CHAPTER-1

INTRODUCTION
INTRODUCTION

Kerala is a land enriched with heavy mineral deposits. The western side of Kerala has been in
the healing touch of Arabian Sea and the southern part of seashore has the rare and rich
deposits of minerals, stretch along with seacoast beaten tidal channels that are between
Kayamkulam and Neendakara, attract generally known as Chavara Coast is situated. The
main content of these sands in the areas are Ilmenite, Rutile, Leucoxene, Sillimanite, Zircon
and Monazite. Out of these first three are Titanium bearing minerals. To make use of these
minerals, the KMML has been setup

Kerala Minerals and Metals Ltd. (KMML), a leading, earning enterprise under Government
of Kerala, is the world’s first fully integrated Titanium Dioxide pigment plant. Eco friendly
and socially committed KMML is the only integrated Titanium Dioxide facility having
mining, mineral separation, synthetic rutile and pigment production plants. It is India’s only
producer of rutile grade Titanium Dioxide pigment. The factory is located at
Sankaramangalam and has access to one of the world’s richest beach. They mine out minerals
from the beach and transform it into ‘white magic’ (Titanium Dioxide) which adds gloss to
paper, paint printing, ink etc. At present KMML produces seven different grades of Titanium
Dioxide pigment to meet the specific needs of the user industries like paint, printing ink
plastics, textiles ceramic, paper industry and pharmaceuticals etc. Now a day, KMML exports
its product to more than 53 countries.

The quality of work life can be defined as the degree of personnel satisfaction
experienced of work. Quality of work life depended on the extent to which an example feel
valued, rewarded, motivated, consulted and empowered. It also influenced by factor such as
job security, opportunity for career development, work pattern and work life balance.

Quality of work life in its widest sense comprises all matters affecting the health,
safety comfort and general welfare of the employees and includes provision for education,
medical aid, recreation, thrift schemes, convalescent houses, day nurseries and crèches, holy
day with pay, social insurance, sickness allowance, maternity benefits, PF, and gratuity etc.

The present study regarding Quality of Work Life refers to favourable or

unfavourable of a total job environment people in Kerala Minerals and Metals Ltd. (KMML),
a leading, earning enterprise under Government of Kerala, is the world’s first fully integrated
Titanium Dioxide pigment plant. For the purpose of achieving organizational goals and

2|Page
individual growth, KMML tries to improve their Quality of Work Life to become a
successful position.

More ever, we can say Quality of Work Life is a multi-faced concept. The
permits of Quality of Work Life have a work environment where employee’s activities
become more important. This means implementing procedures and policies that makes the
workless routine and rewarding for employees. So this topic has great impact in the
organization for smooth functioning and future existence. This Quality of Work Life is put
forwarding more importance in the organization growth, employment and a sustainable and
competitive economy.

STATEMENT OF THE PROBLEM:

The purpose of the study is to describe the current level of job satisfaction and its
relationship to factors of cohesion among the employees of Kerala Minerals and Metals Ltd.,
Chavara. Hence the study is entitled as “A Study on Quality of Work life of Employees in
Kerala Minerals and Metals Ltd., Chavara”.

SIGNIFICANCE OF THE STUDY:

The study of employee’s satisfaction helps the company to maintain a standard and
increase productivity by motivating the employees. This study tells us how much the
employees are capable and their interest at work place. What are the things still to be satisfied
for the employees? Human resource is the most important resource of any Organization, so
that study of employee satisfaction helps to know the working condition and what are the
things that affect them not to work properly. Even though majority of work done is machines
and equipment’s without any manual movement nothing can be done so study of job
satisfaction is necessary

OBJECTIVES OF STUDY

1. To critically examine and evaluate the quality of work life and working conditions
provided by the company to its employees.
2. To know whether the quality of work affect the productivity of workers
 3. To know about the welfare measures adopted by the organization.
4. To understand the effectiveness of working as a group to the quality of work life.

5. To identify the major factor that influences the QWL of employees.

METHODOLOGY
Primary Data
Primary data have been collected from the employees (respondents) objectives and
purpose of the study have been explained to the respondents in Kerala minerals and metals ltd
and the primary data were collected from the employees through a well-structured
questionnaire and through the informal interviews with employees and officials.
Secondary Data
Data required for this study have been collected from official sources of Kerala
minerals and metals ltd. All the industry details provided by the organization have been
collected from personnel and administration department. The reports and pamphlets released
by the organization is also a source of information.

PERIOD OF STUDY
The study period of the dissertation is limited to 3 months.

TOOLS USED FOR ANAYSIS

The main tools used for analyses and interpretations of data are:
 Table interpretation
 Pie diagram
 Column chart
The statistical tools used for this study were percentages analysis and graphical
representation. This analysis is supported by table, graph and diagram.

REVIEW OF LITERATURE
 CACIOPPE (1980) developed the quality of work experience survey to evaluate the less
tangible and qualitative aspects of life at work .The primary purpose of the survey is to
measure the degree to which people perceive that their work experiences reflects an ideal
work environment at an individual ,group and organizational level .The criteria for this
ideal work environment includes effectiveness , efficiency, human wellbeing and
 organizational climate and has been described more specifically elsewhere
Cacioppe(1984).since the surveys inception in1977 .14 public sector and 14 private
sector organization have utilized the survey for the practical purpose of evaluating how
their employees perceived their work and to implement changes to the organization to
enhance the quality of work life.
 JANT BOGG & CURY COOPER (1995) found that senior UK civil servants were
significantly more job dissatisfied and displayed more mental and physical ill health than
their private sector counter parts. The main sources of stress were factors intrinsic to the
job such as poorer comparative pay and working conditions and a strong feeling of
possessing little control over their job and their organization.
 DAVID J GLEW, ANNE M.O’LEARY-KELLY (1995) provided an overview of
research related to participation programs in organization. Although certain relationships
such as the participation performance .Association have been adequately addressed in the
literature other aspects of the participation. Process have received a participation frame
work that organizes what is and is not known about participation develop an operational
definition of participation summarize the incentives that motivate participation , review
individual and organizational contextual factors that relates to participation .outcome
relationship and note essential measurement questions.
 JOE JAINA & SHAUN TYSON (2004) the subject of work based relationships as a
source. Of support feedback and development has centricity in much of the research into
management development. Specifically work dealing with manager /subordinates and
poor relationships; as well as more formally defined developmental relationship such as
that of the mentor, coach of counsellor are of interest to the management researcher. they
examined the concept of psychological similarly through shared meanings ,in relation to
the maintenance and development of self-efficiency beliefs this examination is carried out
through comparative case studies in two very different organizational settings ; the
corporate and the not for private sector . It was found that in work based relationships in
which the parties are psychologically similar. Such relationships are more likely to
support the maintenance and development of self-efficiency beliefs.
 PATRICK M.WRIGHT ,WENDY R.BOSWELL(2002) proposed a typology of HRM
research based on two dimensions level of analysis (individual/group or organizations)
and number of practices (single or multiple ) they used this frame work to review the
recent research in each of the four sub areas . They argued that while significant progress
 has been made within each area, the potential for greater gains exists by looking across
each area .toward this end they suggested some future research direction based on a more
integrative view of HRM they believe that both areas can contribute significantly to each
other resulting in a more profound impact on the field of HRM than each can contribute
independently.
 THOMAS A. WRIGHT (2007) used data from a 2 year field study to examine the
relationship among psychological wellbeing ,job satisfaction and employee job
performance with employee turnover using a sample of 112 managers employed at a large
organizations on the west coast of the united states and controlling for employees age,
gender ,ethnicity and job performance, wellbeing and job satisfaction were found to
predict turnover in a non-additive manner as expected wellbeing was found to moderate
the relation between the job satisfaction and job separation, such that job satisfaction was
most strongly (and negatively) related to turn over when wellbeing was low.

LIMITATIONS

This study is subject to some limitations.

 Different responses to the same question created confusion

 Study was restricted to only few officers and employees

 The finding and suggestions are based on the information’s given by respondents

 The respondents were not inclined to answer for all the questions.

 The Time period of the study was limited

 Some Employees did not show much interest in filling up the questionnaire because
they think it is a waste of time
 CHAPTER-2
REVIEW OF LITERATURE
 REVIEW OF LITERATURE

CACIOPPE (1980) developed the quality of work experience survey to evaluate the less
tangible and qualitative aspects of life at work .The primary purpose of the survey is to
measure the degree to which people perceive that their work experiences reflects an ideal
work environment at an individual ,group and organizational level .The criteria for this
ideal work environment includes effectiveness , efficiency, human wellbeing and

organizational climate and has been described more specifically elsewhere

Cacioppe(1984).since the surveys inception in1977 .14 public sector and 14 private
sector organization have utilized the survey for the practical purpose of evaluating how
their employees perceived their work and to implement changes to the organization to
enhance the quality of work life.

JANT BOGG & CURY COOPER (1995) found that senior UK civil servants were
significantly more job dissatisfied and displayed more mental and physical ill health than
their private sector counter parts. The main sources of stress were factors intrinsic to the
job such as poorer comparative pay and working conditions and a strong feeling of
possessing little control over their job and their organization.

DAVID J GLEW, ANNE M.O’LEARY-KELLY (1995) provided an overview of

research related to participation programs in organization. Although certain relationships
such as the participation performance .Association have been adequately addressed in the
literature other aspects of the participation. Process have received a participation frame
work that organizes what is and is not known about participation develop an operational
definition of participation summarize the incentives that motivate participation , review
individual and organizational contextual factors that relates to participation .outcome
relationship and note essential measurement questions.

JOE JAINA & SHAUN TYSON (2004) the subject of work based relationships as a
source. Of support feedback and development has centricity in much of the research into
management development. Specifically work dealing with manager /subordinates and
poor relationships; as well as more formally defined developmental relationship such as
that of the mentor, coach of counsellor are of interest to the management researcher. they
examined the concept of psychological similarly through shared meanings ,in relation to
the maintenance and development of self-efficiency beliefs this examination is carried out
through comparative case studies in two very different organizational settings ; the
corporate and the not for private sector . It was found that in work based relationships in
which the parties are psychologically similar. Such relationships are more likely to
support the maintenance and development of self-efficiency beliefs.

PATRICK M.WRIGHT ,WENDY R.BOSWELL(2002) proposed a typology of HRM

research based on two dimensions level of analysis (individual/group or organizations)
and number of practices (single or multiple ) they used this frame work to review the
recent research in each of the four sub areas . They argued that while significant progress
has been made within each area, the potential for greater gains exists by looking across
each area .toward this end they suggested some future research direction based on a more
integrative view of HRM they believe that both areas can contribute significantly to each
other resulting in a more profound impact on the field of HRM than each can contribute
independently.

THOMAS A. WRIGHT (2007) used data from a 2 year field study to examine the
relationship among psychological wellbeing ,job satisfaction and employee job
performance with employee turnover using a sample of 112 managers employed at a large
organizations on the west coast of the united states and controlling for employees age,
gender ,ethnicity and job performance, wellbeing and job satisfaction were found to
predict turnover in a non-additive manner as expected wellbeing was found to moderate
the relation between the job satisfaction and job separation, such that job satisfaction was
most strongly (and negatively) related to turn over when wellbeing was low.
 CHAPTER-3
THEORETICAL FRAMEWORK
INDUSTRY PROFILE AND
COMPANY PROFILE
Quality of Work Life (QWL)

The Quality of Work Life (QWL) has assumed increasingly interest and importance in all the
countries of the World. It is very significant in the context of commitment to work,
motivation and job performance. It is also means to facilitate the gratification of human needs
and goal achievement. Work life naturally means the life of workers, physical and
intellectual, in their work environment in office or factory or field-working. Quality of Work
Life is becoming an increasingly popular concept in recent times. It basically talks about the
methods in which an organization can ensure the holistic well-being of an employee instead
of just focusing on work-related aspects. It is a fact that an individual’s life can’t be
compartmentalized and any disturbance on the personal front will affect his/her professional
life and vice-versa. Therefore, organizations have started to focus on the overall development
and happiness of the employee and reducing his/her stress levels without jeopardizing the
economic health of the company. Each organization has its own way of achieving this. But
the most common elements adopted are:
It focuses on the problem of creating a human working environment where employees work
cooperatively and achieve result collectively. Quality of work life as it is understood today
includes four essential elements.
A. The program seeks to promote human dignity and growth.
B. Employees work collaboratively.
C. The determine work change participative.
D. The program assumes compatibility of people and organization
Quality of work life in short refers to level of satisfaction, motivation, involvement and
commitment, individual experience respect to their lives at work.
One of the major interpreters of the quality of work life moment has proposed major
conceptual areas, for understanding what this is all about adequate and fair compensation,
safe and healthy working environment, development of human capacities, growth and
security, social integration, constitutionalism ,total life space and social relevance.

Review the subject of the humanization of work, considering especially its impact on the
social aspect of the condition of work which matter more than the technical aspects views
those workers on factors such as job interest and good working condition about pay. The
author concluded that the pay becomes the most important factor in job satisfaction. There
has been much concern today about the decent wages, convenient hours and conclusive
working condition. The term quantity of work life has appeared in research journals and press
in research journals and press in USA only in1970. There is no generally acceptable
definition about this term. However, some attempts were made to describe.
Quality of work life refers to favorableness or unfavorable of job enrichment for people.
Quality of work life means different things to different people. For example to a worker if
just means a fair day pay. Some working conditions and a supervisor who treats him with
dignity to a young new entrant, it means opportunity for advancement, creative job and a
successful career.
Quality of work life is a prescriptive attempt to design work environment so as to maximize
concern for human welfare. It is a goal, as well as a process. The goal is the creation of more
involving, satisfying and effective job and work environment for people at all level of
organization, as a process, QWL involves effort to realize this goal through active
participation. Quality of work life is corporative rather than authoritarian, evolutionary and
open rather than static and rigid, informal rather than rules bound, impersonal rather than
mechanistic, mutual respect and trust rather hatred against each other.
INDUSTRY PROFILE
WORLD SCENARIO
Titanium Dioxide was first produced commercially in 1923.small quantities of Titanium are
used for non pigmentary purpose. In 2004, the worldwide production of Titanium Dioxide
was 4.4 million tons. Titanium was discovered by M.K.H Lapalast. He examined Rutile and
identified as an oxide of a metal. He named it as Titanium after Titan of Greek Methodology
in the year 1775.Titanium Dioxide is the whitest of while pigment. It has been replaced other
less effective pigments. It is more stable than other pigments. Its properties of perfect non
toxicity and chemical inertness makes it as ideal choice as a white pigment. It is available in
two crystalline forms: Anatse and Rutile.
Some of the Titanium manufactures of the world are:
a) DuPont De Nemours Co. Willington(USA)
b) Haiton Corporation(USA)
c) Keen McGee Chemicals Corporation(USA)
d) Ishihara Sanyo Karachi Ltd, Tokyo(Japan)
e) Rhore Roulence (France)
f) Kemens(Finland)
g) Toifone(NETHERLAND)

During 2000, the consumption of the pigment increased sharply in Western Europe and Asia.
East Asia continued as a path of strong recovery in 2000.East Asia is the most attractive
region in the world for Titanium Dioxide.

NATIONAL SCENARIO
The Indian reserves of Ilmenite and Rutile is expected to be around 6 crores tons. In Orissa,
the reserves are about 20 million tons. The demand of Titanium Dioxide is mainly depended
upon Paints, Plastics, Ink, Paper Printing, Rubber, etc. currently there are four units in India
engaged in manufacturing of Titanium Dioxide pigment with a total combined capacity of
44560 metric tons per annum.
These units are:
1) Kerala Minerals and Metals Ltd, Chavara, Kollam
2) Travancore Titanium Products Ltd, Trivandrum
3) Kilburn Chemicals Ltd, Chennai
 4) Kolmark Chemicals Ltd, Kolkata

KMML is the only unit producing Rutile Grade Titanium Dioxide pigment in India with an
installed capacity of 3000 tons per annum. Travancore Titanium Products Ltd produce
Anatase grade Titanium Dioxide pigment in India. In India, KMML is not the only source of
Titanium Dioxide. Titanium Dioxide is also imported from foreign countries. Some of the
importers are USA, France, Korea, Germany, Russia, China, Singapore, Finland, Australia,
Japan, Malaysia, Austria, Spain and Italy.

STATE SCENARIO
Kerala has abundant volume of mineral resource mostly obtained the sea coast. Travancore
Titanium Products Ltd was established by His Highness Chithira Thirunal in 1946. It was the
first Titanium manufacturing company in India. The company started producing Titanium
Dioxide using the sulphate process technology. Later KMML started producing Titanium
Dioxide in Chavara. In Kerala there are only three companies that produce Titanium Dioxide.
a) Travancore Titanium Products Ltd
b) Kerala Minerals and Metals Ltd
c) Indian Rare Earth Ltd

Travancore Titanium Products produce Anatase grade using the Sulphate process from UK
while the KMML produce Rutile Grade Titanium using chloride process from USA.

COMPANY PROFILE
The history of the beaches of Sankaramangalam and near areas is inextricably intertwined
with the history of the precious beaches and KMML. Precious, as was discovered in 1909 by
the German scientist Dr. Schumberg who found traces of Monazite in the sand flakes on the
imported coir from Sankaramangalam. The beaches with a wealth of rare earth minerals
became the centre of scientific attraction.
By 1932, a visionary private entrepreneur established the F.X. Perira and Sons (Travancore)
Pvt. Ltd, the forerunner to KMML. During the course of time, KMML changed hands three
times over. In 1956 it was taken over by the state government and was placed under the
control of the industries department. The unit was subsequently converted as a limited
company in 1972 by the name of ‘The Kerala Minerals and Metals Ltd’.
Bringing more to everyday life, KMML touches in numerous ways. Be it the dress you wear,
the cosmetics you use, the medicines you take, the paints you decorate your home with or the
utility plastics products, our products are there. Eco friendly and socially committed is the
only integrated Titanium Dioxide facility having mining, mineral separation, Synthetic Rutile
and pigment production plants. Apart from producing Rutile Grade Titanium Dioxide
pigment for various types of industries. It also produces products such as Ilmenite, Rutile,
Zircon, Sillimanite, Synthetic Rutile etc.
Manufacturing Titanium Dioxide through the chloride route. KMML produces very pure
Rutile Grade Titanium Dioxide pigment. The different grades churned out by KMML under
brand name KEMOX has a ready market which ask for more. The commendable work in
research by the R&D department has also helped KMML to add more colors to its portfolio
with continued growth and demand in the economy and industry, the products of KMML are
being lapped by the eager market. This has in turn set the wheels running for KMML’s
expansion. KMML has always been responsive to social causes. Some of the initiatives are
taken by KMML have made a significant change to the area and its people.
With an inauguration of TSP, India became the 7th country in the world having the
technology for producing Titanium Sponge, which is the raw material for Titanium metal.
Thus KMML has become a strategic supplier of country’s present requirements of Titanium
for its prestigious space missions. On 6th September 2011 KMML TSP manufactured the 1st
batch of Titanium Sponge &on now the production is full swing.

TECHNICAL COLLABORATION
The KMML entered into technical collaboration of USA. M/s. Benedict Corporation of
America. M/s. Woodall Dukham of UK respectively for the above. The Metallurgical of
Engineering Consultants India Limited (MECON) a Government of India Undertaking did
the detailed engineering.
OBJECTIVES OF KMML
 To exploit the mineral wealth abundantly available in the coastal area.
 To manufacture value added products like Titanium Dioxide by chloride route
technology
 Large scale generation of employment in the state
 Overall development of local area in particular and state general

VISION
KMML has to be a world class producer of mineral sand based value added products.
MISSION
1. To become a nodal agency for promoting and establishing mineral based industries
in the state to ensure value addiction and effective controlled exploitation of minerals
resources
2. To develop adequate supply base for the services and utility for chemical industries
in the state
3. To create more awareness about social responsibility for chemical industries in the
state
4. To become the leader in controlling greenhouse gas emission, so as to promote the
concept of green earth.

EMPLOYEE STRENGTH
There are about 210 officers and 1530 workers in KMML the total strength is 1740

QUALITY POLICY
 ISO-9001 Quality Management System

KMML was certified for quality management system ISO-9001:9004 in June 2000 and was
upgraded to ISO-9000:2000 Quality Management System (QMS) in November 2003 for its
TP unit.
 ISO-14001 Environment management system

Bureau VERITAS Quality International (BVQI) issued the certificates with accreditation
Logo UKSA (United Kingdom Accreditation Service) and RVA (Dutch Council for
Accreditation). These systems have helped KMML improve the environmental performance
goals, monitor and measure effectiveness, correct deficiencies and problems ensuring
authority good housekeeping and review its management system to promote continuous
improvement.
 OHSAS-18001 Safety Management System

Workplace safety is engineering as one of the key risk management and regulatory
compliance focus areas among many global companies. As authority results of this trend,
traditional workplace safety compliance systems, which were designed to be point solutions
at authority plant level, are giving way to enterprise wide safety management system.
OHSAS-18001 is authority consensus standard development in 1999 by an independent
group of national standards bodies and certification bodies.
DEPARTMENTS IN KMML
1. Finance department
2. Marketing department
3. Material department
4. Personnel department
5. Production department
6. Technical department
7. Project department
8. Utility department
9. Maintenance department

AWARDS AND RECOGNITION

 National award for R&D efforts industry for the best research and development
efforts by Department of Science and Technology (1992).

 FACT MKK Nair Memorial Productivity Award (1993-94, 1994-95) for the best
productivity performance by Kerala State Productivity Council.

 Energy Conservation Award (1999) in appreciation for outstanding achievements

towards energy conservation and management in the category of large scale
industries.

 FACT MKK Nair Memorial Productivity Award (2001-02) for second in productivity
performance by Kerala State Productivity Council.

 FACT MKK Nair Memorial Productivity Award (1999-2000, 2000-01) for first in
productivity performance large scale organization by Kerala State Productivity
Council.

 Energy Conservation Award (2001) for conservation and management in the category
of large scale industries by Energy Management Centre Kerala (2001)
  Award for revenue performance (2003) best performance by central excise, customs
Kollam Division.

 Marketing Campaign Award (2003) for the best marketing campaign by Asia Pacific
coating.

 International gold medal for the quality of the product and efficiency of the company
by Forum Kerala Lumpur Global Rating UK (2003).

 Special Export Award for export performance by Chemicals and Allied Export
Promotion Council (CAPEXIL) sponsored by Ministry of Commerce, Govt. of India
(2002-03).
 National Award for best revenue performance - Govt. of India (2003&2004).
 Pollution Abatement Outstanding Achievement Award- Govt. of Kerala (2008).
 FACT MKK Nair Memorial Productivity Award (2008-09).
 Best performance PSU – Factories & Boilers, Govt. of India (2010).
 Outstanding Achievement (entrepreneur performance) – Department of Industries &
Commerce (2010).
 Outstanding Achievement (Pollution Abatement) – Department of Industries &
Commerce (2010).

PRODUCT PROFILE
Table no: 1—Product Profile

KMML offers Rutile Grade Titanium Dioxide as the main product also offers Zircon,
Leucoxene, Titanium tetra Chloride as the secondary products. Titanium tetra Chloride is
extensively used in manufacture of Titanium Sponge metal. The product profile of the
KMML and their applications are shown in the table below:
 Sl. No PRODUCTS USES

1. Titanium Dioxide pigment Paints, Printing, Ink, Plastics, Paper, Rubber,

Textiles, Ceramics

2. Titanium Tetra Chloride Titanium Dioxide pigment, Titanium Sponge metal,

Titanium salts, Butyl Titan ate, Titanium Ox chloride

3. Rutile Welding electrodes, Titanium compounds, Titanium

Dioxide pigment, Titanium Sponge metal, Titanium Tetra
Chloride

4. Ilmenite Synthetic Rutile, Titanium Dioxide pigment, Titanium

Tetra Chloride, Ferro Titanium alloys, Welding
electrodes, Titanium salts.

5. Leucoxene Welding electrodes, Titanium Dioxide pigment, Titanium

Tetra Chloride, Titanium compounds

6. Zircon Ceramics, Foundries Refractories, Zirconium chemicals,

Zirconium metals, Nuclear technologies

7. Sillimanite High temperature refractory, Ceramics

8. Iron Oxide Bricks As building material

Table no: 2 -Grades of Titanium Dioxide

At present KMML produces six grades of Titanium products pigment under the brand name
of KEMOX. The different types of Titanium Dioxide pigments and their properties and uses
are given in:

GRADE MAIN PROPERTIES USES

Interior glass and semi-gloss paints.

Excellent tinting strength good Interior decorative and industrial
KEMOX RC800 gloss. Good dispensability, high paints, wood finishes, can coating
brightness and most printing ink applications
17 | P a g e
 High performance multipurpose
products, general architectural
Excellent balance of optical interior and exterior finishes,
EMOX RC802 properties and durability exterior industrial finishes, marine,
coil, and power coatings, all classes
of water borne and solvent based
coatings
Used for coating with glass to which
Good dispensability, excellent prevents the spreading of water.
KEMOX RC808 dispersibility This helps the automobile industry
to design the vehicle without using
any wipers
KEMOX RC813 Excellent haze free gloss and More decorative and emulsion
gloss retention, high tinting paints matt printing inks
strength, high dispersibility
KEMOX RC822 High hiding power in high PVC Exterior applications and powder
formulations, good coatings, water and solvent based
dispersibility, good durability and paints, decorative and industrial
high brightness coatings
KEMOX RC800 PG Finer particular size, blue under
stone and good dispersibility Plastics, rubber and floor tiles

18 | P a g e
ORGANISATION STRUCTURE

MANAGING DIRECTOR

GM GM MARKETING GM FINANCE
PRODUCTTION

MAINTENANCE AGM AGM

MANAGER

N DEPUTY
MANAGER
N
P
MANAGER
N
SENIOR
N
P ACCOUNTANT
PROCESS

EMPLOYEES EMPLOYEES P
ASST TO SENIOR
ACCOUNTANT
EMPLOYEES
MARKETING OF PURCHASING OF
FIRM FIRM

ACCOUNTANT
GRADE 1

TYPIST
ACCOUNTANT

P N GRADE 2

EMPLOYEES EMPLOYEES

19 | P a g e
 CHAPTER-4
DATA ANAYSIS AND INTERPRETATION

20 | P a g e
Analysis and interpretation are the major steps in the process of research. Data
analysis and interpretation is the process of assigning meaning to the collected information
and determining the conclusions, significance and implications of the findings. Analysis of
data means studying the tabulated material to determine the inherent factors or meaning. It
involves breaking down of existing complex factors into simpler parts and putting the parts
together in new arrangements for the purpose of interpretations. “Analysis is the heart of a
research report”. (Best & Khan, 1996). Interpretation is the critical examination of results of
one’s analysis in the light of all the limitations of data gathering.
This chapter brings out the analysis of data collected from KMML, Chavara.The
analysis and interpretations are made on the basis of information supplied by the respondents.
The sample for the study comprises of 100 employees in KMML, Chavara. The respondents
belong to different age groups and qualifications.
Percentage method is used for data analysis.

Number of respondent X 100

Percentage = Total population

21 | P a g e
3.1 AGE OF THE RESPONDENTS
TABLE.3.1: Table showing classification based on age of respondents.
PARTICULARS NO. OF RESPONDENTS PERCENTAGE
20 - 30 15 13.6%
30 - 40 40 36.4%
40 – 50 39 35.5%
Above 50 16 14.5%
Total 110 100
(Source: primary data)

Interpretation:
 13.6% of the respondents are between 20-30 years of age.
 36.4% of the respondents are between 30-40 years of age.
 35.5% of the respondents are between 40-50 years of age.
 14.5% of the respondents are above 50 years of age.

Figure 3.1: Cylindrical Diagram showing age of the respondents

Age of Respondents
NO.OF RESPODENTS

40
35
30
25
20
15
10
5
0
20 - 30 30 - 40 40 – 50 Above 50
AGE GROUP

NO. OF RESPONDENTS

22 | P a g e
3.2Classification of respondents on the basis of gender.
TABLE 3.2 showing the gender of respondents

PARTICULARS NO. OF RESPONDENTS PERCENTAGE

MALE 65 59.1%

FEMALE 45 40.9%

TOTAL 110 100

(Source: primary data)

Interpretation
 59.1% of the respondents are male.
 40.9%of the respondents are female.

Figure 3.2: Pyramidal diagram showing the gender of respondents.

Gender of Respondents

70

60
No.of respondents

50

40

30

20

10

0
MALE FEMALE
Gender of Respondents

23 | P a g e
3.3. Classification based on experience of the respondents.
TABLE 3.3: showing the experience of the respondents

PARTICULARS NO. OF RESPONDENTS PERCNTAGE

0-5 15 13.6%
5-10 40 36.4%
10-15 45 40.9%
Above 15 YEARS 10 9.1%
(Source: primary data)
TOTAL 110 100

INTERPRETATION
 13.6% of the respondents have between 0-5 years of experience.
 36.4% of the respondents have between 5-10 years of experience.
 40.9% of the respondents have between 10-15 years of experience.
 9.1% of the respondents have experience of above 15 years.

Figure 3.3 Bar diagram showing experience of the respondents

Experience of Respondents
50
45
40
35
30
No.of respondents

25
20 Respondents
15
10
5
0
0-5 05 to 10 10 to 15 Above 15
Years of Experience

24 | P a g e
3.4. Classification based on respondent’s interest in work
Table No 3.4: Showing whether respondent’s work is Interesting

LEVELS RESPONDENTS PERCENTAGE

Strongly agree 49 44.5%
Agree 12 10.9%
Neutral 34 30.9%
Disagree 09 8.2%
Strongly disagree 06 5.5%
Total 110 100%
(Source: Primary Data)

Interpretation
 44.5% of the respondents strongly agree that their work is interesting.
 10.9% of the respondents agree that their work is interesting.
 30.9% of the respondents neutral in their opinion that their work is interesting.
 8.2% of the respondents disagree that their work is interesting.
 5.5% of the respondents strongly disagree that their work is interesting.

Figure 3.4. Cylindrical diagram showing whether respondent’s work is Interesting

Views based on work Interest

50
No.of Respondents

40

30

20
RE PONDENT
10

0
trongly Agree Neutral Disagree trongly
agree disagree
Respondents view

25 | P a g e
3.5. Classification based on the job security of the Company
Table No 3.5: Table showing whether the job security is good in KMML

LEVELS RESPONDENTS PERCENTAGE

Strongly agree 43 39.1%
Agree 48 43.6%
Neutral 19 17.3%
Disagree 0 0%
Strongly disagree 0 0%
Total 110 100%

(Source: Primary Data)

Interpretation
 39.1% of the respondents strongly agree that the job security is good in the company.
 43.6% of the respondents agree that the job security is good in the company.
 17.3% of the respondents neutral in their opinion that the job security is good in the
company.
 0% of the respondents disagree that the job security is good in the company.
 0% of the respondents strongly disagree that the job security is good in the company.

Figure 3.5: Bar diagram showing whether the job security is good in KMML

V ews based on Good Job Secur ty

Strongly disagree

Disagree

Neutral
RESPONDENTS

Agree

Strongly agree

0 10 20 30 40 50 60

26 | P a g e
3.6. Classification based on the receipt of Fringe Benefits
Table No 3.6. Table showing whether the respondents receive good fringe benefits

LEVELS RESPONDENTS PERCENTAGE

Strongly agree 42 38.2%
Agree 45 40.9%
Neutral 12 10.9%
Disagree 08 7.3%
Strongly disagree 03 2.7%
Total 110 100%

(Source: Primary Data)

Interpretation
 38.2% of the respondents strongly agree that they receive good fringe benefits.
 40.9% of the respondents agree that they receive good fringe benefits.
 10.9% of the respondents neutral in their opinion that they receive good fringe benefits.
 7.3% of the respondents disagree that they receives good fringe benefits.
 2.7% of the respondents strongly disagree that they receives good fringe benefits.

Figure 3.6.Pie chart showing whether the respondents receive good fringe benefits

Views based on fringe benefits

Strongly agree
Agree
Neutral
Disagree
Strongly disagree

27 | P a g e
3.7. Classification based on the Training of Job in KMML
Table No 3.7: Table showing the opinion regarding the Training of job in KMML

LEVELS RESPONDENTS PERCENTAGE

Strongly agree 51 46.4%
Agree 36 32.7%
Neutral 14 12.7%
Disagree 09 8.2%
Strongly disagree 0 0%
Total 110 100%

(Source: Primary Data)

Interpretation
 46.4% of the respondents strongly agree that they are well trained for their job.
 32.7% of the respondents agree that they are well trained for their job.
12.7% of the respondents neutral in their opinion that they are well trained for their job.
 8.2% of the respondents disagree that they are well trained for their job.
 0% of the respondents strongly disagree that they are well trained for their job.

Figure 3.7. Bar diagram showing the opinion regarding the Training of job in KMML

Views based on Job Training

Strongly disagree

Disagree

Neutral

Agree

Strongly agree

0 10 20 30 40 50 60
No.of Respondents

RESPONDENTS

28 | P a g e
3.8: Classification based on the opinion of Motivations
Table No 3.8. Table showing whether the respondents are enough motivated to do work.
LEVELS RESPONDENTS PERCENTAGE
Strongly agree 39 35.5%
Agree 35 31.8%
Neutral 36 32.7%
Disagree 0 0%
Strongly disagree 0 0%
Total 110 100%
(Source: Primary Data)
Interpretation
 35.5% of the respondents strongly agree that they are motivated to do their work.
 31.8% of the respondents agree that they are motivated to do their work.
 32.7% of the respondents neutral in their opinion that they are motivated to do their
work.
 0% of the respondents disagree that they are motivated to do their work.
 0% of the respondents strongly disagree that they are motivated to do their work.

Figure 3.8: Cylindrical diagram showing whether the respondents are enough
motivated to do work

Views based on satisfaction of working Condtions

60

50

40

30

20

10
56 36 18 0 0
0
Strongly agree Agree Neutral Disagree Strongly disagree

29 | P a g e
3.9: Classification based on the Satisfaction of working environment
Table No 3.9.Table showing whether respondents are satisfied of working environment.

LEVELS RESPONDENTS PERCENTAGE

Strongly agree 56 50.9%
Agree 36 32.7%
Neutral 18 16.4%
Disagree 0 0%
Strongly disagree 0 0%
Total 110 100%
(Source: Primary data)

Interpretation
 50.9% of the respondents strongly agree that the physical environment is satisfactory.
 32.7% of the respondents agree that the physical environment is satisfactory.
 16.4% of the respondents neutral in their opinion that the physical environment is
satisfactory.
 0% of the respondents disagree that the physical environment is satisfactory.
 0% of the respondents strongly disagree that the physical environment is satisfactory.

Figure 3.9: Bar Diagram showing the satisfaction of physical working environment.

Views based on satisfaction of working Condtions

60

50

40

30

20

10
56 36 18 0 0
0
Strongly agree Agree Neutral Disagree Strongly disagree

RESPONDENTS

30 | P a g e
3.10. Classification based on the Safety provided to customers
Table No 3.10. Table showing the opinion on whether high priority is given to safety of
workers
LEVELS RESPONDENTS PERCENTAGE
Strongly agree 36 32.7%
Agree 54 49.1%
Neutral 20 18.2%
Disagree 0 0%
Strongly disagree 0 0%
Total 110 100%
(Source: Primary Data)

Interpretation
 32.7% of the respondents strongly agree that high priority is giving to the safety of
workers.
 49.1% of the respondents agree that high priority is giving to the safety of workers.
 18.2% of the workers are neutral in their opinion that high priority is giving to the safety
of workers.
 0% of the respondents disagree that high priority is giving to the safety of workers.
 0% of the respondents strongly disagree that high priority is giving to the safety of
workers.

Figure 3.10: Bar diagram showing the opinion on whether high priority is given to
safety of workers

View based on atmosphere of work place

50

40

30
20
RESPONDENTS
10

0
trongly Agree Neutral Disagree trongly
agree disagree

31 | P a g e
3.11: Classification based on the Atmosphere in the company
Table 3.12: Table showing the whether the respondents can work well in the
atmosphere
LEVELS RESPONDENTS PERCENTAGE
Strongly agree 20 18.2%
Agree 48 43.6%
Neutral 42 38.2%
Disagree 0 0%
Strongly disagree 0 0%
Total 110 100%
(Source: Primary Data)
Atmosphere includes Regu at ons Management sty e Structure & other workers att tudes.
Interpretation
 18.2% of the respondents strongly agree that they can work well in the atmosphere.
 43.6% of the respondents agree that they can work well in the atmosphere.
 38.2% of the respondents neutral in their opinion that they can work well in the
atmosphere.
 0% of the respondents disagree that they can work well in the atmosphere.
 0% of the respondents strongly disagree that they can work well in the atmosphere.

Figures 3.11: Cylindrical diagram showing whether the respondents can work well in
the atmosphere

View based on atmosphere of work place

50

40

30
RE PONDENT
20

10

0
trongly Agree Neutral Disagree trongly
agree disagree

32 | P a g e
3.12. Classification based on relationship with supervisor
Table No 3.12. Table showing whether respondents have good relationship with
supervisor
LEVELS RESPONDENTS PERCENTAGE
Strongly agree 36 32.7%
Agree 23 20.9%
Neutral 39 35.5%
Disagree 09 8.2%
Strongly disagree 03 2.7%
Total 110 100%
(Source: Primary Data)
Interpretation
 32.7% of the respondents strongly agree that the relationship with their supervisor is
good.
 20.9% of the respondents agree that the relationship with their supervisor is good.
 35.5% of the respondents neutral in their opinion that the relationship with their
supervisor is good.
 8.2% of the respondents disagree that the relationship with their supervisor is good.
2.7% of the respondents strongly disagree that the relationship with their supervisor is
good.
Figure 3.12: Cylindrical diagram showing whether respondents have good relationship
with supervisor

View based on relationship with supervisor

40
35
30
25
20
RE PONDENT
15
10
5
0
trongly Agree Neutral Disagree trongly
agree disagree

33 | P a g e
3.13. Classification based on workload and stress in job
Table No 3.13. Table showing whether workload and stress are at reasonable level
LEVELS RESPONDENTS PERCENTAGE
Strongly agree 15 13.6%
Agree 26 23.6%
Neutral 48 43.6%
Disagree 18 16.4%
Strongly disagree 03 2.7%
Total 110 100%
(Source: Primary Data)
Interpretation
 13.9% of the respondents strongly agree that the work load and stress is reasonable.
 23.6% of the respondents agree that the work load and stress is reasonable.
 43.6% of the respondents neutral in their opinion that the work load and stress is
reasonable.
 16.4% of the respondents disagree that the work load and stress is reasonable.
 2.7% of the respondents strongly disagree that the work load and stress is reasonable.

Figure 3.13: Cylindrical diagram showing whether workload and stress are at
reasonable level.

View based on workload and stress

RESPONDENTS

48

26
18
15

trongly agree Agree Neutral Disagree trongly

disagree

34 | P a g e
3.14. Classification based on group work and its effect on job
Table No 3.14: Table showing whether group work effects in easy completion of job
LEVELS RESPONDENTS PERCENTAGE
Strongly agree 26 23.6%
Agree 45 40.9%
Neutral 24 21.8%
Disagree 09 8.2%
Strongly disagree 06 5.5%
Total 110 100%
(Source: Primary Data)
Interpretation
 23.6% of the respondents strongly agree that their group work is interesting and help
them complete their job easily.
 40.9% of the respondents agree that their group work is interesting and help them
complete their job easily.
 21.8% of the respondents neutral in their opinion that their group work is interesting and
help them complete their job easily.
 8.2% of the respondents disagree that their group work is interesting and help them
complete their job easily.
 5.5% of the respondents strongly disagree that their group work is interesting and help
them complete their job easily.

Figure 3.14. Cone Diagram showing whether group work effects in easy completion of
job

View based on effectiveness of group work

50
45
40
35
30
25
Column1
20
15
10
5
0
trongly agree Agree Neutral Disagree trongly disagree

35 | P a g e
3.15: Classification based on help and equipment availability
Table No 3.15: Table showing whether respondents get enough help and equipment to
get the job done
LEVELS RESPONDENTS PERCENTAGE
Strongly agree 48 43.6%
Agree 36 32.7%
Neutral 14 12.7%
Disagree 09 8.2%
Strongly disagree 03 2.7%
Total 110 100%
(Source: Primary Data)
Interpretation
 43.6% of the respondents strongly agree that they receive enough help and equipment to
get the job done.
32.7% of the respondents agree that they receive enough help and equipment to get the
job done.
 12.7% of the respondents neutral in their opinion that they receive enough help and
equipment to get the job done.
 8.2% of the respondents disagree that they receive enough help and equipment to get the
job done.
 2.7% of the respondents strongly disagree that they receive enough help and equipment
to get the job done.

CHART 3.15 I receive enough help and equipment to get the job done

View based on help and equipments availability

RE PONDENT

39
36

23

9
3

trongly Agree Neutral Disagree trongly

agree disagree

36 | P a g e
3.16: Classification based on relationship between family needs and work
Table No 3.16: Table showing whether respondents get enough time to meet family and
job demand
LEVELS RESPONDENTS PERCENTAGE
Strongly agree 24 21.8%
Agree 17 15.5%
Neutral 45 40.9%
Disagree 18 16.7%
Strongly disagree 06 5.5%
Total 110 100%
(Source: Primary Data)
Interpretation
 21.8% of the respondents strongly agree that they get enough time meet their family and
job demands.
15.5% of the respondents agree that they get enough time meet their family and job
demands.
 40.9% of the respondents neutral in their opinion that they get enough time meet their
family and job demands.
16.7% of the respondents disagree that they get enough time meet their family and job
demands.
 5.5% of the respondents strongly disagree that they get enough time meet their family
and job demands.

Figure 3.16: Cylindrical Diagram showing whether respondents get enough time to meet
family and job demand

RESPONDENTS

50

40

30
RE PONDENT
20

10

0
trongly Agree Neutral Disagree trongly
agree disagree

37 | P a g e
3.17: Classification based on respect to the employees
Table No 3.17: Table showing whether respondents get enough Respect in job
LEVELS RESPONDENTS PERCENTAGE
Strongly agree 26 23.6%
Agree 45 40.9%
Neutral 24 21.8%
Disagree 09 8.2%
Strongly disagree 06 5.5%
Total 110 100%
(Source: Primary Data)
Interpretation
 23.6% of the respondents strongly agree that in the work place they are treated with
respect.
40.9% of the respondents agree that in the work place they are treated with respect.
 21.8% of the respondents neutral in their opinion that in the work place they are treated
with respect.
 8.2% of the respondents disagree that in the work place they are treated with respect.
 5.5% of the respondents strongly disagree that in the work place they are treated with
respect.
CHART 3.17: At the work place I am treated with respect

View based on Respect to respondents

Strongly disagree
Disagree 5%
8% Strongly agree
24%

Neutral
22%

Agree
41%
Strongly agree Agree Neutral Disagree Strongly disagree

38 | P a g e
3.18: Classification based on satisfaction from job in life
Table No 3.18: Table showing whether respondent’s main satisfaction in life comes from
work

LEVELS RESPONDENTS PERCENTAGE

Strongly agree 20 18.2%
Agree 30 27.3%
Neutral 40 36.4%
Disagree 15 13.6%
Strongly disagree 5 4.5%
(Source: Primary Data)
Total 110 100%
Interpretation
 18.2% of the respondents strongly agree that their satisfaction in life comes from their
work.
 27.3% of the respondents agree that their satisfaction in life comes from their work.
 36.4% of the respondents neutral in their opinion that their satisfaction in life comes
from their work.
 13.6% of the respondents disagree that their satisfaction in life comes from their work.
 4.5% of the respondents strongly disagree that their satisfaction in life comes from their
work.

Figure.3.18. Diagram showing whether respondent’s main satisfaction in life comes

from work

RESPONDENTS

Strongly disagree

Disagree

Neutral

Agree

Strongly agree

0 5 10 15 20 25 30 35 40 45

RESPONDENTS

39 | P a g e
3.19: Classification based on the employee’s role in decision making
Table No 3.19: Table showing whether respondents involved with the decisions that
affect work

LEVELS RESPONDENTS PERCENTAGE

Strongly agree 39 35.5%
Agree 36 32.7%
Neutral 12 10.9%
Disagree 23 20.9%
Strongly disagree 0 0%
(Source: Primary Data)
Total 110 100%
Interpretation
 35.5% of the respondents strongly agree that they are usually involved with the
decisions that affect their work.
32.7% of the respondents agree that they are usually involved with the decisions that
affect their work.
 10.9% of the respondents neutral in their opinion that they are usually involved with the
decisions that affect their work.
 20.9% of the respondents disagree that they are usually involved with the decisions that
affect their work.
 0% of the respondents strongly disagree that they are usually involved with the
decisions that affect their work.

Figure 3.19: Bar diagram showing whether respondents involved with the decisions that
affect work

View based on employee’s role in decision making

Strongly disagree

Disagree

Neutral
RESPONDENTS
Agree

Strongly agree

0 5 10 15 20 25 30 35 40 45

40 | P a g e
 CHAPTER-5
FINDINGS, SUGESSTIONS & CONCLUSION

41 | P a g e
FINDINGS
 36.4% of the respondents are between 30-40 years of age is revealed by the study.
 59.1% of the respondents are male as is revealed by the study.
 40.9% of the respondents have between 10-15 years of experience as revealed by
the study.
 44.5% of the respondents strongly agree that their work is interesting is revealed
by the study.
 43.6% of the respondents agree that the job security is good in the company is
revealed by the study.
 40.9% of the respondents agree that they receive good fringe benefits is revealed
by the study.
 46.4% of the respondents strongly agree that they are well trained for their job is
revealed by the study.
 35.5% of the respondents strongly agree that they are motivated to do their work
is revealed by the study.
 50.9% of the respondents strongly agree that the physical environment is
satisfactory is revealed by the study.
 49.1% of the respondents agree that high priority is giving to the safety of workers
is revealed by the study.
 43.6% of the respondents agree that they can work well in the atmosphere is
revealed by the study.
 35.5% of the respondents neutral in their opinion that the relationship with their
supervisor is good is revealed by the study.
 43.6% of the respondents neutral in their opinion that the work load and stress is
reasonable is revealed by the study.
 40.9% of the respondents agree that their group work is interesting and help them
complete their job easily is revealed by the study.
 43.6% of the respondents strongly agree that they receive enough help and
equipment to get the job done is revealed by the study.
 40.9% of the respondents neutral in their opinion that they get enough time meet
their family and job demands is revealed by the study.
 40.9% of the respondents agree that in the work place they are treated with respect
is revealed by the study.

42 | P a g e
  36.4% of the respondents neutral in their opinion that their satisfaction in life
comes from their work is revealed by the study.
 35.5% of the respondents strongly agree that they are usually involved with the
decisions that affect their work is revealed by the study.

43 | P a g e
SUGGESTION

Quality of work life of employees in Kerala minerals and metals Ltd is on the positive side
.In order to improve the quality of work life of employees in the organization the
management can concentrate in following areas.
 More focus has to be given in assigning the work load and chance for stress in
accordance with the age of the employees.
 Similarly efforts should be taken to maintain work life balance with respect to
experience of the employees.
 The management has to show interest in and explore the possibility to provide skill
development to a greater extent.
 The scope of this practice should be extended by collecting the data about the change
in job performance and feedbacks periodically.
 Measures has to be implemented to finish the work in the office hours or by allowing
to extend the work time and facilities , allowances as only less numbers of the
employees stated as they are interested in working at home as part of job .
 The efforts to co-ordinate and enhance the relationship between employee and the
groups should be taken with responsibility by the respective departments heads.
 In order to strengthen the inter personal relation of employees with their superior the
heads of departments can conduct departmental meetings periodically and encourage
all the employees to give their views without hesitation.
 The management also facilitate to have get together at section or department level for
reducing the gap between employees and managers.
 Employees of KMML Require educational facilities to be offered in the organization
to facilitate more chances for their children to get admission in premier institutions
for the betterment of the wards of employees.
 The gap between the managerial employees and workers has to be reduced and the
relationship has to be strengthened.
 The need of the organization has to be properly explained to the employees during
counseling sessions and make the employees to feel that they are part and parcel of
the organization.

44 | P a g e
CONCLUSION
Modern organization are taking continuous efforts to improve the quality of work life
of its employees .There organization are very much interested in attracting potential condition
in the market ,trying to retain the efficient manpower and making attempts to reduce turnover
rate of employees .
Being a government of Kerala undertaking, Kerala minerals and metals Ltd is also
taking steps to improve the quality of work life of its employees. For making any
improvement. It is necessary to know the prevailing environment in the organization through
the views expressed by its employees. Therefore an attempt has been made to gets the view
of employees of titanium D oxide plant about the quality of work life enjoyed by them .The
outcome of the study will facilitate the authoritarian to know the pulses of employees and
their expectation and makes improvements in the quality of work life of employees.
The Data needed for this study have been collected through officials source and
primary data was collected directly from the respondents selected for the study .The collected
data have been compiled and analyzed based on the analysis the findings of the study have
been listed and suggestions have been offered to strengthen the prevailing quality of work life
of employees of Kerala Minerals and Metals Ltd.

45 | P a g e
 BIBLIOGRAPHY

46 | P a g e
 BIBLIOGRAPHY
Books
 Human Resource Management : K.Aswanthappa, 6th Edition,
Tata McGraw-Hill Education. 2010.
 Research Methodology : C.R Kothari,2nd Edition,
New Age International Publication,
2004.
 Industrial Relation : C.S Venkata Ratnam,
Oxford University Press India,
2006.
 Company Brochures

Website
www.google.com
www.wikipedia.com
www.kmml.com

47 | P a g e
 APPENDIX

48 | P a g e
 “A Study on Quality of Work life of Employees in Kerala Minerals and Metals Ltd.,
Chavara”
QUESTIONNAIRE

Age: 20-30 30-40 40-50 Above 50

Sex: Male Femal
Educational Qualification: SSLC Pre degree/+2 Degree PG
Department:
Designation………………….
Experience: (years): 0-5 5-10 10-15 above 15
Salary: Below 15000 15000-25000 Above 25000
Family size: 1 kid 2 Kid Joint family others
Put tick marks in appropriate columns as you wish to rate the following statement
[5-strongly agree, 4-agree, 3-neutral, 2-disagree, 1-strongly disagree]
1 2 3 4
5
1. My work is interesting
2. The job security is good in my company
3. I receive good fringe benefits
4. I am well trained for my job
5. I am motivated enough to do my work
6. The physical environment of my work is satisfactory
7. High priority given to safety of workers
8. I can work well in the atmosphere (considering regulations
Management style, structure & other workers attitudes)
09. The relationship with my supervisor is good
10. Can you balance your work life and personal life?
11. The workload and stress in my job are at a reasonable level
12. I am usually involved with the decisions that affect my work
13. My work as a group is interesting and lets me complete jobs easily
14. Meetings of the group are held often enough
15. I have an opportunity to develop my own special abilities
16. I receive enough help and equipment to get the job done

49 | P a g e
17. I have enough information to get the job done contributing new ideas
18. I am given a lot of freedom to decide how to do my own work
19. There is scope in my work to develop improved ways of doing
things and/or contributing new ideas
20. I have enough time to meet family and job demands
21. On my job, I know exactly what is expected of me
22. At the workplace, I am treated with respect
23. My main satisfaction in life comes from my work
24. I feel good in working at home as part of my main job
(Answer this only if you work at home as part of your main job)
25. I take leave on my job because of
Transportation problem Poor working condition Tiredness
Social religious problem Personal problem Accidents
Salary dissatisfaction Sickness Alcoholism
Stress Boredom with job

Others
…………………………….

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