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STUDY ON CERTAIN PERSONAL VARIABLE RELATED TO QUALITY OF WORKLIFE AND JOB SATISFACTION AMONG THE PERSONNEL OF VISTEON AUTOMOTIVE SYSTEMS INDIA

PROJECT REPORT
(A Report Submitted in Partial Fulfillment of the requirements for the Degree of Master of Business Administration in Pondicherry University)

Submitted by Ms. D.P.KUMUDHA DEVI Enrolment No: 0210390513 MBA Human Resources Management Under the guidance and Supervision of Dr. A. Vickram, M.Com, MBA, M.Phil, Ph.D Faculty Member of PULC, Professor, Loyola College, Chennai 600 034

Pondicherry University Loyola College Twinning Program Chennai - 600034

BONAFIDE CERTIFICATE

This is to certify that the Project Work titled STUDY ON CERTAIN

PERSONAL VARIABLE RELATED TO QUALITY OF WORKLIFE AND JOB SATISFACTION AMONG THE PERSONNAL OF VISTEON

AUTOMOTIVE SYSTEMS INDIA. This project is a bonofide work of Ms.

D.P.Kumudha devi Enroll No. 0210390513 carried out in partial fulfillment for the award of degree of MBA project work in original and not submitted earlier for the award of any degree / diploma or associateship of any other University / Institution.

Signature of the Guide Dr. A. Vickram, M.Com, MBA, M.Phil, Ph.D Faculty Member of PULC Professor, Loyola College Chennai - 34

Place: Chennai Date:

ACKNOWLEDGEMENT

With the wishes of my well wishers, I express my deep gratitude for providing an amazing environment for the development and promotion of this post graduate education. I am very grateful to PULC, Loyola College, Chennai, for encouragement and inspiration bestowed on me. Special thanks to Dr. A. Vickram, my guide for his continued encouragement, patience and guidance to ensure the completion of this project. For his advice, coherence, and support over the months. I also appreciate his constructive comments on my drafts and the shaping of my research. Most importantly, my heartfelt appreciation goes to my parents, brothers and friends. Finally, my thanks and gratitude goes to those people who patiently answered my survey questionnaire as their kind assistance made it possible to complete this research. I am highly indebted to for their valuable support through out this project work.

ABSTRACT The research titled Study on certain personal variable related to quality of work life among the personnel of a manufacturing industry. The study is conducted to find out what are the personal variables related to quality of work life in a manufacturing industry and how to improving these will affect the personnel and organization . People are the most valuable resources of the organization; they are source of creativity and inspiration that keep your organization alive. Work life balance is one of the key elements in employee and organization relationship. Measuring and continually improving the quality of work life is one of the essential responsibilities of HR department. That helps to update the employees satisfaction and organizational growth. It also helps in improving the performance of the employees and helps and new employees in adapting to the new atmosphere. It is the part of the HR manager to identify the methods of improving the quality of work life. Quality improvement of Work life is not a one time process it concentrates on overall growth of individual as well as the organization. It also improves the overall brand image of the organization. The research is of descriptive in nature. The sample size of 50 is determined from the total population of 560. Disproportionate stratified random sampling technique is used for the research. The information are collected using primary and secondary data. The primary data collected with help of questionnaire, the questionnaire consists of both open ended and close ended questions. The secondary data are collected using journals, books, websites etc The statistical tools that are used for the research are Percentage analysis, weighted average method, Chi square table.The pilot study was conducted among 10 employees in order to rectify the errors in questionnaire. Analysis are made with the available data. Based on the analysis, findings, suggestions and conclusions are framed.

TABLE OF CONTENTS

CHAPTER NO. ABSTRACT I

TITLES

PAGE NO.

INTRODUCTION I.1 I.2 I.3 OBJECTIVES OF THE STUDY COMPANY PROFILE

SCOPE AND SIGNIFICANCE OF STUDY I.4 RESEARCH METHODOLOGY

I.4.1 Research Design I.4.2 I.4.3 I.4.4 I.4.5 I.4.6 II III Area of the Study Data Collection Method Population of the Study Data Collection Tool Limitation

REVIEW OF LITERATURE STATEMENT OF THE PROBLEM AND HYPOTHESIS III.1 Percentage Analysis III.2 Weighted Average Method III.3 Chi Square Method

IV V VI

METHODOLOGY ANALYSIS AND INTERPRETATION FINDINGS, SUGGESTIONS & CONCLUSION APPENDIX BIBLIOGRAPHY

LIST OF CHARTS CHART NO. TITLE PAGE NO.

AGE OF THE RESPONDENTS

EXPERIENCE OF RESPONDENTS

Income level of the respondents Using skills and abilities to perform the job Equal treatment at work place Conditions on my job allows me to be productive Opportunity to develop special abilities Organisations provides enough guidance to get the job done Organization provides high quality tools and techniques to do the job Opportunities for promotion are good The safety of workers is at high priority Infrastructure facilities are Good Fringe benefits are good in the organization The supervisor is concerned about the welfare of the workers

8 9

10

11

12

13

14

15

Job security
Helping tendencies of supervisor

Training opportunities helped in terms of improving the quality of work Employees opinion about work stress Employees opinion on work schedule

Accepting suggestions by the supervisors Proud to be a part of VISTEON AUTOMOTIVE SYSTEMS PVT LTD

CHAPTER 1
INTRODUCTION

CHAPTER 1 INTRODUCTION
Quality of Work Life is a philosophy, a set of principles, which holds that people are the most important resource in the organization as they are trustworthy, responsible and capable of making valuable contribution and they should be treated with dignity and respect. The elements that are relevant to an individuals quality of work life include the task, the physical work environment, social environment within the organization, administrative system and relationship between life on and off the job. Quality of Work Life consists of opportunities for active involvement in group working arrangements or problem solving that are of mutual benefit to employees or employers, based on labor management cooperation. People also conceive of Quality of Work Life as a set of methods, such as autonomous work groups, job enrichment, and high-involvement aimed at boosting the satisfaction and productivity of workers. It requires employee commitment to the organization and an environment in which this commitment can flourish. Thus, Quality of Work Life is a comprehensive construct that includes an individuals job related well-being and the extent to which work experiences are rewarding, fulfilling and devoid of stress and other negative personal consequences. People are the most valuable resources of the organization; they are source of creativity and inspiration that keep your organization alive. Work life balance is one of the key elements in employee and organization relationship. Measuring and continually improving the quality of work life is one of the essential responsibilities of HR department. That helps to update the employees satisfaction and organizational growth. It also helps in improving the performance of the employees and helps and new employees in adapting to the new atmosphere. It is the part of the HR manager to identify the methods of improving the quality of work life. In summary, the limitations of individual job satisfaction had been pointed out in the literature for assessing the Quality of Work Life and there had been no attempt in the

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past to measure Quality of Work Life in terms of career aspects and organizational climate Quality improvement of Work life is not a one time process it concentrates on overall growth of individual as well as the organization. It also improves the overall brand image of the organization. Quality improvement of Work life refers to the favorableness or un favorableness of a total job environment of the people. The basic purpose is to develop jobs and working conditions that are excellent for people as well as for the economic health of the organization. Quality of Work Life provides a more humanized work environment. It attempts to serve the higher order needs of workers as well as their more basic needs. It seeks to employ the higher skills of workers and to provide an environment that encourages improving their skills.

Q U A L I T Y

Quest for excellence Understanding Action Leadership Involvement of the people Team spirit Yardstick to measure progress

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COMPANY PROFILE VISTEON AUTOMOTIVE SYSTEM INDIA PVT LTD. About the Company (When Started, Vision mission of the company, Organization structure) Leading global automotive supplier Approximately 40,000 employees in 26 countries Serving the worlds major automakers Strong product portfolio: Climate Interiors Electronics Lighting Aftermarket operations Product profile Visteon Global - Products Core To Our Success: Primary Product Lines

Visteon Climate Control (Beijing) J iangsu Toppower Automotive Electronics (XuzhouChongqing , , Changchun , Shenzhen) Yanfeng isteon V Automotive Trim Systems (Chongqing ) Visteon Cimate ontrol C (Chongqing )

Yanfengisteon V HallaClimate Control Automotive Trim Systems (Dalian ) (Beijing )

U n ite d A lu m in u m R a d ia to r ( C h a n g ch )u n

Interior/Exterior Climate Control Electronics

Visteon J V Visteon 100%

HallaClimate Control (Pyongtaek , Ulsan , Taejon ) Visteon Interiors Korea (UlsanYesanAsan,Busan , , )

Air Induction HVAC Systems Powertrain Cooling Compressors

IN D IA

Cockpit Modules K O R E A Audio Instrument Panels Consoles Door Trim Modules

C H IN A JAP AN
(Hiroshima) Driver Information (Hiroshima) Cockpit Electronics Visteon J apan J apan Climate Systems

Visteon Changan Engine Control Systems (Chongqing )

Powertrain Electronics
(Changzhou ) Front/Rear Lighting Visteon TYC Autolamps Yanfengisteon V Automotive Trim Systems (Shanghai) Yanfeng Visteon Electronics (Shanghai) Yanfeng Safety Systems Key (Shanghai) Yanfeng isteon V Betung Automotive Instrumentation (Shaoxing ) J iangxi Fuchang (Nanchang )

Climate Systems India (Bhiwadi ) TACO Visteon Automotive (Pune ) Visteon Automotive Systems India (Pune ) Visteon Automotive Systems India (Chennai)

T H A IL A N D

P H IL IP P IN E S

Visteon Thailand (Rayong )

HallaClimate Control (Rayong )

Visteon Philippines (Santa Rosa)

Dongfengisteon V (WuhanShiyan , )

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Visteon Asia Pacific Presence

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Visteon India- Products, Plants, Locations, & Customers

Visteon Automotive Systems India VASI (Toyota, Hyundai, Ford, Mitsubishi,GM, Renault) Climate, Radiators, Instrument Clusters, Instrument Panels, Bumpers, Intercooler, FEM Carrier, Audio Visteon Technical & Services Center VTSC (Visteon Global) Embedded Software, BPO

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Visteon Automotive Systems India VASI Pune (Tata, Mahindra, Renault) Interior, Exterior TACO Visteon Automotive Private Ltd TVAP (Tata) Powertrain/Lighting TACO Visteon Engineering Private Ltd TVEC (Visteon) CAD CAE Services Climate System India Ltd CSIL (Maruti Suzuki, Mahindra) Aluminum Radiators, Engine Cooling Modules, Intercoolers, Heater Cores & FDM (under development) Earmark for VASI Expansion in Western Region (Climate Products) New products FDM & Air handling system under development Plant expansion underway at all Visteon locations in India

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1.3. OBJECTIVES PRIMARY OBJECTIVES To assess and improve the quality of work life & Job Satisfaction at Visteon Automotive System India Ltd . SECONDARY OBJECTIVES To identify and study the various parameters influencing the quality of work life. To find out current state of work life balance and current opportunities provided

in organizations. To asses the scope for areas of improvement in the identified parameters through

survey for attaining the organizational objective. To suggest and implement measure for improving current quality of work life.

1.4 SCOPE OF THE STUDY

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Study on certain personal variable related to quality of work life and job

satisfaction is an important output that helps the organization to know the perception of the employees about the organization. It comprises of extrinsic and intrinsic factors and helps maintain an able and willing work forces It is an interesting and significant area for conducting research The study made on the topic of Job satisfaction will reveal the factor of feeling of employees. This report is useful to the Management of the company to know the satisfaction levels of the employees and they can take measures to increase productivity.

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1.6.6 Limitation of the Study The findings of the study are applicable only to the Management staffs of Visteon Automotive System India Ltd. The responses of respondents are assumed un-biased. The findings are subjected to change in future due to dynamic environment. The study was made through survey method. The response was prejudice to respondents view and may not be highly accurate. The research cannot be generalized.

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CHAPTER - 2 REVIEW OF LITERATURE

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CHAPTER - 2 REVIEW OF LITERATURE Study made by Rashmi Shahu, S.V.Gole, Dept Of Management Technology on An Empirical Study on Worklife and Job Satisfaction ( 2001) In the field of Industrial / Organizational psychology, one of the most researched areas is the relationship between job satisfaction and job performance (Judge,Thoresen, Bono, & Patton, 2001). Landy (1989) described this relationship as the Holy Grail of Industrial psychology. Research linking job performance with satisfaction and other attitudes has been studied since at least 1939, with the Hawthorne studies (Roethlisberger & Dickson, 1939). In Judge et al. (2001), it was found by Brayfield and Crockett (1955) that there is only a minimal relationship between job performance and job satisfaction. However, since 1955, Judge et al. (2001) cited that there are other studies by Locke (1970), Schwab & Cummings (1970), and Vroom (1964) that have shown that there is at least some relationship between those variables. Iaffaldano and Muchinsky (1985) did an extensive analysis on the relationship between job performance and job satisfaction. Across their many studies, they found a mean correlation of 17 (Iaffaldano & Muchinsky, 1985). There are also stronger relationships depending on specific circumstances such as mood and employee level within the company (Morrison, 1997). Organ (1988) also found that the job performance and job satisfaction relationship follows the social exchange theory; employees performance is giving back to the organization from which they get their satisfaction. The final model is Alternative Conceptualizations of Job Satisfaction and/or Job Performance. This model discusses how positive attitudes toward ones job can predict a high degree of job performance. George and Brief (1996) and Isen and Baron (1991) both found that employees attitudes are reflected in their job performance. If this is the case, then we can argue that there is a relationship between employees job satisfaction and job performance, as satisfaction is an attitude about their job. Industrial psychologists do not justify any relationship between job

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satisfaction and job performance, although it has been found that a positive mood is related to higher levels of job performance and job satisfaction. Job Performance in Relation to Job Stress Stress is a mental and physical condition, which affects an individuals productivity, effectiveness, personal health and quality of work. Job stress victims experience lowered quality of work life and job satisfaction. The harmful and costly consequences of stress demonstrate the need for strategies to limit stressors within the organization. Organizations that do not adopt strategies to alleviate stress may find their employees looking elsewhere for better opportunities. The impact of stress from overwork, long hours at work and work intensification has had a major and often devastating effect on organizations of developed nations. Japan, where Karoshi death by overwork is officially recognised as a fatal illness, America where job stress alone costs American business an estimated $200 billion annually, the UK 63 billion and Australia $15 billion. This is the cost for compensation claims, reduced productivity, absenteeism, added health insurance costs and direct medical expenses for stress related illnesses (Savery and Luks, 2000b). A recent American Management Association survey of 292 member firms revealed that per capita disability claims tend to increase when positions are eliminated. The survey, which dealt with layoffs between 1990 and 1995, found that the illnesses disabled workers sought treatment for gastrointestinal problems, mental disorders and substance abuse, hypertension and the like were stress related (Reese, 1997). The process of restructuring, downsizing and reengineering have helped companies to become lean, but not without great costs. Employees are experiencing more stress and uncertainty because companies got leaner without building their muscle. Just like going on a diet without exercising. The organization weighs less but the percentage of fat which manifests as high stress, low morale and less than optimal productivity has actually increased. Some organizations have even become anorexic. They are too lean, but because the think they are fat, they continue to diet. Research Tools

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The tools required for this research included two different assessments. The first tool is job satisfaction instrument (developed by Mishra, R.S., Tiwari, Manorama). The author has found the split half reliability of the test to be 0.78 and the test retest 0.69. The validity of the test is stated to be 0.68. The test includes 11 important areas which are relatively more prominent and found common in the literature. They are security, monetary remuneration, service conditions, future advancement, andrecognition of good work, social circle, working conditions, nature of job,supervision, accommodation and leave facility. The second tool is occupational stress index. The scale consists of 46 items with 5 alternative responses. Out of 46items 23 are true keyed and 18 are false keyed. The items relate to almost all relevant components of the job life which cause stress in some way or the other such as role overload, role ambiguity, role conflict, group and political pressures, responsibility for persons, under participation, powerlessness, poor peer relations, low status, and working conditions. The reliability index ascertained by split half (odd even) method and Chronbachs alpha coefficients for the scale were found to be 0.935 and 0.90 respectively. The other instrument was a current (2005) performance evaluation that was completed by the executives of the each company. 1.6 Procedure The author contacted the managers of various private manufacturing companies and discussed the possibility of conducting a study investigating relationships between job performance, job satisfaction, and job stress; she granted permission to carry out the research. After agreement on the terms of the research, steps were taken to ensure confidentiality by having the confidential secretary aid in the process of removing names from the performance evaluations and later handing the evaluations to the participants. At no time did the researcher see the performance evaluations with the names on them, nor did she take the evaluations out of the department. Because of the extreme confidentiality of these evaluations, they were only given to the researcher, by the companies, after the secretary deleted the names and all other identifiers. The researcher scheduled an hour and a half of classroom time for each of the three

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shifts at various departments of different manufacturing companies. During this time, the informed consent form and the instructions for the assessments were handed to each participant and it was made sure that all questions pertaining to the research that the participants had were answered. Each participant received a large envelope containing the assessment instruments. At this time, the secretary handed out the sealed envelops with the confidential performance evaluations sealed inside to the participants so they could put them in the large envelope with the other assessments. A copy of the instructions was handed out to each participant and the instructions for each assessment were also read and any questions were answered. Participants were also divided into four groups according to job tenure. Each employee was given a number that corresponded with a group and were instructed to write this number on the inside flap of the large envelope. After filling out the questionnaires, the participants put these along with the confidential performance evaluation into the large envelope and handed the package back to the researcher. Study made by Md. Zohurul Islam* and Sununta Siengthai** on Quality of work life and organizational performance: Empirical evidence from Dhaka Export Processing Zone( 2005) Dhaka Export Processing Zone manufacturing enterprises are playing an important role in term of investment, employment generation and export. We, therefore, have undertaken this exploratory study on the influence of workers quality of work life (QWL) on job satisfaction and organizational performance. QWL is hypothesized to directly or indirectly influence organizational performance. A questionnaire survey was undertaken within the EPZ enterprises with non-managerial employees who are mainly involved in the production process. A simple random sampling method was used and about 216 sample responses were returned and usable. Data were analyzed using descriptive statistics, chi-square test and regression analysis to test the formulated hypotheses and the significance and reliability of the findings. The findings suggest QWL although is positively related to organizational performance but it is not significant as hypothesized. However, there is a positive and significant

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relationship between QWL and employees job satisfaction. Finally, conclusion and policy implications are given. Quality of Work Life (QWL) has become one of the important issues in manufacturing enterprises like EPZ and those outside of EPZ. More than 64 per cent of female workers are engaged in Dhaka EPZ and more than 90 per cent are worker level employees (Majumder, 2006). In term of working conditions, export-oriented enterprises are supposed to maintain their international standards. However, working conditions are changing by the force of technological advancement. In addition, it has been observed that technology has also changed the work culture in manufacturing enterprises (Mathur, 1989; Ratnam, 2001). Research Method Research site: Dhaka EPZ is the second largest according to the number of factories, investment and export and of course in terms of employment. It has been selected as the site for this research as the researcher has an access to this special economic zone. Dhaka EPZ has 265 enterprises in operation, and 35 under construction. It is 40 km. away from capital Dhaka city, 24 km from International Air Port and 330 from Chittagong Sea Port. Survey Process and Procedure Survey for non-managers: This survey is the partial results of the full-scale survey of the managerial level officers to collect data on organizational change and productivity improvement as an empirical study on Dhaka Export Processing Zone. There was a questionnaire set for non-managerial level employees so it is the by product of the main research. The researcher had a full scale survey on managerial level, with 53 enterprises among all the A, B and C categories enterprises. By validating the data and information, we conducted a structure questionnaire survey. Simple random sampling method was used for collecting data. The sample size was 216. The data were collected during the July-August of 2008. Measurement Organizational performance: The variables regarding organizational performance were (Lau & May, 1998) measured by a 5-point Likert-scale (1 strongly disagree to

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5 strongly agree). The variables include the items of Q2, Q9, Q10, Q26, Q27, and Q28. Items details are in annexure. Employees Job satisfaction: Job satisfaction was measured with five variables. Whereas, Hackman and Oldham (1980) measured job satisfaction with twelve items, in case of Bangladesh not all of them were relevant in the context of EPZ workers. These items were measured by a 5 point Likert scale (1 Strongly disagree to 5 Strongly agree). Those items are: Q1, Q3, Q14, Q20, Q21, Q25 and Q29. Items details are in Annexure. QWL: Quality of Work Life was measured with ten items (Hackman and Lawler, 1971). Those items are: Q8, Q11, Q12, Q13, Q22, Q23, Q30, Q31, Q32 and Q33. All those items were measured by using a 5-point Likert scale (1 strongly disagree to 5 strongly agree). Items details are in Annexure. Wage policy: The variables regarding wage policy in DEPZ enterprises were measured by two items by using a 5-poing Likert scale. The items were Q4, Q5, Q15 and Q16 (see detail in Annexure). Company policy: Company policy was measured with six variables. These variables items were measured by using a 5-point Likert scale. Those were Q6, Q7, Q19, and Q24. Items details are in Annexure-G. Union: Union was measured with two items. These variable items were measured by using a 5-point Likert scale. These were Q17 and Q18. Items details are in AnnexureG. Reliability: Reliability reflects the consistence of a set of items variables scale by measuring the concept in a particular. It illustrates the individuals differences concerning the amount of agreement or disagreement of the concept studied. In this study, reliability measurement is important to verify the variables consistencies through employee job satisfaction, quality of work life and organizational performance. Cronbachs alpha is computed using SPSS scale reliability programme for each set of constructs. The value of Cronbachs alpha is reported in Table 1. Chronbach alpha reliability Table 1 Factor Items Cronbachs

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Alpha Organizational performance QWL Job satisfaction Company policy Wage policy Union Overall 33 items 6 10 7 4 4 2 33 .3469 .3336 .6698 .5825 .4391 .2713 .8185

Table 5 Regression results testing the relationship between quality of work life and employee job satisfaction/Model Summary Model R R Square Adjusted R Square 1 .746(a) .557 .546 52.761 F Std. Error Sig. of the .000 Estimate .26711

Conclusion A large number of workers in DEPZ, Bangladesh are playing an exciting role for economic growth special focus on investment, employment and export. This study focused on to identify the factors those are associated with employees job satisfaction and their quality of work life. More specific the study was to identify the relationship between QWL and employees satisfactions as well as QWL and organizational performance. Apart from that the coefficient table (Table 4) shows the employees job satisfaction, wage policy, company policy and union also have a positive relationship with organizational performance in DEPZ enterprises. For this study data were collected within foreign own enterprises, joint venture enterprises and local own enterprise from Dhaka Export Processing Zone. 216 respondents were in different level of job and all of were non-managerial level. Most of the enterprises were textile related enterprises. Respondents views have been explored and tested by statistical tools (SPSS) and found all except QWL are positively associated with organizational performance. However, it is also found that QWL is positively and significantly related to employee job satisfaction. As employee job satisfaction is

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found significantly and positively related to organizational performance, it is thus implied that the EPZ managers should try to develop a stronger connection between the QWL and employee satisfaction and organizational performance. The potential findings reveal that workers wage are not determining by market rates. Housing accommodations are not provided by the employers and the accommodation allowances are very low. This is very hardship to get private accommodation with this allowances, this made dissatisfaction among the employees. Similar result reveals in profit bonus, production bonus, losing their job, availability of job, office transport facility, and family life as well free working lunch. Moreover, result revealed that quality of work life toward workers development like as training, worker union, participation in decision making variables are with high standard deviation (see descriptive statistics Table in appendix-G) values that explained management should come forward to meet workers demand that have the positive impact on firm performance. The present study suggests that quality of work life practice in DEPZ is beneficial for the entrepreneur, management as well buyer point of view according to high performance of work and high satisfaction for worker as well.

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CHAPTER 3 RESEARCH METHODOLOGY

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1.6

RESEARCH METHODOLOGY

1.6.1 Research Design The research design indicates the types of research methodology under taken to collect the information for the study. The research design selected for Study on certain personal variable related to quality of work life among the personnel of a manufacturing industry. It is descriptive type of research design. The purpose of descriptive research is to get the characteristic of an individual towards an objectives or the variable of interest in a situation. A descriptive research design is the one that simply describes something such as demographic characteristic of group (or) customers of the product. Descriptive research study provides clear specification of who, what, when, where, why and how aspects of the research. 1.6.2 Area of Study The area of study is confined to Quality of Work Life of management level personnel working at Visteon Automotives INDIA Ltd.

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1.6.3 Data Collection Method 1.6.3.1Primary Data The primary data are those which are collected for the first time and thus happens to be original in characteristics. Primary data are data gathered for specific purpose or for a specific research project the instrument used to collect the primary data to carry out the survey is structured questionnaire which is administrated to personal interview.

1.6.3.2Secondary Data The secondary data are those data which have already been collected through others sources like news paper, magazine, books & internet. Secondary data are collected to find out the level of their needs, wants, and their taste. 1.6.4 Population of the Study The study is conducted among the population of 210 employees of Visteon Automotive Systems India Ltd working/handling different functions. 1.6.4.1 Sample Size: From the finite population, sample size 100 employees. 1.6.4.2 Stratified Disproportionate Random Sampling: The total population is segregated in to several mutually exclusive sub population or strata. The process by which the sample is constrained to include elements from each of the strata is called stratified random sampling. The stratified disproportionate random sampling is where, each stratum is not properly, represented, so that sample drawn from each strata is not proportionate to the stratums share of the total population.

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SL NO 1 2 3 4 5

STRATA HR, Finance Marketing PD Purchase, STA Quality, Manufacturing Engineering &

POPULATION 42 21 36 36 105

% 44 45 42 45 42

SAMPLE 17 9 14 16 44

210

100

1.6.5 Data Collection Tool 1.6.5.1 Questionnaire Design: The questionnaire framed for the research study is a structured questionnaire in which all the questions are predetermined before conducting the survey. The form of questionnaire is of both closed and open type. The closed type of questions is of Dichotomous scale Likert 5-point scale Category scale (Yes / No) (H.S, S, N, H.DS) (Multiple items)

Multiple choices are given for closed type questions for which the customers can respond for one or more than one alternatives. The questions in the questionnaire were arranged in a sequences manner, which helps the researcher to get answer from the respondents.

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The researcher has framed the questionnaire in the clear manner such that it makes the respondents to under stand and to answer the questions easily. The researcher has designed questionnaire in such a way it is short and simple questions and was arranged in a logical manner. 1.6.5.2 Questionnaire A questionnaire is simply a formalized set of questions for eliciting information. 1.6.5.3 Types Of Questions The different types of questions used for the study are: Open-ended Questions. Closed-ended Questions. Multiple choice Questions. 1.6.5.4Tools for analysis Percentage Analysis Formula: Percentage = (Number of Responses/ Total Number of Respondents) * 100. Weighted Average Method Mean Score = Total Score / No. Of Responses Where total score= No. Of Responses * Weighted Average. Chi-Square Test: 2 = (O-E) ^ 2/E O = Observed Frequency. E = Expected Frequency.

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Chi-square is used to

test whether there exist a significant relationship

frequency between observed and Expected frequency. To find 2 table value degree of freedom,. Degree of freedom is calculated using the formula (r-1) (c-1). The table value for the degree of freedom can be either using 5% or 1% of significant level. If the table value is greater than the calculated value, Null Hypothesis is accepted or Null Hypothesis is rejected.

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ANALYSIS AND INTERPRETATION

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Data Analysis 2.1 Hypothesis Job performance is significantly related to Job Stress & Job Satisfaction. 2.2 Analysis The data was analyzed giving thought to the main hypothesis: to find relationships between job performance, job satisfaction, and job stress. Each assessment was looked at individually and descriptive statistics were computed for each. Frequency reports on the specific questions were run to determine agreement within the measures. All assessments were also correlated with one another to view any existing relationships between the variables. Both questionnaires contained some positive questions and some negative question. The scale used was from 1 to 5, 5 being the maximum score for each question, for example if there are four questions on job security then the maximum score for job security will be 20. For negative questions the score was reversed. Total scores for each area of Job Stress & Job Satisfaction were calculated and the total score was tabulated as per the individuals. 2.3 Multiple Regression Analysis Performance = f (Satisfaction, Stress) Y = f (X1, X2) Y = 84.69 + 0.2599 X1 0.37744 X2 Where, Y _ Performance X1 _ Satisfaction X2 _ Stress Negative coefficient for variable x2 shows that as stress increases performance lowers down. RMS error for this model = 5.8 = 13.928 X bar = 22.11, r = 0.868, R2 = 0.75

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The value of R2 shows that for 75% of the time the model will give correct result. The following model shows the relationship of stress with the dominant factors causing stress. AIMS International Journal 242 of Management 2(3) X = 28.20 + 5.48 X1 + 3.2 X2 + 1.49 X3 + 0.29 X4 X _ Stress X1 _ Role overload X2 _ Political Pressures X3 _ Poor relation X4 _ working condition The following model shows the relationship of satisfaction with the dominant factors giving satisfaction. Y = 48.91 + 3.82 Y1 + 1.98 Y2 + 0.31 Y3 Y _ Satisfaction Y1 _ Job security Y2 _ Service Condition Y3 _ Social circle 2.4 Results of ANOVA 1. The performance was significantly better in low stressed group (M=74.65) in comparison to the performance of highly stressed group (M=63.19), F = 33.41, p < .01. 2. The performance was seen greater in highly satisfied group (M=71.35) in comparison to the performance of low satisfaction group (M=66.49), F = 5.87 p < .05. 3. Interaction effect between stress & satisfaction was found to be non-significant F = 0.16, p < .05, p < .01. Table 1 Average score of all the areas of job satisfaction for all companies Job Security Remuneration 15.42 12.66

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Future Advancement Service Condition Recognition Social Circle Working Condition Nature of Job

7.86 14.03 7.93 19.00 11.20 15.91

Table 2 Average score of all the areas of job stress for all companies Group and Political Pressures 13.87 Under Participation 9.63 Role Ambiguity 9.69 Poor Peer Relation 9.77 Strenuous Working Condition 10.81 Non profit environment 6.87 Powerlessness 9.95 Low Status 6.49 Responsibility for Persons 9.17 Role Conflict 10.08 Intrinsic Impoverishment 10.48 Role Overload 14.50 The result shows that all companies taken together, the two major areas where the employees of every company showed maximum stress were: i) Role Overload ii) Group and Political Pressure The result shows that all companies taken together the two major areas where the employees of every company showed minimum satisfaction were: i) Leave facility ii) Future advancement

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. Conclusion Overall, there were not any surprising findings. The study conducted corresponded with the previous research as to what factors can predict job performance. Because the study was conducted on a small sample, more research on different samples would need to be conducted to draw further conclusions. The companies that are lagging behind in certain areas of job satisfaction & job stress need to be developed so that their employees show good performance level, as it is proved that performance level lowers with high stress & rises with high satisfaction scores. Table 3 ANOVA Analysis Source SS Degree of freedom MS F A (Satisfaction) 403.2 1 403.2 5.87 B (Stress) 2292.68 1 2292.68 33.41 A X B 11.06 1 11.06 -0.16 The awareness program pertaining to stress & satisfaction is to be taken up in the industries to make them aware of the benefits of knowledge of stress and its relationship with satisfaction and achievement of goal of industries. Simply based upon the measurement of stress level, company itself can take steps to reduce the stress level. This awareness, improvement and maintenance cycle will help the industry to improve overall performance.

38

Table No: 1

Age of respondents

Age 20 30 31 45 46 & above Total

No. of respondents 30 45 25 100

Percentage 30.0 45.0 25.0 100.0

INFERENCE: The above table shows that majority of 45% of the respondents belongs to the age group of 31 to 45 and 30% of the respondents lies between 20 to 30 age group. 25% of the respondents fall from the age group of 46 and above. The study reveals that all the

respondents all age group level are well capable of assessing the quality of their work life.

39

Table No. 2 Experience of the respondents

Experience Below 1 year 1 5 years 5 10 years Above 10 years Total

No. of Respondents 19 24 57 100

Percentage 19 24 57 100

INFERENCE: The above table shows that majority of 57% of the respondents experience of more than 10 years and 24% are 5 to 10 years of experience. are with an 19% of the

respondents are with 1-5 years experience. No respondent is less experienced. The study reveals that all the respondents are well experienced, so they are well capable of assessing the quality of their work life.

40

Table No 3 Income level of the respondents

Income Level Below Rs. 5,000 Rs. 5,000 Rs.10,000 Rs. 10,000 Rs.20,000 Above Rs. 20,000 Total

No. of Respondents 38 59 3 100

Percentage 38 59 3 100

INFERENCE: The above the table shows that as much as 82 per cent of the respondents are in the higher income group of more than Rs. 10,000 income per month. Hence it can be inferred that monetary benefits are not a constraint to assess the quality of work life, in the study unit.

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Table No 4 Using skills and abilities to perform the job

Opinion Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 46 51 2 1 100

Percentage 46 51 2 1 100

INFERENCE: The above the table states that as much as 97% of workers in the study unit were of the opinion that their job enables them to use their skills and abilities in full. Only 3% of them disagreed to this point. Hence it can be inferred that the work in the study unit is such that which allows almost all the workers to use their skill and ability in full.

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Table No 5 Equal treatment at work place

Opinion Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 43 57 100

Percentage 43 57 100

INFERENCE: The above the table shows that no harm is done to the self-respect of the workers in the study unit. 43% of the respondents strongly agreed to the statement and 57% of the respondents also opinioned that the workers are treated equally with respect at their work places. Thus it can be concluded that the organization provides equal treatment at work place.

43

Table No 6 Conditions on my job allows me to be productive

Opinion Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 46 51 2 1 100

Percentage 46 51 2 1 100

INFERENCE: From the above table it can be understood that almost 97% all the workers in the study unit either agree or even strongly agree that the conditions on their job allow them to be productive. Only 3% of them were of negative opinion. Thus, it is clear that the conditions on job are congenial to raise the productivity of the workers which is very essential for both the management and workers to achieve their objectives of higher productivity.

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Table No 7 Opportunity to develop special abilities

Opinion Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 25 63 12 100

Percentage 25 63 12 100

INFERENCE: The above table states that 25% of the workers strongly agree to the point that there are adequate opportunities to develop their own special abilities in the work place. 63% of the respondents agree to it only to some extent. Only 12% of the workers find no such opportunities in the study unit. Hence, it can be inferred that the opportunities available in the workplaces to develop the special abilities of the workers is satisfactory. No doubt in the improvement of special abilities would definitely improve the quality of work life in the study unit.

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Table No 8

Organisations provides enough guidance to get the job done

Opinion Strongly Agree Agree Disagree Strongly Disgree Total

No. of Respondents 24 58 17 1 100

Percentage 24 58 17 1 100

INFERENCE: The above table shows that 82% of the workers in the study unit are satisfied with the guidance provided to them by the superiors/managers to get the work done easily. 18% of the respondents disagreed to accept it. Hence, it con be inferred that guidance to work, which is essential for the quality work life which is provide at the work place in the study unit.

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Table No 9 Organization provides high quality tools and techniques to do the job Opinion Strongly Agree Agree Disagree Strongly Disagree Total No. of Respondents 65 32 3 100 Percentage 65 32 3 100

INFERENCE: As shown in the table, the opinion of the respondents as regard to the positive factors of the high quality tools and techniques required to perform the job. 65% of the respondents very strongly agree & with the provisions made to utilize quality tools and techniques to perform the job, and 32% of the respondents also agree with then statements, are hand only 3 per cent of the respondents are refused to accept it. Hence it can be concluded that there is positive attitude towards the provisions of tools techniques.

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Table No 10

Opportunities for promotion are good

Opinion Strongly Agree Agree Disagree Strongly Disagree Total No. of Respondents 20 52 27 1 100 Percentage 20 52 27 1 100

INFERENCE: As shown in the table, the opinion of the respondents as regard to the chances for promotion is not appreciable compared to other determinants of quality of work life. Only 72% of the respondents has agreed that the chances for promotion are good in the study unit where as, as much as 28% of the workers refused it. Hence, it can be concluded that the chances for promotion are not attractive among the workers even though majority of them agree to it.

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Table No 11 The safety of workers is at high priority

Opinion Yes No Total

No. of Respondents 59 41 100

Percentage 59 41 100

INFERENCE: As pointed out in the table, 59% of the respondents opinioned that high priority was assumed to safety at work place and other side of the coin reflects 41% of the respondents disagreed . Hence, it can be concluded that the safety towards the employees need to be concentrated highly to ensure safe and secured work life.

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Table No 12 Infrastructure facilities are Good

Opinion Yes No Total

No. of Respondents 90 10 100

Percentage 90 10 100

If Yes which of the following do you like

Opinion First aid Canteen Lightening and ventilation Others Total No. of Respondents 7 27 56 10 100 Percentage 7 27 56 10 100

INFERENCE: Above table shows that 56% of the respondents are satisfied with lightening and ventilation facilities provided in the work place, followed by 27% satisfied with canteen facilities and 7% of the respondents opinioned on first aid facilities, 10% of the respondents opinioned on others includes drinking water, rest rooms etc.

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Table No 13 Fringe benefits are good in the organization

Opinion Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 28 56 15 1 100

Percentage 28 56 15 1 100

INFERENCE: As shown in above table 34% of the workers accept that the fringe benefits offered to them are good and enough to their expectations. As much as 56% were of the opinion that the fringe benefits are somewhat good, though not up to their expectations. The remaining 16% were of the opinion that the fringe benefits offered in the study unit are not at all up to their expectations. Hence it can be concluded that the fringe benefits offered in the study unit, in general, are not up to the expectation of the workers.

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Table No - 14 The supervisor is concerned about the welfare of the workers

Opinion Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 25 45 25 5 100

Percentage 25 45 25 5 100

INFERENCE: As the above table states that the attitude of the supervisor towards the welfare of the workers is positive for 70% of the workers only. The remaining 30% were of the opinion that the attitude of their supervisor was not in favor of their welfare. Thus the attitude of the supervisors are not satisfactory and it is a hurdle in the assessment of the quality of work life in the study unit.

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Table No 15

Job security

Opinion Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 53 46 1 100

Percentage 53 46 1 100

INFERENCE: The above table shows that 53% of the workers strongly feel that there is security for their job and only one worker feel that there is no security for the job. Job security is the vital factor to access the quality of the work life in any organization. Since the job security in the study unit ensures that there are majority chances for good performance and as a result the quality of work life are up to the expectation.

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Table No 16 Helping tendencies of supervisor Opinion Strongly Agree Agree Disagree Strongly Disagree Total No. of Respondents 33 54 11 2 100 Percentage 33.0 54 11 2 100

INFERENCE: From the above table, it can be understood that the helping tendency of the supervisor is not up to the expectations of the respondents as only 33% of them strongly accept that the supervisors are lending their helping hands always. 54% of the workers are the view that the supervisor are helping at times are not always. The remaining 13% are of the opinion that they are not at all helped by their supervisor. The helping tendencies of the supervisors determine the quality of work life in any organization, it is up to the required expectations level of the workers in the study unit.

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Table No 17 Training opportunities helped in terms of improving the quality of work

Opinion Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 30 54 15 1 100

Percentage 30 54 15 1 100

INFERENCE: The above the table states that only 30% of the workers strongly accept that there are training opportunities in the study unit, which helps them to perform their job safely and competently. 54% of the workers accept to some extent that the training opportunities are available and helpful. The remaining 17% were of the opinion that they had no such opportunities. Training is very essential for quality of work life in any organization. The training opportunities offered in the study unit are up to the expectations of the workers at present.

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Table No 18 Employees opinion about work stress

Opinion Always Often Sometimes Never Total

No. of Respondents 29 64 6 1 100

Percentage 29 64 6 1 100

INFERENCE: The above table shows that except only one worker of all the 99 workers are of the opinion that their work is stressful one. Among them, 29% of the workers opinioned that the stress is always there in the work and a vast majority of 64% feels that they often find their work stressful. Only 6% of the workers have stated that their work is stressful sometimes and not always. Hence it can be inferred that the work is stressful one, which if allowed uncontrolled will spoil the quality of work in the study unit.

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Table No 19 Employees opinion on work schedule Opinion First Shift Second Shift Third Shift General Shift Total No. of Respondents 65 4 0 31 100 Percentage 65 4 0 31 100

INFERENCE: From the table 69% of workers are satisfied with first shift, 31% of workers are satisfied with general shift and 4% of the workers opinioned on second shift. Hence the majority of the respondents accepts with their first shifts.

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Table No 21 Accepting suggestions by the supervisors

Opinion Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 35 51 12 2 100

Percentage 35 51 12 2 100

INFERENCE: Above the table 35% of the workers opinioned that their supervisors are always accept their suggestions and get positive motivations from them. 58% state that their supervisors accept their suggestions sometimes and not always. The remaining 14% reveals that their supervisors never lend their ears to their suggestions. So, these workers were motivated negatively by their supervisors. Though there is no need for the supervisors to accept all the suggestions offered by the workers yet they shall not be motivational exists in the study unit in the form of discarding the suggestions made by the workers.

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Table No 22 Proud to be a part of CLASSIC MOULDS & DIES Ltd.

Opinion Strongly Agree Agree Disagree Strongly Disagree Total

No. of Respondents 81 18 1 100

Percentage 81 18 1 100

INFERENCE: The above table shows that except only one worker, all the 99% of the workers are of the opinion that they are very proud to work in the study unit. Thus the image of the study unit in the minds of the workers is very high, which is very essential for improving the quality of work life in it.

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Chi - Square Test I Table 23 Opinion about promotions and the experience of the workers.

Experience Level 1 -5 years 5 10 years >10 years Total

Strongly Agree 5 (3.8) 3 (4.8) 12 (11.4) 20

Agree 9 (9.9) 11 (12.5) 32 (29.6) 52

Disagree 5 (5.1) 10 (6.5) 12 (15.4) 27

Strongly Disagree 0 (0.2) 0 (0.2) 1 (0.6) 1

Total 19

24 57 100

HYPOTHESIS: There is no significant relationship between the experience level of workers and their opinion about promotions. Degree of Freedom [d.f] = (r-1) (c-1) = (4 -1) (3 1) = 3*2 = 6 Significance level of 6 at 5% Calculated value [C.V] Table value [T.V] Conclusion: Since the calculated value is less than the table value, the null hypothesis is accepted. So it is proved that there is no significant relationship between the experience level of workers and their opinion about promotions = 4.944 = 12.592

Chi - Square Test II Table 24 Opinion about fringe benefits and income level of the workers. Income Level 5000-10000 Strongly Agree 8 (10.6) Agree 22 (21.3) Disagree 8 (5.7) Strongly Disagree 0 (0.4) Total 38

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10000-20000 >20000 Total HYPOTHESIS:

20 (16.5) 0 (0.8) 28

32 (33.0) 2 (1.7) 56

6 (8.9) 1 (0.5) 15

1 (0.6) 0 (0.0) 1

59 3 100

There is no significant relationship between the opinion of respondents with different income level and their opinion on fringe benefits. Degrees of Freedom[d.f] = (r-1) (c-1) = (4 -1) (3 1) = 3*2 = 6 Significance level of 6 at 5% Calculated value [C.V] Table value [T.V] = 5.559 = 12.592

CONCLUSION: Since the calculated value is less than the table value, the null hypothesis is accepted. So it is proved that there is no significant relationship between the opinion of respondents with different income levels and their opinion on fringe benefits. Chi Square Test III Table 25 Opinion about the opportunities provided in the organization to develop the employees abilities and their equal treatment at work place. Equal Treatment at work place. Strongly Agree Agree Total HYPOTHESIS: There is no significant relationship between the equal treatment of workers and their opportunities to develop their own abilities in the organization. Strongly Agree 25 (10.8) 0 (14.2) 25 Agree 14 (27.1) 49 (35.9) 63 Disagree 4 (5.2) 8 (6.8) 12 Total 43 57 100

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Degrees of Freedom[d.f]

= (r-1) (c-1) = (3 -1) (2 1) = 2*1 = 2

Significance level of 2 at 5% Calculated value [C.V] Table value [T.V] CONCLUSION: Since the calculated value is higher than the table value, the null hypothesis is rejected. So it is proved that there is significant relationship between the equal treatment of workers and their opportunities to develop their own abilities in the organization. = 44.694 = 5.991

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Chi Square Test IV Table 26 Opinion about the Employees Priority to Safety and Their Acceptance of Suggestions by their Superiors. Employees opinion prior to safety Yes No Total Strongly Agree 16 (20.7) 19 (14.4) 35 Agree 33 (30.1) 18 (20.9) 51 Disagree 8 (8) 4 (4.9) 12 Strongly Disagree 2 (2) 0 (0.8) 2 Total 59 41 100

HYPOTHESIS: There is no significant relationship between the employees opinion on priority to safety and their acceptance of suggestion by their superior. Degrees of Freedom[d.f] = (r-1) (c-1) = (4 -1) (2 1) = 3*1 = 3 Significance level of 3 at 5% Calculated value [C.V] Table value [T.V] CONCLUSION: Since the calculated value is lesser than the table value, the null hypothesis is accepted. So it is proved that there is no significant relationship between the employees opinion on priority to safety and their acceptance of suggestion by their superior. = 4.922 = 7.815

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Weighted Average Method: Table 27 Employees perception on motivational insights Insights Interest in work Recognition Award and Rewards Compensation Friendly Co-workers Rank (1-5) 5 28 34 9 10 19 4 26 24 22 12 16 3 26 1 23 20 21 2 14 16 24 17 29 1 6 16 22 41 15 Total 100 100 100 100 100

Weighted average method = (X1W1 + X2W2 + X3W3 + --------)/N

a. Interest work = (28*5 + 26*4 + 26*3 + 14*2 + 6*1)/N

= (140 + 104 + 78 + 28 + 6)/100 = 356/100 = 3.56 b. Recognition = (34*5 + 24*4 + 10*3 + 16*2 + 16*1)/N = (170 + 96 + 30 + 32 + 16)/100 = 344/100 = 3.44

c. Awards &
Rewards = (9*5 + 22*4 + 23*3 + 24*2 + 22*1)/N = (45 + 88 + 69 + 48 + 22)/100 = 272/100 = 2.72

d. Compensation = (10*5 + 12*4 + 20*3 + 17*2 + 14*1)/100

= (50 + 48 + 60 + 34 + 41)/100 = 233/100 = 2.33

e. Friendly
Co-workers = (19*5 + 16*4 + 21*3 + 39*2 + 15*1)/100 = (95 + 64 + 63 + 58 + 15)/100 = 295/100 = 2.95 Rank Weighted Average Score Rank I II Weighted Average 3.56 3.44 Attributes Interest in work Recognition

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III VI V

2.95 2.72 2.33

Friendly Co-workers Awards and Rewards Compensation

INFERENCE: From the table it is clear that among the motivational insights factors interest in work ranks the top with 356 points resulting an average of 3.56 followed by recognition with 344 points weighing an average of 3.44. It reveals that both the management and the workers are in mutual understanding as the interest in the work ranks high and the recognition of the workers ability and skill by the management is also at high level. The motivational factors like awards and rewards, compensation and friendliness with coworkers rank less than the general average of 3. It envisages that the management needs concentration on awarding rewards and in paying compensation where as the workers shall develop friendliness with their coworkers to make the work life a quality one.

CHAPTER IV 4.1 FINDINGS FROM THE STUDY The following findings were observed: From the table 1, it is inferred that majority of 45% of the respondents belongs to the age group of 31 to 45 and 30% of the respondents lies between 20 to 30 age group. 25% of the respondents fall from the age group of 46 and above. From the table 2, it is inferred that majority of 57% of the respondents are with an experience of more than 10 years and 24% are 5 to 10 years of experience. 19% of the respondents are with 1-5 years experience. No respondent is less experienced. From the table 3, it is inferred that as much as 82 per cent of the respondents are in the higher income group of more than Rs. 10,000 income per month.

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From the table 4, it is inferred that as much as 97% of workers in the study unit were of the opinion that their job enables them to use their skills and abilities in full. Only 3% of them disagreed to this point.

From the table 5, shows that no harm is done to the self-respect of the workers in the study unit. 43% of the respondents strongly agreed to the statement and 57% of the respondents also opinioned that the workers are treated equally with respect at their work places.

From the table 6, it is inferred that almost 97% all the workers in the study unit either agree or even strongly agree that the conditions on their job allow them to be productive. Only 3% of them were of negative opinion.

From the table 7, it is inferred that 25% of the workers strongly agree to the point that there are adequate opportunities to develop their own special abilities in the work place. 63% of the

respondents agree to it only to some extent. Only 12% of the workers find no such opportunities in the study unit. From the table 8, it is inferred that 82% of the workers in the study unit are satisfied with the guidance provided to them by the superiors/managers to get the work done easily. 18% of the respondents disagreed to accept it. From the table 9, it is inferred that the opinion of the respondents as regard to the positive factors of the high quality tools and techniques required performing to do the job. 65% of the respondents very strongly agree & with the provisions made to utilize quality tools and techniques to perform the job, and 32% of the respondents also agree with the statements, and only 3% of the respondents are refused to accept it. From the table 10, it is inferred that the opinion of the respondents as regard to the chances for promotion is not appreciable compared to other determinants of quality of work life. Only 72% of the respondents have agreed that the chances for promotion are good in the study unit where as, as much as 28% of the workers refused it. From the table 11, it is inferred that 59% of the respondents opinioned that high priority was assumed to safety at work place and other side of the coin reflects 41% of the respondents disagreed.

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From table 12, it is inferred that 56% of the respondents are satisfied with lightening and ventilation facilities provided in the work place, followed by 27% satisfied with canteen facilities and 7% of the respondents opinioned on first aid facilities, 10% of the respondents opinioned on others includes drinking water, rest rooms etc.

From the table 13, it is inferred that 34% of the workers accept that the fringe benefits offered to them are good and enough to their expectations. As much as 56% were of the opinion that the fringe benefits are somewhat good, though not up to their expectations. The remaining 16% were of the opinion that the fringe benefits offered in the study unit are up to their expectations.

From the table 14, it is inferred that the attitude of the supervisor towards the welfare of the workers is positive for 70% of the workers only. The remaining 30% were of the opinion that the attitude of their supervisor was not in favor of their welfare.

From the table 15, it is inferred that 53% of the workers strongly feel that there is security for their job and only one worker feel that there is no security for the job.

From the

table 16, it is inferred that the helping tendency of the supervisor is not up to the

expectations of the respondents as only 33% of them strongly accept that the supervisors are lending their helping hands always. 54% of the workers are the view that the supervisor are helping at times are not always. The remaining 13% are of the opinion that they are not at all helped by their supervisor. From the table 17, it is inferred that only 30% of the workers strongly accept that there are training opportunities in the study unit, which helps them to perform their job safely and competently. 54% of the workers accept to some extent that the training opportunities are available and helpful. The remaining 17% were of the opinion that they had no such opportunities. From the table 18, it is inferred that except only one worker of all the 99 workers are of the opinion that their work is stressful one. Among them, 29% of the workers opinioned that the stress is always there in the work and a vast majority of 64% feel that they often find their work stressful. Only 6% of the workers have stated that their work is stressful sometimes and not always. From the table 19, it is inferred that 69% of workers are satisfied with first shift, 31% of workers are satisfied with general shift and 4% of the workers opinioned on second shift.

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From the table 20, it is inferred that 35% of the workers opinioned that their supervisors are always accept their suggestions and get positive motivations from them. 58% state that their supervisors accept their suggestions sometimes and not always. The remaining 14% reveals that their

supervisors never lend their ears to their suggestions. So, these workers were motivated negatively by their supervisors. From the table 21, it is inferred that shows that except only one worker, all the 99% of the workers are of the opinion that they are very proud to work in the study unit. Thus the image of the study unit in the minds of the workers is very high, which is very essential for improving the quality of work life in it.

2.3 chi-square Test 2.3.1 Relationship between Management and employees (Question 4.5) Sl. No 1. 2. 3. 4. 5. Particulars Very good Quite good Neither good nor bad Quite bad Very bad No. of Respondents 28 27 24 13 Percentage 28% 27% 24% 13%

8 8% To test the rate of respondents on Overall relationship between management and employees

Null Hypothesis: over all Relationship between management and employees is excellent Alternate Hypothesis: over all Relationship between management and employees is poor O 28 27 24 13 8 E 20 20 20 20 20 TOTAL OE 8 7 4 -7 -12 (O-E)2 64 49 16 49 144 (O-E)2/E 3.2 2.45 0.8 2.45 7.2 16.1

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X = 100 / 5 = 20 X = (O-E)2/E = 16.1 d.f = r-1 = 5-1 = 4 The table value of X2 for 4 df at 5% level of significance is ie X2 (0.05) for 4 d.f = 9.49 Since the calculated value is greater than the table value we reject the null hypothesis. all Relationship between management and employees is poor. Hence it is

concluded that there is significant difference between the observed and expected frequency. Therefore over

2.3.2 Comparison of compensation earned to others of same profile (Question 5.4) Sl. No 1. 2. 3. 4. 5. Much Particulars less than N o. of Respondents you 22 21 17 18 S` 22% 21% 17% 18%

deserve Somewhat less than you deserve About as much as you deserve Somewhat more than you

deserve Much more than you 19 19% deserve To find out the opinion how fair is what you earn on your job in comparison to others

doing the same type of work you do Null hypothesis H0: Most of respondents feels that they earn much less than they deserve Alternative hypothesis H1: Most of respondents feels that they earn much more than they deserve

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O 23 23 17 18 19

E 20 20 20 20 20

OE 3 3 -3 -2 -1

(O-E)2 9 9 9 4 1

(O-E)2/E 0.45 0.45 0.45 0.2 0.05 1.6

X = 100 / 5 = 20 X = (O-E)2/E = 1.6 df = r 1=5- 1=4 The table value of Chi square for 4.d.f @ 5% level of Significance 50.0 = 2for 4d.f=9.49

Since the calculated value is lesser than the table value we reject the null hypothesis Hence it is concluded that there is no significant difference between observed and expected value . Hence Most of respondents feels that they earn much less than they deserve

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CHAPTER 3 SUMMARY 3.1 FINDINGS 45% of respondents are between the age group of 20-25 years, 38% are between 25&30. And 4% are

in the range of 51 & above years.

73% of respondents are engineering graduates; 27% of respondents are Non engineering graduates 28% of respondents are female and 72% of respondents are male 65% of respondents are married and rest 35% is single.

68% of respondents are under the designation of Engineers and associates and 32% of respondents

are Managers and above.

51% of respondents have experience of 0~5 years, 35% of respondents have 5~10 years

experience.14% has an experience of over 10 years. 45% of respondents are with the organization for 3years and above, while 23% are with the

organization for less than 1 year. 35% of respondents work extra hours mandatory 55% of the respondents find it very hard to take time off for personal work. While 15% of them do 85% of respondents work in the general shift and 3% of them are in the third shift.

not have any difficulty in taking time off for personal activity. . 71% of the respondents have less than 1 hour in a day for personal / leisure activity.

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Suggestions: to Improve the Quality of Your Work Life

We all desire a work experience that can fit neatly with our personal lives. We all seek balance. Too often however peoples' work life overpowers the rest of their life. And when that happens, we can very easily find ourselves struggling to keep up in all areas of our lives. The following ten tips are designed to get you thinking. They apply as much to the CEO as they do to the front line worker: 1)Have a personal vision of who you want to be and what you want to do - keep in mind that if you do not have one for yourself, you will likely become part of someone else's vision! 2)Test out your own personal vision with that of your organization's - in how many ways do they support each other? Ask questions to better understand your organization's mission, vision and values. 3)Learn, and keep on learning - go to training sessions and in-services, enroll in college courses, read books. Know why, not just how. 4)Buddy-up - find ways to share the load with other team members. Sharing the load makes work easier to manage and less stressful. 5)Share your successes - this allows you to learn from the successes of others, as well as giving you a boost when you need 6)Get it off your chest - talk things over with your buddy, friend, supervisor when things trouble you, don't keep it bottled up inside. 7)Find joy in being of service to others - think about how the person you are serving is better off as a result of your work, and rejoice in that knowledge. Take time for breaks - pay particular attention to the need to refresh body, mind and spirit. 9)Try out new ideas - to innovate is to grow. By using your creativity and innovation life becomes exciting and fulfilling. 10)Have fun at work - laughter is the best medicine, but use only appropriate humor. Damaging someone else's self-esteem for the fun of it is no laughing matter.

3.3 CONCLUSION

Training and development of employees is a key strategic issue for organizations, it is the mean by which organizations determine the extent to which their human assets are viable investments.

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Appendix Improving Quality of Work Life in an Organization Visteon Automotive System India Pvt. Ltd QUESTIONNAIRE

Name

__________________________________________

Age

20-25 Years 31- 50Years

25-30Years 51 & Above Non-Engineering

Educational Qualification Gender Marital Status Designation Experience

Engineering

: :

Male Single

Female Married Managers 6-10 Years

: Engg. & Associates : 0-5 Years 11 & Above

Date of joining

___ / ___ / _________

General Characteristics: 1. How long have you worked in your present job for your current employer? a. Less than 1 year b. 1 to 3 years c. More then 3 years

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2. Which of the following best describes your usual work schedule? a. First shift / General (7.15am ~ 3.45pm / 4.45pm) b. Second shift (3.45pm ~ 12.15am) c. Third shift (12.15am ~ 7.15am) 3. How many days per month do you work extra hours beyond your usual schedule? a. More than 15 days b. 5 ~ 15 days c. Less than 5 days d. no extra hours 4. How often do you work at home as part of your job in a month? a. Never b. About once in a week c. More than once in a week d. Almost all days in the month 5. When you work extra hours on your main job, is it mandatory (required by your employer)? a. Yes b. No 6. How hard is it to take time off during your work to take care of personal or family matters? a. Not at all hard b. Not too hard c. Somewhat hard d. Very hard 7. After an average work day, about how many hours do you have to relax or pursue activities that you enjoy? a. Less than 1 hr b. 1hr ~ 3hrs c. More than 3 hrs Effect of Work on Health : 8. Would you say that in general your health is Excellent, Very good, Good, Fair, or Poor? a. Excellent

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b. Very good c. Good d. Fair e. Poor 9. Now thinking about your physical health, which includes physical illness and injury, for how many days during the past 30 days was your physical health not good? __ a. More than 5 days b. 5 ~ 3 days c. 1~ 3 days d. Nil 10. Now thinking about your mental health, which includes stress, depression, and problems with emotions, for how many days during the past 30 days was your mental health not good. __ a. More than 5 days b. 5 ~ 3 days c. 1~ 3 days d. Nil 11. How often do you find your work stressful? a. Always b. Often c. Sometimes d. Hardly ever e. Never 12. The safety of workers is a high priority with management where I work 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree Study on Job satisfaction : 13. My main satisfaction in life comes from my work 1. Strongly Agree 2. Agree

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3. Disagree 4. Strongly Disagree 14. On my job, I know exactly what is expected of me 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree 15. My job lets me use my skills and abilities 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree 16. My job requires that I keep learning new things 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree 17. I have the training opportunities I need to perform my job safely and competently 1. Very true 2. Somewhat true 3. Not too true 4. Not at all true 18. I have an opportunity to develop my own special abilities 1. Very true 2. Somewhat true 3. Not too true 4. Not at all true 19. I am given a lot of freedom to decide how to do my own work a. Very true b. Somewhat true c. Not too true d. Not at all true

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20. At the place where I work, I am treated with respect 1. Strongly Agree 2. Agree 3. Disagree 4. Strongly Disagree Study on Inter-personnel behavior 21. In your job, do you normally work as part of a team, or do you work mostly on your own? 1. Yes, I work as part of a team 2. No, I work mostly on my own 22. In your job, how often do you take part with others in making decisions that affect you? a. Often b. Sometimes c. Rarely d. Never 23. How often do you participate with others in helping set the way things are done on your job? a. Often b. Sometimes c. Rarely d. Never 24. How often are there not enough people or staff to get all the work done? a. Often b. Sometimes c. Rarely d. Never 25. In general, how would you describe relations in your work place between management and employees? 1. Very good 2. Quite good 3. Neither good nor bad 4. Quite bad

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5. Very bad 26. When you do your job well, are you likely to be praised by your supervisor or employer? a. Yes b. Maybe c. No Study on Compensation / Benefits : 27. The job security is good 1. Very true 2. Somewhat true 3. Not too true 4. Not at all true 28. The chances for promotion are good 1. Very true 2. Somewhat true 3. Not too true 4. Not at all true 29. My fringe benefits are good 1. Very true 2. Somewhat true 3. Not too true 4. Not at all true 30. How fair is what you earn on your job in comparison to others doing the same type of work you do? 1. Much less than you deserve 2. Somewhat less than you deserve 3. About as much as you deserve 4. Somewhat more than you deserve 5. Much more than you deserve 31. How easy would it be for you to find a job with another employer with approximately the same income and fringe benefits as you have now? 1. Very easy to find similar job

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2. Somewhat easy to find similar job 3. Not easy at all to find similar job 32. Taking everything into consideration, how likely is it you will make a genuine effort to find a new job with another employer within the next year 1. Very likely 2. Somewhat likely 3. not at all likely

S.SUPRIYA Registration Number:

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BIBLIOGRAPHY

Managing Human Resources: Productivity, Quality of Work Life, Profits

- Wayne F. Cascio

Making Peace with Your Office Life: End the Battles, Shake the Blues, Get Organized, and Be
Happier at Work - Cindy Glovinsky

Simplify Your Work Life: Ways to Change the Way You Work so You Have More Time to Live Elaine St. James

I. www.Visteon.com

WEBSITES

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