ABSTRACT

Quality of work life denotes all the organizational inputs which aim at the employee¶s satisfaction and enhancing organizational effectiveness. The basic purpose is to develop jobs and working conditions that are excellent for employees as well as economic health of organization. It refers to the level of satisfaction, motivation, commitment and involvement an individual experience with respect to their line at the work. Trichy Customs and Central Excise Collectorate came into existence with effect from June 01, 1983 with the jurisdiction formed out of erstwhile Madurai and Madras Collectorate.. The Central Excise & Customs Commissionerate is responsible for collection of Union Excise duties on the manufactured goods and Customs duties on goods imported into the country. These duties form the biggest source of tax revenue for the Central Government and the Central Excise duties form the single largest source of Government revenue. The Department of Central Excise and Customs comes under the Department of Revenue, Ministry of Finance. The apex body of the Department is the Central Board of Excise and Customs (CBEC), which comprises of six members and is headed by the Chairman. Administratively, the entire country is divided into Commissionerate of Central Excise and Customs. This study helps to find the quality of work life in the Office of Commissionerate of Central Excise and Service Tax. The objective of the study is to determine the various factors influencing the quality of work life, to measure the level of satisfaction towards the quality of work life and suggestions to improve the quality of work life. The type of research adopted in this study is Descriptive Research. Convenience sampling method is used to collect data, the sample size is 70. Questionnaire was used to collect the primary data. The findings revealed that the organization is providing good working conditions and the overall job satisfaction was found to be good and overall quality of work life is good. The organization can improve infrastructure facilities so as to improve the performance of employees. This study highlighted only some of the small gaps in employee¶s satisfaction towards the quality of work life.

CONTENTS

LIST OF TABLES S.No
4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17

TITLE
Gender of the Respondents Age group of Respondents Designation of the Respondents Section of the Respondents Education qualification of Respondents Experience of Respondents Marital status of Respondents Level of satisfaction with salary and benefits Level of satisfaction with work assignment Level of satisfaction with transfer policies Level of satisfaction with the promotion policy Level of satisfaction with bonus provided Level of Satisfaction with the medical checkup Level of satisfaction with the recognized list of hospitals Level of Satisfaction with Quantity and Quality of food provided in the canteen Level of satisfaction with the rate of food available in the canteen Level of satisfaction with grievance Redressel

P.NO

4.18 4.19 4.20 4.21 4.22 4.23 4.24 4.25 4.26 4.27 4.28 4.29 4.30 4.31

Rating for seating arrangement Rating for computer configuration Rating for Ventilation, A/C Rating for lights Rating for Fire-Extinguisher The superiors are cooperative Comfortable with workspace allotment Freedom to offer suggestions Reward for outstanding performance Level of satisfaction with training The requirement of the speciality hospitals to be added in the list of hospitals provided. The requirement of health and fitness club Regular feedback on performance opinion about the overall quality of work life

LIST OF FIGURES S.No
4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 4.10 4.11 4.12 4.13 4.14 4.15 4.16 4.17

TITLE
Gender of the Respondents Age group of Respondents Designation of the Respondents Section of the Respondents Education qualification of Respondents Experience of Respondents Marital status of Respondents Level of satisfaction with salary and benefits Level of satisfaction with work assignment Level of satisfaction with transfer policies Level of satisfaction with the promotion policy Level of satisfaction with bonus provided Level of Satisfaction with the medical checkup Level of satisfaction with the recognized list of hospitals Level of Satisfaction with Quantity and Quality of food provided in the canteen Level of satisfaction with the rate of food available in the canteen Level of satisfaction with grievance Redressel

P.No

4.18 4.19 4.20 4.21 4.22 4.23 4.24 4.25 4.26 4.27 4.28 4.29 4.30 4.31

Rating for seating arrangement Rating for computer configuration Rating for Ventilation, A/C Rating for lights Rating for Fire-Extinguisher The superiors are cooperative Comfortable with workspace allotment Freedom to offer suggestions Reward for outstanding performance Level of satisfaction with training The requirement of the speciality hospitals to be added in the list of hospitals provided. The requirement of health and fitness club Regular feedback on performance opinion about the overall quality of work life

Chapter ± I Introduction

INTRODUCTION

Quality of work life denotes all the organizational inputs which aim at the employee¶s satisfaction and enhancing organizational effectiveness. The basic purpose is to develop jobs and working conditions that are excellent for employees as well as economic health of organization. It refers to the level of satisfaction, motivation, commitment and involvement an individual experience with respect to their line at the work. The quality of work life is the degree of excellence brought about work and working conditions that contribute to the overall satisfaction and performance primarily at individual level and finally at organization level. Quality of Work Life (QWL) has become one of the most important issues these days in every organization. Employees are the force that is behind every successful organization. No organization can become successful with technology only because for the use of technology also, organizations need to have strong work force. Quality of Work Life was the term actually introduced in the late 1960¶s. From that period till now the term is gaining more and more importance everywhere, at every work place. Initially quality of work life was focusing on the effects of employment on the general well being and the health of the workers. But now its focus has been changed. Every organization need to give good environment to their workers including all financial and non financial incentives so that they can retain their employees for the longer period and for the achievement of the organization goals.. At the end we can say that a happy and healthy employee will give better turnover, make good decisions and positively contribute to the organization goal. The quality of work life is a process by which an organization responds to employee needs for developing mechanism that allow them to share fully in making decision that designs their life at work. Thus QWL means having good supervision, good working conditions, good pay and benefits and interesting, challenging and rewarding job.

Factors affecting quality of work life:
Job satisfaction:

Job satisfaction is the favorable or unfavorable with which employees view their work. As with motivation, it is affected by the environment. Job satisfaction is impacted by job design. Jobs that are rich in positive behavioral elements ± such as autonomy, variety, task identity, task significance and feedback contribute to employee¶s satisfaction. Likewise, orientation is

important because the employee¶s acceptance by the work group contributes to satisfaction. In sort, each element of the environmental system, can add to, or detract from, job satisfaction. Pay: Quality of work life is basically built around the concept of equitable pay. In this days ahead, employees may want to participate in the profit of the organization. People: Almost everyone has to deal with three set of people in the work place. Those are namely boss, co-workers in the same level and subordinates. Apart from this, some professions need interaction with people like patients, media persons, public, customers, thieves, robbers, physically disabled people, mentally challenged, children, foreign delegates, gangsters, politicians, public figures and celebrities. These situations demand high level of prudence, cool temper, tactfulness, humor, kindness, diplomacy and sensitiveness. Health conditions of employees: Organisation should realize that their true wealth lies in their employees and so providing healthy environment for employees should be their primary objective. Personal and career growth opportunities: An organization should provide employees with opportunity for personal/professional development and growth and to prepare them to accept the responsibilities at higher level. Participative management style and recognition: Flat organization structure helps organization facilitate employee participation. A Participative management style improves the quality of work life. Workers feel that they have control over their work process and they also offer the innovative ideas to improve them. Recognition also helps in motivating employees to perform better. Recognition can be in form of rewarding employees for their best performance. Autonomous Work Teams: An autonomous work team is one which can plan, regulate and control its own work world. The management only specifies the goals that too in collaboration with the team. The team organizes the contents and structure of its job, evaluates its own performance, establishes its speed and

chooses its production method. It makes its own internal distribution of tasks and decides its own membership. Autonomous team approach increases satisfaction and reduces turnover and absenteeism. Motivation: Motivation is a complex subject. It involves the unique feelings, thoughts and past experiences of each of us as we share a variety of relationships within and outside organizations. To expect a single motivational approach work in every situation is probably unrealistic. In fact, even theorists and researches take different points of view about motivation. Nevertheless, motivation can be defined as a person¶s drive to take an action because that person wants to do so. People act because they feel that they have to. However, if they are motivated they make the positive choice to act for a purpose ± because, for example, it may satisfy some of their needs. Work life balance: Organisation should provide the relaxation time for employees and offer tips to balance their personal and professional lives. They should not strain employees personal and social life by forcing on them by demanding working hours, overtime work, business travel, untiming transfers. By the globalization the modern employees are experiencing distress. To meet the challenges posed by present standards, organizational must focus their attention in bringing a balance between work life and personal life. The underlying assumption is that work life balance will ultimately ensure Quality of work life. Today an employee desires work to be more meaningful and challenging because quality is the acid test. A Quality of work life gives an opportunity for deep sense of fulfillment. Employees seek a supportive work environment that will enable them to balance work with personal interests. Quality of work life provides a more humanized work environment. It attempts to serve the higher order needs of workers as well as their basic needs. Quality of Work Life indicates that the work should not have excessively negative conditions. It should not put workers under undue

stress. It should not damage or degrade their humanness. It should not be threatening or unduly dangerous. Employees in several companies that instituted Quality of work life experienced better health and greater safety on the job. Other benefits included improved employee satisfaction, morale, job interest, commitment and involvement ; increased opportunity for individual growth ; greater sense of ownership and control of the work environment development of managerial ability for circle leaders, improved communication in the organization and greater understanding and respect between management and workers. The term Quality of work life has been applied to a wide variety of organizational improvement efforts. The common elements seem to be, has good man indicates, an ³attempt to restructure multiple dimensions of the organizational and to institute a mechanism which introduces and sustains changes overtime . Aspects of the change mechanism are usually an increase in problem solving between the union and management Responsiveness to employee concerns. In every organization, people and their behavior assumes vital role in determining the performance and effectiveness. While many studies concentrated on physical and financial performance of organization. Studies on behavioral aspects seem to be inadequate. So, the attempts must to understand the human side of the enterprise. The Quality of work life movement provides a value frame work and a philosophy which has a long term implication for the human development and enrichment. It tries to balance both the work and family life. Hence integrated approach with regard to Quality of work life is required for the success of an individual and an organization. This underlines the necessity of searching studies on the nature of human relations and the problems of human relations and the problems of human behavior in the organization and suggests measures to cope with the problems. Hence, an in depth on aspects like Quality of work life can throw light on many non-identified aspects of human behavior which may help in understanding the issues involved and improving the overall performance of these organizations. There it is found that there is need to study in greater detail about the topic

Need of the study:

In the current scenario every organization expects their employees to perform at their peak potential. Though monetary aspects play an important role in motivating employees, organization around the world have come to understand that there are many other aspects that contributes better employee performance. It is these aspects that form the basis for this study. In particular this study aims to identify the various tangible and intangible aspects that contribute to the quality of the workplace. It is very important for an organization to create a very conducive working environment for employees. This study is needed to ensure that all employees are performing at their peak potential, free from stress and strain, and to ensure all their needs are fully satisfied. This study will be used as feedback from employees to know their current perspective of workplace and also to identify the areas of improvement for the organization.

Scope of the study:
The term Quality of work life in its broader sense covers various aspects of employment and non-employment conditions of work. This study covers the overall quality of work life of employees, i.e. their job satisfaction, work environment, working hours, work stress, their relation with their colleagues, work assignments, infrastructure provided etc ..The present study aims at measuring the level of satisfaction of employees and to know about the various welfare activities and benefits provided for the employees. The study is dependent on the opinion expressed by all the employees of all the departments. Quality of work life is a multi dimensional aspect. Some of these aspects are  Compensation and the reward for the work  Personal and career growth opportunities  Motivation  Participative management style  Health and Safety of the employees  Job security  Job specification By providing better quality of work life, the following results can be achieved. 

    

Better performance of employees More devotion and dedication towards work Reduced absenteeism Voluntary participation in an organizational activities Reduced corruption Lesser attrition

Significance of the study:
Quality of work life covers the various aspects under the general umbrella of supportive organization behavior. Thus the quality of work life should be broad in its scope. It must evaluate the attitude of employees towards personnel policies. The research will be helpful in understanding the current position of the organization. And provide some strategies to extend the employee satisfaction with little modification which is based on the internal facilities of the organization. The research can be further used to evaluate the facilities provided by the management towards the employee. This study also helps to manipulate the expectations of the employees.

REVIEW OF LITERATURE

Various authors and researchers have proposed models of Quality of working life which include a wide range of factors. Selected models are reviewed below. 1. Journal Name - Organizational Behavior and Human Performance, 16, Title- Motivation through the design of work: Test of a theory. P.No: 250-279, Year: 1976, Author: Hackman, J. R., & Oldham, G.R In this journal, author suggested that the psychological growth needs are 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. 2. Journal Name: Occupational Psychology, 52 Title: - Scales for the measurement of some work attitudes and aspects of psychological well being P.No: 129-148 Year:1979 Author: Warr. P, Cook. J and Wall. T In an investigation of Quality of working life, the author suggested 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. 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 3. Journal Name: Occupational Behavior, 5 Title: - Accounting for the quality of work life. P.No: 197-212. Year: 1984 Author: Mirvis, P. H. and Lawler, E. In this journal the author suggested that Quality of working life was associated with satisfaction with wages, hours and working conditions, describing the ³basic elements of a good quality of

work life as; safe work environment, equitable wages, equal employment opportunities and opportunities for advancement. 4. Journal Name: Organizational Behavior, 12 Title: - Routinization of job context and job content as related to employees' quality of working life P.No: 379-386. Year: 1991 Author: Baba V. B., & Jamal, M In this journal, the author suggested that the typical indicators of quality of working life, including: job satisfaction, job involvement, work role ambiguity, work role conflict, work role overload, job stress, organizational 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 5 Journal Name: Journal of Management, 25 Title: - Health and well-being in the workplace: A review and synthesis of the literature P.No: 357-384. Year: 1999 Author: Danna & Griffin In this journal, the author suggested that 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 employees . 6. Book name: Social Indicators Research, 55 Title: - A new measure of quality of work life based on need satisfaction theories P.No: 357-384. Year: 1999 Author: Sirgy, M.J., & Efraty,J In this journal, the author 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 behavior. 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, Actualization, Knowledge and Aesthetics, although the relevance of non-work aspects is play down as attention is focused 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, correlation analyses, with opinions varying as to whether such definitions and explanations can be both global, or need to be specific to each work setting.

Chapter ± II Organization Profile

CHAPTER- II ORGANIZATION PROFILE
2.1 About Trichy Customs and Central Excise department: Trichy Customs and Central Excise Collectorate came into existence with effect from June 01, 1983 with the jurisdiction formed out of erstwhile Madurai and Madras Collectorate. Subsequent re-organizations took place with effect from May 01, 1987 and June 01, 1991, as a consequence of which Trichy central excise collectorate had 3 division Trichy Central Excise Division was further bifurcated into two Divisions namely Trichy I Central Excise Division and Trichy II Central Excise Division w.e.f August 01, 1997. With effect from October 01, 1997, a new Division namely Cuddalore Central Excise Division was carved out of the jurisdiction of Pondicherry division. Further with effect from 01-11-2002, a new Commissionerate namely Pondicherry was formed and Cuddalore Division was attached to Pondicherry Commissionerate. Tanjore Division was bifurcated as Tanjore Division and Karaikal Division. Trichy II Division was bifurcated into two Divisions namely Trichy II Division and Karur Division.The Central Excise & Customs Commissionerate is responsible for collection of Union Excise duties on the manufactured goods
and custom duties on goods imported into the country. These duties form the biggest source of tax

revenue for the Central Government and the Central Excise duties form the single largest source of Government revenue. The Department of Central Excise and Customs comes under the Department of Revenue, Ministry of Finance. The apex body of the Department is the Central Board of Excise and Customs (CBEC), which comprises of six members and is headed by the Chairman. Administratively, the entire country is divided into Commissionerate of Central Excise and Customs.

2.2 STAFF WELFARE
CUSTOMS AND CENTRAL EXCISE STAFF QUARTERS AT KARUMANDAPAM, TRICHY

1. Trichy Central Excise Commisionerate was inaugurated on 01.06.1983. The Staff Associations had been urging for the construction of the residential accomodation. As one of the staff welfare measures, this Commissionerate purchased land measuring 4.18 acres on 31.10.1994 at Sakthi Nagar, Karumandapam,Trichy for Rs.63 Lakhs(approx.) for construction of staff quarters.

2. The area is situated 4 Kms. away from the Commissionerate Headquarters Office and lies on the Trichy-Dindigul road at Karumandapam, Trichy. The said area is a fast developing one in the City. The staff quarters were constructed by CPWD at a cost of Rs.6.14 Crores(approx.) and were alloted to the staff members from 01.06.2000 onwards. Presently about 500 staff and their family members are residing in these 120 quarters of the following types: TYPE - I : 20, TYPE ± II :42, TYPE III :54,TYPE IV :4

3. For the development of site and services , the provision viz. Street lights in and around the complex, Pump House, Sewage Plant, Internal roads and path, filtered water distribution lines, unfiltered water supply distribution lines, storm water drain and Horticulture operations have been made.

4. As a staff welfare measure, this office has alloted a flat in Type-III to M/s.Kendriya Bhandar, Trichy for running General Stores. A sentry room has been constructed and round-the-clock Security System is provided for the safety of the building as well as property of the residents. A Service Association has also been formed to look after the welfare of the residents. Efforts to improve the services and facilities are still being continued. It is also proposed to provide a children's park-cum-playground by installing safe, non-toxic and modern play equipments for children's recreation and exercise at a cost of about Rs.2 Lakhs from the Customs Welfare Fund.

2.3 Organisation Structure of Excise Department:
The structure of excise department is largely similar to the structure of Income tax department.However in a view that the area of indirect taxes encompasses both custom duties as well as excise duties,the department is structured in a manner tha facilitates the collection of indirect taxes. 2.3.1 Central board of excise and customs(CBEC): Recruitment to the customs and excise department is through the Indian Revenue service.The successful candidates in civil service examinations are required to choose between the direct and indirect tax streams.The apex body in charge of collection of both custom duties and central excise duties is the central board of excise and customs(CBEC).This is statutatory board,set up under the Central Board of Revenue act, 1963.The Board currently consist of chairman. The Central Board of Excise & Customs (CBEC) (Department of Revenue, Ministry of Finance, Govt of India) is responsible for formulation of policy relating to levy and collection of Indirect Taxes namely Customs, Central Excise and Service Tax. The CBEC also exercises overall supervision over Customs, Central Excise and Service Tax field formations located all over the country. The Board discharges various tasks assigned to it, with the help of various Directorates headed by officers of the rank of Director General (Addl Secy rank) and Director (Jt Secy rank) At the field level there are 34 zones headed by Chief Commissioners of Central Excise and Customs, who are exercising supervision over the various Commissioners under their charge. There are 93 Central Excise Commissionerates in the country headed by Commissioners of Central Excise. These Commissionerates are entrusted with the task of collection of duties in notified territorial jurisdiction of the Commissionerate and related Administrative

functions. Most of the Commissionerates also deal with work relating to Service Tax & Customs in their jurisdiction.

2.3.2 Commissionerates: Immediately below the CBEC are the chief commissioners.The choef commissioners are administratively incharge of several commissionarates ranging from 2 to 4,each of which is headed by a commissioner..The commissionerate,as its name implies,is the main organizational

mechanism for the collection of excise duties.The organisation structure for commissionerate is as follows: i. ii. iii. iv. v. vi. vii. viii. Commissioner Commissioner (Appeals) Additional Commissioner Joint Commissioners Deputy Commissioner Assistant Commissioner (incharge of division) Superintendent (incharge of range) Sector officers (Sectors) like inspectors etc.

2.4 About Excise duty:

2.4.1 Direct Vs Indirect Taxes: Taxes

Direct Taxes I) Income Tax, Wealth Tax I)

Indirect Taxes Central Excise, Customs, Service tax Central Sales Tax, VAT, State Excise Tax

Ii) Paid directly by person concerned

ii) Paid by one person but he records the same from other person

iii) Tax payer pays directly from his Income or wealth IV) Paid after income reaches hands of Tax payer

iii) Tax payer pays while purchasing goods and / or services IV) Paid before goods/ services reach the tax payer

2.4.2 Advantages of Indirect Taxes y y y y y y y y Psychological advantage to tax payer Easier to collect Less tax evasion Lower collection cost Control over wasteful expenditure Channelise industrial growth Support local industry [ High Customs Duty low Excise Duty] High revenue [ 71% of tax revenue ]

2.4.3 Disadvantages of Indirect Taxes: y y y y y y y Tax is uniform whether purchased by rich or poor Reduces demand of goods Increases project cost Shield to inefficient local industries Cost of modern imported m/c & technology Smuggling / tax evasion Inflationary

2.4.4 Laws Relating to Central Excise y y y y y y y y Central excise Act 1944 Central excise rules Central excise valuation rules (2000) Central excise tariff Act (CETA) 1985 Additional duties on goods of SP. Importance Act. 1957 Customs excise & service tax appellate tribunal (CESTAT ) procedure rules 1982 Notifications issued by central excise Deptt. Circulars issued by central excise Deptt.

2.4.5 Important features of Excise Duty (E.D.) y y y Power to impose Excise Duty is given by constitution to Central Govt. Power to impose Excise Duty on liquor, opium & narcotics to State. Govt. Any article can be levied C.E. duty if all following conditions are satisfied : a) b) c) d) y Duty is on goods [movable & Marketable Goods must be excisable i.e. mentioned in schedule to CETA 1985 Goods must be manufactured or produced Such manufacturing or production must be in India

Goods manufactured in SEZ are ³excluded excisable gods´& no E.D. is livable on such goods

y y

Taxable event is manufacture or production in India Once duty liability is fixed, it can be collected from a person at time & place found administratively most convenient for collection

y y

Liability to pay E.D. is on manufacturer or producer of excisable goods. When goods are stored in a warehouse without payment of duty the liability to pay duty is on person who stores goods i.e. warehouse keeper.

y y

Duty payable is as applicable on date of removal Duty is payable even when Goods are used within factory Goods are captivity consumed within factory for further manufacture Goods given as free samples Goods given as free replacement

y y

Duty can be levied on Govt. undertaking also E.D. should be considered as manufacturing expenses & should be considered as an element of cost for inventory valuation

Goods manufactured or produced in SEZ are excisable goods¶ but no duty is leviable

2.5

Administrative Setup of Central Excise Department A) C.B.E. & C Board: (Central Board of Excise & Customs) H.Q. New Delhi. Consists of 6 to 7 members . Board appoints officers & exercise

following powers: To issue instructions & direction to C.E. officers, to ensure uniformity in classification of goods and to ensure uniformity in levy of E.D. B) Chief Commissioner of Central Excise Country is divided into 34 zones. Each zone is under supervision & control of chief commissioners & commissioners (Appeals) within his zone. C) Commissioner of Central Excise: Each zone covers various commission rates & he in-charge of ³the commissionorate´ At present there are 92 commissioners & 71 commissioner (Appeals) they have unlimited powers of adjudication D) Additional commissioner of Central Excise There can be one or more & they report to commissioners. They have limited powers of adjudication E) Joint / Deputy / Assistant commissioner: He is the Head of the office. Adjudication powers of the Deputy/AssistantCommissioner are for the cases where the amount of duty involved Up to Rs.5 Lakhs. However all Valuation and classification cases are decided by Deputy/Assistant Commissioner Irrespective of the amount of duty involved.

F) Superintendent: (Gazetted) Each division is divided into several ranges & he is in-charge of one range. G) Inspector: (Non-Gazetted) Lowest in rank. He reports to superintendent.

Chapter ± III Research Design

Chapter ± III Research Design

3.1 Objectives of the study:
1. To determine the factors influencing the quality of work life 2. To measure the level of satisfaction of employees towards quality of work life. 3. To find out the way to improve quality of work life

3.2 RESEARCH METHODOLOGY
³A Research is a careful investigation or inquiry; especially through search for new facts in any branch of knowledge .It is a systemized effort to gain more knowledge.´ 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. It is necessary for the researcher to know not only the research methods or technique but also the methodology. Researcher always needs to understand the assumption underline various technique and they need to know the criteria by which they can decide that certain technique and procedures will be applicable to certain problems and other will not. 3.2.1 Type of research: The method of conducting research deals with research design, data collection method, sampling method. It explained about the nature of research work to be done such as descriptive nature of research, which is used in this study. 3.2.2 Descriptive research: The researcher has adopted descriptive research design for the purpose of this survey. Descriptive studies are those studies which is concerned with describing the characteristics of a particular individual, or of a group.

3.2.3 Types of data 1) Primary data 2)Secondary data Primary Data: 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 consists of number of questions in printed form. It has both open-end closed end questions in it. Section I- Personal Data: This section includes questions soliciting the respondent¶s details such as Age, Gender, Marital status, Education, Designation, section and Work experience. Section II- Scale for measuring the issues: It comprises of single open ended type and various close ended questions which includes yes no type, scaling and other optional questions. Secondary Data: 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. 3.2.4 Source of Data: The data has been collected from the employees of Office of commissionerate of Central Excise and Service Tax of Trichy. 3.2.5 Sampling Unit: Sampling unit refers to process of defining the target population that will be sample. Hence for the present study, data was collected by means of questionnaire from the employees. 3.2.6 Sample Size: Sample size plays a critical role, because the generalizability of the conclusion depends on sample size. Sample size for the present study is 70.

3.2.7 Sampling Method: Sampling means the method of selecting a sample from a given universe with a view to draw conclusions about the universe. Sample means representative of universe selected for the study. Sampling is a process of units(e.g. People) from a population of the interest Sampling method is divided into 2 types 1) Probability Method 2) Non Probability Method The sampling method that was chosen is entirely non probabilitistic in nature. In non probabilitistic method the researcher has adopted convenience sampling method. In this method, the researcher select the accessible population members from which to get information and the items selected are easy to approach or easy to measure. 3.2.8 Period of study: The researcher done this study from April-2011 to June 2011 3.3 Tools and Techniques: In this research the tools such as Simple percentage analysis, chi square, ANOVA and correlation are used for data analysis. 3.4 Limitations of the study:  The individual perspective appears to be different.  Some of the respondents are hesitated to tell the truth so that it may result in wrong statistical data.  The department has allowed the researcher to collect the data from the limited respondents only and limited departments only.

CHAPTER- IV Analysis and Interpretation

CHAPTER ± IV DATA ANALYSIS AND INTERPRETATION 4.1Table representing gender of Respondents:

S.No Gender
1 2 Male Female Total

No of Respondents
52 18 70

Percentage
74 26 100

Inference:
From the above table we infer that 74% of data collected from male and 26% of data collected from female.

4.1Chart representing the gender of respondents

Female-26%

Male Female

Male-74%

4.2.Table representing age group of Respondents

S.No 1 2 3 4 5

Age Group Below 25 yrs 25-35 yrs 35-45 yrs 45-55 yrs Above 55 yrs Total

No of respondents 1 13 20 22 14 70

Percentage 1 19 28 32 20 100

Inference:
From the above table we infer that 32% of data collected from age group of 45-55, 28% and 20% of data collected from age group of 35-45 and Above 55% respectively,19% of data collected from age group of 25-35 and 1% of data collected from age group of below 25 yrs.

4.2 Chart representing the age group of respondents
35 32% 30 25 20 15 10 5 0 Below 25 yrs 25-35 yrs 1% 19% 20% 28 %

35-45 yrs

45-55 yrs Above 55 yrs

4.3 Table representing the designation of the Respondents

S.No 1 2 3 4

Designation Superintendent Inspector Senior Tax Assistant Deputy office superintendent Total

No of respondents 21 31 10 8 70

Percentage 30 44 14 12 100

Inference:
From the above table we infer that 44% of data are collected from Inspectors, 30% of the data are collected from superintendents, 14% of data are collected from Senior Tax Assistants and 12% of the data are collected from Deputy Officer Superintendent.

4.3 Chart representing the designation of the respondents

12 30 14 Supt Inspector STA DOS

44

4.4 Table representing the Section of the Respondents
S.No 1 2 3 4 5 6 Section Administrative Statistics Vigilance Preventive Accounts Internal Audit Total No of respondents 10 10 5 12 15 18 70 Percentage 14 14 8 17 21 26 100

Inference:
The above table shows that 26% of data are collected from internal audit section,21% of the data are collected from Accounts,17% are from preventive section and 8 % are from vigilance section,14% of the data are collected from administrative section,14% of data are collected from statistics section.

4.4 Chart representing the Section of the respondents
30 26 25 21 20 15 10 5 0 Administrative Statistics vigilance Preventive Accounts Internal Audit 14 14 17

8

4.5 Table representing Education qualification of respondents:

S.No 1 2 3 4

Qualification SSLC HSC UG PG Total

No of respondents 4 2 43 21 70

Percentage 6 3 61 30 100

Inference:
From the above table we infer that 53% and 33% of respondents has UG and PG Qualification respectively, 8% of respondents are SSLC and 6% of respondents are HSC.

Chart representing the educational qualification of the respondents
PG 30

UG

61

HSC

3

SSLC

6

0

20

40

60

80

4.6 Table representing the experience of Respondents.

S.No Experience
1 2 3 4 5 Less than 5 yrs 5-10 yrs 10-15 yrs 15-20 yrs Above 20 yrs Total

No of respondents
16 13 11 23 47 110

Percentage
14 12 10 21 43 100

Inference:
From the above table we infer that 43% of data collected from respondents having above 20 yrs of experience.21% of data are collected from 15-20 yrs of experience, 14% of data are collected from respondents having less than 5 yrs of experience, 12%10% of data collected from respondents having experience of 5-10 yrs and 10-15 yrs respectively.

4.6 Chart representing the experience of the respondents
50 45 40 35 30 25 20 15 10 5 0 Less than 5 yrs 5-10 yrs 10-15 yrs 15-20 yrs Above 20 yrs1 14 12 10 21 43

4.7. Table representing the marital status of Respondents

S.No
1 2

Marital status
Married Unmarried Total

No of Respondents
61 9 70

Percentage
87 13 100

Inference:
The above table shows that 84% of respondents are married and 16% of respondents are unmarried.

4.7. Chart representing marital status of the respondents
Unmarried 13%

Married -87%

4.8 Table representing the level of satisfaction with salary and benefits

S. No 1 2 3 4 5

Level of satisfaction
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

No. of percentage Respondents 14 20 41 59 10 14 4 6 1 1
70 100

Inference:
The above table shows that 59% of the respondents are satisfied about their salary and benefits 20% of respondents are highly satisfied,14% of the respondents are neutral,6% of the respondents are dissatisfied with salary and benefits and only 1% of the respondents are highly dissatisfied

4.8 Chart representing the level of satisfaction with salary and benefits
70 60 50 40 30 20 20 10 0 Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied 14 6 1 59

4.9 Table representing the level of satisfaction with work assignment

S. No 1 2 3 4 5

Level of satisfaction
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

No. of percentage Respondents 14 20 43 61 9 14 3 4 1 1
70 100

Inference:
From the above table we infer that 61% of the respondents are satisfied with their work assignment , 20% of the respondents are highly satisfied with their work assignment,14% of the respondents are neutral,4% of the respondents are dissatisfied with their work assignment and only 1% of the respondent are highly dissatisfied with their work assignment.

4.9 chart representing the level of satisfaction with work assignment
70 60 50 40 30 20 10 0 Highly satisfied Satisfied Neutral dissatisfied Highly dissatisfied

4.10 Table representing the level of satisfaction with transfer policies

S. No 1 2 3 4 5

Level of satisfaction
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

No. of percentage Respondents
2 32 18 10 8 70 3 46 26 14 11 100

Inference:
The above table shows that 46% of the respondents are satisfied with the transfer policies,26% of the respondents are neutral, 14% of the respondents are dissatisfied,11% of the respondents are highly dissatisfied and 2% of the respondents are highly satisfied

4.10 Chart representing the level of satisfaction with transfer policies
50 45 40 35 30 25 20 15 10 5 0 3 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied 46 26 14 11

4.11 Table representing the level of satisfaction with the promotion policy S. No 1 2 3 4 5 Level of satisfaction
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

No. of percentage Respondents 0 0 16 23 11 16 23 33 20 28
70 100

Inference:
The above table shows that 33% of the respondents are dissatisfied with the promotion policies, 28% of the respondents are highly dissatisfied, 23% of the respondents are satisfied, 16% of the respondents are neutral, and no one is highly satisfied

4.11 Chart representing the level of satisfaction with promotion policies
Highly dissatisfied Dissatisfied Neutral Satisfied Highly satisfied 0 0 5 10 15 20 25 30 35 16 23 28 33

4.12 Table representing the level of satisfaction with bonus provided

S. No 1 2 3 4 5

Level of satisfaction
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

No. of percentage Respondents
2 21 14 18 15 70 3 30 20 26 21 100

Inference:
The above table shows that 30% of the respondents are satisfied with the bonus provided for them, 26% of the respondents are dissatisfied, 21% of the respondents are highly dissatisfied 20% of the respondents are neutral, and only 3% of the respondents are highly satisfied

4.12 Chart representing the level of satisfaction with promotion policies
Highly dissatisfied Dissatisfied Neutral Satisfied Highly satisfied 0 21 26 20 30 3 5 10 15 20 25 30 35

4.13 Table representing the level of Satisfaction with the medical checkup

S. No 1 2 3 4 5

Level of satisfaction
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

No. of percentage Respondents 0 0 13 19 12 17 22 31 23 33
70 100

Inference:
The above table shows that 33% of the respondents are dissatisfied with the medical check up provided by the concern, 31% of the respondents are dissatisfied ,19% of the respondents are satisfied with the medical checkup,17% of the respondents are neutral, and. no one is highly satisfied with the medical checkup

4.13 Chart representing the level of Satisfaction with the medical checkup
35 30 25 20 15 10 5 0 0 Highly satisfied satisfied Neutral Dissatisfied highly dissatisfied 19 17 31 33

4.14 Table representing the level of satisfaction with the recognized list of hospitals S. No 1 2 3 4 5 Level of satisfaction
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

No. of percentage Respondents 3 5 26 37 25 36 8 11 8 11
70 100

Inference:
The above table shows that 37% of the respondents are satisfied with the authorized list of hospitals provided by the concern , 36% of the respondents are neutral, 11% of the respondents are dissatisfied and 11% of the respondents are highly dissatisfied and 5% of the respondents are highly satisfied.

4.14 Chart representing the recognized list of hospitals provided
40 30 20 10 0 Highly satisfied satisfied

Neutral Dissatisfied Highly dissatisfied

4.15 Table representing the Satisfaction of Quantity and Quality of food provided in the canteen:

S. No 1 2 3 4 5

Level of satisfaction
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

No. of percentage Respondents
1 24 25 13 7 70 1 34 37 18 10 100

Inference:
The above table shows that 1% of the respondents are highly satisfied about the quality and quantity of food provided in the canteen, 34% of the respondents are satisfied, 37% of the respondents are neutral, 18% of the respondents are dissatisfied and 10% of the respondents are highly dissatisfied.

4.15 Chart representing the level of satisfaction with quantity and quality of food
40 35 30 25 20 15 10 5 0 Highly satisfied satisfied Neutral dissatisfied Highly dissatisfied 1 10 18 37 34

4.16 Table representing the level of satisfaction with the rate of food available in the canteen S. No 1 2 3 4 5 Level of satisfaction
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

No. of percentage Respondents
7 42 14 7 0 70 10 60 20 10 0 100

Inference:
From the above table we infer that 60% of the respondents are satisfied about the rate food available in the canteen, 20% of the respondents are neutral, 10% of the respondents are highly satisfied 10% of the respondents are dissatisfied about the rate of food in the canteen and no one is highly dissatisfied.

4.16 Chart representing the level of satisfaction with the rate of food available in the canteen
70 60 50 40 30 20 10 10 0 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied 60 20 10 0

4.17 Table representing the level of satisfaction with grievance Redressel

S. No 1 2 3 4 5

Level of satisfaction
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied Total

No. of percentage Respondents
0 52 39 16 3 110 0 47 36 15 2 100

Inference:
From the above table we infer that 47% of the respondents are satisfied about the grievance redressel, 36% of the respondents are neutral, 15% of the respondents are dissatisfied 2% of the respondents are highly dissatisfied and no respondents are highly satisfied

4.17 Chart representing the level of satisfaction with grievance redressel

50 45 40 35 30 25 20 15 10 5 0 Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

4.18 Table representing the rating for seating arrangement

S. No 1 2 3 4 5

Rate
5 4 3 2 1 Total

No. of percentage Respondents
23 45 29 13 0 110 21 41 26 12 0 100

Inference:
From the above table we infer that , 41% of the respondents rated 4 out of 5 for seating arrangement , 26% of the respondents rated 3 out of 5, 21% of the respondents rated 5 out of 5 for seating arrangement,12% of the respondents rated 2 out of 5 and no respondents rated 1 out of 5 for seating arrangement.

4.18 Chart representing the rating for seating arrangement
50 40 30 20 10 0 5 4

3 2 1

4.19 Table representing the opinion about computer configuration:

S. No 1 2 3 4 5

Rate
5 4 2 2 1 Total

No. of percentage Respondents
25 56 29 0 0 110 23 51 26 0 0 100

Inference:
The above table shows that 51% of the respondents rated 4 out of 5 for computer configuration, 26% of the respondents rated 3 out of 5 , 23% of the respondents rated 5 out of 5, no one rated 2 out of 5 and 1 out of 5 for computer configuration

60 50 40 30 20 10 0 5

4.19 Chart representing the rating for computer configuration

4

3

2

1

4.20 Table representing the rating for Ventilation, A/C

S. No 1 2 3 4 5

Rate
5 4 3 2 1 Total

No. of percentage Respondents
10 36 35 18 11 110 9 33 32 16 10 100

Inference:
The above table shows that, 33% of the respondents rated 4 out of 5 for ventilation and A/C, 32% of the respondents rated 3 out of 5,16% of the respondents rated 2 out of 5, 10% of the respondents rated 1 out of 5 9% of the respondents rated 5 out of 5 for ventilation and A/C.

4.20 Chart representing the rating for ventilation,A/C
35 30 25 20 15 10 5 0 5 4 3 2 1

4.21 Table representing the rating for Lights

S. No 1 2 3 4 5

Rate
5 4 3 2 1 Total

No. of percentage Respondents
31 53 26 0 0 110 28 48 24 0 0 100

Inference:
The above table shows that 48% of the respondents rated 4 out of 5 for lightings, 28% of the respondents rated 5 out of 5, 24% of the respondents rated 3 out of 5, no respondents rated 2 out of 5 and 1 out of 5 for lighting facility .

4.21 Chart representing the rating for Lighting facility
50 45 40 35 30 25 20 15 10 5 0 5 4 3 2 1

4.22 Table representing the rating for Fire-Extinguisher

S. No 1 2 3 4 5

Rate
5 4 3 2 1 Total

No. of percentage Respondents
0 0 59 24 27 110 0 0 54 22 24 100

Inference:
The above table shows that 54% of the respondents rated 3 out of 5 for fire extinguisher, 24% of the respondents rated 1 out of 5, 22 % of the respondents rated 2 out of 5 no one rated 5 out of 5 and 4 out of 5.

4.22 Chart representing the rating for fire extinguisher
60 50 40 30 20 10 0 5 4 0 0 22 24

54

3 2 1

4.23 Table representing the superiors are cooperative

S. No 1 2 3 4 5

Variables
Strongly agree Agree Moderate Disagree Strongly disagree Total

No. of percentage Respondents
12 43 11 4 0 110 17 61 16 6 0 100

Inference:
The above table shoes that 61% of the respondents agreed that their superiors are cooperative, 17% of the respondents strongly agreed, 16% of the respondents are moderate, 6 % of the respondents are disagreed and no one is strongly disagreed that their superiors are cooperative.

4.23 Chart representing the superiors are cooperative
70 61 60 50 40 30 20 10 0 Strongly agree Agree Moderate Disagree Strongly disagree 17 16 6 0

4.24 Table representing the satisfaction with the work space

S. No 1 2 3 4 5

Levels
Strongly agree Agree Moderate Disagree Strongly disagree Total

No. of percentage Respondents 8 11 34 49 21 30 2 3 5 7
70 100

Inference:
From the above table, we infer that 49% of the respondents are agreed about their workspace satisfaction, 30% of the respondents are moderate, 11% of the respondents are strongly agreed that they are satisfied about their work space, 7% of the respondents are highly disagreed about their workspace satisfaction,3% of the respondents are disagreed .

4.24 Chart representing the satisfaction of work space
49 50 45 40 35 30 25 20 15 10 5 0

30

11 7 3

Strongly agree

Agree

Moderate

Disagree

Strongly disagree

4.25 Table representing freedom to offer suggestions

S. No 1 2 3 4 5

Variables
Strongly agree Agree Moderate Disagree Strongly disagree Total

No. of percentage Respondents 7 6 45 42 32 29 21 5
110

19 4
100

Inference: The above table shows that 42% of the respondents agreed that they are given freedom to offer suggestions on official matters, 29% of the respondents are moderate, 19% of the respondents disagreed, 6% of the respondents are strongly agreed and 4% of the respondents strongly disagreed.

4.25 Chart representing the freedom to offer suggestions

Strongly disagree

4

disagree

19 29

Moderate

Agree Strongly agree 0 6

42

5

10

15

20

25

30

35

40

45

4.26 Table representing the reward for outstanding performance S. No 1 2 3 4 5 Variables
Strongly agree Agree Moderate Disagree Strongly disagree Total

No. of percentage Respondents 1 1 33 47 27 39 2 3 7 10
70 100

Inference:
The above table shows that that 47% of the respondents agreed they are getting reward for outstanding performance, 39% of the respondents are neutral, 10% of the respondents strongly disagreed, 3% of the respondents disagreed and 1% of the respondents strongly agreed.

4.26 Chart representing the reward for outstanding performance
Strongly disagree Disagree Moderate Agreed Strongly agree 0 1 10 20 30 40 50 3 39 47 10

4.27 Table representing the level of satisfaction with training S. No 1 2 3 4 5 Level of satisfaction
Strongly agree Agree Moderate Disagree Strongly disagree Total

No. of percentage Respondents 3 4 37 53 21 30 9 13 0 0
70 100

Inference:
The above table shows that 53% of the respondents are satisfied, 30% of the respondents are neutral, 13% of the respondents are dissatisfied only 3% of the respondents are highly satisfied with the training given for them, and no respondents are highly dissatisfied about the training given for them.

4.27 Chart representing the level of satisfaction with training
Strongly disagree0 Disagree 13 30 53 4 0 10 20 30 40 50 60

Moderate

Agree Strongly agree

4.28 Table representing the requirement of the speciality hospitals to be added in the list of hospitals provided.

S.No 1 2

Variables Yes No Total

No. of Respondents 49 21 70

Percentage 70 30 100

Inference:
The above table shows that 70% of the respondents required that the speciality hospitals to be added in the list of hospitals provided by the concern, 30% of the respondents do not require the specialty hospitals to be added in the list of hospitals provided.

4.28 Chart representing the requirement of speciality hospitals to be added in th list of hospitals provided

No-30%

Yes-70%

4.29 Table representing the requirement of health and fitness club

S.No 1 2

Variables Yes No Total

No. of Respondents 59 11 70

percentage 84 16 100

Inference:
The above table shows that 84% of the respondents required the health and fitness club and 16% of the respondents do not require the health and fitness club.

4.29 Chart representing the requirement of health and fitness club
No-16%

Yes 84%

4.30 Table representing the regular feedback on performance S. No 1 2 3 4 5 Variables
Always Often Occasionally Rare Never Total

No. of percentage Respondents
12 10 10 31 7 70 17 14 14 44 10 100

Inference:
The above table shows that 44% of the respondents are getting feedback rarely, 17% of the respondents are always getting feedback on their performance, 14% of the respondents are getting feedback often ,14% of the respondents are getting feedback occasionally, and only10% of the respondents never getting feedback.

4.30 Chart representing the regular feedback on performance

Never Rarely Occasionally Often Always 0 5

7 42 24 13 14 10 15 20 25 30 35 40 45

4.31 Table representing the opinion about the overall quality of work life

S. No 1 2 3 4 5

Variables
Excellent Very good Typical Fair poor Total

No. of percentage Respondents
6 21 38 5 0 70 8 31 54 7 0 100

Inference:
The above table shows that 54% of the respondents feel that the overall quality of work life is typical, 31% of the respondents feel very good,8 % of the respondents feel that the overall quality of work life is excellent, 7% of the respondents feel fair and no respondents feel that the overall quality of work life is poor.

4.31 Chart representing the opinion about the overall quality of worklife
60 50 40 30 20 8 10 0 Excellent Very good Good Poor Very Poor 7 0 31 54

4.32 Table representing the relationship between the Designation of the respondents and the level of satisfaction with salary and benefits Assumption:
H0: There is no significant relationship between the educational qualification of the respondents and the level of satisfaction with salary and benefits H1: There is no significant relationship between the educational qualification of the respondents and the level of satisfaction with salary and benefits

level of satisfaction with salary and benefits Highly Highly dissatisfied Dissatisfied Neutral Satisfied satisfied Designation of Supt the respondents Inspector Senior Tax Assistant Deputy officer superintendent Total 0 1 0 0 1 1 1 1 1 4 4 4 0 2 10 10 21 6 4 41 4 6 3 1 14

Total

19 33 10 8 70

ANOVA
Sum of Squares Between Groups Within Groups Total 1.008 47.292 48.300 df 3 66 69 Mean Square .336 .717 F .469 Sig. .705

Inference:

Significant value 0.705 is greater than 0.05, hence null hypothesis is accepted.

Therefore it is concluded that the designation doesn¶t influence the level of satisfaction with salary and benefits

4.33 Table representing the relationship between Designation of the respondents and the level of satisfaction with work assignment

Level of satisfaction with work assignment Highly dissatisfied Designation of Supt 0 1 0 Dissatisfie d 1 2 1 Neutral 1 1 2 Highly Satisfied satisfied 13 23 5 4 6 2 Total 19 33 10

the respondents Inspector Senior Tax Assistant Deputy officer superintendent Total

0 1

1 5

2 6

3 44

2 14

8 70

Correlation
Asymp. Std. Value Interval by Interval Ordinal by Ordinal N of Valid Cases Spearman Correlation Pearson's R -.120 Error(a) .123 Approx. T(b) -.997 Approx. Sig. .322(c)

-.118 70

.128

-.978

.331(c)

Inference: The above table infers that there is negative correlation between the designation
and level of satisfaction with the work assignment. Therefore designation doesn¶t influence the level of satisfaction with the work assignment.

4.34 Table representing the relationship between the gender of the respondents and the level of satisfaction with transfer Policies
Level of satisfaction with Transfer Policies Highly dissatisfied Gender of the respondents Female Total 2 8 2 12 8 18 5 30 1 2 18 70 Male 6 Dissatisfie d 10 Neutral Satisfied 10 25 Highly satisfied 1 52 Total

Chi-Square Tests
Value Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases 4.669(a) 4.461 .032 70 df 4 4 1 Asymp. Sig. (2-sided) 0.32 .047 .859

Inference:
The significant value 0.32 is greater than 0.05, hence null hypothesis is accepted. Therefore it is concluded that there is no relationship between the gender of the respondents and transfer policies.

4.35 Table representing the relationship between Age group of the respondents and the level of satisfaction with medical check up

Level of satisfaction with medical check up Highly dissatisfied Age group of the respondents Below 25 yrs 25-35yrs 35-45yrs 45-55 yrs Above 55 yrs Total 0 6 8 8 3 25 Dissatisfied 0 2 7 7 4 20 Neutral Satisfied 1 2 1 4 4 12 0 3 4 3 3 13

Total

1 13 20 22 14 70

Chi-Square Tests
Value Pearson ChiSquare Likelihood Ratio Linear-by-Linear Association N of Valid Cases .311 70 1 .577 10.635(a) 10.074 12 12 .560 .609 df Asymp. Sig. (2-sided)

Inference: Significant value 0.560 is greater than 0.05, hence null hypothesis is accepted. So it
is inferred that there is no relationship between age group and medical checkup.

4.36 Table representing the relationship between the marital status of the respondents and the level of satisfaction with transfer Policies
H0: There is no significant relationship between the marital status of the respondents and the level of satisfaction with transfer policies H1: There is significant relationship between the marital status of the respondents and the level of satisfaction with transfer Policies

Level of satisfaction with Transfer Policies Highly dissatisfied Marital status Single Married Total 4 4 8 Dissatisfied Neutral Satisfied Highly satisfied 0 2 2

Total

0 10 10

1 17 18

4 28 32

9 61 70

ANOVA
Sum of Squares Between Groups Within Groups Total 3.562 Mean df Square 3.562 F Sig.

1

3.146

.081

77.009 80.571

69 70

1.132

Inference: Significant value 0.081 is greater than 0.05, hence null hypothesis is accepted.
Therefore it is concluded that there is no relationship between the marital status of the respondents and the level of satisfaction with transfer Policies

4.37 Table representing the relationship between the designation and the Opinion about overall Quality of work life Assumption:
H0: There is no significant relationship between designation and the Opinion about overall Quality of work life H1: There is significant relationship between designation and the Opinion about overall Quality of work life Opinion about overall Quality of worklife Very Poor Designation of Supt 0 1 0 Fair 1 1 0 Typical 10 14 7 Good 7 13 2 Excellen t 1 4 1 Total 19 33 10

the respondents Inspector Senior Tax Assistant Deputy officer superintendent Total

0 1

2 4

6 37

0 22

0 6

8 70

ANOVA
Sum of Squares Between Groups Within Groups Total 4.087 38.713 42.800 Mean Square 1.362 .587

df 3 67 70

F 2.322

Sig. .043

Inference: Significant value 0.043 is lesser than 0.05, hence null hypothesis is rejected. It is
concluded that the designation influences the opinion about the overall quality of work life.

4.38 Table representing the relationship between the experience of the respondents and level of satisfaction with promotion policies
Level of satisfaction with Promotion policies Highly dissatisfied Less than 5 Experience of the respondents yrs 5-10 yrs 10-15 yrs 15-20 yrs Above 20 yrs Total 5 0 2 2 9 18 dissatisfied Neutral Satisfied Highly satisfied 0 0 1 0 0 1 10 3 7 13 37 70 Total

3 1 2 5 13 24

0 1 1 4 5 11

2 1 1 2 10 16

Correlation
Asymp. Value Std. Error(a) Interval by Interval Ordinal by Ordinal Pearson's R Spearman Correlation .099 .124 Approx. T(b) Approx. Sig.

.822

.414(c)

.078 70

.125

.647

.520(c)

N of Valid Cases

Inference:
The above table shows that there is positive correlation between experiences of the respondents with promotion policies. Therefore it is concluded that the experience influences the level of satisfaction with promotion policies.

4.39 Table representing the relationship between the designation and rating for ventilation and A/c
Rating for Ventilation,A/C Poor Supt Inspector Designation of the respondents Senior Tax Assistant Deputy officer superintendent Total 2 10 1 14 1 17 1 7 0 Fair 7 5 1 Typical 3 10 3 Very Good 5 10 4 3 22 Excellen t 3 1 2 19 33 10 Total

1 7

8 70

Correlation
Asymp. Value Std. Error(a) Interval by Interval Ordinal by Ordinal Pearson's R Spearman Correlation .061 .128 Approx. T(b) Approx. Sig.

.501

.618(c)

.074 70

.127

.611

.543(c)

No of Valid Cases
.

Inference:
The above table shows that there is positive correlation between the designation and rating for ventilation and A/C.Therfore it is concluded that the designation influences the rating for ventilation and A/C.

Chapter-v Findings, Suggestions and Conclusions
.

5.1 FINDINGS: 5.1.1 General observation: 
Most of the employees are satisfied with salary and benefits.  Most of the employees are satisfied with their work space and work assignment.  Most of the employees are satisfied with transfer policies but some of North Indian employees are dissatisfied about the transfer policies.  Most of the employees are satisfied with the quality, quantity and rate of food in the canteen  The superiors are cooperative  Most of the employees required health and fitness club.  Most of the employees required the speciality hospitals to be added in the authorized list of hospitals provided.  Maintenance and service of electrical and computer appliances are poor. Rectification/Repair is not done instantly.  Most of the employees are dissatisfied about the promotion policies  Most of the employees feel that ventilation is poor.  Cleanliness of furniture and space is not up to the standard.  Most of the employees feel that the infrastructure facilities to be improved.

5.1.2 Observation from questionnaire: 
Merely 74 % of data are collected from male and 26% of data are collected from female  Merely 19%, 28%, 32% of the respondents belong to age group of 25-35 yrs , 35-45 yrs and 45-55 yrs respectively.20% and 1% of the respondents belongs to age group of above 55 yrs below 25 yrs.  61% and 30% of the respondents has UG and PG Qualification respectively.6% are SSLC and 3% are HSC.  Merely 14% of the respondents are having less than 5 yrs of experience, 12 %,10%, 21% of the respondents are having 5-10 yrs,10-15 yrs and 15-20 yrs of experience and 43 % of the respondents are having above 20 yrs of experience.  Merely 87% of the respondents are married and 13% of the respondents are unmarried. 

59% of the respondents are satisfied with their salary and benefits and only 6% of the respondents are dissatisfied with their salary and benefits.  Merely 61% of the respondents are satisfied in their work assignment and only 4% are dissatisfied in their work assignment.  Merely 19% of the respondents are satisfied with medical checkup and 31 % of the respondents are dissatisfied with the medical facilities provided by the concern.  70% of the respondents required that the specialty hospitals to be added in the list of authorized hospital provided by the concern.  Merely 84% of the respondents required the health and fitness club.  Merely 49% of the respondents agreed that they are comfortable with the workspace allotted for them and only 3% of the respondents are disagreed.  Merely 46% of the respondents are satisfied about the transfer policies and only 14% of the respondents are dissatisfied.  30% of the respondents are satisfied with bonus provided and 26% of the respondents are dissatisfied.  34% of the respondents are satisfied and 18% of the respondents are dissatisfied with the quality and quantity of food available in the canteen.  60% of the respondents are satisfied and only 10% of the respondents are dissatisfied about the rate of food available in the canteen.  Only 23% of the respondents are satisfied with the promotion policies and 33% of the respondents are dissatisfied.  Merely 61% of the respondents agreed that their superiors are cooperative and only 6% of the respondents are disagreed.  Merely 31% of the respondents feel that the overall quality of work life is very good and no respondents feel poor.  Only 17% of the respondents are getting always feedback for their performance and 44% of the respondents are getting feedback on yearly report basis and 10% of the respondents are never getting feedback.  53% of the respondents are satisfied with the training given for them and only 13% of the respondents are dissatisfied. 

47% of the respondents are agreed that they are getting reward for their outstanding performance.  42% of the respondents agreed that they are given freedom to offer suggestion on official matters and 19% of the respondents are disagreed.  21% of the respondents rated 5 out of 5 for seating arrangement, 41% of the respondents rated 4 out of 5 for seating arrangement and no respondents rated 1 out of 5 for seating arrangement.  23% of the respondents rated 5 out of 5 for computer configuration, 51% of the respondents rated 4 out of 5 and no one rated 2 out of 5 and 1 out of 5 for computer configuration. 
9% of the respondents rated 5 out of 5 for ventilation and A/C 

28% of the respondents rated 5 out of 5 for lightings, 48% of the respondents rated 4 out of 5 and no respondents rated 2 out of 5 and 1 out of 5 for lighting facility.  No one rated 5 out of 5 and 4 out of 5 for fire extinguisher.  There is no relationship between the gender of the respondents and transfer policies  There is no relationship between age group and medical checkup 

The designation of the respondents influences the opinion about the overall quality of work life. 

The designation doesn¶t influence the level of satisfaction with salary and benefits

5.2 SUGGESTION: 
Job satisfactions are found to be good and it can improve by providing the satisfactory seating arrangement.  The organization can provide separate computers on each table so that they can reduce paper works and increase speed and accuracy in maintenance and retrieval of records  The organization can provide regular medical checkup for improving the medical facilities.  The organization can provide bus/cab facilities from quarters to office.  The organization can provide effective training for efficient performance of employees.  The Organization can appoint special computer trainee to meet out the present computerization of the department.  Separate vigilance checks can be there to ensure punctuality of all employees.  The Organization can improve the infrastructure for efficient working of individuals  The Organization can review the promotion policies  The Organization can concentrate on transfer policies especially for North Indian employees.

5.3 Conclusion:
Every organization has to satisfy some of the basic needs and demands of its employees because the satisfied and motivated employees are the source of achieving the organizational goals and objectives. In order to use the maximum potential of the human resource, the organization has to provide them with the best quality of their working life. Therefore every organization needs to update and improve the quality of work life of the employees. From the study it is clear that the overall quality of work life of employees is good in the office of commissioner of central excise and service tax department of Trichy. This research highlights some of the small gaps in employee¶s satisfaction towards the quality of work life.

Annexure

Questionnaire Personal Details:
Gender Age 55yrs ² Above 55 years Educational Qualification Designation : : ² SSLC ² +2 ² UG ² PG ² Senior Tax Assistant : ² : ² Male ² Female ² 25-35 yrs ² 35-45 yrs ² 45-

below 25 yrs

² Superintendent ² Inspector ² Deputy Officer Superintendent

Section Marital status Experience 20yrs

: : :

___________________________ ² Single ² Married ² 5-10 yrs ² 10-15 yrs ² 15-

² Less than 5 yrs

² Above20 yrs 1. List out your satisfaction level regarding the following
S.No

Pay and Previlages

Highly satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied

1 2 3 4 5 6

Salary and benefits Work Assignment Transfer policies Promotion policies Bonus Medical Check up

7

List of recognized hospitals

7

Quality & Quantity of food provided in canteen

8

Rate of food provided in canteen

9

Grievance Redressel

2. Please rate the following infrastructure S.No 1 2 3 4 5 Infrastructure Seating Arrangement Computer configuration Ventilation, A/c Lights Fire extinguisher Very good Good Average poor Very Poor

3. List out your opinion about the following statements S.No Statements Strongly Agree Agree Moderate disagree Strongly disagree 1 The superiors are cooperative 2 I am comfortable with the present workspace allotment 3 I am given

freedom to offer suggestions on official work 4 I am rewarded for my outstanding work. 5 I am satisfied with training given for me

4. List out your requirements for the following questions. S.No 1 Requirement Do you require any specialty hospital to be added in the list of hospitals provided? 2 Do you require health and fitness club? Yes No

6. How often will you get feedback on your performance? Always Often Occasionally Rare Never

7. Your Opinion about overall quality of work life Excellent Very good Typical Fair poor

8. Any suggestions would you like to improve overall quality of work life in your organization?

Thank You for Your Cooperation

Bibliography

Reference Books:
1. K. Aswathappa (1997),´Human Resources and Personnel Management´ Tata McGraw-Hill Publishing Company Limited, New Delhi-110 001 2. C.R. Kothari (2001) ³Research Methodology ³of Wishwa Prakashan publishing, Chennai -17

Websites:
www.citehr.edu www.mbaguys.net www.centralexcisetrichy.gov.in

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