Prjct Shabas Pv.docx

A STUDY ON QUALITY OF WORKLIFE WITH SPECIAL REFERENCETO EDARIKKODE TEXTILES MIL, KOTTAKKAL

CONTENT

TABLE OF CONTENTS CHAPTER NO. 1

TITLE PAGE INTRODUCTION 1.1 Introduction 1.2 Statement of problem 1.3 Objectives of the study 1.4 Significance of the study 1.5 Research methodology 1.6 Period of study 1.7 Limitation

2

Review literature & theoretical framework

3

Industry profile &company profile

4

Data analysis and interpretation

5

Finding , suggestions & conclusion BIBLIOGRAPHY AND APPENDIX

LIST OF FIGURES

TABLE NO.

TITLE

1

Gender wise classification

2

Classification of respondents on the basis of age

3

Educational qualification of respondents

4

Work experience of employees

5

Working condition in organisation

6

Opinion of flow of communication between departments

7

training program for employee

8

Working hours in the organisation

9

Respondent opinion about salary for work

10

Involvement of employees in decision making

11

Proper recognition provided by company

12

Respondents opinion about incentives

13

Respondents feeling about work load

14

Job security in the organisation

15

Feedback of performance

16

Health and fitness club

17

Overall quality of work life

18

Reward of outstanding work

PAGE NO.

TABLE

LIST OF TABLE Table No.

Title

1

Gender wise classification

2

Classification of respondent on the basis of age

3

Educational qualification of respondents

4

Work experience of employees

5

Working conditions in the organisation

6

Flow of communication between departments

7

Training program for employee

8

Working hours in the organisation

9

Respondent opinion about salary for work

10

Involvement of employees in decision making

11

Proper recognition provided by company

12

Respondents opinion about incentives

13

Respondents feeling about work load

14

Job security in the organisation

15

Feedback of performance

16

Health and fitness club

17

Overall quality of work life

18

Reward of outstanding work

19

Opinion of factors influencing quality of work life

20

Benefits expected form organisation

Page No.

CHAPTER – 1 INTRODUCTION

1.1 INTRODUCTION Human resource plays an important role for the success of an organization because most of the problems in organizations are human based and social based rather than physical or technical. So, a good quality of work life not only attracts new talent but also retains the existing talent. Quality of work life involves job security, good working conditions, adequate fair and good compensation and equal employment opportunity to all together. Quality of work life aims to meet the twin goals of enhanced effectiveness of organization and also it improves the quality of life at work. In today’s environment, many employees work for the salary and they may hop from one company to another company where the salary is more and good working conditions. They never see the intrinsic satisfaction of their mind. So, Quality work life is the existence of a certain set of organization condition or practice,. Many definitions related to QWL argues that that a high quality of work life exists when democratic management practices are used, employee’s jobs are enriched, employees are treated with dignity and safe working conditions exist. It generally tries to instil in employees the feelings of security, equality, pride, autonomy, responsibility, and flexibility. The sustainability or the growth of an organization depends upon the Quality of work life environment in which human and natural resources are not consumed but renewed. Work place needs to be humanized by empowering the people which allows releasing the potential of individual to contribute to the common cause. (Praveen Kumar, 2007). So, Quality of work life consists of active involvement in group working arrangements or problem solving that are of mutual benefits to employees, based on lab our management co-operation.

1.2 STATEMENT OF PROBLEM Quality of work life in an organisation is essential for smooth running and success of its employees. The work life balance must be maintained effectively to ensure that all employees are running at their peak potential and free from stress and strain. The quality of work life aeffect such things an employee to feel secure and like they are being through of and cared for by the organisation in which they work. An organisations HR department, assume responsibility for the effective running of the quality of work life for the employee. This being the real fact and there was absenteeism and lack of job satisfaction among the workers in Edarikkode Textiles Mill.

The present study attempt to find out the effectiveness of quality of work life at Edarikkode Textiles Mill. The study aimed at analysing the quality of work life and factors effecting quality of workplace.

1.3 OBJECTIVES OF THE STUDY Primary objective  To determine the factors influencing quality of work life. Secondary objective 

To measure the level of satisfaction of employees towards quality of work life.



To study the way to improve quality of work life.



To study various facilities provided by the organisation to their employees for their better working.

1.4 SIGNIFICANCE OF THE STUDY Quality of work life covers various aspects under the general supportive organizational behaviour. It must evaluate the attitude of employee towards personal polices. The research will be helpful in understanding the current position of the organisation and provide some strategies to extend the employee satisfaction with little modification which is based on the internal failure of the organisation. The study aimed to explore future effecting quality of work life such as compensation and benefits transportation and colleagues and superior relationship etc. The study also examined the training given by the organisation and to ensure that all employees are running at their peaks potential and free from stress and strain. This being the virtual fact, current study on quality of work life among workers with special reference to the Edarikkode Textiles Mill. The term quality of work life in its broader sense covers various aspects of employment and non- employment conditions of work. This study covers the overall quality of work life of employees, their job satisfaction, work environment, working hours, work stress, work assignment etc. The study aims at measuring the satisfaction of employees and to know about the various welfare activities and benefits provided for the employees.

1.5 RESEARCH METHODOLOGY Research methodology is the specific procedure or technique used to identify, select, process and analyse information about a topic. The data is collected for analysis in primary manner and secondary manner.

1.5.1 RESEARCH DESIGN The research design is the conceptual framework within which research is conducted; It constitutes the blue print for the collection, measurement and analysis of data. In research design firstly select the topic is employee participation. The study made to know effectiveness of the quality of work life in the organisation. The study is conducted in Edarikkode Textiles Mill for this purpose mainly primary data is used. The researcher has used for collecting data from the employees were disruptive research design is adopted for this study.

1.5.2 SAMPLING METHOD Sampling means the method of selecting a sample from a given population were here, convenient sampling has adopted for the purpose of drawing sample from the population.

1.5.3 SAMPLING SIZE The 30 employees of Edarikkode Textiles Mill is taken as sample for the study.

1.5.4SOURCE OF DATA  Primary data Primary data is collected from various customers by using structured questionnaire.

 Secondary data This were the data already published were it is collected from the earlier research work, journals, magazines and websites.

1.5.5 DATA COLLECTION TOOL Well-structured questionnaire is use for collecting data from respondents.

1.5.6 TOOLS OF ANALYSIS For the analysis and interpretation of the data collected ,a tool like percentage, scaling, statistical measure is used.

1.5.7 TOOLS OF PRESENTATION For the purpose of presentation of the data collected charts, tables and graph are used.

1.6 PERIOD OF STUDY The study on quality of work life with special reference to edarikkode textiles mill is conducted for a period of 21 days

1.7LIMITATION 

The sample size was limited to 30.



The study has the inherent limitation of sampling techniques.

 There may be errors due to bias of employees.

CHAPTER-2

REVIEW OFLITERATURE & THEORATICAL FRAMEWORK

2.1 REVIEW OF LITERATURE

NirmalaKaushik and Manju Singh tonk (2008) studied QWL of teaching faculty& Relationship bet personality & QWL. Five dimensions of personality i.e Neuroticism, Extroversion, openness to experience, agreeableness, conscientiousness& eight dimensions of QWL i.e. Adequate income & fair compensation, sale & healthy working condition, opportunity to use & develop human capacity, opportunity for career growth, Social integration in work place, constitutionalism in work organization work & quality of life, social relevance of work were measured. Three dimensions of personality extroversion, agreeableness, conscientiousness

are positively correlated

with

QWL

Extraversion is positively related to opportunities to use &develop human capacity.

H Dargahi& J NasleSeragi, (2007) Perceived strongest areas among selected categories of employees agreed to improve on their QWL was communication, leadership monetary and non- monetary compensation and support. Maryam Fallah (2006) in her dissertation entitled “Study and analysis of the relationship between quality of work life and performance of Kosar economical organization staff” concluded that there is a significant relationship between quality of work life and performance of staff.

Bram Steijn, (2001) four different work systems is distinguished: the traditional Tayloristic system, lean teamwork, socio-technical teamwork, and the professional work system. Work system is an important factor for explaining differences in the quality of working life and attitudes of workers; theTayloristic work system clearly has detrimental effects on the well-being of workers.

R. S. M. Lau, Bruce E. May (1998), Growth and profitability of two groups of publicly held companies were compared based on sales growth, asset growth, return on equity, and return on assets. Study supports a paradigm that aligns the interests of the investor, manager, and employee stakeholders into a win-win situation. Davoodi (1998) in a research entitled “Study on the impact of quality of work life on job satisfaction among operational staff of Mobarekh Steel Complex” concluded that involvement in decision making related to work and work conditions has a significant relationship with job satisfaction.

Norman Eiger, (1989) Addressed primarily to union organizers, this paper focuses on the use of employee involvement programs as part of a union avoidance strategy. Organizers need not be intimidated by companies that use psychologically based participation programs. Organizers need to provide leadership which offers workers a collective vision of how they can become empowered to authentically improve the quality of their working.

Harry C. Katz, Thomas A. Kochan, and Kenneth R. Gobeille (1983) this study analyses the relationship among plant-level measures of industrial relations performance, economic performance, and quality-of working- life programs. There searcher formulated the hypotheses that QWL efforts can improve economic performance through their effects on industrial relations performance.

2.2 THEORETICAL BACKGROUND

MEANING OF QUALITY OF WORKLIFE Quality of work life (QWL) has been defined as the quality of relationship between employees and the total working environment. Walton defines “Quality of work life as a process by which an organisation responds to employees needs for developing mechanisms to allow them to share fully in making the decisions that design their lives at work”

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

PARTICIPATIVE MANAGEMENT Participative management offers all employees opportunities to contribute to workplace policies and decisions that achieve business goals while promoting career satisfaction. As opposed to an autocratic management style, where the manager assumes operational control and makes all the decisions unilaterally, a participative manager asks for input from team members and considers all opinions to find workable solutions to business problems and implement them to meet deadlines. As a result, employees feel more valued and often work harder on behalf of their employers under this style of management.

HEALTH AND SAFETY Being safe at work is important. It is a responsibility shared by both the employer and the employee. For employers, one of the fundamental principles of workplace health and safety is risk assessment which identifies all the hazards and potential for harm whilst working. All workers are entitled to work in environments where risks to their health and safety are properly controlled. Under health and safety law, the primary responsibility for this is down to employers. Employers have a duty to consult with their employees, or their representatives, on health and safety matters.

MOTIVATION Motivation is a person's internal disposition to be concerned with and approach positive incentives and avoid negative incentives. To further this, an incentive is the anticipated reward or aversive event available in the environment. While motivation can often be used as a tool to help predict behaviour, it varies greatly among individuals and must often be combined with ability and environmental factor to actually influence behaviour and performance. It is important for organisations understand and to structure the work environment to encourage productive behaviour and discourage those that are unproductive given work motivation's role in influencing workplace behaviour and performance. Motivational systems are at the centre of behavioural organization.

JOB SECURITY Job Security is an assurance that an individual will keep his or her job without the risk of becoming unemployed. She/he will have continuity in employment and it may be from the terms of a contract of employment, collective bargaining agreement, or labour legislation that prevents arbitrary termination, , layoffs, and lockouts.

JOB SPECIFICATION A job specification is the knowledge, skills and abilities that are required to perform a job in an organization. Job specification covers aspects like education, work-experience, managerial experience etc. which can help accomplish the goals related to the job. Job specification helps in the recruitment & selection process, evaluating the performance of employees and in their appraisal & promotion. Job specification, along with job description, is actually derived from job analysis. Collectively, job specification and job description help in giving an overview of the job in terms of its title, position, roles, responsibilities, education, experience, workplace etc.

PERSONAL AND CAREER GROWTH OPPORTUNITIES Personal growth is a journey that's never complete. It's easily side lined by the day's urgent tasks, yet it's essential for long-term job satisfaction and advancement. It include techniques and tactics that encourage personal growth and help keep it a priority. An organisation should provide employees with opportunities for personal/ professional development and growth and to prepare them to accept responsibilities at higher levels.

WORK LIFE BALANCE Organization should provide relaxation time for the employees and offer tips to balance their personal and professional lives. They should not strain employees personal

and social life by focusing on them demanding working hours ,

overtime work, business travel , untimely transfer etc..,

CHAPTER-3 INDUSTRY PROFILE & COMPANY PROFILE

3.1 INDUSTRY PROFILE Textile have been occupying a place and pride in India being home of textiles since times memorial. The textile industry occupies a unique place in our country. It accounts for 14% of the total industrial production contributes to nearly 30% of the total exports and is second largest employment generator. At present cotton textiles industry in the biggest organised industry in India. Its contribution to the national economy in terms of output, employment and export is considerable. A textile is a cloth, which is either woven by hand or in machine. The term textiles come from the Latin word “texere” meaning to weaver. Today the term signifies any of vast number of fabric produced by weaving, felting and techniques. It also refers to the enterp2 that spin yarn from fibres as from synthetic material. The textiles industry in India consists of 3 district sectors representing broadly there’s level of technology and organisation via; mills, power looms and hand looms. The handloom sector wheels is primary a home industry is the oldest among them. The mill sector is the organised and dominates sector in terms of investment, output and technology is over a hundred and odd year old. The third one hamlet power looms sector has come on the sense since over a couple of decades. Textile industry occupies a significant position in the industrial development of Indian economy. As an industry providing large employment opportunities and provides variety of products in the area textile products including knitted goods, laces, nets and house hold products such as curtains,blankets,sheets and towel, etc. the study in connection with textile industry is essential not only for the industry but also for the growing needs of the customers and employees working in the industries.

PRESENT SCENARIO Fashion having always influences creation of demand not his industry, especially after the rise of retailers, control of the commodity chain. Given their closeness and greater understanding of the market than manufactures these traders. Sought to complete through market innovations like new design and fashion marketing rather than through cost reductions by innovations in production techniques. Here again there are differences across various segments. Women and children's wear is subject to more fashion based design changes as compared to men’s wear. Further, socio-economic and related cultural changes have created a general trend in clothing towards more informal and casual wear since the 1970s. Consumption based identies have begun to play a bigger role in market niches all these factors have led to the rise distinct segments into the apparel market. 1. Vibrant and growing up market fashion segment. 2. A relatively stagnant, low priced and standardised segment. The former market is highly volatile and characterised by short production runs, fast changing fashions and designs, aggressive marketing and higher mark ups. In response to market instability, firms target smaller, more rapidly changing market niches, which require quick attraction of market designs. Here, cost advantages do not matter as much in the mass market segment.

3.2 COMPANY PROFILE ORGIN OF ORGANISATION Kerala State Textile Corporation Ltd (KSTCL) was incorporated in 1972 as a fully owned subsidiary of Kerala State Industrial Development Corporation Ltd (KSIDC) with the main objective of setting up/running textile mills in the State of Kerala. Under KSTC there are four units. They are textiles, in Malappuram district, Malabar spinning and weaving mills in Calicut district, Paraburam textiles in Alapuzha district and Kottayam. Edarikkode Textiles is a unit Kerala state Textiles Corporation (KSTC). Inaugurated on 6th march 1986 by the chief minister Mr.K.Karunakaran. The commercial production was started on 1st April 1987. GROWTH AND DEVELOPMENT OF THE ORGANIZATION In Kerala there are 29 textiles units both public and private sector. The total number of workers in the sector is about 25000. The power looms and hand looming in the state are mainly concentrated in the northern district of Kerala like Kannur, Calicut, Palakladand Malappuram. The textiles in Malappuram district established by expecting substantial relief to the hand looms and power looms weavers with regard to the availability of yarn of require quality at reasonable price. PROFILE OF THE MILL The Mill has an installed capacity of 24,960 spindles and has the capability for producing combed, Carded warp and Hosiery yarn. The company is providing job opportunity to around 225 workers which include lady workers.

The Mill’s foundation stone was laid by Shri.E. Ahamed, the Hon’ble Minister for Industries on 09 OCT 1982.The first phase was completed and started its commercial production with 12500 spindle capacity by 05 Dec 1986 which was inaugurated by the Hon’ble Chief Minister of Kerala, late Shri.K.Karunakaran. The Company upgraded its spindle capacity from 12500 to 24960 spindles during the year 1996 which was inaugurated by Shri P.K Kunhalikutty, Hon’ble Minister for industries. The first phase of modernization Program was completed in the year 2007 whereas the second phase completed during the year 2010. LOCATION OF THE COMPANY Edarikkode Textiles is located at Puthuparamba,Kottakkal in 19.16 Acres of land, at a distance of about 5 km from Kottakkal town. So there have no problem of transportation. The nearest railway station is only 15km away. There have no problem for electricity also become the substation of KSEB is situated near to the mill. NATURE OF THE BUSINESS CARRIED An edarikkode textile is producing cotton yarn from the cotton.it issued textiles industry for the purpose of weaving. Yarn is the raw material of the weaving . It is process of making cloth from for yarn. VISION AND MISSION The vision of the edarikkode textile to make it the profitable one within 5 years by reducing the wastage, increasing the productivity, and reducing overall cost of production. The company also want to be good reacting with trade unions. The mission of edarikkode textiles to improve the quality of product . The mission is to develop and manufacture the product according to demand.

OBJECTIVES OF THE COMPANY • To manufacture product of at high quality. • To regard sincerely and integrally on value. • To value individual contribution and team work. FUNCTIONAL DEPARTMENTS • Production department • Electricity and maintenance department • Store department • Personnel department • Finance department • Marketing department • Quality control department INFRASTUCTURAL FACILITIES • Separate rest room and toilet facility for workers and staff. • Canteen which provide food to employees as free. • A corporate store provides goods at a reasonable price to employees. • Well tarred internal road which helps to easy transportation. ACHIEVEMENTS AND REWARD Edarikkode Textiles state government award for providing the best working condition and the employee's satisfaction.

ORGANISATIONAL CHART

MANAGING DIRECTOR

GENERAL MANAGER

DEPUTY MANAGER

SENIOR OFFICER

MANAGER (TECHNICAL)

ASST.MANAGER(SPINNING)

JUNIOR MANAGER

JUNIOR MANAGER (SPINNIG)

SUPERVISOR

SUPERVISOR

WORKERS

WORKERS

PRODUCTION PROCESS MIXING

BLOW ROOM

CARDING

DRAWING

COMBING

SPINNING

WINDING

PACKING

CHAPTER-4 DATA ANALYSIS & INTERPRETATION

Table 4.1 Gender wise classification Gender

No: of respondent

Percentage

Male

25

83

Female

5

17

Total

30

100

Chart 4. 1

Number of respondents Male

Female

17%

83%

Interpretation The above chart shows that 83% of the respondents are male and 17% are of female.

Table 4.2 Table showing the classification of respondents on the basis of age Age

No: of respondents

Percentage

Below 26

3

10

26-35

13

44

25-50

7

23

Above 50

7

23

Total

30

100

Chart 4.2

Age of respondents Below 26

26-35

35-50

Above 50

10% 23%

23%

44%

Interpretation In the above chart we can see that from the total 30 respondents 10% is below 26. 44% of the respondents between 26-35 and 23% of respondents comes under 35-50 and 23% 0f respondents comes under above 50.

Table 4.3 Table showing educational qualification of respondents Education

No: of respondents

Percentage

Secondary school

9

30

Higher secondary school

8

27

Degree

6

20

Any other technical

7

23

30

100

qualification total

Chart 4. 3

Educational Qualification Secondary school

Higher secondary school

Degree

Any other technical qualification

23%

30%

20% 27%

Interpretation From the above chart 30% of respondents come under secondary school. 27% under higher secondary school and 20% at degree and 23% of the respondents comes under any other technical qualification.

Table 4.4

Table showing work experience of employees No: of years

No: of respondents

Percentage

Below 1 year

1

4

Below 5 year

16

52

Above 5 year

13

44

Total

30

100

Chart 4. 4

Work experience of employees 18 16 14 12 10 8 6 4 2 0 Below 1 year

Below 5 year

Above 5 year

Series1

Interpretation The above chart shows that, only 4% of the respondents are having one year experience and 52% are having 1-5 year of experience and 44% of the respondents were having more than 5 year of the experience in the organisation.

Table 4.5 Table showing working conditions in the organisation Mode of respondents

No: of respondents

Percentage

Excellent

9

30

Good

4

13

Average

12

40

Poor

3

10

Very poor

2

7

Total

30

100

Chart 4. 5

12 10 8 6 4 2 0 Excellent

Good

Average

Poor

Very poor

Interpretation The chart showing 30% of the respondents feel excellent working conditions in the organisation and 13% of the respondents are feeling good and 40% of the respondent’s response average and 10%are of poor and 7% of the respondent’s response was poor.

Table 4.6 Table showing flow of communication and information between departments Mode of response

No: of respondent

Percentage

To great extent

23

77

To a little extend

7

23

No extend

0

0

Total

30

100

Chart 4. 6

25

23

20

15 10

7

5 0 0

To great extent

To a little extend

No extend

Interpretation From the above it shows that 77% of respondents suggested that there is flow of communication between departments to a great extent. 23% respondent suggested that there is a little extends of flow of communication between information between departments.

Table 4.7 Table showing training programme for employee Mode of response

No: of respondents

Percentage

Strongly agree

9

30

Agree

6

20

Neutral

13

43

Disagree

2

7

Strongly disagree

0

0

Total

30

100

Chart 4.7

Trainning for employees Strongly agree

Agree

Neutral

Disagree

2 0

Strongly disagree

9

13 6

Interpretation The above chart shows 30% 0f respondents strongly agree that the training program will improve the quality of work life of an employee and 20% of agree to this 43% are of neutral and 7% have disagree to the point.

Table 4.8 Table showing working hours in the organisation Mode of respondents

No: of respondents

percentage

Highly satisfied

13

43

satisfied

7

23

Neutral

5

17

Dissatisfied

3

10

Highly dissatisfied

2

7

Total

30

100

Chart 4.8

Working hours 14

12 10 8 6 4 2 0 Highly satisfied

satisfied

Neutral

Dissatisfied

Highly dissatisfied

Interpretation The above chart shows that 43% of respondent are highly satisfied with the work life in the organisation .23% of respondents are satisfied, 17% are of neutral ,10% of respondents are dissatisfied and 7% of respondents are highly dissatisfied in the organisation.

Table 4.9 Table showing satisfaction of salary for the work Mode of response

No: of respondents

Percentage

Highly satisfied

3

10

satisfied

6

20

Neutral

7

23

Dissatisfied

8

27

Highly dissatisfied

6

20

Total

30

100

Chart 4.9

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Highly satisfied

satisfied

Neutral

Dissatisfied

Highly dissatisfied

Interpretation: The above chart shows that only 10% of the respondents are highly satisfied their salary, 20% are of satisfied ,23% of respondents are comes under neutral, 27%are of dissatisfied and 20% are highly dissatisfied in salary.

Table 4.10 Table showing involvement of employees in decision making Mode of response

No: of respondents

Percentage

Always

12

40

Very often

8

27

Sometimes

6

20

Rarely

3

10

Never

1

3

Total

30

100

Chart 4.10

15 10 5 0 Always

Very often

Sometimes

Rarely

Never

Interpretation: From the above chart it shows that 40% of respondents suggested that there is an employee involvement in decision making. 27% of the respondents side thatvery often ,20% says sometimes and 10% of respondents says rarely and 3% of the respondents said that there is never involvement in decision making.

Table 4.11 Table showing company provides proper recognition Mode of response

no: of respondents

Percentage

yes

17

57

No

13

43

Total

30

100

Chart 4.11

Recognition yes

No

43% 57%

Interpretation: The table shows 57% of respondents get proper recognition and 43% of respondent’s opinion saying that not get proper recognition.

Table 4.12 Table showing the opinion about incentives Mode of response

No: of respondents

Percentage

Excellent

10

34

Good

9

30

Fair

6

20

Poor

3

10

Very poor

2

7

Total

30

100

Chart 4.12

10 8 6 4 2 0 Excellent

Good

Fair

Poor

Very poor

Interpretation The chart shows that 34% of the respondents feel that the incentives is excellent, 30% are of good and 20% are fair and it has been noticed that 10% of respondents are poor and 7% of respondents response that incentives are very poor given by organisation.

Table 4.13 Table showing the workload of employees Mode of response

No: of respondents

Percentage

Very low

12

40

Low

11

36

Affordable

5

17

High

2

7

Very high

0

0

Total

30

100

Chart 4.13

Work load of employees 12 10 8 6 4

2 0 Very low

Low

Affordable

High

Very high

Interpretation From the above chart shows that 40% of respondents comes under very low about the workload of employees and 36% are low and 17% are of affordable and 7% of the respondents were high to the work load of employees.

Table 4.14 Table showing job security in organisation Mode of response

No: of respondents

Percentage

yes

16

53

No

14

47

Total

30

100

Chart 4.14

Security yes

No

47% 53%

Interpretation In the above chart shows 53% of respondents agree proper job security is provided by the organisation and 47% of respondents are not agree with the job security provided by the organisation.

Table 4.20 Table showing feedback of performance Mode of response

No: of respondents

Percentage

Always

14

47

Often

7

23

Occasionally

6

20

Rare

3

10

Newer

0

0

Total

30

100

Chart 4.20

100% 80% 60% 40% 20% 0%

Interpretation The above chart shows 47% of respondents response that always get the feedback to the performance and 23% shows often, 20% to occasionally ,10% to never.

Table 4.16 Table showing health and fitness club Mode of response

No: of respondents

Percentage

yes

16

53

No

14

47

Total

30

100

Chart 4.16

Health and Fitness club yes

No

47% 53%

Interpretation The above chart shows that 53% of respondents says that there is the organisation require health and fitness club and 47% are not response to it in the organisation of health and fitness club.

Table 4.17 Table showing overall quality of work life Mode of response

No: of respondents

Percentage

Excellent

12

40

Good

11

37

Fair

6

20

Poor

0

0

Very poor

0

0

Total

30

100

Chart 4.17

Quality of work life 14 12 10 8 6 4 2 0 Excellent

Good

Fair

Poor

Very poor

Interpretation From the above chart the 40% excellence shows by the respondents in quality of work life and, 37% shows good ,20% fair ,3%at poor.

Table 4.18 Table showing reward of outstanding work Mode of response

No: of respondents

Percentage

yes

14

47

No

16

53

Total

30

100

Chart 4.18

Reward for outstanding work yes

No

47% 53%

Interpretation The table shows 47% of respondents get reward for outstanding work and 53% of them are not get the rewards.

Table 4.15 Table showing Variables

Strongly Agree

Neutral

Disagree Strongly Total

agree

disagree

1. The organisation make 9

9

7

4

1

30

2 .Stress involved 3

5

7

7

8

30

10

8

9

3

0

30

12

8

7

2

1

30

performance appraisal on the basis of merits and performance

in your work 3. The compensation provided by the organisation helps you in maintain a society desirable standard of living 4. Do you feel comfortable and satisfied with your job

Table 4.15 Variables 1. The organisation make performance appraisal on the basis of merits and performance 2 .Stress involved in your work

5

4

3

2

1

Mean score

45

36

21

8

1

3.7

15

20

21

14

16

2.8

32

27

6

0

3.8

32

21

4

1

3.9

3. The compensation provided by the 50 organisation helps you in maintain a society desirable standard of living 4. Do you feel comfortable and

60

satisfied with your job

Total mean score = 14.2/4 = 3.55

Interpretation From the table above it is noted that organisation make performance appraisal on the basis of merits and performance mean score is 3.7.and stress involved in the organisation provide mean of 2.8,compensation provided helps to maintain standard of living gets 3.8 of the mean and comfortable with the job it gets 3.9

Table 4.19 Table showing ranking of benefits expect from organisation Factors

Rank

Rank

Rank

Rank

Rank

Rank

6

5

4

3

2

1

Better pay

10

8

11

9

9

8

Career opportunity

5

6

3

4

3

6

Job security

8

6

6

8

9

9

Better working environment

4

8

7

6

8

4

Better leadership

3

2

3

3

1

3

Table 4.19 Factors

Rank

Rank

Rank

Rank

Rank

6

5

4

3

2

Rank Weighted Rank average 1 mean score

Better pay

60

40

44

27

18

8

9.3

1

Career opportunity

30

30

7

12

6

6

4.3

4

Job security

48

30

24

24

18

9

7.2

2

Better working environment

24

40

28

18

16

4

6.1

3

Better leadership

18

10

12

9

2

3

2.5

5

Interpretation From the above table it is clear that the benefit expect from organisation basically of respondent is better pay as the weighted mean score for the reason is 9.3. and the next important is of job security provided by the enterprise of weighted average 7.2 and other one is better working environment of weighted mean 6.1,were better leadership is the least important factor that choose by the respondents.

CHAPTER-5 FINDINGS, SUGGESTIONS & CONCLUSION

5.1 FINDINGS  Majority of respondents are male  Majority of respondents fall in age group of 26-35  Majority if the respondents are SSLC holders  Most of the respondents involved in the decision making process  Most of the workers are having more than 5 years’ experience in the organisation  It is found that most of the employees are satisfied with work life and they think it is necessary for the improving the overall performance in the organisation  The employees are not satisfied with their salary given by the employer. Only few workers are satisfied their salary.  From the study it is found that the company provides training programs and most of the respondents agree that training will act as a catalyst in motivating them.  Most of the respondents agree they get proper recognition for their contribution.  Most of the respondents strongly agree training will improve the quality of work life.  Most of the respondents suggested that there is flow of communication and information between departments.  In this study it is found that most of the respondents were strongly agree that workload among workers are very high. 

In this organisation maintain a good employer and employee relationship.

 It is found that most of the respondents are satisfied the better working environment in the organisation.

 The study shows that most of the respondents are satisfied with incentives provided by the organisation.  Minority of the respondents are satisfied

the quality of work life

measures.  Organization provide health and fitness club to respondents.  In this organisation provide better feedback to their performance to respondents.  Most of the respondents are attracted by better pay.

5.2 SUGGESTIONS  For the better performance and satisfaction of employees should provide better salary.  The satisfaction of the employees can be improved further by giving rewards for their contribution.  For the better performance of employees the workload should be reduced.  Better leadership should be provided for improve efficiency of workers.  Employees should be given career opportunities.

5.3 CONCLUSION From the study, it is clear the quality of work life of employees in Edarikkode Textiles Mill is good. In this research highlights some of the small gaps in employee’s satisfaction towards company. A happy and healthy employee will give better turnover, make good decisions and positively contribute to organisational goal. The participative management, career opportunities and working environment are the factors that determine the quality of work life. Comparing to other companies, this company also equally provide good quality of work life. To further improve it should concentrate on proving better salary, rewards and recognition to employees, better leadership, and should communicate with employees while taking decisions.

BIBLIOGRAPHY

BIBLIOGRAPHY

BOOKS 1. K.ASWATHAPPA

(1997),

“Human

Resource

and

Personnel

Management”. Tata megraw – Hill Publishing Company Limited, New Delhi. 2. JOHN M. IVANCEVICH (2004), “Human Resources and Personnel Management”. Tata magraw – Hill Publishing Company Limited.

3. C.R. KOTHARI (2001),”Research Methodology” of wishwaprakashan publishing chennai-17th Edition. 4. DATTA, TANMOY (1999),”Quality of Work Life: A Human Value Approach”, Journal Of Human Value.

5. TRIPATHI.P.C “Personnel Management”,Bombay,Asra Publishing House,1967.

WEBSITES  www.indialine.com  www.humanresourse.com  www.ask.com  www.chrmglobal.com/article/183/1/quality-of-workl-ife

APPENDIX

QUESTIONNAIRE Dear Respondent, I am MOHAMMED SHABAS P.V, student of 6th semester B.COM FINANCE.As part of our course I am required to collect information for conducting a project on the topic “A STUDY ON QUALITY OF WORK LIFE WITH SPECIAL REFERENCE TO EDARIKKODE TEXTILESMILL, KOTTAKKAL. We request you to provide the required information collected through this questionnaire will be confidential and will be used academic purpose only.

1. Name: 2. Gender:



3. Age group:

Male 



Female 

Below 26

4. Educational Qualification:



20-25



secondary school

35-50 



above

higher school



degree

 Any other technical qualification 5. Designation: 6. Since how many years you have been working in the company?  Below 1 year

Below 5 year Above 5 year

7. Do you think the quality of work life of an organisation helps to improve your productivity?  Yes

No

8. How is the physical working condition in the company?  Excellent  Good

Average Poor

very poor

9. Do you think communication and information flow between the departments is satisfactory?  To a great extent To a little extent No extent 10. Does the company provide training for enriching the skills of employees?  Strongly agree AgreeNeutralDisagree Strongly disagree 11. Do you satisfied with the working hours of an organisation?  Highly satisfied

SatisfiedNeutral Dissatisfied

  highly dissatisfied 12. At what extend you are satisfied by the personal relation between you and employer?  Highly Satisfied SatisfiedNeutral Dissatisfied   Highly dissatisfied 13. Does the organisation provide satisfactory salary according to your work?  Highly Satisfied Satisfied Neutral Dissatisfied  Highly dissatisfied 14. Does the management involve employees in the management decision?  Always Very often SometimesRarely Never 15. Do you get proper recognition for your contribution from your organisation?  Yes No 16. Does the organisation provide fair incentives?  Good Fair Poor

17. What do you think about the work load in the organisation?  Very low LowAffordable High Very high 18. Do you agree the job security provided in your organisation satisfy your work life?  YesNo 19. Do you get any reward for outstanding work?  Yes No 20. Comments the following statement;

Statements

SA

A

N

D

SD

1. The organisation make performance appraisal on the basis of merits and performance? 2 .Stress involved in your work? 3. The compensation provided by the organisation helps you in maintain a society desirable standard of living? 4. Do you feel comfortable and satisfied with your job?

21. Do you feel to offer comments and suggestions in your work environment? Yes No

22. Is the organisations employee grievance handling cell fulfils and overcome your grievances? Yes No 23. Do you require health and fitness club? Yes No 24. What type of benefits you expect from the organisation. Rank the following:

Alternatives

Rank

Better pay Career opportunity Job security Better environment Better leadership

25. How often will you get feedback on your performance?  Always Often Occasionally Rare Newer

26. Do you have any suggestions to improve the quality of work life? YesNo If yes,

…………………………………………………………………………………… ………………………. ………………………………………………………

27. Your opinion about overall quality of work life? Excellent Good Fair PoorVery poor