You are on page 1of 79

A STUDY ON “QUALITY OF WORK LIFE” AT LUCAS- TVS,

PADI

By

G.VIJAYALAKSHMI

Register No: 32209631043

Of

DHANALAKSHMI SRINIVASAN COLLEGE OF

ENGINEERING AND TECHNOLOGY

Submitted to the

FACULTY OF MANAGEMENT STUDIES

In partial fulfillment of the requirements

For the award of the degree

Of

MASTER OF BUSINESS ADMINISTRATION

ANNA UNIVERSITY

CHENNAI – 600 025

AUGUST – 2010
DHANALAKSHMI SRINIVASAN COLLEGE OF
ENGINEERING AND TECHNOLOG.
DEPARTMENT OF MANAGEMENT STUDIES

ECR, Mamallapuram, Chennai-603104

Phone: 04427442844, 27443844

BONAFIDE CERTIFICATE

Certified that this report titled A STUDY ON “QUALITY OF WORK LIFE” AT LUCAS-
TVS, PADI is a bonafide work of Miss. G.VIJAYALAKSHMI, Reg. No.32209631043 who
carried out the work under my supervision certified further that to the best of my knowledge the
work reported here in does not form part of any other project report on the basis of which a
degree or award was conferred on an earlier occasion on this or any other candidate.

Viva Voce Conducted

Internal Examiner: External Examiner


DECLARATION

I, G.VIJAYALAKSHMI, a bonafide student of DHANALAKSHMI SRINIVASAN


COLLEGE ENGINEERING & TECHNOLOGY, hereby declare that the project entitled A
STUDY ON “QUALITY OF WORK LIFE” AT LUCAS-TVS, PADI submitted in partial
fulfillment for the award of Degree of Master of Business Administration is my original work.

Place:

Date: G.VIJAYALAKSHMI
ACKNOWLEDGEMENT

I express my gratitude to Mr. A. SRINIVASAN, Chairman Dhanalakshmi Srinivasan College of

Engineering & Technology, for providing an amazing environment for me to complete this

project successfully.

At the outset, no words are adequate to express my sincere and special thanks to our Principal

Dr. R. PONRAJ for granting this opportunity to have a wide spread view and experience in the

form of project work.

I thank Mr. K.MURUGAN, Head of the P.G. Department of business Administration for his

constant encouragement throughout the tenure of the project. I am indebted to my Guide,

Miss. ARTHI PRIYA, for her valuable guidance provided during the course of this project.

I am grateful to Mr. PRABHAKARAN, Head of the Training & Development Dept., LUCAS-

TVS, PADI, Chennai, for his advice and guidance. I take this opportunity to thank other faculty

members for their encouragement and assistance.

I thank my relatives and friends for their assurance and encouragement. I am deeply indebted to

my loving parents for their endurance and perseverance during the course of my study.

G.VIJAYALAKSHMI
TABLE OF CONTENT

CHAPTERS NO TOPIC PAGE NO


List of Tables
List of Charts
1 INTRODUCTION
1.1 Company Profile
1.2 Review of literature
1.3 Objective of the study
1.4 Scope of the study
1.5 Limitation of the study
2 RESEARCH METHODOLOGY
2.1 Research Design
2.2 Sampling Technique
2.3 Sample Size
2.4 Data Collection Method
2.5 Tools used for analysis
3 RESULT AND INTERPRETATION
3.1 Data analysis and Interpretation
3.2 Findings
3.3 Suggestions
3.4 Conclusion
BIBILIOGRAPHY
ANNEXURE

ABSTRACT

The research is on the basis of A STUDY ON “QUALITY OF WORK LIFE” AT


LUCAS-TVS, PADI. Due to changes in technology and to meet various demands of the
employees and to withstand the place in the Global market the company has to focus on
employees satisfaction on major areas like job security, job satisfaction, medical facilities,
canteen facilities, rewards, ESI, etc.,.

Surveys are an effective way of knowing about employees’ quality of work life in the
organization. While exit interviews are generally used, they are a delayed way of knowing the
quality of work life.

The study was based on the descriptive research design. The sampling design being used here is
Simple Random Sampling. The sample size 46 has been used

Thus this report seeks to utilize primary research, through structured questionnaires and
secondary method involves data collection through magazines and websites.

The tools being used for analysis and interpretation are Chi-Square test and five point
liker scales.

The Suggestion made by the employees where mostly implemented whenever they were
applicable.

LIST OF TABLES

Table PARTICULARS Page


no no
3.1.1 Satisfaction of salary package
3.1.2 Satisfaction of current job
3.1.3 Satisfaction of casual leave with pay
3.1.4 Satisfaction with medical facilities
3.1.5 Satisfaction with bonus
3.1.6 Satisfaction with canteen facilities
3.1.7 Satisfaction of ESI & PF
3.1.8 Satisfaction with health & safety working
condition
3.1.9 Satisfaction of job security
3.1.10 Satisfaction of promotion policy
3.1.11 Satisfaction of quality of work life
3.1.12 Proper communication when changes occur
3.1.13 Cordial relationship among employees
3.1.14 Satisfaction of training methodology
3.1.15 Satisfaction of Performance appraisal
3.1.16 Satisfaction of grievance redressel
3.1.17 Reward recognition
3.1.18 Satisfaction of Career development
3.1.19 Freedom to do their own work

LIST OF CHARTS

Chart PARTICULARS Page


no no
3.1.1 Satisfaction of salary package
3.1.2 Satisfaction of current job
3.1.3 Satisfaction of casual leave with pay
3.1.4 Satisfaction with medical facilities
3.1.5 Satisfaction with bonus
3.1.6 Satisfaction with canteen facilities
3.1.7 Satisfaction of ESI & PF
3.1.8 Satisfaction with health & safety working
condition
3.1.9 Satisfaction of job security
3.1.10 Satisfaction of promotion policy
3.1.11 Satisfaction of quality of work life
3.1.12 Proper communication when changes occur
3.1.13 Cordial relationship among employees
3.1.14 Satisfaction of training methodology
3.1.15 Satisfaction of Performance appraisal
3.1.16 Satisfaction of grievance redressel
3.1.17 Reward recognition
3.1.18 Satisfaction of Career development
3.1.19 Freedom to do their own work

CHAPTER-1

INTRODUCTION

Quality of Work Life:

Quality of work life (QWL) is viewed as an alternative to the control approach of managing
people. The QWL approach considers people as an 'asset' to the organization rather than as
'costs'. It believes that people perform better when they are allowed to participate in managing
their work and make decisions.

This approach motivates people by satisfying not only their economic needs but also their social
and psychological ones. To satisfy the new generation workforce, organizations need to
concentrate on job designs and organization of work. Further, today's workforce is realizing the
importance of relationships and is trying to strike a balance between career and personal lives.
Successful organizations support and provide facilities to their people to help them to balance the
scales. In this process, organizations are coming up with new and innovative ideas to improve
the quality of work and quality of work life of every individual in the organization. Various
programs like flex time, alternative work schedules, compressed work weeks, telecommuting
etc., are being adopted by these organizations. Technological advances further help organizations
to implement these programs successfully. Organizations are enjoying the fruits of implementing
QWL programs in the form of increased productivity, and an efficient, satisfied, and committed
workforce which aims to achieve organizational objectives. The future work world will also have
more women entrepreneurs and they will encourage and adopt QWL programs.

Quality of Working Life is a term that had been used to describe the broader job-related
experience an individual has.

Whilst there has, for many years, been much research into job satisfaction (1), and, more
recently, an interest has arisen into the broader concepts of stress and subjective well-being (2),
the precise nature of the relationship between these concepts has still been little explored. Stress
at work is often considered in isolation, wherein it is assessed on the basis that attention to an
individual’s stress management skills or the sources of stress will prove to provide a good
enough basis for effective intervention. Alternatively, job satisfaction may be assessed, so that
action can be taken which will enhance an individual’s performance. Somewhere in all this, there
is often an awareness of the greater context, whereupon the home-work context is considered, for
example, and other factors, such as an individual’s personal characteristics, and the broader
economic or cultural climate, might be seen as relevant. In this context, subjective well-being is
seen as drawing upon both work and non-work aspects of life.

However, more complex models of an individuals experience in the workplace often appear to be
set aside in an endeavour to simplify the process of trying to measuring “stress” or some
similarly apparently discrete entity. It may be, however, that the consideration of the bigger,
more complex picture is essential, if targeted, effective action is to be taken to address quality of
working life or any of it’s sub-components in such a way as to produce real benefits, be they for
the individual or the organisation.

Quality of working life has been differentiated from the broader concept of Quality of Life. To
some degree, this may be overly simplistic, as Elizur and Shye,(1990)(3) concluded that quality
of work performance is affected by Quality of Life as well as Quality of working life. However,
it will be argued here that the specific attention to work-related aspects of quality of life is valid.

Whilst Quality of Life has been more widely studied (4), Quality of working life, remains
relatively unexplored and unexplained. A review of the literature reveals relatively little on
quality of working life. Where quality of working life has been explored, writers differ in their
views on its’ core constituents.

It is argued that the whole is greater than the sum of the parts as regards Quality of working Life,
and, therefore, the failure to attend to the bigger picture may lead to the failure of interventions
which tackle only one aspect. A clearer understanding of the inter-relationship of the various
facets of quality of working life offers the opportunity for improved analysis of cause and effect
in the workplace….This consideration of Quality of working Life as the greater context for
various factors in the workplace, such as job satisfaction and stress, may offer opportunity for
more cost-effective interventions in the workplace. The effective targeting of stress reduction, for
example, may otherwise prove a hopeless task for employers pressured to take action to meet
governmental requirements.

1.1. COMPANY PROFILE


Lucas - TVS was set up in 1961 as a joint venture of Lucas Industries plc., UK and T V
Sundaram Iyengar & Sons (TVS), India, to manufacture Automotive Electrical Systems. One of
the top ten automotive component suppliers in the world, Lucas Varity was formed by the
merger of the Lucas Industries of the UK and the Varity Corporation of the US in September
1996. The company designs, manufactures and supplies advanced technology systems, products
and services to the world's automotive, after market, diesel engine and aerospace industries.

The combination of these two well-known groups has resulted in the establishment of a vibrant
company, which has had a successful track record of sustained growth over the last three
decades.TVS is one of India's twenty large industrial houses with twenty-five manufacturing
companies and a turnover in excess of US$ 1.3 billion. The turnover of Lucas-TVS and its
divisions is US$ 233 million during 2003-2004.
Incorporating the strengths of Lucas UK and the TVS Group, Lucas TVS has emerged as one of
the foremost leaders in the automotive industry today. Lucas TVS reaches out to all segments of
the automotive industry such as passenger cars, commercial vehicles, tractors, jeeps, two-
wheelers and off-highway vehicles as well as for stationary and marine applications. With the
automobile industry in India currently undergoing phenomenal changes, Lucas-TVS, with its
excellent facilities, is fully equipped to meet the challenges of tomorrow.

Establishment Year 1961


Firm Type: Proprietorship
Nature of Business: Manufacturer
Level to Expand : National

About Us

Lucas - TVS was set up in 1961 as a joint venture of Lucas Industries plc., UK and T V
Sundaram Iyengar & Sons (TVS), India, to manufacture Automotive Electrical Systems. One of
the top ten automotive component suppliers in the world, Lucas Varity was formed by the
merger of the Lucas Industries of the UK and the Varity Corporation of the US in September
1996. The company designs, manufactures and supplies advanced technology systems, products
and services to the world's automotive, after market, diesel engine and aerospace industries.

The combination of these two well-known groups has resulted in the establishment of a vibrant
company, which has had a successful track record of sustained growth over the last three
decades.TVS is one of India's twenty large industrial houses with twenty-five manufacturing
companies and a turnover in excess of US$ 1.3 billion. The turnover of Lucas-TVS and its
divisions is US$ 233 million during 2003-2004.

Incorporating the strengths of Lucas UK and the TVS Group, Lucas TVS has emerged as one of
the foremost leaders in the automotive industry today. Lucas TVS reaches out to all segments of
the automotive industry such as passenger cars, commercial vehicles, tractors, jeeps, two-
wheelers and off-highway vehicles as well as for stationary and marine applications. With the
automobile industry in India currently undergoing phenomenal changes, Lucas-TVS, with its
excellent facilities, is fully equipped to meet the challenges of tomorrow.

The TVS Group, with a turnover of over one billion dollars, is the largest manufacturer of
automotive components in India. The group produces autoelectricals, diesel fuel injection
systems, braking systems, automotive wheels and axle fasteners, powder metal components,
radiator caps, two wheelers and computer peripherals. Backed by five service and distribution
companies with an extensive network across the country, the group has the largest distribution
network for automotive products in India.

The Company

Lucas Indian Service (LIS) established in 1930, is a specialist organization in sales and service
of "Lucas-TVS" auto electricals and "Delphi-TVS" diesel fuel injection equipment. LIS also
manufactures automotive products like ignition coils and solenoid switches in Chennai which are
marketed under the brand name "Lucas". LIS distributes "LISPART" range of auto parts and
"Lucas" range of automotive batteries through tie-ups with leading manufacturers. Besides
manufacturing, sales and distribution, LIS offers servicing and training in auto electrical and
diesel fuel injection equipment.

The brand portfolio of LIS consists of leading product brands - "Lucas-TVS" Auto Electricals,
"Delphi-TVS" Diesel Fuel Injection Equipment, "LISPART" Auto Parts, and "Lucas"
Automotive batteries, Ignition Coils & 4ST Switches. LIS also promotes preventive
maintanance services under the brand name

MISSION

The mission of Lucas Indian service is to provide high quality proactive after sales and
service to vehicle makers and users in its areas of specialization (electrical and diesel system)

To be a respected supplier in the global auto industry, by developing innovative products and
solutions of value to customers through creative skills and involvement of employees, suppliers
and dealers and use of contemporary technology.

VISION 2010

 To be the supplier of choice of all leading vehicle manufacturers in India.


 To be recognized OE supplier in Asia, pacific and Middle East markets.
 To achieve global recognition for its innovative approach to products and solutions.
 By 2010, sell INR 1400 crs (USD 300 million) of products and solutions with a third to
customers outside India.

QUALITY POLICY

"Lucas TVS is committed to achieving ever increasing levels of customer satisfaction


through continuous improvements to the quality of the products and services. It will be the
company's endeavor to increase customer trust and confidence in the label 'Made in Lucas
TVS".

Manufacturing

For over five decades, LIS has been manufacturing ignition coils for petrol driven vehicles and
enjoys a significant market share with major car manufacturers in the country. LIS has enhanced
the production line by adding solenoid switches, which have been well accepted as an original
fitment by leading automobile manufacturers.

LIS also exports ignition coils to the Middle East, SriLanka, Turkey, Singapore and Indonesia.

LIS is also a major share holder in a joint venture company "India Nippon Electricals Limited".
The company manufactures electronic ignition systems for two wheelers in collaboration with
Kokusan Denki, of Hitachi Group, Japan.
LIS extensively covers the country through its 4 regional offices located at the main metros and
20 branches equipped with warehousing facilities. The widespread distribution network of LIS
reaches 650 towns and cities. LIS has established a network of over 1500 dealers. The company
also maintains close bonds with a large number of institutional clients, State Transport
Undertakings, Coal fields, Public Sector Undertakings and Defence Establishments.

Service

LIS has over a period of eight decades, built expertise in servicing auto electrical system and
diesel fuel injection equipment. In addition to its 40 company owned workshops located at all
major branches, LIS has established a dedicated network of over 500 service dealerships.

Comprehensive training provided to service dealers contributes to the success of LIS in the
industry. Specialized training in fault diagnosis and repairs is provided on a continuous basis.
Training is also extended to the dealers of vehicle manufacturers, state transport undertakings,
fleet operators, defence personnel and other such institutional clients. LIS has developed and
made available a wide range of tools and test equipment for effectively meeting the service
requirements. LIS has introduced a mobile workshop facility designed to handle both auto
electrical and diesel fuel injection system repairs. The mobile workshop is also equipped with
training facilities.

Customer Segments

• Sale and Services Dealers


• State Transport Undertaking
• Fleet operators
• Vehicles Manufacturers
• Defence Establishments
• Public and Private Sector Industries
• Coal Fields
• Government Projects
• Exports

LIS is one of the pioneers in introducing a solution based approach, which focuses on preventing
breakdowns through regular maintenance checks, for leading brands of passenger cars. This
preventive service concept branded as is designed to optimize vehicle performance and
prevent breakdowns.
People

Human resource is an asset never disclosed in a company's balance sheet. At Lucas-TVS,


employees are considered partners in progress. Trust and confidence in their abilities are an
important part of the Lucas-TVS philosophy. Employee participation takes place at almost every
level of the organisation.

Lucas-TVS recognises that in a fast changing world, constant updating of knowledge is vital.
Thus its management style sets great store by employee involvement and actively encourages
participation and commitment. The company strives to optimise HRD contribution to the its
growth.

Small Group Activity (SGA) has become a vibrant force with about 85 groups functioning
continuously with one group meeting every week to present its achievements. The Suggestion
Scheme has evoked tremendous response since its initiation in 1973.

To hone the skills of its employees, the company operates a well-equipped training centre, which
features a multi skill workshop, a product knowledge centre, CNC training and computer
facilities. Individual skills are fine tuned through specialised courses, both within the country and
abroad.

HR Value System and Belief

Human Resources Philosophy, Vision, Belief and Value


System

Human Resources for a business enterprise needs a


conceptual outlay to enable Business Managers to
identify, plan and implement planning through
manpower. Fundamentally, business situations have changed the world over. The rise of the
intellect has been imminent. Human Resources planning can no longer confine itself to the
traditional sources for hiring and retaining. The Human Resources of today see their roles
having changed from that of a doer to that of a thinker and on most occasions, "a thinker doer".

Memberships / Affiliations

TS16949 and OSHAS 18001 certified company.


HR Philosophy

We believe

• In people and their unlimited potential


• In content and focus in problem solving
• In teams for effective performance
• In the intellect and its power

HR Vision

To be the foundation that integrates Culture, Vision and Values and creates an environment that
facilitates the maximisation of human potential.

Our Endeavour

• To select, train and coach people to obtain higher and early responsibilities
• To nurture talent to build leaders of our tomorrow's LIS.
• Reward and activate all intellectual business contributions for the growth of the company.

Team (people)

The Team is headed by President and supported by Functional and Business Managers and other
team members who are professionally qualified and well experience in their functions and the
team continuously receives the guidance from the parent company.

Quality Assurance

"Lucas TVS is committed to achieving ever increasing levels of customer satisfaction


through continuous improvements to the quality of the products and services. It will be
the company's endeavour to increase customer trust and confidence in the label 'Made in
Lucas TVS'."

Quality is no longer an option but a basic requirement in today's world. At Lucas TVS, quality
in inbuilt in every phase of manufacture. The company's quality assurance measures stand on
the foundation of a solid belief - that quality begins and ends with the customer. This
commitment forms the backbone of its approach to Quality Assurance.

Lucas TVS has adopted a prevention-oriented quality policy though ingrained with the
traditional ideas of quality control. Everyone from the highest levels of the organisation to the
lowest practise quality control both as an individual and as a team.

An effective Quality Control System has resulted in the recognition of the company's
outstanding achievements in the various fields. Lucas-TVS was awarded the ISO 9001 certified
by BVQI in December 1993. The company reached a further milestone when it recently
received a certificate of recognition from BVQI for QS 9000 for Auto Electricals.
Clients

Cars

Maruti Udyog Suzuki, Japan

Hindustan Motors Isuzu, Japan. Mitsubishi, Japan

TATA Engineering and Locomotive Company

General Motors, India General Motors, USA

Ford India Ford, UK

Daewoo Motors Co., India Daewoo, Korea

Ind Auto Fiat, Italy

Hyundai Motors, India Hyundai Motors, Korea

Light Commercial Vehicles

TATA Engineering & Locomotive Company

Bajaj Tempo Daimler Benz, Germany

Mahindra & Mahindra Peugeot, France

Mahindra Nissan Nissan, Japan

Swaraj Mazda Mazda, Japan

Eicher Motors Mitsubishi, Japan

Heavy commercial vehicles

TATA Engineering & Locomotive Company Daimler Benz, Germany. Cummins, USA

Ashok Leyland Iveco, Italy. Hino, Japan

Tractors

Mahindra & Mahindra International Harvestor Corporation, UK

Tractors and Farm Equipments (TAFE) Massey Ferguson, UK

Escorts Ursus, Poland. Ford, UK

HMT Zetor, Czechoslovakia


Eicher Tractors Good Earth, Germany

Punjab Tractors

Gujarat Tractors Zetor, Czechoslovakia

L&T Tractors Johndeer, USA

Greaves Tractors Same, Italy

Earth Moving Equipment

Hindustan Motors Caterpillar, USA

Bharat Earth Movers Ltd.(BEML) Komatsu, Japan

Stationary / Marine Engines, Gensets

Cummins India Cummins, USA

Tata Cummins Cummins, USA

Simpsons Perkins, USA

Ruston and Hornsby Ruston & Hornsby, UK

Kirloskar Oil Engines

Greaves Lombardini, Italy

Ashok Leyland
BLMC, UK

1.2. REVIEW OF LITERATURE


Definition
Various authors and researchers have proposed models of Quality of working life which include
a wide range of factors. Selected models are reviewed below.

Hackman and Oldham (1976)(5) drew attention to what they described as psychological growth
needs as relevant to the consideration of Quality of working life. Several such needs were
identified; Skill variety, Task Identity, Task significance, Autonomy and Feedback. They
suggested that such needs have to be addressed if employees are to experience high quality of
working life.

In contrast to such theory based models, Taylor (1979)(6) more pragmatically identified the
essential components of Quality of working life as; basic extrinsic job factors of wages, hours
and working conditions, and the intrinsic job notions of the nature of the work itself. He
suggested that a number of other aspects could be added, including; individual power, employee
participation in the management, fairness and equity, social support, use of one’s present skills,
self development, a meaningful future at work, social relevance of the work or product, effect on
extra work activities. Taylor suggested that relevant Quality of working life concepts may vary
according to organisation and employee group.

Warr and colleagues (1979)(7), in an investigation of Quality of working life, considered a range
of apparently relevant factors, including work involvement, intrinsic job motivation, higher order
need strength, perceived intrinsic job characteristics, job satisfaction, life satisfaction, happiness,
and self-rated anxiety. They discussed a range of correlations derived from their work, such as
those between work involvement and job satisfaction, intrinsic job motivation and job
satisfaction, and perceived intrinsic job characteristics and job satisfaction. In particular, Warr et
al. found evidence for a moderate association between total job satisfaction and total life
satisfaction and happiness, with a less strong, but significant association with self-rated anxiety.

Thus, whilst some authors have emphasised the workplace aspects in Quality of working life,
others have identified the relevance of personality factors, psychological well being, and broader
concepts of happiness and life satisfaction.

Factors more obviously and directly affecting work have, however, served as the main focus of
attention, as researchers have tried to tease out the important influences on Quality of working
life in the workplace.

Mirvis and Lawler (1984)(8) suggested that Quality of working life was associated with
satisfaction with wages, hours and working conditions, describing the “basic elements of a good
quality of work life” as; safe work environment, equitable wages, equal employment
opportunities and opportunities for advancement.

Baba and Jamal (1991)(9) listed what they described as typical indicators of quality of working
life, including: job satisfaction, job involvement, work role ambiguity, work role conflict, work
role overload, job stress, organisational commitment and turn-over intentions. Baba and Jamal
also explored routinisation of job content, suggesting that this facet should be investigated as part
of the concept of quality of working life.

Some have argued that quality of working life might vary between groups of workers. For
example, Ellis and Pompli (2002)(10) identified a number of factors contributing to job
dissatisfaction and quality of working life in nurses, including: Poor working environments,
Resident aggression, Workload, Unable to deliver quality of care preferred, Balance of work and
family, Shiftwork, Lack of involvement in decision making, Professional isolation, Lack of
recognition, Poor relationships with supervisor/peers, Role conflict, Lack of opportunity to learn
new skills.

Sirgy et al.; (2001)(11) suggested that the key factors in quality of working life are: Need
satisfaction based on job requirements, Need satisfaction based on Work environment, Need
satisfaction based on Supervisory behaviour, Need satisfaction based on Ancillary programmes,
Organizational commitment. They defined quality of working life as satisfaction of these key
needs through resources, activities, and outcomes stemming from participation in the workplace.
Maslow’s needs were seen as relevant in underpinning this model, covering Health & safety,
Economic and family, Social, Esteem, Actualisation, Knowledge and Aesthetics, although the
relevance of non-work aspects is play down as attention is focussed on quality of work life rather
than the broader concept of quality of life.

These attempts at defining quality of working life have included theoretical approaches, lists of
identified factors, correlational analyses, with opinions varying as to whether such definitions
and explanations can be both global, or need to be specific to each work setting.

Bearfield, (2003)(12) used 16 questions to examine quality of working life, and distinguished
between causes of dissatisfaction in professionals, intermediate clerical, sales and service
workers, indicating that different concerns might have to be addressed for different groups.

The distinction made between job satisfaction and dissatisfaction in quality of working life
reflects the influence of job satisfaction theories. Herzberg at al., (1959)(13) used “Hygiene
factors” and “Motivator factors” to distinguish between the separate causes of job satisfaction
and job dissatisfaction. It has been suggested that Motivator factors are intrinsic to the job, that
is; job content, the work itself, responsibility and advancement. The Hygiene factors or
dissatisfaction-avoidance factors include aspects of the job environment such as interpersonal
relationships, salary, working conditions and security. Of these latter, the most common cause of
job dissatisfaction can be company policy and administration, whilst achievement can be the
greatest source of extreme satisfaction.

An individual’s experience of satisfaction or dissatisfaction can be substantially rooted in their


perception, rather than simply reflecting their “real world”. Further, an individual’s perception
can be affected by relative comparison – am I paid as much as that person - and comparisons of
internalised ideals, aspirations, and expectations, for example, with the individual’s current state
(Lawler and Porter, 1966) (1).
In summary, where it has been considered, authors differ in their views on the core constituents
of Quality of Working Life (e.g. Sirgy, Efraty, Siegel & Lee, 2001 (11) and Warr, Cook & Wall,
1979)(7).

It has generally been agreed however that Quality of Working Life is conceptually similar to
well-being of employees but differs from job satisfaction which solely represents the workplace
domain (Lawler, 1982)(15).

Quality of Working Life is not a unitary concept, but has been seen as incorporating a hierarchy
of perspectives that not only include work-based factors such as job satisfaction, satisfaction with
pay and relationships with work colleagues, but also factors that broadly reflect life satisfaction
and general feelings of well-being (Danna & Griffin, 1999)(16). More recently, work-related
stress and the relationship between work and non-work life domains (Loscocco & Roschelle,
1991)(17) have also been identified as factors that should conceptually be included in Quality of
Working Life.

Measurement
There are few recognised measures of quality of working life, and of those that exist few have
evidence of validity and reliability, that is, there is a very limited literature based on peer
reviewed evbaluations of available assessments. A recent statistical analysis of a new measure,
the Work-Related Quality of Life scale (WRQoL)(18), indicates that this assessment device
should prove to be a useful instrument, although further evaluation would be useful. The
WRQoWL measure uses 6 core factors to explain most of the variation in an individuals quality
of working life: Job and Career Satisfaction; Working Conditions; General Well-Being; Home-
Work Interface; Stress at Work and Control at Work.

The Job & Career Satisfaction Job and Career satisfaction (JCS)scale of the the Work-Related
Quality of Life scale (WRQoL) is said to reflect an employee’s feelings about, or evaluation of,
their satisfaction or contentment with their job and career and the training they receive to do it.
Within the WRQoL measure, JCS is reflected by questions asking how satisfied people feel
about their work. It has been proposed that this Positive Job Satisfaction factor is influenced by
various issues including clarity of goals and role ambiguity, appraisal, recognition and reward,
personal development career benefits and enhancement and training needs.

The General well-being (GWB)scale of the Work-Related Quality of Life scale (WRQoL)(18),
aims to assess the extent to which an individual feels good or content in themselves, in a way
which may be independent of their work situation. It is suggested that general well-being both
influences, and is influenced by work. Mental health problems, predominantly depression and
anxiety disorders, are common, and may have a major impact on the general well-being of the
population. The WRQoL GWB factor assesses issues of mood, depression and anxiety, life
satisfaction, general quality of life, optimism and happiness.
The WRQoL Stress at Work sub-scale (SAW) reflects the extent to which an individual
perceives they have excessive pressures, and feel stressed at work. The WRQoL SAW factor is
assessed through items dealing with demand and perception of stress and actual demand
overload. Whilst it is possible to be pressured at work and not be stressed at work, in general,
high stress is associated with high pressure.

The Control at Work (CAW) subsacle of the WRQoL scale addresses how much employees feel
they can control their work through the freedom to express their opinions and being involved in
decisions at work. Perceived control at work as measureed by the Work-Related Quality of Life
scale (WRQoL)(18)is recognized as a central concept in the understanding of relationships
between stressful experiences, behaviour and health. Control at work, within the theoretical
model underpinning the WRQoL, is influenced by issues of communication at work, decision
making and decision control.

The WRQoL Home-Work Interface scale (HWI) measures the extent to which an employer is
perceived to support the family and home life of employees. This factor explores the
interrelationship between home and work life domains. Issues that appear to influence employee
HWI include adequate facilities at work, flexibile working hours and the understanding of
managers.

The Working Conditions scale of the WRQoL assesses the extent to which the employee is
satisfied with the fundamental resources, working conditions and security necessary to do their
job effectively. Physical working conditions influence employee health and safety and thus
employee Quality of working life. This scale also taps into satisfaction with the resources
provided to help people do their jobs.

Applications
Regular assessment of Quality of Working Life can potentially provide organisations with
important information about the welfare of their employees, such as job satisfaction, general
well-being, work-related stress and the home-work interface. Studies in the UK University sector
have shown a valid measure of Quality of Working Life exists (19) and can be used as a basis for
effective interventions.

Worrall and Cooper (2006)(14) recently reported that a low level of well-being at work is
estimated to cost about 5-10% of Gross National Product per annum, yet Quality of Working
Life as a theoretical construct remains relatively unexplored and unexplained within the
organisational psychology research literature.

A large chunk of most peoples’ lives will be spent at work. Most people recognise the
importance of sleeping well, and actively try to enjoy the leisure time that they can snatch. But
all too often, people tend to see work as something they just have to put up with, or even
something they don’t even expect to enjoy.

Some of the factors used to measure quality of working life pick up on things that don’t actually
make people feel good, but which seem to make people feel bad about work if those things are
absent. For example, noise – if the place where someone works is too noisy, they might get
frequent headaches, or find they can not concentrate, and so feel dissatisfied. But when it is quiet
enough they don’t feel pleased or happy - they just don’t feel bad. This can apply to a range of
factors that affect someone's working conditions.

Other things seem to be more likely to make people feel good about work and themselves once
the basics are OK at work. Challenging work (not too little, not too much) can make them feel
good. Similarly, opportunities for career progression and using their abilities can contribute to
someone's quality of working life.

The recent publication of National Institute of Clinical Excellence (NICE) public health guidance
22; Promoting mental wellbeing through productive and healthy working conditions (20)
emphasises the core role of assessment and understanding of the way working environments
pose risks for psychological wellbeing through lack of control and excessive demand. The
emphasis placed by NICE on assessment and monitoring wellbeing springs from the fact that
these processes are the key first step in identifying areas for improveming quality of working life
and addressing risks at work.

References
1. Lawler III E and Porter L, (1966). Managers pay and their satisfaction with their pay.
Personnel Psychology. XIX 363-73

2. Mullarkey S, Wall T, Warr P, Clegg C & Stride C (1999) Eds.. Measures of Job Satisfaction,
mental Health and Job-related Well-being. Inst Work psychol..

3. Elizur D & Shye S 1990 Quality of work life and its relation to quality of life. Applied
psychology: An international review. 39 3 275-291

4. Taillefer,-Marie-Christine; Dupuis,-Gilles; Roberge,-Marie-Anne; Le-May,-Sylvie (2003)


Health-related quality of life models: Systematic review of the literature. Social-Indicators-
Research. Nov; Vol 64 (2): 293-323

5. Hackman J & Oldham G (1974) The Job Diagnostic Survey. New Haven: Yale University.

6. Taylor J C in Cooper, CL and Mumford, E (1979) The quality of working life in Western and
Eastern Europe. ABP

7. Warr, P, Cook, J and Wall, T (1979) Scales for the measurement of some work attitudes and
aspects of psychological well being. Journal of Occupational Psychology. 52, 129-148.

8. Mirvis, P.H. and Lawler, E.E. (1984) Accounting for the Quality of Work Life. Journal of
Occupational Behaviour. 5. 197-212.
9. Baba, VV and Jamal, M (1991) Routinisation of job context and job content as related to
employees quality of working life: a study of psychiatric nurses. Journal of organisational
behaviour. 12. 379-386.

10.Ellis N & Pompli A 2002 Quality of working life for nurses. Commonwealth Dept of Health
and Ageing. Canberra.

11. Sirgy, M. J., Efraty,, D., Siegel, P & Lee, D. (2001). A new measure of quality of work life
(QoWL) based on need satisfaction and spillover theories. Social Indicators Research, 55, 241-
302.

12. Bearfield, S (2003)Quality of Working Life. Aciirt Working paper 86. University of Sydney.
www.acirrt.com

13. Herzberg F, Mausner B, & Snyderman B., (1959) The Motivation to Work. New
York:Wiley.

14. Worrall, L. & Cooper, C. L. (2006). The Quality of Working Life: Managers’ health and
well-being. Executive Report, Chartered Management Institute.

15. Lawler, E. E. (1982). Strategies for improving the quality of work life. American
Psychologist, 37, 2005, 486-493.

16. Danna, K. & Griffin, R. W. (1999). Health and well-being in the workplace: A review and
synthesis of the literature. Journal of Management, 25, 357-384.

17. Loscocco, K. A. & Roschelle, A. N. (1991). Influences on the Quality of Work and Nonwork
Life: Two Decades in Review. Journal of Vocational Behavior, 39, 182-225.

18. Van Laar, D, Edwards, J & Easton, S (2007). The Work-Related Quality of Life scale for
healthcare workers. Journal of Advanced Nursing, Volume 60, Number 3, pp. 325–333

19. Edwards, J., Van Laar, D.L. & Easton, S. (2009). The Work-Related Quality of Life
(WRQoL) scale for Higher Education Employees. Quality in Higher Education. 15: 3, 207-219.

20. National Institute of Clinical Excellence (NICE) public health guidance 22; Promoting
mental wellbeing through productive and healthy working conditions. www.nice.org.uk/PH22
1.3. OBJECTIVES

PRIMARY OBJECTIVES:

 To know the overall quality of work life in the organization and its impact on employees
work culture.

SECONDARY OBJECTIVES:

 To measure the level of satisfaction of employees towards the quality of work life.
 To suggest suitable measures to improve the quality of work life.
 To identify the major areas of dissatisfaction if any, and provide valuable suggestions
improving the employees satisfaction in those areas.
 To analyze the findings and suggestion for the study.
1.4. SCOPE OF QUALITY OF WORK LIFE:

Quality of work life is a multi dimensional aspect. The workers expect the following
needs to be fulfilled.

 Compensation the reward for the work should be fair and reasonable.
 The organization should take care of health and safety of the employees.
 Job security should be given to the employees.
 Job specification should match the individuals.
 An organization responds to employee needs for developing mechanisms to allow
them to share fully in making the decisions that design their lives at work.
1.5. LIMITATION OF THE STUDY:

 Time was the major constraint for the project.

 The study is restricted to HR dept., and can’t be generalized.

 The individual perspective appears to be different.

 Questionnaire is the major limitation for the project.


CHAPTER-2

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the research problem. It may be


understood as a science of studying how research is done scientifically. The scope of research
methodology is wider than that of research methods. When we talk of research methodology we
not only talk of research methods but also consider the logic behind the methods we use in the
context of our research study and explain why we are using a particular method or technique.

2.1 RESEARCH DESIGN

“A research design is the arrangement of conditions for collection and analysis of data in
a manner that aims to combine relevance to the research purpose with economy in procedure”.

Research design is the conceptual structure within which research is conducted; it


constitutes the blueprint for the collection, measurement and analysis of data.

The type of research design used in the project was Descriptive research, because it
helps to describe a particular situation prevailing within a company. Careful design of the
descriptive studies was necessary to ensure the complete interpretation of the situation and to
ensure minimum bias in the collection of data.

2.2 SAMPLING TECHNIQUE

Sampling is the selection of some part of an aggregate or totality on the basis of which a
judgment about the aggregate or totality is made. Simple random sampling method was used in
this project. Since population was not of a homogenous group, Stratified technique was applied
so as to obtain a representative sample. The employees were stratified into a number of
subpopulation or strata and sample items (employees) were selected from each stratum on the
basis of simple random sampling.

2.3 SIZE OF THE SAMPLE

For a research study to be perfect the sample size selected should be optimal i.e. it should
neither be excessively large nor too small. Here the sample size was bounded to 46.

2.4 DATA COLLECTION METHOD

Both the Primary and Secondary data collection method were used in the project. First
time collected data are referred to as primary data. In this research the primary data was collected
by means of a Structured Questionnaire. The questionnaire consisted of a number of questions
in printed form. It had both open-end closed end questions in it. Data which has already gone
through the process of analysis or were used by someone else earlier is referred to secondary
data. This type of data was collected from the books, journals, company records etc.

2.5 TOOLS USED FOR ANALYSIS

 Percentage analysis.
 Chi-Square.
 five point liker scales.

Percentage analysis:

One of the simplest methods of analysis is the percentage method. It is one of the
traditional statistical tools. Through the use of percentage, the data are reduced in the standard
form with the base equal to 100, which facilitates comparison.

The formula used to compute Percentage analysis is,


Chi-Square

It is a measure to study the divergence of actual and expected frequencies. It is


represented by the symbol 2, Greek letter chi. It describes the discrepancy theory and
observation. The formula used is,

ψ 2
= ∑ (O-E)2

Where "O" is the observed Frequency

"E" is the expected Frequency


CHAPTER-3

RESULT AND INTERPRETATION

3.1. Data analysis and interpretation:

SATISFACTION OF SALARY PACKAGE

Table 3.1.1:

SI. No Level of No. of percentage


satisfaction Respondents
1 highly satisfied 4 8.7
2 satisfied 23 50
3 neutral 10 22
4 dissatisfied 6 13
5 highly dissatisfied 3 6.3
46 100

INFERENCE:

It is seen from the table that 8.7% of employees are highly satisfied with the salary
package and 50% of employees are satisfied, 22% of employees are neutral, 13%
of employees are dissatisfied, and 6.3% of employees are highly dissatisfied with
the salary package.

Table 3.1.1:
SATISFACTION OF CURRENT JOB

Table 3.1.2:

SI. No Level of No. of percentage


satisfaction Respondents
1 highly satisfied 5 11
2 satisfied 27 59
3 neutral 12 26
4 dissatisfied 2 4
5 highly dissatisfied 0 0
46 100

INFERENCE:

It is seen from the table that 11% of employees are highly satisfied with current job
and 59% of employees are satisfied, 26% of employees are neutral, 4% of
employees are dissatisfied, and 0% of employees are highly dissatisfied.
Table 3.1.2:
CASUAL LEAVE

Table3.1.3:

SI.No Level of No.of percentage


satisfaction Respondents
1 Strongly agree 2 4
2 agree 19 41
3 moderate 16 36
4 disagree 7 15
5 Strongly disagree 2 4
46 100

INFERENCE:

It is seen from the table that 4% of employees are highly satisfied with the casual
leave and 41% of employees are satisfied, 36% of employees are neutral, 15% of
employees are dissatisfied, and 4% of employees are highly dissatisfied with the
casual leave.
Table3.1.3:
MEDICAL FACILITIES

Table 3.1.4:

SI. No Level of No. of percentage


satisfaction Respondents
1 Strongly agree 8 17
2 agree 18 39
3 moderate 10 22
4 disagree 6 13
5 Strongly disagree 4 9
46 100

INFERENCE:

It is seen from the table that 17% of employees are highly satisfied with the
medical facilities and 39% of employees are satisfied, 22% of employees are
neutral, 13% of employees are dissatisfied, and 9% of employees are highly
dissatisfied with the medical facilities.
Table 3.1.4:
BONUS

Table 3.1.5:

SI. No Level of No. of percentage


satisfaction Respondents
1 Strongly agree 5 11
2 agree 21 45
3 moderate 11 24
4 disagree 9 20
5 Strongly disagree 0 0
46 100

INFERENCE:

It is seen from the table that 11% of employees are highly satisfied with the bonus
and 45% of employees are satisfied, 24% of employees are neutral, 20% of
employees are dissatisfied, and 0% of employees are highly dissatisfied with the
bonus.

.
Table 3.1.5:
Canteen facilities

Table 3.1.6:

SI. No Level of No. of percentage


satisfaction Respondents
1 Strongly agree 9 20
2 agree 20 43.5
3 moderate 14 29.5
4 disagree 3 7
5 Strongly disagree 0 0
46 100

INFERENCE:

It is seen from the table that 20% of employees are highly satisfied with the
canteen facility and 43.5% of employees are satisfied, 29.5% of employees are
neutral, 7% of employees are dissatisfied, and 0% of employees are highly
dissatisfied .
Table 3.1.6:
ESI & PF

Table 3.1.7:

SI. No Level of No. of percentage


satisfaction Respondents
1 highly satisfied 8 17
2 satisfied 20 44
3 neutral 16 35
4 dissatisfied 2 4
5 highly dissatisfied 0 0
46 100

INFERENCE:

It is seen from the table that 17% of employees are highly satisfied with the ESI &
PF and 44% of employees are satisfied, 35% of employees are neutral, 4% of
employees are dissatisfied, and 0% of employees are highly dissatisfied with the
ESI & PF.
Table 3.1.7:
HEALTHY & SAFETY WORKING CONDITIONS

Table 3.1.8:

SI. No Level of No. of percentage


satisfaction Respondents
1 highly satisfied 8 17.5
2 satisfied 23 50
3 neutral 13 28.5
4 dissatisfied 2 4
5 highly dissatisfied 0 0
46 100

INFERENCE:

It is seen from the table that 17.5% of employees are highly satisfied with the
healthy and safety working conditions and 50% of employees are satisfied, 28.5%
of employees are neutral, 4% of employees are dissatisfied, and 0% of employees
are highly dissatisfied with the healthy and safety working conditions.
Table 3.1.8:
Job security

Table3.1.9:

SI. No Level of No. of percentage


satisfaction Respondents
1 highly satisfied 5 11
2 satisfied 29 63
3 neutral 7 15
4 dissatisfied 3 7
5 highly dissatisfied 2 4
46 100

INFERENCE:

It is seen from the table that 11% of employees are highly satisfied with the job
security and 63% of employees are satisfied, 15% of employees are neutral, 7% of
employees are dissatisfied, and 4% of employees are highly dissatisfied with the
job security.
Table3.1.9:
Promotion policy

Table 3.1.10:

SI. No Level of No. of percentage


satisfaction Respondents
1 highly satisfied 3 7
2 satisfied 20 43.5
3 neutral 17 36.5
4 dissatisfied 2 4
5 highly dissatisfied 4 9
46 100

INFERENCE:

It is seen from the table that 7% of employees are highly satisfied with promotion
policy and 43.5% of employees are satisfied, 36.5% of employees are neutral, 4%
of employees are dissatisfied, and 9% of employees are highly dissatisfied with
promotion policy..
Table 3.1.10:
QUALITY OF WORK LIFE

Table 3.1.11:

SI. No Level of No. of percentage


satisfaction Respondents
1 Very good 4 9
2 Good 19 40
3 Ok 20 44
4 Bad 0 0
5 Very bad 3 7
46 100

INFERENCE:
It is seen from the table that 9% of employees are highly satisfied and 40% of
employees are satisfied, 44% of employees are neutral, 0% of employees are
dissatisfied, and 7% of employees are highly dissatisfied.

Table 3.1.11:
Proper communication with employees

Table 3.1.12:

SI. No Level of No. of percentage


satisfaction Respondents
1 Strongly agree 9 20
2 agree 18 39
3 moderate 12 26
4 disagree 7 15
5 Strongly disagree 0 0
46 100

INFERENCE:
It is seen from the table that 20% of employees are highly satisfied with the
attention of changes and 39% of employees are satisfied, 26% of employees are
neutral, 15% of employees are dissatisfied, and 0% of employees are highly
dissatisfied with the attention of changes.

Table 3.1.12:
CORDIAL RELATIONSHIP AMONG EMPLOYEES

Table 3.1.13:

SI. No Level of No. of percentage


satisfaction Respondents
1 Strongly agree 2 4
2 agree 25 54
3 moderate 16 35
4 disagree 3 7
5 Strongly disagree 0 0
46 100

INFERENCE:

It is seen from the table that 4% of employees are highly satisfied cordial
relationship among employees and 54% of employees are satisfied, 35% of
employees are neutral, 7% of employees are dissatisfied, and 0% of employees are
highly dissatisfied cordial relationship among employees.
Table 3.1.13:
Training

Table 3.1.14:

SI.No Level of No. of percentage


satisfaction Respondents
1 highly satisfied 5 11
2 satisfied 21 45
3 neutral 16 35
4 dissatisfied 3 7
5 highly dissatisfied 1 2
46 100

INFERENCE:

It is seen from the table that 11% of employees are highly satisfied with training
and 45% of employees are satisfied, 35% of employees are neutral, 7% of
employees are dissatisfied, and 2% of employees are highly dissatisfied with
training.
Table 3.1.14:
SATISFACTION IN PERFORMANCE APPRAISAL

Table 3.1.15:

SI. No Level of No. of percentage


satisfaction Respondents
1 highly satisfied 3 7
2 satisfied 24 52
3 neutral 12 26
4 dissatisfied 6 13
5 highly dissatisfied 1 2
46 100

INFERENCE:
It is seen from the table that 7% of employees are highly satisfied performance
appraisal and 52% of employees are satisfied, 26% of employees are neutral, 13%
of employees are dissatisfied, and 2% of employees are highly dissatisfied
performance appraisal.

Table 3.1.15:
GRIEVANCE REDRESSAL

Table 3.1.16:

SI. No Level of No. of percentage


satisfaction Respondents
1 highly satisfied 4 9
2 satisfied 23 50
3 neutral 16 35
4 dissatisfied 2 4
5 highly dissatisfied 1 2
46 100

INFERENCE:
It is seen from the table that 9% of employees are highly satisfied with grievance
redressal and, 35% of employees are neutral, 4% of employees are dissatisfied, and
2% of employees are highly dissatisfied with grievance redressal.

Table 3.1.16:
Reward Recognition

Table 3.1.17:

SI. No Level of No. of percentage


satisfaction Respondents
1 Yes 19 41
2 No 27 59
46 100
INFERENCE:

It is seen from the table that 41% of employees are highly satisfied with reward
recognition and 59% of them are highly dissatisfied with reward recognition.

Table 3.1.17:
Career development

Table 3.1.18:

SI. No Level of No. of percentage


satisfaction Respondents
1 Very high 4 9
2 High 19 41
3 Moderate 15 33
4 Low 6 13
5 Very low 2 4
46 100
INFERENCE:

It is seen from the table that 9% of employees are highly satisfied with the career
development and 41% of employees are satisfied, 33% of employees are neutral,
13% of employees are dissatisfied, and 4% of employees are highly dissatisfied
with the career development.

Table 3.1.18:
FREEDOM TO DO THEIR OWN WORK

Table 3.1.19:

SI. No Level of No. of percentage


satisfaction Respondents
1 Very true 5 11
2 True 22 48
3 Somewhat true 8 17
4 Not too true 7 15
5 Not at all true 4 9
46 100
INFERENCE:

It is seen from the table that 11% of employees are highly satisfied, 48% of
employees are satisfied, 17% of employees are neutral, 15% of employees are
dissatisfied, and 9% of employees are highly dissatisfied with the freedom of work.

Table 3.1.19:
Chi-square Analysis:

QUALITY Highly satisfied neutral Highly Total


AGE satisfied dissatisfied

BELOW 25Yrs 0 3 2 2 7
25-35Yrs 0 5 6 1 12
35-45Yrs 1 4 5 0 10
45-55Yrs 1 3 3 0 7
55Yrs Above 2 4 4 0 10
Total 4 19 20 3 46

Hypothesis:
Null hypothesis H0: There is no significant difference between the age and the
quality of work life

Alternate hypothesis H1: There is significant difference between the age and the
quality of work life

The observed frequency (O) is the value obtained from the collected data and the
expected frequency (E) is calculated using the equation

Row total of the cell x column total of the cell

E= ------------------------------------------------------------

Grand total

In the next step the corresponding values of O and E are calculated using the
formula in equation

ψ 2
= (O-E) 2

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


0 0.61 -0.61 -1.22 -2
0 1.04 -1.04 -2.08 -2
1 0.87 0.13 0.26 0.29885057
1 0.61 0.39 0.78 1.27868852
2 0.87 1.13 2.26 2.59770115
3 2.89 0.11 0.22 0.07612457
5 4.95 0.05 0.1 0.02020202
4 4.13 -0.13 -0.26 -0.062954
3 2.89 0.11 0.22 0.07612457
4 4.13 -0.13 -0.26 -0.062954
2 3.04 -1.04 -2.08 -0.6842105
6 5.22 0.78 1.56 0.29885057
5 4.35 0.65 1.3 0.29885057
3 3.04 -0.04 -0.08 -0.0263158
4 4.35 -0.35 -0.7 -0.1609195
2 0.46 1.54 3.08 6.69565217
1 0.78 0.22 0.44 0.56410256
0 0.65 -0.65 -1.3 -2
0 0.46 -0.46 -0.92 -2
0 0.65 -0.65 -1.3 -2
1.20779344

Result:

Here, the calculated value ψ 2 is 1.2077 and the table value for degree of
freedom is 12 [d.f= (c-1)(r-1) = (5-1)(4-1)] at 5% level of significance is 26.296.

Since Table value> Calculated Value, Null Hypothesis is accepted i.e. There is
no significant difference between the age and the quality of work life.

3.2. FINDINGS

From the study,

 50% of employees are satisfied with the salary package.

 59% of employees are satisfied with the current job.

 41% of employees are satisfied with casual leave with pay.

 39% of employees are satisfied with the medical facilities.


 45% of employees are satisfied with the bonus.
 43.5% of employees are satisfied with the canteen facility.
 44% of employees are satisfied with the ESI & PF.
 50% of employees are satisfied with the healthy and safety working
conditions.
 63% of employees are satisfied with the job security.
 43.5% of employees are satisfied with the promotion policy.
 44% of employees are neutral with quality of work life.
 39% of employees are satisfied with the attention of changes.
 54% of employees are satisfied cordial relationship among employees.
 45% of employees are satisfied with training.
 52% of employees are satisfied with performance appraisal.
 50% of employees are satisfied with grievance redressal.
 59% of employees are highly dissatisfied with reward recognition.

 41% of employees are satisfied with the career development.

 48% of employees are satisfied with the freedom given to the employee for
doing their own work.
 From the chi square table there is no significant difference between the age
and the quality of work life.

3.3. SUGGESSTIONS
• Improving more policies and some good entertainment and relaxation programs for

employees.

• Improving good relationship with employees and providing friendly environment in the

organization.
• Making the employees to enjoy the work.

• Establish career development systems


• Help to satisfy the employees esteem needs.
• Gift vouchers for the top performers in the department for giving an
innovative idea for solving problems which is cost saving, time saving
and is beneficial to the organization.

3.4. CONCLUTIONS

Social security scheme as well as welfare measures that are undertaken by the
company are appreciable. These measures are not only for the company but also
for the employees through satisfaction levels a company can ascertain whether an
employee has shown his/her best performance on given job.
Welfare measures of the employees should be taken seriously by the top
management to improve the satisfaction level by providing various benefits and
facilities to them.

BIBLIOGRAPHY

• Research Methodology – C.R. Kothari


• Research methodology – Uma Shekaran

• Statistics for Management – Arora

Website Referred:

• www.lucas-tvs.com

• www.citehr.edu

• www.google.com
ANNEXURE

QUESTIONNAIRE

Respected Sir,

I, VIJAYALAKSHMI.G of Dhanalakshmi Srinivasan College of Engg.&Tech.,


Mamallapuram , Chennai working on a project titled “A study on QUALITY OF WORK LIFE at
LUCAS-TVS padi. I request you to kindly cooperate by providing information that will be
considered most valuable for my project. I assure you that, the information provided will be kept
confidential.

PERSONAL DATA:
Name : _______________________

Sex : _______________________

Age:

below 25 yrs 25-35 yrs 35-45 yrs 45-55yrs Above55 yrs

Educational Qualification : _______________________

Marital status : _______________________

Department : _______________________

Designation : _______________________

Experience: Less than 5 yrs 5-10 yrs 10-15 yrs 15-20yrs Above20 yrs

1. Are you satisfied with your salary package?

Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfied

2. How far you are satisfied with your current job?

Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfied


3. Is the organization providing casual leave with pay?

Strongly Agree Agree Moderate Disagree Strongly Disagree

4. What do you feel about the medical facilities provided by the concern?

Strongly Agree Agree Moderate Disagree Strongly Disagree

5. Are you satisfied with the bonus provided to you?

Strongly Agree Agree Moderate Disagree Strongly Disagree

6. Are you satisfied with your canteen facility?

Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfied

7. How far you are satisfied with the ESI and PF given by the organization?

Strongly Agree Agree Moderate Disagree Strongly Disagree

8. To what extend you are satisfied with the safety and healthy working conditions?

Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfied

9. What do you feel about the job security in your organization?

Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfied

10. Are you satisfied with the promotion policies in your organization?

Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfied

11. What do you think about the quality of work life in the organization?

very good Good Ok Bad Very bad

12. The company communicates every new change that takes place from time to time.

Strongly Agree Agree Moderate Disagree Strongly Disagree

13. To what extend the cordial relationship exist among the employees and superiors?

Strongly Agree Agree Moderate Disagree Strongly Disagree

14. How far you are satisfied with the training given by the employer?

Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfied


15. Are you satisfied with the training method used in your organization?

Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfied

16. How do you find the performance appraisal methods adopted by your management?

Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfied

17.Are you satisfied with the Grievance Redressel?

Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfied

18. Are you getting reward as means of recognition?

YES NO

19.What is the scope of your career development in the organization?

Very high High Moderate Low Very low

20. Do they give freedom to decide how to do your own work?

Very true True Somewhat true Not too true Not at all true

Thank u..