QWL at Rado Tyres

BASELIOS POULOSE II CATHOLICOS COLLEGE BASELIOS MOUNT, PIRAVOM-686664 ERNAKULAM, KERALA
DEPARTMENT OF BUSINESS ADMINISTRATION
MANAGEMENT PROJECT 2011-2012
A STUDY ON
QUALITY OF WORK LIFE OF THE EMPLOYEES OF RADO TYRES COMPANY LTD.
UNDER THE GUIDANCE OF Dr.SUSHAN.PK

(FACULTY GUIDE)
Mrs.SHEEBA
(COMPANY GUIDE)
SUBMITTED BY
SOLAMON JOY REG NO: ____________
Management Project 2011
Quality of work life of Employees
BASELIOS POULOSE II CATHOLICOS COLLEGE

BASELIOSMOUNT, PIRAVOM-686664, ERNAKULAM, KERALA PH: 0485-2265400,0485-2243474 Email:principalbpc@dataone.in Website:www.bpc.ac.in
DEPARTMENT OF BUSINESS ADMINISTRATION CERTIFICATE

This is to certify that the Management project entitled QUALITY OF WORK LIFE OF EMPLOYEES submitted by SOLAMON JOY, Register no: SDAA09143140, is a bonafide record of the work done by him, during the year 2011-2012 at Rado Tyres Company Ltd in partial fulfillment of requirement for the award of degree in Business Administration of the Mahatma Gandhi University, Kottayam, Kerala.
INTERNAL GUIDE Dr.SUSHAN.PK HEAD OF THE DEPARTMENT Mr.SUSHEEL.V.DANIEL
VIVA-VOCE EXAMINATION HELD ON.
EXTERNAL GUIDE.
Dept. of Business Administration
BPC College, Piravom
A PROJECT REPORT ON
QUALITY OF WORK LIFE OF THE EMPLOYEES OF RADO TYRES COMPANY LTD.
Submitted to,
MAHATMA GANDHI UNIVERSITY, KOTTAYAM, in partial fulfillment for the award of the Bachelors Degree in Business Administration.
Submitted by, SOLAMON JOY Reg. No: ____________
Under the guidance of, Dr.SUSHAN.PK B.B.A Department
DECLARATION
I do hereby declare that, this dissertation entitled Quality of work life of the Employees being submitted to Mahatma Gandhi University, Kottayam in partial fulfillment of the requirement for the degree of B.B.A is a bonafide research work done by me, SOLAMON JOY for the first time under the supervision and guidance of Dr.SUSHAN.PK (B.B.A), B.P.C College, Piravom.
I do also declare that this report has not previously been submitted for any other diploma, degree or title of any other recognition.
Place: Piravom Date : SOLAMON JOY
ACKNOWLEDGEMENT
I would like to express my gratitude to all the people who made a major contribution to my very first project report. I express my sincere thanks to the Management, Principal and Head of the Department (B.B.A) and to my guide Dr.SUAHAN.PK for letting me a chance to do such a project report and for the constant encouragement during the course of my study and research. My sincere and humble tone of thanks to Mrs. (Company Guide KEL Ltd.) and all the members of Rado Tyres Company Ltd. At this point, I express my humble affection towards my father and mother for each and everything they have done. And am also thankful to the teachers in B.B.A Department and rest of staff in B.P.C College. I express my sincere thanks to my classmates and friends for their unnerved and abundant love and support. Last, but not the least, am thankful to the God Almighty for helping me to do this project successfully. SOLAMON JOY
TABLE OF CONTENTS
Page No Declaration Acknowledgement Table of content List of contents List of Tables List of Graphs CHAPTER 1 INTRODUCTION Introduction Statement of the problem Objectives of the study Scope of the study Limitations of the study Chapterisation CHAPTER 2 ORGANISATION STUDY Introduction Company profile Electrical industry on growth path Industry structure and development Manufacturing units Product profile Organization structure Classification of workers in Rado Tyres Human resource management Establishment in Rado Tyres Social security and labor welfare in Rado Tyres Safe and healthy environment 16 10
CHAPTER 3
REVIEW OF LITERATURE Introduction Factors that contribute to quality of work life Principles of quality of work life Scope of quality of work life
22
CHAPTER 4
RESEARCH METHDOLOGY Methodology of the study Data analyzing tools and technique
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CHAPTER 5 CHAPTER 6 CHAPTER 7 CHAPTER 8 CHAPTER 9
DATA ANALYSIS AND INTERPRETATION FINDINGS & SUGGESTION CONCLUSION APPENDIX BIBILIOGRAPHY
35 68 71 73 77
LIST OF TABLES
Table no:
Tables
Page no:
Table 1 Table 2 Table 3 Table 4 Table 5 Table 6 Table 7 Table 8 Table 9 Table 10 Table 11 Table 12 Table 13 Table 14 Table 15 Table 16
Age category Gender category Experience category Satisfactory level of existing job Welfare measures Bonus Scheme Performance appraisal Support from superiors Working hours Salary & other Monitory rewards Training facility Individuals Personal rights Healthy trade unions Employer Employee relation Management implementing innovative ideas Open and effective communication
36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66
LIST OF GRAPHS
Age wise classification of respondents Analyzing the gender category of respondents Analyzing the gender category of respondents Analyzing the Welfare Measures Analyzing the Bonus Scheme Analyzing the Performance Appraisal Analyzing the Support from Superiors Analyzing the working Hours Analyzing the Salary and other Monetary Rewards Analyzing the Training Facilities Analyzing the Individual Personal Rights Analyzing the Trade Unions Analyzing the Employer- Employee Relations Analyzing the Employer- employee Relation in accepting and implementing innovative ideas. Analyzing the Communication System
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INTRODUCTION
The quality of work life can be defined as the degree of personal satisfaction experienced at work. Quality of work life dependent on the extent to which an employee feels valued, rewarded, motivated, consulted and empowered. It also influenced by factors such as job security, opportunities for career development, work patterns and work life balance. Quality of work life in its widest sense comprises all matters affecting the health, safety, comfort and general welfare of the employees and includes provisions for education, medical aid, recreation, thrift schemes, convalescent houses, day nurseries and crches, holidays with pay, social insurance, sickness allowances, maternity benefits, PF, gratuity etc. The present study regarding Quality of work life refers to the favorable or unfavorableness of a total job environment for people in RADO TYRES PVT LTD unit is one of the leading tyre manufacturing company in India. For the purpose of achieving organizational goal and individual growth Rado tyres company tries to improve their quality of work life to become a successful position. Moreover we can say Quality of work life is a multifaceted concept. The premise of Quality of work life is having a work environment where employees activities become more important. This means implementing procedures or policies that make the work less routine and more rewarding for the employee. So this topic has a great impact in the organization for smooth functioning and future existence. Thus quality of work life is put forwarding more importance in the organizational growth, employment and a sustainable and competitive economy.
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STATEMENT OF THE PROBLEM

An investigation on the factors influencing the attitude of employees towards the quality of work life at RADO TYRES COMPANY LTD. It has been observed that majority of the employees are satisfied regarding the measures provided by the organization for quality of work life. But some of the employees are not satisfied with these. The main objective is to compare the experience and expectations in quality of work life of the employees of Rado Tyres Pvt Ltd and to make the suggestions in order to improve the quality of work life.
OBJECTIVES OF THE STUDY

1. To critically examine and evaluate the quality of work life and working conditions provided by the company to its employees. 2. To assess the satisfaction level, morale and the perception of the employees based on these practices of the company. 3. To find the relations if any between the degree of the quality of work life provided by the company to its employees and consequent performance level of the employees in the industrial productivity.
SCOPE AND RELEVANCE OF THE STUDY

Labor plays a significant role in the industrial production of the country. Therefore it is highly necessary to seek the cooperation of the employees to increase production and to earn higher profit. The cooperation of employees is possible only when they are fully satisfied with their employers, the working conditions and the quality of work life they are provided.
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Earlier the Managers believed that the employees can be motivated by paying satisfactory wages. Improvement in the quality of work life and a human treatment was neglected. Better working conditions such as suitable temperature, adequate lighting and ventilations and a pleasant work atmosphere, improves the quality of work life and enhances the productive efficiency of the employees. Quality of work life in its widest sense comprises all matters affecting the health, safety, comfort and general welfare of the employees and includes provisions for education, medical aid, recreation, thrift schemes, convalescent houses, day nurseries and crches, holidays with pay, social insurance, sickness allowances, maternity benefits, PF, gratuity etc. Quality of work life may differ from country to country, region to region, industry to industry whether private or public. The employees morale and motivation are highly dependent on the QWL and is important for bringing congenial industrial relations and to make the organization achieve its objectives. Effective management of every organization depends ultimately how well its human resources are managed. The study endorses the fact that there is further scope for improvement in the HR practices of the management to motivate the employees and to make them high performers.
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LIMITATIONS OF THE STUDY

1. One of the main limitations of the study by time. As a student the time allotted for the work was only 4 weeks, it was not possible to grasp the relevant information but still within in the allotted time, maximum effort was put to exact minimum information. 2. The study was restricted to only few officers and employees. 3. The findings and suggestions are based on the informations given by respondent. 4. All the limitations of the questionnaire affect the study. 5. The respondents were not inclined to answer for all the questions. 6. On few occasions, respondents were unwilling to give informations as they were busy.
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CHAPTERISATION The project study consist of nine chapters. They are Chapter 1: Chapter 2: Chapter 3: Chapter 4: Chapter 5: Chapter 6: Chapter7: Chapter8: Chaptert9: Introduction Industry Profile Literature review Research methodology Data analysis and interpretation Finding and recommendations Conclusion Annexure Bibliography
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CHAPTER 2
ORGANIZATION STUDY
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COMPANY PROFILE
This factory RADO TYRES LTD is situated at Kothamangalam, Ernakulam district, Kerala in a plot of over 3 acres by the side of Alwaye Munnar state highway at a distance of about 40 km from Ernakulam and engaged in the manufacturing two wheelers & three wheelers tyres. This factory is registered in 1986. It was incorporated in the year 1988 with Mr. M. V. Pylee as chairman and Mr. V. V. Augustine as the Managing Director. The Board of Directors of 8 members including a vice chairman, Technical directors and nominee of IFCI, a company secretary and two other directors. Although the company was established in 1988, it did not show much progress for the first 4 years by 1992 the company was in a state sickness, which was several lock out and layoff and the company was facing difficulties in achieving targeted production rates. It could not find sources for working capital and the marketing problems too. The board of directors realized that the company was slowly dying and hence thought of remedial measures. In 1993 the company entered in to an agreement one year with APOLLO TYRES LTD according to which the company was given on lease. The APOLLO TYRES LTD supplied all the raw materials. Hence the RADO TYRES LTD was acting only as a production unit, during this period. In 1996 the company entered a similar agreement with CEAT TYRES LTD a leading tyre manufacturer in India. The contract was signed for two years (19941996) during this period the company was acting as a production unit (functional unit) only. CEAT TYRES LTD supplied the raw-materials and CEAT TYRES LTD also marketed tyres. In 1996 the contract with CEAT TYRES LTD ended, there were new two ideas, as CEAT TYRES LTD showed interest in the company. As a result of discussions it was agreed that the majority of shares (52%) would be given to CEAT TYRES LTD while 48% was retained. Thus the ownership of the company was transferred to CEAT TYRES LTD with the take over, CEAT TYRES LTD introduce several change in the company.
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There were radial changes in the managerial structure, marketing strategy and financial policies. The company did not show much process during the one year that followed, which was a second year onwards, the company financial report has show clear signs of recovery from sickness, are carrying on with their renovation and development programs. The companys performance for the year was better as compared with the previous year. Production was consistent at around 1, 05,000 tyres a month. Production tonnage increased by the previous year.
ORGANIZATIONAL SET UP
The company was managed by group of 8 directors. The directors are appointed through the annual general meting held every year. The directors are appointed for period 5 years. Factory of RADO TYRES LTD was registered in 186. 52% shares in the hands of CEAT TYRES LTD. In the annual general meeting the company secretary and the auditors are appointed, after which they retire but are eligible for being re-appointed. The remuneration is fixed in the meeting. There are various departments such as : Production department Human resource department Finance department Maintenance department Stores department
Lab and Quality department WORKERS

There are 185 workers in the company. They divided in to 4 grades. They are skilled, skilled II, semi skilled, semi skilled II.
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WORKING CONDITIONS
In the company there are 3 shift the plant operation in addition to a general shifts. The shifts are; 08.00 A.M to 04.00 P.M 04.00 P.M to 12.00 A.M (Midnight) 12.00 A.M to 08.00 A.M General shift 09.00 A.M to 05.30 P.M As the result of these arrangements production is going on for 24 hours / day though out the year expect for the 13 national and festival holidays.
TRADE UNIONS
In this company there are 3 unions they are INTUC, CITU and BMS
. PRODUCT PROFILE
RADO TYRES LTD manufactured tyres for CEAT. They mainly concentrate two wheelers & three wheelers segment. RADO TYRES LTD manufacture 4.00-8, 3.00-18, 3.50-8, 2.75-18 are the different size of the two wheelers and three wheelers. The main raw-materials used for the production of the tyres are natural rubber, nylon tyre code & carbon black. Nylon tyres code is used to make tyres strong & it comprises 34% while carbon black account for 13% and is responsible for the color of the tyre. Tyres made in India can be broadly classified as cross-ply and radial. Cross-ply tyres account for 90-95% of tyres sold in India. The body of the tyre called the carcass is made up of layers of rubber coated nylon or rayon fabric called piles. The main difference between these two tyres is the direction in which ply cords are arranged and the type crises cross each other and the major reinforcing materials used are rayon and nylon tyre cords. Radial tyres have more flexible sidewalls and the reinforcing medium include polyester, nylon, fiberglass, and steel. As such, there is a substantial price difference between cross ply and radial tyres. Radial tyres are 10-15% costlier compared to the cross ply ones.
Dept. of Business Administration 19 BPC College, Piravom
ORGANISATION CHART OF RADO TYRES LTD.
RADO TYES LIMITED

KOTHAMANGALAM
ORGANISATION CHART
General Manager
Manager (MECH)
Manager
Asst. Manager (Materials
Asst. Manager Purchase/Accounts
Excise Officer
Stores Officer
HR
Accounts Officer
A Division in Charge Mixing
B Division in Charge Productions
C Division in Charge Quality
Plant Assistant
Time Officer
Shift-in-Charge -in-Charge Charge Hands Productions
Charge Hands
Charge Hands Quality Control Plant Assistant WORK MEN
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PROCESS CHART
MIXING AND STOCK EXTRUDING
FOUR ROLL CALENDER
BEAD
BIAS
TYRE BULDING SECTION
REPAIR SECTION CURING
QUALITY CONTROL & INSPECTION SECTION
FINISHING SECTION
DESPATCH
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CHAPTER 3 REVIEW OF LITERATURE
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INTRODUCTION
There has been much concern today about the decent wages, convenient working hours, and conclusive working conditions. The term QWL has appeared in research journals and press in USA only in 1970s. There is no generally acceptable definition about this term. However, some attempts were made to discover QWL refers to favorableness of a job environment for people. QWL means different things to different people. For e.g. to a worker it just means a fair days pay. Some working conditions and a supervisor who treats him with dignity to a young new entrant, it means opportunity for advancement, creative jobs and a successful career. QWL is a prescriptive attempt to design work environment as to maximum concern for human welfare. It is a goal, as well as a process. The goal is the creation of more involving, satisfying and effective jobs and work environment for people at all levels of organization. As a process, QWL involves efforts to realize this goal through active participation. QWL is co-operative rather than authoritarian, evolutionary and open rather than static and rigid, informal rather than rule bound, impersonal rather than mechanistic, mutual respect and trust rather than hatred against each other. It focuses on the problem of creating a human working environment where employees work co-operatively and achieve results collectively. QWL as it is understood includes 4 essential elements. a) The program seeks to promote human dignity and growth. b) Employees work collaboratively c) They determine work changes participatively
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d) The programs assume compatibility of people and organizational goals, QWL in short refer to level of satisfaction, motivation, involvement and commitment, individual experience with respect to their lives at work.
one of the major interpreters of the quality of work life movement has proposed major conceptual areas, for understanding what this is all about: adequate and fair compensation, safe and healthy working environment, development of human capacities, growth and security, social integration, constitutionalism, total life space and social relevance. Reviews the subject of the harmonization of work, considering especially its impact on the social aspects of the condition of work which matter more than the technical aspects. Views those workers often factors such as job interest and good working conditions above pay. The author concluded that the pay becomes the most important factor in job satisfaction only when it to seen as compensation for dissatisfying and alienating job situation. studied QWL among young worker in air India with special reference to life and job satisfaction issues, finding indicates that, of the various physical and psychological working conditions, pride in organization, job earned community respect, reasonable working hours, etc. are more positively correlated with job satisfaction than friendship with colleagues, good work location, physical strain. Variety of skills and risks of injury. In 1995, Australian work place industrial relations survey armed to develop a reliable statistical database on work place relation in Australia. The employee components of thus research surveyed over 19000 workers on issues relating to working hours, condition of work, influence at work, health and safety, change consultation work and family balance, pay, job satisfaction, work relationships and union representation.
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In the spring of 2002, the All Council of Faculty Senate Chairs (ACCFSC) requested that survey be council of measure the quality of faculty work life at the
University of Hawaii. This is the second time this study has been conducted; the first administration was in 1998. Respondents were asked to indicate their level of agreement or disagreement with 77 statements about the QWL. Faculty has then asked to list the 3 aspect of their work lives that are most positive and most negative. Most positive aspects of faculty work life Department unit relation Undergraduate students Relation with department chair load Physical work environment
Most negative aspects of faculty work life Current salary Facilities Undergraduate teaching Classical support Support for travel
The national social science survey included response over Australian workers on issues relating to training, job satisfaction, and job security, pay decision making interesting work and relationship at work place. The above studies help to understand the QWL in detail specifies the relation of QWL with working condition, job satisfaction and productivity. So past studies is an outline for selecting variables which affect the QWL in the organization.
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Factors that contribute to QWL Adequate and fair compensation, adequacy to the extent to which the income from a full time work meets the needs of a socially determined standard of living. Safety and healthy working conditions, including reasonable hours of work and rest pauses, physical working conditions that ensure safety, minimize risk of illness and occupational diseases and special measures for protection of women and children. Security and growth opportunity, including factors like security of employment and opportunity for advancement and self improvement. Opportunity to use and develop creativity such as work autonomy, nature of supervision, use of multiple skills, workers role in total work process and his/her appreciation of the outcome of his/her own efforts and self regulation. Respect for the individuals personal rights, such as application of the principles of natural justice and equity, acceptance of right to free speech, and right to personal privacy in respect of workers off-the job behavior. Work and family life, including transfers, schedule of hours of work, travel requirements, and so forth.
PRINCIPLES OF QWL
1. PRINCIPLE OF SECURITY
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Quality of work cannot be improved until employees are relieved of their anxiety, fear and loss of future employment. The working conditions must be safe and fear of economic want should be eliminated. Job security and safety against environmental hazards is an essential precondition of humanization of work.
2. PRINCIPLE OF EQUITY There should be direct and positive relation between effort and reward. All types of discrimination between people doing similar work and with same level of performance must be eliminated. Equity also requires sharing the profits of organization. 3. PRINCIPLE OF INDIVIDUALISM Employees differ in terms of their attitudes, skills, potentials etc. therefore every individual should be provided the opportunities for development of his personality and potential. Humanization of work requires that employees are able to decide their own pace of activities and design of work operations. 4. PRINCIPLE OF DEMOCRACY This means greater authority and responsibility to employees. Meaningful participation in decision making process improves the quality of work life.
SCOPE OF QUALITY OF WORK LIFE

Quality of work life is multidimensional aspect. The workers expect the following needs to be fulfilled by the organizations: 1. COMPENSATION
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The reward of work should be above a minimum standard for life and should also be equitable. There should be just and equitable balance between effort and reward.
2. HEALTH AND SAFETY The working environment should be free from all hazards detrimental to health and safety of employees. The main elements of a good physical environment for work should be reasonable hours of work, cleanliness, pollution free atmosphere, risk free work etc. 3. JOB SECURITY The organization should offer job security of employment. Employees should not have to work under a constant concern for their future stability of work and income. 4. JOB DESIGN The design of jobs should be such which is capable of meeting the needs of the organization for production and the individual for satisfying and interesting work. Quality of work life can be improved if the job allows sufficiency autonomy and control, provides timely feedback on performance and uses a wide range of skills. 5. SOCIAL INTEGRATION The workers should be able to feel a sense of identity with the organization and developing a feeling of self-esteem. This includes the elimination of discrimination and individualism, encouraging teams and social groups to form. 6. SOCIAL RELEVANCE OF WORK
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Work should not only be a source of material and psychological satisfaction, but also a means of social welfare. An organization that has greater concern for social causes can improve the quality of work life.
7. SCOPE FOR BETTER CAREER OPPURTUNITIES The management should provide facilities to employees for improving their skills both academic and otherwise. The management should always think of utilizing human resources and expansion and development of the organizations.
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CHAPTER 4 RESEARCH METHODOLOGY

METHODOLOGY OF THE STUDY
a) Research design A research design as model indicates a plan of action to be carried out in work. It provides only a guideline for the researcher to enable him to keep track of his action to know that he is moving in the right direction in order to achieve his goal. The design may be specific presentation of the various steps in the process of research. They are the presentation of problem, methodology survey of literature, documentation, data collection, interpretation, presentation and report writing. Data collection The data required for the study of this project collected from both primary and secondary sources. 1. Primary data The primary data were collected from the employees of the Rado Tyres Company Ltd. With the help of a non- distinguish structured questionnaire. Going to various departments and discussing with the
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employees and officers of the Rado Tyres Company Limited to collect primary data. 2. Secondary data Secondary data are attained generally from published and unpublished materials. Secondary data is obtained by going through various reports and books, given by the personnel department and from the web site of the company etc.
b) Steps in sample design Following are the factors to be followed in developing a sample design: Population The population of the study covers the Mangerial and non-managerial employees of Rado Tyres Company Limited. Sample unit 50 workers of RADO TYRES COMPANY LTD. Sample size A total number of 100 samples were collected from the employees of the Rado Tyres Company. Sampling Techniques The methods of sampling adopted were random sampling or probability sampling or chance sampling. Tools used for data analysis The main tool used for the analysis of data was percentage analysis. Research instrument and tool Non distinguish structured questionnaire by holding personal interview. c) Time frame
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The study covers primary data regarding QWL among employees in RADO TYRES COMPANY LIMITED. The data was collected from employees with help of questionnaire, during February 2 to march 14. d) Scaling techniques Non-comparative scaling techniques Likert scale Respondents are asked to indicate the amount of agreement or disagreement (from strongly agree to strongly disagree) on a 5 or 7 point scale the same format is used for multiple questions.
A typical test item in a likert scale is a statement. The respondent is asked to indicate his or her degree of agreement with the statement or any kind of subjective
or objective evaluation of statement. Traditionally a 5 point scale is used; however pschychometricians may advocate using a seven or nine point scale. A recent empirical study showed that data from five points, seven points, should vary similar characteristics in terms of mean, variance, skewness and kurtosis after simple rescaling was applied.
Example of a 5 point scale: 1. Strongly Agree 2. Agree 3. Not sure 4. Disagree 5. Strongly Disagree Scaling is a bipolar scaling method, measuring either positive or negative response to a statement. Sometimes a four point scale is used, this is force choice method since middle option of Neither agree nor disagree is not
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available. Likert scales may be subject to distortion from several causes. Respondents may avoid using extreme response categories agree with statements as presented or try to portray themselves or their organization in a favorite light. Scoring and analysis After the questionnaire is completed, each item may be analyzed separately or in some cases item responses may be summed to create a score for a group of items. Likert scales are often called summative scales. Semantic differential scale was also used where respondents choose between two polar opposite objectives.
DATA ANALYSIS TOOLS AND TECHNIQUES

Data development tool and data development software are typically used to sort through enterprise data in order to identify patterns and establish relationships. Similar to data mining, data development techniques are useful for virtually any business to gain greater insight into the trends within their business, their industry and their customer base. A data development is a circular chart divided into sectors, illustrating relative magnitudes or frequencies or percents. In a data development, the arc length of each sector (and consequently its central angle and area), is proportional to the quantity it represents. Together; the sector create a full disc. It is named for its resemblance to a pie which has been sliced. A bar development also known as a bar graph, is a chart with rectangular bars of lengths proportional to that value that they represent. Bar charts are used for
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comparing two or more values. The bars can be horizontally or vertically oriented. Sometimes a stretched graphic is used instead of a solid bar.
CHAPTER 5 DATA ANALYSIS AND

INTERPRETATION
Table no: 5.1 Age wise classification of respondents

Age category 20-30 30-40 40-50 50 & above Total
No: of Respondents 4 7 25 14 50
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% of Respondents 8 14 50 28 100
37
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8 14 20-30 30-40 40-50 50 50 & above
Interpretation: The above data shows that in total 50 respondents, 8% of them are the age between 20-30, 14% are 30-40 category, 50% are the group of between 40-50 category and 28% are in 50 & above category.
Table no. 5.2 Analyzing the gender category of respondents
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Gender category Male Female Total
No. of respondents 40 10 50
% of respondents 80 20 100
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Analyzing the Gender category
20%
80%
Male Female
Interpretation: The above data shows that out of 50 respondents, 80% of them are male and 20% of them are female.
Table No. 5.3 Analyzing the Experience of the Respondents
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No: of Respondents Below 10 10-20 20-30 30 & above Total 10 24 5 11 50
41
60
50
40
30
20
10
0 Below 10 10 20 20-30 30 & above
Interpretation: The above data shows that out of 50 respondents, 20% of them are having the experience of below 10 years, 48% of them having 10-20 years, 10% of them having 20-30 years and 22 % of them having the experience of 30 & above years.
Table No. 5.4
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Opinion of respondents regarding the satisfactory level of existing job

Category Utmost Very much Some what Very little Not at all Total No. of Respondents 14 18 10 8 0 50 % of Respondents 28 36 20 16 0 100
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Analyzing the satisfactory level of existing job

0% 16% 28% Utmost 20% Very much Some what Very little 36% Not at all
Interpretation: Above data shows that 28% of employees are utmost satisfied, 36% are very much satisfied, 20% are somewhat satisfied while 16% are very little satisfied. 0% of employees are not at all satisfied.
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Table No. 5.5 Opinion of the respondent regarding all statutory provisions pertaining to the labor welfare.
Category Excellent Good Satisfactory Poor Total
No. of Respondents 26 13 9 2 50
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Analyzing the Welfare Measures

4% 18% Excellent Good 26% Satisfactory Poor
52%
. Interpretation: The above data shows that out of 50 respondents, 52% having excellent opinion regarding welfare measures, 26% agreed it is good, 18% gives satisfactory and 4% having the opinion.
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Table No. 5.6 Opinion of Respondents regarding the efficient bonus scheme
Category No. of % of
Respondents Respondents Always Some times Never No opinion Total 15 35 0 0 50 30 70 0 0 100
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Analyzing the Bonus Scheme

0% 0% 30% Always Some times 70% Never No opinion
Interpretation: The above data shows out of 50 respondents 30% are agreed to getting the bonus at all times; 70% having the opinion at some times.
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Table no 5.7
Opinion of respondents regarding the performance appraisal
Category
No. of
% of
Respondents Respondents Excellent Good Satisfactory Poor Total 9 12 23 6 50 18 24 46 12 100
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Analyzing the Performance Apprisal

12% 18%
Excellent 24% 46% Good Satisfactory Poor
From the table above we could say that performance appraisal of the organization is only satisfactory. And 12% rate this as poor.
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Table no 5.8
Opinion of respondents regarding the support from the superior

Category No. of % of
Respondents Respondents Always Some times Never Total 15 33 2 50 30 66 4 100
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Analyzing the Support from Superiors

4% 30%
Always Some times 66% Never
Interpretation: From the table, we can point out that 60% of employees rate that they always get support from the superiors , whereas 30% of employees rate sometimes and rest 4% rated as never.
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Table no 5.9
Opinion of respondents regarding the working hours and the arrangement of working time
Category
No. of
% of
Respondents Respondents Highly satisfied Satisfied Not satisfied Total 39 10 1 50 78 20 2 100
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Analyzing the Working Hours

2% 20%
Highly Satisfied Satisfied 78% Not Satisfied
Interpretation: It is clear from the table that 78% of the employees are highly satisfied with working hours. Only 2% of employees feel dissatisfaction about the working hours.
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Table no 5.10
Opinion of respondents regarding present salary and other benefits / monetary rewards in present job
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Analyzing the Salary and other monetary Rewards

14% 40% 20% Excellent Good Satisfactory 26% Poor
Interpretation: From the table, we could say that 40% of the employees are not satisfied with the financial return from the organization. Only 14% of the workers are strongly satisfied with the financial return.
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Table no 5.11
Opinion of respondents regarding the training facility adopted by the company
Category
No. of
% of
Respondents Respondents Strongly agree Agree Not sure Disagree Strongly disagree Total 18 32 0 0 0 50 36 64 0 0 0 100
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Analyzing the Training Facilities

0% 0% 0%
36% Strongly agree Agree 64% Not sure Disagree Strongly disagree
Interpretation: The table shows 16% of employees rated the training and development in the organization is very good. Because no one of the employers disagree with the statement.
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Table no 5.12
Opinion about the companys emphasis on Individuals Personal rights.
Category Strongly agree Agree Not sure Disagree Strongly disagree Total
No. of Respondents 15 25 0 4 6 50
% of Respondents 30 50 0 8 12 100
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Analyzing the Individual Personal Rights

12% 0% 8% 30% Strongly agree Agree Not sure Disagree 50% Strongly disagree
Interpretation: Most of the employees ie, 80% is agree with the companys emphasis on individuals personal right.
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Table no 5.13
Opinion of respondents regarding the existence of healthy trade unions.
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Analyzing the Trade Unions

16% 20%
Excellent 24% 40% Good Satisfactory Poor
Interpretation: From the table, we could say that 44% of the employees are highly satisfied with the trade unions in the organization. 40% of the workers rate as satisfactory wand the rest 16% rate the existing trade union as poor.
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Table no 5.14
Table No Opinion of respondents regarding the Employer-Employee relationship in the company.
Category Strongly agree (5 point) Agree (4 point) Not sure (3 point) Disagree (2 point)
No. of Respondents 13 10 22 4
% of Respondents 26 20 44 8 2 100
Strongly disagree (1 point) 1 Total 50
63
Analyzing the Employer-Employee Relation

2% 8% 26% point 5 point 4 44% 20% point 3 point 2 point 1
Interpretation: From this we can point out that 46% of employees maintain good relationship with the employers.
64
Table no 5.15
Opinion of respondents regarding Management accepting and implementing innovative ideas
Category Strongly agree (5 point) Agree (4 point) Not sure (3 point) Disagree (2 point) Strongly disagree (1 point) Total
No. of Respondents 10 15 20 4 1 50
% of Respondents 20 30 40 8 2 100
65
2% 8% 20% point 5 point 4 40% 30% point 3 point 2 point 1
Interpretation: From this we can point out that 50% of employees are management accepting and implementing innovating ideas.
66
Table no 5.16
Table No. Opinion of respondents regarding the company follows an open and effective communication system.
Category
No. of
% of
Respondents Respondents Strongly agree (5 point) Agree (4 point) Not sure (3 point) Disagree (2 point) Strongly disagree (1 point) Total 13 25 10 2 0 50 26 50 20 5 0 100
67
Analyzing the Communication System

0% 5% 20% 26% point 5 point 4 point 3 point 2 49% point 5
Interpretation: The table indicated 44% of employees rated communication with the superior to be above 70%. Whereas 20% rated as not sure.
68
CHAPTER 6 FINDINGS AND SUGGESTIONS
69
FINDINGS
I. Employees are satisfied with the following areas: Most of employees are very much satisfied with existing job. It was found out that employees are satisfied with working hours and the arrangement of working time. Almost all the employees are agreed that welfare measures provided by the Rado tyres company Ltd were excellent. Most of the employees are satisfied regarding the health protection scheme provided by the company for increasing the morale of them. Majority of employees are satisfied about the companys emphasis on their personal rights. It was found out that an employer-employee relation was satisfactory. It was found out that there is healthy trade union existing in the company. Most of the employees are satisfied regarding management approach implementing innovative ideas. II. Most of the employees are mostly dissatisfied with the following areas: Participation in decision making Present salary and other monetary rewards Grievance handling Lack of motivation Performance appraisal Transport facility Technology
70
SUGGESTIONS
The management must have asked the suggestions, commends of the employees while taking a decision. The grievance handling program like counseling facilities should be given to the employees. From the management side more encouragement should be given to employees for their work so that they get motivated. The management should establish a performance appraisal system and it should be link with the adequate monetary and non-monetary rewards. According to the changes facing in this era management should be tried to familiar and implement new technology. The management should be tried to provide a good transportation channel.
71
CONCLUSION
72
CONCLUSION
The HR practice followed in the company can be well accepted. The workers are considered to be the assets of the company and they are motivated enough to perform well. RADO TYRES COMPANY LTD is an organization with unlimited potential and their exist a concern for improved quality of work life. The various qualities of work life programs will help the organization to project their organizations image and products. The organization can use quality of work life programs like employee participation, job enrichment, and job relation etc. to demonstrate their caring outlook and to attract and retain quality employees. Enhanced quality of work life will help in eliminating the factors that are detrimental to the effective functioning of the organization. Rado tyres has a good organizational structure for the smooth functioning of the organization; the dedication of the employees towards the work undertaken has been exemplary. The management of Rado tyres is well blessed with experienced and qualified persons who can really contribute to the future development.
73
APPENDIX
74
INTERVIEW SCHEDULE
1. 2. Name Age a) 20-30 b) 30-40 c) 40-50 d) Above 50 yrs 3. 4. 5. 6. Designation Sex Marital status Experience Male/Female Single/Married a) Below 10 b) 10-20 c) 20-30 d) 30& above 7. To what extent you satisfied with the existing job? Are you satisfied 8. Pertaining to salary/wages Pertaining to career growth (promotion) Pertaining to job security Pertaining to recognition/appreciation 9. To win over employees loyalty and to increase their morale over organization provides Health protection scheme Medical insurance Reimburse of medical expenses Maternity leave for women employees
Dept. of Business Administration 75
Utmost/Very much/Somewhat/Very little/ not at all
Yes/No Yes/No Yes/No Yes/No

10.
Our organization provides the following benefits EPF ESI Gratuity Yes/No Yes/No Yes/No Excellent Good Satisfactory Poor
11.
Opinion about all statutory provisions pertaining to labor welfare are implemented in my company
12.
Is your company provides efficiency bonus to its employees?
Always Sometimes Never No opinion
13.
Opinion about performance evaluation technique followed by the company
Excellent Good Satisfactory Poor
14.
Do you get support from your superiors?
At all times Sometimes Never
15.
Are you satisfied with your working hours and arrangement of working time?
Highly satisfied Satisfied Not satisfied
16. 17.
Present job is suit with my abilities and skill Training facility adopted by the company is satisfactory
Yes/No Strongly agree Agree Not sure Disagree Strongly disagree
76
18.
Our company gives great emphasis on individuals personal rights?
Strongly agree Agree Not sure Disagree Strongly disagree
19.
Opinion about the existence of the healthy trade unions
20.
Opinion about the present salary and other benefits / monetary rewards in my present job
21.
The employer-employee relationship in my organization is very strong and harmonious
22.
The management is not receptive in accepting and implementing innovative ideas of the employees
23.
Our company follows an open and effective communication system and encourage creativity and innovation
77
BIBLIOGRAPHY
1. Aswathappa K, Human Resource Management, Tata Mc. Grow Hill Publishing company Ltd. New Delhi,4th edition.
2. Edwin B Flippo, Personnel Mc. Grow Hill International edition, 6th

edition.
World Wide Web

www.Radotyres.com www.google.com www.yahoo.com
78

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BASELIOS POULOSE II CATHOLICOS COLLEGE BASELIOS MOUNT, PIRAVOM-686664 ERNAKULAM, KERALA

DEPARTMENT OF BUSINESS ADMINISTRATION

MANAGEMENT PROJECT 2011-2012

QUALITY OF WORK LIFE OF THE EMPLOYEES OF RADO TYRES COMPANY LTD.

UNDER THE GUIDANCE OF Dr.SUSHAN.PK

Management Project 2011

Quality of work life of Employees

BASELIOS POULOSE II CATHOLICOS COLLEGE

DEPARTMENT OF BUSINESS ADMINISTRATION CERTIFICATE

VIVA-VOCE EXAMINATION HELD ON.

Dept. of Business Administration

BPC College, Piravom

Management Project 2011

Quality of work life of Employees

Submitted by, SOLAMON JOY Reg. No: ____________

Under the guidance of, Dr.SUSHAN.PK B.B.A Department

Dept. of Business Administration

BPC College, Piravom

Management Project 2011

Quality of work life of Employees

Place: Piravom Date : SOLAMON JOY

Dept. of Business Administration

BPC College, Piravom

Management Project 2011

Quality of work life of Employees

Dept. of Business Administration

BPC College, Piravom

Management Project 2011

Quality of work life of Employees

Dept. of Business Administration

BPC College, Piravom

Management Project 2011

Quality of work life of Employees

CHAPTER 5 CHAPTER 6 CHAPTER 7 CHAPTER 8 CHAPTER 9

Dept. of Business Administration

BPC College, Piravom

Management Project 2011

Quality of work life of Employees

Dept. of Business Administration

BPC College, Piravom

Management Project 2011

Quality of work life of Employees

Dept. of Business Administration

BPC College, Piravom

Management Project 2011

Quality of work life of Employees

Dept. of Business Administration

BPC College, Piravom

Management Project 2011

Quality of work life of Employees

Dept. of Business Administration

BPC College, Piravom

Management Project 2011

Quality of work life of Employees

STATEMENT OF THE PROBLEM

OBJECTIVES OF THE STUDY

SCOPE AND RELEVANCE OF THE STUDY

Dept. of Business Administration

BPC College, Piravom

Management Project 2011

Quality of work life of Employees

Dept. of Business Administration

BPC College, Piravom