full file quality of life central exice

8/17/2019 Full File Quality of Life Central Exice

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ON

STUDY OF QUALITY OFWORK LIFE

AT


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ABSTRACT

Quality of work life denotes all the organizational inputs which aim at the employee’s

satisfaction and enhancing organizational effectiveness. The basic purpose is to develop jobs and

working conditions that are excellent for employees as well as economic health of organization.

It refers to the level of satisfaction motivation commitment and involvement an individual

experience with respect to their line at the work.

Trichy !ustoms and !entral "xcise !ollectorate came into existence with effect from #une $%

%&'( with the jurisdiction formed out of erstwhile )adurai and )adras !ollectorate.The !entral

"xcise * !ustoms !ommissionerate is responsible for collection of +nion "xcise duties on the

manufactured goods and !ustoms duties on goods imported into the country. These duties form

the biggest source of tax revenue for the !entral ,overnment and the !entral "xcise duties form

the single largest source of ,overnment revenue. The -epartment of !entral "xcise and

!ustoms comes under the -epartment of evenue )inistry of /inance. The apex body of the

-epartment is the !entral 0oard of "xcise and !ustoms 1!0"!2 which comprises of six

members and is headed by the !hairman. 3dministratively the entire country is divided into

!ommissionerate of !entral "xcise and !ustoms.

This study helps to find the 4uality of work life in the 5ffice of !ommissionerate of !entral

"xcise and 6ervice Tax. The objective of the study is to determine the various factors influencing

the 4uality of work life to measure the level of satisfaction towards the 4uality of work life and

suggestions to improve the 4uality of work life.

The type of research adopted in this study is -escriptive esearch. !onvenience

sampTirucchirappalli !entral "xcisemethod is used to collect data the sample size is 7$.

Questionnaire was used to collect the primary data.

The findings revealed that the organization is providing good working conditions and the overall

job satisfaction was found to be good and overall 4uality of work life is good. The organization

can improve infrastructure facilities so as to improve the performance of employees. This study


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highlighted only some of the small gaps in employee’s satisfaction towards the 4uality of work

life.

About Tirucchirappalli Central Excise

Customs & Central Excise Collectorate, Trichy was formed at Trichy in %&'( by carving

out the jurisdiction of the erstwhile !ollectorates of !ustoms * !entral "xcise )adurai and

)adras. -uring %&&7 a separate !ommissionerate of !ustoms was formed at Trichy having

jurisdiction over the whole state of Tamil 8adu excluding !hennai city. /urther the Trichy

!ustoms !ommissionerate was bifurcated into two !ommissionerates namely 1%2 Trichy

!ustoms !ommissionerate and 192 Tuticorin !ustoms !ommissionerate during 8ovember

9$$9. 6ubse4uently during )arch 9$$: in order to enhance functional efficiency in

preventive operations and exercise effective administrative control re;organisation and

revamping of Trichy !ustoms !ommissionerate was carried out by way of abolishing

certain formations and tagging on certain other formations to the nearest formation.

Trichy !ustoms !ommissionerate is a hinterland !ustoms !ommissionerate having mainly

preventive and anti;smuggling functions in the entire state of Tamil 8adu and the +nion

Territory of erala border in the southwest near !olachel on the 3rabian 6ea. The total

coastline is about &:$ >ms long.

There are : !ustoms -ivisions and 9( preventive field formations 1!ustoms arur

!oimbatore and )adurai. 3ll are intended for detecting !ommercial /raud cases to unearthduty evasions and other violations of !ustoms 3ct ? /oreign Trade


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8agapattinam and I!-s at >arur


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• T=38#3C+ -ICI6I58

• >33I>3B -ICI6I58

T%RC'%RA(A))% RE*E+E TARET A+D REA)%SAT%-+

1s. in !rores2

.ear SBE TargetActual Reali/ation

0+et Reenue1

9$$7;$' (9: 99:.&'

9$$';$& 9:$ 9$%.D$

9$$&;%$ 9&: (D9.7:

9$%$;%% E:$ E77.9'

9$%%;%9 D$$ 7E%.EE

9$%9;%( &:$ D(&.E(

9$%(;%E DD$ DDE.'9

Customs (reentie Commissionerate, Trichy2

Central %ntelligence nit 0C%1, Trichy2

3ir Intelligence +nit 13I+2 Trichy.

Customs Diision, Trichy2

!ustoms -ivision Trichy. !ustoms 3irport Trichy. !


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!/6 >arasur. !/6 3mbur

Customs Diision, +agapattinam2

-ivisional


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family members are residing in these %9$ 4uarters of the following types@ TF


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Taxes namely !ustoms !entral "xcise and 6ervice Tax. The !0"! also exercises overall

supervision over !ustoms !entral "xcise and 6ervice Tax field formations located all over the

country. The 0oard discharges various tasks assigned to it with the help of various -irectorates

headed by officers of the rank of -irector ,eneral 13ddl6ecy rank2 and -irector 1#t6ecy rank2

3t the field level there are 9: /ones headed by !hief !ommissioners of !entral "xcise and

!ustoms who are exercising supervision over the various !ommissioners under their charge.

There are ;9 !entral "xcise !ommissionerates in the country headed by !ommissioners of

!entral "xcise. These !ommissionerates are entrusted with the task of collection of duties in

notified territorial jurisdiction of the !ommissionerate and related 3dministrative functions.

)ost of the !ommissionerates also deal with work relating to 6ervice Tax * !ustoms in their

jurisdiction.

Commissionerates#

Immediately below the !0"! are the chief commissioners.The chief of commissioners are

administratively incharge of several commissionarates ranging from 9 to Eeach of which is

headed by a commissioner..The commissione rate as its name impliesis the main organizational

mechanism for the collection of excise duties. The organisation structure for commissionerate is

as follows@

i. !ommissioner ii. !ommissioner 13ppeals2

iii. 3dditional !ommissioner

iv. #oint !ommissioners

v. -eputy !ommissioner vi. 3ssistant !ommissioner 1incharge of division2

vii. 6uperintendent 1incharge of range2viii. 6ector officers 16ectors2 like inspectors etc.

About Excise "uty#

Direct *s %n"irect Taxes#


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Taxes

-irect Taxes Indirect Taxes

I2 Income Tax Aealth Tax I2 !entral "xcise !ustoms 6ervice tax

!entral 6ales Tax C3T 6tate "xcise Tax

Ii2


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Tax is uniform whether purchased by rich or poor

educes demand of goods

Increases project cost

6hield to inefficient local industries

!ost of modern imported m?c * technology

6muggling ? tax evasion

Inflationary

)aws Relating to Central Excise

• !entral excise 3ct %&EE

• !entral excise rules

• !entral excise valuation rules 19$$$2

• !entral excise tariff 3ct 1!"T32 %&':

• 3dditional duties on goods of 6


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b2 ,oods must be excisable i.e. mentioned in schedule to !"T3 %&':

c2 ,oods must be manufactured or produced

d2 6uch manufacturing or production must be in India

• ,oods manufactured in 6"L are Mexcluded excisable godsN* no ".-. is livable on such

goods

• Taxable event is manufacture or production in India

• 5nce duty liability is fixed it can be collected from a person at time * place found

administratively most convenient for collection

• Biability to pay ".-. is on manufacturer or producer of excisable goods.

• Ahen goods are stored in a warehouse without payment of duty the liability to pay duty

is on person who stores goods i.e. warehouse keeper.

• -uty payable is as applicable on date of removal

• -uty is payable even when

; ,oods are used within factory

; ,oods are captivity consumed within factory for further manufacture

; ,oods given as free samples

; ,oods given as free replacement

• -uty can be levied on ,ovt. undertaking also

• ".-. should be considered as manufacturing expenses * should be considered as an

element of cost for inventory valuation

,oods manufactured or produced in 6"L are excisable goods’ but no duty is leviable

A"ministratie Setup of Central Excise Department

A1 C2B2E2 & C Boar"# 0Central Boar" of Excise & Customs1


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=.Q. 8ew -elhi. !onsists of D to 7 members. 0oard appoints officers * exercise

following powers@ To issue instructions * direction to !.". officers to ensure uniformity in

classification of goods and to ensure uniformity in levy of ".-.

B1 Chief Commissioner of Central Excise

!ountry is divided into (E zones. "ach zone is under supervision * control of chief

commissioners * commissioners 13ppeals2 within his zone.

C1 Commissioner of Central Excise#

"ach zone covers various commission rates * he in;charge of Mthe commissionorateN 3t

present there are &9 commissioners * 7% commissioner 13ppeals2 they have unlimited

powers of adjudication .

D1 A""itional commissioner of Central Excise

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

adjudication

E1


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%+TR-DCT%-+ T- T-(%C

DE3%+%T%-+#

Richar" and


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introduced in the late %&D$’s. /rom that period till now the term is gaining more and more

importance everywhere at every work place. Initially 4uality of work life was focusing on the

effects of employment on the general well being and the health of the workers. 0ut now its focus

has been changed. "very organization need to give good environment to their workers including

all financial and non financial incentives so that they can retain their employees for the longer

period and for the achievement of the organization goals.. 3t the end we can say that a happy and

healthy employee will give better turnover make good decisions and positively contribute to the

organization goal.

The 4uality of work life is a process by which an organization responds to employee needs for

developing mechanism that allow them to share fully in making decision that designs their life at

work. Thus QAB means having good supervision good working conditions good pay and

benefits and interesting challenging and rewarding job.

4ho +ee"s 7uality of 4or> )ife?

Ae know that we just canHt stop Oworking at itO discovering creating and sharing new stuff.

AeHre all so busy psychologically work has always been one of the most significant of human

experiences. 0ut when for many people sex and relationships are troublesome since they are

often hazardous to our health work plays an even greater role in keeping us Oout of trouble.O

egardless of how much we earn most of us have some kind of agenda or work plan.

3nd with so many people opening a home and a cyber;office with mounting levels of

technology;related stress owner turned content. )any of us end up involved in more than one

job which we feel compelled to get done spending the greatest portion of our lives in what we

consider our workplace. 6o Quality of Aork Bife

1QAB2 is not some notion of frivolous luxury. QAB is just as real and useful as virtual reality

itself.

The brainchild of Quality of Aork Bife 6ervices )anhattan;based woman;created enterprise

QAB 6


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6ervices invites you to hang out at our expanding venues toward the overall enrichment of your

Aork Bife and toward access to healthier lifestyles.

-b!ecties of 7uality of 4or> )ife@

• To increase in individual productivity accountability and commitment.

• /or better teamwork and communication.

• /or improving the morale of employees.

• To reduce organizational stress.

• To improve relationships both on and off the job.

• To improve the safety working conditions.

• To provide ade4uate =uman esource -evelopment )ife#


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Improved Quality of Aork Bife was not considered as important factor in India until recently as

there were important impending factors like resource deficiency environmental threats and some

services of financial problems.

Quality of Aork Bife programme has become important in work place for the following reasons@

%. Increase demands at work

9. Boss of long term employee guarantees

(. The need for enhanced work place skills

E. ,reater competition for talent

:. Increased women in work fore

,ood 4uality of Aork Bife leads to an atmosphere of good impersonal relations and highly

motivated employees who strive for their development. Though monetary benefits still occupy

the first place in the cost of elements like physical working conditions job restructuring and job

re;designing career development promotional opportunities etc. are gaining importance rapidly.

3s such workers expect the management to improve all these facilities which thereby improve

Quality of Aork life. If provided with good Quality of Aork Bife employees concentrate more

on both individual as well as group development which in turn leads to overall development.

3ccording to 4alton 1%&7:2 proposed eight conceptual categories. They are as follows@

o 3de4uate and fair compensation

o 6afe and healthy working conditions

o Immediate opportunity to use and develop human capacities


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o 5pportunity for continued growth and security

o 6ocial integration in the work organization

o !onstitutionalisation in the work organization

o Aork and the total life span

o The social relevance of work life

3ccording to 'erric> & 5ac by 1%&7:2 have identified four basic principles which summaries

the humanization.

o The principle of 6ecurity

o The principle of "4uity

o The principle of Individuation

o The principle of -emocracy

6uccessful organization is turning through the introduction of Quality of Aork Bife strategy to

the people who work in them to maintain competitive advantage. The benefits to both

management and workers include@

%. Improved organization performance through the development of people.

9. Increased co;operation and team work within and across all the levels of the organization

including movement towards management or trade union partnership.

(. Increased environment in doing a good job .

E. Improved 4uality performance.

:. Increased commitment to the values and goals of the organization.


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D. The anchoring of the development of a 4uality organization

7. Increased flexibility and responsiveness as the organization moves away from

hierarchical bureaucratic structures

'. "asier introduction and development of new technology and of few competitive systems

for example Total Quality Management 1TQ)2 and Just in Time 1#IT2

&. Increased worker satisfaction as a result of better jobs and organizational environment.

%$. Increased opportunities for personal learning and growth

4-R8 )%3E BA)A+CE

BE+E3%TS T- T'E

-RA+%@AT%-+

4-R8)%3E BA)A+CE

BE+E3%TS T- T'E %+D%*%DA)

• )easured increases in

individual productivity

accountability and

commitment

• 0etter teamwork and

communication

•

Improved morale

• Bess negative organizational

stress

• )ore value and balance in

your daily life

• 0etter understanding of what

your best individual work life

balance is

• Increased productivity

• Improved relationships both

on and off the job

• educed stress


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About 74) Strategy#

P Improve communication with employees

P 6trengthen family friendly programs

P life (rogrammes#

a. 6upport faculty and staff efforts to manage the competing demands of work and personal

life

b. 6upport health promotions and wellness

c. "xpress appreciation for faculty and staff contribution to the university highlight

outstanding individual contributions and recognize long term commitment.


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7uality of 4or> )ife as a process#

3s a process Quality of Aork Bife calls for efforts to release this goal through the active

involvement of people throughout the organization. It is about organization change usually from

a control to an Involvement’ organization.

The concept of Quality of Aork Bife views a work as a process of interaction and joint problem

solving by work in people managers supervisors and workers.

This process is#

i. !o;operative rather than authoritarian

ii. "volutionary and changing rather than static

iii. 5pen rather than rigid

iv. Informal rather than rule based

v. life programme has become important in the wor> place for the

following reasons#

o Increased women in work force

o Increased male involvement in dependant care activities

o Increased responsibilities for elders

o Increased demand at work


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o Boss of long term employment guarantees

o The need for enhanced work place skills

o ,reater competition for talent

The following are the some of the specific issues in 7uality of 4or> life

o


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• +nion influence

• estrictiveness of industrial engineering

Strategies to improe 7uality of 4or> )ife#

0y implementing some changes the management can create sense of involvement

commitment and togetherness among the employees which paves way for better Quality of Aork

Bife.

a. #ob enrichment and #ob redesign

b. 3utonomous work redesign

c. 5pportunity for growth

d. 3dministrative or organizational justice

e. #ob security

f. 6uggestion system

g. /lexibility in work schedules

h. "mployee participation

Quality of Aork life improvements are defined as any activity which takes place at every

level of an organization which seeks greater organizational effectiveness through theenhancement of human dignity and growth. 3 process through which the state holders in the

organization management unions and employees ; learn how to work together better to

determine for themselves what actions changes and improvements are desirable and

workable in order to achieve the win and simultaneous goals of an improved 4uality of life at

work for all members of the organization and greater effectiveness for both the company and


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the unions.

8ey elements #

o


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'ealth con"itions of employees#

5rganisation should realize that their true wealth lies in their employees and so providing healthy

environment for employees should be their primary objective.

(ersonal an" career growth opportunities#

3n organization should provide employees with opportunity for personal?professional

development and growth and to preparethem to accept the responsibilities at higher level.

(articipatie management style an" recognition#

/lat organization structure helps organization facilitate employee participation.3 Teams#

3n autonomous work team is one which can plan regulate and control its own work world. The

management only specifies the goals that too in collaboration with the team. The team organizes

the contents and structure of its job evaluates its own performance establishes its speed and

chooses its production method. It makes its own internal distribution of tasks and decides its own

membership. 3utonomous team approach increases satisfaction and reduces turnover and

absenteeism.

5otiation#

)otivation is a complex subject. It involves the uni4ue feelings thoughts and past experiences of

each of us as we share a variety of relationships within and outside organizations. To expect a

single motivational approach work in every situation is probably unrealistic. In fact even

theorists and researches take different points of view about motivation. 8evertheless motivation

can be defined as a person’s drive to take an action because that person wants to do so.


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4or>life balance#

5rganisation should provide the relaxation time for employees and offer tips to balance their

personal and professional lives. They should not strain employees personal and social life by

forcing on them by demanding working hours overtime work business travel untiming

transfers.

0y the globalization the modern employees are experiencing distress. To meet the challenges

posed by present standards organizational must focus their attention in bringing a balance

between work life and personal life. The underlying assumption is that work life balance will

ultimately ensure Quality of work life.

Today an employee desires work to be more meaningful and challenging because 4uality is the

acid test. 3 Quality of work life gives an opportunity for deep sense of fulfillment. "mployees

seek a supportive work environment that will enable them to balance work with personal

interests.

Quality of work life provides a more humanized work environment. It attempts to serve the

higher order needs of workers as well as their basic needs. Quality of Aork Bife indicates that the

work should not have excessively negative conditions. It should not put workers under undue

stress. It should not damage or degrade their humanness. It should not be threatening or unduly

dangerous.

"mployees in several companies that instituted Quality of work life experienced better health

and greater safety on the job. 5ther benefits included improved employee satisfaction morale

job interest commitment and involvement R increased opportunity for individual growth R greater

sense of ownership and control of the work environment development of managerial ability for

circle leaders improved communication in the organization and greater understanding and

respect between management and workers.

The term Quality of work life has been applied to a wide variety of organizational improvement

efforts. The common elements seem to be has good man indicates an Mattempt to restructure

multiple dimensions of the organizational and to institute a mechanism which introduces and

sustains changes overtime . 3spects of the change mechanism are usually an increase in problem

solving between the union and management


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esponsiveness to employee concerns. In every organization people and their behavior assumes

vital role in determining the performance and effectiveness. Ahile many studies concentrated on

physical and financial performance of organization. 6tudies on behavioral aspects seem to be

inade4uate. 6o the attempts must to understand the human side of the enterprise.

The Quality of work life movement provides a value frame work and a philosophy which has a

long term implication for the human development and enrichment. It tries to balance both the

work and family life. =ence integrated approach with regard to Quality of work life is re4uired

for the success of an individual and an organization. This underlines the necessity of searching

studies on the nature of human relations and the problems of human relations and the problems

of human behavior in the organization and suggests measures to cope with the problems. =ence

an in depth on aspects like Quality of work life can throw light on many non;identified aspects of

human behavior which may help in understanding the issues involved and improving the overall

performance of these organizations. There it is found that there is need to study in greater detail

about the topic

7A)%T. -3 4-R8)%3E AT T%RCC'%RA((A))% CE+TRA)

E6C%SE TEC'+-)-%ES


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Compensation an" Benefits (olicy

Tirucchirappalli !entral "xciseTechnologies focused on compensation as being integral to our

work and recognizing talent.

(hilosophy

6alaries vary according to the various departments designations 4ualification previous work

experiences and a successful stable work record. !ompensation for one particular job or

classification cannot be compared as being relative to any other.

/or 6oftware staff salary is set into fixed levels depending on designation. These levels will

change at least annually based on market conditions.


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ross Salary inclu"es#

Basic Salary

The 0asic 6alary is the remuneration that is paid to all employees based on position rank and

performance. The basic is generally E$K to E:K of the ,ross. 5ther allowances and per4uisites

are linked to the basic salary.

'ouse Rent Allowance 0'RA1

=3 is paid monthly to all employees and is linked to the 0ase


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Annual Benefits#

• Statutory Bonus# 3ll employees of Tirucchirappalli !entral "xciseTechnologies are

eligible to get a statutory bonus.

• (erformance )in>e" *ariable Compensation# 3ll employees are eligible to receive

'K on 0asic annually. Cariable !ompensation 1based on performance2 every month after

confirmation.

• Retention=(erformance Bonus# 3ll "mployees are eligible for a

etention?


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ES%# %K to 9K on ,ross is employee contribution and EK to :K on gross is employer

contribution. This deduction is applicable to employees whose gross is below s.7:$$.

5e"ical claim# The premium amount is shown as deduction to those employees whose gross is

above s.7:$$.

)TA# 3ll employees who have completed 9 years in Tirucchirappalli !entral

"xciseTechnologies are eligible to claim BT3 at EK to :K of 0asic.

Probation and Confirmation:

3 probation period helps the company to monitor the performance of new employees and to take

developmental?corrective action at the initial stage of employment. 3ll newly hired employeesof Tirucchirappalli !entral "xciseTechnologies will be on probation for a period of ( months

from the date of their appointment.

If the management considers it necessary the probation period can be extended and if the

employee’s performance were still not found satisfactory the services of the employee would be

discontinued.

The employee will be informed of his?her probation period through the appointment letter. 3 probationer will be deemed to be confirmed in his?her job only when the =uman esources

-epartment informs him?her of the same in writing.

Employee Benefits#

The following are the "xisting 0enefits?0est


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E. 6ubsidized )eal * /ree hot?cold beverages

:. &


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!ertificate duly filled in and send it to the = -epartment before your full and final settlement

will be done.

Company %nitiate" Separation=Termination#

Termination of service is a conscious act on the part of the company and generally results from a

disciplinary action except where it is the termination or non;renewal of a contract of

employment for a specific period. The = as directed by the -ivisional =eads will handle all

cases of termination of service and will ensure compliance with all legal formalities while

undertaking these actions.

)eae (olicy#

There are : types of leaves at Tirucchirappalli !entral "xciseTechnologies

!asual Beave

6ick Beave

"arned Beave

)aternity Beave

eeping in mind the need to expand Tirucchirappalli !entral "xciseTechnologies culturalenthusiasm initiativeness and employee interaction in a defined manner we have come up with

various M!lubsN with the employees taking charge of it.

The various clubs are as follows@


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Sports Club $/or all sporting activities in the organization

Cultural Club $ It takes care of employee recreation and takes responsible for organizing annual

day cultural events.

Community Serice Club 0y this we involve in many activities for social causes like

orphanage visits 0lood donation camps etc.

rieances#

If there is any problems complaints or suggestions can be post to the organizations I- and they

will assure to take care of it.


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RE*%E4 -3 )%TERATRE

Carious authors and researchers have proposed models of Quality of working life which include

a wide range of factors. 6elected models are reviewed below.

2


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Title# $ 3ccounting for the 4uality of work life.

(2+o# %&7;9%9..ear# ;: Author# )irvis


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In this journal the authorsuggested that the key factors in 4uality of working life are@ 8eed

satisfaction based on job re4uirements 8eed satisfaction based on Aork environment 8eed

satisfaction based on 6upervisory behavior. They defined 4uality of working life as satisfaction

of these key needs through resources activities and outcomes stemming from participation in

the workplace. )aslow’s needs were seen as relevant in underpinning this model covering

=ealth * safety "conomic and family 6ocial "steem 3ctualization >nowledge and 3esthetics

although the relevance of non;work aspects is play down as attention is focused on 4uality of

work life rather than the broader concept of 4uality of life. These attempts at defining 4uality of

working life have included theoretical approaches lists of identified factors correlation analyses

with opinions varying as to whether such definitions and explanations can be both global or

need to be specific to each work setting.


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Objectives of the study

%. To determine the factors influencing the 4uality of work life

9. To study the level of satisfaction of employees towards 4uality of work life.

(. To find out the way to improve 4uality of work life

E. The objective of the study is to help the organization to know the level of satisfaction of the

workers and executive’s at all hierarchical levels towards the facilities and welfare amenities

provided by them.

5. The study is also aimed at reviewing the working conditions including total environment to

bring in positive change for betterment of the Quality of Aork Bife of employees.

6. The objective of the study is also to find out the challenges and difficulties faced by the

management in providing better Quality of Aork Bife to the employees.

RESEAR!" #ET"ODOLO$Y

M3 esearch is a careful investigation or in4uiryR especially through search for new facts in any

branch of knowledge .It is a systemized effort to gain more knowledge.N

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

understood as a science of studying how research is done scientifically. It is necessary for the

researcher to know not only the research methods or techni4ue but also the methodology.

esearcher always needs to understand the assumption underline various techni4ue and they

need to know the criteria by which they can decide that certain techni4ue and procedures will be

applicable to certain problems and other will not.


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Ty%e of &ese'&ch

The method of conducting research deals with research design data collection method

sampTirucchirappalli !entral "xcisemethod. It explained about the nature of research work to be

done such as descriptive nature of research which has been used in this study.

Desc&i%tive &ese'&ch

I have adopted descriptive research design for the purpose of this survey. -escriptive studies are

those studies which is concerned with describing the characteristics of a particular individual or

of a group.

Ty%es of d't'

%2


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Seco*d'&y D't'

-ata which has already gone through the process of analysis or were used by someone else

earlier is referred to secondary data. This type of data will be collected from the books journals

company records etc.

Sou&ce of D't'

The data has been collecteded from the employees of office of commissionerate of !entral

"xcise and 6ervice Tax of Trichy.

S')%Ti&ucchi&'%%'++i !e*t&'+ E,ciseU*it

6ampTirucchirappalli !entral "xciseunit refers to process of defining the target population that

will be sample. =ence for the present study data has been collected by means of 4uestionnaire

from the employees.

S')%+e Si-e

6ample size plays a critical role because the generalizability of the conclusion depends on

sample size. 6ample size for the present study will be 9$$.

S')% Ti&ucchi&'%%'++i !e*t&'+ E,cise#ethod

6amp Tirucchirappalli !entral "xcise means the method of selecting a sample from a given

universe with a view to draw conclusions about the universe. 6ample means representative of

universe selected for the study. 6amp Tirucchirappalli !entral "xcise is a process of units1e.g.


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SampTirucchirappalli Central Excisemetho" has been "ii"e" into types

%2


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Analysis and Interpretation


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Table representing gen"er of Respon"ents#

S2+

o

en"e

r

+o of Respon"ents

(ercentage0

H1

% )ale %E' 7E

9 /emale :9 9D

Total II II

%nference#

/rom the above table we infer that 7EK of data collected from male and 9DK of data collected

from female.


43/93

74

26

Chart representing (ercentage of the gen"er of respon"ents

Male

Female

Table representing age group of Respon"ents

S2+o Age roup +o of respon"ents (ercentage0H

1

% 0elow 9: yrs 9 %

9 9:;(: yrs (' %&

( (:;E: yrs :D 9'

E E:;:: yrs DE (9

: 3bove :: yrs E$ 9$

Total II II


44/93

%nference#

/rom the above table we infer that (9K of data collected from age group of E:;:: 9'K and

9$K of data collected from age group of (:;E: and 3bove ::K respectively%&K of data

collected from age group of 9:;(: and %K of data collected from age group of below 9: yrs.

Below 25 yrs25-35 yrs

35-45 yrs45-55 yrs

Above 55 yrs

0

5

10

15

20

25

30

35

1

19

2832

20

Chart representing the (ercentage of age group of respon"ents

9 Table representing the "esignation of the Respon"ents

S2+o Designation +o of respon"ents (ercentage0H

1

% 6uperintendent D$ ($

9 Inspector '' EE

( 6enior Tax 3ssistant 9' %E

E -eputy office superintendent 9E %9

Total II II


45/93

%nference#

/rom the above table we infer that EEK of data are collected from Inspectors ($K of the data

are collected from superintendents %EK of data are collected from 6enior Tax 3ssistants and

%9K of the data are collected from -eputy 5fficer 6uperintendent.

30

44

14

12

Chart representing the (ercentage of "esignation of the respon"ents

Su!

"#se$!or

STA

%&S

:2 Table representing the Section of the Respon"ents

S2+o Section +o of respon"ents (ercentage0H

1

% 3dministrative 9' %E

9 6tatistics 9' %E

( Cigilance %D '

E


46/93

D Internal 3udit :9 9D

Total II II

%nference#

The above table shows that 9DK of data are collected from internal audit section9%K of the

data are collected from 3ccounts%7K are from preventive section and ' K are from vigilance

section%EK of the data are collected from administrative section%EK of data are collected from

statistics section.

A ' m ( # ( s !

r a ! ( v e

S ! a ! ( s ! ( $ s

v ( ) ( l a

# $ e

* r e v e #

! ( v e

A $ $ o u #

! s

" # ! e r # a l

A u ' ( !

0

5

10

15

20

25

30

14 14

8

17

21

26

hart representing the Section of the respon"entJs percentageH

F2 Table representing E"ucation ualification of respon"ents#

S2+o 7ualification +o of respon"ents (ercentage0H

1

% 66B! %9 D


47/93

9 =6! D (

( +, %99 D%

E


48/93

% Bess than :

yrs

9' %E

9 :;%$ yrs 9E %9

( %$;%: yrs 9$ %$

E %:;9$ yrs E9 9%

: 3bove 9$ yrs 'D E(

Total II II

%nference#

/rom the above table we infer that E(K of data collected from respondents having above 9$

yrs of experience.9%K of data are collected from %:;9$ yrs of experience %EK of data are

collected from respondents having less than : yrs of experience %9K%$K of data collected from

respondents having experience of :;%$ yrs and %$;%: yrsrespectively.

+ess !a# 5 yrs 5-10 yrs 10-15 yrs 15-20 yrs Above 20 yrs1

0

5

10

15

20

25

30

35

40

45

50

1412

10

21

43

Chart representing the (ercentage of experience of the respon"ents

K2 Table representing the marital status of Respon"ents


49/93

S2+o 5arital status +o of Respon"ents (ercentage0H1

% )arried %7E '7

9 +nmarried 9D %(

Total II II

%nference#

The above table shows that 'EK of respondents are married and %DK of respondents are

unmarried2

87

13

Chart representing the (ercentage of marital status of the respon"ents

2 Table representing the leel of satisfaction with salary an" benefits


50/93

S2 +o )eel of

satisfaction

+o2 of

Respon"ent

s

percentage0H1

% =ighly satisfied E$ 9$

9 6atisfied %%' :&

( 8eutral 9' %E

E -issatisfied %9 D

: =ighlydissatisfied

9 %

Total II II

%nference#

The above table shows that :&K of the respondents are satisfied about their salary and

benefits 9$K of respondents are highly satisfied%EK of the respondents are neutralDK of the

respondents are dissatisfied with salary and benefits and only %K of the respondents are highly

dissatisfied

-()ly Sa!(se' Sa!(se' eu!ral %(ssa!(se' -()ly %(ssa!(se'

0

10

20

30

40

50

60

70

20

59

14

6 1

Chart representing the (ercentage of leel of satisfaction with salary an" benefits

; Table representing the leel of satisfaction with wor> assignment


51/93

S2 +o )eel of

satisfaction

+o2 of

Respon"ents

percentage0H1

% =ighly satisfied E$ 9$9 6atisfied %99 D%

( 8eutral 9' %E

E -issatisfied ' E


9 %

Total II II

%nference#

/rom the above table we infer that D%K of the respondents are satisfied with their work

assignment 9$K of the respondents are highly satisfied with their work assignment%EK of the

respondents are neutralEK of the respondents are dissatisfied with their work assignment and

only %K of the respondent are highly dissatisfied with their work assignment.

- ( ) 0 l y

s a ! ( s 1 e

'

S a ! ( s 1 e

'

2 e u ! r a

l

' ( s s a ! ( s 1 e

'

- ( ) 0 l y

' ( s s a ! ( s 1 e

'

0

10

20

30

40

50

60

70

chart representing the (ercentage of leel of satisfaction with wor> assignment

I2 Table representing the leel of satisfaction with transfer policies


52/93

S2 +o )eel of

satisfaction

+o2 of

Respon"ents

percentage0H1

% =ighly satisfied D (

9 6atisfied &9 ED

( 8eutral :9 9D

E -issatisfied 9' %E


99 %%

Total II II

%nference#

The above table shows that EDK of the respondents are satisfied with the transfer policies9DK

of the respondents are neutral %EK of the respondents are dissatisfied%%K of the respondents

are highly dissatisfied and 9K of the respondents are highly satisfied

- ( ) 0 l y s a ! ( s

1 e '

S a ! ( s

1 e '

2 e u

! r a l

% ( s s a ! ( s

1 e '

- ( ) 0 l y

' ( s s a ! ( s

1 e '

05

101520253035404550

3

46

2614 11

art representing the (ercentage of leel of satisfaction with transfer polici

2 Table representing the leel of satisfaction with the promotion policy


53/93

S2

+o

)eel of

satisfaction

+o2 of

Respon"ents

percentage0H1

% =ighly satisfied $ $

9 6atisfied ED 9(

( 8eutral (9 %D

E -issatisfied DD ((

: =ighly dissatisfied :D 9'

Total II II

%nference#

The above table shows that ((K of the respondents are dissatisfied with the promotion

policies9'K of the respondents are highly dissatisfied 9(K of the respondents are satisfied

%DK of the respondents are neutral and no one is highly satisfied

()ly sa!(se'

Sa!(se'

eu!ral

%(ssa!(se'

()ly '(ssa!(se'

0 5 10 15 20 25 30 35

0

23

16

33

28

art representing the (ercentage of leel of satisfaction with promotion polici

2Table representing the leel of satisfaction with bonus proi"e"


54/93

S2 +o )eel of

satisfaction

+o2 of

Respon"ents

percentage0H1

% =ighly satisfied D (9 6atisfied D$ ($

( 8eutral E$ 9$

E -issatisfied :9 9D


E9 9%

Total II II

%nference#

The above table shows that ($K of the respondents are satisfiedwith the bonus provided for

them 9DK of the respondents are dissatisfied 9%K of the respondents are highly dissatisfied

9$K of the respondents are neutral and only (K of the respondents are highly satisfied

()ly sa!(se'

Sa!(se'

eu!ral

%(ssa!(se'

()ly '(ssa!(se'

0 5 10 15 20 25 30 35

3

30

20

26

21

Chart representing the (ercentage of leel of satisfaction with promotion policies

92 Table representing the leel of Satisfaction with the me"ical chec>up


55/93

S2 +o )eel of

satisfaction

+o2 of

Respon"ents

percentage0H1


9 6atisfied (' %&

( 8eutral (E %7

E -issatisfied D9 (%


DD ((

Total II II

%nference#

The above table shows that ((K of the respondents are dissatisfied with the medical check

upprovided by the concern(%K of the respondents are dissatisfied %&K of the respondents are

satisfied with the medical checkup%7K of the respondents are neutral and.no one is highly

satisfied with the medical checkup

- ( ) 0 l y

s a ! ( s 1

e '

s a ! ( s 1 e '

2 e u ! r a l

% ( s s a ! ( s 1

e '

0 ( ) 0 l y

' ( s s

a ! ( s 1

e '

0

5

10

15

20

25

30

35

0

19 17

31 33

representing the (ercentage of leel of Satisfaction with the me"ical che


56/93

:2 Table representing the leel of satisfaction with the recogni/e" list of

hospitals

S2 +o )eel of

satisfaction

+o2 of

Respon"ents

percentage0H1

% =ighly satisfied %$ :

9 6atisfied 7E (7

( 8eutral 79 (D

E -issatisfied 99 %%


99 %%

Total II II

%nference#

The above table shows that (7K of the respondents are satisfiedwith the authorized list of

hospitals provided by the concern (DK of the respondents are neutral %%K of the respondents

are dissatisfied and %%K of the respondents are highly dissatisfied and :K of the respondents

are highly satisfied.

- ( ) 0 l y

s a ! ( s 1 e '

s a ! ( s 1 e '

2 e u ! r a l

% ( s s a ! ( s 1

e '

- ( ) 0 l y

' ( s s a ! ( s 1

e '

05

10152025303540

Chart representing the (ercentage of recogni/e" list of hospitals proi"e"


57/93

F2Table representing the Satisfaction of 7uantity an" 7uality of foo"

proi"e" in the canteen#

S2 +o )eel of satisfaction

+o2 of Respon"ents

percentage0H1

% =ighly satisfied 9 %

9 6atisfied D' (E

( 8eutral 7E (7

E -issatisfied (D %'


9$ %$

Total II II

%nference#

The above table shows that %K of the respondents are highly satisfied about the 4uality and

4uantity of food provided in the canteen (EK of the respondents are satisfied (7K of the

respondents are neutral %'K of the respondents are dissatisfied and %$K of the respondents are

highly dissatisfied.

- ( ) 0 l y

s a ! ( s 1 e '

s a ! ( s 1 e '

2 e u ! r a l

' ( s s a ! ( s 1

e '

- ( ) 0 l y ' ( s s a ! ( s 1

e '

0

5

10

15

20

25

30

35

40

1

3437

18

10

Chart representing the (ercentage leel of satisfaction with uantity an" uality of foo"


58/93

G2 Table representing the leel of satisfaction with the rate of foo" aailable

in the canteen

S2 +o )eel of

satisfaction

+o2 of

Respon"ents

percentage0H1

% =ighly satisfied 9$ %$

9 6atisfied %9$ D$

( 8eutral E$ 9$

E -issatisfied 9$ %$


$ $

Total II II

%nference#

/rom the above table we infer that D$K of the respondents are satisfiedabout the rate food

available in the canteen 9$K of the respondents are neutral %$K of the respondents are highly

satisfied%$K of the respondents are dissatisfied about the rate of food in the canteen and no one

is highly dissatisfied.

()ly sa!(se' Sa!(se' eu!ral %(ssa!(se' ()ly '(ssa!(se'

0

10

20

30

40

50

60

70

10 60 20 10

0

esenting the (ercentage leel of satisfaction with the rate of foo" aailable in t


59/93

K2 Table representing the leel of satisfaction with grieance Re"ressel

S2 +o )eel of

satisfaction

+o2 of

Respon"ents

percentage0H1


9 6atisfied &E E7

( 8eutral 79 (D

E -issatisfied ($ %:


E 9

Total II II

%nference#

/rom the above table we infer that E7K of the respondents are satisfied about the grievance

redressel (DK of the respondents are neutral %:K of the respondents are dissatisfied 9K of the

respondents are highly dissatisfied and no respondents are highly satisfied

- ( ) 0 l y

s a ! ( s 1 e '

S a ! ( s 1 e '

2 e u ! r a l

% ( s s a ! ( s 1

e '

- ( ) 0 l y

' ( s s a ! ( s 1

e '

05

101520253035404550

t representing the (ercentage leel of satisfaction with grieance re"r


60/93

2 Table representing the rating forseating arrangement

S2 +o Rate +o2 of

Respon"ents

percentage0H1

% : E9 9%

9 E '9 E%

( ( :9 9D

E 9 9E %9

: % $ $

Total II II

%nference#

/rom the above table we infer that E%K of the respondents rated E out of :for seating

arrangement9DK of the respondents rated ( out of : 9%K of the respondents rated : out of :

for seating arrangement%9K of the respondents rated 9 out of : and no respondents rated % out

of : for seating arrangement.

54

32

1

0

5

10

15

20

25

30

35

40

45

Chart representing the (ercentage of rating for seating arrangement


61/93

;2 Table representing the opinion about computer configuration#

S2 +o Rate +o2 of

Respon"ents

percentage0H1

% : ED 9(

9 E %$9 :%

( 9 :9 9D

E 9 $ $

: % $ $

Total II II

%nference#

The above table shows that:%K of the respondents rated E out of :for computer configuration

9DK of the respondents rated ( out of : 9(K of the respondents rated : out of : no one rated 9

out of : and % out of : for computer configuration

5 4 2 2 1

0

10

20

30

40

50

60

(e&ce*t'/e

*er$e#!a)e


62/93

I2 Table representing therating for *entilation, A=C

S2 +o Rate +o2 of

Respon"ents

percentage0H1

% : %' &

9 E DD ((

( ( DE (9

E 9 (9 %D

: % 9$ %$

Total II II

%nference#

The above table shows that ((K of the respondents rated E out of : for ventilation and 3?!

(9K of the respondents rated ( out of :%DK of the respondents rated 9 out of : %$K of the

respondents rated % out of : &K of the respondents rated : out of : for ventilation and 3?!.

5 4 3 2 1

0

5

10

15

20

25

30

35

Chart representing the (ercentage of rating for entilation,A=C


63/93

012 T'b+e representing the rating for )ights

S2 +o Rate +o2 of

Respon"ents

percentage0H1

% : :D 9'

9 E &D E'

( ( E' 9E

E 9 $ $

: % $ $

Total II II

%nference#

The above table shows that E'K of the respondents rated E out of : for lightings 9'K of the

respondents rated : out of : 9EK of the respondents rated ( out of :no respondents rated 9 out

of : and % out of : for lighting facility .

5 4 3 2 1

0

5

10

15

20

25

30

35

40

45

50

Chart representing the (ercentage of rating for )ighting facility


64/93

2 Table representing therating for 3ire$Extinguisher

S2 +o Rate +o2 of

Respon"ents

percentage0H1

% : $ $

9 E $ $

( ( %$' :E

E 9 EE 99

: % E' 9E

Total II II

%nference#

The above table shows that :EK of the respondents rated ( out of :for fire extinguisher 9EK of

the respondents rated % out of :99 K of the respondents rated 9 out of :no one rated : out of :

and E out of :.

54

32

1

0

10

20

30

40

50

60

00

54

22 24

Chart representing the (ercentage of rating for fire extinguisher


65/93

92 Table representing the superiors are cooperatie

S2 +o *ariables +o2 of

Respon"ents

percentage0H1

% 6trongly agree (E %7

9 3gree %99 D%

( )oderate (9 %D

E -isagree %9 D

: 6tronglydisagree

$ $

Total II II

%nference#

The above table shoes that D%K of the respondents agreed that their superiors are cooperative

%7K of the respondents strongly agreed %DK of the respondents are moderate D K of the

respondents are disagreed and no one is strongly disagreed that their superiors are cooperative.

S!ro#)ly a)ree A)ree Mo'era!e %(sa)ree S!ro#)ly '(sa)ree

0

10

20

30

40

50

60

70

17

61

16

6

0

Chart representing the (ercentage of superiors are cooperatie


66/93

:2 Table representing the satisfaction with the wor> space

S2 +o )eels +o2 of

Respon"ents

percentage0H1

% 6trongly agree 99 %%

9 3gree &' E&

( )oderate D$ ($

E -isagree D (

: 6tronglydisagree

%E 7

Total II II

%nference#

/rom the above table we infer that E&K of the respondents are agreed about their workspace

satisfaction ($K of the respondents are moderate%%K of the respondents are strongly agreed

that they are satisfied about their work space7K of the respondents are highly disagreed about

their workspace satisfaction(K of the respondents are disagreed.

S!ro#)ly a)ree A)ree Mo'era!e %(sa)ree S!ro#)ly '(sa)ree

0

5

10

15

20

25

30

35

40

45

50

11

49

30

37

Chart representing the (ercentage of satisfaction of wor> space


67/93

F2 Table representing free"om to offer suggestions


Respon"ents

percentage

% 6trongly agree %9 D9 3gree 'E E9

( )oderate :' 9&

E -isagree (' %&

: 6trongly disagree ' E

Total II II

%nference#

The above table shows that E9K of the respondents agreed that they are given freedom to offer

suggestions on official matters 9&K of the respondents are moderate %&K of the respondents

disagreed DK of the respondents are strongly agreed and EK of the respondents strongly

disagreed.

S!ro#)ly a)ree

A)ree

Mo'era!e

'(sa)ree

S!ro#)ly '(sa)ree

0 5 10 15 20 25 30 35 40 45

6

42

29

19

4

Chart representing the (ercentage of free"om to offer suggestions


68/93

G2 Table representing the rewar" for outstan"ing performance

S2

+o

*ariables +o2 of

Respon"ent

s

percentage0H1

% 6trongly agree 9 %

9 3gree &E E7

( )oderate 7' (&

E -isagree D (

: 6trongly disagree 9$ %$

Total II II

%nference#

The above table shows that that E7K of the respondents agreedthey are getting reward for

outstanding performance (&K of the respondents are neutral %$K of the respondents strongly

disagreed (K of the respondents disagreed and %K of the respondents strongly agreed.

S!ro#)ly a)ree

A)ree'

Mo'era!e

%(sa)ree

S!ro#)ly '(sa)ree

0 5 10 15 20 25 30 35 40 45 50

1

47

39

3

10

Chart representing the (ercentage of rewar" for outstan"ing performance


69/93

K2 Table representing the leel of satisfaction with training

S2

+o

)eel of

satisfaction

+o2 of

Respon"ents

percentage0H1

% 6trongly agree ' E9 3gree %$D :(

( )oderate D$ ($

E -isagree 9D %(

: 6trongly disagree $ $

Total II II

%nference#

The above table shows that :(K of the respondents are satisfied ($K of the respondents are

neutral %(K of the respondents are dissatisfied only (K of the respondents are highly satisfied

with the training given for them and no respondents are highly dissatisfied about the training

given for them.

S!ro#)ly a)ree

A)ree

Mo'era!e

%(sa)ree

S!ro#)ly '(sa)ree

0 10 20 30 40 50 60

4

53

30

13

0

Chart representing the (ercentage of leel of satisfaction with training


70/93

2 Table representing the reuirement of the speciality hospitals to be a""e"

in the list of hospitals proi"e"2

S2+o *ariables +o2 of Respon"ents (ercentage0H1

% Fes %E$ 7$

9 8o D$ ($

Total II II

%nference#

The above table shows that 7$K of the respondents re4uired that the speciality hospitals to be

added in the list of hospitals provided by the concern ($K of the respondents do not re4uire the

specialty hospitals to be added in the list of hospitals provided.

70

30

presenting the (ercentage of reuirement of speciality hospitals to be a""e" in th list of hospitals pr


71/93

;2 Table representing the reuirement of health an" fitness club

S2+o *ariables +o2 of Respon"ents percentage0H

1

% Fes %D' 'E

9 8o (9 %D

Total II II

%nference#

The above table shows that 'EK of the respondents re4uired the health and fitness club

and %DK of the respondents do not re4uire the health and fitness club.

84

16

Chart representing the (ercentage of reuirement of health an" fitness club


72/93

9I2 Table representing the regular fee"bac> on performance


Respon"ents

percentage0H1

% 3lways (E %79 5ften 9' %E

( 5ccasionally 9' %E

E are '' EE

: 8ever 9$ %$

Total II II

%nference#

The above table shows that EEK of the respondents are getting feedback rarely%7K of the

respondents are always getting feedback on their performance %EK of the respondents are

getting feedback often %EK of the respondents are getting feedback occasionally and only%$K

of the respondents never getting feedback.

Always &!e# &$$as(o#ally are

0

5

10

15

20

25

30

35

40

45

50

er$e#!a)e


73/93

92 Table representing the opinion about the oerall uality of wor> life


Respon"ents

percentage0H1

% "xcellent %D '

9 Cery good D9 (%

( Typical %$' :E

E /air %E 7

: poor $ $

Total II II

%nference#

The above table shows that:EK of the respondents feel that the overall 4uality of work life is

typical (%K of the respondents feel very good' K of the respondents feel that the overall

4uality of work life is excellent 7K of the respondents feel fair and no respondents feel that the

overall 4uality of worklife is poor.

$elle#! :ery )oo' /oo' *oor :ery *oor

0

10

20

30

40

50

60

8

31

54

7

0

Chart representing the (ercentage of opinion about the oerall uality of wor>life


74/93

92 Table representing the relationship between Designation of the

respon"ents an" the leelof satisfaction with wor> assignment

)eel of satisfaction with wor> assignment

Total

'ighly

"issatisfi

e"

Dissatisfi

e" +eutral

Satisfie

"

'ighly

satisfie

"

Designation of

the

respon"ents

Supt $ ( ( (7 %% :E

%nspector ( D 9 DD %7 &E

Senior Tax

Assistant$ ( D %E D 9&

Deputy

officer

superinten"e

nt

$ ( D ' D 9(

Total ( %: %7 %9: E$ 9$$

Correlation

*alue

Asymp2

St"2

Error0a

1

Approx

2 T0b1

Approx2

Sig2

%nteral by

%nteral

(earsonJs R ;.%9$ .%9( ;.&&7 .(991c2

-r"inal by

-r"inal

Spearman

Correlation;.%%' .%9' ;.&7' .((%1c2

+ of *ali" Cases 7$

%nference#


75/93

The above table infers that there is negative correlation between the designation and level of

satisfaction with the work assignment. Therefore designation doesn’t influence the level of

satisfaction with the work assignment.

992 Table representing the relationship between the gen"er of the respon"ents

an" the leel of satisfaction with transfer (olicies


76/93

)eel of satisfaction with Transfer (olicies Total

'ighly

"issatisfie

"

Dissatisfi

e"

+eutr

al

Satisfie

"

'ighly

satisfie

"

en"er of

the

respon"ent

s

5ale %7 9' 9' 7D 9 %:%

3emal

e: : 9( %E 9 E&

Total 99 F ;I : II

Chi$Suare Tests

*alue "f Asymp2 Sig2 0$si"e"1

(earson Chi$SuareE.DD&1a

2E $.(9

)i>elihoo" Ratio E.ED% E .$E7

)inear$by$)inear

Association.$(9 % .':&

+ of *ali" Cases KI

%nference#

The significant value $.(9 is greater than $.$: hence null hypothesis is accepted. Therefore it is

concluded that there is no relationship between the gender of the respondents and transfer

policies.

9:2 Table representing the relationship between Age group of the respon"ents

an" the leel of satisfaction with me"ical chec> up


77/93

)eel of satisfaction with me"ical chec> up Total

'ighly

"issatisfie

"

Dissatisfie"+eutr

al

Satisfie

"

Age group of

the

respon"ents

Below F yrs $ $ 9 $ 9

F$9Fyrs %7 D D ' (7

9F$:Fyrs 9( 9$ 9 %D D%

:F$FF yrs 9( 9$ %% ' D9

Aboe FF yrs ' %% %% ' ('

Total K FK 9 :I II

Chi$Suare Tests

*alue "f Asymp2 Sig2 0$si"e"1

(earson Chi$

Suare%$.D(:1a2 %9 .:D$

)i>elihoo"

Ratio%$.$7E %9 .D$&

)inear$by$

)inear

Association

.(%% % .:77

+ of *ali" Cases KI

%nference@

6ignificant value $.:D$ is greater than $.$: hence null hypothesis is accepted. 6o it is inferred

that there is no relationship between age group and medical checkup.

9F2 Table representing the relationship between themarital status of the

respon"ents an" the leel of satisfaction with transfer (olicies

'I# There is no significant relationship between the marital status of the respondents and the

level of satisfaction with transfer policies


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'#There is significant relationship between the marital status of the respondents and the level

of satisfaction with transfer


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9G2 Table representing the relationship between the "esignation an" the

-pinion about oerall 7uality of wor> life

Assumption#

'I# There is no significant relationship between designation and the 5pinion about overall

Quality of work life


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'# There is significant relationship between designation and the 5pinion about overall Quality

of work life

-pinion about oerall 7uality of wor>life Total

(oor 3air Typical

*ery

oo"

Excelle

nt

Designation of

the

respon"ents

Supt $ ( 9' 9$ %9 D(

%nspector ( ( %7 (7 %% 7%

Senior Tax

Assistant$ $ %& %D 9 (7

Deputy officer

superinten"ent$ D %7 $ $ 9(

Total ( %' '% 7( 9: 9$$

A+-*A

Sum of

Suare

s

"f 5ean

Suare3 Sig2

Between

roupsE.$'7 ( %.(D9 9.(99 .$E(

4ithin

roups('.7%( D7 .:'7

Total E9.'$$ 7$

%nference#


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6ignificant value $.$E( is lesser than $.$: hence null hypothesis is rejected. It is concluded that

the designation influences the opinion about the overall 4uality of work life .

+ee" of the stu"y#

In the current scenario every organization expects their employees to perform at their

peak potential. Though monetary aspects play an important role in motivating employees

organization around the world have come to understand that there are many other aspects thatcontributes better employee performance. It is these aspects that form the basis for this study. In

particular this study aims to identify the various tangible and intangible aspects that contribute to

the 4uality of the workplace. It is very important for an organization to create a very conducive

working environment for employees.


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This study is needed to ensure that all employees are performing at their peak potential

free from stress and strain and to ensure all their needs are fully satisfied. This study will be

used as feedback from employees to know their current perspective of workplace and also to

identify the areas of improvement for the organization.

Scope of the stu"y#

The term Quality of work life in its broader sense covers various aspects of employment and

non;employment conditions of work. This study covers the overall 4uality of work life of

employees i.e. their job satisfaction work environment working hours work stress their

relation with their colleagues work assignments infrastructure provided etc ..The present study

aims at measuring the level of satisfaction of employees and to know about the various welfare

activities and benefits provided for the employees. The study is dependent on the opinion

expressed by all the employees of all the departments.


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Quality of work life is a multi dimensional aspect. 6ome of these aspects are

!ompensation and the reward for the work


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3%+D%+S#

eneral obseration#

)ost of the employees are satisfied with salary and benefits.

)ost of the employees are satisfied with their work space and work assignment.

)ost of the employees are satisfied with transfer policies but some of 8orth Indian

employees are dissatisfied about the transfer policies. )ost of the employees are satisfied with the 4uality 4uantity and rate of food in the

canteen

The superiors are cooperative

)ost of the employees re4uired health and fitness club.

)ost of the employees re4uired the speciality hospitals to be added in the authorized list

of hospitals provided.


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)aintenance and service of electrical and computer appliances are poor.

ectification?epair is not done instantly. )ost of the employees are dissatisfied about the promotion policies

)ost of the employees feel that ventilation is poor.

!leanliness of furniture and space is not up to the standard.

)ost of the employees feel that the infrastructure facilities to be improved.

-bseration from uestionnaire@

)erely 7E K of data are collected from male and 9DK of data are collected from female

)erely %&K 9'K (9K of the respondents belong to age group of 9:;(: yrs (:;E: yrs

and E:;:: yrs respectively.9$Kand%K of the respondents belongs to age group of above

:: yrs below 9: yrs.

D%K and ($K of the respondents has +, and


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(EK of the respondents are satisfied and %'K of the respondents are dissatisfied with the

4uality and 4uantity of food available in the canteen. D$K of the respondents are satisfied and only %$K of the respondents are dissatisfied

about the rate of food available in the canteen.

5nly 9(K of the respondents are satisfied with the promotion policies and ((K of the

respondents are dissatisfied.

)erely D%K of the respondents agreed that their superiors are cooperative and only DK of

the respondents are disagreed.

)erely (%K of the respondents feel that the overall 4uality of work life is very good and

no respondents feel poor.

5nly %7K of the respondents are getting always feedback for their performance and EEK

of the respondents are getting feedback on yearly report basis and %$K of the respondents

are never getting feedback. :(K of the respondents are satisfied with the training given for them and only %(K of

the respondents are dissatisfied.

E7K of the respondents are agreed that they are getting reward for their outstanding

performance.

E9K of the respondents agreed that they are given freedom to offer suggestion on official

matters and %&K of the respondents are disagreed.

9%K of the respondents rated : out of : for seating arrangement E%K of the respondents

rated E out of : for seating arrangement and no respondents rated % out of : for seating

arrangement.

9(K of the respondents rated : out of : for computer configuration :%K of the

respondents rated E out of : and no one rated 9 out of : and % out of : for computer

configuration.

&K of the respondents rated : out of : for ventilation and 3?!

9'K of the respondents rated : out of : for lightings E'K of the respondents rated E out

of : and no respondents rated 9 out of : and % out of : for lighting facility.

8o one rated : out of : and E out of : for fire extinguisher.

There is no relationship between the gender of the respondents and transfer policies

There is no relationship between age group and medical checkup

The designation of the respondents influences the opinion about the overall 4uality of

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


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SEST%-+#

#ob satisfactions are found to be good and it can improve by providing the satisfactory

seating arrangement.

The organization can provide separate computers on each table so that they can reduce

paper works and increase speed and accuracy in maintenance and retrieval of records

The organization can provide regular medical checkup for improving the medical

facilities. The organization can provide bus?cab facilities from 4uarters to office.

The organization can provide effective training for efficient performance of employees.

The 5rganization can appoint special computer trainee to meet out the present

computerization of the department.

6eparate vigilance checks can be there to ensure punctuality of all employees.

The 5rganization can improve the infrastructure for efficient working of individuals

The 5rganization can review the promotion policies The 5rganization can concentrate on transfer policies especially for 8orth Indian

employees.


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Conclusion#

"very organization has to satisfy some of the basic needs and demands of its employees

because the satisfied and motivated employees are the source of achieving the organizational

goals and objectives. In order to use the maximum potential of the human resource the

organization has to provide them with the best 4uality of their working life. Therefore every

organization needs to update and improve the 4uality of work life of the employees.

/rom the study it is clear that the overall 4uality of work life of employees is good in the

office of commissioner of central excise and service tax department of Trichy. This research

highlights some of the small gaps in employee’s satisfaction towards the 4uality of work life.


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Annexure


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Questio**'i&e

(e&so*'+ Det'i+s

,ender @ ; )ale ;/emale

3ge@; below 9: yrs; 9:;(: yrs; (:;E: yrs; E:;::yrs

; 3bove :: years

"ducational Qualification @ ; 66B!;S9;+,;


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& ate of food

provided in canteen

%$ ,rievance

edressel

2 (lease rate the following infrastructure

S2+o %nfrastructure *ery goo" oo" Aerage poor *ery (oor

% 6eating 3rrangement

9 !omputer configuration

( Centilation 3?c

E Bights

: /ire extinguisher

(. Bist out your opinion about the following statements

S2+o Statements Strongly Agree Agree 5o"erate "isagree Strongly

"isagree

% The superiors are

cooperative

9 I am comfortable

with the presentworkspace

allotment

( I am given

freedom to offer

suggestions on

official work

E I am rewarded for

my outstandingwork.

: I am satisfied with

training

given for me


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E. Bist out your re4uirements for the following 4uestions.

D.

=ow often will you get feedback on your performanceU

Always -ften -ccasionally Rare +eer

7. Four 5pinion about overall 4uality of work life

Excellent *ery goo" Typical 3air poor

'. 3ny suggestions would you like to improve overall 4uality of work life in your organizationU

Refe&e*ce

Boo>s#

%. >. =uman esources and


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4ebsites#

www.citehr.edu

www.mbaguys.net

www.centralexcisetrichy.gov.in
http://www.citehr.edu/http://www.mbaguys.net/http://www.centralexcisetrichy.gov.in/http://www.citehr.edu/http://www.mbaguys.net/http://www.centralexcisetrichy.gov.in/

full file quality of life central exice

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