CHAPTER-I

INTRODUCTION

1
 INTRODUCTION
\
Employees at the grass root level experience a sense of frustration because of
low level of wages, poor working conditions unfavorable Terms of employment, by
their superiors and the like where as managerial personnel feel frustrated because of
alienation over their conditions of employment, inter-personnel Conflicts, role
Conflicts, job pressures, lack of freedom in work, Absence of challenging work etc....

Job discontent and job pressures have their substantial effect on employees
health in the form of reduction in general happiness, increase in smoking drinking and
putting on excessive body weight etc....Frustration also be due to absence of
recognition, tedious work, unsound relations with co-workers, poor working
conditions, low self esteem, occupational stress, work heavy load, monotony, Fatigue,
time pressures, lack of stability and security etc. in view of the contemporary
managerial problems, the present day employees are much concerned about high
wages, better benefits, challenging jobs etc...

MEANING:
In the recent past, the tense “quality of work life “has appeared in research
journals and the press with remarkable regularity. Despite this, there is no general
definition of the concept it has become a casual phrase encompassing whatever
improvement in general organization climate the practitioner or researcher has
observed.

However some attempts were made to describe the tense QWL.It refers to the
favorableness or unfavorableness of a job environment for people. QWL means
different things to different people. J. Richard and. LOY defines QWL as “the degree
to which members of a work organization are able to satisfy important personal needs
through their experience in the organization.

2
DEFINITION:

QWL improvements are defined as any activity, which take place at every
level of and organization, which seeks great organizational effectiveness through
enhancement of human degree and growth........ a process through which stake hold
ness 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 twin and
simultaneously goal both the company and the unions.

There are some benefits by enriching jobs they are

 Growth of the individual.

 And they have better job satisfaction.

 Self actualization of the individual.

 Better employee performance for the organization.

 Organization gets intrinsically motivated employees.

 Less absenteeism, turnover and grievances for the organization.

 Full use of human Resource for society.

 QWL shows the effectiveness of the employees interpersonal communication

skills, career counseling.

In which both organization and employees are benefited through this adoption
of quality of work life.

3
NEED FOR THE STUDY

The success of any organization is highly dependent and how it attracts,

recruits, motivates and retains its work force. Today organization needs to be more
flexible so that they are equipped their work force and enjoy their commitment.
Therefore organizations are required to adopt a strategy to improve the employees
‘quality of work life’. To satisfy both the organizational objectives and employees
needs. One of the ways to accomplishing QWL is through job design. In which it is
having some options for improving the job design.

 Leave the job as is, but the employees more.

 Mechanized and automate the routine jobs.

 And the Area that organization development loves-re-design the job.

Where by adopting QWL there are two spectrums to follow job-enlargement

and job-enrichment. Where job enlargement is more variety of tasks and duties to the
job in which these tasks are performed by the employees. This can also be
accomplished by job rotation and job-enrichment on the other hand adds additional
motivators where it adds depth to the job more control, responsibility and discretion to
how the job is performed.

SCOPE OF THE STUDY

The study with the prime objectives of ascertaining the employees towards the
Quality of work life program, which are required to perform their jobs effectively. In
Kesoram. The studies include managers and employees.

4
OBJECTIVES OF THE STUDY

These are the Objectives which I have been thought from the Company:

 To understand core values of CAPITAL IQwith respect to HR.

 To know what company contributing for the QWL.

 To evaluate the effectiveness and understand the perception of employees

towards the QWL.

 To suggest measures for further improvement of QWL.

5
METHODOLOGY OF THE STUDY

Nature of study

The study was totally a fact –finding study. The main aim of this is to identity
and evaluates the training and development program given to the employees working
in KESORAM.

Study Area

The study has been conducted in CAPITAL IQ

Sample Design

A sample design is definite plan determined before data was actually collected
for obtaining a sample from given population. In this study random sampling is used.
This sampling method involves purposive or deliberate selection of particular units of
the population for constituting a sample, which represents the population

Sample size :

The sample size taken for survey includes 100 employees. The sample takes
into consideration / constitutes all the managers and programmers in organization.

Collecting the data

In dealing with any problem it is often found that data at hand are inadequate,
and there fore it becomes necessary to collect data that are appropriate. These are
several ways of collecting the appropriate data, which defer considerably in context of
time and other Resources. Here for the purpose of study two kinds of data has been
used.

6
1. Primary data

2. Secondary data

1. Primary Data

The primary data are those, which are collected afresh for the first time, and
thus happens to be original in character, with reference to this study, data is collected
through.

A) Questionnaire
B) Interview method

A) Questionnaire Method
Data is gathered by distributing Questionnaire to managers and employees.
Questionnaire in prepared and pre-tested before using it for data collection.
Questionnaire is a structured one, consisting of questions, which are close-ended
having fixed response pattern with multiple answers.

b) Interview method

The study also includes obtaining information from knowledgeable persons.

This interview is an informal or unstructured one with competent and articulate
individuals, employees and professionals of the organization.

2 . Secondary data

The secondary data are those that are already available, i.e. they refer to the
data, which have already been collected and analyzed by some one else. Secondary
data is gathered from the organization catalogues, journals and books.

7
IMPORTANCE /SIGNIFICANCE OF QUALITY OF WORK LIFE:

Quality of work life programs has become important in the work place for the
following reason

 Increased women in the work force

 Increased male involvement in dependent care (child and elder) Activities

 Increased responsibility for elder

 Increased demands at work

 Loss of long term employment guarantees

 The need for enhanced work place skills

 Increased competition for the best student and talent for education and
research environment

 Greater competition for talent.

LIMITATIONS OF THE STUDY

1. Firstly the respondents were not available readily and the data were collected
as per the convenience of the respondents.

2. Secondly the sample of 100 respondents was given by the organization; hence
appropriate sample technique was not applied for selecting the respondents.

3. Thirdly, time is also one of constraints. Duration of 45 days is not sufficient to

cover all the aspects of the study.
For the above limitation the study conducted may not give the true
representation of the entire organization.

8
 CHAPTER-II
INDUSTRY PROFILE
&
COMPANY PROFILE

9
Standard & Poor's (S&P) is a division of McGraw-Hill that publishes financial
research and analysis on stocks and bonds. It is well known for the stock market
indexes, the US-based S&P 500, the Australian S&P/ASX 200, the Canadian
S&P/TSX, the Italian S&P/MIB and India's S&P CNX Nifty.

Business description

New York headquarters

Standard & Poor's operates as a financial services company. Its products and services
include credit ratings, equity research, S&P indices, funds ratings, risk solutions,
governance services, evaluations, and data services. The company’s division, Capital
IQ, provides information and workflow solutions to financial institutions, advisory
firms, and corporations.

Capital IQ provides integrated financial information and technology solutions,

including auditable company financials, a screener combining financial and
nonfinancial items, an integrated public and private capital market database, and
various relationship development tools. The company serves institutional
professionals, financial institutions, corporations, financial advisors, and individual
investors worldwide.

Corporate history

Standard & Poor's traces its history back to 1860, with the publication by Henry
Varnum Poor of History of Railroads and Canals in the United States. This book was
an attempt to compile comprehensive information about the financial and operational
state of U.S. railroad companies. Henry Varnum went on to establish H.V. and H.W.
Poor Co with his son, Henry William, and published updated versions of this book on
an annual basis.

In 1906 Luther Lee Blake founded the Standard Statistics Bureau, with the view to
providing financial information on non-railroad companies. Instead of an annually
published book Standard Statistics would use 5" x 7" cards, allowing for more
frequent updates.

10
In 1966 S&P was acquired by The McGraw-Hill Companies, and now encompasses
the Financial Services division.

Credit ratings

Standard & Poor's, as a credit rating agency (CRA), issues credit ratings for the debt
of public and private corporations. It is one of several CRAs that have been
designated a Nationally Recognized Statistical Rating Organization by the U.S.
Securities and Exchange Commission.

It issues both short-term and long-term credit ratings.

Long-term credit ratings

S&P rates borrowers on a scale from AAA to D. Intermediate ratings are offered at
each level between AA and CCC (i.e., BBB+, BBB and BBB-). For some borrowers,
S&P may also offer guidance (termed a "credit watch") as to whether it is likely to be
upgraded (positive), downgraded (negative) or uncertain (neutral).

Investment Grade

 AAA : the best quality borrowers, reliable and stable (many of them
governments)
 AA : quality borrowers, a bit higher risk than AAA
 A : economic situation can affect finance
 BBB : medium class borrowers, which are satisfactory at the moment

Non-Investment Grade (also known as junk bonds)

 BB : more prone to changes in the economy

 B : financial situation varies noticeably
 CCC : currently vulnerable and dependent on favorable economic conditions
to meet its commitments
 CC : highly vulnerable, very speculative bonds
 C : highly vulnerable, perhaps in bankruptcy or in arrears but still continuing
to pay out on obligations

11
  CI : past due on interest
 R : under regulatory supervision due to its financial situation
 SD : has selectively defaulted on some obligations
 D : has defaulted on obligations and S&P believes that it will generally
default on most or all obligations
 NR : not rated

Short-term issue credit ratings

S&P rates specific issues on a scale from A-1 to D. Within the A-1 category it can be
designated with a plus sign (+). This indicates that the issuer's commitment to meet its
obligation is very strong. Country risk and currency of repayment of the obligor to
meet the issue obligation are factored into the credit analysis and reflected in the issue
rating.

 A-1 : obligor's capacity to meet its financial commitment on the obligation is

strong
 A-2 : is susceptible to adverse economic conditions however the obligor's
capacity to meet its financial commitment on the obligation is satisfactory
 A-3 : adverse economic conditions are likely to weaken the obligor's capacity
to meet its financial commitment on the obligation
 B : has significant speculative characteristics. The obligor currently has the
capacity to meet its financial obligation but faces major ongoing uncertainties
that could impact its financial commitment on the obligation
 C : currently vulnerable to nonpayment and is dependent upon favorable
business, financial and economic conditions for the obligor to meet its
financial commitment on the obligation
 D : is in payment default. Obligation not made on due date and grace period
may not have expired. The rating is also used upon the filing of a bankruptcy
petition.

12
Stock market indices

Standard & Poor's publishes a large number of stock market indices, covering every
region of the world, market capitalization level, and type of investment (e.g. indices
for REITs and preferred stocks)

These indices include:

 S&P 500 -- value weighted index of the prices of 500 large-cap common
stocks actively traded in the United States.
 S&P 400 MidCap Index[citation needed]
 S&P 600 SmallCap Index[2]

Publications

Standard & Poor's publishes a near-weekly (48 times a year) stock market analysis
newsletter called The Outlook which is issued both in print and online to subscribers.

Criticism

See also: Credit rating agency#Criticism

Credit rating agencies such as Standard & Poor's have been subject to criticism in the
wake of large losses beginning in 2007 in the collateralized debt obligation (CDO)
market that occurred despite being assigned top ratings by the CRAs.

Credit ratings of AAA (the highest rating available) were given to large portions of
even the riskiest pools of loans. Investors, trusting the low risk profile that AAA
implies, loaded up on these collateralized debt obligations (CDOs) that later became
unsellable. Those that could be sold often took staggering losses. For instance, losses
on $340.7 million worth of collateralized debt obligations (CDOs) issued by Credit
Suisse Group added up to about $125 million, despite being rated AAA by Standard
& Poor's.

It is also worth mentioning that Standard & Poor's apparently failed to predict the
bankruptcy of all the largest Icelandic banks and a weaker position of the Icelandic

13
Government in 2008, a country that had a very high rating until its economy suddenly
collapsed.

Companies pay Standard & Poor's to rate their debt issues. As a result, some critics
have contended that Standard & Poor's is beholden to these issuers and that its ratings
are not as objective as they should be.

In April 2009 Standard & Poor's called for "new faces" in the Irish Government,
which was seen as interfering in the democratic process. In a subsequent statement
they said they were "misunderstood."

14
COMPANY PROFILE

15
 COMPANY PROFILE

We help our clients achieve more by providing them with deep information on the
companies, markets, and people that matter to them along with tools that greatly
simplify their workflow. We founded our business in 1999, and we now work with
well over 4,200 client firms including many of the world's most successful investment
banks, investment management firms, private equity firms, universities, consultants,
and corporations.

We strive to deliver a total experience to our clients. Through our product suite of
Capital IQ Platform, Compustat, ClariFI, SystematIQ, and MMD, we offer an array of
powerful applications for desktop research, screening, real-time market data,
backtesting, portfolio management, financial modeling, and quantitative analysis. We
listen to our clients and build information tools that address their needs, and follow
through on our commitments with relentless client focus and responsiveness. We are
constantly developing and introducing new enhancements that refine our value
proposition.

As a unique Standard & Poor's business, Capital IQ has a distinct advantage of being
nimble and innovative while having the resources of a large, successful organization.
Our goal is to be the world's leading provider of financial and business information
solutions.

Capital IQ Real-Time enables you to view market activities as they unfold, and
dynamically analyze their impact on your portfolio or watch lists. Available as an
add-on to the Capital IQ Platform, Capital IQ Real-Time provides streaming quotes,
news, charts and market views alongside the full complement of ticker-specific
fundamentals available in the Capital IQ Platform. Coverage includes stocks, indices,
mutual funds, futures, options, currencies, and commodities in markets worldwide.
Capital IQ Real-Time is ideal for analysts, portfolio managers, bankers and other "off-
trading floor" professionals who value an integrated access to real-time market data
and fundamental research tools.

We help our clients achieve more by providing them with deep information on the
companies, markets, and people that matter to them along with web and Excel-based

16
tools that greatly simplify their workflow. We founded our business in 1999, and we
now work with well over 2,400 client firms including many of the world's most
successful investment banks, investment management firms, private equity firms,
consultants, and corporations.

We strive to deliver a total experience to our clients. We listen to our clients and build
information tools that address their needs, and follow through on our commitments
with relentless client focus and responsiveness. Many of us are former investment
bankers, professional investors, and consultants so we have an acute understanding of
our clients and their information needs. Because of this collective experience, we have
developed a series of innovative features that have created tremendous value for our
clients including our: "click through" auditable financials, integrated public and
private capital market database, robust event-driven screener, buyer targeting engine,
Relationship Tree™, Relationship Paths™, and many others. And we are constantly
developing and introducing new enhancements that refine our value proposition.

As a unique Standard & Poor's business, Capital IQ has a distinct advantage of being
nimble and innovative while having the resources of a large, successful organization.
Our goal is to be the world's leading provider of financial and business information
solutions.

Quick Facts:

 Founded in 1999
 Acquired by Standard & Poor's in 2004
 2,500+ Employees
 Headquartered in New York City
 Regional offices in Boston, Chicago, Houston, Los Angeles, San Francisco,
Canada, London, and various locations in India.

The Capital IQ Platform

Capital IQ Platform is a web and Excel-based research product that combines deep
information on companies, markets, and people worldwide with robust tools for

17
fundamental analysis, idea generation, and workflow management. Capital IQ
Platform is deployed at over 2,700 leading investment banks, fund managers, private
capital firms, and corporations. Capital IQ Platform is provided as a hosted service
that users access via an Internet browser.

Capital IQ Platform Summary

Global Company Fundamentals

Research public and private companies

apital IQ serves as the primary information source for tens of thousands of investment
bankers, financial analysts, and fund managers. Combining proprietary research with
select third-party content, Capital IQ provides highly structured profiles of public and
private companies, investment firms, and professionals. Depth of information includes
company financials, relationships among firms and people, biographical and contact
data, transactions, events, securities data, ownership, brokerage estimates, corporate
governance, regulatory filings, and news.

Financial Analytics
Access detailed financials, charts, and more

Tens of thousands of sell-side and buy-side professionals use Capital IQ to drastically

reduce the time it takes to analyze company fundamentals, create charts/reports, and
build various financial models for comparables analysis, valuation analysis,
transaction scenarios, and various other situations. Capital IQ provides more financial
and supplemental data points than any other information source, adjusts for non-
recurring charges to enhance comparability, and has robust "click through" features
that allow users to trace specific items to source documents. Moreover, Capital IQ's
analytical tools are easy to use and incorporate best practice methodologies used by
the world's leading financial institutions.

Capital IQ Excel Plug-In

Utilize Capital IQ data via Microsoft Excel

Building and updating financial models can entail hours of tedious research and data
entry. You can simplify this process by using Capital IQ's Excel Plug-In to quickly

18
populate and update your spreadsheets with financial, market, and company data.
Virtually every data point that Capital IQ collects can be accessed natively within
Excel using easy to use formulas. Also included are LBO, DCF, 27-11, WACC, and
90 other popular model and report types to help jumpstart your analysis. Moreover,
we have a dedicated team that provides extensive model conversion services to help
clients migrate their current models into Capital IQ using our Excel Plug-In formulas.

Research Estimates

View detailed estimates and real-time research

Capital IQ offers a full selection of global estimates. Easily view the mean, consensus
breakdowns, and audit contributors using our click through functionality which links
to the source research report. With over 19,000 companies covered and 600
contributors Capital IQ empowers thousands of buy-side and sell-side professionals
with robust transparent financial information

Research Reports

Access over 10 million documents from 1,000 contributors

Capital IQ's comprehensive AfterMarket Research (AMR) allows for access to over
1,000 brokerage and independent research providers. You can easily locate the
research you need with our robust searching tools and receive email alerts of new
research reports meeting your criteria. Preview reports and view detailed document
synopsis from over 500 contributors in more than 200 countries.

Screening and Targeting

Build lists of companies, stocks, deals, and more

Whether you're screening for investment ideas, finding comparables, or building an

M&A buyer list, Capital IQ's screening and targeting tools will help you quickly
identify relevant companies, people, transactions, events, or securities. Our screening
tools incorporate over 1,300 financial and 400 qualitative criteria so that you build
highly refined lists of ideas. Our targeting tools use complex algorithms to rank

19
potential buyers and investors based on investment criteria, transaction history, and
financials.

Fixed Income

Access details on securities, ratings, capital structure, and more

Capital IQ provides deep insights into 397,000 global fixed income securities
alongside robust company fundamentals. Scope of information includes pricing, terms
and conditions, credit ratings and research, capital structure, credit default swaps,
leveraged loans, municipal debt, and structured finance data as well as the underlying
credit agreements, indentures, and other key documents. Fixed income related data is
thoroughly integrated with Capital IQ's screening, Real-Time, and Excel Plug-In.

Global Transactions Data

Analyze M&A and private/public capital market transactions

Capital IQ provides detailed profiles of 413,000 M&A, private equity, venture capital,
PIPE, spin-off, IPOs, bankruptcies, share buyback programs, and equity/debt public
offering transactions as well as ratings information on 17,900 issuers and 235,000
securities. Our coverage is global with up to 10 years of history.

Global Industries and Markets

See snapshots of industries, regions, and M&A/capital markets

Capital IQ provides a broad range of views to help clients gain high level perspectives
on industries, financial markets, and macroeconomics. Users can quickly get up to
speed on marketplace dynamics, identify trends, and gain valuable insight from
statistics around M&A transactions, equity markets, fixed income markets, indices,
private capital activities, and more. Users also have the option to create custom
industries, indices, and various market views for benchmarking purposes.

Global People Intelligence

Look up executives and investment professionals

20
Capital IQ profiles over 1,700,000 private and public company executives as well as
investment professionals. Each professional in the Capital IQ database has a distinct
profile which can include contact details, biography, education, job functions and
titles, board memberships, compensation, insider activity, and options holdings. All
people profiles are linked to companies and boards with which the person has had any
affiliations so that you can see people connections up to three degrees of separation
using our Relationship Tree and Relationship Paths tools. Moreover, you can overlay
your own contact and relationship data into Capital IQ to leverage these tools

Relationship and Workflow Management

Manage contacts, relationships, and projects

Capital IQ combines key aspects of conventional CRM systems such as contact and
activity management with powerful market intelligence-driven tools such as
Relationship Paths™ and Relationship Tree™ to enable end-users to significantly
improve relationship coordination and decision-making. Capital IQ is "preloaded"
with highly detailed information on hundreds of thousands of companies, investment
firms, and executives. Integrated with this data is a broad range of tools that enable
end-users to efficiently manage, track, and leverage relationships that are relevant to
their business.

Portfolio Analytics

Analyze portfolio performance and generate reports

Capital IQ's Portfolio Analytics module lets you assess the performance of your
investments and their overall impact on your portfolio's returns. Available as an add-
on to the Capital IQ Platform, the Portfolio Analytics module employs robust
attribution and charting tools coupled with detailed reporting to examine portfolio
performance, weights, and characteristics that drive active return. The Portfolio
Analytics module grants you the range of analytics and the flexibility necessary to
gain valuable insight into your investments, strategy, and overall performance.

21
Capital IQ Real-Time
Get streaming market data and news

Capital IQ Real-Time enables you to view market activities as they unfold, and
dynamically analyze their impact on your portfolio or watch lists. Available as an
add-on to the Capital IQ Platform, Capital IQ Real-Time provides streaming quotes,
news, charts and market views alongside the full complement of ticker-specific
fundamentals available in the Capital IQ Platform. Coverage includes stocks, indices,
mutual funds, futures, options, currencies, and commodities in markets worldwide.
Capital IQ Real-Time is ideal for analysts, portfolio managers, bankers and other "off-
trading floor" professionals who value an integrated access to real-time market data
and fundamental research tools.

Enabling High-Performers

Capital IQ, a Standard & Poor's business, delivers comprehensive fundamental and
quantitative research and analysis solutions to over 4,200 investment management
firms, private equity funds, investment banks, advisory firms, corporations, and
universities worldwide. Our solutions are based on the Capital IQ Platform,
Compustat, ClariFI, SystematIQ, and MMD products, offering an array of powerful
applications for desktop research, screening, real-time market data, backtesting,
portfolio management, financial modeling, and quantitative analysis. Our simplified
product suite empowers clients to reduce risk, become more efficient, and make better
decisions.

Investment Bank

Deployed at most of the world's leading investment banking firms, Capital IQ is a

complete workflow solution for bankers at all levels. For junior bankers, Capital IQ
minimizes time spent on routine tasks such as sector research, comps analysis,
modeling, buyer lists, charts, pitch books, and company reports. For mid-level
bankers, Capital IQ enables efficient deal coordination from staffing and due
diligence to distribution and tracking. And for senior bankers, Capital IQ is a proven
tool for sourcing ideas and relationships that can lead to transaction opportunities.

22
Fund Manager

Thousands of the world’s leading hedge funds and investment firms employ Capital
IQ’s comprehensive fundamental and quantitative research and analysis solutions.
Providing a unique combination of market data, analytics, research, and relationship
development tools, Capital IQ helps investment professionals minimize the time and
effort required to make sound decisions. Portfolio managers and analysts value
Capital IQ for the highest-quality data, powerful functionality, and ease of use.

Private Capital Firm

Many of the world’s leading private equity and venture capital firms actively use
Capital IQ to enhance deal flow, evaluate opportunities more efficiently, and add
value to portfolio companies. The core of Capital IQ is a rich database that contains
comprehensive information on the vast majority of organizations and professionals
that are relevant to private capital investors. Seamlessly integrated with the database
are hundreds of easy-to-use tools that map to the day-to-day work processes of private
capital investors.

Research Analysts

Capital IQ enables investment research professionals to better understand companies

and industries by providing a unique combination of fundamental data, analytics, and
relationship management tools. Renowned for the highest-quality data, powerful
functionality and ease of use, Capital IQ is designed to help buy-side, sell-side, and
independent analysts minimize the time and effort required to research companies and
sectors, build and maintain financial models, and provide sound investment
recommendations.

Credit Analysts

Capital IQ is a web and Excel-based research platform that combines deep

information on companies, securities, and markets worldwide with robust tools for
fundamental analysis, surveillance, and trend analysis. Capital IQ enables credit
analysts to efficiently evaluate credit quality and monitor ongoing financial,
operating, and market performance of credits in their portfolios. Clients use Capital

23
IQ to simplify their analytical workflow and enhance their processes of generating
fundamental credit opinions, internal credit ratings, and relative value opinions.

Corporate Advisor

Capital IQ provides robust web-based solutions that enable consultants, accountants,

lawyers, and executive recruiters to become more effective and efficient at providing
client service and generating new business. We achieve this by deploying client-
specific solutions based on the Capital IQ Platform, a unique combination of global
private and public capital market data and software applications for research, analysis,
idea generation, and relationship management.

Wealth Manager

Capital IQ enables financial advisors and private bankers to methodically target and
attract new wealth creators. Combining comprehensive and timely information on
companies, people, and liquidity events with a broad range of tools for market
analysis, idea generation, and relationship management, Capital IQ serves as a
powerful business development platform for wealth management professionals. Use
Capital IQ to identify, prequalify, and connect with a whole new universe of
prospective clients.

Corporate Executive

Deployed at many of the world’s leading corporations, Capital IQ is a robust

information platform for gathering competitive intelligence, managing
M&A/financing projects, and generating new business leads. Capital IQ uniquely
combines comprehensive and timely information on companies, people, and markets
worldwide with a broad range of tools for analysis, idea generation, and relationship
management to significantly enhance its clients’ in-house corporate finance, strategic
planning, business development, and sales capabilities.

24
Global Headquarters

55 Water Street, 49th Floor

New York, NY 10041
Main: +1 212.438.8700
Sales: +1 212.438.8701
Fax: +1 212.438.8710

Capital Iq Information Systems

8th Floor Swarna Jayanthi Complex S R Nagar
Ameerpet, Hyderabad - 500038.
Phone: 45667166

Capital IQ Hyderabad Campus

Hitech City Rd

Rangareddy, Andhra Pradesh

040 66667163

25
 CHAPTER-III

REVIEW OF LITERATURE

26
QUALITY OF WORK LIFE

Work is an integral part of everyday life, as it is livelihood or career or

business. On an average they spend around twelve hours daily in the work place, that
is one third of their entire life; it does influence the overall quality of their life. It
should yield job satisfaction, give peace of mind, a fulfillment of having done a task,
as it is expected, without any flaw and having spent the time fruitfully, constructively
and purposefully. Even if it is a small step towards their lifetime goal, at the end of
the day it gives satisfaction and eagerness to look forward to the next day.

The factors that influence and decide the Quality of work life are:

1. Attitude
2. Environment
3. Opportunities
4. Nature of Job
5. People
6. Stress Level
7. Career Prospects
8. Challenges
9. Growth and Development
10. Risk Involved and Reward

Attitude: The person who is entrusted with a particular job needs to have
sufficient knowledge, required skill and expertise, enough experience, enthusiasm,
energy level, willingness to learn new things, dynamism, sense of belongingness in
the organization, involvement in the job, inter personnel 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

27
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.

Opportunities: Some jobs offer opportunities for learning, research,

discovery, self-development, enhancement of skills, room for innovation, public
recognition, exploration, celebrity-status and loads and loads of fame. Others are
monotonous, repetitive, dull, routine, no room for improvement and in every sense
boring. Naturally the former ones are interesting and very much rewarding also.

Nature of Job: For example, a driller in the oil drilling unit, a diver, a fire-
fighter, traffic policeman, train engine driver, construction laborers, welder, miner,
lathe mechanic have to do dangerous jobs and have to be more alert in order to avoid
any loss of limb, or loss of life which is irreparable; whereas a pilot, doctor, judge,
journalist have to be more prudent and tactful in handling the situation; a CEO, a
professor, a teacher have more responsibility and accountability but safe working
environment; a cashier or a security guard cannot afford to be careless in his job as it
involves loss of money, property and wealth; a politician or a public figure cannot
afford to be careless, for his reputation and goodwill is at stake. Some jobs need soft
skills, leadership qualities, intelligence, decision making abilities, abilities to train and
extract work from others; other jobs need forethought, vision and yet other jobs need
motor skills, perfection and extreme carefulness.

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.

28
 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 stress/physical stress and psychological or emotional
stress. A Managing Director of a company will have mental stress, a laborer will have
physical stress, a psychiatrist will have emotional 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 quality of work life. Status improvement, more
recognition from the Management, appreciations are the motivating factors for anyone
to take keen interest in his job. The work atmosphere should be conducive to achieve
organizational goal as well as individual development. It is a win-win situation for
both the parties; an employee should be rewarded appropriately for his good work,
extra efforts, sincerity and at the same time a lethargic and careless employee should
be penalized suitably; this will motivate the former to work with more zeal and deter
the latter from being so, and strive for better performance.

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. Challenge is
the fire that keeps the innovation and thrill alive. A well-accomplished challenging
job yields greater satisfaction than a monetary perk; it boosts the self-confidence also.

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.

Risk Involved and Reward: Generally reward or compensation is directly

proportional to the quantum of work, man-hours, nature and extent of responsibility,
accountability, delegated powers, authority of position in the organizational chart, risk
involved, level of expected commitment, deadlines and targets, industry, country,
demand and supply of skilled manpower and even political stability and economic
policies of a nation. Although risk is involved in every job its nature and degree varies

29
in them; All said and done, reward is a key criteria to lure a prospective worker to
accept the offer.

Conclusion: A happy and healthy employee will give better turnover, make
good decisions and positively contribute to the organizational goal. An assured good
quality of work life will not only attract young and new talent but also retain the
existing experienced talent.

Quality of Working Life

Quality of working life has been differentiated from the broader concept of
quality of life. To some degree, this may be overly simplistic, as Elizur and

30
Shye,(1990) concluded that quality of work performance is affected by quality of life
as well as quality of working life. However, it will be argued here that the specific
attention to work-related aspects of quality of life is valid.

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

It is argued that the whole is greater than the sum of the parts as regards
quality of working Life, and, therefore, the failure to attend to the bigger picture may
lead to the failure of interventions which tackle only one aspect. A clearer
understanding of the inter-relationship of the various facets of quality of working life
offers the opportunity for improved analysis of cause and effect in the workplace.

This consideration of quality of working Life as the greater context for various
factors in the workplace, such as job satisfaction and stress, may offer opportunity for
more cost-effective interventions in the workplace. The effective targeting of stress
reduction, for example, may otherwise prove a hopeless task for employers pressured
to take action to meet governmental requirements.

Models and components of quality of working life

Various authors and researchers have proposed models of quality of working

life which include a wide range of factors. Selected models are reviewed below.

Hackman and Oldham (1976) drew attention to what they described as

psychological growth needs as relevant to the consideration of Quality of working
life. Several such needs were identified:

 Skill variety,
 Task Identity,
 Task significance,
 Autonomy and
 Feedback.

31
 They suggested that such needs have to be addressed if employees are to
experience high quality of working life.

In contrast to such theory based models, Taylor (1979) more pragmatically

identified the essential components of quality of working life as basic extrinsic job
factors of wages, hours and working conditions, and the intrinsic job notions of the
nature of the work itself. He suggested that a number of other aspects could be added,
including :

 individual power,
 employee participation in the management,
 fairness and equity,
 social support,
 use of one’s present skills,
 self development,
 a meaningful future at work,
 social relevance of the work or product,
 effect on extra work activities.

Taylor suggested that relevant quality of working life concepts may vary
according to organisation and employee group.

Warr and colleagues (1979), in an investigation of quality of working life,

considered a range of apparently relevant factors, including :

 work involvement,
 intrinsic job motivation,
 higher order need strength,
 perceived intrinsic job characteristics,
 job satisfaction,
 life satisfaction,
 happiness, and
 self-rated anxiety.

32
 They discussed a range of correlations derived from their work, such as those
between work involvement and job satisfaction, intrinsic job motivation and job
satisfaction, and perceived intrinsic job characteristics and job satisfaction. In
particular, Warr et al. found evidence for a moderate association between total job
satisfaction and total life satisfaction and happiness, with a less strong, but significant
association with self-rated anxiety.

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

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

Mirvis and Lawler (1984) suggested that quality of working life was
associated with satisfaction with wages, hours and working conditions, describing the
“basic elements of a good quality of work life” as :

 safe work environment,

 equitable wages,
 equal employment opportunities and
 opportunities for advancement.

Baba and Jamal (1991) listed what they described as typical indicators of
quality of working life, including:

 job satisfaction,
 job involvement,
 work role ambiguity,
 work role conflict,
 work role overload,
 job stress,
 organizational commitment and
 turn-over intentions.

33
 Baba and Jamal also explored routinisation of job content, suggesting that this
facet should be investigated as part of the concept of quality of working life.

Some have argued that quality of working life might vary between groups of
workers. For example, Ellis and Pompli (2002) identified a number of factors
contributing to job dissatisfaction and quality of working life in nurses, including:

 poor working environments,

 resident aggression,
 workload, inability to deliver quality of care preferred,
 balance of work and family,
 shift work,
 lack of involvement in decision making,
 professional isolation,
 lack of recognition,
 poor relationships with supervisor/peers,
 role conflict,
 Lack of opportunity to learn new skills.

Sirgy et al. (2001) 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,
 need satisfaction based on ancillary programmes,
 Organizational commitment.

They defined quality of working life as satisfaction of these key needs through
resources, activities, and outcomes stemming from participation in the workplace.
Needs as defined by the psychologist, Abraham Maslow, 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.

34
 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.

Bearfield, (2003) used 16 questions to examine quality of working life, and

distinguished between causes of dissatisfaction in professionals, intermediate clerical,
sales and service workers, indicating that different concerns might have to be
addressed for different groups.

The distinction made between job satisfaction and dissatisfaction in quality of

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

An individual’s experience of satisfaction or dissatisfaction can be

substantially rooted in their perception, rather than simply reflecting their “real
world”. Further, an individual’s perception can be affected by relative comparison –
am I paid as much as that person - and comparisons of internalized ideals, aspirations,
and expectations, for example, with the individual’s current state (Lawler and Porter,
1966).

In summary, where it has been considered, authors differ in their views on the
core constituents of Quality of Working Life (e.g. Sirgy, Efraty, Siegel & Lee, 2001
and Warr, Cook & Wall, 1979).

It has generally been agreed however that Quality of Working Life is

conceptually similar to well-being of employees but differs from job satisfaction
which solely represents the workplace domain (Lawler, 1982).

35
 Quality of Working Life is not a unitary concept, but has been seen as
incorporating a hierarchy of perspectives that not only include work-based factors
such as job satisfaction, satisfaction with pay and relationships with work colleagues,
but also factors that broadly reflect life satisfaction and general feelings of well-being
(Danna & Griffin, 1999). More recently, work-related stress and the relationship
between work and non-work life domains (Loscocco & Roschelle, 1991) have also
been identified as factors that should conceptually be included in Quality of Working
Life.

Measurement

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

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

The General well-being (GWB) scale of the Work-Related Quality of Life

scale (WRQoL) aims to assess the extent to which an individual feels good or content
in themselves, in a way which may be independent of their work situation. It is
suggested that general well-being both influences, and is influenced by work. Mental
health problems, predominantly depression and anxiety disorders, are common, and

36
may have a major impact on the general well-being of the population. The WRQoL
GWB factor assesses issues of mood, depression and anxiety, life satisfaction, general
quality of life, optimism and happiness.

The WRQoL Stress at Work sub-scale (SAW) reflects the extent to which
an individual perceives they have excessive pressures, and feel stressed at work. The
WRQoL SAW factor is assessed through items dealing with demand and perception
of stress and actual demand overload. Whilst it is possible to be pressured at work and
not be stressed at work, in general, high stress is associated with high pressure.

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

The WRQoL Home-Work Interface scale (HWI) measures the extent to

which an employer is perceived to support the family and home life of employees.
This factor explores the interrelationship between home and work life domains. Issues
that appear to influence employee HWI include adequate facilities at work, flexible
working hours and the understanding of managers.

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

37
Applications

Regular assessment of Quality of Working Life can potentially provide

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

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

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

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

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

A recent publication of the National Institute of Clinical Excellence (NICE)

emphasizes the core role of assessment and understanding of the way working
environments pose risks for psychological wellbeing through lack of control and
excessive demand. The emphasis placed by NICE on assessment and monitoring

38
wellbeing springs from the fact that these processes are the key first step in
identifying areas for improving quality of working life and addressing risks at work.

39
 CHAPTER-IV
DATA ANALYSIS
&
INTERPRETATION

40
1. Your organization provides opportunity for growth and security.

OPTIONS NO OF RESPONSES

Strongly agree 46

Agree 50

Disagree 04

Strongly disagree 0

50

40
Strongly agree

30
Agree

20
disagree
10
Strongly disagree
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees strongly agree that the
CAPITAL IQ provides opportunity for growth and security and some are disagree
about this.

41
2. Pay and compensation package is adequate and fair in comparison to
performance.
OPTIONS NO OF RESPONSES

Strongly agree
18

Agree 52

Neutral 18

Strongly disagree 12

60

50
Strongly agree
40
Agree
30

20 Neutral

10
Strongly disagree
0
NO OF RESPONSES

Interpretation :

The survey revealed that most of the employees agree for the reason of their
pay and compensation package is adequate and fair in comparison to performance and
some are disagree.

42
3. Medical facilities provided by the organization suites your health needs?

OPTIONS NO OF RESPONSES

Strongly agree 38

Agree 46

disagree 14

Strongly disagree 0

50

40
Strongly agree

30
Agree

20
disagree
10
Strongly disagree
0
NO OF RESPONSES

Interpretation :

The survey revealed that most of the employees agree and strongly agree for
the reason of the medical facilities provided by the organization which suits their
health needs, and few are disagree.

43
4. Your job allows you to use your skills and abilities.

OPTIONS NO OF RESPONSES

Strongly agree 22

Agree 62

Disagree 12

Strongly Disagree 0

70
60
Strongly agree
50
40 Agree
30
Disagree
20
10 Strongly Disagree
0
NO OF RESPONSES

Interpretation :

The survey revealed that most of the employees agree and strongly agree for
using their skills and abilities in their job.

44
5. Promotion policy of your organization ensures planned carrier growth.

OPTIONS NO OF RESPONSES

Yes 42

No 40

Can’t say 18

45
40
35
30
yes
25
No
20
Can’t say
15
10
5
0

Interpretation :

The survey revealed that most of the employees are satisfied the promotion
policy by the organization which ensures planed career growth. But most of the
employees are un-satisfied by this policy.

45
6. Training facilities of your organization enhance your skills competencies.

OPTIONS NO OF RESPONSES

Very true 28

Some what true 60

Not true 12

Not at all true 0

60

50

40 Very true

30 Some what true

Not true
20 Not at all true
10

0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are some what true about the
training facilities of CAPITAL IQ that enhance their skill competencies and some
employees are very true and not true.

46
7. How would you describe relations at your work place with your superiors?

OPTIONS NO OF RESPONSES

Very good 44

Good 52

Bad 0

60

50

40
Very good
30
Good
20 Bad

10

0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are good at describing
relations at their workplace with their superiors. And some employees are very good
in maintaining their relation.

47
8. Your relation with your peers and subordinates are harmonious.

OPTIONS NO OF RESPONSES

Very good 44

Good 40

Satisfactory 16

Bad 0

45
40
35
30
Very good
25
Good
20
Satisfactory
15
10 Bad
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are very good and some and
least employees are good and satisfactory in their relation with their peers and sub-
ordinates are harmonious.

48
9. Your organization provides a mechanism to express your views and
grievances.

OPTIONS NO OF RESPONSES

Strongly agree 16

Agree 48

Can’ say 18

disagree 18

50
45
40
35
30 Strongly agree
25 Agree
20 Can’ say
15
disagree
10
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees strongly agree and some
employees agree that their organization provides a mechanism to express their views
and grievances.

49
 10. Do you normally work as part of a team or do you work mostly on your own?

OPTIONS NO OF RESPONSES

Yes I work a part of team 70

No I work on my own 18

I work as an individual 12

70

60

50
Yes I work a part of
40 team

No I work on my
30 own
20 I work as an
individual
10

0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees work as a part of team and
where some employees work on their own and individual.

50
11. How often do you feel successful in your work?

OPTIONS NO OF RESPONSES

Often 64

Sometimes 26

Rarely 10

Never 0

70
60
50
Often
40
Sometimes
30
Rarely
20 Never
10
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees often feel successful in their
work but some employees feel sometime successful in their work.

51
 12. How often do you carry office work to your home as part of your job?

OPTIONS NO OF RESPONSES

Never 62

Few times in a year 20

Once in a month 18

Once in a week 0

70
60
Never
50
40 Few times in a
year
30
Once in a month
20
10 Once in a week

0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are never do carry office work
to their home as part of their job. And few employees do carry their work few times in
a year and least employees do carry their work once in a month

52
13. To what extent your organization provides scope for the employee’s
Development?

OPTIONS NO OF RESPONSES

To great extent 18

To some extent 50

Satisfactory 20

Not satisfied 12

50

40
To great extent

30
To some extent

20
satisfactory
10
Not satisfied
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees to some extent accepted that
CAPITAL IQ provides scope for the employee’s development and some are
satisfactory.

53
14. There is no discrimination and there is high degree of social integration at the
Workplace?

OPTIONS NO OF RESPONSES

Strongly agree 18

Agree 50

Neutral 22

Disagree 10

50

40

30 Strongly agree
Agree
20 Neutral
disagree
10

0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees agree and strongly agree that
there is no discrimination and there is high degree of social integration at workplace.

54
15. To what extent do you think that you are best suited for the job?

OPTIONS NO OF RESPONSES

To great extent 50

To some extent 28

Satisfactory 22

Not satisfactory 0

50

40
To great extent

30
To some extent

20
satisfactory
10
Not satisfactory
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees to great extent they think that
they are best suited for the job and some employees to some extent and satisfactory.

55
 16. Which techniques are used to improve your work life?

OPTIONS NO OF RESPONSES

By doing hard work 26

With patience 18

Understanding others 12

Balancing both personal work &official work 44

45 By doing hard
40 work
35
30 With patience
25
20
15 Understanding
others
10
5
Balancing both
0
personal work
NO OF RESPONSES &official work

Interpretation:

The survey revealed that most of the employees are using the techniques to
improve their work life by balancing both personal work and official work and some
employees by doing hard work and some with patience and by understanding others.

56
17. How often do you go home in time?

OPTIONS NO OF RESPONSES

Occasionally 38

Daily 44

Rarely 18

Never 0

45
40
35
30
Occasionally
25
Daily
20
Rarely
15
Never
10
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees often go home in time by
occasionally and some they go daily and some are rarely.

57
18. How often your official commitments obstruct your personal and family
works.

OPTIONS NO OF RESPONSES

Always 12

Often 32

Rarely 46

Never 10

50
45
40
35
30 Always
25 Often
20 Rarely
15
Never
10
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are rarely obstruct their
official commitments in their personal and family works and some are often and
always.

58
19. How often your personal works obstruct your official commitments?

OPTIONS NO OF RESPONSES

Always 12

Often 16

Rarely 44

Never 28

45
40
35
30
Always
25
Often
20
Rarely
15
10 Never

5
0
NO OF RESPONSES

Interpretation;

The survey revealed that most of the employees are rarely obstructing their
personal work in their official commitments and never for some employees.

59
20. The suggestion scheme in your organization is.

OPTIONS NO OF RESPONSES

Very Effective 20

Good 56

Ineffective 24

60

50

40
Very Effective
30
Good
20 Ineffective

10

0
NO OF RESPONSES

Interpretation:

The survey revealed that the suggestion scheme is good and very effective in
CAPITAL IQ.

60
21. Quality orders are instrumental in improving quality in work?

OPTIONS NO OF RESPONSES

Strongly Agree 22

Agree 50

Neutral 16

Disagree 12

50
45
40
35
30 Strongly Agree
25 Agree
20 Neutral
15 Disagree
10
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees agree for quality orders are
instrumented for improving quality in work and some are strongly agree.

61
22. Recognition & rewards are given based on employee performance.

OPTIONS NO OF RESPONSES

Strongly agree 18

Agree 48

Neutral 16

Disagree 18

50
45
40
35
30 Strongly agree
25
Agree
20
15 Neutral
10 Disagree
5
0
NO OF RESPONSES

Interpretation;

The survey revealed that most of the employees agree and strongly agree for
recognition and rewards are given based on employee performance but some are
disagree.

62
23. Are you able to balance your personal requirements without affecting your job
Requirements?

OPTIONS NO OF RESPONSES

Always 46

Often 36

Rarely 18

Never 0

50
45
40
35
30 Always
25 Often
20 Rarely
15
Never
10
5
0
NO OF RESPONSES

Interpretation;

The survey revealed that most of the employees are always and often able to
balance their personal requirements without effecting their job requirements.

63
24. How often social gatherings in departmental meetings are conducted in your
Department.

OPTIONS NO OF RESPONSES

Once in a year 32

Quarterly once 38

Monthly once 10

Never 20

40
35
30
25 Once in a year
20 Quarterly once
15 Monthly once
10 Never
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that social gatherings and departmental meetings are
conducting less in CAPITAL IQ i.e. by quarterly once and yearly once.

64
CHAPTER-V

FINDINGS

65
 FINDINGS

The topic selected is quality of work life. The significance of selecting the
topic relates to its importance in the study to make the employees more efficient, so
that organizational goal can be achieved through personal development the study
deals with the particular view point on the quality of work life and analysis of their
view point on the training program. There is a need for improvement in training
facilities to enhance skills competence. Half of them do not think promotion policy
ensures planned career growth.

Most of the employees attended the Quality of work life program to gain
knowledge on their self interest but some of the respondents gave their suggestions so
that the program can be more effective.

Most of the employees feel their organization provides opportunities for

growth and security. Pay and Compensations are adequate. Medical facilities suites
their health needs. Their jobs allow them to use their skills and abilities.

Workers have good relations with superiors, peers and subordinates. They
have a mechanism in place to express their views and grievances. Most of them work
as a part of team. They feel successful at work. Most of them never carry office work
to home.

There is high degree of social integration and no discrimination at work. Most

of them think they better suited for job. They have good and effective suggestion
scheme in there organization. Recognition and rewards are given based o employee
performance.

Majority fee they improve their work life by balancing both personal and
office work. Half of them feel work life obstructs their personal life. But majority see
personal life has no effect on work life. Half of them do not go home in time. So, I
feel there should have been one more question in questioner on overtime policy in
organization.

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 CONCLUSIONS

After conducting an intense study on quality of work life in CAPITAL IQ Ltd, the
following conclusions are derived.

Organization should focus on the benefit that are aimed to words self improvement of
the employees.

Organization need to maintain the appropriate balance of work.

Opportunity for career growth should improve.

Benefits provided by the organization are very good to satisfy the employee personal
needs.

Teamwork in the organization is very good.

Organization should focus on the training sessions in order to motivate the employees.

Organization need to provide scope for the employee development.

There is no discrimination at work place.

The relationship with superior at workplace is good.

On the whole the quality of work life good.

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 SUGGESTIONS

1. Work should be distributed among employees uniformly.

2. Job rotation.

3. Objective appraise

4. Transparent in communication both ways (Top level to Low Level vise versa)

5. more motivational classes on the attitudinal of the employee towards a job

6. man power system needs to be more effective

7. more social get together should be planed by official to meet the family
member of the employees

8. suggestion schemes should improve in the organization so that employees will

be effective towards work

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 ANNEXURE-1

Questionnaire

1. Your organization provides opportunity for growth and security?

(a) Strongly agree (b) Agree
(c) Disagree (d) strongly disagree

2. Pay and compensation package is adequate and fair in comparison to

performance?
(a) Strongly agree (b) Agree
(c) Neutral (d) Disagree (e) Strong disagree.

3. Medical facilities provided by the organization suits your health needs?

(a) Strongly agree (b) Agree
(c) Disagree (d) Strongly disagree

4. Your job allows you to use your abilities?

(a) Strongly agree (b) Agree
(c) Disagree (d) Strongly disagree

5. Promotion policy of your organization ensures planned carrier growth?

(a)Yes (b) No (c) Can’t say

6. Training facilities of your organization enhance your skills competencies?

(a) Very true (b) Somewhat true (c) Not true (d) Not at all true

7. How would you describe relations at your work place with your superiors?
(a) Very good (b) Good (c) Bad

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8. Your relationship with your peers and subordinates are harmonious?
(a) Very good (b) Good (c) Satisfactory (d) Bad

9. Your organization provides a mechanism to express your views and

grievances?
(a) Strongly Agree (b) Agree
(c) Can’t say (d) Disagree (e) Strongly disagree.

10. Do you normally work as part of a team or do you work mostly on your own?
(a) Yes I work a part of team (b) No, I work on my own
(c) I work as an individual

11. How often do you feel successful in your work?

(a) Often (b) Sometimes
(c) Rarely (d) Never.

12. How often do you carry office work to your home as part of your job?
(a) Never (b) Few times in a year
(c) Once in a month (d) Once in a week
(e) More than once in week.

13. To what extent your organization provides scope for the employee’s
development?
(a) To great extent (b) To some extent
(c) Satisfactory (d) Not satisfied.

14. There is no discrimination and there is high degree of social integration at the
work place?
(a) Strongly agree (b) Agree (c) Neutral (d) Disagree.

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15. To what extent do you think that you are best suited for the job?
(a) To great extent (b) To some extent
(c) Satisfactory (d) Not satisfactory.

16. Which techniques are used to improve your work life?

(a) By doing hard work (b) With patience
(c) Understanding others (d) Balancing both work &official work.

17. How often do you go home in time?

(a) Occasionally (b) Daily (c) Rarely (d) Never

18. How often your official commitments obstruct your personal and family
works?
(a) Always (b) Often (c) Rarely (d) Never.

19. How often your personal work obstruct your official commitments?
(a) Always (b) Often (c) Rarely (d) Never

20. The suggestion scheme in your organization is?

(a) Very effective (b) Good (c) In effective.

21. Quality orders are instrumented improving quality in work?

(a) Strongly agree (b)Agree (c) Neutral (d) Disagree.

22. Recognition and rewards are given based on employee performance?

(a) Strongly agree (b) Agree (c) Neutral (d) Disagree

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23. Are you able to balance your personal requirements without affecting your job
requirements?
(a) Always (b) Often (c) Rarely (d) Never

24. How often social gatherings & departmental meetings are conducted in your
department?
(a) once in a year (b) quarterly once (c)monthly once (d)disagree

72
 ANNEXURE-2

Bibliography

The Democratic Corporation -

by William O. Gimes.

Managing Human Resource -

by Wayne F .Cacao.

Democracy at Work -
(International series on the Quality of life)
by F.Emry &E.Thorsurd

Company Profile -
http://www.capitaliq.com
www.kesocorp.com
www.idianhrqualitycheek.com
www.hrindia.com

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