A

PROJECT REPORT ON
QUALITY OF WORK LIFE
AT
HINDUJA GLOBAL SOLUTIONS
SUBMITTED BY

Ms. A SRIKARI
H.T.NO: 280120684007

PROJECT SUBMITTED IN PARTIAL FULFILLMENT FOR THE

AWARD OF THE DEGREE

BACHELOR OF BUSINESS ADMINISTRATION

OSMANIA UNIVERSITY,

HYDERABAD.

ST. JOSEPH’S DEGREE COLLEGE

(AFFILIATED TO OSMANIA UNIVERSITY)

ATTAPUR, HYDERABAD .

(2022-2023 )
 ST. JOSEPH’S DEGREE COLLEGE
ATTAPUR, HYDERABAD. PH. NO: 61759749
WEBSITE: www.st-josephs.in, EMAIL ID: st22109@gmail.com ph: 040-61759749

CERTIFICATE

This is to certify that Ms. A SRIKARI is a bonafide student of BBA III YEAR of this
institution with Hall Ticket No: 2801-2068-4007 for this Academic year 2022-2023. He has
submitted a project on QUALITY OF WORK LIFE from the organization HINDUJA
GLOBAL SOLUTIONS under the supervision of SALIMA DESHMUKH.

DATE: PRINCIPAL
 ST. JOSEPH’S DEGREE COLLEGE
ATTAPUR, HYDERABAD . PH. NO: 61759749
WEBSITE: www.st-josephs.in, EMAIL ID: st22109@gmail.com ph: 040-61759749

CERTIFICATE

This is to certify that Ms. A SRIKARI of BBA III YEAR with Hall Ticket No: 2801-
2068-4007 for the academic year 2022-2023 has completed a project on QUALITY OF
WORK LIFE from HINDUJA GLOBAL SOLUTIONS under the supervision of
SALIMA DESHMUKH.

DATE: SIGNATURE OF THE GUIDE

 ST. JOSEPH’S DEGREE COLLEGE
ATTAPUR, HYDERABAD . PH. NO: 61759749
WEBSITE: www.st-josephs.in, EMAIL ID: st22109@gmail.com ph: 040-61759749

CERTIFICATE

This is to certify that the project is submitted by Ms. A SRIKARI bearing Hall Ticket No:
2801-2068-4007 of BBA III YEAR on the project QUALITY OF WORK LIFE from
HINDUJA GLOBAL SOLUTIONS during the academic year 2022-2023

External Examiner Internal Examiner

 DECLARATION

I here by state that the information related to my project on QUALITY OF

WORK LIFE from HINDUJA GLOBAL SOLUTIONS is the primary data
related to my subject and it is part of curriculum under the Osmania university
jurisdiction and it is not submitted to any organization or institute.

Place: Hyderabad

Date:

Ms. A SRIKARI
 ACKNOWLEDGEMENT

As a student of St. Joseph’s Degree College is affiliated to Osmania University. I express my

heartfelt thanks to the HINDUJA GLOBAL SOLUTIONS organization for providing the
necessary information related to my project.

I also express my sincere thanks to the Sri. SIRAJUDDIN, Hon. Secretary & correspondent
of St. Joseph’s Degree College and Smt. S.JYOTHI LAKHSMI, Principal St. Joseph’s
Degree College who provided me the opportunity and complete cooperation facilities and all
the necessary infrastructure to complete my project.

Last but not the least it is my good fortune to have a dedicated faculty and guide for my
project, their whole-hearted co-operation helped in completing the project in time and
acquiring the knowledge.

Ms. A SRIKARI

2801-2068-4007
 ABSTRACT

The main objective of this research is analysis of quality work life on employee's
performance. quality of work life is fast becoming an imperative issue to achieve the goals
and objectives of the organization in every sector be it education, service sector, organization
sector, tourism, manufacturing, etc. attrition, employees commitment, productivity etc.
depend upon the dimensions of quality of work life i.e. job satisfaction, organizational
commitment, reward and recognition, participative management, work life balance, proper
grievances handling, welfare facilities, work environment, etc. an organization offers a better
QWL then it grows the healthy working environment as well as pleased employee. high
QWL can give a result in better organizational performance, effectiveness, innovativeness,
etc. consequently, to contribute better life for all those peoples whom organizational
members serve and with whom they deal and interact.
 CONTENTS

CHAPTER NO TITLES PAGE NO

CHAPTER -I INTRODUCTION

 NEED OF THE STUDY

1-11
 OBJECTIVE OF THE STUDY
 SCOPE OF THE STUDY
 RESEARCH METHODOLOGY
 LIMITATION OF THE STUDY

CHAPTER –II REVIEW OF LITERATURE 12-22

CHAPTER –III COMPANY PROFILE 23-43

DATA ANALYSIS AND 44-60

CHAPTER – IV
INTERPRETATIONS

FINDINGS 61-64

CHAPTER – V SUGGESSIONS

CONCLUSIONS

BIBLIOGRAPHY 65-66

QUESTIONNAIRE 67-70
 CHAPTER – I
INTRODUCTION

1
 INTRODUCTION
The quality of work life(QWL) is a wide term covering an immense of programmers’
variety, techniques, theories and management styles through which organizations and
jobs are designed so as grant employees more autonomy, responsibility and authority
than is usually done. It is a comprehensive, department- wide program designated to
improve employee satisfaction, strengthening workplace learning and helping
employees (Anonymous, 2005). A high quality of work life is essential for
organizations to continue, to attract and retain employees (Sandrick,2003).
Many factors contribute to QWL which includes adequate and fair remuneration, safe
and healthy working conditions and social integration in the work org. that enables
an individual to develop and use all his or her capacities; it holds that people are the
most important resource in the organization as they are trustworthy, responsible and
capable of making valuable contribution and they should be treated with dignity and
respect. (Straw, R.J. and C.C.Heckscher, 1984).

Importance of Quality of Work Life

QWL is a multi-dimensional aspect. QWL has been more widely studied, The
consideration of quality of work life as the greater context for various factors in the
work place such as job satisfaction and stress,(may offer opportunity for more cost-
effective interventions in work place).The quality of work life is a wide term covering
an immense variety programmers, techniques, theories and management styles
through which organizations and jobs are designed so as grant employees more
autonomy responsibility and authority than is usually done. Quality of Working Life
is a term that had been used to describe the broader job- relatedexperience an
individual has whilst for many years, it has been much research into job satisfaction
and more recently, an interest has arisen into the broader concepts of stress and
subjective well-being. The precise nature of the relationship between these concepts
has still been little explored. Stress at work is often considered in isolation, where
in it is assessed on the basis that attention to an individual's stress management
skills or the sources of stress will prove to provide a good enough basis for
effective intervention. Alternatively, job satisfaction may be assessed, so that action
can be taken which will enhance an individual's performance.

2
Somewhere in all this, there is often an awareness of the greater context, where upon
the home-work context is considered. for example, and other factors such as an
individual's personal characteristics and the broader economic or cultural climate
might be seen as relevant. In this context subjective well-being is seen as drawing
upon both work and non- work aspects of life.
According to J. Richard and J. Loy, "QWL is the degree to which members of a work
organization are able to satisfy important personal needs through their experiences in
the organization".

While the task force set in 1979 by the American Society for Training and
Development [ASTD] defined QWL as a process of work organization which enables
its members at all levels of to actively participate in shaping the organization's
environments, methods and outcomes. This value-based process is aimed towards
meeting the twin goals of enhanced effectiveness of organization and improved
quality of life at work for employees. Quality of work life efforts are systematic
efforts made by an organization to give its employees a greater opportunity to affect
the way in which they do their jobs and the contributions they make to the overall
effectiveness of their organization.
Richard Walton explains quality of work life in terms of eight broad conditions of
employment that constitute desirable quality of work life (QWL). He proposed the
same criteria for measuring QWL. Those conditions/criteria include :
 Adequate and fair compensation.
 Safe and healthy working condition.
 Opportunity to use and develop human capacities.
 Opportunity for career growth.
 Social integration in the work force.
 Constitutionalism in the work organization.
 Work and quality of life and
 Special relevance of work.
Work is an integral part of our everyday life, as it is our livelihood or career or
business. On an average we spend around twelve hours daily in the work place,
that is one third of our entire life; it does influence the overall quality of our life.

3
It should yield job satisfaction, give peace of mind, a fulfillment of having done a
task, as it is expected, without any flaw and having spent the time fruitfully,
constructively and purposefully. Even if it is a small step towards our lifetime goal, at
the end of the day it gives satisfaction and eagerness to look forward to the next day.

Facts
Work-life balance describes the when, where and how individuals work, leading them
to be able to enjoy an optimal quality of life. Work-life balance is achieved when an
individual’s right to a fulfilled life inside and outside paid work is accepted and
respected as the norm, to the mutual benefit of the individual, business and society.
Human Resource Management ("HRM") is a way of management that links
people- related activities to the strategy of a business or organization. HRM is often
referred as a "strategic HRM". It has several goals:
 To meet the needs of the business and management (rather than just serve the
interestsof employees)
 To link human resource strategies/policies to the business goals and
objectives;
 To find ways for human resources to "add value" to a business;
 To help a business gain the commitment of employ Human resources
Management originally began as personnel management, but today it
encompasses many well-defined sub-streams of functions that can be listed as
under:
 Workforce planning
 Recruitment
 Orientation & skills management
 Personnel administration & compensation
 Time management
 Employee benefits administration & personnel cost planning
 Performance appraisal
Each of these sub-streams is a more or less specialized function, yet one can say that
HRMitself is more than all of these put together.
The greatest challenge of Human Resource Management Unlike managing other
resources like machines, real estate and finance, managing human beings is a totally
different ball game, simply because unlike other assets, each employee has his own

4
goal and will work first to attain that goal, even if it is at the cost of the goals of the
organization. Thus, no employee can ever be made to provide his optimum output for
the organization unless the goals of the organization are closely aligned with his own
goals.

STATEMENT OF THE PROBLEM

1. The aim of the study includes the following factors towards the quality of
Work life. 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.
2. Training is an important area were the employees can utilize for their self-
development and updating of their work knowledge. Ultimately every effort
that the management takes for the employees 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.
3. Thus, the present study is an attempt describing their factors as a tool to access
the Quality of work life of the employees.

5
NEED OF THESTUDY
1. The purpose of study is to learn the practical applicability of the theoretical
knowledgegained about work life.
2. To gain knowledge about, the work life as well as to know the effectiveness or
ineffectiveness of the employees’ work atmosphere in Hinduja Global
Solutions to provide suggestions if any for having an effective working
condition of Hinduja Global Solutions
3. To Increase the effectiveness of different work life techniques and behaviors
for all types of employees’ in the organization.
4. To identify the various types of employees’ behaviors.
5. To obtain the number and quality of employees that can be selected in order
to helpthe organization to achieve its goals and objectives.

6
OBJECTIVE OF STUDY

1. To understand the meaning and objectives of quality of work life at Hinduja

Global Solutions .

2. To gain insight of the quality of working performance of employees over all at

Hinduja Global Solutions

3. It is always not necessary that the employees respond interestingly to the

questions.

4. As the respondents come from different walks of life, problems were

faced whileinterviewing them.

5. To know the employees’ feed back towards the redressed of grievances by

Hinduja Global Solutions .

6. To ascertain the role of media in promoting and creating awareness towards

the diversified portfolio of Hinduja Global Solutions products.

7. To find out the quality of service in terms of grievances handling, incentives,

promotions, rewards and recognitions and the various services that are being
offeredby Hinduja Global Solutions .

8. To study the satisfaction levels of employees.

7
SCOPE OF THE STUDY

1. The scope of project work is to get the opinions from respondents on theissues
mentioned earlier.

2. It is limited to the twin cities of Hyderabad is confined to the urban areas as

therespondents are the subscribers of Hinduja Global Solutions services is one
form or the other.

3. The principle of democracy: (meaning greater authority responsibility to

employees, it empires (QWL)

4. Organizational changes.

5. Employee’s participation in management.

6. Security of employment.

7. Rewards and recognitions

PERIOD OF THE STUDY

The period study will be accomplished in 35 days at Hinduja Global Solutions.

8
RESEARCH METHODOLOGY
Research methodology is the investigation of specific problem in detail. At first
problem is defined carefully for conducting research .There should be a good research
planfor conducting research. No research can be done without data collection. After
all this analysis is made for getting solutions for problem.
1. Defining the problem
2. Defining the sampling plan
3. Collection of data
4. Analysis and interpretation
Defining The problem :-

Defining the research problem is first necessary step for any research. This work
should be done Carefully .Here research problem is to know quality of work life at
Hinduja Global Solutions
SAMPLING DESIGN :-

Sample element/sample unit

Our sample element consists of HR dept employees of Hinduja Global

SolutionsSample extent
Hinduja Global Solutions , India, Pvt, Ltd(HYD)Sample size
Across 100 employees of Hinduja Global Solutions are covered.

DATA COLLECTION:
Sources of data collection:
Primary Data
Primary Source of information is collected type job interview about QWL
Secondary Data Secondary data is collected from internet, registers, records,
journals,articles, magazines and annual reports of the organization.

Data collection Instrument: Questionnaire Design begins with an understanding of

the capabilities of a questionnaire and how they can help in research. If it is
determined that a questionnaire is to be used, the greatest care goes into the planning
of the objectives.

9
DATA SAMPLING:
Data sampling process includes the following steps that are sequentially shown
1. Define the Target Population

2. Define the Sampling frame

3. Determine the sample size
4. Execute the sampling process

Sample Size Design

It refers to the number of elements to be included in the study. Asample design is a
definite plan for obtaining a sample from a definite population. It refers to the
technique or the procedure the researchers would adopt in selecting items for the
sample. It is determined before data is collected. In this study
100 samples are collected from the employers.
Sampling Process
Convenience Sampling: A convenience is obtained by selecting ‘convenient’
population units. The method of convenience sampling is also called the chunk. A
chunk refers to that fraction of the population being investigated which is neither by
probability nor by judgement but by convenience.

10
LIMITATIONS OF THE STUDY
The below are the limitations faced by me when undergoing this project on quality of
work life at Hinduja Global Solutions.
1. It is always not necessary that the employees respond interestingly to the
questions. As the respondents come from different walks of life, problems
were faced while interviewing them.
2. The information which I gathered isn’t purely based on primary data but also
based onsecondary data from the website of the company and magazines.
3. It isn’t necessary that the information given by the respondents are very
much true. This analysis is purely based on the responses of the employees.
No information is either included or excluded from it.
4. The sample size is 100. The study was confined to it.

11
 CHAPTER – II
REVIEW OF LITERATURE

12
 REVIEW OF LITERATURE-
Introduction
Human resources play a very important role in success of an organization and thus,
Management of human resource assumes importance. Many aspects affect the
management of human resources. One such aspect is Quality of Work Life (QWL). It
is a philosophy, a set of principles which holds that people are the most important
resource in the organization as they are trustworthy, responsible and capable of
makingvaluable contribution and they should be treated with dignity and respect. The
elements that are relevant to an individual’s quality of work life include the task,
the Physical work environment, social environment within the organization,
administrative system and relationship between life on and off the job.QWL
consists of opportunities for active involvement in group working arrangements or
problem solving that are of mutual benefit to employees or employers, based on
labor management cooperation. People also conceive of QWL as a set of methods,
such as autonomous work groups, job enrichment, and high involvement aimed at
boosting the satisfaction and productivity of workers. It requires employee
commitment to the organization and an environment in which this commitment can
flourish.
Human resource management:-evolution
The early part of the century saw a concern for improved efficiency through careful
design of work. During the middle part of the century emphasis shifted to
the employee's productivity. Recent decades have focused on increased concern for
the quality of working life, total quality management and worker's participation in
management. These three phases may be termed as welfare, development and
empowerment. Thus, QWL is a comprehensive construct that includes an individual’s
job related well-being and the extent to which work experiences are rewarding,
fulfilling and devoid of stress and other negative personal consequences.

Humanised Work Through QWL

One option was to re-design jobs to have the attributes desired by people and re-
design organizations to have the environment desired by the people. This approach
seeks to improve QWL. There is a need to give workers more of a challenge, more of
a whole task, more opportunity to use their ideas. Close attention to QWL provides a

13
more humanized work environment. It attempts to serve the higher-order needs of
workers as well as their more basic needs. It seeks to employee the higher skills of
workers and to provide an environment that encourages them to improve their skills.
The idea is that human resources should be developed and not simply used. Further,
the work should not have excessively negative conditions. It should not put workers
under undue stress. It should not damage or degrade their humanness. It should not
be threatening or unduly dangerous. Finally, it should contribute to or at least leave
unimpaired workers’ abilities to perform in other life roles such as citizen, spouse and
parent. That is work should contribute to general social advancement.

Job Enlargement vs. Job Enrichment:-

The modern interest in quality of work life was stimulated through efforts to
change the scope of people’s jobs in attempting to motivate them. Job scope has two
dimensions – breadth and depth. Job breadth is the number of different tasks an
individual is directly responsible for. It ranges from very narrow (one task performed
repetitively) to wide (several tasks).Employees with narrow job breadth were
sometimes given a wider variety of duties in order to reduce their monotony; this
process is called job enlargement. In order to perform these additional duties,
employees spend less time on each duty. Another approach to changing job breadth is
job rotation, which involves periodic assignment of an employee to completely
different sets of job activities. Job rotation is an effective way to develop multiple
skills in employees, which benefits the organization while creating greater job interest
and career options for the employee.
The Human Resource Department’s Role
The role of human resource department in QWL efforts varies widely. In some
organizations, top management appoints an executive to ensure that QWL and
productivity efforts occur throughout the organization. In most cases, these executives
have a small staff and must rely on the human resource department for help with
employee training, communications, attitude survey feedback, and similar assistance.
In other organizations, the department is responsible for initiating and directing the
firm’s QWL and productivity efforts. Perhaps the most crucial role of the department
is winning the support of key managers. Management support- particularly top
management support appears to be an almost universal prerequisite for successful
QWL programs. By substantiating employee satisfaction and bottom-line benefits,

14
which range from lower absenteeism and turnover to higher productivity and fewer
accidents, the department can help convince doubting managers. Sometimes
documentation of QWL can result from studies of performance before and after a
QWL effort. Without documentation of these results, top management might not have
continued its strong support. Both employers and employees now better appreciate
the importance of the Quality of work life in an organization. Quality of work life is
important to organizational performance (Grayson,1973).Quality of work life is an
important factor that affects motivation at work (Ghosh, 1992).Quality of work life
programmers has two objectives: To enhance the (i)productivity and
the(ii)satisfaction of employees (Garden, 1984). Quality of work life is the quality of
the content of relationship between employees total working environment with
human dimensions added to the usual technical and economic.

Article
Websites
https://pdfs.semanticscholar.org/dedf/915da8b7b39c4068ed2466ef13cc0314f831.
pdf
Lau (2000)studied on Quality of work life and performance to provide ad hoc
analysis of two key elements of the service profit chain and find out the relation
between in growth and QWL. This research evaluated the performances, in terms of
growth and profitability, based on a sample of QWL and S&P 500 companies. 29
QWL companies remained for the purpose of this study. The control group consisted
of 208 service companies selected from the list of S&P 500. The results showed
QWL companies have a higher growth rate, measured by the five-year trends of sales
growth and asset growth than that of the S&P 500 companies. The results also
indicated that QWL companies indeed enjoyed higher growth rates than those of S&P
500 companies, and their differences are statistically significant. On average,
QWLService companies have an average sales growth rate while the control group
companies have below average.
David Lewis et al (2001)studied on the extrinsic and intrinsic determinants of quality
of work life. The objective of the research was to test whether extrinsic or intrinsic or
prior traits test predict satisfaction with QWL in health care. The variables used
extrinsic traits: salary or other tangible, intrinsic traits: skills, level, autonomy and
challenge, prior traits: gender and employment traits, co-workers, support,supervisor,

15
treatment and communication. Survey was conducted in 7 different health care and
respondents was 1,819/5486 staff (33%). Data was gathered from the circulate
questionnaire and test applied for data analysis was regression method and factor
analysis. The findings showed pay, supervisor style, commitment and discretion, all
play a role in determining QWL. Female employees were less satisfied with these
traits than male.

Md. Zohurul Islam et al (2006)investigated of QWL and organization performance in

Dhaka processing zone .The objective of research is QWL is hypothesized to directly
or indirectly influenced organizational performance and identify the relation between
QWL with OP = Organizational Performance QWL = Quality of Work Life JS =
Employee Job Satisfaction WAGPOL = Company wage policy COMPOL =
Company policy UNION = Union. The variables of the research used OP,JS, WP
and UP. Simple random sampling method used for data collection and the test
applied to data analysis was chi-sq.uare test and regression .Finding of the research
showed QWL is not significant relation with OP,union,wage,job satisfaction and
company policy is highly significant with OP with the level of significant 5%. When
dependent variable is job satisfaction then company policy, QWL has positive
significant relationship with Job satisfaction. Variable Union policy has positive
relation but no significant with JS QWL is related to Job Satisfaction. Organizational
performance taken as a dependent variable then it showed that QWL has no
significant relationship with Organizational Performance.

Linda K. Johnsrud (2006)studied on Quality of faculty work life: The University of

Hawaii to describe the changes in QWL from 1998 to now. The objective of the
study was to find out the current level of satisfaction. Variables were used Relations
with the department chair, campus service, community service, faculty relation,
salary and demographic factor. The study included all 3,490 members of the UH
faculty and /marks the first time that this survey was conducted entirely online and
yielded 1,340 responses for a 38% return rate and to analyze the data T- test was used
by the researcher. The result showed that salary was the main variable for satisfaction
from year 1998 to 2006. Faculty relations and community services is the most
positive elements in faculty work life and other finding was campuses’faculty are
generally more satisfied than others.

16
J. Gnanayudam&AjanthaDharmasiri (2008)studied Influence of quality of work life
on organizational commitment by investigated on unsatisfactory level of commitment
among workers in medium and large organizations in the apparel industry in Sri
Lanka. A convenient sampling technique was adopted for the research. The sample
size was limited to 87 workers and Pearson correlation used for data analysis. The
result showed that QWL has a positively significant relation with the commitment
and moderator effect of HRDC on the relationship between QWL and Commitment.

Normal and Daud (2010)investigated the relation between QWL and Organizational
Commitmentamongst employees in Malaysian firms. The objective was to investigate
the relationship between QWL and Organizational Commitment and to identify the
extent of QWL of employees. A random sample of 500 employees was taken at the
supervisory and executives’ levels in various firms in Malaysia received the
questionnaire. Of these, 360 useable responses were returned and analyzed, which
represented a 72% response rate. Research based on the Quantitative approach and random
sampling method used for data collection. Variables adopted for the research were
Dimensions of QWL: growth and development, participation, physical environment,
supervision, pay and benefits social relevance and workplace integration, dimensions of OC:
affective commitment

W.N. Thalang et al (2010)studied onqualityof work life indicators as a corporate

socialresponsibility of electrical and electronics private Organizations in Thailand.
Objective of the research was finding out the quality of Work Life Indicators as a
Corporate Social Responsibility. It is a documentary research and data were collected
from the in-depth interview with experts and specialist and multiple research method.
Health environment, total life span, work life balance, adequate and fair
compensation, social integration support used as dimensions of QWL and four major
dimensions of CSR, namely: economic, environmental, social and ethics used as a
parameter. The result showed that QWL indicates perception about for a more
effective CSR, developing a good Quality of Work Life (QWL) is crucial.

17
T. Ayesha et al (2011)have done worked on QWL among male and female employees
of private commercial banks in Bangladesh to find out there is any significant
difference among male and female bank employee’s perception over QWL issues.
Researcher adopted convenient sampling to data gathering over a sample 192
employees and factor analysis and consistency Wilcoxon analysis, Mann –Whitney-
U test and Bartlett test for analyzed data. The dimensions of QWL used job design,
employee relation, working environment, socialization efforts, adequate and fair
compensation, opportunities to develop human, growth and development, flexible
work schedule, job assignment, work and total life span and in demographic factor
age , gender and experience was used. Finding of the research showed male
employee’s perception differs from the female employees its means management of
banks are more concerned about the job design of the male employees. The second
finding about perception said that male’s perception more positive compared
female’s employees except in the terms of socialization.

B.Alireza et al (2011)researched on the Relationship between Quality of Work Life

and Demographic Characteristics of Information Technology Staffs Relationship b/w
QWL and demographic characteristics of IT staff with objective Measure the relation
b/w QWL and demographics. The dimensions of QWL used as fair compensation,
safe and healthy environment, growth and security, social relevance, life span, social
integration, development of human capacities and age, gender, work experience
income has taken as demographic factors. Data gathered from the 5 IT companies
over 292 employees and ANNOVA one way used for the data analysis. Result
showed there is no significant relation found between gender and QWL but positive
significant relationship between IT staff and QWL, work experience and QWL and
income and QWL.

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

Job Satisfaction in manufacturing organization – an Empirical study. The objective
was to find the perception of employee’s impact on Job satisfaction. Convenience
sampling method used for the data collection and questionnaire received 251
employees out of 460 employees. Three variables of QWL were used such as

18
meaningfulness, pessimism about organizational change and self- determination and
job satisfaction. Test used for data analysis were factor analysis, Bartlett test and
Kaiser-Meyer-olkin. The Findings showed that three QWL variables are significantly
related to job-satisfaction and perception of employees towards QWL also directly
related to Job satisfaction. There is no satisfaction towards other job-related aspects
such as health care benefits, working environment, flexible work, relationship with
peers and superiors.

ChandranshuSinha (2012),factors affecting quality of work life: Empirical Evidence

from Indian Organizations. Sampling size was taken for this research was 100
employees and Career growth & development, Organizational Culture, emotional
supervisory support, flexible work arrangement, employee motivation, Organizational
commitment, job satisfaction, rewards and benefits and compensation used as a
dimension of QWL. Dataanalyzed through Kaiser Meyer Olkin which determine the
sufficiency of the sample size and Bartlett test of sphericity was calculate the
meaningfulness of the correlation matrix and factor analysis. According to this
research paper comes on conclusion that profit of successful organization is not
achieved at the expense incurred to the employee by organization.

Ayesha T. (2012)evaluated the quality of work life of the faculty members of private
universities in Bangladesh with the objective is to investigate the factors affecting the
overall perception of QWL. Dimensions of QWL was taken fair competition, growth
security, work and life system, development human capacities, social integrate, social
relevance. The method used for data collection was cluster sampling. Spearmen’s
rank correlation technique was applied which is suitable for ranking data and also the
test is non-parametric. Results after test showed dimensions are significantly co-
related with QWL. There is highly satisfaction in the female regarding QWL
dimensions compared to male. Teaching experience of less than one year is more
positive about their QWL and its related dimensions compared to
experiencedteachers.

S. Mortazavi (2012)studied the Role of the Psychological Capital on Quality of Work

Life and organization performance. Data was collected from nurses of four hospitals
in which two hospitals were private and two hospitals were public. Sample size was

19
207 nurses which were selected random sampling method and Self-
efficacy,Optimism, Hope, Resiliency, Survival Needs, Belonging Needs and
Knowledge Needs are treated as exogenous variables and Psychological Capital and
QWL are treated as endogenous variable. For data analysis researcher used scale
means, reliability, and inter-scale correlations. One of the most important factors that
plays positive role is Psychological Capital of human resource of that organization.
Research shows that Psychological Capital is a more state-like factor than
personality traits and QWL has positive and significant relation with organization
performance.

Mina. P et al (2013)studied on Relationship between self –esteem, organizational

attachment and perceptions of QWL in Jihad-e-Keshavarz Organization of Isfahan.
The objective of the research was to find out the relationship between self-esteem
organizational attachment and perception ofQWL.Samplesize has taken 195
employees and simple random sampling for data collection. Pearson correlation
coefficient and multiple regressions were used to analysis the data. Variables studied
that were dimensions of QWL: Employee participation, career development, problem
solving, job security, employee communication, job pride, fair pay, industrial safety
and protection, and organizational identity, Dimensions of self-esteem: self-
acceptance, living consciously, self-responsibility, living purposely, personal integrity and
self- assertiveness, dimensions of Organizational attachment: Organizational Commitment,
Job Satisfaction, intend to leave the organization, group coherence, organizational identity
and organizational interest Findings showed that positive relationship between dimensions
of Organizational Attachment and QWL.There is a Positive relationship between pillars of
self-esteem and dimensions of QWL.Self-responsibility,integrity,fair pay with living
purposefully,living consciously, self-acceptance,job security with purposefully are not co-
relatedwitheachother.Self –esteem is co-related with organizational Attachment.

NoushinKamaliSajjadet al (2013)studied on relationship QWL and Organizational

Commitment due to this research researcher wanted to recognize relationship between
QWL and OC and its components. The methods used were random stratified
sampling for data gathered. To analyze the data, Pearson correlation coefficient used
to calculate the rate of significant relationship between components Kolmogorov-

20
Smirnov test to identify the statistical population normality. Variable used the
findings pertained that there is direct and significant co-relation between fair and
enough payment (salary and allowances) and Organizational Commitment and also
significant correlation between health security and work conditions and
Organizational Commitment and balance in work and other life aspects with
organizational commitment. Researches gave the rankingof dependent and
independent variable due to which social integration, cohesion and general space of
life had most related with job-performance .fair and enough payment and growth
opportunity and continuous security had least related with job-performance. Salary
and allowance have at least effect on Organizational Commitment.Health and
security,work condition most important factor affecting OC. Development is not
leastnot important factor affecting OC.

Aloys.N.K (2013)studied on working Environment Factors that Affect QWL among

Attendants in Petrol Stations in Kitale Town in Kenya. The objective was to identify
working environment affect QWL.The method used was exploratory survey with
coefficient of co-relation test for data analysis. Findings showed that positive co-
relation between work environment and mode of QWL job enrichment, job rotation,
autonomous,flexible workingtime,workgroups,career growth and development,
relation with supervisor. The result showed that there is no significance relation between
experience, career growth and development. Therewas the most significant relationship
between work environment and organizational trust then physical environment. The
relationship between colleagues and supervisor affects the work environment on QWL.

Empirical Review
For the better understanding of the nexus between QWL and Commitment, the
researchers have articles from 1970’s onwards. Assuming of the articles received
are listed below. QWL has its own impact in various dimension and industry.
International views a study has undertaken in different part of the world and found
remarkable outcomes. In a Canadian textile industry employees of midrange
companies were more satisfied with “working conditions”, “social integration”,
“constitutionalism” and meanwhile in active companies “work and life components
found to be in a better place (Wilcock, A., & Wright, M. 1991).Quality of work life
enhances workforce productivity and intern contribute organization (Cummings, T.

21
G., & Molloy, E. S. 1977). Transformational and transactional leadership styles
were significant predictors of quality of work life and gender and income were not
significant antecedents of QWL (D Kara et al. 2018), There are several factors that
influencesQuality of work life. Positive relationship between implicit ethics
institutionalization and quality of work life (Huynh,

P. N. 2017). One of the key factors are the demographic variable, significant
difference between the means of ages, experiences and qualification of the employees
and the factors influencing the quality of work life. There was no significant
difference between the means of designations of the employees and the quality of
work life (Krishna, V. M. 2017). In India by exploring quality of work life functions
in various public-sector unit found to be positive correlation between the variable and
indicated one among the powerful management tool which significantly contribute to
employee motivation (Singh,

P. 2017).The problems associated with stress and job satisfaction are evident for
healthcare workers and nurses, a reliable tool to assess employees’ quality of working
life is required. Factors like Job and Career Satisfaction, General Well-Being, Home–
Work Interface, Stress at Work, Control at Work and Working Conditions are highly
influence QWL (D Van Laar et al. 2007), There is significant relationship between
quality of work life (QWL) programs and quality of life (QOL). The most
influencing factors on quality of life (QWL)work environment followed by job
facets and factors like emotional
wellbeing, personal development, social inclusion and interpersonal relations found to
be most influence factors (HNarehan et al. 2014).Similarly,significant difference
exists between the local private and foreigncommercial bank’s employees’
perception over QWL and in the following factors ofQWL; adequate and fair
compensation, work and total life space, opportunity todevelop human capacities,
flexible work schedule and job assignment, andemployee relations (A Tabassum et al.
2011). Four dimensions namely QWL labeled, favorable work environment, personal
growth and autonomy, nature of job, and stimulating opportunities and co-workers
(TA Wyatt et al. 2001).

22
 CHAPTER - III
INDUSTRY & COMPANY
PROFILE

23
 INDUSTRY PROFILE
BPO stands for Business Process Outsourcing. There is a common misconception that
B.P.O. and call centers, mean one and the same. A call centre is a remote location in
India wherein calls made by customers abroad are routed to India by means of
telecommunication equipments. This call is answered by call centre agents who are
trained to speak in an accent which the customer can understand. This accent is
commonly referred to as Neutral Accent Coming to the term Business Process
Outsourcing, let us understand the term in a simple way by breaking it up. There is a
business. Each business has got a process. A process means a specific way or method
of doing a job. Those jobs which are routine in nature, are given to countries outside
India, to save money by way of salaries.

Overview Of Various Career Opportunities In The Bpo Industry

Voice Process (Inbound and Outbound)
Semi Voice Process or Back Office Support
Medical Transcription
Medical Billing
Data Entry
E-Mail Support
Knowledge Process Outsourcing
Recruitment Process Outsourcing
Education Process Outsourcing
Legal Process Outsourcing
Technical Writing
Content Writing
Web Designing

ABOUT NASSCOM
NASSCOM stands for National Association of Software and Servicing Companies
It regulates the functioning of the IT and ITES industry

IT means Information Technology which includes software programming and ERP

(Enterprise Resource Planning)

24
ITES stands for Information Technology Enabled Services, which includes, BPO,
KPO, RPO, EPO and LPO

ABOUT CALL CENTERS

A call center is a set up in India, wherein calls which are routine in nature made by
foreign customers are routed to India and answered by agents who are trained to
speak in an accent, which a person from the other country can understand. The basic
reason for outsourcing these routine jobs was to save money on salaries and
infrastructure. There are two basic functions which any call center performs:

INBOUND
(Taking incoming calls)
Incoming calls means calls made by the customer to the call centre agent which is
customer service. Just to give an example, a person banking with CITI BANK in the
U.S. would call to know the balance in his account or a customer may call up the
customer service to know whether his bank charges have been reversed.

OUTBOUND
(Making outgoing calls)
Out going calls focus on selling a product or service. In this type of calling, the dialer
will automatically dial numbers of customers at random from the database and the
call centre executive will sell a product or service to the customer. If a bank has come
out with new products, the call centre agent can call up the existing customers of the
bank and try to promote the new service. This process is called as cross selling.

TYPES OF CALL CENTERS

Call Centers can be classified in two major categories:
DOMESTIC AND INTERNATIONAL
DOMESTIC CALL CENTERS
Domestic call centers handle sales and customer service only for Indian companies.
DOMESTIC CALL CENTERS IN INDIA
Reliance Mobile
Airtel

25
Idea
Vodafone
ABN-ABRO Bank
ICICI Bank

INTERNATIONAL CALL CENTERS

International call centers handle sales and customer service for foreign clients.
Both Domestic and International call centers can be classified into two major
categories:

CAPTIVE B.P.O AND THIRD PARTY B.P.O

CAPTIVE BPO
In the case of a Captive BPO, the parent company will set up a dedicated call centre
for servicing its own clients. The objective of setting up a captive B.P.O is to ensure
that customers get excellent and quality service within the least possible time.

EXAMPLES OF CAPTIVE B.P.O IN INDIA

H.S.B.C (Hong Kong and Shanghai Banking Corporation)
CITIBANK
PRUDENTIAL (Leading player in the insurance segment in U.K.)

THIRD PARTY BPO

Under this, you have one B.P.O. or one company handling many accounts or
processes. To take an example, one B.P.O. say HCL, could handle 6 processes, of
which 3 processes could be from U.K., 2 processes from U.S. and one process from
Australia. These processes can again be either inbound or outbound or a combination
of both.

All third party BPO’s are rated each year by NASSCOM on the basis of set
parameters.
EXAMPLES OF THIRD PARTY B.P.O
WNS Global Services
Genpact
Allsec Technologies

26
Accenture
HCL B.P.O. (HCL Chennai)
HIERARCHY IN A CALL CENTER
VERTICAL GROWTH
1. SERVICE DELIVERY MANAGER ( Responsible for all the processes )
2. OPERATIONS MANAGER ( Fully responsible for one process )
3. TEAM LEADER ( Responsible for his team performance which normally
consists of 15 call centre agents and 2 team coaches )
4. SENIOR CALL CNTR EXECUTIVE \ TEAM COACH ( Takes calls and also
helps new recruits in handling calls )
5. CALL CENTER EXECUTIVE ( Makes or receives calls )

HORIZONTAL GROWTH
We had a look at the vertical growth pattern. Now let us have a look at the horizontal
growth opportunities that a call centre agent can choose from depending on his skills
and performance.
RECRUITMENT: Short listing resumes by identifying the right profile and
conducting the selection rounds

TRAINING: Product Training, Process Training, Soft Skills and Voice and Accent
HUMAN POTENTIAL MANAGEMENT: Planning career growth of employees. All
BPO’s have a high attrition rate. This function has to ensure that it provides growth
opportunities and various career options. They come out with various policies which
are normally referred to as HR interventions to keep the employee happy.

SEXUAL HARASSMENT: To prevent exploitation of an employee

SALES: Generating new business for the company
HOUSE KEEPING: Maintenance & upkeep of the company premise
FINANCE: Managing the funds of the company and also looking at various options
to raise money for the company wherein the cost of funds is low
ACCOUNTS: Maintaining day to day cash transactions, preparing bank
reconciliation statements and preparing the yearly balance sheet and file income tax
returns. Preparing monthly salary statements and ensuring that all statutory payments
are made and records are in order

27
ADVANTAGES OF THE BPO INDUSTRY
Provides employment opportunities to large number of people
Good salary levels ensure better standard of living Employees hone their skills to be
an excellent oral communicator and a powerful listener Ongoing training programs
help employees to add on to their skill set and thereby become better professionals
All the BPO in the top rung, sponsor employees for professional programs. This not
only helps employees to acquire a professional qualification, but also opens up new
career options within the B.P.O. industry Call center provide employees with a world
class working environment, coupled with fantastic perks and incentives which
motivate employees to give their best The call center industry gives the employee, a
chance to work across multiple functions. For example, an employee who performs
well as an agent gets a chance to grow horizontally or vertically Employees also get a
chance to gain international work experience Employees have to make internal
adjustments since they have to work in teams. Moreover in the B.P.O industry the
whole team has to work hand in glove with each other. Any misunderstanding will
severely affect the whole team and they also stand the danger of losing their job. Over
a period of time, all employees become excellent team players.

PRESENT SCENARIO OF THE BPO INDUSTRY

There is no doubt that the outsourcing business has come to stay in India. The
advantage that India provides the foreign clients is the availability of a good English
speaking population, who are well educated and ambitious, coupled with the savings
that foreign clients make with respect to salaries and infrastructure.

Another unmatched advantage is the average age of the work force in India, which is
just 30 years, as compared with any other country in the world, where the average age
varies between 45 and 50 years. Since the B.P.O industry requires a very young
crowd this huge advantage cannot be matched by any country in the world.

Earlier only routine jobs were outsourced to India. This scenario has totally changed.
Apart from routine jobs, high end jobs are also outsourced, which has paved the way
for functions like KPO, RPO, Technical writing and so on.

28
Over the last few years there have been a few stray cases of frauds taking place within
the BPO industry. This is not a serious problem as portrayed by the fourth estate.
Such frauds are very common in countries like US and UK, where BPO employ lakhs
of people. But in India, the kind of hype the media generates, show these happenings
to have damaging consequences on the BPO industry. To tackle the problem of
frauds, NASSCOM has taken the initiative to come up with a cyber law which
punishes any employee who resorts to unethical practices. As part of the ongoing
process, NASSCOM is taking it on priority to make the security systems as fool proof
as possible. Another initiative is the appointment of verification agencies to ensure
that the information given by the candidate in his resume is authentic. An All India
Ranking System known as NAC (Nasscom Assessment of Competence) is on the
cards for all candidates who want to be a part of this industry, thereby ensuring
quality manpower and reducing the recruitment time of HR personnel and thereby
help them focus on critical issues. The NAC test is online and tests the candidate on
all skills required for a call centre executive, which is an entry level position. The
NAC test will be mandatory for all BPO aspirants in the near future.

Though countries like China, Vietnam and Philippines are gearing up to get a chunk
of the business, there is absolutely no doubt whatsoever, that India will continue to be
the most preferred destination. Even though the wages in countries like China and
Philippines are low as compared with India, still the availability of a young work
force makes India the preferred choice. Initially the B.P.O. industry was looked down
upon by people from other industries. But gradually with the passage of time and the
emergence of new areas like K.P.O , R.P.O, E.P.O, Content Writing, Technical
Writing and so on, which requires highly qualified and experienced personnel with
professional qualifications and specialized skill, professionals have started looking at
the B.P.O. industry seriously, as a long term career option.

29
 COMPANY PROFILE

Hinduja Group

Type Private

Industry Conglomerate

Founded 1914; 108 years ago

Founder Parmanand Deepchand

Hinduja

 Mumbai, Maharashtra, India

Headquarters
 London, United Kingdom
Area served Worldwide
Key people  S. P. Hinduja
(chairman)
 Ashok Hinduja
(chairman, India)

Products  Automotive
 Financial services
 ITES
 Oil and Gas
 Media
 Telecom
 Healthcare

Revenue US$50 billion (2021)[1]

Owner Hinduja family

Number of 200,000+[2]
employees

Website www.hindujagroup.com

30
HGS is a leader in optimizing the customer experience and helping our clients to
become more competitive. HGS provides a full suite of business process management
(BPM) services from traditional voice contact center services and transformational
DigiCX services that are unifying customer engagement to platform-based, back-
office services and digital marketing solutions. By applying analytics, automation,
and interaction expertise to deliver innovation and thought leadership, HGS increases
revenue, improves operating efficiency, and helps retain valuable customers. HGS
expertise spans the telecommunications and media, healthcare, insurance, banking,
consumer electronics and technology, retail, and consumer packaged goods
industries, as well as the public sector. HGS operates on a global landscape with
around 44,000 employees in 66 worldwide locations delivering localized solutions.
For the year ended 31st March 2016, HGS had revenues of US$ 507 million. HGS,
part of the multi-billion dollar Hinduja Group, has more than four decades of
experience working with some of the world’s most recognized brands.

Corporate Social Responsibility

Our fundamental approach to business is to create long-term sustainable value for our
customers, employees, shareholders and society. We recognize our social, economic
and environmental responsibility to the communities in which we operate.
Our actions are led by 5 principles:
Work to Give
Word is a Bond
Act Local; Think Global
Partnership for Growth
Advance Fearlessly

The Hinduja Foundation

At HGS, we echo and advance the ideologies of Parmanand Deepchand Hinduja, the
founder of the Hinduja Group. In 1944, he set up The Hinduja Foundation, a public
charitable trust, borne from a life-long conviction that philanthropy is a sacred social
responsibility of all enterprise. The Foundation has a broad spectrum of objectives
and conducts its activities across offices in India, the USA and the UK. It is
associated with a number of philanthropic activities in areas of healthcare, education,
and social welfare.

31
Local Relevance
HGS believes in being locally relevant and is committed to making a positive
contribution to the communities in which we operate and thrive. Across the globe, our
regional offices play an important role in designing, implementing and monitoring
community outreach programs through active collaboration with universities,
charities, NGOs and clients to promote education, fund cancer research, stimulate
entrepreneurship, provide disaster relief or improve life for under privileged children.
Our community engagement programs also reflect elements of our global
sustainability strategy which maintain a firm focus on carbon footprint reduction,
local sourcing and elimination of energy/water wastage.

HGS Veterans Program

We run a highly successful employment program for military veterans and their
families in the USA. The program, which runs in partnership with several US
universities, offers tuition reimbursements, competitive salaries and benefits packages
to military veterans and their families. To date, the program continues to support and
nurture the career growth and development of men and women who have dedicated
their lives to protecting their nation. It has empowered thousands of veterans and their
families to better their lives through education and advance their life prospects at
HGS.
Credentials
AWARDS WE'VE WON
2016
Frost & Sullivan
Best Practices Award

32
 Best Use of Technology in Customer Service

 Sales Support Practice of the Year

 Outsourcing Partnership of the Year

 Best Self Service Technology of the Year

33
 2015
 Best Medium Outsourced Contact Center

 Best Outsourcing Partnership

 Best Customer Service for Small Center

34
 Best in Customer Service

 Best Large Contact Center

 Best Medium Contact Center

35
 Customer Service Department of the Year

 Best Outsourcing Partnership

 CIOReview Recognized HGS in the Top 20 Most Promising BPM Solution Provider

36
 CIOReview Recognized HGSin 20 Most Promising Customer Experience
Management Solution Providers 2015

2014
 Customer Service Department of the Year
- International Business Awards

 Best Large Contact Centre

- European Call Centre and Customer Service Awards

 Best Outsourcing Partnership Finalist

- CCA Global Excellence Awards

37
 Customer Service Department of the Year

 Best 20 Companies
Healthcare
 Best 20 Leaders
Transaction Processing Services
 Best 20 Leaders
Customer Relationship Management
 Best 10 Leaders
Healthcare
 Best 20 Leaders
Retail & Consumer Goods
 Best 20 Leaders
Telecommunications
 Best 10 Leaders
Southeast Asia
 Best 20 Companies
Canada

38
 2013
 Best Mid-sized Contact Centre
- Global Contact Center World Awards

 Best Outsourcing Partnership Finalist

- CCA Global Excellence Awards

 Best Outsourced Provider

- Call Center Excellence
 Best Outsourced Provider Runner Up
- Call Center Week
 UK North West Employer of the Year

2012
 Partner of the Year
- Airtel (3 times in the last 6 years)

2011

39
 200 Best Under a Billion
- Forbes Asia

2010
 Ranked #2 in the "Best Global Call Center" category
- Global Services Awards - Global Services Media, 2010

AWARDS WE'VE HELPED OUR CLIENTS WIN

 2013
Ranked 11th in Top 50 Companies for Customer Service

 2012
SQM Award for Call Centre of the Year Finalist
 2011
SQM Award for Highest CSAT Credit Card Industry
 2009
SQM Award for Highest CSAT Telecom Industry
 2007
SQM Award for Most Improved FCR / CSAT Award
Vision, Mission & Values
Our Vision
To be a globally preferred business process transformation partner for our clients,
creating value in their business through innovative outsourcing solutions.

Our Mission
Make our clients more competitive

40
Our Values
Seven values that weave the different cultures across HGS and its subsidiaries into
one fabric
Client Testimonials
UK Visas and Immigration International Enquiry Service
Having a supplier that is adept at managing complex self-service projects has proven
invaluable., HGS is providing strategic as well as operational support as we continue
to define the role of digital channels in UK Visa and Immigration.
Alison Sharpe - Service Manager
NGO
I want to express my deepest appreciation for the help, support, and opportunities you
all have offered me on executing a successful T20 world cup. I feel very grateful to
all of you. Without your help, I doubt we would have been able to carry out a mega
event in such a proficient manner.
Founder and Director
North America's Largest Window and Door Manufacturer
To our valued business partners at HGS, I would like to extend a sincere Thank You
for the work you have done supporting our new line of business. It has been made
abundantly clear, that through your efforts we have achieved significant reduction in
escalated calls, executive contacts and frustrated customers.

With your successful implementation of this process, you have taken a potentially
negative customer experience and turned it into a better experience where the
customer is involved in the decision making process, thus strengthening our brand
and increasing our reputation in the marketplace.

It is with great anticipation that I await of even more positive feedback from our
customers as you continue to offer these new options to our customers.
Senior Vice President
Leading Provider of Communications and Media Services
In the past year, HGS, due to flexibility and adoptability, managed to secure a few
additional projects, and now two new business lines. Their performance ranks
among highest between the other vendors here.
Vendor Manager

41
World's Largest Car Sharing and Car Club Service
I wanted to take quick moment to acknowledge the help of the HGS team. They've
been an excellent partner for us as we try to get back on our feet. At times over the
past 72 hours, they have been our ears while we've hit the pavement to confirm the
status of locations and vehicles. Through our partnership we've been able to help
thousands of members get on their way safely in very trying times. I have seen in
tickets members looking to evacuate, get to loved ones, and help friends and
family. HGS has been great in handling all situations, in some cases with blind
knowledge while we've been assessing our inventory and fleet. Thank you HGS team.
You were extremely helpful.

Client Testimonials
Fortune 50 Healthcare Company
Wow! You have again exceeded all expectations. I am truly touched and humbled. I
am proud to have family around the world. Family, love, trust and appreciation are all
words that come to mind when I think of each of you. Thank you so much for sharing
the special moments with me.
Business Information Management Analyst

Fortune 100 Healthcare Payer

The information you shared with us was extremely valuable in understanding your
operations. I look forward to learning more about the Governance Process you use to
drive accountability and improve performance. I believe it might be something that
we can replicate with our stateside teams.
CIT Director

Leading Southeastern US Hospital

I am grateful for our business relationship and undeniably, it has been a pleasure
working with you. I am happy that we are partnering with your firm and now I
believe it is the right match for us. As previously shared, I must say I have never been
this impressed with an external business partner in my 15 year tenure in the health
care industry than I have experienced with your firm.
Head of Customer Service
Fortune 100 Financial Services Client

42
It's our vision to become the most respected service brand and it is you, our agents
who are making this happen through each and every interaction with our customers. It
is your hard work and dedication that as a team we are now recognized across the
Company as a significant contributor for driving superior customer service.
Vice President

Fortune 50 Healthcare Company

Your management team recently shared with us your successful quality scores. You
make a difference every day and we are very pleased to have you as a part of our
team and appreciate your dedication to doing outstanding work.

Voice Contact Center Services

HGS's voice contact center services are integral to the balance of both traditional and
digital that sets the right tone for today's optimized customer experience. With our
Sales, Marketing, and Growth; Customer Care and Retention; and Product Support
and Resolution services, we help both our clients and their customers get the right
answer fast. Whether the question is the need for new revenue via upsell and cross-
sell, solving customer care queries, improving CSAT and retention, or technical
troubleshooting , HGS takes a high-touch, high-empathy approach that gets results.

43
 CHAPTER – IV
DATA ANALYSIS &
INTERPRETATION

44
DATA ANALYSIS AND INTERPRETATION OF
QUALITY OFWORKLIFE

PERCENTAGE ANALYSIS

One of the simplest methods of analysis is the percentage method. It is one of the
traditional statistical tools. Through the use of percentage, the data are reduced in the
standard form with the base equal to 100, which facilitates comparison. The formula
used to compute Percentage analysis is,

45
 1. Why have you chosen to remain employed with the HINDUJA GLOBAL
SOLUTIONS ?
a) Career advancement opportunities
b) Challenging work
c) Salary
d) Employee benefits
e) Less travel
f) Supervision/management
Table No- 1

S. No OPTIONS RESPONSES PERCENTAGE

1 Career advancement 33 27%
2 Challenging work 19 16%
3 Salary 24 20%
4 Employee benefits 24 20%
5 Less travel 12 10%
6 Supervision/management 8 7%
TOTAL 120 100

CHART - 1

Career advancement opportunities

career advancements
7% challenging works
10% 27%
salary
20%
16% employee benefits
20% less travel

INTERPRETATION
From the above table it is interpreted that 27% of the employees responded that they
have been provided with career advancement opportunities, 16% respondents said
that they have been provided with challenging work, 20% of the employees said that
are fairly and equal justice was given in the remuneration provided, 16% of the
respondents were satisfied with the benefits and other allowances of the organization.

46
 2. Please rate the following items regarding your employment with the HINDUJA
GLOBAL SOLUTIONS ?
Positive work environment (relationships, values and culture)
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 2

S. No OPTIONS RESPONSES PERCENTAGE

1 Excellent 66 55%
2 Good 39 32%
3 Average 14 12%
4 Poor 1 1%
5 Very poor 0 0%
TOTAL 120 100

CHART – 2 Positive work environments

Positive work environments

0%
12%
1% Excellent
Good
32% 55%
Average
Poor
Very poor

INTERPRETATION
From the above table, it is confined that 55% of the respondents said that there is
healthier working environment (relationships, values and culture) existed. 12% of the
employees said that the working conditions of the organization are average. These
employees have to be given proper guidance and have to be encouraged by the
superiors.

47
3. Equitable compensation
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No – 3

S. No OPTIONS RESPONSES PERCENTAGE

1 Excellent 48 40%
2 Good 46 38%
3 Average 24 20%
4 Poor 2 2%
5 Very poor 0 0%
TOTAL 120 100

CHART – 3 Equitable Compensation

Equitable Compensation
2%
0% Excellent
20%
33% Good
Average
40%
Poor
Very Poor

INTERPRETATION
From the above table, it is interpreted that 73% of the respondents fully satisfied with
their compensation. 20% of the respondents are said that equitable compensation is
average. These employees have to be given fair compensation to their work.

48
4. Appropriate balance of work/life issues
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 4

S. No OPTIONS RESPONSES PERCENTAGE

1 Excellent 18 15%
2 Good 66 55%
3 Average 30 25%
4 Poor 6 5%
5 Very poor 0 0%
TOTAL 120 100

CHART - 4

work life balance

5%
0%15%
25% Excellent
Good
Average
55%
Poor
Very Poor

INTERPRETATION
From the above table, it is confined that 15% of respondents said that Excellent, 55%
respondents said that good, 25% of respondents said that average in balance of
work/life issues. 5% of respondents hadn’t satisfied. So that organization needs to
provide appropriate balance of work.

49
5. Flexibility in work schedule/telecommuting
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 5

S. No OPTIONS RESPONSES PERCENTAGE

1 Excellent 48 40%
2 Good 60 50%
3 Average 6 5%
4 Poor 6 5%
5 Very poor 0 0%
TOTAL 120 100

Work Flexibility
5%
5%
0% Excellent
40% Good

50% Average
Poor
Very poor

CHART - 5
INTERPRETATION
Form the above table, it is observed that 95% of the respondents are satisfied with
their flexible work schedule. 5% of respondents are not satisfied. These employees
have to be given proper guidance and have to be encouraged by the management.

50
6. Training/educational opportunities
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 6

S. No OPTIONS RESPONSES PERCENTAGE

1 Excellent 44 36%
2 Good 48 40%
3 Average 28 24%
4 Poor 0 0%
5 Very poor 0 0%
TOTAL 120 100

CHART – 6

Training opportunities

0%

24% 0% Excellent
36%
Good
Average
40% Poor
Very poor

INTERPRETATION
From the above table, 36% of respondents said that excellent, 40% of respondents
said that good, 24% of respondents said that average on training opportunities. All
respondents were satisfied with their training opportunities given by the organization.

51
 7. On-the-job training and developmental experiences
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 7

S. No OPTIONS RESPONSES PERCENTAGE

1 Excellent 38 32%
2 Good 38 32%
3 Average 44 36%
4 Poor 0 0%
5 Very poor 0 0%
TOTAL 120 100

CHART - 7

On-the-job training and developmental

experiences
0%
0%
Excellent
36% 32%
Good
Average
32% Poor
Very poor

INTERPRETATION
From the above table, 32% of respondents said that excellent, 32% of respondents
said that good, 36% of respondents said that average on On-the-job training and
development. So finally, all of the respondents satisfied with their On-the-job training
and development.

52
 8. Opportunities for advancement
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 8

S. No OPTIONS RESPONSES PERCENTAGE

1 Excellent 32 26%
2 Good 50 42%
3 Average 38 32%
4 Poor 0 0%
5 Very poor 0 0%
TOTAL 120 100

CHART - 8

Opportunities for advancement

0%
26% Excellent
32%
0%
Good
Average
42% Poor
Very poor

INTERPRETATION
From the above table, 26% of respondents said that excellent, 42% of respondents
said that good, 32% of respondents said that average on Opportunities for
advancement. Organization need to provide career advancement opportunities to
employees.

53
 9. Appropriate resources and equipment to perform the job
a) Excellent
b) Good
c) Average
d) Poor
e) Very poor
Table No - 9

S. No OPTIONS RESPONSES PERCENTAGE

1 Excellent 28 23%
2 Good 48 40%
3 Average 38 32%
4 Poor 6 5%
5 Very poor 0 0%
TOTAL 120 100

CHART - 9

Appropriate resources and equipment to

perform the job
0%
5% Excellent
23%
32% Good
Average
40% Poor
Very poor

INTERPRETATION
From the above table, 23% of respondents said that excellent, 40% of respondents
said that good, 32% of respondents said that average on Appropriate resources and
equipment to perform the job. 5% of respondents did not satisfy. Organization need to
provide appropriate resources in work environment.

54
10. Please rate the following statements regarding supervision received:
Sets clear goals/performance expectations
a) Always
b) Sometimes
c) Never
Table No - 10

S. No OPTIONS PERCENTAGE
RESPONSES
1 Always 86 72%
2 Sometimes 34 28%
3 Never 0 0%
TOTAL 120 100

Supervision received

0%
28%
Always
Sometimes
72% Never

CHART - 10
INTERPRETATION
From the above table, 72% of responded always, 28% of responded rarely they set
clear goals/performance expectations. Organization should facilitate an opportunity in
taking employees expectations into consideration.

55
11. Distributes workload equitably
a) Always
b) Sometimes
c) Never
Table No – 11

S. No OPTIONS PERCENTAGE
RESPONSES
1 Always 54 45%
2 Sometimes 66 55%
3 Never 0 0%
TOTAL 120 100

CHART - 11

Workload Equitably

0%

45%
55% Always
Sometimes
Never

INTERPRETATION
From the above table, 45% of responded always, 55% of responded sometimes on
distribution of workload.

56
12. Provides information needed to perform job
a) Always
b) Sometimes
c) Never
Table No- 12

S. No OPTIONS PERCENTAGE
RESPONSES
1 Always 72 60%
2 Sometimes 48 40%
3 Never 0 0%
TOTAL 120 100

CHART - 12

Provides information needed to perform

job

0%

40%
Always
60%
Sometimes
Never

INTERPRETATION
From the above table, 60% of responded always, 40% of responded sometimes on
information provided by management.

57
13. Recognizes employees for their achievements
a) Always
b) Sometimes
c) Never
Table No - 13

S. No OPTIONS PERCENTAGE
RESPONSES
1 Always 83 69%
2 Sometimes 37 31%
3 Never 0 0%
TOTAL 120 100

CHART - 13

Employee Recognition

0%
31%

Always
Sometimes
69%
Never

INTERPRETATION
From the above table, 69% of responded always, 31% of responded sometimes on
recognizing the employees by management for their achievement.

58
14. Welcome suggestions and encourages feedback
a) Always
b) Sometimes
c) Never

Table No - 14

S. No OPTIONS PERCENTAGE
RESPONSES
1 Always 68 57%
2 Sometimes 52 43%
3 Never 0 0%
TOTAL 120 100

CHART - 14

Welcome suggestions and encourages

feedback

0%

43%
Always
57%
Sometimes
Never

INTERPRETATION
From the above table, 57% of responded always, 43% of responded sometimes on
Welcomes suggestions and encourages feedback of employees.

59
15. Please rate the following statements regarding the leadership to the Hinduja
Global Solutions ?
Sets clear goals/objectives for the organization
a) Always
b) Sometimes
c) Never
Table No 15

S. No OPTIONS PERCENTAGE
RESPONSES
1 Always 68 57%
2 Sometimes 52 43%
3 Never 0 0%
TOTAL 120 100

CHART - 15

Sets clear goals/objectives for the

organization

0%

43%
Always
57%
Sometimes
Never

INTERPRETATION
From the above table, 57% of responded always, 43% of responded sometimes on
settingthe clear goals/objectives for the organization.

60
CHAPTER – V
FINDINGS,
SUGGESTIONS
&
CONCLUSIONS

61
 FINDINGS

1. Social security scheme as well as welfare measures that are undertaken by the
company are appreciable. These measures are not only for the company but
also for the employees through satisfaction levels a company can ascertain
whether an employee has shown his/her best performance on given job.
Welfare measures of the employees should be taken seriously by the top
management to improve the satisfaction level by providing various benefit
field facilities to them.

2. Each employee of Hinduja Global Solutions is responsible for the quality

and constant improvement of their work, environmental protection and
protection of the company’s property and information.

3. The management of Hinduja Global Solutions supports its employees in

their personal development creating a favorable environment. In accordance
with the principles of occupational health and safety in order for them to be
content and deliver competitive

4. Hinduja Global Solutions creates mutually beneficial and balanced relations

with its employees, contractual partners as well as the public.

5. Hinduja Global Solutions is very particular about the prevention of

environmental pollution and theeconomical exploitation of natural

6. Resources, using environmentally friendly materials and technologies. And it

requires the same from its contractors.

62
 SUGGESTIONS

 Improving more policies and some good entertainment and relaxation

programsfor employees.
 Improving good relationship with employees and providing friendly
environment in theorganization.
 Making the employees to enjoy the work.
 Regular rewards and recognitions to be conducted.
 Establish career development systems.
 Help to satisfy the employees esteem needs.
 Gift vouchers for the top performers in the department for giving
an innovative idea for solving problems which is cost saving, time saving
and is beneficial to the organization.

63
 CONCLUSION

 The study was conducted in HINDUJA GLOBAL SOLUTIONS , Hyderabad,

Telangana. The Quality of Work Life was studied with respect to individual
plants and as a whole comparing these two plants.
 The Quality of Work Life was correlated with demographic factors of
respondents’ employees and studied in detail.
 The most influencing factors of Quality of Work Life are ranked. While
ranking, it was found that Compensation of Employees, Opportunity for
Growth and Development and Working Conditions prevailed in the company
dominated all other factors and was ranked I, II and III respectively.
 Discriminant Function Analysis was applied to the respondents based on the
classification of employees based on the felt impact like low impact group and
high impact group. Length of Service, Cadre, Educational Qualification and
Monthly Income were found significantly discriminate the two groups.
5. Positive Impact
 High brand equity enjoyed by HINDUJA GLOBAL SOLUTIONS 
 State of the art infrastructure
 A vast variety of stuff available under one roof
 Everyday low prices, which attract customers
 Maximum percent of footfalls converted in sales
 Huge investment capacity
 Biggest value retail chain in India
 It offers a family shopping experience, where entire family can visit together.
 Available facilities such as online booking and delivery of goods.

64
BIBLIOGRAPHY

65
 BIBLIOGRAPHY

Books referred :-

1. Anita, B., and Subba Rao, P., (1998), Quality of Work Life in Commercial Banks,
Discovery Publishing House, New Delhi.

2. Batra, G. S., and Dangwal, R. S., (2004), Human Resource Management New
Strategies, Deep and Deep Publications Pvt. Ltd, New Delhi.

3. Blue, Stone, Towards New Freedom of Work Place, in Ghosh and Kumar (Ed),
(1980), Encyclopedia of Commerce and Management, Anmol Publications, New
Delhi.

4. Cascio, W.F., (1995), Managing Human Resources, 4th den, McGraw-Hill, New
York.

Website:- www.HINDUJA GLOBAL SOLUTIONS .in www.HINDUJA GLOBAL

SOLUTIONS .in www.HINDUJA GLOBAL SOLUTIONS .com

Newspapers:- Times of India Deccan Chronicle

66
APPENDIX

67
 1. Why have you chosen to remain employed with the HINDUJA GLOBAL
SOLUTIONS ?
a) Career advancement opportunities [ ]
b) Challenging work [ ]
c) Salary [ ]
d) Employee benefits [ ]
e) Less travel [ ]
f) Supervision/management [ ]
2.Please rate the following items regarding your employment with the HINDUJA
GLOBAL SOLUTIONS ?
Positive work environment (relationships, values and culture)
a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]
3.Equitable compensation
a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]
4. Appropriate balance of work/life issues
a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]
5. Flexibility in work schedule/telecommuting
a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]

68
 6. Training/educational opportunities
a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]

7. On-the-job training and developmental experiences

a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]

8. Opportunities for advancement

a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]

9. Appropriate resources and equipment to perform the job

a) Excellent [ ]
b) Good [ ]
c) Average [ ]
d) Poor [ ]
e) Very poor [ ]
10. Please rate the following statements regarding supervision received:
Sets clear goals/performance expectations
a) Always [ ]
b) Sometimes [ ]
c) Never [ ]

69
11. Distributes workload equitably
a) Always [ ]
b) Sometimes [ ]
c) Never [ ]

12. Provides information needed to perform job

a) Always [ ]
b) Sometimes [ ]
c) Never [ ]
13 Recognizes employees for their achievements
a) Always [ ]
b) Sometimes [ ]
c) Never [ ]

14. Welcome suggestions and encourages feedback

a) Always [ ]
b) Sometimes [ ]
c) Never [ ]

15. Please rate the following statements regarding the leadership to the HINDUJA
GLOBAL SOLUTIONS ?
Sets clear goals/objectives for the organization
a) Always [ ]
b) Sometimes [ ]
c) Never [ ]

70