You are on page 1of 85

INDUSTRY PROFILE

Introduction
Indias civil aviation industry is on a high-growth trajectory. India aims to become the
third-largest aviation market by 2020 and the largest by 2030.
The Civil Aviation industry has ushered in a new era of expansion, driven by factors such
as low-cost carriers (LCCs), modern airports, Foreign Direct Investment (FDI) in
domestic airlines, advanced information technology (IT) interventions and growing
emphasis on regional connectivity. India is the ninth-largest civil aviation market in the
world, with a market size of around US$ 16 billion.
The world is focused on Indian aviation from manufacturers, tourism boards, airlines
and global businesses to individual travellers, shippers and businessmen. If we can find
common purpose among all stakeholders in Indian aviation, a bright future is at hand,
said Mr. Tony Tyler, Director General and CEO, International Air Transport Association
(IATA).
Market Size
In the second quarter of 2015, domestic air passenger traffic surged 19.2 per cent to 20.3
million from 17 million in the corresponding period a year ago. Total passenger carried in
June 2015 increased 13 per cent Y-o-Y to 8.8 million from 7.8 million in June 2014.
International and domestic passenger traffic grew 5.3 per cent and 16 per cent,
respectively, in June 2015.
In June 2015, total freight carried rose 5.4 per cent Y-o-Y to 222,990 tonnes vis--vis
211,590 tonnes in June 2014. International freight movement witnessed higher growth
(7.1 per cent) compared with domestic freight movement (2.6 per cent).
In June 2015, total aircraft movements at all Indian airports stood at 141,620, which was
8 per cent higher than June 2014. International and domestic aircraft movements
increased 6.5 per cent and 8.4 per cent, respectively, in June 2015.
1

Over the next five years, domestic and international passenger traffic are expected to
increase at an annual average rate of 12 per cent and 8 per cent, respectively, while
domestic and international cargo are estimated to rise at an average annual rate of 12 per
cent and 10 per cent, respectively.
The airlines operating in India are projected to record a collective operating profit of Rs
8,100 crore (US$ 1.29 billion) in fiscal year 2016, according to Crisil Ltd.
Investment
According to data released by the Department of Industrial Policy and Promotion (DIPP),
FDI inflows in air transport (including air freight) between April 2000 and May 2015
stood at US$ 573.18 million.
Key investments and developments in Indias aviation industry include:

Airbus, the worlds leading aircraft maker, expects Indias aviation industry to
grow at over 10 per cent annually in the next decade, almost double the average
growth rate of the global aviation industry.

Eyeing large orders from Indian airlines, Airbus has committed to source products
worth US$ 2 billion cumulatively over the next five years from India; the
company plans to provide customised maintenance and other services closer to
the base for all its airline customers in India.

French drone-maker LH Aviation signed a Memorandum of Understanding


(MoU) with Indias OIS Advanced Technologies on June 19, 2015to manufacture
tactical drones in India through an industrial license.

Mahindra Group expanded its partnership with GE Aviation by signing an


agreement to manufacture aero structures at the Groups new aerospace facility in
Bengaluru.

IndiGo plans to file documents for an initial public offering within the next two
months to raise US$ 400 million by selling 10 per cent stake.

SpiceJet plans to enter a deal with Boeing Co. and Airbus Group SE to buy 80120 jet airplanes which would help to expand their fleet and rebuild its business..
2

Air India, Indias national airline, has started to shift its IT operations to cloud and
is exploring the use of iPads for work, as it plans to upgrade its technology to
maintain pace with the competition.

The Airports Authority of India (AAI) and Kannur International Airport Ltd.
(KIAL) signed a MoU for 26 per cent equity in the greenfield airport worth Rs
1,892 crore (US$ 295.62 million) being built at Mattannur in Kannur.

Hindustan Aeronautics Ltd. (HAL) signed an agreement with French engine


manufacturer Turbomeca for maintenance, repair and overhaul (MRO) of Shakti
helicopter engine, which would power a fleet of 1,000 Indian military choppers
over the next 10 years.

Government Initiatives
Government agencies project that around 500 brownfield and greenfield airports would
be required by 2020. The private sector is being encouraged to become actively involved
in the construction of airports through different Public Private Partnership models, with
substantial state support in terms of financing, concessional land allotment, tax holidays
and other incentives.
Some major initiatives undertaken by the government are:

Gujarat is expected to get a second international airport at Dholera. The state


government has formed Dholera International Airport Co. Ltd. and is obtaining
approvals from the union government.

The Directorate General of Civil Aviation (DGCA) has given its approval to Air
Indias maintenance, repair and overhaul (MRO) unit.

The Government of India has decided to award airports in Kolkata, Chennai,


Jaipur and Ahmedabad on management contract. AAI has issued the Request for
Qualification document for these four airports.

The Government of India plans to form a committee comprising bankers, aviation


experts and technocrats to help turn around and privatise the national airline, Air
India.

The Government of India approved a proposal to set up a second airport in the


National Capital Region.

The Government of India expects to finalise the new aviation policy and revised
international flying norms for domestic carriers soon; the government may
remove the 5/20 norms for domestic airlines in this new policy.

Road Ahead
Indias aviation industry is largely untapped with huge growth opportunities, considering
that air transport is still expensive for majority of the countrys population, of which
nearly 40 per cent is the upwardly mobile middle class.
The industry stakeholders should engage and collaborate with policy makers to
implement efficient and rational decisions that would boost Indias civil aviation industry.
With the right policies and relentless focus on quality, cost and passenger interest, India
would be well placed to achieve its vision of becoming the third-largest aviation market
by 2020 and the largest by 2030.

COMPANY PROFILE
Deccan Charters is an experienced and leading aviation services company run by a team
of world-class professionals. Started in 1997, it has grown at a rapid pace, expanding its
network across the country and providing a level of service unparalleled in the charter
industry. In 2003, it also spawned Indias first low cost airline giving wings to the
common mans dream to fly. Deccan Air was in 2006 merged with Kingfisher
Airlines and rechristened Kingfisher Red.
Deccan Charters, today, operates with a fleet of helicopters and fixed-wing aircraft,
which suit virtually any requirement.
Headquartered at Bangalore, Deccan Charters has the widest geographical reach in India
among General Aviation companies with 10 operational and engineering locations. It is
the only company in the private sector in India to have presence in Bhubaneshwar,
Chennai, Hyderabad, Katra (Vaishno Devi). Kolkata, Mumbai, New Delhi, Raigarh and
Surat. Furthermore, its joint venture in Sri Lanka makes it the only helicopter company
permitted to operate on the island.

Today, we provide a complete suite of solutions ranging from Corporate Travel to


Aircraft Management, Maintenance and Technical Services with a fleet of helicopters
and fixed-wing aircraft. Deccan Charters has also been selected to be a Customer
Service Facility (CSF) by Bell Helicopters for repair, servicing and overhaul of various
models of Bell helicopters.
Deccan has now identified the need for regional air transport in India. For this gap to
be bridged Deccan has just launched a first of its kind daily charter air service between
Kolkata, Jamshedpur and Cooch Behar. Through this new initiative, Deccan will
identify hereto inaccessible tourist, industrial and other important clusters that are not
serviced by airlines and provide customized charter flight services through
partnerships with local stakeholders.
Corporate Charter
FLY YOUR WAY
We know that for you time is priceless. Not surprisingly, some of India's best-known
companies, industrialists, politicians and celebrities have begun to value the flexibility
and time saved. More are joining their ranks everyday.
With Deccan's corporate charter service you can fly when you want.
FLEXIBILITY AND CONTROL
Chartering with Deccan puts you in control. Plan your schedule, set your itinerary and
leave the rest to us. The team at Deccan will work diligently to ensure that we exceed
expectations. Our planning ensures that you arrive and depart at times that suit you best.
Make as many 'hops and stops' as you wish.

COMFORT AND PRIVACY


Visit several locations in one day, access your factories in remote places and return back
to your base the same day. A private charter with Deccan dispels much of the stress
associated with travel. You enjoy total privacy. Conduct business as you fly, or relax in
comfort and prepare yourself for the next meeting.
SAFETY AND SECURITY
At Deccan, the safety and security of our customers is our highest priority. We maintain
the highest standards of professionalism, safety, aircrew training and aircraft
maintenance.
Where safety is concerned, on the ground or in the air, we make no compromises.
SAVES YOU TIME
With Deccan, you can rise above the constraints of scheduled air travel. Use every minute
of your flight to work in peace or relax in comfort. Save on time and on ground transport
connections. Most importantly save yourself a whole lot of stress. So, if it's a factory visit
to the outskirts of the city, a conference at a beach resort or even a visit to a city like
Bangalore where the airport is far from your place of work let us help you save time and
take away the stress of road travel. With over a decade of experience catering to the needs
of the Who's Who in India we are confident of living up to your expectations.

Offshore Services
Precise... Timely... Effective...
Our specialised services include offshore transportation and logistics. Our twin engine
Bell 212 and Bell 412 helicopters are provided for offshore oilfield support benchmarked
to global safety and dispatch standards for customers like Cairn Energy and ONGC. We

also carry passengers to offshore production platform, drilling rig, FPSO's, seismic vessel
and tanker.
Wherever we fly, we have a common purpose: safety and convenience for our customers.
With this in mind, we have built a seamless, integrated operation, incorporating safety
systems, logistics personnel and support. We also help to co-ordinate and plan flight
programmes and crew utilisation, so that managing helicopter requirements is as smooth
as possible.
Deccan Charters is currently engaged in offshore operations at Suvali, off Surat in
Gujarat and Mumbai. Deccan Charters helicopters have also been chartered for a variety
of infrastructure applications like winching & under slung operations.

Total Aviation Solutions


HOW DECCAN'S AIRCRAFT MANAGEMENT PROGRAM WORKS
Get the most out of your investment and above all peace of mind.
Owning & Certifying the aircraft

Deccan will assist you in identifying and ordering the aircraft as well as help with
negotiating the price and options

Deccan and its aviation experts will help structure the purchase

Deccan will assist you in taking delivery and with the initial and subsequent Certificates
of Airworthiness and Registration with DGCA and other regulatory authorities
Managing & Operating the aircraft

A Deccan Account Manager will serve as your one stop contact

Deccan will manage and crew the aircraft year round

Pilots, engineers and flight operation team members are all recruited, selected, qualified
and trained to Deccans high standards

Quality Control, Assurance and Safety teams are in place to manage processes and
maintain compliance for your safety

Deccan meets DGCA Standards & Certification requirements

Deccan maintains the aircraft as per Manufacturer and DGCA specifications


Maintenance Services

A trained, experienced maintenance engineer will be assigned to your aircraft

Maintenance

processes

are

in

compliance

with

international

standards

and

OEM recommendations

Planning, scheduling, supervision, documentation and review of all maintenance, both


scheduled and unscheduled

Deccan will source spares and provide repairs as necessary

Deccan will upgrade and modify the aircraft to OEM notifications as required by your
Flight Operations

Deccan's flight operations team will take care of complete Trip Planning and
Flight Dispatching

They will coordinate with getting all the requisite flying permits, clearances at airports
for landing, take-off and parking

Deccan coordinates payments to airports and verifies all trip related costs

Deccan arranges catering and other trip requirements including ground crew and a
Hostess on board
Cost / Financial Ownership Benefits

Fixed and transparent annual management fees

Detailed monthly reports of aircraft usage and expenses

Potential lower costs if you choose to make your aircraft available through Deccan. The
charter dates as also profile of the passengers will be cleared by you prior to us operating
the aircraft on charter.

PRESS RELEASE
Date
02/02/2011

Edition
Ahmedabad

Publication
Business Standard
[English]

Reporter
Bureau

Headlines
Deccan, Taj Air launch
charter service
9

Business Standard

02/02/2011

Kolkata

02/02/2011

Ahmedabad

DNA [English]

02/02/2011

Kolkata

Asian Age [English]Bureau

[English]

Bureau

Deccan charts new course


with Taj Air, Business Jet

Amritha

Taj Air, Deccan Charters in

Pillay

marketing alliance
Hi fliers
Gopinath, Tata group,

02/02/2011

New Delhi

Mint [English]

P. R. Sanjai Business Jets in air charter


alliance

02/02/2011

Ahmedabad

02/02/2011

New Delhi

02/02/2011

Mumbai

02/02/2011

New Delhi

02/02/2011

Ahmedabad

02/02/2011

Bangalore

02/02/2011

02/02/2011

Bangalore

Mumbai

Financial Express
[English]
The Indian Express
[English]
Free Press Journal
[English]
The Economic
Times [English]
The Indian Express
[English]
The New Indian
Express [English]
Financial Chronicle
[English]
The Indian Express
[English]

Bureau
Bureau
Bureau
Bureau

Deccan Charters, Tai Air &


Business Jets in JV
Deccan ties up with Tata
for air charter services
Deccan, Taj and business
Jets up for 'powerfly'
Deccan Charters in mktg
pact with Taj Air, BJETS

Bureau

Visual

Bureau

Power Fly

Rupesh

Taj Air, BJETS rope in

Subhash

Deccan for better fleet

Janve

usage

Bureau

Krishna Kumar with Capt


Gopinath

10

INTRODUCTION TO TOPIC
AN OVERVIEW ON EMPLOYEE SATISFACTION
Employee Satisfaction has assumed increasing interest and importance in both
industrialized as well as developing countries of the world. In India, its scope seems to
be broader than much labour legislation enacted to protect the workers.
Employee Satisfaction is a process in organizations, which enables its members at all
levels to participate actively and effectively in shaping the organization environment,
methods and outcomes. Employee Satisfaction is also defined as an environment in the
organization which motivates the employees to enhance their abilities on continuous basis
and which facilities them to have social co-operation among them.
The safe work environment provides the basis for the person to enjoy working.
The work should not pose a health hazard for the person. The employer and employee,
aware of their risks and rights, could achieve a lot in their mutually beneficial dialogue.
The working time has been established by the state according to legislation which
is a 40- hour working week in Estonia. The standard limits on overtime, time of vacation
and taking of free days before national holidays have been separately stipulated.
The differences regarding the working time have been established for the persons
less than 18 years of age, pregnant women, breast-feeding mothers and the person raising
the disabled child.
The appropriate salary is agreed upon by the employee and the employer. The
Government of the Republic establishes each year the rate of minimum salary, the
employer should not pay less than that to the employee.
Work represents such a role in life which has been designated to it by the person himself.
On the one hand work is an earning of one's living for the family, on the other hand it
could

be

self-realization

providing

enjoyment

and

satisfaction.

INTRODUCTION TO TOPIC

11

What does the term Satisfaction imply to an employee? It implies nothing else
than the feeling of either being contended or non-contended on using a product.
Employee Satisfaction is a prerequisite for the customer satisfaction. Enhanced
employee satisfaction leads to higher level of employee retention. A stable and committed
workforce ensures successful knowledge transfer, sharing, and creation - a key to
continuous improvement, innovation, and knowledge-based total customer satisfaction.
When companies are committed with providing high quality products and services;
when companies set high work standards for their employees; and when employees are
empowered through training and development, provided with knowledge and
information, permitted to make mistakes without punishment, and trusted; they will
experience an increase in their level of satisfaction at work. This level of satisfaction can
be enhanced further if teamwork and visionary leadership are introduced.
Continuous improvement comes from the efforts of the empowered employees
motivated by visionary leadership. This is supported by the findings that empowerment
and visionary leadership both have significant correlation with employee satisfaction.
Teamwork is also supported by the findings. In addition, the study found significant
correlation between employee satisfaction and employees intention to leave.
The success of a corporation depends very much on customer satisfaction. A high
level of customer service leads to customer retention, thus offering growth and profit
opportunities to the organization. There is a strong relationship between customer
satisfaction and employee satisfaction. Satisfied employees are more likely to stay with
company and become committed and have more likely to be motivated to provide high
level of customer service, by doing so will also further enhance the employees
satisfaction through feeling of achievement. Enhanced employee satisfaction leads to
improved employee retention; and employee stability ensures the successful
implementation of continuous improvement and customer satisfaction. Customer
satisfaction will no doubt lead to corporate success and greater job security. These will
further enhance employee satisfaction. Therefore, employee satisfaction is a prerequisite
for customer satisfaction.

12

Employee Satisfaction is a process in organizations, which enables its members at


all levels to participate actively and effectively in shaping the organization environment,
methods, and outcomes.
The objective of the study is to help the organization to know the level of
satisfaction of the workers and executives at various hierarchical levels, towards the
facilities and welfare amenities provided by them and also to find out the challenges and
difficulties faced by the management in providing better quality of work life to the
employees.

"People don't leave their jobs, they leave their managers."

Although committed and loyal employees are the most influential factor to becoming an
employer of choice, it's no surprise that companies and organizations face significant
challenges in developing energized and engaged workforces. However, there is plenty of
research to show that increased employee commitment and trust in leadership can
positively impact the company's bottom line. In fact, the true potential of an organization
can only be realized when the productivity level of all individuals and teams are fully
aligned, committed and energized to successfully accomplish the goals of the
organization.

As a result, the goal of every company should be to improve the desire of employees to
stay in the relationship they have with the company. When companies understand and
manage employee loyalty - rather than retention specifically - they can reap benefits on
both sides of the balance sheet i.e., revenues and costs.

13

On the revenue side of the balance sheet, loyal and committed employees are more likely
to go "above and beyond" to meet customer needs and are highly motivated to work to
the best of their ability.

On the cost side, loyal employees stay longer, resist competitive job offers, do not
actively look for other employment and recommend the company to others as a good
place to work. These four behaviors positively influence the cost side of the balance
sheet.

In other words, rather than focusing only on retention (that is, trying to retain employees
who have already decided to leave), organizations should proactively recognize the
benefits of understanding, managing and improving employee satisfaction. The most
successful organizations are those that can adapt their organizational behavior to the
realities of the current work environment where success is dependent upon innovation,
creativity and flexibility.

One of the key steps to understanding and improving employee satisfaction is by


acknowledging the importance of the following factors in building loyalty and
satisfaction:

Broadly-defined responsibilities rather than narrowly-defined job functions

Effective and regular performance evaluations, both formally and informally

A corporate emphasis on employee learning, development and growth


14

Wide-ranging employee participation in the organization as a whole.

Typically, a combination of factors influences employees' decisions to stay at their


current job. Contributing factors include satisfying work, a sense of job security, clear
opportunities for advancement, a compelling corporate mission combined with the ability
to contribute to the organization's success, and a feeling that their skills are being
effectively used and challenged. Specifically, employees who enjoy their work identify
themselves with their employer and perceive that the company is flexible regarding work
and family issues also intend to stay with the organization.

In particular, consider the following elements of effective strategies designed to build


satisfaction and retain key employees:

Include opportunities for personal growth and invest heavily in the professional
development of the best people in the organization.

Provide employees with well-defined career paths (including a succession plan),


mentors and tuition reimbursement for job-related education.

Train employees, even if it makes them more attractive to the competition.


Without seeing an opportunity on the horizon, few high potential employees will
stay with a company and allow themselves to grow stagnant.

Acknowledge non-work priorities by recognizing and responding to employees'


needs for greater balance in their lives, since employees will develop loyalty for
organizations that respect them as individuals, not just as workers.

15

Definitions of Employee Satisfaction:


The term Employee Satisfaction was brought to limelight in 1935.the studies conducted
prior to 1933 by Hoppock observed that Employee Satisfaction is combination of
psychological, physiological and environment circumstances that cause a person to say I
am satisfied with my job.
Some of the definitions of Employee Satisfaction:
1

Employee satisfaction is defined as a pleasurable or positive emotional state


resulting from the appraisal of ones job or job experience.

Employee satisfaction is a set of favorable or unfavorable feelings with which


employees view their work.

Employee Satisfaction will be as the amount of overall positive affect (or


feelings) that individuals have towards their jobs.

Who Needs Employee Satisfaction?


We know that we just can't stop "working at it", discovering, creating and sharing
new stuff. We're all so busy psychologically, work has always been one of the most
significant of human experiences. But when for many people sex and relationships are
troublesome since they are often hazardous to our health work plays an even greater role

16

in keeping us "out of trouble." Regardless of how much we earn, most of us have some
kind of agenda or work plan.
And with so many people opening a home and a cyber-office, with mounting levels of
technology-related stress, owner turned content. Many of us end up involved in more
than one job, which we feel compelled to get done, spending the greatest portion of our
lives in what we consider our workplace. So Employee Satisfaction is not some notion of
frivolous luxury. Employee Satisfaction is just as real and useful as virtual reality itself.
Objectives of Quality of Work Life:

To increase in individual productivity, accountability and commitment.

For better teamwork and communication.

For improving the morale of employees.

To reduce organizational stress.

To improve relationships both on and off the job.

To improve the safety working conditions.

To provide adequate Human Resource Development Programs.

To improve employee satisfaction.

To strengthen workplace learning.

To better manage on-going change and transition.

To participate in management at all levels in shaping the organization.

Importance of Quality of Work Life:

17

Improved Quality of Work Life was not considered as important factor in India until
recently as there were important impending factors like resource deficiency,
environmental threats and some services of financial problems.
Quality of Work Life programme has become important in work place for the following
reasons:
1. Increase demands at work
2. Loss of long term employee guarantees
3. The need for enhanced work place skills
4. Greater competition for talent
5. Increased women in work fore

Good quality of Work Life leads to an atmosphere of good impersonal relations and
highly motivated employees who strive for their development. Though monetary benefits
still occupy the first place in the cost of elements like physical working conditions, job
restructuring and job re-designing, career development, promotional opportunities etc. are
gaining importance rapidly. As such, workers expect the management to improve all
these facilities which thereby improve Quality of Work life. If provided with good
Quality of Work Life, employees concentrate more on both individual as well as group
development which in turn leads to overall development.

According to Walton (1975) proposed eight conceptual categories. They are as follows:
o

Adequate and fair compensation

Safe and healthy working conditions

18

Immediate opportunity to use and develop human capacities

Opportunity for continued growth and security

Social integration in the work organization

Constitutionalisation in the work organization

Work and the total life span

The social relevance of work life

According to Herrick & Mac by (1975) have identified four basic principles which
summaries the humanization.
o

The principle of Security

The principle of Equity

The principle of Individuation

The principle of Democracy

Successful organization is turning through the introduction of Quality of Work Life


strategy to the people who work in them to maintain competitive advantage. The benefits
to both management and workers include:
1. Improved organization performance through the development of people.
2. Increased co-operation and team work within and across all the levels of the
organization including movement towards management or trade union
partnership.
19

3. Increased environment in doing a good job .


4. Improved quality performance.
5. Increased commitment to the values and goals of the organization.
6. The anchoring of the development of a quality organization
7. Increased flexibility and responsiveness as the organization moves away from
hierarchical, bureaucratic structures
8. Easier introduction and development of new technology and of few competitive
systems for example, Total Quality Management (TQM) and Just in Time (JIT)
9. Increased worker satisfaction as a result of better jobs and organizational
environment.
10. Increased opportunities for personal learning and growth

WORK LIFE BALANCE


BENEFITS TO THE

WORKLIFE BALANCE
BENEFITS TO THE INDIVIDUAL

ORGANIZATION

Measured

increases

individual

in

productivity,

accountability

More value and balance in


your daily life

and

commitment

Better understanding of what


your best individual work life

Better

teamwork

and

balance is

communication

Increased productivity

Improved relationships both

Improved morale
Less negative organizational

on and off the job


20

stress

Reduced stress

About QWL Strategy:


Improve communication with employees
Strengthen family friendly programs
Provide all employees with Internet access
Increase investment in workplace learning
Improve the effectiveness of supervisors and team leaders
Evaluate the effectiveness of diversity management practices and
Improve ability to manage change and transition

The programs, policies and services through Quality of Work life Programmes:

21

a. Support faculty and staff efforts to manage the competing demands of work and
personal life
b. Support health promotions and wellness
c. Express appreciation for faculty and staff contribution to the university, highlight
outstanding individual contributions and recognize long term commitment.

Quality of Work Life as a process:


As a process Quality of Work Life calls for efforts to release this goal through the
active involvement of people throughout the organization. It is about organization
change

usually

from

control

to

an

Involvement

organization.

The concept of Quality of Work Life views a work as a process of interaction and joint
problem solving by work in people, managers, supervisors and workers.
This process is:
i.

Co-operative rather than authoritarian

ii.

Evolutionary and changing rather than static

iii.

Open rather than rigid

iv.

Informal rather than rule based

v.

Problem solving

vi.

Win-win rather win-lose

22

Quality of Work life programme has become important in the work place for the
following reasons:
o

Increased women in work force

Increased male involvement in dependant care activities

Increased responsibilities for elders

Increased demand at work

Loss of long term employment guarantees

The need for enhanced work place skills

Greater competition for talent

The following are the some of the specific issues in Quality of Work life
o

Pay and stability of employment

Occupational stress

Organizational health programme

Alternative work schedules

Participative management and control of work

Recognition

Grievance procedure

Adequacy of resources

Seniority and merit in promotions

23

Problems of implementing Quality of Work Life programmes:


Bohlander has identified three common problems of implementing Quality of Work
Life programme. The three areas are:

Managerial attitudes

Union influence

Restrictiveness of industrial engineering

Strategies to improve Quality of Work Life:


By implementing some changes, the management can create sense of involvement,
commitment and togetherness among the employees which paves way for better Quality
of Work Life.
a. Job enrichment and Job redesign
b. Autonomous work redesign
c. Opportunity for growth
d. Administrative or organizational justice
e. Job security
f. Suggestion system
g. Flexibility in work schedules
h. Employee participation
Quality of Work life improvements are defined as any activity which takes place
at every level of an organization which seeks greater organizational effectiveness

24

through the enhancement of human dignity and growth. A process through which
the state holders in the organization, management, unions and employees - learn
how to work together better to determine for themselves what actions, changes
and improvements are desirable and workable in order to achieve the win and
simultaneous goals of an improved quality of life at work for all members of the
organization and greater effectiveness for both the company and the unions.

Key elements:
o

Promote human dignity and growth

Work together collaboratively

Participative determine work changes

Assume comparability of people and organizational goals

25

Factors affecting QWL are enumerated below:


Attitude
Environment
Oppourtunities
Nature of the Job
Stress Level
Career prospects
Growth and development
Risk involved and reward
Challenges
Attitude
The person who is entrusted with a particular job needs to have sufficient
Knowledge , required skill and expertise enthusiasm energy level willingness to learn
new things, dynamism sense of belongingness in the organization, involvement in the
job, interpersonal relations adaptability to changes in the situation openness for
innovative ideas, competitiveness zeal ability to work under pressure leadership qualities
and team spirit.
Environment
The job may involve dealing with customers who have varied tolerance level
preferences behavioral pattern level of understanding or it may involve working with
dangerous machines like drilling pipes cranes lathe machines welding and soldering
machines or even with animals where maximum safety precautions have to be observed
which needs lot of concentration alertness presence of mind quick with involuntary
actions synchronization of eyes hands and body sometimes high level of patience
tactfulness empathy and compassion and control over emotions.
Environment
The job may involve dealing with customers who have varied tolerance level ,
preferences behavioral pattern level of understanding; or it may involve working with

26

dangerous machines like drilling pipes cranes lathe machines welding and soldering
machines or even with animals where maximum safety precautions have to ve ovsermed
which needs lot of concentration alertness presence of mind quick with involuntary
actions synchronization of eres hands and body sometimes high level of patience
tactfulness, empathy and compassion and control over emotions.
Stress Level
All these above mentioned factors are inter-related and inter-dependant. Stress
level need not be directly proportional to the compensation. Stress is of different types
mental, Physical and psychological or emotional stress. An MD of a company will have
mental stress a labourer will have physical stress a psychiatrist will have mental stress.
Mental stress and Emotional stress cause more damage than physical stress.
Career Prospects
Every job should offer career development. That is an important factor which
decides the qwl. Status improvement more recognition from the Management
appreciations is the motivating factors for anyone to take keen interest in the job. The
work atmosphere should be conducive to achieve organizational goal as well as
individual development.
Challenges
The job should offer some challenges at least to make it interesting. That enables
an employee to upgrade his knowledge and skill and capabilities; whereas the monotony
of the job makes a person dull, non-enthusiastic, dissatisfied frustrating complacent,
initiative- less and uninteresting.
Growth and Development
If an organization does not give chance for growth and personal development it is
very difficult to retain the talented personnel and also to find new talent with experience
and skill.

27

QWL has increasingly gained recognition as employees want to feel respected at


work for they do and who they are. Literature on QWL is limited and several studies
commonly correlates with job satisfaction but no study on QWL has associated with
career related factors. This empirical study can be done to predict QWL in relation to
career-related dimensions. The result will indicate that three exogenous variables are
significant. That are:
(a)

Career Satisfaction

(b)

Career Achievement

(c)

Career Balance

28

QUALITY OF WORKLIFE AT DECCAN AVIATION


Philosophy
Salaries vary according to the various Branches/Trades, Groups and Ranks .
Salary are fixed at the time of enrolment. Promotion to the next rank is accompanied by
a commensurate increase in salary and promotions are based entirely on time scale
initially and then followed by performance as an individual climbs the hierarchy.
Compensation Structure
Monthly compensation components include:

Gross salary

Annual Benefits

Retirement Benefits

Other Benefits

Gross Salary includes:


Basic Salary :
The Basic Salary is the remuneration that is paid to all employees based on position,
classification and rank. The basic is generally 40% to 45% of the Gross. Other
allowances and perquisites are linked to the basic salary.
House Rent Allowance (HRA) :
HRA is paid monthly to personnel not provided with Service Quarters and is linked to the
Basic

Pay.

HRA

is

25%

to

30%

of

the

gross

salary.

Conveyance Allowance (CA):

29

Conveyance Allowance is given to employees for the purpose of helping them meet the
expenditure incurred pertaining to conveyance in their performance of official duties.
Generally CA is 10% to 15% of Gross.
City Compensation Allowance (CCA)/ Insurgency Allowance:
CCA is an allowance payable, every month; to bear the day to day local expenses based
on the place of posting. This is fixed at 10% of the Gross and shall be as indicated in
their salary structure.
Good Conduct Badge Pay and Other Allowance:
Other Allowances is an additional allowance payable every month to employees and shall
be as indicated in their salary structure. OA is 5% of the Gross.
Annual Benefits:

Statutory Bonus: All personnel employed in DA are eligible to get a statutory


bonus. This bonus is paid annually depending on rank and designation.

Increment: All Personnel are eligible for an annual increment in the month of
July every year.
Retirement Benefits include:

Gratuity: This is a statutory obligation to the employer to pay gratuity to the


employee who is completed 15 years of service(pensionable service) and
unwilling to extend his/her service.

Provident Fund: The Provident Fund is a mandatory savings account made up


of contributions deducted from the employees salary monthly equal to 13.5% of
base pay .The amount is remitted to the Provident Fund Account of the employee.
Thus

the

PF

Account

Employees contribution

at

any

given

time

consists

of:

Interest on balance

Pension

30

Other Benefits:
Free Medical facilities/Medical claim: Medical claim is provided only when no service
medical facility is available.
LTA: All married P Staffs are entitled for LTA annually.
Cash T/A on T/Duty and Permanent Posting
Training and Confirmation:
Training helps the organisation to develop the new recruits and to take
developmental/corrective action at the initial stage of employment. All newly recruited
individual of DA will be on basic training for a period of 6 months from the date of their
enrolment and their trade/branch training depends on their allotted trade/branch.
Employee Benefits:
The following are the Existing Benefits/Best Practices at Ling Technologies:
1. ESI & PF Statutory benefits
2. Survival benefit to all the employees
3. Free medical facility/Medical claim Policy up to 4 family members including
employee (for people not covered under ESI)
4. Free Meal
5. All National Holidays & 2 Restricted Holidays
6. Extensive Departmental Training Programs

31

7. Cultural Celebrations
8. Picnics/Outings
9. AFNET mail ID for any sort of grievances, criticism & suggestions from
employees

Employee Initiated Resignation:


On completion of regular engagement of 20 Years or on obtaining a higher grade
in other Govt organizations depending upon the existing policies. Minimum of 15 yrs of
service including training is considered for pension. On receipt of the Unwillingness
letter, the record office will provide details of procedures, which need to be completed
prior to leaving the organization. You will have to repay the outstanding loan if any and
obtain No-Dues Certificate from the loaning agency and send it to the AF Record Office
through AR Flight before your full and final settlement will be done.
Organization Initiated Separation/Termination:
Termination of service is a conscious act on the part of the organization and
generally results from a disciplinary action, except where it is the termination or nonrenewal of a contract of employment for a specific period. The record office, as directed
by the court of inquiry proceedings, will handle all cases of termination of service and
will ensure compliance with all legal formalities while undertaking these actions.

Leave Policy:
There are 5 types of leaves at Ling Technologies
Annual Leave

32

Casual Leave
Sick Leave
Maternity Leave

Personnel Welfare Programs:


Keeping in mind the need to expand DAs cultural enthusiasm, initiativeness and
employee interaction, in a defined manner, the organization have come up with various
Clubs with the employees taking charge of it.
The various clubs are as follows:
Sports/Recreational Club -For all sporting/recreational activities in the organization
Cultural Club - It takes care of employee recreation and takes responsible for
organizing annual day cultural events.
Community Service Club By this we involve in many activities for social causes like
orphanage visits, Blood donation camps etc.
Grievances:
If there is any problems, complaints or suggestions can intimated to the concern authority
through the respective application and they will assure to take care of it.

33

34

LITERATURE REVIEW
Ryan, Schmitt, and Johnson (1996) investigated similar relationships between
aggregated employee attitudes, firm productivity, and customer satisfaction. The authors
measured these relationships at two points in time from 142 branches of an auto finance
company. Results Page | 5 indicated employee morale was related to subsequent business
performance indicators, customer satisfaction sentiments, and turnover ratios. These
researchers attempted to study the causal relations among the variables; however, their
attempts lead to mostly inconclusive findings. Interestingly, they did find evidence
suggestive of customer satisfaction as a causal influence on morale (a finding that is
opposite of the directionality assumed by the literature).
Gineviius and Vaitknait (2006), the first dimension -involvement- is providing
favorable conditions for all the members of the organization for decision making and
giving various ideas or suggestions. Collaboration is the encouragement of the teamwork
rather than individual work. Transmission of information is defined as the reaching of
new or other important information to the employees in due time. Learning is the process
of the activities to increase the existing knowledge. Care about clients is related with the
satisfaction of the customers. Strategic direction deals with achieving the pre-identified
goals and plans of the organization. Reward and incentive system provides motivation for
the employees. System of control assists the managers in supervising the employees.
Communication is the lifeblood for an organization that builds bridges among the
employees within the organization. Coordination and integration is different from
communication that it ensures to work effectively with the persons from other
departments or groups when carrying out common activities
Hunt (2004), leadership is an influencing process between leaders and the followers and
sometimes the roles are changed between the followers and the leaders, where the
followers also may legitimize and influence the leaders, so it is not only a top-down
process but also exercised sideways, diagonally, and down-up throughout an
organizational hierarchy.

35

Kakabadse, Kouzmin, & Kakabadse, 2002 It is an intangible concept, composes in the


members mind, flourishes there and inspires to the big strategic projects. It is one of the
fundamentals of volunteer working. Although spiritual leaders often espouse the values
such as love, harmony, unity, compassion, peace, truth or honesty; they so often get
instead is greed, cynicism, arrogance, impatience, self-doubt, envy, and moral decline
(Bhatti & Qureshi, 2007) The complexity of environmental changes forces firms to
search more efficient operational exploration for their development process. This means,
increasing the efficiency will play important role in accelerating the development of the
organizations. It is sure that there may be many factors affecting the organizational
effectiveness and one of them is the employee satisfaction. Effective organizations should
have a culture that encourages the employee satisfaction
Miller, (2006) There is no limit for the employees to reach the full satisfaction and it may
vary from employee to employee. Sometimes they need to change their behaviors in
order to execute their duties more effectively to gain greater job satisfaction
(Harter et al., 2002) From a practical vantage, conducting research at the business-unit
and/or organizational level is believed important because this is the level of analysis at
which employees survey data are commonly reported to client organizations Empirical
research at higher level units of analysis (strategic business units or SBUs, across many
organizations, etc.) also afford applied researchers and managers with the opportunity to
establish empirical linkages to salient outcomes that are directly relevant including
profitability, productivity, efficiency, employee turnover, safety, and customer loyalty and
satisfaction.

36

Objectives of the study


Primary:
Since this has been a startup company entering into second year, it wanted to check out
levels of satisfaction before coming up with new policies to take future course of actions.
I was given the task to understand the various aspects related to Employees satisfaction in
the organization.
Halcyon also wanted to make out an external survey in identifying the benefits other
company offers to its Employees and compare those things along with the benefits
offered by the company.
Organization also wanted to know Employees understanding of companys mission and
vision statement.
Company also wanted to check Employees satisfaction levels with their team leaders,
with the Management and within the team members.
Some of the secondary objectives that I identified were:

To measure Employees satisfaction on Compensation and Benefits.

To find out the expectations of Employees from Management.

To compare the desired satisfaction with the actual one.

To compare the satisfaction in different levels i.e. female and male Employees,
juniors and seniors and within different teams.

37

Scope of the study


The study covers all levels of Employees and various aspects of Employees like:
Identifying Employees attitudes towards various attributes at work place.
This study gives us an insight of how Employees see and perceive about Organization.
Interpersonal relations,
Opportunities for career growth,
Compensation and benefits,
Training and development,
Working conditions,
Communications,
These aspects were taken into consideration to measure Employee Satisfaction at deccan
aviation.

38

RESEARCH METHODOLOGY
Research is an art of scientific investigation. The research is to discover answer to
questions through the application of scientific procedures. The research is a careful
investigation or inquiry especially through search of new facts in any branch of
knowledge.
Research is an organized, systematic, data based, critical, objectives, scientific
inquiry or investigations in to a specific problem, undertaken with the purpose of finding
answer of solution to it. Research methodology is a method to solve the research problem
systematically and involves gathering data, use of statistical techniques, interpretation
and drawing conclusions about the research data.
Research design
Research design is the plan, structure and strategy of variance. It is the blue print
for the collection, measurement and analysis of data
Descriptive research design is adopted for analyzing the data. This is defined as
fact findings investigation with adequate interpretation the main purpose of descriptive
research is description of state of affairs, as it exits art present. The researcher has no
control over the variables and they are independents of state of affairs.
The study has been covered based on the following steps:
A) DATA COLLECTION: The data for this study has been collected from the two main
Sources of data namely:

Primary Source of data

Secondary Source of data

PRIMARY SOURCE

39

The required information is collected in the following ways:

Administered a structured questionnaire.

On the basis of observation.

By interacting with the concerned employees.

Tools used for data collection are as follows:

Discussions (Unstructured Discussions)

Questionnaire (Structured Questionnaire)

Unstructured Discussion:
Under this method of data collection the researcher personally interviews the
respondents to gather the information. The respondents are asked to present their views
and opinions about the topic under discussion. The opinions of the respondents are used
as the primary source of information for preparing the study report.

Structured Questionnaire:
It is usually associated with the self-administered tools with items of the closed or
fixed alternative type. The respondents feel greater confidence in the anonymity of
questionnaire than in that of any interview. It places less pressure on the subject of
immediate response. These were the reasons for choosing questionnaire as one of the
tools for data collection.

40

SECONDARY SOURCE
Secondary source is that information that is obtained from those sources other than direct
sources (past history, profile of the organization) and the information is collected through
the mentioned ways.

Organizations Website and Search engines..

Magazines and Journals.

Text books published on Human Resource Management.

Other records.

B) SAMPLE SELECTION:

Target Respondent:
A sample is known as the sub-unit of population which shares the similar features.
The

defence

employees

are

the

target

respondents

of

this

study.

Sample Size:
The number of units in the sample is known as the sample size. The survey is
conducted by taking a sample of 150 personnel. Here, in this context a sample
refers to the employees of the related departments covered by the study

After the selection of sample, the sampling was done based on convenient sampling
method.
C) TOOLS USED FOR THIS STUDY
41

A tool used to conduct the study was Questionnaire consisting of Close-ended


questions(it consists of multiple choices, which offer the respondents with a choice of
specific answers) and Open-ended questions(with no choice but respondents are free to
express their view). By selecting these parameters and measurements , I am confident
that the results will be optimum in this study.

D) TOOLS USED FOR ANALYSIS:

Percentage Analysis
The collected data has been represented in a tabular form and the
percentage for all values are listed in the last row to help deduce accurate results
about each and every analysis.
Percentage = (Number of respondents/Total sample)*100

Chi-Square
The Chi-Square (X) test is used to determine whether there is significant
difference between the expected frequencies and the observed frequencies in
one or more categories.
Formula
X

(O-E)/E

Where
O-Observed frequency in each category
E-Expected frequency in each category
df degree of freedom(n-1)

42

Test of independence
Chi-Square test enables to explain whether or not two attributes are associated and
deducing their significance of association and not their degree of assiciation. For
instance, knowing whether a new medicine is effective in controlling fever or not. Here
we proceed with the null hypothesis that the two attributes(new medicine and control of
fever) are independent which means new medicine is not effective in controlling fever.
On this basis we first calculate the expected frequencies and then work out the value of
chi-square.
Case 1 : If the calculated value of chi-square is less than the table value at a
certain level of significance for degrees of freedom, we conclude that null hypothesis is
true which means new medicine is not effective in controlling fever)
Case 2: If the calculated value is greater than its table value our inference will be
null hypothesis does not hold good means the two attributes are associated.
LIMITATIONS OF THE STUDY

The time taken for my project study was 45 days to gather opinions from the
personnel and the management which was very short.

The study is applicable and limited to a particular place and organization and
hence it may not be applicable for other place of the organization or other
organizations.

One cannot judge the attitude of an individual to be always consistent it may


change from time to time.

43

The data collected other than the questionnaire is from the secondary source and
hence accuracy of interpretation entirely depends on its geneuinety .

CHAPTER 4
DATA ANALYSIS
AND
INTERPRETATIONS

44

DATA ANALYSIS AND INTERPRETATIONS


1.Table showing the age of the respondents
Sl No
1
2
3
4
5
Total

Age

Number

Below 20
21-30
31-40
41-50
Above 50

Respondents
30
50
40
20
10
150

of Percentage(%)
20
33.3
26.7
13.3
6.7
100

35
30
25
20

Below 20

21-30

31-40

41-50

Above 50

15
10
5
0
Percentage(%)
Interpretation
The above table shows that :

20 % of the respondents are at the age group of below 20

33.3% of them are at the age group between 21 and 30

26.7% of them are at the age group between 31 and 40

13.3% of them are between 41 and 50

9.6% of them are at the age group of above 50

2.Table showing the gender of the respondents


Sl No

Gender

Number

of Percentage(%)

45

1
2
Total

Respondents
140
10
150

Male
Female

93.3
6.7
100

100
90
80
70
60
50

Male

40

Female

30
20
10
0
Percentage(%)

Interpretation
The above table shows that :

93.3 % of the respondents are male and rest 6.7 % are female.

Inference

93.3 % of the respondents are male and rest 6.7 % are female.

4.Table showing the category of the respondents


Sl No

Category

Number

of Percentage(%)
46

1
2
3
Total

Respondents
20
120
10
150

Officers
Airmen
Civilians

13.3
80
6.7
100

80
70
60
50

Officers

40

Airmen

Civilians

30
20
10
0
Percentage(%)

Interpretation
The above table shows that :

The major respondents are from airmen category with the response of 80%

13.3 % and 6.7 % are respondent category from Officers and Civilians
respectively

Inference

The highest respondents are from Airmen category ( i.e 80 %) and the least from
Civilian Category ( i.e 6.7%).

5.Table showing the Branch of the respondents


Sl No
1
2
3

Branch

Number

Flying Operations
Maintenance
Administration

Respondents
30
80
40

of Percentage(%)
20
53.3
26.7
47

Total

150

100

80
70
60
50

Flying Operations Maintenance Administration

40
30
20
10
0

Number of Respondents

Interpretation
The above table shows that :

The major respondents are from Maintenance branch with the response of 53.3%

20 % and 26.7 %

of the respondents are from Flying operation and

Administration branch respectively


Inference

The Major respondents are from Maintenance branch ( i.e 80 %) and the lowest
respondents are from Flying Operation branch ( i.e 20%).

6.Table showing the satisfactory level of working at Deccan Aviation


1. How do you feel working at DECCAN AVIATION?
(a) Excellent
Sl No
1
2

(b) Good
Response
Excellent
Good

(c) Satisfactory
Respondents
30
110

(d) Poor
Percentage
20
73.3

48

3
4
Total

Satisfactory
Poor

10
0
150

6.7
0
100

80
70
60
50
40

PE
R
CENT
A
G
E

30
20
10
0
A

Category

Interpretation:
The survey depicts that 73.3% of the employees feel good working with Deccan Aviation and
20%of the employees feel excellent and 6.7% feel satisfactory about working with DA.
Inference:
The survey depicts that most of the employees (73.3%)feel good about working with DA.
So the company should ensure that this percentage increases by providing promising
environment. Hence should show a little more care and concern.
7. What do you like the most about deccan aviation?
(a) Job Profile

(b) Work environment

(c) Growth Opportunities

(d) Compensation & Benefits

Sl No
1
2

Category
Job Profile
Work environment

Respondents
66
34

Percentage
44
22.7
49

3
4
Total

Growth Opportunities
18
Compensation & Benefits 32
150

12
21.3
100

70
60
50
40
Percentage
30

A
B
C

20

10
0

1
Category

Interpretation:
The survey depicts that 44% of the employees of Deccan Aviation like the job profile & 12% of
the employees like growth opportunities.
Inference :
From the above it is clear that most of the employees like job profile. The response for the
growth opportunities is the least. Hence the organization should give more emphasis to growth
opportunities.
8. Which of the following best describes your usual work schedule?
(a) Day shift

(b) Evening / Night shift

(c ) Irregular shifts /on-call

(d) Rotating shifts

Sl No
1
2
3
4
Total

Response
Evening/Night shift
Day shift
Irregular shifts /on-call
Rotating shifts

Respondents
30
100
5
15
150

Percentage
20
66.7
3.3
10
100
50

WORK SCHEDULE
Eve ning shift50

Night shift

40
Day shift
Percentage

30

Irre gular shifts /on-call

20
10

Rotating shifts0

Category

Interpretation:
The survey depicts that 20% of the respondents of Deccan Aviation are willing to work in
evening/night shifts, 66.7% of the employees are interested to work in day shifts , 10% of the
employees like to work in rotating shifts & 3.3% of employees wants to work in irregular shifts.
Inference :
From the above most of the employees are interested to work in Day shifts.

9. How do you rate the work culture in your organization?


(a) Excellent

(b) Very good

(d) Satisfactory

(e) Bad

Sl No
1
2
3
4
5
Total

Response
Excellent
Very good
Good
Satisfactory
Bad

(c) Good

Respondents
29
41
44
36
0
150

Percentage
19.3
27.3
29.3
24
0
100

51

Interpretation:
The survey depicts that 29.3%of the employees felt that there is good work culture in the
organization and 27.3% of the employees felt that work culture is very good and 24%of the
employees felt that the work culture is satisfactory and 19.3% of the employees felt that they
have excellent work culture in the organization.
Inference :
From this, we can say that most of the employees feel that they have good work culture and they
are confident about it.
10. How are the career developmental activities in your organization?
(a) Excellent

(b) Very good

(d) Satisfactory

(e) Bad

Sl No
1
2
3
4
5
Total

Response
Excellent
Very good
Good
Satisfactory
Bad

(c) Good

Respondents
7
43
52
42
6
150

Percentage
4.6
28.7
34.7
28
4
100

52

Interpretation:
The survey depicts that 34.7%of the employees say that the career developmental activities are
good and 28.7%felt it is very good and 28%of the employees felt that it is satisfactory and4%of
the employees felt it is bad and4.6%of the employees felt it is excellent
Inference :
It implies that if management focuses on the particular category i.e. mainly on the career
developmental activities, then the employees can be motivated and be more useful for the
organization.
12. Your main satisfaction in life comes from your work.
(a)Strongly agree (b) Agree (c) Disagree
Sl No
1
2
3
4
Total

Response
Strongly agree
Agree
Disagree
Strongly Disagree

(d) Strongly Disagree

Respondents
39
79
32
0
150

Percentage
26
52.7
21.3
0
100

53

Interpretation:
The survey depicts that
52.7%

of

the

employees agreed that


satisfaction comes from
work and 21.3%of the
employees
and

disagreed

26%of

employees

the
strongly

agree that there is job


satisfaction.
Inference:
From this we can say that the majority of the employees of DA have agreed that the main
satisfaction comes from work and it can be further improved.

14. The work profile gives you an opportunity to develop special abilities
(a) Very true
Sl No
1
2
3
4
Total

(b) Some what true


Response
Very true
Some what true
Not too true
Not at all true

(c) Not too true


Respondents
42
58
39
11
150

(d) Not at all true


Percentage
69.72
38.7
26
7.3
100

54

Interpretation:
The survey depicts that 69.72% of the employees feels that work profile gives an opportunity to
develop special abilities is very true and 38.7%of the employees feels that it is somewhat true &
26% of the employees feel that it is not too true and 7.3% of the employees feel that it is not at
all true.
Inference:
From this we can say that the majority of the employees of DA are agreed to the fact that their
work profile gives an opportunity to develop special abilities.
18. How hard is it to take time off during your work to take care of personal or family
matters?
(a) Not at all hard
Sl No
1
2
3
4
Total

(b) Not too hard


Response
Not at all hard
Not too hard
Some what hard
Very hard

(c) Some what hard


Respondents
30
63
51
6
150

(d) Very hard


Percentage
20
42
34
4
100

55

Interpretation:
The survey depicts that 32.7% of the employees feel that it is not too hard to take care of family
matters & 38 %of the employees feels that it is some what hard to take care of family matters
and 15.3% of the employees feels that it is not at all hard & 14% of the employees feel that it is
very hard to take care of family matters.
Inference
From this we can say that the majority of the employees of DA are able to manage personal &
family matters efficiently.
20. In general, how would you describe relations in your work place between
management and employees?
(a) Very good

(b) Quite good

(d) Quite bad

(e) Very bad

Sl No
1
2
3
4
5
Total

Category
Very good
Quite good
Neither good nor bad
Quite bad
Very bad

(c) Neither good nor bad

Respondents
63
60
27
0
0
150

Percentage
42
40
18
0
0
100

56

Interpretation:
The survey depicts that 42% of the respondents describes relationship between management and
employees are very good and 40%of the respondents states that the relationship is quite good and
18%describes neither good nor bad.
Inference :
It is concluded that relationship between management and employees can be further improved
for better output.

57

24. Does the management maintain quality circles according to the norms and standards
of the employees?
(a) Yes
Sl No
1
2
Total

(b) No
Category
Yes
No

Respondents
141
9
150

Percentage
94
6
100

Interpretation:
It is revealed that 94%of the employees say that the management maintains quality circles and
6%say that management doesnt maintain quality circles.
Inference
Majority of the employees are satisfied with the management as it maintains quality circle and it
can be improved.

25. Do you think that the organization is paying you fairly and reasonably?

58

(a) Strongly agree

(b) Agree

(d) Disagree

(e) Strongly disagree

Sl No
1
2
3
4
5
Total

Category
Strongly agree
Agree
Satisfactory
Disagree
Strongly disagree

(c) Satisfactory

Respondents
21
75
51
3
0
150

Percentage
14
50
34
2
0
100

Interpretation:
The survey depicts that 50%of the employees agree that the organization is paying fairly
&reasonably and 34%of the employees satisfied and 14%are strongly agree and2%of the
employees disagree.
Inference:
The organization should have a relook at the pay packages.
26. Is the compensation paid to you is sufficient for providing a satisfactory standard of
Living?
(a) High

(b) Average

(c) Low

59

Sl No
1
2
3
Total

Category
High
Average
Low

Respondents
15
123
12
150

Percentage
10
82
8
100

Interpretation:
From the survey 82% of the employees say that the compensation paid by the
Organization is average for the standard of living and 10% say that it is high and 8% of
the employees felt that it is low in maintaining standard of living.
Inference:
Majority of employees say that the compensation is average for their standard of living.
The management has to focus on this category. So that it can be improved further

27. Do you feel that there is job security in your organization?


(a) Strongly agree

(b) Agree

(d) Disagree

(e) Strongly disagree

Sl No
1

Category
Strongly agree

(c) Satisfactory

Respondents
42

Percentage
28

60

2
3
4
5
Total

Agree
Satisfactory
Disagree
Strongly disagree

78
30
0
0
150

52
20
0
0
100

Interpretation:
From the survey 52% of the employees agreed that there is job security in the
organization and 28% of employees strongly agreed and 20% of employees are satisfied
with job.
Inference :
Hence, it indicates that there is job security in the organization.

61

29.Are you satisfied with the level of safety measures?


Sl No
1
2
Total

Response
Yes
No

No of Respondents
141
9
150

Percentage
94
6
100

SAFETY MEAUSRES

A
B

Interpretation:
It is revealed that 94%of the employees say that the management maintains adequate safety
measures and 6% are not satisfied with the existing safety level.
Inference
Majority of the employees are satisfied with existing safety measures.

62

30. What are rewards given for good performance of the team?
(a) Commendation

(b) Promotion

(c) Job enrichment

(d) Any other specify

Sl No
1
2
3
4
Total

Category
Commendation
Promotion
Job enrichment
Any other specify

Respondents
54
75
21
0
150

Percentage
36
50
14
0
100

Interpretation:
From the survey 50% of the employees have chosen promotion, 36% have chosen
commendation and 14% have chosen as job enrichment.
Inference:
From the above we calculated that 50% of employees chosen as promotion in lieu of their
good performance. Rewards system should be improved further to gear up the activities.

31. Is your performance being monitored periodically?


(a) Yes

(b) Could be

(c) No

63

Sl No
1
2
3
Total

Category
Yes
Could be
No

Respondents
132
17
0
150

Percentage
88
12
0
100

Interpretation:
The survey depicts that 88% of the employees say that their performance is being
monitored periodically and 12% of the employees are not sure about it.
Inference:
Most of the employees say that the performance being monitored periodically.

64

32.Are the promotion policies fair and transparent?


Sl No
1
2
Total

Response
Yes
No

No of Respondents
147
3
150

Percentage
98
2
100

FAIR AND TRANSPARENT PROMOTION POLICY

A
B

Interpretation:
It is revealed that 98%of the employees are satisfied with the existing promotion policies and 2%
are not satisfied
Inference
Majority of the employees are satisfied with existing promotion policies and also the difference
of opinion can be considered for any valid inputs.

33. What helps positive attitude towards the job?

65

(a) Nature of the job

(b) Working with colleagues

(c) Recognition of effort

(d) Development opportunities

(e) Pay and conditions

(f) Others (mention)____________________

Sl No
1
2
3
4
5
6
Total

Category
Nature of the job
Working with colleagues
Recognition of effort
Development opportunities
Pay and conditions
Others (mention)

Respondents
45
21
57
15
12
0
150

Percentage
30
14
38
10
8
0
100

Interpretation:
From this survey it is found that 38% of the respondents feel that there is positive
attitude towards recognition of effort and 30% towards nature of the job and 14%
working with colleagues and 10% of the employees towards development opportunities
and 8% felt that pay and condition is one of the reasons towards positive attitude.
Inference:
Therefore, there is positive attitude towards recognition of efforts and nature of the job.
35.. How do you rate the employee welfare programs in your organization?
(a) Excellent
Sl No

(b) Very good


Category

(c) Good

(d) Satisfactory

Respondents

Percentage
66

1
2
3
4
Total

Excellent
Very good
Good
Satisfactory

9
36
75
30
150

6
24
50
20
100

Interpretation:
From the survey, 50% of the employees are agreeing that the employee welfare
programmes are good and 24% of employees felt very good and 20% of employees are
satisfied and 6% felt excellent with the welfare programs of organization.
Inference:
It implies to continue the same and improve it if there is any scope.

36. What could improve the quality of your work life?


(a) More suitable working hours

(b) Better pay and conditions

(c) Better development/promotional activities

(d) Better management

(e) Other

(f) None of the above

Sl No
1
2

Category
More suitable working hours
Better pay and conditions

Respondents Percentage
27
18
48
32
67

3
4
5
6
Total

Better development/promotional activities


Better management
Other
None of the above

45
30
0
12
150

30
12
0
8
100

Interpretation:
From the survey, 32% of the employees feel that better pay & conditions could improve
quality of work life & 30% feel that better development & 18% of the employees are of
the opinion that more suitable working hours will improve quality of work life & 12%
feel that better management & 8% of the employees feel none of the above.
Inference :

From the above most of the employees felt that better pay and conditions

improve the quality of work life.


37. How important do you consider the following?
More flexible working hours
More flexible working hours
Sl No
1
2
3
Total

Category
Very Important
Fairly Important
Not Very Important

Respondents
84
51
15
150

Percentage
56
34
10
100

68

Interpretation:
From the above, we can say that 56%of the employees feel that more flexible hours are very
important and 34%of the employees feel that it is fairly important and 10%of the employees of
the opinion that it is not very important.
Inference:
Therefore, majority of the employees of DA feel that more flexible working-hours are
necessary.

Chi Square Analysis


Category Vs Motivation
Category

Motivation

69

Very Low

Low

Average

High

Very High

Total

Officers

16

20

Airmen

40

58

21

120

Civilians

10

Total

59

66

24

150

70

Category Vs Job Satisfaction

Job Satisfaction

Strongly
Disagree

Disagree

Strongly
Agree

Agree

Category
Total

Officers

14

20

Airmen

22

69

29

120

Civilians

10

Total

39

79

32

150

71

Category Vs Compensation

Strongly
Disagree

Disagree

Satisfactory

Agree

Compensation
Strongly Agree

Category

Total

Officers

13

20

Airmen

67

48

120

Civilians

10

Total

21

75

51

150

72

Much more
than I deserve

Somewhat
more I deserve

Relatively I
deserve

Somewhat less
than I deserve

Recognition
Much less
than I deserve

Category

Total

Officers

20

Airmen

38

30

45

120

Civilians

10

Total

45

40

55

10

150

Category Vs Recognition

73

Employees Opinions:
1. Satisfactory of working conditions
2. Overall Quality of Work Life is good in the organization, giving satisfactory
opportunity of individual growth and better professional environment
3. The work life is good, its encouraging and better place to work with healthy
environment.
4. Employee relations are good and management consideration towards employees
health is impressive and work pressure is considerably less.
5. By giving excellent training, by providing flexible working hours, by working
with concentration and hard work, by providing guidelines to juniors, these
activities will improve Quality of Work Life.
6. Good co-ordination between team leaders and team members.
7. Better management leads to better work culture.
8. Communication gap between management and employees should get reduced.

74

Employee Suggestions:
1. Motivation of the employees is very important to reach the ultimate goal. It
increases job satisfaction of the employees.
2. Recognition of the skills leads to achieve the organizations goals in broader view.
3. To conduct departmental meetings with team leaders and managers to know how
work flows in departments.
4. The success of any organization is highly dependent on how it attracts recruits,
motivates and retains its work force. Todays organization needs to be more
flexible so that they are equipped to develop the required quality of work force
and enjoy their commitment.
5. Organizations are needed to adopt a strategy to improve the employees QWL to
satisfy both employee objectives and organization objectives.
6. The best way of increasing QWL is to compensate employee at par with the
corporate industry and create a comfortable work culture.
7. Other facilities must be reviewed and efforts should be made to include each
individual in the organizational growth.

75

8. Recognition and individuals efforts and freedom to express individual views


relating to work is to be needed. Transparency is also important thing to improve
QWL.

FINDINGS AND CONCLUSIONS


The following are the Findings and Conclusions of the study:
a. Most of the employees covered under my study have not been found to be feeling any
stress in the job related and working environment.
b. The employees in general felt that the work culture in the company is good.
c .It has been an interesting revelation that there is no employee in Ling Technologies, is
working here just for the sake of the job and most of the employees are comfortable with
Ling Technologies, but also feeling proud of being in Ling Technologies.
d. The Ling Technologies training and development modules have been developed in a
systematic way where in employee training need is assessed and met timely i.e. they are
trained in due course.
e. Coming to study of

personal attitudes, the employees have been found to be

optimistic, sincere and they never try to avoid work.

76

f. The employees working in the company

are able to satisfy and achieve the

organizational goals through their experience completely.


g. The employees working with Ling Technologies are confident to say that they know
about their duties and responsibilities, as such there is no role conflict or role ambiguity.

h. The employees of Ling Technologies are fully satisfied with the grievance settlement
procedure.
It would be observed from the foregoing that most of the employees are
satisfied with the Quality of Work Life at Ling Technologies and also with the
compensation packages, leave policies, training and development programs, performance
appraisal systems which are in accordance with their expectations.
RECOMMENDATIONS
The following are the recommendations which are based on my findings:

It is better to keep employees aware of the company goals, vision, mission and
keep them informed of all the changes taking place in the company then it would
definitely go a long way in the efficiency of the employees.

There should be no communication gap between the Team leader and Group
members. The communication flow must be smooth to maintain cordial relations
in the organization.

It is better to take timely preventive measures that the work would not be
overloaded and maintain better Quality of Work Life.

77

The efforts to further improve the work culture in the organization should be
continued.

The training and development programs can also be more effectively planned and
implemented.

The quality of working lunch need to be improved.

Annexure
QUESTIONNAIRE
Personal Data
1.

Name

2.

Age group

Below 20 ( ) 21-30 ( )
41-50 ( )

Above 51 ( )
Female ( )

3.

Gender

Male

( )

4.

Marital Status

Married ( )

Unmarried ( )

5.

Category

Officer ( )

Airmen ( )

6.

Branch

Flying Operations ( )
Maintenance

( )

31-40 ( )

Civilian ( )

Administration ( )

Working Environment

78

7. How do you feel working with Deccan Aviation?


(a) Excellent

(b) Good

(c) Satisfactory

(d) Poor

8. What do you like the most about Deccan Aviation?


(a) Job Profile

(b) Work environment

(c) Growth Opportunities

(d) Compensation & Benefits

9. Which of the following best describes your usual work schedule?


(a) Evening shift

(b) Night shift

(c) Day shift

(d) Irregular shifts /on-call

(e) Rotating shifts

Job Satisfaction and personality development


10. How do you rate the work culture in your organization?
(a) Excellent

(b) Very good

(d) Satisfactory

(e) Bad

(c) Good

11. How are the career developmental activities in your organization?


(a) Excellent

(b) Very good

(d) Satisfactory

(e) Bad

(c) Good

12. Your main satisfaction in life comes from your work.


(a)

Strongly

(c) Disagree

agree

(b)
(d) Strongly Disagree

13. The work profile gives you an opportunity to develop special abilities
(a) Very true

(b) Some what true

(c) Not too true

(d) Not at all true

79

Agree

Training and Development


Sl

Question

No
15

Strongly

Agree

Neutral

Disagree

Agree
have

received

Strongly
Agree

the

training effectively and


16

efficiently
Training Programs helps
the personnel to achieve
the required skill for
Performing

the

job

efficiently

Stress Level
Sl

Question

No
17

My job requires that I

18

should work very fast


Amplified

Strongly

Agree

Agree

Neutral

Disagree

Strongly
Agree

responsibilities gives me
more mental pressure
Liberty/Freedom
19. During your work do you normally work as part of a team or work mostly on your
own
(a)
(b)

Yes, I work as part of a team


No, I work mostly on my own

( )
( )

80

20. How hard is it to take time off during your work to take care of personal or family
matters?
(a) Not at all hard

(b) Not too hard

(c) Some what hard

(d) Very hard

20. Does the management maintain quality circles according to the norms and standards
of the employees?
(a) Yes

(b) No

21. In general, how would you describe relations in your work place between
management and employees?
(a) Very good

(b) Quite good

(d) Quite bad

(e) Very bad

(c) Neither good nor bad

Compensation and Rewards


22. Do you think that the organization is paying you fairly and reasonably?
(a) Strongly agree

(b) Agree

(d) Disagree

(e) Strongly disagree

(c) Satisfactory

23. Is the compensation paid to you is sufficient for providing a satisfactory standard of
Living?
(a) High

(b) Average

(c) Low

24. What are rewards given for good performance of the team?

81

(a) Commendation

(b) Promotion

(c) Job enrichment

(d) Any other specify

25. Is your performance being monitored periodically?


(a) Yes

(b) Could be

(c) No

26. What helps positive attitude towards the job?


(a) Nature of the job

(b) Working with colleagues

(c) Recognition of effort

(d) Development opportunities

(e) Pay and conditions

(f) Others (mention) ____________________

Welfare
27. How do you rate the employee welfare programs in your organization?
(a) Excellent

(b) Very good

(c) Good

(d) Satisfactory

28. What could improve the quality of your work life?


(a) More suitable working hours

(b) Better pay and conditions

(c) Better development/promotional activities

(d) Better management

(e) Other

(f) None of the above

Safety
29. Are you satisfied with the present level of safety measures

Sl

(a)

Yes

(b)

No

Question

No

Strongl
y

Agree

Neutral

Disagree

Strongly
Agree

Agree
30

The safety of personnel is a


highest priority

82

Sl
No
31

Question

Strongly Agree

Neutral

Agree

Disagree

Strongly
Agree

My job requires that I keep


learning new things and not

32

monotonous
I feel that working for the
organization will lead to

achieve my personal goals.


Career prospects and development

31. How important do you consider the following?


Very Important

Fairly

Not Very Important

Important
More flexible working hours
Development of occupational
healthcare
Hike in pay
Increase
in

training

opportunities
Learning new things
Appreciation of work
32. Your opinions and suggestions regarding quality of work life in the organization?

83

Thank you

BIBLIOGRAPHY

84

Books:

Decenzo & Robbins Human Resource Management, Johnwilley 1998

Biswajeeet Pattanaya, Human Resource Management, PHI-2201

Mirza S Saiyadain - Human Resource Management, TMH-2001

P.Subba

rao

Human

resource

management

,HPH-2003

Journals:

ICFAI Journal of Management

The Indian Management

Websites:

www.ling-tech.com

www.humanresouces.uce.edu

Search Engines:

www.google.com
www.dogpile.com

85

You might also like