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CHAPTER I

INTRODUCTION

INTRODUCTION OF THE STUDY

Quality is generally defined to satisfy the ever-changing needs of our customers, vendors
and employees, with value added products and services emphasizing a continuous commitment
to satisfaction through an ongoing process of education, communication, evaluation and constant
improvement. The concept of quality is not apply to all goods and services created by human
beings but, also for work place where the employees were employed.

Quality in the work place comes from understanding and then fully meeting the needs of
all your internal and external customers, now and into the future and doing, so with continual
improvement in efficiency and effectiveness. In addition to improving the work system, QWL
programs usually emphasis development of employee skills, the reduction of occupational stress
and the development of more co-operative labor-management. Vigorous Domestic and
International competition drive organizations to be more productive. Proactive managers and
human resource departments respond to this challenge by finding new ways to improve
productivity

The term refers to the favorableness or un-favorableness of a total job environment for
people. QWL programs are another way in which organizations recognize their responsibility to
develop jobs and working conditions that are excellent for people as well as for economic health
of the organization. A high quality of work life (QWL) is essential for organizations to continue
to attract and retain employees. QWL is a comprehensive program designated to improve
employee satisfaction.

THEORETICAL REVIEW

MEANING:
QWL means having good supervision, good working conditions, good pay and benefits and
an interesting, challenging and rewarding job. High QWL is sought through an employee
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relations philosophy that encourages the use of QWL efforts, which are systematic attempts by
an organization to give workers greater opportunities to affect their jobs and their contributions
to the organization’s overall effectiveness. In earlier times QWL means only job enrichment. In
addition to improving the work system, QWL programs usually emphasize on development of
employee skills, the reduction of occupational stress and the development of more co-operative
labor-management relations.

DEFINTION:

Suttle has defined Quality of work life as follows:

“Quality of work life is the degree to which members of work organization are able to
satisfy important personal needs through their experience in the organization.”

Robbins(1989) defined QWL as follows:

“A Process by which an organization responds to employee needs by developing

mechanisms to allow them to share fully in making the decisions that designs their lives at work”.

FACTOR INFLUENCING QUALITY OF WORK LIFE

Job and Career Satisfaction

The extent to which you are content with your job and your prospects at work Job and
Career Satisfaction is a very important factor in overall quality of working life. How you score
on the Job and Career Satisfaction factor relates to whether you feel the workplace provides you
with the best things at work - the things that make you feel good, such as: a sense of achievement,
high self-esteem, full-filaments of potential, etc.

Working Conditions

Working Conditions assess the extent to which the employee is satisfied with the
fundamental resources, working conditions and security necessary to do their job effectively. It
is perhaps obvious that physical working conditions that influence perceptions of employee
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health and safety would affect employee quality of work life. Less obvious may the link
between the resources you get to complete your job, so-called work hygiene and QWL.

Home-Work Interface

How much you think the organization understands and tries to help you with pressures
outside of work. Home-work interface is related to work life balance and is about having a
measure of control over when, where and how you work. It is achieved when you feel you have
a fulfilled life inside and outside paid work, to the mutual benefit of you and your work. A poor
work-life balance can have negative effects on your well-being.

Stress at Work

The extent to which you see work pressures and demands as acceptable and not excessive
or ‘Stressful’. The UK Health & Safety Executive (HSE) define stress at: “the adverse reaction
people have to excessive pressure or other types of demand placed on them”.

Work pressures and demands can be a positive of aspect of our work experience, providing
challenge and stimulation, but where we see them as excessive and beyond our ability to cope,
we are likely to feel overloaded and stressed.

Control at Work

How far you feel you are involved in decisions that affect you at work. Control at Work
reflects the level to which you feel you can exercise what you consider to be an appropriate level
of control within your work environment. That perception of control might be linked to various
aspects of work, including the opportunity to contribute to the process of decision making that
affects you.

Leading authors in the field suggest that perception of personal control can strongly affect
both an individuals’ experience of stress and their health. Research also suggests that there is a
strong link between personal control and job satisfaction.

CRITERIA OF MEASURING QWL

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Adequate and Fair Compensation

There are different opinions about the adequate compensation. T h e committee on Fair
Wages defined fair wage as “the wage which is above the minimum wage but below the living
age.”

Safe and Healthy Working Conditions

Most of the organizations provide safe and healthy working conditions due t o
humanitarian requirements and/or legal requirements. In fact, these
conditions are a matter of enlightened self-interest.

Opportunity to Use and Develop Human Capabilities

Contrary to the traditional assumptions, QWL is improved the extent that the worker can
exercise more control over his or her work, and the degree to which the job embraces an entire
meaningful task” but not a part of it. Further, QWL provides for opportunities like autonomy In
work and participation in planning in order to use human capabilities.

Opportunity for Career Growth

Opportunities for promotions are limited in case of all categories o f employees either due
to educational barriers or due to limited openings at the higher level. QWL provides future
opportunity for continued growth and security by expanding one’s capabilities, knowledge and
qualifications.

Social Integration in the Work Force

Social integration in the work force can be established by creating freedom f r o m

p r e j u d i c e , s u p p o r t i n g p r i m a r y w o r k a s e n s e o f c o m m u n i t y a n d inter-personnel
openness, legal and upward mobility.

Constitutionalism in the Work Organization

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QWL provides constitutional protection to the employees only to the level of desirability as
it hampers workers. It happens because the management’ sanction is challenged in every action
and bureaucratic procedures need to be followed at that level. Constitutional protection is
provided to employees on such matters as privacy, free speech, equity and due process.

Work and Quality of Life

QWL provides for the balanced relationship among work, non- work and family aspects of
life. In other words, family life and social life should not b e s t r a i n e d b y w o r k i n g
h o u r s i n c l u d i n g o v e r t i m e w o r k , w o r k d u r i n g inconvenient hours, business
travel, transfers, vacations

Social Relevance of Work

QWL is concerned about the establishment of social relevance to work in a socially

beneficial manner. The workers’ self-esteem would be high if his work is useful to the society
and the vice versa is also true.

TECHNIQUES FOR IMPROVING QWL

The quality of work life movement is of recent origin and has a long way to go. Individual as well as
organized efforts are required to improve the quality of work life for millions of workers in the country. Some of
the techniques used to improve the QWL are as given below:

1. Flexible Work Schedules:

There should be flexibility in the work schedules of the employees. Alternative work schedules for the
employees can be flexi time, staggered hours, compressed work week etc. Flexi time is a system
of flexible working hours, staggered hours schedule means that different groups of employees
begin and end work a different intervals. Compressed work week involves longer hours of work per
day for fewer days per week.

2. Job Redesign:
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Job redesigning or job enrichment improves the quality of the jobs. It attempts to provide a person with
exciting, interesting, stimulating and challenging work. It helps to satisfy the higher level needs of the
employees.

3. Opportunity for Development:

Career development is very important for ambitious and achievement oriented employees.
If the employees are provided with opportunities for their advancement and growth, they will be
highly motivated and their commitment to the organization will increase.

4. Autonomous Work Groups:

Autonomous work groups are also called self-managed work teams. In such groups the
employees are given freedom of decision making. They are themselves responsible for planning,
organizing and controlling the activities of their groups. The groups are also responsible for their
success or failures.

5. Employee Participation in Management:

People in the organization should be allowed to participate in the management decisions affecting their lives.
Quality circles, Management by objectives, suggestion system and other forms of employee participation in
management help to improve the QWL.

6. Job Security:

Employees want stability of employment. Adequate job security provided to the employees
will improve the QWL to a large extent.

7. Equitable Justice:

The principle of equitable administrative justice should be applied in disciplinary actions,

grievance procedures, promotions, transfers, work assignments etc. Partiality and biasness at any
stage can discourage the workers and affect the QWL.
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STRATEGIES FOR IMPROVEMENT OF QWL

The strategies for improvement in quality of work life include self-managed work teams,
redesign and enrichment, effective leadership and supervisory behavior, career development
alternative work schedules, job security, administrative organizational and participating
management.

(i) Self-managed Work Teams

These are also called autonomous work groups or integrated work teams. These work teams are
formed with 10 to 20 employees who plan, co-ordinate and control the activities of the team with
the help of a team leader who is one among them. Each team performs all activities including
selecting their people. Each team has authority to make decisions and
regulate the activities. The group as a whole is accountable for the success or failure. Salaries are
fixed both on the basis of individual and group achievement.

(ii) Job Redesign and Enrichment

Narrow jobs can be combined into larger units of accomplishment. Jobs are redesigned with a
view to enriching them to satisfy higher order human needs.

(iii) Effective Leadership and Supervisory Behavior

For effective leadership and supervisory behavior ‘9-9’ style of managerial grid is suitable.

(iv)Career Development

Provision for career planning, communicating and counseling the employees about the career
opportunities, career path, education and development and for second careers should be made.

(v) Alternative Work Schedules

Provision for flexible working hours, part-time employments, job- sharing and reduced work
week should be made.
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(vi)Job Security

This tops the employees’ list of priorities. It should be adequately taken care of.

(vii) Administrative or Organizational Justice

The principles of justice, fair and equity should be taken care of in disciplinary procedure,
grievance procedures, promotions, transfers, demotion, work assignment, leave, etc.

(viii) Participative Management

Employees should be allowed to participate in management participative schemes which may be

of several types. The most sophisticated among them is quality circle.
Implementation of these strategies ensures higher level of quality
o f work life

RESULT OF QUALITY OF WORK LIFE

Positive results of quality of work life have been supported by a number of previous studies
including reduced:

 Absenteeism
 Lower turnover and,
 Improved job satisfaction.
 Not only does quality of work contribute to company’s ability to recruit quality people, but
also it enhances a company’s competitiveness
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INDUSTRY PROFILE AND COMPANY PROFILE

INDUSTRY PROFILE

Textile Industry is one of the leading textile industries in the world. Though it was
predominantly unorganized industry a few years back. The scenario started changing after the
economic liberalization of Indian economy in 1991. The opening up of economy gave the
much-needed thrust to the Indian textile industry, which has now successfully become one of
the largest in the world.

India textile industry largely depends upon textile manufacturing and export. It
also plays a major role in the economy of the country. India earns about 27% of its total
foreign exchange through textile exports. Further, the textile industry of India also contributes
nearly 14% of the total industrial production of the country. It also contributes around 3% to
the GDP of the country. Indian textile industry is also the largest in terms of employment
generation. It not only generates jobs in its own industry, but also opens up scopes for the
other ancillary sectors. Indian textile industry currently generates employment to more than
35 million people. It is also estimated that, the industry will generate 12 million new jobs by
the year 2012.

Indian textile industry can be divided into several segments, some of which can be
listed as below:

• Cotton Textiles
• Silk Textiles
• Woolen Textiles
• Readymade Garments
• Hand-crafted Textiles
• Jute and Coir

New innovations in clothing production, manufacture and design came during the
Industrial Revolution - these new wheels, looms, and spinning processes changed clothing
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manufacture forever. The 'rag trade', as it is referred to in the UK and Australia is the
manufacture, trade and distribution of textiles.

There were various stages - from a historical perspective - where the textile industry
evolved from being a domestic small-scale industry, to the status of supremacy it currently
holds. The 'cottage stage' was the first stage in its history where textiles were produced on a
domestic basis.

During this period cloth was made from materials including wool, flax and cotton.
The material depended on the area where the cloth was being produced, and the time they
were being made. In the later half of the medieval period in the northern parts of Europe,
cotton came to be regarded as an imported fiber. During the later phases of the 16th century
cotton was grown in the wanner climes of America and Asia. When the Romans ruled, wool,
leather and linen were the materials used for making clothing in Europe, while flax was the
primary material used in the northern parts of Europe.

During this era, excess cloth was bought by the merchants who visited various areas
to procure these left-over pieces. A variety of processes and innovations were implemented
for the purpose of making clothing during this time. These processes were dependent on the
material being used, but there were three basic steps commonly employed in making clothing.
These steps included preparing material fibers for the purpose of spinning, knitting and
weaving.

During the Industrial Revolution, new machines such as spinning wheels and
handlooms came into the picture. Making clothing material quickly became an organized
industry - as compared to the domesticated activity it had been associated with before. A
number of new innovations led to the industrialization of the textile industry' in Great Britain.
Clothing manufactured during the Industrial Revolution formed a big part of the exports made
by Great Britain. They accounted for almost 25% of the total exports made at that time,
doubling in the period between 1701 and 1770.
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The center of the cotton industry in Great Britain was Lancashire - and the amount
exported from 1701 to 1770 had grown ten times. However, wool was the major export item at
this point of time.

In the Industrial Revolution era, a lot of effort was made to increase the speed of the
production through inventions such as the flying shuttle in 1733, the flyer-and-bobbin system, and
the Roller Spinning machine by John Wyatt and Lewis Paul in 1738. Lewis Paul later came up
with the carding machine in 1748 and in 1764 the spinning jenny was also developed. The
water frame was invented in 1771 by Richard Arkwright. The power loom was invented in 1784
by Edmund Cartwright.

In the initial phases, textile mills were located in and around the rivers since they
were powered by water wheels. After the steam engine was invented, the dependence on the
rivers ceased to a great extent. In the later phases of the 20th century, shuttles that were used in
the textile industry were developed and became faster and thus more efficient. This led to the
replacement of the older shuttles with the new ones.

Today, modem techniques, electronics and innovation have led to a competitive, low-
priced textile industry offering almost any type of cloth or design a person could desire. With
its low cost labour base, China has come to dominate the global textile industry.
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COMPANY PROFILE

Established in 1962, The Precot has symbolized Quality and Trust in the
textile industry. With four decades of spinning experience and a diverse range of
products that include cotton yams, sewing threads, fabrics and garments; Precot is one of
the few totally integrated textile players with a total turnover of 90 million US Dollars.
The Group has state of the art infrastructure facilities and skilled personnel to rise up
to customer expectations.

PML is flagship group in textile industry manufacturing quality cotton and

cotton blended yam. At present the group is having nine units spread over southern States
of India Andhra Pradesh, Kerala, Tamilnadu, and Kamataka. The company aims at
producing good quality yam through continuous modernization of plant and machinery
and systematic development of work method.

"The objective of the company is to understand and meet the requirements

of our customer and add value to these products through continuous improvement of our
people systems, and processes. The company always welcomes and recognizes the
employee involvement and contribution towards the working of mills. The company also
provides suitable opportunities to its employees to generate original ideas, which is
suitably rewarded.

1(b) Corporate /Central office (Suprim)

Corporate office deals with raw material purchase, testing, approvals and allotment to
Brjjoup mills. In addition to that finalization of sales, contract approval of production,
planning policy decisions etc are also taken at corporate office.

l(c).C Unit
C Unit is located at Chandrapuram, Walayar Dam post Palakkad District, Kerala. Unit
was established in the year 1997. Factory is build up in an area of 9600 Sqm. Present
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spindling of the unit is 12096. (Modernization work is going on to produces yam ranging
b/w 20 s Ni to 60 s Ni is both 100 % cotton and polyester cotton Blends is carded and
combed varieties to suit different end uses. At present the yam produced from the mill is
being widely used for knitting (Baniyans and knitwear)

l(d).D Unit

D Unit is situated at Chandrapuram, Walayar Dam post, Palakkad District,

Kerala and was established in the year 1995. This is located in an area of around 5.3
hectares. Present capacity of the factory in 1152 Rotors manufacturing yarn ranging b/w
BS Ne to 20 20s Ni in both 100% cotton of processed wastes in carded and combed
varieties to suit different end uses. At present the yam produced from the mill is being
widely used for Industrial fabrics and bed sheets.

ABOUT PRECOT D UNIT

The mill was started on October 1995.Total Rotors installed is 1344(7*92) and
the count of yarn manufactured is COS OE, 16SOE, 20S0E. The end use of the product
is weaving and knitting .The raw material used is raw cotton and Noils/flat strips and
the Yam sold in Locally 70% and the export 70%.The number of workers in the mill is
85 permanent mill workers and 60 contract workers.

Quality objective

Our efforts are committed towards exceeding the quality requirements of our
customers and interested parties. Enhancing the awareness and involvement of employees
towards quality through systematic training, development and motivation.

Quality
Established Quality assurance methodologies and processes. Fine- tuned work
culture with focus on Quality.
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Value

Cost reduction through in- house Research and Development and value
Engineering.

Delivery
Keeping up schedules through a committed work force and high productivity.
Customer Service through a well connected marketing and after- sales network.

Quality Systems

All the group companies are ISO 9001:2000 certified and are in the process of
implementing TQM. Foundation has been laid in all the units for TQM by implementing
'5S' methods of housekeeping and 3M methods to control wastage of resources.

Quality Control Equipments

State- of- the- Art fibre and yarn testing instruments like HVI, AFIS, UT4 evenness tester
and Tensomax

HUMAN RESOURCE DEPARTMENT:

The HR department is headed by a director assisted by deputy director and other

staff. The objective of the department and is to assess the manpower requirement of the
organization, recruit the appropriate candidates, induct them and develop them is to the
requirements of the organization. HRD is one of the important functions of this
department.
The Company follows matrix type of reporting system i.e., a manager of each
department has to report dotted to AGM and functionally to the concerned regional
manager.
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The HR function in the Precot Company deals with the manufacturing area and
the Sales Area.

The HR Department performs the following functions:

 Recruitments.
 Training and Development.
 Performance Management System.
 Administration/ Payroll.
 Employee Relations.
 Legal Compliances.

MILESTONES

 TQM control from fibre to fibre

 ISD 9002 certificate by TOV Germany for all units
 Efficient, production planning systems
 Strict quantity assurance ensures that the total element point per 100 liner
meters does not exceed 24 under 4 point systems of inspections to under to point
system of inspection
 According to surveys conducted by South India Textile Research Association
(SITRA) the performance of the company have been consistently outstanding in
production and quality over the past decade
 At present, on the path towards TQM Mills have implemented 5s and 3m
practices.
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ORGANIZATION STRUCTURE

CEO

BOARD OF DIRECTORS

CHAIRMAN

MANGING DIRECTOR

PRODUCTION FINANCE HUMAN MARKETING

MANAGER MANAGER RESOURCE AND SALES
MANAGER MANGER

SUPERVISORS

EMPLOYEES
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OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:

 To know the overall quality of work life in PRECOT C UNIT and its impact on
employees work culture.

SECONDARY OBJECTIVES:

 To identify whether the quality of work life improve the standard of living employees.
 To identify whether the quality of work life increase to create a positive attitude in the minds
of employees.
 To measure the level of satisfaction of employees towards the quality of work life.
 To identify the perception of the employees among superior and subordinate’s relationship.
 To identify the effectiveness of training in improving the employees skills and knowledge.

NEED FOR THE STUDY

 Quality of work life is in which an organization recognize their responsibility to develop

jobs and working conditions that are excellent for people as well as for economic health of
the organization.
 Close attention to QWL provides a more humanized work environment
 It help to increase the productivity of the organization.
 This study will reveal the importance of a well-managed Quality work life and what benefits
one will derive from it.
 The purpose of this research project is to identify the consequences of work-life imbalance
in people working in PRECOT MERDIAN C UNIT at kanjikode and those concerning
individuals and their lives that give rise to the need to address the challenge of work-life
balance as a contemporary policy issue.
 The study focused on key areas to ascertain the level of change in the above respect that
needs to take place. .
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 The study addressed (a) improving the standard of living contract employees in the
organization (b) to identifying the pros and corns of the work environment.
 In current scenario every organization wants more output it can be possible only when the
working employee find its working environment comfortable as per the job requirement. So
it is very important for the organization to make a quality relationship between its
employees and working environment. Hence these are a need to study Quality of work life
in the organization.

SCOPE OF THE STUDY

The top management can use the information obtained through the study in .The following areas.

 The organization should take care of health and safety of the employees.
 Job security should be given to the employees.
 Job specification should match the individuals.
 Infrastructure facilities should be adequately given ,
 An organization responds to employee needs for developing mechanisms to allow
them to share fully in making the decisions that design their lives at work.

LIMITATIONS OF THE STUDY

 Even though the survey was conducted among the employees of The Precot Merdian
C Unit at Kanjikode it may not reflect the real opinion of the employees.
 Due to time constraints, the sample size was restricted to 100, which will not refer to
the overall views of the employees in an organization.
 Since the study was restricted to Precot Merdian C Unit at Kanjikode majority of the
findings are applicable only to this organization and cannot be generalized.
 The study was mainly concentrated only contract workers
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CHAPTER 2

REVIEW OF LITERATURE

RESEARCH REVIEW

Various authors and researchers have proposed models of Quality of working life which include
a wide range of factors. Selected models are reviewed below.

Herzberg at al., (1959), Lawler and Porter, 1966 and Sirgy, Efraty, Siegel & Lee, 2001

Herzberg at al., (1959) used “Hygiene factors” and “Motivator factors” to distinguish
between the separate causes of job satisfaction and job dissatisfaction. It has been suggested that
Motivator factors are intrinsic to the job, that is; job content, the work itself, responsibility and
advancement. The Hygiene factors or dissatisfaction-avoidance factors include aspects of the job
environment such as interpersonal relationships, salary, working conditions and security. Of
these latter, the most common cause of job dissatisfaction can be company policy and
administration, whilst achievement can be the greatest source of extreme satisfaction. An
individual’s experience of satisfaction or dissatisfaction can be substantially rooted in their
perception, rather than simply reflecting their “real world”. Further, an individual’s perception
can be affected by relative comparison – am I paid as much as that person - and comparisons of
internalized ideals, aspirations, and expectations, for example, with the individual’s current
state(Lawler and Porter, 1966) (1).In summary, where it has been considered, authors differ in
their views on the core constituents of Quality of Working Life (e.g. Sirgy, Efraty, Siegel & Lee,
2001 (11) and Warr, Cook & Wall,1979).

Hackman and Oldham (1976) and Taylor (1979)

They 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
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Quality of working life as; basic extrinsic job factors of wages, hours and working conditions,
and the intrinsic job notions of the nature of the work itself. He suggested that a number of other
aspects could be added, including; individual power, employee participation in the management,
fairness and equity, social support, use of one’s present skills, self-development, a meaningful
future at work, social relevance of the work or product, effect on extra work activities. Taylor
suggested that relevant Quality of working life concepts may vary according to organization and
employee group.

Warren buffett 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, Warretal found evidence
for a moderate association between total job satisfaction and total life satisfaction and happiness,
with a less strong, but significant association with self-rated anxiety. Thus, whilst some authors
have emphasized the workplace aspects in Quality of working life, others have identified the
relevance of personality factors, psychological well-being, and broader concepts of happiness
and life satisfaction. Factors more obviously and directly affecting work have however, served as
the main focus of attention, as researchers have tried to tease out the important influences on
Quality of working life in the workplace.

National Seminar on improving the quality of working life (1982)

It was convened to enquire into the direction of Quality of Work Life activities in India and
prepare an action plan for implementing the Quality of Work Life concepts. The
recommendation from the National seminar published in the Journal of Productivity (1982) states
that at the enterprise level, improvement of quality of work life should be through the co-
operative endeavor between management and unions. The conference pointed out that the
Government could help in improving Quality of Work Life through legislation, executive policy
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and action through its entrepreneurial role in the public sector. It recommended the need
fengaging and involving shop-floor level staff in the management and policy decisions for
improvement in Quality of Work Life. Based on his various studies and wide experiences

Lawler, 1982, Danna & Griffin, 1999 and Loscocco & Roschelle,1991

It has generally been agreed however that Quality of Working Life is conceptually similar
to well-being of employees but differs from job satisfaction which solely represents the
workplace domain (Lawler, 1982).Quality of Working Life is not a unitary concept, but has been
seen as incorporating a hierarchy of perspectives that not only include work-based factors such
as job satisfaction, satisfaction with pay and relationships with work colleagues, but also factors
that broadly reflect life satisfaction and general feelings of well-being (Danna & Griffin, 1999).
More recently, work-related stress and the relationship between work and non-work life domains
(Loscocco & Roschelle,1991) have also been identified as factors that should conceptually be
included in Quality of Working Life.

Mirvis and Lawler (1984) and Baba and Jamal (1991)

He suggested that Quality of working life was associated with satisfaction with wages,
hours and working conditions, describing the “basic elements of a good quality of work life” as;
safe work environment, equitable wages, equal employment opportunities and opportunities for
advancement. Baba and Jamal (1991) listed what they described as typical indicators of quality
of working life, including: job satisfaction, job involvement, work role ambiguity, work role
conflict, work role overload, job stress, organizational commitment and turn-over intentions.
Baba and Jamaal so explored reutilization of job content, suggesting that this facet should be
investigated as part of the concept of quality of working life.

M. Joseph Sirgyetal(2001)

Sirgyetal.; (2001) suggested that the key factors in quality of working life are: Need
satisfaction based on job requirements, Need satisfaction based on Work environment, Need
satisfaction based on Supervisory behaviour, Need satisfaction based on Ancillary programs
Organizational commitment. They defined quality of working life as satisfaction of these key
 22

needs through resources, activities, and outcomes stemming from participation in the workplace.
Maslow’s needs were seen as relevant in underpinning this model, covering Health & safety,
Economic and family, Social, Esteem, Actualization, Knowledge and Aesthetics, although the
relevance of non-work aspects is play down as attention is focused on quality of work life rather
than the broader concept of quality of life. These attempts at defining quality of working life
have included theoretical approaches, lists of identified factors, correlational analyses, with
opinions varying as to whether such definitions and explanations can be both global, or need to
be specific to each work setting.

Ellis and Pompli (2002)

Some have argued that quality of working life might vary between groups of workers. For
example, Ellis and Pompli (2002) identified a number of factors contributing to job
dissatisfaction and quality of working life in nurses, including: Poor working environments,
Resident aggression, Workload, Unable to deliver quality of care preferred, Balance of work and
family, Shiftwork, Lack of involvement in decision making, Professional isolation, Lack of
recognition, Poor relationships with supervisor/peers, Role conflict, Lack of opportunity to learn
new skills.
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CHAPTER 3

RESEARCH METHODOLOGY

RESEARCH

Human beings are interested to acquire information from different sources. They are always
eager to know more this urge of acquiring information is ever present in every individual.
Research is common parlance refers to a search for knowledge .It can be also defined as a
scientific and systematic search for pertinent information on a specific topic.

In fact research is an art of scientific information. Some people consider research as a movement,
a movement from the known to the unknown. It is actually a voyage of discovery. Research
refers to search for knowledge. It is systematic enquiry seeking facts through objective verifiable
methods in order to discover the relationship among them and to presume broad principles or
laws for them.

"Research comprises defining and redefining problems, formulating hypothesis or suggested

solutions; collecting, organizing and evaluating data; making deductions and reaching
conclusions; and at least carefully testing the conclusion to determine whether they fit the
formulating hypothesis"

RESEARCH METHODOLOGY

Research methodology is a systematic way to solve research problems. Researcher

has to design his methodology. Research methodology deals with research methods and takes
into consideration the logic behind the method .It also deals with objective of research study, the
method of defining the problem, type of data collected, methods used for collecting and
analyzing data. It also deals with objective of research study; the method is defining the problem,
type of data collected and the methods used for collecting the data.

The research processes that will be adopted in the present study consist of the following stages.
 24

 Defining the problem and the research objective

 Developing the research plan
 Collection of data.
 Analyze the collected information
 Report research findings

RESEARCH DESIGN

Research design is a conceptual structure within which research is conducted; it

constitutes the blue print for the collection, measurement and analysis of data. Research design is
stands for advance planning of the methods to be adopted for collecting the relevant data, and the
techniques to be used in their analysis, keeping in view the objectives if the study, and the
availability of staff, time and money.

SAMPLE DESIGN

Sampling is the process of obtaining information about an entire population and by

examining only a part of it. A sample design is a definite plan for obtaining a sample from a
given population. It refers to the procedure adopted by a researcher for selecting items for a
sample.

SAMPLE SIZE

Samples size is the number of items to be selected from the population to constitute the
sample for the research. For this research a sample of 100 employees was taken.

DESCRIPTIVE RESEARCH

Descriptive method is one which simply describes something such as demographic

characteristics of consumers who are using this product. The descriptive study is typically
concerned with determining frequency with which occurs and how the variables vary together.
Descriptive research includes survey and fact finding enquires of different kinds.
 25

The major purpose of descriptive study is description of state affairs, as it exists as pre-set.
In social existence and business research, we quite often use the term ‘ex post facto’ research for
descriptive research studies. The main characteristics if this study is that the researcher has no
control over the variables, he can only report what happened or what is happening.

DATA COLLECTION

For any statistical enquiry the collection of data or information is done through principle
sources identically i.e., by primary sources and secondary sources of data.

Primary Data: Primary data are those which are collected a fresh and for the first time. Primary
data for the study is collected through questionnaire and questionnaire is used closed form. The
ones that have been used are:

 Questionnaire
 Informal interviews
 Observation
 Feedback form

Secondary Data: Most of the data used for the study is secondary in nature and has been
collected from the company and from the records. The secondary data was collected through:

 Books
 Articles
 Journals, Magazines, Brochures etc.
 Statistical data source
 Websites

SAMPLING TECHNIQUE:

The researcher has adopted the Simple Random Sampling Technique. Random Sampling
has been used in the analysis of the data from a finite population refers to that method of sample
selection, which gives each possible sample combination an equal probability of being picked up
 26

and each item in the entire population to have an equal chance of being included in the sample.
This sampling is without replacement, i.e. once an item is select for the sample, it cannot appear
in the sample again.

QUESTIONNAIRE DESIGN:

The questionnaire is well structured and it consists of closed ended questions. There are a
total of 24 questions that aims to cover all aspect s of the effectiveness Training & Development
of the organization.

TOOLS USED FOR ANALYSIS

 Simple percentage method

 Chi-square method
 Correlation & Coefficient method
 ANOVA
These are briefly explained, in following:

SIMPLE PERCENTAGE METHOD

Simple Percentage Method refers to special kind of ratio percentage that is used in
marketing for comparison between two or more series of data. Percentages are used to describe
relationship. Since the percentage reduce everything to a common base & these by allow
meaningful comparison to be made.

Percentage of respondent = Number of respondents / Total number of

respondent * 100

CHI-SQUARE METHOD

Chi-square is a statistical test commonly used to compare observed data with data we would
expect to obtain according to a specific hypothesis. The chi-square test is always testing what
scientists call the null hypothesis, which states that there is no significant difference between the
expected and observed result.
 27

The formula for calculating chi-square (2) is:

2= (O-E) 2/E

Where,

O –Observed frequency

E –Expected frequency

That is, chi-square is the sum of the squared difference between observed (o) and the expected (e)
data (or the deviation d), divided by the expected data in all possible categories.

CORRELATION COEFFICIENT METHOD

Correlation can be defined as the degree of relationship between two variables. It needs
pairs of points to be available for every set of values of each of the variable. In a two
dimensional plot, the variables can be arbitrarily labelled as X and Y, where X mostly attains the
independent variable , which is used for prediction, and Y attains the dependent variable, the
value which is predicted. The correlation coefficient, sometimes also called the cross-correlation
coefficient. A measure that determines the degree to which two variable's movements is
associated. The correlation coefficient will vary
 28

CHAPTER 4
DATA ANALYSIS AND INTERPRETATION

AGE OF THE EMPLOYEES

TABLE 4.1.1

SL.NO AGE LIMITS NO OF PERCENTAGE

RESPONDENTS

1 0-25 25 25%

2 26-35 45 45%

3 36-45 29 29%

4 50 1 1%

TOTAL 100 100

CHART 4.1.1

INFERENCE:

From the above table if can be observed that 45% of the respondents belong to age
group of 26-35 years and 1% of the employees are above 50 years, 25% of the respondents
belong to age group of 0-25 years and 29% of the respondents belong to age group of 36-45
years.
 29

GENDER OF THE RESPONDENT

TABLE 4.1.2

SL.NO GENDER EMPLOYEES PERCENTAGE

1 Male 33 33%
2 Female 67 67%
TOTAL 100 100

CHART 4.1.2

INFERENCE:

From the above table if can be observed that 67% of the respondents are Female and 33%
of the employees are Male.
 30

EXPERIENCE OF EMPLOYEES

TABLE 4.1.3

SL.NO YEARS EXPERIENCE OF PERCENTAGE

EMPLOYEES
1 0-6 70 70%
2 6-10 26 26%
3 11-12 4 4%
4 21 yrs and above 0 0%
TOTAL 100 100

CHART 4.1.3

INFERENCE:

From the above tableif can be observed that 70% of the respondents have 0-5 years of
experience, and 26% of the employees having 6-10 years of experience and 4% of the employees
are having11-12 years of experience.
 31

MARITAL STATUS

TABLE 4.1.4

SL.NO YEARS NO OF PERCENTAGE

EMPLOYEES
1 SINGLE 28 28%
2 MARRIED 72 72%
TOTAL 100 100

CHART 4.1.4

INFERENCE:

From the above table if can be observed that 72% of the respondents are married and 28%
of respondents are unmarried .
 32

OPINION ABOUT THE WORK ENVIRONMENT

TABLE 4.1.5

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 40 40
2 Agree 41 41
3 Neutral 19 19
4 Disagree 0 0
5 Strongly disagree 0 0
TOTAL 100 100

CHART 4.1.5

INFERENCE
From the above tableif can be observed that nearly 41% of respondents agreed that they are
motivated by the work environment in the organization and 19 % of respondents are neutrally
and 0% of respondents strongly agreed that they are motivated by the work environment in the
organization.
 33

THE WORKING CONDITION IN THE ORGANIZATION

TABLE 4.1.6

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 40 40
2 Agree 47 47
3 Neutral 10 10
4 Disagree 3 3
5 Strongly disagree 0 0
TOTAL 100 100

CHART 4.1.6

INFERENCE
From the above table if can be observed that 47% of respondents agreed that the working
condition in the organization is satisfying, 3% of respondents dis-agreed that the working
condition in the organization is not satisfying in the organization, 40% of respondents strongly
agreed that the working condition in the organization is satisfying, 10% of respondents were
neutral.
 34

THE SUPERVISORS/SENIOR AUTHORITY IN THE ORGANIZATION

CONSTANTLY MOTIVATES THE EMPLOYEE’S

TABLE 4.1.7

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 39 39
2 Agree 33 33
3 Neutral 21 21
4 Disagree 6 6
5 Strongly disagree 01 01
TOTAL 100 100

CHART 4.1.7

INFERENCE

From the above table if can be observed that 39% and 33% of respondents strongly
agreed and strongly agree that the Supervisor/Senior authority constantly motivate them in the
organization. 21% of response as neutral and rest of 6% and 1% response is disagree and
strongly disagree to this.
 35

THE SUPERIOR IS SUPPORTIVE IN CLARIFYING THE DOUBTS REGARDING

THE WORK

TABLE 4.1.8

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 39 39%
2 Agree 50 50%
3 Neutral 9 9%
4 Disagree 1 1%
5 Strongly disagree 1 1%
TOTAL 100 100%

CHART 4.1.8

INFERENCE:

From the above table if can be observed that 50% and 39% of respondents agreed
and strongly agree that the superior is supportive in clarifying the doubts regarding the work. 9%
of response as neutral and rest of 1% and 1% response is disagree and strongly disagree to this.
 36

THE TRAINING GIVEN BY THE ORGANIZATION HAS HELPED THE

EMPLOYEE’S DEVELOP NEW SKILLS

TABLE 4.1.9

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 24 24%
2 Agree 63 63%
3 Neutral 12 12%
4 Disagree 0 0%
5 Strongly disagree 1 1%
TOTAL 100 100%

CHART 4.1.9

INFERENCE:

From the above table if can observed that 63% of respondents agreed that the training given by
the organization has helped the employees to develop new skills , 24% of respondents strongly
agreed that the training given by the organization has helped the employees to develop new
skills , 12% of respondents were neutral and 1% of respondent strongly dis-agreed this statement.
 37

THE TRAINING PROGRAM IS DESIGNED TO UPDATE THE SKILLS AND

KNOWLEDGE OF THE EMPLOYEE’S

TABLE 4.1.10

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 25 25%
2 Agree 56 56%
3 Neutral 11 11%
4 Disagree 6 6%
5 Strongly disagree 2 2%
TOTAL 100 100%

CHART 4.1.10

INFERENCE:

From the above table if can be observed that 56% and 25% of respondents agreed
and strongly agree that the training program is designed to update the skills and knowledge of the
employees. 11% of response as neutral and rest of 6% and 2% response is disagree and strongly
disagree to this.
 38

THE TRAINING GIVEN BY THE COMPANY BRIDGES THE GAP BETWEEN THE
EMPLOYEE’S ABILITY AND JOB REQUIREMENT’S

TABLE 4.1.11

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 28 28
2 Agree 53 53
3 Neutral 12 12
4 Disagree 3 3
5 Strongly disagree 4 4
TOTAL 100 100

CHART 4.1.11

INFERENCE:

From the above table if can be observed that 53% and 28% of respondents agreed and strongly
agree that the training given by the management bridges the gap between the employee’s ability
and work requirement, 12% of respondents are saying its neutral and rest of them 3% and 4% of
them are disagree and strongly disagree.
 39

THE SAFETY PRECAUTION GIVEN BY THE TRAINER REGARDING WORK

HELPS TO REDUCE ACCIDENTS

TABLE 4.1.12

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 40 40
2 Agree 44 44
3 Neutral 12 12
4 Disagree 4 4
5 Strongly disagree 0 0
TOTAL 100 100

CHART 4.1.12

INFERENCE:

From the above table if can be observed that analyses 44% and 40% of respondents
agreed and strongly agree that the safety precautions given by the trainer regarding work helps to
reduce accidents.12% of response as neutral and rest of 4% and 0% response is disagree and
strongly disagree to this.
 40

THE SAFETY MEASURES, RESTROOMS, AND QUALITY OF FOOD HAVE BEEN

RATED

TABLE 4.1.13

ROOMS RESTROOMS QUALITY OF SAFETY

FOOD MEASURES

OPINION No. Of % No. Of % No. Of % No. Of %

respond respond respond respond
ents ents ents ents
Very good 29 29% 47 47% 44 44% 48 48%
11 11% 12 12%
Good 11 11% 16 16%
37 37% 29 29%
7 7% 9 9%
Fair 31 31% 29 29%
1 1% 2 2%
Poor 13 13% 7 7%

Very poor 16 16% 1 1%

Total 100 100 100 100 100 100 100 100
 41

CHART 4.1.13

INFERENCE:

It is interpreted that safety measures, restrooms, and quality of food have been rated as very
good with the percentage of 48%, 47%,and 44% respectively and few of the employees have
disagreed with the above statement
 42

THE INFRASTRUCTURE FACILITIES ARE ADEQUATELY PROVIDED BY THE

ORGANIZATION

TABLE 4.1.14

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 25 25
2 Agree 39 39
3 Neutral 30 30
4 Disagree 3 3
5 Strongly disagree 3 3
TOTAL 100 100

CHART 4.1.14

INFERENCE:

From the above table if can be observed that 39% and 25% of respondents agreed and
strongly agree that the organization provides adequate infrastructure facilities to the employees,
30% of response are neutral. Rest of the 6% and 6% are disagree and strongly disagree to this.
 43

OPINION ABOUT THE CANTEEN FACILITIES PROVIDED

TABLE 4.1.15

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 28 28
2 Agree 44 44
3 Neutral 11 11
4 Disagree 13 13
5 Strongly disagree 4 4
TOTAL 100 100

CHART 4.1.15

INFERENCE:

From the above table if can be observed that 44% and 28% of respondents agreed and
strongly agree that the canteen facilities provided by the organization are satisfying..11% of
response are neutral and 13% of them disagree with this.
 44

THE WORK WHICH THE EMPLOYEES ARE ENGAGED IS VERY COMFORTABLE

AND SATISFYING

TABLE 4.1.16

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT

1 Strongly agree 34 34
2 Agree 47 47
3 Neutral 13 13
4 Disagree 4 4
5 Strongly disagree 2 2
TOTAL 100 100

CHART 4.1.16

INFERENCE:

From the above table if can be observed that 47% of respondents agreed that the work which
they engaged with is very comfortable and satisfying, 34% of respondents strongly agreed that
the work which they engaged with is very comfortable and satisfying, 13% of respondents were
neutral, 4% of respondents dis agreed that the work which they engaged with is very comfortable
and satisfying, and 2% of respondents strongly dis-agreed that the work which they are engaged
are comfortable and satisfying
 45

THE ORGANIZATION TREAT’S THE EMPLOYEE’S WITH GOOD RESPECT

TABLE 4.1.17

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 36 36
2 Agree 41 41
3 Neutral 13 13
4 Disagree 7 7
5 Strongly disagree 3 3
TOTAL 100 100

CHART 4.1.17

INFERENCE:

From the above table if can be observed that 41 % and 36% of respondents agreed and
strongly agree that the organization treat’s the employee’s with good respect , 13% of response
7% and 3% are disagree and strongly disagree to this.
 46

EMPLOYEES ARE GIVEN WORK ACCORDING TO THEIR CAPACITY BY THE

ORGANIZATION

TABLE 4.1.18
SL.NO OPINION NO OF THE PERCENTAGE
RESPONDENT
1 Strongly agree 34 34
2 Agree 45 45
3 Neutral 15 15
4 Disagree 5 5
5 Strongly disagree 3 3
TOTAL 100 100

CHART 4.1.18

INFERENCE:

From the above table if can be observed that 45% and 34% of respondents agreed and
strongly agree that the organization provides work according to the employee’s capacity, 15% of
response 5% and 3% are disagree and strongly disagree to this.
 47

THE GRIEVANCE AROUSED ARE DULY ADDRESSED BY THE COMPANY

TABLE 4.1.19

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 29 29
2 Agree 40 40
3 Neutral 21 21
4 Disagree 6 6
5 Strongly disagree 4 4
TOTAL 100 100

CHART 4.1.19

INFERENCE

from the above table if can be observed that 40% and 29% of respondents agreed
strongly agree that the grievance aroused are duly addressed by the organization, 21% of
response 6% and 4% are disagree and strongly disagree to this.
 48

THE RELATIONSHIP WITH OTHER EMPLOYEE’S IN THE ORGANIZATION IS

SATISFYING

TABLE 4.1.20

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 35 35
2 Agree 49 49
3 Neutral 11 11
4 Disagree 3 3
5 Strongly disagree 2 2
TOTAL 100 100

CHART 4.1.20

INFERENCE:

From the above table if can be observed that 49% and 35% of respondents agreed and
strongly agree that the relationship with other employees in the organization. 11% of response
3% and 2% are disagree and strongly disagree to this statement.
 49

THE STRESS MANAGEMENT OR STRESS REDUCTION PROGRAMS GIVEN AT THE

WORKPLACE WAS VERY HELPFUL.

TABLE 4.1.21
SL.NO OPINION NO OF THE PERCENTAGE
RESPONDENT
1 Strongly agree 27 27
2 Agree 45 45
3 Neutral 21 21
4 Disagree 4 4
5 Strongly disagree 3 3
TOTAL 100 100

CHART 4.1.21

INFERENCE:

From the above table if can be observed that 45% of respondents agreed that the stress
management or stress reduction program was very helpful , 27% of respondents stornlgy agreed
that the stress management or stress reduction program was very helpful , 21% of respondents
were neutral , 4% of respondents disagreed that the stress management or stress reduction
program was very helpful and 3% of respondents strongly dis- agreed this statement.
 50

THE ORGANIZATION PROVIDES ALL GUIDANCE TO GET THE WORK DONE

TABLE 4.1.22

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 29 29
2 Agree 59 59
3 Neutral 8 8
4 Disagree 3 3
5 Strongly disagree 1 1
TOTAL 100 100

CHART 4.1.22

INFERENCE:

From the above table if can be observed that 59% and 29% of respondents agreed and
strongly agree that the organization provides all the guidance and facilities to get the work done
from the employees, 8% of response 3% and 1% are disagree and strongly disagree to this.
 51

THE TRAINING OPPORTUNITIES HAVE REALLY HELPED IN IMPROVING THE

QUALITY OF WORK LIFE

TABLE 4.1.24

SL.NO OPINION NO OF THE PERCENTAGE

RESPONDENT
1 Strongly agree 42 42
2 Agree 46 46
3 Neutral 11 11
4 Disagree 1 1
5 Strongly disagree 0 0
TOTAL 100 100

CHART 4.1.24

INFERENCE:

From the above table if can be observed that 46% and 42% of respondents agreed that
the safety is always been given priority by the organization to the employees 11% of response
1% and 3% are disagree to this statement.
 52

CHAPTER 5

FINDINGS, SUGESSTIONS AND CONLUSION

FINDING

 Most of respondents (33)% belong to the Fine Blanking Department

 Majority of the employees(45%) belong to age group of 26-35 years when sorted out
according to their age
 Majority of the employees (67%) were Female.
 Majority of the employees (70%) had 0-5 years of experience.
 Majority of the employees (72%) were married in the organisation.

 Majority of respondents (41%) agreed that they are motivated by the work environment
in the organization.
 Majority of respondents (47%) agreed that the working condition in the organization
were satisfying.

 Majority of respondents (39%) strongly agreed that the Supervisor/Senior authority

constantly motivated them in the organization.
 Majority of respondents (50%) agreed that the superior were supportive in clarifying the
doubts regarding the work
 Majority of respondents (63%) agreed that the training given by the organization had
helped the employees to develop new skills.
 Majority of respondents (56%) agreed that the training program were designed to update
the skills and knowledge of the employees.
 Majority of respondents (53%) agreed that the training given by the management bridges
the gap between the employee’s ability and work requirement.
 Majority of respondents (44%) agreed that the safety precautions given by the trainer
regarding work helped to reduce accidents.
 Majority of respondents (39%) agreed that the organization has provided adequate
infrastructure facilities to the employees
 53

 Majority of respondents (44%) agreed that the canteen facilities provided at the
organization were satisfying.
 Majority of respondents (47%) agreed that the work which they engaged with were very
comfortable and satisfying.
 Majority of respondents (41 %) agreed that the organization treat’s the employee’s with
good respect.
 Majority of respondents (45%) agreed that the organization had provided work
according to the employee’s capacity.
 Majority of respondents (40%) agreed that the grievance aroused were duly addressed by
the organization.
 Majority of respondents (49%) agreed that the relationship with other employees in the
organization were satisfying.
 Majority of respondents (45%) said that the stress management or stress reduction
program were very helpful.
 Majority of respondents (59%) said that the organization had provided all the guidance
and facilities to get the work done from the employee’s.
 Majority of respondents (57%) agreed that the training opportunities had helped in
improving the quality of work life.
 Majority of respondents (46%) agreed that the safety were always been given priority by
the organization to the employee’.
 54

SUGGESTIONS

 The communication gap between the superior and subordinates needs to be bridged.
 Continuous training has to be given to the employees in order to improve their efficiency.
 Effective training program should be given to the employees to increase their quality of
work life and also to match the employee’s ability and work requirement.
 The infrastructure and canteen facilities can be further improved.
 The employees can be given work according to their ability.
 More awareness and extra safety precaution can be given.
 The grievance needs to be redressed effectively.
 Proper appreciation in the way monetary and non- monetary at regular intervals to the
employee based on their performance will motivate them to improve more.
 The stress management or the stress reduction program can be carried out in more effective
way.
 55

CONCLUSION
The study on quality of work life was carried out for the contract employees of PRECOT
MERDIAN C UNIT AT KANJIKODE. From their levels of satisfaction on the various variables,
their quality of work life was assessed as satisfactory.

From the various analyses, it is found that quality of work life at PRECOT MERDIAN C
UNIT AT KANJIKODE in such that, it provides encouragement to its employees in order to
improve their individual efficiency. Various suggestions have been put forth in this study to
improve quality of work life at PRECOT MERDIAN C UNIT AT KANJIKODE.

From the study, it is clear that quality of work life of the employees PRECOT
MERDIAN C UNIT AT KANJIKODE is good. This research highlights some of the gaps in
employee’s satisfaction towards the company such as pros and cons of employees, training and
relationship with management and their colleagues.

The improvement in the quality of work life has brought about a lot of changes. For
example it has brought

 Improvement in productivity of employee’s

 Team spirit
 Improvement in motivational activity
 56

BIBLIOGRAPHY

 Lawler III E and Porter L, (1966). Managers pay and their satisfaction with their
pay.Personnel Psychology. XIX 363-73
 Mullarkey S, Wall T, Warr P, Clegg C & Stride C (1999) Eds.. Measures of Job
Satisfaction,mental Healthand Job-related Well-being. Inst Work psychol..
 Elizur D & Shye S 1990 Quality of work life and its relation toquality of life. Applied
psychology: An international review. 39 3 275-291
 Taillefer,-Marie-Christine; Dupuis,-Gilles; Roberge,-Marie-Anne; Le-May,-Sylvie
(2003)Health-related quality of life models: Systematic review of the literature. Social-
Indicators-Research. Nov; Vol 64 (2): 293-323
 Taylor J C in Cooper, CL and Mumford, E (1979) The quality of working life in Western
andEastern Europe. ABP
 Warr, P, Cook, J and Wall, T (1979) Scales for the measurement of some work attitudes
andaspects of psychological well being. Journal of Occupational Psychology. 52, 129-
148.
 Baba, VV and Jamal, M (1991) Routinisation of job context and job content as related
toemployees quality of working life: a study of psychiatric nurses. Journal of
organisational behaviour. 12. 379-386.

Website Referred:

1.www.citehr.edu
2.www.google.com
3.www.scribd.com
4.http://www.organization.com
5.http://www.wikipedia.com
6.www.qualityofworklife l.ht
 57

ANNEXURE
A STUDY ON QUALITY OF WORK LIFE IN SS PAINT MANUFACTUIRING
INDUSTRY AT SALEM
PART I

Name of the employee:

Employee number:

Department:

Age of the employee:

a) 0-25 b) 26-35 c) 36-45 d) 50 and above

Gender:

a) Male b) Female

Experience of the employee:

a) 0-5yrs b) 6-10yrs c) 11-20yrs d) .21yrs

Marital Status:

a) Single b) Married

PART II

1) The work environment at ORGANIZATION is highly motivating to the employee’s.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

2) The working conditions provided by the ORGANIZATION to the employee’s are satisfying.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

3) The supervisors/Senior Authority in the organization constantly motivates the employee’s.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

4) The superior is supportive in clarifying the doubts regarding the work.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

 58

5) The training given by the organization has helped the employee’s develop new skills.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

6) The training program is designed to update the skills and knowledge of the employee’s.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

7) The training given by the company bridges the gap between the employee’s ability and job
requirements.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

8) The safety precaution given by the trainer regarding work helps to reduce accidents.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

9) Please comment on the following infrastructure.

Facilities Very good Good Fair poor Very poor

Rooms

Restrooms

Quality of food

Safety measures

10) The infrastructure facilities are adequately provided by the Organization.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

11) The canteen facilities provided at organization are satisfying.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

12) The work which the employees are engaged is very comfortable and satisfying at
organization.
 59

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

13) The organization treat’s the employee’s with good respect.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

14) The employees are given work according to their capacity by the organization.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
15) The Grievance aroused are duly addressed by the company.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
16) The relationship with other employee’s in the organization is satisfying.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
17) The stress management or stress reduction programs given at the workplace was very
helpful.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

18) The organization provides all guidance to get the work done.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

19) The training opportunities have really helped in improving the quality of work.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
20) The safety of workers is always given priority by the organization.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree