INTRODUCTION

Employees at the grass root level experience a sense of

frustration because of low level of wages, poor working conditions,
unfavorable terms of employment, inhumanity treatment by their
superiors and the like whereas managerial personnel feel frustrated
because of alienation over their conditions of employment,
interpersonal conflicts, role conflicts, job pressures, lack of freedom in
work, absence of challenging work etc.,
Job discontent and job pressures have their substantial effect on
employees health in the form of reduction in general happiness,
increase in smoking, drinking, putting on excess body weight, etc.
frustration might also be due to absence of recognition, tedious work,
unsound relations with work overload , monotony, fatigue, time
pressures, lack of stability and security, etc., In view of the
contemporary managerial problems, the present day employees are
much concerned about high wages, better benefits, challenging jobs
etc.,.
Meaning
In the recent past, the term !uality of "ork #ife$ %!"#& has
appeared in research journals and the press with remarkable
regularity. 'espite this, there is no general definition of the concept( it
has become a catchall phrase encompassing what ever improvement in
general organi)ational climate the practitioner or researcher has
observed. *owever, some attempts were made to describe the term
!"#. It refers to the favorableness or unfavourableness of a job
environment for people.
!"# means different things to different people. J.+ichard and
J.#oy define !"#, as ,he 'egree to which members of a work
1
organi)ation are able to satisfy important personnel needs through
their experience in the organi)ation.
Definitions:
!"# improvements are defined as any activity, which takes
place at every level of and organi)ation, which seeks greater
organi)ational effectiveness through enhancement of human degree
and growth-.. . process through which the stake holders in the
organi)ation/ 0anagement, unions and employees/learn how to work
together better-. ,o determine for themselves what actions, changes
and improvements are desirable and workable in order to achieve the
twin and simultaneously goals of an improved 1uality of life at work for
all members of the organi)ation and greater effectiveness for both the
company and the unions.
Key elements of the definition are highlighted as being
promote human dignity and growth
work together collaboratively
participative determine work changes and
.ssume compatibility of people and organi)ational goals.
2
RESEARC O!"ECTI#ES
2efore embarking on actual research objectives of study have to
be ascertained. ,he main 3bjectives of this study are as fallows(

4. ,o identify the present practices of !uality of work life in the
organi)ation.
5. ,o know the !uality of work life program was in accordance
with the companies objectives.
6. ,o know the !uality of work life program contributed for the
employees, personal development.
7. ,o see if the !uality of work life program was effective or
not.
8. ,o see if the !uality of work life program was effectively
evaluated or not.
9. ,o suggest measures to improve 1uality of work life
techni1ues if necessary
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RESEARC METODO$O%&
RESEARC:'
+esearch in common refers to a search for knowledge. "e can
also define research as a scientific and systematic search for pertinent
information on a specific topic.
'.:lesinger and 0.:tephenson define research as the
;manipulation 3f things, concepts or symbols for the purpose of
generali)ing to extend, <orrect or verify knowledge, whether that the
practice of an art$.
RESEARC METODO$O%&:'
+esearch methodology is a way to systematically solve the
research =roblem. ,he steps adopted by the researcher to solve the
research problem.
RESEARC (ROCESS(/
+esearch process consists of series of actions or steps necessary
to effectively carry out research.
,he various steps, which provide useful guideline regarding
research =rocess.
4. >ormulating research problem
5. Extensive literature survey
6. 'etermining sample design
7. <ollecting the data
8. Execution of the project.
4
9. .nalysis of the data
?. Interpretation and suggestions.
@. <onclusions
A. =reparation of the report
NATURE O) STUD&:'
,he study was totally a fact/finding study. ,he main aim of this
is to identify and evaluate the training and development program given
to the employees working in I<I<I =rudential #ife Insurance <ompany.
*yderabad.
STUD& AREA:'
,he study has been conducted in I<I<I =rudential #ife
Insurance <ompany, *yderabad.
SAM($E DESI%N:'
. sample design is definite plan determined before data was
actually collected for obtaining a sample from given population in this
study random sampling is used. ,his sampling method involves
purposive or deliberate selection of particular units of the population
for constituting a sample, which represents the population.
SAM($E SI*E:'
,he sample si)e taken for survey includes 4BB employees. ,he
sample ,akes into considerationCconstitute all the managers and
programmers in the organi)ation.
CO$$ECTIN% TE DATA:'
In dealing with any problem it is often found that data at hand
are inade1uate and therefore it becomes necessary to collect data that
5
are appropriate. ,hese are several ways of collecting the appropriate
data, which defer considerably. In context of time and other resources.
*ere for the purpose of study two kinds of data has been used.
4. primary data
5. :econdary data.
4. (RIMAR& DATA:'
,he =rimary data are those, which are collected afresh for the
first ,ime, and thus happens to be original in character. "ith reference
to ,his study, data is collected through
a& !uestionnaire
b& Interview method.
a& +,estionnaire Method:'
'ata is gathered by distributing 1uestionnaire to managers and
=rogrammers. !uestionnaire is prepared and pre tested before
using it >or data collection.
!uestionnaire is a structured one consisting of 1uestions,
"hich are close, ended having fixed response pattern with multiple
.nswers.
b& Inter-ie. method:
the study also includes obtaining information from
Dnowledgeable persons. ,his interview is an informal or unstructured
3ne with competent and articulate individuals, programmers and
professionals of the organi)ation.
5. SECONDAR& DATA:'
,he secondary data are those that are already available, i.e.
they +efer to the data, which have already been collected and analy)ed
by some one else. :econdary data is gathered from the organi)ation
<atalogues, Journals and books.
6
SCO(E O) TE STUD&
,he study with the prime objectives of ascertaining the
employers ,owards the 1uality of work life program, which are
re1uired to perform ,heir jobs effectively, in I<I<I prudential #ife
Insurance <ompany. *yderabad. ,he studies include managers and
programmers.
7
+,ality of .or/ life:
0,hroughout my career, it has been clear to me can accomplish
our 0ission and provide the level of service the public demands
only of we recruit and retain the best and the brightest and
provide them with a work environment that supports them in
getting their jobs done$.
0onitoring employee views about the 1uality of their work and
the 1uality of their work life helps us get a sense of our
strengths as an employer and identify areas where
improvements can be made$
,he defining of 1uality of work life involves three major parts(
occupational health care, suitable working time and appropriate salary.
,he safe work environment provides the basis for the person to
enjoy "orking.
,he work should not pose a health ha)ard for the person. ,he
employer and employee, aware of their risks and rights, could achieve
a lot in their mutually beneficial dialogue.
,he working time has been established by the state according to
legislation, which is a 7B/hour working week in Estonia. ,he standard
limits on overtime, time of vacation and taking of free days before
national holidays have been separately stipulated. ,he differences
regarding the working time have been established for the persons less
than 4@ years of age, pregnant women, breast/feeding mothers and
the person raising the disabled child.
,he employee and the employer agree upon the appropriate
salary. ,he government of the +epublic establishes each year the rate
8
of minimum :alaryE the employer should not pay less than that to the
employee.
"ork represents such a role in life, which has been designated
to it by the person himself. 3n the one hand work is an earning of
ones living for the family, on the other hand it could be a self/
reali)ation providing enjoyment and satisfaction.
!uality of work life %!"#& concerns about employee
commitment, morale and skills during a period of downsi)ing,
reorgani)ations, furloughs and rapid technological change. +ecogni)ing
the achievement of missions and goals re1uire high performing
employees to address workforce issues.
2alancing personal and professional lives is a challenge that we
must meet. 2alance, in my view, makes us more successful in all
aspects of our lives.
Im1ortan2e of +3$
!uality of work life programs has become important in the
workplace for ,he following reasons(
Increased women in the workforce
Increased male involvement in dependent care %child and elder&
activities
Increased responsibility for elders
Increased demands at work
#oss of long term employment guarantees
,he need for enhanced workplace skills
Increased competition for the best students and talent for
education and research environments
Freater competition for talent
+3$ programs have been found to(
Improve workplace morale
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Encourage employee commitment
:upport recruitment
Encourage retention
Enhance productivity
+educe absenteeismE and
0aximi)e staff resources
,he programs, policies and services offered through +3$ programs(
a. support faculty and staff efforts to manage the competing
demands of work and personal life,
b. support health promotion and wellness, and
c. Express appreciation for faculty and staff contribution to the
Gniversity, highlight outstanding individual contributions, and
+ecogni)e long term commitment.
+,ality of .or/ life .ho need that4
.s devoted Internauts, or Het/Huts, we know that we just cant
top working at it,$ discovering, creating and sharing new stuff. +ightI
"ere all so busy- =sychologically, work has always been one of the
most significant of human experiences. 2ut when for 0ay people sex
and relationships are troublesome///since they are often *a)ardous to
our health///work plays and even greater role in keeping us out of
trouble.$ +egardless of how much we earn, most of us have some kind
of agenda or work plan. .nd with so many people opening a home and
a cyber/office, with mounting level of technology/related stress, many
of us end up involved in more than on job, which we feel compelled to
get done, spending the greatest portion of our lives in what
"e consider our workplace. :o, !uality of "ork #ife %!"#& is
not some notion of frivolous luxury. !"# is just as real and useful as
virtual reality itself.
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E1ually experienced, open/minded, goal/oriented professionals/
men and women have occupation the brainchild of !uality of "ork
#ife :ervices, 0anhattan/based, woman/ created enterprise, !"#
:=.<E with sense of =roportion, future humanity and humor. !"#
:ervices invites you to hang out at our expanding venues toward the
overall enrichment of your work life and toward access to healthier
lifestyles.
Abo,t +3$ Ob5e2ti-es
,hree main objectives for the !"# Initiative(
Improve employee satisfactionE
:trengthen workplace learning( and
2etter manage on Jgoing change and transition
Criteria for meas,ring +3$
+ichard E. "alton explains !"# in terms of eight broad
conditions of employment that constitute desirable !"#. ,he proposed
the same criteria for measuring !"#. ,hese criteriaC conditions
include(
Ade6,ate and fair 2om1ensation
Safe and health .or/ing 2onditions
O11ort,nity to ,se and de-elo1 h,man 2a1a2ities
<ontrary to the traditional assumptions, !"# is improved-$ to the
extent that the worker can exercise more control over his or her
work, and the degree to which the job embraces an entire
meaningful task but not a part of it. >urther, !"# provides for
opportunities like autonomy in work and participation in planning in
order to use human capabilities.
O11ort,nity for Career gro.th
3pportunities for promotion are limited in case of all categories
of Employees either gibe to educational barriers or limited openings
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at higher #evel. !"# provides opportunities for continue growth
and security by Expanding ones capabilities, knowledge and
!ualification.
So2ial integration in the .or/for2e
,his can be established by creating freedom from prejudice,
:upporting primary work groups, a sense of community inter/
personnel 3penness, egalitarianism and upward mobility.
Constit,tionalism in .or/ Organi7ation
!"# provides constitutional protection to the employees only to
the #evel of desirability on such matters as privacy, free speech,
e1uity and due =rocess.
.or/ and +3$
!"# provide for balanced relationship among work, non/
work, and >amily aspects of life. In other words, family life and
social life should be :train by working hours including over time
work, work during inconvenient *ours, business travel,
transfers, vacations etc-..
so2ial rele-an2e of .or/
!"# is concerned about the establishment of social relevance to
work in a socially beneficial manner. ,he workers self/esteem would
be high if this work is useful to the society and vice versa is also true.
It is worth nothing that often the condition that contribute to
motivation like e1uitable salaries, financial incentives, effective
employee selection etc-.will also contribute indirectly to !"#. :ome of
these activities like job enrichment might contribute indirectly to !"#
by tapping the workers high/order need, and motivating them. :till
other activities may contribute directly to !"# providing for a safer
work place, less discrimination on the job, and so forth.
12
S1e2ifi2 iss,es in +3$
,rade unions claim that they are responsible for the improvements in
various facilities to the workers where as management takes credit fro
improved salaries, benefits and facilities. *owever, *+ manger has
:pecific issues in providing them so as to maintain a higher order !"#.
Dlott, 0undick and :chusterd suggested 44 major !"# issues, ,hey
are as follows.
(ay and stability of em1loyment
Food pay still dominates most of the other factors in employee
:atisfaction. Karious alternative means for providing wages should
be developed in view of increase in cost of living index, increase in
levels and rates of income tax and profession tax . Enhancing the
facilities for human resource development can provide stability to a
greater extent.
O22,1ational stress
:tress is a condition of strain on ones emotions, thought
process and physical condition. It is determined by the nature or
work, working conditions, working hours, pause in the work
schedule, workers abilities and nature and match with the job
re1uirements. :tress is caused due to irritability, hyper excitation
or depression, unstable behavior, fatigue stuttering, trembling,
psychosomatic pains, heavy smoking and drug abuse. :tress
adversely affects employees productivity. ,he *+ manager, in
order to minimi)e the stress, has to identify, prevent, and tackle
the problem. *e may arrange for the treatment of the problem with
the health unit of the company.
Organi7ational health 1rograms
Effective implementation of health programs result in reduction
in absenteeism, hospitali)ation, disability, excessive job turnover
13
and premature death. ,hey should also cover relaxation, physical
exercise, diet control etc..,
Alternati-e .or/ s2hed,les
.lternative work schedules including work at home, flexible
working hours, staggered hours, reduced work week, part time
employment that may be introduced for the convenience and
comfort of the workers.
(arti2i1ati-e management 2ontrol
"orkers feel that they have control and over their work, use
their :kills and make a real contribution to the job if they are
allowed to =articipate in creative and decision making process.
Re2ognition
+ecogni)ing employee as a human being rather than as a laborer
Increases the !"#. =articipative management award and reward
:ystem, congratulating the employees for their achievement, job
Enrichment, offering prestigious to the jobs, providing well
>urnished and decent work place offering membership in clubs or
.ssociations, providing vehicles or some of the means to recogni)e
the Employees.
Congenial s,1erior s,b'ordinate relationshi1s
*armonious supervisor workers relations give the worker a
sense of :ocial association, a sense of belongingnessE we should
not ignore the Impact of social relations at the work place the
productivity resulting from this.
%rie-an2e 1ro2ed,re
=roper grievance procedure that is 1uick and justified gives
employees an opportunity to vent their feelings and represent their
case.
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Ade6,a2y of reso,r2es
+esources should match with the stated objectives, otherwise,
Employees will not able to attain them resulting in employee
dissatisfaction and lower !"#.

Senior merit in 1romotions
<ompanies either take seniority or merit as basis for promoting
the employees, each of these methods have their relative
disadvantages and hence it is advisable to take both of them
together in promotion policy there by resulting in higher !"#.
Em1loyment on 1ermanent basis
Job security adds a lot not to !"#, for employees working on
,emporary basis or on probation are constantly worried about this.
Employing them on permanent basis reduces their sense of
insecurity and enhances the !"#.
Strategies to im1ro-e +3$
Self managed .or/ teams
,hese are also called as autonomous work groups or integrated
work teams, they are formed with 4B to 5B employees who plan,
co/ordinate and control the activities of the team with the help of a
team leader who is one among them.
"ob redesign and enri2hment
Jobs can be redesigned to cater the changing needs and thereby
help employees in increasing their worth. Jobs redesigned enrich
and satisfy the higher order human needs.
Effe2ti-e leadershi1 and s,1er-isory beha-ior
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3rgani)ation should aim at adopting the most effective style of the
leadership and a congenial relationship between both the managers
and supervisors is essential.
Career de-elo1ment
=rovision for career planning, communicating and counseling the
employees about the career opportunities , careers path, education
and development and for second careers should be made.
Alternati-e .or/ s2hed,les
,his provides for flexibility in working hours and part time jobs. ,his
will also help working couples and students.
"ob se2,rity
this is one of the most important motivating factors and tops the
employees priority list and needs to be ade1uately taken care off.
Administrati-e and organi7ational 5,sti2e
,he principles pf justice and e1uity should be adopted by the
organi)ation and all the administrative policies should aim to satisfy
employees in this regard.
(arti2i1ati-e management
,his creates sense of pride and responsibility among the
employees. 3rgani)ation adopt various strategies in this regard
!uality <ircles$ being the most popular among them.
+3$ A22om1lishments
:ince the !"# initiative was announced, many important changes
have occurred to improve the 1uality of work life for employees.
,hese changes include, but are not limited to, the followingE
16
.voidance of the use of involuntary separations, excepts the few in
the *I: as +esult of the Indian :elf/'etermination .ctE
#amination of se1uential sign/in sheetsE
Internet access for all employees
<reation of a model workClife center to serve as a resource for all
employeesE
<reation of a web site dedicated to !"# activities
.nnual !"# weeks sponsored in each 3='IKE
>irst and second annual secretarys <onference on >amily >riendly
"ork practicesE
<reation of a distributed learning network %'C# net$& to allow
Employees to learn .nytime, and where$E
'istribution of annual employee benefits statements to all
employeesE
=ilot projects to re/design the way work is accomplished to increase
3rgani)ational productivity as well as employee ability to balance
work and life priorities
>irst annual 'iversity conference to make recommendations on how
to make 'iversity a source of performance excellence$ for **:
,he most important accomplishment of the !"# initiative is
simply the fact that paying attention to !"# issues has become an
integral part of **: culture. **: employees, and the people they
serve, deserve no less.
*umans love to keep score. Howadays there seems to be a
scorecard or measurement index for just about everything from the
cost of living to the cost of dying and everything in between. ,he
problem with many of these measures is that they take a pure
economic view of "hat ever is being measured. 2ut conclusion
about the economy or business can often be misleading when
drawn from only those indicators that are easy to 1uantify.
17
.s .lbert Einstein noted, Hot everything that can be counted
counts and not everythings that counts be counted.$
3or/ 1la2e A2ti-ities that enables +,ality of .or/ life
2,lt,re
. survey of the functions and challenges of personnel management
:upports the contention that the modern personnel manager must
operate at the nexus of these major forces. >irst, one must plan,
organi)e, direct, and control the procurement, development,
compensation, integration, maintenance, and separation of work
force in order that the organi)ation may accomplish its designated
objectives. In this view, a work force is an instrument of the
organi)ation, and the personnel manager provides and shaped that
instrument. 3rgani)ations re1uirement change with the as is
illustrated the 3rgani)ations re1uirement change with the as is
illustrated the growth of large, multinational corporations and the
use of more complex and automated technology.
:econd, the instrumental work force is composed of human of
varying types with complex and changing needs and values. ,he
personnel management must assist the organi)ation in adapting
change in mix %demands for individual rights, treatment, and
opportunities&. ,he =ersonnel manager searches for programs that
have overlapping Interests for both employee and organi)ation,
such as flex/time, which .llows individual decision concerning
working hours, yet returns Kalues in the area of tardiness,
absenteeism, turnover, and =roductivity.
>inally, the third major force is society, representing by multiple
levels of government. ,here are a number of obligations for the
organi)ation and the personnel manager toward society that have
their own implication on the 1uality of work life in any firm.
18
It should be noted that organi)ations$ included not only the firm
but the trade union as well. !"# programs are not to be viewed as
union/bursting devices since the union is often asked to participate
in the program. Hevertheless, some managers are #eary of this
degree of involvement as exhibited by the statement of one
executive, when you ask a bear to dance you cannot 1uit just
when you get tired$. <ollaboration on one subject will lead to
expectations in other areas.
!"# is fundamentally philosophy or an approach that can permeate
0any different activities in the work place. >or example, if the
=erformance appraisal program moves from scenario where the
supervisor plays Fod, to one of a joint superior/subordinate review
and evaluation, it could be characteri)ed as an improvement in
!"#. Job enlargement and enrichment, instead highly speciali)ed
job assignments, are also fre1uently described as !"# programs.
Joint union management program to reduce accident and prevent
health problems are !"# programs. Joint union management
program to reduce accidents and prevent health problems are !"#
program. 0erely cleaning up the work place, improving the lighting
and painting the walls can be constructed as an improvement in the
!"#. +educing the stress on the job and providing counselors are
also similarly categori)ed. In effect, any specific improvement in
and work place is often included under the catchall turn of !"#.

,he grievance load can be cut drastically as a conse1uence of an
Improve labor/management atmosphere issuing from increased work
=articipation, teams have a right to vote on matters usually governed
by union contracts, such as overtime scheduling and promotions.
<ompanies can handle the pay increases of its employees on a peer
review basis. In some companies new employees are hired as unskilled
workers at a plant based rate. .fter receiving the first increases in
their hourly rates after six months any further increase re1uire the
19
employee go on the board$. *e or she fills a form stating the desired
Increase, and posts it on the bulletin board along with a picture. .fter
a few days of observation by other workers, a secret ballot is cast with
the majority ruling as to whether the increase is to be granted.
20
)le8i time as an integrating +3$ 1rogrammer
.s final illustration of the move toward the individual, the self/
determination of work schedules his interesting recent phenomenon in
the industry. >lexi time$ is a program that allows flexible starting and
1uitting time for the employees. ,he schedule used by one company is
as follows( ? to A am constitutes a flexible band during which the
employee may <hoose the time he or she beings to work, %5& A to
44(6B am is core time/all employee must be present, %6& 44(6B to
4(BBpm is flexible time for taking a 6Bmin lunch, %7& 4(BB to 7(BB pm
is core time, and %8& 7 to 9 pm is flexi time for 1uitting. "hen allowed
this freedom, employees may choose earlier starting time and others
may keep on working the usual hours. .ll employees must still work
the re1uired total number of hours for the week or month. ,he
variation of plan is group/selected staggered hours. +ather than each
individual choosing herChis specific starting and stopping times,
the group voted as a unit for varying schedules that exhibit different
types of interests and utili)e the programmer differently and similarly
employees belonging to different industries may show varying levels of
interest in this type of schedule.
21
COM(AN& (RO)I$E
istory of the 2om1any
I<I<I =rudential #ife Insurance company is a joint venture between
I<I<I 2ank, a premier financial powerhouse, and prudential plc, a
leading international financial services group head1uartered in the
Gnited kingdom. I<I<I =rudential was amongst the first private sector
insurance companies to begin operations in 'ecember 5BBB after
receiving approval from Insurance +egulator 'evelopment .uthority
%I+'.&.
I<I<I =rudentials capital base stands at +s.4668 crore with I<I<I 2ank
and =rudential plc holding ?7L and 59L stake respectively. >or the
year ended 0arch 64, 5BB?, the company garnered +s 6,?9B crore of
weighted new business premiums and wrote @6?,A96 policies. ,he sum
assured in force stands at over +s.89,BBB crore.
I<I<I =rudential is also the only private life insurer in India to receive a
Hational insurer >inancial :trength rating of ... %Ind& from >itch
ratings. ,he ... rating is the highest rating, and is a clear assurance
of I<I<I =rudentials ability to meet its obligations to customers at the
time of maturity or clims.
>or the past five years, I<I<I =rudential has retained its position as the
Ho.4 private life insurer in the country, with a wide range of flexible
products ,hat meet the needs of the Indian customer at every step in
life.
22
ICICI !ANK
I<I<I 2ank is indias second largest bank and largest private sector
bank "ith over 8B years of financial experience and with assets of
rs.4@45.5? 2illion as on 6B
th
June, 5BB8. I<I<I 2ank offers a wide
range of banking =roducts and financial services to corporate and retail
customers through a Kariety of delivery channels and through its
speciali)ed subsidiaries and .ffiliatesin the areas of investment
banking, life and non/life insurance, Kenture capital and asset
management. I<I<I 2ank is a leading player in the ,etail banking
market and has over 46 million retail customer accounts. ,he 2ank has
a network of over 8?B branches and extension counters, and 5,BBB
.,0s.
(r,dential ($C
Established in #ondon in 4@7@, prudential plc, through its businesses in
the GD and Europe, the G: and .sia, =rovides retail financial services
products and services to more than 49 million customers, policyholders
and unit holders worldwide. .s of June 6B, 5BB7, the company had
over G: M6BB billion in funds under management. =rudential has
brought to market an integrated range of financial services products
that now includes life assurance, pensions, mutual funds, banking,
investment management and general insurance. In .sia, prudential is
the leading European life insurance company with a vast network of 57
life and mutual fund operations in twelve countries/ chine, *ong Dong,
India, Indonesia, Japan, Dorea, 0alaysia, the =hilippines, :ingapore,
,aiwan, ,hailand and Kietnam.
A!OUT TE (ROMOTERS
I<I<I 2ank %HN:E(I2H& is Indias second largest bank with an asset
base of +s. 5846.@A billion as on 0arch 64, 5BB9. I<I<I 2ank =rovides
a broad spectrum of financial services to individuals and companies.
,his includes mortgages, car and personal loans, credit and debit
cards, corporate and agricultural finance. ,he 2ank services a growing
23
customer base of more than 4? million customers through a multi/
access network which includes over 95B branches and extension
counters, 55BB .,0s, call centers and internet banking.
Established in #ondon in 4@7@, 1r,dential 1l29 through its businesses
in the GD and Europe, the G: and .sia, provides retail financial
services products and services to more than 49 million customers,
policyholder and unit holders worldwide. .s of 'ecember 64, 5BB8, the
company had over G:M 7BB 2illion in funds under management.
=rudential has brought to market an integrated range of financial
services products that now includes life assurance, pensions. mutual
funds, banking, investment management and assurance, pensions,
mutual funds, banking, investment management and general
insurance. In .sia, =rudential is the leading European life insurance
company with a vast network of 56 life and mutual fund operations in
twelve countries/ <hina, *ong Dong, India, Indonesia, Japan, korea,
0aalaysia, the phillpines, :ingapore, ,aiwan, ,hailand and Kietnam.
#ISION O) TE COM(AN&
,o make I<I<I prudential the dominant #ife and pensions player built
on trust by world/class people and service. ,his we hope to achieve
by(
Gnderstanding the needs of 2,stomers and offering them
superior =roducts and service
#everaging te2hnology to service customers 1uickly,
efficiently and <onveniently
'eveloping and implementing superior ris/ management
and In-estment strategies to offer sustainable and stable
returns to our =olicyholders
=roviding an enabling environment to foster growth and
learning for 3ur em1loyees
.nd above all, building transparency in all our dealings.
24
,he success of the company will be founded in its unflinching
commitment to 8 core values/ Integrity, <ustomer >irst, 2oundary
less, 3wnership and passion. Each of the values describes what the
company stands for, the 1ualities of our people and the way we work.
"e do believe that we are on the threshold of an exciting new
opportunity, where we can play a significant role in redefining and
reshaping the sector. Fiven the 1uality of our parentage and the
commitment of our team, there are no limits to our growth.
DISTRI!UTION NET3ORK
I<I<I =rudential has one of the largest distribution networks
amongst =rivate life insurers in India with a network of over @6,BBB
advisors, and having commenced operations in 5B? cities and towns
in India, stretching from 2huj in the west to Fuwahati in the east,
and Jammu in the north to ,rivandrum in the south. ,he company
has A bancassurance partners, having tie/ups with I<I<I 2ank,
2ank of India, >ederal 2ank, :outh Indian 2ank, #ord Drishna 2ank,
and some co/operative banksE as well as over 5BB corporate agents
and brokers. It has also tied up with HF3s, 0>Is and corporates
for the distribution of rural policies.
25
DATA ANA$&S&S AND INTER(RETATION:'
'ata analysis and interpretation is done with the help of graphs.
4& ,o what extend are you comfortable is done with the benefits that
are aimed towareds your self/ improvement.
,o great extent///////////////8L
,o some extent///////////////76L
:atisfactory//////////////////////85L
0%
10%
20%
30%
40%
50%
60%
TO GREAT EXTENT
TO SOME EXTENT
SATISFACTORY
Res1onse:
8L of employees say that they are satisfied to great extent
with the provision of benefits at the work place.
76L of the employees say that they are satisfied with the
=rovision of benefits to some extent.
.nd 85L say that they are just satisfied and B say that not
satisfied.
26
:; ,o what extent is your performance justified with ade1uate and >air
compensationI
,o great extent/////////////////////////////46L
,o some extent////////////////////////////55L
:atisfactory ////////////////////////////////98L
Hot satisfied////////////////////////////////BL
0%
10%
20%
30%
40%
50%
60%
70%
TO GREAT EXTENT
TO SOME EXTENT
SATISFACTORY
NOT SATISFIED
Res1onse:
46L of the employees say that their performance is justified
with ade1uate and fair compensation.
55L of the employees say that their performance is justified
only to some extent.
98L of the employees are just satisfied regarding this.
27
6. ,o what extent your organi)ation is maintaining the appropriate
balance of workI
,o great extent/////////////////////////////AL
,o some extent////////////////////////////7?.8BL
:atisfactory ////////////////////////////////76.8BL
Hot satisfied////////////////////////////////BL
0%
10%
20%
30%
40%
50%
TO GREAT
EXTENT
TO SOME
EXTENT
SATISFACTOR
Y
NOT
SATISFIED
Res1onse:
AL of the employees say to great extent that the
3rgani)ation maintaining appropriate balance of work..
7?.8L of the employees say to some extent the 3rgani)ation
maintaining appropriate balance of work and.
76.8L of the employees are satisfied.
28
7& Nour organi)ation provides an opportunity for growth and continued
securityI
:trongly agree//////////////////////////////4?.7BL
.gree ////////////////////////////////////////@5.9L
'isagree /////////////////////////////////////BL
:trongly disagree////////////////////////////BL
0.00%
20.00%
40.00%
60.00%
80.00%
100.00% STRONGLY
AGREE
AGREE
DISAGREE
STRONGLY
DISAGREE
Res1onse:
4?.7L of the employees strongly agree that the organi)ation
=rovides an excellent opportunity for growth and continued
security.
@9.7L of the employees agree that the organi)ation =rovides
opportunities for growth and continued security.
8& 'o the benefits provide by the organi)ation suites your needsI
29
Nes ///////////////////////////////////////@9.A8L
Ho/////////////////////////////////////////BL
<ant say/////////////////////////////////46.B8L
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
YES
NO
CANT SAY
Res1onse:
@9.A8L of the employees say yes that the benefits =rovided
by the organi)ation suites their needs.
46.8L of the employees cant say.
9& which of the following best describes your usual work scheduleI
30
'ay shift////////////////////////////////////@5.9BL
.fternoon shift/////////////////////////////4?.7BL
Hight shift////////////////////////////////////BL
:plit shift///////////////////// ///////////////BL
Irregular shift////////////////////////////////BL
+otationg shift///////////////////////////////BL
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
DAY SHIFT
AFTERNOON
SHIFT
NIGHT SHIFT
SPLIT SHIFT
IRREGULAR
SHIFT
ROTATIONG
SHIFT
Res1onse:
@5.9L of the employees say that they are comfort with the
'ay shifts.
.nd 4?.7L of the employees comfort with the afternoon
:hift.
?& 'ose your job let you to use your skills and abilitiesI
:trongly agree////////////////////////////54L
31
.gree /////////////////////////////////////?AL
'isagree //////////////////////////////////BL
:trongly disagree ///////////////////////BL
0%
10%
20%
30%
40%
50%
60%
70%
80%
STRONGLY
AGREE
AGREE
DISAGREE
STRONGLY
DISAGREE
Res1onse:
54L of the employees strongly agree that the job let them to
use their skills and abilities.
?AL of the employees only agree that the job let them to
Gse their skills and abilities.
@& In your job, how often do you take part with others in marking
decisions that affect youI
3ften ////////////////////////////////////6B.7BL
32
:ome times/////////////////////////////9A.9BL
+arely ///////////////////////////////////BL
Hever/////////////////////////////////////BL
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
OFTEN
SOME TIMES
RARELY
NEER
!
Res1onse:
6B.7BL of the employees say often they discuss with others
in marking decisions.
.nd ?A.9L of the employees say only some times they
discuss with others regarding the decision making
A& In your job, do you normally work as part of a team, or do you work
0ostly on your ownI
Nes, I work as a part of team /////////////////////@5.9BL
Ho, I work on my own//////////////////////////////@.?BL
33
I work as an individual ////////////////////////////@.?BL
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
YES" I #OR$
AS A PART OF
TEAM
NO" I #OR$ ON
MY O#N
I #OR$ AS AN
INDIIDUAL
Res1onse:
@5.9L of the employees say that they are working as part of
a team
.nd @.?L of the employees say that they work on their own
and @.?L of the employees work as an individual.
4B& Is the current promotion policy at your organi)ation promotion its
employees to grow up in the organi)ational levelI
Nes ///////////////////////////////////A4.65L
Ho/////////////////////////////////////7.67L
Hot sure///////////////////////////////7.69L
34
0.00%
20.00%
40.00%
60.00%
80.00%
100.00%
YES
NO
NOT SURE
Res1onse:
A4.65L of the employees say yes that the promotion =olicy
enables them to grow up in organi)ational level.
.nd 7.67L say no and 7.69L of the employees cant say.
44& Nou have the training opportunity in order to perform your job
:afely and competently.
Kery true////////////////////////////6B.76L
:ome what true/////////////////////85.4?L
Hot to true///////////////////////////BL
Hot at all true///////////////////////4?.6BL
35
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00% ERY TRUE
SOME #HAT
TRUE
NOT TO TRUE
NOT AT ALL
TRUE
Res1onse:
6B.76L of the employees say very true that the organi)ation
providing training sessions.
.nd 85.4?L of the employees say some what true.
.nd 4?.6L say not at all true.
<:; In general, how would you describe relations at your work place
between management and employeesI
Kery good ////////////////////46.B7L
Food///////////////////////////9B.@9L
:atisfactory/////////////////////54.?6L
2ad///////////////////////////////BL
<ant say////////////////////////7.67L
36
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
ERY GOOD
GOD
SATISFACTOR
Y
%AD
CAN&T SAY
Res1onse:
46.B7L of the employees say they have very good relations
with the management.
.nd 9B.@9L employees say they have good relations with the
management.
54.?6L of the employees say they are satisfied relations with
the management and 7.67L cant say.
46& *ow often do you find your work stressfulI
3ften//////////////////////////////////////46.B7L
:ome times//////////////////////////////9B.@9L
+arely////////////////////////////////////54.?6L
Hever ///////////////////////////////////BL
37
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
OFTEN
SOME TIMES
RARELY
NEER
Res1onse:
46.B7L of the employees often find their work is stressful.
9B.@9L of the employees find sometimes their work is stressful
54.?6L of the employees find rarely their work is stressful.
47& what are the recreational programs under taken by your
3rgani)ationsI
#.,.</////////////////////////BL
=aid holiday//////////////////46.B7L
"eekend get together/////////89.85L
3ther ////////////////////////////6B.76L
38
0%
10%
20%
30%
40%
50%
60%
L.T.C
PAID HOLIDAY
#EE$END GET
TOGETHER
OTHER
Res1onse:
46.B7L say paid hloyday.
89.85L say weekend get together.
6B.76L say other programs as the recreational programs
48& *ow often do your work at home as part of your jobI
Hever////////////////////////////////////////59.B@L
. few times in a year/////////////////////7.67L
.bout once in a month////////////////////59.B@L
.bout once in a week/////////////////////67.?@L
0ore than once in a week////////////////@.9AL
39
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
NEER
A FE# TIMES
IN A YEAR
A%OUT ONCE
IN A MONTH
A%OUT ONCE
IN A #EE$
MORE THAN
ONCE IN A
#EE$
Res1onse:
59.B@L :ay never they work at home as part of the job.
7.67L say few times in a year.
59.B@L say once in a month.
67.?@L say once in a week.
.nd @.9AL say more than once in a week that they work
at home as part of the job.
49& *ow fare is what you earn on your job in comparison to others
doing the same type of work you doI
0ore than you deserve////////////////////////////6A.46L
:ome what less than you deserve////////////////54.?7L
.bout as much as you deserve///////////////////6A.46L
0uch less than you deserve//////////////////////BL
40
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00%
40.00%
MORE THAN
YOU DESERE
SOME #HAT
LESS THAN
YOU DESERE
A%OUT AS
MUCH AS YOU
DESERE
MUCH LESS
THAN YOY
DESERE
Res1onse:
6A.46L of the employees say that they are earning more than
they deserve.
54.?7L say less than they deserve.
.nd 6A.46 say as much as they deserve.
4?& ,o what extent has the organi)ation provides scope for the
Employee developmentI
a& ,o great extent/////////////////////////@.?BL
b& ,o some extent/////////////////////////7?.@5L
c& :atisfactory /////////////////////////////76.7@L
d& Hot satisfied/////////////////////////////BL
41
0.00%
10.00%
20.00%
30.00%
40.00%
50.00% TO GREAT
EXTENT
TO SOME
EXTENT
SATISFACTOR
Y
NOT
SATISFIED
Res1onse:
@.?L of the employees say to great extent that the
organi)ation provides scope for the employee development
7?.@5L say to some extent the organi)ation provides scope
for the employee development.
76.7@L say satisfactory.
4@& ,here are no discriminations and there is high degree of social
Integration at the work placeI
:trongly agree ////////////////////////////////////@.9AL
.gree///////////////////////////////////////////////7?.@7L
'isagree ///////////////////////////////////////////76.7?L
:trongly disagree//////////////////////////////////BL
42
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
STRONGLY
AGREE
AGREE
DISAGREE
STRONGLY
DISAGREE
Res1onse:
@.9AL of the employees strongly agree there are no
discriminations and there is high degree of social integration at
the work place.
7?.@7L of the employees agree there are no discriminations
and there is high degree of social integration at the work
place.
76.7?L of the employees disagree regarding this.
4A& ,o what extent do you think that you are best suited for the jobI
,o great extent ///////////////////67.?@L
,o some extent///////////////////67.?@L
:atisfactory ///////////////////////6B.7L
Hot satisfied///////////////////////BL
43
0.00%
5.00%
10.00%
15.00%
20.00%
25.00%
30.00%
35.00% TO GREAT
EXTENT
TO SOME
EXTENT
SATISFACTOR
Y
NOT
SATISFIED
Res1onse:
67.?@L of the employees say to great extent they are :uited
for the job.
67.?@ say to some extent they are suited for the job.
.nd 6B.77L said satisfactory.
5B& "orkers need strong trade unions to protect their interests.
a. :trongly agree//////////////////////////////7.67L
b. .gree////////////////////////////////////////98.54L
c. 'isagree////////////////////////////////////4?.6AL
d. :trongly disagree //////////////////////////46.B7L
44
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
STRONGLY
AGREE
AGREE
DISAGREE
STRONGLY
DISAGREE
Res1onse:
7.67L of the employees strongly agree that they need
:trong trade unions to protect their interests.
98.54L agree that they need strong trade unions to
=rotect their interests.
4?.6AL disagree that they need strong trade unions to
=rotect their interests.
.nd 46.B7L strongly disagree regarding this.
54& <an you 1uote more valuable suggestions in order to improve the
:ystem of !G.#I,N 3> "3+D #I>E$I
a. Nes /////////////////////////////////////////?AL
b. Ho//////////////////////////////////////////54L
45
0%
20%
40%
60%
80%
YES
NO
+esponse(
?AL of the employees say yes they can 1uote more
Kaluable suggestions in order to improve the system of
!G.#I,N 3> "3+D #I>E$.
.nd 54L of the employees say no regarding this.
$IMITATIONS O) TE STUD&
4. >irstly, the respondents were not available readily and the data
were
5. collected
6. as per the convenience of the respondents.
46
7. :econdly, the sample of 4BB respondents was given by the
8. organi)ation hence appropriate sample techni1ues were not
applied
9. for selecting the respondents.
?. ,hirdly, time is also one of the constraints. 'uration of 78 days
is not
@. :ufficient to cover all the aspects of the study.
>or the above limitations the study conducted may not give the true
+epresentations of the entire organi)ation.
SU%%ESTIONS
,he topic selected is 1uality of work life. ,he significance of selection
the topic relates to its importance in the study to make the employees
more efficient, so that organi)ational goal can be achieved through
=ersonal development.
47
,he study deals with the particular viewpoint on 1uality of work life
and analysis of their viewpoint on the training program. 0any of the
+espondents agree that the department is manned with competent
=ersonnel and has ade1uate facilities, fully e1uipped with re1uired
,eaching aids and congenial climate.
0ost of the employees attended the 1uality of work life program to
Fain knowledge on their self/interest. 2ut some of the respondents
Fave their suggestions so that the program can be more effective.
:ome of the suggestions are as fallows(/
4. work should be distributed among employees uniformly.
5. job rotation
6. objective appraisal
7. transparent in communication both ways %top level to low level
O vice versa&
8. !ualification Ks service at the time of appraisal to employees
needs more transparency and effective strategies.
9. 0ore motivational classes on the attitudinal change of the
employee towards the job.
?. 0an power system needs to be more effective.
@. .ppraisal system needs changes before and after appraisal of
employee there should be pre and post counseling for
employees.
A. <ompulsory leave of 78 days.
4B. work allotment should be made as per the performance
48
44. 0ore social get together should be planned by official to
meet ,he family members of the employees
CONC$USIONS
.fter conducting an intense study on 1uality of work life program in
I<I<I prudential #ife Insurance <ompany the fallowing conclusions
were derived.
49
4. 3rgani)ation should focus on the benefits that are aimed towards
:elf/improvement of the employees
5. 3rgani)ation needs to maintain the appropriate balance of work.
6. 3pportunity for the career growth is very good.
7. 2enefits provided by the 3rgani)ation are very good to satisfy the
Employee personal needs.
8. ,eam work in the organi)ation is very good.
9. 3rgani)ation should focus on training sessions in order to motivate
the employees.
?. "ork stress on the employees is some what high.
@. 3rgani)fation needs to provide scope for the employee
development.
A. ,here is some discrimination at the work place.
4B. 3n the whole the 1uality of work life program in I<I<I =rudential
#ife Insurance <ompany. Is good.
!I!$IO%RA(&
INTERNET
www.google.com
50
www.ask.com
www.iciciprulife.com
!OOKS
*uman +esource and =ersonnel 0anagement/ "illiam "rether
I<>.I Gniversity pressP*+0 +eview
+UESTIONNAIRE ON +UA$IT& O) 3ORK $I)E
NAME:
DESI%NATION:
51
4. ,o what extent are you comfortable with the benefits that are
aimed towards your :elf Improvement I
,o great extent Q R ,o :ome extent Q R :atisfactory Q R
Hot :atisfied Q R
5. ,o what extent is your performance justified with ade1uate O
fair compensation
,o great extent Q R ,o :ome extent Q R :atisfactory Q R
Hot :atisfied Q R
6. ,o what extent your organi)ation is maintaining the appropriate
balance of work
,o great extent Q R ,o :ome extent Q R :atisfactory Q R
Hot :atisfied Q R
7. 'o the benefits provide by the organi)ation suits your needs I
Nes Q R HoQ R cant say Q R
8. Nour organi)ation provides opportunity for growth O continued
security.
:trongly agree Q R .gree Q R 'isagreeQ R
:trongly disagree Q R
9. "hich of the following best describes your usual work scheduleI
'ay :hift Q R .fternoon :hift Q R Hight :hift Q R :plit :hiftQ R
Irregular :hift Q R rotating shiftQ R
?. 'oes your job let you to use your skills O .bilitiesI
:trongly agree Q R agree Q R 'isagree Q R strongly disagree Q R
@. In your job, how often do you take part with others in making
decisions that affects you I
3ften Q R sometimes Q R rarely Q R never Q R
A. In your job do you normally work as a part of a team or do you
work mostly on your ownI
Nes I work as a part of a team Q R Ho, I work on my own Q R
I work as an individual Q R
52
4B. Is your current promotion policy at your organi)ation
promoting its employees to grow up in the organi)ational levelI
NesQ R HoQ R Hot :ure Q R
44. Nou have training opportunities in order to perform job
safely O competently
Kery ,rue Q R :ome what ,rue Q R Hot ,oo ,rueQ R Hot at all
,rueQ R
45. In general, how would you describe relations at your work
place between 0anagement O EmployeesI
Kery Food Q R Food Q R :atisfactory Q R 2adQ R <ant :ayQ R
46. *ow often do you find your work stressfulI
3ften Q R :ometimes Q R +arely Q R Hever Q R
47. "hat are the recreational programs undertaken by your
organi)ationI
#,< Q R =ay *oliday Q R "eekend Fet ,ogether Q R 3thers Q R
48. *ow often do you work at your home as a part your jobI
HeverQ R >ew ,imes in a yearQ R .bout once in a monthQ R
.bout once in weekQ R 0ore than once in a weekQ R
53