DECLARATION

I Shalaka Deshpande(a student of T.Y.B.B.A) hereby declare that the project entitled “A
STUDY ON QUALITY OF WORK LIFE AT CENTURION LABORATORIES PVT
LTD.”submitted as a part of 6th Semester Curriculum to the BBA Programme, Faculty of
Commerce, The Maharaja Sayajirao University of Baroda, is my original work and the project
has not formed the basis for any award of any degree, fellowship or any other similar titles. I
hereby also testify that the present project is not based on the work of any other person.

Signature of the student

Date:

1|Page
 CERTIFICATE

TO WHOMSOEVER IT MAY CONCERN

This is to certify that Ms. Shalaka Deshpande has successfully completed the project work titled
“A STUDY ON QUALITY OF WORK LIFE AT CENTURION LABORATORIES PVT.
LTD” in partial fulfilment of requirement as a part of 6th Semester Curriculum to the BBA
Programme, Faculty of Commerce, The Maharaja Sayajirao University of Baroda.

This project is the record of authentic work carried out during the Academic Year (2016-2017).

Dr. Amee Agrawal (MBA, PhD)

Project Guide

Faculty of Commerce

M.S. University of Baroda

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 PREFACE

Due to changes in technology and to meet various demands of the

employees and to withstand the place in the Global market the company
h a s t o f o c u s o n employees satisfaction on major areas like job security,
job satisfaction, medical facilities, canteen facilities, rewards, etc.,.
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 be strained by working hours including
overtime work, work during inconvenient hours, business travel, transfers, vacations, etc. This
study quantifies the effects of Quality of Work Life (QWL) on employees. It aims to gain an
insight into current working life policies and practices, as well as work-life balance issues of
employees.

Several notable factors that influence quality of work life are: Adequate and Fair
Compensation, Safe and Healthy Working Conditions, Opportunity to Use and Develop Human
Capabilities, and Opportunity for Career Growth etc…
Quality of work life refers to the level of happiness or dissatisfaction with one’s career. Those
who enjoy their careers are said to have a high quality of work life, while those who are unhappy
or whose needs are otherwise unfilled are said to have a low quality of work life.

Quality of work life (QWL) is viewed as an alternative to the control approach of

managing people. The QWL approach considers people as an 'asset' to the organization rather
than as 'costs'. It believes that people perform better when they are allowed to participate in
managing their work and make decisions. This approach motivates people by satisfying not only
their economic needs but also their social and psychological ones. To satisfy the new generation
workforce, organizations need to concentrate on job designs and organization of work. Further,
today's workforce is realizing the importance of relationships and is trying to strike a
balance between career and personal lives.

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 ACKNOWLEDGEMENT

This is to acknowledge those people who have cooperated with me throughout the duration of
the project. I see that this dissertation would not have been possible without their support, faith
and guidance.

I express my heartfelt gratitude to Dr. Ketan Upadhyay, the Associate Director of MSU BBA,
Vadodara for providing me with excellent infrastructural facilities and guides in the campus.

I express my heartfelt gratitude to Dr. Amee Agrawal, my research guide for being a constant
source of support and giving insight that greatly improved my dissertation.

I would like to thank Mr Ankit, the HR Manager of Centurion Laboratories Pvt. Ltd. for his
immense support and guidance while I was at the company.

I would like to thank all my respondents. Without their cooperation this study would not have
been possible.

4|Page
 TABLE OF CONTENTS

Sr. No. Content Page No.

1 Chapter 1: Introduction 01

2 Chapter 2: Literature Review 17

3 Chapter 3: Organisation Profile 31

4 Chapter 4: Research Methodology 39

5 Chapter 5: Data Analysis & Interpretation 41

6 Chapter 6:Findings, Suggestions and Conclusion 55

7 Chapter 7: Appendix 62

5|Page
 INDEX OF TABLE
Sr. Particulars Pages
No
1. TABLE 5.1 AGE 36
2. TABLE 5.2 GENDER 37
3. TABLE 5.3 MARITAL 38
STATUS
4. TABLE5.4 EXPERIENCE 39
5. TABLE 5.5 EDUCATIONAL 40
QUALIFICATION
6. TABLE 5.6 DEPARTMENT 41
7. TABLE 5.7 MONTHLY 42
INCOME
8. TABLE 5.8 43
EFFECTIVENESS OF
TRAINING
9. TABLE 5.9 SATISFACTORY 44
FEEDBACK
10. TABLE 5.10 MANAGERIAL 45
DECISION MAKING
11. TABLE 5.11 GOAL AND 46
TASK
12. TABLE 5.12 FACILITIES TO 47
IMPROVE PRODUCTIVITY
13. TABLE 5.13 WORKING 48
HOURS
14. TABLE 5.14 SALARY 49
15. TABLE 5.15 50
RECREATIONAL FACILITY
16. TABLE 5.16 RELATION 51
WITH CO-WORKERS
17. TABLE 5.17 SAFETY 52
MEASURES
18. TABLE 5.18 JOB SECURITY 53
19. TABLE 5.19 HEALTH 54
FACILITY
20. TABLE 5.20 SATISFIED 55
WITH POSITION
21. TABLE 5.21 SATISFIED 56
WITH ENVIRONMENT
22. TABLE 5.22 QUALITY OF 57
WORK LIFE
23. TABLE 5.23 COMMENT 58
AND SUGGESTION
INDEX OF CHARTS
6|Page
Sr. Particulars Pages
No
1. TABLE 5.1.1AGE 36
2. TABLE 5.2.1 GENDER 37
3. TABLE 5.3.1 MARITAL 38
STATUS
4. TABLE 5.4.1 EXPERIENCE 39
5. TABLE5.5.1EDUCATIONAL 40
QUALIFICATION
6. TABLE 5.6.1 41
DEPARTMENT
7. TABLE 5.7.1 MONTHLY 42
INCOME
8. TABLE 5.8.1 43
EFFECTIVENESS OF
TRAINING
9. TABLE 5.9.1 44
SATISFACTORY FEEDBACK
10. TABLE 5.10.1 45
MANAGERIAL DECISION
MAKING
11. TABLE 5.11.1 GOAL AND 46
TASK
12. TABLE 5.12.1 FACILITIES 47
TO IMPROVE
PRODUCTIVITY
13. TABLE 5.13.1 WORKING 48
HOURS
14. TABLE 5.14.1 SALARY 49
15. TABLE 5.15.1 50
RECREATIONAL FACILITY
16. TABLE 5.16.1 RELATION 51
WITH CO-WORKERS
17. TABLE 5.17.1 SAFETY 52
MEASURES
18. TABLE 5.18.1 JOB 53
SECURITY
19. TABLE 5.19.1 HEALTH 54
FACILITY
20. TABLE 5.20.1 SATISFIED 55
WITH POSITION
21. TABLE 5.21.121 SATISFIED 56
WITH ENVIRONMENT
22. TABLE 5.22.1 QUALITY OF 57
WORK LIFE
23. TABLE 5.23.1 COMMENT 58 7|Page
AND SUGGESTION
 CHAPTER 1:
INTRODUCTION

8|Page
INTRODUCTION

The present era is an era of knowledge workers and the society in which we are living has come, to be
known as knowledge society. The intellectual pursuits have taken precedence over the physical efforts.

 
Successful organizations support and provide facilities to their people to help them to balance the
scales. In this process, organizations are coming up with new and innovative ideas to improve
the quality of work and quality of work life of every individual in the organization.
Various programs like flex time, alternative work schedules, compressed work weeks,
telecommuting etc., are being adopted by these organizations. Technological advances further
help organizations to implement these programs successfully. Organizations are enjoying the
fruits of implementing QWL programs in the form of increased productivity, and an efficient,
satisfied, and committed workforce which aims to achieve organizational objectives. The future
work world will also have more women entrepreneurs and they will encourage and adopt QWL
programs.

Quality of Working Life is a term that had been used to describe the broader job-
relatedexperience an individual has.

Whilst there has, for many years, been much research into job satisfaction(1), and, more recently,
an interest has arisen into the broader concepts of stress and subjective well-being(2),the precise
nature of the relationship between these concepts has still been little explored. Stressat work is
often considered in isolation, wherein it is assessed on the basis that attention to anindividual’s
stress management skills or the sources of stress will prove to provide a goodenough basis for
effective intervention. Alternatively, job satisfaction may be assessed, so thataction can be taken
which will enhance an individual’s performance. Somewhere in all this, thereis often an
awareness of the greater context, whereupon the home-work context is considered, for example,
and other factors, such as an individual’s personal characteristics, and the broader economic or
cultural climate, might be seen as relevant. In this context, subjective well-being isseen as
drawing upon both work and non-work aspects of life.

HUMAN RESOURCE MANAGEMENT

Human Resource Management (HRM) is the function within an organization that focuses on the
recruitment of, management of, and providing direction for the people who work in an

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organization. All of the processes and programs that are touched by people are part of the HR
kingdom.

Human resource management is an approach for managing people, based on fundamental

principles. First, human resources are the most important assets an organization has and their
effective management is the key to its success. Second, this success is most likely to be achieved
if the personnel policies and procedures of the enterprise are closely linked with and make a
major contribution to the achievement of corporate objectives and strategic plans. Third, the
corporate culture and the values, organizational climate and managerial behaviour that emanate
from that culture will exert a major influence on the achievement of excellence. Thus culture
must, therefore, be managed.

HRM is a strategic approach to the acquisition, motivation, development and management of the
organization’s human resources. It is a specified field that attempts to develop programmes
/policies and activities to promote both individual and organizational needs, goals and objectives.
HRM is proactive rather than reactive, i.e., always looking forward to what needs to be done and
then doing it rather than waiting to be told what to do about recruiting or training people or
dealing with employee relation problems as arise. The techniques for the applications of HRM
include many familiar functions of personnel managers, such as manpower planning selection,
performance appraisal, wage & salaryadministration, training and management development.
HRM is also more comprehensive and deep rooted than training and development. HRM is a
production model approach to personnel management. The HRM model is characterized as being
employee oriented with an emphasis on the maximization of individual skills and motivation
through consultation with the work force so as to produce high levels of commitment to
company strategic goals. It is an asset to be invested in. The traditional personnel management is
non-strategic, separate from the business, reactive, short term and Constrained by a limited
definition of its role as dealing with mostly unionized and low level. HRM essentially
emphasizes and incorporates those expectations which are not being fulfilled through the
traditional personnel management. It integrates in a meaningful way the various sub-systems like
performance appraisal, potentially appraisals and development, career planning, training and
development, organization development, research and system development, rewards, employee
welfare and quality of work life, industrial relations, human resource information, and so on.

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QUALITY OF WORK LIFE

Quality of Work Life: QWL is a process of work organizations which enable its members at all

levels to actively; participate in shaping the organizations environment, methods and outcomes.

This value based process is aimed towards meeting the twin goals of enhanced effectiveness of

organizations and improved quality of life at work for employees.

BASIC TERMS OF PROPOSED RESEARCH STUDY:

Quality of work life: QWL is a way of thinking about people, work and organizations, its

distinctive elements are (i) a concern about the impact ofwork on people as well as

onorganizational effectiveness, and (ii) the idea of participation in organizational problem-

solving and decision making. 

Employee Retention:Employee retention refers to the various policies and practices which let the

employees stick to an organization for a longer period of time.

Employee turnover is a symptom of deeper issues that have not been resolved, which may

include low employee morale, absence of a clear career path, lack of recognition, poor

employee-manager relationships or many other issues. A lack of satisfaction and commitment to

the organization can also cause an employee to withdraw and begin looking for other

opportunities. Pay does not always play as large a role in inducing turnover as is typically

believed.

Organization: A Social unit of people that is structured and managed to meet a need or to pursue

collective goals. All organizations have a management structure that determines relationships

between the different activities and the members, and subdivides and assigns roles,

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responsibilities, and authority to carry out different tasks. Organizations are open systems-they

affect and are affected by their environment.

Employee: An individual who works part-time or full-time under a contract of employment,

whether oral or written, express or implied, and has recognized rights and duties. Also called

worker.

A brief introduction and review of the 12 QWL factors working towards the development of

organizations most valuable assets (employees) for gaining competitive advantage in the market,
examined in this study are provided in the following section.

1. Communication: Achieving some level of personal growth may be quite related to the quality

of communication in the organization. Proper communication plays a pivotal role to achieve

results in this priority area. King (1992) proposed that organizations could improve the quality of

working life through improving the nature and quality of communication of the mission and

vision through the use of team briefings as a first step in the process of employee participation.

Besides the traditional methods of information sharing through house journals, notice boards,

shop campaigns, etc., novelty can be experienced for orienting shop communication in tune with

the process of work, the starting point is that new work practices have deeply changed the way

firms operate (e.g., Ichniowski et al. 1996). Traditional ‘‘Taylorist’’ organizations were based on

hierarchical communication and required from their employees specialized skills consistent with

the standardization of the production process. On the contrary, reorganized enterprises have more

horizontal communication channels and favor multi-skilling as opposed to specialization.

Despite the difficulty of identifying what is really ‘‘new’’ in terms of communication, some

workplace practices respond to globalization and changes in the technological environment,

which make information processing, adaptability, and product quality keys for firm

competitiveness.

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2. Career Development &Growth: The purpose of career planning as part of an employee

development program is not only to help employees feel like their employers are investing in

them, but also help people manage the many aspects of their lives and deal with the fact that

there is a clear promotion track. Employers can no longer promise job security, but they can help

people maintain the skills they need to remain viable in the job market (Moses, 1999). It has

been found that there are numerous literatures available on this concept in relation to QWL.

Gallie (2003) suggests that there is a comparison of employees’ perceptions of the quality of

working tasks, the degree of involvement in decision making, career opportunities, and job

security to see whether the Scandinavian countries have a distinctive pattern from other

European Union countries. Another empirical study was done to predict QWL in relation to

career-related dimensions (Aduan Che Rose et al. 2006). The sample consists of 475 managers

from the free trade zones on Malaysia for both multinational corporations (MNCs) and small and

medium industries (SMIs). The results indicate that three exogenous variables are significant:

career satisfaction, career achievement, and career balance, with 63 per cent of the variance in

QWL. In fact a high-quality work life was perceived to be one in which there was an opportunity

to develop close personal ties and achieve career goals with an absence of excessive job stress.

To the extent that when organizations have an understanding attitude toward employees who

combine work and family roles (family responsive culture), employees are not likely to worry

about career opportunities if they reduce their working hours due to family responsibilities

(Thompson, Beauvais, & Lyness, 1999).

3. Organizational Commitment: The relationship of organizational commitment with work life

quality is another aspect of working life that is often investigated by researchers. Studies have

concluded that committed employees’ remains with the organization for longer periods of time

than those which are less committed have a stronger desire to attend work, and a more positive

attitude about their employment. Steers (1977) concluded that “commitment was significantly

and inversely related to employee turnover.” According to Arthur (1994) when organizations

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seek to foster a philosophy of commitment, then the likelihood of an employee searching for

employment elsewhere is lowered. Owens (2006) had a similar finding that employees that had a

higher level of commitment also had a higher level of “turnover cognitions”. A higher score in

“turnover cognitions” indicated that the employee had a more favorable attitude and was less

likely to consider turnover representing an inverse relationship of commitment and turnover. The

aforementioned studies are representative of much of the research available relating to

commitment and turnover. Commitment has a significant and positive impact on job

performance and on workforce retention. The underlying belief is that a more committed

employee will perform better at their job (Walton, 1985).

4. Emotional Supervisory Support: It has been suggested that emotional support at work helps

balance work and family roles because it contributes to the employee’s energy level (Van Daalen

et al., 2006). A supportive supervisor may help boost an employee’s energy level by discussing

family-related problems, reinforce the employee’s positive self-image by giving feedback, and

reduce stress by showing understanding for the employee’s family life (Halbesleben, 2006;

Lapierre & Allen, 2006). Using insights from the enrichment approach (Edwards & Rothbard,

2000; Greenhaus & Powell, 2006). Greenhaus and Powell (2006), we expect that such emotional

resources help boost employees’ work outcomes most when they replace resources that
employees lack at home. On the basis of the conflict approach (Friedman, Christensen, &

DeGroot, 1998), one could argue that employees have more need for supervisor support because

they have heavier family demands. Supervisor support, however, is not aimed primarily at

combining work and family tasks. Instead, it helps employees in general function better at work

and find a work life fit (Anderson et al., 2002). We therefore expect that employees with the

fewest resources at home profit most from supervisor support.

5. Flexible Work Arrangement: Flexible work arrangements (flextime and telecommuting) are

thought to contribute to job motivation and dedication. They also enable the employee to use

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time more efficiently by scheduling activities in a way that suits his or her situation best (Hill,

Ferris, & Martinson, 2003). Telecommuting actually saves the employee time, as it saves time

commuting that cannot be used for work or family activities. Following the conflict approach,

flexible work arrangements pay off most among parents as they have heavier demands for which

they need time and energy to balance multiple roles. Previous studies, however, have shown that

flexible work arrangements can have disadvantageous side effects because they blur the

boundaries between family and work, thus increasing work-family conflict (Desrochers, Hilton,

& Larwood, 2005). For example, Peters and van der Lippe (2007) showed that flexitime and

telecommuting led to more time pressure in the long run among employees with children, and

Hill, Hawkins, and Miller (1996) reported that some telecommuters experienced more work-

family interference, increasing stress. We expect, therefore, that the enrichment approach is more

applicable for explaining the effects of flexible work arrangements on work outcomes.

According to this approach, employees without other household members may have most need

for flexible work arrangements. For example, when unexpected situations arise at home, such as

plumbing repairs, an employee with a partner and children may be able to count on family

members to stand in. Moreover, telecommuting for single employees is presumably more

efficient, assuming that these employees have fewer interfering family tasks.

6. Family-Responsive Culture: In addition to providing flexible work arrangement and

emotional supervisor support, the organization’s culture toward combining work and family roles

is at least as important for employees seeking work-family balance (Thompson & Prottas, 2006).

A supportive work environment provides the employee with emotional resources, such as

understanding, advice, and recognition (van Daalen et al., 2006). When organizations have an

understanding attitude toward employees who combine work and family roles (family-responsive

culture), employees are not likely to worry about career opportunities if they reduce their

working hours due to family responsibilities (Thompson, Beauvais, & Lyness, 1999). In line

with the conflict approach, we expect that a family-responsive culture is only relevant for

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employees who have substantial family responsibilities, such as parents and couples. The

enrichment approach, expected to be most effective for employees with the fewest family

resources, is less applicable in this case, because singles do not need this particular resource

(Muse et al., 2008). A family-friendly culture may even lower singles’ work outcomes if they

feel excluded by such a culture (Casper et al., 2007).

7. Employee Motivation: The general perception is that people leave organization for higher

pay. This hypothesis, though intuitively quite appealing, is often not sufficient in describing the

entire picture with regard to sales force turnover. Because the Hawthorne studies (19th century)

have already proved long back that money is not the only motivator (Mayo 1960), where as other

environmental factors also play a significant role for employee motivation and performance. It is

important to recognize that individuals have unique motives for working (Haim 2003) and quite

often it is complex to know what motivates employees (Mishra & Gupta 2009). Though there is

no universally accepted definition of the term QWL, yet there is consensus in the research

literature that QWL involves a focus on all aspects of working life that might conceivably be

relevant to worker satisfaction and motivation, and that QWL is related with the well-being of

employees (Davis and Cherns 1975, Nadler and Lawler III 1983, Ryan 1995, Sirgy et al. 2001).

8. Organizational Climate: Various facets of organizational climate have been measured and

used in previous researches on QWL. Literature suggests three of them primarily, viz. affective,

cognitive and instrumental (Wanous, Reichers & Austin, 2000; Spreitzer, Kizilos & Nason,

1997; Carr Schimdt, Ford & DeShon , 2003). The affective facet of organizational climate

primarily comprises of the quality of relationships in the organization. This is a critical

component of the social relations aspect of climate and has been used in past climate studies. The

cognitive climate facet consists of a sense of deriving intrinsic rewards from one’s work

comprising of meaningfulness, competence, self-determination, impact and work-family

interference (Gutek, Searle & Kepa, 1991). Meaningfulness has been described as the “engine”

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of empowerment, which gives the feeling that you are doing something that is worth your time

and effort and it is worthwhile in the large scheme of things; competence is the confidence you

feel in your ability to do your work well; self-determination is the freedom to choose how to do

your work; and impact involves the sense that the task is proceeding and that you are actually

accomplishing something and making a difference in the organization. Together these individual

dimensions of cognitive climate suggest that if employees do not experience these cognitive

elements of their work, they may become dissatisfied along with the level of work-family

interference which describes the extent to which an employee's work demands interference with

family responsibilities. The instrumental climate facet is defined as follows: work processes,

structure, and extrinsic rewards (Carr Schimdt, Ford & DeShon , 2003) including access to

resources and time control. Access to resources includes access to work space, funds, support

staff, supplies and materials. Time control on the other hand denotes the ability of employees to

control the time at work and give priority to what they perceived to be the most important task at

hand.

9. Organizational Support: Besides, organizational climate, the level of support offered by the

organization is also an indication of the work-life quality in organizations. Organizational

Support is defined as the extent to which employees perceive that the organization values their
contributions and cares about their wellbeing. This is a key factor in influencing employee

commitment to the organization, job satisfaction, and general quality of work life. Many

researchers have studied the relationship between perceived organizational support and work-life

quality of workers and have found it to have a positive impact on organizational commitment,

employee performance as well as job satisfaction (Rhoades & Eisenberger, 2002; Dixon &

Sagas, 2007).

10. Job Satisfaction: The relationship of job satisfaction with work life quality is another aspect

of working life that is often investigated by researchers. Job satisfaction is one of the central

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variables in work and is seen as an important indicator of working life quality (Cohen, Kinnevy

& Dichter, 2007; Aryee, Fields & Luk ,1999) determining the extent to which the employee is

satisfied or is enthusiastic about his job (Aryee et all, 1999). This part of feeling enthusiastic or

having sense of enjoyment in one’s work is reflective of Herzberg’s Hygiene factors in his

theory of motivation. (Herzberg, Mausner & Snyderman, 1967; Herzberg, 1968).

11. Rewards & Benefits: Hackman and Oldhams (1980) highlighted the constructs of QWL in

relation to the interaction between work environment and personal needs. They emphasized the

personal needs are satisfied when rewards from the organization such as compensation,

promotion, recognition and development meet their expectations, which will lead to an excellent

QWL. Later, Maccoby (1984) identified the job satisfaction of employees and supervisors of

Bell System over a five-year period. He found that the employees and supervisors were satisfied

with their pay and benefits and were also motivated to work productively, but they were

dissatisfied with the technology in use and felt too much supervisory control. Sinha and Sayeed

(1980) designed a full-length QWL inventory relevant for the Indian sample and have validated

it based on the item correlations. 8 Lowe et al. (2003) conducted a study to explore the

relationship between work-life experiences and personal life of employees. In their study, they

observed that workers are likely to perceive their workplace in a positive way if certain
conditions exist in the workplace. The conditions identified by them include having reasonable

demands, high intrinsic and extrinsic rewards, good social support, influence over workplace

decisions, and available resources to do the job. Based on their research, Lowe et al. (2003)

argued that all of the above mentioned conditions contribute in enhancing the health and well-

being of employees.

12. Compensation: Besides rewards and benefits the level of support created by the

compensation structure is also an indication of the work-life quality in organizations. Many

organizations claim to base pay raises on performance, but that is not actually the case. Some

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companies try to emphasize a team environment, but continue to reward people for individual

achievement (Feldman, 2000). These inconsistencies can cause frustration and cynicism by

employees. It is especially difficult when employees are not seeing significant pay raises, yet

company leaders are richly rewarded (Feldman, 2000). The entire organization must buy into the

culture of employee development. Sears created a new compensation system when they got into

the business of employee development. Whereas they used to only offer pay increases to

employees who were promoted, they have moved to a system where people may see a pay

increase for lateral moves that are appropriate for their own development (O’Herron and

Simonsen, 1995).

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 CHAPTER 2:
REVIEW OF LITERATURE

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A review of literature is must for scientific approach. It also gives the investigator an
understanding of the preview of the work that has been done related to the present study. One
cannot develop an insight into various facts of a problem unless & until one has learnt various
theories and research developed in the examination of some of the studies on factors of job
dissatisfaction. Such examination not only highlights the historically significant studies, but also
suggests the trend in theoretical progress as well as methodology and techniques used in these
studies. Industrial organization are making rapid changes in view of liberalization and apart from
strong importance on quality management, organization have taken up human research as area of
development where organization are trying to obtain best and maximum from its research. Man
is the only creature that does not have to renew every generation but can accumulate through the
centuries.

The degree to which members of a work organization are able to satisfy important personnel

needs through their experience in the organization. It refers to the favourableness or

unfavourableness of a job environment for people. A high quality of work life is essential for

organizations to continue to attract and retain employees. The continued restructuring,

downsizing and reorganization of the health care system have negatively impacted staff morale

and job satisfaction. Quality of Work Life is philosophical which holds on a set of principles that

people are the most important resource in the Organization as they are trustworthy, responsible

and capable of making contributions and that they should be treated with dignity and respect.

Quality of Work Life is an umbrella term which includes many concepts. QWL means the sum

total of values, both materials and non-materials, attained by the worker throughout his life.

Lau (2000)studied on Quality of work life and performance to provide ad hoc analysis of two

key elements of the service profit chain and find out the relation between in growth and QWL.

This research evaluated the performances, in terms of growth and profitability, based on a

sample of QWL and S&P 500 companies. 29 Literature Review on Quality of Work Life and

Their Dimensions www.iosrjournals.org 72 | Page QWL companies remained for the purpose

of this study. The control group consisted of 208 service companies selected from the list of

21 | P a g e
 S&P 500. The results showed QWL companies have a higher growth rate, measured by the

five-year trends of sales growth and asset growth than that of the S&P 500 companies. The

results also indicated that QWL companies indeed enjoyed higher growth rates than those of

S&P 500 companies, and their differences are statistically significant. On average,

QWLService companies have an average sales growth rate while the control group companies

have below average.

.David lewis etal (2001) studied on the extrinsic and intrinsic determinants of quality of work

life. The objective of the research was to test whether extrinsic or intrinsic or prior traits test

predict satisfaction with QWL in health care. The variables used extrinsic traits: salary or other

tangible, intrinsic traits: skills, level, autonomy and challenge, prior traits: gender and

employment traits, co-workers, support, supervisor, treatment and communication. Survey was

conducted in 7 different health care and respondents was 1,819/5486 staff (33%). Data was

gathered from the circulate questionnaire and test applied for data analysis was regression

method and factor analysis. The findings showed pay, supervisor style, commitment and

discretion, all play a role in determining QWL. Female employees were less satisfied with

these traits than male.

J. Gnanayudam & Ajantha Dharmasiri (2008)studied Influence of quality of work life on

organizational commitment by investigated on unsatisfactory level of commitment among

workers in medium and large organizations in the apparel industry in Sri Lanka. A convenient

sampling technique was adopted for the research. The sample size was limited to 87 workers and

Pearson correlation used for data analysis. The result showed that QWL has a positively

significant relation with the commitment and moderator effect of HRDC on the relationship

between QWL and Commitment.

D. Chitra et al (2012)focused on Employees’ Perception on Quality of Work Life and Job

Satisfaction in manufacturing organization – an Empirical study. The objective was to find the

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perception of employee’s impact on Job satisfaction. Convenience sampling method used for the

data collection and questionnaire received 251 employees out of 460 employees. Three variables

of QWL were used such as meaningfulness, pessimism about organizational change and self-

determination and job satisfaction. Test used for data analysis were factor analysis, Bartlett test

and Kaiser-Meyer-olkin. The Findings showed that three QWL variables are significantly related

to job-satisfaction and perception of employees towards QWL also directly related to Job

satisfaction. There is no satisfaction towards other job related aspects such as health care

benefits, working environment, flexible work, relationship with peers and superiors.

Mirvis and Lawler (1984)(8) suggested that Quality of working life was associated
withsatisfaction with wages, hours and working conditions, describing the “basic elements of a
goodquality of work life” as; safe work environment, equitable wages, equal
employmentopportunities and opportunities for advancement.
Baba and Jamal (1991)(9) listed what they described as typical indicators of quality of
workinglife, including: job satisfaction, job involvement, work role ambiguity, work role
conflict, work role overload, job stress, organisational commitment and turn-over intentions.
Baba and Jamal also explored routinisation of job content, suggesting that this facet should be
investigated as partof the concept of quality of working life.
Some have argued that quality of working life might vary between groups of workers.
For example, Ellis and Pompli (2002)(10) identified a number of factors contributing to
jobdissatisfaction 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 learnnew skills.
Sirgy et al.; (2001)(11) suggested that the key factors in quality of working life are:
Needsatisfaction based on job requirements, Need satisfaction based on Work environment,
Needsatisfaction based on Supervisory behaviour, Need satisfaction based on Ancillary
programmes,Organizational commitment. They defined quality of working life as satisfaction of
these keyneeds 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, Actualisation, Knowledge and Aesthetics, although
therelevance 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
definitionsand explanations can be both global, or need to be specific to each work setting.

23 | P a g e
Bearfield, (2003)(12) used 16 questions to examine quality of working life, and
distinguished between causes of dissatisfaction in professionals, intermediate clerical, sales and
serviceworkers, indicating that different concerns might have to be addressed for different
groups.
The distinction made between job satisfaction and dissatisfaction in quality of working
lifereflects the influence of job satisfaction theories. Herzberg at al., (1959)(13) used
“Hygienefactors” and “Motivator factors” to distinguish between the separate causes of job
satisfactionand job dissatisfaction. It has been suggested that Motivator factors are intrinsic to the
job, thatis; job content, the work itself, responsibility and advancement. The Hygiene factors
or dissatisfaction-avoidance factors include aspects of the job environment such as
interpersonalrelationships, 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 thegreatest 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
perceptioncan be affected by relative comparison – am I paid as much as that person - and
comparisons of internalised 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
constituentsof Quality of Working Life (e.g. Sirgy, Efraty, Siegel & Lee, 2001 (11) and Warr,
Cook & Wall,1979)(7).
It has generally been agreed however that Quality of Working Life is conceptually similar
towell-being of employees but differs from job satisfaction which solely represents the
workplacedomain (Lawler, 1982)(15).
Quality of Working Life is not a unitary concept, but has been seen as incorporating a
hierarchyof 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 satisfactionand general feelings of well-being (Danna & Griffin, 1999)(16). More recently,
work-relatedstress and the relationship between work and non-work life domains (Loscocco &
Roschelle,1991)(17) have also been identified as factors that should conceptually be included in
Quality of Working Life.
According to G Nasl Saraji, and H Dargahi survey QWL is a comprehensive, department wide program
designated to improve employee satisfaction, strengthening workplace learning and helping employees
had better manage change and transition by conducting descriptive and analytical study they showed that
the majority of employees were dissatisfied with occupational health and safety, intermediate and senior
managers , their income, balance between the time they spent working and with family and also indicated
that their work was not interesting and satisfying. According to Guna Seelan Rethinam, Maimunah QWL
is a multi-dimensional construct, made up of a number of interrelated factors that need careful
consideration to conceptualize and measure. It is associated with job satisfaction, job involvement,
motivation, productivity, health, safety and well-being, job security, competence development and
balance between work and non work life and he concluded as QWL from the perspective of IT
professionals is challenging both to the individuals and organizations. Cunningham, J.B. and T. Eberle,

24 | P a g e
(1990) described that, the elements that are relevant to an individual’s quality of work life include the
task, the physical work environment, social environment within the organization, administrative system
and relationship between life on and off the job. Chan, C.H. and W.O. Einstein, (1990) pointed out QWL
reflects a concern for people’s experience at work, their relationship with other people, their work
setting and their effectiveness on the job .

European Foundation for the Improvement of Living Conditions (2002) described that the QWL is a
multi-dimensional construct, made up of a number of interrelated factors that need careful
consideration to conceptualize and measure. It is associated with job satisfaction, job
involvement,motivation, productivity, health, safety, job security, competence development and
balance between work and non-work life.

Hackman and Oldhams (1980) highlight the constructs of QWL in relation to the interaction between
work environment and personal needs. The work environment that is able to fulfill employees’ personal
needs is considered to provide a positive interaction effect, which will lead to an excellent QWL. They
emphasized that the personal needs are satisfied when rewards from the organization, such as
compensation, promotion, recognition and development meet their expectations. Seyed Mehdi Hosseini
(2010) argues that career satisfaction, career achievement and career balance are not only the
significant variables to achieve good quality of work life but quality of work life (QWL) or the quality of
work system as one of the most interesting methods creating motivation and is a major way to have job
enrichment which has its roots in staff and managers' attitude to motivation category that is more
attention to fair pay, growth opportunities and continuing promotion improves staff’s performance
which in turn increases QWL of employees.

To overcome dissatisfaction and make the work interesting Raduan Che Rose (2006) says QWL programs
will benefit both faculty and management, By mutually solving work-related problems, building
cooperation, improving work environments, restructuring tasks carefully and fairly managing human
resource outcomes and payoffs . The result indicates that three exogenous variables are significant:
career satisfaction, career achievement and career balance in QWL.

QWL is said to differ from job satisfaction (Quinn & Shephard, 1974; Davis & Cherns, 1975; Hackman &
Suttle, 1977; Kabanoff, 1980; Near et al., 1980; Staines, 1980; Champoux, 1981; Kahn, 1981; Lawler,
1982) but QWL is thought to lead to job satisfaction. QWL refers to the impact of the workplace on
satisfaction in work life (job satisfaction), satisfaction in non-work life domains, and satisfaction with
overall life (Sirgy et al., 2001). Some researchers (Danna & Griffin, 1999) see QWL as a hierarchy of
concepts that include non-work domains such as life satisfaction (at the top of the hierarchy), job
satisfaction (at the middle of the hierarchy) and more work-specific facets of job satisfaction including
such things as pay, co-workers, and supervisor (lower in the hierarchy). Although QWL originated over
three decades ago, the interest in the construct has not waned entirely. During the 1990s, scholars and
practitioners regained an interest in the study of QWL and this concept has become of renewed concern
and increased importance to the organization and its human resources both in terms of employee job
satisfaction and in terms of the ultimate performance of the organization. People began to know more
about quality of work life when the United Auto Workers and General Motors introduced a QWL
program for work reform (Beer et al., 1985; May, 1999). The list of QWL factors and literature review is
not meant to be exhaustive of all possible theories or variables rather the emphasis in this study is
placed on testing the relative frequency with which various QWL factors emerge while analyzing
employees’ versions of high-quality working-life experiences.

25 | P a g e
 However from the literature we can summarize that QWL may be is viewed as a wide ranging concept,
which includes satisfaction towards work, participative management and improve work environment.
Table 1 lists the some of the components of QWL as viewed by the scholars in various type of
organization.

26 | P a g e
 CHAPTER 3:
COMPANY PROFILE

27 | P a g e
Established in the year 2006, we, “Centurion Laboratories”, are a trusted manufacturer and
supplier of a wide array of Pharmaceutical Drugs. Our offered medicines are formulated by
following industry laid norms and using high quality ingredients. At the time of formulation of
these medicines, a team of experienced professionals monitors them at every stage, in order to
maintain quality standard and eliminate flaws, if any. All these pharmaceutical drugs are
recommended to be taken after consulting doctor or physician. These medicines are offered in a
hygienic and air tight packaging material, so as to retain their effectiveness and optimum quality.
Focusing on our customer-centric policies, we strive hard towards achieving maximum
satisfaction of our clients across the region. To attain this goal, we offer safe to consume &
highly effective range of pharmaceutical drugs at market leading prices. The pharmaceutical
drugs we are offering are highly effective in curing various diseases and are recommended by
doctors and physicians. We have appointed experienced professionals to maintain smooth and
hassle-free working of all the trade related activities within our premises. All our professionals
work in sync with the clients with an to understand their requirements & specifications and
afterwards formulate these medicines accordingly. The facts stated above have enabled us to
muster a huge client-base all over the region.
Thriving on our manufacturing expertise of more than two decades, we offer certified
pharmaceutical formulation on different products in Capsules, Ointments, Liquid Orals, Tablets,
Oral Powders/ Granules, etc. We have formulated various stable compositions in Human and
Veterinary range. Also, we offer beta-lactum range of products which are prepared inside our
beta Lactum Unit which is in compliance with WHO GMP standards. Around forty of our
products are registered in Philippines and are working to motivate product registered in ASEAN
Countries and Vietnam.
We have a wide array of commodity in Anti-Allergics, Anticeptic ointments, Psychiatric
Products, Nutraceuticals, Antibiotics, Anti-bacterials and Cardiovascular Products, and
Veterinary Products. The offered products find application in Semi-Government and
Government Institutions, and are prescribed by renowned medical practitioners.
Due to the top quality pharmaceutical formulation of the offered pharmaceutical products, we
have been able to reach the level of optimum client contentment. Not only in India, our clientele
is expanded to South East Asian and African Countries. Hence, we are now associated with
many reputed domestic and international clients.

28 | P a g e
  Present Working
Our state of the art and modern production unit, at Savli GIDC SEZ, is manufactured on a
plot area of 10,000 square meter with advanced building spread across 6000 square meter
and equipped with machinery as per C.G.M.P. standards. Also, we have a dedicated
plants for export products, which qualifies all the regulatory needs of any country which
is importing our products. Along with this, we also have an in-house laboratory which is
installed with hi-tech instruments for conducting tests. This helps us attain and surpass
quality standards of prevailing times. Experienced and well qualified chemists handle the
Testing and Analysis of our pharmaceutical products. Our ISO 9001:2000 certification.
We realize the value of top-grade medicine and inclined to constantly work towards
attaining this goal.
We supply Semi-Government, Government Institutions, and also Export to different
Countries such as:

 Major African Countries: Kenya, Nigeria, Mali, Liberia, Ghana, Mauritius and on
contract/ directly manufacturing basis to different other African Countries.

 South East Asian Countries: Vietnam, Philippines, Myanmar, Cambodia, etc.

 South Asian Countries: Afghanistan, Sri Lanka, etc. and different other Latin American
countries.

Mission
To provide best quality medicines at lower prices and thereby contribute to improve the quality
of life of the people and creating a healthier society.

Vision
Vision is to grow in to one of the most valued pharmaceutical companies in India.

29 | P a g e
Our Team
We are supported by a team of diligent & dexterous professionals, in every stage of production.
All these professionals possess vast experience & knowledge of this domain and have proved
themselves time and again. These professionals work in harmony among each other to meet the
organizational goals and objectives within the scheduled time-period. Along with this, these
professionals also maintain a cordial relationship with the clients, in order to understand their
requirements and then formulate these pharmaceutical drugs accordingly. Moreover, regular
training sessions and workshops are organized to ensure that these professionals stay abreast of
the technological advancements and the latest market trends. 

Our team comprises the following members:  

 Experience professionals
 Quality controllers
 Sales and marketing executives
 Administrators

30 | P a g e
 CHAPTER 4:

RESEARCH
METHODOLOGY

31 | P a g e
Research methodology is a way to systematically solve the research problem. It may been
understood as a science of studying how research is done scientifically.  The scope
of researchmethodology is wider than that of research methods. When we talk of research
methodology we don’t only talk of research methods but also consider the logic
behind the methods we use in thecontext of our research study and explain why we are
using a particular method or technique.

Research design of the proposed project work, considering its objectives, scope, and coverage
will be exploratory and descriptive in nature.

1.0 RESEARCH METHODOLOGY OF THE PROPOSED RESEARCH STUDY:

1.1 Sources of Information:

1.1.1 Primary Data:
The primary data will be collected from the employees who were in
managerial position at Centurion Laboratories Pvt. Ltd.
1.1.2 Secondary Data
Secondary data will be collected from various books, magazines, journals,
newspapers, websites etc.

1.2 Research Information:

A structured non-disguised questionnaire will be used to get the response from the
employees of Centurion Laboratories Pvt. Ltd.

2.0: Sampling Decisions:

2.1.1 Representative Sample:

The selected employees from various departments like Operation, Quality Assurance, Packing
Material Store, Production Research & Development, Human Resource and few others were
collected as a representative sample for research study.

2.1.2 Sampling Frame:

The data will be collected from the employees of Centurion Laboratories Pvt. Ltd. Therefore, the
information available from the employees will be considered as the sampling frame.

2.1.3 Sample Size

The appropriate number of employees from the total strength of employees at Centurion Pvt. Ltd
will be considered for collecting the primary data. The researcher will personally administer to
the respondents. A minimum of 60 representative samples will be selected

32 | P a g e
 2.2.4 Sampling Design

Non-probability sampling design method will be used for proposal research study.

2.2.5 Sampling Method:

Convenient sampling design method will be used for the proposal study.

2.2.6 Sampling Media:

Sampling media will be questionnaire which will be administered to the employees of

Centurion Laboratories Pvt. Ltd.

33 | P a g e
 CHAPTER 5:
DATA ANALYSIS AND
INTERPRETATION

34 | P a g e
DEMOGRAPHIC INFORMATION:

Table 5.1: Showing the age of the respondents

Age No. of Percentag

respondents e

Less than 30 42 70%

years
30 - 40 years 10 17%

41 - 50 Years 7 12%

51 and above 1 2%

Total 60 100%

No. of respondents

Less than 30 years

30 - 40 years
41 - 50 Years
51 and above
Total

35 | P a g e
Interpretation:

It was found that 70% of the employees belong to the age group of less than 30 years, 17% of the

employees belong to the age group of 30-40 years, 12% of the employees belong to the age

group of 41-50 years, and 2% employees belong to the age group of 51 years and above.

Table 5.2: Showing the gender of the respondents

Gende No. of Percentag

r respondents e

Male 52 87%
Female 8 13%
Total 60 100%

36 | P a g e
 No. of respondents

Male
Female
Total

Interpretation:

It was found that 87% of the employees are males, whereas 13% are females.

Table 5.3: Showing the Marital Status of the

respondents

37 | P a g e
 Marital No. of Percentag
Status respondents e

Married 44 74%
Unmarried 16 26%

Total 60 100%

No. of respondents

Married
Unmarried
Total

Interpretation:

It was found that 74% of the employees are married and 26% of them are unmarried.

Table 5.4: Showing the experience of the respondents

38 | P a g e
 Experience No. of respondents Percentag
e

0-10 years 52 86%

11-20 years 6 10%

21-30 years 1 2%

30 years and above 1 2%

Total 60 100%

No. of respondents

0-10 years
11-20 years
21-30 years
30 years and above
Total

Interpretation:

It was found thatEmployees who have less than 10 years of experience are 86% , 10% have 11-

20 years of experience whereas 2% have 21-30 years experience and 30 years above work

experience each.

39 | P a g e
Table 5.5: Showing the educational Qualifications of the
respondents

Qualifications No. of respondents Percentage

Below SSC 1 2%

SSC  0  0
HSC 2 3%
Graduate 40 67%
Post graduate 13 21%

Diploma 4 7%
Total 60 100%

No. of respondents

Below SSC
SSC
HSC
Graduate
Post graduate
Diploma
Total

40 | P a g e
Interpretation:

It was found that 2% respondents are below SSC, 3% are HSC, 67% are graduate,21% are post graduate
and 7 % respondents have done diploma.

Table 5.6: Showing the department of the respondents

Department No. of respondents Percentage

HR &Admin
23 43%
MIS
7 13%
Financial
1 2%
Marketing
7 13%
Purchase
15 29%
Total 53 100%

41 | P a g e
 No. of respondents

HR &Admin
MIS
Financial
Marketing
Purchase
Total

Interpretation:

It was found that 43% respondents are from HR & Admin department, 13%
are from MIS, 2% are from Finance, 13% are from Marketing and 29% are
from purchase.
It was also found that 3 respondents were from production,2 were from
Maintenance and 2 from production department.

Table 5.7: Showing the Monthly income of the family of the respondents

42 | P a g e
 Monthly income of the No. of Percentage
family respondents

Rs. 20000-Rs.40000

46 77%
Rs. 40000-Rs.60000

4 7%
Rs60000-Rs.80000

5 8%
Rs.80000 and above

5 8%
Total 60 100%

No. of respondents

Rs. 20000-Rs.40000
Rs. 40000-Rs.60000
Rs60000-Rs.80000
Rs.80000 and above
Total

Interpretation:

It was found that 77% respondents belonged to the range of Rs.20000-Rs.40000, 7% belonged to
the range of Rs.40000-Rs.60000, 8% belonged to the range of Rs.60000-Rs.80000 and 8%
belonged to the range of Rs.80000 and above.

43 | P a g e
PROGRAM:

Question 1: Are you satisfied with effectiveness of training on your performance?

Category No. of respondents Percentage

70
Strongly Agree 31 52%
60
Agree 29 48%
50
Neutral 0 0

Disagree
40 0 0
No. of respondents
Strongly
30
0 0
Percentage
Disagree
Total
20 60 100%

10
Table 5.8
0
Strongly Agree Agree Neutral Disagree Strongly Disagree Total

44 | P a g e
Interpretation:

It was found that 52% of the respondents strongly agree that they are satisfied with effectiveness of
training on their performance whereas rest 48% agreed to the same.

Questio
n 2: Is the feedback and appreciation by supervisors satisfactory?

Categor No. of respondents Percentage

y

Strongly 15 25%
Agree
Agree 40 67%
Neutral 5 8%
Disagree 0 0
Strongly 0 0
Disagree
Total 60 100%

Table:5.
9

70

60

50

40
No. of respondents
30 Percentage

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree Total

45 | P a g e
Interpretation:

It was found that 25% of the respondents strongly agreed that feedback and appreciation by
supervisors is satisfactory, 67% agreed to it and 8% are neutral.

Question 3: Are you satisfied with your participation in managerial decision making?

Category No. of respondents Percentage

Strongly Agree 22 36%

Agree 31 52%
Neutral 6 10%
Disagree 0 0
Strongly Disagree 1 2%

Total 60 100%

Table 5.10

46 | P a g e
 70

60

50

40
No. of respondents
30 Percentage

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree Total

Interpretation:

It was found that 36% of the respondents strongly agreed that they are satisfied with their
participation in managerial decision making, 52% agreed to it, 10% were neutral and 2%
strongly disagreed to it.

Question 4: Are the goal & task clearly defined, for increasing productivity?

47 | P a g e
 Category No. of respondents Percentage

Strongly Agree 15 25%

Agree 36 16%
Neutral 9 50%
Disagree 0 0
Strongly Disagree 0 0

Total 60 100%

Table 5.11
70

60

50

40
No. of respondents
30 Percentage

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree Total

Interpretation:

It was found that 25% of the respondents strongly agreed that the goal & task are clearly defined, for
increasing productivity, 16% agreed to it and 50% respondents were neutral.

Question 5: Do the facilities provided to you motivate you to improve your productivity?

Category No. of respondents Percentage

48 | P a g e
 Strongly Agree 16 27%

Agree 37 61%
Neutral 7 12%
Disagree 0 0
Strongly Disagree 0 0

Total 60 100%

Table 5.12
70

60

50

40
No. of respondents
30 Percentage

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree Total

Interpretation:

It was found that 27% of the respondents strongly agreed that the facilities provided to them
motivated them to increase their productivity,61% agreed to it and 12% respondents were
neutral.

Question 6: Are you satisfied with the working hours of your organization?

Categor No. of Percentag

y respondent e
s

49 | P a g e
 Strongly 20 33%
Agree
Agree 29 48%
Neutral 7 12%
Disagree 3 5%
Strongly 1 2%
Disagree
Total 60 100%

Table5.1
3
70
60
50
40
30
20
10
0 No. of respondents
Percentage

Interpretation:

It was found that 33% of the respondents strongly agreed that they are satisfied with the working
hours of your organization, 48% agreed, 12% were neutral, 5% disagreed while 2% respondents
strongly disagreed to it.

Question 7: Is the salary according to your work satisfactory?

Categor No. of Percentag

y responden e
ts

50 | P a g e
 Strongly 10 17%
Agree
Agree 30 50%
Neutral 11 18%
Disagree 9 15%
Strongly 0 0
Disagree
Total 60 100%

Table5.1
4
70
60
50
40
30
20
No. of respondents
10 Percentage
0

Interpretation:

It was found that 17% of the respondents strongly agreed that the salary according to their work is
satisfactory, 50% agreed to it, 18% were neutral while 15% respondents disagreed.

Question 8: Are you satisfied with recreational facilities?

51 | P a g e
 Category No. of Percentage
respondents

Strongly 18 30%
Agree
Agree 26 43%
Neutral 14 23%
Disagree 2 3%
Strongly 0 0
Disagree
Total 60 100%

Table 5.15
70
60
50
40
30
20
10 No. of r es pond en ts
Per centage
0
ee al e l
ee tr ee
Agr gre agr Tota
y Agr Neu
gl Disa Dis
n ly
Stro ong
Str

Interpretation:

It was found that 30% of the respondents strongly agreed that they are satisfied with recreational
facilities, 43% agreed, 23% were neutral and 3% disagreed to it.

Question 9: Is relation & cooperation with co-workers satisfactory?

52 | P a g e
Category No. of respondents Percentage

Strongly Agree 21 35%

Agree 33 55%
Neutral 5 8%
Disagree 1 2%
Strongly Disagree 0 0

Total 60 100%

Table 5.16
70
60
50
40
30
20 No. of respondents
10 Percentage

0
ee e l ee ee l
gr re ra gr gr
ta
A Ag eut si a si a To
l y N D D
ng ly
ro ng
St ro
St

53 | P a g e
Interpretation:

It was found that 35% of the respondents strongly agreed that relation & cooperation with co-
workers is satisfactory, 55% agree, 8% were neutral and 2 % respondents disagreed to it.

Question 10: Are you satisfied with the safety measures?

Category No. of Percentage

respondents

Strongly 24 40%
Agree
Agree 26 43%
Neutral 10 17%
Disagree 0 0
Strongly 0 0
Disagree
Total 60 100%

Table 5.17

70
60
50
40
30
20
10
No. of respondents
0
Percentage

Interpretation:

54 | P a g e
It was found that 40% of the respondents strongly agreed that they are satisfied with the safety
measures, 43% agreed and 17% respondents were neutral.

Question 11: Are you satisfied with the job security?

Categor No. of Percentag

y respondent e
s
Strongly 21 35%
Agree
Agree 26 43%
Neutral 9 15%
Disagree 4 7%
Strongly 0 0
Disagree
Total 60 100%

Table 5.18
70

60

50

40
No. of respondents
30 Percentage

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree Total

Interpretation:

55 | P a g e
It was found that 35% of the respondents strongly agreed that they are satisfied with the job security,
43% agreed, 15% were neutral and 7% respondents disagreed to it.

Question 12: Are you satisfied by the health facilities provided by the organization?

Category No. of respondents Percentage

Strongly Agree 16 27%

Agree 31 52%
Neutral 11 18%
Disagree 2 3%
Strongly Disagree 0 0

Total 60 100%

Table 5.19

70
60
50
40
30
20
10 No. of respondents
0 Percentage

Interpretation:

56 | P a g e
It was found that 27% of the respondents strongly agreed that they aresatisfied by the health
facilities provided by the organization, 52% agreed, 18% were neutral whereas 3% respondents
disagreed.

Question 13: Is work load according to the position satisfactory?

Category No. of respondents Percentage

Strongly Agree 14 24%

Agree 32 53%
Neutral 11 18%
Disagree 3 5%
Strongly 0 0
Disagree
Total 60 100%

Table 5.20

70

60

50

40
No. of respondents
30 Percentage

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree Total

57 | P a g e
Interpretation:

It was found that 24% of the respondents strongly agreed that the work load according to the
position is satisfactory, 53% agreed, 18% were neutral and 5% respondents disagreed.

Question 14: Is the work environment satisfactory?

Category No. of Percentage

respondents

Strongly 12 20%
Agree
Agree 37 61%
Neutral 10 17%
Disagree 0 0
Strongly 1 2%
Disagree
Total 60 100%

Table 5.21

58 | P a g e
 70

60

50

40
No. of respondents
30 Percentage

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree Total

Interpretation:

It was found that 20% of the respondents strongly agreed that the work environment is satisfactory,
61% agreed, 17% were neutral and 2% respondents strongly disagreed.

Question 15: Is the quality of work life of the organization helpful to improve your
productivity?

Category No. of respondents Percentage

59 | P a g e
 Strongly Agree 16 27%

Agree 33 55%
Neutral 9 15%
Disagree 2 3%
Strongly Disagree 0 0

Total 60 100%

Table 5.22
35

30

25

20
No . of respond en ts
15 Percentage

10

0
Str ongly Agr ee Agree Neutral Di sagr ee Strongly Di sagr ee

Interpretation:

It was found that 27% of the respondents strongly agreed that the quality of work life of the
organization is helpful to improve your productivity, 55% agreed to it, 15% were neutral whereas
5% respondents disagreed to it.

Question 16: Is the consideration of your comment & suggestions in the organization satisfactory?

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 Category No. of respondents Percentage

Strongly Agree 16 27%

Agree 32 53%
Neutral 10 16%
Disagree 1 2%
Strongly Disagree 1 2%

Total 60 100%

Table 5.23
70

60

50

40
No. of respondents
30 Percentage

20

10

0
Strongly Agree Agree Neutral Disagree Strongly Disagree Total

Interpretation:

It was found that 27% of the respondents strongly agreed that the consideration of their comment &
suggestions in the organization is satisfactory, 53% agreed, 16% were neutral, 2% disagreed
whereas 2% respondents strongly disagreed.

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CHAPTER 6: FINDING,
CONCLUSIONS AND
RECOMMENDATIONS

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 FINDINGS

 It was found that 70% of the employees belong to the age group of less than 30 years,

17% of the employees belong to the age group of 30-40 years, 12% of the employees

belong to the age group of 41-50 years, and 2% employees belong to the age group of 51

years and above.

 It was found that 87% of the employees are males, whereas 13% are females.

 It was found that 74% of the employees are married and 26% of them are unmarried.

 It was found that Employees who have less than 10 years of experience are 86% , 10%

have 11-20 years of experience whereas 2% have 21-30 years experience and 30 years

above work experience each.

 It was found that 2% respondents are below SSC, 3% are HSC, 67% are graduate, 21%
are post graduate and 7 % respondents have done diploma.
 It was found that 43% respondents are from HR & Admin department, 13% are from
MIS, 2% are from Finance, 13% are from Marketing and 29% are from purchase.It was
also found that 3 respondents were from production, 2 were from Maintenance and 2
from production department.
 It was found that 77% respondents belonged to the range of Rs.20000-Rs.40000, 7%
belonged to the range of Rs.40000-Rs.60000, 8% belonged to the range of Rs.60000-
Rs.80000 and 8% belonged to the range of Rs.80000 and above.
 It was found that 52% of the respondents strongly agree that they are satisfied with
effectiveness of training on their performance whereas rest 48% agreed to the same.
 It was found that 25% of the respondents strongly agreed that feedback and appreciation by
supervisors is satisfactory, 67% agreed to it and 8% are neutral.
 It was found that 36% of the respondents strongly agreed that they are satisfied with their
participation in managerial decision making, 52% agreed to it, 10% were neutral and 2%
strongly disagreed to it.
 It was found that 25% of the respondents strongly agreed that the goal & task are clearly
defined, for increasing productivity, 16% agreed to it and 50% respondents were
neutral.
 It was found that 27% of the respondents strongly agreed that the facilities provided to them
motivated them to increase their productivity, 61% agreed to it and 12% respondents
were neutral.

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 It was found that 33% of the respondents strongly agreed that they are satisfied with the
working hours of your organization, 48% agreed, 12% were neutral, 5% disagreed while
2% respondents strongly disagreed to it.
 It was found that 17% of the respondents strongly agreed that the salary according to their work
is satisfactory, 50% agreed to it, 18% were neutral while 15% respondents disagreed.
 It was found that 30% of the respondents strongly agreed that they are satisfied with
recreational facilities, 43% agreed, 23% were neutral and 3% disagreed to it.
 It was found that 35% of the respondents strongly agreed that relation & cooperation with
co-workers is satisfactory, 55% agree, 8% were neutral and 2 % respondents disagreed to
it.
 It was found that 40% of the respondents strongly agreed that they are satisfied with the
safety measures, 43% agreed and 17% respondents were neutral.
 It was found that 35% of the respondents strongly agreed that they are satisfied with the job
security, 43% agreed, 15% were neutral and 7% respondents disagreed to it.
 It was found that 27% of the respondents strongly agreed that they aresatisfied by the health
facilities provided by the organization, 52% agreed, 18% were neutral whereas 3%
respondents disagreed.
 It was found that 24% of the respondents strongly agreed that the work load according to the
position is satisfactory, 53% agreed, 18% were neutral and 5% respondents disagreed.
 It was found that 20% of the respondents strongly agreed that the work environment is
satisfactory, 61% agreed, 17% were neutral and 2% respondents strongly disagreed.
 It was found that 27% of the respondents strongly agreed that the consideration of their
comment & suggestions in the organization is satisfactory, 53% agreed, 16% were
neutral, 2% disagreed whereas 2% respondents strongly disagreed.

 SUGGESTIONS & CONCLUSIONS

 In this organization training must be done on a regular basis so that continuous

improvement is seen in the employee’s performance which will increase the productivity
of the employees and hence the overall productivity. Also it will help in sharpening the
skills of the employees.

 When it comes to rewards and recognition, merely rewarding someone will not be that
beneficial, other motivational tools should to be utilized for recognizing and motivating
them. The one who has shown significant improvement in his/her performance as a result
of training should be rewarded appropriately which would motivate them

64 | P a g e
 further.Rewarding system, congratulating the employees for their achievement, job
enrichment, offering membership in clubs or association, vehicles, etc recognizes the
employees.

 Employees will have a fair treatment when the company gives them the opportunity to
ventilate their grievances and present their case sincerely rather than settling the problem
arbitrarily.

 Offering benefits that can help ease employee worries enhances quality of work life. Day
care, flexible hours, work-from-home options and monetary bonuses help solve problems
for many employees -- improving their ability to concentrate and produce at work.
Leaders' approaches to workplace safety are also critical to the quality of office life. 

 Improvements in lighting, temperature, music choice, cubicle and desk arrangements, and
bathroom and kitchen cleanliness can make working in the office more comfortable. Live
trees and plants improve aesthetics. 

 Supporting nutrition, fitness and stress relief in your employees contributes to a higher-
quality workplace environment. 

 Increase recreational activities for employees.

 Arrange for the occasional wellness day for your employees. Bring in a massage
therapist, chiropractor or yoga instructor and let employees sign up for the experience.
Set up group walks outdoors, gym breaks or spa days for interested employees. Activity
and healthy diets improve creativity and productivity.

 Provide future opportunity for continued growth and security by expanding one’s
capabilities, knowledge and qualifications.

 Social integration in the work force can be established by creating freedom from
prejudice, supporting primary work groups, a sense of community and interpersonnel
openness, egalitarianism and upward mobility.

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 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.

 There should be Adequacy of resources. Resources should match with states objectives;
otherwise employees will not be able to attain the objectives.

 Some Obstacles to QWL Programme :

It is not easy to implement QWL programme. Many hurdles do crop up from time to
time.
1) MANAGERIAL ATTITUDES: QWL demands democratization at in work place.
Managers must be willing to share decision making with employees but they may be
reluctant to give a part of decision making power.
2) UNION’S ATTITUDE: Union may have a genuine feeling that QWL programme
speed up work performance & achieve productivity without offering adequate returns to
workers.
3) COST CONSIDERATION: The capital cost & day-to-day operational expenses of
QWL programmes seem to be quite phenomenal beyond the reach of organization.

In the life of a working individual, the quality of work life holds prime importance. Over
a period of time, numerous opportunities have been created in the corporate world, each
offering a more conducive work environment to the employee than the last. This has
given rise to employee expectations, which coupled with the acceptance of the
importance of employee retention, has forced employers to think even about the minutest
of parameters which influence the quality of work life. It is concluded that, to be
successful, QWL programmes must be planned thoroughly. The aspirations and attitudes
of workers must be examined closely before launching any programme. The work must
be studied carefully and a congenial work atmosphere must be provided where the work
itself provokes interest and workers genuinely desire to progress on their own.

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CHAPTER7:
APPENDIX

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APPENDIX

Bibliography

 K.Aswathapa “Human Resource and Personnel Management”.

 Goldstein (1993) Training in organizations: Need assessment, development & evaluation.

Webliography

 http://www.yourarticlelibrary.com/human-resource-development/training-meaning-
definition-and-types-of-training/32374/
 www.businessballs.com
 www.mhrd.org
 www.researchersworld.com
 www.google.com
 www.googlescholar.com

A STUDY OF QUALITY OF WORK LIFE AT CENTURION LABORATORIES PVT

LTD .

Dear Respondent,

I, undersigned, Ms. Shalaka Deshpande, a student of BBA (Final), Faculty of commerce, The M. S.
University of Baroda, have been carrying out Project on “A Study of Quality Of Work Life at CENTURION
LABORATORIES PVT LTD “ towards partial fulfillment for Award of BBA degree.

You are requested to cooperate by sparing your valuable time to fill-up the Questionnaire for the project
undertaken. I assure you that this study is meant for academic purpose only and the information
provided by you will be kept strictly confidential.

Thanking you,

Yours sincerely,

(Shalaka Deshpande)

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 QUESTIONNAIRE

SECTION-I: DEMOGRAPHIC INFORMATION

Note: (Please appropriate answer)

Sr.No.

1. Name(Optional):______________________________________________
(Surname) (First Name) (Second Name)

2. Age:
1) 20-30 years 2) 31-40 years 3) 41-50 years 4) 51 & above

3. Gender:
1) Male 2)Female

4. Marital Status:
1) Married 2) Unmarried

5. Work Experience in present organization:

1) 0-10 years 2) 11-20 years 3) 21-30 years 4) 31 years & above

6. Educational Qualification:
1) Below SSC 4) Graduate
2) SSC 5) Post graduate
3) HSC 6) Diploma

7. Department:
1) HR & Admin 4) Marketing
2) MIS 5) Purchase
3) Financial

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 8. Monthly Income:
1) Rs. 20000-Rs.40000 3)Rs. 60000-Rs.80000
2) Rs.40000-Rs.60000 4)Rs. 80000 and above

Classification based on study factors

Please use the following four point scale to indicate the opinion:

A score of 5 - Strongly Agree (SA)

4 - Agree (A)

3 - Neutral (N)

2 - Disagree (D)

1 - Strongly Disagree (SD)

Sr. Questions 5 4 3 2 1
No (SA) (A) (N) (D) (SD)
.
1 Are you satisfied with effectiveness of training on your
performance?
2 Is the feedback and appreciation by supervisors
satisfactory?
3 Are you satisfied with your participation in managerial
decision making?
4 Are the goal & task clearly defined, for increasing
productivity?
5 Do the facilities provided to you motivate you to improve
your productivity?
6 Are you satisfied with the working hours of your
organization?
7 Is the salary according to you work satisfactory?

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8 Are you satisfied with recreational facilities?

9 Is relation & cooperation with co-workers satisfactory?

10 Are you satisfied with the safety measures?

11 Are you satisfied with the job security?

12 Are you satisfied by the health facilities provided by the

organization?
13 Is work load according to the position satisfactory?

14 Is the work environment satisfactory?

15 Is the quality of work life of the organization helpful to

improve your productivity?
16 Is the consideration of your comment & suggestions in
the organization satisfactory?

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