INTRODUCTION 1.

1 Quality of Work Life of the Employees in SPIC Limited

The study of quality of work life is usually associated with welfare of the employees in an organization such as job satisfaction, general well being, and prevention of work related stress and home-work interface. SPIC is the leading name in the field of fertilizers for more than three decades in India. SPIC strives to build mutually beneficial, interactive and trusting relationships between the company and its many stake holders-employees, customers, communities, suppliers, governments and investors. SPIC serves people and society through its actionsby making quality products in energy- efficient and environment- friendly ways. From the very beginning, SPIC has taken a special interest in the development of the community in Tuticorin District, Tamil Nadu. Local people value the contributions that SPIC made to employment generation in its early years. Through its various effective and innovative measures, SPIC provides safe work environment, equitable wages, equal employment opportunities and opportunities for advancement to all its employees. In a broader sense, quality of work life in SPIC helps employees achieve job satisfaction which in turn is influenced by various issues including clarity of goals and role of ambiguity, appraisal, recognition and reward, personal development career benefits and enhancement and training needs. SPIC employees always believe that they can control the work through the freedom to express their opinions and being involved in decisions at work. The employer-employee interrelationship at SPIC seems to be strong due to several factors such as adequate facilities at work, flexible working hours and the understanding of superiors. SPIC is committed in providing its employees with the fundamental resources, better working conditions and security necessary to do their job effectively.

Outline of the project:

There has been much concern today about the decent wages, convenient working hours, conducive working conditions, etc... The term quality of work life has appeared in Research journals and press in USJ only in 1970s. There is no generally acceptable definition about this term. How ever, some attempts were made to describe the term environment for people. J.Richard and J.Lay define QWL as the degree to which members of a work organization are able to satisfy important personnel needs through their experience in the organization. Quality of work life improvements are defined as any activity which takes place at every level of an organization, which seeks greater organizational effectiveness through the enhancement of human dignity and growth. A process through which the tookholders 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 twin and simultaneously goals of an improved quality of life at work for all members of the organization and greater effectiveness for both the company and the unions. The term refers to the favourableness or unfavourableness of a total job environment for people.QWL programs are another way in which organizations recognize their responsibility to develop jobs and working conditions that are excellent for people as well as for economic health of the organization. The elements in a typical QWL program include-open communications, equitable reward systems, a concern for employee job security and satisfying careers and participation in decision making. Many early QWL efforts focus on job enrichment.In addition to improving the work system,QWL programs usually emphasise development of employee skills,the reduction of occupational stress and the development of more cooperative labour management relations. He defines quality of working life as a process of joint decision making,collaboration and building mutual respect between management and employee by D.S.COHAN 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. The term employee welfare means the efforts to make life worth living for workmen. It includes various services, facilities and benefits offered to employees by the employees by the employers unions and government. The purpose is to improve the living standard of workers and thereby improve the quality of work life. Employers voluntarily extend a number of benefits to employees in the hope that these indirect compensation plans motivate employees to perform better. Over the years the types of benefits offered have been expanding in line with competitive pressures, changing job market trends employees expectations union demands and legislative requirements. QWL efforts are systematic efforts by organizations to give workers a greater opportunity to affect the way they do their jobs and the contributions they make to the organizations overall effectiveness. It is a way of empowering employees by giving them a greater say in the decisions making process. QWL means having good working conditions good wages and benefits good leadership and interesting challenging jobs. QWL efforts include the following: Employees involvement: Here is given the opportunity to participate in the decisions that affect them and their relationship with the company. Quality circles: These are small groups of employees who met regularly to find, analyze and solve quality and other work related problems of a particular department / section/ area. Socio technical systems: These are interventions in the work situation that redesign the work, the work groups and the relationship between workers and the technologies they use to perform their jobs. Co determination: in this method, representatives of workers meet management in a formal way to discuss and vote on important decisions that affect the lives of workers. Self managed work teams: These are employee groups (also called autonomous workgroups) with a high degree of decision making, responsibility and behavioral control for completing their work. The team is usually given the responsibility for producing an entire product or service Suggestion programs: It is a formal method for generating evaluating and implementing employees ideas.

Open door policies: Where open door policies exist employees are free to walk into any managers office with their problems and seek solutions to such problems. Adequacy and fair compensation, adequacy to the extent to which the income from full time works meets the needs of the socially determined standard of living. Safety and healthy working conditions, including reasonable hours of work and rest pauses, physical working conditions that ensure safety, minimize risk of illness and occupational diseases and special measures for protection of women and children. Security and growth opportunity, including factors like security of employment and opportunity for advancement and self-improvement. Opportunity to use and develop creativity, such as work autonomy, nature of supervision, use of multiple skills, workers role in total work process and his or her Appreciation of the outcome of his or her own effort and self regulation. Respect for the individuals personal rights, such as the application of the principles of natural justice and equity, acceptance of the right of free speech and the right to personal privacy in respect of the workers off the-job behaviour. A sensible integration of work and family life, including transfers, schedule of hours of work, travels requirements. It is the worth noting often the conditions that contribute to motivation (equitable salaries, financial incentive and effective employee selection) will also contribute to the quality of work life. Some of these activities (like job enrichment) might contribute indirectly to the quality of work life by tapping the workers higher order needs, and motivating them. Still other activities may contribute directly to the quality of work life providing for a safer work place, less discrimination on the job, and so forth.

Defining quality of work life

ACCORDING TO RESEARCHER D.S.Cohan: 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 organizations,which enables its members at all level to actively participate in shaping the organizations enet,methods and outcomes.This value based process is aimed towards meeting the goals of enhanced effectiveness of organization and improved quality of life at work for employees. ACCORDING TO ROBBINS(1989) Robbins(1989) defined QWL as a process by which an organization responds to employee needs by developing mechanism to allow them to share fully in making the decisions that design their lives at work. ACCORDING TO MC CALL(1975) 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.' ACCORDING TO JANSSEN(1976) QOL may be defined as subjective well-being. Recognising the subjectivity of QOL is a key to understanding this construct. QOL reflects the difference, the gap, between the hopes and expectations of a person and their present experience. Human adaptation is such that life expectations are usually adjusted so as to lie within the realm of what the individual perceives to be possible. This enables people who have difficult life circumstances to maintain a reasonable QOL.

THE FACTORS CONTRIBUTE TO QUALITY OF WORK LIFE:

The followings are suggested: 1. Adequacy and fair compensation, adequacy to the extent to which the income from full time works meets the needs of the socially determined standard of living. 2. Safety and healthy working conditions, including reasonable hours of work and rest pauses, physical working conditions that ensure safety, minimize risk of illness and occupational diseases and special measures for protection of women and children. 3. Security and growth opportunity, including factors like security of employment and opportunity for advancement and self-improvement. 4. Opportunity to use and develop creativity, such as work autonomy, nature of supervision,use of multiple skills, workers role in total work process and his or her Appreciation of the outcome of his or her own effort and self regulation. 5. Respect for the individuals personal rights, such as the application of the principles of natural justice and equity, acceptance of the right of free speech and the right to personal privacy in respect of the workers off the-job behaviour. 6. A sensible integration of work and family life, including transfers, schedule of hours of work, travels requirements. It is the worth noting often the conditions that contribute to motivation (equitable salaries, financial incentive and effective employee selection) will also contribute to the quality of work life. Some of these activities (like job enrichment) might contribute indirectly to the quality of work life by tapping the workers higher order needs, and motivating them. Still other activities may contribute directly to the quality of work life providing for a safer work place, less discrimination on the job, and so forth.

QUALITY OF WORK LIFE AS HR STRATEGY

Quality of Working Life is a term that had been used to describe the broader job-related experience an individual has. Whilst there has, for many years, been much research into job satisfaction (1), and, more recently, an interest has arisen into the broader concepts of stress and subjective well-being (2), the precise nature of the relationship between these concepts has still been little explored. Stress at work is often considered in isolation, wherein it is assessed on the basis that attention to an individual's stress management skills or the sources of stress will prove to provide a good enough basis for effective intervention. Alternatively, job satisfaction may be assessed, so that action can be taken which will enhance an individual's performance. Somewhere in all this, there is often an awareness of the greater context, whereupon the home-work context is considered, for example, and other factors, such as an individual's personal characteristics, and the broader economic or cultural climate, might be seen as relevant. In this context, subjective well-being is seen as drawing upon both work and non-work aspects of life. However, more complex models of an individuals experience in the workplace often appear to be set aside in an endeavour to simplify the process of trying to measuring "stress" or some similarly apparently discrete entity. It may be, however, that the consideration of the bigger, more complex picture is essential, if targeted, effective action is to be taken to address quality of working life or any of it's sub-components in such a way as to produce real benefits, be they for the individual or the organisation. Quality of working life has been differentiated from the broader concept of Quality of Life. To some degree, this may be overly simplistic, as Elizur and Shye,(1990)(3) concluded that quality of work performance is affected by Quality of Life as well as Quality of working life. However, it will be argued here that the specific attention to work-related aspects of quality of life is valid.

Whilst Quality of Life has been more widely studied (4), Quality of working life, remains relatively unexplored and unexplained. A review of the literature reveals relatively little on 7

quality of working life. Where quality of working life has been explored, writers differ in their views on its' core constituents. It is argued that the whole is greater than the sum of the parts as regards Quality of working Life, and, therefore, the failure to attend to the bigger picture may lead to the failure of interventions which tackle only one aspect. A clearer understanding of the interrelationship of the various facets of quality of working life offers the opportunity for improved analysis of cause and effect in the workplace. This consideration of Quality of working Life as the greater context for various factors in the workplace, such as job satisfaction and stress, may offer opportunity for more costeffective interventions in the workplace. The effective targeting of stress reduction, for example, may otherwise prove a hopeless task for employers pressured to take action to meet governmental requirements

1.2 COMPANY PROFILE

TO BE IN BUSINESS, ONE HAS TO GO BEYOND BUSINESS Every economy needs a thought leader to sensitize its citizens to issues, trends, opportunities and to stimulate them towards positive action. For over 40 years, the SPIC group has been doing just that. It has shown countless Indians the way to better life by engaging in business which held immense potential not only for the company but also the country and the common good. It is believed in the business philosophy that, A business venture is worthwhile only if it serves the interest of common man. SPIC played a pivotal role in ushering the Green Revolution at a critical moment when India was looking for self sufficiency in food. It contributed to the growth of Nations core sector of agriculture. As the Group consolidated its principal business of fertilizers, it has also successfully diversified into the following: Chemicals Detergents Engineering Petroproducts Bio-technology

SPIC with its overpowering sense of vision, a focus on building infra structure, a culture of innovation, spirit of partnership and the most important of all, the human touch has changed the lives of millions. SUCESS COMES TO THOSE WHO DARE TO DREAM A Tribute to the founder Late DR. M. A. CHIDAMBARAMS dream of contributing to the growth of the Nations core sector agriculture and improving the life of the farmers. The creation of a vibrant Organization SOUTHERN PETROCHEMICAL INDUSTRIES CORPORATION LIMITED (SPIC) in 1969. He set up a giant fertilizers complex at Tuticorin and, as its Founder- Chairman, put SPIC firmly on the path to becoming a leader in fertilizer business. The Rs. 5000 crore (US $ 1 Billion) SPIC Group, with a shareholders base of over 90,000 has emerged as a front ranking industrial conglomerate in India. This is so, courtesy its professional management, led by Chairman, Vice Chairman, Chief 9

Financial Officer and a Management committee headed by the Vice Chairman and comprising SPICS Working Directors. Present Chairman, DR. A.C.MUTHIAH, son of Dr. M.A. Chidambaram, who has chartered the Groups corporate growth plans propelling it into becoming a leading industrial conglomerate in India and a major player in agriculture the nations core sector, with significant presence also in chemicals, petrochemicals, life-sciences and services thereby propelling SPIC to venture into overseas projects. Dr. A.C. Muthiah was, till recently, a member of the Prime Ministers Advisory Council on Trade and Industry. He is presently the Chairman of the Indian Institute of Management (IIM) - Kozhikode. He was the President of the Federation of Indian Chambers of Commerce & Industry (FICCI) in its Platinum Jubilee year (2003). Dr.A.C.Muthiah is a keen sports enthusiast. He was the President of The Board of Control for Cricket in India (BCCI) during 1999-2001. He was also a member of the Executive Board of the International Cricket Club, London during the above period. Ashwin Chidambaram Muthiah heads the global operations of one of Indias most eminent business families, the MA Chidambaram group now into its third generation with Mr Muthiah. Mr.Muthiahs business interests include integrated logistics, engineering services, fertilisers, petrochemicals, life sciences, trading and shipping and offshore services in South Asia and West Asia. Southern Petrochemical Industries Corporation Limited (SPIC) was incorporated on 18th December in the year 1969, as a joint sector by Dr. M.A. Chidambaram (FounderChairman, SPIC) and associates and Tamilnadu Industrial Development Corporation Limited (TIDCO), a state development Institution, for manufacturing Nitrogenous and Phosphatic fertilizers. Presently the companys renowned brands are: Urea Di-ammonium Phosphate (DAP) Complex fertilisers - 20:20:0:13 Gypsum Sulphuric Acid 10

 Phosphoric Acid Aluminium Fluoride VISION To attain leadership in Fertilizers, Petrochemicals, Engineering and Biotechnology through consolidation and change management. MISSION To achieve corporate excellence in our business by offering quality products and services created and made available by an empowered workforce that is guided by durable values, reflecting an abiding concern for stakeholders interest. ABOUT THE COMPANY SPIC Southern Petrochemical Industries Corporation Limited, incorporated on 18th December 1969, as the first joint sector project in Tamilnadu, was born in such challenging times. The vision of green India of golden harvests and food aplenty, backed by indomitable will was at the heart of this young enterprise. SPIC was one of the prime movers that triggered the hugely successful Green Revolution in India in the 1970s and 1980s. Urea, Di-Ammonium Phosphate (DAP), APS 20:20:0:13, and Gypsum are just a few of the new farm inputs manufactured by SPIC and offered to the farmer. TECHNOLOGY TO THE CORE SPIC has many firsts to its credit. When commissioned, its Fertilizer complex at Tuticorin was the first joint sector venture of its kind in India. Its Ammonia plant was the largest naphtha-based, single-stream plant in Asia, while its Urea plant was the largest of its kind in the world. Having started the manufacture of black DAP in the country, SPIC was also the first to introduce the pipe reactor technology for the manufacture of the product. The complex currently manufactures Nitrogenous Fertilizer (Urea) and Phosphatic Fertilizer (Di-ammonium phosphate). In addition, intermediates like Ammonia and Sulphuric Acid, co-products such as Aluminium Fluoride and by-products such as Gypsum are also produced. The Ammonia and Urea plants were revamped to reach higher levels of operation efficiency with the introduction of the state-of-the-art Distributed Digital Control Systems. SPIC was the first to produce Aluminium Fluoride innovatively, using waste Hydrofluosilic Acid. The high purity Aluminium Fluoride so produced is mainly used in 11

the aluminium manufacturing industry and also for the manufacture of paper, glass and ceramic. TECHNOLOGY AND CAPACITY: Plant Product Capacity (MTPA) 620,400 660,100 Technical Collaborators

UREA COMPLEX FERTILISERS AMMONIA SULPHURIC ACID PHOSPHORIC ACID ALUMINIUM FLUORIDE

TOYO ENGINEERING CORPORATION, JAPAN HITACHI ZOSEN, JAPAN KREBS, FRANCE

352,000 192,000 112,000 3,500

DAVY McKEY, UK HITACHI ZOSEN, JAPAN HITACHI ZOSEN, JAPAN ALESA ALUSSUISSE, SWITZERLAND

SPIC-SMO: World Class destination for turnkey engineering projects: SPIC-SMO, the engineering division of the SPIC Group, started offering specialized technical assistance in operations, maintenance and commissioning to Oil, Gas, Fertilizer and Petrochemical projects and plants in India as early as 1980. Today, it is rated as a leader in this field and is the only organization in India with the capability to source manpower from within its own operating units clearly a unique advantage over other players in the field. Another widely recognized area of expertise is in the field of design, engineering procurement, construction, testing and commission of: Extra High voltage Transmission Lines Railway Electrification Rural Electrification for Power System improvement Substation Construction

PHARMACEUTICAL:

12

SPIC could envision as early as in the 1980s the critical role the Pharmaceutical sector would play in the future. And so, SPIC made a pioneering foray into this sunshine field in 1988. The Antibiotics Complex Pencillin-G, an important intermediary substance in the manufacture of antibiotics, till recently, was largely imported, till Pharma division commenced its production in a big way. Today, Pharma division holds a sizeable market of Pencillin-G in India. More importantly, the division has ensured that antibiotics are now available across the length and breadth of the country. In 1994, SPIC built a plant in Cuddalore near Chennai, with an investment of Rs.2,200 million to manufacture Penicillin-G Pharmagrades & First Crystals. Commercial production commenced in June 1995 and the present capacity is 2000 MMU per annum. The plant is the only unit in India, approved by the USFDA for Penicillin-G Potassium. SPICs ASSOCIATE COMPANIES : Tamilnadu Petroproducts Ltd. Tamilnadu Petroproducts Limited (TPL) is SPICs joint venture with the Tamilnadu Industrial Development Corporation Limited (TIDCO) to produce Linear Alkyl Benzene (LAB), Epichlorohydrin, Caustic Soda and Chlorine. Manali Petrochemical Limited Manali Petrochemical Ltd. (MPL) manufactures Propylene Oxide, Propylene Glycol and Polyols at Manali, Chennai. Propylene Glycol is manufactured to IP/USP/EP standards and is widely used for Pharmaceutical formulations, unsaturated polyester resins and in the food flavor and fragrance industries. SPIC Petrochemical Limited SPIC Petrochemicals Limited, a mega petrochemical project is slated to produce polyester and polyester intermediates purified Terephthalic Acid (PTA) and Polyester Filament Yarn. SPIC Petros Polyester project is 76 per cent completed and can go on stream in one year. The PTA project can be completed within two years from reactivation. Tuticorin Alkali Chemicals and Fertilizers Limited Tuticorin Alkali Chemicals and Fertilizers Limited (TAC), is one of the leading manufacturers of Soda Ash (115,000 MTPA) in South India and the only producer of

13

Ammonium Chloride (Fertilizer Grade 105,000 MTPA) in India. SPEL Semiconductor Limited

TAC went into

commercial production in 1982 with technical support from HITACHI ZOSEN of Japan. SPEL Semiconductor Limited, headquartered in Chennai, is Indias leading onestop turnkey IC Assembly & Test facility. With an excellent track record since 1988, SPEL has been servicing the challenging global market with great success. SPELs Santa Clara-based Sales & Technical Office ensures excellent support to its global customers. AWARDS AND RECOGNITION: SPIC has bagged several prestigious awards and recognitions. Some of them are as follows: Department of Scientific and Industrial Research (DSIR) Govt. Of India Award for outstanding R&D effort in industry Indian Chemical Manufactures Association (ICMA) Award 2000 for Best Productivity Award for the year 1998-99 given away by the National SPIC has been rated a Five Star Standard Company and also has received safety awards for 23 consecutive years and three times the coveted Sword of Honour from the British Safety Council, UK. National safety award from the National Safety Council, USA during the year 2000. The Environment protection award in Phosphatic fertilizer plant category for the year 2000-2001 from FAI. The good industrial relations award for the year 1997 from Tamilnadu state government. ICMA award for social responsibility in 1998 for the best social care programs in tuticorin. excellence in management of safety, health and environment Productivity Council

ORGANISATIONAL STRUCTURE

14

Organizational chart is an arrangement of positions into a grade series. It is the flow of authority from the superiors to their sub-ordinates. The authority of every position is defined. The chart depicts the frame work of the organization. BOARD OF DIRECTORS VPs/FUNCTIONAL HEADS GENERAL MANAGERS MANAGERS/HODs ASSISTANT MANAGERS / DY. MANAGERS OFFICERS / SR.OFFICERS GRADE, EG EXECUTIVE GRADE) GRADING RATIONALE TM SM MG2 MG1 EG2 EG1 Positions with long term strategic content managing business units Positions with short term strategic/ tactical content managing one business / function. Positions with top specialist or professional roles, managing small team, department heads of line Function Position with specialist or professional roles, managing small team, department heads of line function Position with operational responsibilities with greater scope of responsibility/ complex, individual contributor contribute to team results position with delivery responsibilities, contribute to results, individual contributor - EGI - TM - SM - MG2 - MG1(A&B) - EG2

(TM TOP MANAGEMENT, SM SENIOR MANAGEMENT, MGMANAGEMENT

SPIC PRINCIPAL OFFICE HAS A TOTAL OF 6 DEPARTMENTS:1. HUMAN RESOURCE DEPARTMENT 2. FINANCE DEPARTMENT 3. ADMINISTRATION DEPARTMENT 4. LEGAL & SECRETRIAL DEPARTMENT 5. SPIC MAINTAINANCE ORGANISATION ( SMO DIVISION) 6. MANAGEMENT ASSURANCE GROUP (MAG) PRODUCT PROFILE PRODUCT - FERTILIZERS

15

SPIC UREA SPIC UREA is the most preferred Nitrogenous fertilizer because of its uniform prill size and free flowing nature, facilitating uniform broadcasting. It contains 46 percent Nitrogen. This prills are white in colour with high crushing strength. The product does not become powdery while in storage, there by facilitating easy application. It has a low Biuret content of 0.3 percent where as the maximum Biuret content permissible is 1.5 percent, according to the Fertilizer Control Order. SPIC Urea is a idea, fertilizer for foliar applications of Nitrogen to all crops. In deed, SPIC Urea is most suitable for all crops as a basal and top dressing fertilizer. SPIC DAP SPIC DAP is an ideal and economic complex fertilizer preferred by farmers all over India also unique because of its black colour and uniform granule size. SPIC DAP contains 18 percent Nitrogen and 46 percent Phosphate. The nitrogen is present in Ammoniacal form, which is observed by soil clay complex and humus. Therefore, it is not lost in leaching and is fully available to plants. The Phosphate is readily available to the plants, which enables quick establishment of plant root systems and promotes better crop growth. The per unit cost of phosphate in DAP is lowest when compared to any other complex fertilizer. SPIC DAP is a versatile basal fertilizer for irrigated and dry land crops. Since Nitrogen in DAP is chemically combined with phosphate, the plants are able to utilize applied DAP in a better manner which results in robust crop growth. SPIC DAP application gives higher yields as compared to other complex fertilizer. SPIC DAP is suitable for foliar application, especially for cotton and pulses. Farmers can apply Potash in split doses (both as basal & top dressing) based on recommendation of Department of Agriculture, when DAP is chosen for basal application. SPIC 20 : 20

16

20 : 20 is a popular fertilizer chemically called Ammonium Phosphate Sulphate (APS). It consists of 20% Nitrogen, 20% P2O5 & 13% Sulphur. The nutrients N, P and S are readily available to plants. SPIC GYPSUM A by-product from SPICs Phosphoric acid manufacturing operations SPIC Gypsum is a white crystalline powder with good solubility in water. SPIC Gypsum is ideal soil conditioner and also a nutrient source for calcium (32%) and sulphur (18%). The product is also in good demand from the cement industry as a setting agent.

1.3 Objectives: Primary objective:

To study, enhance and improvise the employees quality of work life at SPIC LTD. Chennai

17

Secondary objective:
To find out how the employees are satisfied with the work environmental factors available in the organization. To analyze how good the interpersonal relationship exist in the organization. To find out how the grievance redressal system is effective. To study which rewarding system will be more efficient in motivating the employees. To analyze how good the opportunity for the employees to learn and develop. To study the factors that contribute more to stress in employees work life.

1.4 Scope of the study: The proposed study deals with the quality of work life of the employees. The study is to find the ways and means to enhance the quality of worklife of employees.

18

 The study is to provide better carrier opportunity for the employees. The study provide the organization to know QWE favourable an safer environments. An organization will aware responds of their employee needs and for developing mechanisms to allow them to share in decision making processes providing better work environment.

19

1.5 Need of the study:

voluntary involvement on the part of employees. Assurance of no loss of jobs as a result of the programs Training of employees in team problem solving. Encouragement of skill development. Skill training Responsiveness to employee concerns.

Better performance of the employee More devotion and dedication towards work Reduce absenteeism Voluntary participation in organizational activities High productivity Reduced corruption High turnover

20

1.6 Limitations of the study:

The project was limited to 150 employees at the branch of guindy The project also has the problem of bias responses. Time constraint was also a draw back for the project. The quality of worklife involves a wide range. The present study The management allowed the researcher to collect the data from the

Chennai.

examines it from identified and selected dimensions only. limited respondents only.

21

2.1 REVIEW OF LITERATURE

Various authors and researchers have proposed models of Quality of Working Life which include a wide range of factors. Selected models are reviewed below. Hackman and Oldham drew attention to what they described as psychological growth needs as relevant growth to the consideration of Quality of Working. Several such needs were identified; Skill variety, Task significance, Task identity, Autonomy and Feedback. They suggested that such needs have to addresses if employees are to experience high quality of working life. Taylor more pragmatically identified the essential components of Quality of Working Life as: basic extrinsic job factors of wages, hours and working conditions, and the intrinsic job notions of the nature of the work itself. He suggested that a number of other aspects could be added, including ; individual power, employee participation in the management, fairness and equity, social support, use of ones present skills, self development, a meaningful future at work, social relevance of the work or product, effect on extra work activities. Taylor suggested that relevant quality of working life concepts may vary according to organizations and employee group. Mirvis and Lawler 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, 22

equitable wages, equal employment opportunities and opportunities for advancement. Baba and Jamal 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, organizational commitment and turn-over intentions. Sirgy et al suggested that the key factors in quality of working life are: Need satisfaction based on job requirements, Need satisfaction based on work requirements, Need satisfaction based on supervisory behavior, Need satisfaction based on Ancillary programmes, organizational commitment. They defined quality of work life as satisfaction of these key needs through resources, activities, and outcomes stemming from participation in the work place. Sangeetha Jains concept, QWL is defined as a whole parcel of terms and conditions of which really belong to the Quality of Working Life umbrella. They include industrial effectiveness, human resource development, Organizational effectiveness, Work restructure, Job enrichment, Sociotechnical systems, Working humanization, Group-work concepts, Labour management, Co-operation, Working together, Workers involvement, Workers participation and Co-operative work structures. The International Labour Organization (ILO) lists the following areas as concerns of QWL: Hours of Work and arrangement of working time. Work organization and Job contents. Impact of new technologies on working conditions. Working conditions of women, young workers and others special categories. Research Gap Work related welfare services and facilities. Shop floor participation in the improvement of working conditions.

23

Quality of work life (QWL) is a comprehensive program designed to enhance service to the public by improving employee satisfaction. Work place strength can be achieved by providing training and helping employees to manage change and transition. QWL can be in form of a participatory management, in most cases the initiative for implementing the QWL programs is up to the employees at the floor level. Nevertheless, strong management support and leadership, usually in the form of joint council is the first step to success. In most firms annual QWL plans were developed and implemented at the department levels. Each department would have a QWL coordinator who is responsible for coordinating QWL activities. Measurement of QWL is a difficult task as the intention is to enhance the employees work life qualitatively and not quantitatively. The result would be reflected in better productivity. Morale and Job satisfaction leads to overall organizational effectiveness. The theories of motivation and leadership would provide a sound base for the concept of QWL. Maslow depicted the complexity of human nature by describing various levels of human needs and satisfaction for the high order needs. Herzberg went a step further and distinguished hygiene factors, which maintain a reasonable level of motivation and the motivational factors which can improve employee performance. McGregor in his Theory Y assumed that under proper conditions, employees have the potential to work with responsibility. An annual employee survey would give a snap shot of employee views about the quality of their work life and helps to surface employee issues that require attention. Continuous research and experiments have been undertaken to understand human beings at work and the ways to improve their job satisfaction, balanced with the aim of the organizations to combine better productivity with job and employee satisfaction which gives rise to QWL.

24

RESEARCH METHODOLOGY 3.1 INTRODUCTION Research is simply the process of finding solutions to a problem after a thorough study and analysis of the situational and other related factors. Business research is a systematic and organized effort to investigate a specific problem encountered in the work setting that needs a solution. According to Clifford Woody "research comprises defining and redefining problems, formulating hypothesis or suggested solutions, collecting, organizing and evaluating data; making deductions and reaching conclusions, and at last carefully testing the conclusions to determine whether they fit the formulated hypothesis". The research process consists of the following distinctive interrelated phases: (1) Defining the research problem (2) Establishing Research Objectives (3) Developing the research design (4) Preparing a research proposal (5) Data Collection (6) Data Analysis and Interpretation and (7) Research reporting. Research is an organized and systematic way of finding answers to questions. Systematic because there is a definite set of procedures and steps which you will follow. There are certain things in the research process which are always done in order to get the most accurate results. Organized is that there is a structure or method in going about doing research. It is a planned procedure, not a spontaneous one. It is focused and limited to a specific scope. Finding answers is the end of all research. Whether it is the answer to a hypothesis or even a simple question, research is successful when we find answers. Sometimes the answer is no, but it is still an answer.

25

Questions are central to research. If there is no question, then the answer is of no use. Research is focused on relevant, useful, and important questions. Without a question, research has no focus, drive, or purpose.

Methodology can be defined as: 1. "the analysis of the principles of methods, rules, and postulates employed by a discipline" 2. "the systematic study of methods that are, can be, or have been applied within a discipline"or 3. "a particular procedure or set of procedures. Most of the research objectives could be met by using any one of the three types of research designs; exploratory, descriptive and casual research designs. Exploratory research focuses on collecting data using an unstructured format or informal procedure to capture data and to interpret them. It is often used to classify the problems or opportunities and it is not intended to provide conclusive information from which a particular course of action can be determined. Descriptive research uses a set of scientific methods and procedures to collect raw data and create data structures that describe the existing characteristics of a defined target population. For e.g., the profile of the consumers, pattern of purchase behavior etc. In descriptive research design the researcher looks for answers to the how, who, what, when and where questions concerning the different components of a market structure. The data and information generated through the descriptive designs can provide the decision makers with evidence that can lead to a course of action. Casual research design deals with collecting raw data, creating data structures and information that will allow the decision maker or researcher to model cause-effect relationships between two or more market variables. The casual research design enables to

26

identify, determine and explain the critical factors that affect the decision making. However, the research process is more complex, expensive and time-consuming. Types of Project Study- The type of project study undertaken is Descriptive. Descriptive research uses a set of scientific methods and procedures to collect raw data and create data structures that describe the existing characteristics of a defined target population. For e.g., the profile of the consumers, pattern of purchase behavior etc. In descriptive research design the researcher looks for answers to the how, who, what, when and where questions concerning the different components of a market structure. The data and information generated through the descriptive designs can provide the decision makers with evidence that can lead to a course of action. Target respondents- Employees of the concern who are under union. Assumptions- Quality of work life is important for each and every employee working in an organization. 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 not 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. Constraints- Quality is important but every thing in every place cannot be analyzed, so it is limited. Limitations- i) since quality is a broad topic, I have limited a particular field where its analyzed for skilled and non-skilled employees. ii) The employees were busy in their work schedule, so it is difficult to get respondents iii) Research was conducted by Questionnaire and through direct interview to only samples selected. iv) It is a time consuming process to get responses from the respondents. Proposed Sampling Methods Sampling refers to randomly selected subgroup of people or objects from the overall membership pool of defined target population. Sampling plans can be broadly classified into probability and non probability sampling. In a probability sampling plan, each member of the defined target population is 27

a known and has an equal chance of being drawn into the sample group. Probability sampling gives the researcher the opportunity to assess the sampling error. In the case of non probability sampling the research finding cannot be generalized and the sampling error cannot be assessed. The findings are limited to the sample which provided the original raw data. However non probability sampling may be the only choice in case where the population cannot be ascertained.

A simple random sample A simple random sample is obtained by choosing elementary units in search a way that each unit in the population has an equal chance of being selected. A simple random sample is free from sampling bias. However, using a random number table to choose the elementary units can be cumbersome. If the sample is to be collected by a person untrained in statistics, then instructions may be misinterpreted and selections may be made improperly. Instead of using a least of random numbers, data collection can be simplified by selecting say every 10th or 100th unit after the first unit has been chosen randomly as discussed below. Such a procedure is called systematic random sampling. A systematic random sample A systematic random sample is obtained by selecting one unit on a random basis and choosing additional elementary units at evenly spaced intervals until the desired number of units is obtained. For example, there are 100 students in your class. You want a sample of 20 from these 100 and you have their names listed on a piece of paper may be in an alphabetical order. If you choose to use systematic random sampling, divide 100 by 20, you will get 5. Randomly select any number between 1 and five. Suppose the number you have picked is 4, that will be your starting number. So student number 4 has been selected. From there you will select every 5th name until you reach the last one, number one hundred. You will end up with 20 selected students.

28

 A stratified sample A stratified sample is obtained by independently selecting a separate simple random sample from each population stratum. A population can be divided into different groups may be based on some characteristic or variable like income of education. Like any body with ten years of education will be in group A, between 10 and 20 group B and between 20 and 30 group C. These groups are referred to as strata. You can then randomly select from each stratum a given number of units which may be based on proportion like if group A has 100 persons while group B has 50, and C has 30 you may decide you will take 10% of each. So you end up with 10 from group A, 5 from group B and 3 from group C. A cluster sample A cluster sample is obtained by selecting clusters from the population on the basis of simple random sampling. The sample comprises a census of each random cluster selected. For example, a cluster may be some thing like a village or a school, a state. So you decide all the elementary schools in New York State are clusters. You want 20 schools selected. You can use simple or systematic random sampling to select the schools, and then every school selected becomes a cluster. If you interest is to interview teachers on their opinion of some new program which has been introduced, then all the teachers in a cluster must be interviewed. Though very economical cluster sampling is very susceptible to sampling bias. Like for the above case, you are likely to get similar responses from teachers in one school due to the fact that they interact with one another. Data Processing Data is the facts presented to the researcher from the study environment. Data can be gathered from a singe location or from all over the world based on the research objectives and the resource allocation. Data capturing is elusive, complicated by the speed at which events occur and the time-bound nature of observation. Data reflect their truthfulness measured by the degree of

29

closeness to the phenomena. Secondary data has at least one level of interpretation inserted between the event and its recording. Primary data are close to the truth. The data collection method ranges from observation, questionnaires, laboratory notes and other modern instruments and devices. Data can be characterized by their abstractness, verifiability, elusiveness and closeness to the phenomenon. As abstractions, data are more metaphorical than real. When sensory experiences consistently produce the same result then the data is said to be trustworthy as they are verified. Sources of data Data sources can be broadly categorized into three types viz., primary, secondary and tertiary. Primary data sources Primary data refers to information gathered firsthand by the researcher for the specific purpose of the study. It is raw data without interpretation and represents the personal or official opinion or position. Primary sources are most authoritative since the information is not filtered or tampered. Some examples of the sources of primary data are individuals, focus groups, panel of respondents, internet etc. Data collection from individuals can be made through interviews, observation etc. Secondary data sources Secondary data refers to the information gathered from already existing sources. Secondary data may be either published or unpublished data. The published data are available in the following forms: Publications of central, state and local governments. Publications of foreign governments, international bodies and their subsidiary organizations.

30

Technical and trade journals. Books, magazines and newspapers. Reports and publications of various business and industrial associations, stock exchanges, banks and other financial institutions. Reports prepared by research scholars, universities, economists in different fields. Public records and statistics, historical documents and other sources of published information. Online and real time databases etc., The unpublished sources include the company records or archives, diaries,

letters, biographies and autobiographies and other public/private organizations. Collection of secondary data involves less time and cost. However, a researcher should not solely depend on the secondary data due to the following reasons; the data can become obsolete and may not provide current and updated information, data would have been collected for some other purpose and hence it may not meet the specific requirements of the researcher. Tertiary sources Tertiary sources are an interpretation of a secondary source. It is generally represented by index, bibliographies, dictionaries, encyclopedias, handbooks, directories and other finding aids like the internet search engines. Methods of data collection Data collection method is an integral part of the research design. There are various methods of data collection; each method has its own advantages and disadvantages. Selection of an appropriate method of data collection may enhance the value of research and at the same time wrong choice may lead to questionable research findings. Data collection methods include interviews, self-administered questionnaires, observations and other methods. The choice of a method depends on the following factors: 31

Nature , scope and objectives of the research Availability of resources Degree of accuracy required Expertise of the researcher Time span of the study and Cost involved and the like

Questionnaires Most of the research studies carried out for solving business problems require the researcher to depend on primary data. The researcher should collect data through questionnaires/ interview schedules and process the same so as to provide solution to the identified problem. A questionnaire is a formalized framework consisting of a set of questions and scales designed to generate primary raw data. It is a preformulated written set of questions to which the respondents record their answers. The answers are mostly chosen by a respondent from within the closely defined alternatives. The questionnaires can be administered personally, mailed to the respondents or electronically distributed. Guidelines for questionnaire design A good questionnaire accomplishes the research objectives. The logical sequences of the steps involved in the development of a good questionnaire are discussed below: I. Deciding the information to be collected. II. Formulate the questions needed to obtain the information. III. Decide on the wordings of the questions and layout of the questionnaire. IV. Pretesting the questionnaire and correcting the problem. Personally administered questionnaire

32

If the study is confined to a local area, the questionnaires can be collected by personally administering the same. The main advantage is that the researcher can collect all the completed responses within a short period of time. The researcher has an opportunity to introduce the research topic and motivate the respondents to offer frank answers. Any doubts that the respondents have on any questions is clarified on the spot. Administering the questionnaire to a large number of respondents at a time would save time and expenses and also ensure quick collection of data as against personal interviewing. Hence, wherever possible group administration of questionnaire should be opted for depending on the sample frame work. Chi-Square test. Chi-square test is the most widely used non parametric test of significance. It is particularly useful in those tests involving nominal data but can also be used for higher scales. Using this technique, the significant differences between the observed distribution of data among categories and the expected distribution are tested on the null hypothesis. This test can be used in one sample, two independent samples or k independent samples. It must be calculated with actual counts rather than percentages.

The formula for the chi-square (

) test is

Oi = observed number of cases categorized in the ith category Ei = Expected number of cases in the ith category under Ho K = the number of categories

33

 Percentage Analysis Percentage analysis is used to give the tabulated representation of the respondents view. Percentage = No. of respondents/Total no. of respondents * 100 Here the total no of respondents taken are 200 samples. DATA ANALYSIS

4.1 Table showing the age of the Respondents Age 20 to 29 30 to 39 40 to 49 50 and above Total No.of.Respondents 8 12 53 27 100 Percentage 8 12 53 27 100

Inference: From the above table it clear that 53% of the respondents are belong to age group of 40 to 49, 27% in 50 and above category, 12% in 30 to 39 age group and remaining 8% are in 20 to 29 of age group. 34

Most of the employees are in the age group of 40-49 and hence SPIC contains large number of experienced staff

4.2 Table showing the Education Qualification of the Respondents Education Qualification Diploma Graduation Post Graduation Others Total No.of.Respondents 14 66 12 8 100 Percentage 14 66 12 8 100

Inference: The table shows that 66% of the respondents are graduates, 12% of the respondents are post graduates, 14% of the respondents are diploma holders and remaining 8% of the respondents fall under other categories.

35

As 66% of the employees in SPIC are graduates, they are able to independently handle their job and maintain good interpersonal skills.

4.3 Table showing the Cadre of the Respondents Cadre Staff Officer Total No.of.Respondents 62 38 100 Percentage 62 38 100

Inference: From the above table it shows that 62% of the respondents are staff and 38% of the respondents are officers. The staff cadre is found to be maximum (62%) which helps the authorities to get the work done by them. In turn the officers are only 38% which helps in managing the staff in an effective manner.

36

4.4 Table showing the Gender of the Respondents Gender Male Female Total No.of.Respondents 92 8 100 Percentage 92 8 100

Inference: The above table it shows that 92% of the respondents are male and remaining 8% are female. The male employees are higher in number compared with female employees since SPIC is a manufacturing sector.

37

4.5 Table showing the Marital Status of the Respondents Marital status Unmarried Married Total No.of.Respondents 17 83 100 Percentage 17 83 100

Inference: From the above table it clear that 83% of the respondents are married and remaining 17% of the respondents are unmarried. Among the overall employees, 83% married and 17% remain unmarried. Since majority of the employees are married, they able to balance their work life and family life.

38

4.6 Table showing the experience of the Employee Total yrs of Experience 1 to 9 yrs 10 to 18 yrs 19 to 27 yrs 28 to 36 yrs Total No.of.Respondents 4 66 22 8 100 Percentage 4 66 22 8 100

Inference:

39

The above table indicates that 66% of the respondents are having 10 to 18yr of experience, 22% of the employees are having 19 to 27yr, 8% of the employees are having 28 to 36yr, and 4% of the employees are having 1 to 9yr experience. The employees with 10-18 yrs of experience are found to be in larger in number and they have extensive job knowledge through their years of experience which they apply properly in their job.

4.7 Table showing the Income status of the Employee Income Status 10000 to 20000 20000 to 30000 30000 to 40000 40000 and above Total No.of.Respondents 16 53 23 8 100 Percentage 16 53 23 8 100

Inference: The above table shows that 53% of the respondents are in the income status of Rs.20,000 to Rs.30,000, 23% of the respondents are in Rs.30,000 to Rs.40,000 range, 16% of the respondents are in the range of Rs.10,000 to Rs.20,000 and 8% of the respondents are getting Rs.40,000 and above. 40

The income status of the employees is found to be maximum ranging from Rs.20,000 to Rs30,000 which depicts that the employees are earning sufficiently which in turn satisfies their basic needs.

4.8 Table showing the satisfaction of the employees about their remuneration Satisfaction level Highly Satisfied Satisfied Neither Satisfied nor Dissatisfied Highly Dissatisfied Total No.of.Respondents 8 45 35 12 100 Percentage 8 45 35 12 100

Inference: From the above table it shows that 45% of the respondents are satisfied with their current remuneration, 35% of the respondents are neither satisfied nor dissatisfied, 12% of the respondents are highly dissatisfied and 8% of the respondents are highly satisfied. 41

The satisfaction level of the employees in respect to their remuneration can be well linked with that of the bell diagram as the left hand side says about highly satisfied and the right hand side says the highly dissatisfied. But among all the average number of employees lie in the center where they are neither satisfied nor dissatisfied.

4.9 Table showing the Level of personal responsibility Satisfaction level Highly Satisfied Satisfied Neither Satisfied nor Dissatisfied Highly Dissatisfied Total No.of.Respondents 4 37 47 12 100 Percentage 4 37 47 12 100

Inference: From the above table it shows that 47% of the respondents are satisfied, 37% of the respondents are neither satisfied nor dissatisfied, 12% of the respondents are highly dissatisfied and 4% of the respondents are highly satisfied. The employees are almost satisfied with the level of the personal responsibility that reflects about their dedication and their contribution towards the work and life.

42

4.10 Table showing the Satisfaction Level of Growth and Work Experience Satisfaction level Highly Satisfied Satisfied Neither Satisfied nor Dissatisfied Highly Dissatisfied Total No.of.Respondents 4 47 49 0 100 Percentage 4 47 49 0 100

Inference: From the above table it shows that 47% of the respondents are neither satisfied nor dissatisfied, 49% of the respondents are satisfied, and 4% of the respondents are highly satisfied. The satisfaction level is higher in the case of career growth and the work experience that is provided by the organization.

43

4.11 Table showing the Satisfaction level of Relationship with Superiors Satisfaction level Highly Satisfied Satisfied Neither Satisfied nor Dissatisfied Highly Dissatisfied Total No.of.Respondents 12 63 25 0 100 Percentage 12 63 25 0 100

Inference: From the above table it is clearly seen that 63% of the respondents are satisfied, 25% of the respondents are neither satisfied nor dissatisfied and 12% of the respondents are highly satisfied.

44

The employees are satisfied with the friendly relationship prevailing between them and their superiors.

4.12 Table showing the Satisfaction level of Relationship with Subordinates Satisfaction level Highly Satisfied Satisfied Neither Satisfied nor Dissatisfied Highly Dissatisfied Total No.of.Respondents 63 25 12 0 100 Percentage 63 25 12 0 100

Inference: From the above table 63% of the respondents are highly satisfied, 25% of the respondents are satisfied and 12% of the respondents are neither satisfied nor dissatisfied. Similarly good relationship exists between the employees and their subordinates.

45

4.13 Table showing the Satisfaction level of Organizational Promotional Policy Satisfaction level Highly Satisfied Satisfied Neither Satisfied nor Dissatisfied Highly Dissatisfied Total No.of.Respondents 17 47 23 13 100 Percentage 17 47 23 13 100

Inference: From the above table it is clear that 47% of the respondents are satisfied, 23% of the respondents are neither satisfied nor dissatisfied, 17% of the respondents are highly satisfied and 13% of the respondents are highly dissatisfied towards organizational promotional policy. The promotional policy of the organization provides greater satisfaction which is reflected in the percentage of the employees who have expressed their opinion in the above table. 46

4.14 Table showing the Satisfaction level of communication Flow Satisfaction level Highly Satisfied Satisfied Neither Satisfied nor Dissatisfied Highly Dissatisfied Total No.of.Respondents 10 53 34 3 100 Percentage 10 53 34 3 100

Inference: From the above table it shows that 53% of the respondents are satisfied, 34% of the respondents are neither satisfied nor dissatisfied, 10% of the respondents are highly satisfied and 3% of the respondents are highly dissatisfied with the level of communication flow in the organization. The flow of communication and the channel of communication is found to be satisfactory and it lessens the spreading of grapevine in the organization.

47

4.15 Table showing the Satisfaction level of Team work Satisfaction level Highly Satisfied Satisfied Neither Satisfied nor Dissatisfied Highly Dissatisfied Total No.of.Respondents 11 50 36 3 100 Percentage 11 50 36 3 100

Inference: The above table reflects that 50% of the respondents are satisfied, 36% of the respondents are neither satisfied nor dissatisfied, 11% of the respondents are highly satisfied and 3% of the respondents are highly dissatisfied with the team work. 50% of the employees believe that team work provides better results and they have opted that they are satisfied with the team work in the organization.

48

4.16 Table Showing Participation in management decision making Decision Making No.of.Respondents Percentage Always 10 10 Frequently 57 57 Rarely 23 23 Never 10 10 Total 100 100

Inference: From the above table it is clear that 57% of the respondents are frequently participating, 23% of the respondents are rarely participating, 10% of the respondents are always participating and 10% of the respondents are never participating in the management decision making. The employees are also given equal opportunity to participate in the management decision making as about 57% of them have agreed that they are involved in the decision making procedure which shows the adaptive nature of the organization.

49

4.17 Table Showing the Acceptance of Participation in Decision making Acceptance Yes No Total No.of.Respondents 85 15 100 Percentage 85 15 100

Inference: The above table reflects that 85% of the respondents are accepted about participation in decision making, 15% of the respondents have not accepted the same. 85% of the employees have accepted that their participation is essential in the decision making procedure of the organization.

50

4.18 Table showing the level of communication with subordinates communication level Yes No Total No.of.Respondents 75 25 100 Percentage 75 25 100

Inference: The above table shows 75% of the respondents communicate with their subordinates while remaining 25% respondents does not communicate. The direction of communication is vertical in the organization where about 75% of the employees are satisfied with the level of communication with the subordinates.

51

4.19 Table Showing Effect of Stress on Work Stress Yes No Total No.of.Respondents 33 67 100 Percentage 33 67 100

Inference: From the above table it shows that 67% of the respondents are affected because of stress and the 33% of the respondents are unaffected by stress. The effect of stress is manageable by the employees as this has not reached the peak stage of affecting the employees in their work

52

4.20 Table showing intensity of stress on the job Stress on the job Highly stressed Moderately Stressed Slightly Stressed Not at all Stressed Total No.of.Respondents Percentage 6 6 45 45 37 12 100 37 12 100

Inference: The above table indicates that 45% of the respondents are moderately stressed, 37% of the respondents are slightly stressed, 12% of the respondents are not at all stress and 6% of the respondents are highly stressed. Some of the employees are exposed to stress on the job and that they are given some of the relaxing measures by the organization to reduce their stress

53

4.21 Table Showing the Symptoms of stress Symptoms Head Ache Body Pain Anger Shouting at others Lessening of work Total No.of.Respondetns 42 20 12 14 12 100 Percentage 42 20 12 14 12 100

Inference: From the above table it shows that 42% of the respondents suffer from head ache, 20% of the respondents from body pain, 12% of the respondents get anger, 14% of the respondents results in shouting at others and 12% of the respondents lessen their work because of stress. The symptoms of stress occur due to over work pressure as a result of which the employees suffer from minor discrepancies like head ache, body pain, shouting at others and lessening their work. Proper measures are taken by the organization to bring down these effects.

54

4.22 Table Showing the Rewarding System Rewarding system Holiday trip with family Special incentives special bonus Special increments Mementos Total No.of.Respondents 34 30 14 10 12 100 Percentage 34 30 14 10 12 100

Inference: From the above table 30% of the respondents prefer special incentives, 34% of the respondents for holiday trip, 14% of the respondents prefer special bonus, 12% of the respondents selected mementos and 10% of the respondents opted for special increments towards organizations rewarding system. The employees are eagerly looking forward for the slight modifications in the rewarding system like special incentives, holiday trip, and special bonus, mementos, special increments. Though the organization is providing these amenities, they are at a lower rate and hence the organization is also taking initiatives to provide these things expected by the employees as the motivational factor.

55

5.1 FINDINGS: It is found that majority of employees (53%) belong to the age group of 40-49yrs. It is found that majority of employees (66%) have completed their graduation. Majority of the employees (62%) are staff. Majority of the employees (92%) are male. It is inferred that (83%) of the employees are married. It is found that majority of employees (66%) have 10 t0 18 yrs of experience. It is inferred that majority of the employees (53%) belong to income status of Rs. 20,000 to Rs.30,000. Majority of the employees (45%) are satisfied with their remuneration. It is found that majority of the employees (57%) are satisfied with their personal responsibility level. Majority of the employees (49%) are satisfied with their growth and work experience in the organization. Majority of the employees (67%) have accepted about the stress in their job. It is inferred that majority of the employees (45%) are moderately stressed on the job. It is found that majority of the employees (42%) get affected with head ache because of stress. It is inferred that majority of the employees (34%) prefer holiday trip.

56

5.2 SUGGESTIONS:
The employees remuneration has to be structured according to their current market rate which would improve the living condition of the employee which in turn satisfies the employees in all aspects. The company should implement various rewarding system to the employees motivating them to achieve the target and boost up their morale. The company will have to take preventive measures to reduce the the job stress on its employees. Quality of work life and occupational stress on other professionals like teachers and scientists can be explored and compared with that of this organization employees. To improve the quality of work life of employees in spic, work assessment committees may be constituted in the organization, headed by a qualified professional. The committee shall meet frequently and assess the performance and appreciate the sincere effects made by the employees for their growth. The professionals at entry level cadre may be given on-their-job training to make their work output qualitative and beneficial to the organization. Also efforts may be made to find out the skills, talents and area of interest of the professionals and tap it for the improvement of ones own welfare and that of the organization, which may improve the work efficiency.

57

5.3 CONCLUSION: Though the company satisfies every aspect of career life of an employee further improvement may be carried over to achieve greater efficiency from the employee. A happy and healthy employee will give better turnover. Make suitable decisions and plan their job accordingly, have optimistic opinion about their job and organization. The house of spic reached new heights with generation of hard work, dedications remains the stamp of quality, integrity and reliability under the versatile, pragmatic and visionary leadership.

Finally, If the employees are happy the organization is wealthy

58

 BIBLIOGRAPHY 1. V.S.P. Rao, Human Resource Management, first edition. 2. Decenzo and Robbins, Human Resource Management, Wilsey, 6th. Edition 2001.

Websites www.google.com www.wikipedia.com www.sitehr.com www.indiandata.com

59