48

CHAPTER 3

PROFILE OF THE TEXTILE UNITS ITS EMPLOYEES AND THE

EXISTENCE OF HRM SYSTEM AT THE UNITS

3.1 PROFILE OF EMPLOYEES

The profile of the textile units and the profile of the employees may
be associated with the level of implementation of the HRM systems and
practices at the textile units. Hence, the present study examines the profile of the
employees and the units initially. The sampled employees are divided into
Spinning Mills (SM) and Textile Mills (TM). The designation of the employees
is confined to workers, supervisors and managers. The distribution of
employees, on the basis of designation, is given in Table 3.1.

Table 3.1 Distribution of employees on the basis of their designation

Designation of the Number of employees in

Sl.No. Total
employees SMs TMs
1. Workers 136 115 251
2. Supervisors 159 86 245
3. Managers 90 63 153
Total 385 264 649
Source: Primary data

It is observed that important designation among the employees at

textile mills workers constitutes 38.67 per cent to the total. It is followed by the
supervisors which constitute 37.75 per cent to the total. The important
designation of the employees in SMs and TMs are supervisors and workers
 49

which constitute 41.29 and 43.56 per cent to its total respectively. The analysis
reveals that important designation among the employees in the present study is
workers supervisors even all the managers of the sampled textile mills are
included for the study.

3.1.1 Age among the Employees

The sampled employees are grouped into three age groups namely the
employees in the age group upto 30 years, those between 31 to 40 years and
those above 40 years. Since the age of the employees may have its own
influence the employees‟ view on the implementation of HRM practices at their
units, it is included as one of the profile variables. The distribution of employees
on the basis of their age group is given in Table 3.2.

Table 3.2 Ages among the employees

Number of employees in
Sl.No. Age group Total
SMs TMs
1. Upto30 years 72 61 133
2. 31 to 40 years 214 115 329
3. Above 40 years 99 88 187
Total 385 264 649
Source: Primary data

The important age group among the employees in sampled units is 31

to 40 years which alone constitutes 50.69 per cent to the total. It is followed by
age group of above 40 years which constitutes 28.81 per cent to the total. The
important age group among the employees in SM and TM is 31 to 40 years
which constitute 55.58 and 43.56 per cent to its total respectively. The analysis
reveals that the important age of employees in textile units is 31 to 40 years.
 50

3.1.2 Nativity of the Employees

The nativity of the employees has been classified into Rural and
Urban. Since the nativity among the employees may be associated with their
perception on implementation of HRM practices at their units, it is included as
one of the profile variables. The distribution of employees on the basis of their
nativity is given in Table 3.3.

Table 3.3 Nativity of the employees

Number of employees in
Sl.No. Nativity of employees Total
SMs TMs
1. Rural 247 113 360
2. Urban 138 151 289
Total 385 264 649
Source: Primary data

The important nativity among the employees is rural which

constitutes 55.47 per cent to the total. The most important nativity among the
employees in SM and TM are rural and urban which constitutes 64.16 and 57.19
per cent to its total respectively. The analysis reveals that most of the employees
in SM are belonging to rural areas whereas most of the employees in TM are
belonging to urban areas.

3.1.3 Marital Status among the Employees

Marital status indicates the stage of the life cycle in which the
employees are belonging. The marital status of employees may lead to lot of
commitment, stress, responsibilities and work life imbalance at their work place.
Hence, an attempt is made to find whether the level of life cycle due to the
marital status influence their level of perception on HRM practices at the units.
By marital status, they are classified into unmarried and married. The
distribution of employees on the basis of their marital status is given in
Table 3.4.
 51

Table 3.4 Marital Status among the Employees

Number of employees in
Sl.No. Marital status Total
SM TM
1. Unmarried 52 23 75
2. Married 333 241 574
Total 385 264 649
Source: Primary data.

In total, a maximum of 88.44 per cent of the employees are married

whereas the remaining 11.56 per cent are unmarried. The married employees in
SM and TM constitute 86.49 and 91.29 per cent to its total respectively. The
analysis reveals the dominance of married employees in the present study.

3.1.4 Social Class among the Employees

Social class of the employees considered to access the level of

attitude on HRM practices at their units. An attempt has been made to analyze
whether the overall attitude varies between the various categories of social class
among the employees. The distribution of employees on the basis of their social
status which is confined to scheduled caste/tribe; backward/most backward and
forward class have been examined and shown in Table 3.5.

Table 3.5 Social Class among the Employees

Number of employees in
Sl.No. Designation Total
SM TM
1. Scheduled Caste/Tribe 107 93 200
2. Backward/Most Backward Class 184 138 322
3. Forward Class 94 33 127
Total 385 264 649
Source: Primary data.
 52

Of the 649 employees, a maximum of 49.77 per cent belong to

backward/ most backward class. It is followed by scheduled caste/tribe which
constitutes 30.82 per cent to the total whereas the remaining 19.41 per cent are
forward class. The most important social class among the employees in SM and
TM is backward and most backward class which constitutes 47.79 and 52.27 per
cent to its total of 385 and 264 employees respectively. The analysis reveals the
importance of backward/most backward class among the employees in the textile
units.

3.1.5 Education Level among the Employees

The level of education among the employees may have its own
influence on the level of perception on the implementation of HRM practices at
textile mills. The higher level of education among the employees may provide
more knowledge and analytical skill to evaluate the implementation of HRM
practices at textile mills and to evaluate its consequences. The level of education
among the employees is confined to school level, under-graduation, post-
graduation, and professional education. The distribution of employees on the
basis of their level of education is given in Table 3.6.

Table 3.6 Level of Education among the Employees

Number of employees in
Sl.No. Level of education Total
SM TM
1. School level 132 98 230
2. Under-graduation 163 103 266
3. Post-graduation 34 26 60
4. Professional 56 37 93
Total 385 264 649

Out of 649 employees, a maximum of 40.99 per cent are of under

graduation. It is followed by the employees with school education which
 53

constitutes 35.44 to the total. The most important level of education among the
employees in SM and TM is under-graduation since it is constituted 42.34 and
39.02 per cent to its total respectively. The analysis infers that the important
level of education among the employees in the textile units is under-graduation
and school level education since the dominance of supervisors and workers are
higher in total sample employees.

3.1.6 Type of Family among the Employees

Type of family to which the members belong is taken into

consideration since the type of family may influence their view on the
implementation and consequences of overall attitude towards HRM practices at
their textile units. The type of family among the employees is classified into
Nuclear and Joint family type. The employees with the joint family system may
have their own financial burden and commitment. It may influence on their
level of perception on the implementation of HRM practices at their units.
Similarly, the employees in nuclear family system may have more work-life
imbalance; it may also affect their view on implementation and consequences of
HRM practices at the units. The type of family among the employees is
confined to nuclear and joint family. The distribution of employees on the basis
of their type of family is given in Table 3.7

Table 3.7Type of Family among the Employees

Number of employees in
Sl.No. Designation Total
SMs TMs
1. Nuclear 306 183 489
2. Joint 79 84 160
Total 385 264 649
Source: Primary data.

In total, 75.35 per cent of the employees are in nuclear family system.
The most important type of family among the employees in SMs and TMs is
 54

nuclear family system since it constitutes 79.48 and 69.32 per cent to its total
respectively. The analysis reveals the importance of nuclear family system
among the employees in textile units.

3.1.7 Size of Family among the Employees

Size of the family indicates the number of dependents and non-

dependents in the family. If the dependents are more, such families will face
more financial commitments, family responsibilities, additional problems and
are forced to meet additional expenses for their dependents. Since it may have its
own influence on their level of perception on the implementation and
consequences of HRM practices at their units, it is included as one of the profile
variables. The employees are divided into three groups, namely up to 3
members; 4 to 7 members; and above 7 members. The distribution of employees
on the basis of their family size is given in Table 3.8

Table 3.8 Size of the family among the employees

Number of employees in
Sl.No. Family size Total
SMs TMs
1. Up to 3 members 70 92 162
2. 4 to 7 members 194 108 302
3. Above 7 members 121 64 185
Total 385 264 649

As a maximum of 46.53 per cent of the employees have a family size

of 4 to 7 members per family. It is followed by above 7 members per family
which constitutes 28.51 per cent to the total. The most important family size
among the employees in SMs and TMs is 4 to 7 members per family which
constitutes 50.39 and 40.39 per cent to its total respectively. The analysis reveals
that the dominant family size among the employees in textile units is 4 to 7
members per family.
 55

3.1.8 Years of Experience among the Employees

The years of experience among the employees in the field may give
more exposure and knowledge on the implementation and the consequences of
HRM practices in their units. Hence, the years of experience may have its own
influence on their view on the various aspects related to the implementation and
consequences of HRM practices at the textile units. By the years of experience,
the employees are classified into more than 20 years, 10 to 20 years and less than
10 years. The distribution of employees on the basis of their level of experience
at the textile units have been computed and presented in Table 3.9.

Table 3.9 Years of experience among the employees

Years of experience Number of employees in

Sl.No. Total
(in years) SMs TMs
1. Less than 10 years 65 30 95
2. 10–20 years 163 165 328
3. Above 20 years 157 69 226
Total 385 264 649

In total, a maximum of 50.54 per cent of the total employees are

having an experience of 10 to 20 years whereas the employees with an
experience of above 20 years constitutes 34.82 per cent to the total. The most
important years of experience among the employees in SMs and TMs are 10 to
20 years which constitutes 42.34 and 62.50 per cent to its total respectively. The
analysis reveals that the years of experience among the employees in SMs are
higher than the years of experience among the employees in textile units.

3.1.9 Occupational Background of the Employees

The occupational background of the employees indicates the

occupation of the parents and spouse of the employees. The occupational
background of the employees may have its own influence on their level of view
 56

on the implementation and consequences of the HRM practices at the units.

Hence, it is included as one of the profile variables. For this, the employees are
classified into three categories on the basis of their occupation namely
employment, agriculture, and self business. The distribution of employees on the
basis of their occupational background is given in Table 3.10.

Table 3.10 Occupational Background among the Employees

Occupational Number of employees in

Sl.No. Total
background SMs TMs
1. Employment 119 90 209
2. Agriculture 176 115 291
3. Business 90 59 149
Total 385 264 649

As a maximum of 44.84 per cent of the total employees are having

occupation background of agriculture. It is followed by the employees with
employment as their occupational background which constitutes 32.20 per cent
to the total. The important occupational background among the employees in
SMs and TMs is agriculture which constitutes 45.71 and 43.56 per cent to its
total respectively. The analysis reveals that the important occupational
background among the employees is agriculture and employment.

3.1.10 Monthly Income of the Employees

The income of the employees has been taken into account for the
study on their attitude towards the implementation and consequences of HRM
practices at their units. Because, it‟s may have its own influence on the level of
attitude on implementation of HRM practices at their units among the
employees. The monthly income of the employees is confined to less than
Rs.15, 000; Rs.15, 000 to 25,000 and above Rs.25, 000 per month. The number
of employees, based on their monthly income, is given in Table 3.11.
 57

Table 3.11 Monthly income of the employees

Number of employees in
Sl.No. Income per month Total
SMs TMs
1. Less than Rs.15000 194 88 282
2. Rs.15000–Rs.25000 145 128 273
3. Above Rs.25000 46 48 94
Total 385 264 649

Out of 649 employees, a maximum of 43.45 per cent are earning a

monthly income of less than Rs.15000 per month as their income. It is followed
by 42.06 per cent of employees earning a monthly income of Rs.15000 to 25000.
The important monthly income among the employees in SMs and TMs is less
than Rs.15000 and Rs.15000 to 25000 which constitute 50.39 and 48.48 per cent
to its total respectively. The analysis reveals that the level of monthly income
among the employees in TMs is higher than the monthly income among the
employees in SMs.

3.1.11 Number of Earning Members per Family Among the Employees

The number of earning members per family may provide some

financial background to the employees‟ family and their standard of living. The
number of earning members per family has its own influence on their level of
perception on implementation of the HRM practices at their textile units. The
number of earning members per family among the employees in confined to one
and more than one in the present study. The distribution of employees on the
basis of the number of earning members per family has been discussed and
presented in Table 3.12.
 58

Table 3.12 Number of earning members per family among the employees

Earning members per Number of employees in

Sl.No. Total
family SMs TMs
1. One 289 112 401
2. More than one 96 152 248
Total 385 264 649

In total, a maximum of 61.79 per cent of the total employees have one
earning member in their family. Whereas, the remaining 38.21 per cent have
more than one earning member per family. The most important number of
earning members per family among the employees in SMs and TMs are one and
more than one, which constitutes 75.06 and 57.58 per cent to its total
respectively. The analysis reveals that the number of earning members per
family among the employees in TMs is higher compared to the number of
earning members per family among the employees in SMs.

3.1.12 Level of Spouse - Education among the Employees

The level of spouses‟ education may influence the employees‟ view

on the implementation and consequences of various aspects related to the HRM
practices at their units. The highly educated spouse may understand the problem
of employees at their work place and it will reduce the job stress among them to
a considerable extent. Hence, these employees‟ view on the implementation of
HRM practices at their textile units may be different from others. Hence, it is
included as one of the profile variables. The level of education among the spouse
is confined to school level, under-graduation and post-graduation or professional
education. The distribution of employees on the basis of the level of education of
spouse are examined and shown in Table 3.13.
 59

Table 3.13 Level of spouse’s education among the employees

Number of employees in
Sl.No. Level of spouses’ education Total
SMs TMs
1. School level 245 162 407
2. Undergraduation level 63 41 104
3. Post graduation 25 38 63
Total 333 241 574

As a maximum of 70.91 per cent of the total employees have the

school level educated spouses who are followed by the under graduated spouses
who constitute 18.12 per cent to the total. The most important level of spouse‟s
education among the employees in SMs and TMs are school level which
constitutes 73.57 and 67.22 percent to its total respectively. The analysis reveals
that the important level of spouse‟s education among the employees in SMs and
TMs are at the school level.

3.1.13 Family Income among the Employees

The family income among the employees may have its own influence
on their level of view on the implementation and consequences of HRM
practices at their units since it is one of the factors which influence the standard
of living of the family. Hence, it is included as one of the profile variables. The
employees, family income per month is confined below Rs.20000; Rs.20000 to
40000 and above Rs.40000 per month. The distribution of employees, based on
the family income per month is presented in Table 3.14.

Table 3.14 Family Income among the Employees

Number of employees in
Sl.No. Family income per month Total
SMs TMs
1. Below Rs.20000 204 130 267
2. Rs.20000–40000 110 85 195
3. Above Rs.40000 71 49 120
Total 385 264 649
 60

In total, a maximum of 51.46 per cent of the employees are having a

family income of below Rs.20000 per month. It is followed by the employees
with the family income of above Rs.20000 to 40000 per month which constitutes
30.05 per cent to the total. The important family income among the employees
in SMs and TMs are below Rs.20000 which constitutes 52.99 and 49.24 per cent
of its total respectively. The analysis infers that the important family income per
month among the employees is below Rs.20000.

3.2 PROFILE OF THE TEXTILE UNITS

Since the profile of the textile units may be associated with the level
of existence of HRM systems at the units, the present study has made an attempt
to study the profile of the units. Even though the profile of the units are too
many, the present study confine to years of establishment, nature of ownership,
number of departments in the units, number of employees per unit, and existence
of HR department.

3.2.1 Years of Establishment of the Textile Units

It shows the years of experience since the inception of the textile

units. Since the years of establishment of the units may be associated with the
level of implementation of HRM practices and the consequences of HRM
practices, it is included as one of the profile of the units. The years of
establishment of the textile units are presented in Table 3.15.

Table 3.15 Years of Establishment of Textile Units

Number of units in
Sl.No. Years of establishment Total
SMs TMs
1. Less than 10 years 11 6 17
2. 10-15 19 14 33
3. 13.01-20 34 24 58
4. Above 20 26 19 45
Total 90 63 153
 61

The important years of establishment of the textile units are 15 to 20

years and above 20 years which constitutes 37.91 and 29.41 per cent to the total
respectively. The important years of establishment of SMs are 15.01 to 20 and
above 20 years which constitutes 37.78 and 28.89 per cent to its total
respectively. Among the TMs, these two are also the same which constitutes
38.09 and 30.16 per cent to its total respectively. The analysis reveals that the
important years of establishment of the units are 15.01 to 20 years and above 20
years.

3.2.2 Nature of Ownership in Textile Units

The ownership of textile units is important to implement the HRM

practices at the units. The present study analyses the nature of ownership in
textile units for some policy implications. The nature of ownership in textile
units is classified into side proprietary, partnership and company type
organization. The distribution of units on the basis its nature of ownership is
given in Table 3.16.

Table 3.16 Nature of Ownership in Textile Units

Number of units in
Sl.No. Nature of ownership Total
SMs TMs
1. Sole proprietary 21 17 38
2. Partnership 36 28 64
3. Company 33 18 51
Total 90 63 153

The important nature of ownership in the textile units is partnership

and company which constitute 41.83 and 33.33 per cent to the total respectively.
The important nature of ownership in SMs is partnership and company which
constitutes 40.00 and 36.67 per cent to its total respectively. Among the TMs,
these are partnerships and companies which constitute 44.44 and 28.57 per cent
 62

to its total respectively. The analysis reveals that the important nature of
ownership of the textile units is partnership and company.

3.2.3 Number of Departments in the Textile Units

It shows the number of departments at the textiles. The higher number

of departments in the units reveals the higher implementation of necessary
practices at each department in the organization. The number of departments in
the organization is confined to less than 5, 5 to 7, 8 to 10 and above 10
departments. The distribution of units on the basis of the number of departments
in the units is given in Table 3.17.

Table 3.17 Number of departments in the textile units

Number of units in
Sl.No. Number of departments Total
SMs TMs
1. Less than 5 17 16 33
2. 5-7 22 17 39
3. 8-10 19 14 33
4. Above 10 32 16 48
Total 90 63 153

The important number of departments in the textile units is above 10

and 5 to 7 which constitute 31.37 and 25.49 per cent to the total respectively.
The important number of departments in the SMs is above 10 and less than 5.00
which constitutes 35.56 and 24.44 per cent to its total respectively. In the case of
TMs, these are 5 to 7 and less than 5 which constitutes 26.98 and 25.39 per cent
to its total respectively. The analysis reveals that the numbers of departments in
the TMs are higher than the number of departments in SMs.

3.2.4 Number of Employees per Unit

It shows the total number of employees working in each textile unit in

the study area. Since the number of employees per unit may have its own
 63

influence on the level of implementation of HRM practices and the

consequences of HRM practices, it is included as one of the profile variables of
the units. The number of employees per unit in the textile units is shown in Table
3.18.

Table 3.18 Number of employees per units

Number of mills in
Sl.No. Number of employees Total
SMs TMs
1. Less than 80 11 11 22
2. 80-100 17 14 31
3. 101-120 26 12 38
4. Above 120 36 26 62
Total 90 63 153

The important number of employees per unit is above 120 and 101 to
120 employees who constitute 40.52 and 24.84 per cent to the total respectively.
The important number of employees per unit in SMs is above 120 and 101 to
120 a employee who constitutes 40.00 and 28.89 per cent to its total
respectively. In the case of TMs, these two are above 120 and 80 to 100 which
constitute 41.26 and 22.22 per cent to its total respectively. The analysis reveals
that the number of employees per unit is higher in SMs than that in TMs.

3.2.5 Existence of Hr Department in the Textile Units

It shows the nature of existence of HR department in the textile units.

The existence of HR department in the textile units may increase the level of
implementation of HR practices at the units and also the consequences of the
HRM practices. The distribution of units is based on the nature of existence of
HR department at the units. The results are shown in Table 3.19.
 64

Table 3.19 Existence of HR Department in Mills

Existence of HR Number of mills in

Sl.No. Total
department SMs TMs
1. Yes 71 49 120
2. No 19 14 33
Total 90 63 153

In total, a maximum of 78.43 per cent of the textile units are having a
separate HR department. The number of units having separate HR department in
SMs and TMs constitutes 78.89 and 77.78 per cent to its total respectively. The
analysis reveals that majority of the textile units are having separate HR
department at their units.

3.2.6 Human Resource Management System at Textile Units

The human resource management system at the industry should be

established in a proper way. It consists of several sub systems which focus on its
related activities in order to enrich the productivity of the employees. In the
present study, the existence of HRM system at textile units have been studied
with the help of six sub-systems namely career, work, development, self
renewal, human resource development, and control system. The existence of the
sub system will enrich the performance of human resource management in an
organization. In the present study, the existence of sub-systems at the textile
mills has been studied with the help of relevant variables. The employees are
asked to rate the variables in each sub-system at five point scale according to the
order of existence. The assigned scores on these scales are from 5 to 1
respectively. The mean scores of each variable in six sub-systems at the spinning
and textile mills have been computed separately. The„t‟ test has been
administered to find out the significant difference between SMs and TMs
regarding the existence of various sub systems. The results are shown in Table
3.20.
 65

Table 3.20 Existence of HRM systems at SMEs

Mean scores in
Sl.No. HRM Systems ‘t’ statistics
SMs TMs
I Career system
1. Recruitment 2.4546 3.1773 -2.4546*
2. Potential assessment 2.3997 3.0234 -2.9082*
3. Career development 2.3088 3.0667 -3.1178*
II Work system
1. Role analysis 2.5884 3.1108 -2.8089*
2. Contextual analysis 2.4081 2.9676 -1.9969*
3. Performance appraisal 2.6126 3.0997 -2.0445*
system
III Development system
1. Learning and training 2.7334 3.3084 -2.3865*
2. Guidance and 2.4887 2.9676 -2.4084*
development
3. Other mechanisms of 2.3896 2.8084 -2.3891*
development
*Significant at five per cent level.

The highly existing variables in career sub system at SMs are

recruitment and potential assessment since their mean scores are 2.4546 and
2.3997 respectively. In the TMs, these are recruitment and career developments
since their mean scores are 3.1773 and 3.0667 respectively. Regarding the
existence of variables in career system, the significant difference between the
SMs and TMs have been noticed in the case of all 3 variables since their
respective „t‟ statistics are significant at five per cent level.

The highly existing variables in work system at SMs are performance

appraisal and role analysis, since their mean scores are 2.6126 and 2.5884
respectively. In the case of TMs, these are also the same but with the mean
scores of 3.1108 and 3.0997. Regarding the development system, the highly
 66

existing variables in SMs and TMs are learning and training since their mean
scores are 2.7334 and 3.3084 respectively. The significant difference between
the SMs and TMs has been noticed in the existence of all variables in the above
said two sub system.

The existence of last three sub systems at textile mills has been examined with
the help of self renewal system, HRD system and control system. The existence
of the above said sub system has been analyzed with the help of 3, 4 and 3
variables respectively. The results are shown in Table 3.21.

Table 3.21 The existence of sub-system at the textile mills

Mean scores in
Sl.No. HRM Systems ‘t’ statistics
SMs TMs
IV Self-renewal system
1. Role efficiency 2.2974 2.8687 -2.6563*
2. Organizational development 2.4585 2.9308 -2.4171*
3. Action research 2.1782 2.6673 -2.3842*
V HRD system
1. HRD climate 2.6064 3.1733 -2.3969*
2. Organizational values 2.8183 3.2674 -2.6884*
3. Quality orientation 2.4546 3.0897 -2.5991*
4. Reward recognition 2.5991 3.1782 -2.8644*
VI Control system
1. Behavior control 2.3881 2.9771 -2.7141*
2. Output control 2.4296 2.9336 -2.6082*
3. Input control 2.5345 2.9887 -2.3892*
*Significant at five per cent level.

The highly existing variable in self renewal system at SMs and TMs
is the organizational development since their mean scores are 2.4585 and 2.9308
 67

respectively. In the case of HRD system, this variable is organizational values

since their mean scores are 2.8183 and 3.2674 respectively. In the case of control
system, it is input control, since its mean scores are 2.5345 and 2.9887
respectively. Regarding the existence of variables in self renewal, HRD and
control system, the significant difference between the SMs and MEs has been
noticed since their respective„t‟ statistics are significant at five per cent level.

3.2.7 The Reliability and Validity of Variables in each Sub-System of

HRM at the Textile Units

Before summarizing the score of the variables in each sub system in

HRM, it is essential to examine the reliability and validity of variables in each
sub-system. The confirmatory factor analysis has been applied for this purpose.
The results are given in Table 3.22.

Table 3.22 Reliability and validity of variables in each HRM system

Number Range of
Range Average
Sl. HRM of Standardized Cronbach Composite
of ‘t’ variance
No. system variables factor alpha reliability
statistics extracted
in loading
Career 0.8978- 3.9464*-
1. 3 0.7646 0.7481 52.96
system 0.6586 2.4244*
0.9042- 4.1173*-
2. Work system 3 0.8142 0.7862 54.93
0.6918 2.7417*
Development 0.8546- 3.5188*-
3. 3 0.7673 0.7424 52.18
system 0.7117 2.9163*
Self-renewal 0.8734- 3.7892*-
4. 3 0.7943 0.7726 53.18
system 0.6709 2.6088*
0.8918- 3.9033*-
5. HRD system 4 0.8017 0.7814 54.04
0.6911 2.7384*
Control 0.8417- 3.4914*-
6. 3 0.7342 0.7011 51.11
system 0.6544 2.3894*
*Significant at five per cent level.
 68

The standardized factor loading of the variables in each sub-system is

greater than 0.60 which reveals the content validity. The significance of „t‟
statistics of the standardized factor loading of the variables in each sub-system
shows the convergent validity. It is also proved by the composite reliability and
average variance extracted, since these are greater than its minimum threshold of
0.50 and 50.00 per cent respectively. The cronbach alpha of all HRM sub
systems is greater than its standard minimum of 0.60. All these results indicate
the reliability and validity of variables in each sub-system of HRM system at
textile units.

3.2.8 Existence of Sub-System of HRM at Textile Mills

The existence of sub-system of HRM at textile mills has been

examined by the existence of career, work, development, self-renewal, HRD and
control sub-systems. The level of existence of the above sub-systems at the
textile mills has been computed by the mean scores of the variables in each sub
system. The„t‟ test has been administered to find out the significant difference
among the spinning and textile mills regarding their existence of sub-system of
HRM. The results are given in Table 3.23.

Table 3.23 The existence of various HRM systems in textile mills

Mean scores in
Sl.No. HRM Systems ‘t’ statistics
SMs TMs
1. Career system 2.3877 3.0891 -2.8868*
2. Work system 2.5364 3.0594 -2.6732*
3. Development system 2.5372 3.0281 -1.8088
4. Self-renewal system 2.3114 2.8222 -2.3088*
5. HRD system 2.6196 3.1772 -2.6089*
6. Control system 2.4507 2.9665 -2.5173*
*Significant at five per cent level.
 69

The highly existing sub-system at SMs is HRD and development sub-

system since their mean scores are 2.6196 and 2.5372 respectively. In the case of
TMs, these two are HRD and career system since their mean scores are 3.1772
and 3.0891 respectively. Regarding the existence of various sub-systems, the
significant difference among the SMs and TMs has been noticed as their
respective„t‟ statistics are significant at five per cent level.

3.2.9 Discriminant HRM Sub-system among the Spinning and

Textile Mills

The existence of HRM sub-system at SMs is different from the TMs.

It is imperative to identify the important discriminant sub-system among them
for some policy implications. Initially, the mean differences and its statistical
significance have been computed. The discriminant power of each sub-system
has been estimated with the help of Wilks Lambda. The results are given in
Table 3.24.

Table 3.24 The mean difference and discriminant power of HRM system
among spinning and textile mills

Mean scores in Mean ‘t’ Wilks

Sl.No. HRM systems
SMs TMs differences statistics Lambda
1. Career system 2.3877 3.0891 -0.7014 -2.8868* 0.1456
2. Work system 2.5364 3.0594 -0.5230 -2.6732* 0.1361
Development
3. 2.5372 3.0281 -0.4909 -1.8088 0.2969
system
Self-renewal
4. 2.3114 2.8222 -0.5108 -2.3088* 0.1776
system
5. HRD system 2.6196 3.1772 -0.5576 -2.6089* 0.1043
6. Control system 2.4507 2.9665 -0.5158 -2.5173* 0.1874
*Significant at five per cent level.
 70

The significant mean differences are noticed in the case of existence

of career, work, self-renewal, HRD and control system since their respective „t‟
statistics are significant at five per cent level. The higher mean differences are
identified in the case of career and HRD sub system since their mean differences
are -0.7014 and -0.5576 respectively. The higher discriminant power is noticed
in the case of HRD system and work system since their respective Wilks
Lambda is 0.1043 and 0.1361 respectively.

The significant sub systems are included to estimate the estimated

two group of discriminant function. The unstandardised procedure has been
followed to estimate the function. The estimated function is:
Z = -0.8845-0.2171 X1 – 0.2676 X2 – 0.1031 X4 – 0.0437
X5 – 0.0886 X6

The relative contribution of each sub system in the total discriminant

score is estimated with the help of the product of discriminant co-efficient and
the respective mean differences of sub-system. The results are shown in Table
3.25.

Table 3.25 Relative contribution of determinants in Total Discriminant

Score (TDS)

Relative
Discriminant Mean
Sl.No. HRM systems Product Contribution in
Co-efficients Difference
TDS
1. Career system -0.2171 -0.7014 0.1523 36.73
2. Work system -0.2676 -0.5230 0.1399 33.74
Self-renewal
3. -0.1031 -0.5108 0.0523 12.62
system
4. HRD system -0.0437 -0.5576 0.0244 5.89
5. Control system -0.0886 -0.5158 0.0457 11.02
Total 0.4146 100.00
Per cent of cases correctly classified: 76.68
Source: Primary Data.
 71

The higher discriminant co-efficient are noticed in the case of work

and career system since their co-efficient are 0.2676 and 0.2171 respectively. It
shows the higher influence of above said two sub system in the discriminant
function. The higher relative contribution of discriminant HRM sub system in
TDS is noticed in the case of career and work system since their relative
contribution is 36.73 and 33.74 respectively. The estimated two group
discriminant analysis correctly classifies the cases to an extent of 76.68 per cent.
The analysis reveals that the important discriminant HRM sub-system among the
SMs and TMs are work and career system which are existing higher at TMs than
at SMs.

3.2.10 Association between the Profile of Employees and their Views on

the Existence of HRM System at the Textile Units

The present study has made an attempt to examine the association

between the profile of employees and their views on the existence of HRM sub-
system at their units with the help of one way analysis of variance. The included
profile variables are fourteen. The result of one way analysis of variance is given
in Table 3.26.

Regarding the view on the existence of career systems, the

significantly associating profile variables are age, education level, size of family,
years of experience, occupational background, personal income, level of spouse
education and family income since their respective „F‟ statistics are significant at
five per cent level.
 72

Table 3.26 Association between the profile of employees and their view on
the existence of HRM system

F-Statistics
Profile Self-
Sl.No. Career Work Development HRD Control
variables renewal
systems systems systems system system
system
1. Designation 2.6941 2.8684 3.2337* 3.1096* 3.3996* 2.6583
2. Age 3.3948* 3.6603* 2.6541 2.3991 2.7882 3.3096*
3. Nativity 3.0296 3.3776 3.6582 3.5149 3.0997 2.8547
4. Marital status 3.2667 3.3997 3.6113 2.28841 2.9804 2.7089
5. Social class 2.0964 2.6334 2.8174 3.1084* 3.2667* 3.3088*
6. Education level 2.7991* 2.8243* 2.9034* 1.9949 2.3024 2.2889
7. Type of family 3.2117 3.0446 3.5919 3.3082 3.4551 3.6887
8. Size of family 3.6083* 3.2919* 3.3887* 2.6608 2.7309 2.5144
Years of
9. 3.2089* 3.1144* 1.9969 2.4493 3.2696* 3.3084*
experience
Occupational
10. 3.1173* 3.6969* 2.8084 3.4884* 3.1897* 3.2891*
background
11. Personal income 3.0949* 2.9094 2.9139 2.3887 3.2988* 3.0143*
Number of
earning
12. 3.2648 3.0453 3.2667 2.8089 3.4549 3.6999
members per
family
Level of
13. spouse‟s 3.2676* 3.1088* 2.8188 2.9334 3.1173* 3.6334*
education
14. Family income 3.0411* 3.2667* 3.6933* 3.8183* 3.9094* 3.5144*
*Significant at five per cent level.

Regarding the view on the existence of development systems at the

textile units, the significantly associating profile variables are designation,
education level, size of family, and family income whereas in the case of self
renewal system, these profile variables are designation, social class, occupational
 73

background, and family income. The significantly associating profile variables

regarding the view of existence of HRD system are designation, social class,
years of experience, occupational background, personal income, level of spouse
education and family income whereas in the view on the existence of control
system, these profile variables are age, social class, years of experience,
occupational background, personal income, level of spouse education and family
income.

3.2.11 Associations between the Profile of Textile Units and the Level of
Existence of HRM System

Since the profile of the units may be associated with the level of
existence of HRM system at the units, the present study has made an attempt to
examine it with the help of one way analysis of variance. The included profile
variables are years of establishment, nature of ownership, number of
departments per unit, number of employees per unit and existence of HR
department. The results are summarized in Table 3.27.

Table 3.27 Associations between the profile of textile units and the level of
existence of HRM system

F-Statistics
Self-
Sl.No. Profile of units Career Work Development HRD Control
renewal
systems systems systems system system
system
Years of
1. 2.9197* 3.1786* 3.0646* 3.1144* 3.9676* 3.3089*
establishment
Nature of
2. 2.0988 2.4514 2.8646 2.9083 3.1146* 2.5673
ownership
Number of
3. departments per 2.3841 2.7086* 2.9197* 2.6991* 2.8081* 2.3441
unit
Number of
4. employees per 2.8845* 2.8041* 2.1142 2.3084 2.5142 2.8643*
unit
Existence of HR
5. 3.9466* 3.9708* 4.1244* 4.0639* 3.9173* 3.8909*
department
*Significant at five per cent level.
 74

Regarding the existence of career systems, the significantly

associating profile of the textile units are years of establishment, number of
employees per unit and existence of the department since their respective „F‟
statistics are significant at five per cent level. The significantly associating
profile variables regarding the level of existence of work systems are years of
establishment, number of departments per unit, number of employees per unit
and existence of HR department whereas in the case of development system and
self renewal systems, these profile variables are years of establishment, number
of departments per unit and existence of HR department. The significantly
associating profile variables regarding the existence of HRD system are years of
establishment, number of departments per unit, nature of ownership, and
existence of HR department whereas, in the case of existence of control system,
the significantly associating profile variables are years of establishment, number
of per unit and existence of HR department.