CHAPTER – I

INTRODUCTION

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1.1 INTRODUCTION ABOUT THE TOPIC
Quality of Work Life:

Many employees today are spending more time in the work place in response to their
sense of job insecurity, workplace demands, perceived career needs, financial pressures, and so
forth. To a large extent, the rise in working hours has been greatest among members of dual
earner and dual career families. Increase in the mean number of hours people work, the growing
number of women in the work force, and the increased participation of women with preschool
children in the work force have contributed to concern about balancing the demands of the work
and family settings. The rising number of two income households is heightening the concern for
employee‘s quality of work life, as is the changing perception of the meaning of success, and the
changing expectation regarding self-fulfillment. The quality of life for the work population has
been conceptualized as derived from satisfactions experienced through having a good job and a
good life.

Quality of work life is a philosophy, a set of principles, which holds that people are the
most important resource in the organization as they are trust worthy, responsible and capable of
making valuable contribution they should be treated with dignity and respect. The elements that
are relevant to an individual‘s quality of work life include the task, the physical work
environment, social environment within the organization, the administrative system and the
relationship between life on and off the job. Quality of work life consists of opportunities for
active involvement in group working arrangements or problem solving that are of mutual benefit
to employees and employers, based on labor-management cooperation. People also conceive of
quality of work life as a set of methods, such as autonomous work group, job enrichment, high
involvement aimed at boosting the satisfaction and productivity of workers. It requires employee
commitment to the organization and an environment in which this commitment can flourish.
Thus, quality of work life is a comprehensive construct that includes an individual‘s job related
well-being and the extent to which work experiences are rewarding, fulfilling and devoid of
stress and other negative personal consequences. Quality of work experience rather than work
per se becomes the focus of attention and work place wellness is crucial in promoting healthier
work environments.

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What is Quality of Working Life?

Various authors and researchers have proposed models of quality of working life which
include a wide range of factors. Some of the models are reviewed below. A definition of quality
of working life as proposed by Trist in 1972 (Walton, 1973), with slight modification appears
relevant even today. Quality of Work life means:

 Adequate and fair pay;

 Safe environment;
 Bill of rights, including equity and due process;
 Development of human capacities;
 Advancement opportunities;
 Good human relations;
 Total life space, for example, balance of work and family;
 Social relevance of employer; and
 Employee‘s influence over decisions that affect them.

Another definition of quality of work life was proposed by Herrick and Maccoby (1975)
in a more normative spirit. Quality of work life is defined by several principles; security, equity,
and democracy. ―Quality of working life‖ in the words of Mansell and Rankin (1983) ―is the
concrete expression of a particular set of beliefs and values-about people, about organizations
and ultimately, about society‖.

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. 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 in terms of the basic extrinsic job factors of
wages, hours and working conditions, and the intrinsic job notions of the nature of the work
itself. A number of other aspects, including; individual power, employee participation in

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management, fairness and equity, social support, use of one‘s present skills, self-development, a
meaningful future at work or product, effect of extra work activities etc could be added. Taylor
suggested that relevant quality of working life concepts may vary according to organization 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.

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 wellbeing, and
broader concepts of happiness and life satisfaction.

Mirvis and Lawler (1984) suggested that quality of working life was associated with
satisfaction with wages, hours and working conditions, and described the ―basic elements of a
good quality of work life‖ as; safe work environment, equitable wages, equal employment
opportunities and opportunities for advancement.

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 Quality of working life has been differentiated from the broader concept of quality of life.
To some degree, this may be overly simplistic, as Elizur and Shye (1990) concluded that quality
of work performance is affected by quality of life as well as quality of working life.

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.

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

According to Lowe (2000), these may be old themes, but they are even more relevant in
today‘s global economic context that quantity may have become more important since the 1990‘s
and that the preoccupation with it may blind managers and policy makers to underlying
problems, which can only be productivity. Lowe (2000) concludes that ―high quality work‖ is
work that is respectable, meaningful and life enhancing, and therefore, life centered. It, however,
still offers benefits to employers and national economic prosperity. Indeed, quality of work
affects the quality of life in families and communities, as well as the economic vitality of the
nation.

Sirgy et.al.,(2001) suggested that the key factors in quality of working life are: Need
satisfaction based on job requirement, need satisfaction based on work environment, need
satisfaction based on supervisory behavior, need satisfaction based on ancillary programmes, and
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.

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 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, and lack of opportunity to learn new skills.

Bear field, (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 recent definition by Serey (2006) on quality of work life is quite conclusive and best
meets characteristics of the contemporary work environment. The definition is related to
meaningful and satisfying work. It includes (i) an opportunity to exercise one‘s talents and
capacities, to face challenges and situations that require independent initiative and self-direction;
(ii) an activity thought to be worthwhile by the involved; (iii) an activity in which one
understands the role the individual plays in the achievement of some overall goals; and (iv) a
sense of taking pride in what one is doing and in doing it well. This issue of meaningful and
satisfying work is often merged with discussions of job satisfaction, and believed to be more
favorable to quality of work life.

To conclude with an all-encompassing definition, it could be said that satisfaction with quality of
work life is experienced when individuals are satisfied with interacting factors, such as optimal
external conditions and social aspects, as well as being internally motivated by factors inherent
in the work itself and which ultimately results in a sense of psychological well-being of
employees.

Quality of work life - an Indian Perspective:

Recognition of the widening implications of quality of working life is reflected in the

recommendations in the proceedings of a national seminar on improving quality of working life
in India in 1982. This emphasized the need for an enlarged concept of quality of working life,
including the linkage between quality of working life and the quality of life, inclusion of a
concern for the creation of work for the unemployed or semi-employed, and modification of the

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concept of organizational boundaries to indicate its permeability and interaction with the
surrounding environment.

Another national symposium on quality of working life in Hyderabad in the year 1983,
discussed quality of working life in Indian enterprises and public systems. A number of issues
related to quality of working life concepts, goals, and strategies of interventions were raised.
Some of the major issues are listed below:

 Conceiving, installing and sustaining quality of work life in an organization as a whole-

involving all its members across the various hierarchical levels.
 Developing quality of working life programmes for non-industrial settings (e.g. academic
and research institutions, the service sector, government departments and agencies, etc.).
 Developing quality of working life programmes for specific categories of members in an
organization. (e.g. women, ex-servicemen, scheduled caste/tribe employees, the
physically handicapped, first generation migrants from rural areas, etc), without upsetting
the cohesiveness and effectiveness of the organization.
 The Indian experience of Introducing ―flexi time‖ as an integral part of a quality of
working life.
 Linkages between quality of working life and productivity: how to bring about a
consensus on this issue between managements and the trade unions, at the national level,
unit level, and shop floor level. Is quality of working life a means, or an end, or both?
 Evaluating the impact and continuity of the quality of work life processes and systems in
an organization.
 Roles and motivations of the external consultant in a quality of working life project; how
to develop mechanisms for continuity of quality of working life effort in an organization,
when the external consultant leaves.
 Tactical and strategic issues in developing a quality of work life project; how to define
the goals and indicators of quality of work life (and who decides?); the point of entry in
an organization; issues in diffusion from the experimental subsystem (section,
department, plant, unit) to other subsystems of the organization; mechanism of self-
review and midcourse correction.

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  Relationship between the quality circle approach and the quality of work life strategies:
how to integrate the two in an organization.

The cumulative digest prepared by the International Labor Organization (1982) records a
few studies on quality of working life. Jayashree et.al., analyzed the situation experienced by the
handicapped in securing gainful employment and being useful members of society. The
objectives were to study their working conditions, how they adapt to work, their aptitude for
work, attitude of superiors and coworkers towards them, and special problems faced by them,
Joseph developed a methodology to assess and monitor working conditions, especially mental
stress and psychosocial factors prevailing in Indian industries. In another study Joseph tried to
find the efforts made by trade unions and management to improve working conditions, such as
safety, health, job satisfaction and productivity as a collaborative endeavor through worker
participation. Yet another study was reported by Ganguly and his associate to determine the
differences in the stress source and coping pattern, and the variance in human and organization
consequences between and within industries and to examine the human/organizational
consequences of quality of life. Kasbekar studied the influence of working conditions and
occupational stress on workers. Sen and his coworkers proposed that different implements such
as ploughs, sickles, shovels, etc., be modified to suit the work and the workers for improving
productivity, safety, health and quality of working life. In another study they tried to evaluate the
design of the electric locomotive drivers‘ cabin.

Factors such as location, visibility, compatibility of controls and displays, seating,

monitoring of track and signals and effects of environmental factors were investigated. The
objective was to reduce the physiological stress on the drivers, increasing the efficiency, job
safety and quality of working life. In the third study, Sen and his associate studied the
environmental, physiological, nutritional, medical and work organization aspects in obtaining
benchmark data on female tea-pluckers in Assam. They make recommendations on selection and
training of workers, bush dimensions, design of hats (Jhanpi) and basket (Chupri), palm guards,
trenches etc.,. According to Majumdar (1976) the quality of working life directly affects the
output from an individual. Sinha (1977) basically agrees with De (1976) that the task of
improving quality of working life in India is to bridge the gap-economic as well as emotional-
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between the top and the bottom ones at the work place and preparing the ground for better
communication and sharing leading to involved participation of all concerned.

Singh (1984) recommended that quality of working life will be meaningful only if the
people working in organizations live a happy and healthy life in the society. Rao (1986)
conducted a study to evaluate the difference between quality of working life of men and women
employees doing comparable work and again to examine the effect of work on women. The
result shows a significant higher composite quality of working life score for men than for women
employees.

Over the years the idea of quality of work life has evolved to denote a process by which
an organization responds to employee needs by developing mechanisms to allow members to
share fully in making decisions that affect their lives at work. There is a general recognition that
organizations cognizant of issues surrounding the concept of quality work life appear to be more
effective at retaining their employees and achieving their goals.

Quality of Work Life and Corporate Management:

Quality of Work Life (QWL) has come to be viewed as an alternative to the control
approach of managing people. The Quality of Work Life approach considers people as an asset
to the organization rather than as its costs. It believes that people perform better when they are
allowed to participate in managing their work and make decisions.

This approach motivates people by satisfying not only their economic needs but also their
social and psychological ones. Today‘s workforce is realizing the importance of relationships
and is trying to strike a balance between career and personal lives. Successful organizations
support and provide facilities to their people to help them to balance the scales. In this process,
organizations are coming up with new and innovative ideas to improve the quality of work of
every individual in the organization. Various programs like flexi time, alternative work
schedules, compressed work weeks, telecommuting etc are being adopted by these organizations.

Technological advances further help organizations to implement these programmes

successfully. Organizations are enjoying the fruits of implementing Quality of work life
programs in the form of increased productivity, and an efficient, satisfied, and committed work

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force which aims to achieve organizational objectives. In today‘s work force we have more
women work force who will be happy if their organization is adopting Quality of work life
programs.

Quality of work life is the favorable conditions and environment at a workplace that
support and promote employee satisfaction by providing them with rewards, job security, and
growth opportunities. The basic objectives of an effective quality of work life program are
improved working conditions mainly from an employee‘s perspective. A win-win situation may
result if quality work life is positively linked to business performance. Positive results of quality
work life have been supported by a number of previous studies, including reduced absenteeism,
lower turnover, and improved job satisfaction. Not only does quality work life contribute to a
company‘s ability to recruit quality people, but also it enhances a company‘s competitiveness.
Common beliefs support the contention that quality of work life will positively nurture a more
flexible, loyal and motivated workforce, which are essential in determining the company‘s
competitiveness.

In order to ensure the success of an organization, it cannot be denied that the organization
―engine‖ which is the employee must be focused. This ―engine‖ must be serviced accordingly to
ensure that they will give their best. There is strong association between quality of work life and
work performance in the aspects like remuneration, interpersonal communication, work
environment, motivational factors, job satisfaction, job security, safety aspects, organizational
policy, management style, stable individual and family life, organizational support and personal
health and well-being found to have influence on work performance. Quality of work life
elements are indeed important determinants for work performance.

The effects of numerous human resource development factors on business performance

have been reported in business research literature in recent years. After years of organizational
restructuring and work reengineering, management recognizes that a productive work force is
increasingly important to attain sustainable competitive advantages for business organization on
a global basis. As the composition of work force continues to change, companies offering better
benefits and supportive working environments are expected to gain leverage in hiring and
retaining valuable people. Swanson (1998) reviewed and updated recent financial analysis

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research on human resource development, which generally supports a positive relationship
between human resource practices and business performance. Because of the generally accepted
―good work equals high performance assumption‖. Schurman (1998) stated that the employee
satisfaction is always an important management goal in job design and human resource policies.

1.1.2 Measurement:

There are few recognized measures of quality of working life and jobs, and of those that
exist few have evidence of validity and reliability, although the Brief Index of Affective Job
Satisfaction has been systematically developed to be reliable and is rigorously psychometrically
validated.[14] A recent statistical analysis of a new measure, the Work-Related Quality of Life
scale (WRQoL),provides support for the psychometric structure of this instrument. The WRQoL
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 Brief Index of Affective Job Satisfaction (BIAFJS) is a 4-item, purely affective as
opposed to cognitive, measure of overall affective job satisfaction that reflects quality of working
life. The BIAJS differs from other job satisfaction measures in being comprehensively validated
not just for internal consistency reliability, temporal stability, convergent and criterion-related
validities, but also for cross-population invariance by nationality, job level, and job type.

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

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

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

The Control at Work (CAW) 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.

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1.2 REVIEW OF LITERATURE:

Galinsky et al (1991) discussed on work life balance policies which are the values, which attract
prospective employees and are tools for employee retention and motivation. The study found that
one should also keep in mind that new generation employees evaluate their career progress not
only in terms of lucrative job assignments but also in terms of their ability to maintain healthy
balance between their work and non-work life.

Bachmann and Schwartz (1994) discussed on the literature that work and balance is quite
varied. Family-Friendly work environment, such as flexi-time, telework has been portrayed as an
important component of an individual worker‘s preferences towards work time. It has been
suggested to the organizations that if work and non-work lives environment should be provided
to the employees with a means of recruiting, retaining and motivating their work force.

Landsman(1994) disclosed that the employer provided resources can help women a great deal in
balancing work–life balance issues. If employers provide facilities like onsite child care or
referral, it would help in decreasing absenteeism and turn over from work. It would further help
in increasing women employees to work overtime, from work and take-home dinner, family-
friendly benefits packages and exercise equipment‘s can help in removing the stress of working
women in a big way. Thus concluded that one can say that flexible work time, job sharing,
telecommuting personal leave, childcare facilities completely rely on degree of women efficacy
and her intelligence.

Glass and fujimoto (1995) defined work-family practices as ‗any benefit, working condition, or
personnel policy that has been to empirically decrease work –family conflicts among workers‘.
In operation, work –family practices address, among other things, childcare plans, on-site day
care, eldercare, parental leave, long-term care leave, and flexible working hours are the
supporting Human Resource practices which makes an employee to balance both work and life.

Karrir and Khurana (1996) found significant correlations of Quality of work life of managers
from three sectors of industry viz., Public, Private and Cooperative, with some of the background
variables (education qualification, native/migrant status, income level) and with all of the

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motivational variables like job satisfaction and job involvement. And concluded that both the
variables show effect on work life balance.

Caproni (1997) emphasized that unlike her peers, takes a different stand on work life balance.
Appreciative of scholars and practitioners who are trying to promote balance between work and
life, she argues that much of the work in field has been built on the language and logic based on
traditional models of bureaucratic organizations which further aggravates the problem. She cites
certain problems in the prevalent literature: first the overarching goal oriented approach to life
that assumes people have a great deal of choice and control over their lives, and second, the sole
focus on individual (and neglect of structural and relational) level of analysis.

Landauer(1997) conducted research by WFD (formerly Work Family Directions) focused on

work/life programs with a number of clients (e.g., DuPont, Johnson & Johnson, Hoechst
Celanese, IBM, and others). At DuPont, for example, ―employees who used the company‘s
work/life programs were 45per cent more likely to agree strongly that they will ‗go the extra
mile‘ and are least likely to feel overwhelmed or burned out‖.

Chaykowoski& Powell (1999) explored on Part-time employment for women, where part-time
employment offers fewer benefits and little prospects for an occupational pension in lieu of
flexibility but part-time employment helps in caring for children, managing personal
responsibilities.

Melissa and Peitola (1999) conducted a General Social Survey on gender basis and found that
women and men report similar level of success and kinds of work-family tradeoffs. However,
they found that for men, imbalance is predicted by long work hours, wives who work fewer
hours, perceived unfairness in sharing house work, marital unhappiness, and tradeoffs made at
work for family and at home for work. The new interdisciplinary dialogue between traditional
‗work‘ and ‗family‘ disciplines is providing useful insights into the subject. When organizations
are establishing work/life programs, it is important to consider the purpose of the programs and
whom they serve. Another aspect of judging organizational readiness for work/life programs is
the employees‘ view of perceived support of the organization.

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Reynolds (1999) identified a common thread that links the reasons work/life benefits go unused
in organizational culture. Before establishing work/life initiatives, it is important to know if the
organization‘s culture is open and ready to support work/life programs. As with most change
initiatives, work/life programs require support from senior management. The work environment
is to be ready for work/life benefits, and it is helpful to have a ―corporate culture in the
organization that encourages employees to look at business in an entirely different way which
supports and accepts employees as individuals with priorities beyond the workplace.‖

Thompson, Beauvais, and Lyness (1999) in their study at the City University of New York and
University of Rhode Island considered the links between an organization‘s work/family culture,
and the extent to which employees used work/life benefits, the extent of work/family conflict,
and the employees‘ intention to stay with their company. To determine the culture readiness of
an organization for work/life initiatives, the researchers developed a series of questions to
measure supportive work/life culture, addressing perceived managerial support, negative career
consequences for devoting time to family concerns, and organizational time demands and
expectations that interfere with family responsibilities. The study revealed that more work/family
benefits translated to greater commitment, less work/family conflict, and less intention to leave.
Interestingly, the study results confirmed anecdotal evidence that a supportive work/family
culture is closely related to work attitudes and perceived managerial support linked with less
intention to leave the organization.

Friedman and Greenhaus (2000), two leaders expressed on work/life balance, and bring forth
new evidence to help us understand choices we make as employers and individuals regarding
work and family. They had studied more than 800 business professionals considered values,
work, and family lives and found that ―work and family, the dominant life roles for most
employed women and men in contemporary society, can either help or hurt each other. To handle
work/life balance, they emphasize that working adults learn to build networks of support at
home, at work, and in the community. Conflict between work and family has real consequences
and significantly affects quality of family life and career attainment of both men and women.
The consequences for women may include serious constraints on career choices, limited
opportunity for career advancement and success in their work role, and the need to choose
between two apparent opposites—an active and satisfying career or marriage and children. Many
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men have to trade off personal and career values while they search for ways to make dual career
families work, often requiring them to embrace family roles that are far different, and more
egalitarian, than those they learned as children. This research reveals a compensatory effect
between two forms of psychological interference i.e. work-to-family and family-to-work.
Specifically, support from two domains (partner and employer) has a significant impact on one
another. The impact of partner support is greater when business professionals feel their
employers are unsupportive of their lives beyond work. Conversely, for employees with
relatively unsupportive partners, the employer family-friendliness reduces role conflicts more
than partners. Thus, OneSource of support compensates for the lack of the other. Looking at
behavioral interference of work on family, the picture changes. In this case, the whole is greater
than the sum of its parts: the combined impact of employer and partner support leads to a greater
reduction in conflict than does independent employer or partner support.

Hogarthetal (2000) stated that women felt that child care facilities should be available in
working place to ensure work like balance.

Moenand Yu (2000) expresses that majority of men and women (without any gender
differences) admit that they are not able to spend enough time with their family. Also both the
genders observed that the boundary between work and leisure is blurred.

Waite and Gallagher (2000) documented the tensions within and between dual career couples
brought about by the transformation of marriage and family life. A personal level, marriage and
family functioning have become fundamentally personal choices and responsibilities, making the
maintenance of both more vulnerable. At the cultural level, while traditional values such as
gender role ideologies are constantly being challenged, balance related to the importance of work
life and personal life still persists to role efficacy and emotional intelligence.

Harrington (2001) concluded that work has an adverse effect on both and women, as it affects
their health and even their sleep.

Hom and Kinicki (2001) examined that organizations take into consideration and apply policies
that manage a balance between employees work and their lives. Therefore the organizations are

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giving an increased intention to adopt those policies which can reduce the turnover of
employees.

Mark Tausig and Rudy Fenwick (2001) stressed that alternate work schedules affect perceived
work-life imbalance the ―time bind.‖ However, perceived control of work schedules increases
work-life balance net of family and work characteristics. The most consistent family
characteristic predicting imbalance is being a parent. The most consistent work characteristic
predicting imbalance is hours worked. Once we control for hours worked, women and part -
timers are shown to perceive more imbalance. Younger and better educated persons also perceive
more work-life imbalance. However, they also report higher levels of schedule control and since
schedule control improves work-life balance, it may be more important for unbinding time than
schedule alternatives.

Roehling (2001) conducted an empirical research and suggested a direct relation-ship between
work life balance programs and retention which helps the employees to achieve a meaningful
balance between work and personal life, these programs may only hold benefits for the
employers rather than employees. The complexities exists in balancing work and personal life
and the importance of balance for individuals‘ well-being should be investigated by an
organization to provide work life balance programs which are related to retention strategies
through the positive impact of these programs on individual‘s perceptions of balance.

Senecal (2001) analyzed a sample of 786 French Canadians and demonstrated that if both have
men and women have low levels of motivation towards work and family led to family alienation.
The alienation then predicted work-family conflict, which lead to emotional exhaustion.

Tausig and Fenwick (2001) suggested that both men and women have strong belief that flexible
working hours will enhance the work life balance. This is consistent with the previous studies.

Burke (2002) has identified that is a gender differences regarding the work life balance that is
men feel more satisfied when they achieve more on the job even at the cost of ignoring the
family. On the other hand, women stress that work and family are both equally important and
both are the sources of their satisfaction. For them the former is more important when the work

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does not permit women to take care of their family, they feel unhappy, disappointed and
frustrated.

Duxbury et al (2002) Discussed on work related – stress consists of working conditions

involving heavy workloads, lack of participation in decision – making, health and safety hazards,
job insecurity and tight deadlines. Employees (with high levels of work-life conflict) are three
times more likely to suffer from certain heart problems, back pain and mental health problems.
They also indicated that workers are more likely to experience poor health, experience negative
impacts on relationships with children and their spouse, less committed to the organization, less
satisfied with the job, have poor quality of relationship outside the work.

Rapoport (2002) action research describes a number of work-life balance interventions which
include surveys, interviews, and round table discussions with new Interventions relating to
retention of senior women, equity, participation of senior management, feedback, internal change
agents, and overcoming resistance helps to maintain work life balance

Comfort et al (2003) analyzed on workplace and reported that childcare and elder care services
should be available at work place based on the arrangements varied considerably by gender, type
of benefit, and the job characteristics . In studies they have conclude that women should be
provided with increased access of flexi –time and also part - time work facilities and work –
family integration for women in work place to balance both work and family.

Hymanetal (2003) observed that organizational pressures, combined with lack of work
centrality, result in work intruding into non-work areas of employees‘ lives. Such intrusions
often manifest themselves differently depending on the type of work, extent of autonomy and
organizational support.

Duxbury and Higgings (2003) in their seminal report on work-life conflict demonstrated that
the respondents with high levels of work to family interference reported: lower levels of job
satisfaction and high levels of jobs stress the intent to turnover of the employees.

Fisher and Layte (2003) Considered three distinct sets of measures of work life balance, viz.,
proportion of free time, the over-lap of work and other dimensions of life, and the time spent
with other people helps the employees to balance both work and life.

18
Janet polach (2003) identified the remarkable gains in organizations regarding work–life
balance programs. Flexible work arrangements, competitive compensation and advancement for
men, women and minorities, long-term saving and profit sharing programs and resource services
to help with such things as day care, elder care and adoptions are all programs in which
sponsoring organizations can be proud. The author proposes that organizations are now ready to
make the next big step – making work–life integration a way of life. He suggested a call for
action to human resource development professionals by providing background on work–life
balance, profiling organizations who have made the transition into this way of thinking and
providing specific actions that human resource development professionals can take to transform
the thinking in the workplace.

Taylor.R (2003) suggests that the future of work-life balance programs points to a number of
suggestions to the policymakers that need to refocus to cover the millions of working parents to
lessen the difficulties of bringing up children, or caring for elderly and working at the same time.
And also they need to place the work-life issue in a wider context and make it an all-inclusive
approach, available to every individual who needs irrespective of their gender, race, ethnicity etc.

Wu et al (2003) found that female workers whose income makes up between 40 to 60 percent of
their family income would have more work life conflicts. This is because women with less
income weight are focusing more on their family where as women with more income weight is
more career oriented. They have concluded the study that female workers with 40 to 60 percent
weight of income do not have a clear role of them and struggle between work and family. It must
be noted that women do not always have a choice of what work they do, how long they work and
when, as these are often decided by their employers, the business needs and the financial needs
of their family.

Wilson (2003) found that in the academic world,‖ having children particularly early on, can
severely damage the job prospects of women, fatherhood is actually a boon to academic men‖. In
general, the larger companies and those in more modern/emerging sectors (such as information
technology and IT-enabled industries in comparison to the older industries like mining and
construction) typically adopt more family friendly policies that can moderate the level of tension
between work and life/family.

19
Zimmerman (2003) documented the adaptive strategies of dual earner couples in balancing
family and work based on a study of 47 middle –class, dual –earner couples with children, who
perceive themselves as successful in balancing family and work. Their description clustered into
six general partnership themes: shared housework, mutual and active involvement in childcare,
joint decision-making, equal access to and influence over finances, value placed on both partners
work life goals and shared emotion work. Successful couples equally share house work and
emotion work to balance their work and life however, wives tend to perform slightly more
childcare and to be primarily responsible for organizing family life. Further, Zimmerman notes
that wives perceive that husbands‘ careers are slightly more prioritized.

Burke and Collinson (2004) a recent poll by the members of society for Human Resource
Management indicated that professionals viewed flexible workplace schedules as key to
employee retention and if flexi work schedules are provided to the employees it achieves
employee retention.

Golden (2004) defines overwork as the point ―when the length of work hours begin to adversely
affect the health and safety of individuals, families organizations and the public even if the
workers themselves voluntarily, work the excess hours,‖ Golden also emphasizes that regulation
is required not only in cases where the longer working hours are involuntary, in order to protect
the safety and health of both workers involved and the general public.

Higgins C. (2004) analyzed the gap between need for work-life balance and the reality in most
workplaces remains disturbingly wide. Employers across Canada do not provide sufficient or
adequate work-life balance programs for their employees. It indicates that the factor has the
association with employee commitment is managers‘ recognition of their employee‘s needs for
work-life balance. Hence employers need to create supportive work place environments, as work
life balance is the key to employee well-being and hence organizations productivity.

Hyman and Summers(2004) founded seven major problems associated with the current UK
practice of lightly regulated approach towards Work Life Balance i.e the unevenness of adoption
across different sectors and organizations, lack of formalization of policies at organizational
level, with largely untrained line managers having discretion over policy application, there is
restricted voice for the employee over the introduction and implementation of policies, policies

20
are introduced initially to meet business needs, rather than those of employees, there is no
evidence of reductions in working hours, tangible and intangible work intrusions into domestic
life are myriad, domestic responsibilities are still conducted primarily by women irrespective of
their employment status. As a result, many employees continue to face difficulty in reconciling
their work domestic responsibilities.

Rapport R. (2004) reported that the workplace response ‗tends to be based on the US model to
support people to be able to work more rather than less‖. This is possibly due to the influence of
Multinational Corporations‘ policies on inclusive workforce and family friendly workplaces.
Most Indians still seem to consider work life balance as an issue for the ―haves‖ and less so far
the ―have not‘s‖, where work tends to take precedence over family. Some companies have
publicized their being a family friendly workplace as a recruitment tool, rather than facilitating
women to advance in the workplace. Organizations, like WIPS (Women in Public Sector), are
working with the British High Sector Commission and the Standing Conference on Public
Enterprises to organize special training programs for the career advancement of women to
balance work and family.

Yasbek (2004) found that work life balance policies are positively associated with the job tenure
of the female employees, and moreover the practices of such policies have a great effect on the
turnover rate of employees. Work-life balance policies help in reducing the stress and provide a
good work place where, there is less chance of accidents in the working and also provide a fair
platform for every employee, ultimately enhancing productivity.

Bandopadhyayand kumar (2005) emphasized on e-learning which is affecting heavily on

imbalanced work-life. The authors develop a motivational pyramid of e-learning and then
discuss how the existing corporate e-learning framework can adversely affect the work life
balance and cause more stress. Based on the above lines they propose a modified framework
with more emphasis on blended learning approaches and experimental learning and flexible, user
–configurable tools and technology support environment.

Schulz and Schulz (2005) explore the additional challenges faced by dual career couples thus:
The first challenge is the original jobs search and finding two positions. The next challenge is to
both make it through the tenure and promotion process. The third challenge is to have

21
advancement opportunities. Along with way, the authors assert, the couple has to work together
to develop a work life balance plan to provide an environment for each person with in the pair to
thrive towards his/her career and personal goals. Besides balancing the day-today activities of a
functioning household, they argue further, couples must agree on timing for or if they will start a
family and advancement opportunity for each.

Kochan.T (2005) suggested that Mathematical, technological an Scientific skills are the assets in
today‘s workforce. In addition to these academic skills, employers are looking for other
important practical skills. Amongst other things, the ability to work in teams, to lead others, to
problem solve and to communicate clearly are critical. Besides formal schooling, it is important
to continue on a path of lifelong learning. In competitive work world, workers need to keep their
qualifications and skills up to date.

Keene and Renolds (2005) used the 1992 National Study on the Changing Workforce to
conclude that job characteristics are more salient than family factors for predicting the
likelihood that family will detract from job performance and for explaining the gender gap in
negative family-to-work spillover. Working in a demanding job or having little job autonomy,
the authors assert, was associated with more native family-to-work spillover regardless of
gender, while greater scheduling flexibility mitigated the gender gap.

Rothbard(2005) surveyed 460 employees focusing on the extent to which individuals desire to
integrate or segment their work and non-work lives. They observed that people who want more
segmentation are less satisfied and committed to the organization when they have greater access
to integrating policies (e.g., onsite childcare)than when they have less access to such policies.
Conversely, people who want greater segmentation are more committed when have greater
access to segmenting policies ( e.g., flexi-time).The fit between the desire for segmentation and
organizational policy has an effect on satisfaction and commitment over and above the effects of
demographic characteristics such as age, gender, marital status, income, number of children, and
the ages of those children.

Chen (2006) reported on young and single that they tend to have less work life conflict issues
compared to with those who have childcare and elderly care responsibilities. And also those who
work in state sector will face less WLC issues, generally speaking, than those who work in

22
private sector, as competition and performance pressure is relatively lower in the sector than in
the private sector. Similarly, the level of position held and income both have positive relation
with the level of WLC in different ways as well as those in higher organizational position tend to
feel greater pressure of work which effects their family life negatively. And those who are on
less income are less able to commercialize their housework and family care responsibility and
experience more-life struggles.

Ferrer. A et al (2006) expressed that private sector provide family friendly benefits such as
workplace childcare and employment insurance supplements to maternity, paternity and sick
leave and other alternate work arrangements. Some of these policies include facilitating leave
from work for family reasons such as extension to leave which may be paid or unpaid and
facilitating changes in work schedules such as switching to part time work, job sharing or
reduced work week, flexi-time (flexibility in start and stop hours) or telework (work from home)
and family support policies such as offering help with child/elder care to balance work and life.

Cooke.F.L (2007) reported that the complete accessibility to extended family networks and low
cost childcare services further encourages dual full-time working among couples with young
children. The one child policy enforced by the government is to control the population growth
has further reduced the amount of childcare work for working couples. The model of a modern
urban Chinese family typically takes the form of dual careers/dual earners, with much less
sharply divided marital roles and possibly greater equality than that in industrial capitalist
societies.

Bambra (2008) Review of experimental and quasi-experimental studies focused on shiftwork

and work-life balance. Three interventions found to improve work-life balance: shift changes
from slow to fast rotation; shift changes from backward to forward rotation; and self -scheduling
of shiftwork.

Anup Kumar Singh and Richaawasthy (2009) discuss different causes and consequences of
Work-Life Balance, where societal, organizational and individual causes are major responsible
for Work-Life Balance. Managers have to take the challenge of work life balance seriously as it
affects their professional success and personal well-being. They also need to hone certain skills
that conducive to better work life balance. Some of these skills are: time management,

23
delegation, coping with stress, negotiation, caring, listening, empathy, trust etc help in managing
things both at work and in family.

Bilal,Zia-ur-Rahman and Raza (2010) examined the significant impact of family friendly
policies on employee‘s job satisfaction and turnover intention in the banking industry. Long and
inflexible work hours are the most consistent predictor of work-life conflict among banking
employees. The evaluation provided prima facie evidence that alternative work schedules can
improve banking employee‘s work-life balance, creating benefits for banking employees and
corporate organizations.

24
1.3 INTRODUCTION TO THE STUDY

1.3.1 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES
To know the overall quality of work life in the organization.

SECONDARY OBJECTIVES

 To know the level of quality of work life among the respondents.

 To find out the relationship between quality of work life and personal variables.
 To suggest suitable measures to improve the quality of work life.

1.3.2 SCOPE OF QUALITY OF WORK LIFE

 It covers employees of all the departments in OMAX AUTOS LIMITED to understand

their point of view with respect to quality of work life.
 It also includes the response of the employees to the various measures taken by the
management of OMAX AUTOS LIMITED to make the employees comfortable at the
work place.
 The scope is also widened to find out the expectation of the employee from the
management with respect to the above concept.

25
1.3.3 LIMITATION

 The researcher has to wait so many days to collect the data since the respondents were
busy
 Most of the respondents were not interested to fill the questionnaire as it was not useful
to them.
 The researcher could not collect more data in a short span.

26
 CHAPTER - II

INDUSTRY AND COMPANY PROFILE

27
2.1 INDUSTRY PROFILE

This chapter highlights history of Automobile Industry of the world and in India. The present
position of this Industry in the world and India is studied. The scope of Automobile Industry in
the near future is also explained. Finally all players in Automobile Industry of India are
enumerated in this chapter.

2.1.1HISTORY OF THE WORLD’S AUTOMOBILE INDUSTRY

The automobile as we know, it was not invented in a single day by a single inventor. The history
of the automobile reflects an evolution that took place worldwide. It is estimated that over
100,000 patents created the modern automobile. However, we can point to the many firsts that
occurred along the way.

Several Italians recorded designs for wind driven vehicles. The first was Guido da Vigevano in
1335. Vaturio designed a similar vehicle, which was also never built. Later Leonardo da Vinci
designed clockwork driven tricycle with tiller steering and a differential mechanism between the
rear wheels.
A Catholic priest named Father Ferdinand Verbiest has been said to have built a steam powered
vehicle for the Chinese Emporer Chien Lung in about 1678. Since James Watt didn't invent the
steam engine until 1705 it is guessed that this was possibly a model vehicle powered by a
mechanism like Hero's steam engine, a spinning wheel with jets on the periphery.

The first vehicle to move under its own power for which there is a record was designed by
Nicholas Joseph Cugnot and constructed by M. Brezin in 1769. A second unit was built in 1770,
which weighed 8000 pounds and had a top speed on 2 miles per hour and on the cobble stone
streets of Paris this was probably as fast as anyone wanted to go it.

The early steam powered vehicles were so heavy that they were only practical on a perfectly flat
surface as strong as iron. A road thus made out of iron rails became the norm for the next

28
hundred and twenty-five years. The vehicles got bigger and heavier and more powerful and as
such they were eventually capable of pulling a train of many cars filled with freight and
passengers.

Many attempts were being made in England by the 1830's to develop a practical vehicle that
didn't need rails. A series of accidents and propaganda from the established railroads caused a
flurry of restrictive legislation to be passed and the development of the automobile bypassed
England. Several commercial vehicles were built but they were more like trains without tracks.

The development of the internal combustion engine had to wait until a fuel was available to
combust internally. Gunpowder was tried but didn't work out. Gunpowder carburetors are still
hard to find. The first gas really did use gas. They used coal gas generated by heating coal in a
pressure vessel or boiler. A Frenchman named Etienne Lenoir patented the first practical gas
engine in Paris in 1860 and drove a car based on the design from Paris to Joinville in 1862. His
one-half horsepower engine had a bore of 5 inches and a 24-inch stroke. It was big and heavy
and turned 100 rpm.

Lenoir had a separate mechanism to compress the gas before combustion. In 1862, Alphonse
Bear de Rochas figured out how to compress the gas in the same cylinder in which it was to
burn, which is the way we still do it. This process of bringing the gas into the cylinder,
compressing it, combusting the compressed mixture, then exhausting it is known as the Otto
cycle, or four-cycle engine. Lenoir claimed to have run the car on benzine and his drawings show
an electric spark ignition. If so, then his vehicle was the first to run on petroleum based fuel, or
petrol, or what we call gas, short for gasoline.

Siegfried Marcus, of Mecklenburg, built a car in 1868 and showed one at the Vienna Exhibition
of 1873. His later car was called the Strassenwagen had about 3/4-horse power at 500 rpm. It ran
on crude wooden wheels with iron rims and stopped by pressing wooden blocks against the iron
rims, but it had a clutch, a differential and a magneto ignition. One of the four cars, which
Marcus built, is in the Vienna Technical Museum and can still be driven under its own power.

29
In 1876, Nokolaus Otto patented the Otto cycle engine, de Rochas had neglected to do so, and
this later became the basis for Daimler and Benz breaking the Otto patent by claiming prior art
from de Rochas.

In 1885, Gottllieb Daimler's in Bad Cannstatt built the wooden motorcycle. Daimler's son Paul
rode this motorcycle from Cannstatt to Unterturkheim and back on November 10, 1885. Daimler
used a hot tube ignition system to get his engine speed up to 1000 rpm.

On 29th January 1886, Karl Benz was granted a patent on it and on 3rd July 1886, he introduced
the first automobile in the world to an astonished public. Also in August 1888, William
Steinway, owner of Steinway & Sons piano factory, talked to Daimler about US manufacturing
right and by September had a deal. By 1891 the Daimler Motor Company, owned by Steinway,
was producing petrol engines for tramway cars, carriages, fire engines and boats in a plant in
Hartford, CT. Steam cars had been built in America since before the Civil War but the early one
was like miniature locomotives. In 1871, Dr. J. W. Carhart, professor of physics at Wisconsin
State University, and the J. I. Case Company built a working steam car.

By 1890 Ransom E. Olds had built his second steam-powered car. One was sold to a buyer in
India, but the ship it was on was lost at sea.

Running by February, 1893 and ready for road trials by September, 1893 the car built by Charles
and Frank Duryea, brothers, was the first gasoline powered car in America. The first run on
public roads was made on September 21, 1893 in Springfield, MA.

Henry Ford had an engine running by 1893 but it was 1896 before he built his first car. By the
end of the year Ford had sold his first car, which he called a Quadra cycle, for $200 and used the
money to build another one. With the financial backing of the Mayor of Detroit, William C.
Maybury and other wealthy Detroiters, Ford formed the Detroit Automobile Company in 1899.
A few prototypes were built but no production cars were ever made by this company. It was
dissolved in January 1901. Ford would not offer a car for sale until 1903.

30
Eli Olds built first petrol-powered car. This car was running by 1896 but production of the Olds
Motor Vehicle Company of Detroit did not begin until 1899. After an early failure with luxury
vehicles they established the first really successful production with the classic Curved Dash
Oldsmobile.
It sold for $650. In 1901 600 were sold and the next years were 1902 - 2,500, 1903 - 4,000, and
1904 - 5,000. In August 1904 Ransom Olds left the company to form Reo (for Ransom Eli Olds).
E. Olds was the first mass producer of gasoline-powered automobiles in the United States, even
though Duryea was the first auto manufacturer with their 13 cars.
The Rolls Royce Silver Ghost of 1906 was a six cylinder car that stayed in production until 1925.
It represented the best engineering and technology available at the time and these cars still run
smoothly and silently today. This period marked the end of the beginning of the automobile.

History of the Japanese Automobile Industry:

The first Japanese car manufacturing companies at a full scale was established by Nissan
Automobile in 1933 and by Toyota Automobile in 1937.

In the fifties and more years since the Japanese began producing cars domestically, Japanese
automotive technology has made remarkable progress and come to be one of the international
leaders. In 1980, Japan became the top automobile-producing country in the world. The domestic
auto industry has grown to the point where it is today one of the key industries supporting the
Japanese economy. Today, looking further toward the twenty-first century, utilizing new
materials, high-tech electronics, new power sources, and artificial intelligence, the type of car
which automakers are capable of producing cannot even be imagined.

History of the American Automobile Industry:

Charles E. and J. Frank Duryea, two brothers from rural Illinois, were the founders of the
American automobile industry. The Duryea Motor Wagon Company was the first company
organized in the United States for the manufacture of automobiles. The automobile has changed
the way people live and work all over the world. In America, very few people had cars prior to
Henry Ford‘s assembly line. This one industrial marvel was instrumental in changing America
from a rural, agricultural way of life to an urban, more industrial way of life.
31
The society changed to a more mobile way of life, where the common man no longer needed to
live in the same town where he worked. Also, it brought leisure activities closer to home,
because travel was easier. Today, just about anyone who wants a car can have a car and, for the
most part, they are essential to man way of life. Supporting industries flourished at the onset of
the automobile and still flourish today. Businesses that produce rubber, steel, glass, petroleum,
and many automotive parts and supplies employ many people in support of the automobile.

2.1.2THE AUTOMOBILE INDUSTRY AT PRESENT

For most of the history of automobiles, a car was expected to do little more than travel from
place to place with some degree of reliability and economy.

As roads and technology improved and more people began to use them, cars were expected to go
a little faster, ride more comfortably and last long enough to make the investment worthwhile.
Almost any new car could do these things well by the early 1930s, and even as technology
advanced over the next 40 years, what the world expected of a car remained basically the same.
Speed, convenience and reliability improved steadily, but for more than 70 years, a car was
expected to do nothing more than move people and their stuff with a degree of comfort and style
commensurate with the sale price.

Then the governments got involved in automobile design. Actually, the federal and various state
governments started requiring certain safety items as the technology became practical, such as
electric lights, safety glass and redundant throttle return springs. But beginning with the creation
of the Federal Motor Vehicle Safety Standards in 1966 and the U.S. Environmental Protection
Agency in 1973, the very mission of the automobile began changing. Instead of just carrying
people and their stuff quickly, comfortably and reliably, cars were eventually required to protect
their occupants in a crash, retain all unburned fuel vapours, convert the by-products of
combustion into less harmful gases and report their own malfunctions. Today they must meet
these and many other safeties and performance requirements set by the Society of Automotive
Engineers, the repair industry and several governments, especially if the car is built for export.

32
As if new technical design standards weren't enough, the buying public's idea of an automobile
has also gone light-years beyond reliable, economical transportation. The concept of 'automotive
style,' which once referred to a range with economy cars at one end of the spectrum and luxury
models at the other, has now expanded to include maybe a dozen different types of automobiles.
Compared with earlier designers (including those resurrected from the dead to make television
commercials), today's automotive designers and engineers are nothing less than heroes. They
must create a car that meets volumes of safety and emissions regulations and wildly imaginative
market demands, all of which were undreamed of only a generation ago. And as always, they
have to figure out how to mass-produce these machines at a specific cost; because the sale price
is pretty much set before the design work is even begun. To be sure, they have a lot of advanced
tools at their disposal.

For decades, designers and engineers only needed to create a mechanical device that could carry
us wherever there were roads. Now they are engaged in creating machines more advanced and
complex than those that took us to the moon, and sometimes we drive those machines where
there are no roads. And as it was in Henry Ford's day, the mid-market price of these marvels of
modern technology is still within reach of the people who build them.

However automobile companies nowadays have most portions in market. In 1999 Ford sold
more than 7.2 million vehicles worldwide, a company record. Ford also set company records for
net income ($7.2 billion) and earnings per share ($5.86), while reducing total costs by $1 billion.
General Motors posted record earnings in 1999 of $8.53 per share, which nearly doubled the
$4.32 per share earned in 1998. GM's revenues also jumped 14per cent, operating costs were
reduced by $3.7 billion and its automotive profit margin doubled to 3.2per cent.

Daimler Chrysler reported a net income of $5.8 billion in 1998, a 19per cent gain over 1998.
Worldwide sales were up, and operating profit of $11.1 billion was a 28per cent improvement.
Japan has 11 companies producing finished motor vehicles, including two that make only trucks,
but they are merely the tip of an industrial pyramid composed of thousands of companies that
supply parts and perform subcontracted work. In 1993 total automobile industry production
reached 42 trillion yen, 13.4per cent of the total for all manufacturers. The total number of
33
persons employed directly and indirectly by the industry--from manufacturing to sales is 7.2
million, or 11per cent of Japan's working population.

Nissan Motor Co. Ltd. is building a $930 million vehicle manufacturing plant in Canton that will
encompass 2.6 million square feet and produce about 250,000 units annually. Three vehicles will
be produced at this facility, a full-size pickup truck, a full-size sport-utility vehicle and a newly
designed minivan. Production has slated to begin in mid-2003. The plant initially will employ
3,300 workers. Nissan's production strategy includes having suppliers build modules and
components in the same sequence as the vehicles are produced on the production line. In
increasing numbers, suppliers and support services also are locating plants adjacent to, or near,
the new Nissan plant. By late November 2001, Nissan had announced the intention of nearly a
dozen suppliers to build new plants, as well as the development of a supplier logistics centre and
formation of a transportation services company.

2.1.3 SCOPE OF AUTOMOBILE INDUSTRY IN THE NEAR FUTURE

According to a survey of ASME International (American Society of Mechanical Engineers), the

automobile is the greatest mechanical engineering achievement of the 20th century. The
automobile, airplane, Apollo, air conditioning and other technologies made major contributions
to engineering progress and economic and social development in the last 100 years. The
automobile also spurred transportation in the United States and provided a means of efficient and
enjoyable travel for the nation's middle class.

Most automobile engine manufacturers, like Ford, want to be able to react to new market
requirements in a quick, flexible, and cost-saving manner, Ford intends to automate the
production of engines with open and manufacturer-independent control systems, and has decided
in favour of the industrial personal computer (PC) because of its substantial cost advantages
compared to conventional PLCs.

The automobile brought about many safety and health concerns. Agencies have been developed
on the federal and state levels to address environmental problems and automobile safety designs.
34
Safety in factories had to be addressed as well, to help protect the factory workers from hazards.
There is much concern today about the pollutants that cars put into our atmosphere from the
greenhouse effects on our planet to the very air we breathe. We take the automobile for granted
today, just another tool in our everyday lives.

Automobile differentiation in the marketplace is dependent on more electronic features. To

remain competitive, automakers must offer better features such as multiple air bags, driver
information systems, comfort controls and so on. The gradual introduction of advanced features
in lower-price automobiles is increasing the market size, which directly translates into a demand
for electronic control unit (ECUs). A highly competitive automobile market, with strong
performances by manufacturers, large multinational companies, and ongoing technological
innovations, is rapidly driving the demand for electronic control unit (ECU) testers.

World Automotive Test Equipment Markets reveals that this industry generated revenues
totaling $173.8 million in 2001. Total market revenues are likely to reach $233.2 million by
2007.
Car production will grow from 1998 to 2005 in every region of the world, except Japan,
according to an internal Bosch study. The report predicts annual output on average will increase
5.2per cent in emerging markets, 1.5per cent in Western Europe and 0.2per cent in North
America--but fall 1.0per cent in Japan over the next eight years, according to the report.

The study forecasts annual increases will average 11.6per cent in India, 7.6per cent in China,
6.1per cent in Central-Eastern Europe and the former Soviet Union, 3.2per cent in Southeast
Asia, 2.9per cent in South America, and 2.4per cent in Africa, Central America and the Middle
East.

Consolidation of the global automobile industry is moving forward at a breathtaking pace. In

2001, the six leading groups General Motors (including Isuzu), Ford (including Mazda), Toyota,
DaimlerChrysler (including Mitsubishi), Volkswagen, and Renault (including Nissan) accounted
for almost 70per cent of the world-wide production of 56.3 mio vehicles (2000: 58 mio).

35
2.2 COMPANY PROFILE

Omax Autos Limited is one of the leading

manufacturers of Auto &Non-Auto
Components in India.

Established in 1985, the company

specializes in sheet metal components,
tubular components and machined
components. Focused on performance, OMAX is amongst the prime OEM (parts and assembly)
suppliers.

With a turnover of INR 1,300 crore(260m US$) in year 2012, more than 6500+ work force and
several international accreditations, we feature in the list of top 10 automotive component
manufacturers in India.

OMAX‘s success is powered by its advanced manufacturing facilities. Starting with its first plant
in Dharuhera, Haryana, today, the company has nine fully-functional manufacturing plants
across India. The company has robust engineering process capabilities boasting a comprehensive
range of modern machines and production facilities designed to give optimum output as per
customers‘ specifications.

Omax has expanded its reach by providing a wide gamut of Assemblies, Sub-assemblies,
Frames, Bus Structure Assemblies, Tools Fixtures and SPM. The range of products finds
application in segments like Automotive (2W, 3W, PC & CV), Home ware, Off Highway and
Railways & Heavy Fabrication.

With over 30 years of experience, the company has become synonym with quality.

36
 The consistent quality of products resulting from technical &
manufacturing excellence has helped the company feature in
the list of India‘s top 10 automotive component
manufacturers. OMAX is an approved supplier for Indian
Railways, and holds expertise in manufacturing various
railway products. The company has received a string of
national and international accreditations, making it reach a
successful pedestal, at a global stature.

With its well-equipped infrastructure, team of leaders and constant innovation, the company
intends to come up with an Avant-grade range of products for new and sunrise industry verticals.

In all the endeavors, OMAX strives to contribute to the future of automotive industry by
adopting modern technologies and green initiatives thereby safeguarding the environment.

2.2.1MISSION, VISION AND CORE VALUES:

 Vision

Highly customer oriented, humane and system run global organization with a concern for Society

 Mission

We are a dedicated, proactive, loyal & accountable group of people with a quest for excellence
through latest technology, people empowerment and brand equity to produce world class
products by adopting best business practices and ethics."

 Core Values
 Human Dignity
 Honesty
 Commitment
 Sincerity

37
2.2.2 KEY STRENGTH:

OMAX Auto is a reputed manufacturer of Auto &Non - Auto Components and is a preferred
choice of top OEM brands in the industry.

2.2.4 CSR ACTIVITIES :

At OMAX, the philosophy of social responsibility underlines its way of conducting the business.

The company is highly committed to give back to the society in the best possible manner.
Leveraging to this, OMAX endeavors to make a positive contribution to its stakeholders and
society.

Water Recycling:

With state-of-the-art affluent plants, the company is able to ensure a 100 percent recycling of
water at every stage of manufacturing.

Solar Panels:

The focus on renewable energy further helps in constantly giving back to the communities. In
this view, Omax has also installed solar panels at few of its manufacturing plants.

Wind Mill:

With company‘s own wind mill in Rajasthan, it is constantly giving back the generation of
power.

Plantation:

OMAX‘s focus on plantation is testament of its sensitivity towards sustaining the surroundings.
We at Omax with the concern towards society and its environment plant saplings on regular
basis.

38
The core values of corporate social responsibilities (CSR), to produce an overall positive impact
on society are the highlighting features of the company. Amidst the high competition and
technological advancement, the company has always taken care of the environmental
sustainability and its betterment.

With diverse CSR activities, OMAX is successfully going green, always.

39
 CHAPTER - III
RESEARCH METHODLOGY

40
3. RESEARCH METHODOLOGY

INTRODUCTION

Research is defined as a scientific and systematic search for pertinent information on a

specific topic. In fact research is an art of scientific investigation. It is a way to systematically
sole the research problem. It may be understood as a science of studying how research is done.
Hence it is needed to design the methodology for the research problem. The researcher has been
done using descriptive research design.

Research is an academic activity and as such the term should be used in a technical sense.
According to Clifford Woody research comprises defining and redefining problems, formulating
hypothesis or suggested solutions; collecting, organizing and evaluating data; making deductions
and reaching conclusions; and at last carefully testing the conclusions to determine whether they
fit the formulating hypothesis.

AIM

The aim of the present study is to know the overall quality of work life in OMAX
AUTOS LIMITED, Bangalore.

3.1 RESEARCH DESIGN

In the present study the researcher has attempted to investigate the practices of Quality of
work life at OMAX AUTOS LIMITED, Bangalore. The effort of the investigation is to provide a
descriptive of the respondents on the dimensions helped the researcher to portray the Quality of
work life. Further the researcher has explored the association between the various variables of
the study. Hence for this study a Descriptive Research design was used.

3.1.1 SAMPLING DESIGN

Sampling is a process of a sufficient number of elements from the population or

characteristics would make it possible for us to generalize such properties. Sampling technique
used is simple random method. The sample size is restricted to 100 employees selected random
from different working units in the company.

41
3.1.5 SAMPLING AREA

The sampling Area is the OMAX AUTOS LIMITED, Bangalore.

3.1.6 PERIOD OF STUDY

This research was conducted for a 4 months from February 2014 to May 2014.

3.2 DATA COLLECTION

Data collection can be obtained from the primary data source as well as secondary data
source. As is the general rule governing data collection, all sources of secondary data was useful
were collected and exhausted before embarking on a program of primary data collection.

Primary Data

The primary data are those, which are collected a fresh and the first time, and thus happen
to be in original in character. It has been collected through a questionnaire. The research with the
help of the organization guide and research guide framed the questionnaire for the study.

Secondary Data

Secondary data are collected from personal records, web sites, books, journals, etc.,

3.3 TOOLS USED FOR DATA ANALYSIS

The collected data are converted into tables. To analyze the data, the statistical tools
percentage analysis, regression analysis and one – way anova test is used.

42
 CHAPTER - IV

DATA ANALYSIS AND INTERPRETATIONS

43
 TABLE NO 4.1

The Distribution of the Respondents by their Gender

S.No Gender No. of respondents Percentage

1. Male 93 93.0

2. Female 7 7.0

Total 100 100.0

Interpretation:

The table 4.1 shows the gender of the respondents. Out of total respondents, 93 per cent are
male respondents and the remaining seven per cent are female respondents.

CHART 4.1

Chart Showing the Distribution of the Respondents by their Gender

44
 TABLE NO 4.2
The Distribution of the Respondents by their Age

S.No Age ( in years) No. of Respondents Percentage

1. 21-25 yrs 21 21.0
2. 26-30 yrs 32 32.0
3. 31-35 yrs 23 23.0
4. 36-40 yrs 15 15.0
5. above 41 yrs 9 9.0
Total 100 100.0

Interpretation:

The table 4.2 indicates the distribution of the respondents by their age. Out of the total
respondents, the majority 32 per cent belong to the age group of 26 – 30 years, 23 per cent
belong to the age group of 31 – 35 years, 21 per cent belong to the age group of 21 – 25 years, 15
per cent belong to the age group of 36 – 40 years and the remaining nine per cent belong to the
age group of above 41 years.

CHART NO 4.2

Chart Showing the Distribution of the Respondents by their Age

45
 sssssTABLE NO 4.3

The Distribution of the Respondents by their Marital Status

S. No Marital Status No. of Respondents Percentage

1. Married 56 56.0
2. Unmarried 44 44.0
Total 100 100.0

Interpretation:

The table 4.3 indicates the distribution of the respondents by their marital status. Out of the total
respondents, the majority 56 per cent are married and the remaining 44 per cent are unmarried.

CHART NO 4.3

Chart Showing the Distribution of the Respondents by their Marital Status

46
 TABLE NO 4.4

The Distribution of the Respondents by their Qualification

S. No Qualification No. of Respondents Percentage

1. 10th 5 5.0
2. 12th 27 27.0
3. Diploma 34 34.0
4. UG 27 27.0
5. PG 7 7.0
Total 100 100.0

Interpretation:

The table 4.4 indicates the distribution of the respondents by their qualification. Out of the total
respondents, the majority 34 per cent possess Diploma, 27 per cent possess HSC, 27 per cent
possess UG degrees, seven per cent possess PG degree and the remaining five per cent possess
SSLC.

47
 TABLE NO 4.5

The Distribution of the Respondents by their Work Experience

S. No Work Experience No. of Respondents Percentage

1. Less than 1 yr 40 40.0
2. 1-2 yrs 16 16.0
3. 2- 5 yrs 26 26.0
4. above 5 yrs 18 18.0
Total 100 100.0

Interpretation:

The table 4.5 indicates the distribution of the respondents by their work experience. Out of the
total respondents, the majority 40 per cent are having less than 1 year, 26 per cent are having
2 - 5 years, 18 per cent are having above 5 years and the remaining 16 per cent are having 1 - 2
years.

48
 TABLE NO 4.6

The Distribution of the Respondents by their Salary

S. No Salary No. of Respondents Percentage

1. Less than 5000 2 2.0
2. 5001-10000 48 48.0
3. 10001-15000 15 15.0
4. above 15001 35 35.0
Total 100 100.0

Interpretation:

The table 4.6 indicates the distribution of the respondents by their salary. Out of the total
respondents, the majority 48 per cent belong to the category of rupees less than 5001 - 10000, 35
per cent belong to the category of rupees above 15001, 15 per cent belong to the category of
rupees 10001 – 15000 and the remaining two per cent belong to the category of rupees less than
5000.

49
 TABLE NO 4.7

The Distribution of the Respondents by their Working Hours

S. No Working Hours No. of Respondents Percentage

1. More than 8 hrs 1 1.0
2. 8 hrs 80 80.0
3. 7 hrs 19 19.0
Total 100 100.0

Interpretation:

The table 4.7 indicates the distribution of the respondents by their working hours. Out of the total
respondents, the majority 80 per cent of the employees are working for 8 hours per day, 19 per
cent of the employees are working for 7 hours per day and the remaining one per cent of the
employees are working for more than 8 hours per day.

50
 TABLE NO 4.8

The Distribution of the Respondents by their Stay at Work Place

S. No Stay at work Place No. of Respondents Percentage

1. Yes 11 11.0
2. No 89 89.0
Total 100 100.0

Interpretation:

The table 4.8 indicates the distribution of the respondents by their stay at work place. Out of the
total respondents, the majority 89 per cent of the respondents said they are not staying at work
place beyond timings, and the remaining 11 per cent of the respondents said they are staying at
work place beyond timings

51
 TABLE NO 4.9

The Distribution of the Respondents by their Quality of Work Life Score

S. No Quality of Work Life Score No. of Respondents Percentage

1. Moderate 18-84 99 99.0
2. High >=85 1 1.0
Total 100 100.0

Interpretation:

The table 4.9 indicates the distribution of the respondents by their quality of work life score. Out
of the total respondents, the majority 99 per cent has moderate score in quality of work life and
the remaining one per cent has high score in quality of work life. Thus from the analysis it can be
concluded that the majority of the respondents are score moderate level of quality of work life
score.

52
 TABLE NO 4.10

REGRESSION ANALYSIS

The Distribution of the Respondents Relationship between Quality of Work Life Score
and Salary

Coefficientsa

Model Unstandardized Coefficients Standardized T Sig.

Coefficients

B Std. Error Beta

(Constant) 2.037 .032 63.716 .000

1
Salary -.009 .011 -.089 -.877 .383

a. Dependent Variable: Total score

Interpretation:

The coefficient for salary (-0.009) is not significantly different from 0, because its p value is
0.383, which is larger than 0.05.

53
 TABLE NO 4.11

The Distribution of the Respondents Relationship between Quality of Work Life Score and
Work Experience

Coefficientsa

Model Unstandardized Standardized T Sig.

Coefficients Coefficients

B Std. Error Beta

(Constant) 2.014 .022 91.940 .000

1
work experience -.002 .009 -.019 -.182 .856

a. Dependent Variable: Total score

Interpretation:

The coefficient for work experience (-0.002) is not significantly different from 0, because its p
value is 0.856, which is larger than 0.05.

54
 TABLE NO 4.12

ONE – WAY ANOVAs The Gender and Quality Of Work Life Score of the Respondents

ANOVA

Total score

Sum of Df Mean Square F Sig.

Squares

Between
.133 1 .133 15.024 .000
Groups

Within Groups .857 97 .009

Total .990 98

Interpretation:

H01: the mean scores of the factor awareness about the quality of work life score do not vary
significantly between the groups of gender.

The table 4.12 indicate computed significance value 0.000 is less than 0.05, therefore there is
statistically significant difference between quality of work life and gender, Hence the Ho is
rejected.

55
 TABLE NO 4.13

ONE – WAY ANOVAs The Age and Quality Of Work Life Score of the Respondents

ANOVA

Total score

Sum of Df Mean F Sig.

Squares Square

Between
.038 4 .009 .926 .452
Groups

Within Groups .952 94 .010

Total .990 98

Interpretation:

H0 2: the mean scores of the factor awareness about the quality of work life score do not vary
significantly between the groups of age.

The table 4.13 indicate computed significance value 0.452 is greater than 0.05, therefore there is
statistically no significant difference between quality of work life and age, Hence the Ho is
accepted.

56
 TABLE NO 4.14

ONE – WAY ANOVAs The Marital Status and Quality Of Work Life Score of the
Respondents

ANOVA

Total score

Sum of Df Mean F Sig.

Squares Square

Between
.013 1 .013 1.253 .266
Groups

Within Groups .977 97 .010

Total .990 98

Interpretation:

H0 3: the mean scores of the factor awareness about the quality of work life score do not vary
significantly between the groups of marital status.

The table 4.14 indicate computed significance value 0.226 is greater than 0.05, therefore there is
statistically no significant difference between quality of work life and marital status, Hence the
Ho is accepted.

57
 TABLE NO 4.15

ONE – WAY ANOVAs The Qualification and Quality Of Work Life Score of the
Respondents

ANOVA

Total score

Sum of Df Mean Square F Sig.

Squares

Between Groups .190 4 .047 5.578 .000

Within Groups .800 94 .009

Total .990 98

Interpretation:

H04: the mean scores of the factor awareness about the quality of work life score do not vary
significantly between the groups of qualification.

The table 4.15indicate computed significance value 0.000 is less than 0.05, therefore there is
statistically significant difference between quality of work life and qualification, so Ho is
rejected.

58
 TABLE NO 4.16

ONE – WAY ANOVAs The Working Hours and Quality Of Work Life Score of the
Respondents

ANOVA

Total score

Sum of Df Mean F Sig.

Squares Square

Between
.003 2 .001 .124 .883
Groups

Within Groups .987 96 .010

Total .990 98

Interpretation:

H0 5: the mean scores of the factor awareness about the quality of work life score do not vary
significantly between the groups of working hours.

The table 4.16 indicate computed significance value 0.883 is greater than 0.05, therefore there is
statistically no significant difference between quality of work life and working hours, so Ho is
accepted.

59
 CHAPTER – V

FINDINGS, SUGGESTIONS AND

CONCLUSION

60
5.1 FINDINGS:

5.1.1 Percentage Analysis

 93 per cent are male respondents and seven per cent are the female respondents.
 The majority 32 per cent belong to the age group of 26 – 30 years.
 The majority 56 per cent are married and remaining 44 per cent are unmarried.
 34 per cent possess Diploma
 40 per cent are having less than 1 year experience in the company.
 48 per cent belong to the category of rupees less than 5001 – 10000 as their monthly
income.
 80 per cent of the employees are working for 8 hours per day.
 89 per cent of the respondents said they are not staying at work place beyond timings.
 The majority 99 per cent has moderate score in quality of work life

5.1.2 Regression Analysis:

 The coefficient for salary (-0.009) is not significantly different from 0, because its p value
is 0.383, which is larger than 0.05.

 The coefficient for work experience (-0.002) is not significantly different from 0, because
its p value is 0.856, which is larger than 0.05.

5.1.3 ONE – WAY ANOVA:

 H01: the mean scores of the factor awareness about the quality of work life score do not
vary significantly between the groups of gender. The tables 4.12 indicate computed
significance value 0.000 is less than 0.05, therefore there is statistically significant
difference between quality of work life and gender, Hence the Ho is rejected.

 H0 2: the mean scores of the factor awareness about the quality of work life score do not
vary significantly between the groups of age. The table 4.13 indicate computed

61
 significance value 0.452 is greater than 0.05, therefore there is statistically no significant
difference between quality of work life and age, Hence the Ho is accepted.
 H0 3: the mean scores of the factor awareness about the quality of work life score do not
vary significantly between the groups of marital status. The table 4.14 indicate computed
significance value 0.226 is greater than 0.05, therefore there is statistically no significant
difference between quality of work life and marital status, Hence the Ho is accepted.

 H04: the mean scores of the factor awareness about the quality of work life score do not
vary significantly between the groups of qualification. The table 4.15 indicate computed
significance value 0.000 is less than 0.05, therefore there is statistically significant
difference between quality of work life and qualification, so Ho is rejected.

 H0 5: the mean scores of the factor awareness about the quality of work life score do not
vary significantly between the groups of working hours. The table 4.16 indicate
computed significance value 0.883 is greater than 0.05, therefore there is statistically no
significant difference between quality of work life and working hours, so Ho is accepted.

62
5.2 SUGGESTION:

For the betterment of quality of work life among employees based on the findings of the present
study, the following practical suggestions may be considered.
 The satisfaction of the employees can be improved further by giving rewards (Monetary)
and awards for their contribution in work.
 Employees need more compensation from the company.
 While taking any decisions in management, it should be communicated properly to
employees.
 Work committee members should be selected from each department and quality circles
can be implemented.
 Career advancement should be based on performance.
 Employees should be given opportunity.
 Management may include more than 20 per cent of female employees.

63
5.3 CONCLUSION:

Quality of work life is an environment that promotes and maintains employee satisfaction with
an aim to improve working conditions for labors and organizational effectiveness for employers.
In QWL organizations, work is meaningful and done in a team arrangement. It plays a radical
role on employee work performance and productivity in automobile components manufacturing
industry. Allowing employees who have knowledge, skill and experience to participate in
decision making make them to work enthusiastically and give recognition to them in their work
which also promotes cooperation and conflict management, employee commitment, self-
efficiency and organizational effectiveness.
The major findings in the research are 99 per cent of the respondents have moderate level of
quality of work life score, so there is no significant difference between quality of work life score
and gender.

64
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65
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WEBSITES:

www.classicmoulds.com
www.humanresources.com
www.ask.com

71
ANNEXURE

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 “A Study on Quality of work life with reference to OMAX AUTOS
LIMITED”
QUESTIONNAIRE

1. Name of the respondent _________________________

2. Gender : male Female

3. Age :

a) 21- 25yrs b) 26 - 30yrs c) 31 - 35yrs d) 36 - 40yrs e) above 41yrs

4. Marital Status:

a) Married b) unmarried

5. Qualification :

a) 10th b) 12th c) diploma d)UG e) PG

6. Department ________________

7. State your designation in the company________________________

8. How long you have been working in the company?

a) less than 1 yr b) 1 – 2 yrs c) 2 – 5 yrs d) above 5 yrs

9. Salary in Rupees ,

a) less than 5000 b) 5001 – 10000 c) 10001 - 15000 d) above 15001

10. How many hours do you work in the company per day?

a) more than 8 hrs b) 8 hrs c) 7 hrs d) less than 6 hrs

11. Is there any requirement to stay at the work place beyond office hours?

a) Yes b) No

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12. After an average work day, about how many hours do you have to relax or pursue activities
that you enjoy?

Mention whether you Strongly Agree - S A , Agree - A , Neutral – N, Disagree - DA, or

Strongly Disagree – S DA with each of these statements.

13. My job support me to learn new things in the organization

a) S A b) A c) N d) DA e) S DA

14. Are you satisfied with the working condition provided by the company?

a) S A b) A c) N d) DA e) S DA

15. The job responsibility is clearly defined and communicated to the employees, do you
agree.

a) S A b) A c) N d) DA e) S DA

16. The safety of workers is a high priority to the management where I work

a) S A b) A c) N d) DA e) S DA

17. The welfare measures provided by the organization is taking care of their employees and
their families?

a) S A b) A c) N d) DA e) S DA

18. I have enough freedom to use my skills and abilities to perform best in my job in the
organization

a) S A b) A c) N d) DA e) S DA

19. Did the management provide adequate training and development to the employees?

a) S A b) A c) N d) DA e) S DA

20. Do you get motivation from your superior to increase your efficiency, when you are not
productive,

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 a) S A b) A c) N d) DA e) S DA

21. Do you feel secured in your job?

a) S A b) A c) N d) DA e) S DA

22. Do you have the growth opportunity in the present job ?

a) S A b) A c) N d) DA e) S DA

23. Do you feel comfortable and satisfied with the job?

a) S A b) A c) N d) DA e) S DA

24. Do you agree that the management take steps to reduce your stress in the organization?

a) S A b) A c) N d) DA e) S DA

25. The organization have get together, joint tours and other social celebration as regular feature
of work life, do you agree?

a) S A b) A c) N d) DA e) S DA

26. The organization consider the employees with relating to attendance, punctuality, and
conduct, do you agree?

a) S A b) A c) N d) DA e) S DA

27. The reward system is only based on the employees performance do you agree?

a) S A b) A c) N d) DA e) S DA

28. The salary is sufficient for you lead a good life. Do you agree?

a) S A b) A c) N d) DA e) S DA

29. Do you able to achieve a healthy balance between work and family life.

a) S A b) A c) N d) DA e) S DA

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