% cotton loom state fabrics, polycotton
fabrics, cotton Lycra blended fabric). Bhaskar spinning comes up with international and
Indian collection for spring, autumn, summer under denim collection and it is strongly
recommended by the textile industry. Bhaskar Industries is currently working with the
reputed brands like VF, Tommy Hilfiger, NEXT, Jack and Jones, Marlboro, ZARA, M&S,
Only, Carrefour to name a few. Along with major exporters like Shahi, Arvind, Chelsea,
Gokaldas, and Scotts, Bhaskar has also spread its wings in garmenting hubs like Delhi,
Mumbai, Kolkata, Chennai, Kanpur, and Indore. The process used in the Bhaskar
spinning mill for spinning- open-end yarn, ring yarns, core-spun, for dyeing –rope dyeing,
slasher dyeing, liquid indigo, for looms- air-jet, rapier, dobby, jacquard, etc. The countries
that use fabrics and yarn of Bhaskar spinning mill are Shrilanka, Hong Kong, Europe,
USA, and Bangladesh. Bhaskar spinning is the holder of IS/ISO-9001:2008 for quality
management system by Bureau of India Standard and ISO/14001:2004, OE (Organic
exchange), GOTS, GRS (Global Recycle Standards) for the environmental management
system.

1.7.7. INTRODUCTION OF VARDHMAN SPINNING MILL

Vardhman Group is a leading textile industry in India by its leadership chairperson

R.S.Oswal and S.P.Oswal in 1962 having a turnover of $700 mn in the industrial city of
Ludhiana. Spanning over 24 manufacturing facilities in six states across India, the Group
business portfolio includes Yarn, Greige and Processed Fabric, Sewing Thread, Acrylic
Fiber, and Alloy Steel. The group is structured in such a way as to have a central holding
company that is used for investing in different group companies. The holding company, in
this case, is Vardhman Holdings limited and the group companies are Vardhman Textiles
(61%), Vardhman Industries (65%) and Vardhman Acrylic (60%). Vardhman textiles in-
turn have held in VMT spinning (73.33%), Vardhman threads (100%) and Vardhman

34
yarns and threads (98.04%). Vardhman spinning mill is having manufacturing plant in
industrial area Mandideep of Madya PradeshVardhman group enhances business by
focusing on leadership, efficiently using resources to innovate, diversify, integrates and
builds its diverse operations into a dynamic modern enterprise. Vardhman Group grown
over 1.1million spindles on accounting, produce over 20,000 tons of acrylic fiber per
annum, company also produce over 43MT of sewing thread per day, produce 580 tons
yarns per day, weaves more than 180 million meters of fabrics per annum, crafts above
5000 shirts per day and makes over 12,000 tons of steel per annum with a force of about
28000 employees with turnover of 1.1 billion. The company follows corporate social
responsibility, corporate governance, serves the society through education, environment
and safety.

JOURNEY OF VARDHMAN SPINNING MILL BHOPAL

1962 Vardhman spinning and general spinning mill(VSGSML), incorporated
Ludhiana, Punjab by V.S.Oswal and R.S.Oswal
1965 Vardhman spinning and general spinning mill (VSGSML) started production
of cotton yarn with a capacity of 6000 spindles.
1973 Mahavir spinning mill Limited(MSML), presently known as Vardhman
textiles limited(VTXL) started as the flagship of the company
1976 Mahavir spinning mill limited (MSML) started a new unit with 25000 spindles
in Hoshiarpur, Punjab.
1978 Mahavir spinning mill limited (MSML) increased presence in Punjab by
starting new unit Arihant spinning mill in Malerkotla, Punjab
1981 Mahavir spinning mill limited (MSML) enters into the business of sewing
thread in Hoshiarpur, Punjab
1988 Mohta industries limited merge into Mahavir spinning mill Limited (MSML),
started a mini steel plant in Ludhiana known as Vardhman steel plant.
1989 Vardhman spinning and general spinning mill (VSGSML) started a new
spinning mill named as Auro spinning mill in Baddi, Himachal Pradesh. Auro
spinning mill became operational in 1991 with 25000 spindles.
1990-91 Mahavir spinning mill limited (MSML) set up a 100%export oriented unit for
manufacturing yarn named as Anant spinning mill in Mandideep Madhya
Pradesh with 25000 spindles.
1992 Vardhman spinning and general spinning mill (VSGSML) started a new unit

35
 for weaving in Baddi, Himachal Pradesh capacity of 72 looms.
1993 Vardhman spinning and general spinning mill (VSGSML) started a dye house
in Baddi, Himachal Pradesh, Mahavir spinning mill limited (MSML) set up a
gas merchandise unit in Hoshiarpur, Punjab, Mahavir spinning mill limited
(MSML) set up a new spinning company VMT spinning company in Baddi,
Himachal Pradesh for yarn manufacturing.
1995-96 Mahavir spinning mill limited (MSML) set up Barbour Vardhman threads
limited (BVTL) in Baddi, Himachal Pradesh for synthetic threads
manufacturing. Mahavir spinning mill limited (MSML) set up Vardhman
Acrylics Limited (VAL) AT Jhagadia Bharuch for acrylic fiber.
1999 Vardhman textiles stakes over Barbour Campbell group by named as
Vardhman threads limited, the formation of Auro textiles in Baddi, Himachal
Pradesh.
2002 Vardhman spinning and general spinning mill (VSGSML) started Arisht
spinning mill at Baddi, Himachal Pradesh.
2004 The textile business (yarn, fiber) Vardhman spinning and general spinning
mill (VSGSML) merged into Mahavir spinning mill limited (MSML) and the
name changed as Mahavir spinning mill limited (MSML) into Vardhman
textiles limited (VTL) and Vardhman spinning and general spinning mill
(VSGSML) into Vardhman holdings limited. (VHL).
2006 Vardhman yarn is set up in Satlapur Madhya Pradesh with 166000 spindles.
2007 Vardhman yarn and threads limited is formed. VTL is merged into VYTL
and, VTL is converted into Vardhman investment limited (VIL).
2008 Vardhman fabrics are set up in Budni Madhya Pradesh with 60000 spindles.
2009 Vardhman Nisshinbo garments limited is set up for formal shirts.
2011 Vardhman special steel merged into Vardhman textiles limited (VTXL) and
-now now Vardhman textiles limited (VTXL) is a total textile company (yarn and
fabrics).

TABLE.1.4: HISTORY OF VARDHMAN SPINNING MILL

1.7.8 TECHNOLOGY USED IN VARDHMAN GROUP

The latest technologies used are as latest ring frames with automatic doffing system Reiter
Switzerland, LMW, KTTM India, latest EYC (Electronic yarn clearer) for detection and
removal of faults and contamination, Air vortex technology Murata Japan, open-end
36
technology. Major customers are Switzerland, UAE, Europe, Bangladesh, Spain, UK,
Germany, the US, Japan, and some African and E.Asian countries. Vardhman spinning is
the holder of ISO/14001:2015 for quality management system by Bureau of India
Standard, OE (Organic exchange), GOTS, GRS (Global Recycle Standards) for an
environmental management system, OHSAS 18001:2007 The management system is
applicable for Manufacturing & Support Functions Comprising of Spinning and Weaving.

1.7.9 INTRODUCTION OF ANANT SPINNING MILL

Anant spinning mill is a textile-manufacturing unit of Vardhman Group among nine major
companies. Anant spinning mill was started in 1991 for manufacturing of textile products
like acrylic fiber, cotton yarn, blended spun yarn, processed fabrics and synthetic sewing
threads with a spindle capacity of 25000. Previously Anant spinning mill was known as
Mahavir spinning mill of Vardhman group started by R.S.Oswal and S.P.Oswal in 1962.
Total Spindle capacity of Vardhman Group is 1.1million spindles on accounting in which
Anant Spinning mill is having capacity of 130900 spindles, produce over 20,000 tons of
acrylic fiber per annum, company also produce over 43MT of sewing thread per day,
produce 580 tons yarns per day, weaves more than 180 million meters of fabrics per
annum, crafts above 5000 shirts per day and makes over 12,000 tons of steel per annum
with a force of about 28000 employees with turnover of 1.1 billion. The total number of
employees present in the Anant spinning mill is 1500 approximately and the manufacturing
plant is located in the industrial area of Madhya Pradesh Mandideep. Presently Mr.
Surender Pal is the CEO of Anant spinning mill of Madhya Pradesh. The latest
technologies used are as latest ring frames with automatic doffing system Reiter
Switzerland, LMW, KTTM India, latest EYC (Electronic yarn clearer) for detection and
removal of faults and contamination, Air vortex technology Murata Japan, open-end
technology. Major customers are Switzerland, UAE, Europe, Bangladesh, Spain, UK,
Germany, the US, Japan, and some African and E.Asian countries. Anant spinning mill is
the holder of ISO/14001:2015 for quality management system by Bureau of India
Standard, OE (Organic exchange), GOTS, GRS (Global Recycle Standards) for an

37
environmental management system, OHSAS 18001:2007. Anant spinning mill is a totally
100% export oriented unit for manufacturing yarn.

1.7.10 INTRODUCTION OF SAGAR SPINNING MILL

Sagar spinning mill is commonly known as Sagar yarn manufacturers’ private limited
(SMPL). SMPL is a textile-based company of the Sagar group. Company is a combination
of quality, excellence, innovation and technology in its entire endeavor. The Sagar group
has three most important verticals as infrastructure, education, and industry. Sagar group
is started in 1983 by launching its first real estate project, after that Sagar group enhanced
by the field of education by starting up Sagar public school in 2001, in the leadership of the
founder of the Sagar group chairman Mr. Sudhir Kumar Agarwal. At present, the Sagar
group is successfully operating five leading schools, three engineering institutes, one B-
school, one pharmacy institute, several real estate projects and a major spinning mill in the
state capital with the trust of 6500 plus residential units, 15000 plus students,4000 plus
dedicated employees.
Sagar yarn manufacturer private limited was started in 2012 in village Tamot, tehsil
Goharganj, Obedulaganj to Jabalpur road district Raisen in Madhya Pradesh. Presently,
the CEO of SMPL is Sachin Nagar. Sagar manufacturers serve the humankind by
arranging the basic requirement of clothing by pulling SMPL by integrity, excellence in
quality, continuous learning, growth, team spirit and exceeding customer expectations.
SMPL is a latest-generation spinning mill having an ideal combination of machinery set up
from leading brands of the whole world like Trutzchler, Rieter, Luwa, Electro jet KTTM.
At present, SMPL has 125000 spindles capacity and planned to expand the spindles
capacity of 300000 spindles with value addition and forward integration with 2000
employees. Sagar manufacturers have delivered well-specialized quality yarns to the textile
industry, cotton fiber with excellent technology. SMPL product includes cotton fiber yarns
as combed compact yarn for knitting and weaving, CVC certified organic yarns for
knitting, weaving, Reiter compact, Better cotton initiative (BCI) yarns for knitting and
weaving, slub and Reiter compact, slub yarns, conventional combed yarn, FLO certified
yarn for weaving ,knitting and Reiter compact.

38
 HISTORY OF SAGAR SPINNING MILL
1983 Agarwal builders
2001 Sagar public school, Saket Nagar Bhopal Madhya
Pradesh
2005 Sagar public school, Gandhi Nagar Bhopal Madhya
Pradesh
2007 SIS Tech Bhopal Madhya Pradesh
2008 SIP Bhopal Madhya Pradesh -Pharmacy
2009 SIS Tech MBA Bhopal Madhya Pradesh
2009 SIS Tec-R Research Bhopal Madhya Pradesh
2009 SIS Tec-E Engineering Bhopal Madhya Pradesh
2012 Sagar manufacturing
2014 Abhay Sagar Foundation
2014 Sagar public school, Rohit Nagar Bhopal Madhya
Pradesh
2015 Sagar Nutriments (especially paddy rice in India)
2018 Sagar public school, Ratibad Bhopal Madhya Pradesh

TABLE.1.5: HISTORY OF SAGAR SPINNING MILL

"STAR EXPORT HOUSE" certifies Sagar spinning Mill Company by the government of
India (ministry of commerce and industry) by "The OEKO- TEX standard 100 class 1,
certification for baby up to 3years “ BCI, UNSTERILIZED ISO 9001:2008 and 9001: 2015
company.

1.7.11 INTRODUCTION OF SEL MANUFACTURING CO. LTD

SEL is a leading vertically integrated textile conglomerate, operating in various textile sub-
segments having facilities right from spinning, knitting, processing of yarns and fabric, to
the value-added products viz. terry towels and ready-made garments. SEL traces its origin
to 1969, when the founder Chairman, Shri R.S. Saluja, established it as a small garment-
manufacturing unit. Under the leadership of Mr. Neeraj Saluja, Managing Director, and
Mr. Dhiraj Saluja, Joint Managing Director, the process of backward and forward

39
integration started. SEL forayed into spinning in the year 2005 and thereafter, into terry
towels in November 2008. The Group achieved exponential growth within a short span and
its present capacities include 8,59,152 spindles in spinning, 13,440 rotors, 43,050 tons per
annum in knitting and processing, 4,500 tons per annum in yarn processing, 27,000 tons
per annum in terry towel manufacturing and 8.5 million pieces per annum in ready-made
garments. Setting up of India's largest spinning unit of 4,00,000 spindles at a single location
at Village Mehatwada in District Sehore of Madhya Pradesh and its commissioning in a
record time marks one of the landmark achievements of the group. The Company has a
captive power generation capacity of 22 MW.

Today, the group's manufacturing plants enjoy an advantageous geographic spread across
various locations in Punjab, Himachal Pradesh, Rajasthan, Haryana, and Madhya
Pradesh. SEL's manufacturing plants have ultra-modern machinery, state-of-the-art
technology, sound operating systems and vibrant workforce.

SEL Manufacturing Company Limited has been ranked as the 10th largest in an analysis
of Europe's top 100 Yarn & Thread Suppliers. The Company has been ranked eighth as
per Total Income in the textiles sector in Dun & Bradstreet's India's Top 500 Companies in
2014. Dalal Street Limited also ranks the Company amongst the top 400 mid-cap
companies in India. The Company has been ranked 249 in Fortune India’s top 500
companies in December 2014. The SEL Manufacturing Company Limited is an ISO
9001:2008 company.

1.7.12 INTRODUCTION OF THE NEW BHOPAL SPINNING MILL

New Bhopal Textile Mill Bhopal is a unit of National Textile Corporation Limited, New
Delhi, a Government of India undertaking situated at the chandbad area of Bhopal,
Madhya Pradesh, and city of lakes. Mohammad Hamidullah Khan Bahadur promoted a
new Bhopal textile mill and the company was started on 22 February 1937. Under the
nationalization act 1974, national textile corporation limited took over seven loss-making

40
mills. Due to old machinery and high cost of labor, the mills were continuously running
into losses and in 1992, all seven mills registered into B.I.F.R. under the approved scheme
of B.I.F.R., out of seven, five mills were closed as unviable units and the remaining two
mills i.e. New Bhopal Spinning Mill and Tatpti Mills in Burhanpur were slated for revival
and modernization.

At the time of nationalization, the mill has a total land of 84.13 acres with corresponding
installed machinery of 400 looms and 25992 spindles and a process house as a composite
unit in which only 1719 workers and 116 official staff was present.

Before modernization, the mill has installed a spindle capacity of 16848 while after
modernization of 1st phase with a capital investment of 26.42 crores. In 2008, the spindle
capacity become 25200 spindles for cotton yarn.

After completion of the expansion plan under the 2 nd phase with the capital investment of
81 crores under which 23328 spindles are added more for synthetic yarn production. In the
present time, the spindle capacity of the New Bhopal spinning mill is 48528 spindle. The
new Bhopal spinning mill is the main producer of cotton yarn and synthetic yarn, the
company produces a total 12-ton yarn per day. Presently, in the New Bhopal spinning mill
situated in chandbad Bhopal, 650 workers and 100 staff members are present.

The yarn so produced is sold in Berhampur, Bhawani, and Malegaon and Delhi markets
mainly. The total turnover of the new Bhopal spinning mill is average 65 crores per annum.
The total sales of the mill are 72 crores every year. The new Bhopal spinning mill is a
Government of India undertaking and is an ISO 9001:2008 company.

CAPACITY, INVESTMENT, AND PRODUCTION OF NEW BHOPAL SPINNING

MILL
Capacity first 25200 spindles
phase
The expanded 23328 spindles
capacity second

41
 phase
Total 48528 Spindles
Total investment Rs.26.24 crores
first phase
Total investment Rs.81 crores
second phase
Total investment Rs.107.42 crores
Major counts 1. 100% cotton counts- 38s KD, 40s KD, 42s KD, and 58s KD
2. 100% Polyester counts- 40s poly and 60s poly
produced
Major counts 1. Blended polyester cotton (PC) counts- 32s PC, 45s PC and 50s PC
2. Blended polyester viscose (VC) counts-30s PV AND 40s PV
produced in the
expanded unit

TABLE.1.6: CAPACITY AND PRODUCTION OF NEW BHOPAL SPINNING MILL

1.7.13 INTRODUCTION OF PRATIBHA SYNTEX SPINNING MILL

Pratibha syntex, is one of the most trusted brand for all kind of yarn manufacturing,
established in 1997, S.K.Choudhary is the CEO of company have annual turnover Rs. 100-
500 crore annually. Approximately 1000 to 2000 employees are working in Pratibha syntex
and earned a leading position in textile industry. Company outlet is situated in industrial
area of Indore city of Madhya Pradesh. Pratibha syntex is a vertically integrated unit
involved in cotton farming, spinning, knitting, dying and garment manufacturing. Pratibha
syntex is well known as synonym for all kind of optimum quality yarn and renowned
manufacturer and exporter of superior quality yarn .company have been privileged to lay
the foundation of India’s first vertical manufacturing setup, Pratibha syntex is a far famed
polyester yarn manufacturer and exporter of superlative quality organic cotton yarn,
viscose yarn, open end yarn and polyester yarn and globally appreciated product of
Pratibha syntex. Pratibha syntex is three star export house Government of India
undertaking and is an ISO 9001:2008 company. Pratibha syntex is certified by Oeko-Tex
standard, IMO certificate for organic cotton garments. And FLO Trader registration
certificate.

42
Company have organic cotton field of 60000 acres, spinning unit having 48000 spindles,
3000 rotors, air jet yarns and knitting and garments units and produce 70 tons of yarns, 20
tons of knitted fabric and 100 thousand pieces of garment per day.

1.7.13 INTRODUCTION OF TRIDENT GROUP

Abhishek Industries Limited was incorporated on April 18 1990 in the state of Punjab. In
1992, the company started implementing its yarn spinning project in joint sector with
PSIDC to set up facilities for manufacturing cotton yarn with an installed capacity of
24,960 spindles. Subsequently, the capacity was enhanced to 32,400 spindles. In the year
1998, PSIDC and the company decided to set up another unit of 43,392 spindles at a capital
outlay of Rs. 9500 lacs out of which 36,288 spindles started commercial production from
July 01, 1999. Abhishek Spinfab Corporation Limited, having facilities for processing of
4767 tpa of cotton yarn and manufacture of 3032 tpa of terry towel products was
amalgamated with the company vide High Court order dated May 13, 1999. Further, the
company has expanded the terry towel capacity of Terry Towel Division from 3032 tpa to
7500 tpa during the year 2001 at a capital outlay of Rs. 6030 lacs. Varinder Agro Chemicals
Limited having facilities of producing 34,250 MTs of Paper and 1, 00,000 MTs of Sulphuric
Acid was amalgamated with the company vide High court order dated January 03, 2002.
At present the company is operating in four main business segments viz. Yarns, Terry
Towels, Paper and Chemicals and is having facilities for manufacture of yarn (76,560
spindles), processing of yarn (4767 tpa), manufacture of terry towels (100 looms), writing &
printing paper (34250 tpa) and Sulphuric acid (1,00,000 tpa) besides operating in Co-
generation of Power and Soda Recovery. To be globally competitive, the company has
taken initiatives to expand and optimize its existing capacities.

The Company operates in five major business segments: Yarn, Home Textiles, Paper,
Chemicals and Captive Power with its manufacturing facilities located in Punjab and
Madhya Pradesh. Trident’s customer base spans over more than 75 countries across 6
continents and comprises of global retail brands like Ralph Lauren, Calvin Klein, JC
Penney, IKEA, Target, Wal-Mart, Macy's, Kohl's, Sears, Sam's Club, Burlington, etc. 
Trident group is Government of India undertaking and is an ISO 9001:2008 company.

43
1.7.13 INTRODUCTION OF SIDHARTHA SPINNING MILL

Siddhartha Super Spinning Mills Ltd is a Public incorporated on 13 August 1980. It is

classified as Non-govt Company and is registered at Registrar of Companies, Himachal
Pradesh. Its authorized share capital is Rs. 150,000,000 and its paid up capital is Rs.
127,500,000. It is involved in Spinning, weaving and finishing of textiles.
Siddhartha Super Spinning Mills Ltd.’s Annual General Meeting (AGM) was last held on
30 September 2019 and as per records from Ministry of Corporate Affairs (MCA), its
balance sheet was last filed on 31 March 2019. Directors of Siddhartha Super Spinning
Mills Ltd are Manjushree Balkishan Mehta, Laxminarayan Taparia, Dharmendra
Mohandas Goyal, Madan Gopal Bhairudan Rathi, Vishal Rajendra Prasad Agarwal,
Rajendra Prasad Satya Narayan Agarwal, and Ram Gopal Satya Narayan Agarwal.
The supplier company is located in Bhopal, Madhya Pradesh and is one of the leading sellers of listed
products. SIDDHARTH SPINNING MILLS is listed in Trade India's list of verified sellers offering
supreme quality of Cotton Waste Soft etc. Buy Raw Cotton & Cotton Waste in bulk from us for the best
quality products and service.

Siddhartha Spinning Mill is a well-recognized Cotton Yarns and Cotton Wastes Manufacturer, Exporter
and Supplier in international markets. The company provides huge assortment of Cotton Products like
Cotton Yarn, Cotton Yarn Waste, Cotton Comber Waste, Cotton Dropping Waste, Cotton Hard Waste,
Bond Flat Stripes, Licerin Flat Stripes, Cotton Waste Sweepings, etc. The Siddhartha spinning mill is
an ISO 9001:2008 company.

1.8. EMERGENCE OF THE PROBLEM

44
Job satisfaction has always been an important issue and employees are always viewed as
the greatest strength and resource for any kind of organization. Many studies and
researches on job satisfaction of spinning mills in India are already done in so many ways
but not particularly on capital town Madhya Pradesh.i.e.Studies on job satisfaction on
spinning mills of Madhya Pradesh are very less in number.

Spinning industry plays a major role in balancing the Indian economy and employees of
spinning mill plays a vital role in enhancing the growth of the country as a whole. This has
intended the researcher to analyze the job satisfaction in spinning mills of Madhya Pradesh
by using different variables and factors of job satisfaction. The researcher hopes that the
finding will be helpful for the overall textile industry for future perspectives.

It is acknowledged fact that the spinning mills in Madhya Pradesh have intrinsic strength
in terms of higher productivity, better technology, integrated working, good leadership
practices, good manager relationships, recognition, advancement, personal growth,
feedback and support, clear direction and objectives, etc. However, this strength has been
diluted to great disadvantages due to poor pay, poor compensation, poor working
conditions, poor benefits, high turnover and lack of job securities. All these factors created
negative growth in the spinning mill of Madhya Pradesh.

The consequential impact has been lower growth and development of spinning mills in
Madhya Pradesh, creates sickness and results in closure of spinning mills on a large scale.
At present, in spinning mills of Madhya Pradesh, facilities offered to the employees are not
in a good manner compares with what is expected by the employees of Madhya Pradesh,
which leads to job dissatisfaction. Many studies had been conducted related to job
satisfaction, but there were very few studies of job satisfaction in spinning mills of Madhya
Pradesh are present. It is analyzed that employees are treated only as assets not as useful
resources due to the unavailability of needed resources to them in spinning mills of
Madhya Pradesh. Further, it is considered carefully that research should be on the specific
burning issue. After, a careful reading of job satisfaction in various researches and reports,
the context of the present study "an analytical study of job satisfaction level among the
employees of various spinning mills of Madhya Pradesh" has been taken.

45
1.9. PURPOSE OF THE RESEARCH

Job satisfaction is the level of contentment an employee feels about their job. This feeling of
job satisfaction is mainly based on the ability of an employee individually to complete the
required perception of satisfaction. Satisfaction can be influenced by an employees' ability
to complete the required task by any organization and the type of communication between
all three levels of management and employee in an organization and finally yet importantly
that how the management treats an employee.

Many organization faces challenges in accurately measuring satisfaction, as the definition

of satisfaction can differ among various people within an organization. High and low, a job
satisfaction level also depends upon the type of organization (Schoderbek and Plambeck
1979, Solemon 1986). Management and Leadership style plays a vital role in determining
the job satisfaction level of employees (Carrand Kazanowsky 1994).

The motive of this research is to analyze the level of job satisfaction and its impact on
employee's performance as well as productivity in the spinning mill of Madhya Pradesh.
Measurement tools for job satisfaction are both the level of job satisfaction i.e. affective job
satisfaction and cognitive job satisfaction. This study is a realistic approach to find the level
of job satisfaction and find the most influencing factors of job satisfaction on employees of
various spinning mills of Madhya Pradesh. This research also wishes to check the
productivity, performance, growth as well as development of the spinning mill of Madhya
Pradesh.

1.10. ORGANISATION OF THE THESIS

Chapter 1. This chapter has given the concept of job satisfaction with reference to spinning
mills of Madhya Pradesh. Chapter also reasonably defines the emergence of the problem
named as job satisfaction level in spinning mills of Madhya Pradesh. End of research gives
purpose of the research of present study. Chapter also contributes profiles of the spinning
mills interact for the research purpose.

46
Chapter 2. This chapter addressing the issue of job satisfaction of spinning mill employees
in Madhya Pradesh. Literature review also referred the studies with special reference to
job satisfaction of employees in spinning mills in India and abroad. Studies specifically on
job satisfaction in different industries with spinning mills had been done specifically.
Chapter also gives the different models of job satisfaction. Concerning the holes in
research, the purpose of this section is to put recent present study into context. Lastly,
chapter gives a small note of research gap in between past and present study.

Chapter 3. This chapter discusses the research methodology for the complete research
work with respect to the statement of the problem, reason for choice of the topic, title of the
thesis, objective of the study, hypothesis of the study, selection of the sample, reliability and
validity, research design and methodology, data collection and tools used for collection of
data, and framework of the study. Basically data collection is done through questionnaire
of JSS Scale by Dubey.

Chapter 4. This chapter analyzes the satisfaction level of employees of spinning mills of
Madhya Pradesh by using Correlation and ANOVA test. Chapter shows the profile of the
respondents i.e. employees of spinning mills by studying different factors of job
satisfaction. This chapter also includes organization of data in a sequential manner. Lastly,
chapter includes computation of the standardized scores of the analyzed data by following
the step of interpretation of data.

Chapter 5. The findings, conclusions, suggestions and recommendations are derived from
company profile, data analysis and interpretation and from testing of hypothesis.
Conclusions are drawn with a view to bring some improvements in the level of job
satisfaction of the employees of spinning mills of Madhya Pradesh. This chapter gives the
conclusion of the whole research work done on the basis of objectives and hypothesis
formed in chapter of research methodology. Limitations of the study found has been put in
this chapter and lastly, recommendations are made for the future research in this area.

47
48