A STUDY ON QUALITY OF WORK LIFE OF EMPLYOEES 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.,

DEPARTMENT OF BUSINESS ADMINISTRATION VALLIAMMAL COLLEGE FOR WOMEN

(AFFILIATED TO UNIVERSITY OF MADRAS) E-9, ANNA NAGAR EAST, CHENNAI - 600102.

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

Head of the department

Dr.Mrs. T.V.S.PADMAJA, M.A.,Ph.D.,PGCTE(CIEFL),PGDIP.Phon(RIE) HEAD OF THE INSTITUTION

Submitted for the viva-voce to be held on___________________

Internal examiner

External examiner

ACKNOWLEDGEMENT

I take an

opportunity to express my thanks to our esteemed

chairman Thiru. A.P.MAIKANDAN,B.A, and also to our correspondent Thiru.A.M.ARIVUDAINAMBI, M.Sc.,M.S.,M.Phil.,PGDBA and our academic advisor Dr.S.VALAVAN, M.A.,M.Litt.,Ph.D., and Principal of our college

Dr.T.V.S.PADMAJA, M.A,Ph.D,PGCTE(CIEFL),P.G.Dip.inPhon(RIE) who has given me the opportunity to do this project at TUBE INVESTMENT DIAMOND CHAIN INDIA LIMITED (TIDC). I am grateful to Ms.K.E.ALAMELU, M.Com, M.B.A, M.Phil, Head of the Department of Business Administration for extending her valuable guidance in the preparation of a report. I am also thankful to Mrs .J. RADHA, M.Com., M.B.A., M.Phil.,B.Ed., who has given me guidance and support to do this project report. I also thank all our staff members to help to do this report successfully.

I am also thankful to Mr. M KAILASAGIRI (Deputy Manager-HR), of TIDC INDIA LIMITED, for spending his valuable time and giving excellent guidance and co-operation to do this project. I am also thankful to BRINDA PRASAD (MANAGEMENT TRAINEE)-HR, P.JEGANATH (OFFICER)-HR and all my well-wishers who have assisted me in successful completion of my study. VISHNUPRIYA.V

CONTENTS S.NO 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. TITLE INTRODUCTION INDUSTRY PROFILE COMPANY PROFILE OBJECTIVES OF THE STUDY NEED FOR THE STUDY SCOPE OF THE STUDY LIMITATIONS OF THE STUDY REVIEW OF LITERATURE RESEARCH METHODOLOGY DATA ANALYSIS & INTERPRETATION FINDINGS OF THE STUDY SUGGESTIONS CONCLUSION BIBLOGRAPHY ANNUXURE
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PAGE NO 1 3 15 26 27 28 29 30 47 54 114 117 118

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 ma n d s o f t h e e mp l o ye e s a n d t o w i t h s t a n d t h e p l a c e i n t h e Gl o b a l ma r k e t t h e c o mp a n y h a s t o

f o c u s o n employees satisfaction on major areas like job security, job satisfaction, medical facilities, canteen facilities, etc.

Surveys

are

an

effective

way

of

knowing

about

e m p l o y e e s q u a l i t y o f w o r k l i f e i n t h e organization. While exit interviews are generally used, they are a delayed way of knowing the quality of work life.

The study was based on the descriptive research design. The sampling design being used here is Convenience Sampling. The sample size100 has been used Thus this report seeks to utilize primary research, through questionnaires and secondary method involves data collection through magazines and websites.

The tools being used for analysis and interpretation are Chi-Square test, ANOVA and Weighted Average method. Th e S u g g e s t io n ma d e b y t h e e mp l o ye e s wh e r e mo s t l y i mp l e me n t e d wh e n e v e r 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
Quality is generally defined to satisfy the ever-changing needs of our customers, vendors and employees, with value added products and services emphasizing a continuous commitment to satisfaction through an ongoing process of education, communication, evaluation and constant improvement. The concept of quality is not apply to all goods and services created by human beings but, also for work place where the employees were employed. Quality in the work place comes from understanding and then fully meeting the needs of all your internal and external customers, now and into the future and doing, so with continual improvement in efficiency and effectiveness. In addition to improving the work system, QWL programs usually emphasis development of employee skills, the reduction of occupational stress and the development of more co-operative labor-management. Vigorous Domestic and International competition drive organizations to be more productive. Proactive managers and human resource departments respond to this challenge by finding new ways to improve productivity The term refers to the favorableness or un-favorableness of a total job environment for people. QWL programs are another way in which organizations recognize their responsibility to develop jobs and working conditions that are excellent for people as well as for economic health of the organization. A high quality of work life (QWL) is essential for organizations to continue to attract and retain employees. QWL is a comprehensive program designated to improve employee satisfaction.

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.. 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

Murugappa Group is one of India's leading business conglomerates. The Group has 28 businesses including seven listed Companies actively traded in NSE & BSE. Headquartered in Chennai, the major Companies of the Group include Carborundum Universal Ltd., Cholamandalam Investment and Finance Company Ltd., Cholamandalam MS General Insurance Company Ltd., Coromandel International Ltd., Coromandel Engineering Company Ltd., E.I.D. Parry (India) Ltd., Parry Agro Industries Ltd., Tube Investments of India Ltd., and Wendt (India) Ltd. Market leaders in served segments including Abrasives, Auto Components, Cycles, Sugar, Farm Inputs, Fertilizers, Plantations, Construction, Bio-products and Nutraceuticals, the Group has forged strong joint venture alliances with leading international companies like Mitsui Sumitomo, Foskor, Cargill, Group Chimique Tunisien, Winterthur Technology Group and Morgan Crucible. The Group has a wide geographical presence panning 13 states in India and 5 continents. Renowned brands like BSA, Hercules, Ballmaster, Ajax, Parrys, Gromor and Paramfos are from the Murugappa stable. The organization fosters an environment of professionalism and has a workforce of over 32,000 employees.

TUBE INVESTSMENTS OF INDIA LIMITED 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 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.
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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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Today, TPI is the preferred supplier of precision tubes, Electric Resistance Welded (ERW) and Cold Drawn Welded (CDW), to major automotive companies in India and abroad. TPI is India's undisputed market leader in CDW tubes to the Auto-motive industry. It has also significant market presence in power plants, boiler, textile machinery, general engineering. It is the Market leader in Telescopic Front Fork Inner tubes and Cylinder bore tubes for shock absorber and gas spring applications, Propeller shaft tubes for Automotive segment. Other Specialty products include Rear Axle Tubes, Side Impact Beams, Tie Rods, Drag links, Heavy thick steering shafts and Hydraulic Cylinder tubes.

The International Business Division (IBD) was formed to focus on international markets, gearing TPI to compete with global tube manufacturers. The most recent addition to TPI is the Tubular Components Division (TCD), which manufactures high strength tubular auto components, providing the advantage of weight reduction, higher component efficiency and cost reduction.

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,

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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.

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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.

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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.

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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

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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.

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The major companies of the Group are: Carborundum Universal Limited Cholamandalam Insurance EID Parry India Limited Parry Agro Industries Limited Tube Investments of India Godavari Fertilizers Limited Parryware ROCA Private Limited MS Cholamandalam DBS Finance Limited

General Coromandel Fertilizers Limited

TIDC INDIA Tube Products of India TI Cycles of India TI Metals Forming

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The Other Companies are: Ambadi Enterprise Ltd Cholamandalam Distribution Services Ltd Cholamandalam Mutual Cholamandalam Securities Ltd Cholamandalam MS Risk Services Ltd Coromandel Engineering Company Ltd Kadamane Estates Company Murugappa Ceramics Ltd New Ambadi Estates Pvt Ltd Parry Murray and Co.Ltd Polutech Ltd Southern Corporation Wendt India Ltd Energy Parry Enterprises India Ltd Placon (India) Pvt Ltd Prodorite Anticorrosives Ltd Development Sterling Abrasives Ltd Morgan Laserwords Pvt Ltd Thermal Net Access India pvt Ltd

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COMPANY PROFILE - TIDC INDIA

TIDC India is one of the Indias leading manufacturers of power transmission chains for the industrial, automotive and agricultural segments. The company was established in 1960 in collaboration with Diamond Chain Co, USA, and today is the undisputed market leader in both industrial and automotive chains. With its 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.

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TIDC manufactures automotive kits comprising of motorcycle/moped drive chains, front sprockets and rear wheel sprockets which are supplied to leading automotive companies like Hero Honda, Bajaj, Honda Motorcycles and Scooters India, Yamaha Motors, TVS Motors and Suzuki India, amongst others. These kits are also retailed under the Diamond brand. TIDC powers one out of every two twowheelers in India. TIDC keeps close contacts with the users of its products and has a well-established distribution and service network to provide solutions to customers. TIDC offers customers complete drive solutions - from design, selection, supply of sprockets and chains to after sales support. The companys brands, 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.

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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. 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
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 Self-tube chain O-ring chain Work standard special chain Conversion resistant chain Let chain Conveyor chain Timing chain/ Cam chain Chain components 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 HPCC High Performance Chain Cell or Special Purpose Chain Testing laboratories Metrology lab Metallurgy lab

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TIDC India Certifications

TS 16949:2002 for the automotive business (chains and fine blanking) ISO 9001:2000 for industrial chains ISO 14001 API 7F certification for oilfield chains The 'Commendation Certificate for Strong Commitment to Excel' in 2004, from the CII-Exim Bank Award Committee - a reflection of the strong passion and commitment at all levels in the organization TIDC India has received the 'Commendation Certificate for Strong Commitment to Excel' in 2004. This commendation was from the CII-Exim Bank Award Committee and is a reflection of the strong passion and commitment present at all levels in the organization.

Values and Beliefs:

Adhere to ethical norms in all dealings with shareholders, employees, customers, suppliers, financial institution and government.

Provide value for money t customers through Quality products& services.

Treat our people with respect and concern, provide opportunities to learn, contribute and advance recognize and reward initiatives, innovations and creativity.

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Maintain:
An organizational climate conducive to trust open communication and team spirit.

A style of operation is fitting our size, but reflecting moderation and humility.

Manage environment effectively for harnessing opportunities.

Discharge responsibilities to various sections of society and preserve environment.

Grow in an accelerated manner, consistent with values and beliefs, by continuous organizational renewal.

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

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Milestones

Years 2008 2007 2006 2005 2004

Details New plant for Automotive chain in "Uttar Khand" Office in USA Wherehouse opened in Venlo, Netherlands and Cincinnati, USA TPM Kick off at TIDC TIDC India receives the Commendation Certificate for Strong Commitment to Excel.

2003

Obtained ISO/TS 16949 certification for Cam chain and Fine blanking divisions

2002 2001

Obtained ISO 9001:2000 certification for Quality System Held first Overseas Distributor Meet at Hanover, Germany.

Obtained ISO 14001 Certification for Environmental Management. 2000 Implemented Manufacturing System Redesign Programme (P25) to improve throughput time and Quality. 1999 Obtained CII-EXIM commendation for strong commitment to Quality 1998 Obtained QS-9000 for Timing Chain Division.

Obtained Golden Peacock National Quality Award from Institute of Directors.

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1997 1996

Launched Policy Deployment as a tool to manage major operations. Fine blanking operations commenced to market Chain-Sprocket as a system.

1995

100% export Oriented Unit set up for agriculture chain.

Relocated timing chain facility as a separate division. 1991 Entered into Exports Market.

Launched company-wide TQM program. 1985 1980 1969 1960 Developed Engineering class chains. Developed Motorcycle chain in -house for Japanese two-wheelers. Diversified into Industrial Chains. TIDC Established for manufacture of bicycle chains.

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PRODUCT PROFILE
1) Automotive: Drive and Cam chains for Motorcycles, Timing chains and, sprockets. 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:

Chennai - Industrial chains & Fine Blanking Hyderabad- Automotive Chains

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Customers: Export (TIDC exports over 50 countries world-wide) Germany New Holland- Belgium & Poland 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 procedures when it comes to traceability of products and reviews of customer feedback. No wonder our chains go on world class equipments such as harvester
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Combines, Balers, Skid steers, and Marine travel lifts, Fork Lifts, Tele Boomers, Pavers, and Motor Graders. Industries using cement, Power, Fertilizer, Food processing, packaging, steel machinery, mining, printing, textile & sugar. Quality Policy To realize our vision of becoming a world class global player in power transmission and conveyor systems, we are committed to constantly enhance customer satisfaction by providing products consistently meeting customer needs and expectations in product quality, safety, delivery, price, service, statutory and regulatory requirements. We will achieve this through: Complying with all requirements of the quality management system and continually improving its effectiveness. Constantly upgrading our processes and products to deliver value for money to the customer. Developing employee skills and increasing their contribution to the organization through participation and empowerment. Enhancing supplier relationships to procure appropriate materials/services on time and also to establish joint development and improvement activities. Constantly communicating company objectives and performance targets to employees and reviewing them for improvement.

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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.

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NEED FOR THE STUDY

Quality of work life is in which an organization recognize their responsibility to develop jobs and working conditions that are excellent for people as well as for economic health of the organization. Close attention to QWL provides a more humanized work environment .It help to increase the productivity of the organization. This study will reveal the importance of a well-managed Quality work life and what benefits one will derive from it. The purpose of this research project is to identify the consequences of work-life imbalance in people working in TIDC and those concerning individuals and their lives that give rise to the need to address the challenge of work-life balance as a contemporary policy issue. The study focused on key areas to ascertain the level of change in the above respect that needs to take place. . The study addressed (a) improving the standard of living contract employees in the organization (b) to identifying the pros and corns of the work environment. In current scenario every organization wants more output it can be possible only when the working employee find its working environment comfortable as per the job requirement. So it is very important for the organization to make a quality relationship between its employees and working environment. Hence these are a need to study Quality of work life in the organization.

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SCOPE FOR THE STUDY

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.

Infrastructure facilities should be adequately given ,

An organization responds to employee needs for developing mechanisms to allow them to share fully in making the decisions that design their lives at work. This study is undertaken on 100 employees working in TIDC, Chennai with a view to study Performance management System in the organization.

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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.

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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.

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FACTOR INFLUENCING QUALITY OF WORK LIFE

1)

Job and Career Satisfaction The extent to which you are content with your job and your prospects at

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 the fundamental resources, working conditions and security necessary to do their job effectively. It is perhaps obvious that physical working conditions that influence perceptions of employee health and safety would affect employee quality of work life. Less obvious may the link between the resources you get to complete your job, so-called work hygiene and QWL. 3) 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.

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CRITERIA OF MEASURING QWL

1) Adequate and Fair Compensation There are different opinions about the adequate compensation. T h e committee on Fair Wages defined fair wage as the wage which is above the minimum wage but below the living age. 2) Safe and Healthy Working Conditions Most of the organizations provide safe and healthy working conditions due t o h u ma n i t a r i a n r e q u i r e me n t s a n d / o r l e g a l r e q u i r e me n t s . I n f a c t , t h e s e conditions are a matter of enlightened self-interest. 3) Opportunity to Use and Develop Human Capabilities Contrary to the traditional assumptions, QWL is improved the extent that the worker can exercise more control over his or her work, and the degree to which the job embraces an entire meaningful task but not a part of it. Further, QWL provides for opportunities like autonomy In work and participation in planning in order to use human capabilities. 4) Opportunity for Career Growth Opportunities for promotions are limited in case of all categories o f employees either due to educational barriers or due to limited openings at the higher level. QWL provides future opportunity for continued growth and security by expanding ones capabilities, knowledge and qualifications.

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5) Social Integration in the Work Force Social integration in the work force can be established by creating freedom f r o m p r e ju d i c e , s u p p o r t i n g p r i ma r y w o r k a s e n s e o f c o mmu n i t y a n d inter-personnel openness, legal and upward mobility. 6) Constitutionalism in the Work Organization QWL provides constitutional protection to the employees only to the level of desirability as it hampers workers. It happens because the management sanction is challenged in every action and bureaucratic procedures need to be followed at that level. Constitutional protection is provided to employees on such matters as privacy, free speech, equity and due process. 7) Work and Quality of Life QWL provides for the balanced relationship among work, non work and family aspects of life. In other words, family life and social life should not b e s t r a i n e d b y w o r k i n g h o u r s i n c l u d i n g o v e r t i m e w o r k , w o r k d u r i n g inconvenient hours, business travel, transfers, vacations 8) Social Relevance of Work QWL is concerned about the establishment of social relevance to work in a socially beneficial manner. The workers self-esteem would be high if his work is useful to the society and the vice versa is also true.

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TECHNIQUES FOR IMPROVING QWL

The quality of work life movement is of recent origin and has a long way to go. Individual as well as organized efforts are required to improve the quality of work life for millions of workers in the country. Some of the techniques used to improve the QWL are as given below:

1. Flexible Work Schedules: There should be flexibility in the work schedules of the employees. Alternative work schedules for the employees can be flexi time, staggered hours, compressed work week etc. Flexi time is a system of flexible working hours, staggered hours schedule means that different groups of employees begin and end work a different intervals. Compressed work week involves longer hours of work per day for fewer days per week. 2. Job Redesign: Job redesigning or job enrichment improves the quality of the jobs. It attempts to provide a person with exciting, interesting, stimulating and challenging work. It helps to satisfy the higher level needs of the employees. 3. Opportunity for Development: Career development is very important for ambitious and achievement oriented employees. If the employees are provided with opportunities for their advancement and growth, they will be highly motivated and their commitment to the organization will increase.

40

4. Autonomous Work Groups: Autonomous work groups are also called self-managed work teams. In such groups the employees are given freedom of decision making. They are themselves responsible for planning, organizing and controlling the activities of their groups. The groups are also responsible for their success or failures. 5. Employee Participation in Management: People in the organization should be allowed to participate in the management decisions affecting their lives. Quality circles, Management by objectives, suggestion system and other forms of employee participation in management help to improve the QWL. 6. Job Security: Employees want stability of employment. Adequate job security provided to the employees will improve the QWL to a large extent. 7. Equitable Justice: The principle of equitable administrative justice should be applied in disciplinary actions, grievance procedures, promotions, transfers, work

assignments etc. Partiality and biasness at any stage can discourage the workers and affect the QWL.

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STRATEGIES FOR IMPROVEMENT OF QWL

The strategies for improvement in quality of work life include self-managed work teams, redesign and enrichment, effective leadership and

supervisory behavior, career development, alternative work schedules, job security, administrative organizational and participating management.

(i) Self-managed Work Teams

These are also called autonomous work groups or integrated work teams . These work teams are formed with 10 to 20 employees who plan, co-ordinate and control the activities of the team with the help of a team leader who is one among them. Each team performs all activities including s e l e c t i n g t h e i r p e o p l e . E a c h t e a m h a s a u t h o r i t y t o ma k e d e c i s i o n s a n d regulate the activities. The group as a whole is accountable for the success or failure. Salaries are fixed both on the basis of individual and group achievement.

(ii) Job Redesign and Enrichment

Narrow jobs can be combined into larger units of accomplishment. Jobs are redesigned with a view to enriching them to satisfy higher order human needs.

42

(iii) Effective Leadership and Supervisory Behavior For effective leadership and supervisory behavior 9-9 style of managerial grid is suitable.

(iv)Career Development Provision for career planning, communicating and counseling the employees about the career opportunities, career path, education and development and for second careers should be made. (v) Alternative Work Schedules Provision for flexible working hours, part-time employments, jobsharing and reduced work week should be made. (vi)Job Security This tops the employees list of priorities. It should be adequately taken care of. (vii) Administrative or Organizational Justice The principles of justice, fair and equity should be taken care of in disciplinary procedure, grievance procedures, promotions, transfers, demotion, work assignment, leave, etc. ( v i i i ) Pa r t i c i p a t i v e Ma n a g e me n t Employees should be allowed to participate in management participative schemes which may be of several types. The most sophisticated among them is quality circle. Implementation of these strategies ensures higher level of q u a l i t y o f work life

43

RESULT OF QUALITY OF WORK LIFE

Positive results of quality of work life have been supported by a number of previous studies including reduced: Absenteeism Lower turnover and, Improved job satisfaction. Not only does quality of work contribute to companys ability to recruit quality people, but also it enhances a companys competitiveness.

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.

46

ABSTRACT (3) AUTHOR Warren buffett and colleagues (1979) In an investigation of Quality of working life, considered a range of apparently relevant factors, including work involvement, intrinsic job motivation, higher order need strength, perceived intrinsic job characteristics, job satisfaction, life satisfaction, happiness, and self-rated anxiety. They discussed a range of correlations derived from their work, such as those between work involvement and job satisfaction, intrinsic job motivation and job-satisfaction, and perceived intrinsic job characteristics and job satisfaction. In particular, Warretal found evidence for a moderate association between total job satisfaction and total life satisfaction and happiness, with a less strong, but significant association with selfrated anxiety. Thus, whilst some authors have emphasized the workplace aspects in Quality of working life, others have identified the relevance of personality factors, psychological well-being, and broader concepts of happiness and life satisfaction. Factors more obviously and directly affecting work have however, served as the main focus of attention, as researchers have tried to tease out the important influences on Quality of working life in the workplace.

47

ABSTRACT (4) AUTHOR Mirvis and Lawler (1984) and Baba and Jamal (1991) He suggested that Quality of working life was associated with satisfaction with wages, hours and working conditions, describing the basic elements of a good quality of work life as; safe work environment, equitable wages, equal employment opportunities and opportunities for advancement.Baba and Jamal (1991) listed what they described as typical indicators of quality of working life, including: job satisfaction, job involvement, work role ambiguity, work role conflict, work role overload, job stress, organizational commitment and turn-over intentions. Baba and Jamalal so explored routinisation of job content, suggesting that this facet should be investigated as part of the concept of quality of working life. ABSTRACT (5) AUTHOR Ellis and Pompli (2002) Some have argued that quality of working life might vary between groups of workers. For example, Ellis and Pompli (2002) identified a number of factors contributing to job dissatisfaction and quality of working life in nurses, including: Poor working environments, Resident aggression, Workload, Unable to deliver quality of care preferred, Balance of work and family, Shiftwork, Lack of involvement in decision making, Professional isolation, Lack of recognition, Poor relationships with supervisor/peers, Role conflict, Lack of opportunity to learn new skills.
48

ABSTRACT(6) AUTHOR M. Joseph Sirgyetal (2001) 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.

49

ABSTRACT AUTHOR (7) Herzberg at al., (1959), Lawler and Porter, 1966 and Sirgy, Efraty, Siegel & Lee, 2001 Herzberg at al., (1959) used Hygiene factors and Motivator factors to distinguish between the separate causes of job satisfaction and job dissatisfaction. It has been suggested that Motivator factors are intrinsic to the job, that is; job content, the work itself, responsibility and advancement. The Hygiene factors or dissatisfaction-avoidance factors include aspects of the job environment such as interpersonal relationships, salary, working conditions and security. Of these latter, the most common cause of job dissatisfaction can be company policy and administration, whilst achievement can be the greatest source of extreme satisfaction. An individuals experience of satisfaction or dissatisfaction can be substantially rooted in their perception, rather than simply reflecting their real world. Further, an individuals perception can be affected by relative comparison am I paid as much as that person - and comparisons of internalized ideals, aspirations, and expectations, for example, with the individuals current state(Lawler and Porter, 1966) (1).In summary, where it has been considered, authors differ in their views on the core constituents of Quality of Working Life (e.g. Sirgy, Efraty, Siegel & Lee, 2001 (11) and Warr, Cook & Wall,1979).

50

ABSTRACT (8) AUTHOR Lawler, 1982, Danna & Griffin, 1999 and Loscocco & Roschelle,1991

It has generally been agreed however that Quality of Working Life is conceptually similar towell-being of employees but differs from job satisfaction which solely represents the workplace domain (Lawler, 1982).Quality of Working Life is not a unitary concept, but has been seen as incorporating a hierarchy of perspectives that not only include work-based factors such as job satisfaction, satisfaction with pay and relationships with work colleagues, but also factors that broadly reflect life satisfaction and general feelings of well-being (Danna & Griffin, 1999). More recently, work-related stress and the relationship between work and non-work life domains(Loscocco & Roschelle,1991) have also been identified as factors that should conceptually be included in Quality of Working Life.

51

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 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.

52

RESEARCH PLAN This is a conclusive research, which comprises descriptive study. This study is descriptive in nature. DESCRIPTIVE It involves surveys and fact-findings of different kinds. The major purpose of descriptive research is the description of the state of affairs, as it exists at present. The main characteristics of this method are that the researcher has no control over the variable; he can only report what has happened or what is happening. SAMPLING METHOD: All the items under consideration in any field of inquiry constitute a universe or pollution. The items so selected constitute what is technically called a sample. Samples can be either probability samples or non-probability samples.

The suitable technique applicable for this study is Non-probability Convenience Sampling CONVENIENCE SAMPLING: Convenience sampling has been used to collect the data from respondents. Convenience sampling as the name itself implies is based on the convenience of the researcher. Many researchers prefer this sampling technique because it is fast, inexpensive, easy and the subjects are readily available

53

SAMPLING PLAN Sample unit

Sample unit consists of employees of Tube investments diamond chain limited in Ambattur.

Sample size

Out of around more than 1000 employees in the TIDC Limited, 100 employees were selected on the basis of convenient sampling.

TYPES OF DATA COLLECTION Data is the recorded measure of a phenomenon .The Information in raw or unorganized form (such as alphabets, numbers, or symbols) that refer to, or represent, conditions, ideas, or objects. Data is limitless and present everywhere in the universe.

There are two types of data namely, Primary data Secondary data

54

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 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 a 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
55

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 Weighted Average method

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

O is the Observed Frequency in each category E is the Expected Frequency in the corresponding category Is sum of. df is the "degree of freedom" (n-1) X2 is Chi Square

56

 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 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.

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 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

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TABLE NO.1 NO. OF DEPARTMENTS

NAME OF THE DEPARTMENT

NO OF EMPLOYEES PERCENTAGE

Fine Blanking Cam chain Cell Agricultural chain cell House Keeping Tool Room

32 31 14 13 9

32% 31% 14% 13% 9%

Human Resources(Xerox)

1%

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.

59

CHART NO 1

NO. OF DEPARTMENT

60

TABLE NO.2

AGE OF THE EMPLOYEES

AGE LIMITS 0-25 26-35 36-45 50 TOTAL

NO OF RESPONDENTS 25 45 29 1 100

PERCENTAGE 25% 45% 29% 1% 100

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.

61

CHART NO.2

62

TABLE NO.3

GENDER

GENDER MALE FEMALE TOTAL

EMPLOYEES 33 67 100

PERCENTAGE 33% 67% 100

INFERENCE: From the above table 67% of the respondents are Female, and 33% of the employees are Male.

63

CHART NO.3

GENDER OF EMPLOYEES

64

CHART NO.4

EXPERIENCE OF EMPLOYEES

YEARS

0-6 6-10 11-12 21 yrs and above TOTAL

EXPERIENCE PERCENTAGE OF EMPLOYEES 70 70% 26 4 0 100 26% 4% 0% 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.

65

CHART NO.4

EXPERIENCE OF EMPLOYEES

66

CHART NO.5

MARITAL STATUS

STATUS SINGLE MARRIED TOTAL

NO OF EMPLOYEES 28 72 100

PERCENTAGE 28% 72% 100

INFERENCE:

From the above table 72% of the respondents are married in the organization, and 28% of respondents are unmarried in the organization.

67

CHART NO.5

MARITAL STATUS OF EMPLOYEES

68

PART II TABLE NO .6 Opinion about the work environment

OPINION

NO OF REPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree

40 41 19 0 0

40% 41% 19% 0% 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.

69

CHART NO.6

70

TABLE NO.7

Opinion about working conditions

OPINION

NO OF RESPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree TOTAL

40 47 10 3 100

40% 47% 10% 3% 100

INFERENCE:

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.

71

CHART NO .7

72

TABLE NO. 8

Opinion about Motivation given by Supervisor

OPINION

NO OF REPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree Total

39 33 21 6 1 100

39% 33% 21% 6% 1% 100

INFERENCE:

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.

73

CHART NO.8

74

TABLE NO.9

Clarification of doubts by the superior

OPINION

NO OF RESPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree Total

39 50 9 1 1 100

39% 50% 9% 1% 1% 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

75

CHART NO 9

76

TABLE NO.10

Opportunities provided to develop new skills

OPINION

NO OF REPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree Total

24 63 12 1 100

24% 63% 12% 1% 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.

77

CHART NO.10

78

TABLE NO.11

Trainings program in updating the skills and knowledge

OPINION

NO OF RESPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree Total

25 56 11 6 2 100

25 56 11 6 2 100

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.

79

CHART NO.11

80

TABLE NO 12

Employees ability and work requirement

OPINION

N0 OF RESPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree

28 53 12 3 4

28% 53% 12% 3% 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.
81

CHART NO.12

82

TABLE NO.13

Safety precaution

OPINION

NO OF RESPONDENTS

PERSENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree TOTAL

40 44 12 4 100

40 44 12 4 100

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.

83

CHART NO.13

84

TABLE NO.14

Infrastructure facilities

ROOMS

RESTROOMS

QUALITY OF FOOD

SAFETY MEASURES
No. Of respond ents %

OPINION

No. Of respond ents

No. Of respond ents

No. Of respond ents

Very good Good Fair Poor Very poor Total

29 11 31 13 16 100

29% 11% 31% 13% 16% 100

47 16 29 7 1 100

47% 16% 29% 7%

44 11 37 7 1

44% 11% 37% 7% 1%

48 12 29 9 2

48% 12% 29% 9% 2%

1% 100 100 100 100 100

INFERENCE:

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
85

CHART NO.14

86

TABLE NO.15

Adequacy of infrastructure facilities

Opinion Strongly agree Agree Neutral Disagree Strongly disagree TOTAL

No. Of Respondents 25 39 30 3 3 100

Percentage 25% 39% 30% 3% 3% 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 RESPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree TOTAL

28 44 11 13 4 100

28% 44% 11% 13% 4% 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

Comfort ability of work

OPINION

NO OF RESPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree TOTAL

34 47 13 4 2 100

34% 47% 13% 4% 2% 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

Respect given to the employees

OPINION

NO OF RESPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree TOTAL

36 41 13 7 3 100

36% 41% 13% 7% 3% 100

INFERENCE: From the above table 41 % of respondents agreed that the organization treats the employees with good respect and 3% of respondents strongly disagreed that the organization does not treats the employees with good respect

93

CHART NO.18

94

TABLE NO.19 Work load

OPINION

NO OF RESPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree Total

34 45 13 5 3 100

34% 45% 13% 5% 3% 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 RESPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree

29 40 21 4 6

29% 40% 21% 4% 6%

Total INFERENCE:

100

100

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 RESPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree TOTAL

35 49 11 3 2 100

35% 49% 11% 3% 2% 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.

99

TABLE NO.21

100

TABLE NO.22 Feedback on Stress reduction or stress management program

Opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. Of Respondents 27 45 21 4 3 100

Percentage 27% 45% 21% 4% 3% 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.

101

CHART NO.22

102

TABLE NO.23 Guidance by organization

OPINION

NO OF RESPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree Total

29 59 8 3 1 100

29% 59% 8% 3% 1% 100

INFERENCE:

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.

103

CHART NO.23

104

TABLE NO.24 Improvement of quality of work life through training

OPINION

NO OF RESPONDENTS

PERCENTAGE

Strongly agree Agree Neutral Disagree Strongly disagree Total

29 57 9 4 1 100

29 57 9 4 1 100

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.

105

CHART NO.24

106

TABLE NO.25 Safety to the employees

Opinion Strongly agree Agree Neutral Disagree Strongly disagree Total

No. Of Respondents 42 46 11 1 100

Percentage 42% 46% 11% 1% 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.

107

CHART NO.25

108

TOOLS AND STASTICAL TECHNIQUES TWO WAY ANALYSIS OF VARIANCE A.Age of employees and work load of employees Solution: : There is no significant difference between age of employees and work load of employees. : There is significant difference between age of employees work load of

employees. Work load Neutral 2 4 3 0

Age of employees 0-25 26-35

Strongly agree 7 21

Agree 14 18

disagree 1 2 2 0

Strongly disagree 1 0 0 0

9 15 36-45 0 1 50 STEP 1: To find correction factor SA 7 21 9 0 37 = S 49 441 81 0 571 A 14 18 15 1 48 N 2 4 3 0 9 +=

196 324 225 1 746 T = +=

4 16 9 0 29

D 1 2 2 0 5

1 4 4 0 9

SD 1 0 0 0 1

1 0 0 0 1

=37+48+9+5+1=100 N =4+4+4+4+4=20

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Correction factor (C.F) = CF =500 STEP 2:

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

= = = 445 Degree of freedom=5-1=4 STEP 4:

+ +

+ +

+ +

+ - 500

- C.F.

Sum of squares of deviations between the rows = = 198.40 Degree of freedom=4-1=3 STEP5: + + -500

110

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} =856 - (445+198.40) =213 STEP 6: ANALYSIS OF VARIANCE TABLE Source of Variation Between columns Sum of Squares 445 Degree of freedom =5-1=4 Variance = =111.25 = =66.13 = = 26.62 F = =0.235 = =0.396

Between rows Residual value

198.40 213

= 4-1=3 5+4-1=8

The calculated value of F =0.235 The tabulated value of F for 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
111

=8 and

= 3 at 5% level of significance is 8.84

B.Training programs in updating the skills and knowledge is in compliance with experience of employees Solution: : There is no significant difference between experience and training programs in updating the skills and knowledge : There is a significant difference between experience and training programs in updating the skills and knowledge Training programs in updating the skills and knowledge Experience Strongly agree Agree Neutral 3 7 0 0 disagree 2 3 1 0 Strongly disagree 2 1 0 0

0-5yrs 21 42 6-10yrs 3 12 11-20yrs 1 2 21yrs and 0 0 above STEP 1: To find correction factor SA 21 3 1 0 25 S 441 9 1 0 451 A 42 12 2 0 56 1764 144 4 0 1912 N 3 7 0 0 10 9 49 0 0 58

D 2 3 1 0 6 4 9 1 0 14

SD 2 1 0 0 3 4 1 0 0 5

T =

+=

+=

=25+56+10+6+3=100 N =4+4+4+4+4=20
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Correction factor (C.F) = CF =500 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

= =

+ +

+ +

+ +

+ - 500

- C.F.

= 476.50 Degree of freedom=5-1=4 STEP 4: Sum of squares of deviations between the rows = = 618.40 Degree of freedom=4-1=3 STEP5:
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-500

Sum of squares of deviations for residual variance = (sum squares of deviations for total variance) - {Sum of squares of deviations between training programs in updating skills and knowledge + Sum of squares of deviations between the experience} = 1940-(476.50+618.40) =845.10 STEP 6: ANALYSIS OF VARIANCE TABLE Source of Variation Between columns Sum of Squares 476.50 Degree of freedom =5-1=4 Variance = =119.13 = =206.13 = 105.63 The calculated value of F = 0.512 The tabulated value of F for 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. =8 and = 3 at 5% level of significance is 8.84 = F

=0.887

Between rows Residual value

618.40 845.10

= 4-1=3 5+4-1=8

=0.512

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CHI-SQUARE TEST

A. The two attributes age of employees and feedback on stress management and stress reduction program: : There is no significant difference between age of employees and stress management and stress reduction programme : There is a significant difference between age of employees and stress management and stress reduction programme

Age of employees 0-25

Stress management and stress reduction programme Strongly agree Agree Neutral disagree Strongly disagree 7 13 5 1 1 17 16 13 0 42 8 7 0 20 2 1 0 4 1 3 0 5

26-35 36-45 50 and above Total

4 1 29

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Calculation of

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 13 7 1 3 1 0 0 0 0 8 12 6 1 1 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

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= Tabulated

= 8.801 for (2-1) (5-1) =4d.f. at 5% level of significance is 9.483

DECISION Since the calculated CONCLUSION Hence conclude that there is no significant difference between age of employees with the feedback on stress management or stress reduction program. <tabulated we accept the null hypothesis.

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WEIGHTED AVERAGE METHOD: B. Infrastructure facilities S.N O 1 2 3 4 Infrastructure facilities Rooms restrooms Quality of food Safety measures VG 29 47 44 48 G 11 16 11 12 F 31 29 37 29 P 13 7 7 9 VP 16 1 1 2 WA 3.24 4.01 3.90 3.95 Rank 4 1 3 2

Note :- Level are weighted from 4 to 1 and total weight is 5

Weighted average = (Weighted for column x No. of respondents) / Total weight wixi = _______ wi

Weighted average of infrastructure facilities Weighted average formula= 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. no of respondents

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FINDINGS

Most of respondents (33)% belong to the Fine Blanking Department Majority of the employees(45%) belong to age group of 26-35 years when sorted out according to their age Majority of the employees (67%) were Female. Majority of the employees (70%) had 0-5 years of experience. Majority of the employees (72%) were married in the organisation. Majority of respondents (41%) agreed that they are motivated by the work environment in the organization. Majority of respondents (47%) agreed that the working condition in the organization were satisfying. Majority of respondents (39%) strongly agreed that the Supervisor/Senior authority constantly motivated them in the organization.

Majority of respondents (50%) agreed that the superior were supportive in

clarifying the doubts regarding the work

Majority of respondents (63%) agreed that the training given by the

organization had helped the employees to develop new skills.

Majority of respondents (56%) agreed that the training program were

designed to update the skills and knowledge of the employees. Majority of respondents (53%) agreed that the training given by the management bridges the gap between the employees ability and work requirement.

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 Majority of respondents (44%) agreed that the safety precautions given by the trainer regarding work helped to reduce accidents. Majority of respondents (39%) agreed that the organization has provided adequate infrastructure facilities to the employees Majority of respondents (44%) agreed that the canteen facilities provided at the organization were satisfying. Majority of respondents (47%) agreed that the work which they engaged with were very comfortable and satisfying. Majority of respondents (41 %) agreed that the organization treats the employees with good respect. Majority of respondents (45%) agreed that the organization had provided work according to the employees capacity. Majority of respondents (40%) agreed that the grievance aroused were duly addressed by the organization. Majority of respondents (49%) agreed that the relationship with other employees in the organization were satisfying. Majority of respondents (45%) said that the stress management or stress reduction program were very helpful. Majority of respondents (59%) said that the organization had provided all the guidance and facilities to get the work done from the employees. Majority of respondents (57%) agreed that the training opportunities had helped in improving the quality of work life. 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
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 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).

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SUGGESTIONS

The communication gap between the superior and subordinates needs to be bridged. Continuous training has to be given to the employees in order to improve their efficiency. Effective training program should be given to the employees to increase their quality of work life and also to match the employees ability and work 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.

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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. 12. Bearfield, S (2003)Quality of Working Life. Aciirt Working paper 86. University of Sydney.www.acirrt.com

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13. Herzberg F, Mausner B, & Snyderman B., (1959) The Motivation to Work. NewYork:Wiley. 14. Worrall, L. & Cooper, C. L. (2006). The Quality of Working Life: Managers health andwell-being. Executive Report, Chartered Management Institute. 15. Lawler, E. E. (1982). Strategies for improving the quality of work life. AmericanPsychologist, 37, 2005, 486-493. 16. Danna, K. & Griffin, R. W. (1999). Health and well-being in the workplace: A review andsynthesis of the literature. Journal of Management, 25, 357-384. 17. Loscocco, K. A. & Roschelle, A. N. (1991). Influences on the Quality of Work and Nonwork Life: Two Decades in Review. Journal of Vocational Behavior, 39, 182-225. 18. Van Laar, D, Edwards, J & Easton, S (2007). The Work-Related Quality of Life scale for healthcare workers. Journal of Advanced Nursing, Volume 60, Number 3, pp. 325333 19. Edwards, J., Van Laar, D.L. & Easton, S. (2009). The Work-Related Quality of Life(WRQoL) scale for Higher Education Employees. Quality in Higher Education. 15: 3, 207-219. 20. National Institute of Clinical Excellence (NICE) public health guidance 22; Promotingmental wellbeing through productive and healthy working conditions. www.nice.org.uk/PH22 Website Referred: 1. www.citehr.edu 2. www.google.com 3. www.scribd.com 4. http://www.tidc.com 5. http://www.wikipedia.com 6. www.qualityofworklife l.htm
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PRODUCTS

FINE BLANKING

AUTOMOTIVE CHAINS

INDUSTIRL CHAINS

126

A STUDY ON QUALITY OF WORK LIFE AT TIDC LIMITED

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

Experience of the employee: a) 0-5yrs b) 6-10yrs Marital Status: a) Single 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 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
127

c)

11-20yrs

d) .21yrs

b) Married

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

10) The infrastructure facilities are adequately provided by the Organization. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 11) The canteen facilities provided at TIDC are satisfying. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 12) The work which the employees are engaged is very comfortable and satisfying at TIDC. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

128

13) The organization treats the employees with good respect. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 14) The employees are given work according to their capacity by the organization.
a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

15) The Grievance aroused are duly addressed by the company. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 16) The relationship with other employees in the organization is satisfying. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 17) The stress management or stress reduction programs given at the workplace was very helpful. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 18) The organization provides all guidance to get the work done. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 19) The training opportunities have really helped in improving the quality of work. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 20) The safety of workers is always given priority by the organization. a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

129