CHAPTER 1

INTRODUCTION

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1.1 About the Industry

Quality of Work Life is the existence of a certain set of organizational conditions or
practices. This definition frequently argues that a high quality of work life exists when
democratic management practices are used, employees jobs are enriched, employees are treated
with dignity and safe working conditions exist.
Quality of Work Life refers to the level of satisfaction, motivation, involvement and commitment
individuals experience with respect to their lives at work.
Quality of Work Life is the degree to which individuals are able to satisfy their important
personal needs while employed by the firm. Companies interested in enhancing employees
Quality of Work Life generally try to instill in employees the feelings of security, equity, pride,
internal democracy, ownership, autonomy, responsibility and flexibility.
Work is an integral part of our everyday life, as it is our livelihood or career or business. On an
average we spend around twelve hours daily in the work place, that is one third of our entire life;
it does influence the overall quality of our life. It should yield job satisfaction, give peace of
mind, a fulfillment of having done a task, as it is expected, without any flaw and having spent the
time fruitfully, constructively and purposefully. Even if it is a small step towards our lifetime
goal, at the end of the day it gives satisfaction and eagerness to look forward to the next day.

FACTORS THAT INFLUENCE AND DECIDE THE QUALITY

OF WORK LIFE

1.Attitude
The person who is entrusted with a particular job needs to have sufficient knowledge, required
skill and expertise, enough experience, enthusiasm, energy level, willingness to learn new things,
dynamism, sense of belongingness in the organization, involvement in the job, inter personnel
relations, adaptability to changes in the situation, openness for innovative ideas, competitiveness,
zeal, ability to work under pressure, leadership qualities and team-spirit.

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2.Environment
The job may involve dealing with customers who have varied tolerance level, preferences,
behavioral pattern, level of understanding; or it may involve working with dangerous machines
like drilling pipes, cranes, lathe machines, welding and soldering machines, or even with animals
where maximum safety precautions have to be observed which needs lot of concentration,
alertness, presence of mind, quick with involuntary actions, synchronization of eyes, hands and
body, sometimes high level of patience, tactfulness, empathy and compassion and control over
emotions.

3.Opportunities
Some jobs offer opportunities for learning, research, discovery, selfdevelopment, enhancement
of skills, room for innovation, public recognition, exploration, celebrity-status and loads and
loads of fame. Others are monotonous, repetitive, dull, routine, no room for improvement and in
every sense boring. Naturally the former ones are interesting and very much rewarding also.

4.Nature of Job
For example, a driller in the oil drilling unit, a diver, a fire-fighter, traffic policeman, train engine
driver, construction laborers, welder, miner, lathe mechanic have to do dangerous jobs and have
to be more alert in order to avoid any loss of limb, or loss of life which is irreparable; whereas a
pilot, doctor, judge, journalist have to be more prudent and tactful in handling the situation; a
CEO, a professor, a teacher have more responsibility and accountability but safe working
environment; a cashier or a security guard cannot afford to be careless in his job as it involves
loss of money, property and wealth; a politician or a public figure cannot afford to be careless,
for his reputation and goodwill is at stake. Some jobs need soft skills, leadership qualities,
intelligence, decision making abilities, abilities to train and extract work from others; other jobs
need forethought, vision and yet other jobs need motor skills, perfection and extreme carefulness.

5.People
Almost everyone has to deal with three set of people in the work place. Those are namely boss,
co-workers in the same level and subordinates. Apart from this, some professions need
interaction with people like patients, media persons, public, customers, thieves, robbers,
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physically disabled people, mentally challenged, children, foreign delegates, gangsters,

politicians, public figures and celebrities. These situations demand high level of prudence, cool
temper, tactfulness, humor, kindness, diplomacy and sensitiveness.

6.Stress Level
All these above mentioned factors are inter-related and inter-dependent. Stress level need not be
directly proportional to the compensation. Stress is of different types - mental stress/physical
stress and psychological or emotional stress. A Managing Director of a company will have
mental stress, a laborer will have physical stress, the psychiatrist will have emotional stress.
Mental stress and Emotional stress causes more damage than physical stress.

7.Career Prospects
Every job should offer career development. That is an important factor which decides the quality
of work life. Status improvement, more recognition from the Management, appreciations are the
motivating factors for anyone to take keen interest in his job. The work atmosphere should be
conducive to achieve organizational goal as well as individual development. It is a win-win
situation for both the parties; an employee should be rewarded appropriately for his good work,
extra efforts, sincerity and at the same time a lethargic and careless employee should be
penalized suitably; this will motivate the former to work with more zeal and deter the latter from
being so, and strive for better performance.

QWL THROUGH EMPLOYEE INVOLVEMENT

One of the most common methods used to create QWL is employee involvement. Employee
involvement (EI) consists of a variety of systematic methods that empower employees to
participate in the decisions that affect them and their relationship with the organization. Through
(EI), employees feel a sense of responsibility, even ownership of decisions in which they
participate. To be successful, however, EI must be more than just a systematic approach; it must
become part of the organizations culture by being part of managements philosophy. Some
companies have had this philosophy ingrained in their corporate structure for decades.

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

a. Fair compensation and job security

The economic interests of people drive them to work at a job and employee satisfaction depends
at least partially, on the compensation offered. Pay should be fixed on the basis of the work done,
responsibilities undertaken, individual skills , performance and accomplishments. Job security is
another factor that is of concern to employees. Permanent employment provides security to the
employees and improves their QWL.

b. Health is wealth
Organizations should realize that their true wealth lies in their employees and so providing a
healthy work environment for employees should be their primary objective.
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c. Provide personal and career growth opportunities

An organization should provide employees with opportunities for personal / professional
development and growth and to prepare them to accept responsibilities at higher levels.

d. Participative management style and recognition

Flat organizational structures help organizations facilitate employee participation. A participative
management style improves the quality of work life. Workers feel that they have control over
their work processes and they also offer innovative ideas to improve them. Recognition also
helps to motivate employees to perform better.
Recognition can be in the form of rewarding employees for jobs well done.

e. Work-life balance
Organizations should provide relaxation time for the employees and offer tips to balance their
personal and professional lives. They should not strain employees personal and social life by
forcing on them demanding working hours overtime work, business travel, untimely transfers
etc.

f. Fun at workplace
This is growing trend adopted by todays organizations to make their offices a fun place to work.

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QUALITY OF WORKLIFE AT SCM PVT LTD.

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

Philosophy
Salaries vary according to the various departments, designations, qualification, previous work
experiences and a successful, stable work record. Compensation for one particular job or
classification cannot be compared as being relative to any other.

Compensation Structure
Monthly compensation components include:

Gross salary

Annual Benefits

Retirement Benefits

Gross Salary includes:

Basic Salary
The Basic Salary is the remuneration that is paid to all employees based on position, rank and
performance. The basic is generally 40% to 45% of the Gross. Other allowances and perquisites
are linked to the basic salary.

Conveyance Allowance (CA)

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Conveyance Allowance is given to employees for the purpose of helping them meet the
expenditure incurred pertaining to conveyance in their performance of official duties. Generally
CA is 10% to 15% of Gross.

City Compensation Allowance (CCA)

CCA is an allowance payable, every month; to bear the day to day local expenses. This is fixed
at 10% of the Gross and shall be as indicated in their salary structure.

Other Allowance
Other Allowances is an additional allowance payable every month to employees and shall be as
indicated in their salary structure. OA is 5% of the Gross.

Annual Benefits:

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

Performance Linked Variable Compensation: All employees are eligible to receive

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

Retention/Performance

Bonus:

Retention/Performance Bonus.

All

Employees

are

eligible

for

This bonus is entirely at the discretion of the

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

and designation.

Retirement Benefits include:

Gratuity: This is a statutory obligation to the employer to pay gratuity to the employee
who is completed 5 years of service and leaving the company.

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

contributions deducted from the employees salary monthly equal to 13.5% of base pay
and an equal amount of contribution by SCM Pvt ltd The combined amount is remitted
to the Provident Fund Account of the employee.

Other Benefits:
ESI: 1% to 2% on Gross is employee contribution and 4% to 5% on gross is employer
contribution. This deduction is applicable to employees whose gross is below Rs.7500.
Medical claim: The premium amount is shown as deduction to those employees whose gross is
above Rs.7500.
LTA: All employees who have completed 2 years in SCM Ltd, are eligible to claim LTA at 4%
to 5% of Basic.

Employee Benefits:
The following are the Existing Benefits/Best Practices at SCM Ltd:
1. ESI & PF Statutory benefits
2. Personal Accident Insurance to all the employees
3. Medical claim Policy up to 4 family members including employee (for people not
covered under ESI)
4. Subsidized Meal & Free hot/cold beverages
5. 9 Public Holidays & 2 Optional Holidays
6. Over time for working extra hours/weekly offs or holidays
7. Extensive Departmental Training Programs
8. Confirmation/Promotion notices to employees, in advance
9. Committees/Clubs/Competitions
10. Cultural Celebrations
11. Picnics/Outings

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

Separation from the Firm:

Not everyone who joins us will spend an entire career with our firm. Although separation from
the firm, like other times of transition, can be difficult at the time, we recognize the value of each
persons decision.

Employee Initiated Separation/Resignation:

When the employee wishes to terminate his employment with the company, He/she needs to
inform manager. A written notice of your intention to leave and, if agreed, the date of your last
working day in the office must also be provided.
On receipt of the letter, the respective head of department will provide details of procedures,
which need to be completed prior to leaving the company. You will need to get the No-Dues
Certificate duly filled in and send it to the HR Department before your full and final settlement
will be done.

Company Initiated Separation/Termination:

Termination of service is a conscious act on the part of the company and generally results from a
disciplinary action, except where it is the termination or non-renewal of a contract of
employment for a specific period. The HR, as directed by the Divisional Heads, will handle all
cases of termination of service and will ensure compliance with all legal formalities while
undertaking these actions.

Leave Policy:
There are 5 types of leaves at SCM Ltd:

Casual Leave

Sick Leave

Earned Leave

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Maternity Leave

Paternity Leave

Employee Welfare Programs:

Keeping in mind the need to expand SCM Ltd cultural enthusiasm, initiativeness and employee
interaction, in a defined manner, we have come up with various Clubs with the employees
taking charge of it.
The various clubs are as follows:

Cultural Club - It takes care of employee recreation and takes responsible for organizing
annual day cultural events.

Community Service Club By this we involve in many activities for social causes like
orphanage visits, Blood donation camps etc.

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1.2 COMPANY PROFILE

SCM Pvt Ltd- An Overview

SCM (P) Ltd. is one of the leading Advertising Outdoor Agencies engaged in the outdoors
publicity, providing Total Out Of Home Advertising Solutions to its numerous clients specially
in Delhi NCR on Main Roads, Railway stations, Bus stations and Airports through Hoardings,
Public utilities, Backlit Signage's, Neon signs, and advertisements panels inside and outside
metro trains, etc. SCM Pvt Ltd. Was established in year 2007.
Sai Communication And Marketing Pvt. Ltd. is your one-call resource for billboards in any
market. SCM is one of the leading Outdoor Advertising Agencies engaged in the outdoors
publicity, providing Total OOH Advertising Solutions to its numerous clients all over India and
specially in DELHI-NCR on Highways, Railway stations, Bus stations and Airports through
Hoardings, Public utilities, Back-lit Signages, Neon signs, and advertisements panels inside and
outside roadways buses and metro trains, and many more out-of-home products to our clients.
When you need an advertising medium thats COSTEFFECTIVE & LONG LASTING, and
that gives you the necessary reach and the frequency, think of Sai Communication And
Marketing Private Limited. We have the largest inventory at the lowest rates in every state and
city thanks to our strategic partnerships with numerous companies owning advertising channels,
which we in turn pass on to our valued clients.

Benefits
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Targets desired consumers demographically and geographically

Creates and reinforces brand awareness in the marketplace

Builds high-frequency with continuous presence

Stimulates sales near point-of-purchase locations

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

Distribution

Customized programs can cover an entire market or pinpoint desired

consumer target groups

Rotary programs are offered in most Global Advertisers outdoor markets

SCM (P) Ltd.

Delivering engaged consumers in airports, railway stations, shopping malls, supermarkets and
out and about on the Delhis road network, our media plays multiple audience targeting roles,
efficiently and effectively.
Our out-of-home options can work as a business channel, a newspaper, a TV screen or a glossy
magazine; they can launch a product, tell a story, persuade people to purchase and keep
consumers outdoors updated in real time.
To find out how our media can help you target and amplify a consumer message; and to discover more
about the communication channels we offer, simply choose the section that appeals to you the most, and
have a look round.

Vision Of SCM:

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"To be a leader in the advertising sector & deliverables while ensuring growth of employees and
creating value to clients."

Mission Of SCM:
To be the preeminent provider advertising and marketing services by consistently improving the
quality of our product; to add value for clients through innovation, foresight, integrity, and
aggressive performance; and serve with character and purpose that brings trust in customers.

CLIENTS OF SCM:
ABW Group
Aditya Builders
ACE Group
Amrapali Group
Bombay selections
Chabbra 555
Corona
Birla Sun Life Insurance, etc

Target of SCM:
Roadside
In the Delhi-NCR, Sai Communication And Marketing Pvt. Ltd. has an unbeatable presence in
all major Roads, Metro Stations, Airports, Bus Terminals and Malls.

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With more people spending more time out of home than ever before, and becoming harder to
reach through other media, advertising on the Delhis busiest arterial routes and in the heart of
town centres offers the ideal to target this mobile hard-to-reach audience.
Reach an audience of millions daily with a national broadcast campaign, or build a bespoke
targeted network to suit your campaign objectives utilising our in-house planning tools.
From iconic brand building premium locations to always-on 6-sheets on the busiest high
streets, we have a range of format to suit your campaign needs.

METRO AND AIRPORTS

SCM has exclusive advertising rights in 22 Delhi Metro stations in densely populated areas, providing
advertisers with access to a large captive audience.

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CHAPTER 2
LITERATURE
REVIEW
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[17]

2.1 LITERATURE REVIEW

QUALITY OF WORK LIFE

An infinite but enumerable field of concerns and therefore, the quality of life is treated as an
all-inclusive notion of life and living.

Who Needs Quality of Work Life?

We know that we just can't stop "working at it", discovering, creating and sharing new
stuff. We're all so busy psychologically; work has always been one of the most significant of
human experiences. But when for many people sex and relationships are troublesome since they
are often hazardous to our health work plays an even greater role in keeping us "out of trouble."
Regardless of how much we earn, most of us have some kind of agenda or work plan.
And with so many people opening a home and a cyber-office, with mounting levels of
technology-related stress, owner turned content. Many of us end up involved in more than one
job, which we feel compelled to get done, spending the greatest portion of our lives in what we
consider our workplace. So Quality of Work Life
(QWL) is not some notion of frivolous luxury. QWL is just as real and useful as virtual reality
itself. The brainchild of Quality of Work Life Services, Manhattan-based, woman-created
enterprise, QWL has been occupied by equally experienced, open-minded, goal-oriented
professionals men and women with a sense of proportion, future, humanity and humor. QWL
Services invites you to hang out at our expanding venues toward the overall enrichment of your
Work Life and toward access to healthier lifestyles.

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Objectives of Quality of Work Life:

To increase in individual productivity, accountability and commitment.

For better teamwork and communication.

For improving the morale of employees.

To reduce organizational stress.

To improve relationships both on and off the job.

To improve the safety working conditions.

To provide adequate Human Resource Development Programs.

To improve employee satisfaction.

To strengthen workplace learning.

To better manage on-going change and transition.

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

Importance of Quality of Work Life:

Improved Quality of Work Life was not considered as important factor in India until recently as
there were important impending factors like resource deficiency, environmental threats and some
services of financial problems.
Quality of Work Life program has become important in work place for the following
reasons:
1. Increase demands at work
2. Loss of long term employee guarantees
3. The need for enhanced work place skills
4. Greater competition for talent
5. Increased women in work fore
Good quality of Work Life leads to an atmosphere of good impersonal relations and highly
motivated employees who strive for their development. Though monetary benefits still occupy
the first place in the cost of elements like physical working conditions, job restructuring and job
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re-designing, career development, promotional opportunities etc. are gaining importance

rapidly. As such, workers expect the management to improve all these facilities which thereby
improve Quality of Work life. If provided with good Quality of Work Life, employees
concentrate more on both individual as well as group development which in turn leads to overall
development.

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Katzell ET. Al (1975) viewed quality of work life more broadly as an individuals evaluation of
the outcome of the work relationship. They observed that a employee may be said to enjoy a high
quality of working life when he has positive feelings towards his job and its future prospects, is
motivated to stay on the job and performs well and feels his working life fits well with his
private life to afford him a balance between the two in terms of his personal values.
Walton (1973) suggested eight major conceptual areas for understanding quality of work life.
These were: adequate and fair compensation,
safe and healthy working conditions,
development of human competencies,
growth and security,
social integration,
constitutionalization
total life space and
social reliance
Various other studies conducted on quality of work life include employment conditions,
employment security, income adequacy, profit sharing, equity and other rewards, employee
autonomy, employee commitment, social interaction, self- esteem, self- expression, democracy,
employee satisfaction, employee involvement, advancement, relations with supervisors and
peers and job enrichment.
Runcie (1980) remarked that should an employee have positive perception of the quality of work
life in the company, he would further probably strive to further improve the working conditions,
increase production and quality products. The experiences of a fair number of organizations
indicate that a number of specific roles and structures and the support systems, must be in place
and functioning effectively in order that the quality of work life program remain viable grow,
involve, permeate the organizational culture and produce long term success and benefits. The
cross nation experiences amply demonstrate that improvement in quality of work life has
definite potential and scope in improving productivity (Ledford and Lawler, 1982)and overall
organizational effectiveness

( Buchanan and Boddy, 1982) as also reducing

grievances,

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

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inspite of the plethora of research on the subject, the efforts on the part of researchers to identify
the factors of quality of work life in the Indian context have not been encouraging.
Hackman and Oldhams (1980) further highlight the constructs of QWL in relation to the
interaction between work environment and personal needs. The work environment that is able to
fulfill employees personal needs is considered to provide a positive interaction effect, which
will lead to an excellent QWL. They emphasized the personal needs are satisfied when rewards
from the organization, such as compensation, promotion, recognition and development meet their
expectations. Parallel to this definition, Lawler (1982) defines QWL in terms of job
characteristics and work conditions. He highlights that the core dimension of the entire QWL in
the organization is to improve employees well-being and productivity. The most common
interaction that relates to improvement of employees well-being and productivity is the design
of the job. Job design that is able to provide higher employee satisfaction is expected to be more
productive. However, he accepted the fact that QWL is complex, because it comprises physical
and mental well being of employees.
Walton (1974) attributes the evolution of Quality of Work Life to various phases in history.
Legislations enacted in early twentieth century to protect employees from job-injury and to
eliminate hazardous working conditions, followed by the unionization movement in the 1930s
and 1940s were the initial steps in this direction. Emphasis was given to job security, due
process at the work place and economic gains for the worker. The 1950s and the 1960s saw the
development of different theories by psychologists proposing a positive relationship between
morale and productivity that improved human relations. Attempts at reform to acquire equal
employment opportunity and job enrichment schemes also were introduced. Finally in the 1970s
the idea of Quality of Work Life was conceived which according to Walton, is broader than these
earlier developments and is something that must include the values that were at the heart of
these earlier reform movements and human needs and aspirations.
In the opinion of Jain (1991), Quality Of Work Life represents a blending of motivational
factors of work, socio-technical system etc. which are of very real concerns for human values in
todays society with an awareness that all individuals devote the greater part of their mature lives
to the work, spending time, energy and physical and mental resources to this endeavor.

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Components of Quality of Work Life

A human being always functions within an environment composed of systems and subsystems,
such as the physical environment, cultural environment, social environment and psychological
close environment. These environmental influences imply that when criteria are considered, a
wide range of factors has to be taken into account. Different categories of job components are
considered, namely extrinsic and intrinsic job factors, social factors and the organizational
climate as a factor that influences the overall satisfaction with quality of work life. However, the
diversity of the employees of an organization implies that demographic variables should also be
considered as possible predictors.

Demographic Variables
Different authors placed emphasis on different demographic aspects. Nordenfelt (1993)
commented on environmental influences. The physical environment within which the individual
functions, forms the basis for his or her actions, that is, it provides the opportunity to indulge in
various activities. These opportunities vary in different parts of the country. Cities provide the
opportunities for entertainment, better education, information and better medical facilities. Rural
areas provide opportunities to be close to nature, clean air and open spaces (Nordenfelt, 1993).
Faubion, Palmer and Andrew (2001) conducted a study among vocational rehabilitation
counsellors to determine perceived differences between rural and urban employees. The results
indicated that rural counsellors were more satisfied than urban counsellors with extrinsic factors,
such as office location, safety in the office, parking and surrounding areas and safety in job
related travel. Additionally, rural counsellors reported being more satisfied with the healthiness
and various comfort factors of their work environment. However, no differences were found
related to overall job satisfaction and other demographic variables, such as gender, race, age,
education and work experience.

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Intrinsic versus Extrinsic Job Factors

Considerations in the distinction between intrinsic and extrinsic job factors, that have to do with
satisfaction with quality of work life, are described by Warr (1987), Deci and Ryan (1985),
Thomas and Velthouse (1990) and Snelders (1996). Extrinsic factors concern aspects of a job
that form the background or context to the task itself. It consists of activities that are externally
motivated by rewards and it is carried out only because of its effects. Examples of extrinsic job
factors are pay, working conditions, working hours, procedures and job security. Intrinsic factors
cover aspects inherent in the conduct of the job itself. It consists of activities that are intrinsically
motivating, meaning that they are rewarding by themselves. The intrinsic motivation would be
brought about by the feelings of competence and self-determination that someone experiences
while engaging in a task, also known as content satisfaction.

Intrinsic Factors
After analyzing the data of international surveys, Thurman (1977) came to the conclusion that
the major causes of dissatisfaction lay in the continuing lack of responsibility, autonomy and
discretionary authority offered by most jobs, that results in limited opportunities to use
knowledge and abilities. He also discovered that the job aspects about which workers express the
least satisfaction and are frustrated with are career aspirations and the desire for interesting,
fulfilling work. These are all intrinsic facets of work as they are embedded in the work itself.

Social Factors
Since work and career are typically pursued within a framework of social organizations, the
nature of personal relationships becomes an important dimension of the quality of working life.

Organizational Climate
Organizational climate has been defined in terms of attributes, models, organizational context,
structure, values and norms, as well as different facets of organizational and subgroup processes
such as leadership, conflict, reward, communication and control. Normally it entails those
attributes of a particular organization that may be concluded from the way the organization
operates and deals with its members and its external environment (James and Jones, 1974).
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Forehand and Gilmer (1964) defined organizational climate as referring to the set of
characteristics that describe an organization and that distinguish the organization from other
organizations, are relatively enduring over time, and influence the behavior of people in the
organization.

General Aspects
Some research studies do not clearly distinguish between intrinsic and extrinsic factors or social
and organizational climate factors but follow a more exploratory approach. Greatest satisfaction
was felt on contact with clients and co-workers, challenge, and autonomy. The most dissatisfying
aspects were problems with supervisors and co-workers, shift work or working hours, and
repetitive or dirty jobs. They compiled the following list of components: Social activity and
participation, self-development activities, task success, physical health, physical and economic
security, task involvement, task satisfaction, social involvement and feelings of relatedness, selfreported health, perceived security, fears and anxieties, and perceived growth and mastery.

NEED FULFILMENT AND SATISFACTION WITH QUALITY OF

WORK LIFE
According to Downey, Hellriegel and Slocum (1975), there must first of all be congruence
between an individuals personality characteristics, which also determines needs and preferences,
and how the work environment is perceived as meeting those needs for the individual to
experience satisfaction. Some conditions of work are so linked to universal human needs that
sub-minimal gratification insures dissatisfaction (Seashore, 1975).

Lawler (1975) saw the sense in it to equate a psychologically good work environment with one
in which the individuals basic needs are satisfied. As it is believed that basic needs must be
satisfied before people can be motivated by higher order needs, it is unacceptable when they are
dissatisfied with the amount of security they have. On the other hand, it is psychologically
acceptable when people are dissatisfied with their degree of self-actualization, because people
may feel dissatisfied with what they have achieved and still strive for more achievements, but at
least they can feel satisfied that they do have the opportunities to achieve what they want to

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achieve. A worse situation would be when they are dissatisfied with their present situation, but
see no way out of it. However, these are two quite different types of dissatisfaction; they often
motivate different kinds of behavior and they can produce different kinds of psychological
effects. Feelings of insecurity, for example, are more likely to cause psychosomatic illnesses.
With respect to higher-order needs, a high quality of working life is one where the pursuit of
higher-order need satisfaction is within the grasp of those individuals who desire it (Lawler,
1975). Ellis and Bernhardt (1992) examined the design of the job of teaching to determine the
degree to which it meets the motivational needs of teachers. They used the 1974 Job Diagnostic
Survey of Hackman and Oldham and found that teachers with high growth and achievement
needs were significantly less satisfied with their jobs than were their colleagues with lower
growth needs. Respondents pinpointed the lack of challenge as one major reason for this
discrepancy.
Argyris (1987) describes the formal organization in terms of its basic principles and concludes
that formal organizations are not always conducive to fulfilment of human needs and
satisfaction. For example task specialization requires that the individual use only a few of his
abilities. This inhibits self-actualization and provides expression for few, shallow abilities that do
not provide the challenge desired by the healthy personality. Another example cited by Argyris
(1987) is that the chain of command implies that leaders, whose primary responsibility it is to
control, direct, and coordinate, are the only ones who can fulfil needs such as dominance or
power, while subordinate members must be motivated to be submissive. He concluded from this
and other factors related to formal organizations that there is a basic incongruence between the
growth trends of a healthy personality and the requirements of such an organization. Nordenfelt
(1993) goes so far as to say that quality of life is anchored in psychodynamic theory and is based
on the concept of human need. His idea is that a person has a high degree of quality of life, if and
only if his or her fundamental needs have been satisfied. He refers to Maslows theory of
hierarchy of human needs. For Nordenfelt (1993), the fundamental need ought to be formulated
in terms of all people having a need to realize their goals. To be kept busy in a meaningful way
does not always serve a personal purpose or goal. However, if one can see the rationale for
having to do it, it keeps one from feeling dissatisfied with the activity. The same sense of
satisfaction may not be experienced, compared to when one is busy with something that serves a
purpose in realizing own goals. However, Nordenfelt (1993) agrees with the theorists of need in
claiming that there are common traits in human nature that determine some basic, minimal and
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common biological and psychological conditions of quality of life. There is, therefore, a great
risk in trying to define quality of life in terms of the satisfaction of needs only.

Medcof and Hausdorf (1995) evaluated instruments that measure opportunities to satisfy needs
on the job and the level of satisfaction of those needs. One fundamental assumption made by
researchers in this area is that people gravitate to, and tend to remain in, jobs which fulfil their
needs. A second basic assumption is that the greater the opportunity to satisfy a particular need
on a job, the higher will be the reported level of satisfaction of that need by the incumbents of
that job. It follows that there will be positive correlations between corresponding opportunities
and satisfactions. Medcof and Hausdorf (1995) discuss specifically the needs for achievement,
power and affiliation. It has been shown empirically that levels of these needs predict job
satisfaction and competence in a number of occupations. Sirgy et al. (2001) base their study on a
new measure of quality of work life on satisfaction with a variety of needs relevant to the work
place. Four need categories, including seven needs based on Maslows hierarchy were covered
by their measure. These are survival needs (security and pay), social needs (interpersonal
interactions and membership in a social group), ego needs (self-esteem and autonomy), and selfactualization needs. Their basic premise of the quality of work life construct and measure is that
workers bring a cluster of their needs to their employing organization and are likely to enjoy a
sense of quality of work life to the extent that these needs are satisfied through work in that
organization. In their study need satisfaction was successful in predicting organizational
commitment, job satisfaction and satisfaction in other life domains. Furthermore, job satisfaction
together with satisfaction in other non-work life domains were significant predictors of life
satisfaction.

BALANCING THE WORK AND LIFE OF EMPLOYEES

Researches indicate that balanced work-life can lead to greater employee productivity. With the
progressive shift of the economy towards a knowledge economy, the meaning and Importance of
tile quality of work life is also assuming a new significance. According to Sigmund Freud,
family is an essential ingredient for the love that exists in the life of the employees. Many
researchers indicate that maintaining a good balance in work and life has become a priority for

[27]

the corporates in the developed nations. At the dawn of industrialization, the needs and priorities
of employees were at the lower end of Maslows need hierarchy pyramid. The priority was given
more to physical and material security. However, with rapid cultural and economic
developments, the priorities outside job became very different. Employees started looking for
higher and meaningful quality of life as result of the outcomes of their work. With the increasing
shift of the economy towards knowledge economy, the meaning and importance of the quality of
work life is also assuming a new significance. Today, the connotation of the term 'work' has also
become different. It has more to do with the intellectual exercise than physical labour. As a
result, the corporate need to streamline and restructure their work schedules in order to bring
about a balance in work life of their employees. Understanding and managing the levels and
complexities of diverse motivational needs is another area, which requires careful attention from
the corporates to bring about work-life balance. Various researchers have pointed out the factors
that have created the need for maintaining work life balance.

[28]

2.2 About the topic

Importance of the study

This study will attempt to investigate the current state of affairs in terms of satisfaction with
quality of work life in an organization. It will be attempted to identify the predictors of
satisfaction with quality of work life from a wide range of facets of work life,that can be
categorized as extrinsic, intrinsic, social and organizational climate factors. It is hoped to be able
to point out specific indicators that have a significant effect and may constitute problem areas if
dissatisfaction is experienced. Secondly, it will be determined to what extent the facets of work
life chosen as variables for the research are regarded as important. Thirdly, the focus is on what
people really need from their work environment and the relationship between satisfaction with
quality of work life and need fulfilment will be investigated. In other words, it will be established
whether the fulfilment of workers most important needs have a positive effect on their
satisfaction with quality of work life. Lastly, the combined effect of satisfaction with facets of
work life and fulfilled needs on overall satisfaction will be investigated. Additional objectives
are concerned with the demographic characteristics of the respondents relevant to needs and
quality of work life in order to determine what sub-groups exists according to their commonality
of needs and perceptions of the quality of work life. Interesting patterns will be explored with
respect to levels of satisfaction and relationships between demographic characteristics and
satisfaction with specific facets of work life.

OBJECTIVE OF THE STUDY

The objective of the study is to find out the quality of working life of the employees in
SCM Pvt ltd It is to help the organization to know the level of satisfaction of the workers
and executives at all hierarchical levels towards the facilities and welfare amenities
provided by them.

[29]

It also aimed at reviewing the working conditions including total environment to bring in
positive change for betterment of the Quality of Work Life of employees.

To find out the challenges and difficulties faced by the management in providing better
Quality of Work Life to the employees.

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

Strategies to improve Quality of Work Life:

By implementing some changes, the management can create sense of involvement, commitment
and togetherness among the employees which paves way for better Quality of Work Life.
a. Job enrichment and Job redesign
b. Autonomous work redesign
c. Opportunity for growth
d. Administrative or organizational justice
e. Job security
f. Suggestion system

[30]

Quality of Work life improvements are defined as any activity which takes place at every level of
an organization which seeks greater organizational effectiveness through the enhancement of
human dignity and growth. A process through which the state holders in the organization,
management, unions and employees - learn how to work together better to determine for
themselves what actions, changes and improvements are desirable and workable in order to
achieve the win and simultaneous goals of an improved quality of life at work for all members of
the organization and greater effectiveness for both the company and the unions.

Key elements:

[31]

Promote human dignity and growth

Work together collaboratively

Participative determine work changes

Assume comparability of people and organizational goals

WORK LIFE BALANCE BENEFITS TO THE

WORKLIFE BALANCE
BENEFITS TO THE INDIVIDUAL

ORGANIZATION

Measured

increases

productivity,

in

individual

More value and balance in your daily life

and

Better understanding of what your best

accountability

commitment

individual work life balance is

Better teamwork and communication

Increased productivity

Improved morale

Improved relationships both on and off the

Less negative organizational stress

job

Reduced stress

BARRIERS TO QWL
Though the positive effect of QWL is already established, all parties of the organization still
resist to any schemes or procedure to improve QWL. The management may feel the QWL at the
present level is satisfactory and more steps need be taken to improve it. Employee on the other
hand resist to changes with a pre conceived notion that any scheme that the management takes up
to would be to increase production without extra cost. Another barrier to the improvement of
QWL is lack of financial resources. Strategies for improving QWL are self managed work teams,
job redesign and enrichment, effective leadership and supervisory behavior, career development,

[32]

alternative work schedules, job security, administrative or organizational justice and participating
management. By implementing such changes management can create a sense of involvement,
commitment and togetherness among the employees which paves way for better QWL.

CHAPTER 3
RESEARCH
METHODOLOGY

[33]

3.1 PURPOSE OF THE STUDY

The study covers employees of all the departments and in SCM Pvt ltd in order to
understand their point of view with respect to Quality of Work Life.

Though SCM Pvt ltd is a small organization in the corporate sector, the analysis of
Quality of Work Life at SCM Pvt Ltd gives a better understanding of the concept.

The study also includes the response of the employees to the various measures taken by
the management of SCM Pvt ltd to make the employees comfortable at the work place.

The study is also widened to find out the expectations of the employees from the
management with respect to the above concept.

3.2 Research methodology

The study has been covered based on the following steps:

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

Primary Source of data

Secondary Source of data

PRIMARY SOURCE
Primary source includes the data that is collected from SCM Ltd and selected respondents. The
required information is collected in the following ways:

Administered a structured questionnaire.

[34]

On the basis of observation.

By interacting with the concerned employees.

Tools used for data collection are as follows:

Discussions (Unstructured Discussions)

Questionnaire (Structured Questionnaire)

Unstructured Discussion:
Under this method of data collection the researcher personally interviews the respondents to
gather the information. The respondents are asked to present their views and opinions about the
topic under discussion. The opinions of the respondents are used as the primary source of
information for preparing the study report.

DRAFTING A QUESTIONNAIRE
Structured Questionnaire:
It is usually associated with the self-administered tools with items of the closed or fixed
alternative type. The respondents feel greater confidence in the anonymity of questionnaire than
in that of any interview. It places less pressure on the subject of immediate response. These
were the reasons for choosing questionnaire as one of the tools for data collection.
The questionnaire consists of two types of questions:
Close-ended questions: The close-ended questions consist of multiple choices, which offer the
respondents with a choice of specific answers.
Open-ended questions: An open-ended question is a question where no choices of answer are
given the respondent and the respondent is given freedom to respond according to his wish.

[35]

SECONDARY SOURCE
Secondary source is that information that is obtained from those sources other than direct sources
and the information is collected through the mentioned ways.

Companys Website.

Magazines and Journals.

Text books published on Human Resource Management.

Websites and Search engines.

Other records.

SAMPLE SELECTION:
A sample is known as the sub-unit of population which shares the similar features. The number
of units in the sample is known as the sample size.
The sample size used in this study is 100 respondents.

[36]

3.3 Limitations of the study

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

The data collected by me through primary source is constrained by the sample size which
is only 100 employees.

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

The analysis has been undertaken by using selective technical tools.

There are certain factors like morale of employees, goodwill of the firm, etc., which
cannot be correctly qualified but which otherwise substantially influence them.

Uncertainty and risk pose the biggest limitation to the techniques of Quality of Work
Life.

[37]

CHAPTER 4
DATA ANALYSIS
AND
INTERPRETATION

[38]

Data analysis and interpretation

1. How do you feel working with SCM Ltd?
(a) Excellent

(b) Good

(c) Satisfactory

(d) Poor

Category

Respondents

Percentage

Excellent

12

24

Good

34

68

Satisfactory

Poor

TABLE 4.01
WORKING WITH SCM LTD
80
70
P
E 60
R

50
40

C 30
E 20
N
10
T
0
A

Category

FIG. 4.01
Interpretation:
The survey depicts that

68%of the employees feel good working with SCM Ltd and 24%of the

employees feel excellent and 8%feel satisfactory about working with SCM Pvt ltd The survey depicts
that most of the employees (68%) feel good about working with SCM Pvt ltd.

[39]

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

(a) Job Profile

(b) Work environment

(c) Growth Opportunities

(d) Compensation & Benefits

Category

Respondents

Percentage

Job Profile

10

20

Work environment

34

68

Growth Opportunities

12

Compensation & Benefits

TABLE 4.02
LIKE MOST ABOUT SCM

70
60
50
40
Percentage
30
20
10
0

A
B
C
D
1
Categor

FIG.4.02
Interpretation:
The survey depicts that 68 % of the employees of SCM Ltd like the work environment & 20% of the
employees like job profile & 20% of the employees like growth opportunities. From the above it is clear
that most of the employees like work environment.

[40]

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

(a) Excellent

(b) Very good

(d) Satisfactory

(e) Bad

(c) Good

Category

Respondents

Percentage

Excellent

12

Very good

18

36

Good

19

38

Satisfactory

14

Bad

TABLE 4.03

WORK CULTURE
40
P
35
e
30
r
25
c g
20
e e
15
n
10
t
5
a
0
A

Category

Fig 4.03

[41]

Interpretation:
The survey depicts that 38%of the employees felt that there is good work culture in the organization and
36% of the employees felt that work culture is very good and 14%of the employees felt that the work
culture is satisfactory and 12% of the employees felt that they have excellent work culture in the
organization. From this, we can say that most of the employees at SCM Ltd feel that they have good
work culture and they are confident about it.

[42]

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

(a) Excellent

(b) Very good

(d) Satisfactory

(e) Bad

(c) Good

Category

Respondents

Percentage

Excellent

Very good

12

24

Good

27

54

Satisfactory

16

Bad

TABLE 4.04
CAREER DEVELOPMENTAL ACTIVITIES
60

Percentage

50
40
30
20
10
0
A

Category

FIG 4.04
Interpretation:
The survey depicts that 54%of the employees say that the career developmental activities are good and
24%felt it is very good and 16%of the employees felt that it is satisfactory and4%of the employees felt it
is bad and 2%of the employees felt it is excellent It implies that if management focuses on the particular

[43]

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

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

(a)Strongly agree (b) Agree

(c) Disagree

(d) Strongly Disagree

Category

Respondents

Percentage

Strongly agree

Agree

37

74

Disagree

18

Strongly Disagree

TABLE 4.05

SATISFACTION FROM WORK

80
60
Percentage 40
20
0
A

C
Category

FIG 4.05

Interpretation:

[44]

The survey depicts that 74% of the employees agreed that satisfaction comes from work and 18%of the
employees disagreed and 8%of the employees strongly agree that there is job satisfaction. From this we
can say that the majority of the employees of SCM Ltd have agreed that the main satisfaction comes
from work and it can be further improved.

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

(a) Very true

(b) Somewhat true

(c) Not too true

(d) Not at all true

Category

Respondents

Percentage

Very true

14

28

Some what true

29

58

Not too true

Not at all true

TABLE 4.06
WORK PROFILE
60
50
40
Percentage 30
20
10
0
A

Category

FIG 4.06

Interpretation:

[45]

The survey depicts that 58% of the employees feels that work profile gives an opportunity to develop
special abilities is somewhat true and 28%of the employees feels that it is very true & 8% of the
employees feel that it is not too true and 6% of the employees feel that it is not at all true.From this we
can say that the majority of the employees of SCM Ltd are agreed that the work profile gives an
opportunity to develop special abilities.

7. How hard is it to take time off during your work to take care of personal or family
matters?
(a) Not at all hard

(b) Not too hard

(c) Somewhat hard

(d) Very hard

Category

Respondents

Percentage

Not at all hard

10

20

Not too hard

21

42

Somewhat hard

17

34

Very hard

TABLE 4.07
IMPORTANCE TO PERSONAL LIFE

D
4%

A
20%

C
34%
B
42%

FIG 4.07

[46]

Interpretation:
The survey depicts that 42% of the employees feel that it is not too hard to take care of family matters &
34 %of the employees feels that it is somewhat hard to take care of family matters and 20% of the
employees feels that it is not at all hard & 4% of the employees feel that it is very hard to take care of
family matters. From this we can say that the majority of the employees of SCM Ltd are able to
manage personal & family matters efficiently.

8. Does the management maintain quality circles according to the norms and standards of
the employees?
(a) Yes

(b) No

Category

Respondents

Percentage

Yes

47

94

No

TABLE 4.08
MAINTAINS QUALITY CIRCLES

A
B

FIG 4.08

Interpretation:

[47]

It is revealed that 94%of the employees say that the management maintains quality circles and 6%say
that management doesnt maintain quality circles. Majority of the employees are satisfied with the
management as it maintains quality circle and it can be improved.

9. In general, how would you describe relations in your work place between
management and employees?
(a) Very good

(b) Quite good

(d) Quite bad

(e) Very bad

(c) Neither good nor bad

Category

Respondents

Percentage

Very good

21

42

Quite good

20

40

Neither good nor bad

18

Quite bad

Very bad

TABLE 4.09

[48]

INTERPERSONAL RELATIONSHIP

50
40
Percent
age

30

A
B
C Category
D

20
10
0

E
S1

FIG 4.09

Interpretation:
The survey depicts that 42% of the respondents describes relationship between management and
employees are very good and 40%of the respondents states that the relationship is quite good and
18%describes neither good nor bad.

It is concluded that relationship between management and

employees can be further improved for better output.

[49]

10. Do you think that the organization is paying you fairly and reasonably?
(a) Strongly agree

(b) Agree

(c) Satisfactory

(d) Disagree

(e) strongly disagree

Category

Respondents

Percentage

Strongly agree

14

Agree

25

50

Satisfactory

17

34

Disagree

Strongly disagree

TABLE 4.10

[50]

COMPENSATION
E

Category

0
2

34

B
A

50
14
Percentage

FIG 4.10
Interpretation:
The survey depicts that 50%of the employees agree that the organization is paying fairly &reasonably
and 34%of the employees satisfied and 14%are strongly agree and2%of the employees disagree.

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

(a) High

(b) Average

(c) Low

Category

Respondents

Percentage

High

10

Average

41

82

Low

TABLE 4.11

[51]

STANDARD OF LIVING

A
B
C

FIG 4.11
Interpretation:
From the survey 82% of the employees say that the compensation paid by the Organization is
average for the standard of living and 10% say that it is high and 8% of the employees felt that it
is low in maintaining standard of living. Majority of employees say that the compensation is
average for their standard of living. The management has to focus on this category. So that it can
be improved further.

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

(a) Strongly agree

(b) Agree

(c) Satisfactory

(d) Disagree

(e) Strongly disagree

Category

Respondents

Percentage

Strongly agree

14

28

Agree

26

52

Satisfactory

10

20

[52]

Disagree

Strongly disagree

TABLE 4.12
JOB SECURITY
60

Percentage

50
40
30
20
10
0
A

Category

FIG 4.12

Interpretation:
From the survey 52% of the employees agreed that there is job security in the organization and
28% of employees strongly agreed and 20% of employees are satisfied with job.Hence, it
indicates that there is job security in the organization.

13. What are rewards given for good performance of the team?
(a) Monetary benefits

(b) Promotion

(c) Job enrichment

(d) Any other specify

Category

Respondents

Percentage

Monetary benefits

18

36

Promotion

25

50

[53]

Job enrichment

14

Any other specify

TABLE 4.13
FORMS OF REWARDS

14

50

Category

36

A
0

10

20

30

40

50

60

Percentage

FIG 4.13

Interpretation:
From the survey 50% of the employees have chosen promotion, 36% have chosen
monetary benefits and 14% have chosen as job enrichment. From the above we calculated that
50% of employees chosen as promotion in lieu of their good performance. Rewards system
should be improved further to gear up the activities.

14. Is your performance being monitored periodically?

(a) Yes

(b) Could be

(c) No
Category

Respondents

Percentage

Yes

44

88

[54]

Could be

10

No

TABLE 4.14
PERFORMANCE APPRAISAL

A
B
C

FIG 4.14

Interpretation:
The survey depicts that 88% of the employees say that their performance is being monitored
periodically and 10% of the employees are not sure about it and 2% says that their performance
is not monitored periodically. Most of the employees say that the performance being monitored
periodically.

15. What helps positive attitude towards the job?

(a) Nature of the job

(b) Working with colleagues

(c) Recognition of effort

(d) Development opportunities

(e) Pay and conditions

(f) others (mention) ____________________

[55]

Category

Respondents

Percentage

Nature of the job

15

30

Working with colleagues 7

14

Recognition of effort

38

19

Development opportunities5

10

Pay and conditions

Others (mention)

0
TABLE 4.15

POSITIVE ATTITUDE
F

Category

E
D
C
B
A
0

10

20

30

40

Percentage

FIG 4.15

Interpretation:
From this survey it is found that 38% of the respondents feel that there is positive attitude towards
recognition of effort and 30% towards nature of the job and 14% working with colleagues and 10% of
the employees towards development opportunities and 8% felt that pay and condition is one of the

[56]

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

16. How do you rate the employee welfare programs in your organization?
(a) Excellent

(b) Very good

(c) Good

[57]

(d) Satisfactory

Category

Respondents

Percentage

Excellent

Very good

12

24

Good

25

50

Satisfactory

10

20

TABLE 4.16

WELFARE PROGRAMMES

A
B
C
D

FIG 4.16

Interpretation:
From the survey, 50% of the employees are agreeing that the employee welfare programmes are
good and 24% of employees felt very good and 20% of employees are satisfied and 6% felt
excellent with the welfare programs of organization. It implies to continue the same and improve
it if there is any scope.

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

(a) More suitable working hours

(b) Better pay and conditions

[58]

 Better development/promotional activities

(e) Other

(f) None of the above

Category
More

(d) Better management

Respondents

suitable

Percentage

working
9

18

hours
Better pay and conditions
16

32

Better

30

15

development/promotional
activities
Better management

12

Other

None of the above

TABLE 4.17
QUALITY OF WORK LIFE
35
30
25
Percentage

20
15
10
5
0
A

Category

FIG 4.17

Interpretation:

[59]

From the survey, 32% of the employees feel that better pay & conditions could improve quality
of work life & 30% feel that better development & 18% of the employees are of the opinion that
more suitable working hours will improve quality of work life & 12% of the employees feel that
better management & 8% of the employees feel none of the above. From the above most of the
employees felt that better pay and conditions improve the quality of work life.

18. How important do you consider the following?

[60]

Very

Fairly

Not

Important

Important

Important

More flexible working hours

Development

of

occupational healthcare

More flexible working hours

Category

Respondents

Percentage

Very Important

28

56

Fairly Important

17

34

Not Very Important

10

TABLE 4.18(A)

FLEXIBLE WORKING HOURS

60

Percentage

50
40
30
20
10
0
A

Category

FIG 4.18(A)

Interpretation:

[61]

Very

From the above, we can say that 56%of the employees feel that more flexible hours are very important
and 34%of the employees feel that it is fairly important and 10%of the employees of the opinion that it
is not very important. Therefore, majority of the employees at SCM Ltd feels that more flexible
working-hours are necessary.

Development of occupational healthcare

Category

Respondents

Percentage

[62]

Very Important

25

50

Fairly Important

23

46

Not Very Important

TABLE 4.18(B)

HEALTH CARE
60

Percentage

50
40
30
20
10
0
A

Category

FIG 4.18(B)

Interpretation:
From the above we can understand that 50%of the employees feel that development of health
care is very important and 46% employees of the opinion that it is fairly important and 4% of the
employees feel that development of Occupational Healthcare is not very important. It indicates
that most of the employees of SCM Ltd feel that development of the occupational health care is
important.

Q 19. How would you consider the following?

[63]

Hike in pay
Increase

in

training

opportunities

Hike in pay

Category

Respondents

Percentage

Very Important

30

60

Fairly Important

18

36

Not Very Important

TABLE 4.19(A)

HIKE IN PAY
70

Percentage

60
50
40
30
20
10
0
A

Category

FIG 4.19(A)

Interpretation:

[64]

The survey depicts that 60% of employees feels that need for HIKE is very important and 36%
of the employees is of the opinion that fairly important and 4% of the employees feels that it is
not very important. This implies that majority of employees at SCM Ltd feels that hike in pay is
very important.

Training Opportunities
Category

Respondents

Percentage

Very Important

27

54

Fairly Important

19

38

Not Very Important

TABLE 4.19(B)
TRAINING OPPORTUNITIES
60

Percentage

50
40
30
20
10
0
A

Category

FIG 4.19(B)
Interpretation:
The survey depicts that 54% of the employees is of the opinion that increase in training
opportunities is very important and 38% of the employees feels that it is not very important and
8% of the employees that it is not very important. Therefore, there should be increase in training
opportunities is very important.

[65]

20. Your opinions and suggestions regarding quality of work life in the organization?
Employees Opinions:
1. Satisfactory of working conditions
2. Overall Quality of Work Life is good in the organization, giving satisfactory opportunity
of individual growth and better professional environment
3. Yet to meet the standards of MNCs.
4. The work life is good, its encouraging and better place to work with healthy
environment.
5. Employee relations are good and management consideration towards employees health is
impressive and work pressure is considerably less.
6. By giving excellent training, by providing flexible working hours, by working with
concentration and hard work, by providing guidelines to juniors, these activities will
improve Quality of Work Life.
7. Good co-ordination between team leaders and team members.
8. Better management leads to better work culture.
9. Communication gap between management and employees should get reduced.

[66]

CHAPTER 5
FINDINGS
&
SUGGESTIONS

[67]

[68]

5.1 Findings
The following are the Findings and Conclusions of the study:

Most of the employees covered under my study have not been found to be feeling any
stress in the job related and working environment.

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

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

Ltd,

is

working here just for the sake of the job and most of the employees are comfortable with,
but also feeling proud of being in SCM Family.

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

Coming to study of personal attitudes, the employees have been found to be optimistic,
sincere and they never try to avoid work.

The employees working in the company are able to satisfy and achieve the organizational
goals through their experience completely.

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

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

[69]

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

It is better to keep employees aware of the company goals, vision, and mission and keep
them informed of all the changes taking place in the company then it would definitely go
a long way in the efficiency of the employees.

There should be no communication gap between the Team leader and Group members.
The communication flow must be smooth to maintain cordial relations in the
organization.

It is better to take timely preventive measures that the work would not be overloaded and
maintain better Quality of Work Life.

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

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

Recognition of the skills leads to achieve the company goals in broader view.

To conduct departmental meetings with team leaders and managers to know how work
flows in departments.

The success of any organization is highly dependent on how it attracts recruits, motivates
and retains its work force. Todays organization needs to be more flexible so that they
equipped to develop their work force and enjoy their commitment.

Organizations are needed to adopt a strategy to improve the employees QWL to satisfy
both employee objectives and organization objectives.

The best way of increasing QWL is to compensate employee in par with industry and
create a comfortable work culture.

Transport and other facilities must be reviewed and efforts should be made to include
each individual in the organizational growth.

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Recognition and individuals efforts and freedom to express individual views relating to
work is to be needed. Transparency is also important thing to improve QWL.

CHAPTER 6
BIBLIOGRAPHY

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BIBLIOGRAPHY
Books:

Decenzo & Robbins

- Human Resource Management, Johnwilley 1998

Biswajeeet Pattanaya,

- Human Resource Management, PHI-2201

Mirza S Saiyadain

- Human Resource Management, TMH-2001

P.Subba rao

- Human resource management ,HPH-2003

Journals:

ICFAI Journal of Management

The Indian Management

Websites:

www.scmads.com

www.humanresouces.uce.edu

Search Engines:

www.google.com

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Refrences
Blair-Loy, M., and Wharton, A. S. (2002), Employees Use of Workfamily
Policies and the Workplace Social Context, Social Forces, 80(3), 813-45.

Boles, J., Howard, W., & Donofrio, H. (2001), An Investigation into the
Interrelationships of Workfamily Conflict, Familywork Conflict and Work
Satisfaction. Journal of Managerial Issues, 13(3), 376-91.
Camman, C., (2009), Productivity of Management through QWL Programs, In
Frombun, Editor, Strategic Human Resource Management, New York: Wiley.

Che Rose, R; Beh L.S, Uli, J, Idris K. 2006, An Analysis of Quality of Work Life
(QWL) and Career- Related Variables, American Journal of Applied Sciences
3(12):2151-2159.

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ANNEXURE

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QUESTIONNAIRE
This survey is regarding a study on Quality of Work Life at SCM Pvt Ltd. Kindly spend
your Valuable time in going through and filling this questionnaire.
Name of the Employee:
Designation:
1. How do you feel working with SCM Infrastructures Ltd?
(a) Excellent

(b) Good

(c) Satisfactory

(d) Poor

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

(a) Job Profile

(b) Work environment

(c) Growth Opportunities

(d) Compensation & Benefits

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

(a) Evening shift

(b) Night shift

(c) Day shift

(d) Irregular shifts /on-call

(e) Rotating shifts

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

(a) Excellent

(b) Very good

(d) Satisfactory

(e) Bad

(c) Good

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

(a) Excellent

(b) Very good

(d) Satisfactory

(e) Bad

(c) Good

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

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

(d) strongly Disagree

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

(a) Very true

(b) Somewhat true

(c) Not too true

(d) Not at all true

8. How hard is it to take time off during your work to take care of personal or family
Matters?
(a) Not at all hard

(b) Not too hard

(c) Somewhat hard

(d) Very hard

9. Does the management maintain quality circles according to the norms and standards of
employees?
(a) Yes

(b) No

10. In general, how would you describe relations in your work place between
Management and employees?
(a) Very good

(b) Quite good

(d) Quite bad

(e) Very bad

(c) Neither good nor bad

11. Do you think that the organization is paying you fairly and reasonably?
(a) Strongly agree

(b) Agree

(c) Satisfactory

(d) Disagree

(e) Strongly disagree

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the

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

(a) High

(b) Average

(c) Low

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

(a) Strongly agree

(b) Agree

(c) Satisfactory

(d) Disagree

(e) Strongly disagree

14. What are rewards given for good performance of the team?
(a) Monetary benefits

(b) Promotion

(c) Job enrichment

(d) Any other specify

15. Is your performance being monitored

periodically?
(a) Yes
(b) Could be

(c) No

16. What helps positive attitude towards the job?

(a) Nature of the job

(b) Working with colleagues

(c) Recognition of effort

(d) Development opportunities

(e) Pay and conditions

(f) Others (mention) ___________

17. How do you rate the employee welfare programs in your organization?
(a) Excellent

(b) Very good

(c) Good

(d) Satisfactory

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

(a) More suitable working hours

(b) Better pay and conditions

(c) Better development/promotional activities

(d) Better management

(e) Other

(f) None of the above

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19. How important do you consider the following?

Very Important

Fairly Important

Not Very Important

Hike in pay
Increase

in

training

opportunities

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

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