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 LUCASTVS, 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.

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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., LUCASTVS, 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 1

2

3

TOPIC List of Tables List of Charts 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 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 RESULT AND INTERPRETATION 3.1 Data analysis and Interpretation 3.2 Findings 3.3 Suggestions 3.4 Conclusion BIBILIOGRAPHY ANNEXURE

PAGE NO

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 no PARTICULARS Page no

3.1.1 3.1.2 3.1.3 3.1.4 3.1.5 3.1.6 3.1.7 3.1.8 3.1.9

Satisfaction of salary package Satisfaction of current job Satisfaction of casual leave with pay Satisfaction with medical facilities Satisfaction with bonus Satisfaction with canteen facilities Satisfaction of ESI & PF Satisfaction with health & safety working condition 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 no 3.1.1 3.1.2 PARTICULARS Satisfaction of salary package Satisfaction of current job Page no

3.1.3 3.1.4 3.1.5 3.1.6 3.1.7 3.1.8 3.1.9 3.1.10 3.1.11 3.1.12 3.1.13 3.1.14 3.1.15 3.1.16 3.1.17 3.1.18 3.1.19

Satisfaction Satisfaction Satisfaction Satisfaction Satisfaction Satisfaction

of casual leave with pay with medical facilities with bonus with canteen facilities of ESI & PF with health & safety working

condition Satisfaction of job security Satisfaction of promotion policy Satisfaction of quality of work life Proper communication when changes occur Cordial relationship among employees Satisfaction of training methodology Satisfaction of Performance appraisal Satisfaction of grievance redressel Reward recognition Satisfaction of Career development 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, twowheelers 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, twowheelers 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 Hindustan Motors TATA Engineering and Locomotive Company General Motors, India Ford India Daewoo Motors Co., India Ind Auto Hyundai Motors, India General Motors, USA Ford, UK Daewoo, Korea Fiat, Italy Hyundai Motors, Korea Light Commercial Vehicles TATA Engineering & Locomotive Company Bajaj Tempo Mahindra & Mahindra Mahindra Nissan Swaraj Mazda Eicher Motors Daimler Benz, Germany Peugeot, France Nissan, Japan Mazda, Japan Mitsubishi, Japan Heavy commercial vehicles TATA Engineering & Locomotive Company Daimler Benz, Germany. Cummins, USA Ashok Leyland Iveco, Italy. Hino, Japan Tractors Mahindra & Mahindra Tractors and Farm Equipments (TAFE) Escorts HMT International Harvestor Corporation, UK Massey Ferguson, UK Ursus, Poland. Ford, UK Zetor, Czechoslovakia Suzuki, Japan Isuzu, Japan. Mitsubishi, Japan

Eicher Tractors Punjab Tractors Gujarat Tractors L&T Tractors Greaves Tractors

Good Earth, Germany

Zetor, Czechoslovakia Johndeer, USA Same, Italy Earth Moving Equipment

Hindustan Motors Bharat Earth Movers Ltd.(BEML)

Caterpillar, USA Komatsu, Japan

Stationary / Marine Engines, Gensets Cummins India Tata Cummins Simpsons Ruston and Hornsby Kirloskar Oil Engines Greaves Ashok Leyland Lombardini, Italy BLMC, UK Cummins, USA Cummins, USA Perkins, USA Ruston & Hornsby, 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; HomeWork 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-IndicatorsResearch. 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, 241302. 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

E 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 1 2 3 4 5 Level of No. of percentage satisfaction Respondents highly satisfied 4 8.7 satisfied 23 50 neutral 10 22 dissatisfied 6 13 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 1 2 3 4 5 Level of No. of percentage satisfaction Respondents highly satisfied 5 11 satisfied 27 59 neutral 12 26 dissatisfied 2 4 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 1 2 3 4 5 Level of satisfaction Strongly agree agree moderate disagree Strongly disagree No.of percentage Respondents 2 4 19 41 16 36 7 15 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 1 2 3 4 5 Level of satisfaction Strongly agree agree moderate disagree Strongly disagree No. of percentage Respondents 8 17 18 39 10 22 6 13 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 1 2 3 4 5 Level of satisfaction Strongly agree agree moderate disagree Strongly disagree No. of percentage Respondents 5 11 21 45 11 24 9 20 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 1 2 3 4 5 Level of satisfaction Strongly agree agree moderate disagree Strongly disagree No. of percentage Respondents 9 20 20 43.5 14 29.5 3 7 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 1 2 3 4 5 Level of No. of percentage satisfaction Respondents highly satisfied 8 17 satisfied 20 44 neutral 16 35 dissatisfied 2 4 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 1 2 3 4 5 Level of No. of percentage satisfaction Respondents highly satisfied 8 17.5 satisfied 23 50 neutral 13 28.5 dissatisfied 2 4 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 1 2 3 4 5 Level of No. of percentage satisfaction Respondents highly satisfied 5 11 satisfied 29 63 neutral 7 15 dissatisfied 3 7 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 1 2 3 4 5 Level of No. of percentage satisfaction Respondents highly satisfied 3 7 satisfied 20 43.5 neutral 17 36.5 dissatisfied 2 4 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 1 2 3 4 5 Level of satisfaction Very good Good Ok Bad Very bad No. of percentage Respondents 4 9 19 40 20 44 0 0 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 1 2 3 4 5 Level of satisfaction Strongly agree agree moderate disagree Strongly disagree No. of percentage Respondents 9 20 18 39 12 26 7 15 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 1 2 3 4 5 Level of satisfaction Strongly agree agree moderate disagree Strongly disagree No. of percentage Respondents 2 4 25 54 16 35 3 7 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 1 2 3 4 5 Level of No. of percentage satisfaction Respondents highly satisfied 5 11 satisfied 21 45 neutral 16 35 dissatisfied 3 7 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 1 2 3 4 5 Level of No. of percentage satisfaction Respondents highly satisfied 3 7 satisfied 24 52 neutral 12 26 dissatisfied 6 13 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 1 2 3 4 5 Level of No. of percentage satisfaction Respondents highly satisfied 4 9 satisfied 23 50 neutral 16 35 dissatisfied 2 4 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 1 2 Level of satisfaction Yes No No. of percentage Respondents 19 41 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 1 2 3 4 5 Level of satisfaction Very high High Moderate Low Very low No. of percentage Respondents 4 9 19 41 15 33 6 13 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 1 2 3 4 5 Level of satisfaction Very true True Somewhat true Not too true Not at all true No. of percentage Respondents 5 11 22 48 8 17 7 15 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 AGE BELOW 25Yrs 25-35Yrs 35-45Yrs 45-55Yrs 55Yrs Above Total Hypothesis:

Highly satisfied 0 0 1 1 2 4

satisfied neutral Highly dissatisfied 3 5 4 3 4 19 2 6 5 3 4 20 2 1 0 0 0 3

Total 7 12 10 7 10 46

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

= E

(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 3 4 2 1 0 0 0

4.35 3.04 4.35 0.46 0.78 0.65 0.46 0.65

0.65 -0.04 -0.35 1.54 0.22 -0.65 -0.46 -0.65

1.3 -0.08 -0.7 3.08 0.44 -1.3 -0.92 -1.3

0.29885057 -0.0263158 -0.1609195 6.69565217 0.56410256 -2 -2 -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 Educational Qualification Marital status Department Designation Experience: 25-35 yrs 35-45 yrs 45-55yrs Above55 yrs : _______________________ : _______________________

: _______________________ : _______________________ : _______________________ : _______________________

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..

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