Project Edited

CHAPTER – I
1.1 INTRODUCTION
The project was undergone in SRI KUMARA GURUPARAR MATRIC HR SEC

SCHOOL THIRUPPANANDAL for a period of two months. 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 at Sri Kumara Guruparar Matric Hr Sec School
Thiruppanandal on the topic “A STUDY ON Quality Of Work Life Among School
Employees”.
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.
QWL 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. QWL 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
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Y - Yardstick to measure progress ,The above said are very essential things to improve
the work life of employees in the organization.
1.2 SIGNIFICANCE OF THE STUDY:
Quality of work life covers various aspects under the general umbrella of
supportive organizational behavior. Thus, the QWL should be broad in its scope. It must
be 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 employees satisfaction with little modification
which is based on the internal facilities of the company. This research can be further
used to evaluate the facilities provided by the management towards the employees. This
study also helps in manipulating the basic exception of the employees.
1.3 OBJECTIVES OF THE STUDY:
1. The main objective is to study the Quality of Work life of the employees
in the organization.
2. To find out how quality of work life leads to higher satisfaction.
3. To know the existing working conditions, Organisational Health and

safety help to improve the quality of work life.
4. To study the Employees participation in SRI KUMARA GURUPARAR

MATRIC HR SEC SCHOOL THIRUPPANANDALLtd.
5. To examine how the training and development programmes helps to

improve the quality of work life.
To know how the various welfare activities and other benefits helps to bring a better
quality of work life.
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DEFINITION :
Quality of work life means “the degree top which members of a work
organization are able to satisfy important personal needs through their experience in the
organization” QWL could be defined as “the Quality of the relationship between the man
and task.
MEANING
Quality of work life 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. QWL 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. QWL 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
QWL refers to the level of satisfaction, motivation, involvement and commitment

individuals experience with respect to their line at work. QWL 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
QWL is a prescriptive concept, it attempts to design work environments so as to

maximize concern for human welfare. QWL acts in two dimensions.
 Goal
 Process
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QWL acts as goal by
 Creation of more involving
 satisfying and effective jobs
 Work environment for people at all levels of the organization
QWL acts as process by
 Make efforts to realize this goal through active participation.
The whole essence of QWL may be stated thus, the QWL 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 QWL :
 The major three main objectives for the QWL are
 Improve employees satisfaction strengthen workplace learning, and
 Better manage on – going chance and transition
MAJOR FACTORS AFFECTING THE QWL
QWL 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 QWL may be stated thus.
Pay:
QWL 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.
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Benefits:
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 work
life for some employees are:
i. Flexible 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 behaviour.
Occupational Stress:
Occupational mental-health programmes dealing with stress are beginning to

emerge as a new and important aspect of QWL programmes. Obviously, and individual
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suffering from an uncomfortable amount of job-related stress cannot enjoy a high quality
of work life.
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.
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.
WAY TO CREATE HIGH QWL:
QWL 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.
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A healthy psychological contract means that inducements and contributions are balance.
INDUCEMENTS = CONTRIBUTIONS
(Organization to employees) = (employee to organization)
This is the way for organization to create healthy psychological contract and Jobs
satisfaction for their members is to provide them with High QWL environment.
ASPECTS OF HIGH QWL:
QWL are 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
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Responsiveness:- Making the work setting more pleasant and able to serve individual
Needs.
QWL PROGRAMMES
QWL 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.
These programmes are helped to avoid some pitfalls like
1. QWL program must be implemented with the co-operation of management and

labour.
2. Action plans must be carried to completion.
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3. Care must be taken to concentrate the focus on the joint objectives of
improving the QWL.
RESULTS OF HIGH QWL:
 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
 Peaceful Organisational relation.
1.4 RESEARCH METHODOLOGY
Research Methodology is a way to systematically solve the research problem.
RESEARCH – MEANING AND DEFINITION
Research is an art of scientific investigation. The advanced learner’s dictionaries

of current English lay are down the meaning of research as, “a careful investigation (or)
inquiry especially through search for new facts in any branch of knowledge”. Redmen
and Mary define research as a “systematic effort to gain knowledge”...
RESEARCH DESIGN
A research design is purely and simply the framework or plan for a study that
guides the collection and analysis of data. Generally a research design is a blue print of
the research that is to be followed in completing the study.
It is descriptive research type are those, which are concerned with describing the
characteristics of a particular individual or of a group, where we cannot control the
variables
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SAMPLING DESIGN
Population : 100 Members
Sampling Unit : Employees
Sample Size : 100 nos.
Sampling Procedure : Simple Random Sampling (probability sampling)
METHOD OF DATA COLLECTION:
Primary data are measurements observed and recorded as part a study to collect original
data. I.e. to conduct first hand investigation. Secondary data was collected with the
help of
 Company records
 Annual Reports
 Product Catalogue
 Discussion with the personnel manager and staff.
RESEARCH INSTRUMENT:
Questionnaire was used to conduct the survey among 50 employees which

includes open-ended and closed ended questions
Open – ended questions:
A question which requires the respondent to answer it in his own words.
Closed ended question:
Likert scale:
A scale by the likert method in which subjects are given a number of

statements and asked to indicate their agreement or disagreement with those statements.
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Dichotomous question:
Here the respondents are under the obligation to answer between two clear cut
alternatives like ‘YES’ or ‘NO’.
TOOLS FOR ANALYSIS:
For the analysis of data and its interpretations, various tools of research were used.
1. Percentage Method:
It refers to special kind of ratio. It is used to making comparisons between two

or more series of data. Percentages are used to describe relationships.
Percentage = No. Of Respondents X 100
Total No. Of Respondents
2. Chi-Square Test:
It is one of the simplest and most widely used non-parametric tests, in statistical
work. The quantity describes the magnitude of discrepancy between theory and
observation. i.e. with the help of x2 test we can know whether a discrepancy between
theory and observation can be attributed to chance or whether it results from the
inadequacy of the theory to fit the observed facts.
The formula for computing chi-square (x2 is as follows)
X2 =∑ {(O-E) 2/E}
3. Weighted Average Method
In the Weighted Average Method, the weighted average can be calculated by

the following formula
XW = ∑WX / ∑X
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Here XW represents the weighted average
“X1, X2, X3, X4,………..Xn” represents the value for variable values
“W1, W2, W3, W4 …Wn” represents the weight age given to the variable.
Steps :
• Multiply the weights (W) by the variables (X) to obtain WX
• Add all WX to obtain WX
• Divide WX by sum of the weights (X) to get weighted average.
4. Rank Correlation
Rank Correlation is the technique of determine the degree of correlation

between two variables in case of ordinal data where ranks are given to the different
values of the variables
Spearman’s Coefficient of Correlation (or) r = 1- 6∑di2
n (n2-1)
di = difference between rank of the two variables
n = number of pair of observations
1.5 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.
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CHAPTER SCHEME:
Chapter I: Introduction.
Chapter II: Company Profile.
Chapter III: Review Of Literature.
Chapter IV: Data Analysis and Interpretation.
Chapter V: Finding and Suggestion & Conclusion.
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CHAPTER II
COMPANY PROFILE
Sri Kumara Guruparar Matric Hr Sec School Thiruppanandal was founded by a

group of highly experienced professionals with a combined experience in the Educational
organisations.
With our extensive experience, vast range of products and service they are able to
offer our studentss a single-point solution for their needs at any point in their
development cycle.
They believe our strength is our in-depth knowledge in all web related solutions.
Theye have the back up of a very strong knowledge base teachers, not just well versed in
the latest technologies but also the older technologies, thus helping us give you the best
solutions for all age students provides some additional coaching like yoga sports
activities and computer based knowledges.
Services:
Our employees services range from complete age group of students
We take pride in understanding the children’s environment, competition, and

related factors that impact what their future are needed and how they are best delivered.
As a result, we've developed a number of students who can be offered as technology
enabler's independent from our strong delivery capabilities.
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CHAPTER III
REVIEW OF RELATED LITERATURE
Quality of work life gained importance between 1969 and 1974 when broad group of
researchers, scholars, union leaders and government personnel developed interest in how-
to improve the quality of an individual through on-the job experience. A series of
attitudinal surveys conducted at the University of Michigan between 1969 and 1973
attracted attention towards the quality of employment. Thus Department of health,
Education and welfare sponsored a study on this issue which led to population of work in
America simultaneously; the pressures of inflation prompted the US government to
address some of these issues. Accordingly a federal productivity commission was
established. These were jointly conducted by the University Of Michigan Quality Of
Work Programme and newly evolved national quality of work centre.
Fleishman(1953)has studied the relationship of supervisory behavior With the

productivity and morale of the sub ordinates , superiors create climate in their department
and high consideration results in high productivity and morale
Ganguli (1964): has argued that the factors that determine performance of the workers in
an Organisational job can be classified under three heads.1. personal factors.2. work
factors.3. environmental (physical and social) factors. Personal factors refer to skills of
the workers and the degree of motivation that determine the extent to which he will
apply his skill to the job. Work factor refers to tools and equipment, method of work and
materials used. Examples environmental factors are (a) physical lightening, ventilation,
etc.. (b) Social and psychological nature of leadership (supervisory and
managerial),social climate in shop, nature of the group formation amongst members ,
etc.. And (c) nature of organizational controls, communication patterns , etc..
According to vroom (1964), productivity depends upon two major Quality Of Work Life
Among School Employees. In most organizational performance of the employees is
relatively more important than the equipments and raw materials. Even in automated
operations, productivity in strategic and co ordinate systems largely depends up on the
15
human performance. Performance of a worker on a task or job is a direct function of his
motivation.
According to hark mentel (1971), the nature of the relationship between job
characteristics and employee reactions to their work (including satisfaction, performance,
and absenteeism) will depend upon the need status of the employees.
Walton (1974) :One of the major interprets of the quality of work life movement have
proposed eight major conceptual areas for understanding, development of human
capacities growth and security, social integration, the total life space and social relevance.
Gazakerly (1975): worker wants from their employment challenges they can meet. some
immediacy in knowing how well they are doing , interesting work , congenial social
climate and degree of security , which enable them to work in co-operative rather than
conflict-ridden situation.
Johnson (1975): View that workers often value such as job interest and good working
conditions above pay. The author concluded that the pay becomes the most important
factor in job satisfaction only when it to seen as compensation for dissatisfying and
alienating job satisfaction.
Chris Arg Ysis (1975): Quality of work life is most conventionally defined as those
perceived input personal needs, which an individual tries to satisfy by working in an
organization, its conceptual foundations, though lay by behavioral scientists.
Westly (1979): Found the utility of the job enrichment programmes as remedies to
political, economic, psychological and sociological problems faced by human beings in
organization.
Nillakant and Tendon (1982): Management can initiate a number of changes in work
procedures; rationalize wage structures and bring about improvements in worker
amenities& working conditions – all these would lead to improvement in quality of work
life.
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Hallowell and Miller(1985) : Employment based on emergent of new values ,which
does not discriminate against those with carrying or other non-work responsibilities and
which provides an opportunity for people to realize their full potential “Humanizing the
work place” is a goal in its own right , one that has been spurred by changing values of
the work force. One major concern has been to humanize the work place by improving
worker satisfaction and working conditions.
Ms Kirpa, (2006): had done a project on “Quality of work life” at Malabar Institute of
Medical Science Ltd and she suggested that among the welfare activities, canteen stands
at dissatisfactory level and provision for drinking water are not kept as per the needs.
Though most of the employees are satisfied with the work. Moreover they except a well
balanced pay structure with regard to the incentives and increments provided. The
researches hope that the suggestions brought forward may implemented by the institute to
improve the quality of work life of their employees.
Ms Aswathy, (2006) had done a project on Britannia Industries Limited, Chennai and her
study considered mainly five factors of Quality of Work Life –Working Environment,
Autonomy, Regulations and competiveness, career prospects and rewards and benefits. It
was found that some of the above factors are not satisfactory for the employees at
Britannia Industries Ltd to ensure good quality of work life; all the factors should be
equally satisfied. A combined effect of all the factors in effective manner will increase
the quality of work life, which increases the productivity which ultimately results in good
return.
Ms Mary Veronica (2006) had done a project on Life Insurance Corporations of

India(Tat bad Branch) she suggested for a recreation club by which Management can
organize family get together once in three months or six months which definitely help to
improve the organization mortality, good co-coordination and team spirit in a best way.
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CHAPTER – IV
ANALYSIS AND INTERPRETATION
Table No: 4. 1
YEARS OF EXPERIENCE:
AGE NO. OF RESPONDENTS PERCENTAGE
0-5 yrs 30 30
5-10 yrs 35 35
10-15 yrs 20 20
More than 15yrs 15 15
TOTAL 100 100
Source : Primary Data
INFERENCE:
The above table shows that majority of 30% of the respondents belongs to the
experience group of 0 to 5 and 35% of the respondents lies between 5 to 10 experience
group. 15% of the respondents fall from the experience group of more than 15yr and
above. The study reveals that all the respondents all experience level are well capable of
assessing the quality of their work life.
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Chart 4.1
YEARS OF EXPERIENCE:
19
Table 4.2
Classification-Gender of respondents
Opinion No of respondents Percentage (%)
MALE 70 70.0
FEMALE 30 30.0
Total 100 100.0
Inference:
From the above table it is inferred that 70% of the respondents are male and 30% of
the respondents are female.
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CHART 4.2
Gender
100
75
50 70
25
No of Respondents
30
0
MALE FEMALE
Gender
21
TABLE 4.3
Classification-Marital Status
Married 56 56.0
Unmarried 44 44.0
Total 100 100.0
Inference:
From the above table it is inferred that 56% of the respondents are married and 44%
Of the respondents are unmarried.
22
CHART 4. 3
Marital Status
100
80
60
40 56 44
20
No of Respondents
0
Married Unmarried
Marital Status
23
TABLE 4.4
Classification-Experience
LESS THAN 2 26 26.0
2-4 42 42.0
4-6 14 14.0
GREATER THAN 18 18.0

6
Total 100 100.0
Inference:
26% of the respondents belong to the experience of less than 2 years.
42% of the respondents belong to the experience of 2-4 years.
14% of the respondents belong to the experience of 4-6 years.
18% of the respondents belong to the experience of greater than 6 years.
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CHART 4.4
Experience
100
80
60 42
40
26 18
No of Respondents
20 14
0
LESS THAN 2 2-4 4-6 GREATER
THAN 6
Experience
25
TABLE 4.5
Classification-Educational Qualification

Illiterate 2 2.0
Secondary 6 6.0
Diploma 16 16.0
UG 70 70.0
PG 6 6.0
Total 100 100.0

Inference:
From the above table it is inferred that 2% of the respondents are Illiterate , 6% of the
respondents are secondary, 16% of the respondents are Diploma, 70% of the respondents
are UG and 6% of the respondents are PG and.
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CHART 4.5
Educational Qualification
100
75
50
70
25
No of Respondents
16
0 6 6
2
Illiteralte Secondary Diploma UG PG
Educational Qualification
27
JOB SATISFACTION
TABLE 4.6
Classification-Working with Sri Kumara Guruparar Matric Hr Sec School

Thiruppanandal
Strongly Agree 70 70.0
Agree 25 25.0
Neutral 4 4.0
Disagree 1 1.0
Strongly Disagree 0 0
Total 100 100.0
Inference:
From the above table it is inferred that 70% of the respondents are Strongly Agree,
25% of the respondents are Agree, 4% of the respondents are Neutral, and 1% of the
respondents are disagree, 0% of the respondents are Strongly disagree.
28
Chart 4. 6
29
TABLE 4.7
Classification-SATISFIED WITH MY JOB
Agree 15 15.0
Neutral 4 4.0
Disagree 1 1.0
Total 100 100.0
Inference:
15% of the respondents are Agree, and 4% of the respondents are Neutral. 1% of the
respondents are Disagree, 0% of the respondents are strongly Disagree.
30
Chart 4. 7
31
Table 4. 8
Classification-PERFORMANCE BEING MONITORED PERIODICALLY

Agree 35 55.0
Neutral 11 11.0
Disagree 4 4.0
Total 100 100.0
Inference:
32
Chart 4. 8
33
Table 4. 9
Classification-WORK ENVIRONMENT MOTIVATION

Agree 30 30.0
Neutral 4 4.0
Disagree 0 0
Total 100 100.0
Inference:
34
Chart 4. 9
WORKING CONDITIONS, SAFETY & HEALTH
Table 4. 10
35
Classification-SATISFIED WITH THE WORKING CONDITIONS
Agree 30 30.0
Neutral 10 10.0
Disagree 5 5.0
Total 100 100.0
Inference:
36
Chart 4.10
Table 4.11
37
Classification-SAFETY POSSIBLE
Agree 30 30.0
Neutral 10 10.0
Disagree 0 0
Total 100 100.0

Inference:
38
Chart 4. 11
39
Table 4.12
Classification-JOB SECURITY
Agree 45 45.0
Neutral 0 0
Disagree 0 0
Total 100 100.0

Inference:
From the above table it is inferred that 45% of the respondents are Agree and 55%
of the respondents are Strongly Agree.
40
Chart 4.12
Table 4.13
41
Classification-SAFETY AND HEALTH CONDITIONS

Agree 30 30.0
Neutral 2 2.0
Disagree 2 2.0
Total 100 100.0
Inference:
42
Chart 4.13
WORKERS PARTICIPATION
Table 4.14
43
Classification-SENSE OF BELONGINGNESS

Agree 30 30.0
Neutral 30 30.0
Disagree 0 0
Total 100 100.0
Inference:
Chart 4.14
44
Table 4.15
Classification-RELATIONSHIP WITH OUR COLLEAGUES
45
Agree 40 40.0
Neutral 10 10.0
Disagree 0 0
Total 100 100.0
Inference:
46
Chart 4.15
Table 4.16
Classification-SKILLS AND ABILITIES
47
Agree 50 50.0
Neutral 0 0
Disagree 0 0
Total 100 100.0
Inference:
48
Chart 4.16
Table 4. 17
Classification-NORMALLY WORK AS PART OF A TEAM
49
Agree 40 40.0
Neutral 10 10.0
Disagree 0 0
Total 100 100.0
Inference:
50
Chart 4. 17
Table 4. 18
Classification-COMMENTS AND SUGGESTIONS
51
Agree 30 40.0
Neutral 10 10.0
Disagree 0 0
Total 100 100.0
Inference:
52
Chart 4.18
53
Table 4. 19
Classification-TEAM WORK HELPS TO ACHIEVE YOUR TARGET

Agree 40 40.0
Neutral 0 0
Disagree 0 0
Total 100 100.0
Inference:
54
Chart 4. 19
TRAINING & DEVELOPMENT
Table 4. 20
Classification-IMPROVING RELATIONSHIP AMONG EMPLOYEES
55
Agree 40 40.0
Neutral 10 10.0
Disagree 10 10.0
Total 100 100.0
Inference:
From the above table it is inferred that 40% of the respondents are Strongly
Agree, 40% of the respondents are Agree, and 10% of the respondents are Neutral. 10%
of the respondents are Disagree, 0% of the respondents are strongly Disagree.
Chart 4. 20
56
Table 4. 21
Classification-TRAINING PROGRAM HELPS AN EMPLOYEE
57
Agree 35 35.0
Neutral 5 5.0
Disagree 0 0
Total 100 100.0
Inference:
Chart 4. 21
58
Chi - Square –Test – I
Table –30
59
Opinion about promotions and the experience of the workers.
Experience Strongly Agree Disagree Strongly Total

Level Agree Disagree
1-5 Years 5 9 5 0 19
(3.8) (9.9) (5.1) (0.2)
5 -10 Years 3 11 10 0 24
(4.8) (12.5) (6.5) (0.2)
>10 Years 12 32 12 1 57
(11.4) (29.6) (15.4) (0.6)
Total 20 52 27 1 100
HYPOTHESIS:
There is no significant relationship between the experience level of workers

and their opinion about promotions.
Degree of Freedom [d.f] = (r-1) (c-1)
= (4 -1) (3 – 1)
= 3*2 = 6
Significance level of 6 at 5%
Calculated value [C.V] = 4.944
Table value [T.V] = 12.592
Conclusion:
60
Since the calculated value is less than the table value, the null hypothesis is
accepted. So it is proved that there is no significant relationship between the
experience level of workers and their opinion about promotions.
Chi - Square –Test – II
61
Table – 31
Opinion about fringe benefits and income level of the workers.
Income Strongly Agree Disagree Strongly Total

Level Agree Disagree
5000-10000 8 22 8 0 38
(10.6) (21.3) (5.7) (0.4)
10000- 20 32 6 1 59
20000 (16.5) (33.0) (8.9) (0.6)
>20000 0 2 1 0 3
(0.8) (1.7) (0.5) (0.0)
Total 28 56 15 1 100
HYPOTHESIS:
There is no significant relationship between the opinion of respondents with

different income level and their opinion on fringe benefits.
Degrees of Freedom[d.f] = (r-1) (c-1)
= (4 -1) (3 –1)
= 3*2 = 6
CONCLUSION:
Since the calculated value is less than the table value, the null hypothesis is
accepted. So it is proved that there is no significant relationship between the opinion of
respondents with different income levels and their opinion on fringe benefits.
Chi – Square Test – III
62
Table –32
Opinion about the opportunities provided in the organization to develop the

employees abilities and their equal treatment at work place.
Equal Treatment at Strongly Agree Disagree Total

work place Agree
Strongly Agree 25 14 4 43
(10.8) (27.1) (5.2)
Agree 0 49 8 57
(14.2) (35.9) (6.8)
Total 25 63 12 100
HYPOTHESIS:
There is no significant relationship between the equal treatment of workers and

their opportunities to develop their own abilities in the organization.
Degrees of Freedom [d.f]
= (r-1) (c-1)
= (3 -1) (2 – 1)
= 2*1 = 2
CONCLUSION:
Since the calculated value is higher than the table value, the null hypothesis is
rejected. So it is proved that there is significant relationship between the equal treatment
of workers and their opportunities to develop their own abilities in the organization.
Weighted Average Method:
63
Table – 33
Employee’s perception on motivational insights
Rank (1-5)
Insights 5 4 3 2 1 Total
Interest in work 28 26 26 14 6 100
Recognition 34 24 1 16 16 100
Award and 9 22 23 24 22 100

Rewards
Compensation 10 12 20 17 41 100
Friendly Co- 19 16 21 29 15 100

workers
Weighted average method = (X1W1 + X2W2 + X3W3 + --------)/N
a. Interest work = (28*5 + 26*4 + 26*3 + 14*2 + 6*1)/N

= (140 + 104 + 78 + 28 + 6)/100
= 356/100 = 3.56
b. Recognition = (34*5 + 24*4 + 10*3 + 16*2 + 16*1)/N
= (170 + 96 + 30 + 32 + 16)/100
64
= 344/100 = 3.44
c. Awards & Rewards = (9*5 + 22*4 + 23*3 + 24*2 + 22*1)/N
= (45 + 88 + 69 + 48 + 22)/100
= 272/100 = 2.72
d. Compensation = (10*5 + 12*4 + 20*3 + 17*2 + 14*1)/100
= (50 + 48 + 60 + 34 + 41)/100
= 233/100 = 2.33
e. Friendly Co-workers = (19*5 + 16*4 + 21*3 + 39*2 + 15*1)/100
= (95 + 64 + 63 + 58 + 15)/100
= 295/100 = 2.95
Rank Weighted Average Score
Rank Weighted Average Attributes
I 3. 56 Interest in work
II 3.44 Recognition
III 2.95 Friendly Co-workers
65
IV 2. 72 Awards and Rewards
V 2.33 Compensation
INFERENCE:
From the table it is clear that among the motivational insights factors
interest in work ranks the top with 356 points resulting an average of 3.56
followed by recognition with 344 points weighing an average of 3.44. It reveals
that both the management and the workers are in mutual understanding as the
interest in the work ranks high and the recognition of the workers ability and skill
by the management is also at high level. The motivational factors like awards and
rewards, compensation and friendliness with co-workers rank less than the general
average of 3. It envisages that the management needs concentration on awarding
rewards and in paying compensation where as the workers shall develop
friendliness with their co-workers to make the work life a quality one.
CHAPTER – V
5.1 FINDINGS FROM THE STUDY
The following findings were observed:
 The table 4.1 shows that majority of 30% of the respondents

belongs to the experience group of 0 to 5 and 35% of the
66
respondents lies between 5 to 10 experience group. 15% of the
respondents fall from the experience group of more than 15yr and
above. The study reveals that all the respondents all experience
level are well capable of assessing the quality of their work life.
 From the table 4.2, table it is inferred that 70% of the respondents
are male and 30% of the respondents are female.
 From the table 4.3, it is inferred that 56% of the respondents are
married and 44% Of the respondents are unmarried.
 From the table 4.4, it is inferred that as 26% of the respondents

belong to the experience of less than 2 years. 42% of the
respondents belong to the experience of 2-4 years. 14% of the
respondents belong to the experience of 4-6 years 18% of the
respondents belong to the experience of greater than 6 years.

Illiterate , 6% of the respondents are secondary, 16% of the
respondents are Diploma, 70% of the respondents are UG and 6%
of the respondents are PG.
67
Strongly Agree, 25% of the respondents are Agree, 4% of the
respondents are Neutral, and 1% of the respondents are disagree,
0% of the respondents are Strongly disagree.
Strongly Agree, 15% of the respondents are Agree, and 4% of the
respondents are Neutral. 1% of the respondents are Disagree, 0%
of the respondents are strongly Disagree.
Strongly Agree, 35% of the respondents are Agree, and 11% of
the respondents are Neutral. 4% of the respondents are Disagree,
0% of the respondents are strongly Disagree
 From the table 4. 9, it is inferred that 66% of the respondents are
Strongly Agree, 30% of the respondents are Agree, and 4% of the
respondents are Neutral. 0% of the respondents are Disagree, 0%
of the respondents are strongly Disagree.
 From the table 4.10, is inferred that 55% of the respondents are
0% of the respondents are strongly Disagree.
68
0% of the respondents are strongly Disagree.
 From table 4.12, it is inferred that 56% of the respondents are
satisfied with lightening and ventilation facilities provided in the
work place, followed by 27% satisfied with canteen facilities and
7% of the respondents opinioned on first aid facilities, 10% of the
respondents opinioned on others includes drinking water, rest
rooms etc.
 13- Table
From table 4.13 it is inferred that 66% of the respondents are
the respondents are Neutral. 2% of the respondents are
Disagree, 0% of the respondents are strongly Disagree.
 14-Table:
From table 4.14 is inferred that 40% of the respondents are
 15-Table:
strongly agree followed by 40% of the respondent are agree
and 10% of the respondents are Neutral.
 16-Table:
69
 17-Table:
 18-Table:
From table 4.18 is inferred that 60% of the respondents are
 19-Table:
 20-Table:
 21-Table:
70
5.2 SUGGESTIONS AND RECOMMENDATIONS
The employees of Sri Kumara Guruparar Matric Hr Sec School

Thiruppanandal., expecting the following from the company.
i. Improvement in rewarding and awarding policies.

ii. Introduction of Promotion policy at operation level
 Employees need high motivation from the top management of the

company.
 Employees needs more compensation from the company
 Employees expects mutual relationship between co-workers
 Employee’s needs special training from the company related to their
job during working period.
 Employees expects the quality of work to be measured periodically
be the company
5.3 CONCLUSION
71
From the study, it is clear that quality of work life of employees in Sri Kumara
Guruparar Matric Hr Sec School Thiruppanandal., is good. This research highlights
some of the small gaps in employee’s satisfaction towards the company.
Compared to other companies believe in employee’s satisfaction and brilliant

productivity hours. Quality mission includes not only the quality of the products but also
the Quality of Work Life.
SRI KUMARA GURUPARAR MATRIC HR SEC SCHOOL

THIRUPPANANDALaim to promote the peaceful Organisational relations and good
organization which is highlighted by management and the employees. Since employees
are the backbone of the company. So company should satisfy them in order to improve
the business in the higher competitive market of the liberalized economy.
BIBLIOGRAPHY
REFERENCES
BOOKS:
1. K. Aswathappa (1997), “Human Resources and Personal Management”
Tata Mcgraw-Hill Publishing Company Limited, New Delhi – 110 001.
72
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. R.S.N. Pillai and V. Bhagavathi (1998), “Statistics” of Sultan Chand and

sons, New Delhi, pp. 132-141, II Edition.
6. Biswaject pattanayak (2001), “Human Resources and Personal

Management” Prentice Hall of India Pvt., Ltd. New Delhi.
7. WEBSITES:
www.classicmoulds.com
www.humanresources.com
www.qualityofworklife.com
www.ask.com
www. indianplasticportal.com
APPENDIX
A STUDY ON QUALITY OF WORK LIFE IN SRI KUMARA GURUPARAR

MATRIC HR SEC SCHOOL THIRUPPANANDAL
QUESTIONNAIRE
Dear Sir / Madam,
73
I am doing a research work on “Quality of work life of an Employee in Sri Kumara
Guruparar Matric Hr Sec School Thiruppanandal”. I would request you to kindly spare
some time to fill up this questionnaire.
Thank you very much for your co-operation
Personal Information:
Q1. Name:
Q2. Age:
 21-30 yrs  31-40yrs  41-50yrs  51-60yrs  Others
Q3. Gender:
 Male  Female
Q4. Marital Status:
 Married  Unmarried
Q5. Education:
10th STD 12th STD  Graduate  Post graduate
Q6. Designation:
 Top level  Middle level  First level  others
Q7. Working Experience:
 Below2yrs  2-5 yrs  5 – 10 yrs  Above10 yrs
SA -- Strongly Agree
A -- Agree
N -- Neutral
74
D -- Disagree
SD – Strongly Disagree
75
S.No Questions SA A N D SD
JOB SATISFACTION
1 How do you feel working with Sri
Kumara Guruparar Matric Hr Sec School
Thiruppanandal?
2 I am satisfied with my job
3 Is your performance being monitored

periodically?
4 Does the work environment motivate

you?
WORKING CONDITIONS, SAFETY & HEALTH

5 I am satisfied with the working
conditions provided by Sri Kumara
Guruparar Matric Hr Sec School
Thiruppanandal?
6 Where I work, employees and

management work together to ensure
the safest possible working conditions
7 Do you feel there is Job security in your

organization?
8 The safety of workers is a high priority

with management where I work?
9 The safety and health conditions where I

work are good?
WORKERS PARTICIPATION
10 Sense of belongingness increase with
the cooperation?
11 There is a harmonious relationship with

our colleagues in Sri Kumara Guruparar
Matric Hr Sec School Thiruppanandal?
12 My job lets me use my skills and abilities
13 I feel that my work allows me to do in a

particular area where I can do best
14 In your job, do you normally work as

part of a team?
15 Do you feel free to offer comments and

76
suggestions?
16 Does team work helps to achieve your

target?

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CHAPTER – I

The project was undergone in SRI KUMARA GURUPARAR MATRIC HR SEC

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

QWL refers to the favorableness or un-favorableness of a total job environment of

Q - Quest for excellence

I - Involvement of the people

1.2 SIGNIFICANCE OF THE STUDY:

1.3 OBJECTIVES OF THE STUDY:

2. To find out how quality of work life leads to higher satisfaction.

3. To know the existing working conditions, Organisational Health and

4. To study the Employees participation in SRI KUMARA GURUPARAR

5. To examine how the training and development programmes helps to

Quality of work life has gained deserved prominence in the Organizational

 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

QWL refers to the level of satisfaction, motivation, involvement and commitment

QWL is a prescriptive concept, it attempts to design work environments so as to

 Creation of more involving

 satisfying and effective jobs

 Work environment for people at all levels of the organization

QWL acts as process by

 Make efforts to realize this goal through active participation.

 The major three main objectives for the QWL are

 Improve employees satisfaction strengthen workplace learning, and

 Better manage on – going chance and transition

MAJOR FACTORS AFFECTING THE QWL

Employees want stability of employment. They do not like to be the victims of

Alternative Work Schedules:

Employees demand more freedom at the workplace, especially in scheduling their

i. Flexible time: A system of flexible working hours,

Occupational mental-health programmes dealing with stress are beginning to

Employees have a genuine hunger for participation in organizational issues

The work environment should provide opportunities for preserving an employee's

Work and total life space:

WAY TO CREATE HIGH QWL:

(Organization to employees) = (employee to organization)

ASPECTS OF HIGH QWL:

QWL are highlighted by the following Benchmarks of managerial excellence.

Participation:- Involving people from all levels of responsibility in decision-

QWL programmes concentrate on creating a working environment that is

These programmes are helped to avoid some pitfalls like

1. QWL program must be implemented with the co-operation of management and

2. Action plans must be carried to completion.

RESULTS OF HIGH QWL:

 Increase organizational effectiveness

 High employee satisfaction

 Reduce the absenteeism and labour turn over

 Increase the quality of life of employees

 High employee involvement

 Peaceful Organisational relation.

1.4 RESEARCH METHODOLOGY

Research Methodology is a way to systematically solve the research problem.

RESEARCH – MEANING AND DEFINITION

Research is an art of scientific investigation. The advanced learner’s dictionaries

Population : 100 Members

Sampling Unit : Employees

Sample Size : 100 nos.

Sampling Procedure : Simple Random Sampling (probability sampling)

METHOD OF DATA COLLECTION:

 Discussion with the personnel manager and staff.

Questionnaire was used to conduct the survey among 50 employees which

Open – ended questions: