Socio-Economic Profile and Work Culture of Powerloom Workers

Authors

  • Ishtiyaque Ahmed Iqbal Ahmed Research Student, MSG Arts, Science & Commerce College, (Affiliated to Savitribai Phule Pune University, Pune), Malegaon, Nasik, India.
  • Dr. R. B. Dhande Research Guide MSG Arts, Science & Commerce College, (Affiliated to Savitribai Phule Pune University, Pune), Malegaon, Nasik, India.

Keywords:

Work culture, Government support, Technology Upgradation

Abstract

India boasts a rich and then diverse design legacy. Indian cloth origins can be traced back to the Indus Valley culture. 1.012.38 million kilograms of yarn is anticipated from the power-loomindustry in the province. Spinning mills within the cooperative sector of the State produce just 1.20 million kilograms of yarn per year, which is ten percentage of the total yarn demand of the power-loomindustry. Researcher have come to the conclusion that the weavers face a number of problems such as physical, social, which is why they can not buy up-to-date machinery. Researcher don't have any support by policy. India has a rich textile tradition which is diverse. The roots of Indian textiles can be traced back to the civilization of the Indus valley. This research has taken a range of literature to recognize government support for which taking various steps to improve power-loomindustry standards in India. Weavers face a number of problems, such as economical, social, which is why they can not afford up-to-date machinery. Via Policy, they have no assistance. Major risk factors correlated with the job that should be avoided or reduced, such as manual material handling, stressful labor, stagnant activity, segmental noise and then inadequate psychosocial work environments. Studies and then evaluations on the technological and then economic viability of implementing such recommendations must be carried out.

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Published

29-09-2021

How to Cite

Ishtiyaque Ahmed Iqbal Ahmed, & Dr. R. B. Dhande. (2021). Socio-Economic Profile and Work Culture of Powerloom Workers. International Journal of Management Studies (IJMS), 6(1(8), 124–129. Retrieved from https://researchersworld.com/index.php/ijms/article/view/1279

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