OMAL

PROJET REPORT ON
PLANNING AND IMPLEMENTATION OF QUALITY CONTROL IN A

MANUFACTURING COMPANY
SUBMITTED TO
UNIVERSITY OF MUMBAI
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE
AWARD OF
DEGREE OF MASTER IN COMMERCE
PREPARED BY
KOMAL JEJERAM PAVASHE
ROLL NO :- 215859
UNDER THE GUIDENCE OF

PROF. MAYURI KAMBLE
J.S.S.P COLLEGE OF ARTS, COMMERCE AND SCIENCE

AFFILIATED TO UNIVERSITY OF MUMBAI
(2021-2022)
Page No.:- 01
J.S.S.P COLLEGE OF ARTS, COMMERCE AND SCIENCE
(AFFILIATED BY UNIVERSITY OF MUMBAI)
CERTIFICATE
THIS IS TO CERTIFY THAT Miss. KOMAL JEJERAM PAVASHE
STUDYING IN J.J.S.P COLLEGE OF ARTS, COMMERCE AND
SCIENCE,. In MASTER IN COMMERCE HAS SUCCESSFULLY
COMPLETED THE PROJECT ON “PLANNING AND IMPLEMENTATION
OF QUALITY CONTROL IN A MANUFACTURING COMPANY ” UNDER
THE GUIDANCE OF PROF. MAYURI KAMBLE.
THE INFORMATION SUBMITTED BY ME IS TRUE AND ORIGNAL TO THE
BEST OF MY KNOWLEDGE
PROJECT GUIDE
(PROF. MAYURI KAMBLE)
EXTERNAL EXAMINER
Page No.:- 02
DECLARATION
I, KOMAL JEJERAM PAVASHE student of Bachelor of Accounting Finance

semester VI (Accounting and finance) hereby declare that I have completed the project
on “PLANNING AND IMPLEMENTATION OF QUALITY CONTROL IN A
MANUFACTURING COMPANY” I further declare that the information imparted is
true and fair to the best of my knowledge.
SIGNATURE
Name
Roll No:
Page No.:- 03
ACKNOWLEDGEMENT
I hereby express my heartiest thank to all sources who have contributed to
the making of this project. I oblige thanks to all who supported provided their
valuable guidance and helped for the accomplishment of this project
I am thankful to Mumbai University for giving me such a challenging task
to explore the urbanization which includes not only thinking and analyzing various
facts and updates about real work our principal and the coordinator of the project
PROF. MAYURI KAMBLE for having such wonderful course. I am very much
grateful to my project guide PROF. MAYURI KAMBLE who in spite of busy
schedule spent valuable time to guide me and helped in completion of this project
Page No.:- 04

7-27

!#*+,+*-./+.0102034
28-42

!!*+56+ 07 26+*8*+
6 6
#-0/94 *0762+

6
43-50
!6918,*4*0762+

:#1924,6,91
69+**+609 51--60
;#7691693,
;!,833+,609,
61-68
;-09-28,609,

<6<6203*.4 68

Page No.:- 05
2
ABSTRACT
The research is on the basis of A STUDY ON “QUALITY OF CONTROL” AT PEST

CONTROL INDIA PVT. LTD. QUALITY OF CONTROL refers to the favorableness
or un – favorableness of a total job environment of the people. The basic purpose is to
develop jobs and working conditions that are excellent for people as well as for the
economic health of the organization. The purpose of this study was to explore to
experience of workers towards their QUALITY OF CONTROL and their work
environment in terms of stress, perception of employee, relationship between co-workers,
work load, time pressure and work-balance etc. The aim of the study includes the
following factors towards the QUALITY OF CONTROL. They are such as poor working
condition environments, resident aggression, balance of work and family, work load,
inability to deliver quality of care preferred, shift timing, lack of involvement in work
process and decision –making, poor relationship between supervisor/ Team Leader, role
conflict, lack of recognitions and lack of opportunity to learn new skills.
The study was based on the descriptive research design. The sampling
design being used here is Simple Random sampling through lottery method. The sample
size 50 has been used out of total universe of 100. More than half of the respondents
(52%) have low level of Overall QUALITY OF CONTROL. There is a significant
relationship between the experience of the respondents with regard to various dimensions
of level of Adequate income and Fair Compensation, Opportunities for growth &
security, Work & life space, Social relevance & work life & QUALITY OF CONTROL.
Improving good relationship with employees and providing friendly environment in the
organization. Employees may be given high motivation from the top management of the
Company. The Company has to measure the QUALITY OF CONTROL periodically.
2 Page No.:- 06
CHAPTER – I
Page No.:- 07
INTRODUCTION
Quality is generally defined as “Conformance to requirements”. Quality is “as fitness for

purpose”. The concept of quality is not apply to all goods and services created by human beings,
but also for workplace where the employees were employed.
Quality in the workplace comes from understanding and then fully meeting, the needs of
all your internal and external customers, now and into the future and doing so with continual
improvement in efficiency and effectiveness.
QUALITY OF CONTROL refers to the favorableness or un – favorableness of a total job

environment of the people. The basic purpose is to develop jobs and working conditions that are
excellent for people as well as for the economic health of the organization. QUALITY OF
CONTROL provides a more humanized work environment. It attempts to serve the higher –
order needs of workers as well as their more basic needs. It seeks to employ the higher skills of
workers and to provide an environment that encourages improving their skills.
Q - Quest for excellence

U - Understanding
A - Action
L - Leadership
I - Involvement of the people
T - Team spirit
Y - Yardstick to measure progress
The above said are very essential things to improve the work life of employees in the
organization.
Page No.:- 08
THEORETICAL REVIEW:
DEFINITION
QUALITY OF CONTROL means “the degree to which members of a work organization
are able to satisfy important personal needs through their experience in the organization”
QUALITY OF CONTROL could be defined as “the Quality of the relationship between
the man and task.
MEANING
QUALITY OF CONTROL has gained deserved prominence in the Organizational
Behavior as an indicator of the overall of human experience in the work place. It expresses a
special way of thinking about people their work, and the organizational in which careers are
fulfilled.
QUALITY OF CONTROL refers to the relationship between a worker and his

environment, adding the human dimension to the technical and economic dimensions within
which the work is normally viewed and designed. QUALITY OF CONTROL focus on the
problem of creating a human working environment where employees work co – operatively and
achieve results collectively. It also includes.
 The programme seeks to promote human dignity and growth
 Employees work collaboratively They determine work change participate
 The programmes assume compatibility of people and organization
QUALITY OF CONTROL refers to the level of satisfaction, motivation, involvement
and commitment individuals experience with respect to their line at work QUALITY OF
CONTROL is the degree of excellence brought about work and working conditions which
contribute to the overall satisfaction and performance primarily at the individual level but finally
at the organizational level.
CONCEPT
QUALITY OF CONTROL is a prescriptive concept, it attempts to design work
environments so as to maximize concern for human welfare. QUALITY OF CONTROL acts in
two dimensions.
Page No.:- 09
 Goal
 Process
QUALITY OF CONTROL acts as goal by

 Creation of more involving
 satisfying and effective jobs
 Work environment for people at all levels of the organization
QUALITY OF CONTROL acts as process by

 Make efforts to realize this goal through active participation
The whole essence of QUALITY OF CONTROL may be stated thus, the QUALITY OF
CONTROL is co – operative rather than authoritarian; evolutionary and open rather static and
rigid; informal rather than mechanistic; mutual respect and trust than hatred against each other.
Objectives of QUALITY OF CONTROL

The major three main objectives for the QUALITY OF CONTROL are
 Improve employees satisfaction strengthen workplace learning, and
 Better manage on – going chance and transition
MAJOR FACTORS AFFECTING THE QUALITY OF CONTROL

QUALITY OF CONTROL means having good supervision, good working conditions,
good pay and benefits an interesting and challenging, and a rewarding job. The major factors that
effect the QUALITY OF CONTROL may be stated thus.
Pay
QUALITY OF CONTROL is basically built around the concept of equitable pay. In the
days ahead, employees may want to participate in the profits of the firm as will. Employees must
be paid their due share in the progress and prosperity of the firm.
Benefits
Page No.:- 10
Workers throughout the globe have raises their expectations over the years and now feel
entitled to benefits that were once considered a part of the bargaining process.
Job Security
Employees want stability of employment. They do not like to be the victims of whimsical
personal policies and stay at the mercy of employers.
Alternative Work Schedules

Employees demand more freedom at the workplace, especially in scheduling their work.
Among the alternative work schedules capable of enhancing the QUALITY OF CONTROLfor
some employees are:
i. Flexi time: A system of flexible working hours,
ii. Staggered hours: Here groups of employees begin and end work at different intervals.
iii. Compressed workweek: It involves more hours of work per day for fever days, per week.
iv. Job enrichment: It attempts to increase a person's level of output by providing that
persons with exciting, interesting, stimulating or challenging work.
v. Autonomous work groups (AWGs): Here a group of workers will be given some control
of decision-making and have responsibility for a task area without day-to-day
supervision, and with authority to influence and control both group members and their
behavior.
Occupational Stress
Occupational mental-health programmes dealing with stress are beginning to emerge as a
new and important aspect of QUALITY OF CONTROL programmes. Obviously, and individual
suffering from an uncomfortable amount of job-related stress cannot enjoy a high QUALITY OF
CONTROL. '
Worker Participation
Employees have a genuine hunger for participation in organizational issues affecting their
lives. Naturally they demand far more participation in the decision making process at the
workplace.
Page No.:- 11
Social Integration
The work environment should provide opportunities for preserving an employee's
personal identify and self-esteem through freedom from prejudice, a sense of community,
interpersonal openness and the absence of stratification in the organization.
Work and total life space
A person's work should not overbalance his life. Ideally speaking, work schedules, career
demands and other job requirements should not take up too much of a person's leisure time and
family life.
WAYS TO CREATE HIGH QUALITY OF CONTROL

QUALITY OF CONTROL deals with the relationship between every employee and his
or her work organization. This relationship is formal in sometimes less formal. This contract is
psychological; contract. "Psychological contract is the set of expectations held be the individual
specifying what the individual and the organization expect to give and receive from each other in
the course of their working relationship". This contract represents the expected exchange of
values that encourages the individual to work for the organization and motivates the organization
to employ that person, (i.e.) Contribution and Inducements.
A healthy psychological contract means that inducements and contributions are balance.
INDUCEMENTS = CONTRIBUTIONS
(Organization to employees) = (employee to organization)
Page No.:- 12
This is the way for organization to create healthy psychological contract and Jobs
satisfaction for their members is to provide them with High QUALITY OF CONTROL
environment.
ASPECTS OF HIGH QUALITY OF CONTROL

QUALITY OF CONTROL is highlighted by the following Benchmarks of managerial
excellence.
Participation:- Involving people from all levels of responsibility in decision-making
Trust:- Reside signing jobs systems and structures to give people more freedom at
work.
Reinforcement:- Creating reward systems that are fair, relevant and contingent on work
performance
Responsiveness:- Making the work setting more pleasant and able to serve individual Needs.
QUALITY OF CONTROL PROGRAMMES

QUALITY OF CONTROL programmes concentrate on creating a working environment
that is Conductive to the satisfaction of worker needs. This program assumes that a job and the
work environment should be structured to meet as many of the workers needs as possible.
Richard Walton has organized into eight categories. These should be integrated,
coordinated and properly managed.
Page No.:- 13
These programmes are helped to avoid some pitfalls like
 QUALITY OF CONTROL program must be implemented with the co-operation of
management and labour.
 Action plans must be carried to completion.
 Care must be taken to concentrate the focus on the joint objectives of improving the
QUALITY OF CONTROL.
RESULTS OF HIGH QUALITY OF CONTROL

 High Productivity
 Increase organizational effectiveness
 High employee satisfaction
 High morale.
 Reduce the absenteeism and labour turn over
 Increase the quality of life of employees
 High employee involvement
Page No.:-14
 Peaceful industrial relation
MEASUREMENT:
A recent statistical analysis of a new measure, the Work-Related Quality of Life

scale (WRQoWL), indicates that this assessment device should prove to be a useful instrument.
The WRQoWL measure uses six core factors to explain most of the variation in an individuals
quality of working life:
 Job and Career Satisfaction;

 Working Conditions;
 General Well-Being;
 Home-Work Interface;
 Stress at Work and
 Control at Work.
The Job & Career Satisfaction (JCS) scale of the Work-Related Quality of Life scale
(WRQoWL) is said to reflect an employee‟s feelings about, or evaluation of, their satisfaction or
contentment with their job and career and the training they receive to do it. Within the
WRQoWL measure, Job &Career Satisfaction scale is reflected by questions asking how
satisfied people feel about their work. It has been proposed that this Positive Job Satisfaction
factor is influenced by various issues including clarity of goals and role ambiguity, appraisal,
recognition and reward, personal development career benefits and enhancement and training
needs.
The General well-being (GWB) scale of the Work-Related Quality of Life scale
(WRQoWL), aims to assess the extent to which an individual feels good or content in
themselves, in a way which may be independent of their work situation. It is suggested that
general well-being both influences, and is influenced by work. Mental health problems,
predominantly depression and anxiety disorders, are common, and may have a major impact on
the general well-being of the population. The WRQoWL General Well Being factor assesses
issues of mood, depression and anxiety, life satisfaction, general quality of life, optimism and
happiness.
Page No.:- 15
The WRQoL Stress at Work sub-scale (SAW) reflects the extent to which an
individual perceives they have excessive pressures, and feel stressed at work. The WRQoWL
Stress At Work factor is assessed through items dealing with demand and perception of stress
and actual demand overload. Whilst it is possible to be pressured at work and not be stressed at
work, in general, high stress is associated with high pressure.
The Control at Work (CAW) subscale of the WRQoWL scale addresses how much
employees feel they can control their work through the freedom to express their opinions and
being involved in decisions at work. Perceived control at work as measured by the Work-Related
Quality of Life scale (WRQoWL) is recognized as a central concept in the understanding of
relationships between stressful experiences, behaviour and health. Control at work, within the
theoretical model underpinning the WRQoWL, is influenced by issues of communication at
work, decision making and decision control.
The WRQoWL Home-Work Interface scale (HWI) measures the extent to which
an employer is perceived to support the family and home life of employees. This factor explores
the interrelationship between home and work life domains. Issues that appear to influence
employee Home-Work Interface include adequate facilities at work, flexible working hours and
the understanding of managers.
The Working Conditions scale of the WRQoWL assesses the extent to which the
employee is satisfied with the fundamental resources, working conditions and security necessary
to do their job effectively. Physical working conditions influence employee health and safety and
thus employee Quality of working life. This scale also taps into satisfaction with the resources
provided to help people do their jobs.
QUALITY OF CONTROL THROUGH EMPLOYEE INVOLVEMENT:

One of the most common methods used to create QWL is employee involvement.
Employee involvement (EI) consists of a variety of systematic methods that empower employees
to participate in the decisions that affect them and their relationship with the organization.
Through (Employee Involvement), employees feel a sense of responsibility, even “ownership” of
decisions in which they participate. To be successful, however, EI must be more than just a
Page No.:- 16
systematic approach; it must become part of the organization‟s culture by being part of
management‟s philosophy. Some companies have had this philosophy ingrained in their
corporate structure for decades; Hewlett-Packard, IBM, General Motors, Ford, etc.
QUALITY OF CONTROL AS HR STARTEGY – AN ANALYSIS

Today’s workforce consists of literate workers who expect more than just money from their
work.
In the modern scenario, QWL as a strategy of Human Resource Management is being recognized
as the ultimate key for development among all the work systems, not merely as a concession.
This is integral to any organization towards its wholesome growth. This is attempted on par with
strategies of Customer Relation Management .
Strategy and Tactics

Over the years, since industrial revolution, much experimentation has gone into exploiting
potential of human capital in work areas either explicitly or implicitly. Thanks to the revolution
in advanced technology, the imperative need to look into QWL in a new perspective is felt and
deliberated upon. Major companies are tirelessly implementing this paradigm in Human
Resources Development. Globalisation has lowered national boundaries, creating a knowledge-
based economy that spins and spans the world. Major economies are converging technologically
and economically, and are highly connected at present moment. The new global workplace
demands certain prerequisites such as higher order of thinking skills like abstraction system
thinking and experimental inquiry, problem solving and team work. The needs are greater in the
new systems, which are participative ventures involving workers managed by so-called fictional
proprietors.
Money Matters:
For good QWL, cash is not the only answer. Today, the workers are aware of the job
requirements of job as also the fact that the performance of the same is measured against the
basic goals and objectives of the organization and more importantly, wages are paid according to
Page No.:- 17
the larger picture specific to the industry and the employer‟s place in the same. The increased
share of workers in wages and benefits through legislation as well as competitive interplay of
superior managements in various fields of industry and business on extensive levels has reshaped
the worker‟s idea of QUALITY OF CONTROL. Moreover, other things being equal, the
employers are increasingly vying with their rivals in providing better working conditions and
emoluments. Doubtlessly, the increased tendency of recruiting knowledge bases is giving the
modern managements payoffs in myriad ways. Some of them are intended potentials for product
innovations and cost cuttings. Talking of product, it may appear far-fetched to some that product
is being assessed in the market for its quality and price by the environment created in the areas
where workers and customers are dealt and transact, like ambience in facilities / amenities as also
the company‟s pay scales. This goes to prove that QUALITY OF CONTROL of manufacturer /
service provider is synonymous with the quality of product.
Non economic – „Job Security‟:

The changing workforce consists of literate workers who expect more than just
money from their work life. Their idea of salvation lies in the respect they obtain in the work
environment, like how they are individually dealt and communicated with by other members in
the team as well as the employer, what kind of work he is entrusted with, etc. Some of these non-
economic aspect are: Self respect, satisfaction, recognition, merit compensation in job allocation,
incompatibility of work conditions affecting health, bullying by older peers and boss, physical
constraints like distance to work, lack of flexible working hours, work-life imbalances, invasion
of privacy in case of certain cultural groups and gender discrimination and drug addiction. One
or more of the problems like above can cast a „job-insecurity‟ question, for no direct and visible
fault of the employer.
Yet, the employer has to identify the source of workers problems and try to
mitigate the conditions and take supportive steps in the organisation so that the workers will be
easily retained and motivated and earn ROI. The loss of man hours to the national income due to
the above factors is simply overwhelming. Employer should instill in the worker the feeling of
trust and confidence by creating appropriate channels and systems to alleviate the above
Page No.:- 18
shortcomings so that the workers use their best mental faculties on the achievement of goals and
objectives of the employer.
To cite some examples, employers in certain software companies have provided
infrastructure to train the children of workers in vocational activities including computer
education, so that the workers need not engage their attention on this aspect. Employee care
initiatives taken by certain companies include creation of Hobby clubs, Fun and Leisure Clubs
for the physical and psychological well-beingness of workers and their families. After all, the
workers are inexorably linked to the welfare of their families, as it is their primary concern. Dual
income workers, meaning both spouses working are the order of the day. The work life balance
differs in this category and greater understanding and flexibility are required with respect to
leave, compensation and working hours in the larger framework.
Teamwork:
Teamwork is the new mantra of modern day people‟s excellence strategy. Today‟s
teams are self-propelled ones. The modern manager has to strive at the group coherence for
common cause of the project. The ideal team has wider discretion and sense of responsibility
than before as how best to go about with its business. Here, each member can find a new sense of
belonging to each other in the unit and concentrate on the group‟s new responsibility towards
employer‟s goals. This will boost the coziness and morale of members in the positive
environment created by each other‟s trust. Positive energies, free of workplace anxiety, will
garner better working results. Involvement in teamwork deters deserters and employer need not
bother himself over the detention exercises and save money on motivation and campaigns.
All said and one, the workers are considered as the invisible branch ambassadors and
internal customers in certain industries. It is evident that most of the managements are
increasingly realizing that quality alone stands to gain in the ultimate analysis. Restructuring the
industrial relations in work area is the key for improving the quality of product and the price of
the stock. Without creating supportive environment in restructured environment, higher quality
of work cannot be extracted.
Page No.:- 19
COMPANY PROFILE
The project was undergone in PEST CONTROL INDIA PVT. LTD. Theoretical
knowledge is insufficient to cope up with the modern functioning of the companies. So in order
to gain practical knowledge, the project was done in PEST CONTROL INDIA PVT. LTD. on
the topic “A STUDY ON QUALITY OF CONTROL”.
Pest Control (India) Pvt. Ltd. was established in the year 1954 and is the first and largest
pest management company in India. Pest Control (India) Pvt. Ltd offers a comprehensive range
of Professional Pest Management Services and Quality Products and Equipment through a
countrywide network of over 150 offices and 3500 employees.
The company‟s own product formulation and manufacturing (liquid and gas) facilities
are equipped with state-of-the-art quality control, analysis and research and development (R&D)
facilities. Bio-Control Research Laboratories (BIO-CONTROL RESEARCH
LABORATORIES) is a modern facility engaged in the propagation and production of various
biological control agents and bio-pesticides and spearheads the company‟s commitment towards
environment-friendly pest management techniques.
Over the years, Pest Control (India) Pvt. Ltd. has constantly endeavoured to introduce
better and more cost-effective pest management technology for both services and products.
Vision and foresight coupled with the desire to constantly improve has enabled us to retain our
premier status in the country today. With over 50 years of experience, we reaffirm the
company‟s commitment: that of providing comprehensive, one-stop solutions in the field of
expertise.
Corporate Vision:
"To remain the standard bearer at the vanguard of the industry through exemplary
ethics, technical competence, sincerity and pride; continually seeking and providing high-quality,
cost-effective solutions to the varied and changing needs of customers and their total
satisfaction."
Page No.:- 20
PHILOSOPHY:
Pest Control (India) Pvt. Ltd‟s philosophy of client satisfaction and its resultant
goodwill meant that it was often approached for solutions to problems not usually associated
with pests. The medical fraternity expressed the need for alternate and better means of
sterilisation for their equipment; this was developed into the first ethylene oxide gas based
sterilizer, Freoster®, which was patented and introduced in 1977. To ensure a smooth and
reliable supply of gas mixtures, the development of a dedicated gas filling and formulation unit
was also set in motion.
Pest Control (India) Pvt. Ltd, together with Exosect® Ltd. UK, introduced a new
and highly- effective cockroach trap to India – Exoroach™. As exclusive agents, Pest Control
(India) Pvt. Ltd. has made this a part of the company‟s commercial GoldSeal service, when
required. It is so effective that during trials the trap caught upto 6000 roaches! It is a great tool
for Pest Control (India) Pvt. Ltd. since it is 100% eco-friendly and is accredited with all the food
safety standards.
BIO-CONTROL RESEARCH LABORATORIES launches another new

product, called Lastraw™. This product is a specially formulated concoction of natural salts to
tackle all soft-bodied sucking pests of plants. It has been highly successful and completely eco-
friendly!
Pest Control (India) Pvt. Ltd constantly strives to expand and has finally done so
in Thailand. What started out as a technical consultancy has now grown into a strong joint
venture with PCS, the largest facilities management company in Thailand. Together, PCS &
Pest Control (India) Pvt. Ltd have named the JV Cannon Pest Management, Pest Control (India)
Pvt. Ltd aids in the pest solutions side to the business.
Page No.:- 21
INTELLIGENT PEST MANAGEMENT:
Every living creature is engaged in a constant competitive struggle for food

and shelter. Some of these creatures represent the top of their evolutionary chain, having
remained unchanged for millions of years, long before the first humans walked the earth. We, on
the other hand, are the one species that have crossed almost all natural barriers; compounded by
burgeoning population, we keep placing ever-increasing demands for means of food and shelter.
And wherever we settle down, we create these means not only for ourselves but also for others,
some of which are already there, and some which move in later.
As their populations grow, they come into open conflict with us, eating our
food, destroying our shelter, causing disease. That‟s when they become a nuisance or “pest.”
These pests, however, play an important part in the natural eco-system and will be around for a
long time to come.
A blanket application of chemical pesticide only provides a temporary solution -

the inherent side effects to our environment render this option unacceptable in the long run. Pest
Control (India) Pvt. Ltd believes in an integrated approach towards pest management.
In cases where there is no option but to use a chemical, the choice of chemical
and dosage is based on its safety profile: chemicals that are low in human toxicity (good safety
profile) yet extremely effective against target pests, are the preferred choice. Most importantly, it
is the decision to use or not to use a certain component that often determines success or failure.
Common sense has no substitute; true IPM as we believe, is nothing but Intelligent Pest
Management.
Social Awareness- Pest Control (India) Pvt. Ltd Responsibility:

From its inception the company has been a socially responsible company. The
acronym „PEST CONTROL INDIA PVT. LTD‟ denotes priority to the Public, the Company and
the Individual, in that order. These examples of Pest Control (India) Pvt. Ltd‟s social
involvement and initiative, illustrate its corporate mission.
Page No.:- 22
Karma:
Karma, (Karjat Agricultural Rural Management Assistance) was initiated by the

rural development cell of Pest Control (India) Pvt. Ltd in 1975. The project seeks to promote an
integrated, sustainable life-style in a rural setting. Pest Control (India) Pvt. Ltd contributes towards
the cost of the staff and its offices as its financial contribution to rural development. Under the
guidance of Chairman Mr. N.S.Rao, it initiates projects directed towards improvement of health,
education and overall socio-economic development of numerous villages at Karjat, near
Mumbai.
The Academy of Development Sciences (ADS):
The Academy of Development Sciences (ADS) was set up subsequently to train and
equip local tribals and help them attain a better quality of life and at the same time, keep their
traditions and valuable knowledge alive. The food-processing factory produces jams, pickles,
squashes and candy using traditional recipes and is marketed under the popular “Tungi” brand
name.
The cane factory produces fine cane and bamboo furniture and articles, while the Scientific
Nursery contains various species of local and indigenous medicinal trees, herbs and shrubs and
even a “vaid” or local medicine man in attendance. A local boys orphanage has been adopted and
free eye camps are a regular feature in the area.
Pied Piper Colaba:
The Pied Piper rodent control campaign was carried out jointly by the Bombay Municipal
Corporation, the Colaba Residents Association and Pest Control (India) Pvt. Ltd. between 2-19
December 1992. The well-planned exercise nominated an urban area of Mumbai for the mass
eradication of rodents. The area encompassed P.J. Ramachandani Marg, Arthur Bunder Road,
Shahid Bhagat Singh Road and BEST Marg including Mere-Weather Road, which contained
about 70 buildings of 4-5 storeys and numerous shops, commercial establishments, milk
distribution centres, a large B.P.T. recreation garden, Petrol bunk, School, Restaurants, Nursing
Home and dispensaries. Around 750 families resided in the area at the time.The entire area was
divided into six blocks and the campaign was was conducted in three phases - Pre-Campaign
infestation, ROBAN® treatment and Post Campaign infestation. Local citizens were informed
Page No.:- 23
about the campaign and requests for their cooperation and information evoked a very good
response. Occupants of some 200 residences were interviewed and presentations and
demonstrations were made to spread awareness about the rodent problem. The campaign
achieved 95% control and was a textbook success. It established an awareness that rodent
control, earlier assumed to be an impossible task, was definitely achievable.
Picture Mumbai
In 1996, Pest Control (India) Pvt. Ltd. managed and implemented the Getty Conservation Institute's
project - Picture Mumbai - Landmarks of a New Generation. This globally linked project seeks
to foster through the medium of the camera, an awareness in today's youth of what they value in
their surroundings. Nine young residents of Mumbai were encouraged to toam the city in search
of icons of their time. The body of work was exhibited at Mumbai and has led to the formation of
the Picture Mumbai Trust, which aims to uncover and showcase talent amongst today's youth in
various artistic disciplines related to conservation.
CIAM - Citizen's Initiative Against Mosquitoes
The rainy season bring with it a deluge of mosquito-related diseases like Malaria and Dengue in
Mumbai. Over the last four years, Pest Control (India) Pvt. Ltd., has been taking a leading part in
spreading awareness on measures to prevent mosquito breeding within and around the
residences. This is done with the help of societies, ALM (Advanced Locality Management) folk,
local citizen volunteers and other civic body support. We believe that the key to efficient control
is through collaboration and transfer of knowledge. A concerted effort to stopping breeding sites
is the only way to have long-term benefits of control.
Slum Rehabilitation Society
On Saturday 7th July 07, a novel initiative by the local NGO, SRS - Slum Rehabilitation Society
along with the local federation was implemented to educate the residents about dangers from
mosquito-borne & rat-borne diseases, with the support and technical guidance of Pest Control
(India) Pvt. Ltd its complete team of Managers & Technicians, at the Majas MMRDA Colony,
established to rehabilitate affected slum dwellers from various parts of Mumbai. The venue was
the open ground located in the centre of the society surrounded by residential buildings. Pest
Control (India) Pvt. Ltd‟s involvement started several presentations on the major pests in that
area, being mosquitoes and rats. Residents were taught how to identify these major pests, how to
Page No.:- 24
control their breeding and the diseases that are spread by both, and the ways to control their
breeding. A child-centric presentation was simultaneously shown to the kids of the area, making
them active members of their community. A small treasure hunt was also initiated by SRS, and at
the end of the program a quiz was presented - all were winners! At the end of the event, 10 kgs.
of the company‟s Roban® rodenticide was donated to the community to empower them to take
control measures into their own hands. This initiative, with the help of SRS, ended up being very
successful for all involved.
Bio-Control Research Laboratories (BIO-CONTROL RESEARCH LABORATORIES)
Ecological, Environmental & Agricultural
Pest Control (India) Pvt. Ltd‟s pioneering work in the bio-control field led to the establishment
of BIO-CONTROL RESEARCH LABORATORIES in June 1981. It was the first commercial
bio-control laboratory in the country with several innovations and standards of mass production
of bio-control agents to its credit. The underlying objective was to perfect lab-to-land
technology; i.e., developing delivery mechanisms for various bio-control agents so that they are
made available to end-users in different parts of the country at reasonable rates.
Pest Control (India) Pvt. Ltd stalls are a regular feature in kisan melas and other agricultural
fairs. The recently set-up Field Education and Extension (FEE) Unit, headquartered at BIO-
CONTROL RESEARCH LABORATORIES, has taken on this mantle. It carries out dedicated
fieldwork through trials and validations of different products, imparts education, spreads
awareness and collects feedback from farmers and general data and information from the field.
Page No.:- 25
Range of Pest Control Products-Residential/Commercial Products:
ROBAN- A ready-to-use wax block for rodent control. Harmless to humans and pets!
TRUBBLE GUM- A safe, non-toxic and eco-friendly glue-based rat and mouse trap.
PEST SEAL- An effective, ready-to-use liquid formulation against all flying and crawling
insects
TERMISEAL- Read-to-use formulation against Termites and other wood-boring pests.
PEST-O-FLASH- India‟s first electrical flying insect control system
SPIDER- Silent, safe & hygienic glue-based electric fly and flying insect catcher.
ILLUME-Aesthetic, silent, safe & hygienic glue-based electronic fly and flying insect trap
MESTO SPRAYERS- High-quality aerosol generating sprayers in many sizes for different
uses, available.
PLASMA STERILISERS- New age Humanmeditek Plasma Sterilisation machines provided by

PEST CONTROL INDIA PVT. LTD...
Agricultural Pest Control Products:Biological Control Products
Beneficial Fungi (Antagonistic Fungi- Myco-Jaal, Niprot.
Beneficial Bacteria (Antagonistic Bacteria)- Su-Mona.
Beneficial Viruses- Heli-cide, Spodo-cide.
Botanicals- Neem Baan
Organic Salts- Lastraw
Pheromone Lures and Traps
Page No.:-26
PEST CONTROL SERVICES:
Gold Seal Service- Gel-baiting system to control cockroaches, ants & silverfish – also available
for your car!
WBM Service- Service to control the wood borer/powder post beetle larvae.
Bug Buster Service- Specialised service against the menacing Bed Bug.
Termiseal Service- A customized post-construction and pre-construction service to control or

prevent the attack from termites.
IMM Service- Comprehensive and customized mosquito control services for residential and
commercial venues.
Pied Piper Service- Safe, eco-friendly rodent control services for commercial establishments
and common areas of residences.
AFT Service- Anti-Fungal treatment for commercial and office areas.
House-keeping, Cleaning & Support- This is the facility management extension of PEST
CONTROL INDIA PVT. LTD.., providing cleaning and housekeeping needs to the customers.
Pro-Guard Service- This service is primarily designed to battle common warehouse pests on
surfaces of your structure, and also to prevent them from coming back in.
Pest Aware Service- Community and commercial awareness programs to help customers and
non-customers build awareness into pest problems and their prevention.
Sea Transport Pest Management- An integrated approach that tackles the essential and perhaps
the non-essential pest issues on board shipping vessel
Page No.:-27
CHAPTER II
Page No.:-28
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.
The distinction made between job satisfaction and dissatisfaction in quality of

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

rooted in their perception, rather than simply reflecting their “real world”. Further, an
individual‟s perception can be affected by relative comparison – am I paid as much as that
person - and comparisons of internalized ideals, aspirations, and expectations, for example, with
the individual‟s current state (Lawler and Porter, 1966).
Walton (1974) attributes the evolution of QUALITY OF CONTROL to

various phases in history. Legislations enacted in early twentieth century to protect employees
from job-injury and to eliminate hazardous working conditions, followed by the unionization
movement in the 1930‟s and 1940‟swere the initial steps in this direction. Emphasis was given to
job security, due process at the work place and economic gains for the worker. The 1950‟s and
the 1960‟s saw the development of different theories by psychologists proposing a positive
relationship between morale and productivity that improved human relations. Attempts at reform
to acquire equal employment opportunity and job enrichment schemes also were introduced.
Finally in the1970‟s the idea of QUALITY OF CONTROL was conceived which according to
Walton, is broader than these earlier developments and is something that must include „the
Page No.:-29
values that were at the heart of these earlier reform movements and human needs and
aspirations‟.
Hackman and Oldham (1976) drew attention to what they described as
psychological growth needs as relevant to the consideration of Quality of working life. Several
such needs were identified; Skill variety, Task Identity, Task significance, Autonomy and
Feedback. They suggested that such needs have to be addressed if employees are to experience
high quality of working life.
Taylor (1979) more pragmatically identified the essential components of

Quality of working life as; basic extrinsic job factors of wages, hours and working conditions,
and the intrinsic job notions of the nature of the work itself. He suggested that a number of other
aspects could be added, including; individual power, employee participation in the management,
fairness and equity, social support, use of one‟s present skills, self development, a meaningful
future at work, social relevance of the work or product, effect on extra work activities. Taylor
suggested that relevant Quality of working life concepts may vary according to organization and
employee group.
Warr and colleagues (1979), in an investigation of Quality of working life,

considered a range of apparently relevant factors, including work involvement, intrinsic job
motivation, higher order need strength, perceived intrinsic job characteristics, job satisfaction,
life satisfaction, happiness, and self-rated anxiety. They discussed a range of correlations derived
from their work, such as those between work involvement and job satisfaction, intrinsic job
motivation and job satisfaction, and perceived intrinsic job characteristics and job satisfaction.
In particular, Warr etal. found evidence for a moderate association between
total job satisfaction and total life satisfaction and happiness, with a less strong, but significant
association with self-rated anxiety.
Thus, whilst some authors have emphasized the workplace aspects in Quality of
working life, others have identified the relevance of personality factors, psychological well
being, and broader concepts of happiness and life satisfaction. Factors more obviously and
Page No.:-30
directly affecting work have, however, served as the main focus of attention, as researchers have
tried to tease out the important influences on Quality of working life in the workplace.
Mirvis and Lawler (1984) suggested that Quality of working life was
associated with satisfaction with wages, hours and working conditions, describing the “basic
elements of a good QUALITY OF CONTROL” as; safe work environment, equitable wages,
equal employment opportunities and opportunities for advancement.
Miller, 1978; Kirkman, 1981; Metz, 1982; Mirvis & Lawler, 1984; Cooper,
1988) define the qualities of work life are broadly similar to the study on Singaporean
Employees Development suggest four dimensions of QUALITY OF CONTROL labeled as, i)
Favorable work environment ii) Personal growth and autonomy iii) Nature of job and
iv)Stimulating opportunities and co-workers Good performance is recognized in addition to
rewards being based upon performance while employees are respected and treated like mature
people.
Baba and Jamal (1991) listed what they described as typical indicators of
quality of working life, including: job satisfaction, job involvement, work role ambiguity, work
role conflict, work role overload, job stress, organizational commitment and turn-over intentions.
Baba and Jamal also explored routinisation of job content, suggesting that this facet should be
investigated as part of the concept of quality of working life.
Singh-Sengupta (1993) in her study observed that one of the most critical and
one of the least discussed elements in QUALITY OF CONTROL is the issue of power relations.
In their series of observations in a wide range of organizations the top management is suffering
from deficit of power as the non-managerial cadres amass all powers because of the strength of
trade unions and their numerical strength. The study disclosed that the two groups, managers and
workers seemed to be currently interdependent. Appropriate intervention programme may
change the relationship to co-operatively interdependent.
Page No.:-31
By correlating the QUALITY OF CONTROL at Hindustan Machine Tools
(HMT) with special reference to its Jammu & Kashmir Unit, Gani and Ahmad (1995) examined
the empirical level of various components of QWL from their theoretical expositions. The study
was carried out by personal interviews of the workers there. The results of the study are (i) the
existing QWL in the organization under study is of an average standard (ii) compared to working
environment, rational and job factors, the financial factors present a dismal picture (iii) the
absence of participative management culture, has given rise to harder beaurocratic controls,
which has eroded creativity initiative and innovative capabilities of excellent performers.
In an attempt to establish an inevitable linkage between the QUALITY OF

CONTROL and the industrial relations processes, Mankidy (2000) observes that the more
positive the Industrial relations processes, the greater the possibility of improved QUALITY OF
CONTROL. Positive Industrial Relations should ensure better wages, flexible hours of work,
conducive work
environment, employment benefits, career prospects, job satisfaction, meaningful employee
involvement in decision making etc. leading to better QUALITY OF CONTROL. The study
concluded that the improved QUALITY OF CONTROL will naturally help to improve the
family life of the employees and would also improve the performance of the organization.
Sirgy et al.; (2001) suggested that the key factors in quality of working life
are: Need satisfaction based on job requirements, Need satisfaction based on Work environment,
Need satisfaction based on Supervisory behaviour, Need satisfaction based on Ancillary
programmes, Organizational commitment. They defined quality of working life as satisfaction of
these key needs through resources, activities, and outcomes stemming from participation in the
workplace. 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 CONTROL rather than the broader concept of quality of life.
Ellis and Pompli (2002) identified a number of factors contributing to job

dissatisfaction and quality of working life in nurses, including: Poor working environments,
Resident aggression, Workload, Unable to deliver quality of care preferred, Balance of work and
Page No.:-32
family, Shift work, Lack of involvement in decision making, Professional isolation, Lack of
recognition, Poor relationships with supervisor/peers, Role conflict, Lack of opportunity to learn
new skills.
Bearfield, (2003) used 16 questions to examine quality of working life, and

distinguished between causes of dissatisfaction in professionals, intermediate clerical, sales and
service workers, indicating that different concerns might have to be addressed for different
groups.
The Study on Singaporean Employees development, Cheng S says in a high

QUALITY OF CONTROL there should be a positive impact on personal life, an opportunity to
be involved in decision as well as an acceptable level of physical comfort. Jobs seen to exist
within high QUALITY OF CONTROL work situations are those in which there is minimal
negative impact on one‟s personal life, and hopefully one which has a positive impact on one‟s
personal life.
Cheng S in his paper QUALITY OF CONTROL through employee

participation in Singapore has discussed the following four different approaches to QUALITY
OF CONTROL Employee share option scheme, Joint management consultation, Quality circle
and Industrial relations circle.
National Seminar on improving the quality of working life (1982) was
convened to enquire into the direction of QUALITY OF CONTROL activities in India and
prepare an action plan for implementing the QUALITY OF CONTROL concepts. The
recommendation from the National seminar published in the Journal of Productivity (1982) states
that at the enterprise level, improvement of QUALITY OF CONTROL should be through the co-
operative endeavor between
Management and unions. The conference pointed out that the Government could help in
improving QUALITY OF CONTROL through legislation, executive policy and action through
its entrepreneurial role in the public sector recommended the need for engaging and involving
staff in the management and policy decisions for improvement in QUALITY OF CONTROL.
Page No.:-33
CHAPTER III
Page No.:-34
RESEARCH METHODOLOGY
INTRODUCTION
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. The scope of research
methodology is wider than that of research methods. This chapter states the Methodology
adapted for the study by the researcher.
This chapter deals with the methodology adopted for the study by the researcher. It
includes Title, significance of the study, statement of the problem, aims and objectives, research
hypothesis, research design, tools for data collection, statistical testing, definitions, limitation of
the study, chapterisation of the study.
Title of the Project:

The Research was done on the topic “A STUDY ON QUALITY OF CONTROL” at
Pest Control India Pvt. Ltd.
SIGNIFICANCE OF THE STUDY:

QUALITY OF CONTROL covers various aspects under the general umbrella of
supportive organizational behavior. Thus, the QUALITY OF CONTROL should be broad in its
scope. It must be to evaluate the attitude of the employees towards the personnel policies. The
research will be helpful in understanding the current position of the respective company. And
provide some strategies to extent the employee‟s satisfaction with little modification which is
based on the internal facilities of the company.
Page No.:-35
The purpose of this study was to explore to experience of workers towards their
QUALITY OF CONTROL and their work environment in terms of stress, perception of
employee, relationship between co-workers, work load, time pressure and work-balance etc.
STATEMENT OF THE PROBLEM:

The aim of the study includes the following factors towards the QUALITY OF
CONTROL. They are such as poor working condition environments, resident aggression,
balance of work and family, work load, inability to deliver quality of care preferred, shift timing,
lack of involvement in work process and decision –making, poor relationship between
supervisor/ Team Leader, role conflict, lack of recognitions and lack of opportunity to learn new
skills.
Training is an important area were the workers can utilize for their self
development and updating of their work knowledge. Ultimately every effort that the
management takes for the worker and perseverance of the worker on their physical and the
mental well being inside the organization that help in maintaining their motivation and
satisfaction level which is important for effective performance of any worker. Thus the present
study is an attempt describing their factors as a tool to access the QUALITY OF CONTROL of
the employees.
AIM:
To study the QUALITY OF CONTROL of the employees at PEST CONTROL INDIA
PVT.LTD.
OBJECTIVES:
 To study the Socio-demographic details of the employees respondents.
 To study the perception level of employees to determine the QUALITY OF CONTROL
of the Employees.
Page No.:-36
 To study the Social Relevance with work life pattern of the employees at Pest Control
India Pvt. Ltd.
 To study the balance between the work and Home life of the employees.
 To study the overall QUALITY OF CONTROL of employees at Pest Control India Pvt.
Ltd.
RESEARCH HYPOTHESIS:
 There is a significant difference between the departments of the respondents with regard
to various dimension of QWL.
 There is a significant difference between the sex of the respondents with regard to various
dimension of QWL.
 There is a significant difference between the marital status with regard to overall QWL.
 There is a significant difference among the designation of the respondents with regard to
various dimension of QWL.
 There is a significant relationship between the age of the respondents with regard to
overall dimensions of QWL.
 There is a significant relationship between the experiences of the respondents with regard
to overall QWL.
RESEARCH DESIGN:
“A research design is the arrangement of conditions for collection and
analysis of data in a manner that aims to combine relevance to the research purpose with
economy in procedure”.
The researcher used Descriptive research design, because it helps to describe a
particular situation prevailing within a company. Descriptive study was necessary to ensure the
complete interpretation of the situation and to ensure minimum bias in the collection of data.
Page No.:-37
PILOT STUDY:
The purpose behind the pilot study was to find out the feasibility and suitability of
the study and to formulate the problem more specifically. The researcher carried out the pilot
study and realized the need for study.
PRE-TEST:
The researcher tested the questionnaire with 5 respondents and checked the
suitability and aptness of the questionnaire. The necessary changes were made at the end of pre-
testing .The questionnaire is enclosed in the appendix.
SAMPLE DESIGN:
UNIVERSE:
The universe constituted the various Departments includes Marketing, Product Sales,
Service, Quality Assurance, Customer Care, Accounts & Administration and Finance
Department. The total no. of employees of the above mentioned departments are 100.
SAMPLE SIZE:
For a research study to be perfect the sample size selected should be optimal i.e. it
should neither be excessively large nor too small. Hence the sample size selected for the study
was 50 employees of “Pest Control India Pvt. Ltd”.
SAMPLE METHOD:
The researcher used Probability Sampling method. The data was collected using
Simple Random method through Lottery method.
RELIABILITY OF THE SCALE:
The reliability of the scale is 0.689, alpha value.
TOOLS FOR DATA COLLECTION:

The researcher used a standard questionnaire on QUALITY OF CONTROL(1999)
was developed including all 8 dimensions basic major factors which were developed by Richard
E. Walton (1975) The first part deals with Socio-Demographic details and the second part deals
with the Dimensions.The dimensions of the question are as follows:
Page No.:-38
SL.NO QUALITY OF CONTROL DIMENSIONS TOTAL NO OF ITEMS
1 Adequate and fair compensation 3
2 Safe and healthy working condition 5
3 Opportunities for Development 9
4 Opportunities for growth and security 5
5 Social Integration 6
6 Constitutionalism 4
7 Work and life space 3
8 Social relevance and working life 9
SCORING:
The perception of the workers were measured by giving scores to each response as 5,4,3,2,1 as
instructed in the standard scale (i.e)
5- Strongly agree
4-Agree
3-undecided
2-disagree
1-Strongly Disagree
It indicates the increase the score, higher the QUALITY OF CONTROL.
DATA COLLECTION:
The researcher distributed the questionnaire to the respondents and got the filled
up questionnaire after a week for the staffs at Managerial level. The researcher used interview
schedule to collect the responses of the questionnaire from the technicians.
STATISTICAL TESTING:
The researcher converted the data into tables To analyze the data, The statistical
data namely karl-pearson‟s co-efficient of correlation was used to find out the relationship
between two variables, student„t‟ test was used to find out the difference two groups and one
way analysis of variance was used to find out the variance between the groups and within the
groups.
Page No.:-39
DATA COLLECTION METHOD:
Both the Primary and Secondary data collection method were used in the
project. First time collected data are referred to as primary data. In this research the primary data
was collected by means of a Structured Questionnaire. 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.
DEFINITION
CONCEPTUAL DEFINITION:
QUALITY OF CONTROL
It refers to the physical and mental well being of the workers in their work life is
studied through the determinants of QWL like adequate and fair compensation, safe and healthy
working condition, opportunities for development, opportunities for growth and security, social
integration, constitutionalism, work and life space, social relevance and working life.
OPERATIONAL DEFINITION:
Adequate and fair compensation:
It is a just and equitable balance between effort and reward. The compensation should help the
employee in maintaining a socially desirable standard of living.
Safe and healthy working conditions:

Quality of work cannot be high unless the work environment is free from all hazards detrimental
to the health and safety of employees. Reasonable hours of work, cleanliness, pollution free
atmosphere, risk free work, etc are the main elements of a good physical environment for work.
Opportunity to use and develop human capacities:
Page No.:-40
The job should contain sufficient variety of tasks to provide challenge and to ensure the
utilization of talents. Today work has repetitive and mechanical so that the worker has little
control on it. QUALITY OF CONTROL can be improved if the job allows sufficient autonomy
and control, provides timely feedback on performance and uses a wide range of skills.
Opportunity for career growth:

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

The worker should be made to feel a sense of identity with the organization and develop a
feeling of self-esteem. Openness, trust, sense of community feeling, scope for upward mobility,
equitable treatment is essential for its purpose.
Constitutionalisation in the work organization:

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

There should be proper balance between work life and personal life of employees. The demands
of work such as late hours, frequent travel, and quick transfers are both psychologically and
socially very costly and detrimental to QUALITY OF CONTROL.
Social relevance of works:
Page No.:-41
QWL is concerned about the establishment of social relevance to work in a socially beneficial
manner. The worker‟s self esteem would be high if his work is useful to the society and the vice
versa is also true.
LIMITATIONS OF THE STUDY:

 Converting qualitative data into quantitative data may often lead to inaccurate results.
 The respondents may not have expressed them strong negative feelings about the
policies, which results in the error of central tendency.
 Few respondents were reluctant while answering the questions.
PROBLEM ENCOUNTERED BY THE RESEARCHER:

Being a service oriented industry, matching time with technicians was a constraint.
CHAPTERISATION:
Chapter 1:- Introduction of the topic and organizational profile.
Chapter 2:- It deals with review of literature.
Chapter 3:- This chapter presents the research methodology.
Chapter 4:- It deals with Analysis and interpretation.
Chapter 5:- This chapter deals with findings, suggestion and conclusion.
Page No.:-42
CHAPTER IV
DATA ANALYSIS & INTERPRETATION

Table 1
DISTRIBUTION OF RESPONDENTS BY AGE GROUP
S. No. Age Group No. of Respondents Percentage
1 24 to 32 Years 21 42.0
2 33 to 40 Years 11 22.0
3 41 to 48 Years 10 20.0
4 Above 48 Years 8 16.0
INFERENCE:
The above table indicates that nearly half of the respondents (42%) belong to the
age group of 24-32 years, while nearly one fourth of the respondents (22%) belong to the age
Page No.:-43
AGE GROUP
24 to 32 Years 33 to 40 Years 41 to 48 Years Above 48 Years
16%
42%
20%
22%
Table 2
DISTRIBUTION OF RESPONDENTS BY MARITAL STATUS
S. No. Marital Status No. of Respondents Percentage
1 Married 41 82.0
2 Unmarried 9 18.0
INFERENCE:
The above table shows that vast majority of the respondents (82%) were married,
and 18 % of the respondents were unmarried.
Page No.:-44
unmarried
18%
Marital Status
married
82%
Table 3
DISTRIBUTION OF RESPONDENTS BY SEX
S. No. Sex No. of Respondents Percentage
1 Male 46 92.0
2 Female 4 8.0
INFERENCE:
The above table shows that vast majority of the respondents (92%) were Male,
rest of the respondents (8% ) were Female.
Page No.:-45
Female
8%
Sex
Male
92%
Table 4
DISTRIBUTION OF RESPONDENTS BY DESIGNATION
S. No. Designation No. of Respondents Percentage
1 Manager 10 20.0
2 Officer 8 16.0
3 Executive 12 24.0
4 Technician 20 40.0
INFERENCE:
Page No.:-46
The above table indicates that nearly half of the respondents (40%) were Technicians, one third of
the respondents (36%) were officers, one fourth of the respondents (24%) were Executives, & rest of the
respondents (20%) were Managers.
Manager
20%
Technician
40%
Designation Officer
16%
Executive
24%
Table 5
DISTRIBUTION OF RESPONDENTS BY DEPARTMENT CLASSIFICATION
S. No. Department
No. of Respondents Percentage
Classification
1 Technical 34 68.0
2 Non-Technical 16 32.0
INFERENCE:
Page No.:-47
The above table shows that more than half of the respondents
(68%) belong to Technical department and rest of respondents (32%) belong to Non-
technical department.
RESPONDENTS CLASSIFIED ACCORDING TO

DEPARTMENT
Non-Technical
32%
(Technical)
68%
Table 6
DISTRIBUTION OF RESPONDENTS BY EXPERIENCE
S. No. Experience No. of Respondents Percentage
1 Upto 5 years 23 46.0
2 6-10 years 7 14.0
3 11-15 years 3 6.0
4 16-20 years 8 16.0
Page No.:-48
5 21-25 years 5 10.0
6 Above 25 years 4 8.0
INFERENCE:
The above table shows that nearly half of the respondents (48%) have experience
up to 5 years, nearly one third of the respondents (16%) have experience between 16 and 20
years, 14% of respondents have experience between 6 and 10 years, 10% of the respondents have
experience between 21 and 25 years, 8% of the respondents have experience above 25 years and
rest of the respondents (6%) are experienced between 11 and 15 years.
EXPERIENCE OF THE RESPONDENTS

46
14
16
6
10
8
Upto 5 years
6-10 years
11-15 years
16-20 years
21-25 years
Above 25 years
Table 7
DISTRIBUTION OF RESPONDENTS BY THEIR LEVEL OF QUALITY OF CONTROL
S. No. of Respondents
Level of QUALITY OF CONTROL Percentage
No. (n:50)
A Level of Adequate & Fair Compensation
1 Low Level 45 90.0
2 High Level 5 10.0
B Level of Safe & Healthy Working Condition
Page No.:-49
1 Low Level 36 72.0
2 High Level 14 28.0
C Level of Opportunities for Development
1 Low Level 30 60.0
D Level of Opportunity for Growth & Security
1 Low Level 28 56.0

E Level of Social Integration
1 Low Level 45 90.0
2 High Level 5 10.0
F Level of Constitutionalism
1 Low Level 34 68.0
G Level of work & Life Space
1 Low Level 32 64.0
H Level of Social Relevance & Work Life
1 Low Level 28 56.0
I Level of Overall QUALITY OF CONTROL
1 Low Level 26 52.0
2 High Level
24 48.0
Page No.:-50
INFERENCE: TABLE-7
A. Majority of the respondents (90%) have low level of QUALITY OF CONTROL due to
Inadequate and Unfair Compensation.
B. Majority of the respondents (72%) have low level of QUALITY OF CONTROL due to
Unsafe & Unhealthy working condition.
C. Majority of the respondents (60%) have low level of QUALITY OF CONTROL due to lack
of Opportunities for development.
D. Majority of the respondents (56%) have low level of QUALITY OF CONTROL due to lack
of Opportunities for growth and security.
E. Majority of the respondents (90%) have low level of QUALITY OF CONTROL due to low
level of Social Integration.
F. More than half of the respondents (68%) have low level of QUALITY OF CONTROL due
to lack of Constitutionalism.
G. More than half of the respondents (64%) have low level of QUALITY OF CONTROL in
terms of Work & life space.
H. More than half of the respondents (56%) have low level of QUALITY OF CONTROL in
terms of Social relevance & work life.
I. More than half of the respondents (52%) have low level of Overall QUALITY OF
CONTROL.
Page No.:-51
Table 8
„t‟ TEST BETWEEN THE RESPONDENTS MARITAL STATUS WITH REGARD TO
QUALITY OF CONTROL
Std. Statistical
S. Marital Status N Mean
Deviation Inference
No
1 Level of Adequate & Fair Compensation t=2.309

df=48
Married 41 12.20 1.83
P<0.05
Unmarried 9 10.56 2.35 Significant
2 Level of Safe & Healthy Working Condition t=0.568

df=48
Married 41 20.54 2.04
P>0.05
Unmarried 9 20.11 2.03 Not Significant
3 Level of Opportunities for Development t=1.392

df=48
Married 41 35.80 2.78
P>0.05
4 Level of Opportunity for Growth & Security t=1.669

df=48
Married 41 18.66 1.96
P>0.05
5 Level of Social Integration t=-1.498

df=48
Married 41 25.56 3.16
P>0.05
6 Level of Constitutionalism t=-0.224

df=48
Married 41 15.80 2.32
P>0.05
7 Level of work & Life Space t=0.618

df=48
Married 41 11.88 1.40
P>0.05
Page No.:-51
8 Level of Social Relevance & Work Life t=0.189
df=48
Married 41 37.24 3.50
P>0.05
9 Level of Overall QUALITY OF CONTROL t=0.945

df=48
Married 41 177.68 9.80
P>0.05
INFERENCE:
There is a significant difference between the marital status of the respondents with
regard to various dimension level of Adequate income and Fair Compensation. There is no
significant difference between the marital status of the respondents with regard to the different
dimension level of Safe and Healthy Working condition, Opportunities for development,
Opportunities for growth & security, Social Integration, Constitutionalism, Work & life space,
Social relevance & work life & Overall QUALITY OF CONTROL.
Page No.:-52
Table 9
„t‟ TEST BETWEEN THE RESPONDENTS SEX WITH REGARD TO QUALITY OF
CONTROL
Std. Statistical
S. Sex N Mean
Deviation Inference
No
1 Level of Adequate & Fair Compensation t=-1.143

df=48
Male 46 11.80 2.07
P>0.05
Female 4 13.00 0.00 Not Significant

df=48
Male 46 20.59 2.04
P>0.05
3 Level of Opportunities for Development t=-1.689

df=48
Male 46 35.30 3.14
P>0.05
4 Level of Opportunity for Growth & Security t=-2.589

df=48
Male 46 18.20 2.15
P>0.05
Female 4 21.00 0.00 Significant

df=48
Male 46 25.67 3.11
P>0.05

df=48
Male 46 15.83 2.44
P>0.05
7 Level of work & Life Space t=-0.264

df=48
Male 46 11.80 1.47
P>0.05
Page No.:-53
8 Level of Social Relevance & Work Life t=0.119
df=48
Male 46 37.22 3.63
P>0.05
9 Level of Overall QUALITY OF CONTROL t=-1.389

df=48
Male 46 176.41 10.80
P>0.05
INFERENCE:
There is a significant difference between the male & female of the respondents with
regard to various dimension level of Opportunities for growth & security. There is no significant
difference between the male & female of the respondents with regard to the different dimension
level of Adequate income and Fair Compensation Safe and Healthy Working condition,
Opportunities for development, Social Integration, Constitutionalism, Work & life space, Social
relevance & work life & Overall QUALITY OF CONTROL.
Page No.:-54
Table10
„t‟ TEST BETWEEN THE RESPONDENTS DEPARTMENT WITH REGARD TO
QUALITY OF CONTROL
Std. Statistical
S. Marital Status N Mean
Deviation Inference
No
1 Level of Adequate & Fair Compensation t=0.659

df=48
Technical 34 12.03 1.83
P>0.05
Non-Technical 16 11.63 2.39 Not Significant

df=48
Technical 34 20.79 1.97
P>0.05
3 Level of Opportunities for Development t=-1.039

df=48
Technical 34 35.21 3.25
P>0.05
4 Level of Opportunity for Growth & Security t=-2.034

df=48
Technical 34 18.00 2.22
P<0.05
Non-Technical 16 19.31 1.92 Significant

df=48
Technical 34 25.79 2.89
P>0.05

df=48
Technical 34 15.79 2.52
P>0.05
7 Level of work & Life Space t=-0.832

df=48
Technical 34 11.71 1.59
P>0.05
Non-Technical 16 12.06 .93 Not Significant
Page No.:-55
8 Level of Social Relevance & Work Life t=-0.069
df=48
Technical 34 37.18 3.84
P>0.05
9 Level of Overall QUALITY OF CONTROL t=-0.503

df=48
Technical 34 176.50 11.44
P>0.05
INFERENCE:
There is a significant difference between the respondents‟ Department with regard to
various dimension level of Opportunities for growth & security. There is no significant difference
between the male & female of the respondents with regard to the different dimension level of
Adequate income and Fair Compensation Safe and Healthy Working condition, Opportunities for
development, Social Integration, Constitutionalism, Work & life space, Social relevance & work life
& Overall QUALITY OF CONTROL.
Page No.:-56
Table 11
ONE WAY ANALYSIS OF VARIANCE AMONG DESIGNATION OF THE
RESPONDENTS WITH REGARD TO QUALITY OF CONTROL
S.No Designation SS df MS Mean Sig.
1 Level of Adequate & Fair Compensation
G1=11.90 F= 1.748
Between Groups 20.308 3 6.769 P>0.05
G2=12.63
G3=10.83 Not Significant
Within Groups 178.192 46 3.874 G4=12.25
2 Level of Safe & Healthy Working Condition
G1=20.80 F= 1.043
Between Groups 12.770 3 4.257 P>0.05
G2=20.00
G3= 19.75 Not Significant
Within Groups 187.650 46 4.079 G4=20.90
3 Level of Opportunities for Development
G1=36.40 F= 1.454
Between Groups 41.280 3 13.760
G2=37.00 P>0.05
Within Groups 435.200 46 9.461 G4= 35.10
4 Level of Opportunity for Growth & Security

G1=19.10 F= 1.325
G2=19.38 P>0.05
Within Groups 217.392 46 4.726
G4= 18.05
5 Level of Social Integration
G1=23.50 F= 4.155
Between Groups 97.228 3 32.409 P<0.05
G2=26.38
G3=27.67 Significant
Within Groups 358.792 46 7.800 G4= 25.75
6 Level of Constitutionalism
F= 0.680
Between Groups 11.403 3 3.801 G1=15.70 P>0.05
Within Groups 257.317 46 5.594 G3=16.08
Page No.:-57
G4= 15.40
7 Level of work & Life Space
G1=11.80 F=0.505
G2=12.38 P>0.05
Within Groups 94.275 46 2.049
G4= 11.65
8 Level of Social Relevance & Work Life
G1=37.70 F=0.273
G2=37.50 P>0.05
Within Groups 581.650 46 12.645 G4= 36.65
9 Level of Overall QUALITY OF CONTROL

G1=176.90 F=0.719
Between Groups 245.413 3 81.804 P>0.05
G2=182.00
Within Groups 5235.567 46 113.817 G4=175.75
G1=Manager G2=Officer G3=Executive G4=Technician
INFERENCE:
There is a significant difference among the Designation of the respondents with
regard to various dimension level of Social Integration. There is no significant difference among the
Designation of the respondents with regard to the different dimension level of Adequate income and
Fair Compensation Safe and Healthy Working condition, Opportunities for growth & security
Opportunities for development, , Constitutionalism, Work & life space, Social relevance & work life
& Overall QUALITY OF CONTROL.
Page No.:-58
Table 12
KARL PEARSON‟S COEFFICIENT OF CORRELATION BETWEEN RESPONDENTS‟
AGE AND VARIOUS ASPECTS OF QUUALITY OF WORK LIFE
Correlation
S.No. Age Statistical Inference
Value
Age Vs P<0.01
1. .368
Adequate & fair compensation Highly Significant
Age Vs P>0.05
2. -.049
Safe & healthy Working Conditions Not Significant
Age Vs P>0.05
3. .175
Opportunities for development Not Significant
Age Vs P<0.05
4. .294
Opportunities for growth & Security Significant
Age Vs P>0.05
5. -.274
Social Integration Not Significant
Age Vs P>0.05
6 .024
Constitutionalism Not Significant
Age Vs P>0.05
7 .263
Work & life Space Not Significant
Age Vs P>0.05
8 .213
Social relevance & working Life Not Significant
Age Vs P>0.05
9 .204
QUALITY OF CONTROL Not Significant
INFERENCE:
There is a highly significant relationship between the Age of the respondents with
regard to level of Adequate income and Fair Compensation. There is a significant relationship
between the Age of the respondents with regard to level of Opportunities for growth & security.
There is no significant relationship between the Age of the respondents with regard to the different
dimension level of Safe and Healthy Working condition, Opportunities for development, Social
Integration, Constitutionalism, Work & life space, Social relevance & work life & Overall
QUALITY OF CONTROL.
Page No.:-59
Table 13
KARL PEARSON‟S COEFFICIENT OF CORRELATION BETWEEN
RESPONDENTS‟EXPERIENCE AND VARIOUS ASPECTS OF QUUALITY OF WORK
LIFE
Correlation
S.No. Experience Statistical Inference
Value
Experience Vs P<0.05
1. .355
Adequate & fair compensation Significant
Experience Vs P>0.05
2. -.111
Safe & healthy Working Conditions Not Significant
3. .174
Opportunities for development Not Significant
4. .315
Opportunities for growth & Security Significant
5. -.113
Social Integration Not Significant
6 .139
Constitutionalism Not Significant
7 .299
Work & life Space Significant
8 .285
Social relevance & working Life Significant
9 .295
QUALITY OF CONTROL Significant
INFERENCE:
There is a significant relationship between the experience of the respondents with
regard to various dimensions of level of Adequate income and Fair Compensation, Opportunities for
growth & security, Work & life space, Social relevance & work life & QUALITY OF CONTROL.
There is no significant relationship between the experience of the respondents with regard to the
different dimensions of level of Safe and Healthy Working condition, Opportunities for
development, Social Integration & Constitutionalism.
Page No.:-60
CHAPTER – V
Page No.:-61
FINDINGS, SUGGESTIONS & CONCLUSION
MAJOR FINDINGS:
 Nearly half of the respondents (42%) belong to the age group of 24-32 years.
 Vast majority of the respondents (82%) were married.
 Vast majority of the respondents (92%) were Male.
 Nearly half of the respondents (40%) were Technicians.
 More than half of the respondents (68%) belong to Technical department.
 Nearly half of the respondents (48%) have experience up to 5 years.
FINDINGS RELATED TO RESEARCH HYPOTHESIS:

RESEARCH HYPOTHESIS: 1
There is significant difference between marital status of the respondents with
regard to various dimensions of QUALITY OF CONTROL.
NULL HYPOTHESIS:
There is no significant difference between marital status with regard to overall
QUALITY OF CONTROL.
STATISTICAL TEST APPLIED:

T-test has been applied for this analysis.
FINDINGS:
There is no significant difference between marital status with regard to overall
QUALITY OF CONTROL. Hence Null Hypothesis is accepted.
Page No.:-62
There is significant difference between the sex of the respondents with regard
to various dimensions QUALITY OF CONTROL.
NULL HYPOTHESIS:
There is no significant difference between the sex of the respondents with
regard to various dimensions QUALITY OF CONTROL.

FINDINGS:
There is no significant difference between the sex of the respondents with
regard to various dimensions QUALITY OF CONTROL. Hence Null Hypothesis is
accepted.
There is significant difference between the Departments of the respondents
with regard to various dimensions QUALITY OF CONTROL.
NULL HYPOTHESIS:
There is no significant difference between the Departments of the
respondents with regard to various dimensions QUALITY OF CONTROL.

FINDINGS:
There is no significant difference between the Departments of the respondents
with regard to various dimensions QUALITY OF CONTROL. Hence Null Hypothesis is
accepted.
Page No.:-63
There is significant difference among the designation of the respondents with
regard to various dimensions QUALITY OF CONTROL.
NULL HYPOTHESIS:
There is no significant difference among the designation of the respondents
with regard to various dimensions QUALITY OF CONTROL.

F-test has been applied for this analysis.
FINDINGS:
There is no significant difference among the designation of the respondents
with regard to various dimensions QUALITY OF CONTROL. Hence Null Hypothesis is
accepted.
There is significant relationship between the age of the respondents with regard
to overall dimensions QUALITY OF CONTROL.
NULL HYPOTHESIS:
There is no significant relationship between the age of the respondents with
regard to overall dimensions QUALITY OF CONTROL.

Karl Pearson‟s correlation test has been applied for this analysis.
FINDINGS:
There is no significant relationship between the age of the respondents with
regard to overall dimensions QUALITY OF CONTROL. Hence Null Hypothesis is accepted.
Page No.:-64
There is a significant relationship between the experience of the respondents
with regard to overall dimensions of QUALITY OF CONTROL.
NULL HYPOTHESIS:
with regard to overall dimensions of QUALITY OF CONTROL.

Karl Pearson‟s correlation test has been applied for this analysis.
FINDINGS:
with regard to overall dimensions of QUALITY OF CONTROL. Hence Null Hypothesis is
rejected.
Page No.:-65
SUGGESTIONS
 The employees of Pest Control India Pvt. Ltd. may be provided with the following from
the Company.
o Improvement in rewarding and awarding policies.
o Introduction of Promotion policy at operation level
 Improving good relationship with employees and providing friendly environment in the
organization.
 The Company may establish career development systems.
 Employees may be given high motivation from the top management of the Company.
 All employees may be given more compensation, in the form of incentives from the
Company as a token of recognition of high achievers.
 Employees may be given special training from the Company related to their job during
working period.
 The Company has to measure the QUALITY OF CONTROL periodically.
Page No.:-66
CONCLUSION
From the study it is clear that QUALITY OF CONTROL of employees in Pest
Control India Pvt. Ltd is good. This research highlights some of the small gaps in employee‟s
satisfaction towards the Company.
The Quality Mission should include not only the quality of products; but also the
QUALITY OF CONTROL of the employees. QUALITY OF CONTROL can be improved upon
by having good supervision, good working conditions, good pay and benefits, an interesting and
challenging, and a rewarding job, more positive the Industrial relations processes, the greater the
possibility of improved QUALITY OF CONTROL. Positive Industrial Relations should ensure
better wages, flexible hours of work, conducive work environment, employment benefits, career
prospects, job satisfaction, and meaningful employee involvement in decision making etc.
ultimately leads to better QUALITY OF CONTROL. Since the employees are the backbone of
the company, the company should satisfy them in order to improve the business in higher
competitive market of the liberalized economy considering the above mentioned factors.
Page No.:-67
BIBLIOGRAPHY
1. K. Aswathappa (1997), “Human Resources and Personal Management” Tata
Mcgraw-Hill Publishing Company Limited, New Delhi – 110 001.
2. John M. Ivancevich (2003), “Human Resources and Personal Management” Tata
Mcgraw-Hill Publishing Company Limited, New Delhi – 110 001.
3. C. R. Kothari (2001) “Research Methodology” of Wishwa Prakashan Publishing,
Chennai – 17, Edition
4. C. B. Mamoria and S. V. Gankar (2001), “Personnel Management Text &
Cases”, Himalaya Publishing house Mumbai, XXI Edition.
5. Biswaject pattanayak (2001), “Human Resources and Personal Management”
Prentice Hall of India Pvt., Ltd. New Delhi.
6. Biswaject pattanayak (2001), “Human Resources and Personal Management”
Prentice Hall of India Pvt., Ltd. New Delhi.
7. “QUALITY OF CONTROL”, Lee M. Ozley and Judith S. Ball, HUMAN
RESOURCES MANAGEMENT AND DEVELOPMENT HANDBOOK, edited by
William R. Tracey, Ed. D., AMACOM, 1985.
8. Wozner, Y. (1982). Assessing the quality of internal life. Human Relations, vol. 35
(11): 1059-1072
9. Lau, R.S.M., and B.E. May. "A Win-Win Paradigm for QUALITY OF CONTROL
and Business Performance." Human Resource Development Quarterly 9, no. 3
(1998): 211–226.
10. Cole, J. "Building Heart and Soul: Increased Employer Concern for Employees."
HR Focus, September 1998, 9.
WEBSITES:
www.citehr.hr.edu
www.sribd.com
Page No.:-68

OMAL

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

OMAL

Uploaded by

Copyright:

Available Formats

PROJET REPORT ON

PLANNING AND IMPLEMENTATION OF QUALITY CONTROL IN A

UNDER THE GUIDENCE OF

J.S.S.P COLLEGE OF ARTS, COMMERCE AND SCIENCE

I, KOMAL JEJERAM PAVASHE student of Bachelor of Accounting Finance

I hereby express my heartiest thank to all sources who have contributed to

valuable guidance and helped for the accomplishment of this project

I am thankful to Mumbai University for giving me such a challenging task

grateful to my project guide PROF. MAYURI KAMBLE who in spite of busy

  #-0/94 *0762+

The research is on the basis of A STUDY ON “QUALITY OF CONTROL” AT PEST

Quality is generally defined as “Conformance to requirements”. Quality is “as fitness for

QUALITY OF CONTROL refers to the favorableness or un – favorableness of a total job

Q - Quest for excellence

QUALITY OF CONTROL refers to the relationship between a worker and his

QUALITY OF CONTROL acts as goal by

QUALITY OF CONTROL acts as process by

Objectives of QUALITY OF CONTROL

MAJOR FACTORS AFFECTING THE QUALITY OF CONTROL

Alternative Work Schedules

WAYS TO CREATE HIGH QUALITY OF CONTROL

ASPECTS OF HIGH QUALITY OF CONTROL

QUALITY OF CONTROL PROGRAMMES

RESULTS OF HIGH QUALITY OF CONTROL

A recent statistical analysis of a new measure, the Work-Related Quality of Life

 Job and Career Satisfaction;

QUALITY OF CONTROL THROUGH EMPLOYEE INVOLVEMENT:

QUALITY OF CONTROL AS HR STARTEGY – AN ANALYSIS

Strategy and Tactics

Non economic – „Job Security‟:

BIO-CONTROL RESEARCH LABORATORIES launches another new

Every living creature is engaged in a constant competitive struggle for food

A blanket application of chemical pesticide only provides a temporary solution -

Social Awareness- Pest Control (India) Pvt. Ltd Responsibility:

Karma, (Karjat Agricultural Rural Management Assistance) was initiated by the

The Academy of Development Sciences (ADS):

Pied Piper Colaba:

CIAM - Citizen's Initiative Against Mosquitoes

Slum Rehabilitation Society

Bio-Control Research Laboratories (BIO-CONTROL RESEARCH LABORATORIES)

Ecological, Environmental & Agricultural

TERMISEAL- Read-to-use formulation against Termites and other wood-boring pests.

PEST-O-FLASH- India‟s first electrical flying insect control system

PLASMA STERILISERS- New age Humanmeditek Plasma Sterilisation machines provided by

Agricultural Pest Control Products:Biological Control Products

Beneficial Fungi (Antagonistic Fungi- Myco-Jaal, Niprot.

Beneficial Bacteria (Antagonistic Bacteria)- Su-Mona.

Beneficial Viruses- Heli-cide, Spodo-cide.

Botanicals- Neem Baan

Organic Salts- Lastraw

Pheromone Lures and Traps

Termiseal Service- A customized post-construction and pre-construction service to control or

AFT Service- Anti-Fungal treatment for commercial and office areas.

The distinction made between job satisfaction and dissatisfaction in quality of

An individual‟s experience of satisfaction or dissatisfaction can be substantially

Walton (1974) attributes the evolution of QUALITY OF CONTROL to

Taylor (1979) more pragmatically identified the essential components of

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

In an attempt to establish an inevitable linkage between the QUALITY OF

Ellis and Pompli (2002) identified a number of factors contributing to job

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

The Study on Singaporean Employees development, Cheng S says in a high

Cheng S in his paper QUALITY OF CONTROL through employee

Title of the Project:

#-0/94 *0762+