QUALITY OF WORK LIFE

In Hyderabad Business Forms

Student Name: Course: M.B.A. (HRM) Enrollment no: -

Prof. G. Ram Reddy Centre for Distance Education Osmania University, Hyderabad - 500 007

CERTIFICATION

This is to certify that the Project Report titled QUALITY OF WORK LIFE submitted in partial fulfillment for the award of M.B.A. programme of Prof. G.Ram Reddy Center for Distance Education, Osmania University, Hyderabad was carried out by L.NIKHIL,

Admission.no.094-08-000473, under my guidance. This has not been submitted to any other University or Institution for the award of any degree / diploma / certificate.

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DECLARATION

I hereby declare that this Project Report submitted by me to Prof. G.Ram Reddy Center for Distance Education, Osmania University, Hyderabad, is a bonafide work undertaken by me and it is not submitted to any other University or Institution for the award of any degree / diploma / certificate or published any time before.

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TABLE OF CONTENTS
S.N o. 1 2 3 4 5 6 7 8 9 10 11 TITLE WHAT IS QWL? INTRODUCTION METHODOLOGY COMPANY PROFILE ANALYSIS AND INTERPRETATION OF DATA FINDINGS FROM THE STUDY LIMITATIONS OF THE STUDY SUMMARY & CONCLUSIONS RECOMMENDATIONS APPENDIX BIBLIOGRAPHY PAGE NUMBER 5 26 28 30 31 42 45 45 46 47 51

1) WHAT IS QUALITY OF WORK LIFE?

Work is an integral part of our everyday life, as it is our livelihood or career or business. On an average we spend around twelve hours daily in the work place, that is one third of our entire life; it does influence the overall quality of our life. It should yield job satisfaction, give peace of mind, a fulfillment of having done a task, as it is expected, without any flaw and having spent the time fruitfully, constructively and purposefully. Even if it is a small step towards our lifetime goal, at the end of the day it gives satisfaction and eagerness to look forward to the next day.

The Quality of working life refers to the relationship between a worker and his environment, adding the human dimension to the technical and economic dimensions within which work is normally viewed and designed. QWL relates to the facilities and conditions in which workers have to work.

A happy and healthy employee will give better turnover, make good decisions and positively contribute to the organizational goal. An assured good quality of work life will not only attract young and new talent but also retain the existing experienced talent.

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

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

involuntary sometimes

synchronization of patience,

eyes,

level

tactfulness,

empathy

compassion and control over emotions.

Opportunities
Some jobs offer opportunities for learning, research, discovery, selfdevelopment, enhancement of skills, room for innovation, public recognition, exploration, celebrity-status and loads and loads of fame. Others are monotonous, repetitive, dull, routine, no room for

improvement and in every sense boring. Naturally the former ones are interesting and very much rewarding also.

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

others; other jobs need forethought, vision and yet other jobs need motor skills, perfection and extreme carefulness.

People
Almost everyone has to deal with three set of people in the work place. Those are namely boss, co-workers in the same level and subordinates. Apart from this, some professions need interaction with people like patients, media persons, public, customers, thieves, robbers, physically disabled people, mentally challenged, children, foreign delegates, gangsters, politicians, public figures and celebrities. These situations demand high level of prudence, cool temper, tactfulness, humor, kindness, diplomacy and sensitiveness.

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

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

Challenges
The job should offer some challenges at least to make it interesting; That enables an employee to upgrade his knowledge and skill and capabilities; whereas the monotony of the job makes a person dull, non-enthusiastic, dissatisfied, frustrating, complacent, initiative - less and uninteresting. Challenge is the fire that keeps the innovation and thrill alive. A well-accomplished challenging job yields greater

satisfaction than a monetary perk; it boosts the self-confidence also.

Growth and Development

If an organization does not give chance for growth and personal development it is very difficult to retain the talented personnel and also to find new talent with experience and skill.

Risk Involved and Reward

Generally reward or compensation is directly proportional to the quantum of work, man-hours, nature and extent of responsibility, accountability, delegated powers, authority of position in the

organizational chart, risk involved, level of expected commitment, deadlines and targets, industry, country, demand and supply of skilled manpower and even political stability and economic policies of a nation. Although risk is involved in every job its nature and degree varies in them; All said and done, reward is a key criteria to lure a prospective worker to accept the offer.

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1.2. THE HUMAN RESOURCE DEPARTMENTS ROLE

The role of human resource department in QWL efforts varies widely. In some organizations, top management appoints an executive to ensure that QWL and productivity efforts occur throughout the organization. In most cases, these executives have a small staff and must rely on the human resource department for help with employee training,

communications, attitude survey feedback, and similar assistance. In other organizations, the department is responsible for initiating and directing the firms QWL and productivity efforts. Perhaps the most crucial role of the department is winning the support of key managers.

Management support particularly top management support appears to be an almost universal prerequisite for successful QWL programs. By substantiating employee satisfaction and bottom-line benefits, which range from lower absenteeism and turnover to higher productivity and fewer accidents, the department can help convince

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doubting managers. Sometimes documentation of QWL can result from studies of performance before and after a QWL effort. Without documentation of these results, top management might not have continued its strong support. The department also has both a direct and indirect influence on employee motivation and satisfaction.

FIGURE 1

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1.3. QWL THROUGH EMPLOYEE INVOLVEMENT

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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. Figure 2

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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.

Quality Circles
Quality circles are small groups of employees who meet regularly with their common leader to identify and solve work-related problems. 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. by the 1980s most medium- and large-sized Japanese firms had quality control circles for hourly employees. This effort began as a quality improvement program but has since become a routine procedure for many Japanese managers and a cornerstone of QWL efforts in many Japanese firms. Several characteristics make this approach unique. First,

membership in the circle is voluntary for both the leader (usually the

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supervisor) and the members (usually hourly workers). Secondly, the creation of quality circles is usually preceded by in-house training. For supervisors these sessions typically last for two or three days. Most of the time is devoted to discussions of small-group dynamics, leadership skills, and indoctrination in the QWL and quality circle philosophies. About a day is spent on the different approaches to problem-solving techniques. The workers also receive an explanation of the supervisors role as the groups discussion leader and information on the quality circle concept. Thirdly, as is pointed out in the training, the group is permitted to select the problems it wants to tackle. Management may suggest problems of concern, but the group is empowered to decide which ones to select. Ideally, the selection process is not by democratic vote but is arrived at by consensus, whereby everyone agrees on the problem to be tackled. (If management has been pressing problems that need to be solved, these problems can be handled in the same way that they were resolved before the introduction of quality circles). 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.

Socio-technical Systems
Another intervention to improve QWL is the use of socio-technical systems. Socio-technical systems are interventions in the work

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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.

Autonomous Work Groups

A common 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.

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1.4. QWL programs can be evaluated on the basis of following points: a. Fair compensation and job security
The economic interests of people drive them to work at a job and employee satisfaction depends at least partially, on the compensation offered. Pay should be fixed on the basis of the work done, responsibilities undertaken, individual skills , performance and

accomplishments. Job security is another factor that is of concern to employees. Permanent employment provides security to the

employees and improves their QWL.

b. Health is wealth
Organizations should realize that their true wealth lies in their employees and so providing a healthy work environment for

employees should be their primary objective.

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c. Provide personal and career growth opportunities

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

d.

Participative

management

style

and

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

e. Work-life balance
Organizations should provide relaxation time for the employees and offer tips to balance their personal and professional lives. They should not strain employees personal and social life by forcing on them

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demanding working hours overtime work, business travel, untimely transfers etc.

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

1.5. BARRIERS TO QWL

Though the positive effect of QWL is already established, all parties of the organization still resist to any schemes or procedure to improve QWL. The management may feel the QWL at the present level is satisfactory and more steps need be taken to improve it. Employee on the other hand resist to changes with a pre conceived notion that any scheme that the management takes up to would be to increase production without extra cost. Another barrier to the improvement of

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QWL is lack of financial resources. Strategies for improving QWL are self managed work teams, job redesign and enrichment, effective leadership and supervisory behavior, career development, alternative work schedules, job security, administrative or organizational justice and participating management. By implementing such changes

management can create a sense of involvement, commitment and togetherness among the employees which paves way for better QWL.

1.6. BALANCING THE WORK AND LIFE OF EMPLOYEES

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

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in the life of

the

employees.

Many researchers

indicate

that

maintaining a good balance in work and life has become a priority for the corporates in the developed nations. At the dawn of

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

Shifts in Societal Patterns

Today's nuclear families with both the partners working, have created new dynamics that has become emotionally demanding to the

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employees. Financial and social obligations have assumed a different level of significance today. The needs of organizations today have also changed. Money is getting accumulated in tiny pockets, among those sections of people who possess the most wanted knowledge. And these so-called knowledge workers are the ones who are in acute need to balancing their work and life.

Technological Breakthroughs
Tremendous progress in the fields of information technology and communication system has changed our worldview. At the same time, it demands more from todays employees. Strict deadlines, tighter schedules and ever-escalating corporate targets are the natural outcome of it.

New Horizon of Expectations

Due to the above reasons there has been a total shift in the level of expectations for todays employees. In fact, in the book Geeks and Geezers, Thomas and Bennis explain how attitudes towards work and life balance varies from generation to generation. Baby boomers are no longer ready to give their lives to the company they work for. Whereas the Generation Xs and Ys are more committed to meet the demands of both work and family life. In turn, they seek a newly defined and restructured way of getting jobs assigned to them.

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Researchers have pointed out that a balance between work and life is maintained when there is no conflict between work and family demands. Though this seems to be idealistic situation, what the corporates need to remember is that the conflicts should not reach unacceptable levels where it would tend to affect the productivity of the employee. According to 1998 America @ Work (SM) study conducted by Aon Consulting Worldwide Inc., an HR consulting firm based in Chicago, the employees of today put their commitment to organizations they work for only if the management recognizes the importance of their personal and family life. Striking a balance between work and life is as difficult for the corporates as it is for the employees. However, the onus of maintaining this is more on the corporates because, as pointed out by the famous Hawthorne Experiment, the world of individuals primarily centers on their place of work. So a careful perusal of the working patterns and scheduling of jobs will be one of the first steps in designing work schedule that can balance life and work. The HR managers, along with the functional heads and line mangers, should try to bring in flexibility to the working patterns within the organizations. A tradeoff between organizational needs and personal needs of the employees has to be worked out. Following are some of the ways in which it can be done. Though this is in no way an exhaustive list, yet it does provide a starting point for corporates to develop flexible work schedules that can balance work and life.

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Creating Institutional Support Mechanisms

The first and the foremost requirement is to create conditions that will provide organizational support towards maintaining the flexibility of work and life of the employees. These entail the propagation of the culture of work flexibility, HR policies and other organizational regulations that allow the employees to maintain a good mix of personal lives with their career. There is a need to clearly chalk out the connection between maintaining this flexibility and the corporate objectives. For instance, managers at Eli Lilly begin their job in the company with a clear understanding of what the company expects. They undergo a weeklong program, called Supervisor School that blends the business case for work life initiatives. Thus, the

management ensures that the flexibility in work is linked with the objectives of the organization. But this is not enough. What is needed is to ensure and communicate the support of the senior management. The top management of the company must clearly communicate its eagerness and willingness to restructure the work schedules in such a manner that it can balance the work and life of the employees. This will require clear articulation from the company that it values the personal lives of its employees. The employees must understand that their organization also keeps in mind the value of their life and personal relationship. Such articulation can be done through the companys vision and mission statements.

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Providing Managerial Support

Organizations must make sure that there are proper organizational systems of work design that allows employees to have flexible time. This may even require a new look towards HR manual, which the organization may have. It is also necessary to evaluate such systems of flexibility from time to time. Otherwise, stagnancy will creep into the work schedules, which might create new dimensions of the problem in the work life patterns. To keep pace with the changing patterns of work and life of employees, the organizations can arrange special training programs that will inform the employees about the new working trends. This can be done through sharing successful models of work schedules and real life case studies.

Practicing What You Preach

Above all, the organizations need to execute their flexible work schedules. Flexible work patterns must become a part of organizational initiatives. This will require the creation of a networked environment that can provide a back up system to support work relationship. Essentially this will require employees to become cross functional, so

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that a temporary emergency or a shortfall in one department can be met by other departments. Thus, the role of HR department needs to be revisited and made more expansive and supportive towards organizational and individual needs.

Sustain It
Once the organization follows and internalizes the practice of flexible work schedules for its employees, it is very necessary that it sustains it over a long period of time. Such sustainability can be brought about by clear demarcations of accountability and means to measure it. In other words, the focus and purpose of creating balanced work life should be maintained at any cost. This will also call for review and evaluation of the current work environment and make modifications in the schedules accordingly. Several researchers have shown that a balanced work-life creates greater employee productivity. What important is the longterm and not the short-term, which seems to become the focus of many organizations. So, though it may apparently seem that

employees are having more leisure, the effect of a balanced work-life will show up positively in the bottom line of the company.

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2) INTRODUCTION
Work is an integral part of our everyday life, as it is our livelihood or career or business. On an average we spend around twelve hours daily in the work place, that is one third of our entire life; it does influence the overall quality of our life. It should yield job satisfaction, give peace of mind, a fulfillment of having done a task, as it is expected, without any flaw and having spent the time fruitfully, constructively and purposefully. Even if it is a small step towards our lifetime goal, at the end of the day it gives satisfaction and eagerness to look forward to the next day.

The Quality of working life refers to the relationship between a worker and his environment, adding the human dimension to the technical and economic dimensions within which work is normally viewed and designed. QWL relates to the facilities and conditions in which workers have to work.

28

A happy and healthy employee will give better turnover, make good decisions and positively contribute to the organizational goal. An assured good quality of work life will not only attract young and new talent but also retain the existing experienced talent.

STATEMENT OF THE PROBLEM

The main purpose of doing this project is to understand what good quality work life means to employees and how it affects the companies. It speaks about how a company should keep their employees happy by providing them quality work life. This project also gives an overview of how a Human Resource Department should function so as to retain the best of the companys human resource its growth Hyderabad Business Forms is keen to find out the present quality of work life in their organization. Hence, this project is undertaken to know the present quality of work life and to suggest suitable measures to further enhance the same.

OBJECTIVES

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The objectives of the study are as follows: 1) 2) 3) 4) To understand the present working conditions. To identify the shortcomings in the motivational practices. To assess the motivation level of the employees. To know and suggest relevant techniques which will improve the

working conditions and performance.

3) METHODOLOGY
DATA BASE: This study is based on both primary data and secondary data.

Primary Data There are three widely used methods for gathering primary data. They are, 1) 2) 3) Survey methods Observation method Experimentation method In this project survey method is used. Survey has the advantage of getting to the original source of information. A survey of the

employees and the organization would be conducted to collect the primary data by using questionnaire.

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Secondary Data The secondary data is any data originally generated for some purpose, other than the present research objectives, it includes the findings based research done by outside organization as well as data generated in house for earlier studies, or even information collected by firm sales or credit department.

Secondary data used for this project has been taken from company brochure, magazines, journals, and books, web sites, web pages and by Interacting with company personnel.

Sample Design: Sampling is a method of selecting a few items from a particular group to be obtaining relevant data which help in drawing conclusions regarding the entire group i.e. population or universe A multi-stage random sampling procedure would be followed to select the sample respondents. The sample size selected for the study was 50 employees of Hyderabad Business Forms. Data Analysis: After the data was collected from various sources, information is tabulated and is summarized in the form of points and graph etc., On the basis of this analyzes, findings were noted and conclusion were

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arrived and at studying the conclusion, suggestions are recommended and a suitable plans are made.

4) COMPANY PROFILE
Hyderabad Business Forms was established in the year 2005 and they manufacture preprinted and blank computer stationary as well perform many other printing works. The unit is situated in IDA Bollaram in Hyderabad and is set up in a vast area of 4000 Sqm with ample facilities and good infrastructure. They employ up to 100 people and posses imported machinery like the French make Flexo Bobbin printing machine etc., and use A grade paper of SIRPUR Paper Mills Limited. They supply preprinted computer stationary to various big

organizations in the twin cities of Hyderabad and Secunderabad like

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Karvy, ITC Limited, Deccan Chronicle, Matrix Labs, OCTL, Paper Products Limited, Care Hospitals, Kamineni Hospitals, India Cements, Hindustan Sanitary, Rahul Automotives and many others. They are also enrolled as approved suppliers for several Banks like Andhra Bank, UCO Bank, The Laxmi Vilas Bank and have a rate contract with them for supply to all their branches all over India. The company firmly believes that giving its people the right encouragement adds incomparable rewards. Even with technology and progress man does not take second place here. Emphasis is given to man management and every opportunity is given so that people can grow with the organization. The main objectives of the company are: Maintain high quality at all time. Create a peaceful and harmonious working environment. Maintain leadership in the marketing through excellence in service and product Gain trusts and respect as a socially responsible corporate citizen and earn the confidence of customer.

5) ANALYSIS AND INTERPRETATION OF DATA

Table No: 1 Age of respondents Age 20 30 31 45 No. of respondents 15 23 Percentage 30 % 46 %

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46 & above Total

12 50

24 % 100 %

The above table shows that majority of 46% of the respondents belongs to the age group of 31 to 45 and 30% of the respondents lies between 20 to 30 age group. 24% of the respondents fall from the age group of 46 and above. The study reveals that all the respondents all age group level is well capable of assessing the quality of their work life. Table No. 2 Experience of the respondents Experience Below 1 year 1 5 years 5 10 years Above 10 years Total No. of Respondents 10 12 28 50 Percentage 20 % 24 % 56 % 100 %

The above table shows that majority of 56% of the respondents are with an experience of more than 10 years and 24% are 5 to 10 years of experience, 20% of the respondents are with 1-5 years experience. No respondent is less experienced. The study reveals that all the respondents are well experienced, so they are well capable of assessing the quality of their work life.

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Table No 3 Income level of the respondents Income Level Below Rs. 5,000 Rs. 5,000 Rs.10,000 Rs. 10,000 Rs.20,000 Above Rs. 20,000 Total No. of Respondents 19 29 2 50 Percentage 38 % 58 % 4% 100 %

The above the table shows that as much as 62 per cent of the respondents are in the higher income group of more than Rs. 10,000 income per month. Hence it can be inferred that monetary benefits are not a constraint to assess the quality of work life, in the study unit. Table No 4 Using skills and abilities to perform the job Opinion Strongly Agree Agree Disagree Strongly Disagree Total No. of Respondents 23 25 1 1 50 Percentage 46 % 50 % 2% 2% 100 %

The above the table states that as much as 96% of workers in the study unit were of the opinion that their job enables them to use their skills and abilities in full. Only 4% of them disagreed to this point. Hence it can be inferred that the work in the study unit is such that which allows almost all the workers to use their skill and ability in full.

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Table No 5 Equal treatment at work place Opinion Strongly Agree Agree Disagree Strongly Disagree Total No. of Respondents 21 29 50 Percentage 42 % 58 % 100 %

The above the table shows that no harm is done to the self-respect of the workers in the study unit. 42% of the respondents strongly agreed to the statement and 58% of the respondents also opinioned that the workers are treated equally with respect at their work places. Thus it can be concluded that the organization provides equal treatment at work place. Table No 6 Conditions on my job allows me to be productive Opinion Strongly Agree Agree Disagree Strongly Disagree Total No. of Respondents 23 25 1 1 50 Percentage 46 % 50 % 2% 2% 100 %

The above table shows that almost 96% all the workers in the study unit either agree or even strongly agree that the conditions on their job allow them to be productive. Only 4% of them were of negative

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opinion. Thus, it is clear that the conditions on job are congenial to raise the productivity of the workers which is very essential for both the management and workers to achieve their objectives of higher productivity. Table No 7 Opportunity to develop special abilities Opinion Strongly Agree Agree Disagree Strongly Disagree Total No. of Respondents 12 32 6 50 Percentage 24 % 64 % 12 % 100 %

The above table states that 24% of the workers strongly agree to the point that there are adequate opportunities to develop their own special abilities in the work place. only to some extent. opportunities in the study unit. 64% of the respondents agree to it Hence, it can be inferred that the So improvement of special Only 12% of the workers find no such

opportunities available in the workplaces to develop the special abilities of the workers is satisfactory. unit. Table No 8 Organizations provides enough guidance to get the job done Opinion Strongly Agree Agree Disagree No. of Respondents 12 29 8 Percentage 24 % 58 % 16 % abilities would definitely improve the quality of work life in the study

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Strongly Disagree Total

1 50

2% 100 %

The above table shows that 82% of the workers in the study unit are satisfied with the guidance provided to them by the superiors/managers to get the work done easily. 18% of the respondents disagreed to accept it. Hence, it can be inferred that guidance to work, which is essential for the quality work life which is provide at the work place in the study unit.

Table No 9 Organization provides high quality tools and techniques to do the job Opinion Strongly Agree Agree Disagree Strongly Disagree Total No. of Respondents 31 16 3 50 Percentage 62 % 32 % 6% 100 %

As shown in the table, the opinion of the respondents as regard to the positive factors of the high quality tools and techniques required to perform the job. 62% of the respondents very strongly agree with the provisions made to utilize quality tools and techniques to perform the job and 32% of the respondents also agree with them. Only 6 per cent of the respondents are refused to accept it. Hence it can be concluded that there is positive attitude towards the provisions of tools techniques.

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Table No 10 Opportunities for promotion are good Opinion Strongly Agree Agree Disagree Strongly Disagree Total No. of Respondents 10 26 12 2 50 Percentage 20 % 52 % 24 % 4% 100 %

As shown in the table, the opinion of the respondents regarding chances for promotion is not appreciable compared to other determinants of quality of work life. Only 72% of the respondents has agreed that the chances for promotion are good in the study unit whereas, as much as 28% of the workers refused it. Hence, it can be concluded that the chances for promotion are not attractive among the workers even though majority of them agree to it.

Table No 11 The safety of workers is at high priority Opinion Yes No No. of Respondents 30 20 Percentage 60 % 40 %

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Total

50

100 %

As pointed out in the table, 60% of the respondents opinioned that high priority was assumed to safety at work place and other side of the coin reflects 40% of the respondents disagreed. Hence, it can be concluded that the safety towards the employees need to be concentrated highly to ensure safe and secured work life. Table No 12 Infrastructure facilities are Good Opinion Yes No Total No. of Respondents 45 5 50 Percentage 90 % 10 % 100 %

If Yes which of the following do you like Opinion First aid Canteen Lightening and ventilation Others Total No. of Respondents 4 13 28 5 50 Percentage 8% 26 % 56 % 10 % 100 %

Above table shows that 56% of the respondents are satisfied with lightening and ventilation facilities provided in the work place, followed by 26% satisfied with canteen facilities and 8% of the respondents opinioned on first aid facilities, 10% of the respondents opinioned on others includes drinking water, rest rooms etc.

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Table No 13 Fringe benefits are good in the organization Opinion Strongly Agree Agree Disagree Strongly Disagree Total No. of Respondents 14 28 6 2 50 Percentage 28 % 56 % 12 % 4% 100 %

As shown in above table 28% of the workers accept that the fringe benefits offered to them are good and enough to their expectations. As much as 56% were of the opinion that the fringe benefits are somewhat good, though not up to their expectations. The remaining 16% were of the opinion that the fringe benefits offered in the study unit are not at all up to their expectations. Hence it can be concluded that the fringe benefits offered in the study unit, in general, are not up to the expectation of the workers. Table No 14 Job security Opinion No. of Respondents Percentage

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Strongly Agree Agree Disagree Strongly Disagree Total

26 23 1 50

52 % 46 % 2% 100 %

The above table shows that 52% of the workers strongly feel that there is security for their job and only one worker feel that there is no security for the job. Job security is the vital factor to access the quality of the work life in any organization. Since the job security in the study unit ensures that there are majority chances for good performance and as a result the quality of work life is up to the expectation.

Table No 15 Training opportunities helped in terms of improving the quality of work Opinion Strongly Agree Agree Disagree Strongly Disagree Total No. of Respondents 15 27 6 2 50 Percentage 30 % 54 % 12 % 4% 100 %

The above the table states that only 30% of the workers strongly accept that there are training opportunities in the study unit, which

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helps them to perform their job safely and competently. 54% of the workers accept to some extent that the training opportunities are available and helpful. The remaining 16% were of the opinion that they had no such opportunities. Training is very essential for quality of work life in any organization. The training opportunities offered in the study unit are up to the expectations of the workers at present.

Table No 16 Employees opinion about work stress Opinion Always Often Sometimes Never Total No. of Respondents 14 32 3 1 50 Percentage 28 % 64 % 6% 2% 100 %

The above table shows that except only one worker, all the other 49 workers are of the opinion that their work is stressful one. Among them, 28% of the workers opinioned that the stress is always there in the work and a vast majority of 64% feels that they often find their work stressful. Only 6% of the workers have stated that their work is stressful sometimes and not always. Hence it can be inferred that the work is stressful one, which if allowed uncontrolled will spoil the quality of work in the study unit. Table No 17

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Employees opinion on work schedule Opinion First Shift Second Shift Third Shift General Shift Total No. of Respondents 32 2 0 16 50 Percentage 64 % 4% 0% 32 % 100 %

From the table 64% of workers are satisfied with first shift, 32% of workers are satisfied with general shift and 4% of the workers opinioned on second shift. Hence the majority of the respondents accept with their first shifts. Table No 18 The Leave Policy being practiced Opinion Highly Satisfactory Satisfactory Undecided Dissatisfactory Total No. of Respondents 3 35 4 8 50 Percentage 6% 70 % 8% 16 % 100 %

From the above table, it is found that a majority of the respondents are satisfied with the leave policy being practiced in the company. Hence it can be inferred that the leave policy is as desired by respondents and therefore the quality of work life is up to the mark.

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6) FINDINGS FROM THE STUDY

The following findings were observed from the study: A majority of 46% of the respondents belongs to the age group of

31 to 45 and 35% of the respondents lies between 20 to 30 age group. 24% of the respondents fall from the age group of 46 and above. Majority of 56% of the respondents are with an experience of

more than 10 years. As much as 62 per cent of the respondents are in the higher

income group of more than Rs.10,000 income per month. As much as 96% of workers in the study unit were of the opinion

that their job enables them to use their skills and abilities in full. Only 4% of them disagreed to this point.

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The study shows that no harm is done to the self-respect of the

workers in the study unit. The respondents also opinioned that the workers are treated equally with respect at their work places. Almost all the workers either agree or even strongly agree that

the conditions on their job allow them to be productive.

24% of the workers strongly agree to the point that there are

adequate opportunities to develop their own special abilities in the work place. 64% of the respondents agree to it only to some extent. Only

12% of the workers find no such opportunities in the study unit. Majority of the employees are satisfied with the guidance provided

to them by the superiors/managers to get the work done easily. 62% of the respondents very strongly agree with the provisions

made to utilize high quality tools and techniques to perform the job, and 32% of the respondents also agree with the statements, and only 6% of the respondents are refused to accept it. The opinion of the respondents as regard to the chances for

promotion is not appreciable compared to other determinants of quality of work life.

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The study shows that 60% of the respondents opinioned that high

priority was assumed to safety at work place and other side of the coin reflects 40% of the respondents disagreed. Most of the employees are satisfied with the infrastructural

facilities provided to them.

28% of the workers accept that the fringe benefits offered to them

are good and enough to their expectations. As much as 56% were of the opinion that the fringe benefits are somewhat good, though not up to their expectations. The remaining 12% were of the opinion that the

fringe benefits offered are up to their expectations. 52% of the workers strongly feel that there is security for their job. Most of the employees accept that there are training opportunities

which helps them to perform their job safely and competently. Only 16% were of the opinion that they had no such opportunities. All the employees, except only 1 employee are of the opinion that

their work is stressful one. 28% of the workers opinioned that the stress is always there in the work and a vast majority of 64% feel that they often find their work stressful. Only 6% of the workers have stated that their work is stressful sometimes and not always.

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About 69% of workers are satisfied with first shift, whereas 31% of

workers are satisfied with general shift and only 4% of the workers opinioned on second shift. it is found that majority of the respondents are satisfied with the

leave policy practiced by the company.

7) LIMITATIONS OF THE STUDY

Time constraints This study is confined to this company only and it may not be applicable to others. Details regarding monetary remuneration provided by the respondents may not be accurate. The research cannot be generalized because findings are relevant to this company only. Complete accuracy not possible due to errors in feedback The respondents may not have expressed them strong negative feelings about the policies, which results in the error of central tendency

8) SUMMARY & CONCLUSION

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From the study, it is clear that quality of work life of employees in

HYDERABAD BUSINESS FORMS is good. This research highlights some of the small gaps in employees satisfaction towards the company. Compared to other companies, this company believes in

employees satisfaction and brilliant productivity hours. Quality mission includes not only the quality of the products but also the Quality of Work Life. HYDERABAD BUSINESS FORMS aims to promote the peaceful

industrial relations and good organization which is highlighted by management and the employees. Since employees are the backbone of the company. So company

should satisfy them in order to improve the business in the higher competitive market of the liberalized economy.

8) RECOMMENDATIONS
The following recommendations are made to the company from this study. Improvements should be made in rewarding and awarding

policies. Introduction of Promotion policy at operation level

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Employees need high motivation from the top management of the

company. Employees needs more compensation from the company Employees expects mutual relationship between co-workers Employees needs special training from the company related to

their job during working period. Employees expects the quality of work to be measured

periodically be the company

10) APPENDIX
QUESTIONNAIRE It would be grateful if you would kindly make it convenient to spare your valuable time for filling up the below furnished questionnaire for me. The data collected through this questionnaire shall be kept confidential and will be used for academic purpose only. 1. Personal Details NAME (OPTIONAL) :

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AGE

: 20 to 30 : 31 to 45 : 46 & ABOVE

QUALIFICATION DESIGNATION EXPERIENCE <1 year 5-10 years INCOME <5000 10000-20000 10 years

: : : 1-5 years

5000-10000 >20000

2. The Job allows me to use my skills and abilities to the maximum level Strongly agree Agree Disagree Strongly Disagree

3. I am treated with respect in the work place Strongly agree Agree Disagree Strongly Disagree

4. Conditions in the job allows me to be productive Strongly agree Agree Disagree

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 Strongly Disagree

5. The organization provides an opportunity to develop my own abilities Strongly agree Agree Disagree Strongly Disagree

6. The organization provides enough instruction to get the job done Strongly agree Agree Disagree Strongly Disagree

7. The organization is providing a high quality tools and techniques to do the job Strongly agree Agree Disagree Strongly Disagree

8. The opportunity for promotions are good Strongly agree

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 Agree Disagree Strongly Disagree

9. The safety of workers is at high priority Yes No

10. Does the infrastructure facilities is good Yes No

If, yes which of the following do you like First aid Lightening arid Ventilation Canteen Others

11. Fringe benefits are good in the organization Strongly agree Agree Disagree Strongly Disagree

12. The job is secured Strongly agree Agree

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 Disagree Strongly Disagree

13. The training opportunities has really helped in improving the quality of work. Strongly agree Agree Disagree Strongly Disagree

14. How often do you find work stressful? Always Often Sometimes Never

15. Which of the following best describes your usual work schedule? First Shift Second Shift Third Shift General Shift 16. Your valuable suggestion to improve QWL _____________________________

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11) BIBLIOGRAPHY
BOOKS Human Resources and Personal Management by K. Aswathappa Research Methodology by C. R. Kothari Organizational Behaviour by Luthans Fred Statistics by R.S.N. Pillai and V. Bhagavathi

WEBSITES www.google.com www.wikipedia.com www.answers.com

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