A

PROJECT REPORT
ON

A STUDY ON QUALITY OF WORK LIFE

WITH REFERENCE TO BIRLA
CORPORATION LTD

SUBMITTED TO

AWADHESH PRATAP SINGH UNIVERSITY, REWA (M.P.)

FOR THE AWARD OF

BACHELOR OF BUSINESS ADMINISTRATION
BBA (SEMESTER-VI)

BY

RAGHVENDRA DWIVEDI
UNDER GUIDANCE OF
PROF. PREETI DWIVEDI

VINDHYA INSTITUTE OF MANAGEMENT & SCIENCE,

SATNA (M.P.)
2015- 2016
 VINDHYA INSTITUTE OF MANAGEMENT & SCIENCE
SATNA (M.P.)

GUIDE’S CERTIFICATE
This is to certify that MR. RAGHVENDRA DWIVEDI has satisfactorily completed

the Project work on “A Study on Quality of Work Life with reference to Birla

Corporation Ltd.” under my guidance for the partial fulfillment of BBA (Semester-

VI) submitted to Awadhesh Pratap Singh University, Rewa during the academic year
2015-2016.

To best of my knowledge and belief the matter presented by him is original

work and not copied from any source. Also this report has not been submitted earlier

for the award of any Degree of Awadhesh Pratap Singh University, Rewa.

Place: Satna PROF. PREETI DWIVEDI

Date: / / 2016 (Project Guide)

2
 VINDHYA INSTITUTE OF MANAGEMENT & SCIENCE
SATNA (M.P.)

DECLARATION

I undersigned, hereby declare that this Project Report entitled “A Study on

Quality of Work Life with reference to Birla Corporation Ltd.” prescribed by

AWADHESH PRATAP SINGH UNIVERSITY, REWA during the academic year 2015-2016

under the guidance of PROF. PREETI DWIVEDI is my original work.

The matter presented in this report has not been copied from any source. I

understand that any such copying is liable to be punishable in any way the

university authorities deem to be fit. Also this report has not been submitted earlier

for the award of any Degree or Diploma of Awadhesh Pratap Singh University, Rewa

or any other University.

This work humbly submitted to Awadhesh Pratap Singh University for the

partial fulfillment of Bachelor of Business Administration (Sem-VI).

PLACE: SATNA MR. RAGHVENDRA

DWIVEDI
DATE: / / 2016

3
 VINDHYA INSTITUTE OF MANAGEMENT & SCIENCE
SATNA (M.P.)

ACKNOWLEDGEMENT

Whenever we are standing on most difficult step of the dream of our life, we
often remind about The Great God for His blessings & kind help and he always
helps us in tracking off the problems by some means in our lifetime. I feel great
pleasure to present this project entitled “A Study on Quality of Work Life with
reference to Birla Corporation Ltd.”.

I am greateful to those people who help me a lot in preparation of this project

report. It is their support and blessings, which has brought me to write this project
report. I have a deep sense of gratitude in my heart for them.

I am very thankful to my project guide Prof. Preeti Dwivedi for his whole-
hearted support and affectionate encouragement without which my successful project
would not have been possible.

Finally, I am very greateful to Mighty God and inspiring parents whose loving
& caring support contributed a major share in completion of my task.

4
 Mr. Raghvendra Dwivedi

TABLE OF CONTENTS

S.N. Contents Page No.

1 Introduction of Project 6-9

2 Company Profile 10-20

3 Review of Literature 21-25

4 Objectives 26-27

5 Research Methodology 28-30

6 Data Analysis & Interpretation 31-51

7 Findings & Suggestions 52-54

8 Limitations 55-56

9 Conclusion 57-58

10 References 59-60

Annexure
11 61-63
Questionnaire

5
CHAPTER-I

6
INTRODUCTION

Quality of work life denotes all the organizational inputs which aim at the employee’ satisfaction

and enhancing organizational effectiveness. By the globalization the modern employees are

experiencing distress. To meet the challenges posed by present standards, organizational must

focus their attention in bringing a balance between work life and personal life. The underlying

assumption is that work life balance will ultimately ensure Quality of work life.

In present working environment the workers are looking for quality of life as a superior human

endeavor. Such endeavor calls for a trade off between work life and family life. Today an

employee desires work to be more meaningful and challenging because quality is the acid test. A

Quality of work life gives an opportunity for deep sense of fulfillment. Employees seek a

supportive work environment that will enable them to balance work with personal interests. Such

balance contributes to superior human existence in ample measure.

Quality of work life provides a more humanized work environment. It attempts to serve the

higher order needs of workers as well as their basic needs. Quality of Work Life indicates that

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

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

dangerous. Finally it should contribute to, or at least leave un paired,

workers abilities to perform in other life roles. Such as citizen, spouse and parent. That is work

should contribute to general social advancement.

7
Employees in several companies that instituted Quality of work life experienced better health and

greater safety on the job. Other benefits included improved employee satisfaction, morale, job

interest, commitment and involvement ; increased opportunity for individual growth ; greater

sense of ownership and control of the work environment development of managerial ability for

circle leaders, improved communication in the organization and greater understanding and

respect between management and workers.

The term Quality of work life has been applied to a wide variety of organizational improvement

efforts. The common elements seem to be,has good man indicates, an “attempt to restructure

multiple dimensions of the organizational and to institute a mechanism which introduces and

sustains changes overtime . Aspects of the change mechanism are usually an increase in

problem solving between the union and management

Responsiveness to employee concerns. In every organization, people and their behaviour

assumes vital role in determining the performance and effectiveness . while many studies

concentrated on physical and financial performance of organization. Studies on behavioural

aspects seems to be inadequate. So, the attempts must to understand the human side of the

enterprise.

In the present scenario, where the world is moving from traditionalisation to modernization,

computerization and globalization there is an intense competition. The situations are becoming

more complex and the modern employees are experiencing distress. To meet the challenges

posed by present standards organization must focus their attention in bringing a balance between

work and family life.

The Quality of work life movement provides a value frame work and a philosophy which has a

long term implication for the human development and enrichment. It tries to balance both the

8
work and family life. Hence integrated approach with regard to Quality of work life is required

for the success of an individual and an organization. This underlines the necessity of searching

studies on the nature of human relations and the problems of human relations and the problems

of human behaviour in the organization and suggest measures to cope with the problems. Hence,

an in depth on aspects like Quality of work life can throw light on many non-identified aspects of

human behaviour which may help in understanding the issues involved and improving the overall

performance of these organizations. There it is found that there is need to study in greater detail

about the topic.

9
CHAPTER-II

10
 COMPANY PROFILE

Birla Corporation Limited is the flagship Company of the M.P. Birla Group. Incorporated as
Birla Jute Manufacturing Company Limited in 1919, it was Late Mr. Madhav Prasad
Birla who gave shape to it. As Chairman of the Company, Mr. Madhav Prasad
Birla transformed it from a manufacturer of jute goods to a leading multi-product corporation
with widespread activities. Under the Chairmanship of Mrs. Priyamvada Birla, the Company
crossed the Rs. 1300 - crore turnover mark and the name was changed to Birla Corporation
Limited in 1998.

After the demise of Mrs. Priyamvada Birla, the Company continued to consolidate in terms of
profitability, competitiveness and growth under the leadership of Mr. Rajendra S. Lodha, late
Chairman of the M.P. Birla Group. Under his leadership, the Company posted its best ever
results in the years ended 31.3.2006, 31.3.2007 and 31.3.2008.

The Company continued to record impressive growth in 2008-09 and 2009-10, under the
chairmanship of Mr. H.V. Lodha.

By the Birla Group reference is made to one of the foremost business houses in India headed by

the Birla family for generations. Its business interests are vast and varied ranging from
petrochemicals and textiles toautomobiles and Infocom as well as financial services.
The story of the Birla Group goes back to 1870 when Seth Shiv Narayan Birla, belonging to the
Marwari community of West Rajasthan, set up a cotton and jute trading businessin
Pilani, Rajasthan. In the 19th century Baldeo Das Birla, son of Shiva Narayana Birla, moved to
Calcutta. At that time Calcutta was the hub of activity of the British Empire and consequently the
nascent Freedom Movement. The Birlas are proud of their closeness and support to the
movement and was very near to Mahatma Gandhi. Even today, about two hundred years after the
beginning of the Birla story, the name is identical with not only with wealth and power but also
with dignity and respect. Business runs in their veins and each generation has been a credit to the

11
legendary name of Birla.
In 1919 the Ghanashyam Das Birla, one of the four sons of Baldeo Das Birla, set up jute mills in
West Bengal and thus laid the foundation for the beginning of the Birla industrial empire. In
1947 the Birlas set up Grasim weaving plant and from 1958 added rayon to the list.
Aditya Birla, grandson of Ghanashyam Das Birla, continued successfully with the legacy he had
inherited. In 1969 he began to take giant strides outside India targeting international expansion.
In Thailand the Birlas set up Indo-Thai synthetics. It was followed in 1978 by Carbon
Blackproduction also in Thailand. In 1988 Indo-Gulf was formed under the name of Hindalco for
production fertilizers. Unfortunately in 1995 Aditya Birla died.

In Brief

The son of Aditya Birla, Kumar Mangalam Birla, picked up the Birla flag. As part of the first
step towards streamlining and restructuring AT &T was formed. In 1998 Indo-Gulf copper
production started. In the same year Birla entered Canada with the purchase of Atholville Pulp
Mill in New Brunswick. In 1999 Birla forayed into the financial arena and entered into a joint
venture with Canada’s Sun Life. The beginning of the new century saw Birla AT&T merge with
Tata Communications. Hindalco acquired Indal. In 2002 Indo Gulf fertilizers started and
Anapurna Foils was acquired. In 2003 Nifty copper and Mt. Gordon copper mines in Australia
are acquired by Birla. Liaonig Birla was started as the beginning of a joint venture with China in
the field ofcarbon black. Indal merged with Hindalco the following year. A new aluminum
venture was started in Orissa in 2005. In the same year St. Anne Nackawic Pulp Mill is acquired
in Canada. Plans are now afoot to set up a new viscose stable fiber plant in Laos.

The Birla group has aptly laid out its objectives to be a premium international conglomerate with
a clear focus on each and every business unit.  Birla’s mission is to deliver the very best to its
customers, shareholders and employees bearing in mind its commitment to the welfare of society
at large. Birla values are all about integrity, commitment, zeal, seamlessness and speed.

 UNIVERSAL CABLES LIMITED: is a leader in the Indian Cables Industry with the
widest product range, and its cables and capacitors are known by the brand name
"UNISTAR"

12
 VINDHYA TELELINKS LIMITED: has one of the most sophisticated and
technologically advanced industrial complexes. It manufactures jelly filled Telephone
Cables in technical collaboration with M/s. Ericsson Cables AB of Sweden
 BIRLA ERICSSON OPTICAL LIMITED: has technical and financial collaboration
with Ericsson Cables AB of Sweden to produce Optical Fibre Cables, consisting of
different fibre counts of both, Duct & Direct Burial types. The company also produces
Polyurethane Jelly filled insulated Cables.
 OPTIC FIBRE GOA LIMITED: manufacturers of Optical Fibre.
 HINDUSTAN GUM & CHEMICALS LIMITED: manufactures Guar Gum
conforming to international standards and exports to various countries the world over.
Rhone-Poulenc Inc. of France has 50% financial stake in the company. The company has
3 manufacturing units in India.
 BIRLA DLW LIMITED: was set up with a 50:50 Joint Venture with DLW
Aktiengesellchaft, Germany to produce world class Designer Linoleum Flooring for
exports.
 BIRLA FINANCIAL CORPORATION LIMITED: has activities in the financial
sector
Birla Corporation Limited has products ranging from cement to jute goods, PVC floor covering,
as well as auto trims (jute felt-based car interiors).

 Installed Capacity and Production

Product Installed Capacity (2009-2010) Production (2009-2010)

Cement 6.07 Mill. Tons. 5.69 Mill. Tons.
Jute Goods 38000 M T 27,300 MT
PVC Floor Covering 48.60 lakh sq. mtrs 1.09 lakh sq. mtrs.
Auto Trim Parts 7.80 lakh Pcs 0.64 lakh Pcs
Iron & Steel Casting 3,750 tons 1,078 tons

13
Manufactured By BCL

 Ideal for mass concreting.

 Reduced thermal cracks.

 Increased water tightness of concrete.

 Ideal for plastering.

 Greater resistance to sulphate and other aggressive environment.

 Greater resistance to Alkali-aggregate reaction.

 Increased durability.

Brand Name

Units Brand names

Birla Cement Works Birla Cement Samrat
Chanderia Cement Works Birla Cement Chetak
Satna Cement Works Birla Cement Samrat
Birla Vikas Cement Birla Cement Khajuraho
Raebareli Cement Works Birla Cement Samrat
Durgapur Cement Works Birla Cement
Birla Premium Cement
Durga Hitech Cement Birla Cement Samrat

14
Management  - Board Of Directors

Mr. Harsh V. Lodha

 Chairman
Mr. Harsh V Lodha, eminent Chartered Accountant, is on the Boards of several reputed
companies. He has served as Chairman of Corporate Laws & Governance Committee and Co-
Chairman of Young Leaders Forum of FICCI besides being Member of its Executive Committee.
He has also served as Member of the Accounting Standards Board of the Institute of Chartered
Accountants of India and Member of the Working group on Corporate Governance, set

up by the Department of Company Affairs, Government of India. He had been Vice-President of

the Indian Chamber of Commerce, Kolkata, and Chairman of its Economic Affairs Committee,
Banking and Finance and Direct Tax Committees.

Mr. N. K. Kejriwal

Mr. N K Kejriwal is a very prominent merchant in the jute and tea industry. He is the senior most
Member of the Board of Directors

of the Company.

Mrs. Nandini Nopany

Mrs Nandini Nopany is a Business Executive and is on the Boards of several companies.

Mr. Pracheta Majumdar

Mr Pracheta Majumdar, Mechanical Engineer and Management Advisor, is former Managing

Director of CEAT Tyres Limited.

15
Mr. Vikram Swarup

Mr Vikram Swarup, Mechanical Engineer and Managing Director of Paharpur Cooling Towers
Limited, is acknowledged as an authority on thermal designing of cooling towers in India.

Mr. Anand Bordia

Mr Anand Bordia, M.A., held several senior positions in the Central Government. He was First
Secretary, Trade High Commission of India, in London. He served the Secretariat of the World
Customs Organization, Brussels, Belgium.

Mr. B B Tandon

Mr. B B Tandon, IAS, is former Election Commissioner of India and was member of the
Delimitation Commission. He has served several Government offices in the capacity of Secretary
and Additional Secretary in the Union Ministries of Personnel .

Mr. D N Ghosh

Mr. D N Ghosh, former Chairman of the State Bank of India and the Management Development
Institute, Gurgaon, was Founder-Chairman of the Indian Institute of Management, Lucknow.
Presently, he is the Chairman of ICRA Limited, ICRA Management Consulting Services Limited
and Sundaram BNP Paribas Asset Management Company Limited and is

on the Board of the Housing Development Finance Corporation Limited..

Mr Deepak Nayyar

Mr Deepak Nayyar, Professor of Economics at JNU at New Delhi, is

also distinguished University Professor of Economics at the New School for Social Research,
New York.

16
Mr M K Sharma

Mr M K Sharma is a corporate consultant and former Vice-Chairman of Hindustan Unilever

Limited. He is on the Boards of ICICI Bank Ltd., ICICI Lombard General Insurance Co. Ltd. and
Bata India Ltd., among others.

Mr. B R Nahar

Mr B R Nahar, Fellow Member of the Institute of Chartered Accountants of India, possesses rich
professional experience of more than 33 years. He has served in diverse fields, at senior
positions, in various large corporate houses.

HRD Mission of BCL:-

 The Company believes that it is the TRUSTEE of its HUMAN RESOURCES and encourages to
develop them to introspect deeply and learn to act not on directives but on inspiration from
within, thus aiming to provide a strong motivation to our employees to become psychological co-
owners of the organization and to succeed with DETERMINATION & COMMITMENT.

As facilitators of the growth process of the employees, we are committed to providing a work
environment where people are -

 Offered full opportunities and challenges to develop individually, enabling career growth.

 Encouraged to acquire knowledge to meet the challenges of new technologies and

business needs in the changing scenario.

 Educated and guided to inculcate and practise right values as are nurtured by the
organization.

 Provided strong motivation to take the organization ahead.

 Assisted in creating and maintaining human resource system for optimizing human
potential.

17
Plants

1. Satna (Madhya Pradesh): BIRLA Vikas Cement (1982), Satna Cement Works (1959).
2. Chakan (Pune) : Auto Trim Division.

3. Chanderia (Rajasthan) : BIRLA Cement Works(1967), Chanderia Cement Works(1986).

4. Durgapur (West Bengal) : Durgapur Cement Works(1974), Durga Hi-tech Cement.
5. Gurgaon (Haryana) : Auto Trim Division.

6. Kolkata (West Bengal) : Soorah Jut Mills.

7. Raebareli (Uttar Pradesh) : BIRLA Corporation Limited-1998 (Cement Division).

8. BIRLApur (West Bengal): Auto Trim Division, BIRLA Jute Mill BIRLApur Services
Division, BIRLA vinoleum.

SATNA CEMENT WORKS

The origin of BIRLA Jute’s Cement activities at sonata go back to mid fifties and at this point of
time, diversification of BIRLA jute to other areas started to take shape. Satna Cement Works was
the first cement plant in the house of BIRLA and the plant itself was a capacity, which was the
largest single unit in terms of production capacity existing in our country at that time. This wet
process plant with a cement making capacity of 2.51 lac tons per annum (TAP). Our cement is
sold under the trademarks of “KHAJURAHO”.
A lot of changes in cement making process technology took place between seventies and eighties
and again the company was in for front to establish the first largest sized plant based on dry
process with precalcinutor technology. The plant of 8 lac TAP capacity started functioning from
October 1982 and had all latest technology, instrumentation and automation. This has the first
plant in the country on one computer control of the process with the aid of array spectrometer for
quick and accurate analysis of the process with the aid of materials selection of plant process
enabled satna cement to produce extremely good quality of cement efficiently and economically.
With the establishment of this plant, the materials cement making by wet process becoming
uneconomical apart from wastage of valuable fuel and energy in continuing to run the outdated
wet process plant established in 1959. Therefore, the company decided to convert the wasteful
wet process plant with precalcinatar technology in the year 1987. This plant also incorporates the
latest machinery and equipment for making cement of quality and low cos

18
AWARDS EARNED BY BIRLA CORPORATION LIMITED

Birla Corporation Limited has made it to the prestigious list of "200 Best Under a Billion $"
companies in the Asia-Pacific region, published by Forbes Asia, in its October 9, 2009 issue.

Birla Corporation Limited received the Best Corporate Ethics Award for 2008 from the Indian Institute
of Planning and Management.

Satna Cement Works & Birla Vikas Cement have received the IS/ISO 14001 certificate, an
international recognition for "Implementation of environmental management system".

 SCW has received National Award for Excellence in Water Management from CII,
Hyderabad 'First Prize for Lowest Thermal Energy Consumption K. Cal/kg clinker under the 10th FLS
Energy Award 2007. SCW received the Best Energy Consumption Implementation Gold Award under
the Rajiv Gandhi Memorial National Award, Hyderabad, in 2004. It also received the First Prize for
Maximum Reduction in KWH/Ton of Cement in M.P. under FLS Energy Award, Bhopal, in 2008.

SCW has been awarded Green Tech Environment Excellence Award in 2008 by Green Tech
Foundation, New Delhi.

NCBM has given BVC the "Second Best Improvement in Electrical Energy Performance" Award for
2006-07.

BVC has received the National Award for Excellince in Water Management from CII, Hyderabad
"National Award For Energy Effiency in Indian Cement Industry form NCCBM, New Delhi, Lowest
Electrical Energy Consunption K.Cal/kg clinker under the 10th FLS Energy Award in 2007.

The Satna Unit received the Quality Circle Excellent Award from Quality Circle Forum of India,
Dugapur chapter "Quality Circle Excellince Award and Quality Circle Distinguish Award From
Quality Circle Forum of India, Kanpur Chapter, in 2008.

All our cement plants are ISO 9001:2000 Certificated, covering the entire range of production and
marketing. BCW & CCW also the IS/ISO : 14001 Certification for "Implementation of Environmental
Management System". BCW & CCW have bagged various awards from the NPC & NCCBM.

19
The laboratories of BCW & CCW have been accredited by NABL (National Accreditation Board of
Testing and Calibration Laboratories) as per ISO/IEC 17025 w.e.f. 07.07.2005.

CCW has won the "Lal Bahadur Shastri Memorial National" award for "Excellent Pollution Control
Implementation" for 2001-02 by International Greenland Society. VEC, Chennai chose the Chanderia
Units for sustained implementation of condition monitoring and continued Machine Health
Improvement award during 2001-02. The "Workers Education Trophy" was awarded by the Central
Board of Workers Education, Udaipur Ministry of Labour, Government of India, for excellent
contribution and implementation of workers' training programmes during 1998-99 & again in 2001-02.

BCL has regularly been receiving CAPEXIL awards for cement exports since the last more than 15
years.

20
CHAPTER-III

21
 REVIEW OF LITERATURE

Definition

Various authors and researchers have proposed models of Quality of working life which include
a wide range of factors. Selected models are reviewed below.

Hackman and Oldham (1976)(5) 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.

In contrast to such theory based models, Taylor (1979)(6) more pragmatically identified the
essential components of Quality of working life as; basic extrinsic job factors of wages, hours
and working conditions, 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 organisation and employee group.

Warr and colleagues (1979)(7), 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 et
al. 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.

22
Thus, whilst some authors have emphasised 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)(8) 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.

Baba and Jamal (1991)(9) 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, organisational 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.

Some have argued that quality of working life might vary between groups of workers. For
example, Ellis and Pompli (2002)(10) 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, Shiftwork, 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.

Sirgy et al.; (2001)(11) 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,

23
Economic and family, Social, Esteem, Actualisation, Knowledge and Aesthetics, although the
relevance of non-work aspects is play down as attention is focussed on quality of work life rather
than the broader concept of quality of life.

These attempts at defining quality of working life have included theoretical approaches, lists of
identified factors, correlational analyses, with opinions varying as to whether such definitions
and explanations can be both global, or need to be specific to each work setting.

Bearfield, (2003)(12) 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 distinction made between job satisfaction and dissatisfaction in quality of working life
reflects the influence of job satisfaction theories. Herzberg at al., (1959)(13) 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
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
internalised ideals, aspirations, and expectations, for example, with the individual’s current state
(Lawler and Porter, 1966) (1).

In summary, where it has been considered, authors differ in their views on the core constituents
of Quality of Working Life (e.g. Sirgy, Efraty, Siegel & Lee, 2001 (11) and Warr, Cook & Wall,
1979)(7).

24
It has generally been agreed however that Quality of Working Life is conceptually similar to
well-being of employees but differs from job satisfaction which solely represents the workplace
domain (Lawler, 1982)(15).

Quality of Working Life is not a unitary concept, but has been seen as incorporating a hierarchy
of perspectives that not only include work-based factors such as job satisfaction, satisfaction with
pay and relationships with work colleagues, but also factors that broadly reflect life satisfaction
and general feelings of well-being (Danna & Griffin, 1999)(16). More recently, work-related
stress and the relationship between work and non-work life domains (Loscocco & Roschelle,
1991)(17) have also been identified as factors that should conceptually be included in Quality of
Working Life.

Measurement

There are few recognised measures of quality of working life, and of those that exist few have
evidence of validity and reliability, that is, there is a very limited literature based on peer
reviewed evbaluations of available assessments. A recent statistical analysis of a new measure,
the Work-Related Quality of Life scale (WRQoL)(18), indicates that this assessment device
should prove to be a useful instrument, although further evaluation would be useful. The
WRQoWL measure uses 6 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 Job and Career satisfaction (JCS)scale of the the Work-Related
Quality of Life scale (WRQoL) 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 WRQoL measure, JCS 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.

25
CHAPTER-IV

26
 OBJECTIVES OF THE STUDY

1. To evaluate and analyses the Quality of work life in BCL.

2. To study the factors/determinants of Quality of work life.

3. To examine the impact of welfare measures on Quality of work life.

4. To evaluate the aspects of quality of work life and suggest measures in

improving quality of work life.

SCOPE OF THE STUDY

The term Quality of work life in its broader sense covers various aspects of employment

and non-employment conditions of work. The present study will aim at studying various

factors which influence Quality of work life in BCL. Although the important components

of Quality of work life were comprehensively discussed. The study is dependent on the

opinion expressed by the managers and staff of all the departments of the Components

Division that are working at Birla cement limited(BCL).

27
CHAPTER-V

28
RESEARCH – MEANING
Research is an art of scientific investigation. According to Redmen and Mary
defines research as a “systematic effort to gain knowledge”.
Research methodology is way to systematically solve the research problem. It is a
plan of action for a research project and explains in detail how data are collected and
analyzed. This research study is a descriptive research study.

RESEARCH DESIGN
A research design is a plan that specifies the objectives of the study, method to be
adopted in the data collection, tools in data analysis and hypothesis to be framed.
“A research design is an arrangement of condition for collection and analysis of data in a
manner that aims to combine relevance to research purpose with economy in procedure”.

NATURE OF DATA

Primary data
The primary data are collected from the employees of BIRLA CEMENT through a
direct structured questionnaire.

Secondary data
Company profiles, Company registers, websites, magazines, articles were used
widely as a support to primary data.

SAMPLING SIZE AND TECHNIQUE

Size of the sample

29
 It refers to the number of items to be selected from the universe to constitute as a
sample. In this study 100 employees of Birla Cement Limited., was selected as size of
sample.
Sample design
The sampling technique used in this study is simple random sampling method.
This method is also called as the method of chance selection. Each and every item of
population has equal chance to be included in the sample.

Questionnaire
The questions are arranged logical sequence. The questionnaire consists of a
variety of questions presented to the employees for the response. Dichotomous questions,
multiple choice questions, rating scale questions were used in constructing questionnaire.

30
 CHAPTER-VI
DATA ANALYSIS & INTERPRETATION

31
 DATA ANALYSIS & INTERPRETATION

TABLE-1

OPINION ABOUT THE JOB ENVIRONMENT AND WORKING CONDITION

Variables No of respondents No of respondents in %

Excellent 30 60%
Good 15 30%
Average 5 10%
Poor 0 0%
CHART-1

Job environment and Working conditions

Average Poor
10% 0%

Excellent
Good Good
30% Average
Excellent
60% Poor

INTERPRETATION:-The above graph reveals that 60% of the employees

feel that job environment and working conditions are excellent ( i.e they are

absolutely satisfied).30% of the employees feel that job environment and

working conditions are good (i.e they are satisfied).10% of the employees

feel that job environment and working conditions are average(i.e they are

32
partially satisfied). 0%( i.e none of the employees feel job environment and

working conditions are poor).

TABLE-2

PERCEPTION ABOUT THE GROWTH AND SECURITY

OPPORTUNITIES

Variables No of respondents No of respondents in %

Excellent 25 50%
Good 10 20%
Average 15 30%
Poor 0 0%

CHART-2

Grow th and Se cur ity Opportunitie s

Poor
0%
Average
30% Excellent
Excellent Good
50% Average
Poor
Good
20%

INTERPRETATION:-The above graph reveals that50% of the employees

feel that the growth and security opportunities are Excellent that is they are

absolutely satisfied.20% of the employees feel that the growth and security

opportunities are Good that is they are satisfied.30% of the employees feel

that the growth and security opportunities are Average that is they are

33
partially satisfied.0% i.e none of the employees feel that the growth and

security opportunities are Poor.

TABLE -3

OPINION ABOUT THE CAREER-PLANNING PROGRAM IN THE ORGANIZATION

Variables No of respondents No of respondents in %

Excellent 20 40%
Good 20 40%
Average 10 20%
Poor 0 0%

CHART-3

Career-planning program

Poor
Average
0%
20%
Excellent Excellent
40% Good
Average
Poor
Good
40%

INTERPRETATION:-The above graph reveals that40% of the employees

feel that the growth and security opportunities are Excellent that is they are

absolutely satisfied.40% of the employees feel that the growth and security

opportunities are Good that is they are satisfied.20% of the employees feel

that the growth and security opportunities are Average that is they are

34
partially satisfied.0% i.e none of the employees feel that the growth and

security opportunities are Poor.

TABLE-4

PERCEPTION ABOUT THE PAY STRUCTURE IN THE ORGANIZATION

Variables No of respondents No of respondents in %

Excellent 25 50%
Good 10 20%
Average 15 30%
Poor 0 0%
CHART-4

Pay Structure

Poor
0%
Average
30%
Excellent
Excellent Good
50% Average
Poor
Good
20%

INTERPRETATION:-The above graph reveals that50% of the employees

feel that the growth and security opportunities are Excellent that is they are

absolutely satisfied.20% of the employees feel that the growth and security

opportunities are Good that is they are satisfied.30% of the employees feel

that the growth and security opportunities are Average that is they are

35
partially satisfied. 0% i.e none of the employees feel that the growth and

security opportunities are Poor.

TABLE-5

OPINION ABOUT THE PROMOTION SYSTEM IN THE

ORGANIZATION

Variables No of respondents No of respondents in %

Excellent 10 20%
Good 25 50%
Average 10 20%
Poor 5 10%
CHART-5

Promotion System

Poor
Excellent
10%
20%
Average Excellent
20% Good
Average
Poor
Good
50%

INTERPRETATION:-The above graph reveals that20% of the employees

feel that the growth and security opportunities are Excellent that is they are

absolutely satisfied.50% of the employees feel that the growth and security

opportunities are Good that is they are satisfied.20% of the employees feel

36
that the growth and security opportunities are Average that is they are

partially satisfied. 10% i.e none of the employees feel that the growth and

security opportunities are Poor.

TABLE-6

TABLE TO LEARN AND ACQUIRE NEW SKILLS IN THE

ORGANZATION

Variables No of respondents No of respondents in %

Excellent 25 50%
Good 15 30%
Average 10 20%
Poor 0 0%
CHART-6

Able to Learn and acquire new Skills

Poor
Average
0%
20%
Excellent
Excellent Good
50% Average
Good Poor
30%

INTERPRETATION:-The above graph reveals that50% of the employees

feel that the growth and security opportunities are Excellent that is they are

absolutely satisfied.30% of the employees feel that the growth and security

37
opportunities are Good that is they are satisfied.20% of the employees feel

that the growth and security opportunities are Average that is they are

partially satisfied. 0% i.e none of the employees feel that the growth and

security opportunities are Poor.

TABLE-7

STEPS TAKEN FOR JOB ENRICHMENT FOR EMPLOYEES

Variables No of No of respondents in
respondents %
Deliberate upgrading of 10 20%
responsibility
Widening the scope of 14 28%
activities
Setting the challenges in work 20 40%
Giving exposure to variety of 6 12%
jobs
CHART-7

Job Enrichment for Employees

Giving
exposure to Deliberate
variety of upgrading of Deliberate upgrading
jobs responsibility of responsibility
12% 20%
Widening the scope
of activities
Setting the
Widening the Setting the challenges
challenges in
scope of in w ork
w ork
activities Giving exposure to
40%
28% variety of jobs

INTERPRETATION

38
 The above graph reveals that 20% of the employees feel that Job
Enrichment will lead to deliberate upgrading of responsibility. 28% of the
employees feel that Job enrichment will widen the scope of activities.40% of
the employees feel that Job Enrichment will set challenges in work.12% of
the employees feel that Job Enrichment will give exposure to variety of jobs.

TABLE -8

PURPOSE OF JOB DESIGN AND GOAL SETTING IN THE ORGANIZATION

Variables No of No of respondents
respondents in %
It facilitates work flow 7 14%
Effective co-ordination and 18 36%
integration
Positive impact on employee 5 10%
satisfaction
All the above 20 40%
CHART
-8
Job Design and Goal Setting

It f acilitates w ork
It facilitates f low
w ork f low
14% Ef f ective co-
All the
above ordination and
40% Integration
Eff ective co-
Positive impact on
ordination employee
and satisf action
Positive Integration
impact on All the above
36%
employee
satisfaction
10%

INTERPRETATION

39
 The above graph reveals that14% of the employees feel that Job Design
and Goal setting will facilitate work flow. 36% of the employees feel that Job
Design and Goal setting will lead to effective co-ordination and integration.10% of
the employees feel that Job Design and Goal setting will lead to positive impact on
employee satisfaction.40% of
the employees feel that all the above three factors are important for Job Design and
Goal setting.

TABLE-9

PERCEPTION ABOUT INTEGRATION OF JOB, CAREER, FAMILY LIFE AND LEISURE

TIME

Variables No of respondents No of respondents in

%
Excellent 20 40%
Good 25 50%
Average 5 10%
Poor 0 0%

CHART-9
Integration of Job, Career, Fam ily Life and
Leis ure tim e

Poor
Average 0%
10% Excellent Excellent
40% Good
Average
Good Poor
50%

INTERPRETATION
The above graph reveals that 40% of the employees feel that the
integration of job, career, family life and leisure time are excellent that is they
are absolutely satisfied.50% of the employees feel that the integration of job,

40
career, family life and leisure time are good that is they are satisfied.10% of
the employees feel that the integration of job, career, family life and leisure
time are average that is they are partially satisfied.0% i.e none of the
employees feel that the integration of job, career, family life and leisure time
are poor.

TABLE -10

OPINION ABOUT THE LEAVES PROVIDED BY THE ORGANIZATION

Variables No of respondents No of respondents in

%
Excellent 10 20%
Good 35 70%
Average 5 10%
Poor 0 0%

CHART-10

Leaves provided by the Organization

Poor
0%

Excellent
Average 20%
10% Excellent
Good
Average
Poor
Good
70%

INTERPRETATION

41
 The above graph reveals that20% of the employees feel that the
leaves provided by the organization are excellent that is they are absolutely
satisfied.70% of the employees feel that the leaves provided by the
organization are good that is they are satisfied.10% of the employees feel that
the leaves provided by the organization are average that is they are partially
satisfied.0% i.e none of the employees feel that the leaves provided by the
organization are poor.
TABLE -11

LEAVE TRAVEL CONCESSION THAT IS PROVIDED BY THE ORGANIZATION

Variables No of respondents No of respondents in

%
Excellent 14 28%
Good 20 40%
Average 6 12%
Poor 10 20%

CHART-11

Le ave Travel Conce ssion that is provided by

the Organization

Poor
20% Excellent
28%
Excellent
Good
Average
12% Average
Poor

Good
40%

INTERPRETATION

The above graph reveals that28% of the employees feel that the leave
travel concession provided by the organization are excellent that is they are

42
absolutely satisfied.40% of the employees feel that the leave travel concession
provided by the organization are good that is they are satisfied.12% of the
employees feel that the leave travel concession provided by the organization are
average that is they are partially satisfied.20% i.e none of the employees feel that
the leave travel concession provided by the organization are poor.
TABLE-12

CANTEEN FACILITIES THAT IS PROVIDED BY THE ORGANIZATION

Variables No of respondents No of respondents in

%
Excellent 10 20%
Good 30 60%
Average 10 20%
Poor 0 0%
CHART-12

Cantee n facilitie s in the Organization

Poor
Average Excellent
0%
20% 20%
Excellent
Good
Average
Poor

Good
60%

INTERPRETATION:- The above graph reveals that20% of the employees

feel that the canteen facilities provided by the organization are excellent that

is they are absolutely satisfied.60% of the employees feel that the canteen

facilities provided by the organization are good that is they are satisfied.20%

43
of the employees feel that the canteen facilities provided by the organization

are average that is they are partially satisfied.0% i.e none.

TABLE-13

TRANSPORT FACILITIES PROVIDED BY THE ORGANIZATION

Variables No of respondents No of respondents in

%
Excellent 12 24%
Good 33 66%
Average 5 10%
Poor 0 0%
CHART-13

Transport facilities
Poor
0%

Excellent
Average
24%
10% Excellent
Good
Average
Poor
Good
66%

INTERPRETATION

The above graph reveals that 24% of the employees feel that the transport
facilities provided by the organization are excellent that is they are absolutely
satisfied.66% of the employees feel that the transport facilities provided by the
organization are good that is they are satisfied.10% of the employees feel that the

44
transport facilities provided by the organization are average that is they are
partially satisfied.0% i.e none of the employees feel that the transport facilities
provided by the organization are poor.

TABLE -14

SANITATION AND CLEANLY MEASURES IN THE ORGANIZATION

Variables No of respondents No of respondents in

%
Excellent 15 30%
Good 20 40%
Average 10 20%
Poor 5 10%
CHART-14

Sanitation and Cleanly Measures

Poor
10% Excellent
Average 30% Excellent
20% Good
Average
Poor
Good
40%

INTERPRETATION

The above graph reveals that 30% of the employees feel that the
sanitation and cleanly measures in organization are excellent that is they are

45
absolutely satisfied.40% of the employees feel that the sanitation and cleanly
measures in organization are good that is they are satisfied.20% of the
employees feel that the sanitation and cleanly measures in organization are
average that is they are partially satisfied.10% of the employees feel that the
sanitation and cleanly measures in organization are poor.

TABLE -15

OPINION ABOUT THE TRAINING GIVEN IN THE ORGANIZATION

Variables No of respondents No of respondents in

%
Excellent 26 52%
Good 20 40%
Average 4 8%
Poor 0 0%
CHART-15

Training in the Organization

Poor
Average
0% Excellent
8%
Excellent Good
Good
52% Average
40%
Poor

INTERPRETATION

The above graph reveals that 52% of the employees feel that the

training in organization is excellent that is they are absolutely satisfied.40%

of the employees feel that the training in organization is good that is they are

46
satisfied.8% of the employees feel that the training in organization is average

that is they are partially satisfied.0% that is none of the employees feel that

the training in organization is poor.

TABLE-16

MANAGEMENT LIAISE BETWEEN THE EMPLOYEES AND

THE UNION

Variables No of respondents No of respondents in

%
Excellent 10 20%
Good 20 40%
Average 5 10%
Poor 15 30%

CHART-16
Management Liaise between the Employees and
the Union

Excellent
Poor 20%
30% Excellent
Good
Average
Average Poor
10% Good
40%

INTERPRETATION
The above graph reveals that 20% of the employees feel that the
management liaise between the employees and union in organization are
excellent that is they are absolutely satisfied.40% of the employees feel that

47
the management liaise between the employees and union in organization are
good that is they are satisfied.10% of the employees feel that the management
liaise between the employees and union in organization are average that is
they are partially satisfied.30% of the employees feel that the management
liaise between the employees and union in organization are poor.

TABLE -17

MANAGEMENT HAVE ADEQUATE COMMUNICATION WITH THE EMPLOYEES

Variables No of respondents No of respondents in

%
Excellent 15 30%
Good 20 40%
Average 10 20%
Poor 5 10%

CHART-17
Management have adequate Communication with
the Employees

Poor
10% Excellent
30% Excellent
Average
Good
20%
Average
Poor
Good
40%

INTERPRETATION
The above graph reveals that 30% of the employees feel that the
management have adequate communication with the employees in the
organization are excellent that is they are absolutely satisfied.40% of the
employees feel that the management have adequate communication with the
employees in the organization are good that is they are satisfied.20% of the

48
employees feel that the management have adequate communication with the
employees in the organization are average that is they are partially
satisfied.10% of the employees feel that the management have adequate
communication with the employees in the organization are poor.

TABLE-18

WORK AUTONOMY IN THE ORGANIZATION

Variables No of respondents No of respondents in

%
Excellent 15 30%
Good 20 40%
Average 5 10%
Poor 10 20%
CHART-18

Work Autonomy in the Organization

Poor
20% Excellent
30% Excellent
Average Good
10% Average
Poor
Good
40%

INTERPRETATION

The above graph reveals that 30% of the employees feel that work
autonomy in the organization are excellent that is they are absolutely
satisfied.40% of the employees feel that work autonomy in the organization
are good that is they are satisfied.10% of the employees feel that work

49
autonomy in the organization are average that is they are partially
satisfied.20% of the employees feel that work autonomy in the organization
are poor.

TABLE-19

AWARENESS ABOUT THE QUALITY OF WORK LIFE IN THE

ORGANIZATION

Variables No of respondents No of respondents in

%
Excellent 25 50%
Good 10 20%
Average 10 20%
Poor 5 10%

CHART-19
Awareness about the Quality of Work Life in
the Organization

Poor
10%
Excellent
Average
20% Excellent Good
50% Average
Poor
Good
20%

INTERPRETATION
The above graph reveals that 50% of the employees feel that
awareness about the quality of work life in the organization are excellent that
is they are absolutely satisfied.20% of the employees feel that awareness

50
about the quality of work life work in the organization are good that is they
are satisfied.20% of the employees feel that awareness about the quality of
work life in the organization are average that is they are partially
satisfied.10% of the employees feel that awareness about the quality of work
life in the organization are poor.

TABLE-20
PERCEPTION ABOUT THE JOB SATISFACTION

Variables No of respondents No of respondents in

%
Excellent 30 60%
Good 15 30%
Average 5 10%
Poor 0 0%

CHART-20
Perception about the Job Satisfaction

Average Poor
10% 0%
Excellent
Good Good
30% Excellent Average
60% Poor

INTERPRETATION
The above graph reveals that 60% of the employees feel that job
satisfaction in the organization are excellent that is they are absolutely

51
satisfied.30% of the employees feel that job satisfaction in the organization
are good that is they are satisfied.10% of the employees feel that job
satisfaction in the organization are average that is they are partially satisfied.
0% i.e that is none of the employees feel that job satisfaction is poor.

CHAPTER-VII
FINDINGS & SUGGESTIONS

52
 FINDINGS

It has been found that:

 In BCL almost all the employees are satisfied with the job environment

and working conditions.

 Some of the employees are partially satisfied with the pay structure in

the Organization.

 Some of the employees are partially satisfied with the promotion system

in the Organization.

 Almost all the employees are satisfied with the leaves provided in the

Organization.

 Almost all the employees are satisfied with the canteen facilities in the

Organization.

 Almost all the employees are satisfied with the transport facilities

provided by the Organization.

53
  Almost all the employees are having job security in the Organization.

 Almost all the employees are having job satisfaction.

SUGGESTION

Based on the analysis conducted in the organization the following are the
recommendations made to the organization.

 Some of the employees are not satisfied with the job environment and
working conditions. Job environment and working conditions play a
very important role in motivating the employees. so, the organization
has to take some more steps to improve the job environment and working
conditions.

 Some of the employees are not satisfied with the career-planning

programme. If an organization wants to retain its employees it must
satisfy their innovate aspirations for growth and development of
advancement in their career

 Some of the employees are not satisfied with scope of creativity. If the job is
creative then only the employees get more interest on their job. They can
innovate new things in their job. Their creativity will be improved.

 Some of the employees are not satisfied with the labour welfare measures
provided by the company. Labour welfare measures will improve the morale
and increases the feeling of security that will in turn affect the personnel

54
effectiveness in an organization. So the organization should take measures to
improve the labour welfare measures.

CHAPTER-VIII
LIMITATIONS

55
 LIMITATIONS

Though the research was administered with dedication but there may be some error
that is practically unavoidable.

1. The sample size was small as compare to whole population so some error
might be possible.

2. Convenient sampling was used as mode of conducting the research.

3. Report completed within a limited time.

4. We have limited resources.

5. Confidential data’s are not shown.

56
CHAPTER-IX

57
 Conclusion

Every organization to sustain in the industry has to satisfy some of the basic
needs and demands of its employees. Satisfied and motivated employees are the
source of achieving the organizational goals and objectives.

There is a cordial atmosphere of co-operation and co-ordination between the

employees and employers. The flow of communication is flexible and clear the
career prospects of BCL are considered to be the best in the public sector. They
plan for the career development of the employees since they join. Therefore they
give the potential employees permanent employment and give them enhance to
grow both internally and externally.

The employees are given reasonable autonomy for their job. This makes
them feel more responsible and challenging and work hard for achieving it. There
exists a strong bond among the employees, which helps them to work as team and
make group accomplishments. Though there are some limitations like office
layout, seating arrangements and lack of seriousness of workers, it has sustained in
the industry and is challenging the competition.

58
 BCL is striving hard to reduce the limitations by practicing better QWL
interventions and make it even better place to work .It is in the process of
updating and modernizing the working conditions in tune with the private
organizations. Finally, we can conclude that BCL is providing its employees best
Quality of Work Life, which influence their performance and productivity

CHAPTER-X
REFERENCES

59
REFERENCES:-

NAME OF THE BOOK AUTHOR

“Human Resource Management” Biswajeet Patnaik

“Personnel and Human Resource Management” P. Subba Rao

“Human Resource Management” Mirza Saiyadain

“Human Resource Development” P.C.Tripathi

WEBSITES

www.bcl.co.in

www.google.com

www.hrabout.com

60
CHAPTER-XI
ANNEXURE

61
 QUESTIONNAIRE
NAME:
DEPARTMENT:

1. What is your opinion about the job environment and working conditions?

a. Excellent b. Good c. Average d. Poor

2. What is your perception about the growth and security opportunities?

a. Excellent b. Good c. Average d. Poor

3. What is your perception about the career-planning program in the

organization?

a. Excellent b. Good c. Average d. Poor

What is your perception about the pay structure in the organization?

a. Excellent b. Good c. Average d. Poor

4. What is your opinion about the promotion system?

a. Excellent b. Good c. Average d. Poor

5. What is your opinion about that you are able to learn and new skills in this
Organization?
a. Excellent b. Good c. Average d. Poor

7. What are the steps taken for the job enrichment for employees?

62
 a. Deliberate upgrading of responsibility
b. Widening the scope of activities
c. Setting the challenges in work
d. Giving exposure to variety of jobs

8. What is the purpose of job design and goal setting in the organization?
a. It facilitates work flow
b. Effective co-ordination and integration
c. Positive impact on employee satisfaction
d. All the above
9. What is your perception about the sensible integration of job, career, family
life and leisure time?
a. Excellent b. Good c. Average d. Poor

10. What is your perception with the leaves provided by the organization?
a. Excellent b. Good c. Average d. Poor

11. What is your perception about the leave travel concession that is provided
by the Organization?
a. Excellent b. Good c. Average d. Poor

12. What is your opinion about the Canteen facilities?

a. Excellent b. Good c. Average d. Poor

13. What is your perception about the transport facilities?

a. Excellent b. Good c. Average d. Poor

14. What is your opinion about the sanitation and cleanly measures?
a. Excellent b. Good c. Average d. Poor

15. What is your opinion about the training given by the organization?
a. Excellent b. Good c. Average d. Poor

16. What is your opinion about the management liaise between the employees
and the union?
a. Excellent b. Good c. Average d. Poor

17. What is your opinion that the management have adequate communication
with the employees?
a. Excellent b. Good c. Average d. Poor

63
 18. What is your opinion about the Work Autonomy in the organization?
a. Excellent b. Good c. Average d. Poor

19. What is your opinion about that the awareness of Quality of Work Life in the
organization ?
a. Excellent b. Good c. Average d. Poor

20.What is your perception about the job satisfaction?

a. Excellent b. Good c. Average d. Poor

64