mba project

QUALITY OF WORK LIFEIn

Hyderabad Business Forms

Student Name: - Course: - M.B.A. (HRM) Enrollment no: -

Prof. G. Ram Reddy Centre for Distance EducationOsmania University, Hyderabad - 500 007

1

CERTIFICATION

This is to certify that the Project Report titled QUALITY OF WORK LIFE

submitted in partial fulfillment for the award of M.B.A. programme of Prof. G.Ram

Reddy Center for Distance Education, Osmania University, Hyderabad was carried out by

L.NIKHIL, Admission.no.094-08-000473, under my guidance. This has not been

submitted to any other University or Institution for the award of any degree / diploma /

certificate.

Name and address of the Guide Signature of the Guide

2

DECLARATION

I hereby declare that this Project Report submitted by me to Prof. G.Ram

Reddy Center for Distance Education, Osmania University, Hyderabad, is a bonafide

work undertaken by me and it is not submitted to any other University or Institution for

the award of any degree / diploma / certificate or published any time before.

Name and address of the Student Signature of the Student

3

TABLE OF CONTENTS

S.No. TITLE PAGE NUMBER

1 WHAT IS QWL? 5

2 INTRODUCTION 26

3 METHODOLOGY 28

4 COMPANY PROFILE 30

5 ANALYSIS AND INTERPRETATION OF DATA 31

6 FINDINGS FROM THE STUDY 42

7 LIMITATIONS OF THE STUDY 45

8 SUMMARY & CONCLUSIONS 45

9 RECOMMENDATIONS 46

10 APPENDIX 47

11 BIBLIOGRAPHY 51

4

1)WHAT IS QUALITY OF WORK LIFE?

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. 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.

The Quality of working life refers to the relationship between a worker and

his environment, adding the human dimension to the technical and economic

dimensions within which work is normally viewed and designed. QWL relates to the

facilities and conditions in which workers have to work.

A happy and healthy employee will give better turnover, make good

decisions and positively contribute to the organizational goal. An assured good quality of

work life will not only attract young and new talent but also retain the existing

experienced talent.

5

1.1. FACTORS THAT INFLUENCE AND DECIDE THE QUALITY OF WORK LIFE

Attitude

The person who is entrusted with a particular job needs to have sufficient knowledge,

required skill and expertise, enough experience, enthusiasm, energy level, willingness to

learn new things, dynamism, sense of belongingness in the organization, involvement in

the job, inter personnel relations, adaptability to changes in the situation, openness for

innovative ideas, competitiveness, zeal, ability to work under pressure, leadership

qualities and team-spirit.

Environment

The job may involve dealing with customers who have varied tolerance level,

preferences, behavioral pattern, level of understanding; or it may involve working with

dangerous machines like drilling pipes, cranes, lathe machines, welding and soldering

machines, or even with animals where maximum safety precautions have to be

observed which needs lot of concentration, alertness, presence of mind, quick with

involuntary actions, synchronization of eyes, hands and body, sometimes high level of

patience, tactfulness, empathy and compassion and control over emotions.

6

Opportunities

Some jobs offer opportunities for learning, research, discovery, self-development,

enhancement of skills, room for innovation, public recognition, exploration, celebrity-

status and loads and loads of fame. Others are monotonous, repetitive, dull, routine, no

room for improvement and in every sense boring. Naturally the former ones are

interesting and very much rewarding also.

Nature of Job

For example, a driller in the oil drilling unit, a diver, a fire-fighter, traffic policeman, train

engine driver, construction laborers, welder, miner, lathe mechanic have to do

dangerous jobs and have to be more alert in order to avoid any loss of limb, or loss of

life which is irreparable; whereas a pilot, doctor, judge, journalist have to be more

prudent and tactful in handling the situation; a CEO, a professor, a teacher have more

responsibility and accountability but safe working environment; a cashier or a security

guard cannot afford to be careless in his job as it involves loss of money, property and

wealth; a politician or a public figure cannot afford to be careless, for his reputation and

goodwill is at stake. Some jobs need soft skills, leadership qualities, intelligence, decision

making abilities, abilities to train and extract work from others; other jobs need

forethought, vision and yet other jobs need motor skills, perfection and extreme

carefulness.

7

People

Almost everyone has to deal with three set of people in the work place. Those are

namely boss, co-workers in the same level and subordinates. Apart from this, some

professions need interaction with people like patients, media persons, public,

customers, thieves, robbers, physically disabled people, mentally challenged, children,

foreign delegates, gangsters, politicians, public figures and celebrities. These situations

demand high level of prudence, cool temper, tactfulness, humor, kindness, diplomacy

and sensitiveness.

Stress Level

All these above mentioned factors are inter-related and inter-dependant. Stress level

need not be directly proportional to the compensation. Stress is of different types -

mental stress/physical stress and psychological or emotional stress. A Managing

Director of a company will have mental stress, a laborer will have physical stress, a

psychiatrist will have emotional stress. Mental stress and Emotional stress cause more

damage than physical stress.

Career Prospects

8

Every job should offer career development. That is an important factor which decides

the quality of work life. Status improvement, more recognition from the Management,

appreciations are the motivating factors for anyone to take keen interest in his job. The

work atmosphere should be conducive to achieve organizational goal as well as

individual development. It is a win-win situation for both the parties; an employee

should be rewarded appropriately for his good work, extra efforts, sincerity and at the

same time a lethargic and careless employee should be penalized suitably; this will

motivate the former to work with more zeal and deter the latter from being so, and

strive for better performance.

Challenges

The job should offer some challenges at least to make it interesting; That enables an

employee to upgrade his knowledge and skill and capabilities; whereas the monotony of

the job makes a person dull, non-enthusiastic, dissatisfied, frustrating, complacent,

initiative - less and uninteresting. Challenge is the fire that keeps the innovation and

thrill alive. A well-accomplished challenging job yields greater satisfaction than a

monetary perk; it boosts the self-confidence also.

Growth and Development

9

If an organization does not give chance for growth and personal development it is very

difficult to retain the talented personnel and also to find new talent with experience and

skill.

Risk Involved and Reward

Generally reward or compensation is directly proportional to the quantum of work,

man-hours, nature and extent of responsibility, accountability, delegated powers,

authority of position in the organizational chart, risk involved, level of expected

commitment, deadlines and targets, industry, country, demand and supply of skilled

manpower and even political stability and economic policies of a nation. Although risk is

involved in every job its nature and degree varies in them; All said and done, reward is a

key criteria to lure a prospective worker to accept the offer.

10

1.2. 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, 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. The department also has

both a direct and indirect influence on employee motivation and satisfaction.

11

FIGURE – 1

12

1.3. QWL THROUGH EMPLOYEE INVOLVEMENT

One of the most common methods used to create QWL is employee involvement.

Employee involvement (EI) consists of a variety of systematic methods that empower

employees to participate in the decisions that affect them and their relationship with

the organization. Through (EI), employees feel a sense of responsibility, even

“ownership” of decisions in which they participate. To be successful, however, EI must

be more than just a systematic approach; it must become part of the organization’s

culture by being part of management’s philosophy. Some companies have had this

philosophy ingrained in their corporate structure for decades.

Figure 2

13

Pygmalion Effect

The implications for managers and human resource specialists are to create an

organizational culture that truly treats people as though they are experts at their jobs

and empowers them to use that expertise. When management does this, a Pygmalion

effect may result, which occurs when people live up to the high expectations that others

have of them. If management further assumes that people want to contribute and seek

ways to tap that contribution, better decisions, improved productivity and a higher QWL

are likely.

Quality Circles

Quality circles are small groups of employees who meet regularly with their common

leader to identify and solve work-related problems. They are a highly specific form of

team building, which are common in Japan and gained popularity in North America in

the late 1970s and early 1980s. by the 1980s most medium- and large-sized Japanese

firms had quality control circles for hourly employees. This effort began as a quality

improvement program but has since become a routine procedure for many Japanese

managers and a cornerstone of QWL efforts in many Japanese firms.

Several characteristics make this approach unique. First, membership in the

circle is voluntary for both the leader (usually the supervisor) and the members (usually

hourly workers). Secondly, the creation of quality circles is usually preceded by in-house

training. For supervisors these sessions typically last for two or three days. Most of the

14

time is devoted to discussions of small-group dynamics, leadership skills, and

indoctrination in the QWL and quality circle philosophies. About a day is spent on the

different approaches to problem-solving techniques. The workers also receive an

explanation of the supervisor’s role as the group’s discussion leader and information on

the quality circle concept. Thirdly, as is pointed out in the training, the group is

permitted to select the problems it wants to tackle. Management may suggest problems

of concern, but the group is empowered to decide which ones to select. Ideally, the

selection process is not by democratic vote but is arrived at by consensus, whereby

everyone agrees on the problem to be tackled. (If management has been pressing

problems that need to be solved, these problems can be handled in the same way that

they were resolved before the introduction of quality circles). When employees are

allowed to select the problems they want to work on, they are likely to be more

motivated to find solutions. And they are also more likely to be motivated to stay on as

members of the circle and solve additional problems in the future.

Socio-technical Systems

Another intervention to improve QWL is the use of socio-technical systems. Socio-

technical systems are interventions in the work situation that restructure the work, the

work groups, and the relationship between workers and the technologies they use to do

their jobs. More than just enlarging or enriching a job, these approaches may result in

more radical changes in the work environment.

15

Autonomous Work Groups

A common approach to employee involvement is the use of autonomous work groups.

These are teams of workers, without a formal company-appointed leader, who decide

among themselves most decisions traditionally handled by supervisors. The key feature

of these groups is a high degree of self-determination by employees in the management

of their day-to-day work. Typically this includes collective control over the pace of work,

distribution of tasks, organization of breaks, and collective participation in the

recruitment and training of new members. Direct supervision is often necessary. QWL is

more likely to improve as workers demand jobs with more behavioral elements. These

demands will probably emerge from an increasingly diverse and educated work force

that expects more challenges and more autonomy in its jobs – such as worker

participation in decisions traditionally reserved for management.

16

1.4. QWL programs can be evaluated on the basis of following points:

a. Fair compensation and job security

The economic interests of people drive them to work at a job and employee satisfaction

depends at least partially, on the compensation offered. Pay should be fixed on the basis

of the work done, responsibilities undertaken, individual skills , performance and

accomplishments. Job security is another factor that is of concern to employees.

Permanent employment provides security to the employees and improves their QWL.

b. Health is wealth

Organizations should realize that their true wealth lies in their employees and so

providing a healthy work environment for employees should be their primary objective.

c. Provide personal and career growth opportunities

An organization should provide employees with opportunities for personal /

professional development and growth and to prepare them to accept responsibilities at

higher levels.

d. Participative management style and recognition

Flat organizational structures help organizations facilitate employee participation. A

participative management style improves the quality of work life. Workers feel that they

17

have control over their work processes and they also offer innovative ideas to improve

them. Recognition also helps to motivate employees to perform better. Recognition can

be in the form of rewarding employees for jobs well done.

e. Work-life balance

Organizations should provide relaxation time for the employees and offer tips to

balance their personal and professional lives. They should not strain employee’s

personal and social life by forcing on them demanding working hours overtime work,

business travel, untimely transfers etc.

f. Fun at workplace

This is growing trend adopted by today’s organizations to make their offices a fun place

to work.

18

1.5. BARRIERS TO QWL

Though the positive effect of QWL is already established, all parties of the organization

still resist to any schemes or procedure to improve QWL. The management may feel the

QWL at the present level is satisfactory and more steps need be taken to improve it.

Employee on the other hand resist to changes with a pre conceived notion that any

scheme that the management takes up to would be to increase production without

extra cost. Another barrier to the improvement of QWL is lack of financial resources.

Strategies for improving QWL are self managed work teams, job redesign and

enrichment, effective leadership and supervisory behavior, career development,

alternative work schedules, job security, administrative or organizational justice and

participating management. By implementing such changes management can create a

sense of involvement, commitment and togetherness among the employees which

paves way for better QWL.

19

1.6. BALANCING THE WORK AND LIFE OF EMPLOYEES

Researches indicate that balanced work-life can lead to greater employee productivity.

With the progressive shift of the economy towards a knowledge economy, the meaning

and Importance of tile quality of work life is also assuming a new significance. According

to Sigmund Freud, family is an essential ingredient for the love that exists in the life of

the employees. Many researchers indicate that maintaining a good balance in work and

life has become a priority for the corporates in the developed nations. At the dawn of

industrialization, the needs and priorities of employees were at the lower end of

Maslow’s need hierarchy pyramid. The priority was given more to physical and material

security. However, with rapid cultural and economic developments, the priorities

outside job became very different. Employees started looking for higher and meaningful

quality of life as a result of the outcomes of their work. With the increasing shift of the

economy towards knowledge economy, the meaning and importance of the quality of

work life is also assuming a new significance. Today, the connotation of the term 'work'

has also become different. It has more to do with the intellectual exercise than physical

labour. As a result, the corporate need to streamline and restructure their work

schedules in order to bring about a balance in work life of their employees.

Understanding and managing the levels and complexities of diverse motivational needs

is another area, which requires careful attention from the corporates to bring about

work-life balance. Various researchers have pointed out the factors that have created

the need for maintaining work life balance.

20

Shifts in Societal Patterns

Today's nuclear families with both the partners working, have created new dynamics

that has become emotionally demanding to the employees. Financial and social

obligations have assumed a different level of significance today. The needs of

organizations today have also changed. Money is getting accumulated in tiny pockets,

among those sections of people who possess the ‘most wanted’ knowledge. And these

so-called ‘knowledge workers’ are the ones who are in acute need to balancing their

work and life.

Technological Breakthroughs

Tremendous progress in the fields of information technology and communication

system has changed our worldview. At the same time, it demands more from today’s

employees. Strict deadlines, tighter schedules and ever-escalating corporate targets are

the natural outcome of it.

New Horizon of Expectations

Due to the above reasons there has been a total shift in the level of expectations for

today’s employees. In fact, in the book Geeks and Geezers, Thomas and Bennis explain

how attitudes towards work and life balance varies from generation to generation. Baby

boomers are no longer ready to give their lives to the company they work for. Whereas

the Generation X’s and Y’s are more committed to meet the demands of both work and

21

family life. In turn, they seek a newly defined and restructured way of getting jobs

assigned to them.

Researchers have pointed out that a balance between work and life is

maintained when there is no conflict between work and family demands. Though this

seems to be idealistic situation, what the corporates need to remember is that the

conflicts should not reach unacceptable levels where it would tend to affect the

productivity of the employee. According to 1998 America @ Work (SM) study conducted

by Aon Consulting Worldwide Inc., an HR consulting firm based in Chicago, the

employees of today put their commitment to organizations they work for only if the

management recognizes the importance of their personal and family life. Striking a

balance between work and life is as difficult for the corporates as it is for the employees.

However, the onus of maintaining this is more on the corporates because, as pointed

out by the famous Hawthorne Experiment, the world of individuals primarily centers on

their place of work. So a careful perusal of the working patterns and scheduling of jobs

will be one of the first steps in designing work schedule that can balance life and work.

The HR managers, along with the functional heads and line mangers, should try to bring

in flexibility to the working patterns within the organizations. A tradeoff between

organizational needs and personal needs of the employees has to be worked out.

Following are some of the ways in which it can be done. Though this is in no way an

exhaustive list, yet it does provide a starting point for corporates to develop flexible

work schedules that can balance work and life.

22

Creating Institutional Support Mechanisms

The first and the foremost requirement is to create conditions that will provide

organizational support towards maintaining the flexibility of work and life of the

employees. These entail the propagation of the culture of work flexibility, HR policies

and other organizational regulations that allow the employees to maintain a good mix of

personal lives with their career. There is a need to clearly chalk out the connection

between maintaining this flexibility and the corporate objectives. For instance,

managers at Eli Lilly begin their job in the company with a clear understanding of what

the company expects. They undergo a weeklong program, called Supervisor School that

blends the business case for work life initiatives. Thus, the management ensures that

the flexibility in work is linked with the objectives of the organization. But this is not

enough. What is needed is to ensure and communicate the support of the senior

management. The top management of the company must clearly communicate its

eagerness and willingness to restructure the work schedules in such a manner that it

can balance the work and life of the employees. This will require clear articulation from

the company that it values the personal lives of its employees. The employees must

understand that their organization also keeps in mind the value of their life and personal

relationship. Such articulation can be done through the company’s vision and mission

statements.

23

Providing Managerial Support

Organizations must make sure that there are proper organizational systems of work

design that allows employees to have flexible time. This may even require a new look

towards HR manual, which the organization may have. It is also necessary to evaluate

such systems of flexibility from time to time. Otherwise, stagnancy will creep into the

work schedules, which might create new dimensions of the problem in the work life

patterns. To keep pace with the changing patterns of work and life of employees, the

organizations can arrange special training programs that will inform the employees

about the new working trends. This can be done through sharing successful models of

work schedules and real life case studies.

Practicing What You Preach

Above all, the organizations need to execute their flexible work schedules. Flexible work

patterns must become a part of organizational initiatives. This will require the creation

of a networked environment that can provide a ‘back up’ system to support work

relationship. Essentially this will require employees to become cross functional, so that a

temporary emergency or a shortfall in one department can be met by other

departments. Thus, the role of HR department needs to be revisited and made more

expansive and supportive towards organizational and individual needs.

24

Sustain It

Once the organization follows and internalizes the practice of flexible work schedules

for its employees, it is very necessary that it sustains it over a long period of time. Such

sustainability can be brought about by clear demarcations of accountability and means

to measure it. In other words, the focus and purpose of creating balanced work life

should be maintained at any cost. This will also call for review and evaluation of the

current work environment and make modifications in the schedules accordingly. Several

researchers have shown that a balanced work-life creates greater employee

productivity. What important is the long-term and not the short-term, which seems to

become the focus of many organizations. So, though it may apparently seem that

employees are having more leisure, the effect of a balanced work-life will show up

positively in the bottom line of the company.

25

2) INTRODUCTION

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. 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.

The Quality of working life refers to the relationship between a worker and

his environment, adding the human dimension to the technical and economic

dimensions within which work is normally viewed and designed. QWL relates to the

facilities and conditions in which workers have to work.

A happy and healthy employee will give better turnover, make good

decisions and positively contribute to the organizational goal. An assured good quality of

work life will not only attract young and new talent but also retain the existing

experienced talent.

26

STATEMENT OF THE PROBLEM

The main purpose of doing this project is to understand what good quality

work life means to employees and how it affects the companies. It speaks about how a

company should keep their employees happy by providing them quality work life. This

project also gives an overview of how a Human Resource Department should function

so as to retain the best of the company’s human resource its growth

Hyderabad Business Forms is keen to find out the present quality of work

life in their organization. Hence, this project is undertaken to know the present quality

of work life and to suggest suitable measures to further enhance the same.

OBJECTIVES

The objectives of the study are as follows:

1) To understand the present working conditions.

2) To identify the shortcomings in the motivational practices.

3) To assess the motivation level of the employees.

4) To know and suggest relevant techniques which will improve the working conditions

and performance.

27

3) METHODOLOGY

DATA BASE:

This study is based on both primary data and secondary data.

Primary Data

There are three widely used methods for gathering primary data. They are,

1) Survey methods

2) Observation method

3) Experimentation method

In this project survey method is used. Survey has the advantage of getting to the original

source of information. A survey of the employees and the organization would be

conducted to collect the primary data by using questionnaire.

Secondary Data

The secondary data is any data originally generated for some purpose, other than the

present research objectives, it includes the finding’s based research done by outside

organization as well as data generated in house for earlier studies, or even information

collected by firm sales or credit department.

Secondary data used for this project has been taken from company brochure,

magazines, journals, and books, web sites, web pages and by Interacting with company

personnel.

28

Sample Design:

Sampling is a method of selecting a few items from a particular group to be obtaining

relevant data which help in drawing conclusions regarding the entire group i.e.

population or universe

A multi-stage random sampling procedure would be followed to select the sample

respondents. The sample size selected for the study was 50 employees of “Hyderabad

Business Forms”.

Data Analysis:

After the data was collected from various sources, information is tabulated and is

summarized in the form of points and graph etc., On the basis of this analyzes, findings

were noted and conclusion were arrived and at studying the conclusion, suggestions are

recommended and a suitable plans are made.

29

4) COMPANY PROFILE

Hyderabad Business Forms was established in the year 2005 and they manufacture

preprinted and blank computer stationary as well perform many other printing works.

The unit is situated in IDA Bollaram in Hyderabad and is set up in a vast area of 4000

Sqm with ample facilities and good infrastructure. They employ up to 100 people and

posses imported machinery like the French make “Flexo Bobbin” printing machine etc.,

and use ‘A’ grade paper of SIRPUR Paper Mills Limited.

They supply preprinted computer stationary to various big organizations in the twin

cities of Hyderabad and Secunderabad like Karvy, ITC Limited, Deccan Chronicle, Matrix

Labs, OCTL, Paper Products Limited, Care Hospitals, Kamineni Hospitals, India Cements,

Hindustan Sanitary, Rahul Automotives and many others. They are also enrolled as

approved suppliers for several Banks like Andhra Bank, UCO Bank, The Laxmi Vilas Bank

and have a rate contract with them for supply to all their branches all over India.

The company firmly believes that giving its people the right encouragement adds

incomparable rewards. Even with technology and progress man does not take second

place here. Emphasis is given to man management and every opportunity is given so

that people can grow with the organization.

The main objectives of the company are:

Maintain high quality at all time.

Create a peaceful and harmonious working environment.

Maintain leadership in the marketing through excellence in service and product

Gain trusts and respect as a socially responsible corporate citizen and earn the

30

confidence of customer.

5) ANALYSIS AND INTERPRETATION OF DATATable No: 1

Age of respondents

Age No. of respondents Percentage

20 – 30 15 30 %

31 – 45 23 46 %

46 & above 12 24 %

Total 50 100 %

The above table shows that majority of 46% of the respondents belongs to the age

group of 31 to 45 and 30% of the respondents lies between 20 to 30 age group. 24% of

the respondents fall from the age group of 46 and above. The study reveals that all the

respondents all age group level is well capable of assessing the quality of their work life.

Table No. 2

Experience of the respondents

Experience No. of Respondents Percentage

Below 1 year - -

1 – 5 years 10 20 %

5 – 10 years 12 24 %

Above 10 years 28 56 %

Total 50 100 %

The above table shows that majority of 56% of the respondents are with an experience

of more than 10 years and 24% are 5 to 10 years of experience, 20% of the respondents

are with 1-5 years experience. No respondent is less experienced. The study reveals

that all the respondents are well experienced, so they are well capable of assessing the

quality of their work life.

31

Table No – 3

Income level of the respondents

Income Level No. of Respondents Percentage

Below Rs. 5,000 - -

Rs. 5,000 – Rs.10,000 19 38 %

Rs. 10,000 – Rs.20,000 29 58 %

Above Rs. 20,000 2 4 %

Total 50 100 %

The above the table shows that as much as 62 per cent of the respondents are in the

higher income group of more than Rs. 10,000 income per month. Hence it can be

inferred that monetary benefits are not a constraint to assess the quality of work life, in

the study unit.

Table No – 4

Using skills and abilities to perform the job

Opinion No. of Respondents Percentage

Strongly Agree 23 46 %

Agree 25 50 %

Disagree 1 2 %

Strongly Disagree 1 2 %

Total 50 100 %

The above the table states that as much as 96% of workers in the study unit were of the

opinion that their job enables them to use their skills and abilities in full. Only 4% of

them disagreed to this point. Hence it can be inferred that the work in the study unit is

such that which allows almost all the workers to use their skill and ability in full.

32

Table No – 5

Equal treatment at work place



Agree 29 58 %

Disagree - -

Strongly Disagree - -

Total 50 100 %

The above the table shows that no harm is done to the self-respect of the workers in the

study unit. 42% of the respondents strongly agreed to the statement and 58% of the

respondents also opinioned that the workers are treated equally with respect at their

work places. Thus it can be concluded that the organization provides equal treatment at

work place.

Table No – 6

Conditions on my job allows me to be productive



Agree 25 50 %

Disagree 1 2 %


Total 50 100 %

The above table shows that almost 96% all the workers in the study unit either agree or

even strongly agree that the conditions on their job allow them to be productive. Only

4% of them were of negative opinion. Thus, it is clear that the conditions on job are

congenial to raise the productivity of the workers which is very essential for both the

management and workers to achieve their objectives of higher productivity.

33

Table No – 7

Opportunity to develop special abilities



Agree 32 64 %

Disagree 6 12 %


Total 50 100 %

The above table states that 24% of the workers strongly agree to the point that there

are adequate opportunities to develop their own special abilities in the work place.

64% of the respondents agree to it only to some extent. Only 12% of the workers find

no such opportunities in the study unit. Hence, it can be inferred that the opportunities

available in the workplaces to develop the special abilities of the workers is satisfactory.

So improvement of special abilities would definitely improve the quality of work life in

the study unit.

Table No – 8

Organizations provides enough guidance to get the job done



Agree 29 58 %

Disagree 8 16 %


Total 50 100 %

34

The above table shows that 82% of the workers in the study unit are satisfied with the

guidance provided to them by the superiors/managers to get the work done easily. 18%

of the respondents disagreed to accept it. Hence, it can be inferred that guidance to

work, which is essential for the quality work life which is provide at the work place in

the study unit.

Table No – 9

Organization provides high quality tools and techniques to do the job



Agree 16 32 %

Disagree 3 6 %


Total 50 100 %

As shown in the table, the opinion of the respondents as regard to the positive factors

of the high quality tools and techniques required to perform the job. 62% of the

respondents very strongly agree with the provisions made to utilize quality tools and

techniques to perform the job and 32% of the respondents also agree with them. Only 6

per cent of the respondents are refused to accept it. Hence it can be concluded that

there is positive attitude towards the provisions of tools techniques.

Table No – 10

35

Opportunities for promotion are good



Agree 26 52 %

Disagree 12 24 %


Total 50 100 %

As shown in the table, the opinion of the respondents regarding chances for promotion

is not appreciable compared to other determinants of quality of work life. Only 72% of

the respondents has agreed that the chances for promotion are good in the study unit

whereas, as much as 28% of the workers refused it. Hence, it can be concluded that the

chances for promotion are not attractive among the workers even though majority of

them agree to it.

Table No – 11

The safety of workers is at high priority


Yes 30 60 %

No 20 40 %

Total 50 100 %

As pointed out in the table, 60% of the respondents opinioned that high priority was

assumed to safety at work place and other side of the coin reflects 40% of the

respondents disagreed. Hence, it can be concluded that the safety towards the

employees need to be concentrated highly to ensure safe and secured work life.

Table No – 12

36

Infrastructure facilities are Good


Yes 45 90 %

No 5 10 %

Total 50 100 %

If “Yes” which of the following do you like


First aid 4 8 %

Canteen 13 26 %

Lightening and ventilation 28 56 %

Others 5 10 %

Total 50 100 %

Above table shows that 56% of the respondents are satisfied with lightening and

ventilation facilities provided in the work place, followed by 26% satisfied with canteen

facilities and 8% of the respondents opinioned on first aid facilities, 10% of the

respondents opinioned on others includes drinking water, rest rooms etc.

Table No – 13

37

Fringe benefits are good in the organization



Agree 28 56 %

Disagree 6 12 %


Total 50 100 %

As shown in above table 28% of the workers accept that the fringe benefits offered to

them are good and enough to their expectations. As much as 56% were of the opinion

that the fringe benefits are somewhat good, though not up to their expectations. The

remaining 16% were of the opinion that the fringe benefits offered in the study unit are

not at all up to their expectations. Hence it can be concluded that the fringe benefits

offered in the study unit, in general, are not up to the expectation of the workers.

Table No – 14

Job security



Agree 23 46 %

Disagree 1 2 %


Total 50 100 %

The above table shows that 52% of the workers strongly feel that there is security for

their job and only one worker feel that there is no security for the job. Job security is

38

the vital factor to access the quality of the work life in any organization. Since the job

security in the study unit ensures that there are majority chances for good performance

and as a result the quality of work life is up to the expectation.

Table No – 15

Training opportunities helped in terms of improving the quality of work



Agree 27 54 %

Disagree 6 12 %


Total 50 100 %

The above the table states that only 30% of the workers strongly accept that there

are training opportunities in the study unit, which helps them to perform their job safely

and competently. 54% of the workers accept to some extent that the training

opportunities are available and helpful. The remaining 16% were of the opinion that

they had no such opportunities. Training is very essential for quality of work life in any

organization. The training opportunities offered in the study unit are up to the

expectations of the workers at present.

Table No – 16

Employee’s opinion about work stress

39


Always 14 28 %

Often 32 64 %

Sometimes 3 6 %

Never 1 2 %

Total 50 100 %

The above table shows that except only one worker, all the other 49 workers are of the

opinion that their work is stressful one. Among them, 28% of the workers opinioned

that the stress is always there in the work and a vast majority of 64% feels that they

often find their work stressful. Only 6% of the workers have stated that their work is

stressful sometimes and not always. Hence it can be inferred that the work is stressful

one, which if allowed uncontrolled will spoil the quality of work in the study unit.

Table No – 17

Employee’s opinion on work schedule


First Shift 32 64 %

Second Shift 2 4 %

Third Shift 0 0 %

General Shift 16 32 %

Total 50 100 %

From the table 64% of workers are satisfied with first shift, 32% of workers are satisfied

with general shift and 4% of the workers opinioned on second shift. Hence the majority

of the respondents accept with their first shifts.

Table No – 18

The Leave Policy being practiced

40


Highly Satisfactory 3 6 %

Satisfactory 35 70 %

Undecided 4 8 %

Dissatisfactory 8 16 %

Total 50 100 %

From the above table, it is found that a majority of the respondents are satisfied with

the leave policy being practiced in the company. Hence it can be inferred that the leave

policy is as desired by respondents and therefore the quality of work life is up to the

mark.

6) FINDINGS FROM THE STUDY

The following findings were observed from the study:

41

A majority of 46% of the respondents belongs to the age group of 31 to 45

and 35% of the respondents lies between 20 to 30 age group. 24% of the

respondents fall from the age group of 46 and above.

Majority of 56% of the respondents are with an experience of more than 10

years.

As much as 62 per cent of the respondents are in the higher income group of

more than Rs.10,000 income per month.

As much as 96% of workers in the study unit were of the opinion that their job

enables them to use their skills and abilities in full. Only 4% of them disagreed

to this point.

The study shows that no harm is done to the self-respect of the workers in the

study unit. The respondents also opinioned that the workers are treated

equally with respect at their work places.

Almost all the workers either agree or even strongly agree that the conditions

on their job allow them to be productive.

24% of the workers strongly agree to the point that there are adequate

opportunities to develop their own special abilities in the work place. 64% of

42

the respondents agree to it only to some extent. Only 12% of the workers find

no such opportunities in the study unit.

Majority of the employees are satisfied with the guidance provided to them

by the superiors/managers to get the work done easily.

62% of the respondents very strongly agree with the provisions made to

utilize high quality tools and techniques to perform the job, and 32% of the

respondents also agree with the statements, and only 6% of the respondents

are refused to accept it.

The opinion of the respondents as regard to the chances for promotion is not

appreciable compared to other determinants of quality of work life.

The study shows that 60% of the respondents opinioned that high priority was

assumed to safety at work place and other side of the coin reflects 40% of the

respondents disagreed.

Most of the employees are satisfied with the infrastructural facilities provided

to them.

28% of the workers accept that the fringe benefits offered to them are good

and enough to their expectations. As much as 56% were of the opinion that

the fringe benefits are somewhat good, though not up to their expectations.

43

The remaining 12% were of the opinion that the fringe benefits offered are up

to their expectations.

52% of the workers strongly feel that there is security for their job.

Most of the employees accept that there are training opportunities which

helps them to perform their job safely and competently. Only 16% were of the

opinion that they had no such opportunities.

All the employees, except only 1 employee are of the opinion that their work

is stressful one. 28% of the workers opinioned that the stress is always there

in the work and a vast majority of 64% feel that they often find their work

stressful. Only 6% of the workers have stated that their work is stressful

sometimes and not always.

About 69% of workers are satisfied with first shift, whereas 31% of workers

are satisfied with general shift and only 4% of the workers opinioned on

second shift.

it is found that majority of the respondents are satisfied with the leave policy

practiced by the company.

7) LIMITATIONS OF THE STUDY

Time constraints

This study is confined to this company only and it may not be applicable to others.

44

Details regarding monetary remuneration provided by the respondents may not

be accurate.

The research cannot be generalized because findings are relevant to this company

only.

Complete accuracy not possible due to errors in feedback

The respondents may not have expressed them strong negative feelings about the

policies, which results in the error of central tendency

8) SUMMARY & CONCLUSION

From the study, it is clear that quality of work life of employees in

HYDERABAD BUSINESS FORMS is good. This research highlights some of the

small gaps in employee’s satisfaction towards the company.

Compared to other companies, this company believes in employee’s

satisfaction and brilliant productivity hours. Quality mission includes not only

the quality of the products but also the Quality of Work Life.

HYDERABAD BUSINESS FORMS aims to promote the peaceful industrial

relations and good organization which is highlighted by management and the

employees.

Since employees are the backbone of the company. So company should

satisfy them in order to improve the business in the higher competitive

market of the liberalized economy.

45

8) RECOMMENDATIONS

The following recommendations are made to the company from this study.

Improvements should be made in rewarding and awarding policies.

Introduction of Promotion policy at operation level

Employees need high motivation from the top management of the company.

Employees needs more compensation from the company

Employees expects mutual relationship between co-workers

Employee’s needs special training from the company related to their job

during working period.

Employees expects the quality of work to be measured periodically be the

company

10) APPENDIX

46

QUESTIONNAIRE

It would be grateful if you would kindly make it convenient to spare your valuable time

for filling up the below furnished questionnaire for me. The data collected through this

questionnaire shall be kept confidential and will be used for academic purpose only.

1. Personal Details

NAME (OPTIONAL) :

AGE : 20 to 30

: 31 to 45

: 46 & ABOVE

QUALIFICATION :

DESIGNATION :

EXPERIENCE :

<1 year 1-5 years

5-10 years 10 years

INCOME

<5000 5000-10000

10000-20000 >20000

2. The Job allows me to use my skills and abilities to the maximum level

Strongly agree

Agree

Disagree

Strongly Disagree

3. I am treated with respect in the work place

Strongly agree

47

Agree

Disagree

Strongly Disagree

4. Conditions in the job allows me to be productive

Strongly agree

Agree

Disagree

Strongly Disagree

5. The organization provides an opportunity to develop my own abilities

Strongly agree

Agree

Disagree

Strongly Disagree

6. The organization provides enough instruction to get the job done

Strongly agree

Agree

Disagree

Strongly Disagree

7. The organization is providing a high quality tools and techniques to do the job

Strongly agree

48

Agree

Disagree

Strongly Disagree

8. The opportunity for promotions are good

Strongly agree

Agree

Disagree

Strongly Disagree

9. The safety of workers is at high priority

Yes No

10. Does the infrastructure facilities is good

Yes No

If, yes which of the following do you like

First aid Canteen

Lightening arid Ventilation Others

11. Fringe benefits are good in the organization

Strongly agree

49

Agree

Disagree

Strongly Disagree

12. The job is secured

Strongly agree

Agree

Disagree

Strongly Disagree

13. The training opportunities has really helped in improving the quality of work.

Strongly agree

Agree

Disagree

Strongly Disagree

14. How often do you find work stressful?

Always

Often

Sometimes

Never

15. Which of the following best describes your usual work schedule?

First Shift

50

Second Shift

Third Shift

General Shift

16. Your valuable suggestion to improve QWL _____________________________

11) BIBLIOGRAPHY

BOOKS

“Human Resources and Personal Management” by K. Aswathappa

“Research Methodology” by C. R. Kothari

“Organizational Behaviour” by Luthans Fred

“Statistics” by R.S.N. Pillai and V. Bhagavathi

WEBSITES

www.google.com

www.wikipedia.com

www.answers.com

51

mba project

Documents

bonafide work

work place

quality of working life

everyday life

entire life

overall quality

award of

job satisfaction