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1. INTRODUCTION
1.1 DEFINITION
The QWL or Quality of Work Life in an organization is essential to the smooth running
and the success of its employees. The Work Life balance must be maintained effectively to ensure
that all employees are running at their peak potential and free from stress and strain.
Quality is never an accident; it is always the result of high intention, sincere effort,
intelligent direction and skillful execution; it represents the wise choice of many alternatives. -
William A. Foster.
The term refers to the favorableness or unfavourableness of a total job environment for
people. QWL programs are another way in which organizations recognize their responsibility to
develop jobs and working conditions that are excellent for people as well as for economic health of
the organization. The elements in a typical QWL program include open communications,
equitable reward systems, a concern for employee job security and satisfying careers and
participation in decision making.
Many early QWL efforts focus on job enrichment. In addition to improving the work
system, QWL programs usually emphasize development of employee skills, the reduction of
occupational stress and the development of more co-operative 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
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systematic attempts by an organization to give workers greater opportunities to affect their jobs
and their contributions to the organizations overall effectiveness.
Stress at work is often considered in isolation, wherein it is assessed on the basis that
attention to an individuals stress management skills or the sources of stress will prove to provide a
good enough basis for effective intervention. Alternatively, job satisfaction may be assessed, so
that action can be taken which will enhance an individuals performance.
A proactive human resource department finds ways to empower employees so that they
draw on their brains and wits, usually by getting the employees more involved in the decision-
making process.
The satisfaction in the job is purely a psychological problem revolution in the minds of the
members of the organization. Since the job satisfaction is an internal feeling of the human being,
there is no measure it. The practical difficulty in enhancement of the job satisfaction is primarily
owing to the identification and the satisfaction of the needs and wants.
The identification and fulfillment are impracticable in reality, because the top management
cannot identify the never ending needs and wants of the employees throughout the organization.
The needs and wants are not only multiple but also perennial in nature. Because if a
particular wants is satisfied a need for the next one will arise. In reality one cannot expect that the
management can identity and satisfy the varied needs of the members of the organization.
Job satisfaction
Job satisfaction was defined as an attitude, which results from a balancing and summation
of specific likes and dislikes, experienced in connection with the job. -Keith Davis.
The satisfaction that a person extracts by working in the organization can be called as job
satisfaction. It expresses the willingness and unwillingness with which the members of the
organization view their work. In fact it expresses the quantum of agreement between ones
expectation from the job and the result that the job facilitates him.
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Job satisfaction describes how content an individual is with his or her job. The happier
people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as
motivation or aptitude , although it is clearly linked. Job design aims to enhance job satisfaction
and performance, methods include job rotation , job enlargement , job enrichment and job re-
engineering . Other influences on satisfaction include the management style and culture, employee
involvement, empowerment and autonomous work position. Job satisfaction is a very important
attribute which is frequently measured by organizations. The most common way of measurement is
the use of rating scales where employees report their reactions to their jobs.
Emotions
Mood and emotions form the affective element of job satisfaction. Moods tent to be longer
lasting but often weaker states of uncertain origin, while emotions
Mood and emotions form the affective element of job satisfaction. Moods tend to be longer
lasting but often weaker states of uncertain origin, while emotions are often more intense, short-
lived and have a clear object or cause.
There is some evidence in the literature that moods are related to overall job satisfaction. [9][10]
Positive and negative emotions were also found to be significantly related to overall job
satisfaction.
Frequency of experiencing net positive emotion will be a better predictor of overall job
satisfaction than will intensity of positive emotion when it is experienced.
Emotion work refers to various efforts to manage emotional states and displays. Emotion
management includes all of the conscious and unconscious efforts to increase, maintain, or
decrease one or more components of an emotion. Although early studies of the consequences of
emotional work emphasized its harmful effects on workers, studies of workers in a variety of
occupations suggest that the consequences of emotional work are not uniformly negative.
http://en.wikipedia.org/wiki/Individualhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Aptitudehttp://en.wikipedia.org/wiki/Aptitudehttp://en.wikipedia.org/wiki/Aptitudehttp://en.wikipedia.org/wiki/Job_designhttp://en.wikipedia.org/wiki/Job_rotationhttp://en.wikipedia.org/wiki/Job_rotationhttp://en.wikipedia.org/wiki/Job_enlargementhttp://en.wikipedia.org/wiki/Job_enrichmenthttp://en.wikipedia.org/wiki/Job_enrichmenthttp://en.wikipedia.org/w/index.php?title=Job_re-engineering&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Job_re-engineering&action=edit&redlink=1http://en.wikipedia.org/wiki/Mood_(psychology)http://en.wikipedia.org/wiki/Emotionhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-8http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-9http://en.wikipedia.org/wiki/Emotion_workhttp://en.wikipedia.org/wiki/Motivationhttp://en.wikipedia.org/wiki/Aptitudehttp://en.wikipedia.org/wiki/Job_designhttp://en.wikipedia.org/wiki/Job_rotationhttp://en.wikipedia.org/wiki/Job_enlargementhttp://en.wikipedia.org/wiki/Job_enrichmenthttp://en.wikipedia.org/w/index.php?title=Job_re-engineering&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Job_re-engineering&action=edit&redlink=1http://en.wikipedia.org/wiki/Mood_(psychology)http://en.wikipedia.org/wiki/Emotionhttp://en.wikipedia.org/wiki/Job_satisfaction#cite_note-8http://en.wikipedia.org/wiki/Job_satisfaction#cite_note-9http://en.wikipedia.org/wiki/Emotion_workhttp://en.wikipedia.org/wiki/Individual7/31/2019 Revathi Project
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1.2 NEED FOR THE STUDY
One of the most talked about subjects in corporate circles, in recent times, is how to maintain a
satisfied workforce. An efficient and satisfied workforce is the most significant factor in the
organization effectiveness and management excellence.
The study aims at bringing out the job satisfaction and managing stress among the employees
in GOMI REAL IT (P) LTD, vadapalani. There would be employee turnover due to many reasons and
we could trace the feasibility of prevailing factors of the job satisfaction and organizational climate. It
could support the management to understand about the employees satisfaction and help them to take
decision for the employees problem if prevailing and solve on the issue.
The study analyses the level of stress among the people who work in the organization. Stress
arises because of unfulfilled wants, lack of job satisfaction etc. it identifies the ways of the causes of
stress in the working organization
Management needs information on the employees job satisfaction in order to make sound
decision both in prevailing and solving employees problems. One of the benefits of this survey is that
they give management an indication of general level of satisfaction in a company.
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1.2 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVES:
To study about quality of work life in GOMI REAL IT (P) LTD, Vadapalani, inChennai.
SECONDARY OBJECTIVES:
To determine the level of Job Satisfaction among the employees.
To study about how employees manage stress caused in environment.
To study about whether the employees are satisfied with the working conditions.
To analysis the relationship between superior and subordinates.
To study the satisfaction level of employees with respect to job security.
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1.3 SCOPE OF THE STUDY
The scope of the study is confined to GOMI REAL IT (P) LTD,Vadapalani, with respect to
the employees in all cadres. The researcher could gain substantial pragmatic view on the important
factors that influence the job satisfaction among employees .The researcher gain and attain
knowledge in undertaking and performing projects. It has helped the researcher to observe and
analyze the satisfaction level of the employees with regards to various factors.
Job satisfaction is the affective variable most often connected with employee turnover. This
will help the organization to take necessary steps to reduce the dissatisfaction factors by adopting
counseling, rewards and promotion.
The organization could understand the main factors that influence the job satisfaction. The
organization could also learn the expectations of the employees in their job and to undertake the
suggestion given by them. The findings of the study is important because employees are one of
important factors for the overall smooth functioning of the organization, if the employees are
dissatisfied it causes loss to him as well as organization.
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1.4 LIMITATION OF THE STUDY
1. The study was conducted for the executives in the organisation.
2. Since the time factor is another constraint, which also restricted the sample size.
3. Few respondents were reluctant to fill in the questionnaire as they were asked to fill some
questionnaire.
4. Few respondents felt that their views would be exposed to the management and their views
were slightly biased.
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2. REVIEW OF LITERATURE
Quality of working life has been differentiated from the broader concept of quality of life.
To some degree, this may be overly simplistic.
The Research on quality of work life by Elizur and Shye, (1990) concluded that quality of
work performance is affected by quality of life as well as quality of working life. However, it will
be argued here that the specific attention to work-related aspects of quality of life is valid.
Hackman and Oldham (1976) drew attention to what they described as psychological
growth needs as relevant to the consideration of Quality of working life. Several such needs were
identified are Skill variety, Task Identity, Task significance, Autonomy and Feedback.
Theory based models by Taylor (1979) more pragmatically identified the essential
components of quality of working life as basic extrinsic job factors of wages, hours and working
conditions, and the intrinsic job notions of the nature of the work itself.
Warr and colleagues (1979), in an investigation of quality of working life, considered a
range of apparently relevant factors, including work involvement, intrinsic job motivation, higher
order need strength, perceived intrinsic job characteristics, life satisfaction.
Mirvis and Lawler (1984) suggested that quality of working life was associated with
satisfaction with wages, hours and working conditions, describing the basic elements of a good
quality of work life as safe work environment, equitable wages, equal employment opportunities
and opportunities for advancement.
Baba and Jamal (1991) described as typical indicators of quality of working life that
includes job satisfaction, job involvement, work role ambiguity, work role conflict, work roleoverload, job stress, organizational commitment and turn-over intentions.
Ellis and Pompli (2002) identified a number of factors contributing to job dissatisfaction
and quality of working life in nurses, that includes poor working environments, resident
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aggression, workload, inability to deliver quality of care preferred, balance of work and family,
lack of involvement in decision making.
Sirgy et al. (2001) suggested that the key factors in quality of working life are need
satisfaction based on job requirements, need satisfaction based on work environment, need
satisfaction based on supervisory behaviour, organizational commitment.
Bearfield, (2003) used 16 questions to examine quality of working life, and distinguished
between causes of dissatisfaction in professionals, intermediate clerical, sales and service workers,
indicating that different concerns might have to be addressed for different groups.
Singh (1983) states that, Quality of Work Life is not based on any theory. It is concerned
with overall climate of work place. Reduced supervision, increased self-regulation and self-
management are pillars of Quality of Work Life.
American Society of Training and Development (1979) presented Quality of Work Life
as a process of work organizations, which enables its members at all levels to participate actively
and efficiently in shaping the 28 organizations environment, methods and outcomes. It is a value
based process, which is aimed towards meeting the twin goals of enhanced effectiveness of
organizations, and improved quality of life at work for employees.
Cohen and Rosenthal (1980) describes Quality of Work Life as an intentionally designed
effort to bring out increased labour management, and cooperation to jointly solve the problem of
improving organizational performance and employee satisfaction.
In the views of Johnston (1993) , Quality of Work Life is more than simply a concept,
means or an end. It embodies the following inter-related sets of ideas that deals with a body of
knowledge, concepts, experiences related to the nature, meaning, and structure of work and ideas
dealing with the nature and process of introducing and managing organisation change.
According to Balu (2001), Quality of Work Life encompasses various aspects relating to
Working Environment, Employee Motivation, Proper Communication, Employee Facilities, and
Employee Performance Recognition.
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In the opinion of Jain (1991), Quality of Work Life represents a blending of motivational
factors of work, socio-technical system etc. which are of very real concerns for human values in
todays society with an awareness that all individuals devote the greater part of their mature lives
to the work, spending time, energy and physical and mental resources to this endeavor. Moreover,
it recognizes that, work is the chief determinant of an individuals freedom, growth and self respect
as well as his or her standard of living. Quality of Work Life denotes the experienced goodness
of working in the organizational settings.
Herzberg at al., (1959) used Hygiene factors and Motivator factors to distinguish
between the separate causes of job satisfaction and job dissatisfaction. It has been suggested that
Motivator factors are intrinsic to the job, that is; job content, the work itself, responsibility and
advancement.
Quality of Working Life is not a unitary concept, but has been seen as incorporating a
hierarchy of perspectives that not only include work-based factors such as job satisfaction,
satisfaction with pay and relationships with work colleagues, but also factors that broadly reflect
life satisfaction and general feelings of well-being (Danna & Griffin, 1999).
Walton (1974) attributes the evolution of Quality of Work Life to various phases in
history. Legislations enacted in early twentieth century to protect employees from job-injury and toeliminate hazardous working conditions, followed by the unionization movement in the 1930s and
1940s were the initial steps in this direction.
From the study by Sekharan (1985) observed that, historically the concept of Quality of
Work Life had originally included only the issues of wages, working hours, and 26 working
conditions. However, the concept has now been expanded to include such factors as the extent of
workers involvement in the job, their levels of satisfaction with various aspects in the work
environment, their perceived job competence, accomplishment on the job etc.
According to Keith (1989), Quality of Work Life refers to the favorableness or
unfavourableness of a job environment for people. The basic purpose in this regard is to develop
jobs aiming at Human Resource Development as well as production enhancement.
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Gani (1993) in his study stated that the core of the Quality of Work Life concept is the
value of treating the worker as a human being and emphasizing changes in the socio-technical
system of thorough improvement, in physical and psychological working environment, design and
redesign of work practices, hierarchical structure and the production process brought with the
active involvement of workers in decision making.
In the words of Kumar and Tripati (1993), Quality of Work Life is a philosophy of
management that believes co-operative relationship between employees and managers and also
believes that every employee has the ability and right to offer his intelligence and useful inputs into
decisions at various levels in the organizations.
JOB SATISFACTION
According to Mccromic and Illgess, Job satisfaction is the attitudes of one has towards
him/her job. It is an emotional resource to the job, which can vary from positive to negative in any
degree.
According to Hoppock, Job satisfaction is any combination of psychological, physiological
and environmental factors that makes a person to admit, I am happy at my job, it has also been
defined as the end state of feeling.
FACTORS DETERMINING JOB SATISFACTION
Such factors are either from within the organisation or from outside the organisation.
Therefore, the factors inherent in job and personal factors are given due to weight age for
determining the job satisfaction.
PERSONAL FACTORS
1. Sex:
Satisfaction or dissatisfaction may differ on the basis of sex. Because of the weakness in
women employee, the less commanding power, emotional imbalance may lead to differences in
satisfaction.
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2. Family circumstances:
The personal factor responsible for job satisfaction is the family atmosphere is peaceful and
pleasant the employee is positively motivated while at work or otherwise mentally disturbed and
resulting in poor performances.
3. Age and Experience:
Age and experience are also the leading cause of satisfaction and dissatisfaction. If an
individual is not fairy treated on the basis of age and experience he is negatively motivated.
4. Intelligence:
Intelligence is an internal excellence of mind, which leads to high level of performance. If
it is recognized and rewarded is positively motivated. This positive motivation will help him to
claim the higher level of authority. Challenging job requires extraordinary managerial capacity.
5. Personality:
Personality of an individual may be interpreted in any forms like physical personality and
mental personality. Personality of an individual has an high correlation with job satisfaction.
6. Educational Level:
With the occupational level held constant there is a negative relationship between the
education level and job satisfaction. Higher the education, higher the reference group which the
individual looks for the guidance to evaluate the job rewards.
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ORGANIZATIONAL FACTORS:
1. Wages:
Wages play a significant role in influencing job satisfaction. This issue of two reasons.
First money is important instrument in fulfilling ones needs and two, employed often see pay as a
reflection of management concern for them.
2. Nature of work:
Most of employees crave intellectual challenges of jobs. Employees tend to prefer of tasks,
freedom and feedback on well they are doing.
3. Promotion:
Promotions affect the job satisfaction. It should be capable of servicing the expectation of
the senior level employee as he gains an experience in various fields of the organization.
4. Job Security:
Insecurity to the employee in the job after a considerable service cause dissatisfaction and
it leads to collapse of the life of an employee with his family.
5. Relationship with superior and subordinate:
There must be a coordinal relationship between the superior and subordinate. The superior
should have a soft corner towards his subordinates .with the cooperation of the subordinates the
management cannot achieve anything.
6. Communication:
One of the secret of successful management is systematic and the effective communication.
Communication is after all an exchange of organization. Effective communication avoids delay in
decisions, friction between superiors and subordinates.
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7. Occupational level:
Higher the level of job, greater is the satisfaction of the individual. This is because higher
level jobs carry greater prestige and self control. This relationship between occupational level and
job satisfaction stems from social reference group theory in that our society values some jobs morethan others.
WORK STRESS
According to Richard Carlson, Stress is nothing more than a socially acceptable form of
mental illness.
Workplace stress is the harmful physical and emotional response that occurs when there is
a poor match between job demands and the capabilities, resources, or needs of the worker.
Stress-related disorders encompass a broad array of conditions, including psychological
disorders (e.g., depression , anxiety , post-traumatic stress disorder ) and other types of emotional
strain (e.g., dissatisfaction, fatigue , tension , etc.), maladaptive behaviors (e.g., aggression ,
substance abuse ), and cognitive impairment (e.g., concentration and memory problems). In turn,
these conditions may lead to poor work performance or even injury . Job stress is also associated
with various biological reactions that may lead ultimately to compromised health, such as
cardiovascular disease , or in extreme cases death .
Job stress results from the interaction of the worker and the conditions of work. Views
differ on the importance of worker characteristics versus working conditions as the primary cause
of job stress. The differing viewpoints suggest different ways to prevent stress at work. According
to one school of thought, differences in individual characteristics such as personality and coping
skills are very important in predicting whether certain job conditions will result in stress. In other
words, what is stressful for one person may not be a problem for someone else. This viewpointunderlies prevention strategies that focus on workers and ways to help them cope with demanding
job conditions.
Although the importance of individual differences cannot be ignored, scientific evidence
suggests that certain working conditions are stressful to most people. Such evidence argues for a
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greater emphasis on working conditions as the key source of job stress, and for job redesign as a
primary prevention strategy. Large surveys of working conditions, including conditions recognized
as risk factors for job stress, were conducted in member states of the European Union in 1990,
1995, and 2000.
Results showed a time trend suggesting an increase in work intensity. In 1990, the
percentage of workers reporting that they worked at high speeds at least one-quarter of their
working time was 48%, increasing to 54% in 1995 and to 56% in 2000. Similarly, 50% of workers
reported they work against tight deadlines at least one-fourth of their working time in 1990,
increasing to 56% in 1995 and 60 % in 2000. However, no change was noted in the period 1995
2000 (data not collected in 1990) in the percentage of workers reporting sufficient time to complete
tasks.
A substantial percentage of Americans work very long hours. By one estimate, more than
26% of men and more than 11% of women worked 50 hours per week or more in 2000. These
figures represent a considerable increase over the previous three decades, especially for women.
According to the Department of Labor , there has been an upward trend in hours worked among
employed women, an increase in extended work weeks (>40 hours) by men, and a considerable
increase in combined working hours among working couples, particularly couples with young
children.
A person's status in the workplace can also affect levels of stress. While workplace stress
has the potential to affect employees of all categories; those who have very little influence to those
who make major decisions for the company. However, less powerful employees are more likely to
suffer stress than powerful workers. Managers as well as other kinds of workers are vulnerable to
work overload.
Economic factors that employees are facing in the 21st century have been linked toincreased stress levels. Researchers and social commentators have pointed out that the computer
and communications revolutions have made companies more efficient and productive than ever
before. This boon in productivity however, has caused higher expectations and greater competition,
putting more stress on the employee.
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The following economic factors may lead to workplace stress:
Pressure from investors, who can quickly withdraw their money from company stocks.
The lack of trade and professional unions in the workplace.
Inter-company rivalries caused by the efforts of companies to compete globally The willingness of companies to swiftly lay off workers to cope with changing business
environments.
3. ORGANIZATION PROFILE
COMPANY PROFILE :
GOMI has put its baby step into real estate & commodity trading where big alone
would be the underlying mantra. Both the industries are the largest among all domains &
responsible for all the financial figures of any country that becomes a pointer to the economic
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world. A click & brick approach is adopted & cutting edge technologies implemented in these two
massive yet under computerized business forms.
VISION:
GOMI will be a click & brick model in the job, education, real estate & commodity
trading domain. By 2012, GOMI will be looked upon as an attitude that would be a model for
anyone who dreams BIG.GOMI would be synonymous to CHALLENGES.
MISSION:
GOMI offers high-quality real estate, employment &education & commodity trading
services to retail and business customers. Our aim is to provide our customers with quality
services, while keeping them informed and educated throughout the process. GOMI is an excellent
place to work, a professional environment that is challenging, rewarding, creative, and respectful
of ideas and individuals. GOMI ultimately provides excellent value to its customers and fair
reward to its partners and employees.
CONSULTING:
BUSINESS INTELLIGENCE MANAGEMENT:
Business intelligence management is an important element of an organizations
strategy to deliver the information needed to successfully manage critical applications. The sheer
amount of data available today makes it ever more important to deliver the right data to the right
individuals at the right time. The ability to effectively manage data can provide a company with a
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defining advantage.
GOMI REAL IT helps with the design and implementation of new business
intelligence initiatives, as well as with enhancement and performance improvement of mission-critical enterprise-wide initiatives
Whether the needs are to make better use of the data already resident in your
companys data warehouse, or to define and implement a new data management strategy and
architecture, GRIT can help.
The GRITs expertise in delivering specialists includes
TIBCO
Qlikview
Hyperion
Abinitio
Cognos
Business objects
Information builders
Oracle technologies
Functionally, GRIT can provide project teams to fulfill the following IT resource needs:
Business intelligence
Enterprise reporting
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Dashboards / Scorecards
Data analysis
Data project management
Data architecture
Data mining
Cleansing
Migration
Integrity
ETL tools
Data warehouse / data mart
APPLICATION DEVELOPMENT
Time frames to successfully deliver applications continue to compress, making
project management more critical than ever before. The business community expects developers to
deliver quickly, with increased functionality and flawless operations, all under budget.
GRIT is especially capable in delivering teams of specialists that can manage and
execute the successful delivery of small to mid-scale projects.
Our expertise includes the following areas:
Project management
Full software lifecycle development
Microsoft based development technologies
Object oriented language development
Portal and web-based development
SOFTWARE QUALITY ASSURANCE
Time and time again, industry studies have proven that early involvement of the
quality assurance and test organization in the design phase improves product testability, reduces
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costs and improves delivery time frames.
Whether a company needs software quality assurance and test specialists from the beginning of the
project or at a later point in the development lifecycle, GRIT can supply the expertise to
successfully accomplish your project testing goals through support in:
Comprehensive test management
Testing throughout the software development lifecycle
Automated and manual testing
Software test tool selection
Implementation guidelines
THE PEOPLE
The team comprises of a right mix of seasoned functional gurus & vibrant youth
techies who would take the dual industry by storm. The recruits are a passionate lot who would go
the extra mile to taste that success. We have industry stalwarts who have been mentoring us to
achieve the biggest of achievements with minimum trials. An external team of consultants with
great domain experience would share their inputs to ease our team of any specific research.
Some of our clients..
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4. RESEARCH METHODOLOGY
4.1 RESEARCH DESIGN
The research design adopted for this study is descriptive research design. A research, which
provides a description of a specific situation in such a way, so as to help the researcher to identify
cause and effect relationship is known as descriptive research.
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In the present study, Descriptive research design is used to describe the respondents
satisfaction level with respect to various influencing factors such as job characteristics, promotion
policy, interpersonal relationships etc.
SOURCE OF DATA
Primary Data
Data was collected through a well structured questionnaire. The questionnaire consists of 5
personal questions, one open-ended question, and 19 multiple choice questions.
Secondary Data
Secondary data are existing data, which are collected from company database, brochures,
journals etc.
SAMPLING PLAN
Sampling unit
The study was conducted with respect to executive in the organization.
Sample Size
A total of 110 employees were selected for the study including both male and female.
Sampling Procedure
The sample procedure adopted for the study was convenience sampling under non-
probability method.
4.2 DATA ANALYSIS
TOOLS USED
1. Percentage Analysis
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Percentage refers to special kind of ratio which is used in comparison between two or
more series of data. Percentage can also be used to compare the relative item that is distribution of
two or more series of data. This method is commonly used in comparative study.
Percentage = No of Respondents
------------------------------ * 100
Total no of Respondents
2. Chi-square method
Chi square is a non-parametric test. It can be used to determine if categorical datashows dependency or two classifications are independent. It can also be used to make
comparison between theoretical population and actual data when categories are used We used
the following formula for calculating the value of chi-square
X = (O-E) 2 / E
O- observed frequency E- expected frequency
Steps for computing chi- square test:
First of all expected frequencies are computed
The Expected frequency for any cell can be calculated
E = RT * CT / N
Where,
RT = ROW total
CT = Column total
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N = Number of frequencies
Then find out difference between observed (0) and expected (E) frequencies that is
(O-E).
Difference between (O) and (E) are squared that is interval estimate(O-E) 2
calculated
Square difference between frequencies (O-E) 2 are divide by respective expected
frequencies(O-E) 2/E
These quantities are added together to obtain the total value of computed X 2 value
that is (O-E) 2/E
The degree of freedom is calculated from the frequencies table by using formula
Degree of freedom = (R-1)
Where
R- number of rows
C- number of columns
Then calculated value is then compared to a table value of X2
If the calculated value is lesser than the table value, then the H 0 is accepted
If the calculated value is greater than the table value then the H 0 is rejected