INTRODUCTION

QUALITY OF WORK LIFE (QWL)

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 labour-management 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 job. High QWL is sought through an employee relations philosophy that encourages the use of QWL efforts, which are systematic attempts by an organisation to give workers greater opportunities to affect their jobs and their contributions to the organisations overall effectiveness. That is, 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.

Job specialisation and simplification were popular in the early part of this century. Employees were assigned narrow jobs and supported by a rigid hierarchy in the expectation that efficiency would improve. The idea was to lower cost by using unskilled workers who could be easily trained to do a small, repetitive part of each job.

Many difficulties developed from that classical job design, however. There was excessive division of labour. Workers became socially isolated from their co-workers because their highly specialised jobs weakened their community of interest in the whole product. Deskilled workers lost pride in their work and became bored with their jobs. Higher-order (social and growth) needs were left unsatisfied. The result was higher turnover and absenteeism, declines in quality and alienated workers. Conflict often arose as workers sought to improve their conditions and organisations failed to respond appropriately. The real cause was that in many instances the job itself simply was not satisfying.

FORCES FOR CHANGE A factor contributing to the problem was that the workers themselves were changing. They became educated, more affluent (partly because of the effectiveness of classical job design), and more independent. They began reaching for higher-order needs, something more than merely earning their bread. Employers now had two reasons for re-designing jobs and organisations for a better QWL: Classical design originally gave inadequate attention to human needs. The needs and aspirations of workers themselves were changing.

HUMANISED WORK THROUGH QWL One option was to re-design jobs to have the attributes desired by people, and redesign organisations to have the environment desired by the people. This approach seeks to improve QWL. There is a need to give workers more of a challenge, more of a whole task, more opportunity to use their ideas. Close attention to QWL provides a more humanized work environment. It attempts to serve the higher-order needs of workers as well as their more basic needs. It seeks to employ the higher skills of workers and to provide an environment that encourages them to improve their skills.

The idea is that human resources should be developed and not simply used. Further, the work should not have excessively negative conditions. It should not put workers under undue stress. It should not damage or degrade their humanness. It should not be threatening or unduly dangerous. Finally, it should contribute to, or at least leave unimpaired, workers abilities to perform in other life roles, such as citizen, spouse and parent. That is, work should contribute to general social advancement.

JOB ENLARGEMENT VS. JOB ENRICHMENT

The modern interest in quality of work life was stimulated through efforts to change the scope of peoples jobs in attempting to motivate them. Job scope has two dimensions breadth and depth. Job breadth is the number of different tasks an individual is directly responsible for. It ranges from very narrow (one task performed repetitively) to wide (several tasks). Employees with narrow job breadth were sometimes given a wider variety of duties in order to reduce their monotony; this process is called job enlargement.

In order to perform these additional duties, employees spend less time on each duty. Another approach to changing job breadth is job rotation, which involves periodic assignment of an employee to completely different sets of job activities. Job rotation is an effective way to develop multiple skills in employees, which benefits the organisation while creating greater job interest and career options for the employee.

Job enrichment takes a different approach by adding additional motivators to a job to make it more rewarding. It was developed by Frederick Herzberg on the basis of his studies indicating that the most effective way to motivate workers was by focusing on higher-order needs. Job enrichment seeks to add depth to a job by giving workers more control, responsibility and discretion over hoe their job is performed. The difference between enlargement and enrichment is illustrated in the figure on the next page.

In the above figure we see that job enrichment focuses on satisfying higher-order needs, while job enlargement concentrates on adding additional tasks to the workers job for greater variety. The two approaches can even be blended, by both expanding the number of tasks and adding more motivators, for a two-pronged attempt to improve QWL.

BENEFITS OF JOB ENRICHMENT EMERGE IN THREE AREAS

JOB ENRICHMENT BENEFITS

Individual: Growth Selfactualisation Job satisfaction Organisation: Intrinsically motivated employees Better employee performance Less absenteeism and turnover; fewer grievances Society: Full use of human resources More effective organisations

Its general result is a role enrichment that encourages growth and self-actualisation. The job is built in such a way that intrinsic motivation is encouraged. Because motivation is increased, performance should improve, thus providing both a more humanised and a more productive job. Negative effects also tend to be reduced, such as turnover, absences, grievances and idle time. In this manner both the worker and society benefit.

The worker performs better, experiences greater job satisfaction and becomes more self-actualised, thus being able to participate in all life roles more effectively. Society benefits from the more effectively functioning person as well as from better job performance.

APPLYING JOB ENRICHMENT Viewed in terms of Herzbergs motivational factors, job enrichment occurs when the work itself is more challenging, when achievement is encouraged, when there is opportunity for growth and when responsibility, feedback and recognition are provided. However, employees are the final judges of what enriches their jobs. All that management can do is gather information about what tend to enrich jobs, try those changes in the job system and then determine whether employees feel that enrichment has occurred.

In trying to build motivational factors, management also gives attention to maintenance factors. It attempts to keep maintenance factors constant or higher as the motivational factors are increased. If maintenance factors are allowed to decline during an enrichment program, then employees may be less responsive to the enrichment program because they are distracted by inadequate maintenance. The need for a systems approach in job enrichment is satisfied by the practice of gain sharing. Since hob enrichment must occur from each employees personal viewpoint, not all employees will choose enriched jobs if they have an option. A contingency relationship exists in terms of different job needs, and some employees prefer the simplicity and security of more routine jobs.

CORE DIMENSIONS: A JOB CHARACTERISTICS APPROACH

How can jobs be enriched? And how does job enrichment produce its desired outcomes? J. Richard Hackman and Greg Oldham have developed a job characteristics approach to job enrichment that identifies five core dimensions skill variety, task identity, task significance, autonomy and feedback. Ideally, a job must have all five dimensions to be fully enriched. If one dimension is perceived to be missing, workers are psychologically deprived and motivation may be reduced. The core dimensions affect an employees psychological state, which tends to improve performance, satisfaction and quality of work and to reduce turnover and absenteeism. Their effect on quantity of work is less dependable. Many managerial and white-collar jobs, as well as blue-collar jobs, often are deficient in some core dimensions. Although there are large individual differences in how employees react to core dimensions, the typical employee finds them to be basic for internal motivation. The dimensions and their effects are shown in the following figure and discussed in greater detail here. THE HUMAN RESOURCE DEPARTMENTS ROLE The role of human resource department in QWL efforts varies widely. In some organisations, top management appoints an executive to ensure that QWL and productivity efforts occur throughout the organisation. In most cases, these executives have a small staff and must rely on the human resource department for help with employee training, communications, attitude survey feedback, and similar assistance. In other organisations, the department is responsible for initiating and directing the firms QWL and productivity efforts. Perhaps the most crucial role of the department is winning the support of key managers. Management support particularly top management support appears to be an almost universal prerequisite for successful QWL programs. By substantiating employee satisfaction and bottom-line benefits, which range from lower absenteeism and turnover to higher productivity and fewer accidents, the department can help convince doubting managers. Sometimes documentation of QWL can result from studies of performance before and after a QWL effort. Without documentation of these results, top management might not have continued its strong support. 6

The department also has both a direct and indirect influence on employee motivation and satisfaction.

Satisfaction Direct Orientation Training and Development Career Planning Counselling

Human Resource Department
Q U A L I T Y O F W O R K L I F E

Supervisor Employee

Indirect Safety and Health policies Compensation practices Other policies and practices

Motivation

As the above figure illustrates, the department makes direct contact with employees and supervisors through orientation, training and development, career planning, and counselling activities. At the same time, these activities may help a supervisor do a better job of motivating employees.

A REWARD PERFORMANCE MODEL OF MOTIVATION

Rewards Reinforcement

Performance

Job itself Small groups Organisation External

environment

Satisfaction

employee

Motivation Inner drives

Self-image Self-esteem

Self-expectation Needs and Desire

Whether satisfaction is going to be improved depends on whether the rewards match the expectations, needs and desires of the employee as shown at the bottom of the above figure. If better performance leads to higher rewards and if these rewards are seen as fair and equitable, then results in improved satisfaction. On the other hand, inadequate rewards can lead to dissatisfaction. In either case, satisfaction becomes feedback that affects ones selfimage and motivation to perform. The total performance-satisfaction relationship is a continuous system, making it difficult to assess the impact of satisfaction on motivation or on performance, and vice-versa.

1.1 NEED OF THE STUDY

The organization has to justify its practices towards the Quality of Work Life so it has to analyze the existing practices. To Ascertaining their deficiencies of the existing system in HR well facilitate newer and better system for implementation. To improve the profit and productivity of the organization. To improve motivated, satisfied and equitable workforce. To Lower rates of absenteeism and Reduced overheads.

1.2 SCOPE OF THE STUDY

The scope of the study is to understand the Quality of Work Life of SAMSUNG and how SAMSUNG India Electronics Pvt Limited can enhance the performance of employees by adopting it.

Reward for work should be above a minimum standard for life. Equitable balance between effort and reward should be there.

Job security should be there so that employees are not under a concern for their future.

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1.3 OBJECTIVES OF THE STUDY

Primary Objective:To study the Quality of Work Life of Employees in SAMSUNG India Electronics Pvt Limited.

Secondary Objective:To find out the opinion of employees towards Quality of Work Life. To find out way to improve quality of work life. To find out the recognition and rewarding systems of the organization. To identify the factors causing stress and effects of stress on work. To measure the attitude of the employees towards the work and the working environment. To find the relationship of the employees with that of the coworkers.

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PROFILES
1.4 INDUSTRY PROFILE
The Consumer Durables industry consists of durable goods and appliances for domestic use such as televisions, refrigerators, air conditioners and washing machines. Instruments such as cell phones and kitchen appliances like microwave ovens were also included in this category. The sector has been witnessing significant growth in recent years, helped by several drivers such as the emerging retail boom, real estate and housing demand, greater disposable income and an overall increase in the level of affluence of a significant section of the population. The industry is represented by major international and local players such as BPL, Videocon, Voltas, Blue Star, MIRC Electronics, Titan, Whirlpool, etc.

The consumer durables industry can be broadly classified into two segments: Consumer Electronics and Consumer Appliances. Consumer Appliances can be further categorized into Brown Goods and White Goods. The key product lines under each segment were as follows.

Industry Size, Growth, Trends

The consumer durables market in India is estimated at Rs.300 billion and is expected to reach Rs.500 billion by 2015. More than 7 million units of consumer durable appliances have been sold in the year 2009-10 with colour televisions (CTV) forming the bulk of the sales with the 15.15 million units. CTV, refrigerators and Air-conditioners together constitute more than 60 per cent of the sales in terms of the number of units sold.

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In the refrigerators market, the frost-free category has grown by 8.3 per cent while direct cool segment has grown by 9 per cent. Companies like LG, Whirlpool and Samsung have registered double-digit growth in the direct cool refrigerator market.

In the case of washing machines, the semi-automatic category with a higher base and fullyautomatic categories have grown by 4 per cent to 526,000 units and by 8 per cent to 229,000 units, respectively. In the air-conditioners segment, the sales of window ACs have grown by 32 per cent and that of split ACs by 97 per cent.

Since the penetration in the urban areas for these products is already quite high, the markets for both C-TV and refrigerators were shifting to the semi-urban and rural areas. The growth across product categories in different segments is assessed in the following sections.

Consumer Electronics
The CTV production was 15.15 million units in 2009-10 and is expected to grow by at least 25 per cent. At the disaggregated level, conventional CTV volumes have been falling while flat TVs have grown strongly. Market sources indicate that most CTV majors have phased out conventional TVs and have been instead focusing more on flat TVs. The flat segment of CTV now account for over 60 per cent of the total domestic TV production and is likely to be around 65 per cent in 2010-11. High-end products such as liquid crystal display (LCD) and plasma display CTV grew by 400 per cent and 150 per Cent respectively in 200910 following a sharp decline in prices of these products and this trend is expected to continue. LCD are perceived as high-end products. LCD market has been estimated at 0.8 million units registering a growth of over 130% during 2009-2010 over the previous year.

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Due to the expansion of DTH and introduction of conditional access system (CAS) in metros, the set top box (STB) market is growing rapidly

Multimedia mobile phones have been growing at a fast rate from 800,000 units 2008-2009 to 1.8 million units in 2009-2010

The audio/video player market has seen significant growth rates in the domestic market as prices have dropped. Indian DVD market was estimated at 6.2 million units in 2009.

Consumer appliances
The consumer appliances market is estimated at US$4.34 billion, with import valued at US$ 1.22 billion.

Air conditioner (including industrial and office conditioners) constituted 38% of the consumer appliances market followed by refrigerators at 14%, electric fans at 7.5%, washing appliances at 7% and sewing machines at 5%.

Most imports are in the finished goods categories such as watches electric, coffee makers, food grinders and electric heaters etc.

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1.5 COMPANY PROFILE

SAMSUNG Introduction

Our Vision
Samsung is guided by a singular vision: to lead the digital convergence movement.

We believe that through technology innovation today, we will find the solutions we need to address the challenges of tomorrow. From technology comes opportunity for businesses to grow, for citizens in emerging markets to prosper by tapping into the digital economy, and for people to invent new possibilities. Its our aim to develop innovative technologies and efficient processes that create new markets, enrich peoples lives and continue to make Samsung a trusted market leader

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Our Mission
Everything we do at Samsung is guided by our mission: to be the best digital-Company.

Samsung grew into a global corporation by facing challenges directly. In the years ahead, our dedicated people will continue to embrace many challenges and come up with creative ideas to develop products and services that lead in their markets. Their ingenuity will continue to chart Samsungs course as a profitable, responsible global corporation.

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SAMSUNG HISTORY
1995-Present Pioneering the Digital Age The digital age has brought revolutionary change and opportunity to global business, and Samsung has responded with advanced technologies, competitive products, and constant innovation. At Samsung, we see every challenge as an opportunity and believe we are perfectly positioned as one of the world's recognized leaders in the digital technology industry. Our commitment to being the world's best has won us the No.1 global market share for 13 of our products, including semiconductors, TFT-LCDs, monitors and CDMA mobile phones. Looking forward, we're making historic advances in research and development of our overall semiconductor line, including flash memory and non-memory, custom semiconductors, DRAM and SRAM, as well as producing best-in-class LCDs, mobile phones, digital appliances, and more.

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GROWING TO BE THE BEST

Samsung India aims to be the Best Company in India by the Year 2006. Best Company in terms of both the internal workplace environment as well as the external context in which the Company operates. Samsung aims to grow in India by contributing to the Indian economy and making the lives of its consumers simpler, easier and richer through its superior quality products. Our aim is to gain technological leadership in the Indian marketplace even as our goal is to earn the love and respect of more and more of our Indian consumers. Mr. S.H. Oh , President & CEO Samsung South-West Asia Regional Headquarters.

Samsung in India
Samsung India is the hub for Samsungs South West Asia Regional operations. The South West Asia Regional Headquarters looks after the Samsung business in Nepal, Sri Lanka, Bangladesh, Maldives and Bhutan besides India. Samsung India, which commenced its operations in India in December 1995, today enjoys a sales turnover of over US$ 2bn in just a decade and a half of operations in the country. Headquartered in New Delhi, Samsung India has a network of 19 Branch Offices located all over the country. The Samsung manufacturing complex housing manufacturing facilities for Colour Televisions, Colour Monitors, Refrigerators and Washing Machines is located at Noida, near Delhi. Samsung Made in India products like Colour Televisions, Colour Monitors and Refrigerators were being exported to Middle East, CIS and SAARC countries from its Noida manufacturing complex. Samsung India currently employs over 1600 employees, with around 18% of its employees working in Research & Development.

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SAMSUNG GLOBAL The DNA of Digital Innovation

Samsung Electronics is a global leader in semiconductors, telecommunications, digital media and digital convergence technologies with 2004 parent company sales of US$55.2Bn and net income of US$10.3Bn. Employing approx. 113,000 people in over 90 offices in 48 countries, the company has of 5 main business units: Digital Appliance Business, Digital Media Business, LCD Business, Semiconductor Business and Telecommunication Network Business. Recognized as one of the fastest growing global brands, Samsung Electronics Corporation is the worlds largest producer of Colour Monitors, Colour TVs, Memory Chips and TFT LCDs.

Customized products for Indian Consumers

Samsung understands the local cultural sensibilities to customize its products according to the Indian market. It has set up a usability lab at the Indian Institute of Technology in New Delhi to customize Samsung products to meet the specific needs of Indian consumers. This industry-institute partnership is helping Samsung to study and analyze consumer response in aspects of product design, including aesthetics, ergonomics and interface.

Through its research done on consumer preferences in India, Samsung has concluded that Indian consumers want more sound oriented products. Thus, the Samsung televisions for India have a higher sound capacity than their foreign counterparts.

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For the semi-automatic segment of Samsung washing machines, Samsung has introduced for the first time in India a feature called Super Dry. It is present in three of Samsungs semi automatic models and dries the clothes better than the rest.

Samsung washing machines have an additional menu that takes care of the local Indian wardrobes. They also have a memory re-start that takes care of the frequent power failures in India.

ORGANISATION STRUCTURE

Title Vice Chairman (Representative Director) President & CEO (Representative Director) President

Name Yoon-Woo Lee Gee-Sung Choi

Responsibility Chairman of the Board of Directors

Overall Corporate Management

Ju-Hwa Yoon Chief Financial Officer Dong-Min Independent Director Overall Corporate Management Yoon Chae-Woong Audit & Related Party Transactions Independent Director Lee Committee Audit & Related Party Transactions Independent Director Oh-Soo Park Committee Audit & Related Party Transactions Independent Director In-Ho Lee Committee

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1.6 PRODUCT PROFILE

PRODUCT RANGE OF SAMSUNG

MOBILE PHONES A passion for mobile innovation. No matter how you stay in touch, Samsung connects you in style.

From the coolest conventional and brightest smart phones, to the most stylish touchscreens, bars, sliders and feature-rich devices with full QWERTY keyboards, Samsung makes you more mobile, your way.

TOUCH PHONE - Leading the TOUCH revolution.

STYLE PHONE - Make en eye-stopping STYLE statement.

MULTIMEDIA PHONE - MULTIMEDIA magic unlimited.

BUSINESS PHONE - The Smarter way to work & play.

GURU SERIES - Rock with GURU.

DUAL SIM PHONE - Find the perfect balance with DUAL SIM.

CDMA PHONE - Discover a unique lifestyle with CDMA.

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TELEVISION Choose the right TV for you. Samsung TVs offer world-class picture quality, design and energy efficiency. Find the TV that is perfect for you.

LED TV - Redefine the way we watch television.

LCD TV - All the purity of liquid crystal.

Plasma TV - Enjoy the Superior cinematic experience.

Ultra Slim Fit - TV 40% slimmer and 20% lighter.

Flat TV - Technology and style combine for captivating entertainment.

DVD PLAYERS

Samsung DVD Players with BD wise and Best Playability.Samsung offers excellence in standard and HD DVD players alike boasting features like 1080p upconversion and Touch of Colour design. Discover which is right for you.

HD DVD PLAYER - Samsung offers excellence in HD DVD player with boasting features like HDMI, 1080p upconversion, Touch of Coluor design and USB for easy connection and CD-Ripping .Discover which is right for you.

Standard DVD Player - Samsung Standard DVD players can play any DVD, regardless of its condition. Its rolling actuator technology automatically adjusts the lens angle so that it can read the information stored in the disc with 100% accuracy.

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DIGITAL CAMCORDERS

Amazingly compact, Samsung's Super Portable Camcorders Let you Brilliantly Capture Life from the palm of your hand.

SAMSUNG REFRIGERATORS Experience the new freshness.Add digital technology to your refrigerator and experience a whole new level of innovation for your home.

FRENCH DOOR - Massive storage capacity on the inside, with a slim profile on the outside and the most advanced conveniences built in, Samsung French Door refrigerators raise the bar on style, efficiency and modern living.

SIDE BY SIDE - All the space you need to stock up on family favourites, throw a party, or prepare a full-blown catered affair. Plus elegant design and efficient Twin Cooling Plus make Samsung Side by Side refrigerators a fresh choice.

BOTTOM FREEZER - Don't sacrifice storage for space with Samsung Bottom Freezer refrigerators. All your favourite foods are at eye level, so you can spend more time finding what you're after and less time cooling your kitchen.

FROST FREE - Now, enjoy a delicious, frrrunchy sound in every bite! The new Samsung refrigerators come with Unique Moisture Control Technology lock in the natural freshness of fruits and vegetables keeping them fresh and crunchy for longer. So, go ahead and relish the crunchy freshness, just bite into some Frrrrunch!

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SAMSUNG AIRCONDITIONER The simplest and most effective way to stay cool during hot summer.Samsung presents the perfect solution with its new biosleeplus air conditioners. Developed for Indian conditions.

SPLIT AIR CONDITIONER - The interior design of your home adds a lot to persona comforts and appeal , Since the Air Conditioner is a large part of that interior, Samsung provides you with a variety of air conditioners with stylish, sophisticated design, while paying attention to high performance and health. Samsungs Air Conditioners represent cool, clean, healthy freshness in everyday living.

WINDOW AIR CONDITIONER - Welcome to cool, clean, healthy and fresh world of Samsung Window Air Conditioners. Created to provide utmost comfort in the hottest of weather, Samsung Air Conditioners bring a cool, refreshing wave into your home and make everyday living a delightful and rejuvenating.

SAMSUNG WASHING MACHINE

The Ultimate Washing experience. The Super Clean, Ultra Safe and amazingly easy washing experience with Samsung Washing Machine.

FRONT LOADING - Samsung front loading washing Machines incorporate a host of futuristic innovation like Ceramic Heater. It provides you the convenience of washing clothes with technologically washing machine that understands washing requirement of different clothes.

TOP LOADING - Power-packed pure strength combined with the touch of gentle care. Samsung realises this ultimate washing combination in its state-of-the-art Washing Machines. Its the ultimate care your clothes need to keep looking their very best.

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SEMI AUTOMATIC - Samsung Semi Automatic Washing Machines are specially developed for the distinct Indian conditions and are perfect choice for the Indian women. These technologically advanced machines incorporate Double Storm washing system that removes dirt and dust from clothes, thereby leaving them clean. Fresh and sparkling like new.

SAMSUNG MICROWAVE OVEN

No guesswork required. Samsung microwave oven, Faster, more spacious and more stylish than before.

CONVECTION - Microwave can be used to cook food which is crispier from inside as well as outside. It uses a fan and a heating element to create air flow patterns inside the microwave oven. This ensures optimum browning of the food in the fastest possible times, making it ideal choice for baking.

GRILL - Microwaves can be used to cook food which is crispier from outside and juicer from inside making an ideal choice for succulent kebabs and Tikes.

SOLO - The Samsung Solo is the choice for an all round cooking solution. With uniform heat distribution, multiple power levels and a host of other features, the Samsung Solo is ideal for everyday tasks like defrosting, reheating and cooking.

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SAMSUNG LAPTOPS

R SERIES - All-round convenience for more fun. High performance, hassle-free computing whenever and wherever you need it.

MINI NOTEBOOK - For easy surfing, an affordable mobile solution ideal for all your online needs-fast paced and digitally interconnected lives.

SAMSUNG MONITORS The right screen for every desktop.Samsung PC monitors, the most advanced capabilities and state of-the-art technology.

DESKTOP MONITOR - Desktop monitor that provides perfect picture quality with incredible speed. Inspired by the shifting colours of sunset and the fine-cut facet of a flawless gem, the ToC design offers a fresher perspective.

NETWORK MONITOR - Helping you to deliver a high-impact message is what the Samsung Network Monitor is all about. Our built-in network module provides for easier control and overall management.

LARGE FORMAT MONITOR - Capture your audience's attention and transport them to a new world of visual experience. From a single display to an eye-catching video wall, Samsung's LFDs can deliver the right message at the right time.

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REVIEW OF LITERTURE
QUALITY OF WORK LIFE IN THE INDIAN CONTEXT The concern for QWL was first noticed in the early 1970s. It was seen as the latest revolution that was taking place in the relationship between men and work. Two drastic changes in this relationship have been noticed in the past the first one resulted from with the use of machine power (the replacement of muscle power by machines in the19th century) and the second one resulted from the explosion of information technology (replacing programmable human mental processes by computers). The third revolution is now taking place that of humanization of work. The genesis of the concern for QWL can be found in the humanistic tradition within the social sciences that tries to highlight the employees need for meaningful and satisfying work and for participation in decisions that influence their work environment. Therefore, from a historical perspective this concern for QWL in organizations can be seen as the latest, and, in many ways, the culmination of a string of reform movements that have attempted during the past several decades, to protect the rights and interest of workers. The concept of QWL is very close to the concept of human resource development (HRD). The traditional approach to HRD led to the dehumanization of work as the emphasis was more on machines than on people. The human relations movement restored the balance and brought forth the significance of human beings in organizations. However, it was Herzberg who was the first to notice the failure of individual training to suit the job as a change strategy.

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Herzbergs distinction between hygiene factors and motivators advocated the use of job as a medium for developing and changing organizations through the programmer of job enrichment. Later on, Davis proposed the concept of job design, satisfying the techno social requirements of the job. This was followed by work reorganization as an extension of the job design. At the core of all these programmer was the value of training people in organizations as human beings and helping them to grow, develop and take part in the decision making processes. The goal was to humanize the organizations. Various terms such as, humanization of work, industrial democracy, workplace democracy, work redesign, organizational redesigning, participative work and, later on, QWL were used interchangeably to describe the same thing.

The overriding purpose of QWL is to change the climate at work, so that the human-technological organizational interface leads to a better QWL are still unclear, there are a number of analyses and applications of the closely associated socio-technical approaches to job design.

The interest in the field of QWL as survived the period of the past three decades. In fact, it is growing in most of the countries of the world. Initially, it was the purported failure of the existing job satisfaction measures to explain the simultaneous existence of a high level of job satisfaction and certain problems of employee behavior that led to the emergence of interest in QWL.

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DEFINITIONS OF QWL Quality of work life is the degree to which members of a work organization are able to satisfy important personal needs through their experiences in the organization. - SUTTLE Quality of work life is a comprehension construct that assesses an individuals job related well being and the extent to which work experiences are rewarding, fulfilling and devoid of stress and other negative personal consequences. - SHAMIR AND SOLOMAN

CONTRIBUTION OF MASLOWS THEORY TOWARDS QUALITY OF WORK LIFE (QWL) Developments in work design techniques beyond job rotation and enlargement have been influenced by humanistic psychology. Maslow (1943) the most popular and influential figure in this movement argued that human beings have seven innate needs,

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physiological or survival needs concern sunlight, sex, food and water. Safety needs concern freedom from threat and the desire for shelter, security, order and predictability, love needs concern relationships, affection, giving and receiving love and the desire for feeling belongingness, esteem needs concern strength, achievement, adequacy, confidence, independence and the desire for reputation, prestige, recognition, attention importance, appreciation and for a high self-evaluation based on capability and on respect form others, self-actualization needs concern the development of human capacity to the fullest potential. Freedom of inquiry and expression needs relate to social conditions that permit free speech and encourage justice, fairness and honesty and finally the need to know and understand concern the desire to gain and to systemize knowledge, to satisfy curiosity, to learn, to experiment and to explore. Taylor and Ford appear to have overlooked the possibility that their employees would seek satisfaction of any or all of these needs through work. Maslow argued that these needs are organized in a loose hierarchy. A person does not normally pay much attention to love and esteem needs for example until physical and safety requirements are more or less satisfied. The ultimate goal is self-actualization the need for freedom of inquiry and to know and understand being pre-requisite for the satisfaction of all the others. The theory is vague, it cannot easily make predictions about human behavior. It makes some predictions that are philosophical and psychological. Yet Maslows influence is clearly stamped across the work design theories and practices of the latter half of the twentieth century and was a key dimension of the QWL movement that developed through the 1960s and 1970s.

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This study has a very close connection with Maslows theory as the subheadings of this study deals basically with identifying skills and empowering the employee to perform better, identifying the recognition and rewarding systems practiced in the organization, factors causing stress and the effect of stress on work, work and the working environment of the employees and relationship of the executives with the co-workers. APPROACHES TO IMPROVE QWL

There are a number of factors involved in QWL, and these factors can be grouped in three categories: individual factors, job factors, and organizational factors. The characteristics of these factors affect the individual involvement in the job, his sense of competence which lead to job satisfaction and finally to job performance and productivity as shown in Figure.

An individual on the organization wants to satisfy his needs while working for it. Depending on the nature of the individual, he may want equitable financial package, employment benefits, job security, interesting work, involvement in decision making process affecting him and his work, and getting proper feedback about his performance. If these factors are favorable, the individual will feel job involvement and sense of competence, consequently job satisfaction and contribute positively with the support of organizational facilities. Therefore, in improving QWL, all these factors have to be taken into account. Though there may not be any universal phenomenon in improving the QWL because of involvement of a number of factors in it. Some more commonly adopted practices for the purpose are discussed below.

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FACTORS IN QWL AND THEIR IMPACT

Individual factors Ability Work ethic Need pattern Job factors Nature of job

Job involvement Job satisfaction Sense of competence Performance Productivity

Organizational factors Participation Communication Support

The Economic Times collected the views from top level HR executives (mostly HR directors) from Indian companies on the emerging workplace. The views expressed were as follows:

1. There would be more celebrations, music, poetry, and art at work to provide creative moments in between the lightening speed of work. People with high EQ levels would be valued far more than yesterday as coaches and facilitators orchestrate the output of knowledge workers.

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2. People tomorrow would want, need and deserve a workplace free from anxiety and stress, where each can contribute fully from their jobs and also get a satisfactory growth in return.

3. The new work use habits are going to be far more flexible, and individuals will use technology more effectively so that they can find optimum balance between family and work. What teleworking will encourage is a focus on work output and results rather than the time put as is the traditional model of a 9-5 office.

4. People at work should have the option to exercise several choices: operating from home, virtual offices, flexible hours, possibility of switching from a fast track to a slow track. 5. People not in the services sectors who therefore have to report to work can look forward to more aesthetically appealing office spaces with technology enabling environment-friendly intelligent buildings which encourage the body and mind to give their best. 6. At the intellectual level, there would be a quantum jump in creativity and innovation. Technology-enabled rich imagery, cross fertilization of ideas of people from different cultures and magic of cyberspace would make breakthrough ideas common place.

7. The future workplace will buzz with words like openness, speed, teamwork and quality: brilliant tomorrow where capability alone will rule. Where demonstrated performance will mean for more than just a paper degree.

33

The role of HR personnel will be crucial to bring such changes. They will create and sustain high performance cultures which retain talent and provide unique learning and growth. While people management will be collective responsibility of all managers and organization leaders, HR will be the facilitator of the worlds best people practices in all areas, accountable for the quality of the company.

EFFECTS OF QWL

QWL affects job involvement, sense of competence, job satisfaction, and job performance. A favorable QWL results into positive consequences of these factors. Let us see how QWL affects these.

1) SELF MANAGED TEAMS:

QWL has evolved into and has become closely associated with autonomous or self managed teams, just a few years ago self managed teams were being used only in a very few innovative companies such as Procter and Gamble, Digital equipment and TRW. There are many other approaches in QWL besides self- managed teams such as those on management stress leadership, communication, organizational design and culture, organizations change and development, the other major motivation application technique of setting is given attention.

34

2) JOB INVOLVEMENT: Job involvement indicates the extent of peoples identification with or ego involvement in the job. Job involved people spend more time on job and turn out better performance. Challenging jobs which have skill variety, influence employees to get involved with their jobs. Similarly, people with high need for achievement and high work ethic feel involved in jobs.

3) SENSE OF COMPETENCE:

Sense of competence denotes the feelings of confidence that one has in ones own competence. Job design affects the sense of competence. By engaging in a work that calls for a variety of skills, abilities, and talents, individuals gain mastery over their work environment. As they engage themselves more and more in work activities, they acquire a great sense of competence and experience and higher level of job involvement.

4) JOB PERFORMANCE AND PRODUCTIVITY: Job involvement, job satisfaction, and sense of competence affect job performance and productivity of employees. When the level of job performance and productivity factors - job involvement, job satisfaction, and sense of competence - is high, we find that there is fit among the predisposition of employees and the type of jobs they are assigned to do. Since there is congruence between the employee and the job, there is high level of job performance.

35

CURRENT CONCEPTS OF QWL

The scope of QWL movement which originally included only job redesign efforts based on the socio-technical systems approach has gradually widened very much so as to include a wide variety of interventions. Important among these are the following: 1) Job Enrichment 2) Stress Management 3) Job Satisfaction 4) Promotions and Career Planning 5) Quality Circles 6) Suggestion Schemes 7) Employee Participation 8) Empowerment 9) Autonomous Work Teams 10) Flexible Organization Structure

36

RESEARCH METHODOLOGY
The researcher has collected primary and secondary data and used different statistical tools to analyze and interpret the data, for collecting the primary data the researcher has used interview schedule.

RESEARCH:
The meaning of research as a careful investigation or inquiry especially through search for new facts in any branch of knowledge.

Encyclopedia of social sciences define research as the manipulation of things, concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge, whether that knowledge aids in construction of theory or in the practice of an art.

RESEARCH METHODOLOGY:

Research methodology is a way to systematically solve the research problem. It may be understood as a science of studying how research is done scientifically.

A way to systematically solve the research problem along with the logic behind, defines research methodology. It explains why a research study has been undertaken, how the problem has been defined, in what way and why the hypothesis has been formulated, what data have been collected and what particular method has been adopted, why particular technique of analyzing data has been used and a host of similar other questions are usually answered concerning a research problem or study.

37

3.1 RESEARCH DESIGN:

Research design is considered to be a blue print of the research being undertaken i.e. The research design is the conceptual structure within the research will be conducted design includes amount lines of what the researcher will do from working. During the research, descriptive research design has used. Descriptive research is undertaken in many circumstances. When the characteristic of certain goods, such as Age, Sex, Educational level and Occupation.

DESCRIPTIVE RESEARCH:

Descriptive study is a fact-finding investigation with adequate interpretation. It is the simplest type of research. A type of conclusive research, which has its major objective the description of something usually, market characteristics or function.

DESCRIPTIVE RESEARCH DESIGN: Describe the characteristics of certain groups. Estimate the proportion of people in a specified population who behave in a certain way. Determine whether certain variables are associated.

3.2 SAMPLE DESIGN:

All the items under consideration in any field of inquiry constitute a universe or population. The items so selected constitute what is technically called a sample. Sample Design is a definite plan determined before any data are actually collected for obtaining a sample from a given population. Samples can be either probability samples or nonprobability samples. Probability samples are those based on simple random sampling, systematic sampling, stratified sampling, cluster/area sampling where as non-probability samples are those based on convenience sampling, judgment sampling and quota sampling techniques. The sample design used here is Non-probability - Convenience sampling.

38

TYPE OF UNIVERSE:

The apprentices who are contacted by means of a survey become the universe or population of the study.

SAMPLE UNIT: The sample unit consists of apprentices from the organization.

SAMPLE SIZE: Due to time and resource constraints the sample size is taken as 200.

SAMPLING PROCEDURE: Sampling procedure depends upon the research objectives to be accomplished through the investigation, the technique used in selecting the items for the sample. For the study, a Non-probability sampling method is used which does not afford any basis for estimating the non- probability that each item in the universe or population has of being included in the sample. It is also by known by names such as convenience sampling, judgment sampling and quota sampling techniques.

3.3 DATA SOURCE: In dealing with any problem it is often found that data at hand are inadequate, and hence, it becomes necessary to collect data that are appropriate. There are several ways to collecting the data which differ considerably in context of cost, time and other resources.

DATA COLLECTION PROCEDURE:

PRIMARY DATA: First hand information that are collected through survey. Bit here again they are collected by the following ways: Through personal interview using questionnaire.

39

SECONDARY DATA: These data are collected from journals, company records, those which have already been collected by someone else and which have already been passed through the statistical process.

RESEARCH INSTRUMENTS (Questionnaire): The questionnaire for the study has been drafted in such a way as Dichotomous and likert scales were used to set the questionnaire. Respondents were explained of the purpose of the study and workings in the questionnaire.

The study to a great extent relies on the primary data and to some extent secondary data. Keeping in view, the objectives of the study, the questionnaire consists of the following type of questions: (i) (ii) (iii) (iv) (v) Multiple choice Ranking Weighted average Open-ended Close-ended

3.4 TOOLS USED FOR THE STUDY: The data, after collection has been processed and analyzed in accordance with the outline lay down for the purpose of at time of developing the research plan. The collected data are tabulated, analyzed by using diagrams, graphs, and charts. Bar diagrams and pie charts are used for better interpretation.

PERCENTAGE METHOD: Percentages refer to obtain a kind of ratio which is used in making comparison between 2 or more series of data. Percentages are used to describe relationship.

BAR DIAGRAM: Bar diagram is a popular form of diagrammatic representation. This diagram consists of series of rectangular bars standing on a common base. This comparison among the bars is only based on their lengths.

40

PIE DIAGRAM: The pie diagram ranks high in understanding. Just as we divide a bar or rectangle to show its components, a circle can also is divided into sectors.

RANK CORRELATION: = 1 - 6D2 n (n2-1)

Rs

Chi-square test:
Chi-square test is used to find out whether there is a relationship among various groups. Chi-square can be calculated using the formula 2 = (Oi-Ei) 2 /Ei O= Observed frequency E= Expected frequency = (row total*column total)/grand total Level of significance = 5% d.o.f = (r-1) (c-1) Tab value of 2@5%level of significance Applying 2 Computation of 2 = (O-E)/E Where E= (RT*CT)/N RT=row total CT=column total.

OBJECTIVE: To identify whether to whom there is highly satisfied relationship between superiors or peer groups.

NULL HYPOTHESIS: (Ho) There is no significant relationship between the groups.

ALTERNATE HYPOTHESIS: (H1) There is significant relationship between groups. 41

WEIGHTED AVERAGE AND NET SCORE METHOD

In the case of data involving Rating Scales and Ranking, the Weighted Ranking and Net Score Method has been used. The net score for each attribute is calculated and analysis can be done on the basis of net score in % obtained.

FORMULA:
Weighted Average = (x1 w1 + x2 w2. .+ xn wn) / (w1 + w2. . + wn) = i = 1 to n (xi wi) / i = 1 to n wi

_____ XW =

WX ______ X

W = Assumed average X = No of Respondents

ANOVA:
Analysis of Variance, ANOVA, compares the variation between groups and the variation within samples by analysing their variances. One-way ANOVA Total variation (SST)

Variation due to difference between the groups, i.e. between the group means. (SSG)

Residual (error) variation not due to difference between the group means. (SSE)

It follows that:

Total sum of squares (SST)

Sum of squares between the groups (SSG)

+ Sum of squares due to the errors (SSE)

42

3.5 LIMITATIONS OF THE STUDY

The study is limited to a short period of time. Employees are not willing to participate in the survey process. The result of the analysis made in the study depends fully on the information given by the respondents so the quality of the findings depends on the quality of the response. Few of the Employees are biased to make a response. Even though the respondents are available they are not willing to give their valuable response.

43

DATA ANALYSIS AND INTERPRETATION

TABLE 4.1

Respondents based on Gender:

S.No

Gender

No. of Respondents

Percentage

Male

165

82.5

Female

35

17.5

Total

200

100

INFERENCE:

From the above table it is clear that 82.5% of the respondents are Male, 17.5% of respondents are Female. From this most of the respondents are Male.

44

CHART 4.1

Respondents based on Gender

GENDER

90 80 70 RESPONDENTS 60 50 40 30 20 10 0 Percentage Male 82.5 17.5% 82.5%

Female 17.5

45

TABLE 4.2 Respondents based on Age group:

S.No

Age

No. of Respondents

Percentage

Less than 25

125

62.5

25 - 30

60

30

31 - 35

15

7.5

Total

200

100

INFERENCE:

From the above table it is clear that 62.5% of the respondents have less than age of 25 years, 30% of respondents are aged between 25 30 years and 7.5% of respondents are aged between 31 35 years.

46

CHART 4.2

Respondents based on Age group

AGE
Less than 25, 62.5%

70 60 50

RESPONDENTS

40 30 20 10 0

25 - 30, 30%

31 - 35, 7.5%

Percentage

Less than 25 62.5

25 - 30 30

31 - 35 7.5

47

TABLE 4.3 Respondents based on Educational Qualification:

S.No

Qualification

No. of Respondents

Percentage

Graduate

125

62.5

Post Graduate

10

Professional

60

30

Others

2.5

Total

200

100

INFERENCE:

From the above table it is clear that 62.5% of the respondents are graduates, 30% of respondents are professionals, 5% of respondents are post graduates and 2.5% of respondents are belongs to others category.

48

CHART 4.3

Respondents based on Educational Qualification

EDUCATIONAL QUALIFICATION
70 60 50 PERCENTAGE 40 30% 30 20 10 0 Percentage 5% 2.5% Professional 30 Others 2.5 62.5%

Graduate 62.5

Post Graduate 5

49

TABLE 4.4: Respondents based on Experience of the Employees

S.No

Qualification

No. of Respondents

Percentage

Less than 1 Year

90

45

1 - 2 years

80

40

3 - 5 Years

30

15

Total

200

100

INFERENCE:

From the above table it is clear that 45% of the respondents have less than 1 year experience, 40% of respondents are in between 1 2 years of experience and 15% of respondents are in between 3 5 years of experience.

50

CHART 4.4

Respondents based on Experience of the Employees

NUMBER OF YEARS EXPERIENCE

15% Less than 1 Year 1 - 2 years 3 - 5 Years 40%

45%

51

TABLE 4.5 Respondents opinion based on Monthly Salary of the employees:

S.No

Qualification

No. of Respondents

Percentage

Less than 10000

20

10

10000 - 15000

100

50

15001 - 20000

60

30

More than 20000

20

10

Total

200

100

INFERENCE:

From the above table it is clear that 50% of the respondents are salaried in between 9000 11000, 30% of the respondents are salaried in between 11001 15000 and 10% of respondents are salaried less than 9000 and more than 15000.

52

CHART 4.5 Respondents opinion based on Monthly Salary of the employees

SALARY
50% 50 40 RESPONDENTS 30% 30 20 10% 10 0 10%

Percentage

Less than 10000 10

10000 15000 50

15001 20000 30

More than 20000 10

53

TABLE 4.6 Respondents opinion based on Employees Designation:

S.No

Designation

No. of Respondents

Percentage

Executive

80

40

Sr. Executive

70

35

Technician

30

15

Operators

20

10

Total

200

100

INFERENCE: From the above table the respondents designation as 40% are Executive, 35% are Sr. Executive, 15% are Technician, and 10% are Operators.

54

CHART 4.6

Respondents opinion based on Employees Designation

DESIGNATION
45 Executive, 40% 40 35 30 25 20 Technician, 15% 15 Operators, 10% 10 5 0 Percentage Executive 40 Sr. Executive 35 Technician 15 Operators 10 Sr. Executive, 35%

55

TABLE 4.7
Respondents opinion based on Opportunity to Express Individual Skills:

S.No

Opinion

No. of Respondents

Percentage

Sometimes

23

11.5

Usually

84

42

Always

81

41.5

Rarely

2.5

Never

2.5

Total

200

100

INFERENCE: From the above table respondents opinion to express their skills are 42% are usually, 41.5% are always and 11.5% are sometimes.

56

CHART 4.7
Respondents opinion based on Opportunity to Express Individual Skills

EXPRESS INDIVIDUAL SKILLS

Never 2.5

Rarely

2.5

Always

41.5

Usually

42

Sometimes 0 Series1 Sometimes 11.5 10

11.5

20 Usually 42 Always 41.5

30

40 Rarely 2.5

50 Never 2.5

57

TABLE 4.8

Respondents opinion based on level of Employees Authoritative Powers:

S.No

Opinion

No. of Respondents

Percentage

To Some Extent

45

22.5

To A Great Extent

100

50

Very Much

35

17.5

Not at all

20

10

Total

200

100

INFERENCE: From the above table it is clear that respondents opinion is 50% to a great extent, 22.5% to some extent, and 17.5% of respondents to very much and 10%of respondents says not at all.

58

CHART 4.8

Respondents opinion based on level of Employees Authoritative Powers

AUTHORITIVE POWERS
50 50

RESPONDENTS

40 30 20 10 0 Percentage To Some Extent 22.5 To A Great Extent 50 Very Much 17.5 Not at all 10 22.5 17.5 10

59

TABLE 4.9

Respondents opinion based on organization recognizes the employees as individuals:

Attributes

No. of Respondents

Percentage

Yes

156

78

No

44

22

Total

200

100

INFERENCE: From the Table the 78% of the employees says that the organization Recognizes the employees as individuals and 22% of them are against to the statement.

60

CHART 4.9

Respondents opinion based on organization recognizes the employees as individuals

EMPLOYEES AS INDIVIDUALS
Yes No

22%

78%

61

TABLE 4.10

Respondents opinion based on Rewarding factors based on Respondents Preference:

S.No 1 2 3 4 5 6 7 8 9 10 Factors Holiday Trip with Family Special Incentives & Bonus Salary Increments Moments & Cash Awards Material Gifts Retirement Schemes Promotion Job Security Opportunity for Growth Participation in Decision Making Rank 9 1 4 7 6 10 3 8 2 5

INFERENCE:

From the above table it is clear that Special Incentives & Bonus are given Rank 1, Opportunity for Growth Rank 2 and as in the row Retirement Schemes are given Last Preference.

62

CHART 4.10 Respondents opinion based on Rewarding factors based on Respondents Preference

10 10 9 8 7 6 5 4 3 2 1 0 Rank Holiday Trip with Family Salary Increments Material Gifts Promotion Opportunity for Growth Special Incentives & Bonus Moments & Cash Awards Retirement Schemes Job Security Participation in Decision Making 1 4 3 2 7 6 5 9 8

63

TABLE 4.11 Respondents opinion based on stress level at the work place:

Stress

No. of Respondents

Percentage

Yes

46

24

No

152

76

Total

200

100

INFERENCE:

From the Table the 78% of the employees says that there is no Stress in the Organization and 22% of them say there is Stress in the organization.

64

CHART 4.11

Respondents opinion based on stress level at the work place

STRESS

24% Yes No 76%

65

TABLE 4.12 Respondents opinion based on Salary Satisfaction:

Sl.No 1 2 3 4 5 Opinion Highly Dissatisfied Dissatisfied Neutral satisfied Highly satisfied No. of Respondents 5 10 35 130 20 Percentage 2.5 5 17.5 65 10

Total

200

100

INFERENCE: From the above table the respondents salary satisfaction are 65% of them are satisfied, 17.5% of them are neutral, 10 % of them are highly satisfied, 5% of them are dissatisfied and 2.5% of them are highly dissatisfied.

66

CHART 4.12

Respondents opinion based on Salary Satisfaction

SALARY SATISFACTION
70 60 RESPONDENTS 50 40 30 20 10 0 2.5 5 Dissatisfied 5 Neutral 17.5 satisfied 65 17.5 10 65

Highly Dissatisfied Percentage 2.5

Highly satisfied 10

67

TABLE 4.13 Respondents opinion based on Incentives Satisfaction:

S.No

Opinion

No. of Respondents

Percentage

Highly Dissatisfied

2.5

Dissatisfied

2.5

Neutral

60

30

satisfied

105

52.5

Highly satisfied

25

12.5

Total

200

100

INFERENCE: From the above table the respondents incentives satisfaction are 52.5% of them are satisfied, 30% of them are neutral, 12.5% of them are highly satisfied and 2.5% of them are dissatisfied and highly dissatisfied.

68

CHART 4.13

Respondents opinion based on Incentives Satisfaction

INCENTIVES SATISFACTION
Highly satisfied satisfied Neutral Dissatisfied Highly Dissatisfied 0 Highly Dissatisfied 2.5 2.5 2.5 10 Dissatisfied 2.5 20 30 Neutral 30 40 satisfied 52.5 50 60 30 12.5 52.5

Highly satisfied 12.5

Series1

69

TABLE 4.14 Respondents opinion based on Job Responsibility:

S.No

Opinion

No. of Respondents

Percentage

To Some Extent

30

15

To A Great Extent

110

55

Very Much

55

27.5

Never

2.5

Total

200

100

INFERENCE: From the above table the respondents job responsibilities are 55% of them to a great extent, 27.5% of them to very much, 15% of them to some extent and 2.5% of them says never.

70

CHART 4.14 Respondents opinion based on Job Responsibility

JOB RESPONSIBILITY
60 50 RESPONDENTS 40 27.5 30 20 10 0 Percentage To Some Extent 15 To A Great Extent 55 Very Much 27.5 15 2.5 55

Never 2.5

71

CHART 4.15 Respondents opinion based on Employee Satisfaction Level:

Particular Often Rarely

No. of Respondents 64 65 5 62

Percentage 32% 32.5% 2.5% 30.5% 2.5% 100

Dont Know Sometimes

5 Never 200 Total

INFERENCE:
From the above table shows that 32% of the respondents often Satisfied, 32.5% of the respondents are rarely and 2.5% of the respondents are dont know, 30.5% respondents are sometimes and 2.5% of respondents are never spend time with friends.

72

Chart 4.15
Respondents opinion based on Employee Satisfaction Level

EMPLOYEE SATISFACTION LEVEL

Never Sometimes Dont Know Rarely Often 0% Series1 Often 32% 5% 10% Rarely 32.50% 15% 20% 25% Sometimes 30.50% 30% 2.5% 32.5% 32% 35% Never 2.50% 2.5% 30.5%

Dont Know 2.50%

73

TABLE -4.16 Respondents opinion based on Impacts in work Environment:

Particular Sometimes Always

No. of Respondents 59 72

Percentage 32% 43%

Rarely

38 31

15% 10% 100

Never 200 Total

INFERNCE:
From the above table shows that 32% of the respondents sometimes they get Impacts, 43% of the respondents are always and 15% of the respondents are rarely, 10% respondents are never.

74

CHART - 4.16

Respondents opinion based on Impacts in work Environment

IMPACTS IN WORK ENVIRONMENT

Never 10%

Rarely

15%

Always 32% 0% Series1 10% 20% Always 43% 30% Rarely 15% 40%

43%

Sometimes

50% Never 10%

Sometimes 32%

75

TABLE 4.17 Respondents opinion based on Superior support to Quality of Work life:

Particular Strongly Agree Agree

No. of Respondents 82 38

Percentage 52% 23%

Neither Agree nor Disagree Disagree

20 28 32

6% 9% 10% 100

Strongly disagree 200 Total

INFERNCE:

The above table shows that 52% of the respondents agreed that they are able to Get Superior support to QWL, 23% of the respondents neither agreed nor disagreed and 6% of the respondents strongly agreed, 9% respondents disagree and 10% of respondents strongly disagree.

76

CHART 4.17

Respondents opinion based on Superior support to Quality of Work life

Your superiors style support Quality of Work life

Strongly disagree Disagree Neither Agree nor Disagree Agree Strongly Agree 0% Strongly Agree Series1 52% 10% Agree 23% 20% 30% 40% Disagree 9% 50% 6% 23% 52% 60% 10% 9%

Neither Agree nor Disagree 6%

Strongly disagree 10%

77

STATISTICAL TOOLS

WEIGHTED AVERAGE METHOD

TABLE 4.18 Table Showing the employees relationship with others:
5 Very Healthy 4 Healthy 3 - Neutral 2 Unhealthy 1 Very Unhealthy

S.No
a.

Factors
Relationship with your Superiors Relationship with your Subordinates Relationship with your Peers

5
105 100

4
85 85

3
10 15

2
0 0

1
0 0

Weighted Average
58.53 59 57.33

b.

c.

95

70

35

Sample Size: 200

____ X W = WX X W = Assumed average

X = No of Respondents

a) Average Weightage given for Relationship with your Superiors: 58.53 b) Average Weightage given for Relationship with your Subordinates: 59 c) Average Weightage given for Relationship with your Peers: 57.33

INFERENCE:

From the above weighted average table it has been inferred that the majority of the respondents have given more Weightage to the Relationship with your Subordinates and that employee says that they Healthy Relationship with their Superiors, subordinates and Peers. 78

TABLE 4.19 Table Showing the Qualities are Necessary to perform the job:

S.No.
a) b) c) d) e)

Qualities
Motivational skills Communication Skills Leadership Time Management Problem Solving

Very Much

To A Great Extent

To Some Extent

Not At All

Weighted Average

95 100 85 95 45

90 95 80 95 135

10 5 35 5 20

5 0 0 5 0

67.5 69.5 65 68 62.5

Sample Size: 200

____ X W = WX X W = Assumed average

X = No of Respondents

a) Average Weightage given for Motivational skills b) Average Weightage given for Communication Skills c) Average Weightage given for Leadership d) Average Weightage given for Time Management e) Average Weightage given for Problem Solving

: 67.5 : 69.5 : 65 : 68 : 62.5

INFERENCE: From the above weighted average table it has been inferred that the majority of the respondents have given more Weightage to Communication Skills after that Time Management, Motivational Skills are very much necessary to perform in the job.

79

TABLE 4.20 Table showing the satisfaction level in the office facilities:

S.No
a. b. c. d. e. f. g. h. i. j.

Factors

Highly Satisfied

Satisfied

Neutr al

Dissatisf ied

Highly Dissatisf ied

Total

Weighted Average

Space Lighting Ventilation Shelves Toilets Telephone Internet Drinking water Interiors Refreshment Facility

145 120 135 115 100 110 125 140 95 75 1160

45 50 55 40 60 70 55 40 60 25 500

5 25 5 30 35 10 15 15 30 75 245

5 5 5 10 5 5 5 5 10 15 70

0 0 0 5 0 5 0 0 5 10 25

200 200 200 200 200 200 200 200 200 200 2000

62 59 61.33 56.67 57 58.33 60 61 55.33 49.33

Total

Sample Size: 200

____ X W = WX X W = Assumed average

X = No of Respondents

INFERENCE: From the above weighted average table it has been inferred that the majority of the respondents have given more Weightage to Enough Space to work, Space is very much necessary to perform in the work.

80

TABLE 4.21 Employee Satisfaction Level in the following factors:

S.No
a. b. c. d. e. f. g. h. i. j.

Factors

Highly Satisfied

Satisfie d

Neutral

Dissatisf ied

Highly Dissatisf ied

Total

Weighted Average

Job Security Recognition Rewarding Systems Career Growth Flexi - Time Work and Working Environment Relationship with others Usage of Latest Information Technology Decision Making Authority Job Satisfaction

70 55 50 65 35 75 95 50 55 70 620

90 90 65 110 50 90 80 85 110 75 935

35 45 80 25 90 25 15 40 30 55 440

5 10 5 0 15 10 10 10 5 0 70

0 0 0 0 10 0 0 15 0 0 25

200 200 200 200 200 200 200 200 200 200 2000

55 52.67 50.67 56 45.67 54.8 57.33 49.67 52.67 54.33

Total

Sample Size: 200

____ X W = WX X W = Assumed average

X = No of Respondents

INFERENCE: From the above weighted average table it has been inferred that the majority of the respondents have given more Weightage to Job Satisfaction, Job Satisfaction is very much necessary to perform in the work.

81

Ranking Method
TABLE 4.22

Attributes that have an impact on Quality of work life:

S.No 1 2 3 4 5 6 7 8 9 10 11 12

Factors Job security Recognition Rewarding systems Career growth Flexi time Work and working environment Relationship with others Usage of latest information technology Skills and powers Decision making authority Job satisfaction Individual training

Rank 2 6 3 1 4 8 5 11 9 10 12 7

Formula: R = 1 - 6d2 / n(n2-1)

INFERENCE:
From the above table it is clear that Career growth is given as Rank 1, Job Security as Rank 2 and as in the row Job Satisfaction is given Last Preference.

82

Chi square Test

TABLE 4.23 CHI-SQUARE between Years of experience & Opportunity to express their skills:

Sometimes Less than 1 Year 1 - 2 years 3 - 5 Years Total 10 10 5 25

Usually 45 35 10 90

Always 35 35 15 85

Total 90 80 30 200

Hypothesis H0: There is no significance relationship between the years of experience and opportunity to skills Hypothesis H1: There is significance relationship between the years of experience and opportunity to skills

Chi Square Statistic = (Oi-Ei)2 /Ei

Degree of Freedom: = (R-1)*(C-1) = (5-1)*(4-1) = 12

83

Degrees of freedom: 4

Chi-square = 2.693

For significance at the .05 level, chi-square should be greater than or equal to 9.49.

The distribution is not significant.

p is less than or equal to 1.

INFERENCE:

From the above calculation we find that there is no significance relationship between the years of experience and opportunity to skills. Therefore accept Ho.

84

ANOVA 1
TABLE 4.24 Table showing the recognition and rewarding system in the organization:

Recognition S.No Factors Yes No

Rewards Yes No

a) c) d) f)

Innovations and innovative ideas Individual achievements Team Work Participative Decision Making

5 14 10 8

14 16 15 14

10 15 14 16

9 16 10 14

Hypothesis: Hypothesis H0: Ho= There is no significant difference between Factors and Rewarding system. Hypothesis H1: H1= There is significant difference between Factors and Rewarding system. c= 4, r = 4

85

Option1 Option 1 Option 2 Option 3 Option 4 x ij x ij 2 5 14 10 8 37 385

Option 2 14 16 15 14 59 873

Option 3 10 15 14 16 55 777

Option 4 9 16 10 14 49 633

x ij 38 61 49 52 T =200

x ij 2 402 933 621 712 ( x ij)2 =2668 ( x ij)2 =2668

Tj2=372+592+552+492=10276 C=T2/rc=2002/4*4 =2500 SSC = (Tj2 /r)-C = (10276/4)-2500=69 SST= ( x ij)2 C = 2668-2500=168 SSR= (Ti2/c) C= (382+612+492+522/4)-2500 = 67.5 SSE=SST-SSC-SSR =168-69-67.5=31.5

ANOVA TABLE
Source of variation Between columns Between rows Residual(err or) Total Sum of squares SSC=69 SSR=67.5 SSE=31.5 SST=168 Degree of freedom c-1=4-1=3 r-1=4-1=3 (c-1)( r1)=3*3=9 15
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Mean square MS MSC=23 MSR=22.5 MSE=3.5

Variation ratio F Fc=23/3.5=6.57 Fr=22.5/3.5=6.4 3

Table value for Fc (3, 9) at 5% level=3.86 Table value for Fr (3, 9) at 5% level=3.86 In both the cases, calculated value of F > the table value of F.

Therefore, the null hypothesis H1 is Accepted. INFERENCE: From the above calculations we find that there is a significant difference between the recognition and rewarding system in the organization. Therefore accept H1.

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ANOVA -2

TABLE 4.25

Table Showing the Qualities are Necessary to perform the job:

S.No.

Qualities

Very Much

To A Great Extent

To Some Extent

Not At All

a) b) c) d) e)

Motivational skills Communication Skills Leadership Time Management Problem Solving

95 100 85 95 45

90 95 80 95 135

10 5 35 5 20

5 0 0 5 0

Hypothesis: Hypothesis Ho: Ho= There is no significant difference between the Qualities and Satisfaction. Hypothesis H1: H1= There is significant difference between Qualities and Satisfaction. c= 4, r = 5

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Option1 Option2 Option3 Option4 Option5 x ij x ij 2

Option1 2 10 5 8 6 31 229

Option2 15 7 16 6 7 51 615

Option3 9 12 18 8 10 57 713

Option4 10 19 5 13 14 61 851

x ij 36 48 44 35 37 T=200

x ij 2 410 654 630 333 381 ( x ij)2 =2408 ( x ij)2 =2408

Tj2=312+512+572+612=10532 C=T2/rc=2002/4*5 =2000 SSC = (Tj2 /r)-C = (10532/5)-2000=106.4 SST= ( x ij)2 C = 2408-2000=408 SSR= (Ti2/c) C= (362+482+442+352+372/4)-2000 = 32.5 SSE=SST-SSC-SSR =408-106.4-32.5=269.1

ANOVA TABLE Source of variation Between columns Between rows Residual(err or) Total Sum of squares SSC=106.4 SSR=32.5 SSE=269.1 SST=408 Degree of freedom c-1=4-1=3 r-1=5-1=4 (c-1)( r1)=3*4=12 19 Mean square MS MSC=35.47 MSR=8.13 MSE=22.43 Variation ratio F Fc=35.47/22.43=1. 58 Fr=22.43/8.13=2.7 6

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Table value for Fc (3, 12) at 5% level=3.49 Table value for Fr (4, 12) at 5% level=3.26 In both the cases, calculated value of F < the table value of F.

Therefore, the null hypothesis Ho is accepted.

INFERENCE: From the above calculations we find that there is no significant differences between the Qualities are Necessary to perform the job. Therefore accept Ho.

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FINDINGS

Objective Findings:
52% are satisfied with their Quality of Work Life 55% are to have a Great Extent about their Job Responsibility 52.5 are satisfied with their recognition and rewarding systems of the organization 78% of the employees says that there is no Stress in the Organization 78% of the employees says that the organization Recognizes the employees as individuals 52% of the respondents agreed that they are very good relationship with the co-workers

Statistical Tools Findings:

WEIGHTED AVERAGE METHOD

Majority of the respondents have given more Weightage to the Relationship with your Subordinates and that employee says that they Healthy Relationship with their Superiors Majority of the respondents have given more Weightage to

Communication Skills after that Time Management, Motivational Skills are very much necessary to perform in the job Majority of the respondents have given more Weightage to Enough Space to work, Space is very much necessary to perform in the work. Majority of the respondents have given more Weightage to Job Satisfaction, Job Satisfaction is very much necessary to perform in the work.

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Ranking Method
Career growth is given as Rank 1, Job Security as Rank 2 and as in the row Job Satisfaction is given Last Preference.

Chi square Test

There is no significance relationship between the years of experience and opportunity to skills ANOVA 1 There is a significant difference between the recognition and rewarding system in the organization. ANOVA 2 There is no significant differences between the Qualities are Necessary to perform the job

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SUGGESTIONS
The organization must focus on the interpersonal qualities and technical skills. The organization must recognize the employees more as the individuals The Rewarding and Recognition System must be improved in individual achievements and participative decision making Communication flow in the organization must be excellent. Individual views must feed in to organizations strategies. Regular Feedback should be given to the employees at the right time. Superiors must listen to the employees problem. Employees should be given more motivation. .

The problem solving skills of employees should be improved. The Family welfare schemes and the recreation facilities must be provided to the employees. The organization timings must be flexible.

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CONCLUSION

The study pertaining to Quality of Work Life (QWL) in Manufacturing Industry. A questionnaire was prepared for the purpose of knowing the employees satisfaction in the work life. The responses of the respondents are good and encouraging. The particulars of questionnaires are analyzed on the bases of the collected data. The organization provides a very healthy climate and also good superior subordinate relationship. Even though in some fields the management has to concentrate more and have to adopt new measures in those fields. It will make them to yield more production as well as it also makes the employees more involved in their work area. Formation of quality circles is also recommended, to improve the overall performance of the organization.

From the above mentioned the Quality of Work Life in Samsung is Very Good.

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BIBILIOGRAPHY
1. V.S.P. Rao, Human Resource Management, 2nd edition, Excel books, 2005. 2. Uma Sekaran, Research Methods of Business, 4th edition, Wiley student edition, 2007. 3. Halpin, Nick. "Work-Life Balance an Overview." Work-Life Balance Centre. The Counseling Service, The University of Dundee. 3 Apr. 2007 4. Work-Life Balance Defined. From www.worklifebalance.com, 2006. [67] 5. Clark, C S. "Job Stress." CQ Researcher. 4 Aug. 1994. CQ Researcher. 1 Mar. 2007 [63] 6. G.C.Beri, Business Statistics, 2nd edition, Tata McGraw-Hill Publishing Company Limited, New Delhi. 7. Richard I. Levin, Statistics for Management, 7th edition, Prentice Hall India Private Limited, New Delhi, 2005. 8. Kothari C.R., Research Methods and Techniques, Wishwa Prakashan Publication, New Delhi, 1996. 9. C.B.Mamoria, s.v.Gankar, Human Resource Management,5th edition ,Himalaya publishing house,2006 10. P.C.Tripati, Human Resource development, 5th edition, sultan chant & sons.

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WEBSITES

1. www.citehr.com 2. www.google.com 3. www.yahoo.com 4. www.managementparadise.com 5. www.worklifebalance.com

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A STUDY ON QUALITY OF WORK LIFE IN Samsung INDIA ELECTRONICS

I. Demographic Details 1. 2. Gender : a) Male b) Female

Age : a) <25

b) 25-30

c) 31-35

d) 36-40

e) >40

3.

Educational qualification : a) Graduate b) Post Graduate Number of Years of Experience : a) < 1 Year b) 1 2 Years Monthly Salary (in Rs.) : a) < 12000

c) Professional

d) Others

4.

c) 3 5 Years

d) > 5 Years

5.

b) 12000 15000

c) 15001 20000

d) > 20000

6.

Designation at the time of joining in your Organization : a) Executive b) Sr. Executive c) Technician

d) Operators

II. Skills and Powers 7. Do you think the following qualities are necessary for performing the present job? S.No Qualities Very Much To A Great Extent To Some Extent Not At All

a) b) c) d) e) 8.

Motivational skills Communication Skills Leadership Time Management Problem Solving

Does your organization provide enough opportunity to develop your skills? a) Always b) Usually c) Sometimes d) Rarely e) Never

9.

Are you given an opportunity to express your individual skills? a) Always b) Usually c) Sometimes d) Rarely e) Never

10. Do you have the requisite authoritative powers required to carry out your job? a) Very much b) To a great extent c) To some extent d) Not at all

11. Do you have chance to use your personal initiative or judgment in carrying out your job? a) Always b) Usually c) Sometimes d) Rarely e) Never

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III. Recognition and Rewarding System 12. Do you think that the Organization recognizes the employees as individuals? a) Yes b) No 13. Mention your opinion on the recognition and rewarding systems for the following factors. Recognition Yes No Rewards Yes No

S.No a) b) c) d)

Factors Innovations and innovative ideas Individual achievements Team Work Participative Decision Making

14. Rank the following rewarding factors based on your preference (1 10) S.No. a) b) c) d) e) f) g) h) i) j) Factors Holiday Trip with Family Special Incentive & Bonus Salary Increments Mementos & Cash Awards Material Gifts Retirement Schemes Promotion Job Security Opportunity for Growth Participation in Decision making Rank

IV. Stress Factors 15. I) Did you find Stress like situation @ work place? th a) Yes b) No (If No, go to the 20 question) II) If yes, are you able to cope with your work place stress? a) Always b) Usually c) Sometimes d) Rarely 16. What are those interactions that cause stress in your job? a) Subordinates b) Superiors c) Customers d) Work 17. Does your work get affected because of stress? a) Always b) Usually c) Sometimes

e) Never

e) others, specify _____

d) Rarely

e) Never

18. Do you think training should be given to overcome stress? a) Strongly Agree b) Agree c) Neutral d) Disagree

e) Strongly disagree

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V.

Work and Working Environment 19. Are you satisfied with your salary? a) Highly Satisfied b) Satisfied

c) Neutral

d) Dissatisfied

e) Highly dissatisfied

20. Are you satisfied with the incentives you receive? a) Highly Satisfied b) Satisfied c) Neutral

d) Dissatisfied

e) Highly dissatisfied

21. 7. How big an impact work has on your personal life balance? a)Often b)Rarely c)Dont know d)Sometimes

e)Never

22. Indicate your level of satisfaction regarding various facilities provided at the office : Sl. Factors Highly Satisfied Neutral Dissatisfied No Satisfied a. Space b. Lighting c. Ventilation d. Shelves e. Toilets f. Telephone g. Internet h. Drinking water i. Interiors j. Refreshment

Highly Dissatisfied

22. To what extent do you have personal responsibility in your job? a) Very much b) To a great extent c) To some extent

d) Never

VI. Employee Relationship 23. Do you believe that your superiors style support your work life balance? a) Sometimes b) Always c) Rarely d) Never 24. Indicate your opinion about the relationship with others: 5 Very Healthy 4 Healthy 3 - Neutral 2 Unhealthy 1 Very Unhealthy

S.No a. b. c.

Factors Relationship with your Superiors Relationship with your Subordinates Relationship with your Peers

25. QWL enables people to work better? a) Strongly Agree b) Agree c) Neutral

d) Disagree

e) Strongly disagree

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26. Based on your preferences rank the following attributes which have an impact on Quality of Work Life (1 12): S.No. a. b. c. d. e. f. g. h. i. j. k. l. Attributes Job Security Recognition Rewarding Systems Career Growth Flexi - Time Work and Working Environment Relationship with others Usage of Latest Information Technology Skills and Powers Decision Making Authority Job Satisfaction Individual Training Rank

26. What could this organization do to help your Quality of work life? _______________________________________________________________

THANK YOU SO MUCH!

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