INTRODUCTION

1.1 NEED AND IMPORTANCE OF THE PROJECT

Quality of work life is a partnership between a company and its employees where everyone works together to achieve the business objective of the company and the personal aspiration of the employees. It is therefore largely the organizations responsibility to create an environment and culture conducive to this partnership. Quality of work life is a barometer that determines the association of a person with the organization. Now the managers believe that improving the quality of work life will increase the productivity. herefore!

quality of work life needs to be measured at regular intervals in order to track the employees contribution to the success of the organization. Q"# is one of the most important factors! which leads to such favorable atmosphere. It produces more humanized jobs. It attempts to serve the higher order needs of employees are human resources that are to be developed rather than simply used Q"# leads to an atmosphere that encourages than to improve their skill. It also leads to have good interpersonal relations and highly motivated employees who strive for their development. Q"# will ensure enthusiasm work environment with opportunities for everyone to give is best. $uch job will provide job satisfaction and pride to the company.

1.2 TOPIC OF STUDY

he topic selected for the study is Quality of "orklife of %mployees in $mall $cale $teel Industries in &erala' ( )ase $tudy with $pecial *eference to &aypee +etals and (lloys ,-. #td.! &ollam.

1.3 DEFINITIONS
1.3.1 Quality of o!" lif# Quality of work life refers to the favorableness or unfavorableness of the job environment of an organization for its employees which cover a persons feeling about every dimensions of their work. Quality of work life of employees is an important consideration for employers interested in improving employees job satisfaction and commitment. 1.3.2 E$%loy## (n employee is a person who works in the service of another person under an e/press or implied contract of hire! under which the employer has the right to control the details of work performance. (n employee contributes labour and e/pertise to an endeavour of an employer and is usually hired to perform specific duties which are packaged into a job.

1.& O'JECTI(ES OF THE STUDY

0. 1. o find out the satisfaction towards the working conditions of the company. o find out the interpersonal relationship among the co2workers in the company. 3. o find out the participation level of the employee in the management activities. 4. o identify the factors that affecting quality of work life in &aypee +etals and (lloys ,-. #td. 5. 6. o know whether the employees family or personal life affecting their work. o find out the employees attitude towards their job.

1.) SCOPE AND *IMITATIONS

he study is conducted for employees working in &aypee +etals and (lloys ,-. #td.! for a period of one month. hrough the study an effort has been made to know that the employees are satisfied with the organisation climate and also find out the drawbacks e/isting needs of the employees in the organisation. (nd also an effort has been made to know whether the employees are satisfied with the welfare measures provided there and thus to see whether a healthy relationship is maintained between the employees themselves and between the +anagement of &aypee. he time allowed for this study is limited! which is not sufficient to conduct a deep study on this topic. he personal interview resulted much delay in the collection of data as the investigator had to respond their whims and fancies to get the right data. he data is handled manual! it is prone to data entry error and manipulation errors making the data less reliable. 7ata collection is very e/pensive.

1.+ OR,ANISATION OF THE STUDY

C-a%t#! I . I/t!o0u1tio/ his chapter includes need and importance of the project! topic of study! definitions! objectives of the study! scope and limitations! organisation of the study and references. C-a%t#! II . P!ofil#2 his chapter includes industry and company profiles only.

C-a%t#! III . A!#a of Stu0y his chapter includes area! relevance of the area of study! concept 8theory! current issues! literature and references. C-a%t#! I( . M#t-o0olo3y his chapter includes importance of methodology! methodology followed! sample! tools! collection of data! statistical techniques and references. C-a%t#! ( . A/aly2i2 a/0 I/t#!%!#tatio/ of Data his chapter includes the analysis and interpretation of data. C-a%t#! (I . Fi/0i/324 Su33#2tio/2 a/0 Co/1lu2io/ his chapter includes major findings! suggestions and conclusion of the study. 'i5lio3!a%-y A%%#/0i6

1.7 REFERENCES
7aud ,1909.! :Investigating the *elationship ;etween Quality of "ork #ife and <rganizational )ommitment (mongst %mployees in +alaysian =irms! International >ournal of ;usiness and +anagement! ?ol' 5! No. 09.

PROFI*ES
2.1 INDUSTRIA* PROFI*E St##l
$teel is an alloy consisting mostly of iron! with a carbon content between 9.1@ and 1.94@ by weight! depending on grade. )arbon is the most cost2

effective alloying material for iron! but various other alloying elements are used such as manganese! chromium! vanadium! and tungsten. )arbon and other

elements act as a hardening agent! preventing dislocations in the iron atom crystal lattice from sliding past one another. ?arying the amount of alloying elements and form of their presence in the steel ,solute elements! precipitated phase. controls qualities such as the hardness! ductility and tensile strength of the resulting steel. $teel with increased carbon content can be made harder and stronger than iron! but is also more brittle. he ma/imum solubility of carbon in iron ,in austenite region. is 1.04@ by weight! occurring at 004Ao)B higher concentrations of carbon or lower temperatures will produce cementite. (lloys with higher carbon content than this are known as cast iron because of their lower melting point and castability. $teel is also to be distinguished from wrought iron containing only a very small amount of other elements! but containing 0 C 3@ by weight of slag in the form of particles elongated in one direction! giving the iron a characteristic grain. It is more rust2 resistant than steel and welds more easily. It is common today to talk about the iron and steel industry as if it was a single entity! but historically they were separate products.
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hough steel had been produced by various inefficient methods long before the *enaissance! its use became more common after more efficient production methods were devised in the 0Dth century. "ith the invention of the ;essemer process in the mid 0Ath century! steel became a relatively ine/pensive mass2produced good. =urther refinements in the process! such as basic o/ygen $teel making! further lowered the cost of production while increasing the quality of the metal. oday! steel is one of the most common materials in the world and

is a major component in buildings! tools! automobiles! and appliances. +odern steel is generally identified by various grades of steel defined by various standards organizations.

Mo0#!/ St##l Ma"i/3

he modern era in steel making began with the introduction of Eenry ;essemers ;essemer process in 0F5F. his enabled steel to be produced in large

quantities cheaply! so that mild steel is now used for most purposes for which wrought iron was formerly used. of steel production. his was only the first of a number of methods

he Gilchrist2 homas process ,or basic ;essemer process.

was an improvement to the ;essemer process! lining the converter with a basic material to remove phosphorus. (nother was the $iemens2+artin process of open2hearth steel making! which like the Gilchrist2 homas process

complemented! rather than replaced! the original ;essemer process. hese were rendered obsolete by the #inz27onawitz process of basic o/ygen steel making! developed in the 0A59s! and other o/ygen steel making processes.

TOP.&8 PRODUCERS 'Y INTERNATIONA* IRON 9 STEE* INSTITUTE

his is a list of the largest steel2producing companies in the world according to the International Iron and $teel Institute. he list is compiled from

its page op $teel -roducers 199D. Note that not all steel is the same, some steel is far more valuable than other steel. ,<utput in million metric tons crude steelB the country8region of producers basing specified in brackets.. +ton (rcelor+ittal ,Global. +ton Nippon $teel ,>apan. +ton >=% ,>apan. +ton -<$)< ,$outh &orea. +ton $hanghai ;aosteel Group )orporation ,)hina. +ton ata $teel ,India head office. ,Global. +ton #iao Ning (n2;en Iron and $teel Group ,)hina. +ton $hagang Group ,)hina. +ton Ee;ei angshan Iron H $teel Group ,)hina. +ton Inited $tates $teel )orporation ,Inited $tates. +ton "uhan Iron and $teel ,)hina.

+ton Nucor )orporation ,Inited $tates. +ton Gerdau ,;razil. +ton Gruppo *iva ,Italy. +ton $everstal ,*ussia. +ton hyssen&rupp ,Germany +ton %vrazEolding ,*ussia. +ton +agang Group ,)hina. +ton $teel (uthority of India #imited ,India. +ton $umitomo +etal Industries ,>apan. +ton +agnitogorsk Iron and $teel "orks ,*ussia. +ton echint ,(rgentina8Italy. +ton $hougang ,)hina. +ton $han 7ong >inan ,)hina. +ton $han 7ong #aiwu $teel ,)hina. +ton ?alin $teel Group ,)jina. +ton )hina $teel , aiwan. +ton Imidro ,Iran. +ton Eyundai INI $teel ,$outh &orea.

+ton Novolipetsk ,*ussia. +ton $han/i aiyuan Iron and $teel )ompany ,)hina. +ton +etalloinvest ,*ussia. +ton Eenan (nyang Iron H $teel ,)hina. +ton Inner +ongolia ;aotou $teel ,)hina. +ton Isiminas ,;razil. +ton Eebei Eandan Iron H $teel ,)hina. +ton )elsa Group ,$pain. +ton &obe $teel ,>apan.

otal world steel output in 199D' 0!344!3 million metric tons ,mmt.. It should be noted that the International Iron and $teel Institute ,II$I. reports and analyzes its rankings in terms of steel volumes. here are many arguments

suggesting that a better ranking should be based on steel revenues C probably based in I$ dollars. his can either be obtained by studying the company

financials! or by estimating the average selling price per ton of steel shipped ,based on product mi/. multiplied by the shipped tones in that year. Integer *esearch #td.! a #ondon based company! claims to produce a ranking based on steel revenues. It is not clear how this compares to a ranking based on steel volumes! but is likely to represent the value added elements in the steel making.

TMT 'a!
hey manufacture an e/tensive range of + bars that has a proven

record in resisting loss of strength at high temperatures as e/perienced during fires. hese bars are corrosion resistant. <wing to their good ductility! these bars

are also earthquake resistant and hence perfectly suitable for various seismic zones. (.). urbo + are produced with carbon less than 9.15@ and are

suitable for all the main welding processes without any special precautions.

P!o%#!ti#2 of TMT
Ta5l# : 2. 1 M#1-a/i1al P!o%#!ti#2 of TMT

P!o%#!ti#2

IS 1;+< ,!a0# F# )88

T!a0# T-#!$#6 )88

A.C. TUR'O TMT Ty%i1al (alu#2

Jield $trength N8mm1 min +in. $tress ratio! ,I $J$. I $! N8mm1 min (5 %longation ,$ource' $econdary 7ata. I/t#!%!#tatio/

599

599

5192569

0.9F

0.01

0.0520.0D

545 01

569 06

5A92639 0F211

10

he table shows yield strength! minimum stress ratio! elongation etc. as the mechanical properties of + bars.

Ta5l# : 2.2 C-#$i1al P!o%#!ti#2 of TMT

C-#$i2t!y )arbon $ulphur -hosphorous +anganese ,$ource' $econdary 7ata. I/t#!%!#tatio/

I217<+ F# )88 9.39 ma/imum @ 9.55 ma/imum @ 9.55 ma/imum @

A.C. TUR'O TMT 9.0D to 9.15@ 9.55 ma/imum @ 9.45 ma/imum @ 9.59 to 9.D9

he table shows the chemical properties of levels of carbon! sulphur! phosphorous and manganese.

bars by showing its

11

Ta5l# : 2.3 '#/0a5ility P!o%#!ty of TMT

est

Is 0D6F =e 405

hermo 499

;s 444A Gr. 469

hermo 459

I$ 0DF6 =e 599

(.). urbo 599 +

;end

3d ,4d for K 09 dia $d ,Dd for K 09 dia.

1d

3d

1d ,5d for K 11 dia. 5d ,Dd for K 09 dia.

4d

3d

*ebend

4d

5d4d

5d

,$ource' $econdary 7ata. I/t#!%!#tatio/ he table shows e/tend of bend and re2bend properties of + bars.

MS Rou/0
heir range of +$ round bars are known for their strength and durability. <ur e/perienced engineers and technical staff use only the best quality of mild steel in manufacturing these bars. Eaving high tensile strength! these bars can easily withstand temperature conditions. "e offer these mild steel round bars in cold processes and bright or special polished quality.
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hese +7 round bars can

be customized on terms of size! grade! tolerance and length. <ur products find their usage in manufacturing fasteners! window grills! shafts and other products.

I/3ot2
+ade using premium grade mild steel! our range of ingots are corrosion and chemical resistant. 7urable in quality! these ingots are widely used in various industrial applications. 7epending upon the clients requirements! we are capable of manufacturing mild steel ingots in various sizes and specification.

T-# I!o/ a/0 St##l I/0u2t!y i/ I/0ia

he Iron and $teel Industry in India was earlier categorized as main producer consisting of various integrated $teel -lants based on ;=2;<= *oute and secondary producers consisting of %lectric (rc =urnace Inits! Induction =urnace Inits! *erollers! $tand along )old *olling and G-8G) $heet Inits etc. ;esides there are stand along -ig Iron Inits! $ponge Iron Inits! "ire 7rawing Inits etc. oday there are large units of capacity of one million tonnes or more

based on 7*I2%(= or )<*%L2;<= *oute and hence earlier categorisation is infructuous. Integrated $teel -lants based on ;=2;<= *oute Inits based on ;=2;<= *outes +ajor producers based on %(=8%<=! )<*%L etc +ini $teel -lants H $tand alone finished steel producers 0. %lectric (rc =urnace Inits

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1. *e2rolling Init 3. E * )oil Inits 4. )old *olling Init 5. in -lates

$teel "ire 7rawing Industry Inorganized $ectors -ig Iron $ponge Iron (lloy and $pecial $teels $tainless $teel

T-#!$o.M#1-a/i1al T!#at$#/t =TMT>

+ is an acronym for the phrase M hermo2+echanical reatment. he

;ureau of Indian $tandards while issuing the new code ;I$' 0DF620AF5 was the first to use this phrase while making reference to the M echnological advances during the last few years in the field of deformed bar production! +icro2alloying (nd thermo2mechanical treatment processes are worth mentioning in this field. he technological advances referred to in the I$ code are the quenching processes M empcore and M herme/ which received world patents and quick global acceptance amongst civil engineers. It must be stressed for the benefit of all ,and the civil engineers in particular. that neither of these two patented
14

processes employs any mechanical treatment whatsoever. Instead they obtain the unique properties in the rebars by Nquenching and temperingO as e/plained earlier. (fter rolling! the deformed steel bar is passed through a quenching line whereby the periphery is subjected to intense water quenching in a short time whereas the core remains largely unaffected. hus! no mechanical treatment is involved in the technological advances referred to by ;.I.$. <n their part the steel majors I$)< and $(I#! which were the first to employ the newly developed processes! e/ploited the same by a vigorous publicity of their M + rebars. hus the innocent use of an incorrect phrase by

;I$ gained popularity in India and this is now looked upon by many civil engineers as an improvement on the old ) 7 bars and is often mistaken for a brand name. his is far removed from the truth.

%very hot rolling mill for long products undertakes thermal and mechanical work in the normal course of rolling. hus! each one of them

genuinely and legally produces N + barsO. Nothing stops them from claiming this and selling their products as M + bars even when they do not employ any empcore or herme/ process or for that matter any sort of quenching system! proven or unproven. (nd! there are about 1!599 rolling mills in India for long products. he discerning customer must not blindly just ask for M + bars merely because it is fashionable to do so today or because it is in vague! so to speak. Ee cannot and should not assume that he is buying a product superior than the old rusty ) 7 rebars. (ll rebars must be purchased based on the properties of yield strength! tensile strength and elongation values.
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o ignore these will only be

putting your construction at peril. +any civil engineers! even today assume that M + bars have yield strength of 405 N8mm 1 but better elongation that ) 7 bars. Ee should know that nothing in the current laws or regulations prevents the rolling mill to just sell untreated and untwisted deformed bars as + bars 2 even though the strength can be as low as only 399 N8mm1. hus! no mechanical treatment is involved in the technological advances referred to by ;.I.$. <n their part the steel majors I$)< and $(I#! which were the first to employ the newly developed processes! e/ploited the same by a vigorous publicity of their M + rebars. hus the innocent use of an incorrect phrase by

;I$ gained popularity in India and this is now looked upon by many civil engineers as an improvement on the old ) 7 bars and is often mistaken for a brand name. his is far removed from the truth.

%very hot rolling mill for long products undertaken thermal and mechanical work in the normal course of rolling. hus! each one of them

genuinely and legally produces N + barsO. Nothing stops them from claiming this and selling their products as M + bars even when they do not employ any empcore or herme/ process or for that matter any sort of quenching system! proven or unproven. (nd! there are about 1!599 rolling mills in India for long products. %nough damage has already been done by use of the label M + and there is now an urgent need to use the correct phrase NQuenching H emperingO as used globally C or any other suitable phrase which cannot be e/ploited by

16

persons who do not have the proper technology C if we are to limit further damage. he consequences of not doing so are very frightening indeed in the

years to come in view of the massive e/penditure foreseen over the ne/t decade in infrastructure and rural development.

'a2i1

O5?#1ti@#2

of

D#@#lo%i/3

T#$%1o!#

T-#!$#6

T#1-/olo3i#2A
It must be clearly comprehended that both empcore H herme/

technologies were developed in the mid2eighties to produce rebars that had far superior properties than that available in ) 7 bars. hey essentially aimed at

meeting the then global demand for low cost rebars that had high yield strength H about 459 to 599 N8mm1 ,to effect saving in steel used. combined with good ductility so that adequate safety was feasible when used in high seismic zones. his meant that these quenched and tempered rebars! as produced by empcore and herme/ $ystems! genuinely gave civil engineers a product that was by far superior to ) 7 rebars. he basic objective of this major technological advance would be defeated H India takes to the M + rebars as produced in the country today. No major advantage would accrue to the civil engineer if they continue to use =e 405 grade rebars as defined by I$ 0DF620AF5 by merely choosing M + =e 405 bars in place of the old ) 7 =e 405 bars.

Su5.2ta/0a!0 9 D#f#1ti@# BTMTC R#5a!2.

7r. ). $. ?ishwanath of ;angalore and his colleagues have done pioneering work in study of the various M + rebars available in the country today and have published many articles on the subject. Eis team has already
17

warned the users about how many mills are flooding the market with sub2standard and defective M + rebars. hey have found many M + bars of the main

producers and secondary mills with a Jield $trength in the range of only 35923A9 N8mm1. his only strengthens my worry that some civil engineers today assume

all rebars are of Grade =e 405 and so avoid testing.

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2.2 COMPANY PROFI*E

&(J-%% +% (#$ (N7 (##<J$ ,-. # 7 is one of the leading business groups with head quarts in &ollam ! &erala. %ntered into new venture of producing steel by establishing the company. &(J-%% was established &.-.*(+()E(N7*(N N(I* in the year 0AA6 in &ollam. he production process was started in the year 0AAD. he

company is situated in &undara which is 5 kilometers away from the &ollam town. he head office is situated in &ollam town. he entire shares are possessed by the directors of the company. (ll the directors are their family members. hermo +echanically he )ompany is engaged in producing he company

reated , + . steel bars with quality.

strictly follows all the quality tests prescribed by the quality authority and the quality council. he company started its working with the capital of seven crores and at present the capital of the company is 00.5 corers. he capital of the company is

raised through shares which are possessed by the directors of the company. (ll the directors of the company are the family members of &.-.*(+()E(N7*(N N(I*. he company has its branches all over &erala that is almost in leading

cities of &erala.

19

he company has a wide range of products but &(J-%% +% (#$ (N7 (##<J$ ,-. # 7 in &ollam is engaged in producing only steel bars. he other

units of the company produces almost all materials with iron as raw materials the company maintains a close relationship with the public as well as their customers. he company always aims in satisfying their customers through quality products. he companys main customers are building contractors. (fter established in 0AA6 the company has increased the production due to continuous demand of the product from the customers mainly from the building contractors. he capacity of the plant also was increased. he company uses

modern imported machines for the production purposes and provides an hygienic atmosphere for the workers in the company. employer employee relationship. In the year 0AAA the company started its second unit in &undara &ollam which is 3 kilometers away from its first factory. A1-i#@#$#/t2 ISO : ;881D 2888 ISI : 17<+ +etal industries are indispensable part of any economyB they form the backbone of industrial development of any country. In India the industrial development began with the setting up of ata Iron and $teel )ompany , I$)<. at >amshedpur in 0A9D. It started its production in 0A01. hen came up ;anpur and ;hadrawathi $teel plants in 0A0A and 0A13 he company emphasis on the better

respectively.
20

It was! however! only after the Independence that steel industry gas was able to find its feet. ;arring the >amshedpur plant of the atas! all are in public sector and looked after by the $teel (uthority of India ,$(I#.. ;hilai and ;okaro plants were set up with $oviet collaboration 7urgapur and *ourkela came up with ;ritish and German technology respectively. Iron and $teel industry is by nature a heavy industry. -ro/imity to raw materials and accesses to efficient transportation network are crucial to this industry. he )hotanagpur plateau bordering "est ;engal! ;ihar! <rissa and

+adhya -radesh! therefore has been the natural core of this industry. ;esides Iron and $teel Industry! heavy engineering and machine tool industries are the main dealers of metals. hese industries have witnessed a

phenomenal growth and produce a whole range of capital goods and consumer durables. he capital goods required for te/tile industry! fertilizer plant! power

projects! cements! steels and petro2chemical plants mining construction and agricultural machinerys such as equipments for irrigation projects! diesel engines! pumps and tractors! transport vehicles! etc. are being produced indigenously. he Eeavy %ngineering )orporation #td! setup at *anchi in 0A5F fabricates huge machine required for Iron and $teel industry. #ocomotives are manufactured by three units! viz. #ocomotive works! )hittaranjan ,"est ;engal.! 7iesel #ocomotive "orks! ?aranasi ,Ittar -radesh.! and #ocomotive )o. #td. , %#)<.! >amshedpur. ata %ngineering and

he Eindustan +otors ools #td

,E+ . is the major manufacture of a wide range of machines and tools. It has its

21

units in ;angalore! -injore ,Earyana.! &alamassery ,&erala. and Eyderabad. E+ also produces a wide range of watches.

he

he ;harat Eeavy %lectrical #td ,;E%#. is public sector undertaking which produce power generation equipment. Its manufacturing plants are located at ;hopal! richirapalli! Eyderabad! Earidwar! *anipet! ;angalore and acquired capability of manufacturing aircrafts of different types. It has its manufacturing units at ;angalore! &anpur! Nasik! &orapur! Eyderabad and #ucknow! ?ishakapatanam! +umbai! )alcutta and &ochi are major ship2 building industry.

22

Fi3u!# 2.1

O!3a/iEatio/al C-a!t of Fay%## M#tal2 a/0 Alloy2 =P> *t0

+(N(GING 7I*%) <*

G%N%*(# +(N(G%*

-%*$<NN%# 7%-(* +%N

-*<7I) I<N 7%-(* +%N

+(*&% ING 7%-(* +%N

=IN(N)% 7%-(* +%N

-%*$<NN%# +(N(G%*

-*<7I) I<N +(N(G%*

+(*&% ING +(N(G%*

=IN(N)% +(N(G%*

-%*$<NN%# ($$I$ (N $

QI(#I J )<N *<##%*

+(*&% ING %L%)I I?%$

=IN(N)% <==I)%*

$I-%*?I$<*$

$I;<*7IN( %$

"<*&%*$

23

AREA OF STUDY
3.1 AREA
Quality of work life can be defined as the environment at the work place provided to the people on the job. Quality of "orking #ife is not a unitary concept! but has been seen as incorporating a hierarchy of perspectives that not only include work2based factors such as job satisfaction! satisbfaction with pay and relationships with work colleagues! but also factors that broadly reflect life satisfaction and general feelings of well2being.

Co$%o/#/t2 of Quality of Go!" *if#

he components of Quality of "ork #ife may vary from organization to organization! individual to individual but some of the components are 1. F!## 1o$$u/i1atio/2 <pen communication in the organization with the co2 workers is the vital factor that ensures good quality of work life. It leads to more of informal communication between co2workers and subordinates during the rest hours of the organization. 2. R# a!0 2y2t#$

24

*eward is related to monetary or non monetary rewards eg2 incentives! movie tickets! family health insurance! sponsoring the education of children etc. (ny kind of reward given to the employee promotes good quality of work life. 3. E$%loy## ?o5 2#1u!ity >ob security is the one vital element to get ma/imum productivity from the employee! the employee should feel secured regarding job. &. Ca!##! 3!o the organization should provide career growth to the employee i.e promotion! authority with responsibility! and hike in the salary. ). Go!"#!2 %a!ti1i%atio/ i/ 0#1i2io/ $a"i/3 of t-# o!3a/iEatio/ %mployees should be encouraged to take participate actively in the decision making body of the organization so that should feel that we are also of some value to the employers. organization. +. O%%o!tu/iti#2 <rganizations should provide some basic opportunities to their employees eg. *esearch! training sessions based on increase of skills and knowledge. hese kinds of organizations are required than the vice versa. 7. St!#22 l#@#l $tress level should not be in proportion to the work life. Eigher the stress level poor are the quality of work life! lower is the stress level higher is the quality of work life. hey will be more loyal! committed towards the

M#a2u!#2 to I$%!o@# t-# Quality of Go!" *if#

1. Fl#6i5ility o/ ?o5

25

=le/ibility on job means fle/ible working hours! no fi/ed working hours! different time intervals etc. 2. Jo5 #/!i1-$#/t >ob enrichment focuses on designing the job in such a way that becomes more interesting and challenging so that it satisfies the higher needs.

3. S#1u!#0 ?o5 $ecurity of job should be provided to the employee to make him feel committed and loyal to the organization. &. ,!i#@a/1# -a/0li/3 he disciplinary procedure! grievance procedures! promotions! and transfer matters should be handled with of justice! fair and equity. ). Pa!ti1i%ati@# Ma/a3#$#/t %mployees should be allowed to participate in management participative schemes which may be of several types. he most sophisticated among them is quality circle.

3.2 RE*E(ANCE OF THE AREA OF STUDY

Quality of work life e/presses a clear way of thinking about people! their work! and other organization in which their career are fulfilled. Quality of work life establishes a clear objective that high performance can be achieved with high job satisfaction. Quality of work life is a key indicator of the overall quality of human e/perience in the work place. (lso Quality of work life helps to know whether the employees are satisfied with their working condition towards his8her

26

job. he attitude of employees towards their job and how it reflects in their quality of work is also considered.

3.3 CONCEPTH THEORY

he term quality of work life appeared in *esearch journals and press in I$( only in 0AD9s. It refers to the favorable or unfavorable aspect of a job environment for people working in the organization. >. *ichard and >. >oy defined Q"# as the degree to which members of a work organization are able to satisfy personnel needs through their e/perience in the organizations. *ichard %. "alton e/plained Q"# in term of following eight conditionsB 1. A0#Iuat# a/0 fai! 1o$%#/2atio/ he committee on fair wages defines wages as the wage which is above the living age. 2. Saf# a/0 -#alt-y o!"i/3 1o/0itio/2 +ost of the organizations provide safe and healthy working conditions. 3. O%%o!tu/ity to u2# a/0 0#@#lo% -u$a/ 1a%a1iti#2 he worker can e/ercise more control over his or her work! Q"# provides for opportunities like autonomy in work and participation in planning in order to use human capabilities. &. O%%o!tu/ity fo! 1a!##! 3!o t<pportunities for promotions are limited for the employees due to either educational barriers or due to limited opening at the higher level. Q"# provides opportunity for continued growth and security and by e/panding employs knowledge and qualifications.

27

). So1ial i/t#3!atio/ i/ t-# o!" %la1# It can be established by creating freedom from prejudice! supporting primary work groups! a sense of community and inter personal open legalitarianism and upward mobility.

+. Co/2titutio/ali2$ i/ t-# o!" o!3a/iEatio/2 )onstitutionalism protection is provided to employees on such matters as privacy! free speech! equity and due process. 7. Go!" a/0 Iuality of lif# Q"# provides for the balanced relationship among work! non work and family life should not be strained by working hours! including business travel! transfers! vacations etc. <. So1ial R#l#@a/1# of o!" Q"# is concerned about the establishment of social relevance to work in a socially beneficial banner.

3.& CURRENT ISSUESH TRENDS

;esides normal wages! salaries! fringe benefits etc..! the specific issues are being identified by the human resource managers on regular basis. =ollowing issues are highly relevant and determine the Quality of "ork #ife in any organizationB 1. Pay a/0 2ta5ility of #$%loy$#/t

28

Good pay dominates most of the factors in employee satisfaction. (lternative means of providing wages should be developed to increase the cost of living inde/! profession ta/ etc..! 2. O11u%atio/al 2t!#22 Its a condition of strain on employee emotions. $tress is caused due to irritability! hyper e/citation or depression! unstable behavior! fatigue! stirring heavy smoking and drug abuse has to be identified.

3. O!3a/iEatio/al -#alt- %!o3!a$$#2 Its helps to aim at educating about health -rogrammes! means of maintaining and improving of health. &. Alt#!/ati@# o!" 21-#0ul#2 Includes fle/i times! work at home! staggered hours! reduce work hours! part time employment. ). Pa!ti1i%ati@# $a/a3#$#/t a/0 1o/t!ol of o!" he trade unions and workers believe that workers participation in management and decision2making improves Q"#. +. R#1o3/itio/ *ewarding system! congratulating the employees for their achievement! job enrichment! offering membership in clubs or association! vehicles! etc recognizes the employees. 7. Co/3#/ial o!"#!.2u%#!@i2o! !#latio/2 his gives the worker a sense of social association! belongingness! achievement of work results etc.

29

<. ,!i#@a/1# %!o1#0u!# %mployees will have a fair treatment when the company gives them the opportunity to ventilate their grievances and present their case sincerely rather than settling the problem arbitrarily. ;. A0#Iua1y of !#2ou!1#2 *esources should match with states objectivesB otherwise employees will not be able to attain the objectives.

18. S#/io!ity a/0 $#!iti/3 %!o$otio/2 $eniority is considered as basis for promotion. +erit is considered as the basis for advancement for managerial people. 11. E$%loy$#/t o/ %#!$a/#/t 5a2i2 It gives security and leads to higher order Q"#.

3.) *ITERATUREH STUDY RE*ATED TO THE AREA OF STUDY

;aba and >amal ,0AA0. suggested a list of the determinants of quality of working life! including' job satisfaction! job involvement! work role ambiguity! work role conflict! work role overload! job stress! organizational commitment and turn2over intentions. ;aba and >amal also suggested that monotony in job due to routine work activities can affect quality of working life negatively. )arayon et al. ,1993. describes Q"# as Pthe quality of the relationship between employees and the total working environment! with human dimensions added to the usual technical and economic considerationsP he Q"# approach to work management has thus historically been that of replacing jobs based on
30

single! repetitive tasks! often on assembly lines! with more QhumanizedQ forms of work having a less clear2cut separation of conception from e/ecution. $uch alternatives allow for greater job satisfaction! job enrichment! more meaningful work and greater worker influence on workplace decisions. In turn! such developments generate higher2level organizational performance! less absence due to illness and reduced employee turnover %llis and -ompli ,1991. in their study on nurses identified a numerous factors resulting in job dissatisfaction and quality of working life! including' -oor working environments! *esident aggression! "orkload! Inable to deliver quality of care e/pected! ;alance of work and family! $hift work! no involvement in decision making! -rofessional isolation! non recognition of work! unhealthy relationships with supervisor8peers! *ole conflict! absence opportunity to learn new skills. Eackman and <ldham ,0AD6. observed psychological growth needs as crucial determinant of Quality of working life. $everal such needs were identifiedB $kill variety! ask Identity! ask significance! (utonomy and =eedback. hey

concluded that fulfillment of these needs plays an important role if employees are to e/perience high quality of working life. #awler! 0AD5 defined in terms of the degree to which the work environment of an organization motivates effective job performance or in some cases the degree to which it safeguards the physical and psychological well2being of employees! and in other cases in terms of the degree to which it limits stress2 inducing factors. Eigh quality of working life has been equated with high employee motivation and with a high level of employee satisfaction.

31

+irvis and #awler ,0AF4. found in their study that Quality of working life was related with satisfaction with wages! hours and working conditions! describing the Nessentials of a good quality of work lifeO asB safe work environment! equitable wages! equal employment opportunities and opportunities for advancement. +orin and +orin! 1993! Q"# is multi2faceted. It refers to the overall satisfaction with work life leading to developing work2life balance. It also involves a sense of belongingness to a working group! a sense of becoming oneself! and a sense of being worthy and respectable. In other words! it is the impact of the entire work situation on the individual. Nedler and #awler ,0AF3. provide a working definition of Q"# as a way of thinking about people! work and organizations. he elements bring together the impact of work on people! the impact on the organization and the idea of participation in organizational problem solving and decision2making. his

specifically emphasizes the importance of the outcome for individuals in the quality of work life. $hahrashob ,1996. did his thesis on the Prelationship between quality of work life and organizational commitment among high school teachers in Gonbadkavus city in IranO. he findings indicated that there was a positive

relationship between individuals quality of work life and organizational commitment. $hyrkvand ,199D. carried out his thesis entitled the Prelationship between quality of work life and the performance of managers of Insurance )ompany of Iran in ehranO. $tatistical population of this study included F5 managers of

32

insurance companies. he findings revealed that human development capabilities factors! rule2centeredness in the work organization! providing growth

opportunities and continuous security! unity and social cohesion! social dependence! working life! workplace safety and health! fair payment and adequate living space were factors in the order of importance. $irgy et al.B ,1990. listed various factors affecting quality of working life as' Need satisfaction based on job requirements! "ork environment! $upervisory behavior! (ncillary programmes! and <rganizational commitment. hey observed quality of working life as fulfillment of these key needs through resources! activities! and outcomes resulting from participation in the workplace. his model is based at +aslows needs theory! covering Eealth H safety! %conomic and family! $ocial! %steem! (ctualization! &nowledge and (esthetics. aylor ,0ADA. suggested Quality of working life as an holistic approach that includesB basic e/trinsic job factors of wages! hours and working conditions! and the intrinsic job notions of the nature of the work itself. Ee also viewed other aspects to be equally important such asB authority e/ercised by employees! employee participation in decision making! fair and equal approach at work! social support! utilizing ones present skills! self growth! a relevant scope of future at work! social relevance of the work or product! effect on e/tra work activities. aylor concluded that Quality of working life policies may vary as per the size of organization and employee group. "arr and colleagues ,0ADA. in their survey for Quality of working life! considered a variety of factors resulting in Q"#! including work involvement! intrinsic job motivation! higher order need strength! perceived intrinsic job

33

characteristics! job satisfaction! life satisfaction! happiness! and self2rated an/iety. hey studied different correlations in their research! such as those between work involvement and job satisfaction! intrinsic job motivation and job satisfaction! and perceived intrinsic job characteristics and job satisfaction. In particular! "arr et al. concluded that there e/ists a moderate association between total job satisfaction and total life satisfaction and happiness! with a less strong! but significant association with self2rated an/iety. "arr ,1996. describes Q"# as the absence of stress in the work environment. Ee further develops the fact that the environment can have different effects on different individuals. It embraces both positive and negative environments and e/periences! rather than merely those that are unpleasant or stressful. he framework is based on the assumption that people are often

cognitively active towards their well2being. %mployees are thought to apply some or all of a set of judgments with a specific intention or through routine habit. In doing so they give personal meaning to work and influence the impact of a particular stimulus. he model has two components! one concerned with judgment processes themselves and the other factors that encourage or discourage the activation of each one. "ork2life balance reflects concerns about Q"#! job satisfaction! the home2work interface! and organizational stress! all of which impact on the bottom line through low productivity! increased sickness! absence and labour turnover! low morale and poor quality and customer service.

34

3.+ REFERENCES
;aba! ?? and >amal! + ,0AA0. *outinisation of job conte/t and job content as related to employees quality of working life' a study of psychiatric nurses. >ournal of organizational behavior. 01. 3DA23F6. )rayon! -.! Eonaker! -.! +archand! $. and $chwarz.>.! >ob characteristics and Quality of "orking #ife in the I "orkforce! -roceedings of

*esearch $eminar! 7epartment of Industrial %ngineering! Iniversity of "isconsin! 1993. %llis N H -ompli. ( 1991 Quality of working life for nurses. )ommonwealth 7ept of Eealth and (geing. )anberra. Eackman > H <ldham G ,0AD4. he >ob 7iagnostic $urvey. New Eaven' Jale Iniversity. #awler! %.%. ,0AD5. +easuring the psychological quality of working life' the why and how of it 7avis! #.%. and )herns! (.;. ,eds.. ,1994. he

Quality of "orking #ife! he free -ress! New Jork. aylor > ) in )ooper!

35

)# and +umford! % ,0ADA. he quality of working life in "estern and %astern %urope. (;-. +irvis! -.E. and #awler! %.%. ,0AF4. (ccounting for the Quality of "ork #ife. >ournal of <ccupational ;ehavior. 5. 0AD2101. +orin %.+. and +orin ". ,1993. Quality of "ork #ife and =irm -erformance. Nadler! 7.(. and #awler! %.%. Quality of "ork #ife' -erspectives and 7irections! <rganizational 7ynamics! 5 ,3.' 0AF3! 0920D. $hahrashob. ,1996.. *elationship between Quality of "orking #ife and

<rganizational )ommitment in Gonbade &avus city high school teachers. %ducation +anagement +( thesis! ehran' (llameh abatabai

Iniversity! $chool of -sychology and %ducational $ciences. $hirkovand ( ,199D.. $tudied the relation between the quality of working life and performance of insurance )ompany in ehran' (llameh ( (;(%I ba! p. 1! 1A $irgy! +. >.! %fraty. 7.! $iegel! - H #ee! 7. ,1990.. ( new measure of quality of work life ,Q"#. based on need satisfaction and spillover theories. $ocial Indicators *esearch! 55! 1402391. aylor > ) in )ooper! )# and +umford! % ,0ADA. he quality of working life in "estern and %astern %urope. (; "arr! -! )ook! > and "all! ,0ADA. $cales for the measurement of some ehran. +( hesis!

work attitudes and aspects of psychological well being. >ournal of <ccupational -sychology. 51! 01A204F.

36

 "arr! -. 7ifferential (ctivation of >udgments in %mployee "ell2being! >ournal of <ccupational and organizational -sychology! 5 ,1.' 1996! 1152 144.

METHODO*O,Y
&.1 IMPORTANCE OF METHODO*O,Y
*esearch +ethodology is a way to find out the result of a given problem on a specific matter or problem that is also referred as research problem. In +ethodology! researcher uses different criteria for solving8searching the given research problem. 7ifferent sources use different type of methods for solving the problem. In this! researcher always tries to search the given question systematically in our own way and find out all the answers till conclusion. If research does not work systematically on problem! there would be less possibility to find out the final result. In this particular study the attitude of a selected sample have been analyzed. here is a note of relevance to primary data since the

research objectives can only be achieved through collecting primary data.

&.2 METHODO*O,Y FO**OGED &.2.1 R#2#a!1- D#2i3/

37

In some statement or specification of procedure for collecting and analyzing the information required foil the solution of some specific problem. It provides a scientific frame work for conducting some research. It is descriptive research that simply describes facilities provided to the employees by &aypee +etals and (lloys ,-. #td.! &ollam.

&.2.2 U/i@#!2#
he universe of this study is the all employees of &aypee +etals and (lloys ,-. #td.! &ollam

&.3 SAMP*E
he sampling unit selecting for this study 59 respondents from &aypee +etals and (lloys ,-. #td.! &ollam. )onvenience sampling was used for selecting the respondents. )onvenience sampling procedure is a non2probability sampling and it involves purposive and deliberate selection of particular unit of the universe for constituting a sample which represents the universe. 7ue to lack of complete list of customers! convenience sampling is chosen.

&.3.1 Tool2
he tool used for the study is a structured questionnaire which consists of two point and five point scale.

&.3.2 Coll#1tio/ of Data

his study is mainly based on primary data and secondary data are also used. a> P!i$a!y 0ata
38

It is a fresh data the researcher collected primary data from the respondents directly through questionnaire. through the following methods' 5> S#1o/0a!y 0ata he secondary data is a second hand data which is collected from previous reports about the organization from the internal books! magazines and "orld "ide "eb. he primary data was collected

&.& STATISTICA* TECHNIQUES

-ercentage refers to a special of ratio percentage are used in the making comparison between two or more data. -ercentage is used to describe relationship. $ince the percentage reduce everything to a common base thereby allow meaningful comparison to be made
Number of frequency 099 otal number of frequency

&.) REFERENCES
&othary. ).*! *esearch +ethodology! +ethod and echniques! New (ge

International -vt #td -ublishers.

39

ANA*YSIS AND INTERPRETATION OF DATA

).1 INTRODUCTION
It is through systematic analysis that the underlying features of data are revealed and valid generalizations are arrived at. <nly by means of organizing! analyzing and interpreting the research data! their salient features!

interrelationship! cause and connections are brought out.

hus analysis of data

therefore means critical e/amination of the data for studying the characteristics of the objects under study for determining the pattern of relationship among the variable relating to it using both quantitative and qualitative methods.

).2 INTERPRETATION OF DATA

In interpretation we draw conclusion based on the results obtained. (nalysis is not complete without interpretation and interpretation cannot proceed without analysis! so both are interdependent. Interpretation refers to the technique of drawing inference from the collected facts and e/plaining the significance of
40

those inferences after an analytical and e/perimental study. It is a search for broader and more abstract means of the research finding.

TA'*E ).2.1 A,E GISE C*ASSIFICATION

OPTIONS 0F215 15239 39235 35249 (bove 49 Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 5 01 0D A D )8

PERCENTA,E 09@ 14@ 34@ 0F@ 04@ 188J

=rom the above table it is clear that 34@ of the employees between the age group of 39235 and 14@ of the employees are between the age group of 15239. 0F
41

@ of the employees are between are between the age group of 35249 and 04@ of the employees are between the age group above 49 years and the remaining is in 0F215 age group. his can be e/plained graphically as follows.

FI,URE ).2.1 A,E GISE C*ASSIFICATION

42

TA'*E ).2.2 ,ENDER GISE C*ASSIFICATION

OPTIONS +ales =emale Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 4A 0 )8

PERCENTA,E AF@ 1@ 188J

=rom the above table it is clear that 51@ of the respondents are male and 4F@ of the respondents are females. his can be e/plained graphically as follows.

43

FI,URE ).2.2 ,ENDER GISE C*ASSIFICATION

44

TA'*E ).2.3 GORF EKPERIENCE

OPTIONS 9 to 1 yrs 1 to 5 yrs 5 to F yrs F to 01 yrs (bove 01 yrs Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 06 09 F 6 09 )8

PERCENTA,E 31@ 19@ 06@ 01@ 19@ 188J

=rom the above table it is clear that 31@ of the respondents have a work e/p of 921 years! about 19@ of the respond have been working in the company for 125 years and above 01 years! 06 @ of the respondents have a work e/perience of 52F years! 01@ of respondents have work e/perience of F2 01 years. his can be e/plained graphically as follows.

45

FI,URE ).2.3 GORF EKPERIENCE

46

TA'*E ).2.& INCOME *E(E* C*ASSIFICATION

OPTIONS 92 6999 69992F999 F999209999 09999201999 (bove 01999 Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 3 A A 05 04 )8

PERCENTA,E 6@ 0F@ 0F@ 39@ 1F@ 188J

=rom the above table it is clear that 39@ of the employees are 099992 01999 income level. 1F@ of the employees are between the incomes levels above 01999. 0F@ each of the employees are the income level F999209999 and 69992 F999. 6@ of the employees are 926999. follows. his can be e/plained graphically as

47

FI,URE ).2.& INCOME *E(E* C*ASSIFICATION

48

TA'*E ).2.) SFI**S AND A'I*ITIES TO THE MAKIMUM *E(E*

OPTIONS $trongly agree (gree 7isagree $trongly disagree No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 03 1D 5 3 1 )8

PERCENTA,E 16@ 54@ 09@ 6@ 4@ 188J

=rom the above table it is clear that 54@ of the respondents agreed that >ob allows them to use my skills and abilities to the ma/imum level. 16@ of the respondents strongly agreed that >ob allows them to use my skills and abilities to the ma/imum level. 09@ of the respondents strongly disagreed that >ob allows them to use my skills and abilities to the ma/imum level. (nd 4@ have no opinion with respect to it. his can be e/plained graphically as follows.

49

FI,URE ).2.) SFI**S AND A'I*ITIES TO THE MAKIMUM *E(E*

50

TA'*E ).2.+ RESPECT AT THE GORF P*ACE

OPTIONS $trongly agree (gree 7isagree $trongly disagree No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 00 10 09 F 9 )8

PERCENTA,E 11@ 41@ 19@ 06@ 9@ 188J

=rom the above table it is clear that 41@ of the respondents agreed that they get respect at the work place. 11@ of the respondents strongly agreed that they get respect at the work place from others. 19@ and 06@ of the respondents disagreed and strongly disagreed with this statement. graphically as follows. his can be e/plained

51

FI,URE ).2.+ RESPECT AT THE GORF P*ACE

52

TA'*E ).2.7 JO' A**OG ME TO 'E PRODUCTI(E

OPTIONS $trongly agree (gree 7isagree $trongly disagree No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 00 31 5 1 9 )8

PERCENTA,E 11@ 64@ 09@ 4@ 9@ 188J

=rom the above table it is clear that 64@ of the respondents agreed that the conditions in the job allow them to be productive. 11@ of the respondents strongly agreed that the conditions in the job allow them to be productive. 09@ of the respondents disagreed that the conditions in the job allow them to be productive. 4@ of the respondents strongly disagreed that the conditions in the job allow them to be productive. his can be e/plained graphically as follows.

53

FI,URE ).2.7 JO' A**OG ME TO 'E PRODUCTI(E

54

TA'*E ).2.< SATISFACTION GITH GORFIN, TIME

OPTIONS Eighly satisfied $atisfied 7issatisfied Eighly 7issatisfied No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 06 15 5 3 0 )8

PERCENTA,E 31@ 59@ 09@ 6@ 1@ 188J

=rom the above table it is clear that 59@ of the respondents agreed that the work schedule of the company is satisfied. 31@ of the respondents agreed that the work schedule of the company is highly satisfied. 09@ of the respondents agreed that the work schedule of the company is dissatisfied. 6@ of the respondents agreed that the work schedule of the company is highly dissatisfied. remaining 1@ have no opinion. his can be e/plained graphically as follows. he

55

FI,URE ).2.< SATISFACTION GITH GORFIN, TIME

56

TA'*E ).2.; INSTRUCTIONS TO ,ET THE JO' DONE

OPTIONS $trongly agree (gree 7isagree $trongly disagree No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 05 19 09 5 9 )8

PERCENTA,E 39@ 49@ 19@ 09@ 9@ 188J

=rom the above table it is clear that 49@ of the respondents agreed that the company provides enough instruction to get the job done. 39@ of the respondents strongly agreed that the company provides enough instruction to get the job done. 19@ of the respondents disagreed that the company provides enough instruction to get the job done. 09@ of the respondents strongly agreed that the company provides enough instruction to get the job done. his can be e/plained graphically as follows.

57

FI,URE ).2.; INSTRUCTIONS TO ,ET THE JO' DONE

58

TA'*E ).2.18 OPINION A'OUT HI,H QUA*ITY TOO*S AND TECHNIQUES TO DO THE JO'

OPTIONS $trongly agree (gree 7isagree $trongly disagree No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 0A 15 4 1 9 )8

PERCENTA,E 3F@ 59@ F@ 4@ 9@ 188J

=rom the above table it is clear that 59@ of the respondents agreed that the company providing high quality tools and techniques to do the job. 3F@ of the respondents strongly agreed that the company providing high quality tools and techniques to do the job. F@ of the respondents disagreed that the company providing high quality tools and techniques to do the job. (nd 4@ of the respondents are strongly disagreed. his can be e/plained graphically as follows.

FI,URE ).2.18
59

OPINION A'OUT HI,H QUA*ITY TOO*S AND TECHNIQUES TO DO THE JO'

60

TA'*E ).2.11 PRIORITY OF SAFETY OF GORFERS

OPTIONS $trongly agree (gree 7isagree $trongly disagree No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 0F 13 4 3 1 )8

PERCENTA,E 36@ 46@ F@ 6@ 4@ 188J

=rom the above table it is clear that 46@ of the respondents agreed that the company gives high priority to the safety of their employees.36@ of the respondents strongly agreed that the company gives high priority to the safety of their employees. F@ of the respondents disagreed that the company gives high priority to the safety of their employees. 6@ of the respondents strongly disagreed that the company gives high priority to the safety of their employees. he rest of them have no opinion. his can be e/plained graphically as follows.

61

FI,URE ).2.11 PRIORITY OF SAFETY OF GORFERS

62

TA'*E ).2.12 OPINION RE,ARDIN, ,OOD HEA*TH CONDITIONS

OPTIONS $trongly agree (gree 7isagree $trongly disagree No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 19 13 5 1 9 )8

PERCENTA,E 49@ 46@ 09@ 4@ 9@ 188J

=rom the above table it is clear that 46@ of the respondents agreed that the health conditions of the company is good. 49@ of the respondents strongly agreed that the health conditions of the company are good. 09@ of the respondents disagreed that the health conditions of the company is good. 4@ of the respondents strongly disagreed that the health conditions of the company is good. his can be e/plained graphically as follows.

63

FI,URE ).2.12 OPINION RE,ARDIN, ,OOD HEA*TH CONDITIONS

64

TA'*E ).2.13 OPINION RE,ARDIN, INFRASTRUCTURE FACI*ITIES

OPTIONS $trongly agree (gree 7isagree $trongly disagree No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 0F 10 D 4 9 )8

PERCENTA,E 36@ 41@ 04@ F@ 9@ 188J

=rom the above table it is clear that 41@ of the respondents agreed that the infrastructure facility of the company is good. 36@ of the respondents strongly agreed that the infrastructure facilities of the company are good. 04@ of the respondents disagreed that the infrastructure facilities of the company is good. F@ of the respondents strongly disagreed with the infrastructure facilities of the company. his can be e/plained graphically as follows.

65

FI,URE ).2.13 OPINION RE,ARDIN, INFRASTRUCTURE FACI*ITIES

66

TA'*E ).2.1& OPINION RE,ARDIN, FRIN,E 'ENEFITS

OPTIONS $trongly agree (gree 7isagree $trongly disagree No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 05 14 6 4 0 )8

PERCENTA,E 39@ 4F@ 01@ F@ 1@ 188J

=rom the above table it is clear that 4F@ of the respondents agreed that the fringe benefits of the company are good. 39@ of the respondents strongly agreed that the fringe benefits of the company are good. 01@ of the respondents disagreed that the fringe benefits of the company is good. F@ of the respondents strongly disagreed with the fringe benefits of the company. (nd the remaining has no opinion. his can be e/plained graphically as follows.

67

FI,URE ).2.1& OPINION RE,ARDIN, FRIN,E 'ENEFITS

68

TA'*E ).2.1) OPINION RE,ARDIN, JO' SECURITY

OPTIONS $trongly agree (gree 7isagree $trongly disagree No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 09 19 09 D 3 )8

PERCENTA,E 19@ 49@ 19@ 04@ 6@ 188J

=rom the above table it is clear that 49@ of the respondents agreed with the job security of the company. 19@ each of the respondents strongly agreed and disagreed with the job security of the company.04@ of the respondents strongly disagreed with the job security of the company. he 6@ of the respondents have no opinion. his can be e/plained graphically as follows.

69

FI,URE ).2.1) OPINION RE,ARDIN, JO' SECURITY

70

TA'*E ).2.1+ OPINION RE,ARDIN, PROMOTIONA* CHANCES

OPTIONS ?ery good Good ;ad ?ery bad No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 06 15 6 1 0 )8

PERCENTA,E 31@ 59@ 01@ 4@ 1@ 188J

=rom the above table it is clear that 59@ of the respondents opinioned that the promotional chances of the company are good. 31@ of the respondents opinioned that the fringe benefits of the company are good. 01@ of the respondents opinioned that the promotional chances of the company are bad. 4@ of the respondents opinioned that the promotional chances of the company are very bad. (nd the remaining 1@ has no opinion. graphically as follows. his can be e/plained

71

FI,URE ).2.1+ OPINION RE,ARDIN, PROMOTIONA* CHANCES

72

TA'*E ).2.17 HE*P FROM SUPERIORS IN JO' COMP*ETION

OPTIONS $trongly agree (gree 7isagree $trongly disagree No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 09 39 6 3 0 )8

PERCENTA,E 19@ 69@ 01@ 6@ 1@ 188J

=rom the above table it is clear that 69@ of the respondents agreed that the superior of the company is helpful to them in getting the job done. 19@ of the respondents strongly agreed that the superior of the company is helpful to them in getting the job done.01@ of the respondents disagreed that the superior of the company is helpful to them in getting the job done. 1@ of the respondents have no opinion with helpfulness of their superiors to them in getting the job done. his can be e/plained graphically as follows.

73

FI,URE ).2.17 HE*P FROM SUPERIORS IN JO' COMP*ETION

74

TA'*E ).2.1< TRAININ, OPPORTUNITIES IMPRO(ES THE QUA*ITY OF GORF

OPTIONS $trongly agree (gree 7isagree $trongly disagree No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 01 0F 09 F 1 )8

PERCENTA,E 14@ 36@ 19@ 06@ 4@ 188J

=rom the above table it is clear that 36@ of the respondents agreed that the training opportunities have really helped in improving the quality of work. 16@ of the respondents strongly agreed that the training opportunities have really helped in improving the quality of work. 19@ of the respondents disagreed that the training opportunities have really helped in improving the quality of work. 06@ of the respondents strongly disagreed that the training opportunities have really helped in improving the quality of work. he rest of them have no opinion with regarding to it. his can be e/plained graphically as follows.

75

FI,URE ).2.1< TRAININ, OPPORTUNITIES IMPRO(ES THE QUA*ITY OF GORF

76

TA'*E ).2.1; AFFECTION OF OTHERS DECISIONS

OPTIONS (lways <ften $ometimes Never No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 5 F 0A 01 6 )8

PERCENTA,E 09@ 06@ 3F@ 14@ 01@ 188J

=rom the above table it is clear that 3F@ of the respondents opinioned that the decision making of others sometimes affects themselves. 14@ of the respondents opinioned that the decision making of others never affect themselves. 06@ of the respondents opinioned that the decision making of others often affect themselves. 01@ have no opinion and 09@ of the respondents opinioned that the decision making of others always affects them. his can be e/plained graphically as follows.

77

FI,URE ).2.1; AFFECT OTHERS IN MAFIN, YOUR DECISIONS

78

TA'*E ).2.28 STRESS DURIN, GORF

OPTIONS (lways <ften $ometimes Never No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS A 05 05 00 9 )8

PERCENTA,E 0F@ 39@ 39@ 11@ 9@ 188J

=rom the above table it is clear that 39@ each of the respondents opinioned that they often and sometimes find the work to be stressful. 11@ each of the respondents opinioned that they never find the work to be stressful. 0F@ each of the respondents opinioned that they always find the work to be stressful. his can be e/plained graphically as follows.

79

FI,URE ).2.28 STRESS DURIN, GORF

80

TA'*E ).2.21 MOTI(ATIONA* INSI,HTS GITH QUA*ITY OF GORF *IFE

OPTIONS Interesting work *ecognition (wards H *ewards )ompensation =riendly coCworkers Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 00 05 5 A 09 )8

PERCENTA,E 11@ 39@ 09@ 0F@ 19@ 188J

=rom the above table it is clear that 39@ of the respondents opinioned that recognition is the motivational insight towards the work quality. 11@ of the respondents opinioned that interest in work is the motivational insight towards the work quality. 19@ of the respondents opinioned that friendly co2workers are the motivational insight towards the work quality. 0F@ of the respondents opinioned that compensation is the motivational insight towards the work quality. 09@ of the respondents opinioned that awards and rewards are the motivational insight towards the work quality. his can be e/plained graphically as follows.

81

FI,URE ).2.21 MOTI(ATIONA* INSI,HTS GITH QUA*ITY OF GORF *IFE

82

TA'*E ).2.22 SU,,ESTIONS ARE A*GAYS ACCEPTED AND MOTI(ATED 'Y THE SUPERIOR

OPTIONS $trongly agree (gree 7isagree $trongly disagree No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 04 13 F 4 0 )8

PERCENTA,E 1F@ 46@ 06@ F@ 1@ 188J

=rom the above table it is clear that 46@ of the respondents agreed that the suggestions are always accepted and motivated by the superior. 1F@ of the respondents strongly agreed that the suggestions are always accepted and motivated by the superior. 06@ of the respondents disagreed that the suggestions are always accepted and motivated by the superior. F@ of the respondents strongly agreed that the suggestions are always accepted and motivated by the superior. 1@ have no opinion. his can be e/plained graphically as follows.

83

FI,URE ).2.22 SU,,ESTIONS ARE A*GAYS ACCEPTED AND MOTI(ATED 'Y THE SUPERIOR

84

TA'*E ).2.23 FREEDOM TO DO THE GORF

OPTIONS ?ery true $omewhat true Not too true Not at all true No opinion Total ,$ource' -rimary 7ata. I/t!#%!#tatio/

NO. OF RESPONDENTS 01 19 09 5 3 )8

PERCENTA,E 14@ 49@ 19@ 09@ 6@ 188J

=rom the above table it is clear that 49@ of the respondents agreed that the freedom to do their own work is somewhat true. 14@ of the respondents agreed that the freedom to do their own work is very true. 19@ of the respondents agreed that the freedom to do their own work is not too true. 09@ of the respondents agreed that the freedom to do their own work is not at all true. e/plained graphically as follows. his can be

85

FI,URE ).2.23 FREEDOM TO DECIDE THE GORF

86

FINDIN,S4 SU,,ESTIONS AND CONC*USION

+.1 FINDIN,S
he following suggestions have been offered by the researcher for the purpose of improving the satisfaction of the respondents on working condition. +ajority of the employees are between the age group of 39 235. +ajority of the respondents are male and 4F@ of the respondents are females. +ajority of the respondents have a work e/perience of 925 years +ajority of the employees are at 09999201999 income level. 54@ of the respondents agreed that >ob allows them to use their skills and abilities to the ma/imum level. +ajority of the respondents agreed that they get respect at the work place. 64@ of the respondents agreed that the conditions in the job compel them to be productive. +ajority of the respondents agreed that the work schedule of the company is satisfactory. +ajority of the respondents agreed that the company provides enough instruction to get the job done.

87

 +ajority of the respondents agreed that the company is providing high quality tools and techniques to do the job. +ajority of the respondents agreed that the company gives high priority to the safety of their employees. +ajority of the respondents agreed that the health condition of the company is good. +ajority of the respondents agreed that the infrastructure facility of the company is good. +ajority of the respondents agreed that the fringe benefits of the company are good. +ajority of the respondents agreed with the job security of the company. 59@ of the respondents opinioned that the promotional chances of the company are good. 69@ of the respondents agreed that the superior of the company is helpful to them in getting the job done. +ajority of the respondents agreed that the training opportunities have really helped in improving the quality of work. +ajority of the respondents opinioned that the decision making of others sometimes affects themselves.

88

 +ajority each of the respondents opinioned that they often and sometimes find the work to be stressful. +ajority of the respondents opinioned that recognition is the motivational insight towards the work quality. +ajority of the respondents agreed that the suggestions are always accepted and motivated by the superior. +ajority of the respondents agreed that the freedom to do their own work is somewhat true.

89

+.2 SU,,ESTIONS
he employees should maintain respect with each other at workplace. he company should make a little bit of developments in their infrastructural facilities. he company improve job security to their employees.

-rovide more training facilities to the employees. he company has to promote more stress reducing strategies at work place.

90

+.3 CONC*USION
Quality of "orking #ife is not a concept! that deals with one area but it has been observed as incorporating a hierarchy of concepts that not only include work2based factors such as job satisfaction! satisfaction with pay and relationships with work colleagues! but also factors that broadly focuses on life satisfaction and general feelings of well2being. o retain a good talent in the organization it is

important for the organization that he should have low stress level and high quality of work life. ( happy and healthy employee will give better turnover! make good decisions and positively contribute to the organizational goal. (n assured good quality of work life will not only attract young and new talent but also retain the e/isting e/perienced talent. he study envisages that the company provided the trainings with well occupied persons! so that the skills and abilities of employees in their job reached at the peak level. hus the productivity of the company is raised. (lso company provides no regular workloads because of its high quality tools and techniques and satisfactory work schedule. +oreover the company has a good and healthy infrastructure facility so that the employees are more satisfied.

91

'I'*IO,RAPHY
;aba! ?? and >amal! + ,0AA0. *outinisation of job conte/t and job content as related to employees quality of working life' a study of psychiatric nurses. >ournal of organizational behavior. 01. 3DA23F6. )rayon! -.! Eonaker! -.! +archand! $. and $chwarz. >.! >ob characteristics and Quality of "orking #ife in the I "orkforce! -roceedings of

*esearch $eminar! 7epartment of Industrial %ngineering! Iniversity of "isconsin! 1993. 7aud ,1909.! :Investigating the *elationship ;etween Quality of "ork #ife and <rganizational )ommitment (mongst %mployees in +alaysian =irms! International >ournal of ;usiness and +anagement! ?ol' 5! No. 09. %llis N H -ompli. ( 1991 Quality of working life for nurses. )ommonwealth 7ept of Eealth and (geing. )anberra. Eackman > H <ldham G ,0AD4.. he >ob 7iagnostic $urvey. New Eaven' Jale Iniversity. &othary. ).*! *esearch +ethodology! +ethod and echniques! New (ge International -vt. #td. -ublishers. #awler! %.%. ,0AD5. +easuring the psychological quality of working life' the why and how of it 7avis! #.%. and )herns! (.;. ,eds.. +irvis! -.E. and #awler! %.%. ,0AF4. (ccounting for the Quality of "ork #ife. >ournal of <ccupational ;ehavior. 5. 0AD2101.
92

 +orin %.+. and +orin ". ,1993. Quality of "ork #ife and =irm -erformance. Nadler! 7.(. and #awler! %.%. Quality of "ork #ife' -erspectives and 7irections! <rganizational 7ynamics! 5 ,3.' 0AF3! 0920D. $hahrashob. ,1996.. *elationship between Quality of "orking #ife and

<rganizational )ommitment in Gonbade &avus city high school teachers. %ducation +anagement +( thesis! ehran' (llameh abatabai

Iniversity! $chool of -sychology and %ducational $ciences. $hirkovand ( ,199D.. P$tudied the relation between the quality of working life and performance of insurance )ompany in ehran' (llameh ( (;(%I ba! p. 1! 1A $irgy! +. >.! %fraty! 7.! $iegel! - H #ee! 7. ,1990.. ( new measure of quality of work life ,Q"#. based on need satisfaction and spillover theories. $ocial Indicators *esearch! 55! 1402391. aylor > ) in )ooper! )# and +umford! % ,0ADA.! he quality of working life in "estern and %astern %urope. "arr! -! )ook! > and "all! ,0ADA. $cales for the measurement of some ehran. +( hesis!

work attitudes and aspects of psychological well being. >ournal of <ccupational -sychology. 51! 01A204F. "arr! -. 7ifferential (ctivation of >udgments in %mployee "ell2being! >ournal of <ccupational and organizational -sychology! 5 ,1.' 1996! 1152 144.

93

APPENDIK
QUESTIONNAIRE
0. Name 1. Gender 3. (ge ' ' ' 4. "ork e/perience ,yrs. ' +ale 19239 49259 69 above 925 5209 05219 =emale 39249 59269

09205 5. Income ' 19 above 926999 F999209999 01999 above

69992F999

09999201999

6. he >ob allows me to use my skills and abilities to the ma/imum level. $trongly (gree 7isagree (gree No opinion $trongly7isagree

D. I am treated with respect in the work place. $trongly (gree 7isagree (gree No opinion $trongly7isagree

F. )onditions in the job allow me to be productive.

94

$trongly (gree 7isagree

(gree No opinion

$trongly7isagree

95

A. (re you satisfied with your working time scheduleR Eighly satisfied 7issatisfied $atisfied No opinion Eighly 7issatisfied

09. he organization provides enough instructions to get the job done. $trongly (gree 7isagree (gree No opinion $trongly7isagree

00. he organization is providing high quality tools and techniques to do the job. $trongly (gree 7isagree (gree No opinion $trongly7isagree

01. he safety of workers is a high priority with management where I work $trongly (gree 7isagree (gree No opinion $trongly7isagree

03. Eow do you agree with the health conditions of the companyR $trongly (gree 7isagree (gree No opinion $trongly7isagree

04. Eow do you agree with the infrastructure facilities of the companyR $trongly (gree 7isagree (gree No opinion $trongly7isagree

05. =ringe benefits are good in the company. $trongly (gree 7isagree (gree No opinion $trongly7isagree

06. Eow do you agree with your job securityR $trongly (gree 7isagree (gree No opinion $trongly7isagree

96

0D. he chances for promotion are good in the company. ?ery good ?ery bad Good No opinion ;ad

0F. he superior is helpful to me in getting the job done. $trongly (gree 7isagree 0A. work. $trongly (gree 7isagree (gree No opinion $trongly7isagree (gree No opinion $trongly7isagree

he training opportunities have really helped in improving the quality of

19. In your job! how often do you take part with others in making decisions that affect youR (lways Never <ften No opinion $ometimes

10. Eow often do you find work stressfulR (lways Never <ften No opinion $ometimes

11. Eow do you rate the following motivational insights with quality of work lifeR Interesting work (wards H *ewards 13. *ecognition =riendly co C workers )ompensation

he suggestions given by me are always accepted and motivated by the

superior. $trongly (gree 7isagree (gree No opinion $trongly7isagree

97

14. 7o you have =reedom to do my own workR ?ery true Not at all true $omewhat true No opinion Not too true

15 Jour valuable suggestion to improve Quality of work life .................................................................................................................................... ....................................................................................................................................

98