Professional Documents
Culture Documents
Project Edited
Project Edited
1.1 INTRODUCTION
U - Understanding
A - Action
L - Leadership
T - Team spirit
1
Y - Yardstick to measure progress ,The above said are very essential things to improve
the work life of employees in the organization.
Quality of work life covers various aspects under the general umbrella of
supportive organizational behavior. Thus, the QWL should be broad in its scope. It must
be 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 employees satisfaction with little modification
which is based on the internal facilities of the company. This research can be further
used to evaluate the facilities provided by the management towards the employees. This
study also helps in manipulating the basic exception of the employees.
1. The main objective is to study the Quality of Work life of the employees
in the organization.
To know how the various welfare activities and other benefits helps to bring a better
quality of work life.
2
DEFINITION :
Quality of work life means “the degree top which members of a work
organization are able to satisfy important personal needs through their experience in the
organization” QWL could be defined as “the Quality of the relationship between the man
and task.
MEANING
CONCEPT
Goal
Process
3
QWL acts as goal by
The whole essence of QWL may be stated thus, the QWL 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 QWL :
QWL 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 QWL may be stated thus.
Pay:
QWL 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.
4
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:
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 behaviour.
Occupational Stress:
5
suffering from an uncomfortable amount of job-related stress cannot enjoy a high quality
of work life.
Worker Participation:
Social Integration:
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.
QWL 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.
6
A healthy psychological contract means that inducements and contributions are balance.
INDUCEMENTS = CONTRIBUTIONS
This is the way for organization to create healthy psychological contract and Jobs
satisfaction for their members is to provide them with High QWL environment.
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
7
Responsiveness:- Making the work setting more pleasant and able to serve individual
Needs.
QWL PROGRAMMES
Richard Walton has organized into eight categories. These should be integrated,
coordinated and properly managed.
8
3. Care must be taken to concentrate the focus on the joint objectives of
improving the QWL.
High Productivity
High morale.
RESEARCH DESIGN
A research design is purely and simply the framework or plan for a study that
guides the collection and analysis of data. Generally a research design is a blue print of
the research that is to be followed in completing the study.
It is descriptive research type are those, which are concerned with describing the
characteristics of a particular individual or of a group, where we cannot control the
variables
9
SAMPLING DESIGN
Primary data are measurements observed and recorded as part a study to collect original
data. I.e. to conduct first hand investigation. Secondary data was collected with the
help of
Company records
Annual Reports
Product Catalogue
RESEARCH INSTRUMENT:
Likert scale:
10
Dichotomous question:
Here the respondents are under the obligation to answer between two clear cut
alternatives like ‘YES’ or ‘NO’.
For the analysis of data and its interpretations, various tools of research were used.
1. Percentage Method:
2. Chi-Square Test:
It is one of the simplest and most widely used non-parametric tests, in statistical
work. The quantity describes the magnitude of discrepancy between theory and
observation. i.e. with the help of x2 test we can know whether a discrepancy between
theory and observation can be attributed to chance or whether it results from the
inadequacy of the theory to fit the observed facts.
X2 =∑ {(O-E) 2/E}
XW = ∑WX / ∑X
11
Here XW represents the weighted average
“X1, X2, X3, X4,………..Xn” represents the value for variable values
“W1, W2, W3, W4 …Wn” represents the weight age given to the variable.
Steps :
4. Rank Correlation
n (n2-1)
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.
12
CHAPTER SCHEME:
Chapter I: Introduction.
13
CHAPTER II
COMPANY PROFILE
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14
CHAPTER III
Quality of work life gained importance between 1969 and 1974 when broad group of
researchers, scholars, union leaders and government personnel developed interest in how-
to improve the quality of an individual through on-the job experience. A series of
attitudinal surveys conducted at the University of Michigan between 1969 and 1973
attracted attention towards the quality of employment. Thus Department of health,
Education and welfare sponsored a study on this issue which led to population of work in
America simultaneously; the pressures of inflation prompted the US government to
address some of these issues. Accordingly a federal productivity commission was
established. These were jointly conducted by the University Of Michigan Quality Of
Work Programme and newly evolved national quality of work centre.
Ganguli (1964): has argued that the factors that determine performance of the workers in
an Organisational job can be classified under three heads.1. personal factors.2. work
factors.3. environmental (physical and social) factors. Personal factors refer to skills of
the workers and the degree of motivation that determine the extent to which he will
apply his skill to the job. Work factor refers to tools and equipment, method of work and
materials used. Examples environmental factors are (a) physical lightening, ventilation,
etc.. (b) Social and psychological nature of leadership (supervisory and
managerial),social climate in shop, nature of the group formation amongst members ,
etc.. And (c) nature of organizational controls, communication patterns , etc..
According to vroom (1964), productivity depends upon two major Quality Of Work Life
Among School Employees. In most organizational performance of the employees is
relatively more important than the equipments and raw materials. Even in automated
operations, productivity in strategic and co ordinate systems largely depends up on the
15
human performance. Performance of a worker on a task or job is a direct function of his
motivation.
According to hark mentel (1971), the nature of the relationship between job
characteristics and employee reactions to their work (including satisfaction, performance,
and absenteeism) will depend upon the need status of the employees.
Walton (1974) :One of the major interprets of the quality of work life movement have
proposed eight major conceptual areas for understanding, development of human
capacities growth and security, social integration, the total life space and social relevance.
Gazakerly (1975): worker wants from their employment challenges they can meet. some
immediacy in knowing how well they are doing , interesting work , congenial social
climate and degree of security , which enable them to work in co-operative rather than
conflict-ridden situation.
Johnson (1975): View that workers often value such as job interest and good working
conditions above pay. The author concluded that the pay becomes the most important
factor in job satisfaction only when it to seen as compensation for dissatisfying and
alienating job satisfaction.
Chris Arg Ysis (1975): Quality of work life is most conventionally defined as those
perceived input personal needs, which an individual tries to satisfy by working in an
organization, its conceptual foundations, though lay by behavioral scientists.
Westly (1979): Found the utility of the job enrichment programmes as remedies to
political, economic, psychological and sociological problems faced by human beings in
organization.
Nillakant and Tendon (1982): Management can initiate a number of changes in work
procedures; rationalize wage structures and bring about improvements in worker
amenities& working conditions – all these would lead to improvement in quality of work
life.
16
Hallowell and Miller(1985) : Employment based on emergent of new values ,which
does not discriminate against those with carrying or other non-work responsibilities and
which provides an opportunity for people to realize their full potential “Humanizing the
work place” is a goal in its own right , one that has been spurred by changing values of
the work force. One major concern has been to humanize the work place by improving
worker satisfaction and working conditions.
Ms Kirpa, (2006): had done a project on “Quality of work life” at Malabar Institute of
Medical Science Ltd and she suggested that among the welfare activities, canteen stands
at dissatisfactory level and provision for drinking water are not kept as per the needs.
Though most of the employees are satisfied with the work. Moreover they except a well
balanced pay structure with regard to the incentives and increments provided. The
researches hope that the suggestions brought forward may implemented by the institute to
improve the quality of work life of their employees.
Ms Aswathy, (2006) had done a project on Britannia Industries Limited, Chennai and her
study considered mainly five factors of Quality of Work Life –Working Environment,
Autonomy, Regulations and competiveness, career prospects and rewards and benefits. It
was found that some of the above factors are not satisfactory for the employees at
Britannia Industries Ltd to ensure good quality of work life; all the factors should be
equally satisfied. A combined effect of all the factors in effective manner will increase
the quality of work life, which increases the productivity which ultimately results in good
return.
17
CHAPTER – IV
Table No: 4. 1
YEARS OF EXPERIENCE:
0-5 yrs 30 30
5-10 yrs 35 35
10-15 yrs 20 20
INFERENCE:
The above table shows that majority of 30% of the respondents belongs to the
experience group of 0 to 5 and 35% of the respondents lies between 5 to 10 experience
group. 15% of the respondents fall from the experience group of more than 15yr and
above. The study reveals that all the respondents all experience level are well capable of
assessing the quality of their work life.
18
Chart 4.1
YEARS OF EXPERIENCE:
19
Table 4.2
Classification-Gender of respondents
MALE 70 70.0
FEMALE 30 30.0
Inference:
From the above table it is inferred that 70% of the respondents are male and 30% of
the respondents are female.
20
CHART 4.2
Gender
100
75
50 70
25
No of Respondents
30
0
MALE FEMALE
Gender
21
TABLE 4.3
Classification-Marital Status
Married 56 56.0
Unmarried 44 44.0
Inference:
From the above table it is inferred that 56% of the respondents are married and 44%
22
CHART 4. 3
Marital Status
100
80
60
40 56 44
20
No of Respondents
0
Married Unmarried
Marital Status
23
TABLE 4.4
Classification-Experience
2-4 42 42.0
4-6 14 14.0
Inference:
24
CHART 4.4
Experience
100
80
60 42
40
26 18
No of Respondents
20 14
0
LESS THAN 2 2-4 4-6 GREATER
THAN 6
Experience
25
TABLE 4.5
Classification-Educational Qualification
UG 70 70.0
PG 6 6.0
Total 100 100.0
From the above table it is inferred that 2% of the respondents are Illiterate , 6% of the
respondents are secondary, 16% of the respondents are Diploma, 70% of the respondents
are UG and 6% of the respondents are PG and.
26
CHART 4.5
Educational Qualification
100
75
50
70
25
No of Respondents
16
0 6 6
2
Illiteralte Secondary Diploma UG PG
Educational Qualification
27
JOB SATISFACTION
TABLE 4.6
Agree 25 25.0
Neutral 4 4.0
Disagree 1 1.0
Strongly Disagree 0 0
Inference:
From the above table it is inferred that 70% of the respondents are Strongly Agree,
25% of the respondents are Agree, 4% of the respondents are Neutral, and 1% of the
respondents are disagree, 0% of the respondents are Strongly disagree.
28
Chart 4. 6
29
TABLE 4.7
Agree 15 15.0
Neutral 4 4.0
Disagree 1 1.0
Strongly Disagree 0 0
Inference:
From the above table it is inferred that 80% of the respondents are Strongly Agree,
15% of the respondents are Agree, and 4% of the respondents are Neutral. 1% of the
respondents are Disagree, 0% of the respondents are strongly Disagree.
30
Chart 4. 7
31
Table 4. 8
Inference:
From the above table it is inferred that 50% of the respondents are Strongly Agree,
35% of the respondents are Agree, and 11% of the respondents are Neutral. 4% of the
respondents are Disagree, 0% of the respondents are strongly Disagree.
32
Chart 4. 8
33
Table 4. 9
Inference:
From the above table it is inferred that 66% of the respondents are Strongly Agree,
30% of the respondents are Agree, and 4% of the respondents are Neutral. 0% of the
respondents are Disagree, 0% of the respondents are strongly Disagree.
34
Chart 4. 9
Table 4. 10
35
Classification-SATISFIED WITH THE WORKING CONDITIONS
Agree 30 30.0
Neutral 10 10.0
Disagree 5 5.0
Strongly Disagree 0 0
Inference:
From the above table it is inferred that 55% of the respondents are Strongly Agree,
30% of the respondents are Agree, and 10% of the respondents are Neutral. 5% of the
respondents are Disagree, 0% of the respondents are strongly Disagree.
36
Chart 4.10
Table 4.11
37
Classification-SAFETY POSSIBLE
Agree 30 30.0
Neutral 10 10.0
Disagree 0 0
Strongly Disagree 0 0
From the above table it is inferred that 60% of the respondents are Strongly Agree,
30% of the respondents are Agree, and 10% of the respondents are Neutral. 0% of the
respondents are Disagree, 0% of the respondents are strongly Disagree.
38
Chart 4. 11
39
Table 4.12
Classification-JOB SECURITY
Agree 45 45.0
Neutral 0 0
Disagree 0 0
Strongly Disagree 0 0
From the above table it is inferred that 45% of the respondents are Agree and 55%
of the respondents are Strongly Agree.
40
Chart 4.12
Table 4.13
41
Classification-SAFETY AND HEALTH CONDITIONS
Inference:
From the above table it is inferred that 66% of the respondents are Strongly Agree,
30% of the respondents are Agree, and 2% of the respondents are Neutral. 2% of the
respondents are Disagree, 0% of the respondents are strongly Disagree.
42
Chart 4.13
WORKERS PARTICIPATION
Table 4.14
43
Classification-SENSE OF BELONGINGNESS
Inference:
From the above table it is inferred that 40% of the respondents are Strongly Agree,
30% of the respondents are Agree, and 30% of the respondents are Neutral. 0% of the
respondents are Disagree, 0% of the respondents are strongly Disagree.
Chart 4.14
44
Table 4.15
45
Opinion No of respondents Percentage (%)
Agree 40 40.0
Neutral 10 10.0
Disagree 0 0
Strongly Disagree 0 0
Inference:
From the above table it is inferred that 50% of the respondents are Strongly Agree,
40% of the respondents are Agree, and 10% of the respondents are Neutral. 0% of the
respondents are Disagree, 0% of the respondents are strongly Disagree.
46
Chart 4.15
Table 4.16
47
Opinion No of respondents Percentage (%)
Agree 50 50.0
Neutral 0 0
Disagree 0 0
Strongly Disagree 0 0
Inference:
From the above table it is inferred that 50% of the respondents are Strongly Agree,
50% of the respondents are Agree, and 0% of the respondents are Neutral. 0% of the
respondents are Disagree, 0% of the respondents are strongly Disagree.
48
Chart 4.16
Table 4. 17
49
Opinion No of respondents Percentage (%)
Agree 40 40.0
Neutral 10 10.0
Disagree 0 0
Strongly Disagree 0 0
Inference:
From the above table it is inferred that 50% of the respondents are Strongly Agree,
40% of the respondents are Agree, and 10% of the respondents are Neutral. 0% of the
respondents are Disagree, 0% of the respondents are strongly Disagree.
50
Chart 4. 17
Table 4. 18
51
Opinion No of respondents Percentage (%)
Agree 30 40.0
Neutral 10 10.0
Disagree 0 0
Strongly Disagree 0 0
Inference:
From the above table it is inferred that 60% of the respondents are Strongly Agree,
30% of the respondents are Agree, and 10% of the respondents are Neutral. 0% of the
respondents are Disagree, 0% of the respondents are strongly Disagree.
52
Chart 4.18
53
Table 4. 19
Inference:
From the above table it is inferred that 60% of the respondents are Strongly Agree,
40% of the respondents are Agree, and 0% of the respondents are Neutral. 0% of the
respondents are Disagree, 0% of the respondents are strongly Disagree.
54
Chart 4. 19
Table 4. 20
55
Opinion No of respondents Percentage (%)
Agree 40 40.0
Neutral 10 10.0
Disagree 10 10.0
Strongly Disagree 0 0
Inference:
From the above table it is inferred that 40% of the respondents are Strongly
Agree, 40% of the respondents are Agree, and 10% of the respondents are Neutral. 10%
of the respondents are Disagree, 0% of the respondents are strongly Disagree.
Chart 4. 20
56
Table 4. 21
57
Strongly Agree 60 60.0
Agree 35 35.0
Neutral 5 5.0
Disagree 0 0
Strongly Disagree 0 0
Inference:
From the above table it is inferred that 60% of the respondents are Strongly Agree,
35% of the respondents are Agree, and 5% of the respondents are Neutral. 0% of the
respondents are Disagree, 0% of the respondents are strongly Disagree.
Chart 4. 21
58
Chi - Square –Test – I
Table –30
59
Opinion about promotions and the experience of the workers.
5 -10 Years 3 11 10 0 24
(4.8) (12.5) (6.5) (0.2)
>10 Years 12 32 12 1 57
(11.4) (29.6) (15.4) (0.6)
Total 20 52 27 1 100
HYPOTHESIS:
= (4 -1) (3 – 1)
= 3*2 = 6
Significance level of 6 at 5%
Conclusion:
60
Since the calculated value is less than the table value, the null hypothesis is
accepted. So it is proved that there is no significant relationship between the
experience level of workers and their opinion about promotions.
61
Table – 31
= (4 -1) (3 –1)
= 3*2 = 6
Significance level of 6 at 5%
CONCLUSION:
Since the calculated value is less than the table value, the null hypothesis is
accepted. So it is proved that there is no significant relationship between the opinion of
respondents with different income levels and their opinion on fringe benefits.
62
Table –32
= (r-1) (c-1)
= (3 -1) (2 – 1)
= 2*1 = 2
Significance level of 2 at 5%
CONCLUSION:
Since the calculated value is higher than the table value, the null hypothesis is
rejected. So it is proved that there is significant relationship between the equal treatment
of workers and their opportunities to develop their own abilities in the organization.
63
Table – 33
Rank (1-5)
Insights 5 4 3 2 1 Total
Recognition 34 24 1 16 16 100
Compensation 10 12 20 17 41 100
= 356/100 = 3.56
= (170 + 96 + 30 + 32 + 16)/100
64
= 344/100 = 3.44
= (45 + 88 + 69 + 48 + 22)/100
= 272/100 = 2.72
= (50 + 48 + 60 + 34 + 41)/100
= 233/100 = 2.33
= (95 + 64 + 63 + 58 + 15)/100
= 295/100 = 2.95
I 3. 56 Interest in work
II 3.44 Recognition
65
IV 2. 72 Awards and Rewards
V 2.33 Compensation
INFERENCE:
From the table it is clear that among the motivational insights factors
interest in work ranks the top with 356 points resulting an average of 3.56
followed by recognition with 344 points weighing an average of 3.44. It reveals
that both the management and the workers are in mutual understanding as the
interest in the work ranks high and the recognition of the workers ability and skill
by the management is also at high level. The motivational factors like awards and
rewards, compensation and friendliness with co-workers rank less than the general
average of 3. It envisages that the management needs concentration on awarding
rewards and in paying compensation where as the workers shall develop
friendliness with their co-workers to make the work life a quality one.
CHAPTER – V
66
respondents lies between 5 to 10 experience group. 15% of the
respondents fall from the experience group of more than 15yr and
above. The study reveals that all the respondents all experience
level are well capable of assessing the quality of their work life.
From the table 4.2, table it is inferred that 70% of the respondents
are male and 30% of the respondents are female.
From the table 4.3, it is inferred that 56% of the respondents are
married and 44% Of the respondents are unmarried.
67
From the table 4.6, it is inferred that 70% of the respondents are
Strongly Agree, 25% of the respondents are Agree, 4% of the
respondents are Neutral, and 1% of the respondents are disagree,
0% of the respondents are Strongly disagree.
From the table 4.7, it is inferred that 80% of the respondents are
Strongly Agree, 15% of the respondents are Agree, and 4% of the
respondents are Neutral. 1% of the respondents are Disagree, 0%
of the respondents are strongly Disagree.
From the table 4.8, it is inferred that 50% of the respondents are
Strongly Agree, 35% of the respondents are Agree, and 11% of
the respondents are Neutral. 4% of the respondents are Disagree,
0% of the respondents are strongly Disagree
From the table 4. 9, it is inferred that 66% of the respondents are
Strongly Agree, 30% of the respondents are Agree, and 4% of the
respondents are Neutral. 0% of the respondents are Disagree, 0%
of the respondents are strongly Disagree.
From the table 4.10, is inferred that 55% of the respondents are
Strongly Agree, 30% of the respondents are Agree, and 10% of
the respondents are Neutral. 5% of the respondents are Disagree,
0% of the respondents are strongly Disagree.
From the table 4.11, it is inferred that 60% of the respondents are
Strongly Agree, 30% of the respondents are Agree, and 10% of
68
the respondents are Neutral. 0% of the respondents are Disagree,
0% of the respondents are strongly Disagree.
From table 4.12, it is inferred that 56% of the respondents are
satisfied with lightening and ventilation facilities provided in the
work place, followed by 27% satisfied with canteen facilities and
7% of the respondents opinioned on first aid facilities, 10% of the
respondents opinioned on others includes drinking water, rest
rooms etc.
13- Table
From table 4.13 it is inferred that 66% of the respondents are
Strongly Agree, 30% of the respondents are Agree, and 2% of
the respondents are Neutral. 2% of the respondents are
Disagree, 0% of the respondents are strongly Disagree.
14-Table:
From table 4.14 is inferred that 40% of the respondents are
Strongly Agree, 30% of the respondents are Agree, and 30% of
the respondents are Neutral. 0% of the respondents are
Disagree, 0% of the respondents are strongly Disagree.
15-Table:
From table 4.15 it is inferred that 50% of the respondents are
strongly agree followed by 40% of the respondent are agree
and 10% of the respondents are Neutral.
16-Table:
69
From table 4.16 it is inferred that 50% of the respondents are
Strongly Agree, 50% of the respondents are Agree, and 0% of
the respondents are Neutral. 0% of the respondents are
Disagree, 0% of the respondents are strongly Disagree.
17-Table:
From table 4.17 it is inferred that 50% of the respondents are
Strongly Agree, 40% of the respondents are Agree, and 10% of
the respondents are Neutral. 0% of the respondents are
Disagree, 0% of the respondents are strongly Disagree.
18-Table:
From table 4.18 is inferred that 60% of the respondents are
Strongly Agree, 30% of the respondents are Agree, and 10% of
the respondents are Neutral. 0% of the respondents are
Disagree, 0% of the respondents are strongly Disagree.
19-Table:
From table 4.19 it is inferred that 60% of the respondents are
Strongly Agree, 40% of the respondents are Agree, and 0% of
the respondents are Neutral. 0% of the respondents are
Disagree, 0% of the respondents are strongly Disagree.
20-Table:
From table 4.20 it is inferred that 40% of the respondents are
Strongly Agree, 40% of the respondents are Agree, and 10% of
the respondents are Neutral. 10% of the respondents are
Disagree, 0% of the respondents are strongly Disagree.
21-Table:
70
From table 4.21 it is inferred that 60% of the respondents are
Strongly Agree, 35% of the respondents are Agree, and 5% of
the respondents are Neutral. 0% of the respondents are
Disagree, 0% of the respondents are strongly Disagree.
5.3 CONCLUSION
71
From the study, it is clear that quality of work life of employees in Sri Kumara
Guruparar Matric Hr Sec School Thiruppanandal., is good. This research highlights
some of the small gaps in employee’s satisfaction towards the company.
BIBLIOGRAPHY
REFERENCES
BOOKS:
72
2. John M. Ivancevich (2003), “Human Resources and Personal
Management” Tata Mcgraw -Hill Publishing Company Limited, New
Delhi – 110 001.
7. WEBSITES:
www.classicmoulds.com
www.humanresources.com
www.qualityofworklife.com
www.ask.com
www. indianplasticportal.com
APPENDIX
QUESTIONNAIRE
73
I am doing a research work on “Quality of work life of an Employee in Sri Kumara
Guruparar Matric Hr Sec School Thiruppanandal”. I would request you to kindly spare
some time to fill up this questionnaire.
Personal Information:
Q1. Name:
Q2. Age:
Q3. Gender:
Male Female
Married Unmarried
Q5. Education:
Q6. Designation:
SA -- Strongly Agree
A -- Agree
N -- Neutral
74
D -- Disagree
SD – Strongly Disagree
75
S.No Questions SA A N D SD
JOB SATISFACTION
1 How do you feel working with Sri
Kumara Guruparar Matric Hr Sec School
Thiruppanandal?
WORKERS PARTICIPATION
10 Sense of belongingness increase with
the cooperation?