Quality of Work Life Research Project

ABSTRACT

The research is on the basis of A STUDY ON “QUALITY OF WORK LIFE” AT

PEST CONTROL INDIA PVT. LTD. Quality of work life refers to the favorableness

or un – favorableness of a total job environment of the people. The basic purpose is to

develop jobs and working conditions that are excellent for people as well as for the

economic health of the organization. The purpose of this study was to explore to

experience of workers towards their Quality of work life and their work environment in

terms of stress, perception of employee, relationship between co-workers, work load,

time pressure and work-balance etc. The aim of the study includes the following factors

towards the quality of Work life. They are such as poor working condition environments,

resident aggression, balance of work and family, work load, inability to deliver quality of

care preferred, shift timing, lack of involvement in work process and decision –making,

poor relationship between supervisor/ Team Leader, role conflict, lack of recognitions

and lack of opportunity to learn new skills.

The study was based on the descriptive research design. The sampling

design being used here is Simple Random sampling through lottery method. The sample

size 50 has been used out of total universe of 100. More than half of the respondents

(52%) have low level of Overall quality of work life. There is a significant relationship

between the experience of the respondents with regard to various dimensions of level of

Adequate income and Fair Compensation, Opportunities for growth & security, Work &

life space, Social relevance & work life & quality of work life. Improving good

relationship with employees and providing friendly environment in the organization.

Employees may be given high motivation from the top management of the Company. The

Company has to measure the quality of work life periodically.

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DEPARTMENT OF SOCIAL WORK S.D.N.B.Vaishnav College for Women (Autonomous)

(Re-Accredited with “A” Grade by NAAC)(Affiliated University of Madras)

Bonafide Certificate

This is to certify that the thesis entitled “A Study on Quality of Work Life

among employees at Pest Control (India) Pvt. Ltd. Chennai”, submitted by

S. Padmapriya (Reg. No. 10PG103) is a bonafide record of the research work

done by her under my guidance during the period from November 2011 to March

2012, in the Department of Social Work, S.D.N.B.Vaishnav College for Women

and this thesis has not previously formed the basis for the award to the candidate,

of any degree, diploma, associateship, fellowship or any other similar titles. This

thesis represents entirely the independent work on the part of the candidate.

Research Supervisor Head of the Department

External Examiner

DEPARTMENT OF SOCIAL WORK

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S.D.N.B.Vaishnav College for Women (Autonomous)(Re-Accredited with “A” Grade by NAAC)(Affiliated University of Madras)

DECLARATION

I, hereby declare that the report of thesis entitled “A Study on Quality of Work Life

among employees at Pest Control (India) Pvt. Ltd. Chennai”, submitted to the Department

of Social Work, S.D.N.B.Vaishnav College for Women, Chennai-44, for the award of Master

of Social Work is my authentic work and it has not been previously presented as the basis for

the award of any degree or diploma.

Place: Chennai Signature of the Candidate

Date: 02-04-12 (PadmaPriya)

ACKNOWLEDGEMENT

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First of all I would like to thank GOD for his blessings and to my beloved parents for

providing me moral support in completion of the Research project.

I extend my sincere thanks to SDNB Vaishnav College for Women and the

Department of Social Work for providing me the opportunity of doing my Research

project study on Quality of work life at Pest control India Pvt. Ltd.

My deepest thanks to Internal Guide Ms.Helen Sha Diana, Head of the

Department, for her guidance and support which helped me in completing the Research

project in time.

My hearty thanks to the Assistant General Manager , Mr. Girish, Pest Control

India Pvt. Ltd. whose encouragement, guidance and support enabled me to Data

Collection and successful completion of the Research Project.

Last but not the least; I would like to thank my friends and all others for

extending a helping hand for the successful completion of this project.

S.PADMAPRIYA.

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A STUDY ON QUALITY OF WORK LIFE AMONG EMPLOYEES IN PEST CONTROL INDIA PVT. LTD. CHENNAI

Dissertation Submitted

in Partial Fulfillment of the Degree in

Master of Social WorkBy

S.PADMAPRIYA

Reg no: 10PG103

Under the Guidance and Supervision of

MRS.F.Helen Sha Diana MBA, MSW, M.PhilHEAD , DEPARTMENT OF SOCIAL WORK

Department of Social Work

S D N B Vaishnav College for WomenChromepet, Chennai – 600 044.

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CONTENT

DECLARATION

ACKNOWLEDGEMENT

LIST OF TABLES

LIST OF FIGURES

Chapter

Title Page No.

I INTRODUCTION 1

II REVIEW OF LITERATURE 21

III RESEARCH METHODOLOGY 26

IV ANALYSIS AND INTERPRETATION 34

V FINDINGS , SUGGESTIONS AND CONCLUSION 52

BIBLIOGRAPHY

ANNEXURE

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LIST OF TABLES

Table No.

Title Page No.

1 DISTRIBUTION OF RESPONDENTS BY AGE GROUP 34

2 DISTRIBUTION OF RESPONDENTS BY MARITAL STATUS 35

3 DISTRIBUTION OF RESPONDENTS BY SEX 36

4 DISTRIBUTION OF RESPONDENTS BY DESIGNATION 37

5 DISTRIBUTION OF RESPONDENTS BY DEPARTMENT 38

6 DISTRIBUTION OF RESPONDENTS BY YEARS OF EXPERIENCE 39

7 DISTRIBUTION OF RESPONDENTS BY THEIR LEVEL OF QUALITY OF WORK LIFE

40

8 ‘t’ TEST BETWEEN THE RESPONDENTS MARITAL STATUS WITH REGARD TO QUALITY OF WORK LIFE

42

9 ‘t’ TEST BETWEEN THE RESPONDENTS SEX WITH REGARD TO QUALITY OF WORK LIFE

44

10 ‘t’ TEST BETWEEN THE RESPONDENTS DEPARTMENT WITH REGARD TO QUALITY OF WORK LIFE

46

11 ONE WAY ANALYSIS OF VARIANCE AMONG DESIGNATION OF THE RESPONDENTS WITH REGARD TO QUALITY OF WORK LIFE

48

12 KARL PEARSON’S COEFFICIENT OF CORRELATION BETWEEN RESPONDENTS’ AGE AND VARIOUS ASPECTS OF QUALITY OF WORK LIFE

50

13 KARL PEARSON’S COEFFICIENT OF CORRELATION BETWEEN RESPONDENTS’EXPERIENCE AND VARIOUS ASPECTS OF QUUALITY OF WORK LIFE

51

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LIST OF FIGURES

FIG No. Title Page No.

1 DISTRIBUTION OF RESPONDENTS BY AGE GROUP 34

2 DISTRIBUTION OF RESPONDENTS BY MARITAL STATUS 35

3 DISTRIBUTION OF RESPONDENTS BY SEX 36

4 DISTRIBUTION OF RESPONDENTS BY DESIGNATION 37

5 DISTRIBUTION OF RESPONDENTS BY DEPARTMENT 38

6 DISTRIBUTION OF RESPONDENTS BY YEARS OF EXPERIENCE 39

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CHAPTER – I

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INTRODUCTION

Quality is generally defined as “Conformance to requirements”. Quality is “as fitness for

purpose”. The concept of quality is not apply to all goods and services created by human beings,

but also for workplace where the employees were employed.

Quality in the workplace comes from understanding and then fully meeting, the needs of

all your internal and external customers, now and into the future and doing so with continual

improvement in efficiency and effectiveness.

Quality of work life refers to the favorableness or un – favorableness of a total job

environment of the people. The basic purpose is to develop jobs and working conditions that are

excellent for people as well as for the economic health of the organization. Quality of work life

provides a more humanized 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 improving their skills.

Q - Quest for excellence

U - Understanding

A - Action

L - Leadership

I - Involvement of the people

T - Team spirit

Y - Yardstick to measure progress

The above said are very essential things to improve the work life of employees in the

organization.

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THEORETICAL REVIEW:

DEFINITION

Quality of work life means “the degree to which members of a work organization are able

to satisfy important personal needs through their experience in the organization”

Quality of work life could be defined as “the Quality of the relationship between the man

and task.

MEANING

Quality of work life has gained deserved prominence in the Organizational Behavior as

an indicator of the overall of human experience in the work place. It expresses a special way of

thinking about people their work, and the organizational in which careers are fulfilled.

Quality of work life refers to the relationship between a worker and his environment,

adding the human dimension to the technical and economic dimensions within which the work is

normally viewed and designed. Quality of work life focus on the problem of creating a human

working environment where employees work co – operatively and achieve results collectively. It

also includes.

The programme seeks to promote human dignity and growth

Employees work collaboratively They determine work change participate

The programmes assume compatibility of people and organization

Quality of work life refers to the level of satisfaction, motivation, involvement and

commitment individuals experience with respect to their line at work Quality of work life is the

degree of excellence brought about work and working conditions which contribute to the

overall satisfaction and performance primarily at the individual level but finally at the

organizational level.

CONCEPT

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Quality of work life is a prescriptive concept, it attempts to design work environments so

as to maximize concern for human welfare. Quality of work life acts in two dimensions.

Goal

Process

Quality of work life acts as goal by

Creation of more involving

satisfying and effective jobs

Work environment for people at all levels of the organization

Quality of work life acts as process by

Make efforts to realize this goal through active participation

The whole essence of Quality of work life may be stated thus, the Quality of work life is

co – operative rather than authoritarian; evolutionary and open rather static and rigid; informal

rather than mechanistic; mutual respect and trust than hatred against each other.

Objectives of QUALITY OF WORK LIFE

The major three main objectives for the Quality of work life are

Improve employees satisfaction strengthen workplace learning, and

Better manage on – going chance and transition

MAJOR FACTORS AFFECTING THE QUALITY OF WORK LIFE

Quality of work life means having good supervision, good working conditions, good pay

and benefits an interesting and challenging, and a rewarding job. The major factors that effect the

Quality of work life may be stated thus.

Pay

Quality of work life is basically built around the concept of equitable pay. In the days

ahead, employees may want to participate in the profits of the firm as will. Employees must be

paid their due share in the progress and prosperity of the firm.

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Benefits

Workers throughout the globe have raises their expectations over the years and now feel

entitled to benefits that were once considered a part of the bargaining process.

Job Security

Employees want stability of employment. They do not like to be the victims of whimsical

personal policies and stay at the mercy of employers.

Alternative Work Schedules

Employees demand more freedom at the workplace, especially in scheduling their work.

Among the alternative work schedules capable of enhancing the Quality of work lifefor some

employees are:

i. Flexi time: A system of flexible working hours,

ii. Staggered hours: Here groups of employees begin and end work at different intervals.

iii. Compressed workweek: It involves more hours of work per day for fever days, per week.

iv. Job enrichment: It attempts to increase a person's level of output by providing that

persons with exciting, interesting, stimulating or challenging work.

v. Autonomous work groups (AWGs): Here a group of workers will be given some control

of decision-making and have responsibility for a task area without day-to-day

supervision, and with authority to influence and control both group members and their

behavior.

Occupational Stress

Occupational mental-health programmes dealing with stress are beginning to emerge as a

new and important aspect of Quality of work life programmes. Obviously, and individual

suffering from an uncomfortable amount of job-related stress cannot enjoy a high quality of work

life. '

Worker Participation

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Employees have a genuine hunger for participation in organizational issues affecting their

lives. Naturally they demand far more participation in the decision making process at the

workplace.

Social Integration

The work environment should provide opportunities for preserving an employee's

personal identify and self-esteem through freedom from prejudice, a sense of community,

interpersonal openness and the absence of stratification in the organization.

Work and total life space

A person's work should not overbalance his life. Ideally speaking, work schedules, career

demands and other job requirements should not take up too much of a person's leisure time and

family life.

WAYS TO CREATE HIGH QUALITY OF WORK LIFE

Quality of work life deals with the relationship between every employee and his or her

work organization. This relationship is formal in sometimes less formal. This contract is

psychological; contract. "Psychological contract is the set of expectations held be the individual

specifying what the individual and the organization expect to give and receive from each other in

the course of their working relationship". This contract represents the expected exchange of

values that encourages the individual to work for the organization and motivates the organization

to employ that person, (i.e.) Contribution and Inducements.

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A healthy psychological contract means that inducements and contributions are balance.

INDUCEMENTS = CONTRIBUTIONS

(Organization to employees) = (employee to organization)

This is the way for organization to create healthy psychological contract and Jobs

satisfaction for their members is to provide them with High Quality of work life environment.

ASPECTS OF HIGH QUALITY OF WORK LIFE

Quality of work life is highlighted by the following Benchmarks of managerial

excellence.

Participation:- Involving people from all levels of responsibility in decision-making

Trust:- Reside signing jobs systems and structures to give people more freedom at

work.

Reinforcement:- Creating reward systems that are fair, relevant and contingent on work

performance

Responsiveness:- Making the work setting more pleasant and able to serve individual Needs.

QUALITY OF WORK LIFE PROGRAMMES

Quality of work life programmes concentrate on creating a working environment that is

Conductive to the satisfaction of worker needs. This program assumes that a job and the work

environment should be structured to meet as many of the workers needs as possible.

Richard Walton has organized into eight categories. These should be integrated,

coordinated and properly managed.

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These programmes are helped to avoid some pitfalls like

Quality of work life program must be implemented with the co-operation of management

and labour.

Action plans must be carried to completion.

Care must be taken to concentrate the focus on the joint objectives of improving the

Quality of work life.

RESULTS OF HIGH QUALITY OF WORK LIFE

High Productivity

Increase organizational effectiveness

High employee satisfaction

High morale.

Reduce the absenteeism and labour turn over

Increase the quality of life of employees

High employee involvement

Peaceful industrial relation

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MEASUREMENT:

A recent statistical analysis of a new measure, the Work-Related Quality of Life

scale (WRQoWL), indicates that this assessment device should prove to be a useful instrument.

The WRQoWL measure uses six core factors to explain most of the variation in an individuals

quality of working life:

Job and Career Satisfaction; Working Conditions; General Well-Being; Home-Work Interface; Stress at Work and Control at Work.

The Job & Career Satisfaction (JCS) scale of the Work-Related Quality of Life scale

(WRQoWL) is said to reflect an employee’s feelings about, or evaluation of, their satisfaction or

contentment with their job and career and the training they receive to do it. Within the

WRQoWL measure, Job &Career Satisfaction scale is reflected by questions asking how

satisfied people feel about their work. It has been proposed that this Positive Job Satisfaction

factor is influenced by various issues including clarity of goals and role ambiguity, appraisal,

recognition and reward, personal development career benefits and enhancement and training

needs.

The General well-being (GWB) scale of the Work-Related Quality of Life scale

(WRQoWL), aims to assess the extent to which an individual feels good or content in

themselves, in a way which may be independent of their work situation. It is suggested that

general well-being both influences, and is influenced by work. Mental health problems,

predominantly depression and anxiety disorders, are common, and may have a major impact on

the general well-being of the population. The WRQoWL General Well Being factor assesses

issues of mood, depression and anxiety, life satisfaction, general quality of life, optimism and

happiness.

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http://en.wikipedia.org/wiki/Happiness

http://en.wikipedia.org/wiki/Quality_of_life

http://en.wikipedia.org/wiki/Life_satisfaction

The WRQoL Stress at Work sub-scale (SAW) reflects the extent to which an

individual perceives they have excessive pressures, and feel stressed at work. The WRQoWL

Stress At Work factor is assessed through items dealing with demand and perception of stress

and actual demand overload. Whilst it is possible to be pressured at work and not be stressed at

work, in general, high stress is associated with high pressure.

The Control at Work (CAW) subscale of the WRQoWL scale addresses how much

employees feel they can control their work through the freedom to express their opinions and

being involved in decisions at work. Perceived control at work as measured by the Work-Related

Quality of Life scale (WRQoWL) is recognized as a central concept in the understanding of

relationships between stressful experiences, behaviour and health. Control at work, within the

theoretical model underpinning the WRQoWL, is influenced by issues of communication at

work, decision making and decision control.

The WRQoWL Home-Work Interface scale (HWI) measures the extent to which

an employer is perceived to support the family and home life of employees. This factor explores

the interrelationship between home and work life domains. Issues that appear to influence

employee Home-Work Interface include adequate facilities at work, flexible working hours and

the understanding of managers.

The Working Conditions scale of the WRQoWL assesses the extent to which the

employee is satisfied with the fundamental resources, working conditions and security necessary

to do their job effectively. Physical working conditions influence employee health and safety and

thus employee Quality of working life. This scale also taps into satisfaction with the resources

provided to help people do their jobs.

QUALITY OF WORK LIFE THROUGH EMPLOYEE INVOLVEMENT:

One of the most common methods used to create QWL is employee involvement.

Employee involvement (EI) consists of a variety of systematic methods that empower employees

to participate in the decisions that affect them and their relationship with the organization.

Through (Employee Involvement), employees feel a sense of responsibility, even “ownership” of

decisions in which they participate. To be successful, however, EI must be more than just a

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systematic approach; it must become part of the organization’s culture by being part of

management’s philosophy. Some companies have had this philosophy ingrained in their

corporate structure for decades; Hewlett-Packard, IBM, General Motors, Ford, etc.

QUALITY OF WORK LIFE AS HR STARTEGY – AN ANALYSIS

Today’s workforce consists of literate workers who expect more than just money from their

work.

In the modern scenario, QWL as a strategy of Human Resource Management is being recognized

as the ultimate key for development among all the work systems, not merely as a concession.

This is integral to any organization towards its wholesome growth. This is attempted on par with

strategies of Customer Relation Management.

Strategy and Tactics

Over the years, since industrial revolution, much experimentation has gone into exploiting

potential of human capital in work areas either explicitly or implicitly. Thanks to the revolution

in advanced technology, the imperative need to look into QWL in a new perspective is felt and

deliberated upon. Major companies are tirelessly implementing this paradigm in Human

Resources Development. Globalisation has lowered national boundaries, creating a knowledge-

based economy that spins and spans the world. Major economies are converging technologically

and economically, and are highly connected at present moment. The new global workplace

demands certain prerequisites such as higher order of thinking skills like abstraction system

thinking and experimental inquiry, problem solving and team work. The needs are greater in the

new systems, which are participative ventures involving workers managed by so-called fictional

proprietors.

Money Matters:For good QWL, cash is not the only answer. Today, the workers are aware of the job

requirements of job as also the fact that the performance of the same is measured against the

basic goals and objectives of the organization and more importantly, wages are paid according to

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the larger picture specific to the industry and the employer’s place in the same. The increased

share of workers in wages and benefits through legislation as well as competitive interplay of

superior managements in various fields of industry and business on extensive levels has reshaped

the worker’s idea of quality of work life. Moreover, other things being equal, the employers are

increasingly vying with their rivals in providing better working conditions and emoluments.

Doubtlessly, the increased tendency of recruiting knowledge bases is giving the modern

managements payoffs in myriad ways. Some of them are intended potentials for product

innovations and cost cuttings. Talking of product, it may appear far-fetched to some that product

is being assessed in the market for its quality and price by the environment created in the areas

where workers and customers are dealt and transact, like ambience in facilities / amenities as also

the company’s pay scales. This goes to prove that Quality of Work Life of manufacturer / service

provider is synonymous with the quality of product.

Non economic – ‘Job Security’:

The changing workforce consists of literate workers who expect more than just

money from their work life. Their idea of salvation lies in the respect they obtain in the work

environment, like how they are individually dealt and communicated with by other members in

the team as well as the employer, what kind of work he is entrusted with, etc. Some of these non-

economic aspect are: Self respect, satisfaction, recognition, merit compensation in job allocation,

incompatibility of work conditions affecting health, bullying by older peers and boss, physical

constraints like distance to work, lack of flexible working hours, work-life imbalances, invasion

of privacy in case of certain cultural groups and gender discrimination and drug addiction. One

or more of the problems like above can cast a ‘job-insecurity’ question, for no direct and visible

fault of the employer.

Yet, the employer has to identify the source of workers problems and try to

mitigate the conditions and take supportive steps in the organisation so that the workers will be

easily retained and motivated and earn ROI. The loss of man hours to the national income due to

the above factors is simply overwhelming. Employer should instill in the worker the feeling of

trust and confidence by creating appropriate channels and systems to alleviate the above

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shortcomings so that the workers use their best mental faculties on the achievement of goals and

objectives of the employer.

To cite some examples, employers in certain software companies have provided

infrastructure to train the children of workers in vocational activities including computer

education, so that the workers need not engage their attention on this aspect. Employee care

initiatives taken by certain companies include creation of Hobby clubs, Fun and Leisure Clubs

for the physical and psychological well-beingness of workers and their families. After all, the

workers are inexorably linked to the welfare of their families, as it is their primary concern. Dual

income workers, meaning both spouses working are the order of the day. The work life balance

differs in this category and greater understanding and flexibility are required with respect to

leave, compensation and working hours in the larger framework.

Teamwork: Teamwork is the new mantra of modern day people’s excellence strategy. Today’s

teams are self-propelled ones. The modern manager has to strive at the group coherence for

common cause of the project. The ideal team has wider discretion and sense of responsibility

than before as how best to go about with its business. Here, each member can find a new sense of

belonging to each other in the unit and concentrate on the group’s new responsibility towards

employer’s goals. This will boost the coziness and morale of members in the positive

environment created by each other’s trust. Positive energies, free of workplace anxiety, will

garner better working results. Involvement in teamwork deters deserters and employer need not

bother himself over the detention exercises and save money on motivation and campaigns.

All said and one, the workers are considered as the invisible branch ambassadors and

internal customers in certain industries. It is evident that most of the managements are

increasingly realizing that quality alone stands to gain in the ultimate analysis. Restructuring the

industrial relations in work area is the key for improving the quality of product and the price of

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the stock. Without creating supportive environment in restructured environment, higher quality

of work cannot be extracted.

COMPANY PROFILE

The project was undergone in PEST CONTROL INDIA PVT. LTD. Theoretical

knowledge is insufficient to cope up with the modern functioning of the companies. So in order

to gain practical knowledge, the project was done in PEST CONTROL INDIA PVT. LTD. on

the topic “A STUDY ON QUALITY OF WORK LIFE”.

Pest Control (India) Pvt. Ltd. was established in the year 1954 and is the first and largest

pest management company in India. Pest Control (India) Pvt. Ltd offers a comprehensive range

of Professional Pest Management Services and Quality Products and Equipment through a

countrywide network of over 150 offices and 3500 employees.

The company’s own product formulation and manufacturing (liquid and gas) facilities

are equipped with state-of-the-art quality control, analysis and research and development (R&D)

facilities. Bio-Control Research Laboratories (BIO-CONTROL RESEARCH

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LABORATORIES) is a modern facility engaged in the propagation and production of various

biological control agents and bio-pesticides and spearheads the company’s commitment towards

environment-friendly pest management techniques.

Over the years, Pest Control (India) Pvt. Ltd. has constantly endeavoured to introduce

better and more cost-effective pest management technology for both services and products.

Vision and foresight coupled with the desire to constantly improve has enabled us to retain our

premier status in the country today. With over 50 years of experience, we reaffirm the

company’s commitment: that of providing comprehensive, one-stop solutions in the field of

expertise.

Corporate Vision:

"To remain the standard bearer at the vanguard of the industry through exemplary

ethics, technical competence, sincerity and pride; continually seeking and providing high-quality,

cost-effective solutions to the varied and changing needs of customers and their total

satisfaction."

PHILOSOPHY:

Pest Control (India) Pvt. Ltd’s philosophy of client satisfaction and its resultant

goodwill meant that it was often approached for solutions to problems not usually associated

with pests. The medical fraternity expressed the need for alternate and better means of

sterilisation for their equipment; this was developed into the first ethylene oxide gas based

sterilizer, Freoster®, which was patented and introduced in 1977. To ensure a smooth and

reliable supply of gas mixtures, the development of a dedicated gas filling and formulation unit

was also set in motion.

Pest Control (India) Pvt. Ltd, together with Exosect® Ltd. UK, introduced a new

and highly- effective cockroach trap to India – Exoroach™. As exclusive agents, Pest Control

(India) Pvt. Ltd. has made this a part of the company’s commercial GoldSeal service, when

required. It is so effective that during trials the trap caught upto 6000 roaches! It is a great tool

for Pest Control (India) Pvt. Ltd. since it is 100% eco-friendly and is accredited with all the food

safety standards.

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BIO-CONTROL RESEARCH LABORATORIES launches another new

product, called Lastraw™. This product is a specially formulated concoction of natural salts to

tackle all soft-bodied sucking pests of plants. It has been highly successful and completely eco-

friendly!

Pest Control (India) Pvt. Ltd constantly strives to expand and has finally done so

in Thailand. What started out as a technical consultancy has now grown into a strong joint

venture with PCS, the largest facilities management company in Thailand. Together, PCS &

Pest Control (India) Pvt. Ltd have named the JV Cannon Pest Management, Pest Control (India)

Pvt. Ltd aids in the pest solutions side to the business.

INTELLIGENT PEST MANAGEMENT:

Every living creature is engaged in a constant competitive struggle for food

and shelter. Some of these creatures represent the top of their evolutionary chain, having

remained unchanged for millions of years, long before the first humans walked the earth. We, on

the other hand, are the one species that have crossed almost all natural barriers; compounded by

burgeoning population, we keep placing ever-increasing demands for means of food and shelter.

And wherever we settle down, we create these means not only for ourselves but also for others,

some of which are already there, and some which move in later.

As their populations grow, they come into open conflict with us, eating our

food, destroying our shelter, causing disease. That’s when they become a nuisance or “pest.”

These pests, however, play an important part in the natural eco-system and will be around for a

long time to come.

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A blanket application of chemical pesticide only provides a temporary solution -

the inherent side effects to our environment render this option unacceptable in the long run. Pest

Control (India) Pvt. Ltd believes in an integrated approach towards pest management.

In cases where there is no option but to use a chemical, the choice of chemical

and dosage is based on its safety profile: chemicals that are low in human toxicity (good safety

profile) yet extremely effective against target pests, are the preferred choice. Most importantly, it

is the decision to use or not to use a certain component that often determines success or failure.

Common sense has no substitute; true IPM as we believe, is nothing but Intelligent Pest

Management.

Social Awareness- Pest Control (India) Pvt. Ltd Responsibility:

From its inception the company has been a socially responsible company. The

acronym ‘PEST CONTROL INDIA PVT. LTD’ denotes priority to the Public, the Company and

the Individual, in that order. These examples of Pest Control (India) Pvt. Ltd’s social

involvement and initiative, illustrate its corporate mission.

Karma:

Karma, (Karjat Agricultural Rural Management Assistance) was initiated by the

rural development cell of Pest Control (India) Pvt. Ltd in 1975. The project seeks to promote an

integrated, sustainable life-style in a rural setting. Pest Control (India) Pvt. Ltd contributes towards

the cost of the staff and its offices as its financial contribution to rural development. Under the

guidance of Chairman Mr. N.S.Rao, it initiates projects directed towards improvement of health,

education and overall socio-economic development of numerous villages at Karjat, near

Mumbai.

The Academy of Development Sciences (ADS):

The Academy of Development Sciences (ADS) was set up subsequently to train and

equip local tribals and help them attain a better quality of life and at the same time, keep their

traditions and valuable knowledge alive. The food-processing factory produces jams, pickles,

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squashes and candy using traditional recipes and is marketed under the popular “Tungi” brand

name.

The cane factory produces fine cane and bamboo furniture and articles, while the Scientific

Nursery contains various species of local and indigenous medicinal trees, herbs and shrubs and

even a “vaid” or local medicine man in attendance. A local boys orphanage has been adopted and

free eye camps are a regular feature in the area.

Pied Piper Colaba:

The Pied Piper rodent control campaign was carried out jointly by the Bombay Municipal

Corporation, the Colaba Residents Association and Pest Control (India) Pvt. Ltd. between 2-19

December 1992. The well-planned exercise nominated an urban area of Mumbai for the mass

eradication of rodents. The area encompassed P.J. Ramachandani Marg, Arthur Bunder Road,

Shahid Bhagat Singh Road and BEST Marg including Mere-Weather Road, which contained

about 70 buildings of 4-5 storeys and numerous shops, commercial establishments, milk

distribution centres, a large B.P.T. recreation garden, Petrol bunk, School, Restaurants, Nursing

Home and dispensaries. Around 750 families resided in the area at the time.The entire area was

divided into six blocks and the campaign was was conducted in three phases - Pre-Campaign

infestation, ROBAN® treatment and Post Campaign infestation. Local citizens were informed

about the campaign and requests for their cooperation and information evoked a very good

response. Occupants of some 200 residences were interviewed and presentations and

demonstrations were made to spread awareness about the rodent problem. The campaign

achieved 95% control and was a textbook success. It established an awareness that rodent

control, earlier assumed to be an impossible task, was definitely achievable.

Picture Mumbai

In 1996, Pest Control (India) Pvt. Ltd. managed and implemented the Getty Conservation Institute's

project - Picture Mumbai - Landmarks of a New Generation. This globally linked project seeks

to foster through the medium of the camera, an awareness in today's youth of what they value in

their surroundings. Nine young residents of Mumbai were encouraged to toam the city in search

of icons of their time. The body of work was exhibited at Mumbai and has led to the formation of

the Picture Mumbai Trust, which aims to uncover and showcase talent amongst today's youth in

various artistic disciplines related to conservation.

26

CIAM - Citizen's Initiative Against Mosquitoes

The rainy season bring with it a deluge of mosquito-related diseases like Malaria and Dengue in

Mumbai. Over the last four years, Pest Control (India) Pvt. Ltd., has been taking a leading part in

spreading awareness on measures to prevent mosquito breeding within and around the

residences. This is done with the help of societies, ALM (Advanced Locality Management) folk,

local citizen volunteers and other civic body support. We believe that the key to efficient control

is through collaboration and transfer of knowledge. A concerted effort to stopping breeding sites

is the only way to have long-term benefits of control.

Slum Rehabilitation Society

On Saturday 7th July 07, a novel initiative by the local NGO, SRS - Slum Rehabilitation Society

along with the local federation was implemented to educate the residents about dangers from

mosquito-borne & rat-borne diseases, with the support and technical guidance of Pest Control

(India) Pvt. Ltd its complete team of Managers & Technicians, at the Majas MMRDA Colony,

established to rehabilitate affected slum dwellers from various parts of Mumbai. The venue was

the open ground located in the centre of the society surrounded by residential buildings. Pest

Control (India) Pvt. Ltd’s involvement started several presentations on the major pests in that

area, being mosquitoes and rats. Residents were taught how to identify these major pests, how to

control their breeding and the diseases that are spread by both, and the ways to control their

breeding. A child-centric presentation was simultaneously shown to the kids of the area, making

them active members of their community. A small treasure hunt was also initiated by SRS, and at

the end of the program a quiz was presented - all were winners! At the end of the event, 10 kgs.

of the company’s Roban® rodenticide was donated to the community to empower them to take

control measures into their own hands. This initiative, with the help of SRS, ended up being very

successful for all involved.

Bio-Control Research Laboratories (BIO-CONTROL RESEARCH LABORATORIES)

Ecological, Environmental & Agricultural

Pest Control (India) Pvt. Ltd’s pioneering work in the bio-control field led to the establishment

of BIO-CONTROL RESEARCH LABORATORIES in June 1981. It was the first commercial

27

bio-control laboratory in the country with several innovations and standards of mass production

of bio-control agents to its credit. The underlying objective was to perfect lab-to-land

technology; i.e., developing delivery mechanisms for various bio-control agents so that they are

made available to end-users in different parts of the country at reasonable rates.

Pest Control (India) Pvt. Ltd stalls are a regular feature in kisan melas and other agricultural

fairs. The recently set-up Field Education and Extension (FEE) Unit, headquartered at BIO-

CONTROL RESEARCH LABORATORIES, has taken on this mantle. It carries out dedicated

fieldwork through trials and validations of different products, imparts education, spreads

awareness and collects feedback from farmers and general data and information from the field.

Range of Pest Control Products-Residential/Commercial Products:

ROBAN- A ready-to-use wax block for rodent control. Harmless to humans and pets!

TRUBBLE GUM- A safe, non-toxic and eco-friendly glue-based rat and mouse trap.

PEST SEAL- An effective, ready-to-use liquid formulation against all flying and crawling

insects

TERMISEAL- Read-to-use formulation against Termites and other wood-boring pests.

PEST-O-FLASH- India’s first electrical flying insect control system

SPIDER- Silent, safe & hygienic glue-based electric fly and flying insect catcher.

ILLUME-Aesthetic, silent, safe & hygienic glue-based electronic fly and flying insect trap

MESTO SPRAYERS- High-quality aerosol generating sprayers in many sizes for different

uses, available.

28

PLASMA STERILISERS- New age Humanmeditek Plasma Sterilisation machines provided by

PEST CONTROL INDIA PVT. LTD...

Agricultural Pest Control Products:Biological Control Products

Beneficial Fungi (Antagonistic Fungi- Myco-Jaal, Niprot.

Beneficial Bacteria (Antagonistic Bacteria)- Su-Mona.

Beneficial Viruses- Heli-cide, Spodo-cide.

Botanicals- Neem Baan

Organic Salts- Lastraw

Pheromone Lures and Traps

PEST CONTROL SERVICES:

Gold Seal Service- Gel-baiting system to control cockroaches, ants & silverfish – also available

for your car!

WBM Service- Service to control the wood borer/powder post beetle larvae.

Bug Buster Service- Specialised service against the menacing Bed Bug.

Termiseal Service- A customized post-construction and pre-construction service to control or

prevent the attack from termites.

IMM Service- Comprehensive and customized mosquito control services for residential and

commercial venues.

Pied Piper Service- Safe, eco-friendly rodent control services for commercial establishments

and common areas of residences.

29

AFT Service- Anti-Fungal treatment for commercial and office areas.

House-keeping, Cleaning & Support- This is the facility management extension of PEST

CONTROL INDIA PVT. LTD.., providing cleaning and housekeeping needs to the customers.

Pro-Guard Service- This service is primarily designed to battle common warehouse pests on

surfaces of your structure, and also to prevent them from coming back in.

Pest Aware Service- Community and commercial awareness programs to help customers and

non-customers build awareness into pest problems and their prevention.

Sea Transport Pest Management- An integrated approach that tackles the essential and perhaps

the non-essential pest issues on board shipping vessel

30

CHAPTER II

REVIEW OF LITERATURE

Various authors and researchers have proposed models of Quality of working life which include

a wide range of factors. Selected models are reviewed below.

The distinction made between job satisfaction and dissatisfaction in quality of

working life reflects the influence of job satisfaction theories. Herzberg (1959) used “Hygiene

factors” and “Motivator factors” to distinguish between the separate causes of job satisfaction

and job dissatisfaction. It has been suggested that Motivator factors are intrinsic to the job, that

31

is; job content, the work itself, responsibility and advancement. The Hygiene factors or

Dissatisfaction-avoidance factors include aspects of the job environment such as interpersonal

Relationships, salary, working conditions and security. Of these latter, the most common cause

of job dissatisfaction can be company policy and administration, whilst achievement can be the

greatest source of extreme satisfaction.

An individual’s experience of satisfaction or dissatisfaction can be substantially

rooted in their perception, rather than simply reflecting their “real world”. Further, an

individual’s perception can be affected by relative comparison – am I paid as much as that

person - and comparisons of internalized ideals, aspirations, and expectations, for example, with

the individual’s current state (Lawler and Porter, 1966).

Walton (1974) attributes the evolution of Quality of Work Life to various

phases in history. Legislations enacted in early twentieth century to protect employees from job-

injury and to eliminate hazardous working conditions, followed by the unionization movement in

the 1930’s and 1940’swere the initial steps in this direction. Emphasis was given to job security,

due process at the work place and economic gains for the worker. The 1950’s and the 1960’s saw

the development of different theories by psychologists proposing a positive relationship between

morale and productivity that improved human relations. Attempts at reform to acquire equal

employment opportunity and job enrichment schemes also were introduced. Finally in the1970’s

the idea of Quality of Work Life was conceived which according to Walton, is broader than these

earlier developments and is something that must include ‘the values that were at the heart of

these earlier reform movements and human needs and aspirations’.

Hackman and Oldham (1976) drew attention to what they described as

psychological growth needs as relevant to the consideration of Quality of working life. Several

such needs were identified; Skill variety, Task Identity, Task significance, Autonomy and

Feedback. They suggested that such needs have to be addressed if employees are to experience

high quality of working life.

Taylor (1979) more pragmatically identified the essential components of

Quality of working life as; basic extrinsic job factors of wages, hours and working conditions,

32

and the intrinsic job notions of the nature of the work itself. He suggested that a number of other

aspects could be added, including; individual power, employee participation in the management,

fairness and equity, social support, use of one’s present skills, self development, a meaningful

future at work, social relevance of the work or product, effect on extra work activities. Taylor

suggested that relevant Quality of working life concepts may vary according to organization and

employee group.

Warr and colleagues (1979), in an investigation of Quality of working life,

considered a range of apparently relevant factors, including work involvement, intrinsic job

motivation, higher order need strength, perceived intrinsic job characteristics, job satisfaction,

life satisfaction, happiness, and self-rated anxiety. They discussed a range of correlations derived

from their work, such as those between work involvement and job satisfaction, intrinsic job

motivation and job satisfaction, and perceived intrinsic job characteristics and job satisfaction.

In particular, Warr etal. found evidence for a moderate association between

total job satisfaction and total life satisfaction and happiness, with a less strong, but significant

association with self-rated anxiety.

Thus, whilst some authors have emphasized the workplace aspects in Quality of

working life, others have identified the relevance of personality factors, psychological well

being, and broader concepts of happiness and life satisfaction. Factors more obviously and

directly affecting work have, however, served as the main focus of attention, as researchers have

tried to tease out the important influences on Quality of working life in the workplace.

Mirvis and Lawler (1984) suggested that Quality of working life was

associated with satisfaction with wages, hours and working conditions, describing the “basic

elements of a good quality of work life” as; safe work environment, equitable wages, equal

employment opportunities and opportunities for advancement.

Miller, 1978; Kirkman, 1981; Metz, 1982; Mirvis & Lawler, 1984; Cooper,

1988) define the qualities of work life are broadly similar to the study on Singaporean

Employees Development suggest four dimensions of Quality of work life labeled as, i) Favorable

33

work environment ii) Personal growth and autonomy iii) Nature of job and iv)Stimulating

opportunities and co-workers Good performance is recognized in addition to rewards being

based upon performance while employees are respected and treated like mature people.

Baba and Jamal (1991) listed what they described as typical indicators of

quality of working life, including: job satisfaction, job involvement, work role ambiguity, work

role conflict, work role overload, job stress, organizational commitment and turn-over intentions.

Baba and Jamal also explored routinisation of job content, suggesting that this facet should be

investigated as part of the concept of quality of working life.

Singh-Sengupta (1993) in her study observed that one of the most critical and

one of the least discussed elements in Quality of work life is the issue of power relations. In their

series of observations in a wide range of organizations the top management is suffering from

deficit of power as the non-managerial cadres amass all powers because of the strength of trade

unions and their numerical strength. The study disclosed that the two groups, managers and

workers seemed to be currently interdependent. Appropriate intervention programme may

change the relationship to co-operatively interdependent.

By correlating the Quality of Work life at Hindustan Machine Tools (HMT)

with special reference to its Jammu & Kashmir Unit, Gani and Ahmad (1995) examined the

empirical level of various components of QWL from their theoretical expositions. The study was

carried out by personal interviews of the workers there. The results of the study are (i) the

existing QWL in the organization under study is of an average standard (ii) compared to working

environment, rational and job factors, the financial factors present a dismal picture (iii) the

absence of participative management culture, has given rise to harder beaurocratic controls,

which has eroded creativity initiative and innovative capabilities of excellent performers.

In an attempt to establish an inevitable linkage between the Quality of Work

Life and the industrial relations processes, Mankidy (2000) observes that the more positive the

Industrial relations processes, the greater the possibility of improved Quality of Work Life.

Positive Industrial Relations should ensure better wages, flexible hours of work, conducive work

34

environment, employment benefits, career prospects, job satisfaction, meaningful employee

involvement in decision making etc. leading to better Quality of Work Life. The study concluded

that the improved Quality of Work Life will naturally help to improve the family life of the

employees and would also improve the performance of the organization.

Sirgy et al.; (2001) suggested that the key factors in quality of working life

are: Need satisfaction based on job requirements, Need satisfaction based on Work environment,

Need satisfaction based on Supervisory behaviour, Need satisfaction based on Ancillary

programmes, Organizational commitment. They defined quality of working life as satisfaction of

these key needs through resources, activities, and outcomes stemming from participation in the

workplace. Maslow’s 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) identified a number of factors contributing to job

dissatisfaction and quality of working life in nurses, including: Poor working environments,

Resident aggression, Workload, Unable to deliver quality of care preferred, Balance of work and

family, Shift work, Lack of involvement in decision making, Professional isolation, Lack of

recognition, Poor relationships with supervisor/peers, Role conflict, Lack of opportunity to learn

new skills.

Bearfield, (2003) used 16 questions to examine quality of working life, and

distinguished between causes of dissatisfaction in professionals, intermediate clerical, sales and

service workers, indicating that different concerns might have to be addressed for different

groups.

The Study on Singaporean Employees development, Cheng S says in a high

Quality of work life there should be a positive impact on personal life, an opportunity to be

involved in decision as well as an acceptable level of physical comfort. Jobs seen to exist within

35

high Quality of work life work situations are those in which there is minimal negative impact on

one’s personal life, and hopefully one which has a positive impact on one’s personal life.

Cheng S in his paper Quality of work life through employee participation in

Singapore has discussed the following four different approaches to Quality of work life

Employee share option scheme, Joint management consultation, Quality circle and Industrial

relations circle.

National Seminar on improving the quality of working life (1982) was

convened to enquire into the direction of Quality of Work Life activities in India and prepare an

action plan for implementing the Quality of Work Life concepts. The recommendation from the

National seminar published in the Journal of Productivity (1982) states that at the enterprise

level, improvement of quality of work life should be through the co-operative endeavor between

Management and unions. The conference pointed out that the Government could help in

improving Quality of Work Life through legislation, executive policy and action through its

entrepreneurial role in the public sector recommended the need for engaging and involving staff

in the management and policy decisions for improvement in Quality of Work Life.

36

CHAPTER III

RESEARCH METHODOLOGY

INTRODUCTION

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. The scope of research

methodology is wider than that of research methods. This chapter states the Methodology

adapted for the study by the researcher.

37

This chapter deals with the methodology adopted for the study by the researcher. It

includes Title, significance of the study, statement of the problem, aims and objectives, research

hypothesis, research design, tools for data collection, statistical testing, definitions, limitation of

the study, chapterisation of the study.

Title of the Project:

The Research was done on the topic “A STUDY ON QUALITY OF WORK LIFE”

at Pest Control India Pvt. Ltd.

SIGNIFICANCE OF THE STUDY:

Quality of work life covers various aspects under the general umbrella of supportive

organizational behavior. Thus, the Quality of work life should be broad in its scope. It must be to

evaluate the attitude of the employees towards the personnel policies. The research will be

helpful in understanding the current position of the respective company. And provide some

strategies to extent the employee’s satisfaction with little modification which is based on the

internal facilities of the company.

The purpose of this study was to explore to experience of workers towards their Quality

of work life and their work environment in terms of stress, perception of employee, relationship

between co-workers, work load, time pressure and work-balance etc.

STATEMENT OF THE PROBLEM:

The aim of the study includes the following factors towards the quality of Work

life. They are such as poor working condition environments, resident aggression, balance of

work and family, work load, inability to deliver quality of care preferred, shift timing, lack of

involvement in work process and decision –making, poor relationship between supervisor/ Team

Leader, role conflict, lack of recognitions and lack of opportunity to learn new skills.

38

Training is an important area were the workers can utilize for their self

development and updating of their work knowledge. Ultimately every effort that the

management takes for the worker and perseverance of the worker on their physical and the

mental well being inside the organization that help in maintaining their motivation and

satisfaction level which is important for effective performance of any worker. Thus the present

study is an attempt describing their factors as a tool to access the Quality of work life of the

employees.

AIM:

To study the QUALITY OF WORK LIFE of the employees at PEST CONTROL

INDIA PVT.LTD.

OBJECTIVES:

To study the Socio-demographic details of the employees respondents.

To study the perception level of employees to determine the Quality of work life of the

Employees.

To study the Social Relevance with work life pattern of the employees at Pest Control

India Pvt. Ltd.

To study the balance between the work and Home life of the employees.

To study the overall Quality of work life of employees at Pest Control India Pvt. Ltd.

RESEARCH HYPOTHESIS:

There is a significant difference between the departments of the respondents with regard

to various dimension of QWL.

There is a significant difference between the sex of the respondents with regard to various

dimension of QWL.

There is a significant difference between the marital status with regard to overall QWL.

39

There is a significant difference among the designation of the respondents with regard to

various dimension of QWL.

There is a significant relationship between the age of the respondents with regard to

overall dimensions of QWL.

There is a significant relationship between the experiences of the respondents with regard

to overall QWL.

RESEARCH DESIGN:

“A research design is the arrangement of conditions for collection and

analysis of data in a manner that aims to combine relevance to the research purpose with

economy in procedure”.

The researcher used Descriptive research design, because it helps to describe a

particular situation prevailing within a company. Descriptive study was necessary to ensure the

complete interpretation of the situation and to ensure minimum bias in the collection of data.

PILOT STUDY:

The purpose behind the pilot study was to find out the feasibility and suitability of

the study and to formulate the problem more specifically. The researcher carried out the pilot

study and realized the need for study.

PRE-TEST:

The researcher tested the questionnaire with 5 respondents and checked the

suitability and aptness of the questionnaire. The necessary changes were made at the end of pre-

testing .The questionnaire is enclosed in the appendix.

SAMPLE DESIGN:

UNIVERSE: The universe constituted the various Departments includes Marketing, Product Sales,

Service, Quality Assurance, Customer Care, Accounts & Administration and Finance

Department. The total no. of employees of the above mentioned departments are 100.

SAMPLE SIZE:

40

For a research study to be perfect the sample size selected should be optimal i.e. it

should neither be excessively large nor too small. Hence the sample size selected for the study

was 50 employees of “Pest Control India Pvt. Ltd”.

SAMPLE METHOD:

The researcher used Probability Sampling method. The data was collected using

Simple Random method through Lottery method.

RELIABILITY OF THE SCALE:

The reliability of the scale is 0.689, alpha value.

TOOLS FOR DATA COLLECTION:

The researcher used a standard questionnaire on Quality of work life(1999) was

developed including all 8 dimensions basic major factors which were developed by Richard E.

Walton (1975) The first part deals with Socio-Demographic details and the second part deals

with the Dimensions.The dimensions of the question are as follows:

SL.NO QUALITY OF WORK LIFE DIMENSIONS TOTAL NO OF ITEMS1 Adequate and fair compensation 3

2 Safe and healthy working condition 5

3 Opportunities for Development 9

4 Opportunities for growth and security 5

5 Social Integration 6

6 Constitutionalism 4

7 Work and life space 3

8 Social relevance and working life 9

SCORING:The perception of the workers were measured by giving scores to each response as 5,4,3,2,1 as

instructed in the standard scale (i.e)

5- Strongly agree

4-Agree

3-undecided

41

2-disagree

1-Strongly Disagree

It indicates the increase the score, higher the quality of work life.

DATA COLLECTION:

The researcher distributed the questionnaire to the respondents and got the filled

up questionnaire after a week for the staffs at Managerial level. The researcher used interview

schedule to collect the responses of the questionnaire from the technicians.

STATISTICAL TESTING: The researcher converted the data into tables To analyze the data, The statistical

data namely karl-pearson’s co-efficient of correlation was used to find out the relationship

between two variables, student‘t’ test was used to find out the difference two groups and one

way analysis of variance was used to find out the variance between the groups and within the

groups.

DATA COLLECTION METHOD:

Both the Primary and Secondary data collection method were used in the

project. First time collected data are referred to as primary data. In this research the primary data

was collected by means of a Structured Questionnaire. Data which has already gone through

the process of analysis or were used by someone else earlier is referred to secondary data. This

type of data was collected from the books, journals, company records etc.

DEFINITION

CONCEPTUAL DEFINITION:

Quality of work life

It refers to the physical and mental well being of the workers in their work life is

studied through the determinants of QWL like adequate and fair compensation, safe and healthy

42

working condition, opportunities for development, opportunities for growth and security, social

integration, constitutionalism, work and life space, social relevance and working life.

OPERATIONAL DEFINITION:

Adequate and fair compensation:

It is a just and equitable balance between effort and reward. The compensation should help the

employee in maintaining a socially desirable standard of living.

Safe and healthy working conditions:

Quality of work cannot be high unless the work environment is free from all hazards detrimental

to the health and safety of employees. Reasonable hours of work, cleanliness, pollution free

atmosphere, risk free work, etc are the main elements of a good physical environment for work.

Opportunity to use and develop human capacities:

The job should contain sufficient variety of tasks to provide challenge and to ensure the

utilization of talents. Today work has repetitive and mechanical so that the worker has little

control on it. Quality of work life can be improved if the job allows sufficient autonomy and

control, provides timely feedback on performance and uses a wide range of skills.

Opportunity for career growth:

Opportunities for promotions are limited in case of all categories of employees either due to

educational barriers or due to limited openings at the higher level. QWL provides future

opportunity for continued growth and security by expanding one’s capabilities, knowledge and

qualifications.

Social integration in work force:

The worker should be made to feel a sense of identity with the organization and develop a

feeling of self-esteem. Openness, trust, sense of community feeling, scope for upward mobility,

equitable treatment is essential for its purpose.

43

Constitutionalisation in the work organization:

QWL provides constitutional protection to the employees only to the level of desirability as it

hampers workers. It happens because the management’s action is challenged in every action and

bureaucratic procedures need to be followed lat that level. Constitutional protection is provided

to employees on such matters as privacy, free speech, equity and due process.

Work and personal life:

There should be proper balance between work life and personal life of employees. The demands

of work such as late hours, frequent travel, and quick transfers are both psychologically and

socially very costly and detrimental to quality of work life.

Social relevance of works:

QWL is concerned about the establishment of social relevance to work in a socially beneficial

manner. The worker’s self esteem would be high if his work is useful to the society and the vice

versa is also true.

LIMITATIONS OF THE STUDY:

Converting qualitative data into quantitative data may often lead to inaccurate results.

The respondents may not have expressed them strong negative feelings about the

policies, which results in the error of central tendency.

Few respondents were reluctant while answering the questions.

PROBLEM ENCOUNTERED BY THE RESEARCHER:

Being a service oriented industry, matching time with technicians was a constraint.

CHAPTERISATION:

Chapter 1:- Introduction of the topic and organizational profile.

Chapter 2:- It deals with review of literature.

Chapter 3:- This chapter presents the research methodology.

Chapter 4:- It deals with Analysis and interpretation.

44

Chapter 5:- This chapter deals with findings, suggestion and conclusion.

45

CHAPTER IV

DATA ANALYSIS & INTERPRETATION

Table 1

DISTRIBUTION OF RESPONDENTS BY AGE GROUP

S. No. Age Group No. of Respondents Percentage

46

1 24 to 32 Years 21 42.0

2 33 to 40 Years 11 22.0

3 41 to 48 Years 10 20.0

4 Above 48 Years 8 16.0

INFERENCE:

The above table indicates that nearly half of the respondents (42%) belong to the

age group of 24-32 years, while nearly one fourth of the respondents (22%) belong to the age

group of 33-40 years, nearly 20% of the respondents belong to the age group of 41-48 years &

rest of the respondents (16%) belong to the age group of above 48 years.

42%

22%

20%

16%

AGE GROUP24 to 32 Years 33 to 40 Years 41 to 48 Years Above 48 Years

Table 2

DISTRIBUTION OF RESPONDENTS BY MARITAL STATUS

S. No. Marital Status No. of Respondents Percentage

1 Married 41 82.0

2 Unmarried 9 18.0

47

INFERENCE:

The above table shows that vast majority of the respondents (82%) were married,

and 18 % of the respondents were unmarried.

married82%

un-married18%

Marital Status

Table 3

DISTRIBUTION OF RESPONDENTS BY SEX

S. No. Sex No. of Respondents Percentage

1 Male 46 92.0

48

2 Female 4 8.0

INFERENCE:

The above table shows that vast majority of the respondents (92%) were Male,

rest of the respondents (8% ) were Female.

Male92%

Female8%

Sex

Table 4

DISTRIBUTION OF RESPONDENTS BY DESIGNATION

S. No. Designation No. of Respondents Percentage

1 Manager 10 20.0

49

2 Officer 8 16.0

3 Executive 12 24.0

4 Technician 20 40.0

INFERENCE:

The above table indicates that nearly half of the respondents (40%) were Technicians, one third of

the respondents (36%) were officers, one fourth of the respondents (24%) were Executives, & rest of the

respondents (20%) were Managers.

Manager20%

Officer16%

Executive24%

Technician40%

Designation

Table 5DISTRIBUTION OF RESPONDENTS BY DEPARTMENT CLASSIFICATION

S. No. Department

ClassificationNo. of Respondents Percentage

50

1 Technical 34 68.0

2 Non-Technical 16 32.0

INFERENCE: The above table shows that more than half of the respondents

(68%) belong to Technical department and rest of respondents (32%) belong to Non-

technical department.

Non-Technical

32%

(Tech-nical)68%

RESPONDENTS CLASSIFIED ACCORDING TO DEPARTMENT

Table 6

DISTRIBUTION OF RESPONDENTS BY EXPERIENCE

S. No. Experience No. of Respondents Percentage

51

1 Upto 5 years 23 46.0

2 6-10 years 7 14.0

3 11-15 years 3 6.0

4 16-20 years 8 16.0

5 21-25 years 5 10.0

6 Above 25 years 4 8.0

INFERENCE:

The above table shows that nearly half of the respondents (48%) have experience

up to 5 years, nearly one third of the respondents (16%) have experience between 16 and 20

years, 14% of respondents have experience between 6 and 10 years, 10% of the respondents have

experience between 21 and 25 years, 8% of the respondents have experience above 25 years and

rest of the respondents (6%) are experienced between 11 and 15 years.

Upto 5 years6-10 years

11-15 years16-20 years

21-25 yearsAbove 25 years

46

14

616

108

EXPERIENCE OF THE RESPONDENTS

Table 7DISTRIBUTION OF RESPONDENTS BY THEIR LEVEL OF QUALITY OF WORK

LIFES. Level of Quality of Work Life No. of Respondents Percentage

52

No. (n:50)

A Level of Adequate & Fair Compensation1 Low Level 45 90.0

2 High Level 5 10.0B Level of Safe & Healthy Working Condition1 Low Level 36 72.02 High Level 14 28.0C Level of Opportunities for Development1 Low Level 30 60.02 High Level 20 40.0D Level of Opportunity for Growth & Security

1 Low Level 28 56.02 High Level 22 44.0E Level of Social Integration

1 Low Level 45 90.02 High Level 5 10.0F Level of Constitutionalism1 Low Level 34 68.02 High Level 16 32.0G Level of work & Life Space

1 Low Level 32 64.02 High Level 18 36.0H Level of Social Relevance & Work Life1 Low Level 28 56.02 High Level 22 44.0I Level of Overall Quality of Work Life1 Low Level 26 52.02 High Level

24 48.0

53

INFERENCE: TABLE-7

A. Majority of the respondents (90%) have low level of Quality of work life due to

Inadequate and Unfair Compensation.

B. Majority of the respondents (72%) have low level of Quality of work life due to Unsafe &

Unhealthy working condition.

C. Majority of the respondents (60%) have low level of Quality of work life due to lack of

Opportunities for development.

D. Majority of the respondents (56%) have low level of Quality of work life due to lack of

Opportunities for growth and security.

E. Majority of the respondents (90%) have low level of Quality of work life due to low level of

Social Integration.

F. More than half of the respondents (68%) have low level of Quality of work life due to lack

of Constitutionalism.

G. More than half of the respondents (64%) have low level of Quality of work life in terms of

Work & life space.

H. More than half of the respondents (56%) have low level of Quality of work life in terms of

Social relevance & work life.

I. More than half of the respondents (52%) have low level of Overall quality of work life.

54

Table 8‘t’ TEST BETWEEN THE RESPONDENTS MARITAL STATUS WITH REGARD TO

QUALITY OF WORK LIFE

S. No

Marital Status N MeanStd.

DeviationStatisticalInference

1 Level of Adequate & Fair Compensation t=2.309df=48P<0.05

Significant

Married 41 12.20 1.83

Unmarried 9 10.56 2.35

2 Level of Safe & Healthy Working Condition t=0.568df=48P>0.05

Not Significant

Married 41 20.54 2.04


3 Level of Opportunities for Development t=1.392df=48P>0.05

Not Significant

Married 41 35.80 2.78


4 Level of Opportunity for Growth & Security t=1.669df=48P>0.05

Not Significant

Married 41 18.66 1.96


5 Level of Social Integration t=-1.498df=48P>0.05

Not Significant

Married 41 25.56 3.16


6 Level of Constitutionalism t=-0.224df=48P>0.05

Not Significant

Married 41 15.80 2.32


7 Level of work & Life Space t=0.618df=48P>0.05

Not Significant

Married 41 11.88 1.40


8 Level of Social Relevance & Work Life t=0.189

55

df=48P>0.05

Not Significant

Married 41 37.24 3.50


9 Level of Overall Quality of Work Life t=0.945df=48P>0.05

Not Significant

Married 41 177.68 9.80

Unmarried 9 174.00 13.86

INFERENCE:

There is a significant difference between the marital status of the respondents with

regard to various dimension level of Adequate income and Fair Compensation. There is no

significant difference between the marital status of the respondents with regard to the different

dimension level of Safe and Healthy Working condition, Opportunities for development,

Opportunities for growth & security, Social Integration, Constitutionalism, Work & life space,

Social relevance & work life & Overall quality of work life.

Table 9

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‘t’ TEST BETWEEN THE RESPONDENTS SEX WITH REGARD TO QUALITY OF WORK LIFE

S. No

Sex N MeanStd.


1 Level of Adequate & Fair Compensation t=-1.143df=48P>0.05

Not Significant

Male 46 11.80 2.07

Female 4 13.00 0.00


Not Significant

Male 46 20.59 2.04

Female 4 19.00 1.15

3 Level of Opportunities for Development t=-1.689df=48P>0.05

Not Significant

Male 46 35.30 3.14

Female 4 38.00 1.41

4 Level of Opportunity for Growth & Security t=-2.589df=48P>0.05

Significant

Male 46 18.20 2.15

Female 4 21.00 0.00


Not Significant

Male 46 25.67 3.11

Female 4 28.00 0.00


Not Significant

Male 46 15.83 2.44

Female 4 16.00 0.00

7 Level of work & Life Space t=-0.264df=48P>0.05

Not Significant

Male 46 11.80 1.47

Female 4 12.00 0.00

8 Level of Social Relevance & Work Life t=0.119df=48

Male 46 37.22 3.63

57

P>0.05Not Significant

Female 4 37.00 0.00

9 Level of Overall Quality of Work Life t=-1.389df=48P>0.05

Not Significant

Male 46 176.41 10.80

Female 4 184.00 2.45

INFERENCE:

There is a significant difference between the male & female of the respondents with

regard to various dimension level of Opportunities for growth & security. There is no significant

difference between the male & female of the respondents with regard to the different dimension

level of Adequate income and Fair Compensation Safe and Healthy Working condition,

Opportunities for development, Social Integration, Constitutionalism, Work & life space, Social

relevance & work life & Overall quality of work life.

Table10

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‘t’ TEST BETWEEN THE RESPONDENTS DEPARTMENT WITH REGARD TO QUALITY OF WORK LIFE

S. No

Marital Status N MeanStd.


1 Level of Adequate & Fair Compensation t=0.659df=48P>0.05

Not Significant

Technical 34 12.03 1.83

Non-Technical 16 11.63 2.39


Not Significant

Technical 34 20.79 1.97


3 Level of Opportunities for Development t=-1.039df=48P>0.05

Not Significant

Technical 34 35.21 3.25


4 Level of Opportunity for Growth & Security t=-2.034df=48P<0.05

Significant

Technical 34 18.00 2.22



Not Significant

Technical 34 25.79 2.89



Not Significant

Technical 34 15.79 2.52


7 Level of work & Life Space t=-0.832df=48P>0.05

Not Significant

Technical 34 11.71 1.59

Non-Technical 16 12.06 .93

8 Level of Social Relevance & Work Life t=-0.069df=48

Technical 34 37.18 3.84

59

P>0.05Not Significant


9 Level of Overall Quality of Work Life t=-0.503df=48P>0.05

Not Significant

Technical 34 176.50 11.44


INFERENCE:

There is a significant difference between the respondents’ Department with regard to

various dimension level of Opportunities for growth & security. There is no significant difference

between the male & female of the respondents with regard to the different dimension level of

Adequate income and Fair Compensation Safe and Healthy Working condition, Opportunities for

development, Social Integration, Constitutionalism, Work & life space, Social relevance & work life

& Overall quality of work life.

60

Table 11ONE WAY ANALYSIS OF VARIANCE AMONG DESIGNATION OF THE

RESPONDENTS WITH REGARD TO QUALITY OF WORK LIFE

S.No

Designation SS df MSMean

Sig.

1 Level of Adequate & Fair Compensation

F= 1.748P>0.05

Not Significant

Between Groups 20.308 3 6.769 G1=11.90G2=12.63G3=10.83 G4=12.25

Within Groups 178.19246

3.874

2 Level of Safe & Healthy Working Condition

F= 1.043P>0.05

Not Significant

Between Groups 12.770 3 4.257 G1=20.80G2=20.00G3= 19.75G4=20.90


4.079

3 Level of Opportunities for Development

F= 1.454P>0.05

Not Significant

Between Groups 41.280 3 13.760 G1=36.40G2=37.00G3=34.50G4= 35.10


9.461

4 Level of Opportunity for Growth & Security

F= 1.325P>0.05

Not Significant



4.726

5 Level of Social Integration

F= 4.155P<0.05

Significant



7.800

6 Level of ConstitutionalismF= 0.680P>0.05

Not Significant

Between Groups 11.403 3 3.801 G1=15.70G2=16.75G3=16.08Within Groups 257.317 4 5.594

61

6 G4= 15.40

7 Level of work & Life Space

F=0.505P>0.05

Not Significant



2.049

8 Level of Social Relevance & Work Life

F=0.273 P>0.05

Not Significant



12.645

9 Level of Overall Quality of Work Life

F=0.719 P>0.05

Not Significant

Between Groups 245.413 3 81.804 G1=176.90G2=182.00G3=175.92G4=175.75


113.817

G1=Manager G2=Officer G3=Executive G4=Technician

INFERENCE:

There is a significant difference among the Designation of the respondents with

regard to various dimension level of Social Integration. There is no significant difference among the

Designation of the respondents with regard to the different dimension level of Adequate income and

Fair Compensation Safe and Healthy Working condition, Opportunities for growth & security

Opportunities for development, , Constitutionalism, Work & life space, Social relevance & work life

& Overall quality of work life.

62

Table 12KARL PEARSON’S COEFFICIENT OF CORRELATION BETWEEN RESPONDENTS’

AGE AND VARIOUS ASPECTS OF QUUALITY OF WORK LIFE

S.No.

AgeCorrelatio

n ValueStatistical Inference

1.Age Vs Adequate & fair compensation

.368P<0.01

Highly Significant

2.Age Vs Safe & healthy Working Conditions

-.049P>0.05

Not Significant

3.Age Vs Opportunities for development

.175P>0.05

Not Significant

4.Age Vs Opportunities for growth & Security

.294P<0.05

Significant

5.Age Vs Social Integration

-.274P>0.05

Not Significant

6Age VsConstitutionalism

.024P>0.05

Not Significant

7Age Vs Work & life Space

.263P>0.05

Not Significant

8Age VsSocial relevance & working Life

.213P>0.05

Not Significant

9Age Vs Quality of Work life

.204P>0.05

Not Significant

INFERENCE:

There is a highly significant relationship between the Age of the respondents with

regard to level of Adequate income and Fair Compensation. There is a significant relationship

between the Age of the respondents with regard to level of Opportunities for growth & security.

There is no significant relationship between the Age of the respondents with regard to the different

dimension level of Safe and Healthy Working condition, Opportunities for development, Social

Integration, Constitutionalism, Work & life space, Social relevance & work life & Overall quality of

work life.

Table 13

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KARL PEARSON’S COEFFICIENT OF CORRELATION BETWEEN RESPONDENTS’EXPERIENCE AND VARIOUS ASPECTS OF QUUALITY OF WORK

LIFE

S.No.

ExperienceCorrelatio

n ValueStatistical Inference

1.Experience Vs Adequate & fair compensation

.355P<0.05

Significant

2.Experience Vs Safe & healthy Working Conditions

-.111P>0.05

Not Significant

3.Experience Vs Opportunities for development

.174P>0.05

Not Significant

4.Experience Vs Opportunities for growth & Security

.315P<0.05

Significant

5.Experience Vs Social Integration

-.113P>0.05

Not Significant

6Experience Vs Constitutionalism

.139P>0.05

Not Significant

7Experience Vs Work & life Space

.299P<0.05

Significant

8Experience Vs Social relevance & working Life

.285P<0.05

Significant

9Experience Vs Quality of Work life

.295P<0.05

Significant

INFERENCE:

There is a significant relationship between the experience of the respondents with

regard to various dimensions of level of Adequate income and Fair Compensation, Opportunities for

growth & security, Work & life space, Social relevance & work life & quality of work life. There is

no significant relationship between the experience of the respondents with regard to the different

dimensions of level of Safe and Healthy Working condition, Opportunities for development, Social

Integration & Constitutionalism.

64

CHAPTER – V

65

FINDINGS, SUGGESTIONS & CONCLUSION MAJOR FINDINGS:

Nearly half of the respondents (42%) belong to the age group of 24-32 years.

Vast majority of the respondents (82%) were married.

Vast majority of the respondents (92%) were Male.

Nearly half of the respondents (40%) were Technicians.

More than half of the respondents (68%) belong to Technical department.

Nearly half of the respondents (48%) have experience up to 5 years.

FINDINGS RELATED TO RESEARCH HYPOTHESIS:

RESEARCH HYPOTHESIS: 1

There is significant difference between marital status of the respondents with

regard to various dimensions of quality of work life.

NULL HYPOTHESIS:

There is no significant difference between marital status with regard to overall

quality of work life.

STATISTICAL TEST APPLIED:

T-test has been applied for this analysis.

FINDINGS:

There is no significant difference between marital status with regard to overall

quality of work life. Hence Null Hypothesis is accepted.


66

There is significant difference between the sex of the respondents with regard

to various dimensions quality of work life.

NULL HYPOTHESIS:

There is no significant difference between the sex of the respondents with

regard to various dimensions quality of work life.



FINDINGS:

There is no significant difference between the sex of the respondents with

regard to various dimensions quality of work life. Hence Null Hypothesis is accepted.


There is significant difference between the Departments of the respondents

with regard to various dimensions quality of work life.

NULL HYPOTHESIS:

There is no significant difference between the Departments of the

respondents with regard to various dimensions quality of work life.



FINDINGS:

There is no significant difference between the Departments of the respondents

with regard to various dimensions quality of work life. Hence Null Hypothesis is accepted.


67

There is significant difference among the designation of the respondents with

regard to various dimensions quality of work life.

NULL HYPOTHESIS:

There is no significant difference among the designation of the respondents

with regard to various dimensions quality of work life.


F-test has been applied for this analysis.

FINDINGS:

There is no significant difference among the designation of the respondents

with regard to various dimensions quality of work life. Hence Null Hypothesis is accepted.


There is significant relationship between the age of the respondents with regard

to overall dimensions quality of work life.

NULL HYPOTHESIS:

There is no significant relationship between the age of the respondents with

regard to overall dimensions quality of work life.


Karl Pearson’s correlation test has been applied for this analysis.

FINDINGS:

There is no significant relationship between the age of the respondents with

regard to overall dimensions quality of work life. Hence Null Hypothesis is accepted.


68

There is a significant relationship between the experience of the respondents

with regard to overall dimensions of quality of work life.

NULL HYPOTHESIS:


with regard to overall dimensions of quality of work life.


Karl Pearson’s correlation test has been applied for this analysis.

FINDINGS:


with regard to overall dimensions of quality of work life. Hence Null Hypothesis is rejected.

SUGGESTIONS

69

The employees of Pest Control India Pvt. Ltd. may be provided with the following from

the Company.

o Improvement in rewarding and awarding policies.

o Introduction of Promotion policy at operation level

Improving good relationship with employees and providing friendly environment in the

organization.

The Company may establish career development systems.

Employees may be given high motivation from the top management of the Company.

All employees may be given more compensation, in the form of incentives from the

Company as a token of recognition of high achievers.

Employees may be given special training from the Company related to their job during

working period.

The Company has to measure the quality of work life periodically.

CONCLUSION

70

From the study it is clear that Quality of work life of employees in Pest Control

India Pvt. Ltd is good. This research highlights some of the small gaps in employee’s

satisfaction towards the Company.

The Quality Mission should include not only the quality of products; but also the

quality of work life of the employees. Quality of work life can be improved upon by having good

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

a rewarding job, more positive the Industrial relations processes, the greater the possibility of

improved Quality of Work Life. Positive Industrial Relations should ensure better wages,

flexible hours of work, conducive work environment, employment benefits, career prospects, job

satisfaction, and meaningful employee involvement in decision making etc. ultimately leads to

better Quality of Work Life. Since the employees are the backbone of the company, the company

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

liberalized economy considering the above mentioned factors.

71

ANNEXURE

72

BIBLIOGRAPHY

1. K. Aswathappa (1997), “Human Resources and Personal Management” Tata

Mcgraw-Hill Publishing Company Limited, New Delhi – 110 001.

2. John M. Ivancevich (2003), “Human Resources and Personal Management” Tata

Mcgraw-Hill Publishing Company Limited, New Delhi – 110 001.

3. C. R. Kothari (2001) “Research Methodology” of Wishwa Prakashan Publishing,

Chennai – 17, Edition

4. C. B. Mamoria and S. V. Gankar (2001), “Personnel Management Text &

Cases”, Himalaya Publishing house Mumbai, XXI Edition.

5. Biswaject pattanayak (2001), “Human Resources and Personal Management”

Prentice Hall of India Pvt., Ltd. New Delhi.

6. Biswaject pattanayak (2001), “Human Resources and Personal Management”

Prentice Hall of India Pvt., Ltd. New Delhi.

7. “Quality of Work Life”, Lee M. Ozley and Judith S. Ball, HUMAN RESOURCES

MANAGEMENT AND DEVELOPMENT HANDBOOK, edited by William R.

Tracey, Ed. D., AMACOM, 1985.

8. Wozner, Y. (1982). Assessing the quality of internal life. Human Relations, vol. 35

(11): 1059-1072

9. Lau, R.S.M., and B.E. May. "A Win-Win Paradigm for Quality of Work Life and

Business Performance." Human Resource Development Quarterly 9, no. 3

(1998): 211–226.

10. Cole, J. "Building Heart and Soul: Increased Employer Concern for Employees."

HR Focus, September 1998, 9.

WEBSITES:

www.citehr.hr.edu

www.sribd.com

73

http://www.sribd.com/

http://www.citehr.hr.edu/

www.wikipedia.com

www.ask.com

ANNEXUREQUALITY OF WORK LIFE

Objective

I would be obliged if you fill in the questionnaire for the study. I promise that the data given by you will be kept confidential and will be used for academic purpose only. Please answer all the questions truly and objectively.

Personal Data

1. Age :

2. Marital Status : married unmarried

3. Sex : male Female

4. Designation :

5. Department :

6. Experience :

You are requested to tick any one of the following options.

1. SA-StronglyAgree 2.A-Agree 3.UD-Undecided 4.D-Disagree 5.SD-Strongly Disagree.

Adequate and fair compensation

07. I am satisfied with the income from the work.

08. My financial needs are fulfilled adequately

09. I will continue in the present job regardless of pay.

Safe and healthy working condition.

10. I am so occupied with my work that I

hardly spare time for my coworkers.

74

SA A UD D SD

11. My working conditions of working place is

irritating.

12. My organisation is over crowded and dirty.

13. The noise and illumination of working place

is irritating.

14. The work environment places more

emphasis on machines then individuals.

Opportunities for development

15. The information passed from one person to

another in the organisation is deliberately made in

accurate.

16. Almost everyone here knows who is

working under whom.

17. New ideas to bring changes in the

organisation is appreciated.

18. I get adequate information about what is

going on in other department and units in the

organisation.

19. I have freedom of taking decision for my job

and implement them.

20. My job provides with meaningful

information about total work process and

results.

21. The organisation facilitates the self

improvement of the members.

22. I get correct information about my job.

23. I feel isolated from my organisation in terms

of the total task.

75

SA A UD D SD

Oppurtunities for growth and security.

24. My work is too challenging and trying the

limit of my ability.

25. There are facilities and opportunities for

individual creative work in the organisation.

26. In my work group my own achievements are

not given importance .

27. I get opportunities to improve my job skills.

28. I have opportunities to advance in the

Organisational career.

Social Integration.

29. All the member of the organisation have the

sense of one community .

30. The member of the organisation is not

discriminated by others on cast, religion and life

style

31. The member of the organisation is not

discriminated on the basis of status, physical

appearance.

32. Working in the group is no problem here.

33. I think that the senior staff members pay

attention to grievances of the junior staff.

34. I prefer to accomplish work individually then in the

team.

76

SA A UD D SD

Constitutionalism

35. My views are taken into account

resolving work related problem.

36. I think that the inner group relation of the

organisation is satisfactory.

37. The organisation encourages the mutual

help in the work group.

38. The organisation takes care of the welfare of

the person of all ages.

Work and life space

39. I receive equal treatment in all matters like

employee compensation, job security .

40. My organisation believe that there is ‘’one

best” for every one .

41. My organisation function as a socially

responsible unit .

Social relevance and working life.

42. I think that my job lowers my social prestige.

43. My job has to improve social security schemes.

44. I feel that my organisation is too heavily

Production orientated.

45. My work life matches the social life than I

am leading.

46. My organisation is aware of methods of

77

SA A UD D SD

prevention of industrial pollution.

47. My job satisfies my needs in general.

48. I neglect my health due to my job.

49. My social and individual requirements are

neglected in the present organisation.

50. The energy and time that I spent on the job

affect my life adversely.

Thank You

78

Quality of Work Life Research Project

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