INDUSTRY PROFILE

Logistics is generally the detailed organization and implementation of a complex

operation. In a general business sense, logistics is the management of the flow of things
between the point of origin and the point of consumption in order to meet requirements of
customers or corporations. The resources managed in logistics may include tangible
goods such as materials, equipment, and supplies, as well as food and other consumable
items. The logistics of physical items usually involves the integration of information
flow, materials handling, production, packaging, inventory, transportation, warehousing,
and often security.

Jomini originally defined logistics as:

... the art of well ordering the functionings of an army, of well combining the order of
troops in columns, the times of their departure, their itinerary, the means of
communication necessary to assure their arrival at a named point ...

In military science, logistics is concerned with maintaining army supply lines while
disrupting those of the enemy, since an armed force without resources and transportation
is defenseless. Military logistics was already practiced in the ancient world and as
modern military have a significant need for logistics solutions, advanced implementations
have been developed. In military logistics, logistics officers manage how and when to
move resources to the places they are needed.

Logistics management is the part of supply chain management that plans, implements,
and controls the efficient, effective forward, and reverse flow and storage of goods,
services, and related information between the point of origin and the point of
consumption in order to meet customer's requirements. The complexity of logistics can
be modeled, analyzed, visualized, and optimized by dedicated simulation software. The
minimization of the use of resources is a common motivation in all logistics fields. A
professional working in the field of logistics management is called a logistician.

Inbound logistics is one of the primary processes of logistics concentrating on purchasing

and arranging the inbound movement of materials, parts, or unfinished inventory from
suppliers to manufacturing or assembly plants, warehouses, or retail stores.

Outbound logistics is the process related to the storage and movement of the final product
and the related information flows from the end of the production line to the end user.

Given the services performed by logisticians, the main fields of logistics can be broken
down as follows:

Procurement logistics consists of activities such as market research, requirements

planning, make-or-buy decisions, supplier management, ordering, and order controlling.
The targets in procurement logistics might be contradictory: maximizing efficiency by
concentrating on core competences, outsourcing while maintaining the autonomy of the
company, or minimizing procurement costs while maximizing security within the supply
process.

Advance Logistics consists of the activities required to set up or establish a plan for
logistics activities to occur.

Distribution logistics has, as main tasks, the delivery of the finished products to the
customer. It consists of order processing, warehousing, and transportation. Distribution
logistics is necessary because the time, place, and quantity of production differs with the
time, place, and quantity of consumption.
Disposal logistics has as its main function to reduce logistics cost(s) and enhance
service(s) related to the disposal of waste produced during the operation of a business.

Reverse logistics denotes all those operations related to the reuse of products and
materials. The reverse logistics process includes the management and the sale of
surpluses, as well as products being returned to vendors from buyers. Reverse logistics
stands for all operations related to the reuse of products and materials. It is "the process
of planning, implementing, and controlling the efficient, cost effective flow of raw
materials, in-process inventory, finished goods and related information from the point of
consumption to the point of origin for the purpose of recapturing value or proper
disposal. More precisely, reverse logistics is the process of moving goods from their
typical final destination for the purpose of capturing value, or proper disposal. The
opposite of reverse logistics is forward logistics."

Green Logistics describes all attempts to measure and minimize the ecological impact of
logistics activities. This includes all activities of the forward and reverse flows. This can
be achieved through intermodal freight transport, path optimization, vehicle saturation
and city logistics.

RAM Logistics (see also Logistic engineering) combines both business logistics and
military logistics since it is concerned with highly complicated technological systems for
which Reliability, Availability and Maintainability are essential, ex: weapon systems and
military supercomputers.

Asset Control Logistics: companies in the retail channels, both organized retailers and
suppliers, often deploy assets required for the display, preservation, promotion of their
products. Some examples are refrigerators, stands, display monitors, seasonal equipment,
poster stands & frames.

Emergency logistics (or Humanitarian Logistics) is a term used by the logistics, supply
chain, and manufacturing industries to denote specific time-critical modes of transport
used to move goods or objects rapidly in the event of an emergency.[8] The reason for
enlisting emergency logistics services could be a production delay or anticipated
production delay, or an urgent need for specialized equipment to prevent events such as
aircraft being grounded (also known as "aircraft on ground"—AOG), ships being
delayed, or telecommunications failure. Humanitarian logistics involves governments, the
military, aid agencies, donors, non-governmental organizations and emergency logistics
services are typically sourced from a specialist provider.[8][9]

The term production logistics describes logistic processes within a value adding system
(ex: factory or a mine). Production logistics aims to ensure that each machine and
workstation receives the right product in the right quantity and quality at the right time.
The concern is with production, testing, transportation, storage and supply. Production
logistics can operate in existing as well as new plants: since manufacturing in an existing
plant is a constantly changing process, machines are exchanged and new ones added,
which gives the opportunity to improve the production logistics system accordingly.[10]
Production logistics provides the means to achieve customer response and capital
efficiency. Production logistics becomes more important with decreasing batch sizes. In
many industries (e.g. mobile phones), the short-term goal is a batch size of one, allowing
even a single customer's demand to be fulfilled efficiently. Track and tracing, which is an
essential part of production logistics due to product safety and reliability issues, is also
gaining importance, especially in the automotive and medical industries.
Construction Logistics is known to mankind since ancient times. As the various human
civilizations tried to build the best possible works of construction for living and
protection. Now the construction logistics emerged as vital part of construction. In the
past few years construction logistics has emerged as a different field of knowledge and
study within the subject of supply chain management and logistics.

Digital logistics is driven by a new generation of web-based, enterprise logistics

applications that enable collaboration and optimization, leveraging a central logistics
information backbone that provides visibility across the enterprise and extended supply
chain..

Business logistics

One definition of business logistics speaks of "having the right item in the right quantity
at the right time at the right place for the right price in the right condition to the right
customer".[17] Business logistics incorporates all industry sectors and aims to manage
the fruition of project life cycles, supply chains, and resultant efficiencies.

The term "business logistics" has evolved since the 1960s[18] due to the increasing
complexity of supplying businesses with materials and shipping out products in an
increasingly globalized supply chain, leading to a call for professionals called "supply
chain logisticians".

In business, logistics may have either an internal focus (inbound logistics) or an external
focus (outbound logistics), covering the flow and storage of materials from point of
origin to point of consumption (see supply-chain management). The main functions of a
qualified logistician include inventory management, purchasing, transportation,
warehousing, consultation, and the organizing and planning of these activities.
Logisticians combine a professional knowledge of each of these functions to coordinate
resources in an organization.

There are two fundamentally different forms of logistics: one optimizes a steady flow of
material through a network of transport links and storage nodes, while the other
coordinates a sequence of resources to carry out some project (e.g., restructuring a
warehouse).

Nodes of a distribution network

The nodes of a distribution network include:

Factories where products are manufactured or assembled

A depot or deposit, a standard type of warehouse for storing merchandise (high level of
inventory)

Distribution centers for order processing and order fulfillment (lower level of inventory)
and also for receiving returning items from clients

Transit points for cross docking activities, which consist of reassembling cargo units
based on deliveries scheduled (only moving merchandise)

Traditional retail stores of the Mom and Pop variety, modern supermarkets,
hypermarkets, discount stores or also voluntary chains, consumers' co-operative, groups
of consumer with collective buying power. Note that subsidiaries will be mostly owned
by another company and franchisers, although using other company brands, actually own
the point of sale.

There may be some intermediaries operating for representative matters between nodes
such as sales agents or brokers.
Logistic families and metrics

A logistic family is a set of products which share a common characteristic: weight and
volumetric characteristics, physical storing needs (temperature, radiation,...), handling
needs, order frequency, package size, etc. The following metrics may be used by the
company to organize its products in different families:[19]

Physical metrics used to evaluate inventory systems include stocking capacity,

selectivity, superficial utilization, volumetric utilization, transport capacity, transport
capacity utilization.

Monetary metrics used include space holding costs (building, shelving and services) and
handling costs (people, handling machinery, energy and maintenance).

Other metrics may present themselves in both physical or monetary form, such as the
standard Inventory turnover.

Handling and order processing

Unit loads for transportation of luggage at the airport. In this case the unit load has
protective function.

Unit loads are combinations of individual items which are moved by handling systems,
usually employing a pallet of normed dimensions.
Handling systems include: trans-pallet handlers, counterweight handler, retractable mast
handler, bilateral handlers, trilateral handlers, AGV and

handlers. Storage systems include: pile stocking, cell racks (either static or movable),
cantilever racks and gravity racks.

Order processing is a sequential process involving: processing withdrawal list, picking

(selective removal of items from loading units), sorting (assembling items based on
destination), package formation (weighting, labeling and packing), order consolidation
(gathering packages into loading units for transportation, control and bill of lading).[22]

Picking can be both manual or automated. Manual picking can be both man to goods, i.e.
operator using a cart or conveyor belt, or goods to man, i.e. the operator benefiting from
the presence of a mini-load ASRS, vertical or horizontal carousel or from an Automatic
Vertical Storage System (AVSS). Automatic picking is done either with dispensers or
depalletizing robots.

Sorting can be done manually through carts or conveyor belts, or automatically through
sorters.

Transportation

Main article: Cargo

Cargo, i.e. merchandise being transported, can be moved through a variety of

transportation means and is organized in different shipment categories. Unit loads are
usually assembled into higher standardized units such as: ISO containers, swap bodies or
semi-trailers. Especially for very long distances, product transportation will likely benefit
from using different transportation means: multimodal transport, intermodal transport (no
handling) and combined transport (minimal road transport). When moving cargo, typical
constraints are maximum weight and volume.

Operators involved in transportation include: all train, road vehicles, boats, airplanes
companies, couriers, freight forwarders and multi-modal transport operators.

Merchandise being transported internationally is usually subject to the Incoterms

standards issued by the International Chamber of Commerce.

Configuration and management

Push-back rack for motorcycles, a LIFO rack system for storage

Similarly to production systems, logistic systems need to be properly configured and

managed. Actually a number of methodologies have been directly borrowed from
operations management such as using Economic Order Quantity models for managing
inventory in the nodes of the network.[23] Distribution resource planning (DRP) is
similar to MRP, except that it doesn't concern activities inside the nodes of the network
but planning distribution when moving goods through the links of the network.

Traditionally in logistics configuration may be at the level of the warehouse (node) or at

level of the distribution system (network).

Regarding a single warehouse, besides the issue of designing and building the warehouse,
configuration means solving a number of interrelated technical-economic problems:
dimensioning rack cells, choosing a palletizing method (manual or through robots), rack
dimensioning and design, number of racks, number and typology of retrieval systems
(e.g. stacker cranes). Some important constraints have to be satisfied: fork and load
beams resistance to bending and proper placement of sprinklers. Although picking is
more of a tactical planning decision than a configuration problem, it is important to take
it into account when deciding the racks layout inside the warehouse and buying tools
such as handlers and motorized carts since once those decisions are taken they will work
as constraints when managing the warehouse, same reasoning for sorting when designing
the conveyor system or installing automatic dispensers.

Configuration at the level of the distribution system concerns primarily the problem of
location of the nodes in a geographic space and distribution of capacity among the nodes.
The first may be referred to as facility location (with the special case of site selection)
while the latter to as capacity allocation. The problem of outsourcing typically arises at
this level: the nodes of a supply chain are very rarely owned by a single enterprise.
Distribution networks can be characterized by numbers of levels, namely the number of
intermediary nodes between supplier and consumer:

Direct store delivery, i.e. zero levels

One level network: central warehouse

Two level network: central and peripheral warehouses

This distinction is more useful for modeling purposes, but it relates also to a tactical
decision regarding safety stocks: considering a two level network, if safety inventory is
kept only in peripheral warehouses then it is called a dependent system (from suppliers),
if safety inventory is distributed among central and peripheral warehouses it is called an
independent system (from suppliers).[19] Transportation from producer to the second
level is called primary transportation, from the second level to consumer is called
secondary transportation.
Although configuring a distribution network from zero is possible, logisticians usually
have to deal with restructuring existing networks due to presence of an array of factors:
changing demand, product or process innovation, opportunities for outsourcing, change
of government policy toward trade barriers, innovation in transportation means (both
vehicles or thoroughfares), introduction of regulations (notably those regarding pollution)
and availability of ICT supporting systems (e.g. ERP or e-commerce).

Once a logistic system is configured, management, meaning tactical decisions, takes

place, once again, at the level of the warehouse and of the distribution network. Decisions
have to be made under a set of constraints: internal, such as using the available
infrastructure, or external, such as complying with given product shelf lifes and
expiration dates.

At the warehouse level, the logistician must decide how to distribute merchandise over
the racks. Three basic situations are traditionally considered: shared storage, dedicated
storage (rack space reserved for specific merchandise) and class based storage (class
meaning merchandise organized in different areas according to their access index).

Airline logistic network. Denver works as a hub in the network.

Picking efficiency varies greatly depending on the situation.[22] For man to goods
situation, a distinction is carried out between high level picking (vertical component
significant) and low level picking (vertical component insignificant). A number of
tactical decisions regarding picking must be made:
Routing path: standard alternatives include transversal routing, return routing, midpoint
routing and largest gap return routing

Replenishment method: standard alternatives include equal space supply for each product
class and equal time supply for each product class.

Picking logic: order picking vs batch picking

At the level of the distribution network, tactical decisions involve mainly inventory
control and delivery path optimization. Note that the logistician may be required to
manage the reverse flow along with the forward flow.

Warehouse management and control

Although there is some overlap in functionality, warehouse management systems (WMS)

can differ significantly from warehouse control systems (WCS). Simply put, a WMS
plans a weekly activity forecast based on such factors as statistics and trends, whereas a
WCS acts like a floor supervisor, working in real time to get the job done by the most
effective means. For instance, a WMS can tell the system that it is going to need five of
stock-keeping unit (SKU) A and five of SKU B hours in advance, but by the time it acts,
other considerations may have come into play or there could be a logjam on a conveyor.
A WCS can prevent that problem by working in real time and adapting to the situation by
making a last-minute decision based on current activity and operational status. Working
synergistically, WMS and WCS can resolve these issues and maximize efficiency for
companies that rely on the effective operation of their warehouse or distribution
center.[24]
Logistics outsourcing

Logistics outsourcing involves a relationship between a company and an LSP (logistic

service provider), which, compared with basic logistics services, has more customized
offerings, encompasses a broad number of service activities, is characterized by a long-
term orientation, and thus has a strategic nature.

Outsourcing does not have to be complete externalization to an LSP, but can also be
partial:

A single contract for supplying a specific service on occasion

Creation of a spin-off

Creation of a joint venture

Third-party logistics (3PL) involves using external organizations to execute logistics

activities that have traditionally been performed within an organization itself.[26]
According to this definition, third-party logistics includes any form of outsourcing of
logistics activities previously performed in house. For example, if a company with its
own warehousing facilities decides to employ external transportation, this would be an
example of third-party logistics. Logistics is an emerging business area in many
countries.

The concept of a fourth-party logistics (4PL) provider was first defined by Andersen
Consulting (now Accenture) as an integrator that assembles the resources, planning
capabilities, and technology of its own organization and other organizations to design,
build, and run comprehensive supply chain solutions. Whereas a third-party logistics
(3PL) service provider targets a single function, a 4PL targets management of the entire
process. Some have described a 4PL as a general contractor that manages other 3PLs,
truckers, forwarders, custom house agents, and others, essentially taking responsibility of
a complete process for the customer.

Horizontal alliances between logistics service providers

Horizontal business alliances often occur between logistics service providers, i.e., the
cooperation between two or more logistics companies that are potentially competing.In a
horizontal alliance, these partners can benefit twofold. On one hand, they can " resources
which are directly exploitable". In this example extending common transportation
networks, their warehouse infrastructure and the ability to provide more complex service
packages can be achieved by combining resources. On the other hand, partners can
"access intangible resources, which are not directly exploitable". This typically includes
know-how and information and, in turn, innovation.

Major Trends and Issues Facing the Industry

Canada is particularly well situated to capture trade opportunities emerging from

developing economies and act as a gateway to North America. The country's
transportation network is well developed and its services are diversified. The efficiency
of the transportation network is complemented by gateways and trade corridors which
optimise the competitiveness of the system.

While the United States remains our main trading partner, changing terms of trade with
other countries will continue to have a direct impact on demand for transportation,
warehousing and logistics services on different trade routes.

The development and adoption of technology is resulting in better efficiency, reliability,

sustainability, safety and security for all modes of transportation, warehousing and for
logistic activities. Transportation and logistic providers are increasingly adopting
advanced technologies and innovative processes to retain their competitive advantage.
They are aiming at reducing costs, improving services and decreasing their carbon
footprint.

Adequate capacity in the country's infrastructure is key to support current and future trade
needs. Investments required to upgrade existing infrastructure and to adapt to the ever-
growing traffic volume represent a significant challenge for all levels of government.
COMPANY PROFILE

WEFAA GLOBAL LOGISTICS is a dynamic organization having vast experience in

International Freight Forwarding through Surface, Sea and Air transport facility for our
discerning client world wide.WGL andgroup of companies are managed effectively and
efficiently by a team of professionals who are well versed in the field of Custom House
Broker /Agent, International Freight Forwarding, Marine Surveyors, Warehousing,
Transportation etc., and an energetic team who diligently work to satisfy the customer
requirements and deliver the goods in quick and safe mode.WGL is managed by firm to
endure in long- term business and maintained through a close relationship with our
customers based on Trust, Confidence and Reliable Quality Management.

This sector comprises establishments primarily engaged in transporting and warehousing

goods as well as providing logistics services. It includes the four transportation modes
(trucking, rail, air and marine) as well as Postal Services, Couriers and Messengers, and
Warehousing and Storage.

The North American Classification Systems (NAICS) codes are:

48 - 49 Transportation and Warehousing

Economic Overview

Demand for transportation, warehousing and logistics services originates from all sectors
of the economy and is directly affected by fluctuations in economic activity and trade
patterns.
Domestic freight moves primarily by truck (70%) and rail (30%). Air and marine modes
mostly handle international freight. Trucking is comprised of a significant number of
small for-hire carriers and owner-operators, and some medium and large size for-hire
companies that operate fleets of trucks and offer comprehensive logistic services.
Canadian National and Canadian Pacific Railway are the two main railways that serve the
national market, offering services such as intermodal transportation, logistics, and
brokerage services. There are also 36 short-line and regional railways operating in
Canada.

Four major ports accounted for 99% of international container traffic: Vancouver (54%),
Montreal (29%), Halifax (9%) and Prince Rupert (7%). Air transportation is mostly used
for moving high value and perishable goods or to rush orders on short notice. Eleven air
carriers serve Canada's North, which is highly reliant on air transportation for year round
supply. Some of the 26 largest airports in the country handle approximately 90% of all
passenger traffic as well as freight. In 2011, air transportation carried 78.4 million
passengers and 739,000 tonnes of freight.

Industries rely on transportation and logistics network to deliver rapid, integrated and
secure solutions to leverage their global supply chains. While some firms retain in-house
capacity for their transportation and logistics needs, many outsource these services to
companies that can provide transportation, warehousing, storage, shipments
consolidation, packing, labelling, brokerage, customs clearance and international freight
forwarding services.

The ability to respond to manufacturers' just-in-time needs and small shipment

requirements, and provide extensive logistics services have distinguished courier firms.
Demand for their services have increased as a result of more stringent regulations and
security measures for international cargo, as well as growing complexity in managing the
supply chain.

WGL is situated in close proximity to the Chennai Port and open hub to the major
Warehouses and Container Freight Stations (CFS).

A corporate company with over a decade of experience in logistics. A dynamic

organization having vast experience in International Freight Forwarding through Surface,
Sea and Air transport facility for our discerning client worldwide.

Mr.P.J.Dinesh

Chairman, Managing Director

An advocate by education who founded the company in 2005 and in the business for
more than a decade. Since then, the company is driven by his values which has resulted in
one of the preferred partner for clients in the field of “Used Machinery & Special
Equipments” logistics. A thorough professional who has eminent knowledge in the field
and a troubleshooter for the clients anytime.

WGL and group of companies are managed effectively and efficiently by a team of
professionals who are well versed in the field of Customs Broker / Agent, International
Freight Forwarding, Marine Surveyors, Warehousing, Transportation etc., and an
energetic team who diligently work to satisfy the customer requirements and deliver the
goods in quick and safe mode.
WGL is managed by firm to endure in long- term business and maintained through a
close relationship with our customers based on Trust, Confidence and Reliable Quality
Management.

2.1 Values that drives us:

Empathy: Always brainstorm our team from client perspective and ensure a possible
solution coupled with an excelled service which will enhance value of the business for
both and results win-win relationship at the end.

Ethical: We believe in free and fair business practices which will sustain the business
relationship on trust.

Eliminate: We strongly believe eliminating the non-value adding activities in the

business, results in providing a cost effective service to the client.

Innovate: Don’t rely on tested waters and innovate the best practices which will simply
the complex business processes into a single domain which complement the business
always.

Time bound: “You convey we deliver” is our motto. We strive to provide a solution
within a defined time frame to our clients

VISION & mission

Vision

Clientele oriented service in logistics domain driven by “Quality, Devotion and Customer
Retention"

MISSION

“To provide end to end solutions in supply chain management by innovation, cost
effective, efficient, value adding services on long term basis”
2.4 CORE VALUES

Integrity: Honest in every business deal we strike with.

Passion: Freight forwarding is our passion and we do it the best

Safety: Safety is our primary concern. We handle your projects with utmost care and
concern.

Balance: A perfect balance and harmony in our work and support.

Strategy: No matter where you are, we deliver it on time with the perfect strategy and
planning.

Results: Our results are so obvious after perfecting the workflow from start to finish
DEPARTMENTS\

3.1 Logistics department

Sales / Customer Service

By lowering shipping costs, some clients find that they are able to open up markets that
were previously unattainable to them. This gives them an opportunity to grow sales and
expand their customer base. In addition, the technology – from tracking to route
optimization to data transparency – allows shippers to fulfill orders faster and more
efficiently. This improves customer service and speeds up response time when problems
do occur. Customers now expect to be able to track orders with the click of a button, any
time. Managing that expectation, as well as other emerging innovations, is vital to
meeting the customer service demands of today.

Finance / Accounting

Whether it is auditing freight bills and discovering billing errors, involving accounting in
supply chain is important – but it doesn’t stop there. Budgeting, negotiating contracts
with carriers, and managing parcel shipping to include service failure refunds all typically
involve accounting and finance personnel. In addition, many companies struggle
allocating freight and transportation costs accurately to the right locations, department, or
general ledger code. More often than not, the CFO or Controller is one of the most
important people in the organization when it comes to supply chain and logistics costs
because of the impact they have on the company’s bottom line.
Technology / Data

Formerly the exclusive domain of the IT department, harnessing technology and data is
now a part of the job in an organization. Logistics is no exception. By tracking raw
materials and incoming products, as well as outgoing shipments and sales, inventory
management is a key driver of profitability and expense control. Giving decision-makers
and managers the ability to see the data they need to make good decisions is vital now.
Engaging your team members whose responsibility includes data management is
absolutely critical in this day and age.

Purchasing / Manufacturing

If an organization is involved in the manufacturing of products of any kind, logistics and

transportation are absolutely critical. The lifeblood of the organization is the raw
materials and components that are planned, purchased, scheduled, and delivered to the
facility in which they are made. This requires management of inbound freight and
extensive planning. It involves the building of trusted relationships with key carriers who
understand your needs and requirements regarding packaging, lead times, and delivery
schedules. Additionally, ensuring your vendors are complying with your logistics and
transportation policies and purchasing terms gives your company better leverage with
carriers and helps drive efficiency.

Transportation / Logistics

This department is the most obvious in this context, but understanding that the role of a
Manager in this department in an organization is evolving and changing at a supersonic
pace is important. The fact that logistics now impacts so many departments in an
organization illustrates how important it is to get the right person overseeing this process.
This leader must possess knowledge to understand the key profit and success drivers in
the other four departments above and build relationships to knock down silos that may
have formed. Supply Chain and Logistics Managers today have to embrace rapid change
and be at the strategy table with other executives and decision-makers in the organization
to ensure that the company can deliver on its promise to both internal and external
customers.

3.2.HR DEPARTMENT

New Recruitment

The success of recruiters and employment specialists generally is measured by the

number of positions they fill and the time it takes to fill those positions. Recruiters who
work in-house -- as opposed to companies that provide recruiting and staffing services --
play a key role in developing the employer's workforce. They advertise job postings,
source candidates, screen applicants, conduct preliminary interviews and coordinate
hiring efforts with managers responsible for making the final selection of candidates.

Job Safety

Workplace safety is an important factor. Under the Occupational Safety and Health Act
of 1970, employers have an obligation to provide a safe working environment for
employees. One of the main functions of HR is to support workplace safety training and
maintain federally mandated logs for workplace injury and fatality reporting. In addition,
HR safety and risk specialists often work closely with HR benefits specialists to manage
the company's workers compensation issues.

Employee Relations
In a unionized work environment, the employee and labor relations functions of HR may
be combined and handled by one specialist or be entirely separate functions managed by
two HR specialists with specific expertise in each area. Employee relations is the HR
discipline concerned with strengthening the employer-employee relationship through
measuring job satisfaction, employee engagement and resolving workplace conflict.
Labor relations functions may include developing management response to union
organizing campaigns, negotiating collective bargaining agreements and rendering
interpretations of labor union contract issues.

Compensation and Benefits

Like employee and labor relations, the compensation and benefits functions of HR often
can be handled by one HR specialist with dual expertise. On the compensation side, the
HR functions include setting compensation structures and evaluating competitive pay
practices. A comp and benefits specialist also may negotiate group health coverage rates
with insurers and coordinate activities with the retirement savings fund administrator.
Payroll can be a component of the compensation and benefits section of HR; however, in
many cases, employers outsource such administrative functions as payroll.

Labor Law Compliance

Compliance with labor and employment laws is a critical HR function. Noncompliance

can result in workplace complaints based on unfair employment practices, unsafe
working conditions and general dissatisfaction with working conditions that can affect
productivity and ultimately, profitability. HR staff must be aware of federal and state
employment laws such as Title VII of the Civil Rights Act, the Fair Labor Standards Act,
the National Labor Relations Act and many other rules and regulations.

Performance appraisal
The HR department conducts performance appraisal of all the employees annually in the
month of April. Based on their performance increments will be given in their party. In
addition to this if an employee achieves or exceed the target given to along with their
team members will be provided with attractive cash and other incentives.

Training and Development

Employers must provide employees with the tools necessary for their success which, in
many cases, means giving new employees extensive orientation training to help them
transition into a new organizational culture. Many HR departments also provide
leadership training and professional development. Leadership training may be required of
newly hired and promoted supervisors and managers on topics such as performance
management and how to handle employee relations matters at the department level.
Professional development opportunities are for employees looking for promotional
opportunities or employees who want to achieve personal goals such as finishing a
college degree. Programs such as tuition assistance and tuition reimbursement programs
often are within the purview of the HR training and development area.
CONMPANY SERVICES

The every idea instigated at different junctures of the various business activities aim
towards total committment in delivering

"The Best" and Go-Green initiatives

Services

International Freight Forwarding

Customs Broker / Agent
Door to Door Delivery
Marine Surveyors
Transportation
Warehousing
INTERNATIONAL FREIGHT FORWARDING

A decade experience in the Freight Forwarding Industry and are known for offering
reliable and efficient freight forwarding service throughout the world. With an excellent
network of operators who are available 24 hours a day and seven days a week, we
promise a timely and cost effective transportation of goods to the desired destination.

CUSTOMS BROKER /AGENT

Over a decade experience in the customs clearance which we delivers a high ended
output through time bounded, economical and competent work to the valuable customer's
by handling various type of goods in Imports and Exports at customs clearance through
Seaport and Airport.

DOOR TO DOOR DELIVERY

Cargo Pickup & Delivery round the clock

Time bound guaranteed door delivery
Warehousing & Distribution of cargo
Priority booking with Air lines

MARINE SURVEYORS
We offer a wide range of survey services for damaged, pilferage & theft of cargo,
container damage, etc., from simple survey to joint surveys with concern authorities. Our
dedicated personnel with over a decade experience in the marine survey industry.

TRANSPORTATION

We provide road transport means to move your consignments from one place to another.
We also offer domestic transport facility for our discerning clients. We meet the logistics
needs of major clients, including many companies and top retail chains operating. Our
mission is to provide our customers a service of excellence at a world-class level based
on honesty and dedicated work practices and the continued search for the increase of
efficiency in the logistics of cargo transportation.
Directors of WEFAA GLOBAL LOGISTICS PRIVATE LIMITED

Managing Director- Mr POOVADAI JANARTHANAN DINESH

Wholetime Director(s) - Mr VARATHAN VENUGOPAL

Mr KRISHNASWAMY PERUMAL

Director- Mr RAVICHANDRAN SHOBAN

Review of literature

1..Quality of work life: Perspectives and directions.

David A Nadler, Edward E Lawler

Organizational dynamics, 1983

Argues that the values that quality of work life (QWL) has brought to the workplace are in
danger of being lost. To avert this danger, several" definitions" of the concept that miss the
point are debunked, a precise definition is formed, and ways to use it are cited. Six factors that
distinguish more and less successful QWL efforts are delineated. It is concluded that 3 major
components of QWL efforts must be managed well if they are to succeed: development of
projects at different levels, changes in management systems and structure, and changes in
senior management behavior.(PsycINFO Database Record (c) 2016 APA, all rights reserved)

View at psycnet.apa.org

Cited by 478

Related articles

All 4 versions

link.springer.com

A new measure of quality of work life (QWL) based on need satisfaction and spillover theories

2..M Joseph Sirgy, David Efraty, Phillip Siegel, Dong-Jin Lee

Social indicators research 55 (3), 241-302, 2001

A new measure of QWL was developed based on need satisfaction and spillover theories. The
measure was designed to capture the extent to which the work environment, job requirements,
supervisory behavior, and ancillary programs in an organization are perceived to meet the needs
of an employee. We identified seven major needs, each having several dimensions. These are:
(a) health and safety needs (protection from ill health and injury at work and outside of work,
and enhancement of good health), (b) economic and family needs (pay, job security, and other
family needs), (c) social needs (collegiality at work and leisure time off work), (d) esteem needs
(recognition and appreciation of work within the organization and outside the organization), (e)
actualization needs (realization of one's potential within the organization and as a professional),
(f) knowledge needs (learning to enhance job and professional skills), and (g) aesthetic needs
(creativity at work as well as personal creativity and general aesthetics). The measure's
convergent and discriminant validities were tested and the data provided support to the
construct validity of the QWL measure. Furthermore, the measure's nomological (predictive)
validity was tested through hypotheses deduced from spillover theory. Three studies were
conducted – two studies using university employees and the third using accounting firms. The
results from the pooled sample provided support for the hypotheses and thus lent some
support to the nomological validity to the new measure.
.3..Blair D Gifford, Raymond F Zammuto, Eric A Goodman, Karen S Hill

Journal of Healthcare management 47 (1), 13, 2002

The relationships between unit organizational culture and several important job-related
variables for nurse retention in the labor and delivery units of seven hospitals is investigated.
Data analysis shows that unit organizational culture does affect nurses' quality of work life
factors and that human relations cultural values are positively related to organizational
commitment, job involvement, empowerment, and job satisfaction, and negatively related to
intent to turnover. These findings suggest that although increasing recruitment of nurses and
improved compensation and benefits strategies may offset hospital nurse shortages in the short
term, improving quality of work life may be a more practical and long-term approach to
improving hospital nurse retention.

4..Thomas G Cummings, Edmond S Molloy

Praeger, 1977

Assesses the current state of knowledge in the areas of productivity and job satisfaction. The
authors attempt to demystify the work-improvement literature so that individuals can choose,
implement, and evaluate a work-improvement strategy relevant to their organizations. The 7
strategies reviewed include (a) autonomous work groups,(b) job restructuring,(c) participative
management,(d) organization-wide change,(e) organizational behavior modification,(f) flexible
working hours, and (g) the Scanlon plan.(13½ p ref)(PsycINFO Database Record (c) 2016 APA, all
rights reserved)
5..Magid Igbaria, Saroj Parasuraman, Michael K Badawy

MIS quarterly, 175-201, 1994

This study assesses the job involvement of 464 professionals and managers in the information
systems (IS) field and investigates the role of involvement in influencing the quality of work life.
Results show significant variation in the level of job involvement displayed by IS employees and
differential patterns of relationships among the study variables for IS personnel with low,
moderate, and high levels of job involvement. The findings indicate that involvement serves as a
complex moderator role in the pattern of relationships of work experiences, and of job
characteristics with career expectations and career outcomes. It has both linear and non-linear
relationships with several of the study variables. While in some cases, high levels of job
involvement tend to enhance the beneficial effects of work experiences on the quality of work
life, in others such involvement tends to heighten the negative effects of role stressors.
Implications of the findings and directions for future research are discussed.

6..Mitchell L Marks, Philip H Mirvis, Edward J Hackett, James F Grady

Journal of Applied Psychology 71 (1), 61, 1986

To assess the impact of a quality circle (QC) program at a manufacturing firm, 46 participants
(mean age 44 yrs) and 46 nonparticipants (mean age 40 yrs) were surveyed before and after
implementation of the QC program. Multiple regression analysis revealed a positive relation
between QC participation and changes in quality of work life (QWL) perceptions in areas directly
involved in QC activities but not in more general work life areas. Given that participants' QWL
scores tended not to change and nonparticipants tended to report decreases in QWL from
before to after the QC program implementation, the results suggest that QC involvement acted
more to provide social support to buffer participants from negative contextual factors than to
enhance equality of work life. Organizational records also were assessed from 6 mo before to 24
mo after adoption of the QC program and showed that QC participation led to improvements in
employee productivity and absenteeism rates.(25 ref)(PsycINFO Database Record (c) 2016 APA,
all rights reserved)
7.Eric A Goodman, Raymond F Zammuto, Blair D Gifford

Organization Development Journal 19 (3), 58, 2001

This study uses the competing values framework as a tool to investigate the relationships
between organizational culture and several important job related variables. The findings
indicate that group cultural values are positively related to organizational commitment, job
involvement, empowerment and job satisfaction, and negatively related to intent to turnover.
While hierarchical cultural values are negatively related to organizational commitment, job
involvement, empowerment and job satisfaction, and positively related to intent to turnover.

8..Ronald SM Lau, Bruce E May

Human Resource Development Quarterly 9 (3), 211-226, 1998

This study develops and tests hypotheses to examine empirically how the perceived image of a
company's quality of work life will affect its market and financial performances. Growth and
profitability of two groups of publicly held companies were compared based on sales growth,
asset growth, return on equity, and return on assets. The first group consisted of fifty‐eight
companies identified as the best companies to work for in the United States; the second group
consisted of eighty‐eight of Standard and Poor's top one hundred companies. Statistical
evidence found in this study supports a paradigm that aligns the interests of the investor,
manager, and employee stakeholders into a win‐win situation. Findings from this empirical
study suggest that companies with high quality of work life can also enjoy exceptional growth
and profitability.

ANALYSIS AND INTERPRETATION

INTRODUCTION:
Data analysis and interpretation is the process of assessing meaning to the
collected information and determining the conclusions, significance, and implications of
the findings. The steps involved in data analysis are a function of the type of
information collected, however, returning to the purpose of the assessment and the
assessment questions will provide a structure for the organization of the data and a
focus for the analysis. Higher levels of statistical analysis can be conducted on the data,
but there are not frequently used in most program/ project assessments.

PERCENTAGE ANALYSIS:
Percentage method refers to a specified kind which is used in making
comparison between two or more series of data. Percentage is based on descriptive
relationship. It compares the relative items. Since the percentage reduces everything to
a common base and thereby allow meaning comparison.

PERCENTAGE = × 100

Table 4.1

TABLE SHOWING AGE OF RESPONDENTS

S.NO AGE NO OF PERCENTAGE
RESPONDENTS

1. Below 25 31 31%

2. 25 – 30 36 36%

3. 31 - 35 20 20%

4. 36 - 40 11 11%

5. Above41 2 2%

TOTAL 100
 Chart 4.1

INFERENCE:

From the table and chart , it is inferred that 31 % of employees belong to

age below 25, 36% of employees belong to age between 25-30, 20% of employees
belong to age between 31- 35, 11% of employees belong to age between 36-40 and
2% of employees belong to age above 41.

Table 4.2

TABLE SHOWING MARITAL STATUS OF RESPONDENTS

S.NO MARITAL STATUS NO OF PERCENTAGE

RESPONDENTS

1. Single 37 37%
2. Married 63 63%

TOTAL 100
 Chart 4.2

INFERENCE:

From the table and chart ,it is inferred that 37% of respondents are single
and 63% of respondents are married.

Table 4.3

TABLE SHOWING EDUCATIONAL QUALIFICATION

OF RESPONDENTS

EDUCATIONAL NO OF
QUALIFICATION RESPONDENTS
S.NO PERCENTAGE

1. Diploma 1 1%
2. Under graduate 48 48%

3. Post graduate 46 46%

4. Professional courses 3 3%

5. Others 2 2%

Total 100
 Chart 4.3

INFERENCE:

From the table and chart, it is inferred that 1% of respondents are diploma,
48% of respondents are under graduate, 46% of respondents are post graduate , 3%
of respondents are professional courses, 2% of respondents belong to other
educational qualification.

Table 4.4

TABLE SHOWING EXPERIENCE OF RESPONDENTS

NO OF

S.NO EXPERIENCE RESPONDENTS PERCENTAGE

1. Less than 1 year 22 22%

 2. 1 - 5 years 55 55 %

3. 6 -10 years 20 20 %

4. 11 – 15 years 1 1%

5. More than 16 years 2 2%

Total 100

Chart 4.4

INFERENCE:

From the table and chart, it is inferred that 22% of respondents have less
than 1 year experience , 55% of respondents have 1-5 years experience, 20% of
respondents have 6-10 years, 1% of respondents have 11-15 years experience, 2% of
respondents have more than 16 years experience.
 Table 4.5

TABLE SHOWING INCOME OF RESPONDENTS

S.NO INCOME LEVEL NO OF PERCENTAGE

RESPONDENTS

1. Less than 20000 31 31 %

2. 21000- 30000 32 32 %

3. 31000- 40000 25 25 %

4. 41000 – 50000 11 11%

5. More than 51000 1 1%

TOTAL 100
 Chart 4.5

INFERENCE:

From the table and chart, it is inferred that 31% of respondents have less
than 20000 income, 32% of respondents have income of 21000- 30000, 25% of
respondents have income of 31000- 40000 , 11% of respondents have income of
41000 -50000, 1% of respondents have more than 51000 as their income.
 Table 4.6

TABLE SHOWING DESIGNATION OF RESPONDENTS

NO OF
RESPONDENTS
S.NO DESIGNATION PERCENTAGE

1. Manager 13 13%

2. Senior associate 8 8%

3. Analyst 24 24%

4. Programmer trainee 22 22%

5. Programmer 23 23%

6. Programme analyst 10 10%

TOTAL 100
 Chart 4.6

INFERENCE:

From the table and chart, it is inferred that 13% of respondents are
managers, 8% of respondents are senior associate, 24% of respondents are analyst,
22 % of respondents are programme trainee, 23% of respondents are programmer,
10% of respondents are programme analyst.
 Table 4.7

TABLE SHOWING PERCEPTION OF RESPONDENTS

TOWARDS QUALITY OF WORK LIFE

NO OF

S.NO QUALITY OF WORKLIFE RESPONDENTS PERCENTAGE

Good working

1. Environment 22 22%

Good welfare measures

2. and benefits 42 42%

3. Social recognition 12 12%

Career development and

opportunities
4. 16 16%

5. High standard of living 8 8%

TOTAL 100
 Chart 4.7

INFERENCE:

From the table and chart, it is inferred that 22% of respondents agree quality of
work as good working environment, 42% of respondents agree quality of worklife as
good welfare measures and benefits, 12% of respondents agree quality of worklife as
social recognition, 16% of respondents agree it as career development and opportunities,
8% of respondents agree it as high standard of living.
 Table 4.8

TABLE SHOWING FACTORS MOTIVATING

EMPLOYEES
NO OF

S.NO MOTIVATING FACTORS RESPONDENTS PERCENTAGE

1. Salary hike 19 19%

2. Promotion 57 57%

3. Leave facilities 4 4%

4. Motivational talk 5 5%

5. Social recognition 5 5%

Co-workers cordial

6. Relationship 6 6%

7. Feeling of job security 4 4%

Total 100
 Chart 4.8

INFERENCE:

From the table and chart, it is inferred that 19% of respondents are motivated by salary
hike, 57% of respondents are motivated by promotion, 4% of respondents are motivated
by leave facilities, 5% of respondents are motivated by motivational talk, 5% of
respondents are motivated by social recognition , 6% of respondents are motivated by
co-workers cordial relationship and 4% of respondents are motivated by feeling job
security.
 Table 4.9

TABLE SHOWING SELF RESPECT

I am treated with respect in the work place.

No. of respondents Percentage
50
Strongly agree 50%
38
Agree 38%
11
Neutral 11%
1
Disagree 1%
0
Strongly Disagree 0%
Total 100 100%

Chart 4.9

Chart showing self respect

INFERENCE:

From the table and chart, it is inferred that 50% of the respondents have strongly agreed
that they are treated with respect in the work place, 38% have agreed to it, 11% are neutral
in their opinion, 1% disagrees to it and none of them strongly disagrees.
 Table 4.10

TABLE SHOWING RECOGNITION

My superior shows appreciation for the

contribution I make
No. of respondents Percentage
Strongly agree 24 24%
Agree 54 54%
Neutral 20 20%
Disagree 2 2%
Strongly Disagree 0 0%
Total 100 100%

Chart 4.10

Chart showing recognition

INFERENCE:

From the table and chart, it is inferred that 54% of the respondents have agreed that their
work are being appreciated by their superior, 24% have strongly agreed to it, 20% are
neutral in their opinion, 2% disagrees to it and none of them strongly disagrees.
 Table 4.11

TABLE SHOWING SKILL AND CAREER GROWH

OPPOURTUNITIES

The organization offers me opportunities

to grow and learn. No. of
respondents Percentage
Strongly agree 28 28%
Agree 52 52%
Neutral 20 20%
Disagree 0 0%
Strongly Disagree 0 0%
Total 100 100%

Chart 4.11

CHART SHOWING SKILL AND CAREER GROWH

OPPOURTUNITIES

INFERENCE:

From the table and chart, it is inferred that 52% of the respondents have agreed that skill
and career growth opportunities are provided, 28% have strongly agreed to it, 20% are
neutral in their opinion, and none of them either disagrees or strongly disagrees.

Table 4.12

TABLE SHOWING INTERPERSONAL RELATIONSHIP

There is a spirit of collaboration and
cooperation towards organizational vision
in my work place.

No. of respondents Percentage

Strongly agree 20 20%
Agree 47 47%
 Neutral 33 33%
Disagree 0 0%
Strongly Disagree 0 0%
Total 100 100%

Chart 4.12

CHART SHOWING INTERPERSONAL RELATIONSHIP

INFERENCE:

From the table and chart, it is inferred that 47% of the respondents have agreed that
there is a spirit of collaboration and cooperation, 20% have strongly agreed to it, 33% are
neutral in their opinion, and none of them either disagrees or strongly disagrees.

Table 4.13

TABLE SHOWING SAFETY AND WEALTH MEASURES

I believe I have a secure job with this

organization for the foreseeable future
No. of respondents Percentage
Strongly agree 28 28%
Agree 50 50%
Neutral 21 21%
Disagree 1 1%
Strongly Disagree 0 0%
Total 100 100%

Chart 4.13

CHART SHOWING SAFETY AND WEALTH MEASURES

INFERENCE:
From the table and chart, it is inferred that 50% of the respondents have agreed that they
have secure job, 28% have strongly agreed to it, 21% are neutral in their opinion, 2% to it
and none of them either disagrees or strongly disagrees.

Table 4.14

TABLE SHOWING WORK FAMILY BALANCE

My work obligation makes it difficult for me
to feel relaxed at home and fulfill my
domestic obligations.

No. of respondents Percentage

Strongly agree 23 23%
Agree 46 46%
Neutral 30 30%
Disagree 1 1%
Strongly Disagree 0 0%
Total 100 100%

Chart 4.14

CHART SHOWING WORK FAMILY BALANCE

INFERENCE:

From the table and chart, it is inferred that 46% of the respondents have agreed that their
work obligation makes it difficult to feel relaxed at home, 23% have strongly agreed to it,
30% are neutral in their opinion, 2% to it and none of them either disagrees or strongly
disagrees.

Table 4.15

TABLE SHOWING WORK STRESS

 I feel under pressure to meet deadlines.

No. of respondents Percentage

34 34%
Strongly agree
54 54%
Agree
12 12%
Neutral
0 0%
Disagree
0 0%
Strongly Disagree

Total 100 100%

Chart 4.15

CHART SHOWING WORK STRESS

INFERENCE:

From the table and chart, it is inferred that 54% of the respondents have agreed that they
feel pressured to meet deadlines, 34% have strongly agreed to it, 12% are neutral in their
opinion, 2% to it and none of them either disagrees or strongly disagrees.

CORRELATION:

Correlation is a statistical measure that indicates the extent to which two or more
variables fluctuate together. A positive correlation indicates the extent to which those
variables increase or decrease in parallel; a negative correlation indicates the extent to
which one variable increases as the other decreases. A correlation coefficient is a
statistical measure of the degree to which changes to the value of one variable predict
change to the value of another.When the fluctuation of one variable reliably predicts a
similar fluctuation in another variable there‘s often a tendency to think that means that
the change in one causes the change in the other.However, correlation does not imply
causation. There may be, for example, an unknown factor that influences both variables
similarly.
 TABLE-4.16

TABLE SHOWING CORRELATION BETWEEN

CAREER GROWTH OPPOURTUNITIES AND
EDUCATIONAL QUALIFICATION

Correlations

CAREER QUALIFICATION

Pearson Correlation 1 .240

CAREER Sig. (2-tailed) .016

N 100 100

Pearson Correlation .240 1

QUALIFICATIO .016
Sig. (2-tailed)
N

N 100 100

*Correlation is significant at the 0.05 level (2-tailed).

Table 4.16 showed that there was a positive relationship between educational qualification and
career growth opportunities. Correlation co-efficient at 95% significance level is 0.016. .Highly
qualified employees had better career growth oppourtunities when compared to others.
CHI-SQUARE TEST:

The chi square test is one of the simplest and most widely used non – parametric test in
statisticalwork. The symbol Χ 2 is the Greek letter chi. The Χ 2 test was first used by
Karl Pearson inthe year 1990.The quantity Χ 2 describes the magnitude of the
discrepancy between theory and observation. Itis defined as:

Χ 2 = (O – E) 2 / E

Here ‗O‘ is the observed frequencies and ‗E‘ is the expected frequencies. The
expectedfrequencies can be calculated on the assumption of the H0Chi-square
distribution with (R-1) (C-1) degree of freedom.While comparing the calculated value of
chi-square with the table we have to determine thedegree of freedom.Degree of freedom
means to while the value can be assigned arbitravily or without violating therestriction or
limitation placed.Tabulated values should be selected at a certain specific level at a
certain specific level nullhypothesis H 0 is rejected.Thus this verifies if there is a real or
significant difference existingamong the group of data.
 TABLE-4.17

TABLE SHOWING THE ASSOCIATION BETWEEN GENDER

AND MOTIVATING FACTOR

Hypothesis:

H0: There is no significant relationship between the gender and motivating factor.

H1: There is a significant relationship between the gender and motivating factor.

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 17.475a 25 .864

Likelihood Ratio 21.457 25 .667

Linear-by-Linear Association .097 1 .755

N of Valid Cases 100

a. 27 cells (75.0%) have expected count less than 5. The minimum expected count is .06.

Inference:

Since the asymptotic value is more than 0.05, Ho is accepted. Hence, there is no
significant relationship between the gender and motivating factor.
 FINDINGS

GENERAL FINDINGS:

By applying percentage analysis the following inferences are found.

Majority of respondents (36 %) are in between the age group of 25- 30 years.
Majority of respondents (63%) are married.
Majority of respondents (48%) educational qualification is under graduation.
55% of respondents have 1-5 years of work experience.
Majority of respondents (32%) earns income between 21000-30000.
Majority of respondents (24%) designation is programme trainee.
Majority of respondents (42%) perceive quality of worklife as good
welfare measures and benefits
Majority of respondents (57%) agree that promotion is the most
motivating factor for them.
50% of the respondents have strongly agreed that they are treated with respect in the
work place.
54% of the respondents have agreed that their work are being appreciated by their
superior.
52% of the respondents have agreed that skill and career growth opportunities are
provided.
47% of the respondents have agreed that there is a spirit of collaboration and
cooperation.
50% of the respondents have agreed that they have secure job.
46% of the respondents have agreed that their work obligation makes it difficult to
feel relaxed at home.
54% of the respondents have agreed that they feel pressured to meet deadlines.
 SUGGESTIONS

Reward system must be appropriate in accordance to the work the employees

are assigned to do.
Promotions should be provided to employees at right time.
Co-operation and collaboration among employees should be improved to
achieve organization goals.
The organization should provide proper facilities to employees who are
working in night shift.
The organizations should provide proper worklife balance to their employees.
Improving good relationship with employees and providing friendly
environment in the organization.
The company may establish career development system.
Employees may be given high motivation from the top management of the
company.
All the employees may be given more compensation, in the form of incentives
from the company as a token of recognition of high achiever.
Employees may be given special training from the company related to their job
during period.
The companies have to measure quality of worklife periodically.
 CONCLUSION

Quality of Work Life plays a vital role in Human Resource Management.

Quality of worklife creates awareness of workers in successful Organization.
Quality of worklife in India can be improved through a variety of
instrumentalities like education and training, employee communication, union
participation, research projects, and appreciation of changing environment. A
good human resources practice would encourage all employees to be more
productive while enjoying work.

Therefore, quality of worklife is becoming an important human resources

issue in all organizations. The Quality of Work Life intends to develop enhance
and utilize human resource effectively, to improve Quality of products, services,
productivity and reduce cost of production per unit of output and to satisfy the
workers psychological needs for self-esteem, participation, recognition,etc..

Improved Quality of Work Life leads to improved performance.

Performance means not only physical output but also the behviour of the worker
in helping his colleagues in solving job related problems, team spirit and
accepting temporary unfavourable work conditions without complaints. An
assured good Quality of Work Life will not only attract young and new talent but
also retain the existing experience talent.
QUESTIONNAIRE ON QUALITY OF WORKLIFE

1) Age:

Below 25 25-30 31-35 36-40 Above 41

2) Marital status:

Single Married

3) Educational Qualification:

Diploma UG PG Professional courses others

4) Experience:

Less than 1yr 1-5yrs 6-10yrs 11-15yrs More than 16yrs

5) Income:

Less than 20000 21000-30000 31000-40000 41000-50000

More than 51000

6) Designation:

7) What is quality of work life according to you?

Good working environment Good welfare measures& benefits

Social recognition Career development & opportunities

High standard of living

8) Which factor motivates you the most?

Salary hike Promotion Leave facilities

Motivational talk Social recognition co-workers cordial relationship

Feeling of job security

You are requested to tick any of the following options

SA - Strongly agree A- Agree N- Neutral D- Disagree

SD- Strongly disagre

S A N D S
A D
9 Job recognition and self respect :
I am treated with respect in the work
place.
My superior shows appreciation for the
contribution I make
10 Skill and career growth opportunities :
The organization offers me opportunities
to grow and learn.
11 Interpersonal relationship :
There is a spirit of collaboration and
cooperation towards organizational vision
in my work place.
12 Safety and welfare measures :
I believe I have a secure job with this
organization for the foreseeable future
13 Work – family balance:
My work obligation makes it difficult for
me to feel relaxed at home and fulfill my
domestic obligations.

14 Work stress
I feel under pressure to meet deadlines.

15. General suggestion: