PRODUCTION PROCESS

RAW MATERIAL
 Illuminate
 Concentrate sulphuric acid
 Scrap iron/ Sponge iron
 Mono ammonium Phosphate
 Potassium sulphate
 Aluminium powder
 Caustic soda
 Zinc oxide
 Zinc dust

PROCESS

Various process stage and unit operation involved in manufacturing of Titanium dioxide:

 Grinding of illuminate
 Digestion
 Settling
 Concentration
 Precipitation
 Filtration and washing
 Leaching
 Treatment
 Calcinations
 Pulverization of calcinated pigment
 Packing

SCOPE OF THE STUDY

 The scope of the study would benefit organization by identify the present level of
the quality of work life and the various technique for improving the same.
  The scope of the study is to vital role in the organization as it reflects in high
productivity high morale, increased organization effectiveness and peaceful industrial
relation.
 Quality of work life pays is to find benefits of the employees regarding of welfare
facilities provided by the organization.
 The scope of the study would benefits the organization by identify the various
techniques and tools for improving the quality of work life in the organization.
 The scope of the study id to know quality of work life and band on that the
organization can know the overall productivity of the organization.

RESEARCH METHODOLOGY

Research methodology is the way of solving research problem systematically. This is done in
order that any researcher who embarks on research project should have blueprint of how he is going
to undertake scientifically data collection process. The framework developed to control collection of
data is called research design.

RESEARCH DESIGN

A research design is the arrangement of condition for collection and analysis of data in a
manner that aims to combine relevance to research purpose with economy in procedure. A research
design is purely and simply the framework or plan for study that guides the collection and analysis of
data. It is a blueprint that is followed in completing research work. The research design used for this
study is descriptive study and unit of analysis is individual. The study is done in non contrived
setting.
CHAPTER - 1

INTRODUCTION
CHAPTER - 2

INDUSTRY PROFILE
CHAPTER - 3

COMPANY PROFILE
CHAPTER - 4

PRODUCT PROFILE
CHAPTER - 5
REVIEW OF LITERATURE
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.

Herzberg (1959) used “Hygiene factors” and “Motivator factors” to distinguish between the
separate causes of job satisfaction and job dissatisfaction. It has been suggested that Motivator
factors are intrinsic to the job, that is; job content, the work itself, responsibility and advancement.
The Hygiene factors or Dissatisfaction-avoidance factors include aspects of the job environment
such as interpersonal Relationships, salary, working conditions and security. Of these latter, the most
common cause of job dissatisfaction can be company policy and administration, whilst achievement
can be the greatest source of extreme satisfaction.

Lawler and Porter( 1966). An individual's experience of satisfaction or dissatisfaction can

be substantially rooted in their perception, rather than simply reflecting
their “real world”. Further, an individual's perception can be affected by relative comparison –am I
paid as much as that person - and comparisons of internalized ideals, aspirations, and expectations.

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‟swere 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 the1970‟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‟.

Hackman and Oldham (1976) drew attention to what they described as psychological growth
needs as relevant to the consideration of Quality of working life. Several such needs were
identified; Skill variety, Task Identity, Task significance, Autonomy and Feedback. They suggested
that such needs have to be addressed if employees are to experience high quality of working life.

Taylor (1979) more pragmatically identified the essential components of Quality of working
life as; basic extrinsic job factors of wages, hours and working conditions, and the intrinsic job
notions of the nature of the work itself. 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 one's 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 organization and employee group.

Warr and colleagues (1979), in an investigation of Quality of working life, considered a range
of apparently relevant factors, including work involvement, intrinsic job motivation, higher order
need strength, perceived intrinsic job characteristics, job satisfaction, life satisfaction, happiness, and
self-rated anxiety. They discussed a range of correlations derived from their work, such as those
between work involvement and job satisfaction, intrinsic job motivation and job satisfaction, and
perceived intrinsic job characteristics and job satisfaction.
In particular, Warr etal. found evidence for a moderate association between total job satisfaction and
total life satisfaction and happiness, with a less strong, but significant association with self-rated
anxiety.

Thus, whilst some authors have emphasized the workplace aspects in Quality of working
life, others have identified the relevance of personality factors, psychological well being,
and broader concepts of happiness and life satisfaction. Factors more obviously and directly
affecting work have, however, served as the main focus of attention, as researchers have tried to
tease out the important influences on Quality of working life in the workplace.

Mirvis and Lawler (1984)suggested that Quality of working life was associated with
satisfaction with wages, hours and working conditions, describing the “basic elements of a good
quality of work life” as; safe work environment, equitable wages, equal employment opportunities
and opportunities for advancement.
 Cooper(1988) define the qualities of work life are broadly similar to the study on
Singaporean Employees Development suggest four dimensions of Quality of work life labelled as,
i)Favourable work environment ii) Personal growth and autonomy iii) Nature of job and
iv)Stimulating opportunities and co-workers Good performance is recognized in addition to rewards
being based upon performance while employees are respected and treated like mature people.

Baba and Jamal (1991)listed what they described as typical indicators of quality of working
life, including: job satisfaction, job involvement, work role ambiguity, work role conflict, work role
overload, job stress, organizational commitment and turn-over intentions. Baba and Jamal also
explored routinisation of job content, suggesting that this facet should be investigated as part of the
concept of quality of working life.

Singh-Sengupta (1993)in her study observed that one of the most critical and one of the least
discussed elements in Quality of work life is the issue of power relations. In their series of
observations in a wide range of organizations the top management is suffering from deficit of power
as the non-managerial cadres amass all powers because of the strength of trade unions and their
numerical strength. The study disclosed that the two groups, managers and workers seemed to be
currently interdependent. Appropriate intervention programme may change the relationship to co-
operatively interdependent.

Gani and Ahmad (1995)examined the empirical level of various components of QWL from
their theoretical expositions. The study was carried out by personal interviews of the workers there.
The results of the study are (i) the existing QWL in the organization under study is of an average
standard (ii) compared to working environment, rational and job factors, the financial factors present
a dismal picture (iii) the absence of participative management culture, has given rise to harder
beaurocratic controls, which has eroded creativity initiative and innovative capabilities of excellent
performers.

Mankidy (2000) observes that the more positive the Industrial relations processes, the greater
the possibility of improved Quality of Work Life. Positive Industrial Relations should ensure better
wages, flexible hours of work, conducive work environment, employment benefits, career prospects,
job satisfaction, meaningful employee involvement in decision making etc. leading to better Quality
of Work Life. The study concluded that the improved Quality of Work Life will naturally help to
improve the family life of the employees and would also improve the performance of the
organization.

Sirgy et al.; (2001)suggested that the key factors in quality of working life are: Need
satisfaction based on job requirements, Need satisfaction based on Work environment, Need
satisfaction based on Supervisory behaviour, Need satisfaction based on Ancillary programmes,
Organizational commitment. They defined quality of working life as satisfaction of these key needs
through resources, activities, and outcomes stemming from participation in the workplace. Maslow‟s
needs were seen as relevant in underpinning this model, covering Health & safety, Economic and
family, Social, Esteem, Actualization, Knowledge and Aesthetics, although the relevance of non-
work aspects is play down as attention is focused on Quality of work life rather than the broader
concept of quality of life.

Ellis and Pompli (2002) identified a number of factors contributing to job dissatisfaction and
quality of working life in nurses, including: Poor working environments, Resident aggression,
Workload, Unable to deliver quality of care preferred, Balance of work and family, Shift work, Lack
of involvement in decision making, Professional isolation, Lack of recognition, Poor relationships
with supervisor/peers, Role conflict, Lack of opportunity to learn new skills.

Bearfield, (2003) used 16 questions to examine quality of working life, and distinguished
between causes of dissatisfaction in professionals, intermediate clerical, sales and service workers,
indicating that different concerns might have to be addressed for different groups.

Cheng S says in a high Quality of work life there should be a positive impact on personal
life, an opportunity to be involved in decision as well as an acceptable level of physical comfort. Jobs
seen to exist within high Quality of work life work situations are those in which there is minimal
negative impact on one's personal life, and hopefully one which has a positive impact on one's
personal life. Cheng S in his paper Quality of work life through employee participation in Singapore
has discussed the following four different approaches to Quality of work life Employee share option
scheme, Joint management consultation, Quality circle and Industrial relations circle.
National Seminar on improving the quality of working life (1982)
was convened to enquire into the direction of Quality of Work Life activities in India and prepare an
action plan for implementing the Quality of Work Life concepts. The recommendation from the
National seminar published in the Journal of Productivity (1982) states that at the enterprise level,
improvement of quality of work life should be through the co-operative endeavour between
Management and unions. The conference pointed out that the Government could help in improving
Quality of Work Life through legislation, executive policy and action through its entrepreneurial role
in the public sector recommended the need for engaging and involving staff in the management and
policy decisions for improvement in Quality of Work Life.
 CHAPTER - 6
RESEARCH METHODOLOGY
RESEARCH METHODOLOGY

Research methodology is the way of solving research problem systematically. The word
methodology refers to the study of methods in same way as psychology is the study of psyche. This
is done in order that any researcher who embarks on research project should have blueprint of how
he is going to undertake scientifically data collection process. The framework developed to control
collection of data is called research design.

RESEARCH DESIGN

A research design is the arrangement of condition for collection and analysis of data in a manner that
aims to combine relevance to research purpose with economy in procedure. A research design is
purely and simply the framework or plan for study that guides the collection and analysis of data. It
is a blueprint that is followed in completing research work. The research design used for this study is
descriptive study and unit of analysis is individual. The study is done in non contrived setting.

SAMPLING TECHNIQUES

Sampling is the process of selecting a sufficient number of elements from population, so that a study
of sample and an understanding of its properties or characteristics would make it possible for us to
generalize such properties or characteristics to population elements. Non probability sampling
technique was used to select the samples from population. Convenience sampling has been adopted
for study.

SAMPLING SIZE

Sample size is the number of elements to be included in the study. Determining sample size is
complex and involves several qualitative and quantitative considerations. The sample size taken up
for study was 100. The samples are taken from various functional departments such as Finance,
Human Resource, Marketing, Commercial and Production.
DATA COLLECTION METHODS
PRIMARY DATA:
First time collected data are referred to as primary data. In this research the primary data was
collected by means of a Structured Questionnaire. The questionnaire consists of number of questions
in printed form. It has both open-end closed end questions in it.

SECONDARY DATA:
Data which has already gone through the process of analysis or were used by someone else earlier is
referred to secondary data. This type of data was collected from the books, journals, company
records etc.

STATISTICAL ANALYSIS:

The role of statistics is functioning as a tool in design research, analyzing its data and drawing
conclusions there from the important statistical tools used in analysis are as follows.
 percentage analysis
 chi square

PERCENTAGE ANALYSIS:

Here the percentage analysis is used for calculating the percentage of satisfaction level in the total
respondent.
percentage= No of respondents/ Total no of respondents x 100
 CHAPTER - 7
DATA ANALYSIS AND
INTERPRETATION
DATA ANALYSIS AND INTERPRETATION

(a)Age wise classification

S.NO Particular Respondent Percentage

1 Below 30 years 9 9
2 30-40 years 22 22
3 41-50 years 38 38
4 Above 50 31 31
Total 100 100

40 38

35
31
30

25 22
percentage
20

15
9
10

0
Below 30 years 30-40 years 41-50 years Above 50

Interpretation:
From the above chart, it indicates 9% of respondents are below 30 years, 22% of
respondents are below 30-40 years, 38% of respondents are below 41-50 years, 31%
of respondents are above 50 years.
(b)Gender wise classification

S.NO Gender Respondent Percentage

1 Male 95 95
2 Female 5 5
3 Total 100 100

Male
Female

95

Interpretation:
From the above chart, it indicates 95% of respondents are male, 5% of respondents are
female.
(c)Marital status

S.NO Particular Respondent Percentage

1 Married 94 94
2 Unmarried 6 6
Total 100 100

Married
Unmarried

94

Interpretation:
From the above chart, it indicates 94% of respondents are Married, 6% of respondents
are Unmarried.
(d)Educational qualification

S.NO Particular Respondent Percentage

1 12th 36 36
2 ITI 29 29
3 Diploma 14 14
4 Graduation 9 9
5 Others 12 12
Total 100 100

Percentage
40

35

30

25

20
Percentage
15

10

0
12th ITI Diploma Graduation Others

Interpretation:
From the above chart, it indicates 36% of respondents are 12th, 29% of respondents are
ITI, 14% of respondents are Diploma, 9% of respondents are Graduation, 12% of
respondents are other qualification.
(e)Experience(in years):

S.NO Particular Respondent Percentage

1 Below 10 16 16
2 10-20 28 28
3 20-30 39 39
4 Above 30 17 17
Total 100 100

45
39
40

35

30 28

25 Percentage
20 17
16
15

10

0
Below 10 1O-20 20-30 Above 30

Interpretation:
From the above chart, it indicates 16% of respondents are below 10 years experience,
28% of respondents are 10-20 years experience, 39% of respondents are 20-30 years
experience, 17% of respondents are Above 30 years experience.
(f) Do you feel happy with your working environment?

S.NO Particular Respondent Percentage

1 always 17 17
2 often 37 37
3 some-times 26 26
4 rarely 12 12
5 never 8 8
Total 100 100

40 37
35

30
26
25
Percentage
20 17
15 12
10 8

0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 17% of respondents always feel happy with
working environment, 37% often, 26% some-times, 12% rarely, 8% never.
(g) Do you feel that you are not able to spend enough time with your family ?

S.NO Particular Respondent Percentage

1 always 38 38
2 often 32 32
3 some-times 26 26
4 rarely 4 4
5 never 0 0
Total 100 100

40 38

35 32
30
26
25
Percentage
20

15

10
4
5
0
0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 38% of respondents always feel that they are not
able to spend enough time with your family, 32% often, 26% some-times, 4% rarely,
0% never.
(h) Do you feel that the job assigned to you uses your skills?

S.NO Particular Respondent Percentage

1 always 8 8
2 often 16 16
3 some-times 36 36
4 rarely 33 33
5 never 7 7
Total 100 100

40
36
35 33

30

25
Percentage
20
16
15

10 8 7
5

0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 8% of respondents always feel that the job assigned
to use their skills, 16% often, 36% some-times, 33% rarely, 7% never.
(i) Do you feel fatigue after work ?

S.NO Particular Respondent Percentage

1 always 6 6
2 often 47 47
3 some-times 36 36
4 rarely 8 8
5 never 3 3
Total 100 100

50 47
45
40 36
35
30
Percentage
25
20
15
10 8
6
5 3

0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 6% of respondents always feel fatigue after work, 47%
often, 36% some-times, 8% rarely, 3% never.
(j) Do you feel satisfied and comfortable with your job?

S.NO Particular Respondent Percentage

1 always 34 34
2 often 38 38
3 some-times 8 8
4 rarely 11 11
5 never 9 9
Total 100 100

40 38
34
35

30

25
Percentage
20

15
11
8 9
10

0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 34% of respondents always feel satisfied and
comfortable with your job, 38% often, 8% some-times, 11% rarely, 9% never.
(k) Do you have good relation with your colleagues?

S.NO Particular Respondent Percentage

1 always 64 64
2 often 25 25
3 some-times 9 9
4 rarely 2 2
5 never 0 0
Total 100 100

70
64

60

50

40
Percentage
30 25

20
9
10
2
0
0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 64% of respondents always have good relation with
your colleagues, 25% often, 9% some-times, 2% rarely, 0% never.
(l) Do you have harmonious relationship with your superior?

S.NO Particular Respondent Percentage

1 always 63 63
2 often 22 22
3 some-times 6 6
4 rarely 6 6
5 never 3 3
Total 100 100

70
63
60

50

40
Percentage
30
22
20

10 6 6
3
0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 63% of respondents always have harmonious
relationship with your superior, 22% often, 6% some-times, 6% rarely, 3% never.
(m) Does your job provides you with the opportunity to learn?

S.NO Particular Respondent Percentage

1 always 13 13
2 often 22 22
3 some-times 40 40
4 rarely 17 17
5 never 8 8
Total 100 100

45
40
40

35

30

25 22 Percentage
20 17
15 13

10 8

0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 13% of respondents always have opportunity to learn,
22% often, 40% some-times, 17% rarely, 8% never.
(n) Do you have appropriate training to do your job?

S.NO Particular Respondent Percentage

1 always 21 21
2 often 23 23
3 some-times 48 48
4 rarely 5 5
5 never 3 3
Total 100 100

60

50 48

40

Percentage
30
23
21
20

10
5
3
0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 21% of respondents always have appropriate training to
do your job, 23% often, 48% some-times, 5% rarely, 3% never.
(o) Do you think that the career development opportunity exists in your company?

S.NO Particular Respondent Percentage

1 always 5 5
2 often 16 16
3 some-times 32 32
4 rarely 38 38
5 never 9 9
Total 100 100

40 38

35 32
30

25
Percentage
20
16
15
9
10
5
5

0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 5% of respondents always think that the career
development opportunity exists in your company, 16% often, 32% some-times, 38% rarely,
9% never.
(p) Does your company accepts employee suggestions?

S.NO Particular Respondent Percentage

1 always 4 4
2 often 9 9
3 some-times 10 10
4 rarely 30 30
5 never 47 47
Total 100 100

50 47
45
40
35
30
30
Percentage
25
20
15
9 10
10
4
5
0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 4% of respondents always feel company accepts
employee suggestions, 9% often, 10% some-times, 30% rarely, 47% never.
(q) Does the company take safety measures for your safety?

S.NO Particular Respondent Percentage

1 always 48 48
2 often 34 34
3 some-times 9 9
4 rarely 6 6
5 never 3 3
Total 100 100

60

50 48

40
34
Percentage
30

20

9
10 6
3
0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 48% of respondents always feel the company take
safety measures for your safety, 34% often, 9% some-times, 6% rarely, 3% never.
(r) Does your company reward you for your achievements?

S.NO Particular Respondent Percentage

1 always 0 0
2 often 5 5
3 some-times 10 10
4 rarely 15 15
5 never 70 70
Total 100 100

80
70
70

60

50
Percentage
40

30

20 15
10
10 5
0
0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 0% of respondents always feel company reward them
for their achievements, 5% often, 10% some-times, 15% rarely, 70% never.
(s) Does the company organise tour programs?

S.NO Particular Respondent Percentage

1 always 5 5
2 often 8 8
3 some-times 32 32
4 rarely 46 46
5 never 9 9
Total 100 100

50 46
45
40
35 32
30
Percentage
25
20
15
8 9
10
5
5
0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 5% of respondents always say company organise tour
programs, 8% often, 32% some-times, 46% rarely, 9% never.
(t) Is stress involved in your work?

S.NO Particular Respondent Percentage

1 always 5 5
2 often 9 9
3 some-times 26 26
4 rarely 43 43
5 never 17 17
Total 100 100

50
45 43

40
35
30 26
Percentage
25
20 17
15
9
10
5
5
0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 5% of respondents always feel stress involved in work,
9% often, 26% some-times, 43% rarely, 17% never.
(u) Does the company organise tour programs?

S.NO Particular Respondent Percentage

1 always 5 5
2 often 8 8
3 some-times 32 32
4 rarely 46 46
5 never 9 9
Total 100 100

50 46
45
40
35 32
30
Percentage
25
20
15
8 9
10
5
5
0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 5% of respondents always say company organise tour
programs, 8% often, 32% some-times, 46% rarely, 9% never.
(v) Job security is available in the organization?

S.NO Particular Respondent Percentage

1 always 63 63
2 often 27 27
3 some-times 6 6
4 rarely 4 4
5 never 0 0
Total 100 100

70
63
60

50

40
Percentage
30 27

20

10 6
4
0
0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 63% of respondents always feel Job security is
available in the organization, 27% often, 6% some-times, 4% rarely, 0% never.
(w) Does your company organise medical camps for you?

S.NO Particular Respondent Percentage

1 always 17 17
2 often 48 48
3 some-times 32 32
4 rarely 2 2
5 never 1 1
Total 100 100

60

50 48

40
32
Percentage
30

20 17

10
2 1
0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 17% of respondents always feel company organise
medical camps for you, 48% often, 32% some-times, 2% rarely, 1% never.
(x) Do you feel comfortable with transportation and food facilities?

S.NO Particular Respondent Percentage

1 always 57 57
2 often 24 24
3 some-times 11 11
4 rarely 8 8
5 never 0 0
Total 100 100

60 57

50

40

Percentage
30
24

20
11
10 8

0
0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 57% of respondents always feel comfortable with
transportation and food facilities, 24% often, 11% some-times, 8% rarely, 0% never.
(y) My financial needs are fulfilled adequately?

S.NO Particular Respondent Percentage

1 always 49 49
2 often 37 37
3 some-times 5 5
4 rarely 6 6
5 never 4 4
Total 100 100

60

49
50

40 37

Percentage
30

20

10 6
5 4

0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 49% of respondents always feel financial needs are fulfilled
adequately, 37% often, 5% some-times, 6% rarely, 4% never.
(z) The organization is providing high quality tools and techniques to do the job well?

S.NO Particular Respondent Percentage

1 always 65 65
2 often 22 22
3 some-times 8 8
4 rarely 2 2
5 never 3 3
Total 100 100

70 65

60

50

40
Percentage
30
22
20

8
10
2 3
0
always often some-times rarely never

Interpretation:
From the above chart, it indicates 65% of respondents always feel organization is
providing high quality tools and techniques to do the job well, 22% often, 8% some-times,
2% rarely, 3% never.
Table representing the relationship between the experience of the respondents
and the Opinion about overall Quality of work life

Experience Opinion about overall Quality of work life Total

(in years)
Very Good Average Bad Very
Good Bad
Below 10 2 6 5 2 1 16

10-20 3 8 12 5 0 28

20-30 5 13 11 7 3 39

Above 30 2 8 6 0 1 17

Total 12 35 34 14 5 100

CHI-SQUARE ANALYSIS SHOWING THE RELATIONSHIP BETWEEN

EXPERIENCE OF THE RESPONDENTS AND THE OPINION ABOUT
OVERALL QUALITY OF WORK LIFE

solution:
H0 : There is no

Chapter-8
Findings, Suggestions
FINDINGS:

 9% of the respondents belong to age group of 30 yrs , 22% of the respondents

belongs to age group of 31-40 yrs, 38% of the respondents belongs to age
group of 41-50 yrs , 31% of the respondents belongs to age above 50 yrs.
 95% of data are collected from male and 5% of data are collected from
female
 16% of respondents are below 10 years experience, 28% of respondents are
10-20 years experience, 39% of respondents are 20-30 years experience, 17%
of respondents are Above 30 years experience.
 17% of respondents always feel happy with working environment, 37%
often, 26% some-times, 12% rarely, 8% never.
 38% of respondents always feel that they are not able to spend enough time
with your family, 32% often, 26% some-times, 4% rarely, 0% never.
 36% of respondents are 12th, 29% of respondents are ITI, 14% of respondents
are Diploma, 9% of respondents are Graduation, 12% of respondents are
other qualification.
 38% of respondents always feel that they are not able to spend enough time
with your family, 32% often, 26% some-times, 4% rarely, 0% never.
 8% of respondents always feel that the job assigned to use their skills, 16%
often, 36% some-times, 33% rarely, 7% never.
 6% of respondents always feel fatigue after work, 47% often, 36% some-
times, 8% rarely, 3% never.
 34% of respondents always feel satisfied and comfortable with your job, 38%
often, 8% some-times, 11% rarely, 9% never.
 64% of respondents always have good relation with your colleagues, 25%
often, 9% some-times, 2% rarely, 0% never.
 63% of respondents always have harmonious relationship with your superior,
22% often, 6% some-times, 6% rarely, 3% never.
 13% of respondents always have opportunity to learn, 22% often, 40%
some-times, 17% rarely, 8% never.
 21% of respondents always have appropriate training to do your job, 23%
often, 48% some-times, 5% rarely, 3% never.
 5% of respondents always think that the career development opportunity
exists in your company, 16% often, 32% some-times, 38% rarely, 9% never.
 4% of respondents always feel company accepts employee suggestions, 9%
often, 10% some-times, 30% rarely, 47% never.
 48% of respondents always feel the company take safety measures for your
safety, 34% often, 9% some-times, 6% rarely, 3% never.
 5% of respondents always feel stress involved in work, 9% often, 26% some-
times, 43% rarely, 17% never.
 5% of respondents always say company organise tour programs, 8% often,
32% some-times, 46% rarely, 9% never.
 63% of respondents always feel Job security is available in the organization,
27% often, 6% some-times, 4% rarely, 0% never.
 17% of respondents always feel company organise medical camps for you,
48% often, 32% some-times, 2% rarely, 1% never.
 57% of respondents always feel comfortable with transportation and food
facilities, 24% often, 11% some-times, 8% rarely, 0% never.
 49% of respondents always feel financial needs are fulfilled adequately, 37%
often, 5% some-times, 6% rarely, 4% never.
  65% of respondents always feel organization is providing high quality tools
and techniques to do the job well, 22% often, 8% some-times, 2% rarely, 3%
never.

SUGGESTION:

Based on the findings the following suggestions were to improve the quality of work
life at Travancore Titanium Products Limited.

 The organization should take care of the working environment that will
improve employees skills and abilities.

 The employees should be provided with the opportunities for continues

learning and training activities should be maintained periodically.

 suggestions and new ideas given by the employees should be invited.

 Suitable rewards should be provided for employees achievement. This will

give them a sense of recognition and feeling of participation in the working
of the concern.

 The management can use effective promotional policies to satisfy the

employee.
 Chapter-9
Conclusions

Conclusion:

During the period of my study in Travancore Titanium Products, I got an

opportunity to understand the different functions of reputed business organisation
especially the public sector.
The management is blessed with experienced and qualified employees. It is
an organization with ultimate potential and exists a concern for improved quality of
work life. The various quality of work life program will help the organisation to
project their organisation image and product. The organization can use quality of work
life programmes like employee participation, job rotation, job enrichment, and job
enlargement by objectives etc.. to demonstrate their caring outlook and to attract and
retain quality of workers. Enhanced quality of work life will help in eliminating the
factors that are detrimental to effective functioning of the organization.
With the strong management and dedicated workforce the company can
overcome its problems and exploit the ever increasing market of chemical wealth from
the sand of titanium dioxide.
 QUESTIONNAIRE

A STUDY ON QUALITY OF WORK LIFE IN TRAVANCORE TITANIUM

PRODUCTS LIMITED

Personal Information

(a) Name(optional):

(b) Age: Below 30 30-40 41-50 above 50

(c) Gender: Male Female

(d)Marital status: single Married

(e)Educational qualification:

12th ITI diploma Graduation other:

(f)Experience (in years):

below 10 10-20 20-30 above30

 (please tick on appropriate box)
PARTICULAR SA A N DA SDA

To study about the welfare activities carried

out in organization

1. Satisfied with the canteen facilities provided

in my organisation.

2. Drinking water arrangement are good.

3. The company provide flexible working hour.

4. Salary provided by the company is satisfactory.

5. The company providing good transportation

facilities

To study the perception level of employees

towards the Quality of work life in TTPL.

6. The working environment in TTPL is

comfortable.

7. The company takes safety measures.

8. The organization is available with job security.

9. The work given is satisfactory and

comfortable.

10. The work given involves stress.

11. Having good opportunity to develop skills

and abilities.

12. Learning opportunities is provided by the

company.

52
 (please tick on appropriate box)
PARTICULAR SA A N DA SDA
13. The company conduct Training programs.

14. The colleagues are having a good relationship.

15. Continuous performance appraisal

is done by the superior.

16. The organization provide high

quality tools and techniques to do the job .

17. Promotion are handled fairly.

18. The company provide educational assistance

to your child.

19. The company organize medical camp.

20. The company organise tour programs.

Suggestion if you have any to improve in quality of work life

53