Edited

A Summer Training Report On
Analytical Study on Quality of Work life

In
Parovi system Pvt. Ltd.
Submitted in partial fulfillment of the requirements for the

Award of the degree of
BACHELOR OF
COMMERCE (HONOURS)
Submitted by
Gaurav kumar
Roll no.
01696988813
Submitted to
Ms. Gunjan Budhlani
SANT HARI DASS COLLEGE OF HIGHER EDUCATION

(Affiliated to: Guru Gobind Singh Indraprasth University, Delhi)
Bani camp , Najafgarh new Delhi - 110045
Page | 1
Acknowledgement
I consider myself very fortunate to get the opportunity to conduct the

training Approval and project assignment by PAROVI SYTEM PVT. LTD.
I got opportunity to get practical exposure into actual environment and it
provide me the golden opportunity to make my theoretical concept of
performance appraisal in more clear way.
I am very much thankful to Mr. Amit mahajan for providing me the

opportunity to do the training in the PAROVI SYSTEM PVT. LTD. Also
thankful to all the officials at PAROVI SYSTEM PVT. LTD. For their
cooperation during my training for providing me necessary information
without which this project report would not have been completed.
I have gone through various sites, research books, magazines and

newspapers to get the accurate information for analysis and tried to find the
best conclusion.
Page | 2
SANT HARI DASS COLLEGE OF HIGHER EDUCATION
(Affiliated to: Guru Gobind Singh indraprasth University, Delhi )
Bani camp, Najafgarh New Delhi - 110043
TO WHOMSOVER IT MAY COCERN
This is certifying that Mr. Gaurav kumar a student of B.COM (honours)

fifth semester, has done his / her summer training Project.
The project entitled Performance appraisal Embodies the original work

done by him / her for the partial fulfillment of the Award of the B.COM
(honours.) degree.
I wish him all the best for his / her future endeavor.
Page | 3
CONTENTS
S.NO TOPIC PAGE

NO.
1 Executive summary
2 Objective of study
3 Research Methodology
3.1 Scope of study
3.2 Research Design
3.3 Method of Collecting data
3.4 Method of analyzing data
4 Data Analysis
4.1 First Factor : Job Satisfaction
4.2 Working Environment
4.3 General Well being
4.4 Work life balance
4.5 Stresses at work
4.6 Happiness
5 Company Profile
5.1 Overview of parovi system
5.1.1 Profile of organization
5.2 Main Product of Parovi system
5.3 Parovi system Present and Future
5.4 Vision and mission of Parovi system
5.5 Objective of parovi system
Page | 4
5.6 SWOT analysis
5.7 Literature review
6 Major Findings & Conclusion
7 Bibliography
8 Appendices
Page | 5
Chapter 1
EXECUTIVE SUMMARY
This project aims at studying quality of work life at PAROVI SYSTEMPvt.

Ltd. This project contains five chapters.
.
The first chapter contains the introduction including objectives of the
study and company profile.
Second chapter Literature Review contains information about the

quality of work life-The aim of QWL is to respond to employee
needs for developing mechanisms to allow them to share fully in
making the decisions that design their lives at work. QWL can be
defined as "The quality of relationship between employees and the
total working environment within an organization. Quality of
Working Life is a term that had been used to describe the broader
job-related experience an individual has.
Third chapter is the research methodology which contains scope of the

study and research design.
The forth chapter is the analysis and interpretation, which is shown

with the help of pie charts.
Fifth chapter may contain the project findings, limitation and

conclusion and at last bibliography and annexure.
The data has been collected by the researcher using questionnaire and it
has been analyzed.
Page | 6
Chapter 2
OBJECTIVES OF STUDY:
a. To assess the Job satisfaction among employees.
b. To assess the General Well Being care taken by company of the

employees.
c. To assess the work stress experienced by employees during work.
d. To assess the work life balances of the employees.
e. To assess the working environment.
Page | 7
Chapter 3
RESEARCH METHODOLOGY
Page | 8
3.1 Scope of the study:
The scope of this study is to manipulate the QUALITY OF WORK LIFE among the
employees of the company.
3.2 Research design:
Sampling unit- the survey was carried out on the employees from various
department of head office of the company.
Sample size- 100 employees
Type of research-Exploratory research

Exploratory research is research conducted for a problem that has not been
clearly defined. It often occurs before we know enough to make conceptual
distinctions or posit an explanatory relationship. Exploratory research helps
determine the best research design, data collection method and selection of
subjects. It should draw definitive conclusions only with extreme caution. Given
its fundamental nature, exploratory research often concludes that a perceived
problem does not actually exist.
Sampling techniques- random sampling is applied to the sample from all the
employees in the company.
In a simple random sample (SRS) of a given size, all such subsets of the frame are
given an equal probability. Furthermore, any given pair of elements has the same
chance of selection as any other such pair (and similarly for triples, and so on).
This minimises bias and simplifies analysis of results. In particular, the variance
between individual results within the sample is a good indicator of variance in the
Page | 9
overall population, which makes it relatively easy to estimate the accuracy of
results.
Data collection sources-
The study is based on both primary and secondary data.
Primary data:
The primary data were collected through structured questionnaire.
Secondary data:
The required secondary data was collected from books, magazines and
web-sites.
3.3 Method of collecting data:

The questionnaire has been designed and supplied for collecting primary data from
employees.
3.4 Method of analyzing data:

Pie charts
Page | 10
CHAPTER-4
DATA ANALYSIS
Page | 11
4.1 FIRST FACTOR: JOB SATISFACTION
Q.1to Q.10. Its analysis is given as follows:
1. My work gives me a feeling of achievement
4% of the employees strongly disagree, 5% disagree, 15% neither agree nor disagree,
55% agree, and 21% strongly agree that their work gives them a feeling of achievement.
4%
5%
1
21%
15% 2
5
55%
Strongly disagree Neither agree agree Strongly agree

disagree nor disagree
4 5 15 55 21
Page | 12
2. I am satisfied with the promotion policy of the company
Almost 39% employees are dissatisfied with promotion policy and 50% agree that they
are satisfied with their promotion policies.
15% 15% 1
3
24%
35% 4
5
11%
Strongly Disagree Neither agree agree Strongly agree

15 24 11 15 35
Page | 13
3. My job utilizes my special skills and abilities
4% strongly disagree, 10% disagree, 21% neither agree nor disagree, 49% agree, and
16% strongly agree that their job utilizes their special skills and abilities.
4%
16% 10%
1
21% 3
5
49%

Disagree nor disagree
4 10 21 49 16
Page | 14
4. The management appreciate my skills, abilities
,andperformances.
15% strongly agree that the management appreciates their special skills, abilities, and
performances.
5%
15% 1
14%
2
3
21%
4
45%
5

5 15 21 49 15
Page | 15
5. My job has given me a feeling of status in society.
5% strongly disagree, 7% disagree, 15% neither agree nor disagree, 46% agree, and 27%
strongly agree that their job has given a feeling of status in society.
5%
7%
1
27%
2
15%
3
46%

5 7 15 46 27
Page | 16
6. I devote myself to the work.
3% strongly disagree, 1% disagrees, 6% neither agree nor disagree, 53% agree, and 37%
strongly agree that they devote themselves to the work.
3% 1%
6%
1
37%
2
53% 5

3 1 6 53 37
Page | 17
7. My job to keeps me motivated
strongly agree that their jobs keep them motivated.
3%
6%
1
24%
12%
2
5
55%

3 6 12 55 24
Page | 18
8. I am adequately paid for the job I do
strongly agree that they are adequately paid for the job they do.
3%
6%
1
7%
27%
2
5
57%

3 6 7 57 27
Page | 19
9. My company takes care of my future career plans.
19% strongly agree that the company takes care of their future plans.
11%
19% 1
15% 2
4
19%
36% 5

11 15 19 36 19
Page | 20
10.I get recognisation for the work I do.
14% strongly agree that they get recognition for the work they do.
5%
14% 1
13%
2
3
16%
4
52%
5

5 13 16 52 14
Page | 21
4.2 WORKING ENVIRONMENT:
Q.11 to 17 were used to assess the working environment.
11.Working conditions are appropriate for working effectively.
25% strongly agree that working conditions are appropriate for working effectively.
2%
10% 1
25%
11% 2
52% 5

2 10 11 52 25
Page | 22
12.Due respect is given to an employee as an individual.
22% strongly agree that due respect is given to every employee.
3%
11% 1
22%
2
11%
3
53% 5

3 11 11 53 22
Page | 23
13.Working environment encourages me to work hard .
19% strongly agree that working environment encourages them to work hard.
4%
19% 10% 1
2
15%
3
52% 5

4 10 15 52 19
Page | 24
14.My fellow workers are very cooperative.
strongly agree that fellow workers are very cooperative.
5%
20% 7%
11% 1
2
3
4
5
57%

5 7 11 57 20
Page | 25
15.My supervisor offers new ideas for solving job related
problems.
strongly agree that supervisor offers new ideas for solving job related problems.
5%
5% 1
24%
10%
2
56% 5

5 5 10 56 24
Page | 26
16.I enjoy my all job related activities.
strongly agree that they enjoy all job related activities.
5%
7% 1
20%
2
12%
3
56% 5

5 7 11 57 20
Page | 27
17.Organization tries to improve the working conditions.
19% strongly agree that organization tries to improve the working conditions.
5%
19% 1
14%
2
3
13%
4
49% 5

5 14 13 49 19
Page | 28
4.3 GENERAL WELL BEING
care taken by the organization of its employees was assessed from

Q.18 to Q. 23.
18.The companys medical facilities are excellent.
strongly agree that medical facilities are excellent.
2% 3%
7% 1
2
41%
3
4
47%
5

2 3 7 47 41
Page | 29
19.Company has real interest in the welfare and happiness of the
employees.
strongly agree that company has real interest in the welfare of employees.
3%
6%
1
29% 14% 2
48% 5

3 6 14 48 29
Page | 30
20.I am satisfied with the retirement plans of company.
strongly agree that they are satisfied with the retirement plans.
7%
7% 1
25%
2
12%
3
49% 5

7 7 12 49 25
Page | 31
21.Maternity leave policies are excellent.
strongly agree that maternity leave policies are excellent.
3%
7%
1
23%
2
17%
3
5
50%

3 7 17 50 23
Page | 32
22.My company takes due care of every employees health and
wellness.
strongly agree that company takes due care of employees health and wellness.
1% 4%
11% 1
28%
2
56% 5

1 4 11 56 28
Page | 33
23.Sports and recreational activities should be organized by our
company occasionally.
strongly agree that sports and recreational activities should organized.
4%
7% 1
25%
2
15%
3
49% 5

4 7 15 49 25
Page | 34
4.4 WORK-LIFE BALANCE
was determined from the Q.24 to Q.30.
24.I think and worry about work even when not at work .
3% Never, 12% Rarely, 10% Sometimes, 50% Often, and 25% Always think
and worry about work even if not at work.
3%
12% 1
25%
2
10%
3
5
50%
25.3
Strongly disagree Neither agree Agree Strongly

Disagree nor disagree agree
3 12 10 50 25
Page | 35
25. I miss spending quality time with family or friends due to
work pressure.
1% Never, 2% Rarely, 5% Sometimes, 50% Often, and 42% Always miss spending
quality time with family or friends due to work pressure.
1% 2%
5%
2
42%
3
50% 4
Never rarely sometimes Often always

1 2 5 50 42
Page | 36
26.It will be helpful for me if I can work from home.
13% Never, 15% rarely, 31% Sometimes, 28% Often, and 13% Always states that it will
be helpful for them to work from home.
13% 13% 1
2
15%
3
28%
4
31% 5
never rarely sometimes Often always

13 15 31 28 13
Page | 37
27.Laptops/Internet use can help in doing work from home.
10% Never, 6% Rarely, 23% Sometimes, 36% Often, and 25% Always states that
laptops/internet will be in doing work from home.
10%
1
25% 6%
2
3
23%
4
36% 5

10 6 23 36 25
Page | 38
28.Support from colleagues at work helps me in balancing work-
life.
2% Never, 6% Rarely, 25% Sometimes, 48% Often, and 19% Always states that support
from colleagues helps them in balancing work life.
2%
6%
19% 1
2
25%
3
48% 5

2 6 25 49 19
Page | 39
29.If provided a child care/crche near workplace it is going to be
beneficial.
1% Never, 6% Rarely, 25% Sometimes, 49% Often, and 19% Always states that if a
child care/crche is near workplace it will be beneficial.
1% 6%
19%
1
25%
2
3
4
5
49%

1 6 25 49 19
Page | 40
30.Children at workplace occasionally help me.
32% Never, 21% Rarely, 25% Sometimes, 17% Often, and 5% Always states that
bringing children at workplace occasionally will help them.
5%
17%
32%
1
2
3
4
5
25%
21%

32 21 25 17 5
Page | 41
4.5 STRESSES AT WORK
was assessed through Q. 31, Q. 32, Q.33, and Q. 37.
31.My job makes me nervous.
57% Never, 16% Rarely, 17% Sometimes, 7% Often, and 3% Always states that their job
makes them nervous.
7% 3%
17% 1
2
3
57% 4
5
16%
Never rarely sometimes often always

57 16 17 7 3
Page | 42
32.The job difficulty usually brings me sleeplessness.
47% Never, 27% Rarely, 21% Sometimes, 3% Often, and 2% Always states that their job
difficulty bring sleeplessness.
2%
3%
21%
1
2
47%
3
4
5
27%

47 27 21 3 2
Page | 43
33.I feel exhausted after daily work.
29% Never, 23% Rarely, 29% Sometimes, 16% Often, and 3% Always states that they
get exhausted after daily work.
3%
16%
29%
1
2
3
4
29% 5
23%

29 23 29 16 3
Page | 44
37. I feel stressed at work.
46% Never, 21% Rarely, 22% Sometimes, 8% Often, and 3% Always states that they feel
stressed at work.
3%
8%
22% 46% 2
3
4
5
21%

47 21 22 8 3
Page | 45
4.6 HAPPINESS
at work was assessed by Q.34, Q. 35, and Q. 36.
34.I feel happy at workplace.
happy at work place.
7%
9%
27%
1
13% 2
3
4
5
44%
never Rarely sometimes often always

7 9 13 44 27
Page | 46
35.I feel calm and peaceful at work.
calm and peaceful at work.
5%
6% 1
21%
13% 2
5
55%
never rarely sometimes often always

5 6 13 55 21
Page | 47
36.I do meditation/yoga/exercise.
21% Never, 15% Rarely, 17% Sometimes, 31% Often, and 16% Always states that they
do yoga/meditation/exercise.
16% 1
21%
2
3
15%
31% 4
5
17%
never rarely sometimes often always

21 15 17 31 16
Page | 48
Chapter 5
COMPANY PROFILE
Page | 49
INTRODUCTION
TYPE : WIRE MANUFACTURING

MACHINES PROVIDER.
AVAILABILITY : COUNTRY WIDE
OWNER : MR. VINEET SACHDEVA
KEY PEOPLE : CHAIRMAN & DIRECTOR-

Mr. VINEET
FOUNDED : In year 1994
WEBSITE : WWW. PAROVI SYSTEM. COM
Page | 50
5.1 OVERVIEW OF THE PAROVI SYSTEM
Parovi system is the largest wire manufacturing machines and tools Provider
that are used in manufacturing of wire. Parovi system has goodCustomer
base it has footprints throughout the India .The customers of paroviSystems
are increase day by day and the parovi system establishes a well goodwill in
market. Today the parovi system is the India's one of the fastest growing
company by increasing their sales and by making good customer base the
company has well authorized capital after the foundation of parovi system
the company brings various new technology in wire manufacturing sector in
Indian market. The machines or tools which is provided by parovi system
increase the productivity because the machines are new in technology to
compare with old machines which are present in Indian market parovi
system also trade at global level or in international market also. The parovi
system import their machines and tools from china and sell in Indian market.
5.1.1 PROFILE OF ORGANIZATION
History:
Parovi Systems is a total technical solution provider for cable and wire
industry. We are helping the manufacturers of cables and wires to upgrade
their production line by providing State-of-the-art machinery and
accessories. Using the machines and accessories provided by Parovi
Systems, not only the production cost is reduced considerably but also the
quality of the product is enhanced. Parovi Systems has gained a well-
deserved reputation in the Indian market since its founding in 1994. Parovi
Systems is providing the Indian wire & cable industry with the highest
quality & most cost effective equipment, consulting, training & service to
achieve the optimum in production performance.
We guarantee one hundred percent customer satisfaction through

proper equipment selection, unsurpassed after sales service &
prompt technical support.
Parovi Systems is proud to present the latest advances in wire drawing,

annealing, bunching & cable printing that have made us the leader in Indian
market. We have taken decisive steps into the future of non-ferrous wire &
Page | 51
cable processing by offering dependable local manufacturing capability &
customer service, leading-edge technology & state-of-the-art quality levels
for our machinery & turn-key systems.
An extensive Customer Service department offers assistance from the Delhi
facilities to the customers all over the country. Our Engineering Department
supports customers special requests and answers their particular needs and
demands. Our Resident Service Engineers handle new equipment
commissioning, customers personnel training, and equipment
troubleshooting as well preventive and defective maintenance support. In
addition to the demonstration equipment, Parovi Systems also stocks most
commonly used spare parts that are available for immediate delivery.
Competent staff supports our customers in identifying and supplies the
required spare parts. Our advanced remote diagnostic capabilities, via
telephone modems designed into the equipments electrical controls, allow
for quick and precise troubleshooting.
Parovi Systems products include single and multi-wire drawing machines,
automatic pack coilers for bare, plated and insulated wire, ultra fine wire
drawing machines, continuous resistance annealers, spoolers, re-spoolers,
coilers, double twist bunching machines, extruding machines, laser dia
controllers, bunchers, cutting and stripping machines, printing machines and
printing accessories (Ink, printing wheels etc.), loader and hoppers, crushers,
cold weld tools, lubricant supply and filtration systems, and automation of
all wire production processes. The company is capable of supplying one
hundred percent turnkey production systems in India.
We are unique in many aspects:
Parovi Systems is a Total Technical Solution Provider for wire and
cable manufacturers.
Parovi Systems offers ready stock of all range of machines and
accessories it offers.
Parovi Systems provides After-Sales-Service backup for the
machines and accessories.
Page | 52
5.2 MAIN PRODUCTOR SERVICES BY PAROVISYSTEM
Parovi system provided almost every machines and tools which are required
in the manufacturing of wires.
5 WIRE DRAWING MACHINE
Leading Manufacturer and Exporter of Wire Drawing Machines -
RBD such as RBD - (DL-400-7) Wire Drawing Machine, RBD - (DL400-9)
Wire Drawing Machines, RBD - (DL400A-9) Wire Drawing Machines,
RBD - (DL400-11) Wire Drawing Machines and RBD - (DL400-13) Wire
Drawing Machines.
1. (RBD - (DL-400-7) Wire Drawing Machine)
MODEL DL 400 7
Wire inlet size MAX 8.0 MM
Wire finished dia 2.6 3.5 MM
Max speed 1000 M / MIN
Die size MAX 55 MM
Elongation 42 % - 21 %
Capstan dia 400 MM
Fix speed capstan dia 400 MM
Main motor power AC 132 KW
Fix speed motor power AC 55 KW
Rotation dia motor power AC 400 W
Pump motor power 1.1 KW
Page | 53
2. (TH5000 AC Wire Drawing Machine)
Providing the best range of Wire Drawing Machine - Horizontal Annealer

such as TH5000 AC Wire Drawing Machine and TH5000 DC Wire Drawing
Machine with effective & timely delivery.
MODEL TH 5000 AC
Wire size (mm) 1.2 3.5
Speed (m/min) Max 1500
Capstan dia 450 mm
Max voltage 55 AC
Max current 4300
Max power 283 KW
Stream generation power 18 KW
Overall dimension ( l x W x H ) 4.25 x 1.25 x 2.5
Net weight 4500 kg
Page | 54
3. (WF800 Wire Drawing Machine)
Our range of products includes Wire Drawing Machines - Coiler Machines

such as WF800 Wire Drawing Machine and WF650 Wire Drawing Machine.
Page | 55
MODEL WF 800
Wire size (mm) 1.2 4.0
Speed (m/min) Max 1200
Coiler dia (min) 800 mm
Taking up stand size 580 x 1050 x 1600
Taking up stand capacity Max 1800 kg
Coiler motor power AC 15 kw
Spooling motor power 0.75 kw
Overall dimension (L x W x H ) 4.28 x 3.8 x 4.55 M
Net weight 5000 kg
4 ( QDX 40 Annealing and Tinning Machine )
Our range of products include - Annealing and

Tinning machines such as QDX 40 Annealing and Tinning Machine.
Page | 56
MODEL QDX 40
Application Annealing &tinning of cooper wire
Number of wires processed 40
Wire to processed 0.08 0.32 mm
Max Wire Speed 300 m/min
Pay Off Curl flyer of constant tension pay - off
Tinning mode Single / double furnace with hot dip with

Dies.
Pay off bobbin size 300 mm
Taking up mode Single bobbin torque take - up
Soften mode Water seal electrical heating continuous

softens.
Taking up bobbin size
PT 10 PT 25
Installed motion power
14 kw
Installed heating power
35 kw
Page | 57
5.3 Parovi system present & future
Since its corporatisation in 1994.parovi system has been actively providing

machines in India and outside India efficiency of the company has
drastically improved from the days when the company started parovi system
also unveiled very cost effective machines which are used in wire
manufacturing industry the target of parovi system are small and big wire
manufacturer all over in country.
The future parovi system is bright because the client are satisfied from the
services provided by the parovi system and the customers of parovi system
is increasing to compare with some previous year in future the parovi system
brings new technology for wire manufacturer in India to make wire in
effective and efficient way. In future the parovi system increases their
customer care services to provide satisfaction to their customer so, the future
of parovi system is bright but there are some challenges in future also.
Challenges:
Presently there is an intense competition in Indian wire industry sector and

various other companies are rolling out attractive schemes and other pro-
grammes that attract customers although in recent past there have been
tremendous improvement in working of parovi system but still it is much
below the industry expectations.
The main challenge is increasing competition in Indian market and to
complete this challenges the parovi system increase their customer care
services and make effective objectives to fulfill the future needs of wire
manufacturer.
Page | 58
5.4 VISION & MISSION
To become the largest exporter and manufacturer of machines which

are used in wire industry.
MISSION
1. To provide world class technology to its

2. customer's on demand at competitive prices
3. To provide a good customer's care services
4. fulfill the needs of customer's
5. 5 OBJECTIVES:
5. To build a high degree of customer confidence by sustaining quality

and Reliability in services.
6. Plantation of tress to make environment green

.
7. To raise necessary financial resources for its development needs.
8. To improve the quality of present services being given to customer.
9. To increase accessibility of services by providing a good customer care

services.
Page | 59
PRODUCT'S
1. Wire drawing machine
-RBD - (DL400-11) Wire Drawing Machines.

-ZLT250/17 Wire Drawing Machine.
2. Waste cable stripping machine
-Waste Cable Stripper- STR-3

-Waste Cable Stripper- STR -8
-Waste Cable Stripper- STR-E
-Waste Cable Stripper- STR-1
3. plug tester
4. coiling machines
-Fully Automatic Coiling Machine C-0836

-Mesh Coiling Machine
Page | 60
5. high speed extruder's line
-High Speed Extruder Line - Building Wire

-Teflon Extruder's
-Auxiliary/ Pilot Extruder's
-Electrical and Electronic Wire Extrusion Line
-3 Layer Winding Wire Extruder Line
-Industrial and Power Cable Extruder's
6. cold weld tools and dies
-Hand Held Cold Welder-PD-10

-Hand Held Cold Welder-PD 2
-Bench Cold Welder- P2-B
-Cold Weld Tool Dies
-Cold Weld Tool Dies
7. waste grinder crusher
-Waste Grinder CD-180-E

-Waste Grinder CD-250-E
8. hopper dryer
-Hopper Drier PA-HD25

-Hopper Dryer PA-HD50
Page | 61
5.6 SWOT ANALYSIS
(Strength / Weakness / Opportunities / Threats)
Strength
The wire industry sector is poised for continued high growth and our
company is well placed to benefit from this phenomenon Parovi System is
a well-established company providing all kind of technical Solution to
wire manufacturer throughout the country. The widest network Reach of
the company is its USP.
Weakness
Parovi System has no any major weakness in the business but there are
some small weakness is existing. It's common in every business.
Opportunities
Having a good technical solution provider it is easy for company to enter
into Any area in wire industry sector. Parovi system has vast range of
product as well as better technical solution to wire manufacturers it
makes to deal with any kind of customer. Now it has also opportunities in
global and national level.
Threats
The company operates in an industry, which is highly competitive and
faces intense competition from other technical solution provider who
enjoys certain Advantages in their procurement as well as selection of
technology.
Page | 62
5.7
Literature Review
Page | 63
QUALITY OF WORK LIFE
Page | 64
QUALITY OF WORK LIFE
QWL can be defined as "The quality of relationship between employees and

the total working environment within an organization. Quality of Working
Life is a term that had been used to describe the broader job-related
experience an individual has.
According to J Richard and J Loy QWL isThe degree to which members of
a work organization are able to satisfy important personnel needs through
their experience in the organization.
The aim of QWL is to respond to employee needs for developing

mechanisms to allow them to share fully in making the decisions that
design their lives at work. Quality of work life (QWL) is viewed as an
alternative to the control approach of managing people. The QWL approach
considers people as an asset' to the organization rather than as costs'. It
believes that people perform better when they are allowed to participate in
managing their work and make decisions.
Quality of Work Life (QWL) is both a goal and an on-going process for
achieving it. As a goal, QWL is the commitment of any organization to work
improvement the creation of more involving, satisfying and effective jobs
and work environment for people at all levels of the organization. As a
process, QWL calls for efforts to realize this goal through the active
involvement of people throughout the organization. It may help to think of
QWL as an umbrella concept that encompasses literally dozens of specific
interventions that have a common goal of humanizing the work place. The
safe work environment provides the basis for the person to enjoy working.
The work should not pose a health hazard for the person. The employer and
employee, aware of their risks and rights, could achieve a lot in their
mutually beneficial dialogue.
Work represents such a role in life which has been designated to it by the
person himself. On the one hand work is an earning of ones living for the
family, on the other hand it could be a self-realization providing enjoyment
and satisfaction.
This approach motivates people by satisfying not only their economic needs
but also their social and psychological ones. To satisfy the new generation
Page | 65
workforce, organizations need to concentrate on job designs and
organization of work. Further, today's workforce is realizing the importance
of relationships and is trying to strike a balance between career and personal
lives.
Successful organizations support and provide facilities to their people to

help them to balance the scales. In this process, organizations are coming up
with new and innovative ideas to improve the quality of work and quality of
work life of every individual in the organization. Various programs like flex
time, alternative work schedules, compressed work weeks, telecommuting
etc., are being adopted by these organizations.
Technological advances further help organizations to implement these

programs successfully. Organizations are enjoying the fruits of
implementing QWL programs in the form of increased productivity, and an
efficient, satisfied, and committed workforce which aims to achieve
organizational objectives. The future work world will also have more
women entrepreneurs and they will encourage and adopt QWL programs. It
is a process to identify and implement alternative programs to improve the
quality of professional as well as personal life of an organizations
employees.
QWL HISTORICAL BACKGROUND
Various authors and researchers have proposed models of Quality of

working life which include a wide range of factors. Selected models are
reviewed below.
Hackman and Oldham (1976) 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 have 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
Page | 66
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.
Warr 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, War found evidence for a
moderate association between total job satisfaction and total life satisfaction
and happiness, with a less strong, but significant association with self-rated
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.
Mirvis and Lawler (1984) 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 Jamal also
Page | 67
explored routinisation of job content, suggesting that this facet should be
investigated as part of the concept of quality of working life.
Some have argued that quality of working life might vary between groups of
workers. For example, Ellis and Pompli (2002)(10) 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.
Sirgy; (2001)(11) 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 behavior, Need
satisfaction based on Ancillary programmers, 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, correlation analyses, with opinions
varying as to whether such definitions and explanations can be both global,
or need to be specific to each work setting.
Bearfield, (2003) used 16 questions to examine quality of working life, and

distinguished between causes of dissatisfaction in professionals,
intermediate clerical, sales and service workers, indicating that different
concerns might have to be addressed for different groups.
The distinction made between job satisfaction and dissatisfaction in quality

of working life reflects the influence of job satisfaction theories. 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
Page | 68
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.
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 andWarr, Cook & Wall, 1979).
It has generally been agreed however that Quality of Working Life is

conceptually similar to well-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.
MEASUREMENT
There are few recognized measures of quality of working life, and of those that exist few
have evidence of validity and reliability, that is, there is a very limited literature based on
peer reviewed evaluations of available assessments. A recent statistical analysis of a new
measure, the Work-Related Quality of Life scale (WRQoL), indicates that this
assessment device should prove to be a useful instrument, although further evaluation
would be useful.
The WRQoWL measure uses 6 core factors to explain most of the variation in an
individuals quality of working life: Job and Career Satisfaction; Working
Conditions; General Well-Being; Home-work interface; Stress at Work and Control
at Work.
Page | 69
The Job & Career Satisfaction Job and Career satisfaction scale of the Work-Related
Quality of Life scale is said to reflect an employees feelings about, or evaluation of, their
satisfaction or contentment with their job and career and the training they receive to do it.
Within the WRQoL measure, JCS is reflected by questions asking how satisfied people
feel about their work. It has been proposed that this Positive Job Satisfaction factor is
influenced by various issues including clarity of goals and role ambiguity, appraisal,
recognition and reward, personal development career benefits and enhancement and
training needs.
The General well-being scale of the Work-Related Quality of Life scale (WRQoL), aims
to assess the extent to which an individual feels good or content in themselves, in a way
which may be independent of their work situation. It is suggested that general well-being
both influences, and is influenced by work. Mental health problems, predominantly
depression and anxiety disorders, are common, and may have a major impact on the
general well-being of the population. The WRQoL factor assesses issues of mood,
depression and anxiety, life satisfaction, general quality of life, optimism and happiness.
The WRQoL Stress at Work sub-scale reflects the extent to which an individual
perceives they have excessive pressures, and feel stressed at work. The WRQoL SAW
factor is assessed through items dealing with demand and perception of stress and actual
demand overload. Whilst it is possible to be pressured at work and not be stressed at
work, in general, high stress is associated with high pressure.
The Control at Work subscale of the WRQoL scale addresses how much employees
feel they can control their work through the freedom to express their opinions and being
involved in decisions at work. Perceived control at work as measured by the Work-
Related Quality of Life scale (WRQoL) is recognized as a central concept in the
understanding of relationships between stressful experiences, behaviour and health.
Control at work, within the theoretical model underpinning the WRQoL, is influenced by
issues of communication at work, decision making and decision control.
The WRQoL Home-Work Interface scale measures the extent to which an employer is
perceived to support the family and home life of employees. This factor explores the
interrelationship between home and work life domains. Issues that appear to influence
employee HWI include adequate facilities at work, flexible working hours and the
understanding of managers.
The Working Conditions scale of the WRQoLassesses the extent to which the
employee is satisfied with the fundamental resources, working conditions and security
necessary to do their job effectively. Physical working conditions influence employee
health and safety and thus employee Quality of working life. This scale also taps into
satisfaction with the resources provided to help people do their jobs.
Page | 70
FOR HR STRATEGY
As far as HR involvement is concerned, there needs to be a time and place to hear

peoples needs. Be interested in their lives away from work. EX: Be aware of
anniversaries, birthdays, births of babies, illnesses in the family and more. (Sending cards
or announcements on bulletin boards.) People want to be appreciated and noticed. Giving
people time to attend important events in their life away from work will have a positive
effect on them as well as the business. As a company gives attention to this the employee
is more willing to work smarter keeping in mind that the company cares about me and
that they should care about the company. While making sure that the employee has
enough time to meet his social requirement, the quality of life at the work place itself can
be improved through simple HR initiatives. For instance - arranging short trips or annual
sports events etc. This would let the employee take-off his mind from work for once and
enjoy himself with his colleagues. Itll also be a good team building exercise. Again,
introducing performance rewards and giving of monetary benefits like insurances,
medical reimbursement, and schemes for family will also help motivate an employee to
perform better. The better your HR policies are, lesser will be your attrition rate. In fact,
if HR practices offer a good quality of life to employees, it should always publicize.
There are many institutes giving HR awards. You can apply to them and get you
companys HR policies recognized. Eg: SAILs HR excellence award.
JOB SATISFACTION
Job satisfaction has been defined as a pleasurable emotional state resulting from the
appraisal of ones job; an affective reaction to ones job; and an attitude towards
ones job.
Weiss (2002) has argued that job satisfaction is an attitude but points out that researchers
should clearly distinguish the objects of cognitive evaluation which are affect (emotion),
beliefs and behaviors.
Job satisfaction describes how content an individual is with his or her job. There are a
variety of factors that can influence a person's level of job satisfaction; some of these
factors include the level of pay and benefits, the perceived fairness of the promotion
system within a company, the quality of the working conditions, leadership and social
relationships, and the job itself (the variety of tasks involved, the interest and challenge
the job generates, and the clarity of the job description/requirements.
Two-Factor Theory (Motivator-Hygiene Theory)

Frederick Herzbergs two factor theory (also known as Motivator Hygiene Theory)
attempts to explain satisfaction and motivation in the workplace. This theory states that
satisfaction and dissatisfaction are driven by different factors motivation and hygiene
factors, respectively. Motivating factors are those aspects of the job that make people
want to perform, and provide people with satisfaction, for example achievement in work,
recognition, promotion opportunities. These motivating factors are considered to be
intrinsic to the job, or the work carried out. Hygiene factors include aspects of the
Page | 71
working environment such as pay, company policies, supervisory practices, and other
working conditions. Furthermore, the theory does not consider individual differences,
conversely predicting all employees will react in an identical manner to changes in
motivating/hygiene factors.
WORK LIFE BALANCE

Work life and personal life are the two sides of the same coin.
Sometimes employees have to make tough choices even when their work and personal
life. Traditionally creating and managing a balance between the work-life was considered
to be a woman's issue. But increasing work pressures, globalization and technological
advancement have made it an issue with both the sexes.
Work life and personal life are inter-connected and interdependent. Spending more time
in office, dealing with clients and the pressures of job can interfere and affect the
personal life, sometimes making it impossible to even complete the household chores.
Work-personal life conflict occurs when the burden, obligations and responsibilities of
work and family roles become incompatible. Obligation of one can force an individual to
neglect the other.
Changing & increasing work pressures

Now professionals find themselves working even when they are on vacations.
The ever-increasing working hours leave the individuals with less time for themselves
and to pursue his hobbies or leisure activities. This hinders the growth of the person as an
individual in terms of his personal and spiritual growth.
Reasons of imbalance
There are various reasons for this imbalance and conflicts in the life of an employee.
Individual career ambitions
Pressure to cope up with family or work
The speed of advancement of information technology
The increasing competition in the talent supply market
"Performance-Driven" culture creates pressures
Effects
Constant struggle and effort to maintain a balance between the work and personal life can
have serious implications on the life of an individual. The pressures of the work or
personal life can lead to stress which can take a toll on the person's health both
physiologically and psychologically. Heart ailments, cardiovascular problems, sleep
disorders, depression, irritability, jumpiness, insecurity, poor concentration and even
nervous breakdowns are becoming common among the victims of such imbalance.
Pressure, stress or tension in work life can lead to bad social life and vice versa
Balancing life and wok assumes relevance when both husband and wife are employed.
Travails of a working housewives are more than a working husband. Work life balance is
becoming a major challenge for them as more women are taking up jobs to add to
Page | 72
finances of their families or to become careerists. The number is growing as more girls
are coming out of colleges and universities with degrees in their hands.
Organizations should undertake work-life balance programmes, as in their absence men

and women will be exposed to stress, depression and anxiety. Programmes aiming at
work-life balance includes the following:
Childcare at or near the workplace.

Job sharing
Care for sick children and employees
On-site summer camp
Training supervisors to respond to work and family needs of employees
Flexible working schedules
Sick leave policies
Variety of errands from dry cleaning, dropping children at schools, making dinner
reservations and the like.
The organizations that have developed work-life programmes have found happier and
more productive employees.
BENEFITS OF IMPROVING WORK-LIFE BALANCE
Aiding employee recruitment and retention
More employees may stay on in a job, return after a break or take a job with one
company over another if they can match their other needs better with those of their paid
work.
This results in savings for the employer avoiding the cost of losing an experienced
worker and recruiting someone new.
Employers who support their staff in this way often gain the bonus of loyalty from
those staff.
The British Work-Life Balance Study 2000, including a representative survey of 2500
workplaces, found that 58 per cent of employers thought that work-life balance practices
had improved staff motivation and commitment, and 52 per cent thought labour turnover
and absenteeism were lower, and that they helped retain female employees. The
Australian 2002 Benchmarking Study found that organisations implementing work-life
strategies and evaluating them observed reduced turnover, absenteeism, and increased
return from parental leave.
Page | 73
Reducing absenteeism
Many companies that have introduced family-friendly or flexible working practices

have seen benefits through reductions in absenteeism. Sickness rates may fall as
pressures are managed better, while employees may have better methods of dealing with
work-life conflicts than taking unplanned leave.
Workers (including their managers) who are healthy and not over-stressed may be more
efficient.
Improving the quality of people's working lives
Minimizing work-life role conflict can help prevent role overload and help people have
a more satisfying working life, fulfilling their potential both in paid work and outside it.
Work life balance can minimize stress and fatigue at work, enabling people to have
safer and healthier working lives. Workplace stress and fatigue can contribute to injuries
at work and at home.
Self-employed people control their own work time to some extent. Most existing
information on work-life balance is targeted at those in employment relationships.
However, the self-employed too may benefit from maintaining healthy work habits and
developing strategies to manage work-flows which enable them to balance work with
other roles in their lives.
Matching people who wouldnt otherwise work with jobs
Parents and carers, people with disabilities and those nearing retirement are among
those who may increase their workforce participation if more flexible work arrangements
are possible. Employment has positive individual and social benefits beyond the financial
rewards.
Page | 74
Employers may also benefit from a wider pool of talent to draw from this is
particularly to their benefit when skill shortages exist.
The Baseline Study of Work-Life Balance Practices in Great Britain found that there
was strong demand amongst lone parents, carers and disabled people for flexible working
time arrangements.
Benefiting families and communities
In a situation of conflict between work and family, one or other suffers. Overseas
studies have found that family life can interfere with paid work, and the reverse. At the
extreme, if family life suffers this may have wider social costs.
Involvement in community, cultural, sporting or other activities can be a benefit to

community and civil society at large. For instance, voluntary participation in school
boards of trustees can contribute to the quality of our children's education. While such
activities are not the responsibility of individual employers, they may choose to support
them actively, since community activities can demonstrate good corporate citizenship, as
well as helping develop workers' skills which can be applied to the workplace.
WORK ENVIRONMENT
Perfect work environment is the one which provides a feeling that organization is second
home to the employee. Organization environment includes
Culture
Company reputation
Qualityof people in the organization
Employeedevelopmentandcareergrowth
Risktaking
Cutting-edge technologies
Trust
Page | 75
TYPES OF ENVIRONEMENT EMPLOYEE NEEDS IN ORGANIZATION
learning organization: It includes continuous learning and improvement of individual,

certifications, and provision for higher studies etc.
Supportenvironment: Organization can provide support in the form of work life
balance, which includes flexible hours, telecommuting, dependent care, alternative work
schedules, vacations, and wellness.
Work environment includes efficient managers, supportive co-workers, challenging

work, involvement in decision making, clarity of work and responsibilities and
recognition. Employees want to work in the organization which provides such type of
work environment:
Appreciation for the work done

Opportunities to grow
Friendly and cooperative
The above all points stressed are essential to improve the quality of work life. Lack of
such environment pushes the employees to look for new opportunities. The environment
should be such that the employee feels connected to the organization in every respect. It
is about managing people. If an organization manages people well, employee retention
will take care of itself. Organizations should focus on managing the work environment to
make better use of human assets. Conditions in the work environment should be the one
where employees have freedom from fear of losing their jobs. A system must be created
in which there are healthy working conditions with optimum financial security.
With a view to tackle job boredom, modern organizations have been experimenting with
several forms of alternate work schedules such as four-day work week, flexi-time, and
part-time work. Compressed work week is a work schedule in which a trade is made
between the number of hours worked per day and the number of days worked per week,
or order to work the standard length hours-four days, 10-hours each day or three day, or
12-hours each day are example of QWL schedule. Increased productivity, lower unit
labor costs, and improved morale have been attributed to flexi-time.
MEASURES TO IMPROVE WORK ENVIRONMENT AT WORK
Neighborhood cleanliness and safety.

Housekeeping; up keeping of premises- compound walls, lawns, gardens, passages and
doors, white washing of walls and floor maintenance.
Workshop cleanliness and sanitation, temperature, humidity, ventilation, lighting,
elimination of dust, smoke, fumes, and gases.
Control of effluents.
Comfort and control during work that is operatives posture, seating arrangements.
Distribution of work hours and provision for rest hours, meal times and breaks.
Workmens safety measures.
Notice boards; posters, pictures, slogans; information and communication.
Page | 76
CONVENIENCES
Rest rooms, wash basins, bathrooms, provision for spittoons; waste disposal.
Provision for clean drinking water and water coolers.
Canteen services: full meals, mobile canteens.
Management of workers cloak room, rest rooms, reading room and library.
STRESS
Stress is a dynamic condition in which an individual is confronted with an opportunity,
constraints, or demand related to what he desires and for which the outcome is perceived
to be both uncertain and important.
Stress is the general term applied to the pressures people feel in life. The presence of
stress at work is almost inevitable in many jobs. Stress is an individuals response to a
disturbing factor in the environment and the consequence of such reaction. It is response
to an external situation that results in physical, psychological, or behavioural deviations.
The physical or psychological demands from the environment that cause stress are called
stressors. Stress can manifest itself in both a positive or negative way. Stress is said to be
positive when situation offers an opportunity for one to gain something. Eustress is the
term used to describe positive stress. But negative stress is when the pressure begins to
built up, it can cause adverse strain on the ones emotions, thought process, and physical
conditions. When stress becomes excessive, employees develop various symptoms of
stress that can harm, their job performance and health, and even threaten their ability to
cope up with the environment like mental disturbance, anxiety, depression, heart disease,
increased cholesterol, blood pressure, drug addict, smoker, organizational and emotional
problems.
POTENTIAL CAUSES OF STRESS
Organizational forces
Page | 77
Pressures to avoid errors or complete tasks in a limited time period, overload work,
demanding and insensitive superior, and unpleasant co-workers are few examples.
Task demands are factors related to a persons job. They include the design of the
individuals job autonomy, task variety, degree of automation, working conditions, and
physical work layout. Assembly lines can put pressure on people when their speed is
perceived as excessive, the more interdependence between the persons tasks of others,
the more potential stress there is. Autonomy on the other hand, tends to lessen stress.
Jobs, where temperatures, noise, or other working conditions are dangerous or
undesirable, can increase anxiety, so, too working in an overcrowded room or in a visible
location where interruptions are constant.
Role demands
Relates topressures placed on a person as a function of the particular role he or she plays
in the organization. Role conflicts create expectations that may be hard to reconcile or
satisfy. Role overload is experienced when the employee is expected to do more than
time permits. Role ambiguity is created when role expectations are not clearly understood
and the employee is not sure what he is to do.
Interpersonal demands:
Theseare pressures created by other employees. Lack of social support from colleagues
and poor interpersonal relationships can cause considerable stress especially among
employees with a high social need.
Organization structure
Defines the level of differentiation in the organization, the degree of rules and
regulations, and where decisions are made. Excessive rules and lack of participation in
decisions, that affect an employee, are examples of structural variables that might be
potential sources of stress.
Organizational leadership:
Represents the managerial style of the organizations senior executives. Some chief
executive officers create a culture characterized by tension fear and anxiety. They
establish unrealistic pressures to perform in the short run, impose excessively tight
controls, and routinely fire employees.
INDIVIDUAL FACTORS
These factors include family issues, personal economic problems, and inherent
personality characteristics.
Page | 78
Family Issues distresses are the marital difficulties, breaking off a relationship and
discipline troubles with children that create stress of employees and they arent left at
front door when they arrive at work.
Economic problems created by individuals overextending their financial resources are
another set of personal troubles that can create stress for employees and distract their
attention from their work.
Role overload with too much work causes stress to an employee.
Role conflicts occur when people face competing demands.
Task characteristics: Tasks are more stressful when they involve the decision-making,
monitoring equipments, or exchanging information with others. Eg traffic congestion is
major stressor for sales people and drivers. Night shift workers face health risks and
stress for sleeping patterns, emotional problems, and sometimes little social support.
STRESS MANAGEMENENT STRATEGIES
Individual approach: An employee can take personal responsibility for reducing his
stress level. Individual strategies that have proved effective are:
Time management: Many people manage time poorly. The things they have to
accomplish in any given day are not necessarily beyond completion if they manage their
time properly. Time management includes
making daily list of activities to be accomplished
prioritizing activities by importance and urgency
scheduling activities according to priorities set
Know daily cycle and handle the most demanding part of job during high part of cycle
when most alert and productive.
Physical exercise: Aerobics, jogging, swimming can be used as a way to deal with
excessive stress levels.
Relaxation training: Meditation, hypnosis, and bio-feedback. The biofeedback is a
machine used to train the employees to detect and control stress related symptoms such as
tense muscles and increased blood pressure. The objective is to reach at deep relaxation
when one feels physically relaxed somewhat detached from body sensations. Deep
relaxation releases tension and provide a person with pronounced sense of peacefulness.
Social support: Having friends, family, or work colleagues talks provides an outlet
when stress level becomes excessive. A social support network can reduce the tension
considerably.
Page | 79
ORGANIZATIONAL APPROACH
Job redesign: Redesigning jobs to give employees more responsibilities, more

meaningful work, more autonomy and increased feedback can reduce stress, because
these factors give the employee greater control over work activities and lesser
dependence on others. But this fact is also true that not all employees want enriched jobs.
The right job design, then for employees with a low need for growth might be less
responsibilities and increased division of labour.
Goal setting: Individuals perform better when they have specific and challenging goals
and receive feedback on how well they are progressive toward these goals. The use of
goals can reduce stress as well as provide motivation. Specific goals that are perceived as
attainable, clarify performance expectations. Additionally, goal feedback reduces
uncertainties as to actual job performance. The result is less employee frustration, role
ambiguity, and stress.
Organizational communication: Increased formal communication with employees
reduces uncertainties by lessening role ambiguity and role conflicts. Effective
communication can be used as a means to shape employee perception.
Participative decision making: Role stress is detrimental to a large extent because
employees feel uncertain about goals, expectations, how they will be evaluated and the
like. By giving these employees a voice in those decisions that directly affects their
performance management can increase employee control and reduce this role stress. So,
managers should consider increasing employee participation in decision making.
Changes in work schedules, more flexible hours and sabbaticals.
Workshops dealing with role clarity and role analysis.
EMPLOYEE ASSISTANCE PROGRAMS
EAP are designed to deal with a wide range of stress related problems both work and
work related. EAP tend to be based on medical approach to treatment and involves the
following:
Diagnosis: Employees with a problem ask for help. EAP staff attempts to diagnose the
problem.
Treatment: Counseling or supportive therapy is provided. If in-house EAP staff are
unable to help then may be referred to appropriate professionals.
Screening: Periodic examination of employees in highly stressful jobs is provided to
detect early indicators of problems.
Prevention: Education and persuasion are used to convince employees at high risk that
something must be done to assist them in effectively coping with stress.
Page | 80
GENERAL WELL BEING OF EMPLOYEES
A glance at various organizational websites and annual reports reveal that lack of a
comprehensive health plan for the employees has resulted in indirect, recurring losses for
companies. A sizeable portion of employees suffer from health problems that are mostly
work generated and that well-planned, comprehensive health promotion programmes can
help in reducing such ailments. This would in turn pave the way for rise in overall
productivity. While at first, corporations may appear to benefit from workers added
effort during long, stress-filled days, rising health care premiums may show otherwise.
One study based on the Multiple Risk Factor Intervention Trial, for instance, showed men
who skipped their annual vacation were more likely to die from coronary heart disease
than were couch potatoes or smokers who do get away for a little annual rest and
relaxation, wrote Wendy D Lynch in Business Health about the American work
scenario. The scene back home is also not good. Taking cue from the workaholic west
born companies, Indian corporate houses too can be seen flooded with over-stressed
employees trying to attain strength from their cups of coffee and puffs of cigarettes.
Many employees report for work on time and work for unlimited hours that the company
stands to earn more if employees put in additional work hours are only a myth.
Problems Galore
Poor eyesight, spondylitis, discomfort, fatigue, tension, depression, irritability and
obesity are only a few of the problems. Lack of care can lead to long-term ailments,
wherein not only the person concerned, but his entire family has to suffer. Another
problem that has a direct implication on the employees psyche is lack of a feeling of
belonging to his/her organization. There is much more an employee expects from his
organization, beyond a work-salary relationship. A sense of attachment to his company is
very important, opine employees by and large. Agrees Prof B M Hedge, Vice-
Chancellor, Mani pal Academy of Higher Education, Japan has the lowest rate of heart
attacks in the world. One of the reasons is the absence of differences between the boss
and workers. So a sense of belonging helps! Health education programmes improves
overall productivity and quality of employees. Companies might do a lot for the medical
care of employees, but precious little for preventive healthcare, says DrPrathap Reddy,
Page | 81
chairman, Apollo Hospitals Group, stressing on the importance of preventive healthcare
for diseases like cancer and heart attack.
The Right Approach

Most human resources managers and corporate directors intuitively understand that
neither the sleep-deprived employee nor her caffeine-powered manager who hasnt taken
a day off in three years is working at peak capacity. But what is peak? Lacking a
definition, Americans have fallen into the more is better rut, with untold implications
for their health, says Lynch. Employers should realize the fact that more work-hours
need not necessarily mean more output, to maintain that, they need to adopt their
employees well-being as a business strategy. It is very important to allocate not only an
appropriate budget for the companys healthcare plan. With an appropriate budget for the
companys healthcare activities in place, it is also imperative that a professional set-up
and approach be followed for the implementation of the same. In other words, the
healthcare vision must be total - promotive, preventive and curative, says Captain
DrRakeshDullu, deputy manager health and medical services, Hero Honda.
At the same time, we must not lose sight of the fact that if we are able to take care of the
families health too, we are actually reducing the stress of the employees and can expect
better productivity and quality from them, he adds. But according to the current scenario
there are only countable organizations that have any health plans for their employees
families. Ideally, the focus should be on prevention rather than cure. Small things like
low-fat balanced meals in cafeterias and occasional serving of fresh fruits or juices can go
a long way in helping the workers maintain a healthy mind and body. However, this is
not the least a company can do. Considering the long working hours, die hard
competition and mounting pressure, experts suggest a few must haves for any
organization:
Workers health services: Health centre, dispensary, dispensary, ambulance, emergency
aid, medical examinations for workers, health education, health research, and family
planning services.
Visiting doctor: Right advice at the right time saves both time and money. A good doctor
not only prescribes medicines but also counsels his patients to a state of wellness. Many
Page | 82
ailments like back pains, etc. which go unattended till the time they dont start disrupting
the day to day work (and hence work output) can be resolved in the very start.
Sports events or recreation: Such activities do not give a break from work but also help
in re-energizing the mind. In short, they keep ones mind and body fit.
Health club facilities/ Gym: Big companies like GE, LG, and Infosys etc. have a well-
equipped gym for their employees. Such a facility not only helps a person keep fit, but
also serves as a de-stressing factor.
Right infrastructure: Ergonomics of the furniture, user-friendly computers, right air-
conditioning and amount of light, height of roof, space around the work area, are all
factors that affect the health and therefore the productivity of an individual.
Page | 83
QWL
INTERVENTIONS
BY
ORGANIZATIONS
Page | 84
QWL INTERVENTIONS
QWL THROUGH EMPLOYEE INVOLVEMENT (EI)
One of the most common methods used to create QWL is employee involvement.
Employee involvement (EI) consists of a variety of systematic methods that empower
employees to participate in the decisions that affect them and their relationship with the
organization. Through (EI), employees feel a sense of responsibility, even ownership of
decisions in which they participate. To be successful, however, EI must be more than just
a systematic approach; it must become part of the organizations culture by being part of
managements philosophy. Some companies have had this philosophy ingrained in their
corporate structure for decades; Hewlett-Packard, IBM, General Motors, Ford, etc.
Pygmalion Effect
The implications for managers and human resource specialists are to create an
organizational culture that truly treats people as though they are experts at their jobs and
empowers them to use that expertise. When management does this, a Pygmalion effect
may result, which occurs when people live up to the high expectations that others have of
them. If management further assumes that people want to contribute and seek ways to tap
that contribution, better decisions, improved productivity and a higher QWL are likely.
A wide variety of companies have undertaken interventions to create employee
involvement or improved QWL. Examples include Motorolas participative management
approach, Boeings tiger teams, etc.
Boeings Tiger Teams
Boeing uses a single-focus task force approach called tiger teams.

Generally these teams are assembled to solve some production-delaying
problem that the supervisor and employees cannot overcome. Various
approaches to team building share a common underlying philosophy.
Quality Circles
Groups of people usually are better at solving problems than an individual.
And circles
Quality even though
are smallthe purpose
groups of these
of employees approaches
who meet regularly may be tocommon
with their find a
solution,
leader a by-product
to identify is improved
and solve work-relatedquality of work
problems. life.circle is a participative
Quality
Page | 85
management approach. They are a highly specific form of team building, which are
common in Japan and gained popularity in North America in the late 1970s and early
1980s. This effort began as a quality improvement program but has since become a
routine procedure and a cornerstone of QWL efforts.
MEANING AND CONCEPT

A quality is a voluntary group of people who meet together on a regular basis to
identify, analyze and solve quality, productivity, cost reduction, safety and other
problems in their work area leading to improvement in their performance and enrichment
of their work life. The generally regarded ideal size of a quality circle is around ten
members. As every member of the circle is expected to actively participate in the Quality
circle meetings. Ideally members of a particular circle should be from the same work area
or who do similar work so that problems they discuss will be familiar to all of them.
When employees are allowed to select the problems they want to work on, they are likely
to be more motivated to find solutions. And they are also more likely to be motivated to
stay on as members of the circle and solve additional problems in the future.
STEP 1 Identification of problem the members may be able to find several problems
in their areas like quality, productivity, cost reduction, housekeeping, and safety are some
of the general categories of problems which may be identified by quality circles.
Techniques such as brain storming may be used.
STEP 2 Problem selection When several problems are identified, a selection of

problem for further process of the quality circle may become necessary.
STEP 3 Problem analysis The circle members analyse the selected problems. If
needed, the circle may take the assistance of experts and consultants.
STEP 4 Recommendations to the top management The circle makes its

recommendations to its departmental heads in the first instance, normally once in 7-8
weeks, and selected cases of all circles are presented to the top management, normally
once in 2-3 months.
Page | 86
Sociotechnical Systems
Another intervention to improve QWL is the use of sociotechnical systems.
Sociotechnical systems are interventions in the work situation that restructure the work,
the work groups, and the relationship between workers and the technologies they use to
do their jobs. More than just enlarging or enriching a job, these approaches may result in
more radical changes in the work environment.
Job Redesign
It refers to the change of tasks or the way work is performed in an existing job. It results
in modifying employees job responsibilities and tasks. It involves
Job Simplification: It involves simplifying a job. It may involve eg frequent use of time
and motion studies.
Job enrichment takes a different approach by adding more motivators to make a job to
make it more rewarding. It was developed by Frederick Herzberg on the basis of his
studies that most effective way to motivate workers was by focusing on their higher-order
needs. It increases the challenge at work and make it more interesting. It also increases
the personal freedom and autonomy of the employees and hence job satisfaction.
Applying Job Enrichment

Viewed in terms of Herzbergs motivational factors, job enrichment occurs when the
work itself is more challenging, when achievement is encouraged, when there is
opportunity for growth and when responsibility, feedback and recognition are provided.
However, employees are the final judges of what enriches their jobs. All that
management can do is gather information about what tend to enrich jobs, try those
changes in the job system and then determine whether employees feel that enrichment
has occurred. In trying to build motivational factors, management also gives attention to
maintenance factors. It attempts to keep maintenance factors constant or higher as the
motivational factors are increased. If maintenance factors are allowed to decline during
Page | 87
an enrichment program, then employees may be less responsive to the enrichment
program because they are distracted by inadequate maintenance. The need for a systems
approach in job enrichment is satisfied by the practice of gain sharing.
Since job enrichment must occur from each employees personal viewpoint, not all
employees will choose enriched jobs if they have an option. A contingency relationship
exists in terms of different job needs, and some employees prefer the simplicity and
security of more routine jobs.
Autonomous Work Groups

A more common, albeit still rare, approach to employee involvement is the use of
autonomous work groups. These are teams of workers, without a formal company-
appointed leader, who decide among themselves most decisions traditionally handled by
supervisors. The key feature of these groups is a high degree of self-determination by
employees in the management of their day-to-day work. Typically this includes collective
control over the pace of work, distribution of tasks, organization of breaks, and collective
participation in the recruitment and training of new members. Direct supervision is often
necessary. QWL is more likely to improve as workers demand jobs with more behavioral
elements. These demands will probably emerge from an increasingly diverse and
educated work force that expects more challenges and more autonomy in its jobs such
as worker participation in decisions traditionally reserved for management.
Page | 88
Chapter - 6
Major Findings And Conclusion
FINDINGS
1. Almost 2/3 employees agree that they are satisfied with their Jobs.
2. Almost 70% of the employees satisfied with their working environment.
3. Almost 50% agree that they are able to maintain personal and professional lives
effectively.
4. Almost 78% employees do not feel stress at work and almost 80% are happy at
work.
5. Almost 60% agree that the company takes care of their General Well Being.
6. 4% of the employees strongly disagree, 5% disagree, 15% neither agree nor
disagree, 55% agree, and 21% strongly agree that their work gives them a feeling
of achievement.
7. 21% Never, 15% rarely, 17% sometimes, 31% often, and 16% always states that
they do yoga/meditation/exercise.
8. 1% Never, 6% Rarely, 25% Sometimes, 49% Often, and 19% Always states that
if a child care/crche is near workplace it will be beneficial.
9. 2% Never, 6% Rarely, 25% Sometimes, 48% Often, and 19% Always states that
support from colleagues helps them in balancing work life.
10. 3% Never, 12% Rarely, 10% Sometimes, 50% Often, and 25% Always think and
worry about work even if not at work.
CONCLUSION
Promotion policy dissatisfaction, companys not taking care of future career plans,
and no recognition for the work done are the reasons for not Job satisfaction among
the employees.
Majority agrees that support from colleagues helps them in maintaining work life
balance and if provided child care/crche near workplace it is going to helpful for
females.
The result of the Questionnaire indicates that overall employees are satisfied with the
Quality of Work Life at PAROVI SYSTEM and all those five factors affect the
Quality of their Work Life.
Page | 89
So, null hypothesis is being rejected as all of these factors affect and determines the
Quality of Work Life.
Page | 90
LIMITATIONS OF THE STUDY
The research exercise was conducted within a limited duration. So a detailed

study could not be made.
The result would be varying according to the individuals as well as time.
Some respondents hesitated to give the actual situation; they feared that
management would take any action against them.
The findings and conclusions are based on knowledge and experience of the
respondents sometime may subject to bias.
Page | 91
Chapter - 7
BIBLIOGRAPHY
Books Text
Kothari, C.R. ( Reprint Edition 2005), Research Methodology Methods and
Techniques, New Age International (P) Ltd., Publishers, Delhi, Pp -196-
205.
Aswathappa, K., (2010), Human Resource Management, McGraw Hill
Education, Publishers, Pp-145-150.
Gupta, C. B, (2006), Human Resource Management, Sultan Chand & Sons,
Pp-7.16-7.31.
Web-Sites
http://www.shrm.org/hrdisciplines/employeerelations/Pages/jobsat.aspx
http://www.surveymonkey.com/mp/job-satisfaction-survey/
http://www.yourarticlelibrary.com/employee-management/quality-of-work-life-
its-meaning-and-definition-employee-management/26112/
http://in.viadeo.com/en/search/rcl/in/PAROVI
SYSTEM%20Colors%20Pvt%20Ltd/en/
http://www.mbaskool.com/business-concepts/human-resources-hr-terms/2390-
quality-of-work-life-qwl.html
http://uva.ulb.ac.be/cit_courseware/research/chapter6.htm
Page | 92
Chapter 8
APPENDICES
QUESTIONNAIRE ON QUALITY OF WORK LIFE
Indications: Please tick 1 for strongly disagree; 2 for disagree; 3 for neither agree
nor disagree; 4 for agree; and 5 for strongly agree
Q. no Question /Statement 1 2 3 4 5
JOB SATISFACTION
1 My work gives me a feeling of achievement.
2 I am satisfied with the promotion policy of
my company.
3 My job utilizes my special skills and abilities.
4 The management appreciates my skills,
abilities, and performances.
5 My job has given me a feeling of status in
society.
6 I devote myself to the work.
7 My job to keeps me motivated.
8 I am adequately paid for the job I do.
9 My company takes care of my future career
plans.
10 I get recognition for the work I do.
WORK ENVIRONMENT
11 Working conditions are appropriate for
working effectively.
12 Due respect is given to an employee as an
individual.
13 Work environment encourages me to work
hard.
14 My fellow workers are very cooperative.
15 My supervisor offers new ideas for solving
job related problems.
16 I enjoy my all job related activities.
17 Organization tries to improve the working
conditions.
GENERAL WELL BEING
Page | 93
18 The companys medical facilities are
excellent.
19 Company has real interest in the welfare and
happiness of the employees.
20 I am satisfied with the retirement plans of the
company.
21 Maternity leave policies are excellent.
(Optional)
22 My company takes due care of every
employees health and wellness.
23 Sports and recreational activities should be
organized by our company occasionally.
Indications: Please tick 1 for Never; 2 for Rarely; 3 for sometimes; 4 for often; and
5 for always
WORK-LIFE BALANCE
24 I think and worry about work even when not
at work.
25 I miss spending quality time with family or
friends due to work pressure.
26 It will be helpful for me if I can work from
home.
27 Laptops/Internet use can help in doing work
from home.
28 Support from colleagues at work helps me in
balancing work-life.
29 If provided a child care/crche near
workplace it is going to be beneficial.
30 Bringing children at workplace occasionally
helps me.
1 2 3 4 5
STRESS AND HAPPINESS
31 My job makes me nervous.
32 The job difficulty usually brings me
sleeplessness.
Page | 94
33 I feel exhausted after daily work.
34 I feel happy at workplace.
35 I feel calm and peaceful at work.
36 I do meditation/yoga/exercise.
37 I feel stressed at work.
Page | 95

Edited

Caricato da

Informazioni sul documento

Titolo originale

Copyright

Formati disponibili

Condividi questo documento

Condividi o incorpora il documento

Opzioni di condivisione

Hai trovato utile questo documento?

Questo contenuto è inappropriato?

Copyright:

Formati disponibili

Edited

Caricato da

Copyright:

Formati disponibili

A Summer Training Report On

Analytical Study on Quality of Work life

Submitted in partial fulfillment of the requirements for the

Ms. Gunjan Budhlani

SANT HARI DASS COLLEGE OF HIGHER EDUCATION

I consider myself very fortunate to get the opportunity to conduct the

I am very much thankful to Mr. Amit mahajan for providing me the

I have gone through various sites, research books, magazines and

TO WHOMSOVER IT MAY COCERN

This is certifying that Mr. Gaurav kumar a student of B.COM (honours)

The project entitled Performance appraisal Embodies the original work

S.NO TOPIC PAGE

This project aims at studying quality of work life at PAROVI SYSTEMPvt.

Second chapter Literature Review contains information about the

Third chapter is the research methodology which contains scope of the

The forth chapter is the analysis and interpretation, which is shown

Fifth chapter may contain the project findings, limitation and

a. To assess the Job satisfaction among employees.

b. To assess the General Well Being care taken by company of the

c. To assess the work stress experienced by employees during work.

d. To assess the work life balances of the employees.

e. To assess the working environment.

3.2 Research design:

Sample size- 100 employees

Type of research-Exploratory research

3.3 Method of collecting data:

3.4 Method of analyzing data:

Q.1to Q.10. Its analysis is given as follows:

1. My work gives me a feeling of achievement

Strongly disagree Neither agree agree Strongly agree

Strongly Disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

Strongly Disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

Strongly Disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

Strongly Disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

Strongly Disagree Neither agree agree Strongly agree

Q.11 to 17 were used to assess the working environment.

11.Working conditions are appropriate for working effectively.

Strongly disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

care taken by the organization of its employees was assessed from

18.The companys medical facilities are excellent.

Strongly disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

Strongly disagree Neither agree agree Strongly agree

was determined from the Q.24 to Q.30.

Strongly disagree Neither agree Agree Strongly

Never rarely sometimes Often always

never rarely sometimes Often always

never rarely sometimes Often always

never rarely sometimes Often always

never rarely sometimes Often always