Qualiy of Work Life Project Final

8/10/2019 Qualiy of Work Life Project Final

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CHAPTER 1

INTRODUCTION


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1.1 About the Industry Quality of Work Life is the existence of a certain set of organizational conditions or

practices. This definition frequently argues that a high quality of work life exists when

democratic management practices are used, employee s jobs are enriched, employees are treated

with dignity and safe working conditions exist.

Quality of Work Life refers to the level of satisfaction, motivation, involvement and commitment

individuals experience with respect to their lives at work.

Quality of Work Life is the degree to which individuals are able to satisfy their important

personal needs while employed by the firm. Companies interested in enhancing employees

Quality of Work Life generally try to instill in employees the feelings of security, equity, pride,

internal democracy, ownership, autonomy, responsibility and flexibility.

Work is an integral part of our everyday life, as it is our livelihood or career or business. On an

average we spend around twelve hours daily in the work place, that is one third of our entire life;

it does influence the overall quality of our life. It should yield job satisfaction, give peace of

mind, a fulfillment of having done a task, as it is expected, without any flaw and having spent the

time fruitfully, constructively and purposefully. Even if it is a small step towards our lifetime

goal, at the end of the day it gives satisfaction and eagerness to look forward to the next day.

FACTORS THAT INFLUENCE AND DECIDE THE QUALITY

OF WORK LIFE

1.Attitude

The person who is entrusted with a particular job needs to have sufficient knowledge, required

skill and expertise, enough experience, enthusiasm, energy level, willingness to learn new things,

dynamism, sense of belongingness in the organization, involvement in the job, inter personnel

relations, adaptability to changes in the situation, openness for innovative ideas, competitiveness,

zeal, ability to work under pressure, leadership qualities and team-spirit.


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2.Environment

The job may involve dealing with customers who have varied tolerance level, preferences,

behavioral pattern, level of understanding; or it may involve working with dangerous machines

like drilling pipes, cranes, lathe machines, welding and soldering machines, or even with animals

where maximum safety precautions have to be observed which needs lot of concentration,

alertness, presence of mind, quick with involuntary actions, synchronization of eyes, hands and

body, sometimes high level of patience, tactfulness, empathy and compassion and control over

emotions.

3.Opportunities

Some jobs offer opportunities for learning, research, discovery, selfdevelopment, enhancement

of skills, room for innovation, public recognition, exploration, celebrity-status and loads andloads of fame. Others are monotonous, repetitive, dull, routine, no room for improvement and in

every sense boring. Naturally the former ones are interesting and very much rewarding also.

4.Nature of Job

For example, a driller in the oil drilling unit, a diver, a fire-fighter, traffic policeman, train engine

driver, construction laborers, welder, miner, lathe mechanic have to do dangerous jobs and have

to be more alert in order to avoid any loss of limb, or loss of life which is irreparable; whereas a

pilot, doctor, judge, journalist have to be more prudent and tactful in handling the situation; a

CEO, a professor, a teacher have more responsibility and accountability but safe working

environment; a cashier or a security guard cannot afford to be careless in his job as it involves

loss of money, property and wealth; a politician or a public figure cannot afford to be careless,

for his reputation and goodwill is at stake. Some jobs need soft skills, leadership qualities,

intelligence, decision making abilities, abilities to train and extract work from others; other jobs

need forethought, vision and yet other jobs need motor skills, perfection and extreme carefulness.

5.People

Almost everyone has to deal with three set of people in the work place. Those are namely boss,

co-workers in the same level and subordinates. Apart from this, some professions need

interaction with people like patients, media persons, public, customers, thieves, robbers,


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physically disabled people, mentally challenged, children, foreign delegates, gangsters,

politicians, public figures and celebrities. These situations demand high level of prudence, cool

temper, tactfulness, humor, kindness, diplomacy and sensitiveness.

6.Stress Level

All these above mentioned factors are inter-related and inter-dependent. Stress level need not be

directly proportional to the compensation. Stress is of different types - mental stress/physical

stress and psychological or emotional stress. A Managing Director of a company will have

mental stress, a laborer will have physical stress, the psychiatrist will have emotional stress.

Mental stress and Emotional stress causes more damage than physical stress.

7.Career Prospects

Every job should offer career development. That is an important factor which decides the qualityof work life. Status improvement, more recognition from the Management, appreciations are the

motivating factors for anyone to take keen interest in his job. The work atmosphere should be

conducive to achieve organizational goal as well as individual development. It is a win-win

situation for both the parties; an employee should be rewarded appropriately for his good work,

extra efforts, sincerity and at the same time a lethargic and careless employee should be

penalized suitably; this will motivate the former to work with more zeal and deter the latter from

being so, and strive for better performance.

QWL THROUGH EMPLOYEE INVOLVEMENT

One of the most common methods used to create QWL is employee involvement. Employee

involvement (EI) consists of a variety of systematic methods that empower employees to

participate in the decisions that affect them and their relationship with the organization. Through

(EI), employees feel a sense of responsibility, even ownership of decisions in which they

participate. To be successful, however, EI must be more than just a systematic approach; it must become part of the organization s culture by being part of management s philosophy. Some

companies have had this philosophy ingrained in their corporate structure for decades .


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QWL programs can be evaluated on the basis of following points:

a . Fair compensation and job security

The economic interests of people drive them to work at a job and employee satisfaction depends

at least partially, on the compensation offered. Pay should be fixed on the basis of the work done,

responsibilities undertaken, individual skills , performance and accomplishments. Job security is

another factor that is of concern to employees. Permanent employment provides security to the

employees and improves their QWL.

b. Health is wealth

Organizations should realize that their true wealth lies in their employees and so providing a

healthy work environment for employees should be their primary objective.


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QUALITY OF WORKLIFE AT SCM PVT LTD.

Compensation and Benefits Policy SCM focused on compensation as being integral to our work and recognizing talent.

Philosophy

Salaries vary according to the various departments, designations, qualification, previous work

experiences and a successful, stable work record. Compensation for one particular job or

classification cannot be compared as being relative to any other.

Compensation Structure

Monthly compensation components include:

Gross salary

Annual Benefits

Retirement Benefits

Gross Salary includes:

Basic Salary

The Basic Salary is the remuneration that is paid to all employees based on position, rank and

performance. The basic is generally 40% to 45% of the Gross. Other allowances and perquisites

are linked to the basic salary.

Conveyance Allowance (CA)


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Conveyance Allowance is given to employees for the purpose of helping them meet the

expenditure incurred pertaining to conveyance in their performance of official duties. Generally

CA is 10% to 15% of Gross.

City Compensation Allowance (CCA)

CCA is an allowance payable, every month; to bear the day to day local expenses. This is fixed

at 10% of the Gross and shall be as indicated in their salary structure.

Other Allowance

Other Allowances is an additional allowance payable every month to employees and shall be as

indicated in their salary structure. OA is 5% of the Gross.

Annual Benefits:

Statutory Bonus: All employees of SCM Ltd are eligible to get a statutory bonus.

Performance Linked Variable Compensation: All employees are eligible to receive

8% on Basic annually. Variable Compensation (based on performance) every month after

confirmation.

Retention/Performance Bonus: All Employees are eligible for aRetention/Performance Bonus. This bonus is entirely at the discretion of the

company. This bonus is paid either annually or semi-annually depending on department

and designation.

Retirement Benefits include:

Gratuity: This is a statutory obligation to the employer to pay gratuity to the employee

who is completed 5 years of service and leaving the company.


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Provident Fund: The Provident Fund is a mandatory savings account made up of

contributions deducted from the emp loyee s salary monthly equal to 13.5% of base pay

and an equal amount of contribution by SCM Pvt ltd The combined amount is remitted

to the Provident Fund Account of the employee.

Other Benefits:

ESI: 1% to 2% on Gross is employee contribution and 4% to 5% on gross is employer

contribution. This deduction is applicable to employees whose gross is below Rs.7500.

Medical claim: The premium amount is shown as deduction to those employees whose gross is

above Rs.7500.

LTA: All employees who have completed 2 years in SCM Ltd, are eligible to claim LTA at 4%

to 5% of Basic.

Employee Benefits:

The following are the Existing Benefits/Best Practices at SCM Ltd:

1. ESI & PF Statutory benefits

2. Personal Accident Insurance to all the employees

3. Medical claim Policy up to 4 family members including employee (for people not

covered under ESI)

4. Subsidized Meal & Free hot/cold beverages

5. 9 Public Holidays & 2 Optional Holidays

6. Over time for working extra hours/weekly off s or holidays

7.

Extensive Departmental Training Programs8. Confirmation/Promotion notices to employees, in advance

9. Committees/Clubs/Competitions

10. Cultural Celebrations

11. Picnics/Outings


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12. HR mail ID for any sort of grievances, criticism & suggestions from employees

Separation from the Firm:

Not everyone who joins us will spend an entire career with our firm. Although separation from

the firm, like other times of transition, can be difficult at the time, we recognize the value of each person s decision.

Employee Initiated Separation/Resignation:

When the employee wishes to terminate his employment with the company, He/she needs to

inform manager. A written notice of your intention to leave and, if agreed, the date of your last

working day in the office must also be provided.

On receipt of the letter, the respective head of department will provide details of procedures,

which need to be completed prior to leaving the company. You will need to get the No-Dues

Certificate duly filled in and send it to the HR Department before your full and final settlement

will be done.

Company Initiated Separation/Termination:

Termination of service is a conscious act on the part of the company and generally results from adisciplinary action, except where it is the termination or non-renewal of a contract of

employment for a specific period. The HR, as directed by the Divisional Heads, will handle all

cases of termination of service and will ensure compliance with all legal formalities while

undertaking these actions.

Leave Policy:

There are 5 types of leaves at SCM Ltd:-

Casual Leave

Sick Leave

Earned Leave


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Maternity Leave

Paternity Leave

Employee Welfare Programs:

Keeping in mind the need to expand SCM Ltd cultural enthusiasm, initiativeness and employeeinteraction, in a defined manner, we have come up with various Clubs with the employees

taking charge of it.

The various clubs are as follows:

Cultural Club - It takes care of employee recreation and takes responsible for organizing

annual day cultural events.

Community Service Club By this we involve in many activities for social causes like

orphanage visits, Blood donation camps etc .


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1.2 COMPANY PROFILE

SCM Pvt Ltd- An Overview

SCM (P) Ltd. is one of the leading Advertising Outdoor Agencies engaged in the outdoors

publicity, providing Total Out Of Home Advertising Solutions to its numerous clients specially

in Delhi NCR on Main Roads, Railway stations, Bus stations and Airports through Hoardings,

Public utilities, Backlit Signage's, Neon signs, and advertisements panels inside and outside

metro trains, etc. SCM Pvt Ltd. Was established in year 2007.

Sai Communication And Marketing Pvt. Ltd. is your one-call resource for billboards in any

market. SCM is one of the leading Outdoor Advertising Agencies engaged in the outdoors

publicity, providing Total OOH Advertising Solutions to its numerous clients all over India and

specially in DELHI-NCR on Highways, Railway stations, Bus stations and Airports through

Hoardings, Public utilities, Back-lit Signage s, Neon signs, and advertisements panels inside and

outside roadways buses and metro trains, and many more out-of-home products to our clients.

When you need an advertising medium that s COST EFFECTIVE & LONG LASTING, and

that gives you the necessary reach and the frequency, think of Sai Communication And

Marketing Private Limited. We have the largest inventory at the lowest rates in every state andcity thanks to our strategic partnerships with numerous companies owning advertising channels,

which we in turn pass on to our valued clients.

Benefits


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Targets desired consumers demographically and geographically

Creates and reinforces brand awareness in the marketplace

Builds high-frequency with continuous presence

Stimulates sales near point-of-purchase locations

Combines creative impact of a bulletin with the reach and frequency of a poster program

Distribution

Customized programs can cover an entire market or pinpoint desired

consumer target groups

Rotary programs are offered in most Global Advertisers outdoor markets

SCM (P) L td.

Delivering engaged consumers in airports, railway stations, shopping malls, supermarkets and

out and about on the Delhi s road network, our media plays multiple audience targeting role s,

efficiently and effectively.

Our out-of-home options can work as a business channel, a newspaper, a TV screen or a glossy

magazine; they can launch a product, tell a story, persuade people to purchase and keep

consumers outdoors updated in real time.

To find out how our media can help you target and amplify a consumer message; and to discover more

about the communication channels we offer, simply choose the section that appeals to you the most, and

have a look round.

Vision Of SCM:


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"To be a leader in the advertising sector & deliverables while ensuring growth of employees and

creating value to clients."

Mission Of SCM:

To be the preeminent provider advertising and marketing services by consistently improving the

quality of our product; to add value for clients through innovation, foresight, integrity, and

aggressive performance; and serve with character and purpose that brings trust in customers.

CLIENTS OF SCM:

ABW Group

Aditya Builders

ACE Group

Amrapali Group

Bombay selections

Chabbra 555

Corona

Birla Sun Life Insurance, etc

Target of SCM:

Roadside

In the Delhi-NCR, Sai Communication And Marketing Pvt. Ltd. has an unbeatable presence in

all major Roads, Metro Stations, Airports, Bus Terminals and Malls.


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With more people spending more time out of home than ever before, and becoming harder to

reach through ot her media, advertising on the Delhi s busiest arterial routes and in the heart of

town centres offers the ideal to target this mobile hard-to-reach audience.

Reach an audience of millions daily with a national broadcast campaign, or build a bespoke

targeted network to suit your campaign objectives utilising our in-house planning tools.

From iconic brand building premium locations to always -on 6 -sheets on the busiest high

streets, we have a range of format to suit your campaign needs.

METRO AND AIRPORTSSCM has exclusive advertising rights in 22 Delhi Metro stations in densely populated areas, providing

advertisers with access to a large captive audience.


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2.1 LITERATURE REVIEW

QUALITY OF WORK LIFE

An infinite but enumerable field of concerns and therefore, the quality of life is treated as an

all- inclusive notion of life and living.

Who Needs Quality of Work Life?

We know that we just can't stop "working at it", discovering, creating and sharing new

stuff. We're all so busy psychologically; work has always been one of the most significant ofhuman experiences. But when for many people sex and relationships are troublesome since they

are often hazardous to our health work plays an even greater role in keeping us "out of trouble."

Regardless of how much we earn, most of us have some kind of agenda or work plan.

And with so many people opening a home and a cyber-office, with mounting levels of

technology-related stress, owner turned content. Many of us end up involved in more than one

job, which we feel compelled to get done, spending the greatest portion of our lives in what we

consider our workplace. So Quality of Work Life

(QWL) is not some notion of frivolous luxury. QWL is just as real and useful as virtual reality

itself. The brainchild of Quality of Work Life Services, Manhattan-based, woman-created

enterprise, QWL has been occupied by equally experienced, open-minded, goal-oriented

professionals men and women with a sense of proportion, future, humanity and humor. QWL

Services invites you to hang out at our expanding venues toward the overall enrichment of your

Work Life and toward access to healthier lifestyles.


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Objectives of Quality of Work Life :

To increase in individual productivity, accountability and commitment.

For better teamwork and communication. For improving the morale of employees.

To reduce organizational stress.

To improve relationships both on and off the job.

To improve the safety working conditions.

To provide adequate Human Resource Development Programs.

To improve employee satisfaction.

To strengthen workplace learning.

To better manage on-going change and transition.

To participate in management at all levels in shaping the organization.

Importance of Quality of Work Life:

Improved Quality of Work Life was not considered as important factor in India until recently as

there were important impending factors like resource deficiency, environmental threats and some

services of financial problems.

Quality of Work Life program has become important in work place for the following

reasons:

1. Increase demands at work

2. Loss of long term employee guarantees

3. The need for enhanced work place skills

4. Greater competition for talent

5. Increased women in work fore

Good quality of Work Life leads to an atmosphere of good impersonal relations and highly

motivated employees who strive for their development. Though monetary benefits still occupy

the first place in the cost of elements like physical working conditions, job restructuring and job


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re-designing, career development, promotional opportunities etc. are gaining importance

rapidly. As such, workers expect the management to improve all these facilities which thereby

improve Quality of Work life. If provided with good Quality of Work Life, employees

concentrate more on both individual as well as group development which in turn leads to overall

development.


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Katzell ET. Al (1975) viewed quality of work life more broadly as an individual s evaluation of

the outcome of the work relationship. They observed that a employee may be said to enjoy a high

quality of working life when he has positive feelings towards his job and its future prospects, is

motivated to stay on the job and performs well and feels his working life fits well with his

private life to afford him a balance between the two in terms of his personal values.

Walton (1973) suggested eight major conceptual areas for understanding quality of work life.

These were:-

adequate and fair compensation,

safe and healthy working conditions,

development of human competencies,

growth and security,

social integration, constitutionalization

total life space and

social reliance

Various other studies conducted on quality of work life include employment conditions,

employment security, income adequacy, profit sharing, equity and other rewards, employee

autonomy, employee commitment, social interaction, self- esteem, self- expression, democracy,

employee satisfaction, employee involvement, advancement, relations with supervisors and peers and job enrichment.

Runcie (1980) remarked that should an employee have positive perception of the quality of work

life in the company, he would further probably strive to further improve the working conditions,

increase production and quality products. The experiences of a fair number of organizations

indicate that a number of specific roles and structures and the support systems, must be in place

and functioning effectively in order that the quality of work life program remain viable grow,

involve, permeate the organizational culture and produce long term success and benefits. The

cross nation experiences amply demonstrate that improvement in quality of work life has

definite potential and scope in improving productivity (Ledford and Lawler, 1982)and overall

organizational effectiveness ( Buchanan and Boddy, 1982) as also reducing grievances,

turnover and absenteeism ( Goodman, 1980) and industrial accidents (Havolovic, 1991). Yet


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inspite of the plethora of research on the subject, the efforts on the part of researchers to identify

the factors of quality of work life in the Indian context have not been encouraging.

Hackman and Oldhams (1980) further highlight the constructs of QWL in relation to the

interaction between work environment and personal needs. The work environment that is able to

fulfill employees personal needs is considered to provide a positive interaction effect, whichwill lead to an excellent QWL. They emphasized the personal needs are satisfied when rewards

from the organization, such as compensation, promotion, recognition and development meet their

expectations. Parallel to this definition, Lawler (1982) defines QWL in terms of job

characteristics and work conditions. He highlights that the core dimension of the entire QWL in

the organization is to improve employees well -being and productivity. The most common

interaction that relates to improvement of employees well -being and productivity is the design

of the job. Job design that is able to provide higher employee satisfaction is expected to be more

productive. However, he accepted the fact that QWL is complex, because it comprises physical

and mental well being of employees.

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 to

eliminate hazardous working conditions, followed by the unionization movement in the 1930 s

and 1940 s were the initial steps in this direction. Emphasis was given to job security, due

process at the work place and economic gains for the worker. The 1950 s and the 1960 s saw the

development of different theories by psychologists proposing a positive relationship between

morale and productivity that improved human relations. Attempts at reform to acquire equal

employment opportunity and job enrichment schemes also were introduced. Finally in the 1970 s

the idea of Quality of Work Life was conceived which according to Walton, is broader than these

earlier developments and is something that must include the values that were at the heart of

these earlier reform movements and human needs and aspirations .

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

today s 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.


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Intrinsic versus Extrinsic Job Factors

Considerations in the distinction between intrinsic and extrinsic job factors, that have to do with

satisfaction with quality of work life, are described by Warr (1987), Deci and Ryan (1985),

Thomas and Velthouse (1990) and Snelders (1996). Extrinsic factors concern aspects of a job

that form the background or context to the task itself. It consists of activities that are externally

motivated by rewards and it is carried out only because of its effects. Examples of extrinsic job

factors are pay, working conditions, working hours, procedures and job security. Intrinsic factors

cover aspects inherent in the conduct of the job itself. It consists of activities that are intrinsically

motivating, meaning that they are rewarding by themselves. The intrinsic motivation would be

brought about by the feelings of competence and self-determination that someone experiences

while engaging in a task, also known as content satisfaction.

I ntr in sic Factors

After analyzing the data of international surveys, Thurman (1977) came to the conclusion that

the major causes of dissatisfaction lay in the continuing lack of responsibility, autonomy and

discretionary authority offered by most jobs, that results in limited opportunities to use

knowledge and abilities. He also discovered that the job aspects about which workers express the

least satisfaction and are frustrated with are career aspirations and the desire for interesting,

fulfilling work. These are all intrinsic facets of work as they are embedded in the work itself.

Social F actors

Since work and career are typically pursued within a framework of social organizations, the

nature of personal relationships becomes an important dimension of the quality of working life.

Organizational Cl imate

Organizational climate has been defined in terms of attributes, models, organizational context,

structure, values and norms, as well as different facets of organizational and subgroup processes

such as leadership, conflict, reward, communication and control. Normally it entails those

attributes of a particular organization that may be concluded from the way the organization

operates and deals with its members and its external environment (James and Jones, 1974).


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Forehand and Gilmer (1964) defined organizational climate as referring to the set of

characteristics that describe an organization and that distinguish the organization from other

organizations, are relatively enduring over time, and influence the behavior of people in the

organization.

General Aspects

Some research studies do not clearly distinguish between intrinsic and extrinsic factors or social

and organizational climate factors but follow a more exploratory approach. Greatest satisfaction

was felt on contact with clients and co-workers, challenge, and autonomy. The most dissatisfying

aspects were problems with supervisors and co-workers, shift work or working hours, and

repetitive or dirty jobs. They compiled the following list of components: Social activity and

participation, self-development activities, task success, physical health, physical and economic

security, task involvement, task satisfaction, social involvement and feelings of relatedness, self-

reported health, perceived security, fears and anxieties, and perceived growth and mastery.

NEED FULFILMENT AND SATISFACTION WITH QUALITY OF

WORK LIFE

According to Downey, Hellriegel and Slocum (1975), there must first of all be congruence

between an individual s personality c haracteristics, which also determines needs and preferences,

and how the work environment is perceived as meeting those needs for the individual to

experience satisfaction. Some conditions of work are so linked to universal human needs that

sub-minimal gratification insures dissatisfaction (Seashore, 1975).

Lawler (1975) saw the sense in it to equate a psychologically good work environment with one

in which the individual s basic needs are satisfied. As it is believed that basic needs must be

satisfied before people can be motivated by higher order needs, it is unacceptable when they aredissatisfied with the amount of security they have. On the other hand, it is psychologically

acceptable when people are dissatisfied with their degree of self-actualization, because people

may feel dissatisfied with what they have achieved and still strive for more achievements, but at

least they can feel satisfied that they do have the opportunities to achieve what they want to


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achieve. A worse situation would be when they are dissatisfied with their present situation, but

see no way out of it. However, these are two quite different types of dissatisfaction; they often

motivate different kinds of behavior and they can produce different kinds of psychological

effects. Feelings of insecurity, for example, are more likely to cause psychosomatic illnesses.

With respect to higher-order needs, a high quality of working life is one where the pursuit of

higher-order need satisfaction is within the grasp of those individuals who desire it (Lawler,

1975). Ellis and Bernhardt (1992) examined the design of the job of teaching to determine the

degree to which it meets the motivational needs of teachers. They used the 1974 Job Diagnostic

Survey of Hackman and Oldham and found that teachers with high growth and achievement

needs were significantly less satisfied with their jobs than were their colleagues with lower

growth needs. Respondents pinpointed the lack of challenge as one major reason for this

discrepancy.

Argyris (1987) describes the formal organization in terms of its basic principles and concludesthat formal organizations are not always conducive to fulfilment of human needs and

satisfaction. For example task specialization requires that the individual use only a few of his

abilities. This inhibits self-actualization and provides expression for few, shallow abilities that do

not provide the challenge desired by the healthy personality. Another example cited by Argyris

(1987) is that the chain of command implies that leaders, whose primary responsibility it is to

control, direct, and coordinate, are the only ones who can fulfil needs such as dominance or

power, while subordinate members must be motivated to be submissive. He concluded from this

and other factors related to formal organizations that there is a basic incongruence between the

growth trends of a healthy personality and the requirements of such an organization. Nordenfelt

(1993) goes so far as to say that quality of life is anchored in psychodynamic theory and is based

on the concept of human need. His idea is that a person has a high degree of quality of life, if and

only if his or her fundamental needs have been satisfied. He refers to Maslow s theory of

hierarchy of human needs. For Nordenfelt (1993), the fundamental need ought to be formulated

in terms of all people having a need to realize their goals. To be kept busy in a meaningful way

does not always serve a personal purpose or goal. However, if one can see the rationale for

having to do it, it keeps one from feeling dissatisfied with the activity. The same sense of

satisfaction may not be experienced, compared to when one is busy with something that serves a

purpose in realizing own goals. However, Nordenfelt (1993) agrees with the theorists of need in

claiming that there are common traits in human nature that determine some basic, minimal and


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common biological and psychological conditions of quality of life. There is, therefore, a great

risk in trying to define quality of life in terms of the satisfaction of needs only.

Medcof and Hausdorf (1995) evaluated instruments that measure opportunities to satisfy needs

on the job and the level of satisfaction of those needs. One fundamental assumption made by

researchers in this area is that people gravitate to, and tend to remain in, jobs which fulfil their

needs. A second basic assumption is that the greater the opportunity to satisfy a particular need

on a job, the higher will be the reported level of satisfaction of that need by the incumbents of

that job. It follows that there will be positive correlations between corresponding opportunities

and satisfactions. Medcof and Hausdorf (1995) discuss specifically the needs for achievement,

power and affiliation. It has been shown empirically that levels of these needs predict job

satisfaction and competence in a number of occupations. Sirgy et al. (2001) base their study on a

new measure of quality of work life on satisfaction with a variety of needs relevant to the work place. Four need categories, including seven needs based on Maslow s hierarchy were covered

by their measure. These are survival needs (security and pay), social needs (interpersonal

interactions and membership in a social group), ego needs (self-esteem and autonomy), and self-

actualization needs. Their basic premise of the quality of work life construct and measure is that

workers bring a cluster of their needs to their employing organization and are likely to enjoy a

sense of quality of work life to the extent that these needs are satisfied through work in that

organization. In their study need satisfaction was successful in predicting organizational

commitment, job satisfaction and satisfaction in other life domains. Furthermore, job satisfaction

together with satisfaction in other non-work life domains were significant predictors of life

satisfaction.

BALANCING THE WORK AND LIFE OF 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. According to Sigmund Freud,

family is an essential ingredient for the love that exists in the life of the employees. Many

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


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the corporates in the developed nations. At the dawn of industrialization, 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 result of the outcomes of their work. 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 corporate 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. Various researchers have pointed out the factors

that have created the need for maintaining work life balance.


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2.2 About the topic

Importance of the study

This study will attempt to investigate the current state of affairs in terms of satisfaction with

quality of work life in an organization. It will be attempted to identify the predictors of

satisfaction with quality of work life from a wide range of facets of work life,that can be

categorized as extrinsic, intrinsic, social and organizational climate factors. It is hoped to be able

to point out specific indicators that have a significant effect and may constitute problem areas if

dissatisfaction is experienced. Secondly, it will be determined to what extent the facets of work

life chosen as variables for the research are regarded as important. Thirdly, the focus is on what

people really need from their work environment and the relationship between satisfaction with

quality of work life and need fulfilment will be investigated. In other words, it will be established

whether the fulfilment of workers most important needs have a positive effect on their

satisfaction with quality of work life. Lastly, the combined effect of satisfaction with facets of

work life and fulfilled needs on overall satisfaction will be investigated. Additional objectives

are concerned with the demographic characteristics of the respondents relevant to needs and

quality of work life in order to determine what sub-groups exists according to their commonalityof needs and perceptions of the quality of work life. Interesting patterns will be explored with

respect to levels of satisfaction and relationships between demographic characteristics and

satisfaction with specific facets of work life.

OBJECTIVE OF THE STUDY

The objective of the study is to find out the quality of working life of the employees in

SCM Pvt ltd It is to help the organization to know the level of satisfaction of the workers

and executive s at all hierarchical levels towards the facilities and welfare amenities

provided by them.


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It also aimed at reviewing the working conditions including total environment to bring in

positive change for betterment of the Quality of Work Life of employees.

To find out the challenges and difficulties faced by the management in providing better

Quality of Work Life to the employees.

To find out the thinking of the employees with respect to the work culture in the

organization.

Strategies to improve Quality of Work Life:

By implementing some changes, the management can create sense of involvement, commitment

and togetherness among the employees which paves way for better Quality of Work Life.

a. Job enrichment and Job redesign

b. Autonomous work redesign

c. Opportunity for growth

d. Administrative or organizational justice

e. Job security

f. Suggestion system


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Quality of Work life improvements are defined as any activity which takes place at every level of

an organization which seeks greater organizational effectiveness through the enhancement of

human dignity and growth. A process through which the state holders in the organization,

management, unions and employees - learn how to work together better to determine for

themselves what actions, changes and improvements are desirable and workable in order to

achieve the win and simultaneous goals of an improved quality of life at work for all members ofthe organization and greater effectiveness for both the company and the unions.

Key elements:


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Promote human dignity and growth

Work together collaboratively

Participative determine work changes

Assume comparability of people and organizational goals

BARRIERS TO QWL

Though the positive effect of QWL is already established, all parties of the organization still

resist to any schemes or procedure to improve QWL. The management may feel the QWL at the

present level is satisfactory and more steps need be taken to improve it. Employee on the other

hand resist to changes with a pre conceived notion that any scheme that the management takes up

to would be to increase production without extra cost. Another barrier to the improvement of

QWL is lack of financial resources. Strategies for improving QWL are self managed work teams,

job redesign and enrichment, effective leadership and supervisory behavior, career development,

WORK LIFE BALANCE BENEFITS TO THE

ORGANIZATION

WORKLIFE BALANCE

BENEFITS TO THE INDIVIDUAL

Measured increases in individual

productivity, accountability and

commitment

Better teamwork and communication

Improved morale

Less negative organizational stress

More value and balance in your daily life

Better understanding of what your best

individual work life balance is

Increased productivity

Improved relationships both on and off the

job

Reduced stress


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alternative work schedules, job security, administrative or organizational justice and participating

management. By implementing such changes management can create a sense of involvement,

commitment and togetherness among the employees which paves way for better QWL.

CHAPTER 3

RESEARCH

METHODOLOGY


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3.1 PURPOSE OF THE STUDY

The study covers employees of all the departments and in SCM Pvt ltd in order to

understand their point of view with respect to Quality of Work Life.

Though SCM Pvt ltd is a small organization in the corporate sector, the analysis of

Quality of Work Life at SCM Pvt Ltd gives a better understanding of the concept.

The study also includes the response of the employees to the various measures taken by

the management of SCM Pvt ltd to make the employees comfortable at the work place.

The study is also widened to find out the expectations of the employees from the

management with respect to the above concept.

3.2 Research methodology

The study has been covered based on the following steps:

DATA COLLECTION : The data has been collected from the two main sources of data

namely:

Primary Source of data

Secondary Source of data

PRIMARY SOURCE

Primary source includes the data that is collected from SCM Ltd and selected respondents. The

required information is collected in the following ways:

Administered a structured questionnaire.


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On the basis of observation.

By interacting with the concerned employees.

Tools used for data collection are as follows:

Discussions (Unstructured Discussions) Questionnaire (Structured Questionnaire)

Unstructured Discussion:

Under this method of data collection the researcher personally interviews the respondents to

gather the information. The respondents are asked to present their views and opinions about the

topic under discussion. The opinions of the respondents are used as the primary source of

information for preparing the study report.

DRAFTING A QUESTIONNAIRE

Structured Questionnaire:

It is usually associated with the self-administered tools with items of the closed or fixed

alternative type. The respondents feel greater confidence in the anonymity of questionnaire than

in that of any interview. It places less pressure on the subject of immediate response. Thesewere the reasons for choosing questionnaire as one of the tools for data collection.

The questionnaire consists of two types of questions:

Close-ended questions: The close-ended questions consist of multiple choices, which offer the

respondents with a choice of specific answers.

Open-ended questions: An open-ended question is a question where no choices of answer are

given the respondent and the respondent is given freedom to respond according to his wish.


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3.3 Limitations of the study

The time taken for my project study was not enough to gather opinions from theemployees and the management.

The data collected by me through primary source is constrained by the sample size which

is only 100 employees.

The data collected other than the questionnaire is from the secondary source only.

The analysis has been undertaken by using selective technical tools.

There are certain factors like morale of employees, goodwill of the firm, etc., which

cannot be correctly qualified but which otherwise substantially influence them. Uncertainty and risk pose the biggest limitation to the techniques of Quality of Work

Life.


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CHAPTER 4

DATA ANALYSIS

ANDINTERPRETATION


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Data analysis and interpretation

1. How do you feel working with SCM Ltd?

(a) Excellent (b) Good (c) Satisfactory (d) Poor

Category Respondents Percentage

Excellent 12 24

Good 34 68

Satisfactory 4 8

Poor 0 0

TABLE 4.01

FIG. 4.01

Interpretation:

The survey depicts that 68%of the employees feel good working with SCM Ltd and 24%of theemployees feel excellent and 8%feel satisfactory about working with SCM Pvt ltd The survey depicts

that most of the employees (68%) feel good about working with SCM Pvt ltd.

WORKING WITH SCM LTD

0

10

20 30

40

50

60

70

80

A B C D

Category

PE

R

CENT


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2. What do you like the most about SCM Ltd?

(a) Job Profile (b) Work environment

(c) Growth Opportunities (d) Compensation & Benefits


Job Profile 10 20

Work environment 34 68

Growth Opportunities 6 12

Compensation & Benefits 0 0

TABLE 4.02

FIG.4.02

Interpretation:

The survey depicts that 68 % of the employees of SCM Ltd like the work environment & 20% of the

employees like job profile & 20% of the employees like growth opportunities. From the above it is clear

that most of the employees like work environment.

0

10

20

30

40

50

60

70

Percentage

1

Categor

LIKE MOST ABOUT SCM

A B C D


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3. How do you rate the work culture in your organization?

(a) Excellent (b) Very good (c) Good

(d) Satisfactory (e) Bad


Excellent 6 12

Very good 18 36

Good 19 38

Satisfactory 7 14

Bad 0 0

TABLE 4.03

Fig 4.03

0

5

10

15

20

25

30

35

40

Per centa

ge

A B C D E

Category

WORK CULTURE


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4. How are the career developmental activities in your organization?




Excellent 1 2

Very good 12 24

Good 27 54

Satisfactory 8 16

Bad 2 4

TABLE 4.04

FIG 4.04

Interpretation:

The survey depicts that 54%of the employees say that the career developmental activities are good and

24%felt it is very good and 16%of the employees felt that it is satisfactory and4%of the employees felt it

is bad and 2%of the employees felt it is excellent It implies that if management focuses on the particular

CAREER DEVELOPMENTAL ACTIVITIES

0

10

20

30

40

50

60

A B C D E

Category

P e r c e n t a g e


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category i.e. mainly on the career developmental activities, then the employees can be motivated and

more useful for the organization.

5. Your main satisfaction in life comes from your work.

(a)Strongly agree (b) Agree (c) Disagree (d) Strongly Disagree


Strongly agree 4 8

Agree 37 74

Disagree 9 18

Strongly Disagree 0 0

TABLE 4.05

FIG 4.05

Interpretation:

0

20

40

60

80

Percentage

A B C D

Category

SATISFACTION FROM WORK


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The survey depicts that 74% of the employees agreed that satisfaction comes from work and 18%of the

employees disagreed and 8%of the employees strongly agree that there is job satisfaction. From this we

can say that the majority of the employees of SCM Ltd have agreed that the main satisfaction comes

from work and it can be further improved.

6. The work profile gives you an opportunity to develop special abilities

(a) Very true (b) Somewhat true (c) Not too true (d) Not at all true


Very true 14 28

Some what true 29 58

Not too true 4 8

Not at all true 3 6

TABLE 4.06

FIG 4.06

Interpretation:

0

10

20

30

40

50

60

Percentage

A B C D

Category

WORK PROFILE


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The survey depicts that 58% of the employees feels that work profile gives an opportunity to develop

special abilities is somewhat true and 28%of the employees feels that it is very true & 8% of the

employees feel that it is not too true and 6% of the employees feel that it is not at all true.From this we

can say that the majority of the employees of SCM Ltd are agreed that the work profile gives an

opportunity to develop special abilities.

7. How hard is it to take time off during your work to take care of personal or family

matters?

(a) Not at all hard (b) Not too hard (c) Somewhat hard (d) Very hard


Not at all hard 10 20

Not too hard 21 42

Somewhat hard 17 34

Very hard 2 4

TABLE 4.07

FIG 4.07

IMPORTANCE TO PERSONAL LIFE

A20%

B42%

C34%

D4%


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Interpretation:

The survey depicts that 42% of the employees feel that it is not too hard to take care of family matters &

34 %of the employees feels that it is somewhat hard to take care of family matters and 20% of the

employees feels that it is not at all hard & 4% of the employees feel that it is very hard to take care of

family matters. From this we can say that the majority of the employees of SCM Ltd are able tomanage personal & family matters efficiently.

8. Does the management maintain quality circles according to the norms and standards of

the employees?

(a) Yes (b) No


Yes 47 94

No 3 6

TABLE 4.08

FIG 4.08

Interpretation:

MAINTAINS QUALITY CIRCLES

A

B


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It is revealed that 94%of the employees say that the management maintains quality circles and 6%say

that management doesn t maintain quality circles. Majority of the employees are satisfied with the

management as it maintains quality circle and it can be improved.

9. In general, how would you describe relations in your work place between

management and employees?

(a) Very good (b) Quite good (c) Neither good nor bad

(d) Quite bad (e) Very bad


Very good 21 42

Quite good 20 40

Neither good nor bad 9 18

Quite bad 0 0

Very bad 0 0

TABLE 4.09


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FIG 4.09

Interpretation:

The survey depicts that 42% of the respondents describes relationship between management and

employees are very good and 40%of the respondents states that the relationship is quite good and

18%describes neither good nor bad. It is concluded that relationship between management and

employees can be further improved for better output.

AB

CD

ES1

0

10

20

30

40

50

Category

Percentage

INTERPERSONAL RELATIONSHIP


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FIG 4.10

Interpretation :

The survey depicts that 50%of the employees agree that the organization is paying fairly &reasonably

and 34%of the employees satisfied and 14%are strongly agree and2%of the employees disagree.

11.Is the compensation paid to you is sufficient for providing a satisfactory standard of Living?

(a) High (b) Average (c) Low


High 5 10

Average 41 82

Low 4 8

TABLE 4.11

COMPENSATION

14

50

34

2

0

A

B

C

D

E

C a t e g o r y

Percentage


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FIG 4.11

Interpretation:

From the survey 82% of the employees say that the compensation paid by the Organization isaverage for the standard of living and 10% say that it is high and 8% of the employees felt that it

is low in maintaining standard of living. Majority of employees say that the compensation is

average for their standard of living. The management has to focus on this category. So that it can

be improved further.

12. Do you feel that there is job security in your organization?

(a) Strongly agree (b) Agree (c) Satisfactory

(d) Disagree (e) Strongly disagree


Strongly agree 14 28

Agree 26 52

Satisfactory 10 20

STANDARD OF LIVING

A

B

C


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Job enrichment 7 14

Any other specify 0 0

TABLE 4.13

FIG 4.13

Interpretation:

From the survey 50% of the employees have chosen promotion, 36% have chosen

monetary benefits and 14% have chosen as job enrichment. From the above we calculated that

50% of employees chosen as promotion in lieu of their good performance. Rewards systemshould be improved further to gear up the activities.

14. Is your performance being monitored periodically?

(a) Yes (b) Could be

(c) No


Yes 44 88

FORMS OF REWARDS

3 6

5 0

1 4

0

0 10 20 30 40 50 60

A

B

C

D

C a t e g o r y

Percentage


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Could be 5 10

No 1 2

TABLE 4.14

FIG 4.14

Interpretation:

The survey depicts that 88% of the employees say that their performance is being monitored

periodically and 10% of the employees are not sure about it and 2% says that their performance

is not monitored periodically. Most of the employees say that the performance being monitored

periodically.

15. What helps positive attitude towards the job?

(a) Nature of the job (b) Working with colleagues

(c) Recognition of effort (d) Development opportunities

(e) Pay and conditions (f) others (mention) ____________________

PERFORMANCE APPRAISAL

A

B

C


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TABLE 4.15

FIG 4.15

Interpretation:

From this survey it is found that 38% of the respondents feel that there is positive attitude towards

recognition of effort and 30% towards nature of the job and 14% working with colleagues and 10% of

the employees towards development opportunities and 8% felt that pay and condition is one of the

POSITIVE ATTITUDE

0 10 20 30 40

A

B

C

D

E

F

C a t e g o r y

Percentage


Nature of the job 15 30

Working with colleagues 7 14

Recognition of effort 19 38

Development opportuniti 5 10

Pay and conditions 4 8

Others (mention) 0 0


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reasons towards positive attitude. Therefore, there is positive attitude towards recognition of efforts and

nature of the job.

16. How do you rate the employee welfare programs in your organization?

(a) Excellent (b) Very good (c) Good (d) Satisfactory


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Excellent 3 6

Very good 12 24

Good 25 50

Satisfactory 10 20

TABLE 4.16

FIG 4.16

Interpretation:

From the survey, 50% of the employees are agreeing that the employee welfare programmes are

good and 24% of employees felt very good and 20% of employees are satisfied and 6% felt

excellent with the welfare programs of organization. It implies to continue the same and improve

it if there is any scope.

17. What could improve the quality of your work life?

(a) More suitable working hours (b) Better pay and conditions

WELFARE PROGRAMMES

A

B

C

D


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Better development/promotional activities (d) Better management

(e) Other (f) None of the above


More suitable whours

9 18

Better pay and condi 16 32

Better

development/promot

activities

15 30

Better management 6 12

Other 0 0

None of the above 4 8

TABLE 4.17

FIG 4.17

Interpretation:

0

5

10

15

20

25

30

35

Percentage

A B C D E F

Category

QUALITY OF WORK LIFE


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From the survey, 32% of the employees feel that better pay & conditions could improve quality

of work life & 30% feel that better development & 18% of the employees are of the opinion that

more suitable working hours will improve quality of work life & 12% of the employees feel that

better management & 8% of the employees feel none of the above. From the above most of the

employees felt that better pay and conditions improve the quality of work life.

18. How important do you consider the following?


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Very

Important

Fairly

Important

Not Very

Important

More flexible working hours

Development of

occupational healthcare

More flexible working hours


Very Important 28 56

Fairly Important 17 34

Not Very Important 5 10

TABLE 4.18(A)

FIG 4.18(A)

Interpretation:

FLEXIBLE WORKING HOURS

0

10

20

30

40

50

60

A B C

Category

P e r c e n

t a g e


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From the above, we can say that 56%of the employees feel that more flexible hours are very important

and 34%of the employees feel that it is fairly important and 10%of the employees of the opinion that it

is not very important. Therefore, majority of the employees at SCM Ltd feels that more flexible

working-hours are necessary.

Development of occupational healthcare



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TABLE 4.18(B)

FIG 4.18(B)

Interpretation:

From the above we can understand that 50%of the employees feel that development of health

care is very important and 46% employees of the opinion that it is fairly important and 4% of the

employees feel that development of Occupational Healthcare is not very important. It indicates

that most of the employees of SCM Ltd feel that development of the occupational health care is

important.

Q 19. How would you consider the following?

HEALTH CARE

0

10

20

30

40

50

60

A B C

Category

P e r c e n t a g e


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Hike in pay

Increase in training

opportunities

Hike in pay





TABLE 4.19(A)

FIG 4.19(A)

Interpretation:

HIKE IN PAY

0

10

20

30

40

50

60

70

A B C

Category

P e r c e n t a g e


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The survey depicts that 60% of employees feels that need for HIKE is very important and 36%

of the employees is of the opinion that fairly important and 4% of the employees feels that it is

not very important. This implies that majority of employees at SCM Ltd feels that hike in pay is

very important.

Training Opportunities





TABLE 4.19(B)

FIG 4.19(B)

Interpretation:

The survey depicts that 54% of the employees is of the opinion that increase in training

opportunities is very important and 38% of the employees feels that it is not very important and8% of the employees that it is not very important. Therefore, there should be increase in training

opportunities is very important.

TRAINING OPPORTUNITIES

0

10

20

30

40

50

60

A B C

Category

P e r c e n t a g e


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20. Your opinions and suggestions regarding quality of work life in the organization?

Employees Opinions:

1. Satisfactory of working conditions

2.

Overall Quality of Work Life is good in the organization, giving satisfactory opportunityof individual growth and better professional environment

3. Yet to meet the standards of MNC s.

4. The work life is good, it s encouraging and better place to work with healthy

environment.

5. Employee relations are good and management consideration towards employees health is

impressive and work pressure is considerably less.

6. By giving excellent training, by providing flexible working hours, by working with

concentration and hard work, by providing guidelines to juniors, these activities will

improve Quality of Work Life.

7. Good co-ordination between team leaders and team members.

8. Better management leads to better work culture.

9. Communication gap between management and employees should get reduced.


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CHAPTER 5

FINDINGS

&SUGGESTIONS


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5.1 Findings

The following are the Findings and Conclusions of the study:

Most of the employees covered under my study have not been found to be feeling any

stress in the job related and working environment.

The employees in general felt that the work culture in the company is good.

It has been an interesting revelation that there is no employee in SCM Ltd, is

working here just for the sake of the job and most of the employees are comfortable with,

but also feeling proud of being in SCM Family.

The SCM Ltd training and development modules have been developed in a systematicway where in employee training need is assessed and met timely i.e. they are trained in

due course.

Coming to study of personal attitudes, the employees have been found to be optimistic,

sincere and they never try to avoid work.

The employees working in the company are able to satisfy and achieve the organizational

goals through their experience completely.

The employees working with SCM Ltd are confident to say that they know about theirduties and responsibilities, as such there is no role conflict or role ambiguity.

The employees of SCM Ltd are fully satisfied with the grievance settlement procedure.


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5.2 SUGGESTIONS

The following are the suggestions which are based on my findings:

It is better to keep employees aware of the company goals, vision, and mission and keep

them informed of all the changes taking place in the company then it would definitely go

a long way in the efficiency of the employees.

There should be no communication gap between the Team leader and Group members.

The communication flow must be smooth to maintain cordial relations in the

organization. It is better to take timely preventive measures that the work would not be overloaded and

maintain better Quality of Work Life.

The training and development programs can also be more effectively planned and

implemented.

Motivation of the employees is main important to reach the ultimate goal. It increases job

satisfaction of the employees.

Recognition of the skills leads to achieve the company goals in broader view. To conduct departmental meetings with team leaders and managers to know how work

flows in departments.

The success of any organization is highly dependent on how it attracts recruits, motivates

and retains its work force. Today s organization needs to be more flexible so that they

equipped to develop their work force and enjoy their commitment.

Organizations are needed to adopt a strategy to improve the employees QWL to satisfy

both employee objectives and organization objectives.

The best way of increasing QWL is to compensate employee in par with industry and

create a comfortable work culture.

Transport and other facilities must be reviewed and efforts should be made to include

each individual in the organizational growth.


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Recognition and individuals efforts and freedom to express individual views relating to

work is to be needed. Transparency is also important thing to improve QWL.

CHAPTER 6

BIBLIOGRAPHY


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QUESTIONNAIRE

This survey is regarding a study on Quality of Work Life at SCM Pvt Ltd. Kindly spend

your Valuable time in going through and filling this questionnaire.

Name of the Employee:

Designation:

1. How do you feel working with SCM Infrastructures Ltd?

(a) Excellent (b) Good (c) Satisfactory (d) Poor

2. What do you like the most about SCM Infrastructures Ltd?

(a) Job Profile (b) Work environment

(c) Growth Opportunities (d) Compensation & Benefits

3. Which of the following best describes your usual work schedule?

(a) Evening shift (b) Night shift (c) Day shift

(d) Irregular shifts /on-call (e) Rotating shifts

4. How do you rate the work culture in your organization?



5. How are the career developmental activities in your organization?




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6. Your main satisfaction in life comes from your work.

(a) Strongly agree

(b)Agree

(c) Disagree (d) strongly Disagree

7. The work profile gives you an opportunity to develop special abilities

(a) Very true (b) Somewhat true

(c) Not too true (d) Not at all true

8. How hard is it to take time off during your work to take care of personal or family

Matters?

(a) Not at all hard (b) Not too hard

(c) Somewhat hard (d) Very hard

9. Does the management maintain quality circles according to the norms and standards of the

employees?

(a) Yes (b) No

10. In general, how would you describe relations in your work place between

Management and employees?

(a) Very good (b) Quite good (c) Neither good nor bad

(d) Quite bad (e) Very bad

11. Do you think that the organization is paying you fairly and reasonably?




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12. Is the compensation paid to you is sufficient for providing a satisfactory standard of Living?

(a) High (b) Average (c) Low

13. Do you feel that there is job security in your organization?



14. What are rewards given for good performance of the team?

(a) Monetary benefits (b) Promotion

(c) Job enrichment (d) Any other specify

15. Is your performance being monitored periodically?

(a) Yes (b) Could be (c) No

16. What helps positive attitude towards the job?

(a) Nature of the job (b) Working with colleagues

(c) Recognition of effort (d) Development opportunities

(e) Pay and conditions (f) Others (mention) ___________

17. How do you rate the employee welfare programs in your organization?

(a) Excellent (b) Very good

(c) Good (d) Satisfactory

18. What could improve the quality of your work life?

(a) More suitable working hours (b) Better pay and conditions

(c) Better development/promotional activities (d) Better management

(e) Other (f) None of the above


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19. How important do you consider the following?

Very Important Fairly Important Not Very Important

Hike in pay

Increase in training

opportunities

20. Your opinions and suggestions regarding quality of work life in the organization?

Qualiy of Work Life Project Final

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