OBJECTIVES OF STUDY

To find out reasons for quality of work life in Reliance Industry. To find out effects of quality of work life in Reliance Industry. To find out way to improve quality of work life in Reliance Industry. To gain an insight into current working time policies and practices, as well as work-life balance issues in Reliance industry.

ABSTRACT
Every company has good managers and bad, just as every company has good employees as well as bad. If you want to look for examples, there are enough of them in this industry to pretty much any support point of view you hold. You will find extraordinarily long working hours but you will also find adrenaline pumping exhilaration at the end of a successfully completed project. You will find people complaining about monotony of work but you will also find a huge premium on creativity and enterprise. You will find callous managers who dont care about people but you will also find heartwarming stories of inspirational leadership. You will find tales of delivering under extreme Conditions but you will also find the unmistakable shiny eyed pride in front of a delighted customer. This is the ground reality of the new knowledge industry of our country and while not everything is right with it, there is more that is good than has ever been in any single economic sector of India. Reliance Industries are creating a positive environment for efficient and smooth work. With the repetitive nature of work, ones efficiency get affected and growth oriented opportunities becomes less. With hectic schedule and overtime burdened one really stressed and exhausted at work. Under the provision of the company, to any issue or problem, company takes initiatives with time and appropriate measures. For efficient working, managers do have to take care about the professional and personal growth. Nightshifts are really tiring and if it is the case with females its really hectic.

INTRODUCTION
There has been much concern today about the decent wages, convenient working hours, conducive working conditions, etc. Their term Quality of Work life has appeared in Research Journals and press in USJ only in 1970s. There is no generally acceptable definition about this term. However, some attempts were made to describe the term quality of work life QWL. It refers to the favorableness or unfavourableness of a job environment for people. J. Richard and J. Lay define QWL as The degree to which members of a work organization are able to satisfy important personnel needs through their experience in the organization. Quality of work life improvements are defined as any activity which takes place at every level of an organization, which seeks greater organizational effectiveness through the enhancement of human dignity and growth. a process through which the tock-holders in the organization management, unions and employeeslearn how to work together better to determine for themselves what actions, changes and improvements are desirable and workable in order to achieve the twin and simultaneous goals of an improved quality of life at work for all members of the organization and greater effectiveness for both the. Company and the unions. Richard E. Walton explains quality of work life in terms of eight broad conditions of employment that constitute desirable Quality of Work life (QWL). He proposed the same criteria for measuring QWL.

DEFINING QUALITY OF WORK LIFE

QWL programs are the 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.

The best way of approaching quality of life measurement is to measure the

extent to which people's 'happiness requirements' are met i.e., those requirements which are a necessary (although not sufficient) condition of anyone's happiness - those 'without which no member of the human race can be happy.'

WHAT IS QOL? QOL may be defined as subjective well-being. Recognizing

the subjectivity of QOL is a key to understanding this construct. QOL reflects the difference, the gap, between the hopes and expectations of a person and their present experience. Human adaptation is such that life expectations are usually adjusted so as to lie within the realm of what the individual perceives to be possible. This enables people who have difficult life circumstances to maintain a reasonable QOL.
- Janssen Quality-of-life Studies

Our definition of quality of life is: The degree to which a person enjoys the
important possibilities of his/her life. Possibilities result from the opportunities and limitations each person has in his/her life and reflect the interaction of personal and environmental factors. Enjoyment has two components: the experience of satisfaction and the possession or achievement of some characteristic, as illustrated by the expression: "She enjoys good health." Three major life domains are identified: Being, Belonging, and Becoming. The conceptualization of Being, Belonging, and Becoming as the domains of quality of life were developed from the insights of various writers.

B E I Psychological Being N G Spiritual Being

Physical Being

Being physically able to get around. My nutrition and the food I eat. Being free of worry and stress. The mood I am usually in. Having hope for the future. My own ideas of right and wrong. The house or apartment I live in. The neighborhood I live in. Being close to people in my family. Having a spouse or special person.

B E Physical Belonging L O Social Belonging N G I Community N Belonging G B E Practical Becoming C O Leisure Becoming M I N Growth Becoming G -

Being able to get professional services (medical, social, etc.)

Having enough money. Doing things around my house. Working at a job or going to school. Outdoor activities (walks, cycling, etc.) Indoor activities (TV, cycling, etc.) Improving my physical health and fitness. Being able to cope with changes in my life.

T he purpose of the Quality of Life Index (QOLI) is to provide a tool for

community development which can be used to monitor key indicators that encompass the social, health, environmental and economic dimensions of the quality of life in the community. The QLI can be used to comment frequently on key issues that affect people and contribute to the public debate about how to improve the quality of life in the community. It is intended to monitor

conditions which affect the living and working conditions of people and focus community action on ways to improve health. Indicators for the QOLI include: SOCIAL: Children in care of Childrens Aid Societies; social assistance beneficiaries; public housing waiting lists etc.

HEALTH: Low birth weight babies; elderly waiting for placement in long term care facilities; suicide rates etc. ECONOMIC: Number of people unemployed; number of people working; bankruptcies etc. ENVIRONMENTAL: Hours of moderate/poor air quality; environmental spills; tones diverted from landfill to blue boxes etc. Quality of Life is the product of the interplay among social, health, economic and environmental conditions which affect human and social development.
Ontario Social Development Council, 1997

How does QOL compare with 'Standards of Living'? Standards of Living is a

measure of the quantity and quality of goods and services available to people. It measures such aspects as GDP Per Capita, life expectancy, Births/1000, Infant Mortality/1000, Doctors/1000, Cars/1000, TV/1000, Telephones/1000, Literacy levels, %GDP spent on Education, %GDP spent on Health, Cinema attendance, Newspaper circulation, Fertility Rate, Density, Population per dwelling, etc. Quality of Life is the product of the interplay among social, health, economic and environmental conditions which affect human and social development.

CRITERIA OF MEASURING QWL

(i) Adequate and Fair Compensation There are different opinions about the adequate compensation. The committee on Fair Wages defined fair wage as The wage which is above the minimum wage but below the living age. (ii) Safe and Healthy Working Conditions Most of the organizations provide safe and healthy working conditions due to humanitarian requirements and/or legal requirements. In fact, these conditions are a matter of enlightened self-interest. (iii) Opportunity to Use and Develop Human Capabilities

Contrary to the traditional assumptions, QWL is improved the extent that the worker can exercise more control over his or her work, and the degree to which the job embraces an entire meaningful task But not a part of it. Further, QWL provides for opportunities like autonomy in work and participation in planning in order to use human capabilities. iv) Opportunity for Career Growth Opportunities for promotions are limited in case of all categories of employees either due to educational barriers or due to limited openings at the higher level. QWL provides future opportunity for continued growth and security by expanding ones capabilities, knowledge and qualifications. (v) Social Integration in the Work Force Social integration in the work force can be established by creating freedom from prejudice, supporting primary work a sense of community and interpersonnel openness, legalitariani and upward mobility. vi) Constitutionalism In the Work Organization QWL provides constitutional protection to the employees only to the level of desirability as it hampers workers. It happens because the managements action is challenged in every action and bureaucratic procedures need to be followed at that level. Constitutional protection is provided to employees on such matters as privacy, free speech, equity and due process. (vii) Work and Quality of Life QWL provides for the balanced relationship among work, non- work and family aspects of life. In other words, family life and social life should not be strained by working hours including overtime work, work during inconvenient hours, business travel, transfers, vacations, etc. (viii) Social Relevance of Work QWL is concerned about the establishment of social relevance to work in a socially beneficial manner. The workers self-esteem would be high if his work is useful to the society and the vice versa is also true.

SPECIFIC ISSUES IN QWL

Trade unions claim that they are responsible for the improvement in various facilities to workers whereas management takes credit for improved salaries, benefits and Facilities. However, P/HR manager has (identified) specific issues in QWL besides normal wages, salaries, fringe benefits, etc. and takes lead in providing them so as to maintain higher order QWL. There are 11 major QWL issues. They are:

(I) Pay and Stability of Employment Good pay still dominates most of the other factors in employee satisfaction. Various alternative means for providing wages should be developed in view of increase in cost of living index, increase in levels and rates of income tax and profession tax. Stability to a greater extent can be provided by enhancing the facilities for human resource development. (ii) Occupational Stress Is a condition of strain on ones emotions, thought process and physical condition? Stress is determined by the nature of work, working conditions, working hours, pause in the work schedule, workers abilities and nature and match with the job requirements. Stress is caused due to irritability, hyper excitation or depression, unstable behaviors, fatigue, stuttering, trembling psychometrics pains, h smoking and drug abuse. Stress adversely affects employ productivity. The P/HR manager, in order to minimize the stress, has identify, prevent and tackle the problem. He may arrange the treatment of the problem with the health unit of the company. (iii) Organizational Health Programmes Organizational health programmes aim at educating employees health problems, means of maintaining and improving of health, etc. These programmes cover drinking and smoking cessation, hypertension control, other forms of cardiovascular risk reduction, family planning, etc. Effective implementation of these programmes result in reduction in absenteeism, hospitalization, disability, excessive job turnover and premature death. This programme should also cover relaxation, physical exercise, diet control, etc. iv) Alternative Work Schedules Alternative work schedules including work at home, flexible working hours, staggered hours, reduced work week, part-time employment which may be introduced for the convenience and comfort of the workers as the work such which offers the individual the leisure time, flexible hours of work is preferred. (v) Participative Management and Control of Work Trade unions and workers believe that workers participation in management and 1e improves WL. Workers also feel that they have control r their work,

use their skills and make a real contribution to the job if they are allowed participate in creative and decision-making process. vi) Recognition Recognizing the employee as a hum being rather than as a laborer increases the QWL Participative management, awarding the rewarding systems, congratulating the employees for their achievement, job enrichment, offering prestigious designations to the jobs, providing well furnished and decent work places, offering membership in clubs or association, providing vehicles, offering vacation trips are some means to recognize the employees. (vii) Congenial Worker-Supervisor Relations Harmonious supervisor-worker relations gives the worker a sense of social association, belongingness, achieve of work results, etc. This in turn leads to better QWL. (viii) Grievance Procedure Workers have a sense of fair treatment when the company gives them the opportunity to ventilate their grievances and represent their case succinctly rather than settling the problems arbitrarily. (ix) Adequacy of Resources Resources should match with started objectives; otherwise, employees will not be able to attain the Objectives. This results in employee dissatisfaction and lower QWL (x) Seniority and Merit in Promotions Seniority is generally taken as the ba for promotion in case of operating employees. Merit is considered as the basis for advancement for managerial people whereas seniority-c is preferred for promotion of ministerial employees. The promotional policies and activities should be fair and just in order to ensure higher QWL. (xi) Employment on Permanent Basis

Employment of workers on casual, the probationary basis gives them a sense of insecurity. On the other hand, employment on permanent basis gives them security and leads to higher order QWL.

QWL AND FRINGE BENEFITS

P/HR manager has to build and maintain QWL providing a wide range of fringe benefits. Fringe benefits and social security benefits result in improvement in productivity, reduction in absenteeism, turnover, sick L alienation, etc. These benefits or maintenance activities include medical and health benefits, safety measures, legal and financial services, consumer services, retirement benefits, conveyance, canteen facilities, , recreational services, career counseling, employee information reports, etc.

QWL AND PRODUCTIVITY

The general perception is that improvements in QWL cost much to the organization. But it is not so, as improvement over the existing salary, working conditions and benefits will not cost much However, the rate of increase in productivity is higher than that of cost of QWL. Thus, increase in QWL results in increase in productivity. But continual increase in QWL eventually leads to reduction in productivity due to increase in cost of output this is because the workers output does not increase proportionately after a certain level even though QWL increases.

Improved QWL leads to improved performance. Performance should mean not only physical output but also the behaviors of the worker in helping colleagues in solving job-related, accepting orders with enthusiasm, promoting a positive team spirit and accepting temporary unfavorable work conditions.

QUALITY OF MANAGEMENT

WORK

LIFE

AND

HUMAN

RESOURCES

Quality of work life is broader than m though these two terms seem to be similar. All personnel-related activities affect quality of worklife. Some examples are:
BARRIERS TO QUALITY OF WORKLIFE

Quality of work life suffers from barriers like any other new schemes. Management, employees and unions fear the effect of unknown change. All these parties feel that the bends of this concept are few though they are convinced about its effect on personnel management as a whole and on the individual parties separately. Management should develop strategies to improve quality of work life in view of the barriers.

STRATEGIES FOR IMPROVEMENT OF QWL

The strategies for improvement in quality of work life include self-managed work teams, redesign and enrichment, effective leadership and supervisory behavior, career development, alternative work schedules, job security, administrative orgastisational and participating management. (i) Self-managed Work Teams These are also called autonomous work groups or integrated work teams. These work teams are formed with 10 to 20 employees who plan, co-ordinate and control the activities of the team with the help of a team leader who is one among them. Each team performs all activities including selecting their people. Each team has authority to make decisions and regulate the activities. The group as a whole is accountable for the success or failure. Salaries are fixed both on the basis of individual and group achievement. (ii) Job Redesign and Enrichment Narrow jobs can be combined into larger units of accomplishment. Jobs are redesigned with a view to enriching them to satisfy higher order human needs.

(iii) Effective Leadership and Supervisory Behaviors For effective leadership and supervisory behaviors 9-9 style of managerial grid is suitable. (iv) Career Development Provision for career planning, communicating and counseling $he employees about the career opportunities, career path, education and development and for second careers should be made. (v) Alternative Work Schedules Provision for flexible working hours, part-time employments, job- sharing and reduced work week should be made. (vi) Job Security these tops the employees list of priorities. It should be adequately taken care of. (vii) Administrative or Organizational Justice The principles of justice, fair and equity should be taken care of in disciplinary procedure, grievance procedures, promotions, transfers, demotion, work assignment, leave, etc. (viii) Participative Management Employees should be allowed to participate in management participative schemes which may be of several types. The most sophisticated among them is quality circle. QUALITY OF WORK LIFE AND CAREER IMPACTS EMPLOYEE PERFORMANCE DEVELOPMENT

It is a known fact that most professionals leave an organization due to lack of career growth. Active career development initiatives by a company are a key retention tool to keep the best talent within its fold. It is one of the greatest motivators to keep an employee happy and engaged. But does career planning and development of employees actually make a difference to the productivity of a worker? Most organizations think so, and consider it a part of their critical human resource strategy. From the employees point of view career development initiatives gives them a clear focus about their career track, the blind spots that they have to overcome and the final goal to be reached. This focused approach works to their advantage from their everyday work to longterm aspirations.

PEOPLE PERFORMANCE POTENTIAL MODEL A simple group-profiling matrix tool for teams and organizations
The purpose of the model is to enable a simple assessment and representation of the mixture of types (according to potential and performance) within any work group or team, but it is a relatively blunt instrument and is neither designed nor recommended for detailed individual staff assessment. It is therefore ideal for presentations and for reflecting a complex situation using a simple graphic. The model is not for individual counseling and development, other than for reference and interest alongside more accurate and objective individual assessment tools and processes. The 'people potential performance model' (or whatever else it might be called) is especially useful in illustrating clearly and broadly the mix or profile of quite large groups of people within a human resources or organizational planning context. It's also helpful in understanding, determining, and explaining the different treatment that is appropriate for different categories of people with a group, according to local definitions and implications. -The model can also be used to show an ideal mix, and an actual mix, and thereby highlight the gap or difference, from an overall strategic viewpoint. -It can be a useful supplementary tool or reference point alongside more detailed and complex appraisals and training needs analysis processes. -The model also has a good training and educational value, which is why it's featured here. It can help managers and leaders to understand that people are different, have different needs, and can be helped in different ways and directions, appropriate to their situation.

people potential performance model

Bear in mind that the descriptive terminology can be adapted to suit the situation and it is likely that the terms below have been adapted from those used when the model was first defined.

low potential

high potential

backbone

> stars

high performance high performance low potential high potential

Acknowledge effort and Agree challenging contribution. stretching work, projects, career development, Utilize as coaches and responsibilities, or these mentors. people are likely to leave. Look for each person's hidden high potential, undiscovered passions, etc., and offer new challenges and responsibilities as appropriate, so these people too can be stars, to any extent they are comfortable. Give appropriately stretching coaching, mentoring, training. Explore and encourage leadership and rolemodel opportunities, to set and raise standards of other staff.

high performanc e

icebergs ^ or problem > children

low performance low performance low potential high potential Counsel, build trust, Confirm and understands issues. acknowledge potential.

low performanc e

Identify potential.

hidden Counsel, build trust, understands issues. Explore and agree ways to utilize and develop identified potential via fitting tasks and responsibilities, linked with and perhaps dependent on performance improvement.

Facilitate more fitting roles, direction, purpose, opportunities, etc., linked with and perhaps dependent on performance imp improvement.

Using the 'people performance potential' model

The model can be used both to visualize and represent the ideal or required staffing profile of a group or organization, and separately, the actual staffing profile.

Since the model enables very quick easy illustration or demonstration of a complex set of people-related factors that are highly significant for organizational performance and development, the tool is very useful for executives and executive discussions, presentations, reports and planning documents, etc.

origins of the people performance potential model

B Workhorses Individuals who produce effectively, however they have reached their level of competency. D Deadwood Individuals who have no potential and perform poorly. They are in the wrong role. A - Rising Stars Individuals who have real potential for the future and are high performers.
hi p e r f o r m a n c e

C - Problem Children Individuals who have lo potential but are not performing in their role. This may be because they are newly promoted.

low - - - - - - - - - potential - - - - - - - high

This simple method helps dictate where scare development resources should be spent: A - Rising Stars - Most investment. This is where the business is going to get the best return on there investment. Invest sufficient to keep engaged and grow for the future.

B - Workhorses - Minimal investment. Invest only to keep motivated or to upgrade skills.

C - Problem Children - Targeted investment. Action plan which includes giving them technical skills to perform at the required level. Any investment will only occur after full analyses of an individuals motivation to move from where they are currently. If they do not respond move to another role or exit business.

D - Deadwood - No investment. Action plan to either find a more appropriate role or exit business. "

The right approach to QWL Organizations have today begun to understand the effectiveness of mentoring among all career development initiatives like promotion, job rotation, training, etc. the best approaches to developing careers:

Creating opportunities for the employees in the organization. Employee-friendly work environment with high learning curve And leadership mentoring. Understanding broad corporate goals as well as industry Requirements and aligning the career development initiatives.

Creating friendly work culture and transparent environment for better career growth. Salary growth and benefits to match the role specific requirement And ability to perform as per the job requirement.

Common career development initiatives

Promotion Training Job rotation Job enlargement Succession planning Mentoring Assessment and development centers

Reliance Industries' Higher Standard

Reliance success is built on a foundation of personal and professional integrity. We hold ourselves to standards of ethical behavior that go well beyond legal minimums. We never compromise these standards and we will never ask any Trust - Our word is good. We keep our commitments to each other and to our stakeholders. Integrity - We do the right thing without compromise. We avoid even the appearance of impropriety. Honesty - What we say is true and forthcoming - not just technically correct. We are open and transparent in our communications with each other and about business performance. Judgment - We think before we act and consider the consequences of our actions. Respect -We treat people with dignity and value their contributions. We maintain fairness in all relationships. Courage - We speak up for what is right. We report wrongdoing when we see it. member of the Reliance team to do so either. We owe this to our customers, suppliers, shareholders and other stakeholders. And we owe it to ourselves because success without integrity is essentially meaningless. This culture of performance with integrity unites us as a company that understands and adheres to our company values and to the laws of the countries in which they do business. Just the Reliance industry articulates values and beliefs, the following Code of Conduct provides guidance to ensure to meet their higher standard and conduct business - the right way, which is "Winning with Integrity." Simply, they want all members of our team, along with our shareholders, customers, suppliers and other stakeholders, to understand that they can believe what they say and trust what they want to do. Their higher standard includes several key characteristics and provides the foundation for our Code of Conduct: Responsibility - We accept the consequences of our actions. We admit our mistakes and quickly correct them. We do not retaliate against those who report violations of law or policy.

RESEARCH METHODOLOGY
RESEARCH METHODOLOGY For achieving the objectives of study, survey was conducted. For survey, personal interviews of the Management & workers were undertaken. Personal interviews were selected as the mode of survey to make the study more meaningful & so that maximum information could be collected. For conducting the personal interviews of the workers, a questionnaire was made. The questionnaire was structured with open ended & close ended questions. The Management was interviewed on various aspects likely to have impact on the quality of work life & on the turn over of the employees viz. no. facilities provided to the employees, procedure for the promotions, increments in pay, bonus schemes incentive sector etc. given to the employees. Sample Size: I have covered 100 workers from Reliance Industries Types of Data: I have used primary as well as secondary data. Some data is been taken from internet, some from Reliance Industries and some is gathered through questionnaire.

QUESTIONNAIRE
Dear Respondent, I am a student of BBA (Final Year) at Birla Institute of Technology, Allahabad and as a part of our curriculum; I am supposed to undertake a survey on Quality of Work Life. I will be obliged if you provide full and correct information up to your knowledge.
Name of the Organization: _______________________________________ Name of the Employee: _______________________________________ Age:___________________________________________________________ Marital Status: _____________________________________________ Job Title: ___________________________________________________ Department / Branch: ____________________________________________ Designation: ____________________________________________________ Working Hrs/Day: ____________ Shift: Day Night