Quality of Work Life -Doc

INTRODUCTION

QUALITY OF WORK LIFE (QWL)

The term refers to the favorableness or unfavourableness of a total job

environment for people. QWL programs are another way in which organisations

recognize their responsibility to develop jobs and working conditions that are excellent

for people as well as for economic health of the organisation. The elements in a typical

QWL program include – open communications, equitable reward systems, a concern for

employee job security and satisfying careers and participation in decision making. Many

early QWL efforts focus on job enrichment. In addition to improving the work system,

QWL programs usually emphasize development of employee skills, the reduction of

occupational stress and the development of more co-operative labour-management

relations.

Vigorous Domestic and International competition drive organisations to be more

productive. Proactive managers and human resource departments respond to this

challenge by finding new ways to improve productivity. Some strategies rely heavily

upon new capital investment and technology. Others seek changes in employee relations

practices.

Human resource departments are involved with efforts to improve productivity

through changes in employee relations. QWL means having good supervision, good

working conditions, good pay and benefits and an interesting, challenging and rewarding

job. High QWL is sought through an employee relations philosophy that encourages the

use of QWL efforts, which are systematic attempts by an organisation to give workers

greater opportunities to affect their jobs and their contributions to the organisation’s

overall effectiveness. That is, a proactive human resource department finds ways to

empower employees so that they draw on their “brains and wits,” usually by getting the

employees more involved in the decision-making process.

Job specialisation and simplification were popular in the early part of this century.

Employees were assigned narrow jobs and supported by a rigid hierarchy in the

expectation that efficiency would improve. The idea was to lower cost by using unskilled

workers who could be easily trained to do a small, repetitive part of each job.

Many difficulties developed from that classical job design, however. There was

excessive division of labour. Workers became socially isolated from their co-workers

because their highly specialised jobs weakened their community of interest in the whole

product. De-skilled workers lost pride in their work and became bored with their jobs.

Higher-order (social and growth) needs were left unsatisfied. The result was higher

turnover and absenteeism, declines in quality and alienated workers. Conflict often arose

as workers sought to improve their conditions and organisations failed to respond

appropriately. The real cause was that in many instances the job itself simply was not

satisfying.

FORCES FOR CHANGE

A factor contributing to the problem was that the workers themselves were

changing. They became educated, more affluent (partly because of the effectiveness of

classical job design), and more independent. They began reaching for higher-order needs,

something more than merely earning their bread. Employers now had two reasons for re-

designing jobs and organisations for a better QWL:

Classical design originally gave inadequate attention to human needs.

The needs and aspirations of workers themselves were changing.

HUMANISED WORK THROUGH QWL

One option was to re-design jobs to have the attributes desired by people, and re-

design organisations to have the environment desired by the people. This approach seeks

to improve QWL. There is a need to give workers more of a challenge, more of a whole

task, more opportunity to use their ideas. Close attention to QWL provides a more

humanised work environment. It attempts to serve the higher-order needs of workers as

well as their more basic needs. It seeks to employ the higher skills of workers and to

provide an environment that encourages them to improve their skills. The idea is that

human resources should be developed and not simply used. Further, the work should not

have excessively negative conditions. It should not put workers under undue stress. It

should not damage or degrade their humanness. It should not be threatening or unduly

dangerous. Finally, it should contribute to, or at least leave unimpaired, workers’ abilities

to perform in other life roles, such as citizen, spouse and parent. That is, work should

contribute to general social advancement.

JOB ENLARGEMENT VS. JOB ENRICHMENT

The modern interest in quality of work life was stimulated through efforts to

change the scope of people’s jobs in attempting to motivate them. Job scope has two

dimensions – breadth and depth. Job breadth is the number of different tasks an

individual is directly responsible for. It ranges from very narrow (one task performed

repetitively) to wide (several tasks). Employees with narrow job breadth were sometimes

given a wider variety of duties in order to reduce their monotony; this process is called

job enlargement. In order to perform these additional duties, employees spend less time

on each duty. Another approach to changing job breadth is job rotation, which involves

periodic assignment of an employee to completely different sets of job activities. Job

rotation is an effective way to develop multiple skills in employees, which benefits the

organisation while creating greater job interest and career options for the employee.

Job enrichment takes a different approach by adding additional motivators to a job

to make it more rewarding. It was developed by Frederick Herzberg on the basis of his

studies indicating that the most effective way to motivate workers was by focusing on

higher-order needs. Job enrichment seeks to add depth to a job by giving workers more

control, responsibility and discretion over hoe their job is performed. The difference

between enlargement and enrichment is illustrated in the figure on the next page.

In the above figure we see that job enrichment focuses on satisfying higher-order needs,

while job enlargement concentrates on adding additional tasks to the worker’s job for

greater variety. The two approaches can even be blended, by both expanding the number

of tasks and adding more motivators, for a two-pronged attempt to improve QWL.

BENEFITS OF JOB ENRICHMENT EMERGE IN THREE AREAS

JOB ENRICHMENT

BENEFITS

Individual: Growth Self-

actualisation

Organisation: Intrinsically

motivated employees

Better employee performance

Less absenteeism and turnover; fewer grievances

Society: Full use of

human resources

More effective organisations

Its general result is a role enrichment that encourages growth and self-

actualisation. The job is built in such a way that intrinsic motivation is encouraged.

Because motivation is increased, performance should improve, thus providing both a

more humanised and a more productive job. Negative effects also tend to be reduced,

such as turnover, absences, grievances and idle time. In this manner both the worker and

society benefit. The worker performs better, experiences greater job satisfaction and

becomes more self-actualised, thus being able to participate in all life roles more

effectively. Society benefits from the more effectively functioning person as well as from

better job performance.

APPLYING JOB ENRICHMENT

Viewed in terms of Herzberg’s motivational factors, job enrichment occurs when

the work itself is more challenging, when achievement is encouraged, when there is

opportunity for growth and when responsibility, feedback and recognition are provided.

However, employees are the final judges of what enriches their jobs. All that

management can do is gather information about what tend to enrich jobs, try those

changes in the job system and then determine whether employees feel that enrichment

has occurred.

In trying to build motivational factors, management also gives attention to

maintenance factors. It attempts to keep maintenance factors constant or higher as the

motivational factors are increased. If maintenance factors are allowed to decline during

an enrichment program, then employees may be less responsive to the enrichment

program because they are distracted by inadequate maintenance. The need for a systems

approach in job enrichment is satisfied by the practice of gain sharing.

Since hob enrichment must occur from each employee’s personal viewpoint, not

all employees will choose enriched jobs if they have an option. A contingency

relationship exists in terms of different job needs, and some employees prefer the

simplicity and security of more routine jobs.

CORE DIMENSIONS: A JOB CHARACTERISTICS APPROACH

How can jobs be enriched? And how does job enrichment produce its desired

outcomes? J. Richard Hackman and Greg Oldham have developed a job characteristics

approach to job enrichment that identifies five core dimensions – skill variety, task

identity, task significance, autonomy and feedback. Ideally, a job must have all five

dimensions to be fully enriched. If one dimension is perceived to be missing, workers are

psychologically deprived and motivation may be reduced.

The core dimensions affect an employee’s psychological state, which tends to

improve performance, satisfaction and quality of work and to reduce turnover and

absenteeism. Their effect on quantity of work is less dependable. Many managerial and

white-collar jobs, as well as blue-collar jobs, often are deficient in some core dimensions.

Although there are large individual differences in how employees react to core

dimensions, the typical employee finds them to be basic for internal motivation. The

dimensions and their effects are shown in the following figure and discussed in greater

detail here.

THE HUMAN RESOURCE DEPARTMENT’S ROLE

The role of human resource department in QWL efforts varies widely. In some

organisations, top management appoints an executive to ensure that QWL and

productivity efforts occur throughout the organisation. 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 organisations, the department is responsible for initiating and directing the firm’s

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 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.

Satisfaction

Direct

Orientation

Training and

Development

Career Planning

Counselling Supervisor Employee

Indirect

Safety and

Health policies

Compensation practices

Other policies and

practices

Motivation

As the above figure illustrates, the department makes direct contact with

employees and supervisors through orientation, training and development, career

planning, and counselling activities. At the same time, these activities may help a

supervisor do a better job of motivating employees.

Human Resource

Department

QUALITY OF WORKLIFE

The policies and practices of the department also influence motivation and

satisfaction indirectly. Rigorous enforced safety and health programs, for example, can

give employees and supervisors a greater sense of safety from accidents and industrial

health hazards. Likewise, compensation policies may motivate and satisfy employees

through incentive plans, or they may harm motivation and satisfaction through

insufficient raises or outright salary freezes. The motivation and satisfaction of

employees act as feedback on the organisation’s QWL and on the department’s day-to-

day activities.

MOTIVATION

Motivation is a complex subject. It involves the unique feelings, thoughts and past

experiences of each of us as we share a variety of relationships within and outside

organisations. To expect a single motivational approach work in every situation is

probably unrealistic. In fact, even theorists and researches take different points of view

about motivation. Nevertheless, motivation can be defined as a person’s drive to take an

action because that person wants to do so. People act because they feel that they have to.

However, if they are motivated they make the positive choice to act for a purpose –

because, for example, it may satisfy some of their needs.

JOB SATISFACTION

Job satisfaction is the favourableness or unfavourableness with which employees

view their work. As with motivation, it is affected by the environment. Job satisfaction is

impacted by job design. Jobs that are rich in positive behavioural elements – such as

autonomy, variety, task identity, task significance and feedback contribute to employee’s

satisfaction. Likewise, orientation is important because the employee’s acceptance by the

work group contributes to satisfaction. In sort, each element of the environmental system,

can add to, or detract from, job satisfaction.

REWARDS SATISFACTION AND PERFORMANCE

A basic issue is whether satisfaction leads to better performance, or whether better

performance leads to satisfaction. Which comes first? The reason for this apparent

uncertainty about the relationship between performance and satisfaction is that rewards

intervene as shown in the figure below.

A REWARD PERFORMANCE MODEL OF MOTIVATION

Rewards

Reinforcement

Performance Satisfaction

Motivation Self-image

Inner drives Self-esteem

Self-expectation

Needs and Desire

Whether satisfaction is going to be improved depends on whether the rewards

match the expectations, needs and desires of the employee as shown at the bottom of the

above figure. If better performance leads to higher rewards and if these rewards are seen

as fair and equitable, then results in improved satisfaction. On the other hand, inadequate

rewards can lead to dissatisfaction. In either case, satisfaction becomes feedback that

affects one’s self-image and motivation to perform. The total performance-satisfaction

relationship is a continuous system, making it difficult to assess the impact of satisfaction

on motivation or on performance, and vice-versa.

employee

Job itself Small

groups Organisatio

n External

INDUSTRY PROFILE

The information technology (IT) industry has become of the most robust

industries in the world. IT, more than any other industry or economic facet, has an

increased productivity, particularly in the developed world, and therefore is a key driver

of global economic growth. Economies of scale and insatiable demand from both

consumers and enterprises characterize this rapidly growing sector.

The Information Technology Association of America (ITAA) explains the

“information technology” as encompassing all possible aspects of information systems

based on computers.

Both software development and the hardware involved in the IT industry include everything from computer systems, to the design, implementation, study and development of IT and management systems.

Owing to its easy accessibility and the wide range of IT products available, the

demand for IT services has increased substantially over the years. The IT sector has

emerged as a major global source of both growth and employment.

Information Technology is one of the most important industries in the Indian

economy. The IT industry of India has registered huge growth in recent years. India's IT

industry grew from 150 million US Dollars in 1990-1991 to a whopping 50 billion UD

Dollars in 2006-2007. In the last ten years the Information Technology industry in India

has grown at an average annual rate of 30%.The liberalization of the Indian economy in

the early nineties has played a major role in the growth of the IT industry of India.

Deregulation policies adopted by the Government of India have led to substantial

domestic investment and inflow of foreign capital to this industry.

In 1970, high import duties had forced IBM to leave India. However, after the

early nineties, many multi national IT companies, including IBM, have set up their

operations in India. During the ten year period 1992-2002, the Indian software industry

grew at double the rate as the US software industry.

Some of the major reasons for the significant growth of the IT industry of India are

Abundant availability of skilled manpower

Reduced telecommunication and internet costs

Reduced import duties on software and hardware products

Cost advantages

Encouraging government policies

Some of the major companies in the IT industry of India are -

Tata Consultancy Services (TCS)

Infosys

Wipro

IBM

HP

HCL

Cognizant Technology Solutions (CTS)

Patni

Satyam

India's IT industry caters to both domestic and export markets. Exports

contribute around 75% of the total revenue of the IT industry in India. The IT

industry can be broadly divided into four segments

IT services

Software’s (includes both engineering and Research and

Development)

ITES-BPO

Hardware

This yearly list offers 2000 companies active in all kinds of industries. By

selecting software & services a sublist can be made, which was 32 companies long in

2007. Forbes offers figures such as sales, profits, assets and market capitalization. Only

public companies are listed. The ranking seems to be based upon a multiplication of

sales*profits*assets*market capitalization. An extract of the Forbes list is provided

below. The Forbes Global 2000 includes the following list of the world's largest software

companies, ranked here by sales revenues: [1]

IBM

Microsoft Corporation

Oracle Corporation

Google

SAP

First Data

Electronic Data Systems

Softbank

Yahoo!

Symantec

In the present scenario most of the countries over the world have relied upon

Indian software company and firms or Software Companies for the software development

activities, as the country possesses a global competency in the IT sector.

The Software development company India comprises of businesses related to the

production and maintenance of computer software. The roots of the Software Industry

India lies in the IT phenomenon. Services regarding software such as training, consulting

and maintenance are a part of this ever-growing industry. The Software companies is

witnessing a rapid growth and offers lucrative job opportunities making IT a premium

career option for the youth. Infact it is one of the fastest growing sector of Indian

industry.

India is emerging as a Global IT superpower. The success can be attributed to

factor advantage of high quality of software human resources. The Software Industry has

succeeded in converting this comparative advantage to increasing exports. More and

more companies are receiving the ISO 9000 certification and the day is not far when

India will have the highest number of ISO 9000 companies in the world.

Indian Software Industry is estimated to be worth USD 1.2 billion. Unfortunately

the growth has been limited to a few cities around Bangalore, Mumbai, Delhi and Noida.

One problem that software companies in India are facing is that of outflow of IT

professionals. This can be looked into by ensuring the conditions for investment and

growth in the industry are safeguarded by political stability.

Services exports, accounting for nearly two thirds of the total, are

estimated to be growing at 32.6 percent in FY2007. This beats the industry forecast of

27-30 percent, estimated earlier – at the beginning of the year (June 2006).

Strong fundamentals including a large base of skilled talent, demonstrated quality

and service delivery expertise at a signifi cant cost advantage and an enabling

environment have ensured that India attracts a disproportionately larger share of the

global demand for offshore IT-ITES – and continues to drive India’s export led growth.

The top 40 publicly listed Indian fi rms have reported a top line year-on-year

growth of nearly 35 percent, over the fi rst half of the current fi scal. MNC owned captive

units have been scaling up their operations steadily with the headcount estimated to be

growing by about 25-30 percent this year.

COMPANY PROFILE

IBIN TECHNOLOGY SOLUTIONS

IBIN Technology Solutions is one of the leading software solution provider

company in Chennai India, with its associates in USA and UK, it fulfils software

solutions requirement of many companies across the globe. IBIN provides complete

software solutions which include software development, project consultancy, project

management, implementation of ERP(s), software maintenance and networking related

services to manufacturing and service industry.

We are a worldwide information services provider focusing on the delivery of

high quality information technology services and products. We specialize in the design,

development, implementation, and migration of small to large size systems. We have

successfully delivered large size projects on-time and under budget repeatedly to our

customers.

INFRASTRUCTURE

Infrastructure is the backbone of our operations. To support mission- critical

business processes and applications, IBIN has put in place a world-class infrastructure at

its delivery center in Chennai, India. Our hardware and communication infrastructure are

designed to bridge the offshore / on-site distance and provide near real- time information

to our customers, round-the-clock. We have implemented best-of-breed infrastructure

management policies.

IBIN development centers are equipped with the following infrastructure and facilities:

Support services 24/7 for a software development.

Windows, Linux and Sun Solaris Servers.

High Bandwidth Internet Connectivity.

Data Connectivity (Secure authentication through Firewall and RADIUS Server

on Active Directory Secure FTP facility).

Scalable network architecture and systems.

Contingency servers and workstations available with software images pre-loaded.

Redundant network and communication devices.

IBIN safety and IP security systems as well as advanced communications

infrastructure ensure reliable client connectivity and 200% data security

IBIN is also capable of scaling up a highly secure, robust and agile infrastructure based

on your specific requirements.

ENTERPRISE PORTAL

Following are the Enterprise Portal development related services offered by IBIN

Technology Solutions.

E-business portals CMS ECMS Engineering software solutions

IBIN E - Business Portals

E business is business on the web. There have been enough rags to riches stories

of businesses who successfully tried their luck on the net and they are established brand

names today. Conversely people who have not recognized and embraced web as an

important sales and marketing limb have suffered from dwindling revenues and vanishing

good-will. The consumer of today is aware and probably the first thing he does for

finding out more about you is surf through your site. If you do not have one, you loose a

potential customer. On the other hand, if you have an impressive site with all the

deliverables appropriately displayed, chances are that you may make a sale with minimal

marketing expenditure.

IN E- BUSINESS_ THE WORLD IS YOUR MARKETPLACE

An E-business portal is a interface that allows you to exhibit your products and

services to a potential customer. It is different from a website in scale and complexity.

The number of products is very high and their classification protocols are elaborate.

Additionally such a portal employs innovative and exuberant navigational techniques to

enhance user comfort while browsing the site. The administration panel of e-business

portals is elaborate and incorporates various sales and marketing tools for strong

analytics. It also allows convenient inventory tracking and management modules along

with features like banner management, partner management, customer management etc.

IBIN CMS Solution

IBIN ColdFusion and DotNet content management solutions allow you to

generate, capture, interpret, process, secure, transport and discard organizational content

keeping in mind the vital requirements of your organization.Our Customized Content

Management Solutions have helped several enterprise and small and medium Businesses

attain high growth.

IBIN ECM

The primary goal of any business is to grow, both in monetary and qualitative

parameters. All businesses are persevering to attain a state of comprehensive growth. A

growth rate that is higher than that of its competitors. To attain this, they are working

towards better organizational asset management.Information asset management is

undeniably the top priority for most organizations in this era of global competition.

Ironically information asset management is also the most challenging problem faced by

many despite a flurry of systems that are available to manage it.

The biggest challenge remains in the sheer volume of information generated on a

daily basis in an organization. Then comes the problem of sifting through this

exponentially increasing information so that the relevant data reaches the delegated

people when they need it. And most importantly how to identify useful information and

segregate it from irrelevant, outdated or redundant data that often obliterates the

important stuff. Enterprise Content Management Systems are designed to cater to these

specific requirements of an organization. ECM is a technology that helps you create,

manage, store, secure, distribute, publish and discard the electronic information assets in

an organization.

IBIN ENGINEERING SOFTWARE SOLUTION

IBIN Solution has developed expertise in developing Event Management

Solutions and web software. With several successful implementations backing us, we

hold expertise in delivering Event Management solution software. We have helped our

client develop Event Management portals that act as the event showcase as well as a

visitor registration platform. With specialized modules for advertiser management as well

as strong analytics, such solutions play a potent role in revenue generation and projection.

IBIN Solution offers world-class testing services focusing on key business

domains and delivering cutting-edge services that are attuned to industry-specific needs.

The industry is shifting from internal testing scenario to outsourced or independent

testing to reduce cost, accelerate test cycles and improve quality.

IBIN Solution’s in-depth knowledge and seamless interface with vertical markets

ensure quick understanding of its customer’s business priorities and the applications

under test. This helps the company in providing clear, scalable, effective and strategic

testing solutions for achieving operational & profit goals to its customers.

IBIN Technology Solutions is a strategic partner for independent verification and

validation (IV&V) services to leading global organizations. The company has created a

pool of qualified software testing professionals to meet the needs of customer

organizations in the testing sphere. IBIN Technology Solutions also provides guidance

and solutions to organizations, performing testing of all types of software systems. The

company provides a framework for assessing organizational testing practices and

procedures

Application Management services

Process Consulting services.

REVIEW OF LITERTURE

QUALITY OF WORK LIFE IN THE INDIAN CONTEXT

The concern for QWL was first noticed in the early 1970’s. It was seen

as the latest revolution that was taking place in the relationship between men and work.

Two drastic changes in this relationship have been noticed in the past – the first one

resulted from with the use of machine power (the replacement of muscle power by

machines in the19th century) and the second one resulted from the explosion of

information technology (replacing programmable human mental processes by

computers). The third revolution is now taking place – that of ‘humanization of work’.

The genesis of the concern for QWL can be found in the humanistic tradition within the

social sciences that tries to highlight the employees’ need for meaningful and satisfying

work and for participation in decisions that influence their work environment. Therefore,

from a historical perspective this concern for QWL in organizations can be seen as the

latest, and, in many ways, the culmination of a string of reform movements that have

attempted during the past several decades, to protect the rights and interest of workers.

The concept of QWL is very close to the concept of human resource development

(HRD). The traditional approach to HRD led to the ‘dehumanization’ of work as the

emphasis was more on machines than on people. The human relations movement restored

the balance and brought forth the significance of human beings in organizations.

However, it was Herzberg who was the first to notice the failure of individual training to

suit the job as a change strategy. Herzberg’s distinction between ‘hygiene factors and

motivators’ advocated the use of job as a medium for developing and changing

organizations through the programmer of ‘job enrichment’. Later on, Davis proposed the

concept of ‘job design’, satisfying the techno – social requirements of the job. This was

followed by ‘work reorganization’ as an extension of the ‘job design’. At the core of all

these programmer was the value of training people in organizations as human beings and

helping them to grow, develop and take part in the decision making – processes. The goal

was to humanize the organizations. Various terms such as, ‘humanization of work’,

‘industrial democracy’, ‘workplace democracy’, ‘work redesign’, ‘organizational

redesigning’, ‘participative work’ and, later on, ‘QWL’ were used interchangeably to

describe the same thing.

The overriding purpose of QWL is to change the climate at work, so that the

human-technological organizational interface leads to a better QWL are still unclear,

there are a number of analyses and applications of the closely associated socio-technical

approaches to job design.

The interest in the field of QWL as survived the period of the past three decades.

In fact, it is growing in most of the countries of the world. Initially, it was the purported

failure of the existing job satisfaction measures to explain the simultaneous existence of a

high level of job satisfaction and certain problems of employee behavior that led to the

emergence of interest in QWL.

DEFINITIONS OF QWL

“Quality of work life is the degree to which members of a work

organization are able to satisfy important personal needs through their experiences

in the organization.”

- SUTTLE

“Quality of work life is a comprehension construct that assesses an

individual’s job related well being and the extent to which work experiences are

rewarding, fulfilling and devoid of stress and other negative personal

consequences.”

- SHAMIR AND SOLOMAN

CONTRIBUTION OF MASLOW’S THEORY TOWARDS QUALITY OF WORK

LIFE (QWL)

Developments in work design techniques beyond job rotation and enlargement

have been influenced by ‘humanistic’ psychology. Maslow (1943) the most popular and

influential figure in this movement argued that human beings have seven innate needs,

‘physiological’ or survival needs concern sunlight, sex, food and water. ‘Safety’ needs

concern freedom from threat and the desire for shelter, security, order and predictability,

‘ love’ needs concern relationships, affection, giving and receiving love and the desire for

feeling belongingness, ‘esteem’ needs concern strength, achievement, adequacy,

confidence, independence and the desire for reputation, prestige, recognition, attention

importance, appreciation and for a high self-evaluation based on capability and on respect

form others, ‘self-actualization’ needs concern the development of human capacity to the

fullest potential. ‘Freedom of inquiry and expression’ needs relate to social conditions

that permit free speech and encourage justice, fairness and honesty and finally the need to

‘ know and understand’ concern the desire to gain and to systemize knowledge, to satisfy

curiosity, to learn, to experiment and to explore. Taylor and Ford appear to have

overlooked the possibility that their employees would seek satisfaction of any or all of

these needs through work.

Maslow argued that these needs are organized in a loose hierarchy. A person does

not normally pay much attention to love and esteem needs for example until physical and

safety requirements are more or less satisfied.

The ultimate goal is self-actualization the need for freedom of inquiry and to

know and understand being pre-requisite for the satisfaction of all the others. The theory

is vague, it cannot easily make predictions about human behavior. It makes some

predictions that are philosophical and psychological. Yet Maslow’s influence is clearly

stamped across the work design theories and practices of the latter half of the twentieth

century and was a key dimension of the QWL movement that developed through the

1960’s and 1970’s.

This study has a very close connection with Maslow’s theory as the sub-headings

of this study deals basically with identifying skills and empowering the employee to

perform better, identifying the recognition and rewarding systems practiced in the

organization, factors causing stress and the effect of stress on work, work and the

working environment of the employees and relationship of the executives with the co-

workers.

APPROACHES TO IMPROVE QWL

There are a number of factors involved in QWL, and these factors can be grouped

in three categories: individual factors, job factors, and organizational factors. The

characteristics of these factors affect the individual involvement in the job, his sense of

competence which lead to job satisfaction and finally to job performance and productivity

as shown in Figure.

An individual on the organization wants to satisfy his needs while working for it.

Depending on the nature of the individual, he may want equitable financial package,

employment benefits, job security, interesting work, involvement in decision – making

process affecting him and his work, and getting proper feedback about his performance.

If these factors are favorable, the individual will feel job involvement and sense of

competence, consequently job satisfaction and contribute positively with the support of

organizational facilities. Therefore, in improving QWL, all these factors have to be taken

into account. Though there may not be any universal phenomenon in improving the QWL

because of involvement of a number of factors in it. Some more commonly adopted

practices for the purpose are discussed below.

FACTORS IN QWL AND THEIR IMPACT

Job factors Nature of job

Organizational factors Participation Communication Support

Job involvement Sense of

competence

Job satisfaction

Performance Productivity

Individual factors Ability Work ethic Need pattern

The Economic Times collected the views from top level HR executives (mostly

HR directors) from Indian companies on the emerging workplace. The views expressed

were as follows:

1. There would be more celebrations, music, poetry, and art at work to provide

creative moments in between the lightening speed of work. People with high EQ

levels would be valued far more than yesterday as coaches and facilitators

orchestrate the output of knowledge workers.

2. People tomorrow would want, need and deserve a workplace free from anxiety

and stress, where each can contribute fully from their jobs and also get a

satisfactory growth in return.

3. The new work use habits are going to be far more flexible, and individuals will

use technology more effectively so that they can find optimum balance between

family and work. What teleworking will encourage is a focus on work output and

results rather than the time put as is the traditional model of a 9-5 office.

4. People at work should have the option to exercise several choices: operating

from home, virtual offices, flexible hours, possibility of switching from a fast

track to a slow track.

5. People not in the services sectors – who therefore have to report to work – can

look forward to more aesthetically appealing office spaces with technology

enabling environment-friendly intelligent buildings which encourage the body

and mind to give their best.

6. At the intellectual level, there would be a quantum jump in creativity and

innovation. Technology-enabled rich imagery, cross fertilization of ideas of

people from different cultures and magic of cyberspace would make

breakthrough ideas common place.

7. The future workplace will buzz with words like openness, speed, teamwork and

quality: brilliant tomorrow where capability alone will rule. Where demonstrated

performance will mean for more than just a paper degree.

The role of HR personnel will be crucial to bring such changes. They will create

and sustain high performance cultures which retain talent and provide unique learning

and growth. While people management will be collective responsibility of all managers

and organization leaders, HR will be the facilitator of the world’s best people practices in

all areas, accountable for the quality of the company.

EFFECTS OF QWL

QWL affects job involvement, sense of competence, job satisfaction, and job

performance. A favorable QWL results into positive consequences of these factors. Let us

see how QWL affects these.

1) SELF MANAGED TEAMS:

QWL has evolved into and has become closely associated with

autonomous or self managed teams, just a few years ago self managed teams were

being used only in a very few innovative companies such as Procter and Gamble,

Digital equipment and TRW. There are many other approaches in QWL besides self-

managed teams such as those on management stress leadership, communication,

organizational design and culture, organizations change and development, the other

major motivation application technique of setting is given attention.

2) JOB INVOLVEMENT:

Job involvement indicates the extent of people’s identification with or ego

involvement in the job. Job involved people spend more time on job and turn out

better performance. Challenging jobs which have skill variety, influence employees to

get involved with their jobs. Similarly, people with high need for achievement and

high work ethic feel involved in jobs.

3) SENSE OF COMPETENCE:

Sense of competence denotes the feelings of confidence that one has in

one’s own competence. Job design affects the sense of competence. By engaging in a

work that calls for a variety of skills, abilities, and talents, individuals gain mastery

over their work environment. As they engage themselves more and more in work

activities, they acquire a great sense of competence and experience and higher level

of job involvement. This job involvement further adds to sense of competence. Thus,

sense of competence and job involvement mutually reinforce each other. High sense

of competence and job involvement produces high job satisfaction and productivity.

4) 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 predisposition 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.

CURRENT CONCEPTS OF QWL

The scope of QWL movement which originally included only job redesign efforts

based on the socio-technical systems approach has gradually widened very much so as to

include a wide variety of interventions. Important among these are the following:

1) Job Enrichment

2) Stress Management

3) Job Satisfaction

4) Promotions and Career Planning

5) Quality Circles

6) Suggestion Schemes

7) Employee Participation

8) Empowerment

9) Autonomous Work Teams

10) Flexible Organization Structure

OBJECTIVES

This study aims at a complete understanding of the factors that enhance the

overall quality of an employee’s working environment in IBIN Technology Solutions.

Objectives of the Study

Primary:-

To study the Quality of Work Life of Employees in IBIN Technology

Solutions.

Secondary:-

To identify the skills required and the extent of empowerment required in

performing the job.

To understand the recognition and rewarding systems of the organization.

To identify the factors causing stress and effects of stress on work.

To measure the attitude of the employees towards the work and the

working environment.

To find the relationship of the employees with that of the co-workers.

SCOPE OF THE STUDY

The scope of the study is to understand the Quality Of Work Life of Ibin and how

ibin technology Solutions can enhance the performance of employees by adopting it.

The study is extended only to the respondents working in the ibin technology

solutions, head office at Rameshwaram Road, Chennai. It does not cover all the

employees working in ibin technology solutions. The study covers only some of the

levels in the organisation.

LIMITATIONS

The project report was designed mainly on the belief that information

provided by the respondents is correct.

Even though the respondents are available they are not willing to give

their valuable response.

Few respondents provided the required information in a hurried manner.

So accuracy may affect due to this.

The sample size was very small as compared to the total population.

The study may not be universally applicable.

Some of them might have assured as per the wishes.

The time to conduct the survey was a major limitation as most of them

were too busy during working hours and had to conduct the survey only

on the time allotted. This reduces the number of respondents to 75.

RESEARCH METHODOLOGY

MARKETING RESEARCH

“Marketing Research is the function that links the consumer,

customer and public to the marketer through information – information used to identify

and define marketing opportunities and problems; generate, refine, and evaluate

marketing actions; monitor marketing performance; and improve understanding of

marketing as a process. Marketing Research specifies the information required to address

these issues, designs the method for collecting information, manages and implements the

data collection process, analyzes, communications the findings and their implications.”

- American Marketing Association

The Marketing Research Process

DESCRIPTIVE RESEARCH

Define the problem and research objectives

Develop the research plan

Collect the information

Analyze the information

Present the findings

Make the decision

A type of conclusive research, which has its major objective the description of

something usually, market characteristics or function.

DESCRIPTIVE RESEARCH DESIGN

Describe the characteristics of certain groups.

Estimate the proportion of people in a specified population who behave in a

certain way.

Determine whether certain variables are associated.

DEVELOPING THE RESEARCH PLAN

The second stage of marketing research calls for

developing the most efficient plan for gathering the needed information.

SOURCES OF DATA COLLECTION

PRIMARY DATA

Primary data was collected through questionnaire method.

SECONDARY DATA

Secondary data’s are collected from company’s profile.

STATISTICAL TOOLS DESCRIPTION

The following analytical tools are used to illustrate the frequency of

response in relation to various parameters and the impact on customer satisfaction

i. Chi-square test

ii. Weighted Average Table

iii. Percentile Method

iv. Graphs

TESTING OF HYPOTHESIS

Testing of hypothesis provide a tool to the decision-making. A

hypothesis is an assumption regarding a population parameter such as population mean,

population variances etc. Hypothesis, that needs to be tested and a statistical procedure to

perform such a test is called testing of hypothesis. There are two types of hypothesis in

any hypothesis-testing problems. They are

i. Null Hypothesis

ii. Alternative Hypothesis

NULL HYPOTHESIS

Any hypothesis, which is to be actually tested for acceptance or

rejection, is called Null Hypothesis. It is represented by the variable H0.

H0: The two attributes are independent i.e. one has no influence on the other.

ALTERNATIVE HYPOTHESIS

An alternative to the null hypothesis is known as Alternative

Hypothesis. It is represented by the variable H1.

H1: The two attributes are dependent.

We test at 5% significance level or 95% confidence level.

CHI-SQUARE TEST

Chi-square is an important non-parametric test and as such no rigid

assumptions are necessary in respect of the type of population we require only the

degrees of freedom for using the test. As a non-parametric test, chi-square test may be

used –

As a test of goodness of fit

As a test of independence

FORMULA FOR CHI-SQUARE

2 = (Oi – Ei) 2

Ei

(OR)

2 = i2 -- N

Ei

Where

2 Chi-square

i Observed frequency

E i Expected frequency

WEIGHTED AVERAGE AND NET SCORE METHOD

In the case of data involving Rating Scales and Ranking,

the Weighted Ranking and Net Score Method has been used. The net score for each

attribute is calculated and analysis can be done on the basis of net score in % obtained.

FORMULA

Sum of the weighted ranksNet score in % = ----------------------------------------

Total weight

Net score in the rowNet score in % = -------------------------------------

Total net score

PERCENTILE METHOD

Percentage refers to a special kind of ration. This method is

used in making comparison between two or more series of data. Percentage is used to

describe the relationship. Percentage can also be used to compare the relative terms, the

distribution of two or more sources of data.

GRAPHS

The graphs are pictorial representation of data, which help in the

comparison of figures. The graph helps to understand the tabulated values easily.

DATA ANALYSIS AND INTERPRETATION

Introduction

In order to extract meaningful information from the data collected, the

data analysis and interpretation is carried out. The data analysis is the fourth step in the

research process. The data are first edited, coded and tabulated for the purpose of

analyzing them. The editing, coding and tabulating are a must when the interviewer has

amassed a huge amount of data concerning the research project at hand.

The analysis is basically aimed at giving inferences of association or differences

between the various variables present in the research. The analysis can be conducted by

using simple statistical tools like percentages, averages and measures of dispersion.

Alternatively, the collected data may be analyzed by using diagrams, graphs, charts,

pictures, etc. Data may be cross-tabulated to find useful relationships among the variables

involved.

Finally, meaning of data may be extracted from the analysis thus conducted. The

conclusion, summary and recommendations of research are based on the statistical

analysis and inferences drawn.

TABLE - 1

Table showing the age of Respondents

S.No Age No. of Respondents Percentage

1 Less than 25 125 62.5

2 25 - 30 60 30

3 31 - 35 15 7.5

Total 200 100

INFERENCE:

From the above table it is clear that 62.5% of the respondents have less than age

of 25 years, 30% of respondents are aged between 25 – 30 years and 7.5% of respondents

are aged between 31 – 35 years.

Chart showing the age of the respondents

62.5

30

7.5

010

2030

4050

6070

Respondents

Less than 25 25 - 30 31 - 35Age

Age of Respondents

Percentage

CHART – 1

TABLE - 2

Table showing the Educational Qualification of the respondents

S.No Qualification No. of Respondents Percentage

1 Graduate 125 62.5

2 Post Graduate 10 5

3 Professional 60 30

4 Others 5 2.5

Total 200 100

INFERENCE:

From the above table it is clear that 62.5% of the respondents are graduates, 30%

of respondents are professionals, 5% of respondents are post graduates and 2.5% of

respondents are belongs to others category.

Chart showing the Educational Qualification of the Respondents

Educational Qualification

5%

62%

30%

3%

Graduate Post Graduate Professional Others

CHART - 2

TABLE - 3

Table showing the Years of Experience of the Employees


1 Less than 1 Year 90 45

2 1 - 2 years 80 40

3 3 - 5 Years 30 15

Total 200 100

INFERENCE:

From the above table it is clear that 45% of the respondents have less than 1 year

experience, 40% of respondents are in between 1 – 2 years of experience and 15% of

respondents are in between 3 – 5 years of experience.

Chart Showing the years of experience of the Employees

No. of Years Experience

45%

40%

15%

Less than 1 Year 1 - 2 years 3 - 5 Years

CHART - 3

TABLE - 4

Table showing the Monthly Salary of the employees


1 Less than 10000 20 10

2 10000 - 15000 100 50

3 15001 - 20000 60 30

4 More than 20000 20 10

Total 200 100

INFERENCE:

From the above table it is clear that 50% of the respondents are salaried in

between 9000 – 11000, 30% of the respondents are salaried in between 11001 – 15000

and 10% of respondents are salaried less than 9000 and more than 15000.

Chart showing the Monthly Salary of the Employees

10

50

30

10

05

101520253035404550

Respondents

Less than12000

12000 - 15000 15001 -20000

More than20000

Salary(in Rs.)

Monthly Salary(in Rs.)

Monthly Salary

CHART - 4

TABLE - 5

Table showing the Employees Designation

S.No Designation No. of Respondents Percentage

1 Software Developer 80 40

2 Team Leader 70 35

3 Sales Manager 30 15

4 Administrative Manager 20 10

Total 200 100

INFERENCE:

From the above table the respondents designation as 40% are Software Developer,

35% are Software Developer, 15% are sales managers, and 10% are Administrative

Managers.

Chart showing the Employees designation

4035

1510

05

10152025303540

Respondents

Software Developers

AssistantTeam Leader

SalesManager

AdministrativeManager

Designation

Employees Designation

Designation

CHART - 5

TABLE - 6

Table Showing the Qualities are Necessary to perform the job

S.No. QualitiesVery Much

To A Great Extent

To Some Extent

Not At All

Weighted Average

Rank

a) Motivational skills 95 90 10 5 67.5 3b) Communication Skills 100 95 5 0 69.5 1c) Leadership 85 80 35 0 65 5d) Time Management 95 95 5 5 68 2e) Problem Solving 45 135 20 0 62.5 8

f)Ability to work in

Group 100 70 20 10 65 6

g) Technical Skills 50 65 75 10 55.5 10h) Interpersonal Skills 60 130 10 0 65 7i) Experience 55 90 30 25 57.5 9j) Right Attitude 85 100 15 0 67 4

INFERENCE:

From the above table the employees feels that the Communication Skills, Time

Management, Motivational Skills are very much necessary to perform in the job, among

the list they rank the technical skills as least.

TABLE - 7

Table showing the Employees Opportunity to Express Individual Skills

S.No OpinionNo. of Respondents Percentage

1 Sometimes 25 12.5

2 Usually 90 45

3 Always 85 42.5

4 Rarely 0 0

5 Never 0 0

Total 200 100

INFERENCE:

From the above table respondent’s opinion to express their skills are 45% are

usually, 42.5% are always and 12.5% are sometimes.

Chart showing the employees opportunity to express their Skills

12.5

45 42.5

0 005

1015202530354045

Respondents

Sometimes Usually Always Rarely Never

Opinion

Opportunity to Express Individual Skills

Opinion

CHART - 6

TABLE – 8

Table showing the level of Employees Authoritative Powers

S.No Opinion No. of Respondents Percentage

1 To Some Extent 45 22.5

2 To A Great Extent 100 50

3 Very Much 35 17.5

4 Not at all 20 10

Total 200 100

INFERENCE:

From the above table it is clear that respondent’s opinion is 50% to a great extent,

22.5% to some extent, and 17.5% of respondents to very much and 10%of respondents

says not at all.

Chart showing the level of Employees Authoritative Powers

Authoritative powers

22.5

50

17.510

0102030405060

To SomeExtent

To A GreatExtent

Very Much Not at all

Opinion

Resp

on

den

ts

Percentage

Chart 8

TABLE – 9

Table Showing the organization recognizes the employees as individuals

Attributes No. of Respondents Percentage

Yes 156 78

No 44 22

Total 200 100

INFERENCE:

From the Table the 78% of the employees says that the organization

Recognizes the employees as individuals and 22% of them are against to the statement.

Chart Showing the organization recognizes the employees as individuals

Recognition of employees as individuals

78

22

0

20

40

60

80

100

Yes No

Respondents

Perc

en

tag

e

CHART - 9

TABLE – 10

Table showing the recognition and rewarding system in the organization.

S.No Factors

Recognition Percentage Rewards Percentage

Yes No YesNo

Yes No Yes No

a) Innovations and innovative ideas 128 72 64 36 152 48 76 24

b) Official achievements 180 20 90 10 164 36 72 18

c) Individual achievements 120 80 60 40 156 44 78 22

d) Team Work 172 28 86 14 143 5771.5

28.5

e) Valuable Suggestions 134 66 67 33 94 106 47 53

f) Participative Decision Making 102 98 51 49 114 86 57 43

TABLE – 11

Ranking Method

Rewarding factors based on Respondents Preference

S.No Factors Rank1 Holiday Trip with Family 92 Special Incentives & Bonus 13 Salary Increments 44 Moments & Cash Awards 75 Material Gifts 66 Retirement Schemes 107 Promotion 38 Job Security 89 Opportunity for Growth 210 Participation in Decision Making 5

INFERENCE:

From the above table it is clear that Special Incentives & Bonus are given Rank – 1,

Opportunity for Growth Rank – 2 and as in the row Retirement Schemes are given Last

Preference.

TABLE – 12

Table showing stress level at the work place

Attributes No. of Respondents Percentage

Yes 44 22

No 156 78

Total 200 100

INFERENCE:

From the Table the 78% of the employees says that there is no Stress in

the Organization and 22% of them say there is Stress in the organization.

Chart showing stress level at the work place

CHART - 9

TABLE - 13

Salary Satisfaction

Sl.No Opinion No. of Respondents Percentage

1 Highly Dissatisfied 5 2.5

2 Dissatisfied 10 5

3 Neutral 35 17.5

4 satisfied 130 65

5 Highly satisfied 20 10

Total 200 100

INFERENCE:

From the above table the respondent’s salary satisfaction are 65% of them are

satisfied, 17.5% of them are neutral, 10 % of them are highly satisfied, 5% of them are

dissatisfied and 2.5% of them are highly dissatisfied.

Chart showing the Employees Satisfaction in their Salary

2.55

17.5

65

10

0

10

20

30

40

50

60

70

Respondents

HighlyDissatisfied

Dissatisfied Neutral satisfied Highlysatisfied

Opinion

Salary satisfaction

Percentage

Chart - 13

TABLE – 14

Incentives Satisfaction


1 Highly Dissatisfied 5 2.5

2 Dissatisfied 5 2.5

3 Neutral 60 30

4 satisfied 105 52.5

5 Highly satisfied 25 12.5

Total 200 100

INFERENCE:

From the above table the respondent’s incentives satisfaction are 52.5% of them

are satisfied, 30% of them are neutral, 12.5% of them are highly satisfied and 2.5% of

them are dissatisfied and highly dissatisfied.

Chart showing the Employees satisfaction on their Incentives

Incentive Satisfaction

2.5 2.5

30

52.5

12.5

0

10

20

30

40

50

60

HighlyDissatisfied

Dissatisfied Neutral satisfied Highlysatisfied

Opinion

Res

po

nd

ents

Percentage

Chart– 14

WEIGHTED AVERAGE METHOD

TABLE – 15

Table showing the satisfaction level in the office facilities

S.No Factors Highly Satisfied

SatisfiedNeutr

alDissatisf

ied

Highly Dissatisf

iedTotal

Weighted Average

a. Space 145 45 5 5 0 200 62b. Lighting 120 50 25 5 0 200 59c. Ventilation 135 55 5 5 0 200 61.33d. Shelves 115 40 30 10 5 200 56.67e. Toilets 100 60 35 5 0 200 57f. Telephone 110 70 10 5 5 200 58.33g. Internet 125 55 15 5 0 200 60

h. Drinking water 140 40 15 5 0 200 61

i. Interiors 95 60 30 10 5 200 55.33j. Refreshment

Facility 75 25 75 15 10 200 49.33

Total 1160 500 245 70 25 2000

TABLE – 16

Employee Satisfaction Level in the following factors

S.No Factors Highly Satisfied

Satisfied

NeutralDissatisf

ied

Highly Dissatisf

iedTotal

Weighted Average

a. Job Security 70 90 35 5 0 200 55b. Recognition 55 90 45 10 0 200 52.67c. Rewarding Systems 50 65 80 5 0 200 50.67d. Career Growth 65 110 25 0 0 200 56e. Flexi - Time 35 50 90 15 10 200 45.67

f.Work and Working

Environment 75 90 25 10 0 200 54.8

g.Relationship with

others 95 80 15 10 0 200 57.33

h.Usage of Latest

Information Technology

50 85 40 10 15 200 49.67

i.Decision Making

Authority 55 110 30 5 0 200 52.67j.

Job Satisfaction 70 75 55 0 0 200 54.33

Total 620 935 440 70 25 2000

TABLE – 17

Job Responsibility


1 To Some Extent 30 15

2 To A Great Extent 110 55

3 Very Much 55 27.5

4 Never 5 2.5

Total 200 100

INFERENCE:

From the above table the respondent’s job responsibilities are 55% of them to a

great extent, 27.5% of them to very much, 15% of them to some extent and 2.5% of them

says never.

Chart showing the Employees Job Responsibility

15

55

27.5

2.5

0

10

20

30

40

50

60

Respondents

ToSomeExtent

To AGreatExtent

VeryMuch

Never

Opinion

Job Responsibility

Percentage

Chart - 17

TABLE – 18

Table showing the employees relationship with others.

5 – Very Healthy 4 – Healthy 3 - Neutral 2 – Unhealthy 1 – Very Unhealthy

S.No Factors 5 4 3 2 1Weighte

d Average

a.Relationship with your

Superiors 105 85 10 0 0 58.53

b.Relationship with your

Subordinates 100 85 15 0 0 59

c. Relationship with your Peers 95 70 35 0 057.33

INFERENCE:

From the above table the employees says that they Healthy Relationship with their

Superiors, subordinates and Peers.

TABLE – 19

Ranking Method

Attributes that have an impact on Quality of work life

S.No Factors Rank1 Job security 22 Recognition 63 Rewarding systems 34 Career growth 15 Flexi time 46 Work and working environment 87 Relationship with others 58 Usage of latest information technology 119 Skills and powers 910 Decision making authority 1011 Job satisfaction 12

12 Individual training 7

INFERENCE:

From the above table it is clear that Career growth is given as Rank – 1, Job

Security as Rank – 2 and as in the row Job Satisfaction is given Last Preference.

TABLE - 20

AGE & DESIGNATION

AGE & PRESENT DESIGNATION

AGE

DESIGNATION TotalSoftware

DevelopersTeam Leaders Sales Manager

Administrative Manager

Less than 25 80 40 - 5 125(62.5)25 - 30 - 30 15 15 60(30)31 - 35 - - 15 - 15{12.5}

Total 80(40) 70(35) 30(15) 20(10) 200(Number within the parenthesis indicates percentage)

INFERENCE:

From the above table it is clear that 62.5% of the respondents are at the age group

of less than 25, 30% of respondents are at the age group of 25 – 30, 12.5% of respondents

are at the age group of 31 – 35.

From the respondents 40% are executives, 35% are assistant managers, 15% are

sales managers, and 10% are revenue managers.

TABLE - 21

QUALIFICATION & INDIVIDUAL SKILLS

OPINIONS

QUALIFICATION

Sometimes Usually Always Total

Graduate 10 10(5)

Post Graduate 20 55 50 125(62.5)

Professional 5 30 25 60(30)

Others 5 5(2.5)

Total 25(12.5) 90(45) 85(42.5) 200

(Number within the parenthesis indicates percentage)

INFERENCE:

From the above table it is clear that 62.5% of the respondents are post graduates,

30% of respondents are professionals, 5% of respondents are graduates and 2.5% of

respondents are belongs to others category.

From the respondent’s opinion 45% are usually, 42.5% are always and 12.5% are

sometimes.

TABLE - 22

EXPERIENCE & AUTHORITATIVE POWERS

OPINION

EXPERIENCE

To Some Extent

To A Great Extent

Very Much

Not at all

Total

Less than 1 Year

20 50 10 10 90(45)

1 - 2 years 20 35 20 5 80(40)

3 - 5 Years 5 15 5 5 30(15)

Total 45(22.5) 100(50) 35(17.5) 20(10) 200

(Number within the parenthesis indicates percentage)

INFERENCE:

From the above table it is clear that 45% of the respondents have less than 1 year

experience, 40% of respondents are in between 1 – 2 years of experience and 15% of

respondents are in between 3 – 5 years of experience.

From the respondent’s opinion 50% of them to a great extent, 22.5% of them to

some extent, 17.5% of them very much and 10% of them says not at all.

TABLE - 23

Chi square Test

Years of experience & Opportunity to express their skills

Sometimes Usually Always Total

Less than 1 Year 10 45 35 90

1 - 2 years 10 35 35 80

3 - 5 Years 5 10 15 30

Total 25 90 85 200

Hypothesis H0: There is no significance difference between the years of experience and opportunity to skills

Hypothesis H1: There is significance difference between the years of experience and opportunity to skills

Degrees of freedom: 4

Chi-square = 2.693

For significance at the .05 level, chi-square should be greater than or equal to 9.49.

The distribution is not significant.

p is less than or equal to 1.

Accept H0 and reject H1

So there is no significance difference between the years of experience and opportunity to skills.

FINDINGS

62.5% of the respondents are at the age group of less than 25,

30% of respondents are at the age group of 25 – 30

12.5% of respondents are at the age group of 31 – 35.

From the respondents 40% are Software Developers.

35% are Team Leaders

15% are sales managers, and 10% are Administrative managers.

62.5% of the respondents are post graduates

30% of respondents are professionals

5% of respondents are graduates

2.5% of respondents are belongs to others category.

From the respondent’s opinion 45% are usually

42.5% are always and 12.5% are sometimes.

45% of the respondents have less than 1 year experience,

40% of respondents are in between 1 – 2 years of experience

15% of respondents are in between 3 – 5 years of experience.

62.5% of the respondents have less than age of 25 years,

30% of respondents are aged between 25 – 30 years

7.5% of respondents are aged between 31 – 35 years.

62.5% of the respondents are graduates

30% of respondents are professionals

5% of respondents are post graduates

45% of the respondents have less than 1 year experience,

40% of respondents are in between 1 – 2 years of experience

15% of respondents are in between 3 – 5 years of experience.

50% of the respondents are salaried in between 9000 – 11000,

30% of the respondents are salaried in between 11001 – 15000

10% of respondents are salaried less than 9000 and more than 15000.

65% of them are satisfied with the salary

17.5% of them are neutral,

10 % of them are highly satisfied with the salary

5% of them are dissatisfied

2.5% of them are highly dissatisfied

52.5% of them are satisfied with the incentives

30% of them are neutral

12.5% of them are highly satisfied

2.5% of them are dissatisfied with the incentives

The rest are highly dissatisfied.

Special Incentives & Bonus are given Rank – 1

Opportunity for Growth Rank – 2

Retirement Schemes are given Last Preference.

SUGGESTIONS

The organization must focus on the interpersonal qualities and technical skills.

The organization must recognize the employees more as the individuals

The Rewarding and Recognition System must be improved in individual

achievements and participative decision making

Communication flow in the organization must be excellent.

Individual views must fed in to organisation’s strategies.

Regular Feedback should be given to the employees at the right time.

Superior’s must listen to the employees problem .

Employees should be given more motivation . .

The problem solving skills of employees should be improved.

The Family welfare schemes and the recreation facilities must be provided to the

employees.

The organization timings must be flexible.

CONCLUSION

The study pertaining to Quality of Work Life (QWL) in ITES Industry. A

questionnaire was prepared for the purpose of knowing the employee’s satisfaction in the

work life. The responses of the respondents are good and encouraging. The particulars of

questionnaires are analyzed on the bases of the collected data.

The organization provides a very healthy climate and also good superior –

subordinate relationship. Even though in some fields the management has to concentrate

more and have to adopt new measures in those fields. It will make them to yield more

production as well as it also makes the employees more involved in their work area.

Formation of quality circles is also recommended, to improve the overall performance of

the organization.

From the above mentioned the Quality of Work Life in ITES Industries is good.

A STUDY ON QWL OF EMPLOYEES IN ibin Technology Solutions

I. Demographic Details

1. Name :

2. Age :

a) <25 b) 25-30 c) 31-35 d) 36-40 e) >40

3. Educational qualification :

a) Graduate b) Post Graduate c) Professionald) Others

4. Number of Years of Experience :

a) < 1 Year b) 1 – 2 Years c) 3 – 5 Years d) > 5 Years

5. Monthly Salary (in Rs.) :

a) < 12000 b) 12000 – 15000 c) 15001 – 20000d) > 20000

6. Designation at the time of joining in your Organization :

a) Software Developer b) Team Leader c) Sales Manager d) Administrative Manager

7. Present Designation :

a) Software Developer b) Team Leader c) Sales Manager d) Administrative Manager

II. Skills and Powers

8. Do you think the following qualities are necessary for performing the present job?

S.No. Qualities Very Much

To A Great Extent

To Some Extent

Not At All

a) Motivational skillsb) Communication Skillsc) Leadershipd) Time Managemente) Problem Solvingf) Ability to work in

Groupg) Technical Skillsh) Interpersonal Skillsi) Experience j) Right Attitude

9. Does your organization provide enough opportunity to develop your skills?

a) Always b) Usually c) Sometimes d) Rarely e) Never

10. Are you given an opportunity to express your individual skills?


11. Do you have the requisite authoritative powers required to carry out your job?

a) Very much b) To a great extent c) To some extent d) Not at all

12. Do you have chance to use your personal initiative or judgment in carrying out your job?


III. Recognition and Rewarding System

13. Do you think that the Organization recognizes the employees as individuals?

a) Yes b) No

14. Mention your opinion on the recognition and rewarding systems for the following factors.

S.No

FactorsRecognition RewardsYes No Yes No

a) Innovations and innovative ideas

b) Official achievementsc) Individual

achievementsd) Team Worke) Valuable Suggestionsf) Participative Decision

Making

15. Rank the following rewarding factors based on your preference (1 – 10)

IV. Stress Factors

16. I) Did you find Stress like situation @ work place?

a) Yes b) No (If No, go to the 20th question)

II) If yes, are you able to cope with your work place stress?


17. What are those interactions that cause stress in your job?

S.No. Factors Ranka) Holiday Trip with Familyb) Special Incentive &

Bonusc) Salary Incrementsd) Mementos & Cash

Awardse) Material Giftsf) Retirement Schemesg) Promotionh) Job Securityi) Opportunity for Growthj) Participation in Decision

making

a) Subordinates b) Superiors c) Customers d) Work e) others, specify _____

18. Does your work get affected because of stress?


19. Do you think training should be given to overcome stress?

a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

V. Work and Working Environment

20. Are you satisfied with your salary?

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied

21. Are you satisfied with the incentives you receive?

a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied

22. Indicate your level of satisfaction regarding various facilities provided at the office :

S.NoFactors Highly

SatisfiedSatisfied Neutr

alDissatisfie

dHighly

Dissatisfied

a. Spaceb. Lightingc. Ventilatio

n d. Shelvese. Toiletsf. Telephoneg. Interneth. Drinking

wateri. Interiorsj. Refreshme

nt Facility

23. To what extent do you have personal responsibility in your job?

a) Very much b) To a great extent c) To some extent d) Never

VI. Employee Relationship

24. Indicate your opinion about the relationship with others:

5 – Very Healthy 4 – Healthy 3 - Neutral 2 – Unhealthy1 – Very Unhealthy

S.No Factors 5 4 3 2 1

a. Relationship with your Superiors

b. Relationship with your Subordinates

c. Relationship with your Peers

25. Indicate your opinion on the following factors :

5 – Always 4 – Usually 3 – Sometimes2 – Rarely 1 - Never

26. Based on your preferences rank the following attributes which have an impact on QWL (1 – 12) :

27. Indicate your Satisfaction level regarding the following factors :

5 – Highly Satisfied 4 – Satisfied 3 – Neutral 2 – Dissatisfied 1 – Highly Dissatisfied

S.No

Factors 5 4 3 2 1

a. You have confident on Senior Management decisions

b. You communicate the needs of subordinates to your superiors with sensitivity

c. Your subordinates offer you support

d. You are supportive to your co-workers’ home life situation

e. You encourage spirit of teamwork among your co-workers

S.No. Attributes Rank

a. Job Securityb. Recognition c. Rewarding Systemsd. Career Growthe. Flexi - Timef. Work and Working Environmentg. Relationship with othersh. Usage of Latest Information

Technologyi. Skills and Powersj. Decision Making Authorityk. Job Satisfactionl. Individual Training

S.NoFactors

Level of satisfaction5 4 3 2 1

a. Job Securityb. Recognition c. Rewarding Systemsd. Career Growthe. Flexi - Timef. Work and Working Environmentg. Relationship with othersh. Usage of Latest Information

Technologyi. Decision Making Authorityj. Job Satisfactionk. Individual Training

BIBILIOGRAPHY

NAME OF

THE BOOK

AUTHOR PUBLICATION

Human Resource and

Personnel Management

Aswathappa.K Tata Mc Graw Hill Publications

Managing Human

Resources

Cascio F. Wayne Mc Graw Hill Publications

Human Resource

Management

Prasad L M Sultan Chand

& Sons.

Organizational Behavior Robbins P. Stephens Prentice Hall of

India Publication

Human Resource

Development

Tripathi. P .C Sultan Chand

and Sons

Research C.R. Kothari. New Age International Pvt.

Methodology. Ltd.

Statistical Tools S. P. Gupta. Sultan Chand & Sons

Educational Publishers.

Website References:

http://www.hr.upenn.edu/quality/worklife/flexoptions/default.asp#FLEXIBLE

http://www.sm.ee/engtxt/pages/goproweb0432

http://www.sm.ee/engtxt/pages/goproweb0432

http://www.hr.upenn.edu/quality/worklife/flexoptions/default.asp#FLEXIBLE

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