CHAPTER-1

INTRODUCTION
QUALITY OF WORK LIFE
Human resources, who were earlier considered as mere instruments of production, ready
to work from sunrise to sunset under poor conditions of working environment, just for money. It
was from the period of F.W. Taylor various research, experiments and studies have been
undertaken with the aim of the organizations to combine better productivity with job and
employee satisfaction. In order to achieve this twin objective, different approaches have been
developed and applied. Quality of work life is one if the products of such approach.
Various lab our legislations enacted in early 20th century to safeguard the employees
from work hazardous and the family of employees who lost their breadwinner in the accident. As
an initial step unionization movements were started in 1930s and 1940s. Then came the industrial
psychologists proposing a positive relationship between morale and productivity and the
possibility that improved relations would lead to the enhancement of both.
Finally in the 1970s the idea of quality of work life was conceived. The theories of
motivation viz. Maslows Hierarchy theory, Hertzbergs Hygiene factor, and McGregors X, Y
theory and various leadership theories provided a sound base for the concept of Quality of work
life.
The primary goal of the quality of work life module was to measure how work
experience has changed. Secondary goals include measuring the relationship between job/
organization characteristics and worker health and safety, and identifying targets for health and
safety preventive interventions.
The essence of employee motivation and effectiveness is the manner in which they
managed. A direct relationship exists between effective management (i.e., providing a work
environment that simultaneously achieves company goals and employees goals) and modern
human resource management.
Getting high quality job performance from your employees depends on giving employees
opportunities for their personal growth, achievement, responsibility, recognition, and reward.
MEANING
1

Quality of work life means the favorableness or unfavorable of a job environment for
people. The another meaning of quality of work life is adequate and fair compensation, safe and
healthy working conditions, immediate opportunities to use and develop human capacities future
opportunities for continued growth and security, constitutionalism in the work organization and
the social relevance of work life.
It seems to focus on 3 district are as under
Good wages and services conditions,
Good physical environment,
Good motivational factors.
DEFINITION:
According Walton defines QWL as a process by which 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.
QWL can be defined as "The quality of relationship between employees and the total
working environment.
QWL is a process by which 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.
QWL is The degree to which members of a work organization are able to satisfy important
personnel needs through their experience in the organization. by J Richard and J Loy.

QWL programs can be evaluated on the basis of following points:

a. Fair compensation and job security: The economic interests of people drive them to
work at a job and employee satisfaction depends at least partially, on the compensation offered.
Pay should be fixed on the basis of the work done, responsibilities undertaken, individual skills,
performance and accomplishments. Job security is another factor that is of concern to employees.
Permanent employment provides security to the employees and improves their QWL.
b. Health is wealth: Organizations should realize that their true wealth lies in their
employees and so providing a healthy work environment for employees should be their primary
objective.

c. Provide personal and career growth opportunities: An organization should provide

employees with opportunities for personal/professional development and growth and to prepare
them to accept responsibilities at higher levels.
d. Participative management style and recognition: Flat organizational structures help
organizations facilitate employee participation. A participative management style improves the
quality of work life. Workers feel that they have control over their work processes and they also
offer innovative ideas to improve them. Recognition also helps to motivate respondents to
perform better. Recognition can be in the form of rewarding respondents for jobs well done.
e. Work-life balance: Organizations should provide relaxation time for the employees
and offer tips to balance their personal and professional lives. They should not strain employees
personal and social life by forcing on them demanding working hours, overtime work, business
travel, untimely transfers etc.
f. Fun at workplace: This is growing trend adopted by todays organizations to make their
offices a fun place to work. The aim of QWL is to identify and implement alternative programs
to improve the quality of professional as well as personal life of an organizations employee.
THE PRINCIPLES OF QWL AS
Respondents must take responsibility for their own work/life balance needs
Work /life balance should have a positive impact on all involved.
Quality of output is more important than the amount of activity
Teams are flexible when balancing working & personnel needs.
Employees are treated as individuals.
Ongoing performance and contribute are a prerequisite.
Achieving work/life balance is hard work & ongoing.
ELEMENTS OF QUALITY OF WORK LIFE:
Ask the heads of operating & staff division to develop strategies for continuously
communicating with their employees.
Accurate timely information about vision, mission, strategic goals and objectives and
proposed changes.
Essential information repeatedly through multiple channels.
Opportunities for two way communication with employees.
3

 Minimize the risk of involuntary separations.

Strength work & family programs
Increase our investment work place learning as a first step in creation of a learning
organization.
Better program and management.
BENEFITS OF QUALITY OF WORK LIFE: More positive feeling toward ones self.
More positive feeling towards the organization.
Improved physical and psychological health.
Greater growth and development of the individual as a person and as a productivity
number of the organization.
Decreased absenteeism and turnover, and fewer accidents.
Higher quality and quality of output of goods and services.
QUALITY OF WORK LIFE PROGRAMS HAS BECOME IMPORTANT IN THE WORK
PLACE FOR THE FOLLOWING
REASONS:
Increased women in the workforce
Increased male involvement in dependent care (child and elder) activities
Increased responsibility for elders
Increased demands at work
Loss of long term employment guarantees
The need for enhanced workplace skills
Increased competition for the best students and talent for education and research
environments
Greater competition for talent
QWL PROGRAMS HAVE BEEN FOUND TO:
Improve workplace morale
Encourage employee commitment
Support recruitment
4

 Encourage retention
Enhance productivity
Reduce absenteeism; and
Maximize staff resources
THE FACTORS THAT INFLUENCE AND DECIDE THE QUALITY OFWORK LIFE
ARE:
1

Attitude

Environment

Opportunities

Nature of Job

People

Stress Level

Career Prospects

Challenges

Growth and Development

10 Risk Involved and Reward

QWL PROGRAMS CAN BE EVALUATED ON THE BASIS OF FOLLOWING POINTS
Fair compensation and job security:
The economic interests of people drive them to work at a job and employee satisfaction
depends at least partially, on the compensation offered. Pay should be fixed on the basis of the
work done, responsibilities undertaken, individual skills, performance and accomplishments. Job
security is another factor that is of concern to employees. Permanent employment provides
security to the employees and improves their QWL.
Health is wealth:
Organizations should realize that their true wealth lies in their employees and so providing
a healthy work environment for employees should be their primary objective.
Provide personal and career growth opportunities:
An organization should provide employees with opportunities for personal/professional
development and growth and to prepare them to accept responsibilities at higher levels.
Participative management style and recognition:
5

Flat organizational structures help organizations facilitate employee participation. A

participative management style improves the quality of work life. Workers feel that they have
control over their work processes and they also offer innovative ideas to improve them.
Recognition also helps to motivate employees to perform better. Recognition can be in the form
of rewarding employees for jobs well done.
Work-life balance
Organizations should provide relaxation time for the employees and offer tips to balance
their personal and professional lives. They should not strain employees personal and social life
by forcing on them demanding working hours, overtime work, business travel, timely transfers
etc.
Fun at workplace:
This is growing trend adopted by todays organizations to make their offices a fun place
to work. Economic Times has announced the 'India's Best Companies to work force.
BARRIERS TO QWL:
Though the positive effect of QWL is already established, all parties of the organization
still resist to any schemes or procedure to improve QWL. The management may feel the QWL at
the present level is satisfactory and more steps need be taken to improve it. Employee on the
other hand resist to changes with a pre conceived notion that any scheme that the management
takes up to would be to increase production without extra cost. Another barrier to the
improvement of QWL is lack of financial resources.
Strategies for improving QWL are self managed work teams, job redesign and enrichment,
effective leadership and supervisory behavior, career development, alternative work schedules,
job security, administrative or organizational justice and participating management. By
implementing such changes management can create a sense of involvement, commitment and
togetherness among the employees which paves way for better QWL.
ISSUES AND CONCERNS
Our major concerns focus on how the concept of quality of work life has evolved and the
state of its application today. The issues that concern us include the vagueness of the concept,
faddism/religious experience vs. scientific/pragmatic perspective, the focus on low-level
respondents , naive views of causes of individual behavior, naive views of organizational
6

behavior, and quality of work life and productivity

Vagueness of the concept:
QWL has not been firmly and clearly defined. In fact, some proponents of QWL have
talked explicitly about not developing specific definitions. We believe this has led to continued
misunderstanding and puzzlement on the part of many managers, and it is no surprise that
concern over the fuzziness of the concept has hindered its implementation and development.
Faddism/religiosity vs. science:
Many of those who have discussed or advocated QWL refer to it as a cure-all, as something
that will work wonders as if by some mystical process. In the extreme, it's viewed as some sort
of religious experience that is, when you've got it, or when you've had it, you'll know what it
is. This contrast with the scientific or pragmatic perspective that describes QWL as a couple of
concepts and tools that might be useful and that might work in certain situations. Again, the
problem is that ideologists alienate those who haven't bought into the ideological content of the
definition, which, they feel, can create unreasonable expectations.
Naive views of individual behavior:
Recently, those who have talked about QWL in some organizations have proposed that it
will lead to greater effectiveness because it will make workers "happy" and that, being more
satisfied, they will produce more. Research on organizations has demonstrated consistently for
the last 25 years that satisfaction does not necessarily lead to higher levels of performance
although it may lead to decreases in turnover and absences. Again, the expectation that happy
workers will be productive workers is misleading and therefore may be setting up unreasonable
expectations.
Negative views of organizational behavior:
A good many of those experts who have proposed QWL activities have described a process
whereby pilot projects may be run and good ideas, having seen the light of day, will naturally
spread throughout the organization and be institutionalized or made permanent. They also
assume that projects at the lowest levels will succeed even if the environment within the larger
organization is unfavorable to them. What we know about the systemic nature of organizations
leads us to be very skeptical about the degree of potential for highly participative processes that
are instituted at low organizational levels in authoritarian top-down organizations. The lessons of
the job-enrichment movement in the late 1960s showed this again and again. Similarly, to expect
7

that pilot projects will somehow spread throughout the organization ignores the reality that, in
general, pilot projects tend to be encapsulated and do not get disseminated even when they are
successful.
Focus on low-level employees :
Much QWL emphasis has been on first-level or line-operative employees. QWL has been
described as something the top tells the middle to do to the bottom in organizations. This creates
problems in two ways: First, employees at the bottom are frequently being asked to do things
that the top is unwilling to do; specifically, to use participative decision making. This
inconsistency or "Do what I say, not what I do" approach clearly has some inherent drawbacks.
Middle managers or technical personnel have just as severe QWL problems as those of lineoperative employees. To assume that only the person on the assembly line is concerned with
QWL ignores other large groups of people who are entitled to the same level of consideration.
Quality of work life and productivity:
The actual relationship between quality of work life efforts and productivity is often
ignored. Some assume that QWL activities will inevitably lead to increased productivity. In
many cases, this is simply not true. Such activities may lead to higher levels of commitment,
lower levels of turnover, and higher quality, but not necessarily to higher productivity.
The important thing to keep in mind is that QWL and such individual outcomes as
satisfaction and productivity can be addressed by some of the same kinds of actions, but they
aren't in a direct cause-and-effect relationship. Careful analysis of each activity is needed to
determine what effect it is likely to have. It is naive to assume that merely doing something
related to QWL will lead to higher productivity.
Balancing the work and life of employees
Researches indicate that balanced work-life can lead to greater employee productivity.
With the progressive shift of the economy towards a knowledge economy, the meaning and
Importance of tile quality of work life is also assuming a new significance.
According to Sigmund Freud, family is an essential ingredient for the love that exists in
the life of the employees. Many researchers indicate that maintaining a good balance in work and
life has become a priority for the corporate in the developed nations.
8

At the dawn of industrialization, the needs and priorities of employees were at the lower
end of Maslows need hierarchy pyramid. The priority was given more to physical and material
security. However, with rapid cultural and economic developments, the priorities outside job
became very different. Employees started looking for higher and meaningful quality of life as a
result of the outcomes of their work.

With the increasing shift of the economy towards

knowledge economy, the meaning and importance of the quality of work life is also assuming a
new significance. Today, the connotation of the term 'work' has also become different. It has
more to do with the intellectual exercise than physical lab our. As a result, the corporate need to
streamline and restructure their work schedules in order to bring about a balance in work life of
their employees Understanding and managing the levels and complexities of diverse
motivational needs is another area, which requires careful attention from the corporate to bring
about work-life balance.
Shifts in Societal Patterns
Today's nuclear families with both the partners working have created new dynamics that has
become emotionally demanding to the employees Financial and social obligations have assumed
a different level of significance today. The needs of organizations today have also changed.
Money is getting accumulated in tiny pockets, among those sections of people who possess the
most wanted knowledge. And these so-called knowledge workers are the ones who are in
acute need to balancing their work and life.
Technological Breakthroughs
Tremendous progress in the fields of information technology and communication system
has changed our worldview. At the same time, it demands more from todays employees. Strict
deadlines, tighter schedules and ever-escalating corporate targets are the natural outcome of it.
New Horizon of Expectations
Due to the above reasons there has been a total shift in the level of expectations for
todays employees. In fact, in the book Geeks and Geezers, Thomas and Bennie explain how
attitudes towards work and life balance vary from generation to generation. Baby boomers are
no longer ready to give their lives to the company they work for. Whereas the Generation Xs
and Ys are more committed to meet the demands of both work and family life. In turn, they
seek a newly defined and restructured way of getting jobs assigned to them.
9

Researchers have pointed out that a balance between work and life is maintained when
there is no conflict between work and family demands. Though this seems to be idealistic
situation, what the corporate need to remember is that the conflicts should not reach
unacceptable levels where it would tend to affect the productivity of the employee.
According to 1998 America @ Work (SM) study conducted by Aon Consulting
Worldwide Inc., an HR consulting firm based in Chicago, the respondents of today put their
commitment to organizations they work for only if the management recognizes the importance of
their personal and family life.
Striking a balance between work and life is as difficult for the corporate as it is for the
employees. However, the onus of maintaining this is more on the corporate because, as pointed
out by the famous Hawthorne Experiment, the world of individuals primarily centers on their
place of work. So a careful perusal of the working patterns and scheduling of jobs will be one of
the first steps in designing work schedule that can balance life and work. The HR managers,
along with the functional heads and line mangers, should try to bring in flexibility to the working
patterns within the organizations. A tradeoff between organizational needs and personal needs of
the employees has to be worked out. Following are some of the ways in which it can be done.
Though this is in no way an exhaustive list, yet it does provide a starting point for corporate to
develop flexible work schedules that can balance work and life.
Creating Institutional Support Mechanisms
The first and the foremost requirement is to create conditions that will provide
organizational support towards maintaining the flexibility of work and life of the employees.
These entail the propagation of the culture of work flexibility, HR policies and other
organizational regulations that allow the employees to maintain a good mix of personal lives
with their career.
There is a need to clearly chalk out the connection between maintaining this flexibility and
the corporate objectives. For instance, managers at Eli Lilly begin their job in the company with
a clear understanding of what the company expects. They undergo a weeklong program, called
Supervisor School that blends the business case for work life initiatives. Thus, the management
ensures that the flexibility in work is linked with the objectives of the organization. But this is
not enough.

What is needed is to ensure and communicate the support of the senior

management. The top management of the company must clearly communicate its eagerness and
10

willingness to restructure the work schedules in such a manner that it can balance the work and
life of the employees. This will require clear articulation from the company that it values the
personal lives of its employees. The employees must understand that their organization also
keeps in mind the value of their life and personal relationship. Such articulation can be done
through the companys vision and mission statements.
Providing Managerial Support
Organizations must make sure that there are proper organizational systems of work
design that allows employees to have flexible time. This may even require a new look towards
HR manual, which the organization may have.It is also necessary to evaluate such systems of
flexibility from time to time. Otherwise, stagnancy will creep into the work schedules, which
might create new dimensions of the problem in the work life patterns. To keep pace with the
changing patterns of work and life of employees, the organizations can arrange special training
programs that will inform the employees about the new working trends. This can be done
through sharing successful models of work schedules and real life case studies.
Practicing What You Preach
Above all, the organizations need to execute their flexible work schedules. Flexible work
patterns must become a part of organizational initiatives. This will require the creation of a
networked environment that can provide a back up system to support work relationship.
Essentially this will require employees to become cross functional, so that a temporary
emergency or a shortfall in one department can be met by other departments. Thus, the role of
HR department needs to be revisited and made more expansive and supportive towards
organizational and individual needs.
Sustain It
Once the organization follows and internalizes the practice of flexible work schedules for
its employees, it is very necessary that it sustains it over a long period of time.

Such

sustainability can e brought about by clear demarcations of accountability and means to measure
it. In other words, the focus and purpose of creating balanced work life should be maintained at
any cost. This will also call for review and evaluation of the current work environment and
make modifications in the schedules accordingly. Several researchers have shown that a balanced
work-life creates greater employee productivity. What important is the long-term and not the
11

short-term, which seems to become the focus of many organizations.

So, though it may

apparently seem that employees are having more leisure, the effect of a balanced work-life will
show up positively in the bottom line of the company.
BENEFITS OF IMPROVING WORK-LIFE BALANCE
Aiding employee recruitment and retention
Reducing absenteeism
Improving the quality of people's working lives
Matching people who wouldnt otherwise work with jobs
Benefiting families and communities
TOP TEN TIPS FOR IMPROVING THE QUALITY OF WORK

LIFE

The following ten tips apply as much to the CEO as they do to the front line worker:
Have a personal vision of who you want to be and what you want to do - keep in mind
that if you do not have one for yourself, you will likely become part of someone else's
vision!
Test out your own personal vision with that of your organizations - in how many ways do
they support each other? Ask questions to better understand your organization's mission,
vision and values.
Learn, and keep on learning - go to training sessions and in-services, enroll in college
courses, read books. Know why, not just how.
Buddy-up - find ways to share the load with other team members. Sharing the load makes
work easier to manage and less stressful.
Share your successes - this allows you to learn from the successes of others, as well as
giving you a boost when you need
Get it off your chest - talk things over with your buddy, friend, supervisor when things
trouble you, don't keep it bottled up inside.
Find joy in being of service to others - think about how the person you are serving is
better

off as

a result

of your

work, and rejoice in

that

knowledge.

Take time for breaks - pay particular attention to the need to refresh body, mind and
spirit.

12

 Try out new ideas - to innovate is to grow. By using your creativity and innovation life
becomes exciting and fulfilling.
Have fun at work - laughter is the best medicine, but use only appropriate humor.
Damaging someone else's self-esteem for the fun of it is no laughing matter

13

14

CHAPTER 2
REVIEW OF LITERATURE

Lau (2000) studied on Quality of work life and performance to provide ad hoc analysis of two
key elements of the service profit chain and find out the relation between in growth and QWL.
This research evaluated the performances, in terms of growth and profitability, based on a sample
of QWL and S&P 500 companies.
David lewis et al (2001) the objective of the research was to test whether extrinsic or intrinsic or
prior traits test predict satisfaction with QWL in health care. The variables used extrinsic traits:
salary or other tangible, intrinsic traits: skills, level, autonomy and challenge, prior traits: gender
and employment traits, co-workers, support,supervisor, treatment and communication.
Md. Zohurul Islam et al (2006) the objective of research is QWL is hypothesized to directly or
indirectly influenced organizational performance and identify the relation between QWL with OP
= Organizational Performance QWL = Quality of Work Life JS = Employee Job Satisfaction
WAGPOL = Company wage policy COMPOL = Company policy UNION = Union.The variables
of the research used OP,JS, WP and UP. Simple random sampling method used for data
collection and the test applied to data analysis was chi-square test and regression.
Linda K. Johnsrud (2006) the objective of the study was to find out the current level of
satisfaction. Variables were used Relations with the department chair, campus service,
community service, faculty relation, salary and demographic factor. The study included all 3,490
members of the UH faculty and /marks the first time that this survey was conducted entirely
online and yielded 1,340 responses for a 38% return rate and to analyse the data T- test was used
by the researcher. The result showed that salary was the main variable for satisfaction from year
1998 to 2006. Faculty relations and community services is the most positive elements in faculty
work life and other finding was campusesfaculty are generally more satisfied than others.
J. Gnanayudam&AjanthaDharmasiri (2008) studied Influence of quality of work life on
organizational commitment by investigated on unsatisfactory level of commitment among
workers in medium and large organizations in the apparel industry in Sri Lanka. A convenient
15

sampling technique was adopted for the research. The sample size was limited to 87 workers and
Pearson correlation used for data analysis. The result showed that QWL has a positively
significant relation with the commitment and moderator effect of HRDC on the relationship
between QWL and Commitment.
Normal and Daud (2010) the objective was to investigate the relationship between QWL and
Organizational Commitment and to identify the extent of QWL of employees. A random sample
of 500 employees was taken at the supervisory and executives levels in various firms in
Malaysia received the questionnaire. Of these, 360 useable responses were returned and
analysed, which represented a 72% response rate. Research based on the Quantitative approach
and random sampling method used for data collection.
W.N. Thalang et.,al (2010) studied onquality of work life indicators as a corporate social
responsibility of electrical and electronics private Organizations in Thailand. Objective of the
research wasfind out the quality of Work Life Indicators as a Corporate Social Responsibility. It
is a documentary research and data was collected from the in-depth interview with experts and
specialist and multiple research method. Health environment, total life span, work life balance.
B.Alireza et .,al (2011) The dimensions of QWL used as fair compensation, safe and healthy
environment, growth and security, social relevance, life span, social integration, development of
human capacities and age, gender, work experience income has taken as demographic factors.
Data gathered from the 5 IT companies over 292 employees and ANNOVA one way used for the
data analysis. Result showed there is no significant relation found between gender and QWL but
positive significant relationship between IT staff and QWL, work experience and QWL and
income and QWL.
Ayesha T. (2012) the method used for data collection was cluster sampling. Spearmens rank
correlation technique was applied which is suitable for ranking data and also the test is nonparametric. Results after test showed dimensions are significantly co-related with QWL. There is
highly satisfaction in the female regarding QWL dimensions compared to male. Teaching
experience of less than one year is more positive about their QWL and its related dimensions
compared to experienced teachers.

16

ChandranshuSinha (2012) factors affecting quality of work life: Empirical Evidence From
Indian Organizations. Sampling size was taken for this research was 100 employees and Career
growth & development, Organizational Culture, emotional supervisory support, flexible work
arrangement, employee motivation, Organizational commitment, job satisfaction, rewards and
benefits and compensation used as a dimensions of QWL. Dataanalysed through Kaiser Meyer
Olkin which determine the sufficiency of the sample size and Bartlett test of sphericity was
calculate the meaningfulness of the correlation matrix and factor analysis
D. Chitra et., al (2012) Three variables of QWL were used such as meaningfulness, pessimism
about organizational change and self- determination and job satisfaction. Test used for data
analysis were factor analysis, Bartlett test and Kaiser-Meyer-olkin. The Findings showed that
three QWL variables are significantly related to job-satisfaction and perception of employees
towards QWL also directly related to Job satisfaction. There is no satisfaction towards other job
related aspects such as health care benefits, working environment, flexible work, relationship
with peers and superiors.
R. Indumathy et., al (2012) the research design was chosen as descriptive in nature. The sample
size taken to conduct the research was 60 workers out of the 600 workers. For this study, the
sampling technique was convenient sampling. Structured interview schedule was used for
primary data collection and chi-square analysis, weighted average score and simple %age used
for the data analysis.
S. Mortazabi (2012) data analysis researcher used scale means, reliability, and inter-scale
correlations. One of the most important factors that plays positive role is Psychological Capital
of human resource of that organization. Research shows that Psychological Capital is a more
state-like factor than personality traits and QWL has positive and significant relation with
organization performance.
Z.Amin (2013) studied on the Quality of Work Life in Indonesian Public Service Organizations
to predict the role of Career Development and Personal Factor. Five hundred and ten
questionnaires (including scales of Quality of work life and career development) were distributed
among employees. The four hundred twenty nine questionnaires of the employees returned the
questionnaires. In this regard response rate was 84.11%. Age, sex, education, length of service,
17

marital status and career development was used as a Parameter by researcher and regression
analysis used for data analysis.
AnandPawar(2013) the study is descriptive in nature and based on both primary and secondary
data. The data were collected from the workers and employees of the organization with the help
of questionnaire relating to the demographic profile of employees and 20 statements Literature
Review on Quality of Work Life and Their Dimensions elating to various factors of QWL and
job satisfaction.
Aloys.N.K (2013) studied on working Environment Factors that Affect QWL among Attendants
in Petrol Stations in Kitale Town in Kenya. The objective was to identify working environment
affect QWL.The method used was exploratory survey with coefficient of co-relation test for data
analysis. Findings showed that positive co-relation between work environment and mode of
QWL job enrichment, job rotation, autonomous,flexible workingtime,workgroups,career growth
and development, relation with supervisor.
Jerome. S. (2013) studied on quality of work life of employees at Jeppiaar cement private Ltd.
to find out the factors measurements of QWL. 50 % respondents from 200 sample size
respondents were selected from the workman categories so the researcher adopts the simple
random sampling technique using the lottery method. Variables used for this study:
compensation, work environment, social relation, job satisfaction, safety and healthy
environment, welfare and Opportunities for use and Development of Skills and Ability. For the
data analysis researcher used Karl Pearson coefficient.
Mina. P et., al (2013) Employee participation, career development, problem solving, job
security, employee communication, job pride, fair pay, industrial safety and protection, and
organizational identity, Dimensions of self-esteem: self-acceptance, living consciously, selfresponsibility, living purposely, personal integrity and self- assertiveness, dimensions of
Organizational attachment: Organizational Commitment, Job Satisfaction, intend to leave the
organization, group coherence, organizational identity and organizational interest Findings
showed that positive relationship between dimensions of Organizational Attachment and
QWL.There is a Positive relationship between pillars of self-esteem and dimensions of
QWL.Self-responsibility,integrity,fair pay with living purposefully,living consciously, self18

acceptance, job security with purposefully are not co-related with each other.Self esteem is corelated with organizational Attachment.
K. R.Nia& Maryam Maleki (2013) studied on the relationship between quality of work life and
organizational commitment of faculty members at Islamic Azad University under 127 faculty
members with sample size of 97 subjects through random stratified sampling. Spearman's
correlation coefficient, multiple correlation method, LISREL, Friedman Test was used for data
analysis. The T- statistic and Fisher statistic are applied to measure the demographic variables.
Result showed that there is positive relation between the QWL and organisational commitment it
means organisation commitment is the result high QWL.
NoushinKamaliSajjadet et., al (2013) the findings pertained that there is direct and significant
co-relation between fair and enough payment (salary and allowances) and Organizational
Commitment and also significant correlation between health security and work conditions and
Organizational Commitment and balance in work and other life aspects with organizational
commitment. Researches gave the ranking of dependent and independent variable due to which
social integration, cohesion and general space of life had most related with job-performance .fair
and enough payment and growth opportunity and continuous security had least related with jobperformance.
G.S. Sandhyanair (2013), a study on the effect of quality of work life on organizational
citizenship behaviour with special reference to college teachers is Trissur district, Kerala. 8
dimensions of QWL were used for study: Adequate and fair compensation, Safe and Healthy
Environment, Growth and Safety, Social Integration, Social Relevance, development of human
capabilities, Constitutionalism and Total Life Span and 2 dimensions of OCB: conscientiousness
(job dedication) and altruism (helping co-workers) was used as variables
SeemaArif et., al (2013) Data collected from the simple random sampling survey with the test
applied as factor analysis and binary logistic regression. In this research 500 questionnaires were
circulate and 370 returned in which 10 was incomplete and 72% respondents achieved. Variables
used such as QWL, value of work, work climate, work life balance and satisfaction, attitude,
perception Dimensions of work life such as: work life climate, work life balance, satisfaction

19

with relationship in life were the major factor which give the shape of work attitude and
employee perception of overall QWL used as a Variables.
Sorabsadri& Conrad goveas (2013) studied on sustainable quality of work life and job
satisfaction among employees engaged in the freight forwarding and clearing house in Mumbai
and observation observed through data collection and chi- square used for the data analysis. The
results showed in this study that different factors of QWL such as Safe and Healthy Working
Conditions, Adequate and Fair Compensation, Opportunity to Utilize individual skills and talent,
Develop Human Capabilities, provide Career and Growth Opportunities varies according to the
employees perception and job satisfaction depend upon the way of perceived the dimensions of
QWL.

20

CHAPTER 3
OBJECTIVES OF THE STUDY

To study the conceptual framework for quality of work life of Frendy Fashion Pvt Ltd,

Chennai.
To study the physical environment of the workers.
To study the job involvement of the workers.
To study the wages and salary administration of the organization.
To study the superior-subordinate relationship.
To study the welfare measures, health and safety standards provided by the organization

to the workers.
To study the social security given to the workers.
To give the suggestions to improve the quality of work life.

21

CHAPTER - 4
RESEARCH METHODOLOGY

RESEARCH MEANING
Research is an art of scientific investigation. According to Redmen and Mary defines
research as a systematic effort to gain knowledge.
Research methodology is way to systematically solve the research problem. It is a plan of
action for a research project and explains in detail how data are collected and analyzed. This
research study is a descriptive research study.
RESEARCH DESIGN
A research design is a plan that specifies the objectives of the study, method to be
adopted in the data collection, tools in data analysis and hypothesis to be framed.
A research design is an arrangement of condition for collection and analysis of data in a
manner that aims to combine relevance to research purpose with economy in procedure.
LIMITATIONS OF THE STUDY
All the limitations applicable to the questionnaire method are applicable to this survey
too.
The study confines its scope only to the outcomes relating to the level of quality of work
life.
Time and cost are limiting factors for the study.
SCOPE OF THE STUDY
The study is being undertaken mainly to understand the Quality of Work Life pertaining
to the organization.
It helps to understand various factors such as whether the company is showing interest in
welfare of the employees, whether the employees are facing job related stress and how
far the employees are satisfied with the present HR activities and work environment.
22

 The study also shows the relationship between the superiors and the sub-ordinates.
This will enable the organization to identify the needs for a better Quality of Work Life.
NEED FOR THE STUDY
The review of literature shows that there are some studies on Quality of work life, but
no sufficient study was conducted at Sundaram Brake Linings, Madurai on relating to Quality of
work life. The researcher was motivated to fill the gap in research on quality of work life in this
organization. The researcher studied Quality of work life here because of her own interest in
doing the research in different area.
In the current scenario Quality of work life seeks to create commitment to the
organization and society at large so as to ensure higher productivity and job involvement of the
employees. Quality of work life is a process of work organization, which enables its members at
all levels to participate actively and efficiently in shaping the organizations environment,
methods and outcomes. It is a value based process, which is aimed towards meeting the twin
goals of enhanced effectiveness of the organization and improved Quality of life at work for the
employees.
Quality of work life is the degree to which members of a work organization are able to
satisfy their personal needs through their experience in the organization. Its focus is on the
problem of creating a human work environment where employees work corporately and
contribute to the organization objectives. The major indicators of QWL are involvement, job
satisfaction and productivity.
Quality of work life pays an important role in influencing job involvement of workers
productivity. Hence this study is important. QWL programs emphasis cooperative relationships
among the employees, unions and management. Thus QWL can significantly change the way in
which employee relations are concluded in an organization conflict being replaced with
cooperation.
NATURE OF DATA
Primary data
23

The primary data are collected from the employees of Frendy Fashion Pvt Ltd; Chennai
through a direct structured questionnaire.
Secondary data
Company profiles, Company registers, websites, magazines, articles were used widely as
a support to primary data.
SAMPLING SIZE AND TECHNIQUE
Size of the sample
It refers to the number of items to be selected from the universe to constitute as a sample.
In these study 90 employees of Frendy Fashion Pvt Ltd; Chennai was selected as size of sample.
Sample Design
The sampling technique used in this study is simple random sampling method. This
method is also called as the method of chance selection. Each and every item of population has
equal chance to be included in the sample.
Questionnaire
The questions are arranged logical sequence. The questionnaire consists of a variety of
questions presented to the employees for the response. Dichotomous questions, multiple choice
questions, rating scale questions were used in constructing questionnaire.
STATISTICAL TOOLS USED
To analyze and interpret collected data the following statistical tools were used.
Percentage method
Chi-square analysis
One-way ANOVA

Percentage method:
24

The percentage is used for making comparison between two or more series of data. It can be
generally calculated as
No of respondents favorable
Percentage of respondent =

x 100
Total no of respondents

Chi-square analysis:
Chi-square analysis in statistics is to test the goodness of fit to verify the distribution of
observed data with assumed theoretical distribution. Therefore it is a measure to study the
divergence of actual and expected frequencies.
The formula for computing chi-square is as follows.

Chi-square = {(O-E)2/ E}

The calculated value of chi-square is compared with the table of chi-square for the given degrees
of freedom at the specified level of significance. If the calculated value is greater than the
tabulated value then the difference between the observed frequency and the expected frequency
are significant. the degrees of freedom is (n-2) where n is number of observed frequencies and
in case of contingency table the degrees of freedom is (C-1) (R-1) where C is number of columns
and R is number of rows.

25

One-way ANOVA

The One-Way ANOVA procedure produces a one-way analysis of variance for a

quantitative dependent variable by a single factor (independent) variable. Analysis of variance is
used to test the hypothesis that several means are equal. This technique is an extension of the
two-sample test.
In addition to determining that differences exist among the means, you may want to know
which means differ. There are two types of tests for comparing means: a priori contrasts and post
hoc tests. Contrasts are tests set up before running the experiment, and post hoc tests are run after
the experiment has been conducted. You can also test for trends across categories.
Example:

Doughnuts absorb fat in various amounts when they are cooked. An

experiment is set up involving three types of fat: peanut oil, corn oil, and lard. Peanut oil and
corn oil are unsaturated fats, and lard is a saturated fat. Along with determining whether the
amount of fat absorbed depends on the type of fat used, you could set up an a priori contrast to
determine whether the amount of fat absorption differs for saturated and unsaturated fats.
Statistics: For each group: number of cases, mean, standard deviation, standard error of
the mean, minimum, maximum, and 95% confidence interval for the mean. Levenes test for
homogeneity of variance, analysis-of-variance table for each dependent variable, user-specified a
priori contrasts, and post hoc range tests and multiple comparisons: Bonferroni, Sidak, Tukeys
honestly significant difference, Hochbergs GT2, Gabriel, Dunnett, Ryan-Einot-Gabriel-Welsch F
test (R-E-G-W F), Ryan-Einot-Gabriel-Welsch range test (R-E-G-W Q), Tamhanes T2,
Dunnetts T3, Games-Howell, Dunnetts C, Duncans multiple range test, Student-NewmanKeuls (S-N-K), Tukeys b, Waller-Duncan, Scheff, and least-significant difference.

26

CHAPTER - 5
ANALYSIS & INTERPRETATION
TABLE - 1
Gender of the Respondents

SLNO

GENDER

NO OF RESPONSES

PERCENTAGE

Male

60

67

Female

30

33

Total

90

100%

INTERPRETATION
From the above table, it is interpreted that 67% of respondents are male and 33% of the
respondents are female.

27

FIGURE-1
GENDER OF THE RESPONDENTS

28

TABLE 2
Age of the Respondents

LNO

AGE

NO OF
RESPONSES

18-25

25-35

12

13

35-46

22

24

45-60

20

22

Above61 years

10

11

Total

90

100

PERCENTAGE

INTERPRETATION
From the above table it is interpreted that 7% of respondents are between 18-25 years, 13% of
the respondents are between 25-35years, 24% of them are between 35-46years and 22% of the
respondents are above61 years 61years are between 11%.

29

FIGURE- 2
AGE OF THE RESPONDENTS

30

TABLE - 3
Educational qualification of the respondents.

EDUCATIONAL
SLNO

QUALIFICATION

NO OF
RESPONSES

SSLC

21

23

HSC

32

34

UG

14

16

PG

12

14

OTHERS

11

13

Total

90

PERCENTAGE

100

INTERPRETATION
From the above table it is interpreted that 23% of respondents are SSLC, 34% of the respondents
are HSC, 16% of them are UG, 14 of them are and others 13%.

31

FIGURE- 3
EDUCATIONAL QUALIFICATION OF THE RESPONDENTS.

32

TABLE - 4
Marital Status

MARITAL
SLNO

STATUS

NO OF
RESPONSES

Married

65

72

Unmarried

25

28

Total

90

PERCENTAGE

100

INTERPRETATION
From the above table, it is interpreted that 72% of respondents are married and 28% of the
respondents are unmarried.

33

FIGURE- 4
MARITAL STATUS

34

TABLE - 5
Work Experience the Respondents

SLNO

YEAR OF SERVICE

NO OF RESPONSES

PERCENTAGE

Less than 5 years

5-10 years

10-15 years

15-20 years

49

55

Above20 years

25

27

Total

90

100

INTERPRETATION
From the above table it is interpreted that 7% of respondents are Less than 5 years, 9% of the
respondents are having 5-10 years, 2 % of the respondents are having 10-15 years, and 55% of
them are with 15-20 years and above 15- above20 years.

35

FIGURE- 5
WORK EXPERIENCE THE RESPONDENTS

36

TABLE-6
Satisfied with your salary package

FACTORS

NO OF
RESPONSES

PERCENTAGE

Highly satisfied

20

22

Satisfied

58

65

Neutral

12

13

Dissatisfied

Highly Dissatisfied

Total

90

100

SLNO

INTERPRETATION
From the above table it is interpreted that 22% of the respondents highly satisfied that the
Satisfied with your salary package are easy to adapt, 65% of them Satisfied, 13% of them are
neutral, and none of them disagree and strongly disagree.

37

FIGURE- 6
Satisfied with your salary package

38

Table-7
Satisfied with your current job.

SLNO

FACTORS

NO OF
RESPONSES

PERCENTAGE

Highly satisfied

10

11

Satisfied

46

51

Neutral

16

18

Dissatisfied

18

20

Highly Dissatisfied

Total

90

100

INTERPRETATION
From the above table it is interpreted that 11% of the respondents highly satisfied that the
Satisfied with your current job, 51% of them satisfied, 18% of them neutral, 20% of them are
dissatisfied and none of them strongly disagree.

39

FIGURE- 7
Satisfied with your current job.

40

TABLE 8
Organization providing casual leave with pay

SLNO

FACTORS

NO OF
RESPONSES

PERCENTAGE

Strongly agree

14

16

Agree

42

47

Neutral

16

18

Disagree

10

11

Strongly disagree

Total

90

100

INTERPRETATION
From the above table it is interpreted that 16% of the respondents strongly agree with the
Organization providing casual leave with pay, 47% of them agree, 18% of them neutral, 11%
disagree and 8% of them are Strongly disagree.

41

FIGURE- 8
Organization providing casual leave with pay

42

TABLE 9
Feel about the medical facilities provided by the concern.

SLNO

FACTORS

NO OF
RESPONSES

Strongly agree

16

18

Agree

44

49

Neutral

10

11

Disagree

18

20

Strongly disagree

Total

90

100

PERCENTAGE

INTERPRETATION
From the above table it is interpreted that 18% of the respondents strongly agree with the fact
that they are Feel about the medical facilities provided by the concern , 49% of them agree, 11%
of them neutral, 18% disagree and 11% of them are strongly disagree.

43

FIGURE- 9
Feel about the medical facilities provided by the concern.

44

TABLE 10
Satisfied with the bonus provided to you

SLNO

FACTORS

NO OF
RESPONSES

Strongly agree

14

16

Agree

50

55

Neutral

14

16

Disagree

12

13

Strongly disagree

Total

90

100

PERCENTAGE

INTERPRETATION
From the above table it is interpreted that 16% of the respondents strongly agree that support is
the company to bonus provided to you, 55% of them agree, 16% of them neutral, 13% of them
are disagree and none of them strongly disagree.

45

FIGURE- 10
Satisfied with the bonus provided to you

46

TABLE 11
Satisfied with your canteen facility

SLNO

FACTORS

NO OF
RESPONSES

PERCENTAGE

Highly satisfied

12

14

Satisfied

54

60

Neutral

12

14

Dissatisfied

Highly Dissatisfied

Total

90

100

INTERPRETATION
From the above table it is interpreted that 14% of the respondents strongly agree that the
Satisfied with your canteen facility, 60% of them agree, 14% of them neutral, 8% of them are
dissatisfied and 4%strongly disagree.

47

FIGURE- 11
Satisfied with your canteen facility

48

TABLE 12
Satisfied with the ESI and PF given by the organization

SLNO

FACTORS

NO OF
RESPONSES

PERCENTAGE

Strongly agree

18

20

Agree

42

47

Neutral

10

11

Disagree

Strongly disagree

12

14

Total

90

100

INTERPRETATION
From the above table it is interpreted that 20% of the respondents strongly agree that they have
Satisfied with the ESI and PF given by the organization, 47% of them agree, 11% of them are
neutral and 8% of them disagree, 14%strongly disagree.

49

FIGURE- 12
Satisfied with the ESI and PF given by the organization

50

TABLE 13
Satisfied with the safety and healthy working conditions

SLNO

FACTORS

NO OF
RESPONSES

Highly satisfied

14

16

Satisfied

50

55

Neutral

Dissatisfied

20

22

Highly Dissatisfied

Total

90

100

PERCENTAGE

INTERPRETATION
From the above table it is interpreted that 16% of the respondents highly satisfied that they have
Satisfied with the safety and healthy working conditions, 55% of them satisfied, 7% of them
neutral, 22% of them are dissatisfied and none of them highly dissatisfied.

51

FIGURE- 13
Satisfied with the safety and healthy working conditions

52

TABLE 14
Promotion policies in your organization

SLNO

FACTORS

NO OF
RESPONSES

Highly satisfied

30

34

Satisfied

40

44

Neutral

10

11

Dissatisfied

10

11

Highly Dissatisfied

Total

90

100

PERCENTAGE

INTERPRETATION
From the above table it is interpreted that 34% of the respondents are highly satisfied with the
Promotion policies in your organization, 44% of them are satisfied, 11% of them are dissatisfied,
11% of them are neutral and none of them highly dissatisfied

53

FIGURE- 14
Promotion policies in your organization

54

TABLE 15
Promotion policies in your organization

SLNO

FACTORS

NO OF
RESPONSES

Highly satisfied

Satisfied

56

63

Neutral

20

22

Dissatisfied

Highly Dissatisfied

Total

90

100

PERCENTAGE

INTERPRETATION
From the above table it is interpreted that 9% of the respondents highly satisfied that the
Promotion policies in your organization given was effective and efficient, 63% of them satisfied,
22% of them neutral, 4% disagree and 2% of Highly Dissatisfied.

55

FIGURE- 15
Promotion policies in your organization

56

TABLE 16
Think about the quality of work life in the organization

SLNO

FACTORS

NO OF
RESPONSES

Very good

22

24

Good

42

46

Ok

12

14

Bad

14

16

Very Bad

Total

90

100

PERCENTAGE

INTERPRETATION
From the above table it is interpreted that 24% of the respondents very good that the quality of
work life in the organization, 46% of them good, 14% of them ok , 16% of them are bad and
none of them highly very bad.

57

FIGURE- 16
Think about the quality of work life in the organization

58

TABLE 17
Communicates every new change that takes place from time to time.

SLNO

FACTORS

NO OF
RESPONSES

Strongly agree

16

18

Agree

50

56

Neutral

18

20

Disagree

Strongly disagree

Total

90

100

PERCENTAGE

INTERPRETATION
From the above table it is interpreted that 18% of the respondents strongly agree that they are
Communicates every new change that takes place from time to time, 56% of them agree, 20% of
them neutral, 4% disagree and 2% of them are strongly disagree.

59

FIGURE- 17
Communicates every new change that takes place from time to time.

60

TABLE 18
Relationship exist among the employees and superiors

SLNO

FACTORS

NO OF
RESPONSES

PERCENTAGE

Strongly agree

Agree

56

63

Neutral

20

22

Disagree

Strongly disagree

Total

90

100

INTERPRETATION
From the above table it is interpreted that 9% of the respondents strongly agree that the
Relationship exist among the employees and superiors, 63% of them agree, 22% of them neutral,
4% disagree and 2% of them are strongly disagree.

61

FIGURE- 18
Relationship exist among the employees and superiors

62

TABLE 19
Satisfied with the training given by the employer

SLNO

FACTORS

NO OF
RESPONSES

Highly satisfied

Satisfied

60

66

Neutral

16

18

Dissatisfied

Highly Dissatisfied

Total

90

100

PERCENTAGE

INTERPRETATION
From the above table it is interpreted that 7% of the respondents highly satisfied that they have
Satisfied with the training given by the employer, 66% of them satisfied, 18% of them neutral,
7% dissatisfied and 2% of them are highly dissatisfied.

63

FIGURE- 19
Satisfied with the training given by the employer

64

TABLE 20
Working environment of the company

SLNO

FACTORS

NO OF
RESPONSES

Highly satisfied

14

16

Satisfied

38

42

Neutral

20

22

Dissatisfied

10

11

Highly Dissatisfied

Total

90

100

PERCENTAGE

INTERPRETATION
From the above table it is interpreted that 16% of the respondents are highly satisfied with the
Working environment of the company, 42% of them are satisfied, 22% of them are neutral, 11%
are dissatisfied and 8% of them are highly dissatisfied.

65

FIGURE- 20
Working environment of the company

66

TABLE -21
Satisfied with the Grievance Redressal

SLNO

FACTORS

NO OF
RESPONSES

Highly satisfied

Satisfied

32

36

Neutral

26

29

Dissatisfied

18

20

Highly Dissatisfied

Total

90

100

PERCENTAGE

INTERPRETATION
From the above table it is interpreted that 7% of the respondents highly satisfied that the
Satisfied with the Grievance Redressal 36% of them satisfied, 29% of them neutral, 20%
disagree and 8% of them are highly dissatisfied.
.

67

FIGURE- 21
Satisfied with the Grievance Redressal.

68

TABLE 22
Getting reward as means of recognition

SLNO

FACTORS

NO OF
RESPONSES

PERCENTAGE

Yes

56

62

No

34

38

Total

90

100

INTERPRETATION
From the above table it is interpreted that 62% of the respondents say yes & 38% say no for
getting reward as means of recognition.

69

FIGURE- 22
Getting reward as means of recognition.

70

TABLE 23
The organization gives you freedom to use your skills in your area of job.

SLNO

FACTORS

NO OF
RESPONSES

Strongly agree

14

16

Agree

38

42

Neutral

16

18

Disagree

16

18

Strongly disagree

Total

90

100

PERCENTAGE

INTERPRETATION
From the above table it is interpreted that 16% of the respondents strongly agree that they are
organization gives you freedom to use your skills in your area of job, 42% of them agree, 18% of
them neutral, 18% disagree and 6% of them are strongly disagree.

71

FIGURE- 23
The organization gives you freedom to use your skills in your area of job.

72

TABLE 24
Freedom to decide how to do your own work.

SLNO

FACTORS

NO OF
RESPONSES

PERCENTAGE

Very true

12

14

True

36

40

Somewhat true

20

22

Not too true

20

22

Not at all true

Total

90

100

INTERPRETATION
From the above table it is interpreted that 14% of the respondents Very true that Freedom to
decide how to do your True, 40% of them agree, 22% of them Somewhat true,2 2%strongly Not
too true and 2% of them are Not at all true.

73

FIGURE- 24
Freedom to decide how to do your own work.

74

TABLE 25
CHI-SQUARE TEST - I
TO FIND ASSOCIATION BETWEEN AGE AND SATISFIED WITH YOUR CURRENT JOB

Satisfied with your current job

Age

Highly
satisfied

Satisfied

Neutral

Dissatisfied

Highly
dissatisfied

Total

18-25years

25-35 years

12

35-45 years

16

22

45-60 years

18

20

Above 61 years

10

Total

10

46

16

18

90

Chi-Square Tests
Calculated Chi-Square
Value

Degrees of Freedom

Level of Significant

10.826a

12

.544

Null Hypothesis: There is no association between age and satisfied with your current job
Alternative Hypothesis: There is an association between age and satisfied with your current job
Inference:
It is inferred from the table the age and satisfied with your current job by the
organization. This difference is confirmed by the obtained this difference is confirmed by the
obtained Chi-square value, which is significant at .544 levels. So the sated null hypothesis is
accepted .Therefore the organization takes steps to reduce the overall satisfaction to all the
employees. So that the employee are satisfied.

75

TABLE 26
CHI-SQUARE TEST - II
TO FIND ASSOCIATION BETWEEN WORK EXPERIENCE AND SALARY PACKAGE
Salary package
Work Experience

Highly
satisfied

Satisfied

Neutral

Dissatisfied

Highly
dissatisfied

Total

Less than 5 years

5-10 years

10-15 years

15-20

12

29

49

Above20 years

24

25

20

58

12

90

Total

Chi-Square Tests
Calculated Chi-Square
Value

Degrees of Freedom

Level of Significant

12.635

16

.699

Null Hypothesis: There is no association between work experience and salary package
Alternative Hypothesis: There is an association between work experience and salary package

Inference:

It is inferred from the table the work experience and salary package by the

organization than. This difference is confirmed by the obtained this difference is confirmed by
the obtained Chi-square value, which is significant at .699 levels. So the sated null hypothesis is
accepted .Therefore the organization takes steps to reduce the overall satisfaction to all the
employees. So that the employee are satisfied.

76

TABLE 27
CHI-SQUARE TEST - III
TO FIND ASSOCIATION BETWEEN EDUCATION LEVEL AND PROMOTION
POLICIES IN YOUR ORGANIZATION
Promotion policies in your organization
EDUCATION

Total

Highly
satisfied

Satisfied

Neutral

Dissatisfied

Highly
dissatisfied

SSLC

13

21

HSC

29

32

UG

10

14

PG

12

OTHERS

11

Total

56

20

90

Chi-Square Tests
Calculated Chi-Square
Value

Degrees of Freedom

Level of Significant

9.826a

11

.644

Null Hypothesis: There is no association between education level and promotion policies in your

organization
Alternative Hypothesis: There is an association between education level and promotion policies in

your organization
Inference: It is inferred from the table the education level and promotion policies in your
organization. This difference is confirmed by the obtained this difference is confirmed by the
obtained Chi-square value, which is significant at .644 levels. So the sated null hypothesis is
accepted .Therefore the organization takes steps to reduce the overall satisfaction to all the
employees. So that the employee are satisfied.

77

TABLE 28
ANOVA- I
TO FIND SINGNIFICANT DIFFERENCE BETWEEN AGE AND JOB SECURITY

Particular

Mean

Std. Deviation

Sig.

18-25years

1.9744

1.03840

.775

.543

25-35 years

12

1.2128

.90737

35-45 years

22

2.2581

1.18231

45-60 years

20

1.8636

1.12527

Above 61 years

10

1.5821

1.11213

Total

100

2.0933

1.03202

ANOVA
Age
Sum of Squares

df

Mean Square

Sig.

Between Groups

3.320

.830

.775

.543

Within Groups

155.373

145

1.072

Total

158.693

149

Inference: The above table inferred that the calculated value is less than 0.05. Hence there is
significance. So that alternative hypothesis is accepted. Therefore there is a significance
difference between age and job security.

TABLE 29
78

ANOVA- II
TO FIND SINGNIFICANT DIFFERENCE BETWEEN WORK EXPERIENCE YEAR AND
WORKING ENVIRONMENT OF THE COMPANY

Particular

Mean

Std. Deviation

Sig.

Less than 5 years

1.9544

1.06860

.367

.634

5-10 years

2.0582

.9757

10-15 years

1.2518

1.7181

15-20

49

1.8663

1. 71252

Above20 years

25

1.5415

90

2. 3309

Total

1.30695

ANOVA
YEAR
Sum of Squares

df

Mean Square

Sig.

Between Groups

.360

.180

.367

.634

Within Groups

47.600

97

.491

Total

47.690

99

Inference: The above table inferred that the calculated value is less than 0.05. Hence there is
significance. So that alternative hypothesis is accepted. Therefore there is a significance
difference between experience year and working environment of the company.

79

SUGGESTIONS

80

CONCLUSION

81

BIBILIOGRAPHY
Prof. T.V. Rao, Human Resources Development (Experience, Interventions, Strategies),
2nd edition, SAGE publications.
T.N. Chhabra, Human Resource Management (concepts and issues), 1st edition,
Dhanpat Rai & co publishers, 2000.
Prof. P.C. Tripathy, Personnel Management and Industrial Relations, 3rd edition, Sultan
Chand and Sons Education Publishers, New Delhi.
C.R. Kothari, Research Methodology Methods and Techniques, 2nd edition, New Age
International (P) Ltd, Publishers, New Delhi, 2007.
P. Subba Rao, Essentials of Human Resource Management and Industrial Relations
(Text, cases & games), 8th edition, Himalaya Publishing House), 2005, Mumbai.
V.S.P. Rao, Human Resource Management (Text and Cases), 4th edition, Excel book,
2004, New Delhi.

A STUDY ON QUALITY OF WORK LIFE AMONG THE EMPLOYEES OF FRENDY

FASHION PVT LTD, CHENNAI.
PERSONAL DATA:
Name: _______________________
Sex: a) Male b) Female
82

Age: a) 18 -25 years b) 25-35 years c) 35-45 years d) 45-60years e) Above 61 years
Educational Qualification:
a) SSLC b) HSC c) UG d) PG e) OTHERS
Marital status: a) Married b) Unmarried
Work Experience:
a) Less than 5 years b) 5-10 years c) 10-15 years d) 15-20e) Above20 years
1. Are you satisfied with your salary package?
a) Highly satisfied b) satisfied c) Neutral d) Dissatisfied e)Highly Dissatisfied
2. How far you are satisfied with your current job?
a) Highly satisfied b) satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied
3. Is the organization providing casual leave with pay?
a) Strongly Agree b) Agree c)Neutral d) Disagree e) Strongly Disagree
4. What do you feel about the medical facilities provided by the concern?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
5. Are you satisfied with the bonus provided to you?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
6. Are you satisfied with your canteen facility?
a) Highly satisfied b) satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied
7. How far you are satisfied with the ESI and PF given by the organization?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

83

8. To what extend you are satisfied with the safety and healthy working conditions?
a) Highly satisfied b) satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied
9. What do you feel about the job security in your organization?
a) Highly satisfied b) satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied
10. Are you satisfied with the promotion policies in your organization?
a) Highly satisfied b) satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied
11. What do you think about the quality of work life in the organization?
a)Very good b) Good c) Ok d) Bad e) Very bad
12. The company communicates every new change that takes place from time to time.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
13. To what extend the cordial relationship exist among the employees and superiors?
a) Strongly Agree b) Agree c) Neutral e) Disagree f) Strongly Disagree
14. How far you are satisfied with the training given by the employer?
a) Highly satisfied b) satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied
15. The working environment of the company
a) Highly satisfied b) satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied

16.Are you satisfied with the Grievance Redressal?

a) Highly satisfied b) satisfied c) Neutral d) Dissatisfied e) Highly Dissatisfied
17. Are you getting reward as means of recognition?
a) YES b) NO
84

18. The organization gives you freedom to use your skills in your area of job.
a)Strongly Agree b)Agree c)Disagree d)Strongly Disagree
19. Do they give freedom to decide how to do your own work?
a) Very true b)True c) Somewhat true d) Not too true e) Not at all true

85