Project Shivani

8/2/2019 Project Shivani

http://slidepdf.com/reader/full/project-shivani 1/74

INTRODUCTION TO HRM

Evolution of HRM

Earlier references: In western countries HRM had its primitive beginning in 1930s. Not much

thought was given on this subject in particular and no written records or documents interesting

to note HRM concepts was available, in ancient philosophies of Greek, Indian and Chinese.

This is not to suggest that industrial establishment and factories system, as it is known today,

existed in ancient Greece, India or china. The philosophy of managing human being, as a

concept was found developed in ancient literatures in general and in Indian philosophy in

particular.

Personnel functions: Till 1930s, it was not felt necessary to have a separate discipline of

management called “Personnel management”. In fact, this job was assigned as part of the

factory manager. Adam Smith’s concept of factory was that it consists of three resources, land,

labour and capital. This factory manager is expected to “procure, Process and peddle” labour as

one of the resources. The first time when such a specialist “person” was used; it was to

maintain a “buffer” between employer and employee to meet the “legitimate need” of

employees. However, it is the employer who decided what is “legitimate need” of employees.

In fact, the specialist “person” was more needed to prevent “unionization” of employees. This

was the case before 1930-s all over the world.

Environmental Influences on HRM: Since 1930s, certain developments took place, which

greatly contributed, to the evolution and growth of Human Resources Management (HRM).

These developments are given below:

1. Scientific Management

2. Labour Movements

3. Government Regulations



Objectives of the HRM

1. Industrial peace: This is secured by excellent union management relations, healthy inter-

personal relationships, and promoting participative management style and good industrial and

labour relations.

2. Achieve High Productivity: The underlying objective brings to increase the “quantity or

volume” of the product or service for a given input, productivity improvement programme is

very significant in a competitive environment.

3. Better quality of working life of employees: This involves both intrinsic and extrinsic

factors connected with work.

4. Obtain and sustain competitive advantage through empowerment : continuous

improvement and innovative steps being the two essential ingredients to achieve and sustaincompetitive advantage, today’s industries are “knowledge based” and “skill intensive”.

5. Cordial relationship between the employer and employees.

6. Personnel research functions.

7. Proper orientation and introduction to the new employees.



INTRODUCTION TO PROJECT

QUALITY OF WORK LIFE

The term refers to the favourableness or unfavourableness of a total job environment for

people. QWL programs are another way in which organisations recognise their responsibility to

develop jobs and working conditions that are excellent for people as well as for economic

health of the organisation. 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 emphasise development of

employee skills, the reduction of occupational stress and the development of more co-operative

labour-management relations.

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 are systematic attempts by an organisation to give workers greater

employee relations philosophy that encourages the use of QWL efforts, which opportunities to

affect their jobs and their contributions to the organisation’s 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

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

people's 'happiness requirements' are met - ie those requirements which are a necessary

(although not sufficient) condition of anyone's happiness - those 'without which no member of

the human race can be happy.

QWL may be defined as subjective well-being. Recognising the subjectivity of QWL is a key

to understanding this construct. QWL reflects the difference, the gap, between the hopes and

expectations of a person and their present experience. Human adaptation is such that life

expectations are usually adjusted so as to lie within the realm of what the individual perceives

to be possible. This enables people who have difficult life circumstances to maintain a

reasonable QWL.



Industry Profile

The Indian telecom sector has continued its robust growth with the wireless market growing at

9.91 percent and churning revenues worth Rs.371 billion (Rs.37, 196 crore) every quarter. A

total of 28.44 million subscribers were added in the past four months, as per the Telecom

Regulatory Authority of India (TRAI).The adjusted gross revenue (AGR) for the quarter is

placed at Rs.273 billion (Rs.27, 357 crore) as against Rs.26, 990 crore (Rs.269 billion) for the

previous quarter, thereby showing an increase of 1.36 percent.

“The total subscriber base of the wire line and wireless services reached 353.66 million as

against 325.79 million previously, thus registering an increase of 8.55 percent in four

months .The tele-density too reached 30.64 Though the wireless subscribers increased from

286.87 million to 315.31 million, the wire line subscriber base decreased for the quarter to

38.35 million from 38.92 million in the past four months .however, the average revenue per

user (ARPU) for GSM subscribers, all India segment, decreased 7.53 percent from Rs.239 inMarch to Rs.221 in July .ARPU for postpaid service showed a decline of 2.8 percent from

Rs.600 to Rs.584 during the quarter. Prepaid service also showed a 7.5 percent decline in

ARPU from Rs.204 in March to Rs.189.As regards the CDMA segment, all India blended

ARPU (per month) for the second quarter is Rs.122 as compared to Rs.139 for the previous

quarter.

The internet wire line subscribers witnessed a growth of 12.24 million for the quarter against

11.66 million during the previous quarter registering a growth of 4.97 percent. State-run

telecom operator Bharat Sanchar Nigam Ltd (BSNL) retained its top position and reported a

subscriber base of nearly 6.38 million internet subscribers against 5.94 million at the end of last

quarter, TRAI said. An 11.87 percent growth was registered in the number of broadband

subscribers in this quarter. Though the telecom industry saw various ups and downs, the sector

witnessed international investor community betting on the Indian market.

Norway-based Telenor, the world’s seventh largest telecom operator, bought a new-generationtelecom company Unitech Wireless by paying $1.29 billion for a 60 percent stake. Similarly,

another start-up, Swan Telecom, which did not have a single subscriber, sold a 45 percent stake

to the UAE’s Etisalat for $900 million, taking the company’s book value to $2 billion.



Market Shareof Major Telecom Players in India (As on D ecember 31st, 2008)

Telecom Company Market Share

Bharti AirtelLtd. 24.3%

Vodafone 17.8%

Reliance Communications 18.8%

Idea Cellular 11.1%

Tata Teleservices 9.1%



INTRODUCTION TO COMPANY

HFCL Group profile

HFCL's vision is to provide cost effective futuristic telecom solutions. HFCL is focused on

developing the state-of-art technologies and intellectual property to maintain a competitive

leadership and a sustained long-term growth.

Established in the year 1987, Himachal Futuristic Communications Ltd. has developed a vast

base for indigenous telecom equipment manufacturing in India. It started with manufacturing

transmission Equipment and soon expanded its product portfolio to manufacture Access

Equipment, Optical Fibre Cable, Accessories and Terminal Equipment.

The Group companies and Associates companies of Himachal Futuristic Communications Ltd.-

HFCL Infotel Ltd., HFCL Satellite Communications Ltd. and Microwave Communications

Ltd. which offer Basic Telephony and Internet services, V-sat Services and Paging services

respectively have also made a name for themselves. HFCL Infotel Ltd. became the first basic

service provider in Punjab.

HFCL Satellite Communications Ltd. is catering to a number of channels like Aaj Tak by

providing customized DSNG vans. Himachal Futuristic Communications Lets.' Pagelink,

together with Page point, is one of the leading players in field of paging services. HTL, a major

telecom equipment supplier, which was recently acquired by HFCL, is not only be an extension

of the manufacturing aspect of HFCL but also synergises and value adds to the already existing

product range of HFCL.



HFCL Infotel Ltd

The first basic telephony services provider for Punjab launched its basic telephony services on

16th October, 2000. Today CONNECT has added a milestone to the rich economy of Punjab

by providing world-class telephony and data services in the state.

CONNECT is a business venture of Himachal Futuristic Communications Ltd., India's leading

telecommunications giant. CONNECT is further supported by the expertise of Lucent

Technologies USA, IIT Chennai, Compaq, Cisco, CGI, Bell Nexxia and Cincom. Lucent is a

Fortune 40 company and the world leader in design, development and manufacture of

communication systems.

With an investment of over Rs.1200 Crores HFCL Infotel, has set up a state-of-the-art network

in over 66 towns and cities in Punjab. The average revenue per line (ARPL) for CONNECTsubscribers is already amongst the highest in the country. With a clear focus on acquiring

quality subscriber through targeted roll out and by using revenue oriented marketing plans we

intend to maintain this trend in the future. The wide array of innovative products and services

in the data and broadband segment has further allowed the Company in maximizing its revenue

drive.

The Technology

CONNECT is in the process of constructing both Wireline ( WLN) and Wireless in Local Loop

(WLL) access networks in the major cities and towns of Punjab by using technologies such as

CDMA (used for limited mobility, supports voice only), CorDect (supports data, voice,

multimedia), Copper & Optical Fibre.

CONNECT is further supported by the expertise of Lucent Technologies USA(CDMA switch,

High end platform), IIT Chennai (CorDect technology), Compaq( PC Hardware/High end

Server), Cisco( networking partner), CGI & Bell Nexxia ( advisory services) and Cincom

( Spectra). Lucent is a Fortune 40 company and the world leader in design, development and

manufacture of communication systems. Through convergence of information, communication

and entertainment technologies we will provide the optimal business solutions.



Network Coverage across Punjab

Network Coverage across Punjab



SERVICE/ PRODUCT PORTFOLIO

LANDLINE

TELEPHONY

CONNECT provides world-class landline telephone service to

people of Punjab & Chandigarh.

MOBILE

TELEPHONY

CONNECT provides state-of-the-art CDMA based WLL mobile

service in Chandigarh, Ludhiana, Jalandhar and Amritsar

CENTREX CONNECT Centrex offers individual telephone lines with the

facility of intercom dialing 3-4 digit-numbering plans.

PHONE CARDS CONNECT phone card is a pre-paid card that allows you make

local and STD/ISD calls from any CONNECT phone even if the

phone doesn’t have STD/ISD facility.

TELEMEET CONNECT Tele Meet is an audio conference service that

enables the subscriber to conduct a telephonic meeting with as

many participants as one wants in a single conference, located

anywhere in the world.

LEASED LINE CONNECT Leased lines are available indenominations of 64 Kbps, n X 64 Kbps and n X2 Mbps.

INTERNET LEASED

LINES

CONNECT provides Internet leased lines invarious bandwidths ranging from 64 Kbpsonwards

ISDN CONNECT offers ISDN, a fully digital servicethat allows the subscriber to transfer voice, dataand image simultaneously at high speeds.

VIDEO

CONFERENCING

CONNECT videoconference service allowssubscriber to undertake virtual meeting without

physically present at one location

HFCL Infotel Ltd. (Infotel) is a business venture of the HFCL Group, is a "Total Telecom

Solutions Provider" offering Fixed Line telephony (Telephone Services), Mobile telephony,

Broadband Services, Customized Data Services and Value Added Services.



HFCL Infotel Ltd. Is the first basic telephony services provider in Punjab and was launched on

16 October, 2000 under the brand name “CONNECT” with an investment of Rs. 1400 crores.

It provides world class experience – Technology, Products, Customer service etc. Infotel has

set up state-of-the-art networks with coverage in over 136 towns of Punjab with extensive

optical fibre network coverage of over 3,500 km. Infotel Broadband network supports

interactive multimedia services and can handle high quality content, high speed internet access

and a large number of interactive applications including B2B and B2C e-commerce.

PRODUCT AND SERVICES

• Landline telephony Connect mobile

•

Net ready• STD Facility

• Bill Enquiry

• Centrex

• Telemeet

• PCO Services

• Public Access Terminals

• Phone Cards



DEPARTMENTS IN HITL

• Operations

• Business Planning and analysis

• Marketing

• Sales-Post-paid

• Sales-Prepaid

• Enterprise & Data

• BRAC

•

Business process and Provisioning

• Customer Care

• CRM

• Finance, accounts and commercial

• Legal 7 secretarial

• Administration

• Human resources

• People & OD

• IT

• Technical

• OSP

•

ISP

• Technical Procurement

• Quality



ACHIEVEMENTS AND MILESTONES

HFCL Infotel Ltd. launched commercial services in Chandigarh on the 16th of October 2000

under the brand name ‘CONNECT’. All the services are provided under the brand name of

"CONNECT". .

HFCL Infotel Ltd. (Infotel) is one of Punjab's leading private sector providers of

telecommunication services with more then 330,000 customers as on March 31, 2007. and

its services are available over 130 towns of Punjab.

Connect has positioned itself as a 'Total Telecommunication Solution Provider' and offers a

complete portfolio of telecom services that include Fixed-line telephony, Fixed wireless

phone, Mobile telephony and Broadband services and a host of value added services that

include video and audio conferencing, besides exciting lifestyle services.

Connect offers extremely innovative products and tariff options to its subscribers, enjoy

excellent brand equity and has also been rated as the NO. 1 basic telephony operation in

Punjab by TRAI.

Launched ‘Planet Connect’, a one-stop shop for all telecom needs of a subscriber. Besidessubscribing to any Connect service, a customer can also buy mobile phones, personal

computer, surf the internet @ 512kbps and video conference with anyone across the world

at the Planet Connect.

Connect was the first telecom operator to launch broadband internet in Punjab and set new

benchmark of services excellence in this domain. The brand is market leader in broadband

segment in Punjab.

Pioneered the concept of Public Access Terminal (PAT’s). a virtual automatic Pay Phonerunning on Intelligent Network that can be used by a customer by using Calling Card to

make a call to any local, STD or ISD destination. More than 100 such PAT’s have been

installed in high traffic location across Punjab.



Organization structure of the company

O p e r a

L u d h iG M

O p e r a

C h a n d

O p e r a t

O p e r a

P a t i a l

O p e r a t

O p e r a

B a t h i n

D y . O p e

O p e r a

A m r i t

D y . O p e

O p e r a

J a l a n dD y O p e

C a l l C e

D G M

C o l l e c

D G M

B u s i n e sD G M

S a l e s -

A V P

S a l e s -

D G M

S a l e s -

A V P

C i r c l e

G M

A d m i

H e a d

O p e r a

V P

N e t w o r

G M

N e t w o r k

D G M

T e c h n

A V P

D a t a S

A V P

M a r k e

I T ( A p p

D G M

I T ( I n f r a

D G M

I T ( D e v

D G M

I S P

G M

C O O Q u a l i t y

C V O &

C o r p o r

V P

C o m m

G M

A c c o

H e a d

F i n a n

D G M

B i l l i n g &

D G M

L e g a l

S r . M a

F i n a n c e

A V P

C E O

C h a i r



Organization Structure of the company

ORGANISATION CHART-HR (H.O)



Organization chart-HR

MARKETING DEPARTMENT

G D

Singh

(COO)

D.K Verma

(AVP)

Surinder

Kohli

(DGM)

S.C.Katoch

(Manager)

(Manager)Rajesh K

Kashyap

(Dy.Manager)

J P Singh

(Sr.Officer

)

V S Shiva

Rao

(Dy.Manage

r)

Meenakshi

Aggarwal

(MT)

Balwinde

r

(Associat

e)

Arun

Mishra

(Sr.Officer

)

SudhaSingh

(Sr.Officer)

Prateek

Bhatnagar

(Officer)

A s s t t

M A R

A s s t t

V A S

A s s t t

O u t D

S r O

P R &

V A SS r . O

B r o a d b

E n t e r p

M T

G S M

M a n a

P C O B

P r e - P

G S M

H e a



SALES DEPARTMENT

O f f i c S r . O

S r . O J r . O

A s t t . M

C h a n n e

E x e c

O f f i c

A s t t . M

D i r e c t

M a n a

S a l e s



TECHNICAL DEPARTMENT

E n g

J r E n

J r . E

R o l l

E n g S r E

E n g E n g

J E G E

A M

O &

A E S r E

S r . T T e c h

J E O f f i

D M

O S

S a n j e e

S r M a



FINANCE DEPARTMENT

D y . M a

S r . O f f i

o f f i c e

J r . O f f

E x e c u

D G M

F i n a n

S r . O

L o g i s t i

J r . O f

J a l a n

E x e c

B T D

M a n a

O f f i c

S r . O f f

S r . O

T a x a

S r . M a

T a x a t i

S r . O f

I n s u r

A s t t . M

W H / L S A

E x e c u

G M

H e a d - A

S r . O f

P a y r

S r . O

O p e

S r . O

E m p l .

A s t t . M

P a y r o l l

S r . M a

P a y r o l l

A V P

F i n a n c e , A c c



HUMAN RESOURCES DEPARTMENT

D y . S r .

S r . A s s

M a

A V

D y . S r .

M T O f f

D G

C O



HFCL Vision

Reaching out to meet the challenge of creating a smaller world through leadership, innovation,

dedication and excellence.

HFCL Mission

• To provide cost effective yet futuristic telecom solutions.

• To be a leader in the Tele-solutions business on the strength of Core Competencies.

• To be a home of Excellence.

•

To be the first choice of investors, customers, vendors, professionals and employees.• To be a good corporate citizen.

HFCL Core Values

•

Belief in being a good corporate citizen by strict adherence to all statutory compliancesand working towards a better society at large.



• Honesty and integrity in business and personal dealings.

• Respect for individual dignity and no biases based on religion, caste or creed.

• Belief in all round development of all employees for greater success and individualsatisfaction.

• Motivate employees to reach out for their full potential and growth.

• Belief in team work, as an individual contribution, however brilliant, cannot promoteorganizational interests, unless it is made within the framework of the team goal.

• Effective two way communication for dissemination of management’s objectives andfor employee’s feedback on company’s activities, suggestions and grievances/problems.

• Courtesy and prompt attention to customers, vendors the public and others.

• Emphasis on discipline, commitment to work, attention to details and due care indischarge of duties.

Chapter No.-2



OBJECTIVES, NEED, SIGNIFICANCE & SCOPE OF STUDY

OBJECTIVES OF STUDY

To know the quality of work life in HFCL Infotel ltd., Mohali.

To give suggestions and recommendations to improve the quality of work life on the

basis of the findings.

To find out effects of quality of work life initiatives on employees.

To find out way to improve quality of work life.

To find the human resource strategies.

To gain an insight into current working life policies and practices, as well as work-life

balance issues.

To study cordial relationship between employer and employees.

To enhance research, knowledge & expertise in this field.

NEED & SIGNIFICANCE



Improvement in the working conditions of HFCL connect ,Mohali that can satisfy

employees.

Developing an organisational culture so that employees can effectively do their job.

Increase individual /organisational effectiveness.

There is great need to improve the facilities and other welfare scheme for employees.

Better quality of working life of employees this involves both external and internal

factors connected with work.

SCOPE

It is limited within one company.

It does not put light on financial aspects of the company.

The study is intended to evaluate quality of work life of employees in

the organization.

Chapter No.-3



LITERATURE REVIEW

REVIEW OF LITERATURE

ACCORDING TO RESEARCHER D. S. Cohan: the quality of work life movement

training,” HRD, JAN. 1979, P 24

He defines quality of working life as “a process of joint decision making, collaboration and

building mutual respect between management and employee.”

ACCORDING TO AMERICAN SOCIETY OF TRAINING AND DEVELOPMENT - D.

Skrovan.

It is “a process of work organisation which enables its members at all level to actively

participate in shaping the organisation’s environment, methods and outcomes. This value based

process is aimed towards meeting the twin goals of enhanced effectiveness of organisation and

improved quality of life at work for employees.

ACCORDING TO J.R. Hackman and J.L. Suttle

Quality of work life is concerned with some questions. They are as follows-

1- How to develop careers that allow employees to realise their full capabilities and

interests?

2- How to design jobs to provide meaningful, interesting and challenging work

experience?

3- How to utilise group dynamics and participative management to improve the quality of

life at the work place?

4- What supervisory strategies help to improve the quality of work life?

5- How can the desired organisational changes be carried out?

ACCORDING TO ROBBINS (1989)

Robbins (1989) defined QWL as "a process by which an organization responds to employee

needs by developing mechanisms to allow them to share fully in making the decisions that

design their lives at work".

Greenspace and quality of life – a critical literature review



This major review of research published by greenspace Scotland and the Quality of Life

partnership relates to the links between green space and a range of quality of life issues.

It is hoped that the review will help disseminate existing research findings and to inform the

need for future research. The areas reviewed were: health and wellbeing; social and community

value of green spaces; economic value/impacts of green spaces; environmental value of green

spaces and planning and design. Robust search criteria were applied so that this was a critical

literature review with a strong emphasis on quality research.

In today's high tech, fast-paced world, the work environment is very different than it was a

generation ago. According to the Institute of Industrial Engineers, it is not uncommon for a

person to change careers an average of six times in his or her lifetime. It is now rare for a

person to stay with a single company his or her entire working life. Because employees are

often willing to leave a company for better opportunities, companies need to find ways not only

to hire qualified people, but also to retain them.

Unfortunately, many employees these days feel they are working harder, faster, and longer

hours than ever before. Job-related employee stress can lead to lack of commitment to the

corporation, poor productivity, and even leaving the company; all of which are of serious

concern to management. Many employees bring work home with them on a regular basis,

especially now that it is so easy for them to do that. With the wide availability of cell phones,

pagers, personal digital assistants (PDAs), and computers, employees find it harder to get away

from the office.

One of the more stressful professions today is in the Information Technology (IT) field. Not

long ago, IT professionals were extremely well respected and in demand. As technology

advanced rapidly, there was a high demand for programmers and engineers. Most had their

choice of high-paying jobs as technology companies competed to recruit the best of them.

This is not the case today. In June 2004, Meta Group, Inc. surveyed 650 companies and foundthat nearly 75 percent of the companies acknowledged morale problems among their IT staffs.

This number was up from the year before, which showed that two-thirds cited poor worker

morale as an issue. Perhaps this is because the U.S. technology sector experienced widespread

layoffs during the third quarter of 2004. In general, when layoffs happen the remaining

employees are forced to pick up the workload of those who were laid off. This leads to added

responsibility and longer work hours, often without additional compensation. This in turn leads

to stress, burnout, and resentment. Other causes of employee dissatisfaction include low wages,

lack of challenges, insufficient resources, unrealistic expectations, Pressure to produce,



willfully blind management, unreasonable policies and procedures, difficulty balancing family

and work, and increased health benefit costs.

As employers try to address employee turnover and job satisfaction issues, they must first

determine what the issues are. Several companies have convened focus groups and conducted

employee-satisfaction surveys to find out how their employees feel and to determine what they

can do to make their employees happy.

There are also a number of independent organizations that conduct employee surveys to gather

this information. One such organization is the Families and Work Institute

(www.familiesandwork.org), a nonprofit research center "that provides data to inform

decision-making on the changing workforce and workplace, changing family and changing

community. Founded in 1989, FWI is known for ahead of the curve, non-partisan research into

emerging work-life issues; for solutions-oriented studies addressing topics of vital importance

to all sectors of society; and for fostering connections among workplaces, families, and

communities."

Every five years FWI conducts the National Study of the Changing Workforce (NSCW), a

nationally representative sample of employed workers designed to collect and compile

information on the work and personal/family lives of the U.S. workforce. The study is widely

used by policy makers, employers, the media, and all those interested in the widespread

impacts of the changing conditions of work and home life.

The 2002 NSCW showed a slight increase from 1992 in the number of companies that offer

work-life supports on the job—both specific benefit entitlements and less formal policies and

practices. Despite this, the survey showed a large increase in the number of employees with

families who felt there was interference between their jobs and their family lives, than

employees 25 years ago. The NSCW also found "the importance of supportive work-life

policies and practices, such as flexible work arrangements, is clear—when they are available,

employees exhibit more positive work outcomes, such as job satisfaction, commitment to

employer, and retention, as well as more positive life outcomes, such as less interference

between job and family life, less negative spillover from job to home, greater life satisfaction,

and better mental health."

What does this mean to the employer? As more companies start to realize that a happy

employee is a productive employee, they have started to look for ways to improve the work

environment. Many have implemented various work-life programs to help employees,

including alternate work arrangements, onsite childcare, exercise facilities, relaxed dress codes,



and more. Quality-of-work life programs go beyond work/life programs by focusing attention

less on employee needs outside of work and realizing that job stress and the quality of life at

work is even more direct bearing on worker satisfaction. Open communications, mentoring

programs, and fostering more amicable relationships among workers are some of the ways

employers are improving the quality of work life.

ADRIENNE E. EATON, MICHAEL E. GORDON, and JEFFREY H. KEEFE:-

Based on an analysis of data from a 1987 survey of four different bargaining units within the

same local union, the authors conclude that union members who participated in Quality of

Work Life (QWL) programs were less likely than nonparticipants to view QWL as a threat

to the union and also more loyal to the union. Another finding, however, is that the perceived

effectiveness of the grievance procedure was a much stronger determinant of attitudes toward

the union than was participation in QWL programs—leading the authors to speculate that

one way for unions to strengthen their ties with their members might be to improve the

effectiveness of the grievance procedure.

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) listed what they described as typical indicators of quality of working

life, including: job satisfaction, job involvement, work role ambiguity, work role conflict, work

role overload, job stress, organisational commitment and turn-over intentions. Baba and Jamal

also explored routinisation of job content, suggesting that this facet should be investigated as

part of the concept of quality of working life.

Chapter No. - 4

THEORETICAL FRAME



QUALITY OF WORK LIFE

It is almost impossible today to pick up a newspaper of news-magazine without finding a

reference to quality of work/working life. In the search for improved productivity, manager and

executives alike are discovering the important contribution of QWL. QWL entails the design of

work systems that enhance the working life experiences of organizational members, thereby

improving commitment to and motivation for achieving organizational goals. Most, often, thishas been implemented through the design of jobs that afford workers more direct control over

their immediate work environment.

According to J.L Ioyd Suttle 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. More specifically, QWL may be set into operation in terms of employees

perceptions of their physical and psychological well-being at work. It includes virtually every

major issue that labor has fought for during the last two decades.

The Human Resource Department’s Role

The role of human resource department in QWL efforts varies widely. In some organizations,

top management appoints an executive to ensure that QWL and productivity efforts occur

throughout the organization. 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 organizations, the department is responsible

for initiating and directing the firm’s 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.

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

satisfaction.



Humanised Work through QWL

One option was to re-design jobs to have the attributes desired by people, and re-design

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 humanised 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.

Major Issues in QWL

Jerome M Rosow, president of the Work in American Institute, has identified seven critical

factors which will affect the quality of work life during the years ahead. These are pay,

employee benefits, job security, alternative work schedules, occupational stress, participation

and democracy in the workplace.

Pay

QWL must be built around an equitable pay programs. In future more workers may want to

participate in the profits of the firm.

Benefits

Since workers are now better organized, educated and vociferous, they demand more from the

employers all over the world-apart from the pay-in the form of social security and welfare

benefits as matter of right which were once considered a part of the bargaining process.

Job Security

Conditions in the work environment must be created by the employer which will give all theemployees freedom from fear of losing their jobs. A system must be created in which there are



healthy working conditions with optimum financial security. The points stressed above are

essential to improve the QWL in organizations.

Alternative Work Schedules

With a view to tackle job boredom, modern organizations have been experimenting with

several forms of alternate work schedules such as four-day work week, flexi-time and part-time

work. Compressed work week is a work schedule in which a trade is made between the number

of hours worked per day, and the number of days worked per week, or order to work the

standard length hours-four days, 10 hours each day or three days, 12 hours each day are

examples of the QWL schedule. In India this is being implemented by a few companies

successfully. Managers of large manufacturing organizations report substantial savings by

reducing start-up time and increasing energy conservation as well as the savings typically

gained from increased employee morale, where the four-day work week, the oldest alternative

work schedule, is utilized. With the condensed workweek, the employees gain no control over

when he will work. In contrast, flexible working hours or a flexi- time schedule gives such

control to an employee. Typically, the organization defines a core time (10 a.m-3p.m) during

which all employees are expected to work, and then allows a range of time before and after this

core period from which employees can decide their own arrival and quitting times, thus

offering a real opportunity to reconcile personal and organizational demands. The reported

success rate of flexi-time programs is impressive. Increased productivity, lower unit labor

costs, and improved morale have been attributed to flexi-time. In the past decade, part-time

work-especially in developed countries-has become a very popular innovative work scheduling

alternative. The tremendous influx of women into the job market has increased the supply of

part-timers as have family members looking for second incomes to keep pace with inflation. At

the same time, managers have begun to realize the benefits-higher enthusiasm and lack of

boredom which part-time employees bring to specialized jobs.

DIMENSIONS OF QWL AND CRITERIA FOR MEASURING QWL

(i) Adequate and Fair Compensation

There are different opinions about the adequate compensation. The committee on Fair Wagesdefined fair wage as “ the wage which is above the minimum wage but below the living age.”



(ii) Safe and Healthy Working Conditions

Most of the organisations provide safe and healthy working conditions due to humanitarian

requirements and/or legal requirements. In fact, these conditions are a matter of enlightened

self-interest.

(iii) Opportunity to Use and Develop Human Capabilities

Contrary to the traditional assumptions, QWL is improved the extent that the worker can

exercise more control over his or her work, and the degree to which the job embraces an entire

meaningful task “but not a part of it. Further, QWL provides for opportunities like autonomy in

work and participation in planning in order to use human capabilities.

(iv) Opportunity for Career Growth

Opportunities for promotions are limited in case of all categories of employees either due to

educational barriers or due to limited openings at the higher level. QWL provides future

opportunity for continued growth and security by expanding one’s capabilities, knowledge and

qualifications.

(v) Social Integration in the Work Force

Social integration in the work force can be established by creating freedom from prejudice,

supporting primary work grq a sense of community and inter-personnel openness, legalitariani

and upward mobility.

(vi) Constitutionalism in the Work Organisation

QWL provides constitutional protection to the employees only to the level of desirability as it

hampers workers. It happens because the management’s action is challenged in every action

and bureaucratic procedures need to be followed at that level. Constitutional protection is

provided to employees on such matters as privacy, free speech, equity and due process.

(vii) Work and Quality of Life

QWL provides for the balanced relationship among work, non- work and family aspects of life.

In other words, family life and social life should not be strained by working hours including

overtime work, work during inconvenient hours, business travel, transfers, vacations, etc.

(viii) Social Relevance of Work

QWL is concerned about the establishment of social relevance to work in a socially beneficial

manner. The workers’ self-esteem would be high if his work is useful to the society and the

vice versa is also true.

SPECIFIC ISSUES AND STRATEGIES IN QWL



Trade unions claim that they are responsible for the improvement in various facilities to

workers whereas management takes credit for improved salaries, benefits and facilities.

However, P/HR manager has (identified) specific issues in QWL besides normal wages,

salaries, fringe benefits, etc. and takes lead in providing them so as to maintain higher order

QWL. IKlott, Mundick and Schuster suggested 11 major QWL issues. They are:

(I) Pay and Stability of Employment

Good pay still dominates most of the other factors in employee satisfaction. Various alternative

means for providing wages should be developed in view of increase in cost of living index,

increase in levels and rates of income tax and profession tax. Stability to a greater extent can be

provided by enhancing the facilities for human resource development.

(II) Occupational Stress



Is a condition of strain on one’s emotions, thought process and physical condition. Stress is

determined by the nature of work, working conditions, working hours, pause in the work

schedule, worker’s abilities and nature and match with the job requirements. Stress is caused

due to irritability, hyper excitation or depression, unstable behaviour, fatigue, uttering,

trembling psychometric pains, smoking and drug abuse. Stress adversely affects employee

productivity. The P/HR manager, in order to minimize the stress, has identify , prevent and

tackle the problem. He may arrange the treatment of the problem with the health unit of the

company.

(iii) Organisational Health Programmes

Organisational health programmes aim at educating employees about health problems, means

of maintaining and improving of health, etc. These programmes cover drinking and smoking

cessation, hypertension control, other forms of cardiovascular risk reduction, family planning,

etc. Effective implementation of these programmes result in reduction in absenteeism,

hospitalization, disability, excessive job turnover and premature death. This programme should

also cover relaxation, physical exercise, diet control, etc.

(iv) Alternative Work Schedules Alternative work schedules including work at home, flexible

working hours, staggered hours, reduced work week, part-time employment which may be

introduced for the convenience and comfort of the workers which offers the individual the

leisure time, flexible hours of work is preferred.

(v) Participative Management and Control of Work

Trade unions and workers believe that workers’ participation in management and 1e improves

WL. Workers also feel that they have control their work, use their skills and make a real

contribution to the job if they are allowed participate in creative and decision-making process.

(vi) Recognition

Recognising the employee as a human being rather than as a labourer increases the QWL

Participative management, awarding the rewarding systems, congratulating the employees for

their achievement, job enrichment, offering prestigious designations to the jobs, providing

well-furnished and decent work places, offering membership in clubs or association, providing

vehicles, offering vacation trips are some means to recognise the employees.

(vii) Congenial Worker-Supervisor Relations



Harmonious supervisor-worker relations gives the worker a sense of social association,

belongingness, achieve of work results, etc. This in turn leads to better QWL.

(viii) Grievance Procedure

Workers have a sense of fair treatment’ when the company gives them the opportunity to

ventilate their grievances and represent their case succinctly rather than settling the problems

arbitrarily.

(ix) Adequacy of Resources

Resources should match with st4ted objectives, otherwise, employees will not be able to attain

the Objectives. This results in employee dissatisfaction and lower QWL.

(x) Seniority and Merit in Promotions

Seniority is generally taken as the basis for promotion in case of operating employees. Merit is

considered as the basis for advancement for managerial people whereas seniority is preferredfor promotion of ministerial employees. The promotional policies and activities should be fair

and just in order to ensure higher QWL.

(xi) Employment on Permanent Basis

Employment of workers on casual, the probationary basis gives them a sense of insecurity. On

the Other hand, employment on permanent basis gives them security and leads to higher order

QWL.

(xii) Self-managed Work Teams

These are also called autonomous work groups or integrated work teams. These work teams are

formed with 10 to 20 employees who plan, co-ordinate and control the activities of the

Team with the help of a team leader who is one among them. Each team performs all activities

including selecting their people. Each team has authority to make decisions and regulate the

activities. The group as a whole is accountable for the success or failure. Salaries are fixed both

on the basis of individual and group achievement.

STRATEGIES FOR IMPROVEMENT OF QWL

The strategies for improvement in quality of work life include self-managed work teams,

redesign and enrichment, effective leadership and supervisory behaviour, career development,



alternative work schedules, job security, administrative orgastisational and participating

management.

(i) Self-managed Work Teams

These are also called autonomous work groups or integrated work teams. These work teams are

formed with 10 to 20 employees who plan, co-ordinate and control the activities of the team

with the help of a team leader who is one among them. Each team performs all activities

including selecting their people. Each team has authority to make decisions and regulate the

activities. The group as a whole is accountable for the success or failure. Salaries are fixed both

on the basis of individual and group achievement.

(ii) Job Redesign and Enrichment

Narrow jobs can be combined into larger units of accomplishment. Jobs are redesigned with a

view to enriching them to satisfy higher order human needs.

(iii) Effective Leadership and Supervisory Behaviour

For effective leadership and supervisory behaviour ‘9-9’ style of managerial grid is suitable.

(iv) Career Development

Provision for career planning, communicating and counselling $he employees about the career

opportunities, career path, education and development and for second careers should be made.

(v) Alternative Work Schedules

Provision for flexible working hours, part-time employments, job- sharing and reduced work

week should be made.

(vi) Job Security

This tops the employees’ list of priorities. It should be adequately taken care of.

(vii) Administrative or Organisational Justice

The principles of justice, fair and equity should be taken care of in disciplinary procedure,

grievance procedures, promotions, transfers, demotion, work assignment, leave, etc.

(viii) Participative Management



Employees should be allowed to participate in management participative schemes which may

be of several types. The most sophisticated among them is quality circle. Implementation of

these strategies ensures higher level of quality of work life.

QUALITY OF WORK LIFE AS HR STARTEGY – AN ANALYSIS

Today’s workforce consists of literate workers who expect more than just money from

their work.

In the modern scenario, QWL as a strategy of Human Resource Management is being

recognised as the ultimate key for development among all the work systems, not merely as a

concession. This is integral to any organization towards its wholesome growth. This is

attempted on par with strategies of Customer Relation Management.

Strategy and Tactics

Over the years, since industrial revolution, much experimentation has gone into exploiting

potential of human capital in work areas either explicitly or implicitly. Thanks to the revolution

in advanced technology, the imperative need to look into QWL in a new perspective is felt and

deliberated upon. Major companies are tirelessly implementing this paradigm in Human

Resources Development (some call it People’s Excellence). Globalisation has lowered national

boundaries, creating a knowledge-based economy that spins and spans the world. Major

economies are converging technologically and economically, and are highly connected at

present moment. The new global workplace demands certain prerequisites such as higher order

of thinking skills like abstraction system thinking and experimental inquiry, problem-solving

and team work. The needs are greater in the new systems, which are participative ventures

involving workers managed by so-called fictional proprietors.

Men Counted

In simple terms, all the above requirements can be easily achieved by providing improved

quality of work life to the workers available on rolls. Workers are often referred to as teams or

groups in general parlance and whatever the do go to the credit of the teamwork. The concept

of teamwork has evolved from the organized toil that has its own social dimensions. Good

teams can hardly be imported from outside. They usually occur as an indigenous incidence at

the workplace and nurturing the same over time is the responsibility of management. Here, it

may also be discerned that the composition of available workers in no more a local

phenomenon as in the past. Mobility is caused by migration beyond culture barriers and



isolation, relocation and globalizes deployment. This phenomenon has become universal and is

causing great changes in the work environment at factories as well as offices. The new influx

of skilled workers seeking greener pastures is even questioning the skills of new employers and

thereby restructuring the new environs on par with those of best in the world, unwittingly

though.

Money Matters

For good QWL, cash is not the only answer. Today, the workers are aware of the job

requirements of job as also the fact that the performance of the same is measured against the

basic goals and objectives of the organization and more importantly, wages are paid according

to the larger picture specific to the industry and the employer’s place in the same. The

increased share of workers in wages and benefits through legislation as well as competitive

interplay of superior managements in various fields of industry and business on extensive

levels has reshaped the worker’s idea of quality of work life. Moreover, other things beingequal, the employers are increasingly vying with their rivals in providing better working

conditions and emoluments. This may be owing to many reasons besides the concern for the

human angle of workers, like the employer’s tendency to climb on the bandwagon, to reap to

the desired dividends or to woo better talent into their fold as skill base addition and other non-

economic inputs like knowledge bases. Doubtlessly, the increased tendency of recruiting

knowledge bases is giving the modern managements payoffs in myriad ways. Some of them

are intended potentials for product innovations and cost cuttings. Talking of product, it may

appear far-fetched to some that product is being assessed in the market for its quality and price

by the environment created in the areas where workers and customers are dealt and transact,

like ambience in facilities / amenities as also the company’s pay scales. This goes to prove that

QWL of manufacturer / service provider is synonymous with the quality of product.

Non-economic – ‘Job Security’

The changing workforce consists of literate workers who expect more than just money from

their work life. Their idea of salvation lies in the respect they obtain in the work environment,

like how they are individually dealt and communicated with by other members in the team as

well as the employer, what kind of work he is entrusted with, etc. Some of these non-economic

aspect are: Self-respect, satisfaction, recognition, merit compensation in job allocation,

incompatibility of work conditions affecting health, bullying by older peers and boss, physical

constraints like distance to work, lack of flexible working hours, work-life imbalances,

invasion of privacy in case of certain cultural groups and gender discrimination and drug



addiction. One or more of the problems like above can cast a ‘job-insecurity’ question, for no

direct and visible fault of the employer. Yet, the employer has to identify the source of workers

problems and try to mitigate the conditions and take supportive steps in the organization so that

the workers will be easily retained and motivated and earn ROI. The loss of man-hours to the

national income due to the above factors is simply overwhelming.

Employer should install in the worker the feeling of trust and confidence by creating

appropriate channels and systems to alleviate the above shortcomings so that the workers use

their best mental faculties on the achievement of goals and objectives of the employer. To cite

some examples, employers in certain software companies have provided infrastructure to train

the children of workers in vocational activities including computer education, so that the

workers need not engage their attention on this aspect. Employee care initiatives taken by

certain companies include creation of Hobby clubs, Fun and Leisure Clubs for the physical and

psychological well-being of workers and their families. After all, the workers are inexorably

linked to the welfare of their families, as it is their primary concern. Dual income workers,

meaning both spouses working are the order of the day. The work life balance differs in this

category and greater understanding and flexibility are required with respect to leave,

compensation and working hours in the larger framework.

Teamwork

Teamwork is the new mantra of modern day people’s excellence strategy. Today’s teams are

self-propelled ones. The modern manager has to strive at the group coherence for commoncause of the project. The ideal team has wider discretion and sense of responsibility than

before as how best to go about with its business. Here, each member can find a new sense of

belonging to each other in the unit and concentrate on the group’s new responsibility towards

employer’s goals. This will boost the coziness and morale of members in the positive

environment created by each other’s trust. Positive energies, free of workplace

Anxiety, will garner better working results. Involvement in teamwork deters deserters and

employer need not bother himself over the detention exercises and save money on motivation

and campaigns.

Boss Factor

Gone are the days when employers controlled workers by suppressing the initiative and

independence by berating their brilliance and skills, by designing and entrusting arduous and

monotonous jobs and offer mere sops in terms of wages and weekly off. Trust develops whenmanagers pay some attention to the welfare of the workers and treat them well by being honest



in their relations. The employer should keep in mind that every unpaid hour of overtime the

worker spends on work is an hour less spent with the family. New performance appraisals are

put into vogue to assess a worker’s contribution vis-à-vis on employer’s objectives and to find

out the training and updating needs and levels of motivation and commitment. As observed in

some advanced companies, the workers themselves are drawing their benefits by filing

appraisal forms and drawing simultaneously the appropriate benefits by the click of the mouse

directly from their drawing rooms, courtesy e-HR systems. In addition, there are quite a

number of channels for informal reviews. Feedback on worker’s performance, if well

interpreted and analyzed, could go a long way in improving ethics at workplace.

Involvement and Communication

Multi- skilling and exposing workers to different lines of activity in the unit indirectly leads to

the greater involvement and better job security of worker in the organization. The employer

too, can make use of the varied skills to any altered situations of restructuring and other marketadaptations. Thus, the monotony of work life can be alleviated. The employer, armed with the

depth of cross-trained human resources, need not go hunting for new talent and thus save on the

unspent pay packets, which can be spent usefully on the amenities for workers. No doubt,

rivals should be envying him for this edge. The change should be apparent in mutual trust and

confidence towards effective understanding of the needs of worker and employer. The new

knowledge-based workers are mostly young in the fields of technology and management. They

are more forthcoming in trusting the boss and older peers. Now, all modern managements are

cognizant of the innate desire of workers to be accepted as part of the organization for identity

and other social reasons. Effective dialogue is put into play between management and those

who execute through well-organized communication channels paving the way for improved co-

operation and participation on emotional level. The decision making level is nose diving to the

floor level manager, where The poor guy has to think of n number of quick decisions on behalf

of the organization. Unless the team is behind and involved with commitment, the manager

cannot implement the new tasks in production, distribution, people’s excellence, customer

relations, etc., thanks to the ‘e’ factor prefixed to the names of majority of departments.

Logically, harmony plays its part in cost efficiency. Successful managers are those who listen

to their workers.

Influences

Overwork is tolerated in emerging industries unlike government departments as part of the

game and work culture. This is so, what with the soaring competition among the tightly

contested players. The point is empowerment of workforce in the area of involvement. All said

and one, the workers are considered as the invisible branch ambassadors and internal customers



in certain industries. It is evident that most of the managements are increasingly realizing that

quality alone stands to gain in the ultimate analysis. Restructuring the industrial relations in

work area is the key for improving the quality of product and the price of the stock. Without

creating supportive environment in restructured environment, higher quality of work cannot be

extracted. It is already high time the older theories of industrial relations should be unlearnt.

BALANCING THE WORK AND LIFE OF YOUR EMPLOYEES:-

Researches indicate that balanced work-life can lead to greater employee productivity. With

the progressive shift of the economy towards a knowledge economy, the meaning and

Importance of tile quality of work life is also assuming a new significance. The article details

the factors that should be tuned to attain balance between work and life of an employee.

You must have both love and work in your life to make you healthy. Don't you agree? Well,

this is what Sigmund Freud had said decades ago for healthy workers. Family is an essential

ingredient for the love that exists in the life of the employees. But are the corporates structuring

the work patterns so as to ensure the necessary balances? Are the corporates providing

opportunities to their employees to spend quality time in their personal lives? Many researchers

indicate that maintaining a good balance in work and life has become a priority for the

corporates in the developed nations. At the dawn of industrialisation, the needs and priorities

of employees were at the lower end of Maslow’s need hierarchy pyramid. The priority was

given more to physical and material security. However, with rapid cultural

And economic developments, the priorities outside job became very different. Employees

started looking for higher and meaningful quality of life as a result of the outcomes of their

work. After all, what are they working for? A good happy and a decent life. With the

increasing shift of the economy towards knowledge economy, the meaning and importance of

the quality of work life is also assuming a new significance. Today, the connotation of the term

'work' has also become different. It has more to do with the intellectual exercise than physical

labour. As a result, the corporates need to streamline and restructure their work schedules in

order to bring about a balance in work life of their employees. Understanding and managing the

levels and complexities of diverse motivational needs is another area, which requires careful

attention from the corporates to bring about work-life balance. Benefits of improving

work-life balance

Aiding employee recruitment and retention



More employees may stay on in a job, return after a break or take a job with one company

over another if they can match their other needs better with those of their paid work.

This results in savings for the employer – avoiding the cost of losing an experienced worker

and recruiting someone new.

Employers who support their staff in this way often gain the bonus of loyalty from those

staff.

The British Work-Life Balance Study 2000, including a representative survey of 2500

workplaces, found that 58 per cent of employers thought that work-life balance practices

had improved staff motivation and commitment, and 52 per cent thought labour turnover

and absenteeism were lower, and that they helped retain female employees. The Australian

2002 Benchmarking Study found that organisations implementing work-life strategies and

evaluating them observed reduced turnover, absenteeism, and increased return from

parental leave.

Reducing absenteeism

Many companies that have introduced family-friendly or flexible working practices have

seen benefits through reductions in absenteeism. Sickness rates may fall as pressures are

managed better, while employees may have better methods of dealing with work-life

conflicts than taking unplanned leave.

Workers (including their managers) who are healthy and not over-stressed may be more

efficient.

Improving the quality of people's working lives

Minimising work-life role conflict can help prevent role overload and help people have a

more satisfying working life, fulfilling their potential both in paid work and outside it.

Work life balance can minimise stress and fatigue at work, enabling people to have safer

and healthier working lives. Workplace stress and fatigue can contribute to injuries at work

and at home.



Self-employed people control their own work time to some extent. Most existing

information on work-life balance is targeted at those in employment relationships.

However, the self-employed too may benefit from maintaining healthy work habits and

developing strategies to manage work-flows which enable them to balance work with other

roles in their lives.

Matching people who wouldn’t otherwise work with jobs

Parents and carers, people with disabilities and those nearing retirement are among those

who may increase their workforce participation if more flexible work arrangements are

possible. Employment has positive individual and social benefits beyond the financial

rewards.

Employers may also benefit from a wider pool of talent to draw from – this is particularly

to their benefit when skill shortages exist.

The Baseline Study of Work-Life Balance Practices in Great Britain found that there was

strong demand amongst lone parents, carers and disabled people for flexible working time

arrangements.

Benefiting families and communities

In a situation of conflict between work and family, one or other suffers. Overseas studies

have found that family life can interfere with paid work, and the reverse. At the extreme, if

family life suffers this may have wider social costs.

Involvement in community, cultural, sporting or other activities can be a benefit to

community and civil society at large. For instance, voluntary participation in school boards

of trustees can contribute to the quality of our children's education. While such activities

are not the responsibility of individual employers, they may choose to support them

actively, since community activities can demonstrate good corporate citizenship, as well ashelping develop workers' skills which can be applied to the workplace.

The benefits gained by organisations who have introduced flexible employment

practices include:

- An edge over rivals in recruiting the best people;

- Lower staff turnover;

- Improved reputation and corporate image;

- Increased numbers returning to work after maternity leave;- A wider pool of talent from which to promote;



- Flexibility to meet emergencies, crises or unpredictable demand;

- Tasks organised around work rather than work around rigid job

definition and processes;

- Strengthened loyalty;

- A more satisfied, happier team;

- Reduced stress levels;

- Less sickness and unscheduled absence;

- Improved time keeping;

- Better return on investment in training.

Universally adopted policies and practices of work life balance

1. Part Time Working

Usually defined as less than 30 hours per week. Hours may be worked over any number of

days.

Benefits Points to consider

Allows cover for busy periods

part-time working regulations

extend the rights of part-timeworkers more in line with those of

full time staff

popular option for women

returning from maternity leave

can increase overall staff numbers

and therefore training costs and

fixed overheads

negative associations with low

pay/low status



2. Flexi-time

Workers choose the hours they work within defined limits. Usually there are set 'core' times for

attendance and controls over the maximum credit or debit hours which can be built up and

carried over a period of time


can help with travel difficultiesneeds to be well

Organized/managed

can help reduce absencerequires a degree of self

management

enables company to extend the

hours when a service can be

provided

working times can be adjusted

to meet peaks/troughs

Improved time keeping

3. Annualised Hours

Agreed weekly hours are replaced by an annual hour’s arrangement and a forward working

pattern of rostered and reserve hours. By agreement, reserve hours may be triggered at short

notice. Pay is usually set at a regular, guaranteed monthly sum.


1Increases flexibility to handle

seasonal fluctuations in demand

administratively complex to

design and operate

2allows parents and carers toarrange their working hours

around term time/school

holidays

implications of national

minimum wage legislation

3allows parents and carers to take

advantage of off peak holidays

4.Shift Swap



Simple working arrangements which allow employees to cover for colleagues and to take time

off without using up holiday allowance.


1 reduces absenteeism requires central administration

2reduces time taken off for

sickness

5. Tele-working or Flexi place

An arrangement in which employees work from home or an external location and may

communicate via a computer link.

6. Job Share

Two, or more, people divide responsibility for one full time job.


1 reduces overheads issues of supervision

2 better retention of staff with

caring responsibilitiesissues of communication

3 higher productivity requires self management

4Increases pool of potential

recruits

implications of national minimum

wage legislation


1` adds to the expertise available

may add to management

responsibilities

2Improves information sharing

and joint workingincreases training/fixed costs

3can sustain higher productivity

over a shorter working week

requires good communication

between sharers and their

managers



7. Family Leave

Arrangements which support new parents through enhanced maternity leave allowance,

paternity leave, adoption leave, family emergency. May include time off for moving home,

family marriage, and bereavement.

8. Workplace Childcare Facilities

Arrangements which may include on site nursery, out of school 'club', or holiday play scheme

offering places to employees. Baby feeding/changing stations may be provided.


1helps recruitment and retention

of key employees

arrangements must take account

of rights to parental leave

2 Increases loyalty




1 can utilise redundant premises

a viable option only for large

organisations or as part of a

partnership

2can simplify the journey to

childcare/work

many employees prefer childcare

near to home if work is at a

distance

3

can enable breast feeding to

continue after a mother has

returned to work

schemes must be registered with

local authorities and meet

statutory requirements

4highly visible symbol of

employer commitment

childcare providers are exempt

from VAT and cannot reclaim

VAT paid to their suppliers



Chapter No.5

Quality of Work Life in HFCL

TECHNIQUES USED BY HFCL TO IMPROVE QWL :-

Rewards and Recognition

The reward system is department wise, groups rewards are offered to the employees, which are

performance linked. These rewards are generally non-monetary such as picnics, vouchers etc.

The employee referrals are also linked to rewards i.e. when the candidates referred by the

employee joins the organization he is entitled to a certain amount of money as reward for

contributing the talent base of the organization. Employee of the month is declared, based on

the performance and the contribution of the employee towards the organization. The name and

details are put on the online site of HR.

Performance Appraisal system

Performance Appraisal (PA) refers to all those procedures that are used to evaluate the

personality, performance, potential, of its group members The company conducts quarterly

performance appraisals, which may not be linked with, raise in either salary or level. The 180-

degree appraisals are followed here.

Midterm appraisals for the purpose of raise are also conducted, but these are rare. The raise isgenerally given on an annual basis. The feedback from these appraisals, after the performance

and feedback discussions between the appraiser and appraise, is used as a tool to design

trainings and development programs for the employees.

Revised Designations and Bands at HFCL (Connect)

Designation Bands



CEO UC

COO G-1

VP/AVP G-2

GM/Head/DGM G-3

Sr.Manager G-4

Manager G-4

DY. Manager G-5

Assistant Manager G-5

Senior Executive G-6

Executive G-6

MT/GET G-6A

Sr.Technician/Technician/Jr.Technician T

Retention Policies

The company offers the Long-term service awards after the completion of five years of service

on the condition of an additional year of service. These awards are in form of cheque

depending upon the designation of the employee.

Exit Interviews

Exit interviews are taken by the Human Resource department after the form filling is done. The

main purpose of these interviews is to look out the room for development and improvement and

to basically finding the issues that concern people and drive them to take such drastic step.

RELATION & CO-OPERATION

Employee Engagement

A positive attitude held by the employee towards the organization and its values. An engaged

employee works with colleagues to improve performance within the job for the benefit of the

organization. The organization must work to develop and nurture engagement, which requires a

two-way relationship between employer and employee.



Employee engagement is a partnership between a company and its employees

Most organizations today realize that a satisfied employee is not necessarily the best employee

in terms of loyalty and productivity. It is only an ENGAGED EMPLOYEE who is

intellectually and emotionally bound with the organization who feels passionate about its Goals

and is committed towards its values thus he goes the extra mile beyond the basic job. Employee

engagement is a powerful retention strategy. An engaged employee gives his company his 100

percent. When employees are effectively and positively engaged with their organization, they

form an emotional connection with the company. Employee engagement is a barometer that

determines the association of a person with the organization. It is about creating the passion

among associates to do things beyond what is expected from him.

Mentor-Mentee relationship

In continuation of the HR initiatives to promote learning and provide the opportunity to

develop and encourage employees by enhancing their knowledge through learning, and ensure

the best practices of HR in the Company, the mentor policy has been designed in order to

ensure:

1. To assign the role as mentor to guide the new joinee to support him to his needs and

aspiration, encourage him to accept the new environment/challenge and overcome difficulties

and inspire him to reach his full potential of work & Job.

2. To design mentor program at functional level for further progression of the individual and

bring him to the expected role in the organization.

3. Create positive counselling relationship and climate of open communication, helps the

mentee to identify the problems and solution, Offer constructive feedback in a supportive way,

solicit feedback from mentee.

4. Making process to achieve the best learning and for development of individual to achieve

personal goal along with the growth of the organization.

Employee Engagement Activities at HFCL (Connect)-The employee Engagement activities

are undertaken at HFCL (Connect) to de-stress the employees and to get them together at a

common platform so that the employees feel a sense of belongingness to the company. The

Expense incurred on an activity at an average is Rs.4500 depending on the activity undertaken.



Fun Filled Activities

• Arm Wrestling – Arm Wrestling is a fun activity undertaken every month to de-stress

the employees. It has categories based on the gender and the weight of the individual.

There is no prize given to the winner but the participants are provided with the

refreshments like a banana and milk.

• Squeeze the Lemon – This Activity involves the participants to squeeze the maximum

lemons in a minute. The winner is awarded with a prize.

• Karaoke-Karaoke is aimed at letting people forget their inhibitions and sing with all

their heart in the presence of an audience of around hundred.

• Shooting Competition (Bull’s Eye)-This competition is held every two months and the

participants are challenged to aim at the Bull’s Eye. The winner is provided with a

trophy.

• Connect-i-Quest and Fun Train -Quiz contest involves 6 teams having two members

each .It tests participants on their general awareness. The winning is team is awarded

with a trophy.

• Birthday Bash – The Birthday Bash is thrown at the end of each month for all those

employees who had their birthday in that month.

Project Pustak

Under the ‘Project Pustak’, a self-help book is chosen and its review is E- mailed to all

the employees. Those interested in reading the book can request the soft copy of the book

from the ‘People and OD Team’.

Know your Management

This is an initiative to connect the employees with their top management. An E-mail

containing the likes and dislikes of the CEO, COO, VP and AVPs is sent to all the

employees, thus helping them to know their management better.

Connect Women Employees Network

This network has been created to deal with the problems faced by the women employees in

the organization .The female employees meet every month to discuss their issues and the

common issues faced by all female employees is taken to the higher management .For

instance, the need for flexi-timings was felt by most of the women in the organization and

the suggestion to introduce it was taken up to the HR Head.The main aim of the group will



make the first move in attracting ,developing and retaining women employees.CWEN

includes:

1. Create a balance work environment, thereby making connect as an employer of choice to

work with.

2. Help woman in their career lifecycle through support, group and policy thereby

enhancing retention.

3.Development and growth in terms of career enhancement in managerial and key

leadership roles, thereby maintaining their position at all level in the organization.

Orientation Programme

Orientation Programmes are designed to provide a new employee with the information he

or she needs to function comfortably and effectively in the organization .At HFCL,

orientation programmes are conducted every two months for the new employees to convey

them general information about the daily work routine ,a review of the history ,founding

fathers ,objectives, operations and product and services and a detailed brochure is handed

over to the employees of the organization’s policies ,work rules and employee benefits .The

Functional heads and the HR Heads meet and interact with the new hires to make the

employees feel ‘at home’ in the new environment.

Training and Development

Training and Development offer competitive advantage to a firm by removing performance

deficiencies, making employees stay long and meeting future employee needs.At HFCL,

training and developments programmes are organized to meet the training needs of the

employees. The functional heads request training for their employees in the area which

needs improvement. The training programmes are organized by the ‘People and OD Team’

with the help of the functional heads .External Faculty is invited in case the requirement is

not met by the internal resources.

Corporate Social Responsibility

Prayaas is the name given to the CSR activities undertaken by the Company.

The Company is involved in the following activities: -

• Blood Donation Camps are organized at each zone as a part of the CSR activities.

• Employees donate their old clothes for the needy.



Chapter No.-6

RESEARCH METHODOLGY

RESEARCH METHODOLOGY

Research is defined as human activity based on intellectual application in the investigation of

matter . The primary purpose for applied research is discovering, interpreting, and the

development of methods and systems for the advancement of human knowledge on a wide

variety of scientific matters of our world and the universe. Research can use the scientific

method, but need not do so.

Research Methodology is defined as highly intellectual human activity used in the

investigation of nature and matter and deals specifically in manner in which data is collected,

analysed and interpreted.

• Sample unit: - individual.

• Sampling type: - random sampling.

• Sample size: - 30 respondents.

• Area of study: - HFCL INFOTEL LTD., Mohali

METHODS OF DATA COLLECTION

There are mainly two types of sources of data: -

1) Primary data.2) Secondary data

PRIMARY DATA: Primary data are those, which are collected afresh and for the first time,

and happen to be original in character. It is basically the live data, which is collected on fieldwhile doing calls with the customers and shown them list of question for which responses arerequired.

SOURCES: Main sources for the primary data are questionnaires, experiments, surveys and

interviews.

SECONDARY DATA: Secondary data are those, which have already been collected by

someone else and which have already been passed through the statistical process.

SOURCES: Books, magazines, newspapers, Internet from different websites and brochures.

For my project I have used both primary and secondary source of data from Internet.

http://en.wikipedia.org/wiki/Human

http://en.wikipedia.org/wiki/Intellectual

http://en.wikipedia.org/wiki/Matter

http://en.wikipedia.org/wiki/Applied_research

http://en.wikipedia.org/wiki/Discovery_(observation)

http://en.wikipedia.org/wiki/Interpretation_(logic)

http://en.wikipedia.org/wiki/Research_and_development

http://en.wikipedia.org/wiki/Knowledge

http://en.wikipedia.org/wiki/Epistemology

http://en.wikipedia.org/wiki/Scientific_method


http://en.wikipedia.org/wiki/Human

http://en.wikipedia.org/wiki/Intellectual

http://en.wikipedia.org/wiki/Matter

http://en.wikipedia.org/wiki/Applied_research

http://en.wikipedia.org/wiki/Discovery_(observation)

http://en.wikipedia.org/wiki/Interpretation_(logic)

http://en.wikipedia.org/wiki/Research_and_development

http://en.wikipedia.org/wiki/Knowledge

http://en.wikipedia.org/wiki/Epistemology





TOOLS AND TECHNIQUES

As no study could be successfully completed without proper tools and techniques, same with

my project. For the better presentation and right explanation I used tools of statistics and

computer very frequently. Basic tools, which I used for project are:

• Bar Charts.

• Pie charts.

• Tables.

• MS-Word

• MS-Excel

STATISTICAL TOOLS

I have used bar graphs and percentage method for data analysis in my project.

Chapter No.-7DATA ANALYSIS



WORK ENVIRONMENTTotal no. of respondents =30 1. Are you satisfied with your work environment?

WORKING

ENVIRONMENT

No. of Respondents Percentage

SATISFIED 15 50

UNSATISFIED 5 16.7

NO RESPONSE 10 33.3

Total 30 100

http://images.google.co.in/imgres?imgurl=http://www.atc.org.nz/trainme/courseInfo/ps_images/magnify.gif&imgrefurl=http://www.atc.org.nz/trainme/courseInfo/ps_index.htm&h=300&w=216&sz=28&tbnid=-HisW9ysChwJ:&tbnh=109&tbnw=79&start=5&prev=/images%25%20



Out of 30 respondents, 50% said that they are satisfied with their work place environment,

16.7% were unsatisfied, and rest did not respond. It shows that approximate 50 % of the

respondents are satisfied with their working environment.

2. How motivating is the work environment?

MOTIVATINGENVIRONMENT No. of Respondents Percentage

Extremely motivating 18 60

Fairly motivating 7 23.3

Neither motivating nor

demotivating

5 16.7

TOTAL 30 100



Out of 30 respondents, 60% said that the working environment is extremely motivating,

23.3% said the working environment is fairly motivating, and for 16.7%respondents itis neither motivating nor demotivating .

Organization culture and climate

3. Do the other departments in the company cooperate with each other?

Departments cooperate No. of Respondents Percentage

Yes 30 100

No 0 0

Total 30 100



This is one question on which all the respondents agree that other departments in the

company cooperate with each other.

Relation and co-operation

4. There is a harmonious relationship with our colleagues in HFCL

RELATIONSHIP No. of Respondents Percentage

Strongly Agree 8 26.7

Agree 18 60

Disagree 4 13.3

Strongly Disagree 0 0

Total 30 100



The above chart shows that only 26.7% respondents are strongly agree with that there isa harmonious relationship with their colleagues in HFCL. 60% respondents are agree,13.3% respondents are disagree.

5. Sense of belongingness increase with the cooperation.

BELONGINGNESS No. of Respondents Percentage


Agree 7 23.3

Disagree 5 16.7

Strongly Disagree 2 6.7

Total 30 100



53.3% respondents said that they are strongly agree that sense of belongingnessincrease with the cooperation,23.3% respondents are agree,16.7% respondents are

disagree,6.7% are respondents are strongly disagree.

Training and development6 .How far training programmers helps an employee to achieve the required skill for

performing the job efficiently?

TRAINING

PROGRAMMES


To great extent 20 66.7

To some extent 7 23.3

Rarely 3 10

Total 30 100



66.7% respondents feel that to great extent training programmes helps an employee toachieve the required skill for performing the job efficiently 23.3% feel that to someextent it helps an employee and for 10% respondents it rarely helps.

7. Do you think the training programmes helps in improving relationship among

employees?

TRAINING

PROGRAMMES


Yes 23 76.7

No 7 23.3

Total 30 100



76.7% respondents think that training programmes helps in improving relationship among

employees but 7% do not think so.

Compensation and Rewards:

8. Do you feel my organization will pay salary by considering responsibilities at work ?

Salary No. of Respondents Percentage


Agree 7 23.3

Disagree 6 20


Total 30 100



The above chart shows that 56.7% respondents are strongly agree that their organization

will pay salary by considering responsibilities at work ,23.3% respondents are agree , 20% are

disagree.

9. HFCL does a good job of linking rewards to job performance

Linking Rewards No. of Respondents Percentage


Agree 15 50

Disagree 5 16.7

Strongly Disagree 2 6.7

Total 30 100



26.7% respondents are strongly agree , 50% respondents are agree, 16.7% aredisagree,6.7% are strongly disagree that HFCL does a good job of linking rewards to

job performance .

Facilities:

10. Fringe benefits provided to you

Fringe Benefits No. of Respondents Percentage

Insurance 0 0

Retirement Benefit 0 0

Health check-up 0 0

All the above 30 100

Total 30 100



100% respondents said that all the Fringe benefits provided to themby the company.

11. Does the HFCL provide you the social security benefits?

Social Security No. of Respondents Percentage

Yes 25 83.3

No 5 16.7

Total 30 100



83.3% respondents are agree that HFCL provide them the social Security benefits rest are not

agree with this.

Job satisfaction and job security:

12. Do you feel comfortable and satisfied with your job?

Job No. of Respondents Percentage

Satisfied 18 60

Neutral 9 30

Dissatisfied 3 10

Total 30 100



60% respondents feel satisfied,10% dissatisfied,30% respondents shows the neutralresponse towards job satisfaction.

Freedom of work:

13. I feel that my work allows me to do in a particular area where I can do best.

Particular Area No. of Respondents Percentage


Agree 14 46.7

Disagree 6 20


Total 30 100



33.3% respondents are strongly agree that their work allows them to do in a particular

area where they can do best,46.7% are agree,20% are disagree.

Chapter No.-8FINDINGS OF THE STUDY

FINDINGS

1. Almost employees are well satisfied with the working conditions and thefacilities provided.

2. There is Connect Women Employees Network created to deal with the

problems faced by the women employees in the organisation which is one of the greatest

achievements by HFCL.

3. Large no. of employees feels comfortable and satisfied with their job.

4. I have found that HFCL fulfil almost all the needs of their employees.

5. Fringe benefits like insurance, retirement benefits and health check-up are also being

provided by the company for the betterment of their employees.

6. I found that this company has many positive aspects such as very open work culture,

transparency; knowledge centre etc. and some areas of improvement also exist.



Chapter No.-9

SUGGESTIONS & RECOMMENDATIONS

CONCLUSION

LIMITATIONS

SUGGESTIONS & RECOMMENDATIONS

1. After analyzing the data I have come to the conclusion that employers need to handle

employees in such a manner that employees don’t get frustrated with the stress and

overburdened of the work.

2. Facilities like food and transportation to be provided free, company has to provide more

growth opportunities to the workers.

3. Time to time job rotations and job incentives has to be provided.

4. Facilities like Health and yoga camps to provide on regular basis to make their worker

get rid of stress of work load.

5. Minimize unnecessary utilization of air condition, lightning and other item which in turn

help in cost reduction.

6. There should be harmonious relationship with employees and management .

7. Social responsibility should have to increase at professional level.

8. There can be some Organization Awareness programs that will help facilitate the

sentiment of belongingness among the employees towards the organization.



9.The Reward and Recognition system should be more structured. The

rewards and recognition offered to the employees are another way to motivate the employees

and increase their morale so as to improve the quality of work life.

10. The company must conduct an Employee Satisfaction Survey to gauge the expectations

from the job and the company and also to take his feedback on the existing policies and

practices.

CONCLUSION

The study concludes that quality of work life at HFCL can be improved with the

following:-

It is found that if the employees are provided with the better facilities and working

conditions then they can do their job effectively.

After analyzing the data I have come to the conclusion that employers need to handle

employees in such a manner that employees don’t get frustrated with the stress and

overburdened of the work.

The study was conducted among 30 employees and collected information through

structured questionnaire. The management showing their full efforts for the growth.

There is still some distance to go for the organizations. There is need for a greater emphasis

on career management and in managing employee expectations to improve the quality of

work life.



LIMITATIONS

1. The information provided by the employees is not definitely true.

2. The samples of employees are not representative of the total workforce.

3. The employees hesitate disclosing the true facts in order to secure their Job.

4. There is no measure to check out whether the information provided by the workers arecorrect or not.

5. The data was collected through questionnaire. The responds from the respondents maynot be accurate.

6. Since the organization has strict control, it acts as another barrier for getting data.

7. Another difficulty was very limited time-span of the project.

8. Lack of experience of Researcher.

BIBLIOGRAPHY

WEBSITES

www.google.com

www.hfclconnect.com

http://www.chrmglobal.com

www.ask.com

www.siescoms.edu

www.wikepidea.com

www.flipkart.com

BOOKS

Research Methodology- C.R Kothari

Personnel Management- C.B. Marmora and S.V. Gankar.

Human Resource and Personnel Management -K.Aswathappa

Company manual joining kit

http://www.google.com/

http://www.hfclconnect.com/

http://www.chrmglobal.com/

http://www.siescoms.edu/

http://www.google.com/

http://www.hfclconnect.com/

http://www.chrmglobal.com/

http://www.siescoms.edu/



Annexure &Questionnaire

QUESTIONNAIRE ON “QUALITY OF WORK LIFE”

Respected Madam/Sir,

As a part of my project I would like to gather some information from you which will

help me in an in-depth study of project. I would be obliged if you co-operate with me in

filling the questionnaire.

Please ‘Tick’ your choice

Work environment

1.Are you satisfied with your work environment?

a) Satisfied b) Dissatisfied

c) No Response

2. How motivating is the work environment?

b) Extremely motivating b) Fairly motivating

c) Neither motivating nor demotivating

Organization culture and climate:

3. Do the other departments in the company cooperate with each other?

a) Yes b) No

Relation and co-operation:

4. There is a harmonious relationship with our colleagues in HFCL.

a) Strongly agree b) Agree

c) Disagree d) Strongly disagree

5. Sense of belongingness increase with the cooperation.





Training and development:

6. How far training programmes helps an employee to achieve the required skill

for performing the job efficiently?

a)To great extent b) To some extent c) Rarely

7. Do you think the training programmes helps in improving relationship among

employees?

a) Yes b)No

Compensation and Rewards:

Do you feel...

8. My organization will pay salary by considering responsibilities at work



9. HFCL does a good job of linking rewards to job performance



Facilities:

10. Fringe benefits provided to you….

a) Insurance b) Retirement benefit

c) Health checkup d) All the above

11. Does the HFCL provide you the social security benefits?

a) Yes b)No



Job satisfaction and job security:

12. Do you feel comfortable and satisfied with your job?

a) Satisfied b) Neutral b) Dissatisfied

Freedom of work :

13. I feel that my work allows me to do in a particular area where I can do best.


b) Disagree d) Strongly disagree

Thank you for your kind co-operation

Project Shivani

Documents

Transcript of Project Shivani