1.

INTRODUCTION DEFINITION
The Quality of Work Life (QWL) in an organization is essential to the smooth running and the success of its employees. The Work Life balance must be maintained effectively to ensure that all employees are running at their peak potential and free from stress and strain. Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives. - William A. Foster. The term refers to the favorableness or unfavourableness of a total job environment for people. QWL programs are another way in which organizations recognize their responsibility to develop jobs and working conditions that are excellent for people as well as for economic health of the organization. The elements in a typical QWL program include open communications, equitable reward systems, a concern for employee job security and satisfying careers and participation in decision making. Many early QWL efforts focus on job enrichment. In addition to improving the work system, QWL programs usually emphasize development of employee skills, the reduction of occupational stress and the development of more co-operative labourmanagement relations. Vigorous Domestic and International competition drive organizations to be more productive. Proactive managers and human resource departments respond to this challenge by finding new ways to improve productivity. Some strategies rely heavily upon new capital investment and technology. Others seek changes in employee relations practices. Human resource departments are involved with efforts to improve productivity through changes in employee relations. QWL means having good supervision, good working conditions, good pay and benefits and an interesting, challenging and rewarding

1.1

job. High QWL is sought through an employee relations philosophy that encourages the use of QWL efforts, which are systematic attempts by an organization to give workers greater opportunities to affect their jobs and their contributions to the organizations overall effectiveness. Stress at work is often considered in isolation, wherein it is assessed on the basis that attention to an individuals stress management skills or the sources of stress will prove to provide a good enough basis for effective intervention. Alternatively, job satisfaction may be assessed, so that action can be taken which will enhance an individuals performance. A proactive human resource department finds ways to empower employees so that they draw on their brains and wits, usually by getting the employees more involved in the decision-making process. The satisfaction in the job is purely a psychological problem revolution in the minds of the members of the organization. Since the job satisfaction is an internal feeling of the human being, there is no measure it. The practical difficulty in enhancement of the job satisfaction is primarily owing to the identification and the satisfaction of the needs and wants. The identification and fulfillment are impracticable in reality, because the top management cannot identify the never ending needs and wants of the employees throughout the organization. The needs and wants are not only multiple but also perennial in nature. Because if a particular wants is satisfied a need for the next one will arise. In reality one cannot expect that the management can identity and satisfy the varied needs of the members of the organization.

Job satisfaction
Job satisfaction was defined as an attitude, which results from a balancing and summation of specific likes and dislikes, experienced in connection with the job. -Keith Davis. The satisfaction that a person extracts by working in the organization can be called as job satisfaction. It expresses the willingness and unwillingness with which the members of the organization view their work. In fact it expresses the quantum of agreement between ones expectation from the job and the result that the job facilitates him. Job satisfaction describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation or aptitude, although it is clearly linked. Job design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement, job enrichment and job re-engineering. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work position. Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs.

Emotions
Mood and emotions from the affective element of job satisfaction. Moods tend to be longer lasting but often weaker states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or cause. There is some evidence in the literature that moods are related to overall job satisfaction. Positive and negative emotions were also found to be significantly related to overall job satisfaction. Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than will intensity of positive emotion when it is experienced. Emotion work refers to various efforts to manage emotional states and displays. Emotion management includes all of the conscious and unconscious efforts to increase, maintain, or

decrease one or more components of an emotion. Although early studies of the consequences of emotional work emphasized its harmful effects on workers, studies of workers in a variety of occupations suggest that the consequences of emotional work are not uniformly negative.

FACTORS DETERMINING JOB SATISFACTION

Such factors are either from within the organisation or from outside the organisation. Therefore, the factors inherent in job and personal factors are given due to weight age for determining the job satisfaction.

PERSONAL FACTORS
1. Sex:
Satisfaction or dissatisfaction may differ on the basis of sex. Because of the weakness in women employee, the less commanding power, emotional imbalance may lead to differences in satisfaction.

2. Family circumstances:
The personal factor responsible for job satisfaction is the family atmosphere is peaceful and pleasant the employee is positively motivated while at work or otherwise mentally disturbed and resulting in poor performances.

3. Age and Experience:

Age and experience are also the leading cause of satisfaction and dissatisfaction. If an individual is not fairy treated on the basis of age and experience he is negatively motivated.

4. Intelligence:

Intelligence is an internal excellence of mind, which leads to high level of performance. If it is recognized and rewarded is positively motivated. This positive motivation will help him to claim the higher level of authority. Challenging job requires extraordinary managerial capacity.

5. Personality:
Personality of an individual may be interpreted in any forms like physical personality and mental personality. Personality of an individual has an high correlation with job satisfaction.

6. Educational Level:
With the occupational level held constant there is a negative relationship between the education level and job satisfaction. Higher the education, higher the reference group which the individual looks for the guidance to evaluate the job rewards.

ORGANIZATIONAL FACTORS:
1. Wages:
Wages play a significant role in influencing job satisfaction. This issue of two reasons. First money is important instrument in fulfilling ones needs and two, employed often see pay as a reflection of management concern for them.

2. Nature of work:
Most of employees crave intellectual challenges of jobs. Employees tend to prefer of tasks, freedom and feedback on well they are doing.

3. Promotion:
Promotions affect the job satisfaction. It should be capable of servicing the expectation of the senior level employee as he gains an experience in various fields of the organization.

4. Job Security:
5

Insecurity to the employee in the job after a considerable service cause dissatisfaction and it leads to collapse of the life of an employee with his family.

5. Relationship with superior and subordinate:

There must be a coordinal relationship between the superior and subordinate. The superior should have a soft corner towards his subordinates .with the cooperation of the subordinates the management cannot achieve anything.

6. Communication:
One of the secret of successful management is systematic and the effective communication. Communication is after all an exchange of organization. Effective communication avoids delay in decisions, friction between superiors and subordinates.

7. Occupational level:
Higher the level of job, greater is the satisfaction of the individual. This is because higher level jobs carry greater prestige and self control. This relationship between occupational level and job satisfaction stems from social reference group theory in that our society values some jobs more than others.

WORK STRESS
According to Richard Carlson, Stress is nothing more than a socially acceptable form of mental illness. Workplace stress is the harmful physical and emotional response that occurs when there is a poor match between job demands and the capabilities, resources, or needs of the worker. Stress-related disorders encompass a broad array of conditions, including psychological disorders (e.g., depression, anxiety, post-traumatic stress disorder) and other types of emotional strain (e.g., dissatisfaction, fatigue, tension, etc.), maladaptive behaviors (e.g., aggression, substance abuse), and cognitive impairment (e.g., concentration and memory problems). In turn, these conditions may lead to poor work performance or even
6

injury. Job stress is also associated with various biological reactions that may lead ultimately to compromised health, such as cardiovascular disease, or in extreme cases death. Job stress results from the interaction of the worker and the conditions of work. Views differ on the importance of worker characteristics versus working conditions as the primary cause of job stress. The differing viewpoints suggest different ways to prevent stress at work. According to one school of thought, differences in individual characteristics such as personality and coping skills are very important in predicting whether certain job conditions will result in stress. In other words, what is stressful for one person may not be a problem for someone else. This viewpoint underlies prevention strategies that focus on workers and ways to help them cope with demanding job conditions. Although the importance of individual differences cannot be ignored, scientific evidence suggests that certain working conditions are stressful to most people. Such evidence argues for a greater emphasis on working conditions as the key source of job stress, and for job redesign as a primary prevention strategy. Large surveys of working conditions, including conditions recognized as risk factors for job stress, were conducted in member states of the European Union in 1990, 1995, and 2000. Results showed a time trend suggesting an increase in work intensity. In 1990, the percentage of workers reporting that they worked at high speeds at least one-quarter of their working time was 48%, increasing to 54% in 1995 and to 56% in 2000. Similarly, 50% of workers reported they work against tight deadlines at least one-fourth of their working time in 1990, increasing to 56% in 1995 and 60 % in 2000. However, no change was noted in the period 19952000 (data not collected in 1990) in the percentage of workers reporting sufficient time to complete tasks. A substantial percentage of Americans work very long hours. By one estimate, more than 26% of men and more than 11% of women worked 50 hours per week or more in 2000. These figures represent a considerable increase over the previous three decades, especially for women. According to the Department of Labor, there has been an upward

trend in hours worked among employed women, an increase in extended work weeks (>40 hours) by men, and a considerable increase in combined working hours among working couples, particularly couples with young children. A person's status in the workplace can also affect levels of stress. While workplace stress has the potential to affect employees of all categories; those who have very little influence to those who make major decisions for the company. However, less powerful employees are more likely to suffer stress than powerful workers. Managers as well as other kinds of workers are vulnerable to work overload. Economic factors that employees are facing in the 21st century have been linked to increased stress levels. Researchers and social commentators have pointed out that the computer and communications revolutions have made companies more efficient and productive than ever before. This boon in productivity however, has caused higher expectations and greater competition, putting more stress on the employee. The following economic factors may lead to workplace stress:

Pressure from investors, who can quickly withdraw their money from company stocks. The lack of trade and professional unions in the workplace. Inter-company rivalries caused by the efforts of companies to compete globally The willingness of companies to swiftly lay off workers to cope with changing business environments.

INDUSTRY PROFILE 1.2 INDUSTRY PROFILE

The liberalization of the Indian economy in the early nineties has played a major role in the growth of the IT industry of India. Deregulation policies adopted by the Government of India have led to substantial domestic investment and inflow of foreign capital to this industry. In 1970, high import duties had forced IBM to leave India. However, after the early nineties, many multinational IT companies, including IBM, have set up their operations in India. During the ten year period 1992-2002, the Indian Software grew at double the rate as thus software industry. Some of the major reasons for the significant growth of the IT industry of India are: Abundant availability of skilled manpower Reduced telecommunication and intemetcosts Reduced import duties on software and hardware products Cost advantages Encouraging government policies The profile of the Indian IT Serves has been undergoing a change in the last few years, partly as it moves up the value chain and partly as a response to the market dynamics. Ten years ago, most US companies would not even consider outsourcing some of their IT Projects to outside vendors. The market competition is forcing organizations to cut down on costs of products. The professional IT Services on the other hand are becoming increasingly expensive. The offshore software development model is today where onsite professional services were ten years ago. There is a high chance (almost a mathematical certainty), that in less than ten years, the vast majority of IT Services (software development being just one of them) from developers countries, will be, one, outsourced to an offshore vendor. Now, ten years later, a vast majority of US companies use the professional services of Indian Software Engineers in some manner, through large, medium or small companies.

Despite the global economic slowdown, the IT Software and Services industry is maintaining a steady pace of growth. Software development activity is not confined to a few cities in India. Software development centers, such as Bangalore, Hyderabad, Mumbai, Pune, Chennai, Calcutta, Delhi-Noida-Gurgaon, Vadodara, Bhubaneswar, Ahmedabad, Goa, Chandigarh, Trivandrum are all developing quickly. All of these places have state-ofthe-art software facilities and the presence of a large number of overseas vendors. Indias most prized resource is its readily available technical work force. India has the second largest English-speaking scientific professionals in the world, second only to the US. It is estimated that India has over 4 million technical workers, over 1,832 educational institutions and polytechnics, which train more than 67,785 computer software professionals every year. The enormous base of skilled manpower is a major draw for global customers. India provides at one-tenth the price.

CUSTOMER SUPPORT SERVICE

Our customer service offerings create a virtual customer service center to manage customer concerns and queries through multiple channels including voice, e-mail and chat.

TECHNICAL SUPPORT SERVICE

Our technical support offerings include round-the-clock technical support and problem resolution for OEM customers and computer hardware, software, peripherals and internet infrastructure manufacturing companies. These include installation and product support, up & running support, troubleshooting and usage telemarketing.

SERVICES
Our telesales and telemarketing outsourcing services target interaction with potential customers for prospecting like either for generating interest in products and services, or to complete the sales process online.

INTERNET / ONLINE / WEB RESEARCH:

Service Example: Internet search, product Research, Market Research, Survey, Analysis.

10

 Web and Mailing list research etc.

DATA ENTRY SERVICES / DATA PROCESSING SERVICES:

Data entry from Paper/Books with highest accuracy and fast turn around time (TAT) Data entry from image file in any format Data entry of E-Books / Electronic Book Business Transaction Data Entry like sales / purchase / payroll. Business Card Data Entry into any Format Receipt and Bill Data Entry Catalog Data Entry

KEY TO SUCCESS
The key to success in ramping up talent in a IT environment is a rapid training module. The training component has to be seen as an important sub-process, requiring constant re-engineering.

BUSINESS PROCESS OUTSOURCING: THE TOP RANKERS

1. WNS Group 2. Wipro Spectra mind 3. HCL Technologies 4. Daksh E-Services 5. Convergys 6. Zenta

COMPANY PROFILE 1.3 COMPANY PROFILE:

GOMI has put its baby step into real estate & commodity trading where big alone would be the underlying mantra. Both the industries are the largest among all domains &

11

responsible for all the financial figures of any country that becomes a pointer to the economic world. A click & brick approach is adopted & cutting edge technologies implemented in these two massive yet under computerized business forms.

VISION: GOMI will be a click & brick model in the job, education, real estate & commodity trading domain. By 2012, GOMI will be looked upon as an attitude that would be a model for anyone who dreams BIG.GOMI would be synonymous to CHALLENGES.

MISSION: GOMI offers high-quality real estate, employment &education & commodity trading services to retail and business customers. Our aim is to provide our customers with quality services, while keeping them informed and educated throughout the process. GOMI is an excellent place to work, a professional environment that is challenging, rewarding, creative, and respectful of ideas and individuals. GOMI ultimately provides excellent value to its customers and fair reward to its partners and employees.

CONSULTING: BUSINESS INTELLIGENCE MANAGEMENT:

Business intelligence management is an important element of an organizations strategy to deliver the information needed to successfully manage critical applications. The sheer amount of data available today makes it ever more important to deliver the right data to the right individuals at the right time. The ability to effectively manage data can provide

12

a company with a defining advantage.

GOMI REAL IT helps with the design and implementation of new business intelligence initiatives, as well as with enhancement and performance improvement of mission-critical enterprise-wide initiatives

Whether the needs are to make better use of the data already resident in your companys data warehouse, or to define and implement a new data management strategy and architecture, GRIT can help. The GRITs expertise in delivering specialists includes TIBCO Qlikview Hyperion Abinitio Cognos Business objects Information builders Oracle technologies

Functionally, GRIT can provide project teams to fulfill the following IT resource needs: Business intelligence Enterprise reporting Dashboards / Scorecards Data analysis Data project management Data architecture Data mining

13

 Cleansing Migration Integrity ETL tools Data warehouse / data mart

APPLICATION DEVELOPMENT
Time frames to successfully deliver applications continue to compress, making project management more critical than ever before. The business community expects developers to deliver quickly, with increased functionality and flawless operations, all under budget.

GRIT is especially capable in delivering teams of specialists that can manage and execute the successful delivery of small to mid-scale projects. Our expertise includes the following areas: Project management Full software lifecycle development Microsoft based development technologies Object oriented language development Portal and web-based development

SOFTWARE QUALITY ASSURANCE

Time and time again, industry studies have proven that early involvement of the quality assurance and test organization in the design phase improves product testability, reduces costs and improves delivery time frames. Whether a company needs software quality assurance and test specialists from the beginning of the project or at a later point in the development lifecycle, GRIT can supply the expertise to successfully accomplish your project testing goals through support in:

14

 Comprehensive test management Testing throughout the software development lifecycle Automated and manual testing Software test tool selection Implementation guidelines

THE PEOPLE
The team comprises of a right mix of seasoned functional gurus & vibrant youth techies who would take the dual industry by storm. The recruits are a passionate lot who would go the extra mile to taste that success. We have industry stalwarts who have been mentoring us to achieve the biggest of achievements with minimum trials. An external team of consultants with great domain experience would share their inputs to ease our team of any specific research.

Some of our clients.

15

16

1.4 NEED FOR THE STUDY

One of the most talked about subjects in corporate circles, in recent times, is how to maintain a satisfied workforce. An efficient and satisfied workforce is the most significant factor in the organization effectiveness and management excellence.

17

The study aims at bringing out the job satisfaction and managing stress among the employees in GOMI REAL IT (P) LTD, Vadapalani, Chennai. There would be employee turnover due to many reasons and we could trace the feasibility of prevailing factors of the job satisfaction and organizational climate. It could support the management to understand about the employees satisfaction and help them to take decision for the employees problem if prevailing and solve on the issue.

The study analyses the level of stress among the people who work in the organization. Stress arises because of unfulfilled wants, lack of job satisfaction etc. it identifies the ways of the causes of stress in the working organization

Management needs information on the employees job satisfaction in order to make sound decision both in prevailing and solving employees problems. One of the benefits of this survey is that they give management an indication of general level of satisfaction in a company.

1.5 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVES:
To study about quality of work life in GOMI REAL IT (P) LTD, Vadapalani, in Chennai.
18

SECONDARY OBJECTIVES:

To determine the level of Job Satisfaction among the employees. To study about how employees manage stress caused in environment. To study about whether the employees are satisfied with the working conditions. To analysis the relationship between superior and subordinates. To study the satisfaction level of employees with respect to job security.

1.6 SCOPE OF THE STUDY

The scope of the study is confined to GOMI REAL IT (P) LTD,Vadapalani, with respect to the employees in all cadres. The researcher could gain substantial pragmatic

19

view on the important factors that influence the job satisfaction among employees .The researcher gain and attain knowledge in undertaking and performing projects. It has helped the researcher to observe and analyze the satisfaction level of the employees with regards to various factors.

Job satisfaction is the affective variable most often connected with employee turnover. This will help the organization to take necessary steps to reduce the dissatisfaction factors by adopting counseling, rewards and promotion.

The organization could understand the main factors that influence the job satisfaction. The organization could also learn the expectations of the employees in their job and to undertake the suggestion given by them. The findings of the study is important because employees are one of important factors for the overall smooth functioning of the organization, if the employees are dissatisfied it causes loss to him as well as organization.

1.7 LIMITATION OF THE STUDY

1.

The study was conducted for the executives in the organization.

20

2.

Many respondents were wary of answering certain question due to fear that it would

affect their existence in the organization. 3. 4. 5. It was difficult to collect data from employees working under various shifts. This being a random sample, the analysis may not be a true picture of the population. Few respondents felt that their views would be exposed to the management and their

views were slightly biased.

1.8 REVIEW OF LITERATURE

21

Quality of working life has been differentiated from the broader concept of quality of life. To some degree, this may be overly simplistic. The Research on quality of work life by Elizur and Shye, (1990) concluded that quality of work performance is affected by quality of life as well as quality of working life. However, it will be argued here that the specific attention to work-related aspects of quality of life is valid. Hackman and Oldham (1976) drew attention to what they described as psychological growth needs as relevant to the consideration of Quality of working life. Several such needs were identified are Skill variety, Task Identity, Task significance, Autonomy and Feedback. Theory based models by Taylor (1979) more pragmatically identified the essential components of quality of working life as basic extrinsic job factors of wages, hours and working conditions, and the intrinsic job notions of the nature of the work itself. Warr and colleagues (1979), in an investigation of quality of working life, considered a range of apparently relevant factors, including work involvement, intrinsic job motivation, higher order need strength, perceived intrinsic job characteristics, life satisfaction. Mirvis and Lawler (1984) suggested that quality of working life was associated with satisfaction with wages, hours and working conditions, describing the basic elements of a good quality of work life as safe work environment, equitable wages, equal employment opportunities and opportunities for advancement. Baba and Jamal (1991) described as typical indicators of quality of working life that includes job satisfaction, job involvement, work role ambiguity, work role conflict, work role overload, job stress, organizational commitment and turn-over intentions. Ellis and Pompli (2002) identified a number of factors contributing to job dissatisfaction and quality of working life in nurses, that includes poor working

22

environments, resident aggression, workload, inability to deliver quality of care preferred, balance of work and family, lack of involvement in decision making. Sirgy et al. (2001) suggested that the key factors in quality of working life are need satisfaction based on job requirements, need satisfaction based on work environment, need satisfaction based on supervisory behaviour, organizational commitment. Bearfield, (2003) used 16 questions to examine quality of working life, and distinguished between causes of dissatisfaction in professionals, intermediate clerical, sales and service workers, indicating that different concerns might have to be addressed for different groups. Singh (1983) states that, Quality of Work Life is not based on any theory. It is concerned with overall climate of work place. Reduced supervision, increased selfregulation and self-management are pillars of Quality of Work Life. American Society of Training and Development (1979) presented Quality of Work Life as a process of work organizations, which enables its members at all levels to participate actively and efficiently in shaping the 28 organizations environment, methods and outcomes. It is a value based process, which is aimed towards meeting the twin goals of enhanced effectiveness of organizations, and improved quality of life at work for employees. Cohen and Rosenthal (1980) describes Quality of Work Life as an intentionally designed effort to bring out increased labour management, and cooperation to jointly solve the problem of improving organizational performance and employee satisfaction. In the views of Johnston (1993), Quality of Work Life is more than simply a concept, means or an end. It embodies the following inter-related sets of ideas that deals with a body of knowledge, concepts, experiences related to the nature, meaning, and structure of work and ideas dealing with the nature and process of introducing and managing organisation change.

23

According to Balu (2001), Quality of Work Life encompasses various aspects relating to Working Environment, Employee Motivation, Proper Communication, Employee Facilities, and Employee Performance Recognition. In the opinion of Jain (1991), Quality of Work Life represents a blending of motivational factors of work, socio-technical system etc. which are of very real concerns for human values in todays society with an awareness that all individuals devote the greater part of their mature lives to the work, spending time, energy and physical and mental resources to this endeavor. Moreover, it recognizes that, work is the chief determinant of an individuals freedom, growth and self respect as well as his or her standard of living. Quality of Work Life denotes the experienced goodness of working in the organizational settings. Herzberg at al., (1959) used Hygiene factors and Motivator factors to distinguish between the separate causes of job satisfaction and job dissatisfaction. It has been suggested that Motivator factors are intrinsic to the job, that is; job content, the work itself, responsibility and advancement. Quality of Working Life is not a unitary concept, but has been seen as incorporating a hierarchy of perspectives that not only include work-based factors such as job satisfaction, satisfaction with pay and relationships with work colleagues, but also factors that broadly reflect life satisfaction and general feelings of well-being (Danna & Griffin, 1999). Walton (1974) attributes the evolution of Quality of Work Life to various phases in history. Legislations enacted in early twentieth century to protect employees from jobinjury and to eliminate hazardous working conditions, followed by the unionization movement in the 1930s and 1940s were the initial steps in this direction. From the study by Sekharan (1985) observed that, historically the concept of Quality of Work Life had originally included only the issues of wages, working hours, and 26 working conditions. However, the concept has now been expanded to include such factors as the extent of workers involvement in the job, their levels of satisfaction with

24

various aspects in the work environment, their perceived job competence, accomplishment on the job etc. According to Keith (1989), Quality of Work Life refers to the favorableness or unfavourableness of a job environment for people. The basic purpose in this regard is to develop jobs aiming at Human Resource Development as well as production enhancement. Gani (1993) in his study stated that the core of the Quality of Work Life concept is the value of treating the worker as a human being and emphasizing changes in the sociotechnical system of thorough improvement, in physical and psychological working environment, design and redesign of work practices, hierarchical structure and the production process brought with the active involvement of workers in decision making. In the words of Kumar and Tripati (1993), Quality of Work Life is a philosophy of management that believes co-operative relationship between employees and managers and also believes that every employee has the ability and right to offer his intelligence and useful inputs into decisions at various levels in the organizations. According to Mccromic and Illgess, Job satisfaction is the attitudes of one has towards him/her job. It is an emotional resource to the job, which can vary from positive to negative in any degree. According to Hoppock, Job satisfaction is any combination of psychological, physiological and environmental factors that makes a person to admit, I am happy at my job, it has also been defined as the end state of feeling.

1.9 RESEARCH METHODOLOGY

RESEARCH DESIGN
The research design adopted for this study is descriptive research design. A research, which provides a description of a specific situation in such a way, so as to help the researcher to identify cause and effect relationship is known as descriptive research.

25

In the present study, Descriptive research design is used to describe the respondents satisfaction level with respect to various influencing factors such as job characteristics, promotion policy, interpersonal relationships etc.

SOURCE OF DATA Primary Data

Data was collected through a well structured questionnaire. The questionnaire consists of 5 personal questions, one open-ended question, and 19 multiple choice questions.

Secondary Data
Secondary data are existing data, which are collected from company database, brochures, journals etc.

SAMPLING PLAN Sampling unit

The study was conducted with respect to executive in the organization.

Sample Size
A total of 110 employees were selected for the study including both male and female.

Sampling Procedure
The sample procedure adopted for the study was convenience sampling under nonprobability method.

DATA ANALYSIS
TOOLS USED Percentage Analysis

26

Percentage refers to special kind of ratio which is used in comparison between two or more series of data. Percentage can also be used to compare the relative item that is distribution of two or more series of data. This method is commonly used in comparative study. Percentage = No of Respondents ------------------------------ * 100 Total no of Respondents

Chi-square method
Chi square is a non-parametric test. It can be used to determine if categorical data shows dependency or two classifications are independent. It can also be used to make comparison between theoretical population and actual data when categories are used We used the following formula for calculating the value of chi-square X = (O-E)2 / E O- observed frequency E- expected frequency

Steps for computing chi- square test: First of all expected frequencies are computed The Expected frequency for any cell can be calculated

E = RT * CT / N Where, RT = Row total

27

CT = Column total N = Number of frequencies Then find out difference between observed (0) and expected (E) frequencies that is (O-E).
Difference between (O) and (E) are squared that is interval estimate(O-E)2

calculated
Square difference between frequencies (O-E)2 are divide by respective expected

frequencies(O-E)2/E
These quantities are added together to obtain the total value of computed X2 value

that is (O-E)2/E The degree of freedom is calculated from the frequencies table by using formula Degree of freedom = (R-1) (C-1) Where R- Number of rows C- Number of columns
Then calculated value is then compared to a table value of X2 If the calculated value is lesser than the table value, then the H0 is accepted If the calculated value is greater than the table value then the H0 is reject

2. DATA ANALYSIS & INTERPRETATION

2.1 PERCENTAGE ANALYSIS TABLE 2.1.1 GENDER WISE CLASSIFICATION OF EMPLOYEES

Male Female No of Respondents 66 44
28

Percentage (%) 60 40

Total Source: Primary Source

110

100

INFERENCE:
From the above table it is clear that 60% of the respondents of male, 40% of the respondents of female

CHART 2.1.1
70 60 50 40 30 20 10 0 male female

TABLE 2.1.2 EXPERIENCE OF THE EMPLOYEES IN CONCERN

Age Group Less than 1 1-2 years 2-5 years More than 5 Total Source: Primary Source No of Respondents 10 23 47 30 110 Percentage (%) 9 21 43 27 100

INFERENCE:

29

The above table shows that experience of the employees working in the organization where 9% of the respondents worked for below 1 year, 21% of the respondents worked for 1 to 2 years, 43% of the respondents worked for 2 to 5, 27% of the respondents worked for more than 5 years.

CHART 2.1.2 EXPERIENCE OF THE EMPLOYEES IN CONCERN

50 45 40 35 30 25 20 15 10 5 0 less than 1 year 1-2 year 2-5 year 5 years or above

TABLE 2.1.3 COMFORT LEVEL OF JOBS

Attributes No of Respondents Satisfied 10 Neutral 96 Dissatisfied 4 Total 110 Source: Primary Source Percentage (%) 9 87 4 100

INFERENCE:
The above table shows that 9% of the respondents are satisfied with their working condition, 87% of respondents stated neutral and 4% are dissatisfied with the satisfaction.

30

CHART 2.1.3 COMFORT LEVEL OF JOBS

100 90 80 70 60 50 40 30 20 10 0 Satisfied neutral dissatisfied

TABLE 2.1.4 MANAGING WORK AND LIFE IN BALANCE WAY

Particulars Strongly Agree Agree Neutral Disagree Strongly disagree Total Source: Primary Source No of Respondents 15 70 14 11 0 50 Percentage (%) 14 63 13 10 0 100

INFERENCE:
The above table shows that 14% of the respondents strongly agreed for balancing life and work, 63% of respondents agreed, 13% of respondents stated neutrally and 10% are dissatisfied with the statement.

CHART 2.1.4
31

MANAGING WORK AND LIFE IN BALANCE WAY

70 60 50 40 30 20 10 0 strongly agree agree neutral disagree strongly disagree

TABLE 2.1.5 TIME SPENT AT WORK

Particulars Strongly Agree Agree Neutral Disagree Strongly disagree Total Source: Primary Source No of Respondents 9 11 77 10 3 110 Percentage (%) 8 10 70 9 3 100

INFERENCE:
The above table shows that 8% of the respondents strongly agreed for the time being spent at work, 10% of respondents agreed, 70% of respondents stated neutrally and 9% are dissatisfied and 3% of respondents strongly disagreed for the statement.

CHART 2.1.5 TIME SPENT AT WORK

32

80 70 60 50 40 30 20 10 0 strongly agree agree neutral disagree strongly disagree

TABLE 2.1.6 SATISFIED ON THE TEAM WORK IN THE ORGANIZATION

Particulars Strongly Agree Agree Neutral Disagree Strongly disagree Total Source: Primary Source No of Respondents 15 38 41 11 5 110 Percentage (%) 14 35 37 10 4 100

INFERENCE:
The above table shows that the team work is build in the organization. 14% of the respondents strongly agree, 35% of the respondents agree, 37% of the respondents neutral, 11% of the respondents disagree and 4 % of the respondents strongly disagree.

CHART 2.1.6 SATISFIED ON THE TEAM WORK IN THE ORGANIZATION

33

40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree

TABLE 2.1.7 QUALITY OF TIME BEING MISSED WITH FAMILY AND FRIENDS
Particulars Strongly Agree Agree Neutral Disagree Strongly disagree Total Source: Primary Source No of Respondents 0 8 24 54 24 110 Percentage (%) 0 7 22 49 22 100

INFERENCE:
The above table shows that 7% of the respondents agreed for missing the time to be spend for the family and friends,22% of respondents stated neutrally and 49% are disagree, 22% of respondents stated strongly disagree for the statement.

CHART 2.1.7 QUALITY OF TIME BEING MISSED WITH FAMILY AND FRIENDS
34

60 50 40 30 20 10 0 Strongly agree Agree Neutral Disagree Strongly disagree

TABLE 2.1.8 LOOSING TEMPER IN THE WORK PLACE

Particulars No of Respondents Strongly Agree 5 Agree 28 Neutral 26 Disagree 45 Strongly disagree 6 Total 110 Source: Primary Source Percentage (%) 5 25 24 41 5 100

INFERENCE:
The above table shows that 5% of the respondents strongly agreed for losing their temper in the work place, 25% of respondents agreed, 24% of respondents stated neutrally, 41% are dissatisfied and 5% of respondents strongly disagree for the statement.

CHART 2.1.8 LOOSING TEMPER IN THE WORK PLACE

35

45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree

TABLE 2.1.9 EFFECTIVE MEASURE TO REDUCE THE STRESS RELATED TO JOB

Particulars Strongly Agree Agree Neutral Disagree Strongly disagree Total Source: Primary Source No of Respondents 15 30 40 18 7 110 Percentage (%) 14 27 37 16 6 100

INFERENCE:
The above table shows that 14% of respondents are strongly agreed to reduce the stress, 27% of respondents stated agreed, 37% of respondents stated neutrally, 16% of respondents disagree and 6% of respondents are strongly disagree for the statement.

CHART 2.1.9

36

EFFECTIVE MEASURE TO REDUCE THE STRESS RELATED TO JOB

40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree

TABLE 2.1.10 TRAINING FOR REDUCE STRESS

Particulars Strongly Agree Agree Neutral Disagree Strongly disagree Total Source: Primary Source No. of Respondents 20 35 35 15 5 110 Percentage (%) 18 32 32 14 4 100

INFERENCE:
The above table shows that 18% of respondents strongly agreed to reduce stress through training, 32% of respondents stated agreed, 32% of respondents stated neutrally, 14% of respondents stated disagree and 4% of respondents stated strongly disagree for the statement.

CHART 2.1.10 TRAINING FOR REDUCE STRESS

37

35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree

TABLE 2.1.11 WORK GET AFFECTED BECAUSE OF STRESS ON YOUR JOB

Particulars No of Respondents Always 5 Some times 50 Rare 30 Never 25 Total 110 Source: Primary Source Percentage (%) 5 45 27 23 100

INFERENCE:
The above table shows that 5% of respondents are always work affected because of stress, 45% of respondents stated sometimes, 27% of respondents rare and 23% of respondents are never for the statement.

CHART 2.1.11 WORK GET AFFECTED BECAUSE OF STRESS ON YOUR JOB

38

50 45 40 35 30 25 20 15 10 5 0 Always Some times Rare Never

TABLE 2.1.12 WORKING CONDITION IN GOMI REAL IT(P) LTD

Particulars Strongly Agree Agree Neutral Disagree Strongly disagree Total Source: Primary Source No of Respondents 11 38 39 16 6 110 Percentage (%) 10 35 35 15 5 100

INFERENCE:
The above table shows that 10% of respondents are strongly agreed for the working condition, 35% of respondents stated agreed, 35% of respondents stated neutrally, 15% of respondents of disagreed and 5% of respondents of strongly disagree for the statement.

CHART 2.1.12 WORKING CONDITION IN GOMI REAL IT(P) LTD

39

40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree

TABLE 2.1.13 SATISFACTION OF WORKING CONDITION

Particulars No of Respondents Strongly Agree 13 Agree 32 Neutral 45 Disagree 12 Strongly disagree 8 Total 110 Source: Primary Source Percentage (%) 12 29 41 11 7 100

INFERENCE:
The above table shows that 12% of respondents are strongly agreed due the respect from the superior, 29% of respondents stated agreed, 41% of respondents stated neutrally, 11% of respondents are disagreed and 7% of respondents are strongly disagreed.

CHART 2.1.13 SATISFACTION OF WORKING CONDITION

40

45 40 35 30 25 20 15 10 5 0
Strongly agree Agree Neutral Disagree Strongly disagree

TABLE 2.1.14 TRAINING PROGRAM HELPS IN RELATIONSHIP AMONG EMPLOYEES

Particulars No of Respondents Yes 105 No 5 Total 110 Source: Primary Source Percentage (%) 95 5 100

INFERENCE:
The above table shows that 95% of the respondents maintain relationship with other employees and 5% of the respondents stated no for the statement.

CHART 2.1.14 TRAINING PROGRAM HELPS IN RELATIONSHIP AMONG EMPLOYEES

41

100 90 80 70 60 50 40 30 20 10 0 Yes No

TABLE 2.1.15 RESPECT FROM THE SUPERIOR

Particulars No of Respondents Strongly Agree 14 Agree 33 Neutral 43 Disagree 12 Strongly disagree 8 Total 110 Source: Primary Source Percentage (%) 13 30 39 11 7 100

INFERENCE:
The above table shows that 13% of respondents are strongly agreed due the respect from the superior, 30% of respondents agreed, 39% of respondents stated neutrally, 11% of respondents are disagreed and 7% of respondents are strongly disagreed.

CHART 2.1.15 RESPECT FROM THE SUPERIOR

42

45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree

TABLE 2.1.16 SUPERIOR SHOWS EMPATHY TO THEIR FELLOW WORKERS

Particulars Strongly Agree Agree Neutral Disagree Strongly disagree Total Source: Primary Source No of Respondents 15 60 30 5 0 110 Percentage (%) 14 55 27 4 0 100

INFERENCE:
The above table shows that 14% of respondents are strongly agreed superior shows empathy to their fellow, 55% of respondents agreed, 27% of respondents stated neutrally, 4% of respondents are disagreed.

CHART 2.1.16 SUPERIOR SHOWS EMPATHY TO THEIR FELLOW WORKERS

43

60 50 40 30 20 10 0 Strongly agree Agree Neutral Disagree Strongly disagree

TABLE 2.1.17 OPINION REGARDING THE MANAGEMENT & UNION RELATIONSHIP

Particulars No of Respondents Always 35 Often 48 Some times 15 Never 12 Total 110 Source: Primary Source Percentage (%) 32 44 14 10 100

INFERENCE:
The above table shows that 32% of respondents of the management and union relationship, 44% of respondents are often, 14% of respondents stated sometimes and 10% of respondents stated never for the statement.

CHART 2.1.17 OPINION REGARDING THE MANAGEMENT & UNION RELATIONSHIP

44

50 45 40 35 30 25 20 15 10 5 0 Always Often Some times Never

TABLE 2.1.18 RELATIONSHIP AMONG EMPLOYEES

Particulars No of Respondents Good 95 Fair 10 Bad 5 Total 110 Source: Primary Source Percentage (%) 86 9 5 100

INFERENCE:
The above table shows that 86% of respondents are maintain the relationship, 9% of respondents are fair and 5% of respondents are bad.

CHART 2.1.18 RELATIONSHIP AMONG EMPLOYEES

45

100 90 80 70 60 50 40 30 20 10 0 Good Fair Bad

TABLE 2.1.19 OPINION ABOUT SUPERIOR RELATION

Particulars No of Respondents Good 80 Fair 25 No idea 5 Total 110 Source: Primary Source Percentage (%) 73 23 4 100

INFERENCE: The above table shows that 73% of respondents relations are good, 23% of respondents are fair and 4% of respondents are stated no idea.

CHART 2.1.19 OPINION ABOUT SUPERIOR RELATION

46

80 70 60 50 40 30 20 10 0 Good Fair No idea

TABLE 2.1.20 EMPLOYER ALLOW YOU TO GIVE SUGGESTION

Particulars No of Respondents Always 26 Often 22 Some times 54 Never 8 Total 110 Source: Primary Source Percentage (%) 24 20 49 7 100

INFERENCE:
The above table shows that 24% of respondents are allow to give suggestion, 49% of respondents are sometimes, 20% of respondents stated often and 7% of respondents stated never.

CHART 2.1.20 EMPLOYER ALLOW YOU TO GIVE SUGGESTION

47

60 50 40 30 20 10 0 Always Often Some times Never

TABLE 2.1.21 ACTIVELY PARTICIPATE IN THE UNION

Particulars No of Respondents Always 60 Often 30 Some times 14 Never 6 Total 110 Source: Primary Source Percentage (%) 55 27 13 5 100

INFERENCE:
The above table shows that 55% of respondents are participate in the union, 13% of respondents sometimes, 27% of respondents often and 5% of respondents never.

CHART 2.1.21 ACTIVELY PARTICIPATE IN THE UNION

48

60 50 40 30 20 10 0 Always Often Some times Never

TABLE 2.1.22 SATISFIED WITH THE INTER-GROUP RELATION

Particulars Strongly Agree Agree Neutral Disagree Strongly disagree Total Source: Primary Source No of Respondents 25 46 20 11 8 110 Percentage (%) 23 42 18 10 7 100

INFERNCE:
The above table shows that 23% of respondents strongly agreed with inter-group relation, 42% of respondents agreed, 18% of respondents stated neutrally, 10% of respondents disagreed and 7% of respondents strongly disagreed.

CHART 2.1.22 SATISFIED WITH THE INTER-GROUP RELATION

49

45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree

TABLE 2.1.23 ORGANIZATION HAVE JOB SECURITY

Particulars No of Respondents Strongly Agree 18 Agree 34 Neutral 24 Disagree 18 Strongly disagree 16 Total 110 Source: Primary Source Percentage (%) 16 31 22 16 15 100

INFERENCE:
The above table shows that 16% of respondents have job security, 31% of respondents agreed, 22% of respondents neutrally, 16% of respondents disagreed and 15% of respondents stated strongly disagreed.

CHART 2.1.23 ORGANIZATION HAVE JOB SECURITY

50

35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree

TABLE 2.1.24 SATISFIED WITH MEDICAL ALLOWANCE PROVIDE BY ORGANIZATION

Particulars Strongly Agree Agree Neutral Disagree Strongly disagree Total Source: Primary Source No of Respondents 23 60 14 7 6 110 Percentage (%) 21 55 13 6 5 100

INFERENCE:
The above table shows that 21% of respondents have job security, 55% of respondents agreed, 13% of respondents neutrally, 6% of respondents disagreed and 5% of respondents stated strongly disagreed.

CHART 2.1.24

51

SATISFIED WITH MEDICAL ALLOWANCE PROVIDE BY ORGANIZATION

60 50 40 30 20 10 0 Strongly agree Agree Neutral Disagree Strongly disagree

TABLE 2.1.25 SATISFIED WITH YOUR ORGANIZATION WELFARE FACILITIES

Particulars No of Respondents Always 30 Often 10 Some times 60 Never 10 Total 110 Source: Primary Source Percentage (%) 27 9 55 9 100

INFERENCE:
The above table shows that 27% of respondents are satisfied welfare facilities, 55% of respondents some times, 9% of respondents often and 9% of respondents are never stated.

CHART 2.1.25

52

SATISFIED WITH YOUR ORGANIZATION WELFARE FACILITIES

60 50 40 30 20 10 0 Always Often Some times Never

TABLE 2.1.26 AGREEMENT OF THIS JOB

Particulars No of Respondents Yes 0 No 110 Total 110 Source: Primary Source Percentage (%) 0 100 100

INFERENCE:
The above table shows that 100% of respondents have no job agreement.

CHART 2.1.26 AGREEMENT OF THIS JOB

53

120 100 80 60 40 20 0 Yes No

TABLE 2.1.27 OPINION REGARDING DECISION MAKING PROCESS

Particulars No of Respondents Always 15 Often 25 Some times 30 Never 10 Not very often 30 Total 110 Source: Primary Source Percentage (%) 14 23 27 9 27 100

INFERENCE:
The above table shows that 15% of respondents consider the decision making process, 27% of respondents some times, 23% of respondents often, 9% of respondents stated never and 27% of respondents stated not very often.

54

CHART 2.1.27 OPINION REGARDING DECISION MAKING PROCESS

30 25 20 15 10 5 0 Always Often Some times Never Not very often

2.2 CHI-SQUARE TEST TABLE 2.2.1 Cross tabulation between work experience and work and life
in balance way

Null hypothesis H0:

The relationship between work experience and work and life in balance way is independent.

Alternative hypothesis H1 :
The relationship between work experience and work and life in balance way is dependent. Work experience Less than 1 year 1 2 year 2 5 year 5 or above Total Strongly agree 2 3 5 5 15 Agree 5 15 30 20 70
55

Neutral 2 2 8 2 14

Disagree 1 3 4 3 11

Strongly disagree 0 0 0 0 0

Total 10 23 47 30 110

Calculation:
Chi-square test, X = (O-E)2 / E Where, O- observed frequency E- expected frequency Degree of freedom = (R-1) (C-1) Where, R- number of rows C- number of columns CALCULATION: CHI SQUARE TEST O 2 5 2 1 0 3 15 2 3 0 5 30 8 4 0 5 20 2 3 0 E 1.36 6.36 1.27 1 0 3.14 14.64 2.93 2.3 0 6.41 29.91 5.98 4.7 0 4.1 19.1 3.82 3 0 (O-E) 0.64 -1.36 0.73 0 0 -0.14 0.36 -0.93 0.7 0 -1.41 0.09 2.02 -0.7 0 0.9 0.9 -1.82 0 0 (O-E)2 0.4096 1.8496 0.5329 0 0 0.0196 0.1296 0.8649 0.49 0 1.9881 0.008 4.0804 0.49 0 0.81 0.81 3.3124 0 0 (O-E)2 / E 0.30 0.29 0.42 0 0 0.006 0.008 0.295 0.21 0 0.31 0.0002 0.68 0.104 0 0.196 0.042 0.867 0 0 3.7282

56

Degree of freedom = 12 Calculation Value = 3.7282 Table Value = 21.1

INFERENCE: Calculated value is less than the table value so H0 is accepted and H1 rejected. Hence, the relationship between work experience and work and life in balance way is independent.

TABLE 2.2.2 Cross tabulation between miss quality of time with family, friends and
loosing temper at home or work

Null hypothesis H0:

They are not loosing temper at home or work because of stress.

Alternative hypothesis H1 :
They are loosing temper at home or work because of stress.

Strongly Calculation: Strongly agree Agree Neutral Disagree Strongly disagree Total agree 0 1 2 1 1 5

Agree 0 1 6 11 10 28

Neutral 0 1 6 17 2 26
57

Disagree 0 4 8 23 10 45

Strongly disagree 0 1 2 2 1 6

Total 0 8 24 54 24 110

Chi-square test, X = (O-E)2 / E Where, O- observed frequency E- expected frequency

Degree of freedom = (R-1) (C-1) Where, R- number of rows C- number of columns CALCULATION: CHI SQUARE TEST O 0 0 0 0 0 1 1 1 4 1 2 6 6 8 2 1 11 17 23 2 1 E 0 0 0 0 0 0.36 2.04 1.89 3.27 0.44 1.06 6.11 5.67 9.82 1.31 2.45 13.75 12.76 22.09 2.95 1.06 (O-E) 0 0 0 0 0 0.64 -1.04 -0.89 0.73 0.56 0.91 -0.11 0.33 1.82 0.69 -1.45 -2.75 4.24 0.91 -0.95 -0.09 (O-E)2 0 0 0 0 0 0.41 1.08 0.79 0.53 0.31 0.83 0.01 0.11 3.31 0.48 2.10 7.56 17.98 0.83 0.90 0.008 (O-E)2 / E 0 0 0 0 0 1.14 0.53 0.42 0.16 0.70 0.76 0.0016 0.02 0.34 0.37 0.86 0.55 1.41 0.04 0.31 0.0073

58

10 2 10 1

6.11 5.67 9.82 1.31

3.89 3.67 0.18 -0.31

15.13 13.47 0.03 0.09

2.48 2.38 0.0031 0.07 12.552

Degree of freedom = (5-1)(5-1) = 16 Calculation Value = 12.552 Table Value INFERENCE: Calculated value is less than the table value so H0 is accepted and H1 rejected. Hence, they are not loosing temper at home or work because of stress. = 26.3

59

2.3 CORRELATION ANALYSIS

Correlation between time to spent at work and effective measure to reduce stress.

X 9 11 77 10 3 x= 110

Y 15 30 40 18 7 y = 110

dx = (x- ) x - 13 - 11 55 -12 - 19 dx = 0

dy = (y-y) -7 8 18 -4 - 15 dy = 0

dx2 169 121 3025 144 361 dx2= 3820

dy2 49 64 324 16 225 dy2 = 678

dxdy 91 - 88 990 48 285 dxdy = 1326

r = dx . dy / dx2 dy2

60

r = 1326 / 3820*678 r =1326 / 1609 r = 0.82

INFERENCE
From the result is clear that there exist a positive correlation between time to spent work and effective measure to reduce stress

FINDINGS:

1) 39% of the respondents are in the age between 20 30 years 2) 60% of the respondents are male work in the organization 3) 43% of the respondents have working experience in company between 2 5 years 4) 87% of the respondents are comfortable in their level of jobs. 5) 63% of the respondents are satisfied with their work and life in balance way. 6) 70% of the respondents are neutrally time spent at work 7) 7% of the respondents are neutrally satisfied in the team work of the organization 8) 49% of the respondents are disagree to miss quality of time with family and friends because of work 9) 25% of the respondents are agree to loosing temper at home or work 10) 37% of the respondents are neutrally accept the measure to reduce stress related to job in the organization. 11) 32 % of the respondents are agreed and neutrally reduce stress through training program 12) 45% of the respondents feel work affected because of stress

61

13) 35% of the respondents are stated agreed and neutrally satisfied for the working condition in the organization 14) 41% of the respondents are stated neutrally satisfaction of working condition 15) 95% of the respondents are agreed to help the relationship among employees through the training 16) 39% of the respondents are stated neutrally feel due respect from the superior. 17) 55% of the respondents stated agreed to shows empathy from the superior to the fellow worker 18) 44% of the respondents are often to maintain the relationship between the management and the union 19) 86% of the respondents are maintain good relationship among employees 20) 73% of the respondents stated neutral relation with the superior 21) 49% of the respondents are sometimes give suggestion to the employer 22) 55% of the respondents are actively participate in the union 23) 42% of the respondents agreed to satisfied the inter-group relation 24) 31% of the respondents have the job security 25) 55% of the respondents agreed to satisfy the medical allowance provided by the organization 26) 55% of the respondents are sometimes satisfied the welfare facilities 27) 100% of the respondents have no agreement of the work 28) 27% of the respondents are sometimes and often to consider the decision making process.

62

SUGGESTIONS:

1. The organization can improve the team work in the organization because the team work to be reduce the time of work and effectively work.

2. The organization to be reduce the stress to the employee. In the organization if the employee affected through the stress means they cant able to work frequently they are not concentrated in the work.

3. The organization have to been increase the welfare facilities to the employee. If the organization improve the welfare facilities means the employee work more and actively participated in the work.

4. Organization can increase the decision making process the management allow to give the suggestion to the employee because the firm can know about their position and to know about the employee mentality.

5. Both management and employees should have strong attachment to the organization and they should work together for overall growth of the organization.

63

6. The organization have to been provide good facilities to the employee but some to be increased.

CONCLUSIONS:

The quality of work life in GOMI REAL IT (P) LTD, Chennai was moderate. It was found that the employees were satisfied with salary and benefits provided by the organization. It was also found that the working condition of the organization was satisfactory.

The main motivational factor for the employees was found to be the monetary incentives followed by job satisfaction. The main causes of the stress due to the respondents was found to be family problem, stress due to work load, relationship with superiors.

The involvement of employees in decision making was not satisfactory. The centralized decision making system was existing in the organization so the higher authority only to make decision and involvement of employees in decision making was very low.
64

The quality of work life in GOMI REAL IT(P) LTD, Chennai is moderate and the factors that influenced the quality of work life are adequate and fare compensations. Organization should improve the involvement of employees in decision making, and they should provide adequate training and welfare programs for development of the quality of work life of the employees in GOMI REAL IT(P) LTD.

APPENDIX QUESTIONNAIRE

1) Age: 2) Gender: 3) How long have you been working for company? 1)Less than 1 year 2) 1-2 years 3) 2-5 years 4) 5 years or more

4) Do you feel comfortable and satisfied with your job? 1)Satisfied 2) Neutral 3) Dissatisfied

5) Can you manage work and life in a balance way? 1) Strongly Agree 2) Agree 3) Neutral 4) Disagree 5) Strongly disagree 6) Do you feel that you spent too much at work? 1) Strongly Agree 2) Agree 3) Neutral 4) Disagree 5) Strongly disagree

65

7) Employees are satisfied on the team work in the organization? 1) Strongly Agree 2) Agree 3) Neutral 4) Disagree 5) Strongly disagree 8) Do you miss quality of time with family, friends because of work? 1) Strongly Agree 2) Agree 3) Neutral 4) Disagree 5) Strongly disagree 9) Are you loosing temper at home or work because of stress? 1) Strongly Agree 2) Agree 3) Neutral 4) Disagree 5) Strongly disagree 10) Is there any effective measure to reduce the stress related to job? 1) Strongly Agree 2) Agree 3) Neutral 4) Disagree 5) Strongly disagree 11) If the organization provide training for reduce stress? 1) Strongly Agree 2) Agree 3) Neutral 4) Disagree 5) Strongly disagree

12) Does your work get affected because of stress on your job? 1) Always 2) Sometimes 3) Rare 4) Never

13) The working condition was GOMI REAL IT (P) LTD, is good? 1) Strongly Agree 2) Agree 3) Neutral 4) Disagree 5) Strongly disagree 14) Are you satisfied with the working conditions provided by the company? 1)Strongly Agree 2)Agree 3)Neutral 4)Disagree 15) Do you think the training program helps in improving relationship among employees? 1) Yes 2)No

16) Do you feel that you have due respect from the superior? 1)Strongly Agree 2)Agree 3)Neutral 4)Disagree 5)Strongly disagree 17) Does the superior shows empathy to their fellow workers? 1)Strongly Agree 2)Agree 3)Neutral 4)Disagree 5)Strongly disagree

66

18) Opinion regarding the management & union relationship? 1)Always 2)Sometimes 3)Often 4)Never

19) How is the relationship among employees? 1)Good 2)Fair 3)Bad

20) What is your opinion about superior relation with you? 1)Good 2)Fair 3)No idea

21) Does your employer allow you to give suggestion? 1)Always 2)Sometimes 3)Often 4)Never

22) Do you actively participate in the union? 1)Always 2)Sometimes 3)Often 4)Never

23) Are you satisfied with the inter-group relations? 1)Strongly Agree 2)Agree 3)Neutral 4)Disagree 5)Strongly disagree 24) In your organization do you have job security? 1)Strongly Agree 2)Agree 3)Neutral 4)Disagree 5)Strongly disagree 25)Are you satisfied with medical allowance provided by organization? 1)Strongly Agree 2)Agree 3)Neutral 4)Disagree 5)Strongly disagree 26) Are you satisfied with your organization welfare facilities? 1)Always 2)Sometimes 3)Often 4)Never

27) Do you have agreement of this work? 1)Yes 2)No

28) Does the organization consider your opinion in the decision making process? 1)Always 2)Sometimes 3)Often 4)Not very often 5)Never

67

BIBLIOGRAPHY
BOOKS
C.R. Kothari, Research Methodology, Wishwa Prakashan, 2002.

Mamoria C. B. and Mamoria S., Personnel Management, Himalaya Publishing Company, 2007. K. Aswathappa, Organisational Behaviour, Himalaya Publishing House, 2002. Levine, Brian. S, (200), Globalization and Labour in the Asia Pacific Region

(review). Kenneth. A. Buback, Mary Kathryn Grant (1982), Quality of Work Life: Health

Care Applications, New York, Mc-Graw-Hill.

68

European Economic Review, January 2002.

WEBSITES

http://en.wikipedia.org/wiki/Quality_of_working_life http://www.hrmnotes.com/quality-of-work-life http://www.workliferesearch.org/transitions/review.html

http://www.citehr.com/research.php?q=LITERATURE-EVIEW-ON-QUALITYOF-WORK-LIFE http//www.google.com

69