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AN ORGANISATIONAL STUDY WITH

REFERENCE TO SALISBURY INDCO


TEA FACTORY, GUDALUR
FFFAFACTORYGUDALUR
INTERNSHIP REPORT

Submitted by

AHAMED SADIQ.K

Register No: 098001108001

In partial fulfillment for the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

In

DEPARTMENT OF MANAGEMENT

HINDUSTHAN INSTITUTE OF TECHNOLOGY


(Affiliated to Anna University, Coimbatore)
COIMBATORE – 641 032

OCTOBER 2010
HINDUSTHAN INSTITUTE OF TECHNOLOGY
(Affiliated to Anna University, Coimbatore)
DEPARTMENT OF MANAGEMENT STUDIES

This is to certify that the internship training report at

SALISBURY INDCO CO-OPERATIVE TEA FACTORY, GUDALUR

Is the bonafide record of training work done by

AHAMED SADIQ.K

(Reg. no: 098001108001)

Of

MASTER OF BUSINESS ADMINISTRATION

2009-2011

----------------------- -----------------------------------
Internship Guide Head of the Department

Submitted for the Internship Training Viva-Voce Examination held on -----------

-------------------------- --------------------------

Internal Examiner External Examiner


DECLARATION

I, AHAMED SADIQ.K hereby declare that the internship training


entitled “ AN ORGANISATIONAL STUDY ON SALISBURY INDCO CO-
OPERATIVE TEA FACTORY,GUDALUR” put forward to the ANNA
UNIVERSITY in partial fulfillment for the requirement for the award of the
degree of MASTER OF BUSINESS ADMINISTRATION is a bonafide
record of a original internship training work done by me.

Signature of the student

(AHAMED SADIQ.K)

I certify that the declaration made above by the candidate is true

Signature of the Guide

Dr.R.HAMSALAKSHMI, PGDCA, M.Com, MBA, M.Phil

Assistant Professor,MBA
ACKNOWLEDGEMENT
First and foremost we wish to thank God, the almighty for enabling the
successful completion of the internship training.
We are very much thankful to express our profound gratitude and sincere
thanks to Dr. T.RAVICHANDRAN, BE, ME, PhD, Principal of Hindusthan
Institute of Technology.
We express our heartfelt thanks to Dr.K.SAMUVEL, PGDIB, M.Com,
MBA, MPhil, PhD, Head of the Department of Management Studies,
Hindusthan Institute of Technology, and Coimbatore for inspiration and
valuable suggestions for carrying out this endeavor.
It is my first and foremost duty to express my deep and sincere thanks to
Dr.R.HAMSALAKSHMI, PGDCA, M.Com, MBA, M.Phil, PhD,
Asst.professor of Management studies , Hindusthan Institute of Technology,
Coimbatore, who supervised these programs. I sincerely thank him the inspiring
guidance, generous help and support.
It is my first and foremost duty to express my deep and sincere thanks to
Dr.R.HAMSALAKSHMI, PGDCA, M.Com, MBA, M.Phil,PhD lecturer of
MBA department., Hindusthan institute of Technology, Coimbatore, who
supervised this project. I sincerely thank her the inspiring guidance, generous
help and support.
I would like to express my sincere thanks to all the staff members and all
other individuals who helped me in completing this project.
TABLE OF CONTENTS

CHAPTER NO DESCRIPTION PAGE NO


List of Tables

List of Charts
I SUMMARY OF INTERNSHIP TRAINING 1
REPORT
II INTRODUCTION 2
2.1 Introduction of the study 2
2.2 Design of the study 3
2.3 Objectives of the study 4
2.4 Research Methodology 4
a) Sampling technique 4
b) Data Collection Method 5
c) Statistical Tool 5
2.5 Scope of the study 5
2.6 Limitation of the study 6

III REVIEW OF LITERATURE 7

IV COMPANY OVERVIEW 11

V ANALYSIS AND INTERPRETATION 17


FINDINGS, SUGGESTIONS AND
VI 59
CONCLUSION
4.1. Findings 59

4.2. Suggestions 60

4.3. Conclusion 61

BIBLIOGRAPHY

ANNEXURE
List of charts
TABLE
DESCRIPTION
NO
3.1 Classification based on age of respondents

3.2 Classification based on gender of respondents

3.3 Classification based on martial status of respondents

Classification of employees based on educational


3.4
qualification

3.5 Classification based on family members of the respondents

3.6 Classification based on Income level of respondents

Classification based on nature of employment of the


3.7
respondents

3.8 Classification based on system of employees work

3.9 Classification based on employees period of service

3.10 The employees opinions towards the work place

3.11 The employees opinions towards the health measures

3.12 The employees opinions towards the safety measures

3.13 The employees opinions regarding rest interval

3.14 The employees opinions regarding job security

The employees satisfaction regarding Salaries and


3.15
Allowances

3.16 The employees opinions regarding the promotion

3.17 The employees awareness towards the trade unions


3.18 The employees satisfaction towards the trade unions

3.19 The employees opinions regarding organizational policies


The employees opinions regarding organizational rules and
3.20
regulation
List of Tables
TABLE DESCRIPTION PAGE
NO
NO
3.1 Classification based on age of respondents 37

3.2 Classification based on gender of respondents 38

3.3 Classification based on martial status of respondents 39

3.4 Classification of employees based on educational 40


qualification
3.5 Classification based on family members of the respondents 41

3.6 Classification based on Income level of respondents 42


3.7 Classification based on nature of employment of the 43
respondents
3.8 Classification based on system of employees work 44
3.9 Classification based on employees period of service 45

3.10 The employees opinions towards the work place 46


3.11 The employees opinions towards the health measures 47
3.12 The employees opinions towards the safety measures 48

3.13 The employees opinions regarding rest interval 49

3.14 The employees opinions regarding job security 53

3.15 The employees satisfaction in Salaries and allowances 54

3.16 The employees opinions regarding the promotion 55

3.17 The employees awareness towards the trade unions 56

3.18 The employees satisfaction towards the trade unions 57


3.19 The employees opinions regarding organizational policies 58
3.20 The employees opinions regarding organizational rules and 59
regulation
CHAPTER-I

SUMMARY OF INTERNSHIP TRAINING

Tea is cultivated widely both in North and South India. Cultivation in India
its roots when Robert Kyd experimented with it first in India ground the year 1780. In
1823 Robert Bruce discovered tea in Bhramputhra Valley and it was only in 1834 that
large scale planting started in North India. In South India it was Dr.Chirsty who
experimented in Nilgiris in the year 1852 and it was in 1859 that tea planting actually
started in Nilgiris. This study assesses and analyses the level of quality of work life of
employees. The employees belonging to the lowest and middle hierarchy were covered
for the study. The study identifies the important factors to influence the quality of work
life of employees such as personal details, job related measures, organizational polices
and rules and regulation. An also the attitude of the workers towards various general
attributes where found, with a view to identify the areas this needs to improve. And the
employees martial status, Educational qualification, period of service is more stable and
these factors could not affect on the employees work.The employees salary are not stable
for most of them nearly 42%of the employees are dissatisfied. Nature of employment of
the employees nearly ,54%of the employees are permanent and 46%of the employees are
temporary. Working environment in the organization is to be well defined if the work
place is better and his attitude is also being good. The quality of work life of employees
mainly depends upon the working condition where in the worker are satisfied with
lighting and ventilation, cleanliness and are basic factor of the work place.

.
CHAPTER-II
INTRODUCTION

2.1 INTRODUCTION OF THE STUDY

Quality of work life

The precursors to research on quality of work life in that they had initial a
series of studies that gave origin to a social technique approach related to work
organization. The concern with workers satisfaction and welfare and a consciousness
about the importance of trying better ways to organize the work.

Meaning

The quality of work life refers to the extent to which the member of an
organization fined the work environment. It is considered with improving labour
management co-operation to solve many organizational problems, achieving the desired
level of performance and securing greater employees satisfaction.

The quality of work life which would measure the variation in an individuals
quality of work life on job satisfication,working condition ,stress control at work, Good
human relationship ,welfare of employees.

Definition:

“Quality of work life is the degree to which member of work organization are able to
satisfy important personnel need through their experience in the organization”.

Quality of work life refers to the favorableness or unfavourableness of a job


environment for people. The basic purpose is to develop jobs that are excellent for people
as well as for production”.

-KEITH

2.2 Salisbury industrial co-operative tea factory


The Salisbury industrial co-operative tea factory limited, at Gudalur
which engaged in the production of tea. They stand first in the manufacturing of high
quality tea. It was established in the year 04.02.1980. It was commencement of
production on 16.09.1983 .it is under the control of Department of industries and
commerce of Tamilnadu government
Initially the factory was started with 55 members and now the strength
has gradually been increased as on date there are 1,576 of their 2,800 acres. The area of
operation of the tea factory is confined to the gudalur and the surrounding villages. The
main aim to improve to improve the small tea growers residing in the operation to
improve their socio-economic condition by paying reasonable rate for the green tea
leaves supplied by them and also to uplift their standard of life. As well as in fetching of
better sales average among other indco tea factories in nilgiris.
The factory is continuously working on profit from 1987-88 onwards
the major portion of profit at the end of every month is distributed to the members as
additional leaf cost and the factory retains the profit the minimum level to sustain the
viability .The annual turn over of the factory in the order 2007-2008, (1,22,50,000).And
it produces more than 23 lakhs kgs made tea dust by them.
The factory is equipped with machineries for dual production of C.T.C.
and Orthodox types of Teas. The factory continuously stands first in the manufacturing
of high quality tea as well as in fetching of better sales average among other INDCO
Tea factories in nilgiris district .By adopting strict and stringent quality control
measures in the overall manufacturing process the factory obtained ISO-9000:2000
certification for Quality Management system standard and HAACP certification for
food safety management system standard during July 2006 .The other factories areas are
as follows

2.3 Objectives

1. To analyze the working conditions, working environment and safety and


welfare measures provided in the Tea factory.
2. To study the factors which influencing the quality of work life of employees in
the Salisbury industrial co-operative tea factory at Gudalur.

3.The study includes suggesting measures to improve the quality of work life of
employees.

4. Determine the employees expectations towards their work.

2. 4 RESEARCH METHODOLOGY

Area of Study

The area of the study confined to Salisbury Industrial co-operative tea factory.

(a) Sampling Technique

The sampling respondents were selected by adopting convince sampling


techniques of non-probability.

Sampling units

The sampling units chosen for the project were among 100 employees
at Salisbury industrial co-operative Tea factory.

Sample size

For a depth analysis, 100 employees were selected as sample respondents.


these employees selected randomly from the list of employees obtained from the
Salisbury industrial co-operative Tea factory limited for the purpose of the study.

(b) Data collection


Primary data

Primary data means data collected from raw sources (first hand information)
. Primary data was collected through questionnaires by survey method.

Secondary data

Secondary data were collected through records, maintained by the


Salisbury industrial co-operative tea factory limited, Gudalur.

(c) Tools for Data Collection

The involve schedule was formed in such a way that it covers all attempts
was made to present the questions in the simplest possible way. The questionnairies
was very simple and easy to understand for analysis the data statistical tools like
percentage analysis.

2.5 Scope of the study

The study was basically conducted to analyze at the various aspects that
the quality of work life if employees in the tea factory and it‟s mainly based in the
study about working conditions, working environment in the factory. The study on
quality of work life is conducted among the employees of the Salisbury industrial
co-operative tea Factory limited.

This study assesses and analyses the level of quality of work life of
employees. The employees belonging to the lowest and middle hierarchy were
covered for the study. The study identifies the important factors to influence the
quality of work life of employees such as personal details, job related measures,
organizational polices and rules and regulation. An also the attitude of the workers
towards various general attributes where found, with a view to identify the areas
this needs to improve.
2.6 Limitation of study

1.The study of quality of work life of employees was conducted in the Salisbury
industrial co-operative Tea factory limited in Gudalur and their finding and
interpretation cannot be generalized and will not suite any other organization

2.Time was one of the major constraints that were not sufficient to study the
research in detail.

3. The effectiveness of the study may be affected due to the personal bias
CHAPTER-III

REVIEW OF LITERATURE

 Study on Quality of Work Life of Employees in Shanghai, China


A

Authors: Chan, Ka Wai; Wyatt, Thomas

Source: Asia Pacific business Review

This study examines Quality of Work Life (QWL) in China in terms of


how their work lives satisfy eight basic needs of employees and how the

satisfaction of each individual need in their work life affects employees' job satisfaction,
affective commitment, turnover intention, life satisfaction and general well-being.
A total of 319 questionnaires were collected from eight organizations in
Shanghai, China. Based on the need satisfaction theory and spillover theory in the
QWL literature, hypotheses are derived and tested. Results confirm hypotheses
regarding the relationship between perceived QWL and all the dependent
variables. Multiple regression analyses confirm using levels of satisfaction of six
different individual needs as significant predictors of the five dependent
variables. Esteem need satisfaction is found to be the most important for life
satisfaction and turnover intention while four needs (esteem, actualization,
economics and family, and health and safety) predict general well-being.
Knowledge and health and safety need predict affective commitment. Three
needs (economic and family, health and safety, and knowledge) are important for
job satisfaction. Being recognized and appreciated for one' s work is found to be a
strong predictor of how satisfied employees in Shanghai feel with regard to their
lives. Limitations of the study and ideas of future research are discussed. The
success of any organization is highly dependant on how it attracts, recruits,
motivates, and retains its workforce. Today's organizations need to be more
flexible so that they are equipped to Therefore; organizations are required to
adopt a strategy to improve the employees „quality of work life'(QWL) to satisfy
both the organizational objectives and employee needs. These case lets discuss
the importance of having effective quality of work life practices in organizations
and their impact on employee performance and the assessing the Effects

 Efforts to Improve the Quality of Working Life on


Organizational Effectiveness:

Author: Harry C. Katz, Thomas A. Kochan and Mark R. Weber

Illinois State University

This study assesses the relationships among characteristics of industrial


relations systems, efforts to improve the quality of working life, and selected
measures of organizational effectiveness in 25 manufacturing plants belonging to one
company. On the basis of both research from organizational behavior and industrial
relations, the paper offers the proposition that industrial relations systems affect
organizational effectiveness through two channels. The empirical results show

(1) Strong evidence of an association between measures of the performance of


industrial relations systems and economic performance, and

(2) Evidence that efforts to improve quality of working life have little impact on
economic performance. Overall organizational performance.

It has been a relatively neglected area of research among


industrial/organizational psychologists. The empirical research that has been done is
reviewed within the context of six facets (i.e., environmental, personal, process,
human consequences, organizational consequences, and time) of a seven facet
conceptualization of the job stress–employee health research domain. (The seventh
facet, adaptive responses, is reviewed in the forthcoming second article of this series.)
A general and a sequential model are proposed for tying the facets together. It is
concluded that some of the major problems of the research in this area are: confusion
in the use of terminology regarding the elements of job stress, relatively weak
methodology within specific studies, the lack of systematic approaches in the
research, the lack of interdisciplinary approaches, and the lack of attention to many
elements of the specific facets

.In Framingham, employees expressed concerns about long commutes;


difficulties in scheduling workloads; and burdensome administrative tasks that took
underwriters away from their primary job duties and created overtime demands. To
address these issues, certain administrative tasks were reassigned, freeing up more
time for underwriting. A revised system for assigning and monitoring the status of
loan underwriting, which facilitated workload management, and a small
telecommuting experiment were also undertaken.

In Providence, employees were concerned about integrating the accounting


and computer systems of recently acquired banks as well as the growing demands for
faster, more sophisticated reporting. To address these issues, flex-time and
telecommuting were introduced. Report request forms were also revised, giving
employees more information about internal clients' reporting needs at the early stages
of a project.

 Quality of work life and Culture

QWL involves a variety of different factors held to be of some importance by


employees in Canada, U.S.A., Japan, and Western Europe. Singaporeans presumably
have their own conceptions about what comprises a quality working life. These
notions have been tempered by their respective experiences at work as well as their
particular cultural values.

Hofstede (1980) identified four broad dimensions of culture that he named


individualism, power distance, masculinity, and uncertainty avoidance. Hofstede
(1980) depicted Singapore as being much less individualistic than countries like the
USA and Canada. Being low on individualism, Singaporean employees may expect a
more group oriented, family-like relationship than employees from more highly
individualistic countries such as the USA.
Low’s (1984) survey of Singaporean-based subsidiaries of U.S. multinational
and Singaporean firms found that many of the Singaporean firms endorsed an
authoritarian style of management. That is, most of the decision-making resided in the
upper echelons. Stacey and Wise (1983, p.138) stated: a ... “quality of work life is a
management style that adheres to the belief that the organization‟s health improves as
employees become more knowledgeable about and more active in company matters.”
Hofstede (1980), however, reported that one of the countries least similar to the U.S.
on both individualism and power distance was Singapore. Hofstede‟s (1980) research
indicates that cultures scoring high on power distance are more likely to exhibit
reluctance in the adoption of QWL. One might well expect Singaporean employees to
place less value on participation and democracy in the workplace than employees in
such countries as the U.S.A. and Canada who score high on individualism and low on
power distance.

Respondents from these couthest also believed more in group decisions, and
placed work less centrally in their lives than respondents from higher MAS countries.
Therefore we might expect similar kinds of endorsements by Singaporean employees
on the identification of important QWL factors. Uncertainty avoidance, the fourth
cultural dimension identified by Hofstede (1980), refers to the disliking for
ambiguous, poorly defined situation. The implication is that employees from countries
in which there is high uncertainty avoidance will likely prefer a work environment
that is highly structured with rules and regulations to cover a variety of circumstances.
CHAPTER-IV

COMPANY OVERVIEW

4.1 Profile of the Tea factory

 The Salisbury industrial co-operative tea factory limited, Gudalur, the Nilgiris, was
established in the year 1980. The main aim is to improve the small tea grower and to
improve their socio-economic conditions and also uplift their standard of life

 The factory was under the control of department of industries and commerce of Tamilnadu
Government. The factory headed by managing director, Mr. P.krishnan, M.com. MBA.
 In the tea factory the persons employed 120

A) Department staff : 21

B) Workers:

Permanent : 53

Temporary : 46

 The factory is equipped with machineries for dual production of both C.T.C and
orthodox type of tea dust.

 The capital structure of the Salisbury industrial co-operative tea factory limited, gudalur.

The member contribution in the capital structure is Rs 94, 46,000. And the government
contribution is Rs 65, 50,000 and the financial assistance provided to the factory by
(NCDC) the national co-operative development cooperation, NewDelhi had sanctioned
loan assistance of Rs 54, 77,000 lakhs.

 By adopting strict and stringent quality control measures in the overall manufacturing
process the factory has obtained ISO- 9001:2000 Certification for quality management
system standard and HACCP certification for food safety management system standard.
 Servicing rendered by the tea factory according to the seasonal needs ,the factory is
disbursing Agriculture inputs like fertilizers , plant production chemicals, to the members
.tea garden along with the latest technical guidance for proper usage and implementation
for harvesting quality Greenleaf.

4.2 About the industry

History

The early 1930s saw a steady increase in the area under tea cultivation in the small tea
grower sector. These small tea growers had to supply their green leaves only to private tea
factories. These small tea growers faced problems such as very low rates for their leaves,
heavy rejection of leaves and manipulations of quantity etc. It was the scenario that prompted
the government to form INDCOSERVE, a guardian of small tea growers in the Nilgiris
district.

The first Industrial Co-operative Tea Factory in India was established in Yedakkadu
village in the Nilgiris in the year 1958 with 120 small tea grower-members in order to
develop their socioeconomic conditions. As this venture was a great success, it encouraged
the formation of more cooperative tea factories in different areas of the district, wherever
there was concentration of small tea growers.

When the number of factories were on the rise, it was felt necessary to promote an
apex organization to coordinate the activities of all the INDCO tea factories. Accordingly the
Tamilnadu Small Tea Growers‟ Industrial Cooperative Tea Factories‟ Federation Limited,
briefly called the INDCOSERVE was established in 1965 and is functioning under the
administrative control of the Department of Industries and Commerce, Government of
Tamilnadu.

Today, there are 15 Industrial Cooperative Tea Factories under regular production covering
about 32,000 acres of smallholdings and 20,000 small tea growers.

The total production of tea, both Orthodox and CTC, of these factories is around 16
million kgs per annum as against the installed capacity of 27 million kgs.
World class manufacturing facilities
In a dynamic world no manufacturing process can remain static and tea is no
exception. Under the new paradigm the INDCO tea factories are moving towards achieving
world class manufacturing standards, which is a key to meet the challenge of the new
millennium.

Quality - Our Priority


Standard Operating Procedures

Technological and quality up gradation is the order of the day. And more so when it
comes to the field of manufacturing of Tea, there is a myriad of techniques, approaches and
philosophies – some already in vogue, some newly to be coined. INDCOSERVE, with all
these, in four decades of its experience and expertise of deeply rooted knowledge, has been
able to meticulously choose the right set of standards and procedures to produce quality tea to
suite the tastes of its customers.

Setting Standards in Safety Health and Environment

With safety, health and environment in mind, among 15 INDCO Tea Factories, 4
factories have already obtained ISO : HACCP Certification and remaining 11 factories are
under the way of getting ISO : HACCP Certification and thereby setting standards in safety,
health and environment.

Manufacturing Process
Withering

Trough withering – Physico-chemical changes at this stage result in increasing the


level of organic acids, which are responsible for flavour and improved Polyphenol Oxidase
(PPO)

Two different ways of rolling

Orthodox – Imparts twist and style to the made tea. Produces hi-flavour teas. CTC (Cut
- Tear - Curl) – Imparts liquoring properties. The leaves are crushed in between the vanes and
resistors and discharged through diaphragm. Produces hi-cuppage, strong liquor teas.

Fermentation

It is an oxidation process by which the Polyphenols in the leaf get oxidized with the
help of indigenous enzyme called Polyphenol Oxidase.

Drying

Under this process, the bio-chemical changes are terminated and the moisture is reduced
to a negligible percentage to ensure better keeping quality

Special Features - at a glance


 State-of-the-art Duel Manufacturing Facilities (DMF)
 Well-defined Standard Operating Procedures (SOP)
 Moving towards achieving World Class Manufacturing Standards (WCM) by
obtaining ISO : HACCP Certification.
 Setting standards in Safety, Health and Environment (SHE)

State-of-the-art warehousing facilities


With the warehouses being centrally located and proximity to the auction centers at
Coonoor, Coimbatore and Cochin and with the state-of-the-art warehousing facilities,
INDCOSERVE has clearly, definitely, redefined “Warehousing”.

“Ooty Tea” - The new flavour of success


“OOTY Tea” is a clear representation of INDCOSERVE‟s initiation of taking the
Nilgiri Teas to a step forward. It has successfully entered into the packaged tea market, which
has been hitherto dominated by multinationals and other corporate big wings in India. The
ability of the brand to make an impact in its segment within a short span of time, has laid a
strong foundation for further innovative endeavors by INDCOSERVE. Today, 3.12 million
kgs of teas are being sold under the brand name “OOTY TEA”
Future – A greener tomorrow
With over 4 decades of success, the organization is looking forward to take the tea
manufacturing to the next level. As the world awakens to the benefits of tea as not only a
beverage but also a medicine for health care, INDCOSERVE aims to globalize its tea market
with the coordination of Tea Board of India.

The headed Indco tea factory in Nilgiris


The indco tea factories in nilgris are as follows
1. Manjoor indco tea factory.
2. Kundha indco tea factory.
3. Edakaddu indco tea factory
4. Magalinga indco tea factory.
5. Karumpalayam indco tea factory.
6. Kaikatti indco tea factory.
7. Markanadu indco tea factory.
8. Pethllaaru indco tea factory.
9. Kattabettu indco tea factory
10. Bekatti indco tea factory.
11. Pandiar indco tea factory.
12. Pandalur indco tea factory
13. Salisbury indco tea factory.
14. Yebanadu indco tea factory.
15. Kothagiri indco tea factory.
16. Kezi kothari indco tea factory.
17. Bitherkadu indco tea factory.
CHAPTER-V

ANALYSIS AND INTERPRETATION

Analysis refers to the computation of indices or measures along with


searching for patterns of relationships that exceeds among data group. After collection of
data, editing and coding was done for purpose of appropriate statically analysis.

Analysis of data involves a number of closely related operations, which are


performed with the purpose of summarizing the collected data and organsing this in such a
manner that enables the to relate critical point with the study objective .percentage were used
for data analysis and interpretation.

Analysis and interpretation were based on interpretation , which gives primary


data that is required for the study .the study includes various factors for analysis and
interpretation such as personal factors , job related factors , welfare measures , safety
measures, working condition, organizational policies, organizational rules and regulation

Analysis and interpretation are the central step in the research process.
Analysis of data means studying the tabulated material in order to determine inherent facts or
meaning .in involves breaking down complex factors into simpler units.

Interpretation refers to the task of drawing inference from the collected facts
after an analytical or experimental study. Interpretation id the search for the border meaning
of research findings .interpretation is the device through which the factors that seems to be
explaining in the study can better understood and also provides a theoretical conception
which can serve as a guide for further researchers.

TABLE: 5.1
Classification based on age of respondents

Age of selected workers.

NUMBER OF PERCENTA
S.NO AGE GROUP
EMPLOYEES GE

1. 18-25 7 7

26-34 12 12
2.

3. 35-44 45 45

4. 45&above 36 36

TOTAL 100 100

Source: primary data

Out of the total respondents taken for the study 45 %respondents were in the age
group (35-44) years. Nearly 36% of respondents were in the age group 45 and above
years. And, 12% respondents were in the age group (26-34) the remaining 7%of
respondents were in the (18-25) years of young age group
.CHART 5.1

Classification based on age of


respondents

45
40
percentage of respondents

35
30
25
20
15
10
5
0
18-25 26-34 35-44 45&above
Age Group
TABLE: 5.2

Classification based on gender

NUMBER OF
S.NO GENDER PERCENTAGE
EMPLOYEES

1 Male 48 48

2 Female 52 52

TOTAL 100 100

Source: primary data

The 100 employees in the tea factory workers as 48%were males and 52%were
females.
CHART: 5.2

Classification based on gender

53
Percentage of respondents

52

51

50

49

48

47

46
Male Female
Gender
TABLE: 5.3

Classification based on marital status

The quality of work life of employees mostly it depends upon the


marital status .if the employees is married then the financial stress to be borne by the
employees is likely to increase and this can have an impact on the level of job
satisfaction on the job. The following table shows the marital status of the employees.

MARITAL NUMBER OF
S.NO PERCENTAGE
STATUS EMPLOYEES

1 Married 88 88

2 Unmarried 12 12

TOTAL 100 100

Source: primary data

In the above mentioned table 88% of the respondents were married and the
remaining 12%of the respondents were unmarried.

CHART: 5.3
Classification based on marital status.

90
80
70
Percentage of
respondents

60
50
40
30
20
10
0
Married Unmarried
Marital Status

TABLE: 5.4

Classification of employees based on educational qualification


The aspiration and expectations of individuals are influenced by the level
of education. The individual who have more expectation and aspiration compared to those
who have low educational qualification .Hence, there is a scope for employees either to be
satisfied with the polices and procedure depending upon the level of their education.

NUMBER
EDUCATIONAL
S.NO OF PERCENTAGE
QUALIFICATION
EMPLOYEES

1. Illiterate 49 49

2. Up to 10th 31 31

3. Higher secondary 13 13

4. Diploma/Degree level 7 7

TOTAL 100 100

Source: primary data

In the above mentioned table 49%of employees are illiterate and, 31%of the
respondents are up to 10th and, 13% of the respondents were having higher secondary
level and, 7% of respondents were having diploma/degree level.

CHART: 5.4
Classification of employees based on educational qualification
60
Percentage of respondents

50

40

30

20

10

0
Illiterate Upto 10th Higher Diploma/Degree
secondary level
Educational Qualification

TABLE: 5.5
Classification based on family members

The family members of the respondents the distribution to their family member shown
in the following table.
NUMBER OF NUMBER
S.NO FAMILY OF PERCENTAGE
MEMBERS EMPLOYEES

1. 1-3 23 23

2. 4- 6 73 73

3. 7-9 4 4

4. Above 9 - -

TOTAL 100 100

Source: primary data


From the above table it is evident that 23%of the respondents family
consists of 1-3 persons, 73%of the family consists of 4-6persons, 16% of the
respondents family consists of 7-9 persons and none of the respondents family consists
above 9 persons.

80
CHART: 5.5
70
Classification based on family members
ercentage of respondents

60

50

40

30

20
TABLE: 5.6

Classification based on Income level

The comfort enjoyed by the employees and their family members depends on the
salary of the employees .The following tables shows the income level.
MONTHLY NUMBER OF
S.NO PERCENTAGE
INCOME EMPLOYEES

1. Below 3000 67 67

2. 3001-6000 33 33

3. 6001-9000 - -

4. 9001&above - -

TOTAL 100 100

Source: primary data


From the above the table the income level shows that 67%of the respondents earn
below 3000and 33%of the respondents earn 3001-6000.

CHART: 5.6
Classification based on income level
80

Percentage of respondents 70

60

50

40

30

20

10

0
Below 3000 3001-6000 6001-9000 9001&above
Income level

TABLE: 5.7

Classification based on nature of employment

The nature of job of the employees which they were permanent and temporary in
the organization .The worker interest on their job differs from each one .the following tables
shows the employees nature of employment.
NATURE OF NUMBER OF
S.NO PERCENTAGE
EMPLOYMENT EMPLOYEES

1. Permanent 54 54

2. Temporary 46 46

TOTAL 100 100

Source: primary data

From the above table 54%of the respondents are permanent workers and rest 46%of the
respondents are temporary workers.

CHART: 5.7
Classification based on nature of employment
Percentage of respondents 56

54

52

50

48

46

44

42
Pernament Temporary
Nature of employment

TABLE: 5.8

Classification based on system of employees work


The system of employees work may be classified in shift basis they are Day and
night shift, in the night shift more male Employees are at work than female Employees.
The system of employees work shown below;

SYSTEM OF NUMBER OF
S.NO PERCENTAGE
WORK EMPLOYEES

1 Day 63 63

2 Night 37 37

TOTAL 100 100

Source: primary data


It was found that 63%ofthe employees were Day shift .and remaining 37% of
the employees were Nightshift.

CHART: 5.8
Classification based on system of employees work
Percentage of respondents 70

60

50

40

30

20

10

0
Day Night
System of work

TABLE: 5.9

Classification based on employee’s period of service

The quality of work life of employees may be also be affected by the period of
service .As the experience in their increases the satisfaction on the job level because the
better adjustment towards their jobs and the working condition and vice-versa if the person is
involved with the Job.

PERIOD NUMBER
S.NO OF OF PERCENTAGE
SERVICE EMPLOYEES

1. Less than one year 2 2

2. 1-5 Years 13 13

3. 6-10 Years 23 23

4. More than10 years 62 62

TOTAL 100 100

Source: primary data


It was found that 62% employees were having more than 10 years of service, and
23%of employees were having 6-10 year of service, 13%of employees were having1-5years
of service, remaining 2%were having less than one year

CHART: 5.9

Classification based on employee’s period of service


Percentage of respondents 70

60

50

40

30

20

10

0
Less than one 1 to 5 Years 6 to 10 Years More than10
year years
Period of service

TABLE: 5.10

The employee’s opinions towards the work place

In the quality of work life on employees attitude on work place is the important factor
for every organisation.In the place the space allotment. And the raw material moving
facilities are too needed in the work place.
NUMBER
WORK
S.NO OF PERCENTAGE
PLACE
EMPLOYEES

1. Highly satisfied 79 79

2. Satisfied 12 12

3. Dissatisfied 9 9

4. Highly dissatisfied - -

TOTAL 99 100

Source: primary data


Above table is shown that 79% of the employees were feel about work place are
highly satisfied, 11%of the employees were satisfied in their work place, and 9%ofthe
employees are dissatisfied on their work place.

TABLE: 5.10

The employee’s opinions towards the work place


90
80
Percentage of respondents

70
60
50
40
30
20
10
0
Highly Satisfied Dissatisfied Highly
satisfied dissatisfied
Opinions

TABLE: 5.11

The employee’s opinion towards the health measures

WELFARE NUMBER OF
S.NO PERCENTAGE
MEASURES EMPLOYEES
1. Highly satisfied 58 58

2. Satisfied 23 23

3. Dissatisfied 12 12

4. Highly dissatisfied 7 7

TOTAL 100 100


In quality of work life of employees, health measure is an important factor so that
the factory should provide the medical checkup for every six months. And also the
providing mouth cap, hand glouse are to be given to the employees for their health

measures.

Source: primary data


It knows from the table that 58%of the employees are highly satisfied with their
health measure and, 23%of the employees are satisfied and, 12%ofthe employees are
dissatisfied, nearly 7% of the employees are highly dissatisfied.

CHART: 5.11
The employee’s opinions towards the health measures
Highly
dissatisfied

Dissatisfied
Opinions

Satisfied

Highly
satisfied

0 20 40 60 80
Percentage of respondents

TABLE: 5.12
The employee’s opinions towards the safety measures

An organization should aware of the safety measures and find out best possible methods
are to be implemented to safe guard the employees.

SAFETY NUMBER OF
S.NO PERCENTAGE
MEASURE EMPLOYEES

1. Acceptable 79 79

2. Not acceptable 21 21

TOTAL 100 100

Source: primary data


Almost 79%of the employees are Acceptable with the safety measures and, 21%of the
employees are not acceptable.

CHART: 5.12

The employee’s opinions towards the safety measures


80

70
Percentage of the respondents

60

50

40

30

20

10

0
Acceptable Not acceptable
Opinions of the respondents

TABLE: 5.13

The employee’s opinions regarding rest interval

The employees should provide with enough rest to avoid fatigue .this enable them with full
interest, which in turns leads to job satisfaction to the employees.
REST NUMBER OF
S.NO PERCENTAGE
INTERVALS EMPLOYEES

1. Highly satisfied 32 32

2. Satisfied 49 49

3. Dissatisfied 16 16

4. Highly dissatisfied 3 3

TOTAL 100 100

Source: primary data


In the above table 49%of the employees are satisfied with the rest interval
and,32%of the employees are highly satisfied with the rest interval and 16% of the employees
are dissatisfied and Nearly3% of the employees are highly dissatisfied

CHART: 5.13

The employee’s opinions regarding rest interval


Percentage of respondents 60

50

40

30

20

10

0
Highly Satisfied Dissatisfied Highly
satisfied dissatisfied
Opinions

TABLE: 5.14

The employee’s opinions regarding job security

An employee contributes the best on his potentially and he will be satisfied with the job if
he feels secured in job security therefore becomes essential for job satisfaction.
JOB NUMBER OF
S.NO PERCENTAGE
SECURITY EMPLOYEES

1. Highly satisfied 55 55

2. Satisfied 22 22

3. Dissatisfied 13 13

4. Highly dissatisfied 10 10

TOTAL 100 100

Source: primary data


The table reveals that 49% of the employees feel that the job security is very well,
32% of the employees are highly satisfied and 16%of the employees are dissatisfied and,
3%of the people are highly dissatisfied with the job security.

CHART: 5.14
The employee’s opinions regarding job security
Percentage of respondents 60

50

40

30

20

10

0
Highly Satisfied Dissatisfied Highly
satisfied dissatisfied
Opinions

TABLE: 5.15

The employees satisfaction regarding salaries and Allowances

The salary is the important factors of every employees .Good salary influence to
motivate the employees on his work level.
NUMBER
S.N SALARIES
OF PERCENTAGE
O &ALLOWANCES
EMPLOYEES

1. Highly satisfied 14 14

2. Satisfied 30 30

3. Neutral 43 43

4. Highly dissatisfied 13 13

TOTAL 100 100

Source: primary data


From the above table it is evident that as like 42% of the employees are neutral, 30%
of the employees are satisfied and 14%of the employees are highly satisfied and, nearly
13%of the employees are highly dissatisfied regarding salaries and allowances.

CHART: 5.15
The employees satisfaction regarding salaries and Allowances
50
Percentage of respondents

45
40
35
30
25
20
15
10
5
0
Highly Satisfied Dissatisfied Highly
satisfied dissatisfied
Opinons

TABLE: 5.16

The employee’s opinions regarding on promotion


A study was taken on the employees opinions on the promotion in an
organization .It may be based on experience, performance, and educational qualification and
seniority. The following table shows the workers opinions regarding the factors which
determine promotion.

EMPLOYEES NUMBER
OPINIONS OF
S.NO PERCENTAGE
PROMOTION EMPLOYEE
GIVEN S
1. Seniority 45 45

2. Educational qualification 25 25

3. Performance 18 18

4. Experience 12 12

TOTAL 100 100

Source: primary data


From the above table it is known that 45% of the employees feel that
promotion should be based on seniority ,25% of the employees feels on Educational
qualification, and 18%of the employees feels on performance and nearly12% of the
employees feels that promotion based on experience.

CHART: 5.16
The employee’s opinions regarding on promotion
50
Percentage of respondents
45
40
35
30
25
20
15
10
5
0
Seniority Educational Performance Experience
qualification
Employees opinions on the promotion

TABLE: 5.17

The employee’s awareness towards the trade unions


The trade unions which engaged in most of the organization that which acts as
the intermediaries between the employees and the management or government for their needs
of the employees.

EMPLOYEES
NUMBER
OPINIONS ON
S.NO OF PERCENTAGE
AWARE OF
EMPLOYEES
TRADE UNIONS

1. YES 93 93

2. No 7 7

TOTAL 100 100

Source: primary data


The above table shows that 93% of the employees aware on the trade unions
and, nearly 7%only not aware of the trade unions

CHART: 5.17

The employee’s awareness towards the trade unions


100
90
Percentage of respondents

80
70
60
50
40
30
20
10
0
Yes No
Employees opinions on awareness of the trade
unions

TABLE: 5.18

The employee’s satisfaction towards the trade unions

In the every organization they have been problem with the employees and the
organization some of the disputes are solved by the trade unions .so that the employees are
satisfied in such activities done by the trade unions.
EMPLOYEES NUMBER
OPINIONS ON OF PERCENTAG
S.NO
SATISFACTION EMPLOYEE E
OF TRADEUNIONS S

1. Highly satisfied 13 13

2. Satisfied 20 20

3. Dissatisfied 53 53

4. Highly dissatisfied 14 14

TOTAL 100 100

Source: primary data


From the above table 53% percentages of the employees areDissatisfied and
20% of the employees are satisfied with the trade unions activities .And, 14% of the
employees are employees are highly dissatisfied, nearly 13%of the employees are highly
dissatisfied.

CHART: 5.18
The employee’s satisfaction towards the trade unions
60
Percentage of respodents

50

40

30

20

10

0
Highly satisfied Satisfied Dissatisfied Highly
dissatisfied
Employees opinion on satisfaction on Trade unions

TABLE: 5.19

The employee’s opinions regarding organizational policies.


Sound personnel policies are an essential base for sound personal practice .they
provide the base for the management by principle as contrasted with management by
expediency .in their base which result many times in improper emphasis being given to
significant characteristic, criteria or circumstance of a problem so there should be sound
personnel policies and the following table shows the employees opinion regarding the
organsational policies of the factory.

EMPLOYEES
NUMBER
OPINIONS ON
S.N OF PERCENTAGE
ORGANSATIONAL
EMPLOYEES
POLICIES

1. Satisfied 92 92

2. Dissatisfied 8 8

TOTAL 100 100

Source: primary data


From the above table shows 91%of the employees are satisfied with
the organizational policies, and 8%of the employees are dissatisfied with the organizational
policies

CHART: 5.19
The employee’s opinions regarding organizational policies.
100
90
Percentage of respondents

80
70
60
50
40
30
20
10
0
Satisfied Dissatisfied
Employees satisfaction on organisational policies

TABLE: 5.20

The employee’s opinions regarding organizational rules and regulation

When an employee comes into the work ,he bring him his total personality and his
attributes ,likes and dislikes his personal characteristics and are to be turn and follow the rules
and regulations of the organization. The following table shows the opinions regarding the
employee‟s satisfaction level of rules and regulations.

EMPLOYEES
OPINIONS ON
S.N NUMBER OF
RULES AND PERCENTAGE
O EMPLOYEES
REGULATION
S

1. Highly satisfied 85 85

2. Satisfied 12 12

3. Dissatisfied 3 3

4. Highly dissatisfied - -

TOTAL 100 100

Source: primary data


The study revealed that 85%of the employees are highly satisfied and, 12%of the
employees are satisfied with rules and regulations, 3%of the employees are dissatisfied.

CHART: 5.20
The employee’s opinions regarding organizational rules and regulation
90
Percentage of respodents
80
70
60
50
40
30
20
10
0
Highly satisfied Satisfied Dissatisfied Highly
dissatisfied
Employees opinion on satisfaction on organisational rules
and regulation

Chi-square analysis for rest intervals

Male Female Total


Highly satisfied 13 18 31
Satisfied 22 27 49
Dissatisfied 9 7 16
Highly dissatisfied 3 0 3
Total 47 52 99

Observed Expected (O-E) (O-E)2 (O-E)2/E


frequency (O) frequency(E)
13 15 -2 4 0.3
18 16 2 4 0.3
22 23 -1 1 0.04
27 26 1 1 0.04
9 8 1 1 0.13
7 8 -1 1 0.13
3 1 2 4 4
0 2 -2 4 2
6.94
Degrees of freedom (r-1) (c-1)

= (4-1) (2-1)
Degrees of freedom = 3
The degree of freedom for 3% at 5% is 7.185
The calculated value is lesser than the table value hence the hypothesis ic accepted.

CHAPTER-VI
FINDINGS, SUGGESTION AND CONCLUSION

6.1 Findings
The following are the findings based on the analysis .And the study based on the
quality of work life of the employees at the Salisbury industrial cooperative tea factory
limited, was good .This appeared to be because of the following reasons.
 The factors of findings of the study is about the personal characteristics, Here refers to
bio-socio variable as Age .When and the quality of work life of employees based on
the satisfaction level. Were the satisfaction increases only by increasing the age as a
person grows older he become matured and experienced.
 And the employees martial status, Educational qualification, period of service is more
stable and these factors could not affect on the employees work.
 The employees salary are not stable for most of them nearly 42%of the employees are
dissatisfied.
 Nature of employment of the employees nearly ,54%of the employees are permanent
and 46%of the employees are temporary
 Working environment in the organization is to be well defined if the work place is
better and his attitude is also being good. The quality of work life of employees
mainly depends upon the working condition where in the worker are satisfied with
lighting and ventilation, cleanliness and are basic factor of the work place.
 The safety, health, and welfare measure are the important factors in the quality of
work life of the employees.
 The safety measures, drinking water, toilet facilities, and retirement benefits and
medical benefits are to be better in the organization
 Most of the employees are satisfied with rest intervals.
 Structured communication system is to be followed by them .This makes the
employees to feel better and makes him that they part of the company and encourage
them to perform well.
 About 59%of the employees feel that the relationship with their superior is very good.
 Most of the employees opined that their promotion should be based on seniority .The
first preference on them.
 Trade unions plays a major role in the employees activities most of them nearly, 93
%of the employees aware of the trade unions.
 Most of the employees are satisfied with the organizational policies and rules and
regulation

6.2 Suggestion
In order to improve the quality of work life of employees in the Salisbury
industrial co-operative tea factory limited the suggestions are to be followed.

 The working environment should be improved by adopting the new technique.


 A hospital should be provided near to the factory
 The time interval should be increased more than 15 minutes.
 The drinking water facilities should be increased.

6.3 Conclusion

Quality of work life of employees can contribute substantially to the


organizational effectiveness it focuses on employees quality of work
The study focuses on various factors such as personal factors welfare measures,
working condition interpersonal relationship etc… almost all the employees are satisfied with
the organizational factors the manage provides a satisfied with his job to the extent that job
provides him what the employees desire the goal to improve the quality of work life of
employees can be defended by social responsibility.
From the research study it was find that most of the employees are being
working in the tea factory. The working environment and the quality of the work life of the
employees are appreciable. The management of the factory has provided various facilities to
improve the quality of the working life of the employees. Thus the over all quality of the
work life of the employees is in the factory is good and appreciable.
APPENDIX

QUESTIONNAIRE

A STUDY ON QUALITY OF WORK LIFE OF EMPLOYEES IN SALISBURY


INDUSTRIAL CO-OPERATIVE TEA FACTORY LIMITED AT GUDALUR

Personal Details
1. Name :

2. Address :

3. Age
a) 18-25 b) 26-34
c) 35-44 d) 45and above

4. Sex :
a) Male b) Female

5. Martial status
a) Married b) unmarried

6. Educational Qualification
a) Illiterate b) upto 10th
c) Higher secondary c) diploma /degree level

7. Number of family members


a) 1-3 b) 4-6
c) 7-10 d) Above 10

8. Income level
a) Below 3000 b) 3001-6000
c) 6001-9000 d) 9001and above

9. Nature of employment
a) Permanent b) Temporary

10. System of Employees work


a) Day shift b) Night shift

11. Period of service


a) Less than one year b) 1-5 Years
c) 6-10 Years d) Above 11 Years

Employees Attitude on Working Environment

12. Are you satisfied with your work place?


12. Are you satisfied with your work place?
a) Highly satisfied c) Satisfied
c) Dissatisfied d) Highly dissatisfied

13. Are you satisfied with your health measures?


a) Highly satisfied c) Satisfied
c) Dissatisfied d) Highly dissatisfied

14. Are you satisfied with your safety measures?


a) Acceptable b) Not acceptable

15. Employees satisfaction on the basis of satisfaction of rest interval


a) Highly satisfied c) Satisfied
c) Dissatisfied d) Highly dissatisfied

Attitude about Job Security

16 .How do you feel about job security


a) Highly satisfied b) Satisfied
b) Dissatisfied d)Highly dissatisfied

17. Are you take any steps regarding the safety of your job
a) Yes b) No

18. Are you satisfied with the salaries and allowances provided by the company
a) Highly satisfied b) Satisfied
c) Neutral d) Dissatisfied

19 .On what basis the promotion should be given


a) seniority b) Educational
c) Performance d) Experience

Attitude about Trade Union Relationship

20. Are you aware of the trade union?


a) Yes b) No
1. If yes, mention about the name of trade union

21. Are you satisfied with the trade unions activities?


a) Highly satisfied c) Satisfied
c) Dissatisfied d) Highly dissatisfied

Employees Attitude on Organizational Policies, Rules &Regulation


22. Whether you satisfied with your organizational policies
a) Satisfied b) Dissatisfied

23. Are you satisfied with your organizational rules and regulation?
a) Highly satisfied c) Satisfied
c) Dissatisfied d) Highly dissatisfied

BIBLIOGRAPHY

1. Human behavior at work vol-1- M.G. Rao


2. Human resource management - C.B. Guptaa
3. Personnel Management - Dr. P. Subba Rao
4. Personnel Management - Edwin B. Flippo
5. Research Methodology - C.R. Kothari
6. Web Address - http://www.teauction.com/industry/indhistory.asp