Professional Documents
Culture Documents
AT
TUBE INVESTMENT DIAMOND CHAIN INDIA LIMITED
PROJECT REPORT
Submitted to
UNIVERSITY OF MADRAS
In partial fulfilment for the requirement of the award of the degree
MASTER OF BUSINESS ADMINISTRATION
Report submitted
By
MS. VISHNUPRIYA.V
Reg. No. MA00364
Under the guidance of
Ms. J. RADHA, M.com., MBA., M.Phil.,B.Ed.,
BATCH: 2010-2012
BONAFIDE CERTIFICATE
This is to certify that the project work entitled A STUDY ON QUALITY OF
WORK LIFE AT TIDC INDIA LIMITED is a bonafide record of original work
done by Ms.VISHNUPRIYA.V, Reg. No: MA00364 II year student of MBA,
VALLIAMMAL COLLEGE FOR WOMEN, Chennai, in partial fulfilment for
the requirement of the degree MASTER OF BUSINESS ADMINISTRATION,
from UNIVERSITY OF MADRAS during the academic year 2010-2012.
Ms.J.RADHA,M.com.,M.B.A.,M.Phil., B.Ed.,
Ms.K.E.Alamelu,M.Com.,MBA.,M.Phil.,
Faculty guide
Internal examiner
External examiner
ACKNOWLEDGEMENT
I take an
Dr.T.V.S.PADMAJA, M.A,Ph.D,PGCTE(CIEFL),P.G.Dip.inPhon(RIE)
who
S.NO
TITLE
PAGE NO
1.
INTRODUCTION
2.
INDUSTRY PROFILE
3.
COMPANY PROFILE
15
4.
26
5.
27
6.
28
7.
29
8.
REVIEW OF LITERATURE
30
9.
RESEARCH METHODOLOGY
47
10.
54
11.
114
12.
SUGGESTIONS
117
13.
CONCLUSION
118
14.
BIBLOGRAPHY
15.
ANNUXURE
CONTENTS
4
ABSTRACT
The research is on the basis of A STUDY ON QUALITY OF
WORK LIFE AT TIDC INDIA LIMITED. D u e t o c h a n g e s i n
t e c h n o l o g y a n d t o me e t v a r i o u s d e m a n d s o f t h e e mp l o y e e s a n d t o
withstand the place in the Global market
t h e c o mp a n y h a s t o
are
an
effective
way
of
knowing
about
where
mostly
i mp l e me n t e d
whenever
they
were
applicable. In due course of the project we have visited the company and interacted
with the people concerned. Her I also got the opportunity to learn about work life
balance policies provide to the employees by an organization.
INTRODUCTION
5
established in 1960 and today is the undisputed market leader in both the industrial
and automotive chains.. TIDC exports chains under the brand name 'Rombo'. Its
chains have gained recognition in Europe, the US, Japan, South America and Asian
markets for high quality and reliability.
The process of Quality of work life by which an organization responds to
employees needs for developing mechanism to allow them to share fully in making
the decision that design their live at work. The project is mainly been concentrated
on the employees who work in contract basis in the organization and how they are
able improve their skills through their work life. The contractors are mainly
engaged in production and engineering levels.
This project work concerns itself with analyzing the effectiveness of quality
of work life in TIDC Limited and also study involves the suggest measures to
improve the intelligence of the quality of work life by providing analyzed data to
prevent malfunction
INDUSTRY PROFILE
Tube Investments of India Ltd is part of the USD 3.14 billion Murugappa
Group. Over the past five decades, the company has honed its competencies in the
field of metallurgy, engineering, design and development. It has four divisions - TI
Cycles, Tube Products of India (TPI), TIDC India and TI Metal Forming - each a
pioneer and market leader in its segment.
TPI is the undisputed market leader in high-end cold drawn welded (CDW)
tubes. TI Cycles brings you the BSA and Hercules brands of bicycles and fitness
equipment. TIDC is India's leading manufacturer of power transmission chains for
the automotive, industrial and agricultural segments. TI Metal Forming pioneered
cold roll forming and is a market leader in speciality steel strips for the bearings
and fine blank industry. TI also enjoys a sizeable share of the Indian auto market
by manufacturing auto door frames at TI Metal forming. TI reported a turnover of
1761.84 crores in 2006-07, 11 per cent higher than the previous year.
It was originally founded as TI Cycles of India, in 1949. Group companies
Tube Products of India and TI Miller - which manufactured cycle lamps and
dynamo sets - were merged with the company in 1959 and 1984, respectively. It
has 13 manufacturing and assembly units spread across the country, all supported
by marketing offices that act as an interface between customer requirements and
the production team. The company's shares are listed on the National, Mumbai and
Chennai stock exchanges within India and its GDRs on the Luxembourg Stock
Exchange.
BUSINESS DIVISIONS
9
TI Cycles of India
BSA and Hercules are two of the leading brands of bicycles from TI Cycles
in the Indian market. Recently, the company has entered the growing fitness
equipment segment in order to cater to the contemporary consumer needs. With a
network of around 1500 direct dealers and more than 10000 indirect dealers TI
Cycles has a nationwide presence.
A pioneer in the market, TI Cycles has constantly come up with new trends
in line with evolving consumer needs. With the changing RETAIL environment, TI
Cycles has introduced 'BSA GO' stores, which have revolutionized the bicycle
outlet in India. A one-stop premium shop for all bicycling and fitness requirements,
BSA GO has a customer friendly ambience which serves as a model for other
bicycle outlets in the country.
TIDC India
TIDC is one of India's leading manufacturers of power transmission chains
for the industrial, automotive and agricultural segments. The company was
established in 1960 and today is the undisputed market leader in both the industrial
and automotive chains.
The company made a foray into fine blanking in line with its vision of
becoming a prominent global player in power transmission components, and is
now a major supplier of FB components to the automotive industry. Currently,
about 45 per cent of the company's turnover is from exports and this is an
indication of its growing global presence.
10
TIDC exports chains under the brand name 'Rombo'. Its chains have gained
recognition in Europe, the US, Japan, South America and Asian markets for high
quality and reliability. Over 50 per cent of the chains exported are for special
applications. In the domestic market the 'Diamond' brand chains cater to a range of
two wheelers and industrial OEMs. TIDC also services the after-market with kits
and chains through a well-established distribution network and warehouses.
TI Metal Forming
Pioneers in cold roll forming, TIMF manufactures precision value-added
sheet metal components like car door frames, sashes, divisional channels, stainless
steel rails, chassis long members, deep drawn parts, hydroformed parts, CRF
sections for the Indian Railways, etc.
Established in 1965 as a division of Tube Investments, TIMF's key target
customers are auto OEMs, Indian railway wagon builders, tier 1 auto components
manufacturers, etc.
Tube Products of India (TPI)
TPI is India's undisputed market leader in cold drawn welded (CDW) steel
tubes. Set up in 1955, the company produces precision steel tubes, CR strips and
high strength tubular components that cater to the demanding needs of the
automobile, general engineering, boiler, white goods and fine blanking industries.
A TS16949 and ISO 14001 certified company, TPI is the preferred supplier of
precision welded tubes to major automotive companies in India and abroad.
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thick
steering
shafts
and
Hydraulic
Cylinder
tubes.
TPI produces a wide range of CRCA strips including special extra deep drawing,
high tensile, medium carbon, high carbon finding application in industries such as
Bearings, Automobile, Auto Ancillaries, white goods, fine blanking and General
Engineering.
TPI has been supplying to customers such as Bajaj Auto Ancillaries, TVS Motors
Ancillaries, Hero Honda Ancillaries, Tata Motors, Toyota India, Delphi, Gabriel,
Escorts, and Endurance. Its success stems from market driven, customer oriented
approach coupled with superior process design, short product development cycle,
12
delivering high quality products and efficient customer service ensuring total
customer satisfaction.
TPI has Integrated manufacturing facilities at Chennai (Two tubes plants and
one strips plant at Avadi and one at Ambattur), Shirwal & Mohali.. These plants
conform to international standards and achieve operational excellence through
TPM. TPI has distribution centers across India, which ensures timely service to the
customers daily requirements.
TPI has received ISO-TS 16949 for all plants, ISO 9001: 2000 for all plants,
ISO 14001:2004 for Avadi & IBD Plants, Self-certification for boiler tubes by the
central boiler board. TPI is the Winner of the Sword of honour for outstanding
safety performance from the British Safety council. Tubular Components Division
(TCD), a plant of TPI, has won Supplier Performance Award 2007-2008. Timely
delivery, top notch quality and excellent service have been key for the division for
winning this award.
13
BOARD OF DIRECTORS:
The Murugappa Group is governed by the Murugappa Corporate Board
(MCB), headed by A Vellayan as its Executive Chairman.
A Vellayan
A Vellayan is the Executive Chairman of the Murugappa Corporate Board.
He is the Chairman of EID Parry (India) Limited and Coromandel International Ltd.
He is also on the board of Indian Overseas Bank and Kanoria Chemicals Ltd. He
holds a diploma in Industrial Administration from the University of Aston, UK and a
masters degree in Business Studies from the University of Warwick Business School,
UK
M M Murugappan
M M Murugappan is the Vice Chairman of the Murugappa Corporate Board.
He is the Chairman of Tube Investments of India Ltd, Carborundum Universal Ltd,
Wendt India Ltd, Murugappa Morgan Thermal Ceramics Ltd, and DBS Chola
Trustees Ltd. He serves as a Trustee of the AMM Foundation and the Correspondent
of the Murugappa Polytechnic College. He is also on the board of Mahindra &
Mahindra Ltd., Mumbai and InfoTech Enterprises Ltd., Hyderabad. He is a Member
on the Board of Governors, IIT, and Madras. He holds a Masters degree in Chemical
Engineering from the University of Michigan, USA.
14
N Srinivasan
N Srinivasan is the Director-Finance of the Murugappa Corporate Board. He
is a chartered accountant and company secretary with over 25 years of experience in
the areas of Corporate Finance, Legal, Projects and General Management. He is a
Director on the Boards of Cholamandalam DBS Finance Ltd, Tube Investments of
India Ltd, Cholamandalam MS General Insurance Co Ltd and few other Group
Companies. Earlier, he was the CFO of Carborundum Universal Ltd and was
associated with corporate like BHEL and Thiru Arooran Sugars Ltd.
Sridhar Ganesh
Sridhar Ganesh is the Director-Human Resources of the Murugappa
Corporate Board and Lead Director of the Diversified Business Group (DBG). He is a
graduate in Physics, and holds a post graduate diploma in Management from IIM,
Kolkata. He has over 30 years of experience in varied facets of human resource
management, at both operational and strategic levels. He started his career with Guest
Keen Williams Limited in Kolkatta and then had a stint with Metal Box prior to
joining Berger Paints as head of personnel. He subsequently moved to Mumbai to
join Cadbury India as their Director-HR and was a member of the board. In 2002, he
was appointed HR Director for the Africa, India and the Middle-East region based in
the UK. His area of work and interest in recent times is on coaching for performance
and performance related areas. Prior to joining the Group, he was Director-Learning
& Development, Cadbury Schweppes plc-Europe, Middle-East and Africa.
15
Ravichandran
V Ravichandran is the Lead Director - Fertilizers and Sugars of the
Murugappa Corporate Board. He is also the Managing Director of Coromandel
International. He is an Engineering Graduate with a Post Graduate Diploma in
Management from IIM, Ahmedabad. He is also a Cost Accountant and a Company
Secretary. After a brief stint with Ashok Leyland, he joined the Group in Oct 1985 in
EID Parry. Ravichandran served with distinction in the Finance function of EID
Parry, in the Farm Inputs Division (FIND), in Corporate and in businesses such as
Confectionery. He took up a general management role as GM-Pesticides in 1994. In
2003, with the merger of FIND and Coromandel Fertilizers Ltd (CFL) he moved to
CFL as Vice President FIND. He was promoted as Whole time Director in 2004 and
took over as Managing Director of the company in 2006.
Venkatraman Thyagarajan
Venkatraman Thyagarajan is the non-executive External Director of the
Murugappa Corporate Board. He is the Vice Chairman of GlaxoSmithKline, India
and the Senior Vice President and Regional Director of GlaxoSmithKline, Asia
Pacific. Prior to this role, he was the Vice President of South Asia since 2001. In his
tenure of over 36 years with the company, he has held numerous senior positions
throughout his career. He is also an independent director of Tata Consultancy
Services Limited and chairs PHRMA for Asia. He has a B.Tech degree in Electrical
Engineering and is an alumnus of Indian Institute of Management Ahmedabad
16
Deepak Satwalekar
Deepak Satwalekar is the non executive External Director of the Murugappa
Corporate Board. He holds a bachelors degree in technology from IIT Mumbai and a
masters degree in business administration from American University, USA. He is
currently the managing director and CEO of HDFC Standard Life Insurance
Company Ltd. He is also on the board of several companies, including HDFC Ltd,
Asian Paints (India) Ltd and Infosys Technologies Ltd.
Sridar Iyengar
Sridar Iyengar is a non executive External Director of the Murugappa Group
Corporate Board. Prior to this, Sridar was CEO of KPMG LLP and later became a
Partner and was instrumental in setting up KPMGs operations in India. A founding
charter member of TIE (The Indus Entrepreneurs), he has been President of both the
Silicon Valley and Global branches of the group and remains active with TIE India.
He is also involved in the American India Foundation and the Foundation for
Democratic Reforms in India. Sridar has spent 35 years in global business and brings
to the Board his rich international experience. He serves on the Boards of Infosys
Technologies, ICICI Bank, and Rediff.com, among other companies in the U.S. and
India. He holds a bachelors degree in Commerce (Honours) from the University of
Calcutta and is a Fellow of the Institute of Chartered Accountants in England and
Wales.
17
MS
Insurance
EID Parry India Limited
TIDC INDIA
Tube Products of India
TI Cycles of India
TI Metals Forming
The Other Companies are:
18
Cholamandalam Mutual
Morgan
Ceramics Ltd
New Ambadi Estates Pvt Ltd
Polutech Ltd
Southern
Energy
Corporation
Wendt India Ltd
entry into fine blanking, TIDC is also moving up the value chain, from component
suppliers to system suppliers.
The company made a foray into fine blanking in line with its vision of
becoming a prominent global player in power transmission components, and is
now a major supplier of Fine Blanking components to the automotive industry.
Currently, about 45 percent of the companys turnover is from exports and this is
an indication of its growing global presence.
TIDC exports chains under the brand name Rombo. The chains have
gained recognition in Europe, the US, Japan, South America and Asian markets for
high quality and reliability. Over 50 percent of the chains exported are for special
applications. In the domestic market the Diamond brand chains cater to a range of
two wheelers and industrial OEMs. TIDC also services the after-market with kits
and chains through a well-established distribution network and warehouses.
Diamond (in India and SAARC countries) and Rombo (rest of the world) are
known for quality and reliability.
TIDC manufactures products for a range of applications. It manufactures
industrial power transmission chains to ANSI & British standards, engineering
class chains, agricultural chains, special sprockets and high performance chains,
drive and cam chains, timing chains and sprockets. The fine blanking division
supplies transmission and engine parts for automobiles as well as products for
industrial applications in power tools, electrical and textile machinery.
TIDC has plants in Chennai, Hyderabad and has set up a new manufacturing
facility in Uttarkhand. TIDC has 13 warehouses across India to ensure smooth
supply of material to customers. With a wide network of 160 dealers spread all
over the country for automotive and industrial applications, TIDC offers products
off-the-shelf to customers across India.
TIDC also has a strong global presence, with products being exported to
over 30 countries and 35% of the total turnover coming from export sales. The
company has opened an office in USA to service customers in this market. TIDC
Indias international customers are also serviced through warehouses in USA and
Europe. Over 50% of the chains exported are for special applications to global
OEMs in various industries including cement, fertilisers, material handling and
construction equipment. TIDC is also the market leader in India for industrial
power transmission and conveyor chains, and caters to OEMs and distributor
markets.
21
TIDC India has won the Golden Peacock Award for quality and has obtained
commendation certificate for CII - Exim Business Excellence and received Best
Vendor Awards from automotive OEMs.
Manufacturing
Chains
Sprockets
Types of chains
There are various kinds and sizes of chains are manufactured here.
Following are the some of the chains produced in TIDC India Ltd:
Standard roller chain
Attachment chain
Intended pin chain
Hollow chain
Accumulator chain
Rubber chain
Self-tube chain
O-ring chain
Work standard special chain
Conversion resistant chain
Let chain
Conveyor chain
Timing chain/ Cam chain
Chain components
22
Inner plate
Outer plate
Roller
Bush
Pin
Departments in TIDC
ACC Agricultural Chain Cell
LDD Light Duty Division
ECC Engineering Chain Cell
CCC Cam Chain Cell
FB
- Fine Blanking
23
Treat our people with respect and concern, provide opportunities to learn,
contribute and advance recognize and reward initiatives, innovations and
creativity.
Maintain:
An organizational climate conducive to trust open communication and team
spirit.
24
Vision:
To be a world class global player in Power Transmission and Conveyor systems
The fundamental principle of economic activity is that no man you transact with
will loose, then you shall not--Murugappa Group.
Mission:
By 2013-14 achieve a turnover of Rs.1500 Crores
Milestones
Years
2008
Details
New plant for Automotive chain in "Uttar Khand"
25
2007
2006
Office in USA
Wherehouse opened in Venlo, Netherlands and Cincinnati, USA
2005
2004
2003
2002
2001
2000
1999
1998
QS-9000
for
Timing
Chain
Division.
1995
26
Entered
into
Exports
Market.
1969
1960
PRODUCT PROFILE
1) Automotive:
Drive and Cam chains for Motorcycles,
Timing chains and,
sprockets.
27
2) Industrial:
Power Transmission chains-ANSI &British Standards
Engineering class chains
Agricultural Chains
3) Fine Blanking:
Transmission
Engine parts for 4 wheeler
2 wheelers.
Manufacturing Locations:
Customers:
Export (TIDC exports over 50 countries world-wide)
Germany
New Holland- Belgium & Poland
28
Denmark
Japan
USA
Domestic
Hero Honda Motors Ltd
Ingersoll Rand
Yamaha Motors India Ltd
Maruti Udyog Limited
TVS Motor Co
Grasim
Honda Motorcycle &Scooter India
BHEL
Bajaj Auto Ltd
Quality systems for a High performance chain
Beginning with the design phase, purchase and inspection of raw materials,
vendor management, work instructions and going on to cover all processes in
manufacturing, packing and inspection before delivery. We follow stringent
29
30
OBJECTIVE OF STUDY
PRIMARY OBJECTIVES:
To know the overall quality of work life in TUBE INVESTMENT
DIAMOND CHAIN (TIDC) PRIVATE LIMITED and its impact on employees
work culture.
SECONDARY OBJECTIVES:
To identify whether the quality of work life improve the standard of living
employees.
To identify whether the quality of work life increase to create a positive
attitude in the minds of employees.
To measure the level of satisfaction of employees towards the quality of
work life.
To identify the perception of the employees among superior and
subordinates relationship.
To identify the effectiveness of training in improving the employees skills
and knowledge.
31
32
The top management can use the information obtained through the study in .The
following areas.
The organization should take care of health and safety of the employees.
Job security should be given to the employees.
Job specification should match the individuals.
33
LIMITATIONS
Even though the survey was conducted among the employees of the TIDC
Ltd, it may not reflect the real opinion of the employees.
Due to time constraints, the sample size was restricted to 100, which will
not refer to the overall views of the employees in an organization.
Since the study was restricted to TIDC Ltd, majority of the findings are
applicable only to this organization and cannot be generalized.
The study was mainly concentrated only contract workers.
34
REVIEW OF LITERATURE
THEORETICAL REVIEW
MEANING:
QWL means having good supervision, good working conditions, good pay
and benefits and an interesting, challenging and rewarding job. High QWL is
sought through an employee relations philosophy that encourages the use of QWL
efforts, which are systematic attempts by an organization to give workers greater
opportunities to affect their jobs and their contributions to the organizations
overall effectiveness. In earlier times QWL means only job enrichment. In addition
to improving the work system, QWL programs usually emphasize on development
of employee skills, the reduction of occupational stress and the development of
more co-operative labor-management relations.
DEFINTION:
Suttle has defined Quality of work life as follows:
Quality of work life is the degree to which members of work organization
are able to satisfy important personal needs through their experience in the
organization.
Robbins(1989) defined QWL as follows:
A Process by which an organization responds to employee needs by
developing mechanisms to allow them to share fully in making the decisions that
designs their lives at work.
35
1)
work Job and Career Satisfaction is a very important factor in overall quality of
working life. How you score on the Job and Career Satisfaction factor relates to
whether you feel the workplace provides you with the best things at work - the
things that make you feel good, such as: a sense of achievement, high self-esteem,
full-filaments of potential, etc.
2)
Working Conditions
Working Conditions assess the extent to which the employee is satisfied with
Home-Work Interface
How much you think the organization understands and tries to help you with
pressures outside of work. Home-work interface is related to work life balance and
is about having a measure of control over when, where and how you work. It is
achieved when you feel you have a fulfilled life inside and outside paid work, to
36
the mutual benefit of you and your work. A poor work-life balance can have
negative effects on your well-being.
4)
Stress at Work
The extent to which you see work pressures and demands as acceptable and
not excessive or Stressful. The UK Health & Safety Executive (HSE) define
stress at: the adverse reaction people have to excessive pressure or other types of
demand placed on them. Work pressures and demands can be a positive of aspect
of our work experience, providing challenge and stimulation, but where we see
them as excessive and beyond our ability to cope, we are likely to feel overloaded
and stressed.
5)
Control at Work
How far you feel you are involved in decisions that affect you at work.
Control at Work reflects the level to which you feel you can exercise what you
consider to be an appropriate level of control within your work environment. That
perception of control might be linked to various aspects of work, including the
opportunity to contribute to the process of decision making that affects you.
Leading authors in the field suggest that perception of personal control can
strongly affect both an individuals experience of stress and their health. Research
also suggests that there is a strong link between personal control and job
satisfaction.
37
38
39
40
actions,
grievance
procedures,
promotions,
transfers,
work
assignments etc. Partiality and biasness at any stage can discourage the workers
and affect the QWL.
41
teams,
redesign
and
enrichment,
effective
leadership
and
42
43
44
B.RESEARCH REVIEW
Various authors and researchers have proposed models of Quality of
working life which include a wide range of factors. Selected models are reviewed
below.
ABSTRACT (1)
AUTHOR
National Seminar on improving the quality of working life (1982)
It was convened to enquire into the direction of Quality of Work Life
activities in India and prepare an action plan for implementing the Quality of Work
Life concepts. The recommendation from the National seminar published in the
Journal of Productivity (1982) states that at the enterprise level, improvement of
quality of work life should be through the co-operative endeavor between
management and unions. The conference pointed out that the Government could
help in improving Quality of Work Life through legislation, executive policy and
action through its entrepreneurial role in the public sector. It recommended the
need for engaging and involving shop-floor level staff in the management and
policy decisions for improvement in Quality of Work Life. Based on his various
studies and wide experiences
45
ABSTRACT (2)
AUTHOR
Hackman and Oldham (1976) and Taylor (1979)
They drew attention to what they described as psychological growth needs
as relevant to the consideration of Quality of working life. Several such needs were
identified; Skill variety, Task Identity, Task significance, Autonomy and Feedback.
They suggested that such needs have to be addressed if employees are to
experience high quality of working life.In contrast to such theory based models,
Taylor (1979) more pragmatically identified the essential components of Quality of
working life as; basic extrinsic job factors of wages, hours and working conditions,
and the intrinsic job notions of the nature of the work itself. He suggested that a
number of other aspects could be added, including; individual power, employee
participation in the management, fairness and equity, social support, use of ones
present skills, self-development, a meaningful future at work, social relevance of
the work or product, effect on extra work activities. Taylor suggested that relevant
Quality of working life concepts may vary according to organization and employee
group.
ABSTRACT (3)
AUTHOR
46
ABSTRACT (4)
AUTHOR
Mirvis and Lawler (1984) and Baba and Jamal (1991)
47
Sirgyetal.; (2001) suggested that the key factors in quality of working life
are: Need satisfaction based on job requirements, Need satisfaction based on Work
environment, Need satisfaction based on Supervisory behaviour, Need satisfaction
based on Ancillary programs Organizational commitment. They defined quality of
working life as satisfaction of these key needs through resources, activities, and
outcomes stemming from participation in the workplace. Maslows needs were
seen as relevant in underpinning this model, covering Health & safety, Economic
and family, Social, Esteem, Actualization, Knowledge and Aesthetics, although the
relevance of non-work aspects is play down as attention is focused on quality of
work life rather than the broader concept of quality of life. These attempts at
defining quality of working life have included theoretical approaches, lists of
identified factors, correlational analyses, with opinions varying as to whether such
definitions and explanations can be both global, or need to be specific to each work
setting.
ABSTRACT
AUTHOR (7)
Herzberg at al., (1959), Lawler and Porter, 1966 and Sirgy, Efraty, Siegel &
Lee, 2001
49
ABSTRACT (8)
AUTHOR
Lawler, 1982, Danna & Griffin, 1999 and Loscocco & Roschelle,1991
50
RESEARCH METHODOLOGY
RESEARCH MEANING
Research in common parlance to a search for knowledge.. The advanced
the meaning of research as a careful investigation or inquiry especially through
51
search for new facts in any branch of knowledge. Once also can be defined
research as a scientific and systematic search for pertinent information on specific
topic. In fact, Research is an art of scientific investigation.
RESEARCH DEFINITION
Redman and mory define research as a systematized effort to gain new
knowledge.
A broad definition of research is given by Martin Shuttleworth - "In the broadest
sense of the word, the definition of research includes any gathering of data,
information and facts for the advancement of knowledge.
Another definition of research is given by Creswell who states - "Research is a
process of steps used to collect and analyze information to increase our
understanding of a topic or issue". It consists of three steps: Pose a question,
collect data to answer the question, and present an answer to the question
RESEARCH DESIGN
A research design is purely and simply the framework or plan for a
study the guides the collection and analysis of data. The researcher has employed
descriptive research, which formed the major task for the research on the project
work title A Study on Quality of Work life of the employees at TIDC Limited.
RESEARCH PLAN
This is a conclusive research, which comprises descriptive study. This
study is descriptive in nature.
DESCRIPTIVE
52
SAMPLING PLAN
Sample unit
Sample unit consists of employees of Tube investments diamond chain
limited in Ambattur.
Sample size
53
Out of around more than 1000 employees in the TIDC Limited, 100
employees were selected on the basis of convenient sampling.
PRIMARY DATA
Primary data are information gathered or generated for specific purpose
directly from the field of enquiring for the first time and are original in nature. In
this study the primary data is collected through questionnaire.
SECONDARY DATA
54
The secondary data refers to those data which are already available in the
firms internal records such as Company Website, Company Brochures and
Magazines. Both the primary and secondary data are used to measure the level of
stress among the employee.
TOOLS FOR COLLECTING DATA
Survey method is the suitable method of data collection for this study with a
help of a Questionnaire.
RESEARCH INSTRUMENTS (QUESTIONNAIRE)
A questionnaire is
a research instrument
consisting
of
series
of questions and other prompts for the purpose of gathering information from
respondents they are often designed for statistical analysis of the responses.
Questionnaires are also sharply limited by the fact that respondents must be able to
read the questions and respond to them.
CLOSED-ENDED QUESTIONS
In this, the respondent is given a limited number of alternative responses
from which she/he is to select the one that most closely matches his/her opinion or
attitude
ANALYSIS OF DATA COLLECTION:
Data has been codified, tabulated and arranged in a scientific manner. The
term statistical refers to a measured value based on sample data. The various
statistical technique used are,
Chi- square test
ANOVA and
55
CHI-SQUARE TEST
The chi-square test is used to determine whether there is a significant
difference between the expected frequencies and the observed frequencies in one
or more categories. Does the number of individuals or objects that fall in each
category differ significantly from the number expected?
Where
ANOVA
If the data are classified accordingly to only one criterion then it is called
one-way classification. Then following are the steps in carrying out the
analysis of variance.
1. Set up null hypothesis
56
1. Find the total sum of the items of various samples given in the data. It is
denoted by T.
2. Find the correction factor
i.e., C.F
=
=
3. Find the sum of squares of all the items and find its total. Subtract it from the
C.F. This gives sum of squares of deviations for total variance.
4. Find the sum of squares between samples.
5. Find the sum of squares within the samples.
6. Construct analysis of variance table.
7. Calculate the value of F= Variance
8. Find the tabulated value of F for the given degrees of freedom.
9. If calculated F< tabulated F we accept the null hypothesis.
Calculated F >tabulated F we reject the null hypothesis.
WEIGHTED AVERAGE METHOD
In the case involving rating scale and ranking, the weighted
average ranking method is used. In this method, the net scores for each
attributes are calculated and analysis can be done as the basic of the net
score in percentage obtained the formula is given.
Net Score = (Weighted for column x No. of respondents) / Total weight
wixi
= _______
wi
57
TABLE NO.1
NO. OF DEPARTMENTS
NAME
OF THE DEPARTMENT
NO OF EMPLOYEES PERCENTAGE
Fine Blanking
32
32%
31
31%
14
14%
House Keeping
13
13%
Tool Room
9%
Human Resources(Xerox)
1%
58
TOTAL
100
100
INF
INFERENCE
From the above table 33% of the respondents belong to the Fine Blanking
Department and 1% of the sample belongs to Human Resource (Xerox) department
respectively.
CHART NO 1
NO. OF DEPARTMENT
59
TABLE NO.2
60
AGE
LIMITS
NO OF
RESPONDENTS
PERCENTAGE
0-25
25
25%
26-35
45
45%
36-45
29
29%
50
1%
100
100
TOTAL
INFERENCE:
From the above table 45% of the respondents belong to age group of 26-35 years
and 1% of the employees belong to 50 years and above age group.
CHART NO.2
61
TABLE NO.3
GENDER
62
GENDER
EMPLOYEES
PERCENTAGE
MALE
33
33%
FEMALE
67
67%
TOTAL
100
100
INFERENCE:
From the above table 67% of the respondents are Female, and 33% of the
employees are Male.
CHART NO.3
GENDER OF EMPLOYEES
63
CHART NO.4
EXPERIENCE OF EMPLOYEES
64
YEARS
0-6
EXPERIENCE PERCENTAGE
OF
EMPLOYEES
70
70%
6-10
26
26%
11-12
4%
21 yrs and
above
TOTAL
0%
100
100
INFERENCE:
From the above table shows that 70% of the respondents have 0-5 years of
experience, and 4% of the employees having 6-10 years of experience.
CHART NO.4
EXPERIENCE OF EMPLOYEES
65
CHART NO.5
MARITAL STATUS
66
STATUS
NO OF EMPLOYEES
PERCENTAGE
SINGLE
28
28%
MARRIED
72
72%
TOTAL
100
100
INFERENCE:
From the above table 72% of the respondents are married in the organization,
and 28% of respondents are unmarried in the organization.
CHART NO.5
PART II
TABLE NO .6
Opinion about the work environment
68
OPINION
NO OF
PERCENTAGE
Strongly agree
REPONDENTS
40
40%
Agree
41
41%
Neutral
19
19%
Disagree
0%
Strongly disagree
0%
Total
100
100
INFERENCE
From the above table nearly 41% of respondents agreed that they are
motivated by the work environment in the organization and 19 % of respondents
neutrally agreed to the above statement.
CHART NO.6
69
TABLE NO.7
70
INFERENCE:
OPINION
NO OF
PERCENTAGE
Strongly agree
RESPONDENTS
40
40%
Agree
47
47%
Neutral
10
10%
Disagree
3%
Strongly disagree
TOTAL
100
100
From the above table 47% of respondents agreed that the working condition in the
organization is satisfying, and 3% of respondents dis-agreed that the working
condition in the organization is not satisfying in the organization.
CHART NO .7
71
TABLE NO. 8
INFERENCE:
OPINION
NO OF
PERCENTAGE
Strongly agree
REPONDENTS
39
39%
Agree
33
33%
Neutral
21
21%
Disagree
6%
Strongly disagree
1%
Total
100
100
From the above table 39% of respondents strongly agreed that the
Supervisor/Senior authority constantly motivate them in the organization, and 1%
of respondent strongly dis-agreed to this statement.
CHART NO.8
73
TABLE NO.9
OPINION
NO OF
PERCENTAGE
Strongly agree
RESPONDENTS
39
39%
Agree
50
50%
Neutral
9%
Disagree
1%
Strongly disagree
1%
Total
100
100
INFERENCE:
From the above table 50% of respondents agreed that the superior is
supportive in clarifying the doubts regarding the work, and 1% of respondents
strongly dis-agreed that the superior is not supportive in clarifying the doubts
regarding the work
CHART NO 9
75
TABLE NO.10
OPINION
NO OF
PERCENTAGE
Strongly agree
REPONDENTS
24
24%
Agree
63
63%
Neutral
12
12%
Disagree
Strongly disagree
1%
Total
100
100
INFERENCE:
From the above table 63% of respondents agreed that the training given by
the organization has helped the employees to develop new skills and 1% of
respondent strongly dis-agreed this statement.
CHART NO.10
77
TABLE NO.11
OPINION
NO OF
PERCENTAGE
Strongly agree
RESPONDENTS
25
25
Agree
56
56
Neutral
11
11
Disagree
Strongly disagree
Total
100
100
INFERENCE:
From the above table 56%of respondents agreed that the training program is
designed to update the skills and knowledge of the employees, 2% of respondents
strongly dis-agreed that the training program is not designed to update the skills
and knowledge of the employees.
CHART NO.11
79
TABLE NO 12
OPINION
N0 OF
PERCENTAGE
Strongly agree
RESPONDENTS
28
28%
Agree
53
53%
Neutral
12
12%
Disagree
3%
Strongly disagree
4%
TOTAL
100
100
INFERENCE:
From the above table 53% of respondents agreed that the training given by
the management bridges the gap between the employees ability and work
requirement, and 4% of respondents strongly dis-agreed that the training given by
the management does not bridges the gap between the employees ability and work
requirement.
CHART NO.12
81
TABLE NO.13
Safety precaution
82
OPINION
NO OF
PERSENTAGE
Strongly agree
RESPONDENTS
40
40
Agree
44
44
Neutral
12
12
Disagree
Strongly disagree
TOTAL
100
100
INFERENCE:
From 44% of respondents agreed that the safety precautions given by the
trainer regarding work helps to reduce accidents, and 4% of respondents disagreed
that the safety precautions given by the trainer regarding work does not to helps
reduce accidents.
CHART NO.13
83
TABLE NO.14
Infrastructure facilities
84
ROOMS
RESTROOMS QUALITY OF
FOOD
OPINION
No. Of
No. Of
No. Of
SAFETY
MEASURES
No. Of
respond
respond
respond
respond
Very good
ents
29
29%
ents
47
47%
ents
44
44%
ents
48
48%
Good
11
11%
16
16%
11
11%
12
12%
Fair
31
31%
29
29%
37
37%
29
29%
Poor
13
13%
7%
7%
9%
1%
2%
100
100
100
100
Very poor
16
16%
1%
Total
100
100
100
100
INFERENCE:
85
It is interpreted that safety measures, restrooms, and quality of food have been
rated as very good with the percentage of 48%, 47%,and 44% and few of the
employees have disagreed with the above statement
CHART NO.14
86
TABLE NO.15
Opinion
Strongly agree
No. Of Respondents
25
Percentage
25%
Agree
39
39%
Neutral
30
30%
Disagree
3%
Strongly disagree
3%
TOTAL
100
100
INFERENCE:
From the above table 39% of respondents agreed that the organization
provides adequate infrastructure facilities to the employees and 3% of the
respondents dis-agreed and strongly dis-agree that the organization does not
provide adequate infrastructure facilities to the employees
87
CHART NO.15
88
TABLE NO.16
Canteen facilities
OPINION
NO OF
PERCENTAGE
Strongly agree
RESPONDENTS
28
28%
Agree
44
44%
Neutral
11
11%
Disagree
13
13%
Strongly disagree
4%
TOTAL
100
100
INFERENCE:
From the above table 44% of respondents agreed that the canteen facilities
provided at the organization are satisfying and 4% of respondents strongly disagreed that the canteen facilities provided at the organization are not satisfying
89
CHART NO.16
90
TABLE NO.17
OPINION
NO OF
PERCENTAGE
Strongly agree
RESPONDENTS
34
34%
Agree
47
47%
Neutral
13
13%
Disagree
4%
Strongly disagree
2%
TOTAL
100
100
INFERENCE:
From the above table 47% of respondents agreed that the work which they
engaged with is very comfortable and satisfying, and 34% of respondents strongly
dis-agreed that the work which they are engaged with is not comfortable and
satisfying
91
CHART NO.17
92
TABLE NO.18
OPINION
NO OF
PERCENTAGE
Strongly agree
RESPONDENTS
36
36%
Agree
41
41%
Neutral
13
13%
Disagree
7%
Strongly disagree
3%
TOTAL
100
100
INFERENCE:
From the above table 41 % of respondents agreed that the organization
treats the employees with good respect and 3% of respondents strongly dis-agreed
that the organization does not treats the employees with good respect
93
CHART NO.18
94
TABLE NO.19
Work load
OPINION
NO OF
PERCENTAGE
Strongly agree
RESPONDENTS
34
34%
Agree
45
45%
Neutral
13
13%
Disagree
5%
Strongly disagree
3%
Total
100
100
INFERENCE:
From the above table 45% of respondents agreed that the organization
provides work according to the employees capacity, 3% of the respondents
strongly disagreed that the organization provides work beyond their capacity to
the employees.
95
CHART NO.19
96
TABLE NO.20
Grievances
OPINION
NO OF
PERCENTAGE
Strongly agree
RESPONDENTS
29
29%
Agree
40
40%
Neutral
21
21%
Disagree
4%
Strongly disagree
6%
Total
100
100
INFERENCE:
From the above table 40% of respondents agreed that the grievance
aroused are duly addressed by the organization, 29% of respondent strongly
disagreed that the grievance aroused are not duly addressed by the organization
97
CHART NO.20
98
TABLE NO.21
The level of satisfaction with the colleagues
OPINION
NO OF
PERCENTAGE
Strongly agree
RESPONDENTS
35
35%
Agree
49
49%
Neutral
11
11%
Disagree
3%
Strongly disagree
2%
TOTAL
100
100
INFERENCE:
From the above table 49% of respondents agreed that the relationship with
other employees in the organization is satisfying, 2% of respondents strongly
disagreed this statement.
TABLE NO.21
99
TABLE NO.22
100
Opinion
Strongly agree
No. Of Respondents
27
Percentage
27%
Agree
45
45%
Neutral
21
21%
Disagree
4%
Strongly disagree
3%
Total
100
100
INFERENCE:
From the above table shows 45% of respondents agreed that the stress
management or stress reduction program was very helpful and 3% of respondents
strongly dis- agreed this statement.
CHART NO.22
101
TABLE NO.23
Guidance by organization
102
INFERENCE:
OPINION
NO OF
PERCENTAGE
Strongly agree
RESPONDENTS
29
29%
Agree
59
59%
Neutral
8%
Disagree
3%
Strongly disagree
1%
Total
100
100
From the above table 59% of respondents agreed that the organisation
provides all the guidance and facilities to get the work done from the employees,
and 1% of respondents strongly dis-agreed the statement.
CHART NO.23
103
TABLE NO.24
Improvement of quality of work life through training
104
OPINION
NO OF
PERCENTAGE
Strongly agree
RESPONDENTS
29
29
Agree
57
57
Neutral
Disagree
Strongly disagree
Total
100
100
INFERENCE:
From the above table 57% of respondent agreed the training opportunities
have helped in improving the quality of work life and 1% of respondents strongly
dis-agreed the above statement.
CHART NO.24
105
TABLE NO.25
Safety to the employees
106
Opinion
Strongly agree
No. Of Respondents
42
Percentage
42%
Agree
46
46%
Neutral
11
11%
Disagree
1%
Strongly disagree
Total
100
100
Inference:
From the above table 46% of respondent agreed that the safety is always
been given priority by the organization to the employees and 1% of respondents
disagreed the above statement.
CHART NO.25
107
Solution:
: There is no significant difference between age of employees and work load of
employees.
:
employees.
Age of
employees
0-25
26-35
Strongly
agree
7
21
Agree
36-45
9
50
0
STEP 1: To find correction factor
SA
7
21
9
0
37
=
S
49
441
81
0
571
A
14
18
15
1
48
T =
196
324
225
1
746
+=
Work load
Neutral
14
18
2
4
1
2
Strongly
disagree
1
0
15
1
3
0
2
0
0
0
N
2
4
3
0
9
+=
=37+48+9+5+1=100
N =4+4+4+4+4=20
Correction factor (C.F) =
CF =500
STEP 2:
109
4
16
9
0
29
D
1
2
2
0
5
disagree
1
4
4
0
9
SD
1
0
0
0
1
1
0
0
0
1
Sum of squares of deviations for total variance = squares of all items- correction
factor
=
-CF
= 571+746+29+9+1-500
= 856
STEP 3:
Sum of squares of deviations between the columns
=
+
- 500
-500
- C.F.
= 445
Degree of freedom=5-1=4
STEP 4:
Sum of squares of deviations between the rows
=
= 198.40
Degree of freedom=4-1=3
STEP5:
Sum of squares of deviations for residual variance
= (sum squares of deviations for total variance)
- {Sum of squares of deviations between the work
load+ Sum of squares of deviations between the age of
employees}
110
Source of
Variation
Between
columns
Sum of
Squares
445
Between rows
198.40
Residual
value
213
Degree of
freedom
=5-1=4
=
=111.25
=
=0.235
=
=66.13
= 4-1=3
5+4-1=8
Variance
=0.396
= 26.62
STEP 6:
ANALYSIS OF VARIANCE TABLE
=8 and
DECISION
Since the calculated value of F < tabulated value of F. hence we accept the
null hypothesis
CONCLUSION
Therefore I conclude that there is no significant difference between age of
employees and work load given to the employees
B.Training programs in updating the skills and knowledge is in compliance
with experience of employees
Solution:
111
Experience
0-5yrs
21
6-10yrs
3
11-20yrs
1
21yrs and
0
above
STEP 1: To find correction factor
SA
21
3
1
0
25
42
12
2
0
3
7
0
0
2
3
1
0
2
1
0
0
SD
S
441
9
1
0
42
12
2
0
1764
144
4
0
3
7
0
0
9
49
0
0
2
3
1
0
4
9
1
0
2
1
0
0
4
1
0
0
451
56
1912
10
58
14
T =
+=
+=
=25+56+10+6+3=100
N =4+4+4+4+4=20
Correction factor (C.F) =
CF =500
112
STEP 2:
Sum of squares of deviations for total variance
= squares of all items- correction factor
=
-CF
= 451+1912+58+14+5-500
= 1940
STEP 3:
Sum of squares of deviations between the columns
=
- C.F.
- 500
= 476.50
Degree of freedom=5-1=4
STEP 4:
Sum of squares of deviations between the rows
=
-500
= 618.40
Degree of freedom=4-1=3
STEP5:
Sum of squares of deviations for residual variance
= (sum squares of deviations for total variance)
113
Sum of
Squares
476.50
Between rows
618.40
Residual
value
845.10
Degree of
freedom
=5-1=4
= 4-1=3
5+4-1=8
Variance
=
=119.13
=0.887
=
=206.13
=0.512
=
105.63
=8 and
DECISION
Since the calculated value of F < tabulated value of F. we accept the null
hypothesis.
CONCLUSION
Therefore I conclude that there is no significant difference between
experience of employees and training program in updating in skills and knowledge.
CHI-SQUARE TEST
114
Age of
employees
0-25
16
26-35
36-45
13
50 and above
Total
29
42
20
Calculation of
115
O
E
(Observe (Expecte
d
d
frequency frequen
)
cy)
7
8
13
11
5
5
1
1
1
1
17
13
16
18
8
9
2
2
1
2
4
8
13
12
7
6
1
1
3
1
1
0
0
0
0
0
0
0
0
0
1
4
0
0
0
16
4
1
0
1
16
1
1
0
4
1
0
0
0
0
0.125
0.363
0
0
0
1.230
0.222
0.111
0
0.5
2
0.083
0.167
0
4
0
0
0
0
0
8.801
116
=
Tabulated
= 8.801
for (2-1) (5-1) =4d.f. at 5% level of significance is 9.483
DECISION
Since the calculated
<tabulated
CONCLUSION
Hence conclude that there is no significant difference between age of
employees with the feedback on stress management or stress reduction program.
Infrastructure
facilities
Rooms
VG
VP
WA
Rank
29
11
31
13
16
3.24
restrooms
47
16
29
4.01
44
11
37
3.90
48
12
29
3.95
Quality of food
Safety measures
Weighted average of
infrastructure facilities
Weighted average formula=
no of respondents
Conclusion
From the above weighted average table it is identified that the highest value
is 4.01. This shows that the respondents are more satisfied with the Rest rooms
facilities when compared to other facilities.
FINDINGS
118
119
that
the
stress
Majority of respondents (46%) agreed that the safety were always been
given priority by the organization to the employee.
From the ANOVA test there is no significant difference between age group
and work load given to the employees
From the ANOVA test there is no significant difference between experience
and training program in updating the skills and knowledge.
From the chi-square test there is no significant difference between
experience and feedback on stress management or stress reduction program.
From the weighted average method it is been identified that the respondents
are more satisfied with the restroom facilities (4.01).
121
SUGGESTIONS
requirement.
The infrastructure and canteen facilities can be further improved.
The employees can be given work according to their ability.
More awareness and extra safety precaution can be given.
The grievance needs to be redressed effectively.
Proper appreciation in the way monetary and non- monetary at regular
intervals to the employee based on their performance will motivate them to
improve more.
The stress management or the stress reduction program can be carried out in
more effective way.
122
CONCLUSION
The study on quality of work life was carried out for the contract employees
of TIDC INDIA LIMITED. From their levels of satisfaction on the various
variables, their quality of work life was assessed as satisfactory.
From the various analyses, it is found that quality of work life at TIDC
INDIA LIMITED in such that, it provides encouragement to its employees in order
to improve their individual efficiency. Various suggestions have been put forth in
this study to improve quality of work life at TIDC INDIA LIMITED.
From the study, it is clear that quality of work life of the employees at TIDC
INDIA LIMITED is good. This research highlights some of the gaps in employees
satisfaction towards the company such as pros and cons of employees, training and
relationship with management and their colleagues.
The improvement in the quality of work life has brought about a lot of
changes. For example it has brought
Improvement in productivity of employees
Team spirit
Improvement in motivational activity
123
BIBLIOGRAFY
1. Lawler III E and Porter L, (1966). Managers pay and their satisfaction with their
pay.Personnel Psychology. XIX 363-73
2. Mullarkey S, Wall T, Warr P, Clegg C & Stride C (1999) Eds.. Measures of Job
Satisfaction,mental Healthand Job-related Well-being. Inst Work psychol..
3. Elizur D & Shye S 1990 Quality of work life and its relation toquality of life.
Applied psychology: An international review. 39 3 275-291
4. Taillefer,-Marie-Christine; Dupuis,-Gilles; Roberge,-Marie-Anne; Le-May,Sylvie (2003)Health-related quality of life models: Systematic review of the
literature. Social-Indicators-Research. Nov; Vol 64 (2): 293-323
6. Taylor J C in Cooper, CL and Mumford, E (1979) The quality of working life in
Western andEastern Europe. ABP
7. Warr, P, Cook, J and Wall, T (1979) Scales for the measurement of some work
attitudes andaspects of psychological well being. Journal of Occupational
Psychology. 52, 129-148.
9. Baba, VV and Jamal, M (1991) Routinisation of job context and job content as
related toemployees quality of working life: a study of psychiatric nurses. Journal
of organisational behaviour. 12. 379-386.
10.Ellis N & Pompli A 2002 Quality of working life for nurses. Commonwealth
Dept of Healthand Ageing. Canberra.
11. Sirgy, M. J., Efraty,, D., Siegel, P & Lee, D. (2001). A new measure of quality
of work life(QoWL) based on need satisfaction and spillover theories. Social
Indicators Research, 55, 241-302.
124
www.citehr.edu
www.google.com
www.scribd.com
http://www.tidc.com
http://www.wikipedia.com
125
6. www.qualityofworklife l.htm
PRODUCTS
FINE BLANKING
AUTOMOTIVE CHAINS
INDUSTIRL CHAINS
126
PART I
Name of the employee:
Employee number:
Department:
Age of the employee:
a) 0-25 b) 26-35 c) 36-45 d) 50 and above
Gender:
a) Male
b) Female
c)
11-20yrs
d) .21yrs
Marital Status:
a) Single
b) Married
PART II
1) The work environment at TIDC is highly motivating to the employees.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
2) The working conditions provided by the TIDC to the employees are satisfying.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
3) The supervisors/Senior Authority in the organization constantly motivates the employees.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
4) The superior is supportive in clarifying the doubts regarding the work.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
127
5) The training given by the organization has helped the employees develop new skills.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
6) The training program is designed to update the skills and knowledge of the employees.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
7) The training given by the company bridges the gap between the employees ability and job
Requirements.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
8) The safety precaution given by the trainer regarding work helps to reduce accidents.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree
9) Please comment on the following infrastructure.
Facilities
Rooms
Very good
Good
Fair
poor
Very poor
Restrooms
Quality of food
Safety measures
129