ABSTRACT

Quality of work life denotes all the organizational inputs which aim at the employee’s
satisfaction and enhancing organizational effectiveness. The basic purpose is to develop jobs and
working conditions that are excellent for employees as well as economic health of organization.
It refers to the level of satisfaction, motivation, commitment and involvement an individual
experience with respect to their line at the work.

Trichy Customs and Central Excise Collectorate came into existence with effect from
June 01, 1983 with the jurisdiction formed out of erstwhile Madurai and Madras Collectorate..
The Central Excise & Customs Commissionerate is responsible for collection of Union Excise
duties on the manufactured goods and Customs duties on goods imported into the country. These
duties form the biggest source of tax revenue for the Central Government and the Central Excise
duties form the single largest source of Government revenue.  The Department of Central Excise
and Customs comes under the Department of Revenue, Ministry of Finance. The apex body of
the Department is the Central Board of Excise and Customs (CBEC), which comprises of six
members and is headed by the Chairman. Administratively, the entire country is divided into
Commissionerate of Central Excise and Customs. 

This study helps to find the quality of work life in the Office of Commissionerate of
Central Excise and Service Tax. The objective of the study is to determine the various factors
influencing the quality of work life, to measure the level of satisfaction towards the quality of
work life and suggestions to improve the quality of work life.

The type of research adopted in this study is Descriptive Research. Convenience

sampling method is used to collect data, the sample size is 70. Questionnaire was used to collect
the primary data.

The findings revealed that the organization is providing good working conditions and the
overall job satisfaction was found to be good and overall quality of work life is good. The
organization can improve infrastructure facilities so as to improve the performance of
employees. This study highlighted only some of the small gaps in employee’s satisfaction
towards the quality of work life.
 CONTENTS

LIST OF TABLES

S.No TITLE P.NO

4.1 Gender of the Respondents
4.2 Age group of Respondents
4.3 Designation of the Respondents
4.4 Section of the Respondents
4.5 Education qualification of Respondents
4.6 Experience of Respondents
4.7 Marital status of Respondents
4.8 Level of satisfaction with salary and benefits
4.9 Level of satisfaction with work assignment
4.10 Level of satisfaction with transfer policies
4.11 Level of satisfaction with the promotion policy
4.12 Level of satisfaction with bonus provided

4.13 Level of Satisfaction with the medical checkup

4.14 Level of satisfaction with the recognized list of hospitals
4.15 Level of Satisfaction with Quantity and Quality of food provided in
the canteen
4.16 Level of satisfaction with the rate of food available in the canteen
4.17 Level of satisfaction with grievance Redressel
4.18 Rating for seating arrangement

4.19 Rating for computer configuration

4.20 Rating for Ventilation, A/C
4.21 Rating for lights
4.22 Rating for Fire-Extinguisher
4.23 The superiors are cooperative
4.24 Comfortable with workspace allotment
4.25 Freedom to offer suggestions
4.26 Reward for outstanding performance

4.27 Level of satisfaction with training

4.28 The requirement of the speciality hospitals to be added in the list of
hospitals provided.
4.29 The requirement of health and fitness club

4.30 Regular feedback on performance

4.31 opinion about the overall quality of work life

LIST OF FIGURES

S.No TITLE P.No

4.1 Gender of the Respondents
4.2 Age group of Respondents
4.3 Designation of the Respondents
4.4 Section of the Respondents
4.5 Education qualification of Respondents
4.6 Experience of Respondents
4.7 Marital status of Respondents
4.8 Level of satisfaction with salary and benefits
4.9 Level of satisfaction with work assignment
4.10 Level of satisfaction with transfer policies
4.11 Level of satisfaction with the promotion policy
4.12 Level of satisfaction with bonus provided
4.13 Level of Satisfaction with the medical checkup
4.14 Level of satisfaction with the recognized list of hospitals
4.15 Level of Satisfaction with Quantity and Quality of food provided
in the canteen
4.16 Level of satisfaction with the rate of food available in the canteen
4.17 Level of satisfaction with grievance Redressel
4.18 Rating for seating arrangement

4.19 Rating for computer configuration

4.20 Rating for Ventilation, A/C
4.21 Rating for lights
4.22 Rating for Fire-Extinguisher
4.23 The superiors are cooperative
4.24 Comfortable with workspace allotment
4.25 Freedom to offer suggestions
4.26 Reward for outstanding performance

4.27 Level of satisfaction with training

4.28 The requirement of the speciality hospitals to be added in the list
of hospitals provided.
4.29 The requirement of health and fitness club
4.30 Regular feedback on performance
4.31 opinion about the overall quality of work life

Chapter – I
Introduction
 INTRODUCTION

Quality of work life denotes all the organizational inputs which aim at the employee’s
satisfaction and enhancing organizational effectiveness. The basic purpose is to develop jobs and
working conditions that are excellent for employees as well as economic health of organization.
It refers to the level of satisfaction, motivation, commitment and involvement an individual
experience with respect to their line at the work. The quality of work life is the degree of
excellence brought about work and working conditions that contribute to the overall satisfaction
and performance primarily at individual level and finally at organization level.

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

Factors affecting quality of work life:

Job satisfaction:

Job satisfaction is the favorable or unfavorable with which employees view their work. As with
motivation, it is affected by the environment. Job satisfaction is impacted by job design. Jobs that
are rich in positive behavioral elements – such as autonomy, variety, task identity, task
significance and feedback contribute to employee’s satisfaction. Likewise, orientation is
important because the employee’s acceptance by the work group contributes to satisfaction. In
sort, each element of the environmental system, can add to, or detract from, job satisfaction.

Pay: Quality of work life is basically built around the concept of equitable pay. In this days
ahead, employees may want to participate in the profit of the organization.

People: Almost everyone has to deal with three set of people in the work place. Those
are namely boss, co-workers in the same level and subordinates. Apart from this, some
professions need interaction with people like patients, media persons, public, customers, thieves,
robbers, physically disabled people, mentally challenged, children, foreign delegates, gangsters,
politicians, public figures and celebrities. These situations demand high level of prudence, cool
temper, tactfulness, humor, kindness, diplomacy and sensitiveness.

Health conditions of employees:

Organisation should realize that their true wealth lies in their employees and so providing healthy
environment for employees should be their primary objective.

Personal and career growth opportunities:

An organization should provide employees with opportunity for personal/professional

development and growth and to prepare them to accept the responsibilities at higher level.
Participative management style and recognition:

Flat organization structure helps organization facilitate employee participation. A Participative

management style improves the quality of work life. Workers feel that they have control over
their work process and they also offer the innovative ideas to improve them. Recognition also
helps in motivating employees to perform better. Recognition can be in form of rewarding
employees for their best performance.

Autonomous Work Teams:

An autonomous work team is one which can plan, regulate and control its own work world. The
management only specifies the goals that too in collaboration with the team. The team organizes
the contents and structure of its job, evaluates its own performance, establishes its speed and
chooses its production method. It makes its own internal distribution of tasks and decides its own
membership. Autonomous team approach increases satisfaction and reduces turnover and
absenteeism.

Motivation:

Motivation is a complex subject. It involves the unique feelings, thoughts and past experiences of
each of us as we share a variety of relationships within and outside organizations. To expect a
single motivational approach work in every situation is probably unrealistic. In fact, even
theorists and researches take different points of view about motivation. Nevertheless, motivation
can be defined as a person’s drive to take an action because that person wants to do so. People
act because they feel that they have to. However, if they are motivated they make the positive
choice to act for a purpose – because, for example, it may satisfy some of their needs.

Work life balance:

Organisation should provide the relaxation time for employees and offer tips to balance their
personal and professional lives. They should not strain employees personal and social life by
forcing on them by demanding working hours, overtime work, business travel, untiming
transfers.
By the globalization the modern employees are experiencing distress. To meet the challenges
posed by present standards, organizational must focus their attention in bringing a balance
between work life and personal life. The underlying assumption is that work life balance will
ultimately ensure Quality of work life.

Today an employee desires work to be more meaningful and challenging because quality is the
acid test. A Quality of work life gives an opportunity for deep sense of fulfillment. Employees
seek a supportive work environment that will enable them to balance work with personal
interests.

Quality of work life provides a more humanized work environment. It attempts to serve the
higher order needs of workers as well as their basic needs. Quality of Work Life indicates that
the work should not have excessively negative conditions. It should not put workers under undue
stress. It should not damage or degrade their humanness. It should not be threatening or unduly
dangerous.

Employees in several companies that instituted Quality of work life experienced better health
and greater safety on the job. Other benefits included improved employee satisfaction, morale,
job interest, commitment and involvement ; increased opportunity for individual growth ; greater
sense of ownership and control of the work environment development of managerial ability for
circle leaders, improved communication in the organization and greater understanding and
respect between management and workers.

The term Quality of work life has been applied to a wide variety of organizational improvement
efforts. The common elements seem to be, has good man indicates, an “attempt to restructure
multiple dimensions of the organizational and to institute a mechanism which introduces and
sustains changes overtime . Aspects of the change mechanism are usually an increase in problem
solving between the union and management

Responsiveness to employee concerns. In every organization, people and their behavior assumes
vital role in determining the performance and effectiveness. While many studies concentrated on
physical and financial performance of organization. Studies on behavioral aspects seem to be
inadequate. So, the attempts must to understand the human side of the enterprise.
The Quality of work life movement provides a value frame work and a philosophy which has a
long term implication for the human development and enrichment. It tries to balance both the
work and family life. Hence integrated approach with regard to Quality of work life is required
for the success of an individual and an organization. This underlines the necessity of searching
studies on the nature of human relations and the problems of human relations and the problems
of human behavior in the organization and suggests measures to cope with the problems. Hence,
an in depth on aspects like Quality of work life can throw light on many non-identified aspects of
human behavior which may help in understanding the issues involved and improving the overall
performance of these organizations. There it is found that there is need to study in greater detail
about the topic

Need of the study:

In the current scenario every organization expects their employees to perform at their
peak potential. Though monetary aspects play an important role in motivating employees,
organization around the world have come to understand that there are many other aspects that
contributes better employee performance. It is these aspects that form the basis for this study. In
particular this study aims to identify the various tangible and intangible aspects that contribute to
the quality of the workplace. It is very important for an organization to create a very conducive
working environment for employees.

This study is needed to ensure that all employees are performing at their peak potential,
free from stress and strain, and to ensure all their needs are fully satisfied. This study will be
used as feedback from employees to know their current perspective of workplace and also to
identify the areas of improvement for the organization.

Scope of the study:

The term Quality of work life in its broader sense covers various aspects of employment
and non-employment conditions of work. This study covers the overall quality of work life of
employees, i.e. their job satisfaction, work environment, working hours, work stress, their
relation with their colleagues, work assignments, infrastructure provided etc ..The present study
aims at measuring the level of satisfaction of employees and to know about the various welfare
activities and benefits provided for the employees. The study is dependent on the opinion
expressed by all the employees of all the departments.

Quality of work life is a multi dimensional aspect. Some of these aspects are

 Compensation and the reward for the work

 Personal and career growth opportunities
 Motivation
 Participative management style
 Health and Safety of the employees
 Job security
 Job specification

By providing better quality of work life, the following results can be achieved.
 Better performance of employees
 More devotion and dedication towards work
 Reduced absenteeism
 Voluntary participation in an organizational activities
 Reduced corruption
 Lesser attrition

Significance of the study:

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

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

1. Journal Name - Organizational Behavior and Human Performance, 16,

Title- Motivation through the design of work: Test of a theory.

P.No: 250-279, Year: 1976, Author: Hackman, J. R., & Oldham, G.R

In this journal, author suggested that the psychological growth needs are relevant to the
consideration of Quality of working life. Several such needs were identified; Skill variety, Task
Identity, Task significance, Autonomy and Feedback. They suggested that such needs have to
be addressed if employees are to experience high quality of working life.

2. Journal Name: Occupational Psychology, 52

Title: - Scales for the measurement of some work attitudes and aspects of psychological
well being

P.No: 129-148 Year:1979 Author: Warr. P, Cook. J and Wall. T

In an investigation of Quality of working life, the author suggested a range of apparently relevant
factors, including work involvement, intrinsic job motivation, higher order need strength,
perceived intrinsic job characteristics, job satisfaction, life satisfaction, happiness. They
discussed a range of correlations derived from their work, such as those between work
involvement and job satisfaction, intrinsic job motivation and job satisfaction, and perceived
intrinsic job characteristics and job satisfaction

3. Journal Name: Occupational Behavior, 5

Title: - Accounting for the quality of work life.

P.No: 197-212. Year: 1984 Author: Mirvis, P. H. and Lawler, E.

In this journal the author suggested that Quality of working life was associated with satisfaction
with wages, hours and working conditions, describing the “basic elements of a good quality of
work life as; safe work environment, equitable wages, equal employment opportunities and
opportunities for advancement.

4. Journal Name: Organizational Behavior, 12

Title: - Routinization of job context and job content as related to employees' quality of
working life

P.No: 379-386.  Year: 1991 Author: Baba V. B., & Jamal, M

In this journal, the author suggested that the typical indicators of quality of working life,
including: job satisfaction, job involvement, work role ambiguity, work role conflict, work role
overload, job stress, organizational commitment and turn-over intentions. Baba and Jamal also
explored routinisation of job content, suggesting that this facet should be investigated as part of
the concept of quality of working life

5 Journal Name: Journal of Management, 25

Title: - Health and well-being in the workplace: A review and synthesis of the literature

P.No: 357-384.  Year: 1999 Author: Danna & Griffin

In this journal, the author suggested that Quality of Working Life is not a unitary concept, but
has been seen as incorporating a hierarchy of perspectives that not only include work-based
factors such as job satisfaction, satisfaction with pay and relationships with work colleagues, but
also factors that broadly reflect life satisfaction and general feelings of employees .

6. Book name: Social Indicators Research, 55

Title: - A new measure of quality of work life based on need satisfaction theories

P.No: 357-384.  Year: 1999 Author: Sirgy, M.J., & Efraty,J

In this journal, the author suggested that the key factors in quality of working life are: Need
satisfaction based on job requirements, Need satisfaction based on Work environment, Need
satisfaction based on Supervisory behavior. They defined quality of working life as satisfaction
of these key needs through resources, activities, and outcomes stemming from participation in
the workplace. Maslow’s needs were seen as relevant in underpinning this model, covering
Health & safety, Economic and family, Social, Esteem, Actualization, Knowledge and
Aesthetics, although the relevance of non-work aspects is play down as attention is focused on
quality of work life rather than the broader concept of quality of life. These attempts at defining
quality of working life have included theoretical approaches, lists of identified factors,
correlation analyses, with opinions varying as to whether such definitions and explanations can
be both global, or need to be specific to each work setting.
 Chapter – II
Organization Profile
 CHAPTER- II

ORGANIZATION PROFILE

2.1 About Trichy Customs and Central Excise department:

Trichy Customs and Central Excise Collectorate came into existence with effect from
June 01, 1983 with the jurisdiction formed out of erstwhile Madurai and Madras Collectorate.
Subsequent re-organizations took place with effect from May 01, 1987 and June 01, 1991, as a
consequence of which Trichy central excise collectorate had 3 division

Trichy Central Excise Division was further bifurcated into two Divisions namely Trichy I
Central Excise Division and Trichy II Central Excise Division w.e.f August 01, 1997. With
effect from October 01, 1997, a new Division namely Cuddalore Central Excise Division was
carved out of the jurisdiction of Pondicherry division.

Further with effect from 01-11-2002, a new Commissionerate namely Pondicherry was
formed and Cuddalore Division was attached to Pondicherry Commissionerate. Tanjore Division
was bifurcated as Tanjore Division and Karaikal Division. Trichy II Division was bifurcated into
two Divisions namely Trichy II Division and Karur Division.The Central Excise & Customs
Commissionerate is responsible for collection of Union Excise duties on the manufactured goods
and custom duties on goods imported into the country. These duties form the biggest source of tax
revenue for the Central Government and the Central Excise duties form the single largest source
of Government revenue. 

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

2.2 STAFF WELFARE

CUSTOMS AND CENTRAL EXCISE STAFF QUARTERS AT KARUMANDAPAM,

TRICHY

1. Trichy Central Excise Commisionerate was inaugurated on 01.06.1983. The Staff

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

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

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

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

2.3 Organisation Structure of Excise Department:

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

2.3.2 Commissionerates:
Immediately below the CBEC are the chief commissioners.The choef commissioners are
administratively incharge of several commissionarates ranging from 2 to 4,each of which is
headed by a commissioner..The commissionerate,as its name implies,is the main organizational
mechanism for the collection of excise duties.The organisation structure for commissionerate is
as follows:
i. Commissioner
ii. Commissioner (Appeals)
iii. Additional Commissioner
iv. Joint Commissioners
v. Deputy Commissioner
vi. Assistant Commissioner (incharge of division)
vii. Superintendent (incharge of range)
viii. Sector officers (Sectors) like inspectors etc.

2.4 About Excise duty:

2.4.1 Direct Vs Indirect Taxes:

Taxes
 Direct Taxes Indirect Taxes

I) Income Tax, Wealth Tax I) Central Excise, Customs, Service tax

Central Sales Tax, VAT, State Excise Tax

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

iii) Tax payer pays directly from his iii) Tax payer pays while purchasing goods

Income or wealth and / or services

IV) Paid after income reaches hands of IV) Paid before goods/ services reach the

Tax payer tax payer

2.4.2 Advantages of Indirect Taxes

 Psychological advantage to tax payer

 Easier to collect
 Less tax evasion
 Lower collection cost
 Control over wasteful expenditure
 Channelise industrial growth
 Support local industry [ High Customs Duty low Excise Duty]
 High revenue [ 71% of tax revenue ]
2.4.3 Disadvantages of Indirect Taxes:

 Tax is uniform whether purchased by rich or poor

 Reduces demand of goods
 Increases project cost
 Shield to inefficient local industries
  Cost of modern imported m/c & technology
 Smuggling / tax evasion
 Inflationary
2.4.4 Laws Relating to Central Excise

 Central excise Act 1944

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

2.4.5 Important features of Excise Duty (E.D.)

 Power to impose Excise Duty is given by constitution to Central Govt.

 Power to impose Excise Duty on liquor, opium & narcotics to State. Govt.
 Any article can be levied C.E. duty if all following conditions are satisfied :
a) Duty is on goods [movable & Marketable

b) Goods must be excisable i.e. mentioned in schedule to CETA 1985

c) Goods must be manufactured or produced

d) Such manufacturing or production must be in India

 Goods manufactured in SEZ are “excluded excisable gods”& no E.D. is livable on such
goods
 Taxable event is manufacture or production in India
  Once duty liability is fixed, it can be collected from a person at time & place found
administratively most convenient for collection
 Liability to pay E.D. is on manufacturer or producer of excisable goods.
 When goods are stored in a warehouse without payment of duty the liability to pay duty
is on person who stores goods i.e. warehouse keeper.
 Duty payable is as applicable on date of removal
 Duty is payable even when
- Goods are used within factory

- Goods are captivity consumed within factory for further manufacture

- Goods given as free samples

- Goods given as free replacement

 Duty can be levied on Govt. undertaking also

 E.D. should be considered as manufacturing expenses & should be considered as an
element of cost for inventory valuation
Goods manufactured or produced in SEZ are excisable goods’ but no duty is leviable

2.5 Administrative Setup of Central Excise Department

A) C.B.E. & C Board: (Central Board of Excise & Customs)

H.Q. New Delhi. Consists of 6 to 7 members . Board appoints officers & exercise
following powers: To issue instructions & direction to C.E. officers, to ensure uniformity in
classification of goods and to ensure uniformity in levy of E.D.

B) Chief Commissioner of Central Excise

Country is divided into 34 zones. Each zone is under supervision & control of chief
commissioners & commissioners (Appeals) within his zone.

C) Commissioner of Central Excise:

 Each zone covers various commission rates & he in-charge of “the commissionorate” At
present there are 92 commissioners & 71 commissioner (Appeals) they have unlimited
powers of adjudication

D) Additional commissioner of Central Excise

There can be one or more & they report to commissioners. They have limited powers of
adjudication

E) Joint / Deputy / Assistant commissioner:

He is the Head of the office. Adjudication powers of the Deputy/AssistantCommissioner

are for the cases where the amount of duty involved Up to Rs.5 Lakhs. However all
Valuation and classification cases are decided by Deputy/Assistant Commissioner
Irrespective of the amount of duty involved.

F) Superintendent: (Gazetted)

Each division is divided into several ranges & he is in-charge of one range.

G) Inspector: (Non-Gazetted)

Lowest in rank. He reports to superintendent.

 Chapter – III
Research Design

Chapter – III

Research Design

3.1 Objectives of the study:

1. To determine the factors influencing the quality of work life

2. To measure the level of satisfaction of employees towards quality of work life.

3. To find out the way to improve quality of work life

3.2 RESEARCH METHODOLOGY
“A Research is a careful investigation or inquiry; especially through search for new facts in any
branch of knowledge .It is a systemized effort to gain more knowledge.”

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. It is necessary for the
researcher to know not only the research methods or technique but also the methodology.
Researcher always needs to understand the assumption underline various technique and they
need to know the criteria by which they can decide that certain technique and procedures will be
applicable to certain problems and other will not.

3.2.1 Type of research:

The method of conducting research deals with research design, data collection method,
sampling method. It explained about the nature of research work to be done such as descriptive
nature of research, which is used in this study.

3.2.2 Descriptive research:

The researcher has adopted descriptive research design for the purpose of this survey.
Descriptive studies are those studies which is concerned with describing the characteristics of a
particular individual, or of a group.

3.2.3 Types of data

1) Primary data

2)Secondary data

Primary Data:

First time collected data are referred to as primary data. In this research the primary data was
collected by means of a Structured Questionnaire. The questionnaire consists of number of
questions in printed form. It has both open-end closed end questions in it.
Section I- Personal Data: This section includes questions soliciting the respondent’s details
such as Age, Gender, Marital status, Education, Designation, section and Work experience.

Section II- Scale for measuring the issues: It comprises of single open ended type and various
close ended questions which includes yes no type, scaling and other optional questions.

Secondary Data:

Data which has already gone through the process of analysis or were used by someone else
earlier is referred to secondary data. This type of data was collected from the books, journals,
company records etc.

3.2.4 Source of Data:

The data has been collected from the employees of Office of commissionerate of Central
Excise and Service Tax of Trichy.

3.2.5 Sampling Unit:

Sampling unit refers to process of defining the target population that will be sample. Hence
for the present study, data was collected by means of questionnaire from the employees.

3.2.6 Sample Size:

Sample size plays a critical role, because the generalizability of the conclusion depends on
sample size. Sample size for the present study is 70.

3.2.7 Sampling Method:

Sampling means the method of selecting a sample from a given universe with a view to draw
conclusions about the universe. Sample means representative of universe selected for the study.
Sampling is a process of units(e.g. People) from a population of the interest

Sampling method is divided into 2 types

1) Probability Method

2) Non Probability Method

 The sampling method that was chosen is entirely non probabilitistic in nature. In non
probabilitistic method the researcher has adopted convenience sampling method.

In this method, the researcher select the accessible population members from which to get
information and the items selected are easy to approach or easy to measure.

3.2.8 Period of study:

The researcher done this study from April-2011 to June 2011

3.3 Tools and Techniques:

In this research the tools such as Simple percentage analysis, chi square, ANOVA and
correlation are used for data analysis.

3.4 Limitations of the study:

 The individual perspective appears to be different.
 Some of the respondents are hesitated to tell the truth so that it may result in wrong
statistical data.
 The department has allowed the researcher to collect the data from the limited
respondents only and limited departments only.
 CHAPTER- IV

Analysis and Interpretation

CHAPTER – IV

DATA ANALYSIS AND INTERPRETATION

4.1Table representing gender of Respondents:

S.No Gender No of Respondents Percentage

1 Male 52 74
2 Female 18 26
Total 70 100
Inference:

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

4.1Chart representing the gender of respondents

26

Male
Female

74

4.2.Table representing age group of Respondents

S.No Age Group No of respondents Percentage

1 Below 25 yrs 1 1
2 25-35 yrs 13 19
3 35-45 yrs 20 28
4 45-55 yrs 22 32
5 Above 55 yrs 14 20
Total 70 100
Inference:

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

4.2 Chart representing the age group of respondents

35

30 32
28
25

20 19
20
15

10

5 1
0
Below 25 yrs
25-35 yrs
35-45 yrs
45-55 yrs
Above 55 yrs

4.3 Table representing the designation of the Respondents

S.No Designation No of respondents Percentage

1 Superintendent 21 30
2 Inspector 31 44
3 Senior Tax Assistant 10 14
4 Deputy office superintendent 8 12
Total 70 100
Inference:

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

4.3 Chart representing the designation of the respondents

12

30

14 Supt
Inspector
STA
DOS

44

4.4 Table representing the Section of the Respondents

S.No Section No of respondents Percentage

1 Administrative 10 14
2 Statistics 10 14
3 Vigilance 5 8
4 Preventive 12 17
5 Accounts 15 21
6 Internal Audit 18 26
Total 70 100

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

4.4 Chart representing the Section of the respondents

30
26
25
21
20
17

15 14 14

10 8

0
Administrative Statistics vigilance Preventive Accounts Internal Audit

4.5 Table representing Education qualification of respondents:

S.No Qualification No of respondents Percentage

1 SSLC 4 6
2 HSC 2 3
3 UG 43 61
4 PG 21 30
Total 70 100

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

Chart representing the educational qualification of the respondents

PG 30

UG 61

HSC 3

SSLC 6

0 10 20 30 40 50 60 70

4.6 Table representing the experience of Respondents.

S.No Experience No of respondents Percentage

1 Less than 5 yrs 16 14
2 5-10 yrs 13 12
3 10-15 yrs 11 10
4 15-20 yrs 23 21
5 Above 20 yrs 47 43
Total 110 100
Inference:

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

4.6 Chart representing the experience of the respondents

50
45 43
40
35
30
25
21
20
15 14
12
10
10
5
0
Less than 5 yrs 5-10 yrs 10-15 yrs 15-20 yrs Above 20 yrs1

4.7. Table representing the marital status of Respondents

S.No Marital status No of Respondents Percentage

1 Married 61 87
2 Unmarried 9 13
Total 70 100

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

4.7. Chart representing marital status of the respondents

13

87

4.8 Table representing the level of satisfaction with salary and benefits

S. No Level of No. of percentage

satisfaction Respondents
1 Highly satisfied 14 20
2 Satisfied 41 59
3 Neutral 10 14
4 Dissatisfied 4 6
 5 Highly dissatisfied 1 1
  Total  70 100

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

4.8 Chart representing the level of satisfaction with salary and benefits
70

60 59

50

40

30
20
20
14
10 6
1
0
Highly Satisfied Satisfied Neutral Dissatisfied Highly Dissatisfied

4.9 Table representing the level of satisfaction with work assignment

S. No Level of No. of percentage

satisfaction Respondents
1 Highly satisfied 14 20
2 Satisfied 43 61
3 Neutral 9 14
 4 Dissatisfied 3 4
5 Highly dissatisfied 1 1
  Total  70 100

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

4.9 chart representing the level of satisfaction with work assignment

70

60

50

40

30

20

10

0
Highly satisfied Satisfied Neutral dissatisfied Highly dissatisfied

4.10 Table representing the level of satisfaction with transfer policies

S. No Level of No. of percentage

satisfaction Respondents
1 Highly satisfied 2 3
2 Satisfied 32 46
3 Neutral 18 26
4 Dissatisfied 10 14
 5 Highly dissatisfied 8 11
   Total 70 100

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

4.10 Chart representing the level of satisfaction with transfer policies

50
45
40
35
30
25
46
20
15
26
10
14
5 11
3
0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

4.11 Table representing the level of satisfaction with the promotion policy

S. No Level of satisfaction No. of percentage

Respondents
1 Highly satisfied 0 0
2 Satisfied 16 23
3 Neutral 11 16
4 Dissatisfied 23 33
5 Highly dissatisfied 20 28
   Total  70 100

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

4.11 Chart representing the level of satisfaction with promotion policies

Highly dissatisfied 28

Dissatisfied 33

Neutral 16

Satisfied 23

Highly satisfied 0

0 5 10 15 20 25 30 35

4.12 Table representing the level of satisfaction with bonus provided

S. No Level of No. of percentage

satisfaction Respondents
1 Highly satisfied 2 3
2 Satisfied 21 30
3 Neutral 14 20
4 Dissatisfied 18 26
 5 Highly dissatisfied 15 21
   Total 70 100

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

4.12 Chart representing the level of satisfaction with promotion policies

Highly dissatisfied 21

Dissatisfied 26

Neutral 20

Satisfied 30

Highly satisfied 3

0 5 10 15 20 25 30 35

4.13 Table representing the level of Satisfaction with the medical checkup

S. No Level of No. of percentage

satisfaction Respondents
1 Highly satisfied 0 0
2 Satisfied 13 19
3 Neutral 12 17
4 Dissatisfied 22 31
 5 Highly dissatisfied 23 33
   Total 70 100

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

4.13 Chart representing the level of Satisfaction with the medical

checkup

35

30

25

20
31 33
15
19 17
10

5 0

0
Highly satisfied satisfied Neutral Dissatisfied highly dissatisfied

4.14 Table representing the level of satisfaction with the recognized list of
hospitals

S. No Level of No. of percentage

satisfaction Respondents
1 Highly satisfied 3 5
2 Satisfied 26 37
3 Neutral 25 36
 4 Dissatisfied 8 11
5 Highly dissatisfied 8 11
   Total 70 100

Inference:

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

4.14 Chart representing the recognized list of hospitals provided

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

4.15 Table representing the Satisfaction of Quantity and Quality of food

provided in the canteen:

S. No Level of No. of percentage

satisfaction Respondents
1 Highly satisfied 1 1
2 Satisfied 24 34
 3 Neutral 25 37
4 Dissatisfied 13 18
5 Highly dissatisfied 7 10
  Total  70 100

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

4.15 Chart representing the level of satisfaction with quantity and

quality of food
37
40 34
35
30
25
18
20
15 10

10
1
5
0
Highly satisfied satisfied Neutral dissatisfied Highly dissatisfied

4.16 Table representing the level of satisfaction with the rate of food available
in the canteen

S. No Level of No. of percentage

satisfaction Respondents
1 Highly satisfied 7 10
2 Satisfied 42 60
3 Neutral 14 20
 4 Dissatisfied 7 10
5 Highly dissatisfied 0 0
   Total 70 100

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

4.16 Chart representing the level of satisfaction with the rate of food
available in the canteen
70

60

50

40

30

20

10
10 60 20 10 0
0
Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

4.17 Table representing the level of satisfaction with grievance Redressel

S. No Level of No. of percentage

satisfaction Respondents
1 Highly satisfied 0 0
2 Satisfied 52 47
3 Neutral 39 36
4 Dissatisfied 16 15
 5 Highly dissatisfied 3 2
   Total 110 100

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

4.17 Chart representing the level of satisfaction with grievance redressel

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

4.18 Table representing the rating for seating arrangement

S. No Rate No. of percentage

Respondents
1 5 23 21
2 4 45 41
3 3 29 26
4 2 13 12
 5 1 0 0
  Total  110 100

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

4.18 Chart representing the rating for seating arrangement

45
40
35
30
25
20
15
10
5
0
5
4
3
2
1

4.19 Table representing the opinion about computer configuration:

S. No Rate No. of percentage

Respondents
1 5 25 23
2 4 56 51
3 2 29 26
 4 2 0 0
5 1 0 0
   Total 110 100

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

4.19 Chart representing the rating for computer configuration

60

50

40

30

20

10

0
5 4 3 2 1

4.20 Table representing the rating for Ventilation, A/C

S. No Rate No. of percentage

Respondents
1 5 10 9
2 4 36 33
3 3 35 32
 4 2 18 16
5 1 11 10
  Total  110 100

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

4.20 Chart representing the rating for ventilation,A/C

35

30

25

20

15

10

0
5 4 3 2 1

4.21 Table representing the rating for Lights

S. No Rate No. of percentage

Respondents
1 5 31 28
2 4 53 48
3 3 26 24
 4 2 0 0
5 1 0 0
  Total  110 100

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

4.21 Chart representing the rating for Lighting facility

50
45
40
35
30
25
20
15
10
5
0
5 4 3 2 1

4.22 Table representing the rating for Fire-Extinguisher

S. No Rate No. of percentage

Respondents
1 5 0 0
2 4 0 0
3 3 59 54
 4 2 24 22
5 1 27 24
   Total 110 100

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

4.22 Chart representing the rating for fire extinguisher

60
54
50

40

30

20 22 24
10
0
0
0
5
4
3
2
1

4.23 Table representing the superiors are cooperative

S. No Variables No. of percentage

Respondents
1 Strongly agree 12 17
2 Agree 43 61
3 Moderate 11 16
 4 Disagree 4 6
5 Strongly disagree 0 0
   Total 110 100

Inference:

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

4.23 Chart representing the superiors are cooperative

70
61
60

50

40

30

20 17 16

10 6
0
0
Strongly agree Agree Moderate Disagree Strongly disagree

4.24 Table representing the satisfaction with the work space

S. No Levels No. of percentage

Respondents
1 Strongly agree 8 11
2 Agree 34 49
3 Moderate 21 30
 4 Disagree 2 3
5 Strongly disagree 5 7
   Total 70 100

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

4.24 Chart representing the satisfaction of work space

49
50
45
40
35 30
30
25
20
15 11
7
10
3
5
0
Strongly agree Agree Moderate Disagree Strongly disagree

4.25 Table representing freedom to offer suggestions

S. No Variables No. of percentage

Respondents
1 Strongly agree 7 6
 2 Agree 45 42
3 Moderate 32 29
4 Disagree 21 19
5 Strongly disagree 5 4
  Total  110 100

Inference:

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

4.25 Chart representing the freedom to offer suggestions

Strongly disagree 4

disagree 19

Moderate 29

Agree 42

Strongly agree 6

0 5 10 15 20 25 30 35 40 45

4.26 Table representing the reward for outstanding performance

S. No Variables No. of percentage

Respondents
1 Strongly agree 1 1
2 Agree 33 47
 3 Moderate 27 39
4 Disagree 2 3
5 Strongly disagree 7 10
  Total  70 100

Inference:

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

4.26 Chart representing the reward for outstanding performance

Strongly disagree 10

Disagree 3

Moderate 39

Agreed 47

Strongly agree 1

0 5 10 15 20 25 30 35 40 45 50

4.27 Table representing the level of satisfaction with training

S. No Level of satisfaction No. of percentage

Respondents
1 Strongly agree 3 4
2 Agree 37 53
3 Moderate 21 30
 4 Disagree 9 13
5 Strongly disagree 0 0
  Total  70 100

Inference:

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

4.27 Chart representing the level of satisfaction with training

Strongly disagree 0

Disagree 13

Moderate 30

Agree 53

Strongly agree 4

0 10 20 30 40 50 60

4.28 Table representing the requirement of the speciality hospitals to be added

in the list of hospitals provided.

S.No Variables No. of Respondents Percentage

1 Yes 49 70
2 No 21 30
 Total 70 100

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

4.28 Chart representing the requirement of speciality hospitals to

be added in th list of hospitals provided

30

70

4.29 Table representing the requirement of health and fitness club

S.No Variables No. of Respondents percentage

1 Yes 59 84
 2 No 11 16
Total 70 100

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

4.29 Chart representing the requirement of health and fitness club

16

84

4.30 Table representing the regular feedback on performance

S. No Variables No. of percentage

Respondents
1 Always 12 17
2 Often 10 14
3 Occasionally 10 14
 4 Rare 31 44
5 Never 7 10
   Total 70 100

Inference:

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

4.30 Chart representing the regular feedback on performance

Never 7

Rarely 42

Occasionally 24

Often 13

Always 14

0 5 10 15 20 25 30 35 40 45

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

S. No Variables No. of percentage

Respondents
1 Excellent 6 8
 2 Very good 21 31
3 Typical 38 54
4 Fair 5 7
5 poor 0 0
   Total 70 100

Inference:

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

4.31 Chart representing the opinion about the overall quality of worklife

60 54

50

40
31

30

20
8 7
10
0
0
Excellent Very good Good Poor Very Poor

4.32 Table representing the relationship between the Designation of the

respondents and the level of satisfaction with salary and benefits

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

level of satisfaction with salary and benefits Total

Highly Highly
dissatisfied Dissatisfied Neutral Satisfied satisfied
Designation of Supt
0 1 4 10 4 19
the respondents
Inspector 1 1 4 21 6 33
Senior Tax
0 1 0 6 3 10
Assistant
Deputy officer
0 1 2 4 1 8
superintendent
Total 1 4 10 41 14 70

ANOVA

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

Inference: Significant value 0.705 is greater than 0.05, hence null hypothesis is accepted.
Therefore it is concluded that the designation doesn’t influence the level of satisfaction with
salary and benefits

4.33 Table representing the relationship between Designation of the

respondents and the level of satisfaction with work assignment

Level of satisfaction with work assignment

Highly Dissatisfie Neutral Satisfied Highly Total
 dissatisfied d satisfied
Designation of Supt 0 1 1 13 4 19
Inspector 1 2 1 23 6 33
the respondents
Senior Tax
0 1 2 5 2 10
Assistant
Deputy officer
superintendent 0 1 2 3 2 8

Total 1 5 6 44 14 70

Correlation
Asymp.
Std. Approx. Approx.
Value Error(a) T(b) Sig.
Interval by Pearson's R
-.120 .123 -.997 .322(c)
Interval
Ordinal by Spearman
-.118 .128 -.978 .331(c)
Ordinal Correlation
N of Valid Cases 70

Inference: The above table infers that there is negative correlation between the designation
and level of satisfaction with the work assignment. Therefore designation doesn’t influence the
level of satisfaction with the work assignment.
4.34 Table representing the relationship between the gender of the
respondents and the level of satisfaction with transfer Policies

Level of satisfaction with Transfer Policies Total

Highly Dissatisfie Highly
Neutral Satisfied
dissatisfied d satisfied
Gender of Male 6 10 10 25 1 52
the
respondents Female 2 2 8 5 1 18
 Total 8 12 18 30 2 70

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-Square 4.669(a) 4 0.32
Likelihood Ratio 4.461 4 .047
Linear-by-Linear
.032 1 .859
Association
N of Valid Cases 70

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

4.35 Table representing the relationship between Age group of the

respondents and the level of satisfaction with medical check up

Level of satisfaction with medical check up Total

Highly
Dissatisfied Neutral Satisfied
dissatisfied
Age group of Below 25 yrs 0 0 1 0 1
the respondents 25-35yrs 6 2 2 3 13
35-45yrs 8 7 1 4 20
 45-55 yrs 8 7 4 3 22
Above 55 yrs 3 4 4 3 14
Total 25 20 12 13 70

Chi-Square Tests

Value df Asymp. Sig. (2-sided)

Pearson Chi-
10.635(a) 12 .560
Square
Likelihood Ratio 10.074 12 .609
Linear-by-Linear
.311 1 .577
Association
N of Valid Cases 70

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

4.36 Table representing the relationship between the marital status of the
respondents and the level of satisfaction with transfer Policies

H0: There is no significant relationship between the marital status of the respondents and the
level of satisfaction with transfer policies

H1: There is significant relationship between the marital status of the respondents and the level
of satisfaction with transfer Policies

Level of satisfaction with Transfer Policies Total

Highly Dissatisfied Neutral Satisfied Highly
 dissatisfied satisfied
Marital
Single 4 0 1 4 0 9
status
Married 4 10 17 28 2 61
Total 8 10 18 32 2 70

ANOVA

Sum of Mean
df F Sig.
Squares Square
Between
3.562 1 3.562 3.146 .081
Groups
Within
77.009 69 1.132
Groups
Total 80.571 70

Inference: Significant value 0.081 is greater than 0.05, hence null hypothesis is accepted.
Therefore it is concluded that there is no relationship between the marital status of the
respondents and the level of satisfaction with transfer Policies
4.37 Table representing the relationship between the designation and the
Opinion about overall Quality of work life
Assumption:
H0: There is no significant relationship between designation and the Opinion about overall
Quality of work life
H1: There is significant relationship between designation and the Opinion about overall Quality
of work life

Opinion about overall Quality of worklife Total

Very Excellen
Poor Fair Typical Good t
Designation of Supt 0 1 10 7 1 19
Inspector 1 1 14 13 4 33
the respondents
Senior Tax 0 0 7 2 1 10
Assistant
 Deputy officer
0 2 6 0 0 8
superintendent
Total 1 4 37 22 6 70

ANOVA

Sum of Mean
df F Sig.
Squares Square
Between
4.087 3 1.362 2.322 .043
Groups
Within
38.713 67 .587
Groups
Total 42.800 70

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

4.38 Table representing the relationship between the experience of the

respondents and level of satisfaction with promotion policies

Level of satisfaction with Promotion policies Total

Highly Highly
dissatisfied Neutral Satisfied
dissatisfied satisfied
Less than 5
Experience of 5 3 0 2 0 10
yrs
the respondents
5-10 yrs 0 1 1 1 0 3
10-15 yrs 2 2 1 1 1 7
15-20 yrs 2 5 4 2 0 13
Above 20 yrs 9 13 5 10 0 37
Total 18 24 11 16 1 70

Correlation
Value Asymp. Approx. Approx.
Std. T(b) Sig.
 Error(a)
Interval by
Pearson's R .099 .124 .822 .414(c)
Interval
Ordinal by Spearman
.078 .125 .647 .520(c)
Ordinal Correlation
N of Valid Cases 70

Inference:

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

4.39 Table representing the relationship between the designation and rating
for ventilation and A/c
Rating for Ventilation,A/C Total
Very Excellen
Poor Fair Typical
Good t
Supt 1 7 3 5 3 19
Inspector 7 5 10 10 1 33
Senior Tax
Designation of 0 1 3 4 2 10
Assistant
the respondents
Deputy officer
2 1 1 3 1 8
superintendent
Total 10 14 17 22 7 70

Correlation
Asymp.
Approx. Approx.
Value Std.
T(b) Sig.
Error(a)
Interval by
Pearson's R .061 .128 .501 .618(c)
Interval
Ordinal by Spearman .074 .127 .611 .543(c)
 Ordinal Correlation
No of Valid Cases 70
.

Inference:

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

Chapter-v
Findings, Suggestions
and Conclusions .
5.1 FINDINGS:

5.1.1 General observation:

 Most of the employees are satisfied with salary and benefits.

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

5.1.2 Observation from questionnaire:

 Merely 74 % of data are collected from male and 26% of data are collected from female
 Merely 19%, 28%, 32% of the respondents belong to age group of 25-35 yrs , 35-45 yrs
and 45-55 yrs respectively.20% and 1% of the respondents belongs to age group of above
55 yrs below 25 yrs.
 61% and 30% of the respondents has UG and PG Qualification respectively.6% are SSLC
and 3% are HSC.
 Merely 14% of the respondents are having less than 5 yrs of experience, 12 %,10%,
21% of the respondents are having 5-10 yrs,10-15 yrs and 15-20 yrs of experience and
43 % of the respondents are having above 20 yrs of experience.
 Merely 87% of the respondents are married and 13% of the respondents are unmarried.
 59% of the respondents are satisfied with their salary and benefits and only 6% of the
respondents are dissatisfied with their salary and benefits.
 Merely 61% of the respondents are satisfied in their work assignment and only 4% are
dissatisfied in their work assignment.
 Merely 19% of the respondents are satisfied with medical checkup and 31 % of the
respondents are dissatisfied with the medical facilities provided by the concern.
 70% of the respondents required that the specialty hospitals to be added in the list of
authorized hospital provided by the concern.
 Merely 84% of the respondents required the health and fitness club.
 Merely 49% of the respondents agreed that they are comfortable with the workspace
allotted for them and only 3% of the respondents are disagreed.
 Merely 46% of the respondents are satisfied about the transfer policies and only 14% of
the respondents are dissatisfied.
 30% of the respondents are satisfied with bonus provided and 26% of the respondents are
dissatisfied.
 34% of the respondents are satisfied and 18% of the respondents are dissatisfied with the
quality and quantity of food available in the canteen.
 60% of the respondents are satisfied and only 10% of the respondents are dissatisfied
about the rate of food available in the canteen.
 Only 23% of the respondents are satisfied with the promotion policies and 33% of the
respondents are dissatisfied.
 Merely 61% of the respondents agreed that their superiors are cooperative and only 6% of
the respondents are disagreed.
 Merely 31% of the respondents feel that the overall quality of work life is very good and
no respondents feel poor.
 Only 17% of the respondents are getting always feedback for their performance and 44%
of the respondents are getting feedback on yearly report basis and 10% of the respondents
are never getting feedback.
 53% of the respondents are satisfied with the training given for them and only 13% of
the respondents are dissatisfied.
 47% of the respondents are agreed that they are getting reward for their outstanding
performance.
 42% of the respondents agreed that they are given freedom to offer suggestion on official
matters and 19% of the respondents are disagreed.
 21% of the respondents rated 5 out of 5 for seating arrangement, 41% of the respondents
rated 4 out of 5 for seating arrangement and no respondents rated 1 out of 5 for seating
arrangement.
 23% of the respondents rated 5 out of 5 for computer configuration, 51% of the
respondents rated 4 out of 5 and no one rated 2 out of 5 and 1 out of 5 for computer
configuration.
 9% of the respondents rated 5 out of 5 for ventilation and A/C
 28% of the respondents rated 5 out of 5 for lightings, 48% of the respondents rated 4 out
of 5 and no respondents rated 2 out of 5 and 1 out of 5 for lighting facility.
 No one rated 5 out of 5 and 4 out of 5 for fire extinguisher.
 There is no relationship between the gender of the respondents and transfer policies
 There is no relationship between age group and medical checkup
 The designation of the respondents influences the opinion about the overall quality of

work life.
 The designation doesn’t influence the level of satisfaction with salary and benefits
5.2 SUGGESTION:

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

Every organization has to satisfy some of the basic needs and demands of its employees
because the satisfied and motivated employees are the source of achieving the organizational
goals and objectives. In order to use the maximum potential of the human resource, the
organization has to provide them with the best quality of their working life. Therefore every
organization needs to update and improve the quality of work life of the employees.

From the study it is clear that the overall quality of work life of employees is good in the
office of commissioner of central excise and service tax department of Trichy. This research
highlights some of the small gaps in employee’s satisfaction towards the quality of work life.
Annexure
 Questionnaire

Personal Details:

Gender : ð Male ð Female

Age : ð below 25 yrs ð 25-35 yrs ð 35-45 yrs ð 45-55yrs

ð Above 55 years

Educational Qualification : ð SSLC ð +2 ð UG ð PG

Designation : ð Superintendent ð Inspector ð Senior Tax Assistant

ð Deputy Officer Superintendent

Section : ___________________________

Marital status : ð Single ð Married

Experience : ð Less than 5 yrs ð 5-10 yrs ð 10-15 yrs ð 15-20yrs

ð Above20 yrs

1. List out your satisfaction level regarding the following

S.No Pay and Highly Satisfied Neutral Dissatisfied Highly

 Previlages satisfied dissatisfied
1 Salary and benefits
2 Work Assignment
3 Transfer policies
4 Promotion policies
5 Bonus
6 Medical Check up
7 List of recognized
hospitals
7 Quality & Quantity
of food provided in
canteen
8 Rate of food
provided in canteen
9 Grievance
Redressel

2. Please rate the following infrastructure

S.No Infrastructure Very good Good Average poor Very Poor

1 Seating Arrangement
2 Computer configuration
3 Ventilation, A/c
4 Lights
5 Fire extinguisher

3. List out your opinion about the following statements

S.No Statements Strongly Agree Agree Moderate disagree Strongly

disagree
1 The superiors are
cooperative
2 I am comfortable
with the present
workspace
allotment
3 I am given
 freedom to offer
suggestions on
official work
4 I am rewarded for
my outstanding
work.
5 I am satisfied with
training
given for me

4. List out your requirements for the following questions.

S.No Requirement Yes No

1 Do you require any specialty hospital to be
added in the list of hospitals provided?

2 Do you require health and fitness club?

6. How often will you get feedback on your performance?

Always Often Occasionally Rare Never

7. Your Opinion about overall quality of work life

Excellent Very good Typical Fair poor

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

Thank You for Your Cooperation

 Bibliography

Reference
Books:

1. K. Aswathappa (1997),”Human Resources and Personnel Management”

Tata McGraw-Hill Publishing Company Limited, New Delhi-110 001

2. C.R. Kothari (2001) “Research Methodology “of Wishwa Prakashan publishing, Chennai -17

Websites:
www.citehr.edu

www.mbaguys.net

www.centralexcisetrichy.gov.in