Assessment of Productivity At Exotic Design Company Limited

Presented by:

In partial fulfillment of the course Bsc (Hons) Management

University of Mauritius

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Faculty of Law and Management

Submission date: March 2009 TABLE OF CONTENTS Page Numbers

List of Tables v List of Figures vi Acknowledgement viii Declaration Form Dedication Abstract ix List of Abbreviations x

Chapter One: Introduction 1.1 Introduction 1 1.2 Company Profile 1 1.3 Background of the Research 3 1.4 Problem Statement 4 1.5 Research Objectives 4 1.6 Research Questions 5 1.7 Aims of the Study 5 1.8 Significance of the Research 5 1.9 Phases of the Dissertation 6 1.10 Conclusion 7

Chapter Two: Literature Review 2.1 Introduction 8 2.2 Concept of Productivity 8 2.2.1 What is Productivity? 9 2.2.2 Importance of Productivity 11 2.2.3 Measurement of Productivity 11 2.3 Productivity Improvement 13 2.3.1 Productivity Improvement Factors 14 2.3.1.1 Internal Factors 15 2.3.1.1.1 Hard Factors 16 2.3.1.1.2 Soft Factors 17 2.4 Factors Affecting Productivity 19 2.5 Productivity Improvement Techniques 20 2.5.1 Work Study 20 2.5.1.1 Method Study 21 2.5.1.2 Work Measurement 21 2.5.1.2.1 Time Study 22 2.5.2 Work Simplification 22 2.5.3 Material Handling 23 2.5.4 Pareto Analysis 23 2.5.5 Just-in-time Method 23 2.5.6 Cost-benefit Analysis 24 2.5.7 Zero-based Budgeting 25 2.6 Ergonomics 25 2.6.1 Physical Characteristics 25 2.6.2 Cleanliness 25 2.6.3 Training 26 2.6.4 Lighting 26 2.6.5 Ventilation, Heating and Cooling 27 2.6.6 Motivation 27 2.6.7 Occupation Safety and Health 27 2.7 Conclusion 28

Chapter Three: Research Methodology 3.1 Introduction 29 3.2 Rational for Study 29 3.3 Research Design 29 3.3.1 Types of Research 30 3.3.2 Target Population 31 3.3.3 Sampling 31 3.3.3.1 Sample Size 32 3.3.3.2 Types of Sampling 32 3.3.4 The Research Instrument 33 3.3.4.1 Questionnaire Construction 34 3.3.4.2 The Questionnaire Items 34 3.3.4.3 Pilot Testing 35 3.4 Research Process 36 3.4.1 Administration of Questionnaires 37 3.4.2 Collection of Questionnaires 37 3.4.3 Data Analysis 38 3.4.4 Validity and Reliability 38 3.5 Limitations of the Study 38 3.6 Ethical Considerations 38 3.7 Conclusion 39

Chapter Four: Analysis and Discussion 4.1 Introduction 40 4.2 Awareness 40 4.3 Ergonomics 43 4.3.1 Physical Characteristics 43 4.3.2 Training 45 4.3.3 Lighting 51 4.3.4 Ventilation, Heating and Cooling 52 4.3.5 Motivation 53 4.3.6 Safety 58 4.4 Qualitative Analysis 62 4.5 Management Questionnaire 63 4.6 Level of Productivity 78 4.7 Conclusion 79

Chapter Five: Recommendations and Conclusion 5.1 Introduction 80 5.2 Recommendations 80 5.3 Ergonomics 80 5.3.1 Training 80 5.3.2 Lighting 80 5.3.3 Ventilation, Heating and Cooling 81 5.3.4 Motivation 81 5.3.5 Safety 81 5.4 Implementation of a work study 81 5.4.1 Method Study 81 5.5 Implementation of Time Study/Work Measurement 82 5.6 Work Implications 82 5.7 Just In Time 82 5.8 Other Recommendations 83 5.9 Conclusions 84

Bibliography and References

Appendices

LIST OF TABLES Table 1.1 Phases of Dissertation 6 Table 2.1 Improvements of Productivity 14 Table 2.2 Four levels of Education and Training 26 Table 2.3 Objectives of Health and Safety 28 Table 3.1 Sample Size. 32 Table 4.1 Importance of training. 45 Table 4.2 Additional training 49

LIST OF FIGURES Figure 1.1 Organisational Chart of the Company 3 Figure 2.1 An integrated model of enterprise productivity factors 15 Figure 2.2 - Just-in-time framework 24 Figure 3.1 - Key stages in conducting a survey 37 Figure 4.1 - Hearing of Productivity 40 Figure 4.2 - Importance of productivity 41 Figure 4.3 - Output to input ratio 42 Figure 4.4 - Method of work and Working condition 43 Figure 4.5 - Working Environment 44 Figure 4.6 - Training and Productivity 46 Figure 4.7 - Has training been provided? 47 Figure 4.8 - How often training has been provided? 48 Figure 4.9 - Who gives training? 49 Figure 4.10 Additional training 50 Figure 4.11 Lighting and Importance of lighting 51 Figure 4.12 Ventilation and Temperature 52 Figure 4.13 Salary a form of motivation and Importance of motivation 53 Figure 4.14 Satisfaction of salary 54 Figure 4.15 Salary and Motivation 55 Figure 4.16 Supervisor that reflects their management style 56. Figure 4.17 Chance of promotion 57 Figure 4.18 Working in a safe environment 58 Figure 4.19 Injured and Provision of equipment 59 Figure 4.20 Is there a health and safety officer? 60 Figure 4.21 Times injured and Severe 61 Figure 4.22 Importance of productivity for a company 63 Figure 4.23 Importance of productivity 64 Figure 4.24 Measure productivity 65 Figure 4.25 Use of output to input ratio 65 Figure 4.26 Effective use of available resources 66 Figure 4.27 Technological innovation 67 Figure 4.28 Alteration in garments and Level of Productivity 68 Figure 4.29 Importance of plant and equipment 69 Figure 4.30 Maintenance 70 Figure 4.31 Proper inventory management system and use of remaining materials 71 Figure 4.32 Employees’ valued 72 Figure 4.33 Engage of employees in decision-making 73 Figure 4.34 Company’s management style 74 Figure 4.35 Productivity improvement techniques 75 Figure 4.36 Importance of material handling 76 Figure 4.37 Training and Material handling 77 Figure 4.38 Level of Productivity 78

ACKNOWLEDGEMENTS

Towards the flourishing achievement of this dissertation, lie the direction, inspiration and support of many people. Hence, I would like to acknowledge the following persons for their consistent contribution:

First and foremost, my sincere and special thank goes to God who has given me the courage to reach this stage and in the realisation of this dissertation.

My precious and heartedly thank goes to Mr. Lomendra Vencataya, my project supervisor who has always helped, guided and provided me with his valuable advise throughout this dissertation and also throughout my course.

My truthful thank goes to the management Team of Exotic Design Company Limited, especially Mr. Ravin Barapamendra, the Human Resource Manager, who has given me the golden opportunity to carry out the research in the company. Furthermore, I would like to thank Mrs. Marie-France Young, the Consultant, who has given me her support throughout the research. And finally, Mrs. Sudha Woojageer, the Production Coordinator, for her valuable advice given to me while conducting the survey.

My warmest thank goes to my mother and brother who have given me their moral and financial support.

A special thank goes to Busiah Leena and her mother for their unfailing support during my research at the company.

I would also like to thank my family, especially my cousin, Baratram Anishta, for her reliable advice and also my nephew, Tookaram Chandrasen. Least but not last, to all those who have contributed in one or other way towards the realisation of this dissertation, but have not been cited…..

ABSTRACT

Productivity is undoubtedly one of the primary concern and interest for every organisation today as no company can continue to exist unless it maintains a competitive level of productivity. Productivity is considered as the most long-term resource, not only for the success of organisations but also for national economic and social development.

Productivity at Exotic Design Company Limited is turning out to be a key concern which needs to be taken into consideration in today’s world of globalization. A company with such a superior market demand can without any doubt consolidates its competitive edge and hence improves its profitability.

Therefore, this research presents a study on the different aspects of productivity, meaning what factors have hindered productivity, assessing the productivity level for the last twelve months and the awareness of productivity among employees and finally what factors can enhance or sustain the productivity level.

To carry out this research, two questionnaires were design, one for employees and the other for management. And also, an observation was done throughout all departments.

The data collected was statistically analysed and interpreted. Thus, it gives an idea where the organisation stands and what needs to be done inorder to improve the weak areas. Afterwards, recommendations are made so that the organisation can enhance or sustain its productivity level

List of Abbreviations Feb 08 February 2008 Mar 08 March 2008 Apr 08 April 2008 May 08 May 2008 June 08 June 2008 Jul 08 July 2008 Aug 08 August 2008 Sept 08 September 2008 Oct 08 October 2008 Nov 08 November 2008 Dec 08 December 2008 Jan 09 January 2009 ILO International Labour Office & And

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"Most successful men have not achieved their distinction by having some new talent or opportunity presented to them. They have developed the opportunity that was at hand." –– Bruce Barton
1. INTRODUCTION

Over the last decades until now, the textile industry is still being considered as one among the pillars in the Mauritian economy. To remain in business and competitive, business organisation should not only increase the level of productivity but also at lower costs of production.

Thus, in this period of rapid economic growth, achieving a certain level of productivity has acquired a new sense of urgency. Thus, productivity has been a major concern for Exotic Design Company Limited as it is turning out to be a key concern which needs to be taken into consideration in such a dynamic market and why not in today’s world of globalization.

Therefore, this chapter would give you an overview why this research has been conducted. The aims and objectives and the significance of the research is also being highlighted in this section.

1.2 COMPANY PROFILE

Exotic Design Company Limited was founded in the year 1988. It is a private owned company and employed about 107 people. The factory is situated at 5, Charles Lees Street, Rose Hill. The company has started its operation by making printing on garments and has since emerged as a leading screen-printing firm in Mauritius with customers in Mauritius itself, and all over the world.

Exotic Design Company Limited has some well known and reputed customers in Mauritius, which are:

➢ Billabong, ➢ Roxy, ➢ Quicksilver, ➢ Element, ➢ Decathlon and ➢ Oxbow.

As the number one screen printing firm, Exotic Design has become a reference in the garments fabrics printing with its own design department. The company is equipped with computerized design and film making technology, and also with the latest automated printing machinery (carousel) to ensure safer and quality products to meet the exigencies of its valuable customers.

With the changing tastes and fashions of the market, the company had developed its own shop which has the brand names Waikiki, Sensations, Nature and Body & Soul and has recently developed another two brand names, IslandHaze for man and BlueKiss for woman.
In order to meet the market demand, another branch has been opened at Plot 7, Industrial Estate, Coromandel which is known as Exotic Garments Limited, which has a daily production capacity of 25,000 pieces and a workforce of 114 persons. It has also its own retailing department which market the brand name of Body and Soul, which comprises of 14 shops.

Their future plan is to expand further by increasing their production and retain their workforce with great enthusiasm and fidelity.

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1.3 BACKGROUND OF THE RESEARCH

Even today with the emergence of different sectors in our economy, the textile and garment industry is still being considered one of the main sources of revenues for our Mauritian economy. This industry is now facing fierce rivalry from lower cost suppliers both in the region and Asian manufacturers. So, in order to fight this problem, the textile industry should able to reach a certain level of productivity in terms of profitability, quality, waste reduction and economies of scale. The reputation of any organisation is built upon the competitive elements of quality, reliability, delivery and price, of which quality has become strategically the most important (Oakland, 2003).

Although the subject of productivity has been discussed several times over the years, it continues to be of current interest because any company or business organisation can continue to exist except it sustains a competitive level of productivity.

Thus, the idea of carrying out this research on productivity has crop up because it is still of great importance to many business organisations.
1.4 PROBLEM STATEMENT

One of the main reasons behind the failure of the textile and garment industry in Mauritius is that the level of productivity is not high which they are enable to cover their costs of production and thus they are doomed to close down their operation. Therefore, productivity is a crucial element of success in most business organisation.

Managers who know what are the factors hindering their level of productivity would be in a better position to counterattack this problem and which may result in organizational success. This problem is always present in any organisation and one must look for satisfactory solution.

Exotic Design Limited has a problem, that is, of not being able to meet its level of productivity. This is due to the market demand of its customers and to satisfy these demands, the company has set up a new branch known as Exotic Garments Limited at Coromendel.

5. RESEARCH OBJECTIVES

The research looks at various factors which could help the company to increase or sustain productivity at Exotic Design Company Limited. Therefore, the objectives of the research should be clearly defined inorder to avoid misleading information. Five research objectives are listed below.

Objectives of the research are:

➢ To assess the awareness of productivity among employees, ➢ To determine the factors which have hindered productivity, ➢ To assess the actual productivity level, ➢ To determine the factors which can enhance productivity, ➢ To recommend ways to increase or sustain productivity.
6. RESEARCH QUESTIONS

The research questions will enable the study to be carried out and which will provide the objectives of the research. These research questions will be broken down into sub questions and will be reflected in the survey questionnaire.

These research questions are:

➢ What is the level of awareness about productivity among employees? ➢ What are the factors that have hindered productivity? ➢ What is the actual level of productivity of the company? ➢ What are the factors which can enhance productivity?

7. AIMS OF THE STUDY

The main aims of the study is to assess the level of productivity and will enable the company to identify the factors that have hindered productivity during the recent years, and thus helping management to identify appropriate solutions where possible. And also to provide management other ways or factors that would help to increase or sustain the level of productivity in the company.

8. SIGNIFIGANCE OF THE RESEARCH

As the world market is becoming more and more competitive, business organisations should be to meet a certain level of productivity in order to ensure smooth running of their operations.

This research will be beneficial to the organisation as it will enable them to know the level of awareness of productivity among its employees and what factors which have hindered productivity level during the recent months. And also, what can be done to increase or sustain productivity if they had to face such circumstances in the future.
9. PHASES OF THE DISSERTATION

This dissertation consists of the following phases:

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10. CONCLUSION

After having discussed about the textile and garment industry, the company profile, the aims and objectives of the research and its significance in this chapter, now the next chapter would deal with the review of literature, meaning the definition, the concept, importance of productivity and the factors that have an effect on productivity.

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.“There are three ingredients in the good life: learning, earning and yearning.” - Christopher Morley
2.1 IINTRODUCTION

The Literature Review chapter will examine the concept, the definition, and the importance of productivity and also the different factors which could influence productivity in an organisation. It focused on how the internal factors can contribute in increasing or sustaining level of productivity.

2.2 CONCEPT OF PRODUCTIVITY

Productivity still hold great importance today as almost everyone keeps on talking about it. Till now, different people has their own meaning of productivity as for some it means effectiveness and for others efficiency and it also ranges from rates of turnover, to rate of presence at work, to produce the maximum we can and to the elimination of all possible waste.

Since years, the term productivity has taken different forms. At macro level, productivity has been of a useful guide to policy-makers in combating inflation or the standard of living of a country’s population. At organisation level, it has helped in determining the performance and recently achieving a certain level of productivity through advances in technology.

Since then, the word “productivity” has become the best-used (and abused) word in the manager’s and politician’s language. Many people still get confused between production and productivity. Whilst both are important to any business organisation as they are really quite different in meaning.

Apart from the different meaning people have about productivity, another problem which arises with the term productivity is that productivity can not only be defined and managed but it can also be measured. As well as its definition, its measurement poses no fewer problems.
2.2.1 WHAT IS PRODUCTIVITY?

The least controversial definition of productivity is that it is a quantitative relationship between output and input (Iyaniwura and Osoba, 1983, Antle and Capalbo, 1988).

Productivity is the correlation between the output produced by a production or service makeup and the input provided to produce this output. In other words, productivity is the link between results and the time taken to accomplish them. The higher level of productivity an organisation can achieve, the better its competitive position due to its reduction in cost of production.

When talking about productivity, it also referred as efficiency, meaning accomplishing higher productivity with the same amount of resources (land, labour, capital, materials, and energy) or attaining higher output in terms of volume and also quality for the same input. This is usually expressed as:

Eatwell and Newman (1991) defined productivity as a ratio of some measure of output to some index of input use. In other words, productivity is nothing more than an arithmetic ratio between amount produced and the amount of resources used in the course of production. Thus, productivity becomes the attainment of highest level of performance with the lowest possible expenditure of resources.

Regardless of the kind of production be it economic or political system, the definition of productivity is still the same. Even though productivity may mean different things to different people, the basic concept is all the time the relationship between the quantity and quality of goods or service produced and the quantity of resources used to produce them.

Productivity is distinct from measures of allocative efficiency, which take into account both the value of what is produced and the cost of input used and also distinct from measures of profitability, which address the difference between the revenues obtained from output and the expense associated with consumption of inputs. (Courbois and Temple 1975, Gollop 1979, Kurosawa 1975, Pineda 1990, Saari 2006)

It can also be understood that productivity is concerned with efficiency and effectiveness simultaneously.

For many years there has been an advanced view of productivity which refers to the effective and efficient utilization of all resources, capital, land, materials, energy, information and time, in addition to labour. Therefore, in promoting such views, one must combat some misinterpretations concerning productivity.

Firstly, productivity is not simply labour efficiency or “labour productivity”- even though labour productivity statistics are still important for decision-making.

The second misunderstanding is that it is possible to judge performance just by output. The latter may be rising without a rise in productivity if, for instance, input costs have gone up disproportionately.

The third misconception is the confusion between productivity and profitability. In real life, profit can be obtained even though productivity may have decreased. On the other hand, high productivity does not always go with high profit since goods produced efficiently are not in demand.

Hence, another problem which arises is the confusion between productivity and efficiency. Efficiency refers to producing high-quality products in the least possible time. But we have to take into consideration whether or not these goods are needed.

Another myth is to believe that cutting costs always increases productivity. It can worsen matters in the long run when done indiscriminately.

Finally, another mistake which causes damage is that productivity can only be applied to production.
2.2.2 IMPORTANCE OF PRODUCTIVITY

The significance of productivity to economic growth and development is universally recognized. At all levels, productivity is discussed because it results in direct increases in standard of living. Thus, there is no human activity that does not benefit from productivity or also an increase in productivity.

Productivity also determines the competitiveness a country’s products are internationally. If the costs of production are high and passed on, the country’s industries will lose sales as customers will look for lower cost provider.

In business organisation, an improvement in productivity can leads to more responsive customer service, improvement in cash flow, improve return on assets and greater profits, and thus leading to sustainability of the organisation. Achieving higher profits will result in availability of funds which later may be used for capacity expansion.

2.2.3 MEASUREMENT OF PRODUCTIVITY

Productivity measurement is vital for productivity improvement because you cannot improve what you cannot measure and which involves a combination of increased effectiveness and an optimum use of available resources. Thus, it is a very effective tool for decision-making.

The existence of a suitable productivity measurement system enables an enterprise to help analyze effectiveness and efficiency and upon which targeted productivity improvement could be established.

Conceptually, productivity is expressed as the ratio of output to input. Therefore, measuring outputs and inputs is the basis for measuring productivity. Output refers to the goods and services produced by an enterprise and inputs (land, labour, capital, materials, and energy) are those resources used to produce these goods and services. With its measurement in quantitative terms, it becomes easily to monitor progress, to provide feedback, to evaluate managerial performances and thus being able to set quantifiable productivity objectives.

Render B and Heizer J (1997) have defined productivity as “the ratio between output and input”. Therefore, the measurement of productivity entails a comparison of output to input normally by calculation of a productivity index (output/input ratio). Thus, productivity improvement becomes the establishment to improve this index.

Productivity (P)
= Output of the system (O)/Input to system (I)Equation 2.1 Or = Output obtained/Input obtained Equation 2.2 (International Labour Office, 1974)

In manufacturing organisation, it is best to start to think about time factor, since it is the output of good production from a machine or a worker in a given period of time which is crucial to calculate productivity. Productivity is usually measured as the output of goods or services in a given number of “man-hours” or “machine-hours”.

o A man-hour is the labour of one man for one hour. o A machine-hour is the running of a machine or piece of plant for one hour. (International Labour Office, 1974)

There are different types of measuring productivity. These are:

1. Labour productivity- the resource inputs are normally computed in terms of labour hours; hence it has no relation with wage rate and labour mix.
2. Direct labour cost productivity- the resources inputs are calculated in terms of direct labour costs, so as it caters for wage rates and changes in labour mix.
3. Raw material productivity- the numerators are normally weight in terms of products and the denominators are weighted in terms of raw materials consumed.
4. Total cost productivity- all resources are calculated on a monetary basis. 5. Direct cost productivity- all items of direct cost are associated with the resources used and are aggregated on a monetary basis.

2.3 PRODUCTIVITY IMPROVEMENT

“Productivity can be defined as the application of the various resources (inputs) of an organisation, industry or country, in order to achieve certain planned and desired results (outputs). Productivity measurement entails a comparison of outputs to inputs normally by calculation of a productivity index (output/input ratio). Productivity improvement thus becomes the establishment for approaches to improve this productivity index”, Baines A (1997).

An increase in productivity is not just doing things better but more importantly it is doing the right things better. Foley (1962) implied that productivity measurement must produce effective control, which in turn will produce corrective action and which finally, results in increased productivity. There are many different ways of increasing productivity. An improvement in productivity can be caused by either an increase in inputs or an increase in output.

Yet, we should take in consideration that an increase in production does not mean that it leads to an increase in productivity. For example, when employees in a garment factory are performing extra time, the number of hours has been increased and hence more garments will be produced. But, this does not mean that there has been a rise in productivity.
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2.3.1 PRODUCTIVITY IMPROVEMENT FACTORS

There are two major types of productivity improvement factors: namely the external and internal. The external factors are always referred as those which are uncontrollable and the internal factors are referred as controllable. More explicitly, external factors are those which are beyond the control of the organisation and the internal factors are those within its control.
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Source: Adapted from S. K. Mukherjee and D.
(Joseph Prokopenko, ILO, 1987, Page 10)

2.3.1.1 Internal factors of enterprise productivity

The internal factors are divided in two categories; the hard factors and the soft factors.
2.3.1.1.1 Hard factors

← Product

Product factor productivity means the extent to which the product of an organisation meets output requirements. Thus, any alteration in a company’s product has an effect on productivity, for example, even small modifications, additional items or a colour variation, force production department to face new set of factors. Meaning, style variations have an impact on productivity as specialised machine need to be reset.

← Plant and Equipment

The plant and equipment play a central role in the production process of any organisation. Without these plant and equipment, it is impossible to produce any goods or services. Thus, these plant and equipment play a vital role in a productivity improvement programme through proper maintenance, their operation in optimum process conditions, increasing plant capacity by taking corrective measures, minimising idle time and making more effective and efficient use of available equipment.

← Technology

Technology constitutes a significant source of attaining higher productivity. An increase in the number of goods and services can be achieved through increased automation and information technology. Automation can also benefit an organisation in terms of better materials handling and storage.

During the past years, there has been considerable improvement in productivity through use of automation and continuous development in technology, and thus contributing in the reduction of idle time of men and machines.
← Materials and energy

Remarkable results could be achieved through small efforts to reduce materials and energy consumption. These fundamental sources of productivity include raw materials and indirect materials such as process chemicals, lubricants, fuels, spare parts, engineering materials and packing materials.

Important features of material productivity comprise:

➢ Material yield: this depends upon the selection of right material, its quality, process control and control of rejects; ➢ Use and control of material wastage and scrapping; ➢ Making use of lower grade and cheaper materials; ➢ Proper inventory management in order to avoid holding of excessive stocks.

2.3.1.1.2 Soft factors

← People

All people in an organisation have their respective role to play. Each role consists of two aspects: meaning its application and effectiveness.

Application refers to the degree of which people apply themselves at their workplace. People do not differ only in their ability but also in their will to work. At work, motivation plays an important role in an organisation. For example, some workers may perform their jobs without working harder.. The following few factors should be considered in order to stimulate and maintain motivation:

← A set of values contributing to higher productivity should be created in order to bring changes in the attitude of management and workforce. ← Motivation is fundamental to all human behaviour and thus contributing in productivity improvement. Both material needs and non-financial incentives are important to the workforce as well as management. Worker’s success in contributing to increase productivity should be supported immediately by rewards- not only in terms of money but also by providing better recognition, improving involvement and learning opportunities and why not by eliminating negative rewards. ← Standard of performance plays a vital role in productivity improvement. It should be set at a high level but at a realisable one. However, the standard of performance should be achievable in order to maintain confidence and also the “will to do”.

Effectiveness is the second factor in the role played by people in a productivity drive. Effectiveness refers to the application of human effort which brings desired results in output and quality. The “ability to do” a job is a function of method, technique, personal skill, knowledge, attitude and aptitude of a person. The ability to do a productive task can be improved through training and development, job rotation and placements, promotion, and career planning.

← Organisation and systems

Nowadays, any organisation needs to be dynamically operated in order to lead towards objectives and it must be continuously maintained, serviced and reorganised from time to time to meet new challenges and objectives.

One cause for low productivity level of many organisations is their rigidity, where they fail to identify, anticipate and respond to market changes, overlook new capabilities and capacities of the workforce, new developments in technology and other external factors. Organisations which are rigid, lack good horizontal communication and which leads to poor decision-making.

Any system which is well designed is important in all situations. In this competitive market, dynamism and flexibility should be incorporated into system design in order to maximise productivity.
← Work methods

Work method techniques aim to make work more productive by improving the ways in which work is being carried out, the tools and equipments used, the materials handled and also the machines employed in production process. Work methods could be improved by systematically analysing present methods, elimination of unnecessary work and perform the required work more efficiently and effectively with less effort, time and cost. The main tools to improve work methods are: work study, industrial engineering and training (which will be discussed later in this chapter).

← Management styles

In any organisation, management is responsible for the optimum and effective use of all resources so that the organisation is under control. There is no perfect management style which exists because it depends upon the way an organisation operates.

2.4 FACTORS AFFECTING PRODUCTIVITY

According to Dalela (1990), the factors influencing the level of productivity can be put into two main categories:

➢ Technological development ➢ Employees job performance

Technological Development

This may consist of many sub-factors such as:

1) Optimum utilisation of plant and building including land. 2) Effective use of raw materials. 3) Design of layout (shop and plat layout) 4) Design of machine-tool, design of tooling and effective utilisation of machinery. 5) Implementation of scientific management 6) Design systems with minimum or if possible with no pollution.

Employees Job performance

The human behavior is one of the main factors which have considerable effect on productivity. Almost all technological innovations and developments would not give any desired result unless workers have the willingness to perform the prescribed jobs in most efficient way. Every often technological change at work has an effect on employees’ job performance.

Productivity improvement programmes are ineffective as far as end goals are biased towards only reducing inputs instead of increasing outputs which is particular true in manufacturing industries. Focusing more on expanding outputs, both in quality and quantity, will make more effective use of resources but it is often more difficult to achieve though it is much more rewarding.

2.5 PRODUCTIVITY IMPROVEMENT TECHNIQUES

There are different techniques which can be used by industries to enhance their level of productivity. Some of these techniques are listed below.

2.5.1 WORK STUDY

It is a generalised name used to describe a set of techniques through which work can be simplified, standardised and measured. When activities which are associated with current work are simplified or new work-methods are designed and developed from the start, then great benefits are possible in terms of:

1. More and more goods are produced with less effort and therefore lead to lower prices as more goods are available. 2. A reduction in the use of capital equipment for each unit manufactured, which makes possible increased in total production without further addition of new resources.

These benefits are possible only if there is the cooperation of persons engaged in the work. Thus, work study has become an effective tool for management in the view of reaching these advantages.

Work study consists of a combination of two groups of techniques: method study and work measurement. These techniques are used to assess people’s work and indicate the factors which affect efficiency.

2.5.1.1 Method Study

Method study is also known as motion study, method analysis or method engineering. It is referred as the systematic recording and critical examination of ways of performing task in order to develop effective methods which lead to a reduction in costs and make improvement.

Method study is used to improve processes and procedures, plant layout, design of plant and equipment; to reduce workforce effort, use of materials, machines and manpower and to be able to develop better physical and working environments.

2.5.1.2 Work Measurement

Work measurement provides management with means of measuring the time taken in the performances of an operation or series of operation in order to eliminate ineffective time, for example, the time a worker should take in order to carry out a specific job assigned to at a distinctive level of performance. It also helps in investigating, reducing and afterwards in eliminate ineffective time. Work measurement provides basic information especially in organisations where time element is crucial.

This technique is also used to set standard times in carrying out job.

Thus work measurement helps to:

✓ Compare the efficiency of alternative methods; ✓ Balance the work of team members; ✓ Determine the number of machines one operate or monitor; ✓ Provide information, using set time standards, on which the planning and scheduling of production can be based; ✓ Set standards for machine use and labour performance; ✓ Provide information for labour-cost control and for fixing standard costs; ✓ Provide information on which tenders, selling prices and delivery promises can be based.

(Joseph Prokopenko, ILO, 1987, Page 126)

Work measurement provides essential information which is necessary for designing, planning, organising, and controlling the work, especially in organisations where the time factor is crucial.

2.5.1.2.1 Time Study

This type of technique is a work measurement technique used to record time and the speed of working for the elements of a specified job carried out under specified conditions, and also for analysing the data so as to compute the time necessary to carry out job at a defined level of performance. Time study is usually used in textile and clothing industry in order to monitor performance of machines and operators.

2.5.2 WORK SIMPLIFICATION

Work Simplification is a set of procedures introduced in the year 1930s which is based on the realisation that the one who is actually performing a job are often in a better place to improve it. It is often better to train the workforce to think creatively about their jobs and give them incentives to make improvements.

2.5.3 MATERIAL HANDLING

The way materials are handled in a factory is very important. Thus, the purpose of material handling is to move raw materials, work-in-process, finished parts, tools and supplies from one place to another place in order to facilitate a smooth operation for the manufacturing of goods and services.

Very often, lots of time and effort are normally spent in moving materials from one location to another in the completion of a product. Thus, handling of materials is very costly. Therefore, organisations should make use of the most appropriate methods and equipments in order to minimise costs.

2.5.4 PARETO ANALYSIS

The Pareto analysis is often referred as 80/20 rule, meaning that 80 per cent of the results come from 20 per cent of the effort. It is a tool used for productivity analysis as it concentrates attention on the most important issues or problems and help to establish priorities. It is normally used in many production and management areas: marketing, quality control, stock analysis, purchasing, and sales analysis and so on.

2.5.5 JUST-IN-TIME METHOD

This method is the production or the delivery of the required units in the required quantity at the necessary time. The fundamental purpose of just-in-time (JIT) method is to reduce costs in the production process, thus leading in an improvement in the total productivity of an organisation. This method is aimed at eliminating unnecessary inventories, minimizing inventory carrying costs and therefore increasing the ratio of return on investment. It also forces the elimination of time wasted in the long procedures for setting up jobs.

Just-in-time encompasses greater involvement of the workforce, much greater concern for quality, closer contacts with supplier and a new attitude to the way products are manufactured, so that the organisation make only what is required and only when it is required.

Implementing just-in-time method would demand new computer systems integrated into existing production and material control, since the less stock is held the more problems arise.

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(Joseph Prokopenko, ILO, 1987, Page 135)

2.5.6 COST-BENEFIT ANALYSIS

Cost-benefit analysis is an improvement technique which is used to determine the ratio of the benefits of a given project and its costs, taking into consideration the benefits and costs that cannot be directly measured in monetary value. This technique can also be used to look for the least expensive means of reaching an objective.
2.5.7 ZERO-BASED BUDGETING

The zero-based budgeting is referred as an operating, planning and budgeting process which requires all managers to give justification of their entire budget in details from zero (zero-based). It mainly aimed at reducing costs and to reallocate resources among overhead activities and also carefully analyse each overhead-cost of a department.

2.6 ERGONOMICS

The effects of health and safety on productivity cannot be discussed without covering the concept of ergonomics. However, ergonomics measures may be defined as those that go beyond the protection of the worker’s physical integrity and aiming at ensuring their well-being through the attainment of optimal working condition.

2.6.1 PHYSICAL CHARACTERISTICS

Physical characteristics include an individual’s workplace along with his or her surrounding environment. The work environment should be designed in such a way to assist rather than hindering the worker from performing efficiently. As far as possible, materials should not be placed directly in front of the worker as stretching forward involves the use of the back muscles which may causes fatigue.

2.6.2 CLEANLINESS

Cleanliness is an important factor to the health of the workforce. Thus, working environment and its surrounding should be kept clean as far as possible in order to ensure a safer place to work. Accumulation of dirt should be removed from all work rooms, passages and staircases. Sweeping and removing of waste should be done if possible after working in order to avoid risks to health.
2.6.3 TRAINING

Training is very essential for employees to be highly productive. People became a valuable resource and the most vital productivity factor only after adequate education, and training and development have been given to them. Hence, the effectiveness of an organisation depends entirely upon the quality of workforce and of managers it possesses, and also on their ability and willingness to contribute in improving productivity. Thus, employers have realised that the success of their firms depends on their workforce and in order to maintain its competitive edge over its competitors, they should enhance the skills and abilities of their employees, which in turn implies continuous and considerable investment in training. Therefore, a well-trained and educated workforce is important at all levels of an organisation.

The objectives of training are to develop a competent workforce that can meet and exceed organisation performance goals and to improve the effectiveness of all the departments. And also, training programmes aim at developing the personal which is responsible for meeting the customer requirements.

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2.6.4 LIGHTING

It is essential to provide proper and sufficient lighting in a workplace. Insufficient lighting will reduce the productivity of a worker in terms of slowing down the performance of doing the job. Sufficient lighting should not be provided only in a worker’s workplace but also in all stairways, exits from workplace and passages. Daylight is normally preferable to artificial lighting, but artificial lighting should be provided where daylight is insufficiently supplemented. Whatever the system of lighting is used in a factory, it should be kept clean as daylight may be lost due to excess of dirt.

2.6.5 VENTILATION, HEATING, AND COOLING

General ventilation is important for health and comfort of workforce, and it can be regarded as a factor of their efficiency. Higher or lower than average temperature and inadequate ventilation causes a reduction in the level of productivity through sickness, discomfort and vitality of the workers. Ventilation may be natural or artificial or even a combination of both natural and artificial.

2.6.6 MOTIVATION

Be it at work or at home, people are always motivated by many things. Some motivating factors can satisfy a person in a short period of time, like hunger, but others can drive a person onwards for years. Motivation can be regarded as what causes people to act or to do. Motivation creates and sustains people’s desire to improve. Organisations educate and encourage people to find and use better ways of producing goods and services. In order to encourage workers to work, remuneration system should be in place. Motivation can be in terms of better condition of work, increase in salary, recognition, promotion and so forth.

2.6.7 OCCUPATION SAFETY AND HEALTH

As the Occupational Safety and Health is concerns directly with the workforce, was taken up by the International Labour Organisation as one of its major activities. Therefore industrial safety is a function of a job, the human behavior and the surrounding environment. Jobs should be designed in such a way that prevents a worker from being injured. For instance, equipment should be designed so that the moving parts are guarded or out of reach. Thus, conventions and recommendations were made in various fields of Occupational Safety and Health.

|Objectives of Health & Safety |Description |
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|1 | To minimise contacts between man and hazards. |
|2 | To promote and maintain highest level of physical, mental and social well-being of the entire |
| |workforce. |
|3 |To prevent departures from health by working conditions and environment. |
|4 |To prevent employees from risks resulting from factors adverse to their health. |
|5 |To place and maintain an employee in a working environment adapted to his or her physiological and |
| |psychological ability. |
|6 |The adaptation of man to his work and of work to man. |

Occupational Safety and Health aims at maintaining the working ability of employees, improving efficiency and well-being by improving industrial production via the design of an improve work environment.

7. CONCLUSION

This chapter has been providing the meaning, the definition, the concepts, and importance of productivity and factors which can influence productivity. Now, what reserves the following chapter is the research methodology.

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“Organising is what you do before you do something, so that when you do it, it is not all mixed up.”–A.A. Milne

3.1 INTRODUCTON

This chapter begins with the rationality of the study. It presents the methodologies used to gather information, the target population and the sample size. It also highlights the limitations of the study.

3.2 RATIONALE FOR STUDY

Due to fierce competition and challenges, our textile industries are faced with low cost producers, both in the regions and the Asian manufacturers. These countries have advantages over Mauritius as they possess the required resources (fuel, land, raw materials and technologies advancement) to make goods and services at cheaper prices as our textile industries have to import them. Thus, they are in a better position to increase their level of productivity with the minimum cost of production incurred.

Therefore, the rationality behind this study is to assess the level of awareness about productivity among employees, the different factors that have hindered productivity and what can be done to increase and sustain the level of productivity at Exotic Design Company Limited. Thus, the company would be in a better position to fight with its competitors.

3.3 RESEARCH DESIGN

A research design is the specification of methods and procedures for acquiring the information needed to structure or to solve problems (Paul E. Green and Donald S. Tull, 1986, page 65). It is a framework that provides the overall operational pattern of a project that stipulates the required information to be collected, from which sources, and more importantly by what procedures. If the research design is a good one, it will surely ensure that the data obtained is pertinent to the research problem.
3.3.1 TYPES OF RESEARCH
After having clearly defined the purpose of the research, researcher should be able to determine whether a causal study or a non-causal study is needed to answer the research questions. The researcher’s concern in causal study is to know whether one variable affects or is responsible for changes in another variable. Thus, the type of research is a correlation study as important features are identified and associated with the research questions.

Primary Research

Primary data presumably provides more relevant information because it is collected specifically for the purpose in mind (Luiz Moutinho and Martin Evans, 1992, page 222). It is also referred as field data and is an alternative to secondary data. The reason behind collecting primary data is to ensure consistency in questions asked, and also to gather accurate information as possible.

Secondary Research

Secondary data is information that is collected for a purpose other than to solve the specific problem under investigation (Beheruz N Sethna and Leonard Groeneveld, 1984, page 11). It is also known as desk research. Secondary data such as the company’s last twelve months productivity levels are needed and these are obtained through the company’s reports. It results in saving time and costs while collecting certain information.

Qualitative Research

Qualitative research is so called because its emphasis lies in producing data that is rich in insight, understanding, explanation and depth of information, but which cannot be justified statistically (Sunny Crouch and Matthew Housden, 2003, page 115-116). The reason behind using this type of research is to get some insight about what employees do think concerning certain subjects and to get their views.

Quantitative Research

Quantitative research is defined as “an investigation to discover how many people hold similar views or display particular characteristics”, (Elizabeth Hill and Terry O’Sullivan, page 115). Quantitative research has been used gather information about how many people hold similar views regarding certain matters.

3.3.2 TARGET POPULATION

Cooper and Schindler (2002) define a population as the total collection of elements about which inferences are made. The population element is a subject on which the measurement is being taken and is referred as the unit of study.

The target population in this research comprises of employees at different levels of the organisation, including management.

3.3.3 SAMPLING

Surveys rely on the mathematical principle that the views expressed by a relatively small number of people (known as a sample) will be representative of a much wider group of people if the sample is of a certain size and composition (Elizabeth Hill and Terry O’Sullivan, page 102).

Hence, a sampling exercise will be carried out while administering the questionnaires as sample survey is advantageous and convenient in terms of time factor, greater accuracy and cost. Therefore, a sample of the population has been selected in order to obtain a generalised view of the whole population.
3.3.3.1 Sample Size

The main decision needed in deciding on a sample design is sample size (http://www.nationalschool.gov.uk/policyhub/evaluating_policy/magenta). The sample size which has been used in conducting is as follows:

|Department |Number of Employees |Sample Size |
|Cut Store |5 |2 |
|Cutting |8 |5 |
|Human Resource |6 |0 |
|Quality Control |3 |1 |
|Sewing Staff |5 |0 |
|Embroidery |1 |0 |
|Finishing |9 |5 |
|Printing |7 |2 |
|Short |32 |31 |
|T-Shirt |31 |29 |
|Grand Total |107 |75 |

3.3.3.2 Types of Sampling

Cluster Sampling

A ‘clustered’ sample is defined as a sample that is selected in two or more hierarchical stages, different ‘units’ being selected at each stages, and with multiple sub-units being selected within higher order units (http://www.nationalschool.gov.uk/policyhub/evaluating_policy/magenta). Cluster sampling has been chosen in order to get different views from all departments.

Quota Sampling

Quota sampling allows substitution of non-respondents with others willing to respond, but it makes use of stratification to ensure that the final sample reflects the population on at least some key variables (http://www.nationalschool.gov.uk/policyhub/evaluating_policy/magenta). The motive behind quota sampling is that some people were not interested to participate in the survey.

Stratified Sampling Stratified simple random sampling is a simple random sampling of each stratum of the population (http://faculty.chass.ncsu.edu/garson/PA765/sampling.htm). Therefore, stratified sampling was used to choose specific subgroups so that the sample would be accurate and representative.

3.3.4 THE RESEARCH INSTRUMENT

The research study involves the different methods which have employed to gather data throughout departments.

Questionnaires

Information regarding attitudes, opinions, expectations and experiences was expected from respondents. Thus, a questionnaire is the main research instrument that has been used in this study to determine the current situation. A questionnaire is a standardised set of questions designed to gather data that are relevant to the research objectives (Elizabeth Hill and Terry O’Sullivan, page 115).
Personal Interviews

As the name implies, the personal interview consists of an interviewer asking questions of one or more respondents in a face-to-face situation (Paul E. Green and Donald S. Tull, page 148). The recording of data was done during the interview with employees in order to minimise biasness. The aim in choosing this method is to avoid skip of questions if questionnaire was filled by respondent alone.

Observation

This technique involves watching people, their behaviour and their actions, or observing the results of those actions (Elizabeth Hill and Terry O’Sullivan, page 98). The observation has been done in the all departments. The aim behind this technique is to gather evidence about the working environment and conditions of the workers.

3.3.4.1 Questionnaire Construction

Questionnaire design is essential for the findings of any survey. The style, length and layout of a questionnaire were taken in consideration before constructing the questionnaire. The questionnaire (management and employees) contains both open-ended and close-ended questions. The questionnaire of management and employee comprises of 18 questions (sub-parts) and 31 questions (sub-parts) respectively.

3.3.4.2 The Questionnaire Items

Questionnaire 1: Employee
Section A

Part A: Awareness
Part A focuses on the level of awareness about productivity, meaning whether employees attached importance to productivity.
Part B: Ergonomics
Part B takes into consideration the factors that have an influence on productivity such as; physical characteristics (working conditions and environment, and method of work), cleanliness, training (importance, its effects on productivity and whether training has been provided to them), lighting (its importance), ventilation, heating and cooling (impact of temperature and its improvement), motivation (its importance, are they satisfied with the salary, chance of promotion and management style), and safety (safety environment, are required equipments provided, and is there a health and safety officer).

Section B: Personal Information

This section contains personal information of employees regarding their age range, gender, and status, and monthly salary scale, level of education, position, and working period in the organisation.

Questionnaire 2: Management

Section A
This section focus on the importance of productivity for management and company, its measurement, level of productivity for the last twelve months, effective use of available resources, maintenance of plant and equipment, management style, productivity improvement techniques and use of material wastage and handling materials.

Section B
This section contains personal information of management regarding their age range, gender, status, monthly salary scale, position, and working period in the organisation.

3.3.4.3 Pilot Testing
After the structure of the questionnaire has been made, a pilot testing was carried out inorder to ensure that the final questionnaire is ready to be administered. It was performed with a small section of the target population. After having found that the questionnaire had some flaws, the following changes have been made:

← Some questions were rephrase as they were confusing, ← Some repeating questions were eliminated, ← Some questions were added, ← And, the sequence of the questions was also restructured. Finally, the final questionnaire was ready to be administered.

3.4 RESEARCH PROCESS

After having design the final questionnaire, it is important to decide how to go with the research, the collection of the questionnaires, analysis of data gathered, and its reliability and validity inorder to meet the research objectives. The issues that are relevant to the research design relate to:

1) The study setting, meaning where the research will be conducted, 2) Type of investigation, that is, what type of research, 3) The sampling design, 4) Methods of data collection, 5) How data will be measured, and 6) Finally, data analysis, meaning how data will be analysed.
This can be further be illustrated by the following figure.
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|Source: Hill et al (1995) |
|Elizabeth Hill and Terry O'Sullivan, |
|Marketing' page 101. |
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3.4.1 ADMINISTRATION OF QUESTIONNAIRES

Due to the fact that the majority of the workers were hardly literate, the questionnaires have been self-administered, meaning involving personal interviews with workers of each department. Changes made after the pilot testing enable a better and proper interpretation of questions. In short, the fundamental reason behind the self-administered questionnaires together with personal interviews was to ensure that the respondents understood the questions and to get more accurate answers. And also, it is to achieve 100% response rate. But management was left on their own to answer their own questionnaire.

3.4.2 COLLECTION OF QUESTIONNAIRES

Collection of questionnaires regarding employee were done immediately after administering them. And also, the management questionnaire was collected once management has answered the questions. Furthermore, this was done in order to ensure confidentiality of information.
3.4.3 DATA ANALYSIS

Analysis is the most vital aspect of a research project. Thus, after the data collection, the data were entered in a statistical software package known as the Statistical Package for Social Science (SPSS). To facilitate this exercise, the answers obtained were edited, coded and tabulated. Moreover, to provide a smart analysis, data have been presented and interpreted through different types of charts.

3.4.4 VALIDITY AND RELIABILITY

Since the study involves data collection, therefore it is important that information gathered is valid and reliable. The present research is valid and reliable one as all information has been gathered through administration of questionnaires. Furthermore, there has not been any kind of data falsification inorder to avoid biased results.

3.5 LIMITATIONS OF THE STUDY

➢ The survey was time consuming, ➢ Explaining of some concepts to front-line employees, ➢ Employees were reluctant to participate in the survey, ➢ It was very difficult to get appointment with the management, ➢ And, some information which was really important was not available as they are confidential.

3.6 ETHICAL CONSIDERATIONS

As in other aspects of business, all parties should exhibit ethical behavior. Therefore, it should be noted that confidential information concerning the company has not been disclosed. Furthermore, confidentiality regarding identity, responses and opinions of respondents has been strictly considered and maintained. The objective of ethic in research is ensure that no one is harmed or suffers adverse consequences.

3.7 CONCLUSION
This chapter has been providing a complete structure of the research process inorder to meet the objectives of the study. Eventually, it has explained the methodology used and their limitations throughout the dissertation. The analysis part will now be highlighted in the following chapter.

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“Analysis is the critical starting point of a strategic thinking.”- Kenichi Ohmae

4.1 INTRODUCTION

This chapter is going to present the analysis and the findings of the survey. This will be further supported by various graphical illustrations for a better understanding of the findings. This chapter is normally comprises of both quantitative and qualitative analysis. And, it consists of two sections, firstly, analysis of employee’s questionnaire and finally, an analysis for management’s questionnaire.

4.2 AWARENESS

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28% of the workers said that they have the word productivity and 20% have heard it sometimes but 52% said that they have not heard it. This implies that the workers do not know too much about productivity if they have not heard it.
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From the above chart, 44.4% and 11.1% said that productivity is very important and important for them respectively. But it is quite worrying that 30.6% and 13.9% said that productivity is less important and quite important to them respectively. This means that workers do not put emphasis on the importance of productivity.
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Out of the workers, 50% know that productivity is equal to output divided by input whereas the remaining does not know that productivity is being measured as such and they does not even know how it is calculated. Some workers said that productivity is about working lots.
4.3 ERGONOMICS

4.3.1 Physical characteristics and Cleanliness

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From table 4.1, it can be seen that 10.7% think that training is less important whereas 25.3% and 26.7% think that training is very important and important respectively. Furthermore, 37.3% think that productivity is quite important. Some workers said that if someone is not well trained, it would be difficult to work properly on certain machinery. And, they even said that training is essential for them to be productivity as stated in literature review.
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Out of these 75workers, 61.33% reveal that training indeed contributes to an improvement in productivity. However, the remaining says the contrary. This implies that workers have knowledge about training and productivity.
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As pointed out in literature review, the objectives of training are to develop a competent workforce that can meet and exceed organisation performance goals and to improve the effectiveness of all departments, and this in contrary with the employees to the organisation as 61.33% states that training has not been provided to them but 38.67% has been provided with. This implies that the organisation does not see training as an investment but as a cost.
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As said earlier, the organisation does not see training as an investment but as a cost, this can be confirmed by 17workers who said that training is provided to them on a rarely basis. This means that training is not being considered as an important factor by the organisation which is a contrary to the literature review. The remaining 46workers were unable to answer this question as training has not been provided to them.

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From the above chart, 86.21% states that the training that they have received is given by supervisors and the remaining by middle management. This clearly shows that management does not care for the training of its workforce, which is not a good sign.

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Missing system refers to those who are unable to answer this question. [pic]

More importantly, 18 out 29workers states that they need additional training. They believe that by getting additional training, it could help them to do better and be more efficient, and thus they can further increase their productivity. Yet, 11workers feel that they do not need it as they already have the required skills to perform better. 4.3.3 Lighting

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31 workers agreed that it is very important to have proper lighting at work, but only 33 mentioned that they have proper lighting as they pointed out that insufficient lighting will reduce the productivity of a worker in terms of slowing down the performance of doing the job like has been acknowledged in literature review. However, 28 said that they it is quite important to have proper lighting at work. 42 states they do not have proper lighting. Some workers pointed out that broken bulb are still not repaired after one month. 4.3.4 Ventilation, Heating and Cooling

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Remarkably, it can be seen that 22 and 24 employees agree and strongly agree that temperature has an impact on them respectively as they say that if it is too hot, some workers may get fainted, not feel at ease to work properly, feel sick and may tired easily. This shows that there is an alignment between what have been revealed by workers and the literature review. Moreover, 45 mentioned that they do not have proper ventilation due to unrepaired and broken ventilators as some do not work properly. 4.3.5 Motivation

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Among 75workers, 26 and 21 mentioned that it is very important and important to be motivated at work respectively because if one is not motivated, he cannot do better at work as listed in literature, motivation creates and sustains people’s desire to improve.

And also, 16workers strongly agree that salary is a form of motivation for them because if they are not paid for the work they are doing, they would not be motivated to work hard and hence work at the normal rate. Here also, it shows that there is no contradiction between the saying of the workforce and literature review.

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Figure 4.14 shows that 31workers are satisfied with their salary while others are not satisfied, dissatisfied and very dissatisfied because they get below what they were expected and they say that the target level of production is too high. This shows a bad sign of dissatisfaction among worker.

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As said before it is a bad sign of dissatisfaction among worker, 43workers disclosed that their salary does not motivate them to work harder because they know at the end of the day they would received their basic salary, which is in contradiction with literature review. This can have an effect on productivity as they as are not willing to work harder. Like stated in the literature review, the other factors that can motivate them are recognition, promotion, better condition of work and even an increase in their salary.

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Noticeably, among 75 workers, 19 revealed that their supervisor is easily accessible by saying that whenever they have a problem, he is here to help and this have been confirm by 10workers who said that their supervisor is helpful. But, 26 workers see their supervisor as strict because the latter just give orders to them by being rudely sometimes.
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From the above chart, 70.67% states that there is no chance of getting promotion even if work has been continuously done as expected whereas 29.33% said that there is a chance of being promoted. Promotion is regarded as a form of motivation, if workers know that there is no chance of getting a promotion, this can leads to no motivation among workers.
4.3.6 Safety

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Safety at work is regarded as crucial at work because if workplace is not safe, this can have an impact on workers. The majority, meaning 64% believed that they are working in a safe environment.
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It is often considered as important to have a health and safety officer at work, but 6.67% disclosed that there is no officer as such at work and 32% do not even know that there is a health and safety officer. The reason behind these is that they have not been informed of.

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Among those who have been injured once, 3.7% states that it was severe whereas 96.3% revealed that it were not severe, simply minor caused by scissors. Immediate treatment was given afterwards.
4.4 QUALITATIVE ANALYSIS

Qualitative analysis is made through observation in different departments of the factory. Firstly, in the warehouse department, it has been found that is no returning note from other department when returning fabrics to warehouse. In addition, the fabrics are not properly labeled as they are made manually and it could be difficult to trace if not well stored in racks. Furthermore, fabrics are not well place in bags and on racks in warehouse.

Secondly, in the cutting department, it has been noticed that workers do not make use of metal gloves as they are not provided by the organisation. And also, there is no cleanliness as big plastics begs of fabrics are kept under tables along with its waste.

In the printing department, it has been found that workers make use of their own clothes and very often colors split on it and thus get spoiled. And, workers do not make use of gloves when working with machinery which gives hot temperature.

Finally, in the make-up department, it has been noticed that too much fabrics in basket are placed around certain employees and thus they spent too much time to turn around to look for fabrics to work with. Some workers kept their workplace very dirty by throwing their waste on the floor itself. Moreover, workers are not protected from machine (overlock) which they work on because it may happens that they can get hurt if the needle breaks and split towards them. 4.5 MANAGEMENT QUESTIONNAIRE
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From figure 4.23, the management agreed that productivity is important for an organisation because it is productivity which brings a company at the top level and without a certain level if productivity an organisation may find it in difficulty, and it leads to the sustainability of an organisation as mentioned in literature review.
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Taking into consideration that there is no human activity that does not benefit from productivity as mentioned in literature review, management revealed that productivity is very important for them because it helps an organisation to grow, prosper, enables them to satisfy their clients and also to achieve a competitive position. This shows that that there is no disagreement between literature review and management saying.

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Once again based on literature review, productivity measurement is vital for productivity improvement. Thus, the management mentioned that they do measure productivity but on an often basis instead of very often because it takes lots of time to perform this exercise and they do not have a specific person do it very often.

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The management stated that they do not make use of the output to input ratio to measure productivity or the other types of measuring productivity because once again they said that they do not have a specific person to do it but they measure it through the number of units produced per month which is a contradiction to what have been mentioned in literature review as measuring outputs and inputs is the basis for measuring productivity.
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100% of the management said that there is no effective use of available resources as some workers are remained idle as they have to wait for their colleagues to finish working on certain garments so that they can have it to work afterwards which does not support the literature review at all because it has been discussed that productivity can be improved through more effective utilisation of the human resources. And also, certain machinery is not used very often.
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The management stated that they do not continuously invest in technological innovation because it requires lots of capital investment and they have to get their workforce trained to adapt to these technologies and thus it necessitates lots of time which is a contradiction to literature review once again since it has been argued that an improvement in productivity could be attained through continuous technological innovation and development and also capital investment is basically a change in technology and training of the workforce.
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The management revealed that when there is an alteration in a garment, it does affect the level of productivity since it needs to redesign and re-sampling of products and processes so that to make the alteration and thus it takes time. What management has revealed is in total compromise with literature review.

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The management totally agreed that plant and equipment plays an important role on productivity because it enables an organisation to produce any goods or services, and also without these plant and equipment, it is impossible to produce any goods or services as completely discussed in literature review.
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As in literature it has mentioned that these plant and equipment play a vital role in a productivity improvement programmes through proper maintenance, has been proved by management since they revealed that there is proper maintenance of plant and equipment as it allows a smooth production of goods, but only two of them said that it is maintained once a year as it requires time and cost. And, the other one stated that it is maintained twice a year. | | | | | | | | |
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Based on literature review, among the important features of material productivity, there are two features that have been stated regarding the use and control of material wastage and scrapping, and proper inventory management in order to avoid holding of excessive stocks. This implied that the use and control of material wastage and proper inventory are important in productivity improvement. But, management people said that there is no proper inventory management system as they have not yet implemented one due to cost. And, two of them stated that remaining materials are used quite rarely and one mentioned rarely. This clearly shows that management did not care about the use and control of material wastage and proper inventory.

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All people in an organisation have their respective role to play and the human behavior is one of the main factors which have considerable effect on productivity. This implies that an organisation should value their employees as these people have an influence over productivity. The management said that they do value their employees because without them, the company does not exist as they make the organisation operates and they form part of the family of the organisation. | | | | | | |
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The management revealed that they do not engage all their employees in decision-making but only their supervisor because the latter would pass the message to their subordinates. Management should engage all their employees in decision-making because they are concerned with production and as discussed above, it is them who have an influence over productivity.
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The management said that there is no perfect style which exists because it depends upon the way an organisation operates which is true according to literature review. But, they mentioned that the company has a democratic management one way or another instead of autocratic so as not to pressurize the workers and also not a laissez-faire inorder not to let them do whatever they want.
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The management knew that there are productivity techniques but they do not make use of other techniques than cost-benefit analysis because they do not know their steps or procedures.

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As stated in literature review, the way materials are handled in a factory is very important. This means that it is essential to handle materials properly. And this is sustained by management as they stated that a proper material handling is very important because if someone does not handle the material properly, meaning fabrics, it can have damages such as scratches or the fabrics can stretch and thus it can leads to difficulties while sewing. | | | | | | | |
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As mentioned before, the management of the organisation sees training as a cost rather than an investment, this can be confirmed as the management stated that the employees have not been trained in handling materials since it is very costly. 4.6 LEVEL OF PRODUCTIVITY

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The above graph shows a rise in the level of productivity in the month between February-2008 to March-2008 and October-2008 to December-2008 whereas a fall between March-2008 to September-2008 and for the month of January-2009.

In order to know what have caused these fluctuations in the productivity level, an interview was held with the Production Manager. The latter pointed out that the rise during month February-2008 to March-2008 was due to its skilled labour that the organisation possesses. Alternatively, the fall from March-2008 to September-2008 was caused by some skilled labour that left the organisation, therefore the organisation had to employ new one and these new employees do not work at the same speed of the skilled one. Moreover, the rise between October-2008 to Decmber-2008 was due to some contribution of new employees and the remaining skilled workers. Furthermore, again the remaining skilled labour left in December-2008 and the fall in January-2009 was caused by this and also due to the fact the organisation has work 135 days compared to 189 days the other months.
4.7 CONCLUSION

This chapter has been giving an overview of the analysis of the collected data along with its discussion. The next chapter would deal with the recommendations and conclusion of the research.

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“Achiening superior performance through diversification is largely based on relatedness.” – Philippe Very
5.1 INTRODUCTION

This chapter gives an insight of the overall conclusion of the study. It also provides some recommendations in some areas, which need to be considered if the organisation wants to enhance productivity.

5.2 RECOMMENDATIONS

Following the analysis of data and discussion, and the basic information gathered from the survey, several recommendations are to be made.

5.3 ERGONOMICS

5.3.1 Training

Exotic Design Company Limited should stop sees training as an investment rather than a cost because through a well trained labour force, the productivity level could be enhance as 61.33% of the workforce think that training could increase productivity and no training has been given to them. Training should be provided very often as 62.1% stated that they need additional training.

In the training, an explanation could be given to the employees to make them aware and the importance of productivity.

5.3.2 Lighting

The broken bulbs could be repaired so as to give the workers a proper lighting while performing their operations as 42 workers stated that they do not have proper lighting at work. And this can further improve their working environment.
5.3.3 Ventilation, Heating and Cooling

Like the lighting, the broken ventilators could be repaired or replaced the one which does not work. And if possible, more ventilators could be placed as pointed out by the workforce because if it is too hot, this can have an effect on them.

5.3.4 Motivation

Motivation is considered as very important at work by the workforce and some do agree that it does have an effect on them. If they are motivated by offering them a better salary package, they can work harder and thus, it can leads to an increase in productivity. Furthermore, supervisors could be more accessible, friendly and helpful instead of being strict towards the workers as this can affects them. And also, chance of promotion could be given to some employees if work is being done as expected.

5.3.5 Safety

The organisation should focus more on the safety of its workforce because if they are injured it is the organisation which would be responsible for. The company could ensure their safety by providing them with the necessary equipment.

5.4 IMPLEMENTATION OF A WORK STUDY

Work study is a collection of techniques, which can help the company to examine work, meaning what is being done and how it is being done, so that to enable a systematic analysis of all elements, factors and resources that affect the effectiveness and efficiency of the work.

5.4.1 Method Study

Method study is the systematic recording and critical examination of doing things so as to make improvements. The benefits of adopting Method Study are: • Better physical and working environments, • Reduce the risks from hazards and thus by making the working environment more safer, • A better understanding of the work being performed.

5.5 IMPLEMENTATION OF TIME STUDY/ WORK MEASUREMENT

Work Measurement provides management of a technique which is design to establish the time taken to carry out a task at a defined level of performance.

The benefits of adopting Time Study are:

✓ It helps to reduce ineffective time, ✓ It also helps to know about standard time to be expected, ✓ Finally, it enables operators to be appraised on factual grounds.

5.6 WORK SIMPLIFICATION

Work simplification helps to eliminate unnecessary operations and movements. This would enable the workforce of how to do their own work better.

5.7 JUST-IN-TIME

Just-in-time enables the production and delivery of units in the required quantity at the required time. This can helps the organisation to eliminate unnecessary holding of materials. And it is all about having the right material, at the right time, at the right place, and in the exact amount.
5.8 OTHER RECOMMENDATIONS

➢ Maintenance of plant and equipment and has to be done very often.
As plant and equipment play a vital role in productivity improvement, it should be clear maintained by taking corrective measures in order to optimize process conditions and also to minimise idle time.

➢ Improvement in communication between all levels.
Proper communication is vital in whatever activities which involves human resources so as to avoid misinterpretation of information. Thus, proper communication between all levels is important because if information is misinterpreted, this can have an effect on productivity as workers might not perform tasks as required.

➢ Offer rewards and incentives by praise good performance both verbally and institutionally.
Praise good work performances verbally as this is a form of motivation for the workers, meaning that they will feel recognized for the work they are doing. And also, provide opportunities for career development for them.

➢ Consult employees.
Give employees more opportunities to participate in decision-making as this affect their jobs. Furthermore, be sure that workload is appropriate to employees’ abilities so as to avoid unrealistic deadlines.

➢ Effective use of available resources.
Productivity can be improved through more effective use of available resources, so as to minimise costs.
5.9 CONCLUSION

Change is everywhere and business must keep up in order to fight with their rivals. The future is uncertain, but one fact remains, attaining a certain level of productivity is essential for the success of an organisation. Therefore, productivity is certainly a very crucial subject on which an organisation should focus.

Data gathered has helped to assess the level of awareness about productivity among employees, it has also provide a sufficient insight on employees’ and management’ perception on issues that can have an effect on the level of productivity.

This dissertation revealed many aspects of productivity, which enabled to achieve of the research objectives of the study. To this stance, this research project can be used for further research as a stepping-stone.

The conclusion that can be drawn from this research is that in general employees are not trained very often as the company sees training as a cost rather than an investment, the majority of them do not get the required equipment to accomplish their work and also they are very dissatisfied with their working condition. Furthermore, employees are not engaged in decision making and their supervisors are strict towards them. Regarding management, they do not have a proper way of measuring productivity and they do not make use of some productivity improvement techniques that could have enhance or sustain their level of productivity.

“We are all faced with a series of great opportunities brilliantly disguised as impossible situations.” AuntGranny References

• Anna Baines, (1997), “Productivity improvement”, Work Study, Volume 46 Number 2, MCB University, Freelance Journalist based in Leeds West Yorkshire, United Kingdom. • Antle, Capalbo (1988); “An introduction to recent development in production theory and productivity measurement” Inc, Washington Dc. • Benjamin Niebel and Andris Freivalds (2003): “Methods, Standards, and Work Design”, eleventh edition. • Cooper Donald R. & Schindler Pamela S., 8th Edition, 2002, Business Research Methods, McGraw-Hill / Irwin, New York. • Dr S.Dalela and Saurabh, (1990), “Textbook of Work Study and Ergonometric”. • Eatwell, J.M and Newman (1991): “The New Palgrave: A dictionary of economics” volume 3, Macmillan, Tokyo. • Foley, G.N. (1962): “Planning for Increased Productivity in Industries”, Butterworths, Sydney, London. • (Elizabeth Hill and Terry O’Sullivan, (1996): “Marketing”, Addison Wesley Longman Limited, Edinburgh Gate, Harlow, Essex CM20 2JE, England. • Joseph Prokopenko (1987): “Productivity Management”, a practical handbook, International Labour Office, Geneva. • Luiz Moutinho and Martin Evans (1992), “Applied Marketing Research”, Addison-Wesley Publishers Limited, England. • Oakland J., 2003, TQM Text with Cases, British Library Cataloguing in Publication Data, Great Britain. • Paul E. Green and Donald S. Tull (1986), “Research for Marketing decision”, Second printing (fourth edition), New Delhi. • “Introduction to Work Study” (1974), International Labour Office, Revised Edition. • Render B and Heizer J, “Principles of operations management with tutorials”, 2nd Edition, (1997), Prentice Hall, USA. • S. K. Mukherjee and Duleep Singh: “Towards high productivity”. Report of a seminar on higher productivity in public sector production enterprises ( New Delhi, Bureau of Public Enterprises, 1975) • Sunny Crouch and Matthew Housden (2003), “Marketing Research for Managers”, Third Edition, Biddles Limited, Great Britain.

Reports: • Iyaniwura, Osoba (1983): “Measuring Productivity: Productivity in Nigeria, Proceedings of a National Conference” Niser, Ibadan.

Websites: • Emerald Insight www.emerald.com • Wikipedia www.wikipedia.com • Sample Size www.nationalschool.gov.uk/policyhub/evaluatingpolicy/magentabook/chapter5.asp • Sampling Method http://faculty.chass.ncsu.edu/garson/PA765/sampling.htm [pic]

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Employees Questionnaire

Employees Questionnaire

Dear Respondent,

I, RAOJEE Kevin, am a final year student in Bsc (Hons Management) at the University of Mauritius. As part of my degree requirement, I am required to submit a dissertation (research work) entitled “Assessment of Productivity at Exotic Design Company Limited”, as such; I need to carry out a study in a specific organisation.

I would be really grateful if you could spare a few minutes of your time (around 5 minutes) in order to fill in the questionnaire for me please. I assure you that all your answers comments will remain strictly confidential and will be used for statistical analysis only.

Thank you in advance for your kind corporation and collaboration in conducting this study.

Yours faithfully, RAOJEE Kevin.

Questionnaire 1: Employee
Please tick where appropriate
Section A
Part A: Awareness 1) Do you regularly hear the word “productivity”? 1. Yes 2. Sometimes 3. No (If No, go to Part B)

2) How much importance does productivity attached to you? (1= Less importance and 5= high importance) 1 2 3 4 5

3) a. Do you know that productivity is equal to outputs divided by inputs (outputs/inputs)? 1. Yes 2. No
b. If no, what is it meant to you?
(i)………………………….. (ii)…………………………. (iii)………………………… (iv)…………………………

Part B Ergonomics
Physical characteristics: 4) How do you find your working conditions at Exotic Design Company Limited?
1.Very 2. Satisfied 3. Not 4. Dissatisfied 5. Very
Satisfied Satisfied Dissatisfied

5) a. Do you think that working environment has an effect on employees? 1. Strongly Agree 2. Agree 3. Neutral 4. Disagree 5. Strongly Disagree

6) How do you find the method of work at Exotic Design Company Limited?
1.Very 2. Satisfied 3. Not 4. Dissatisfied 5. Very
Satisfied Satisfied Dissatisfied

7) According to you, what can be done to improve it further?.................................................................................................................................................................................................................................................................
Cleanliness
8) How do you find your working environment?
1. Clean 2. Dirty 3. Pleasant 4. Others

If others, please specify
…………………………………………………………………………………………………………………………………………………….………………………………………...
9) According to you what can be done to improve the working environment?
……………………………………………………………………………………………………………………………………………………………………………………………..
Training 10) Do you think training is important?
(1= Not important and 5= Very important) 1. Not 2. Less 3. Important 4. Quite 5. Very Important Important Important Important

11) Do you think that training would help to improve productivity? 1. Yes 2. No 12) a. When you have come here to work, has training been provided to you? 1. Yes 2. No (If No, go to Lightings) b. If yes, how often training been provided to you? 1.Rarely 2.Not applicable 3.Often 4.Very often

c. Who usually gives training? 1. Senior Management 2. Middle Management 3. Supervisors d. Do you need additional training? 1. Yes 2. No
Lighting
13) a. Do you think it is important to have proper lighting at your workplace? 1.Very 2.Quite 3.Not Important Important Important

b. Do you have proper lighting where you are working? 1. Yes 2. No c. If no, according to you what can be done to improve it? .............................................................................................................................
…………………………………………………………………………………….
Ventilation, Heating and Cooling 14) a. Do you have proper ventilation around you? 1. Yes 2. No
b. If no, according to you what can be done to improve it?
(i)………………………….. (ii)………………………….
(iii)………………………… (iv)………………………… 15) a. Do you think that temperature has an impact on workers?
1. Strongly 2. Agree 3. Neutral 4. Disagree 5. Strongly Agree Disagree

b. How ……………………..…………………………………………................................ …………………………………………………………………………………… c. What can be done to improve it? ………………………………………………………..…………………...…………………………………………………………………………………………...
Motivation
16) Do you think that motivation is important at work?
(1= Not important and 5= Very important) 1. Not 2.Less 3.Quite 4.Important 5.Very Important Important Important Important

17) a. Do you think that salary is a form of motivation for employees? 1. Strongly 2.Agree 3.Neutral 4.Disagree 5.Strongly Agree Disagree

b. Are you satisfied with your salary? 1. Very 2.Satisfied 3. Not 4. Dissatisfied 5. Very Satisfied Satisfied Disagree

c. Does your salary motivate you to work harder? 1. Yes 2. No

18) Are there any other factors that motivate you? (i) ………………………….. (ii) …………………………..
(iii) …………………………. (iv) ………………………….

19) How do you find your supervisor that reflects their management styles? 1. Accessible 2. Strict 3. Friendly 4. Fair 5. Helpful

20) Is there any chance of promotion after work has been continuously done as expected? 1. Yes 2. No
Safety
21) Do you think that you are working in a safe environment? 1. Yes 2. No

22) Are required equipments provided to you when working on dangerous machinery for example? 1. Very often 2. Quite often 3. Sometime 4. Rarely 5. Very rarely

23) In the factory, is there a health and safety officer? 1. Yes 2. No 3. Don’t know

24) a. While working here, have you ever been injured?
1. Yes 2. No
(If no, go to next section) b. If yes, how many times? 1. One 2. Two to five 3. More than five
c. Was it severe? 1. Yes 2. No
d. Then, what was done?
…………………………………………………………………………………………………………………………………………………………………………
Section B: Personal information Finally please tell us about yourself. This information will be used to help classify your answers.

25) What is your age range please? 1. Less than 30 2. 30 – 39 3. 40 – 49 4. 50 and above

26) What is your gender? 1. Male 2. Female 27) What is your status? 1. Single 2. Married 3. Divorced 28) What is your monthly salary scale? 1. 3000 – 3999 2. 4000 – 4999 3. 5000 – 5999 4. 6000-above

29) What is your level of education? 1. Primary 2. Secondary 3.Vocational 30) What is your position? ………………… 31) For how long have you been working at Exotic Design Company Limited? 1. Less than one year 2. 1-2 years 3. 3-5 years 4. 6 years-10 years 5. More than 10 years

Thank you for your valuable participation and precious collaboration in this survey. We assure you that your response will be treated in utmost confidentiality.

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Management Questionnaire

Management Questionnaire

Dear Respondent,

I, RAOJEE Kevin, am a final year student in Bsc (Hons Management) at the University of Mauritius. As part of my degree requirement, I am required to submit a dissertation (research work) entitled “Assessment of Productivity at Exotic Design Company Limited”, as such, I need to carry out a study in a specific organisation.

I would be really grateful if you could spare a few minutes of your time (around 5 minutes) inorder to fill in the questionnaire for me please. I assure you that all your answers comments will remain strictly confidential and will be used for statistical analysis only.

Thank you in advance for your kind corporation and collaboration in conducting this study.

Yours faithfully,

RAOJEE Kevin.

Questionnaire 2: Management

Please tick where appropriate

Section A

1) a. Do you think that productivity is important for a company? 1. Yes 2. No b. If yes, why is it important? ……………………………………………………………………………………………………………………………………………………………………………… 2) How much importance does productivity attached to you? Not Less Quite Important Very Important Important Important important

3) a. Do you measure productivity? 1. Yes 2. No b. Do you make use of output to input ratio to measure productivity? 1. Yes 2. No c. If no, then how? ………………………………………………………………………………………………………………………………………………………………………………

4) a. What is your actual level of productivity? ............................

b. Can I have the level of productivity for the last 12 months? Month 1: ……………. Month 2: ……………. Month 3: …………… Month 4: ……………. Month 5: ……………. Month 6: …………… Month 7: ……………. Month 8: ……………. Month 9: …………… Month 10: …………… Month 11: …………… Month 12: ……………

c. And what are the factors which have caused this? ………………………………………………………………………………………………………………………………………………………………………………

5) a. Is there effective use of available resources?

1. Yes 2. No

b. If yes, how? ……………………………………………………………………………..................................………………………………………………………………………………

c. Does the company continuously invest in technological innovation and development? 1. Yes 2. No 6) a. When there is an alteration on your garments, does this affects your level of productivity? 1. Yes 2. No b. How? …….…………………………………………………………………………...................…………………………………………………………………………………….

c. What is done afterwards? …………………………………………………………………………………… ……………………………………………………………………………………

7) a. Do you think that plant and equipment plays an important role on productivity? 1. Yes 2. No b. Is there proper maintenance of plant and equipment? 1. Yes 2. No c. If yes, how often is it maintained in a year? 1. Once 2. Twice 3. Thrice 4 More than Thrice 8) a. Do you have a proper inventory management system? 1. Yes 2. No b. Do you make use of remaining materials (waste)? 1. Never 2. Rarely 3. Quite Rarely 4. Often Very often

9) a. Do you value your employees? 1. Yes 2. No b. Do you engage them in decision-making? 1. Yes 2. No

10) What type of management style does your company has? 1. Autocratic 2. Democratic 3. Laissez-faire

11) a. Do you know that there are productivity improvement techniques? 1. Yes 2. No

b. If yes, what type of productivity technique do you make use of? ….…………………………………………………………………………………………………………………………………………………………………….....

c. Do you think a proper material handling is important? 1. Very important 2. Quite important 3. Somewhat important 4. Not important

d. Have your employees been trained in handling materials? 1. Yes 2. No Section B: Personal information

Finally, please tell us about yourself. This information will be used to help classify your answers.

12) What is your age range please? 1. 20 – 29 2. 30 – 39 3. 40 – 49 4. 50 and above

13) What is your gender? 1. Male 2. Female

14) What is your status? 1. Single 2. Married 3. Divorced

15) What is your monthly salary scale?

1. 10000 – 15000 2. 15001 – 20000 3. 20001 – 25000 4. Above 25000

16) What is your position? ………………… 17) For how long have you been working at Exotic Design Company Limited? 1. 6 months – 1 year 2. 1-2 years 3. 3-5 years 4. 5 years-10 years 5. More than 10 years

Thank you for your valuable participation and precious collaboration in this survey. We assure you that your response will be treated in utmost confidentially.

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Employees Demographic Analysis

1. Gender and Age

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It can be deduced from the bar chart that there is a large number of female working at Exotic Design Company Limited. This can mean that the female workforce contribute the most to the organisation’s productivity. Furthermore, it can be said that the employees of the organisation are mostly between the age group of 30-39 and 40-49, implying a more mature working population.
2. Status

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Moreover, the working population of the organisation comprises of mostly married people followed by those who are single and finally the divorced one as illustrated in the above bar chart.

3. Monthly Salary Scale

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From the above chart, it be seen that the majority of the workforce’s income mostly fall in the category of 3000-3999 and 4000-4999 rupees. These referred to the income of machinists, helpers and from the other front-line workers.
4. Level of Education

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Regarding the level of education, the majority of the employees are found in the category of primary, thus implying a hardly literate population. And, 38.67% of the workers have done their secondary level whereas the rest have gone for vocational studies.
5. Years of Service

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From the above chart, it can be depicted that the majority the employees have worked for less than one year at Exotic Design Company Limited. And also, 41.33% of the workforce revealed that have a service of 1-2 years in the company.

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Management Demographic Analysis

1. Age [pic]

The management people, meaning the Consultant, the HR Manager and the Production Manager fall in the category age of 30-39. This can implies a quite young management.

2. Gender [pic]

Among the management people, there are 2 females and 1 male. This can mean that there is equality of rights at Exotic Design Company Limited. 3. Status

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From the above chart, it can be seen that the 3 people are married.

4. Monthly Salary Scale

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They disclosed that their monthly salary scale fall in the range of 15 000 to 20 000 rupees.

5. Years of Service
[pic]

It can be depicted that 2 management people have 1-2 years of service at Exotic Design Company Limited while the other one has less than 1 year of service in the company.

Level of Productivity
|MONTH |PRODUCTION OF T-SHIRT + PRODUCTION OF SHORT |OUTPUT |
|Feb-08 |21 703 + 5 343 |27 046 |
|Mar-08 |23 674 + 5 834 |29 508 |
|Apr-08 |14 819 + 4 380 |19 199 |
|May-08 | 13 624 + 3 524 |17 148 |
|Jun-08 |22 019 + 7 522 |29 541 |
|Jul-08 |19 269 + 6 436 |25 705 |
|Aug-08 |16 478 + 6 430 |24 908 |
|Sep-08 |17 641 + 3 840 |21 481 |
|Oct-08 |14 827 + 7 012 |21 839 |
|Nov-08 |21 996 + 3 308 |25 304 |
|Dec-08 |23 415 + 10 440 |33 855 |
|Jan-09 |13 437 + 1 370 |14 807 |

The above chart shows how output was calculated from the month of February 2008 to January 2009. The calculation of output is as follows:

Output = Production of T-Shirt + Production of Short
|MONTH |WORKING DAYS * WORKING HOURS |INPUT |
|Feb-08 |21 * 9 |189 |
|Mar-08 |21 * 9 |189 |
|Apr-08 |21 * 9 |189 |
|May-08 |21 * 9 |189 |
|Jun-08 |21 * 9 |189 |
|Jul-08 |21 * 9 |189 |
|Aug-08 |21 * 9 |189 |
|Sep-08 |21 * 9 |189 |
|Oct-08 |21 * 9 |189 |
|Nov-08 |21 * 9 |189 |
|Dec-08 |21 * 9 |189 |
|Jan-09 |15 * 9 |135 |

Figure 4.49 shows the calculation of input, meaning labour hours, which was calculated as follows:

Input = Working Days * Working Hours.

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The working days per month are normally 21 but in January they have work only for 15 days. And, the working hours is of 9 hours (7.30am – 5.30pm). They get 1 hour for Lunch.
|MONTH |OUTPUT/INPUT |PRODUCTIVITY |
|Feb-08 |27 046 / 189 |143 (143.101) |
|Mar-08 |29 508 / 189 |156 (156.127) |
|Apr-08 |19 199 / 189 |102 (101.582) |
|May-08 |17 148 / 189 |91 (90.73) |
|Jun-08 |29 541 / 189 |156 (156.301) |
|Jul-08 |25 705 / 189 |136 (136.005) |
|Aug-08 |24 908 / 189 |132 (131.788) |
|Sep-08 |21 481 / 189 |114 (113.656) |
|Oct-08 |21 839 / 189 |116 (115.55) |
|Nov-08 |25 304 / 189 |134 (133.884) |
|Dec-08 |33 855 / 189 |179 (179.127) |
|Jan-09 |14 807 / 138 |110 (109.682) |
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The above chart illustrates the calculation of productivity from the month of February 2002 to January 2009. It was calculation as follows:

Productivity = Volume of Output / Volume of Input

The figures were corrected to 3 significant figures.

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Introduction

Literature
Review

Analysis and Discussion

Recommendations and Conclusion

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Research Methodology