CHAPTER 1 INTRODUCTION

Work is an integral part of our everyday life, as it is our live hood or career or business. On an average we spend around 12 hours daily in work place that is one third of our entire life. It does influence the overall quality of life. It should yield job satisfaction, give peace of mind, a fulfillment of having done a task, as it is expected, without any flow & having spent the time fruitfully, constructively & purposefully even if it is a small step toward our life time goal, at the end of the day it gives satisfaction & eagerness to look forward to the next day.

1.1 QUALITY OF WORK LIFE

Quality of work life refers to the favorableness or un favorableness of a total job environment for people. Qualities of work life programs are another way in which organizations recognize their responsibilities to develop jobs & working condition that are excellent for people as well as for economic health of the organization. The element in a typical Quality of work life program includes open communications, equitable reward systems, a concern for employee job security & satisfying careers & participation in decision making. Many early Quality of work life efforts focus on job enrichment. In addition to improving the work system, Quality of work life programs usually emphasize development of employee skills, the reduction of occupational stress & the development of more co-operative labour management relations. Quality of work life can be defined as the quality of relationship between employees & the total working environment. It is a process by which an organization responds to employee needs for developing mechanisms to allow them to share fully in making the decisions that design their lives at work.

Quality of work life can be evaluated on the basis of following points:Fair compensation & job security: - The economic interest of people dive them to work at a job & 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 & accomplishment. Job security is another factor that is of concern to employees. Health is Wealth: - Organization should realize that their true wealth lies in their employees & so providing a healthy work environment for employees should be their primary objective. Provide personal & career growth opportunities: - An organization should provide employees with opportunities for personal & professional development & growth to prepare them to accept responsibilities at higher levels. Participative management style & recognition: - Flat organizational structure helps employee participation. A participative management style improves the quality of work life. Workers feel that they have control over their work process & they also offer innovative ideas to improve them. Recoginzation can be in the form of rewarding employees for job well done.

DEFINING QUALITY OF WORK LIFE

Quality of work life refer to the level of satisfaction, motivation involvement and commitment individuals experience, with respect to their lives at work, Quality of work life is the degree to which the individuals are able to satisfy their important personal needs while employed by the firm. Companies interested in enhancing employees quality of work life generally try to instill in employees the feeling of security, equaling, pride, family democracy, ownership responsibility, flexibility they try to treat employees in a fair and supportive manner to open up communication channels at all levels to offer employees opportunity to participate in decision affecting them, and empower them and empower them to carry through on assignments.

More and more managers are interested in and concerned about the quality of work life a concept that encompasses the entire range of organizational life particularly as it is reflected in HRM. Richard E. Walton provide us eight criteria for a analyzing the quality of work in an organization Adequate and fair compensation Safe and healthy working conditions Opportunity to use and develop human capacities Opportunity for continued growth and security Social integration in the work organization Constitutionalism Balanced role of work Socially beneficial and responsible work.

1.2 THREE MAJOR PARTS OF QWL

The definition of quality of work life involves three major parts Occupational health care Suitable working time Appropriate salary

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. The working time has been an important factors influencing quality of work life. The standard limit on overtime time of vacation and taking of free days before national holidays etc... Should be considered The employees and the employer should agree upon the appropriate salary. When the government establishes a rate of minimum salary, the employer should not pay less than that to the employee.

Work represents such a role in life, which has been designated to it by the person himself. On the other 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.

1.3 METHODS OF QWL ASSESSMENT

I)

GATHERING DATA FROM EMPLOYEES

Assessing employees quality of work life perception depends upon a careful

investigative process that uses a variety of methods. Developing a well crafted employee attitude survey or using an existing standardized survey can help discover a university of clear and concise the information about employees belief attitudes and perspectives.

II) EMPLOYEE ATTITUDE SURVEYS

A survey should be made on the attitude of the employees towards the organization. One of the important aspects of Quality of Work Life is to improve the quality of the life of individuals, family and organization itself.

III) SURVEY GUIDED IMPROVEMENT

Measuring culture in an organization is best accomplished with an employee opinion survey. The survey and related process provides insight and understanding on employee values for working, communication work process, pay and benefits, and identification with the organization. Employees perceptions enable improvement in work climate and efficiency. The value survey should be made. By understanding employees values for working, one can advice executives on the most successful improvements, system and programs.

QUALITY OF WORK LIFE AND FRINGE BENEFITS

HR manager has to build and maintain QWL providing a wide range of fringe benefits. Fringe benefits and social security benefits results in improvement in productivity production in absenteeism, twin over, sick leave, alienation etc. These maintenance or benefits activities includes medical and health benefits, safety, measures, legal and financial services,

consumer services, retirement benefits, conveyance, canteen facilities, recreational services, career counseling, employee information reports.

QUALITY OF WORK LIFE AND PRODUCTIVITY The general perception is that like improvement in QWL cost much to the organization. But it is not so, as improvement over the existing salary. Working conditions and benefits will not cost much. However the rate of increasing in productivity due to increase in cost of output. This is because the workers output does not increase proportionally after a certain level extends through QWL increases. Improved QWL leads to improved performance. Performance should not only physical output but also behaviour in the worker in helping colleagues in solving job released problems, accepting order with enthusiasm promoting a positive team spirit and accepting temporary unfavorable walk conditions without complaints.

QUALITY OF WORK LIFE AND HUMAN RESOURCES MANAGEMENT

QWL is broader than motivation through there two terms seen to be similar. All personnel related activities affect QWL. Some examples are:

HR ACTIVITY Job Analysis

EFFECT ON QWL Analyze the job in such a way that human needs like freedom challenging work,

autonomy can be satisfied Selection Selecting this right man and placing him in right present. This satisfies his needs for reward interesting work etc... Job enrichment Job evaluation Satisfied higher order needs like pride ego Equitable wages.

QUALITY OF WORK LIFE AND PARTICIPATIVE MANAGEMENT

Participation has been widely recommended as a means of improving the quality of work life and increasing the productivity. In theory, participation releases the creative energies and provides workers with the sense of accomplishment. Thus it strengthens the path goal relationship and also enhances the work environment. It offers a morally attractive solution to many of the problems of industrial life. Expectance theory suggests that participation might lead to increased performance, increased performance will lead to increased satisfaction of important needs, and the satisfaction obtains from this efforts is sufficiently great to make effort worthwhile. Finally participation may also affect the psychological bargain between the organization and its employees.

1.4 FIVE FACTORS RELATED TO QWL

RELATIONAL FACTORS
Since the work and career are pursed within the frame work of social organizations the nature of social relation s become an important dimensions with their supervisors, coordinal union management relations are the essence of social relations in an organization.

FINANCIAL FACTORS
The typical impetus for employment is earning a living. How well that aim is achieved fundamentally inspires the quality of working life. The financial factors create a sense of satisfaction in life and at work.

JOB RELATED FACTORS

Viability of an organization depends on the attention it pays to the expectations of its employees. The employees commitment to their job is hampered if they are discriminated against. The thread of perfection is lost if the employees are not allowed to apply their job. The fear of losing the job has a direct bearing on the employees productivity and morale. The organization which acts in a socially responsible manner cause increasing number of its employees to depreciate the value of their work and career, which in turn affects workers self esteem.
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ORGANIZATIONAL FACTORS
This refers to the policies and procedures of the organization, the attitude of the top management towards its employees and the work atmosphere. It is the general organizational climate which affects the work life of its employees. Depending on this the employees will develop positive or negative feeling towards the organizations.

SOCIETAL FACTORS
An individuals work experience have positive or negative effects on other spheres of his life, such as his relation with his family prolonged periods of working overtimes can have a serious effects on his family life. The balanced role of work is defined by work schedules, career demands and travel requirements that do not take up leisure and family life on a regular basis.

1.5 EFFECTS OF QUALITY OF WORK LIFE

Quality of work life affects job involvement, sense of compliance, job satisfaction and job performance. A favorable Quality of work life results into positive consequences of these factors.

JOB INVOLVEMENT: Job involvement indicates the extent of peoples identification with
an ego investment in the job. Job involved people spend more time on job and turnout better performance. Similarly, people with high need for achievement and high work ethic feel involved on job.

SENSE OF COMPETENCE: Sense of competence denotes the feeling of confidence. By

engaging in a work that calls for a variety of skills, abilities and talents, individual gain vesting over their work activities, they acquire a great sense of competence and experience and higher level of job environment. These job involvements further add to sense of competence and job involvement mutually reinforce each other. High sense of competence and job involvement produces in job satisfaction and productivity.

JOB SATISFACTION: Job satisfaction is a set of favorable on un favorable feeling with

which employee view their jobs, more specifically the nature of jobs they do, the quality of supervision they receive, co-workers pay and peeks and emotional and promotional avenues. Job satisfaction effects job performance, employee turnovers and absenteeism. High job satisfaction results into high work performance, less employee turnover and less absenteeism.

JOB PERFORMANCE AND PRODUCTIVITY: Job involvement, job satisfaction and

sense of competence affect job performance and productivity of employees. When the level of job performance and productivity factors- job involvement, job satisfaction and sense of competence is high, we find that there is fit among the prediction of employees and the type of jobs they are assigned to do. Since there is congruence between the employee and the job there is high level of job performance. In short Quality of work life is The degree of favorable work situation which is existing within the organization. Work situation here refers to both to the content and context of the job. Since work situation is constantly changing, emphasis must be given for improving Quality of work life. This does not mean of converting the working environment in business and industries. So that prevailing in the welfare organization, socio technical approach is developed to strike necessary, balance between human consideration and technical economic factors.

CHAPTER II

REIVEW OF LITERATURE
Dupuis et al, 2000 In this study he suggest that quality of work life is stressing the interacting of individual needs with the organization and social dynamics of the work place. George Manson 2000 Conducted study about the quality of work life task force In University of Virginia USA to access the quality of employees work life. They had identified the major source of stress in work which affected the like quality of work life of employers.

Sirgy et al 2001 Suggested that the key factor in quality of working life are: Need satisfaction based on job requirements, Need satisfaction based on work environment, Need satisfaction based on supervisory behaviour, Need satisfaction on Ancillary programmes, Organizational commitment. They defined quality of wring life as satisfaction of those key needs through resources, activities and outcome stemming from participation in the work place. 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.

Ellis and Pompli 2002 Conducted a study on number of factors contributing to job dissatisfaction and quality of working life in nurses, including: Poor working environments, Residents aggression, Workload, Unable to deliver quality of care preferred, Balance of work and family, Shift work, Lack of involvement in decision making, professional isolation, Lack of recognition, Poor relationships with supervisor /peers, role of conflict, lack of opportunity to learn new skills. Wendy Baker 2002 Studied that Sense of a formal mentoring programme implemented in a higher education organization UNITEC Institute of Technology was conducted to determine the experiences of the work issues discussed and the value perceived by participants as following
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form their involvement in a programmed mentoring relationship. The study highlights the potential or formal mentoring programmes as a valuable and appropriate professional development strategy in higher education organizations.

Bearfield S 2003 Had done the study with 16 questions to examine quality of work life, distinguish between causes of dissatisfaction in professionals, intermediate clerical, sales and services workers, indicating the different concerns might have to be addressed for different groups.

E Gordon, Michael E.Keefe, Jeffrey H 2003 Suggested that analysis of data from a 2003 survey of four different bargaining units within the same local union, they concluded that union members who participated in quality of work life programs were less likely than non participants to view quality of work life as a threat to the union, and also more loyal to the union. This study was conducted to improve the effectiveness of the grievance procedure.

Chris Phillipson and Allison Smith 2005 Had done a study on Third areas of development to assist the policy objective of extending working life, first extending choice and control in the transition from work to retirement. Supported by more active retirement planning and greater awareness about pensions and future retirement in came second extending initiatives in the area of training, with regional and local area activities targeted at challenging negative attitudes about benefits of training. Third encouraging a stronger preventative approach to health issues developing policies aimed at reducing the risk of older workers leaving the work force for reasons or poor health.

Roopali Johri August 2005 Conducted study in the workforce and work organization not only in new Zealand, but also in the world, and to improve the quality of working life of Newzealaners, we need to consider what people value in employment, how high New Zealands quality of employment straits up internationally. The study focuses particularly relevant in the current tight labor market with skills and labor shortages, as womens labor fortes participation increases and the work ages.

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Rishu Roy 2006 This study indicates to improving quality of work life seems to be the new mantra on the Indian corporate landscape. Every organization has an invisible quality a certain style, a certain mode or way of performing things. They invisible quality decides how effective the organization was in the market place. The focused was not only on how people can do better work but also how may cause people to better. The impact of quality of work life on job performance.

J. Newmen 2006 Suggested that quality of work of aim at integrating the term humanization of work or quality of work life which refers specifically to changes that enhance the human experience at work and decreases the social and psychological costs incurred in producing goods & services.

Marcel and Dupuis 2006 The study was about to give a consensus definition of quality of work life and a clear way of computing it. This has been achieved by analyzing the theoretical perspectives in the literature in order to achieve a clear outline of how to include all possible dimensions of the concept.

Loosee Beh 2006 Conducted study on quality of work life in correlates with job satisfaction but studied on quality of work life has associated with career related factors. The studied had done the predict quality of work life in relation to career related dimensions. The sample consists of 475 managers from the free trade zones in Malaysia in the medium industries. The result indicates that career balance, with 63% of the variance in quality of work life. Worrall Cooper 2006 This study was research amongst 1541 managers in the UK assessing and well being, as well as extent and impact of organizational change. A surprisingly high proportion of UK managers admit to being unproductive for at least 20% of their working time, due to poor health. Indeed many employers are now looking at specifies policies and best practices to help improve employee well being, stressing the benefits for business terms of lower staff absence and increased employee performance.

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G.Nasi Saraji, H.Dargahi 2006 Suggested that a high quality of work life is essential for organization to continue to attract and retain employees. Quality of work life is a comprehensive program designated to improve employee satisfaction. This research aimed to provide insights into the positive and negative attitudes of Tehran University of medical science Hospital employees from their quality of life.

Van Laar; D Edwards, J Eastons 2007 Suggested that quality of work life as the greater context for various factors in the work place such as job satisfaction and stress may offer opportunity for more cost effective interventions in the work place, the effective targeting of stress.

Gary Johnson 2007 Suggested that management representative of New York state agencies and facilities how to participate in the quality of work life grants program. It recognize that employee well being and satisfaction is a vital part of the states ability to deliver high quality services to the public. It also recognizes that many work place needs and concerns can most effectively through the leadership and cooperation of labor and management working together. It urges to become familiar with the program and, above all to take part.

Gunaseelan Rethinam 2008 Conducted study on many factories determines the meaning of quality of work life, one of which is work environment. A group of work fortes that is greatly affected in quality of work life as a result of dynamic changes in work environment is information technology (IT) professionals. Job security, Job satisfaction, competency development, work and non work life balance.

Saopailo 2008 Conducted study on the payment professional status work requirements, autonomy, organization policy and opportunity for development despite had founded seven distinct instruments for measuring quality of work life it was verified that the using questionnaires with easy and multiple choice questions with purposes restricted to the proposed studies is still a well disseminated met the validity and precision criteria, and were considered adequate.

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2.1 COMPANY INTRODUCTION

Cognizant started as the technology arm of The Dun and Bradstreet Corporation in 1994. The company was spun off as an independent organization two years later. Today Cognizant is a leading provider of information technology, consulting, and business process outsourcing services. A member of the NASDAQ-100 Index and S&P 500 Index, Cognizant is a Forbes Global 2000 company and a member of the Fortune 1000 and is ranked among the top information technology companies in Business Weeks Hot Growth and Top 50 Performers listings. Cognizant was built with a global mindset. With headquarters in the U.S. and a rapidly expanding delivery footprint which extends from India and China to Europe, North and South America, and the Middle East, Cognizant has the geographic presence and mix of onsite and offshore resources to be the preferred global services partner across industry. Because clients see globalization as a key element to their success, Cognizants born global heritage is viewed as a significant market advantage. Cognizant is one of the first IT services companies to organize around key industry verticals and horizontals. This enables Cognizant to establish extremely close partnerships that foster continuous operational improvements and better bottom-line results for clients.

2.2 PARTNERING WITH INDUSTRY LEADERS

Cognizant provides services to the following industries.

BANKING AND FINANCIAL SERVICES

Cognizant helps financial services firms in developing solutions that drive efficiency, effectiveness, innovation and virtualization. Cognizant has expertise in managing risks, complying with regulations, enhancing product features and managing business transformation challenges. In the Banking and Financial Services domain, Cognizant provides services in Asset and Wealth Management, Cards and Payments, Consumer Lending, Governance, Risk and Compliance, Investment Banking and Brokerage, Retail/Wholesale banking and Security Services.
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COMMUNICATION
Cognizant provides business and IT solutions from VOIP and fixed-mobile convergence, to business process management. Cognizant serves the following segments: Cable, Integrated Communications Providers, Network- Equipment Providers and Wireless. The following are the communication services provided by Cognizant Billing and Customer Care, Customer Experience and Portals, Customer- Interaction BPO, Network Management, Order and Service Management, Service Fulfillment and Service Management BPO.

CONSUMER GOODS
Cognizants expertise ranging from demand-driven supply chains, to revenuecreating trade promotion management systems, to analytics systems and mobility solutions that anticipate and serve ever-changing customer needs, has helped it in developing partnerships the worlds premier consumer goods manufacturers. It serves the Consumer Durables, Food and Beverage, Footwear and Apparel, Home and Personal Care segments.

ENERGY AND UTILITIES

Cognizant serves energy and utilities companies with a wide array of strategic consulting and business process outsourcing solutions, supported by proven IT frameworks and accelerators. Cognizant offers services and solutions in Data Warehousing/Business Intelligence, Enterprise Application Integration, Enterprise Resource Planning and Supply Chain Management.

HEALTHCARE
Cognizant guides healthcare organizations toward more efficient, effective, innovative and virtualized business models. It offers the deep strategic capabilities of a top multinational consultancy, with the cost advantages of a best-in-class outsourcer. It provides services in Business Process Assessment, Consumer Directed Healthcare services, End- to End Managed Care, Legacy Modernization, Healthcare Business Process Outsourcing, e-Health and Self Services, Enterprise Reporting and Data Analytics ,Regulatory compliance in the US.

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INFORMATION, MEDIA AND ENTERTAINMENT

Cognizant is the partner for leading media businesses. The collaborative approach emphasizes speed to market and client focus .Experienced consultants offer business and technical knowledge. Cognizant provides services in the Information Services segment and the Media and Entertainment segment.

INSURANCE
Cognizant partners with leading Life and Property & Casualty insurers in the U.S. to anticipate and fulfill consumer needs and advance their business objectives, from back to front office, across the reset economy. It serves the Life Insurance and Property and Casualty segments.

LIFE SCIENCES
Cognizant is the preferred global services partner for the life sciences industry. In fact, 27 of the top 30 global pharmaceutical, 9 of the top 10 biotech and 12 of the top 20 medical device companies benefit from Cognizants integrated services portfolio. It helps rationalize costs, enhance operational efficiencies, and improve business agility across all life sciences business processes. It serves the Medical Services segment and Pharmaceutical and Biotechnology segment.

MANUFACTURING
Cognizant works with leading global manufacturers across every segment to integrate shop floor and enterprise information systems. Cognizant serves the Automotive, Diversified and Process segments.

RETAIL
Cognizant has created a dedicated Retail Innovation Group in alignment with their clients needs. 11 of the Top 30 U.S. retailers and eight of the Top 30 global retailers have partnerships with Cognizant. It serves the following segments: Department stores, Discount stores, Grocers and Specialty retailers. It also offers Retail services and solutions.

TECHNOLOGY
Cognizant provides a combination of engineering and consulting services. It serves the High Technology Manufacturers segment, independent software vendors and online companies.

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TRANSPORTATION AND LOGISTICS

Cognizant works with its clients to understand their business needs, then apply relevant domain insights, best practices and solution accelerators to deliver tangible business results.

TRAVEL AND HOSPITALITY

Cognizant has expertise across the industry from airlines, hotels and restaurants, online and retail travel, to global distribution systems, intermediaries and real-estate companies. Cognizant serves the following segments: Travel Providers, Travel Intermediaries, Hotels and Property Services and Restaurant and Food Services

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2.3 ORGANIZATIONAL STRUCTURE

Sr VP Vice President

Assistant Vice President

Director

Senior Manager

Manager

Assistant Project Manager

Senior Associate

Associate

Programmer/ Programmer Analyst

Programmer/Programmer Analyst Trainee

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CHAPTER III

RESEARCH METHODOLOGY

3.1 METHODOLOGY OF THE STUDY

In this research work the main purpose is to analyze of Quality of work life of employees of Cognizant Technology Solutions, Coimbatore.

SOURCE OF DATA
The study used only primary data. The data was collected from 50 respondents by using questionnaire method. The questionnaire had been prepared in such a way that the respondents were able to express their opinions freely and frankly.

SAMPLING DESIGN
For the purpose of this thesis, 50 employees were selected. Non probability convenient sampling method was administered in this study.

3.2 OBJECTIVE OF THE STUDY

To study the personal profile of the employees To analyze the Quality of Work life of respondents on various aspects To find out the factors associated with QWL

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IMPORTANCE OF THE STUDY

QWL refers to the level of satisfaction, motivation, involvement and commitment individuals experience with respect to their lives at work. QWL is the degree to which members of work organization are able to satisfy important personal needs through their experience in the organizations. The study reveals the impact of Quality of work life with reference to Cognizant Technology solution. QWL improves the organization as such by enhancing goals oriented approach and provides valid knowledge and information in all functional areas.

DIFFICULTIES FACED BY THE RESEARCHER

The researcher faced a great difficulty in communicating to the employees as the tools used for data collection was interview schedule. Most of the respondents felt that they have no sufficient time to answer the questions of the researcher, since it was made during the rest hours.

LIMITATIONS OF THE STUDY

The study is conducted only in Cognizant technology solution, so it cannot be generalized. The sample size was only 50 in number due to the time constrain.

3.3 TOOLS FOR ANALYSIS

The following statistical tools were used in the study i. ii. iii. Percentage analysis Chi-square One way ANOVA

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All the tests were carried out at 5% level of significance and the statistical calculations were done with the help of SPSS (Statistical Package for Social Science), 17 version. The data obtained as primary data are arranged and tabulated. The tabulated data were analyzed and interpreted. The statistical tools such as average and percentage were widely used. In addition, charts and diagrams were also drawn to give clear picture of Quality of work life of Employees.

STATISTICAL PACKAGE FOR SOCIAL SCIENCES

Statistical Package for Social Science (SPPS) is meant for statistical analysis of data. It has got various tools to obtain accurate results. The tools are: Reliability analysis Percentage analysis Chi-square analysis Factor analysis Weighted average score analysis Multidimensional scaling analysis Regression analysis Frequency analysis Correlation analysis One way ANOVA These tools are used in scientific calculations to derive accurate results. This is mainly used because manual errors are totally avoided. Using the tools the researcher will arrive at a faster at the same time 100% error free conclusions. In this project work percentage analysis, chi square analysis, weighted average score analysis was used to derive accurate and scientific results from the primary data.
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CHI SQUARE ANALYSIS

The Chi square test is valid only if the sample size is large enough to guarantee the similarity between the theoretically correct distribution and the X 2 sampling distribution. If the expected frequencies are too small, the value of X2 will be overestimated and will result in too many rejections of the null hypothesis. As a general rule the results of the chi square test are valid only if the value of expected frequency in each cell of the contingency table is at least 5. If the table contains more than cell with an expected frequency of less than 5, the chi-square test can still be used by combing these in order to get an expected frequency of 5 or more. In doing this however, the number of degree of freedom is reduced and thus will yield less information from the contingency table. Although the rejection rule in a chi-square test is to reject the null hypothesis, if the computed chi-square value is greater than the table value and vice versa, if the computed chi-square value is 0, we should be careful to question whether absolutely no difference exists, he should examine either the way the data were collected or the manner in which measurements were taken or both, to be certain that existing differences had not been obscured or missed in collecting sample data.

Where Oi = Observed frequencies Ei = Expected Frequencies

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ONE WAY ANOVA

In statistics, one-way analysis of variance (abbreviated one-way ANOVA) is a technique used to compare means of two or more samples (using the F distribution). This technique can be used only for numerical data. The ANOVA tests the null hypothesis that samples in two or more groups are drawn from the same population. To do this, two estimates are made of the population variance. These estimates rely on various assumptions. The ANOVA produces an F statistic, the ratio of the variance calculated among the means to the variance within the samples. The degree of freedom for the numerator is I-1, where I is the number of groups (means). The degrees of freedom for the denominator is N - I, where N is the total of all the sample sizes. Typically, however, the one-way ANOVA is used to test for differences among at least three groups, since the two-group case can be covered by a t-test (Gosset, 1908). When there are only two means to compare, the t-test and the F-test are equivalent; the relation between ANOVA and t is given by F = t2.

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CHAPTER IV DATA ANALYSIS & INTERPRETATION

COMFORTABLE WORK SPACE

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 18 23 8 1

No. of respondent in percentage 36 46 16 2

No.of Respondent
50 45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree

No.of Respondent

From the table, it is revealed that 36% employee strongly agree that they have comfortable work space, 46 % employee agree that they have comfortable work space, whereas 16% are neutral to the work space comfortable and only 2% disagree to the comfortable work space.

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PHYSICAL ENVIRONMENT

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 13 28 9

No. of respondent in percentage 26 56 18

No.of Respondent
60 50 40 30 20 10 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 26% employee strongly agree that they have Sound physical environment, 56 % employee agree that they have sound physical environment , whereas 18% are neutral to the sound physical environment

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SAFETY PROCEDURE

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 19 20 10 1

No. of respondent in percentage 38 40 20 2

No.of Respondent
45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 38% employee strongly agree that they have Safety procedure, 40 % employee agree that they have safety procedure, whereas 20% are neutral to the safety procedure and only 2% disagree that there is no safety procedure

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JOB FITS WITH MY SKILLS AND INTEREST

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 16 20 13 1

No. of respondent in percentage 32 40 26 2

No.of Respondent
45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 32% employee strongly agree that their skills and interest fits to the job, 40 % employee agree that their skills and interest fit to the job, whereas 26% are neutral that it fit to their skills and interest and only 2% disagree that there is no relationship between their skills and job

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EXPECTATION AT WORK

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 12 21 16 1

No. of respondent in percentage 24 42 32 2

No.of Respondent
45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 24% employee strongly agree that they know what is expected at work,42 % employee agree that they know what is expected at work, whereas 32% are neutral that they know what is expected at work and only 2% disagree that they dont have clear idea of what is expected at work.

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GOALS AND STRATEGIES

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 12 24 13 1

No. of respondent in percentage 24 48 26 2

No.of Respondent
60 50 40 30 20 10 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 24% employee strongly agree that the goals of the company are clearly communicated to them, 48 % employee agree that the goals of the company are clearly communicated to them, whereas 26% are neutral that the goals of the company are clearly communicated to them and only 2% disagree that the goals of the company are not clearly communicated to them

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TRAINING FOR JOB

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 11 17 21 1

No. of respondent in percentage 22 34 42 2

No.of Respondent
45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 22% employee strongly agree that company provide training for the job, 34% employee agree that company provide training for the job, whereas 42% are neutral that training is provided for them and only 2% disagree that enough training is not giving for the job.

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WORK ASSIGNMENT

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 11 24 13 2

No. of respondent in percentage 22 48 26 4

No.of Respondent
60 50 40 30 20 10 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 22% employee strongly agree that work assignment are done fairly, 48% employee agree that work assignment are done fairly, whereas 26% are neutral that work assignment is fair and distribution of work assignment. only 2% disagree that there is no fair

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WORK FEEDBACK

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 10 20 16 4

No. of respondent in percentage 20 40 32 8

No.of Respondent
45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 20% employee strongly agree that feedback is provided for work , 40% employee agree that feedback is provided for work, whereas 32% are neutral that work feedback is giving to them and only 8% disagree that no feedback is giving for work.

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EFFICIENT WAY TO DO WORK

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 9 15 22 4

No. of respondent in percentage 18 30 44 8

No.of Respondent
50 45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree

No.of Respondent

From the table, it is revealed that 18% employee strongly agree that they provide efficient way to do work, 30% employee agree that they provide efficient way to do work, whereas 44% are neutral that efficient way is provided for them to do work and only 8% disagree that efficient way is provided for them to do the work.

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WORK ACCOMPLISHMENT

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 8 24 10 8

No. of respondent in percentage 16 48 20 16

No.of Respondent
60 50 40 30 20 10 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 16% employee strongly agree that they feel sense of work accomplishment, 48% employee agree that they feel sense of work accomplishment whereas 20% are neutral that they feel sense of work accomplishment and only 16% disagree that they dont feel sense of work accomplishment.

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REGULAR WORKING HOURS

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 14 15 19 2

No. of respondent in percentage 28 30 38 4

No.of Respondent
40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 28% employee strongly agree that they are satisfied with the regular working hours, 30% employee agree that they are satisfied with the regular working hours, whereas 38% are neutral with the regular working hours and only 4 % disagree that they are not satisfied with regular working hours.

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EMPLOYEE GRIEVANCES REDRESSAL SYSTEM

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 10 20 10 10

No. of respondent in percentage 20 40 20 20

No.of Respondent
45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 20% employee strongly agree that Employee grievance system is practiced, 40% employee agree that employee grievance system is practiced , whereas 20% are neutral that Employee grievance system is practiced and only 20% disagree that Employee grievance system is not effective in the company.

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RESPECT BY MANAGEMENT

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 13 19 15 3

No. of respondent in percentage 26 38 30 6

No.of Respondent
40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 26% employee strongly agree that respect is provided by the management, 38% employee agree that respect is provided by the management, whereas 30% are neutral that respect is provided by the management and only 6% disagree that enough respect is not provided by the management.

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RELATIONSHIP WITH OTHER EMPLOYEE

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 13 19 15 3

No. of respondent in percentage 26 38 30 6

No.of Respondent
40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 26% employee strongly agree that there is good relationship among employees, 38% employee agree that there is good relationship among employees, whereas 30% are neutral that there is good relationship among employees and only 6% disagree that there is not good relationship among employees.

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PEAK WORK LOAD

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 13 26 10 1

No. of respondent in percentage 26 52 20 2

No.of Respondent
60 50 40 30 20 10 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 26% employee strongly agree that support is giving to manage peak work load, 52% employee agree that support is giving to manage peak work load, whereas 20% are neutral that support is giving to manage peak work load and only 2% disagree that there is no support is giving to manage peak work load.

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OPINION AT WORK

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 10 18 20 2

No. of respondent in percentage 20 36 40 4

No.of Respondent
45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 20% employee strongly agree that their opinion is considered at work, 36% employee agree that their opinion is considered at work, whereas 40% are neutral that their opinion is considered at work and only 4% disagree that their opinion is not considered at work.

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CAREER ADVANCEMENT

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 9 23 17 1

No. of respondent in percentage 18 46 34 2

No.of Respondent
50 45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree

No.of Respondent

From the table, it is revealed that 16% employee strongly agree that there is career advancement, 46% employee agree that there is career advancement whereas 34% are neutral that there is career advancement and advancement. only 2% disagree that there is not much career

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FREEDOM TO TAKE INDEPENDENT DECISIONS

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 13 16 16 5

No. of respondent in percentage 26 32 32 10

No.of Respondent
35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 26% employee strongly agree that there is freedom to take independent decision at work, 32% employee agree that there is freedom to take independent decision at work, whereas 32% are neutral that there is freedom to take independent decision at work and only 10% disagree that there is no freedom to take independent decision at work.

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ACHIEVE PERSONAL GOALS

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 14 18 16 2

No. of respondent in percentage 28 36 32 4

No.of Respondent
40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 28% employee strongly agree that job leads to achieve their personal goals, 36% employee agree that job leads to achieve their personal goals, whereas 32% are neutral that job leads to achieve their personal goals and only 4% disagree that there job does not leads to achieve their personal goals.

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RECOGNITION FOR WORK

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 9 15 21 5

No. of respondent in percentage 18 30 42 10

No.of Respondent
45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 18% employee strongly agree that they receive recognition for the work done, 30% employee agree that they receive recognition for the work done, whereas 42% are neutral that they receive recognition for the work done and only 10% disagree that they dont receive recognition for the work done.

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BENEFITS ACQUIRED

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 9 15 21 5

No. of respondent in percentage 18 30 42 10

No.of Respondent
45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 18% employee strongly agree that they receive benefits for their work, 30% employee agree that they receive benefits for their work, whereas 42% are neutral that they receive benefits for their work and only 10% disagree that they dont receive enough benefits for their work done.

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JOB STRESS

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 5 12 26 7

No. of respondent in percentage 10 24 52 14

No.of Respondent
60 50 40 30 20 10 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 10% employee strongly agree that there is stress in job, 24% employee agree that there is stress in job, whereas 52% are neutral that there is stress in job and only 14% disagree that there is no stress in the job.

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JOB CHALLENGING

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 9 20 14 7

No. of respondent in percentage 18 40 28 14

No.of Respondent
45 40 35 30 25 20 15 10 5 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 18% employee strongly agree that their job is challenging, 40% employee agree that their job is challenging, whereas 28% are neutral that their job is challenging and only 14% disagree that their job is not challenging.

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INNOVATION IN WORK

Particulars Strongly agree Agree Neutral Disagree Strongly disagree

No. of respondents 5 18 27

No. of respondent in percentage 10 36 54

No.of Respondent
60 50 40 30 20 10 0 Strongly agree Agree Neutral Disagree Strongly disagree No.of Respondent

From the table, it is revealed that 10% employee strongly agree that innovation is valid at work, 36% employee agree that innovation is valid at work, whereas 54% are neutral that innovation is valid at work.

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CHI SQUARE TEST

ASSOCIATION BETWEEN AGE AND WORK ENVIRONMENT

NULL HYPOTHESIS: H0 There is no significant association between age and work environment

ALTERNATIVE HYPOTHESIS: H1 There is a significant association between age and work environment.

Chi-Square Tests Asymp. Sig. (2Value Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases 360.198
a

Df 15 15 1

sided) .000 .000 .002

398.581 9.169 739

a. 2 cells (8.3%) have expected count less than 5. The minimum expected count is 2.41.

Chi-square value = 360.19 Significant value = .000(significant)

Hence H1 (Alternative Hypothesis) has been proved, there is a significance relationship between age and Work environment

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ASSOCIATION BETWEEN GENDER AND RECOGNITION

NULL HYPOTHESIS: H0 There is no significant association between Gender and recognition

ALTERNATIVE HYPOTHESIS: H1 There is a significant association between Gender and recognition

Chi-Square Tests Asymp. Sig. (2Value Pearson Chi-Square Likelihood Ratio N of Valid Cases 123.716
a

Df 3 3

sided) .000 .000

137.163 739

a. 0 cells (.0%) have expected count less than 5. The minimum expected count is 40.14.

Chi-square value = 123.71 Significant value = .000(significant)

Hence H1 (Alternative Hypothesis) has been proved, there is a significance relationship between gender and Recognition

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ASSOCIATION BETWEEN GENDER AND JOB STRESS

NULL HYPOTHESIS: H0 There is no significant association between Gender and job stress

ALTERNATIVE HYPOTHESIS: H1 There is a significant association between Gender and job stress

Chi-Square Tests Asymp. Sig. (2Value Pearson Chi-Square Likelihood Ratio N of Valid Cases 90.027
a

Df 3 3

sided) .000 .000

104.088 739

a. 0 cells (.0%) have expected count less than 5. The minimum expected count is 48.78.

Chi-square value = 90.027 Significant value = .000(significant)

Hence H1 (Alternative Hypothesis) has been proved, there is a significance relationship between gender and job stress.

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ONE WAY ANOVA TEST

ASSOCIATION BETWEEN AGE AND COMFORTABLE WORK SPACE

NULL HYPOTHESIS: H0 There is no significant association between Age and comfortable work space.

ALTERNATIVE HYPOTHESIS: H1 There is a significant association between Age and comfortable work space.

ANOVA New Age Sum of Squares Between Groups Within Groups Total 5.495 907.728 913.223 Df 2 736 738 Mean Square 2.747 1.233 F 2.228 Sig. .109

Significant value = .109(not significant)

Hence H0 (Null Hypothesis) has been proved, there is no significance relationship between age and Comfortable work place.

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ASSOCIATION BETWEEN EXPERIENCE AND CAREER ADVANCEMENT

NULL HYPOTHESIS: H0 There is no significant association between experience and career advancement.

ALTERNATIVE HYPOTHESIS: H1 There is a significant association between experience and career advancement.
ANOVA New Experience Sum of Squares Between Groups Within Groups Total 20.251 1600.366 1620.617 Df 3 735 738 Mean Square 6.750 2.177 F 3.100 Sig. .026

Significant value = .026(significant)

Hence H1 (Alternative Hypothesis) has been proved, there is significance relationship between experience and career advancement.

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ASSOCIATION BETWEEN EXPERIENCE AND WORK FREEDOM

NULL HYPOTHESIS: H0 There is no significant association between experience and work freedom

ALTERNATIVE HYPOTHESIS: H1 There is a significant association between experience and work freedom

ANOVA New Experience Sum of Squares Between Groups Within Groups Total 241.904 1378.713 1620.617 Df 3 735 738 Mean Square 80.635 1.876 F 42.987 Sig. .000

Significant value = .000(significant)

Hence H1 (Alternative Hypothesis) has been proved, there is significance relationship between experience and work freedom.

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CHAPTER-V CONCLUSIONS

5.1 FINDINGS
FINDINGS FROM PERCENTAGE ANALYSIS

Majority of 46% of the respondents say they have comfortable work space to work. 56 % employees agree that they have sound physical environment. Only 40% of the respondents are assuring the have clear safety procedure at work. Majority of 40 % employee agree that their skills and interest fit to the job.
Around 42% of the respondents are aware about what is expected out of them in their work.

48% of the respondents say that the company communicates the goals and strategies clearly
to them.

Only 42% of respondents say that the get enough training for the job done. 48% employee agree that work assignment are done fairly Majority of 40% of the employee respondent that the get regular feedback on the work. Only 44% of the respondent are accepting that they are giving new efficient way to do my
work.

Around 48% of the respondent feels that there is sense of work accomplishment. 38% of the respondents say they are satisfied with regular working hours. 40% of the respondents address that employee grievance redressal is effective. Majority of 38% of employee feels that they are treated with respect by management.
Around 40% are accepting at their opinion is considered at work Majority of 46% employee agree that there is career advancement. Majority of 32% employee agree that there is freedom to take independent decision at work Only 42% accept that they receive benefits for their work 54% of employees accept that innovation is valid at work.

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FINDING FROM CHI SQUARE Using Chi square it is found that there is a significance relationship between age and work environment. The opinion of the respondents shows that there is a significance relationship between gender and work recognition. Female employee feels that they face stress in the job when compared to male employee. So there is a significant relationship between gender and job stress.

FINDING FROM ANOVA

There opinion of the respondents shows that there is a significant relationship between experience and freedom in work.

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5.2 SUGGESTION From the research conducted in Quality of work life. The following are the suggestion provided to the company for the further development in the growth of the company: The employee can be provided with adequate facilities in the work environment in order to have a comfortable work experience for them. The Employee redressal system can be improved in order to solve the problem which faced by the employee in the company. Benefits and rewards system can be done more effectively in order to recognize the work of employee. The employee should be clearly communicated that what job has is expected from them. Majority of the respondents are worried about the job security and opportunity for career growth. Training program for job can be performed periodically in order to improve the effienceieny of the employee. Majority of the respondent feel that there is stress in the job assigned to them. The job stress can be overcome by equally distributing the work.

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5.3 CONCLUSION Quality of work life refers to the level of satisfaction, motivation, involvement, commitment & individual experience with respect to their lives at work. Quality of work life is the degree to which the individuals are able to satisfy their needs, which employed by the firm. The organization is highly production oriented & there is appreciation is bringing new ideas. A happy and healthy employee will give better turnover, make good decisions and positively contribute to the organizational goals. An assured good quality of work life will not only attract young and new talent but also retain the existing experienced talents.

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BIBLIOGRAPHY

www.jobsaol.com www.engagingcomm.com/QualityOfWorkLife www.cdc.gov/niosh/topics/stress/qwlquest.html www.citehr.com www.managementparadise.com www.myprojectpaper.com www.emeraldinsight.com www.icmrindia.org www.questia.com www.zoomerang.com
http://www.chrmglobal.com www.eurojournals.com

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ANNEXURE

QUESTIONNAIRE

GENDER: AGE: EXPERIENCE IN COMPANY: DESIGNATION: INCOME RANGE: Strongly Agree agree Neutral Disagree Strongly disagree

WORK ENVIRONMENT 1. I have a comfortable personal work space 2. My physical environment enables me to perform sound. 3. Safety procedure are in place and clear CAREER TRANSPARENCY 4. My job is a good fit with my skills and interests. 5 5 4 4 3 3 2 2 1 1 5 5 5 4 4 4 3 3 3 2 2 2 1 1 1

5. I know what is expected of me at work 6. The company clearly communicates its goals strategies to me 7. I get the training I need to do my job.

5 5

4 4

3 3

2 2

1 1

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JOB SATISFACTION 8. 9. Work assignments are distributed fairly. I get regular feedback on my work 5 5 4 4 3 3 2 2 1 1

10. I am encouraged to develop new efficient way to do my work 5 4 4 4 3 3 3 2 2 2 1 1 1

11. The work that I do gives me a sense of accomplishment 5 12. I am satisfied with my regular working hours. 5

RELATION AND COOPERATION 13. Employee grievances redressal system is effective 5 4 4 4 4 4 3 3 3 3 3 2 2 2 2 2 1 1 1 1 1

14. I am treated with respect by management and colleagues 5 15. I enjoy my relationship with the other employees 16. I am given support to manage the peak work load. 17. At work my opinions seem to count CAREER ADVANCEMENT 18. Do you have a clear path for career advancement? 19. I have enough freedom in my position to take independent action when needed 20. I feel that working for the company will lead to achieve my personal goals. 5 4 5 5 5 5 5

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REWARDS & RISK INVOLVED 21. I have received recognition or praise for doing good work 22. Benefits are adequate and competitive 23. Is there stress in your job 24. My job is challenging 25. Innovation is valued at work. 5 5 5 5 5 4 4 4 4 4 3 3 3 3 3 2 2 2 2 2 1 1 1 1 1

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