Bright Project ( HR)

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A STUDY ON QUALITY OF WORK LIFE WITH

SPECIAL REFERENCE TO STERLITE

INDUSTRIES (I) LTD,

TUTICORIN.

PROJECT REPORT

Submitted by

BRIGHT GOMEZ.T

REG. NO. 088001107005

in partial fulfilment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

in

DEPARTMENT OF MANAGEMENT STUDIES

HINDUSTHAN COLLEGE OF ENGINEERING AND

TECHNOLOGY

COIMBATORE-641 032

MAY 2010



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HINDUSTHAN COLLEGE OF ENGINEERING

AND TECHNOLOGY,

COIMBATORE-641 032

DEPARTMENT OF MANAGEMENT STUDIES

PROJECT WORK

MAY 2010

This is to certify that the project entitled

A STUDY ON QUALITY OF WORK LIFE WITH

SPECIAL REFERENCE TO STERLITE INDUSTRIES (I)

LTD,

TUTICORIN

is the bonafide record projects done by

BRIGHT GOMEZ.T

Reg. No. 088001107005

of MBA during the year 2008-2010.

MR.N.J RAVICHANDRAN,

M.B.A

MR.K.R. SHOBAN, B.Com, MBA,

PGDPMIR, DMMTLM, NET, SLET

FACULTY GUIDE HEAD OF THE DEPARTMENT

Submitted for the Viva-Voce examination held on______________________

INTERNAL EXAMINAR EXTERNAL EXAMINAR



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DECLARATION

I affirm that the project work titled A STUDY ON QUALITY OF WORK

LIFE WITH SPECIAL REFERENCE TO STERLITE INDUSTRIES (I) LTD,

TUICORIN being submitted in partial fulfillment for the award of MASTER OF

BUSINESS ADMINISTRATION is the original work carried out by me. It has not

formed the part of any other project work submitted for award of any degree or

diploma, either in this or any other University.

BRIGHT GOMEZ.T

(088001107005)

I certify that the declaration made above by the candidate is true.

Signature of the guide

MR. N.J.RAVICHANDRAN, M.B.A.

Lecturer,

Department of management studies

ACKNOWLEDGMENT



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I first and foremost thank to lord god almighty for giving me grace and knowledge to

complete this project work successfully

My sincere and hearty thanks to Dr.V.DURAISAMY, M.E., Ph.D., The Principal,

Hindustan College of Engineering and technology, Coimbatore, for giving me opportunity to do the

project.

I express my thanks to MR.K.R. SHOBAN, B.Com, MBA, PGDPMIR, DMMTLM,

NET, SLET, Head of the Department of management studies, Hindustan College of Engineering and

technology, Coimbatore, for her support and encouragement in completing in this project work.

I admit my thanks to MR.N.J.RAVICHANDRAN M.B.A. and Lecturer, of Department of

management studies, Hindustan College of Engineering and technology, Coimbatore, for the

continuous guidance to accomplish my project work. And I thank all the other faculties of the

department of management studies for their valuable support in my project study.

I am thankful to the management of STERLITE INDUSTRIES, permitting me to do this

project work. I would also like to thank MR.M.SAKTHIVEL – AGM in Human Resource

Department for giving vital information and guidance to fulfil the requirement of the project work.

The special thank to MR.N.RAMAKRISNAN- HR OFFICER and MR.CAPT YOGESH

GAUR – AM, HR , who gave an opportunity and allowed me to do this project successful.

Last but not least I submit my thanks to my parents, family members and friends for

providing me their support on my work.

BRIGHT GOMEZ.T



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TABLE OF CONTENT

S. No. TITLE PAGE NO

CONTENTS

LIST OF TABLES I

LIST OF CHARTS III

ABSTRACT V

1. INTRODUCTION

1.1 ABOUT THE STUDY 1

1.2 ABOUT THE INDUSTRY 5

1.3 ABOUT THE CORPORATE PROFILE 11

2.1 OBJECTIVE OF THE STUDY 15

2.2 SCOPE OF THE STUDY 16

2.3 LIMITATION OF THE STUDY 17

2.4 RESEARCH METHODOLOGY 18

3 ANALYSIS & INTERPRETATION 22

4 FINDINGS, SUGGESTION,CONCLUSION 73

BIBLIOGRAPHY VI

APPENDIX VII



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LIST OF TABLES

TABLE

NOPARTICULARS

PAGE

NO

3.1 GENDER VARIATION IN THE ORGANIZATION 22

3.2 DESIGNATION OF EMPLOYEES IN SIIL 24

3.3 SCALE LEVEL OF EMPLOYEES 26

3.4 YEAR OF EXPERIENCE (in Sterlite) 28

3.5 EMPLOYEES QUALIFICATIONS LEVEL IN ORGANIZATION 30

3.6 EMPLOYEES MOTIVATED IN WORK ENVIRONMENT BYTHEIR SUPERVISORS

32

3.7EMPLOYEES SATISFICATION OF WORKING CONDITION IN

STERLITE34

3.8 COMMUNICATION WITH OTHER DEPARTMENT 36

3.9FEEL FREE TO OFFER COMMENTS AND SUGGESTIONS BY

EMPLOYEES38

3.10 RELATIONSHIP WITH COLLEAGUES IN STERLITE 40

3.11 SATISFICATION ABOUT THE TRAINING PROGRAMMER 42

3.12TRAINING PRORAMMES HELPS IN IMPROVING

RELATIONSHIP44

3.13 FACILITIES PROVIDED TO EMPLOYEES 46

3.14 ADEQUATE AND FAIR COMPENSATION FOR THE WORK 48

3.15 SALARY PAID BY RESPONSIBILITIES AT WORK 50

3.16 PROVIDING REWARDS ACCORDING TO JOB PERFORMANCE 52

3.17 OPPURTUNITIES TO LEARN NEW SKILLS AT WORK 54

3.18SATISFICATION OF SAFETY MEASURES THAT ADOPTED IN

ORGANIZATION56



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3.19SATISFICATION OFSAFETY EQUIPMENTS PROVIDED TO

EMPLOYEES58

3.20 SATISFACTION OF JOB ROTATION 60

3.21 COMPANY FOLLOWS THE SAFETY NORMS STRICTLY 62

3.22 RELATIONSHIP WITH THE MANAGEMENT 64

3.23 RELATIONSHIP WITH PEERS 66

3.24RELATIONSHIP BETWEEN GENDER AND FACILITIESPROVIDED BY COMPANY 68

3.25RELATIONSHIP BETWEEN EXPERIENCE AND INCOMEPROVIDED TO EMPLOYEES 69

3.26

RELATIONSHIP BETWEEN AGE AND MANAGEMENT

RELATIONSHIP WITH EMPLOYEES IN THECOMPANY. 70

3.27

RELATIONSHIP BETWEEN THE EXPERIENCES ANDSATISFACTION ON WORKING CONDITION. 71

3.28

RELATIONSHIP BETWEEN AGE AND SATISFACTION ONWORKING CONDITION. 72

LIST OF CHARTS

CHART

NOPARTICULARS

PAGE

NO

3.1 GENDER VARIATION IN THE ORGANIZATION 23



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3.2 DESIGNATION OF EMPLOYEES IN SIIL 25

3.3 SCALE LEVEL OF EMPLOYEES 27

3.4 YEAR OF EXPERIENCE (in Sterlite) 29

3.5 EMPLOYEES QUALIFICATIONS LEVEL IN ORGANIZATION 31

3.6EMPLOYEES MOTIVATED IN WORK ENVIRONMENT BY

THEIR SUPERVISORS33

3.7EMPLOYEES SATISFICATION OF WORKING CONDITION IN

STERLITE35

3.8 COMMUNICATION WITH OTHER DEPARTMENT 37

3.9 FEEL FREE TO OFFER COMMENTS AND SUGGESTIONS BYEMPLOYEES

39

3.10 RELATIONSHIP WITH COLLEAGUES IN STERLITE 41

3.11 SATISFICATION ABOUT THE TRAINING PROGRAMMES 43

3.12TRAINING PRORAMMES HELPS IN IMPROVING

RELATIONSHIP45

3.13 FACILITIES PROVIDED TO EMPLOYEES 47

3.14 ADEQUATE AND FAIR COMPENSATION FOR THE WORK 49

3.15 SALARY PAID BY RESPONSIBILITIES AT WORK 51

3.16 PROVIDING REWARDS ACCORDING TO JOB PERFORMANCE 53

3.17 OPPURTUNITIES TO LEARN NEW SKILLS AT WORK 55

3.18SATISFICATION OF SAFETY MEASURES THAT ADOPTED IN

ORGANIZATION57

3.19SATISFICATION OFSAFETY EQUIPMENTS PROVIDED TO

EMPLOYEES 59

3.20 SATISFACTION OF JOB ROTATION 61

3.21 COMPANY FOLLOWS THE SAFETY NORMS STRICTLY 63

3.22 RELATIONSHIP WITH THE MANAGEMENT 65



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3.23 RELATIONSHIP WITH PEERS 67

ABSTRACT

A STUDY ON QWALITY OF WORK LIFE WITH SPECIAL

REFERENCE TO STERLITE INDUSTRIES (I) LTD, TUTICORIN is done for

assessing and analysing the working condition, motivation level of the organisation.

This study comprises of analysing and assessing the effectiveness of motivation,

satisfaction level of the employees on working condition, safety measures provided

in organization, trainings, barriers of motivation and suggestions to improve the

existing system.

The main objective of the study was to identify work environment, working

condition, provided by the company to employees. This study also highlights on

analyzing employees workplace satisfaction.



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The researcher also forecasted his views on exploring the various factors

influencing the employees motivation, job satisfaction.

This is a study which is done on employees of Sterlite Industries (I) ltd, to

find out the effectiveness of working condition and work environment in the

organization. Random sampling under probability method is used for the study. The

sample size was taken as 125 and it was analysed by using simple percentage

analysis and chi-square. The study founded that the firm has a better motivation and

the trainings were provided up to the level of satisfying the needs of employees. If

the firm is able to upgrade its process the firm can get the top of the list in the

industry.

CHAPTER-1

1.1. INTRODUCTION TO THE STUDY

Human Resource Development techniques based on performance analysis,

training and development, career planning, organization change and quality circles.

Quality of work life deals with various aspects of work environment which facilities

the human resource development efficiently. Thus the quality of work life helps for

development of human resources. In fact QWL motivates the employees to learn

further for present and future roles.

Employees at the grass – root level experience a sense of frustration because

of low level of wages, poor working conditions, unfavorable terms of employment,



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inhuman treatment of employment, interpersonal conflicts, job pressures, lack of

freedom in work, absence of challenging work etc.

Certain values were attributed to work in the past. Work has worship and

people had sincerity and commitment to work. But today’s employees would not

believe in such values of work. He works for his salary, he works hard if the

conditions of work are conducive and congenial and terms of employment are

favorable to him. As such, the work norms have been changing from time to time.

The term quality of work life has different meanings for different people.

Some consider it industrial democracy or co determination with increased employee

participation in the decision making process. For others, particularly managers and

administrators, the term denotes improvement in the psychological aspects of work

to improve productivity. Unions and workers interpret it as more equitable sharing of

profits, job security and healthy and human working conditions. Others view it as

improving social relationships at work place through autonomous work groups.

Finally, others take a broader view of changing the entire organizational climate by

humanizing work, individualizing organizations and changing the structural and

managerial systems.

DEFINITION OF QWL:

As per the organization the definition has been classified in to two segments.

OPERATIONAL DEFINITION

“Quality of Work Life refers to the favorableness or unfavorableness of a job

environment for people.” It refers to the quality of relationship between employees

and the total working environment.

THEORETICAL DEFINITION

“QWL is a process of work organizations which enables its members at all

levels to participate actively and effectively in shaping the organization’s



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environment, methods and outcomes. It is a value based process which is aimed

towards meeting the twin goals of enhanced effectiveness of the organization and

improved quality of work life at work for the employees.” – American Society of

Training and Development.

PRINCIPLES OF QWL

In order to humanize work and to improve the QWL, four basic principles may

be helpful.

THE PRINCIPLE OF SECURITY

Quality of work life cannot be improved until employees are relieved of the

anxiety, fear and loss of future employment. The working conditions must be safe

and fear of economic want should be eliminated. Job security and safety against

occupational hazards is an essential pre-condition of humanization of work.

THE PRINCIPLE OF EQUITY

There should be a direct and positive relation between effort and reward. All

types of discrimination between people doing similar work and with the same level

of performance must be eliminated. Equity also requires sharing the profits to the

organization.

THE PRINCIPLE OF INDIVIDUALISM

Employees differ in terms of their attitudes, skills, potential etc. Therefore,

every individual should be provided the opportunity for development of his

personality and potential. Humanization of work requires that employees are allowed

to decide their own piece of activity and design of work operations.

THE PRINCIPLE OF DEMOCRACY



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It means greater authority and responsibility to employees. Meaningful

Participation in the decision making process improves the quality of work life.

HOW TO MEASURE QWL

The following indices may be used to judge the quality of work life in an

organization.

JOB INVOLVEMENT

It represents the degree of an individual’s identification with or ego

involvement in the job. The more central the job is to the individual’s life, the greater

is his involvement in it. Therefore, the individual spends more time and energy on

the job. People with job involvement are better motivated and more productive.

JOB SATISFACTION

It implies the worker’s satisfaction with the environment of his job

environment consisting of nature of work, quality of supervision, pay, coworkers,

opportunities for promotion, etc. Job satisfaction is related to job involvement and

people involved in their jobs are satisfied with their jobs and vice versa.

SENSE OF COMPETENCE

It refers to the feelings of confidence that an individual has in his own

competence. Sense of competence and job involvement reinforce each other. An

individual acquires a greater sense of competence as he engages himself more and

more in work activities. When he feels more competent he becomes more involved

in this job and becomes better motivated. When both sense of competence and job



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involvement are high, the level of job satisfaction also competence and job

involvement are high, the level of job satisfaction also increases.

JOB PERFORMANCE

When an individual’s job involvement, job satisfaction and sense of

competence increase, there is a rise in job performance.

PRODUCTIVITY

When the level of job performance increases the output per unit of input goes

up. Thus, match between job characteristics and productivity traits of employees

generally result in higher productivity.

1.2. INDUSTRY PROFILE

COMPANY OVERVIEW

The principal business is that of copper smelting and includes a smelter,

refinery, phosphoric acid plant, sulphuric acid plant and copper rod plant at Tuticorin

in southern India and a refinery and two copper rod plants at Silvassa in western

India. Lyell copper mine in Tasmania, Australia, which provides a small percentage

of our copper concentrate requirements. Copper concentrate is purchased from global



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suppliers and our own mine at Australia at lme-linked prices and refined copper is

sold on the same basis in the domestic and international market.

Our aim is to provide high-quality refined copper by improving our

operational efficiency and reducing our unit costs. We intend to further increase our

operational efficiency through the lowering of power and transport costs and

achieving economies of scale.

WHERE WE OPERATE

Our business includes a smelter, refinery, phosphoric acid plant, sulphuric

acid plant and copper rod plant at Tuticorin in southern India and a refinery and two

copper rod plants at Silvassa in western India. In addition, we own the mt. Lyell

copper mine in Tasmania, Australia, which provides a small percentage of our

copper concentrate requirements.

PRINCIPLE COMPONENTS

The principal inputs of our copper business are:

COPPER CONCENTRATE

Copper concentrate is the principal raw material of our copper smelter.

Copper concentrate is purchased at the lme price less a Tc/Rc that we negotiate with

our suppliers but which is influenced by the prevailing market rate for the Tc/Rc. Ingeneral, our long-term agreements run for a period of three to five years, and are

renewable at the end of the period.



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The quantity of supply for each contract year is fixed at the beginning of the

year and terms like Tc/Rc and freight differential are negotiated each year depending

upon market conditions.

During fiscal 2008, we sourced approximately 65% of our copper concentrate

requirements through long-term agreements. We also purchase copper concentrate

on a spot basis to fill any gaps in our requirements based on production needs for

quantity and quality. These deals are struck on the best possible Tc/Rc during the

period and are specific for short-term supply. During fiscal 2008, we sourced

approximately 24% of our copper concentrate requirements through spot purchases.

ROCK PHOSPHATE

Our rock phosphate is currently sourced from Jordan, Egypt, Nauru and

Algeria pursuant to contracts renewed on an annual basis, with pricing fixed for the

year. These contracts provide for minimum supply quantities with an option to

increase if required.

POWER

The electricity requirements of our copper smelter and refinery at Tuticorin

are primarily met by the on-site captive power plants. Our captive power plants at

Tuticorin operate on low sulphur heavy stock that is procured through long-term

contracts with various oil companies.

PRODUCTION PROCESS

Our Copper Business Has A Number Of Elements, Which Are Summarized

In The Following Diagram And Explained In Greater Detail Below:



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PRINCIPAL PRODUCTS

COPPER CATHODE

Copper cathode is used as a starting material for copper rods. Copper

cathodes are also used for making alloys like brass, bronze and alloy steel, with

applications in defense and construction. Our cathodes meet international quality

standards and are registered as lme “a” grade.

COPPER ROD

Our copper continuous cast rods meet all the requirements of international

quality standards.

Our copper rods are currently used primarily for power and communication

cables, transformers and magnet wires.

SULPHURIC ACID

Sulphuric acid is used as a starting material for phosphoric acid. Most of it is

used in our phosphoric acid plant while the rest is sold to fertilizer manufacturers and

other industries.

PHOSPHORIC ACID

Phosphoric acid is produced at our plant by chemical reaction of sulphuric

acid and rock phosphate, which we import. Phosphoric acid is sold to fertilizer

manufacturers and other industries.



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BY-PRODUCTS

Other by-products of our copper smelting operations are gypsum and anode

slimes, which are sold to third parties.

FACILITIES AND LOCATION:

SIIL is the first private sector company in India to set up a copper Continuous

Cast Copper Rod plants. The products meet global quality standards. Other value-

added by-products include Sulphuric Acid, Gypsum, Phosphoric Acid, Slag and

Hydro Fluoro-Silicic Acid.

TUTICORIN OPERATION:

In the with its vision of becoming the best-in-class copper producer, the

company has increased production from levels of I LTPA in 1997 to 4 LTPA

currently through a mix of expansion and innovative de-bottlenecking and also

optimal utilization of the land and fixed assets. The Tuticorin copper complex

comprises of the following facilities, which have been approved by the regulatory

bodies:



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COPPER SMELTER 4, 00,000 TPA.

SULPHURIC ACID PLANT 13, 00,000 TPA

PHOSPHORIC ACID PLANT 1, 90,000 TPA

REFINERY 2,05,000 TPA

ROD PLANT 90,000 TPA

PRODUCT RANGE AND CUSTOMER PROFILE:

SIIL manufactures copper cathodes of LME grade A and copper rods as main

products. Sulphuric acid 98% concentrated. Phosphoric acid 43% and 54%

concentrated and Hydro Fluoro Silicic Acid are the by-products.

Tuticorin Smelter produces copper anodes which are sent to refineries at

Silvassa and Tuticorin for electro-refining. Part of the copper cathodes are exported

to markets in China, Korea and other Southeast Asian countries and part is converted

intomRods,which is also supplied to both domestic and export markets. Sterlite has

been recognized as supplier of global repute across Asia and Middle-East markets.



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1.3. COMPANY PROFILE

VEDANTA RESOURCES

Vedanta Resources Plc is a London Stock Exchange listed and FTSE 250

international metals and mining major with interests in Copper, Aluminium, Zinc,

Silver and Lead, having operations in India, Australia and Africa. It holds its

interests in these business through its subsidiary, Sterlite Industries India Ltd (SIIL)

in Copper, Bharat Aluminium Company (BALCO) and Madras Aluminium

Company (MALCO) in Aluminium and Hindustan Zinc Limited (HZL) in Zinc.

Vedanta has invited over $3 billion in Brown and Greenfield Projects indicating

Substantial future growth Prospects. . Vedanta’s sustainability strategy which is built

around the following elements:

• Environmental Stewardship

• Empowering Communities

• Health and Safety

• Nurturing People

NATIONAL PRESENCE

The Operating Companies of Vedanta in India are:

• Sterlite Industries (India) Ltd (SIIL)

• Bharat Aluminium Company Ltd (BALCO)

•The Madras Aluminium Company Ltd (MALCO)

• Hindustan Zinc Limited (HZL)

• India Foils Limited (IFL)

• Vedanta Alumina Ltd

• Sesa Goa Ltd



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GLOBAL PRESENCE

Vedanta displays its global presence through the mines it owns in Australia

and Africa.

• Copper Mines of Tasmania Pvt Limited, Australia

• Thalanga Copper Mines Pvt Limited, Australia

• Konkola Copper Mines, Africa

STERLITE INDUSTRIES (INDIA) LTD

Sterlite Industries (India) Ltd. (SIIL) is the principal subsidiary of the

Vedanta Resources Group. It is a leading producer of copper in India. SIIL pioneered

the manufacturing of Continuous Cast Copper Rods in India and established India’s

largest Copper Smelting and Refining Plant for production of World Class refined

Copper. SIIL’s main products, Copper Cathodes and Copper Rods meet global

quality benchmarks

SIIL’s consistent product quality and high standard of customer service has

earned it an enviable 43% share in the domestic market by volume in 2005-2006.

The hallmark of its success has been the stress on quality and constant benchmarking

with the best in the world, giving it the distinction of being a low-cost, high quality,

high-efficiency producer by gold standards.

The 480 tones per day copper smelter, set up in Tuticorin, Tamilnadu in

technical collaboration with M.I.M holdings, Australia commissioned in 1997, was

the first privately developed smelter in India. At present the expanded capacity of the

unit is 1100 tones per day of copper anodes with refinery and CCR operating at 2,

10000 MTPA and 90000 MTPA capacity , respectively



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STYLE OF OPERATION

• Disciplined approach and Emphasis on Standardization

• Planning and work with ideas / facts

• Stretched Targets : Action and result orientation

• Open to ideas

• Open Communication

• Ownership of Problems and suggest and implement solutions

• Continuous review and feedback

• Anticipate and take proactive action. In case of failure communicate

immediately

• Consultative approach on issues / matters outside the purview of routine

work.

• Lesson learnt through mistakes to be corrected and not repeated

• Integrity and confidentiality of the highest level (TRUSTEE)

At SIIL, people are its major strength, helping transform the SIIL vision intoreality. The HR practices and policies in SIIL are aimed at attracting, recruiting and

nurturing the top talent. Creams of leading Institutions like IIT, REC etc are selected

for employment every year. We are young, energetic and vibrant team with the

average age of 29. High performance culture of work force and job diversity is also

capitalized. Safety and health requirements of employees and contract manpower are

strictly followed.

It recognizes the importance of Human Resources in achieving the corporate

mission. The employees are prepared to take up higher responsibilities through

continuous training, job rotation and periodic assessments.



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VISION 2015

To be the world’s leading copper producer delivering sustainable value to allstakeholders by leveraging technology and best practices.

MISSION

• To harness technology to its full potential in a safe and clean environment in

the entire business cycle and integrate quality with continuous improvements

• To harness the profitable and growing CCR market from 125 KMT to 300

KMT per annum

• To achieve and sustain cost leadership in the global market.



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CHAPTER-2

2.1. OBJECTIVE OF THE STUDY

To assess the effectiveness of Quality of Work Life in STERLITE

INDUSTRIES.

To identify important attributes of Quality of Work Life, about which

employees feel dissatisfied in organization and to develop, measures to

rectify the same.

To study the opinion of employees towards work environment.

To study the job satisfaction level of employees.

To provide practical suggestion for to improve the work place



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2.2. SCOPE OF THE STUDY

This study would give an overview the quality of work environment in

STERLITE INDUSTRIES. This study would throw light on the perception of the

employees regarding work environment. STERLITE INDUSTRIES can identify the

areas where it can improve, so as to improve the performance of the employees. This

study would also help to analyze if there is dependence between department and

categories and the level of satisfaction of safety and suggest provisions to improve a

better work environment



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2.3. LIMITATION OF THE STUDY

The respondents have replied to the queries recalling for their memory.

Therefore recall bias and personal bias are possible.

Since the data was collected using a questionnaire, the interviewer’s

inability to understand and record the responses correctly is possible

The Sample selected is random and it does not cover the entire

population. So the suggestions given will not be applicable for entire

industry.

The respondent may guard some answer for crucial question.

The time duration is a major constraint for the study.



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2.4. RESEARCH METHODOLOGY

Research Methodology refers to all those methods/techniques that are used for

conducting a research. That it refer to the methods the researchers use in performing

researcher operation.

Research methodology is a way to systematically solving the research problems.

It may be understood as a science of studying how research is done scientifically. It

includes the overall research design, the sampling procedure, data collection method and

analysis procedure.

RESEARCH DESIGN

Research Design is the conceptual structure with in which research is conducted.

It constitutes the blue print for the collection, measurement and analysis of data.

Descriptive research design is used in this study.

DESCRIPTIVE RESEARCH

Descriptive Research design was used for the study since the study aims in

describing the characteristics and satisfaction of the sample population towards

motivation factors in the organization and since the facts are collected based on the state

of affairs as exist in the organization.

SAMPLING DESIGN/ TECHNIQUES

Sampling is the process of selecting a few from a bigger group to become the

basis for estimating or predicting a fact, situation or outcome regarding the bigger group.

Sampling design is to clearly define set of objects, technically called the universe

to be studied. This research has finite set of universe and the sampling design used in the

study is Random Sampling.



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Following Methods were adopted in selecting the sample for conducting this

study.

Geographical Area : Tuticorin.

Sampling Frame : Employees

Sampling Techniques : Convenience Sampling

Total Population : 957

Sample Size : 125

CONVENIENCE SAMPLING

The sampling method involves purposive or deliberate selection of particular

units of the universe for constituting a sample which represent the universe. When

population elements are selected for inclusion in the sample based on the case of access,

it can be called as Convenience sampling.

DATA COLLECTION METHODS

There are two major approaches to gathering data are categorized as,

Primary data

Secondary data



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PRIMARY DATA

The primary data are those which are collected a fresh and for the time, and thus

happens to be original in character.

INSTRUMENT NEED IN COLLECTING PRIMARY DATA

Structured questionnaire technique has been used for the collection of primary

data from the respondent.

TYPES OF QUESTIONS USED:

OPEN ENDED QUESTIONS

Here respondent has the choice of using his own style, diction and expression of

language, length and perception. The respondent is not restricted in his replies to the

questions and the answers may be free and spontaneous. Though the open ended

questionnaire provide ample freedom to the respondent, it creates problems of proper

classifications tabulations and analysis

CLOSED ENDED QUESTIONS

Questions with limited choice for the respondent within where also include in the

questionnaire.

SECONDARY DATA

The secondary data, on the other hand, are those which have already been

collected by someone else and which have already been passed through the statistical

process.

The secondary data has been collected from the Books, journals and web-sites.



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STATISTICAL TOOLS

SIMPLE PERCENTAGE ANALYSIS

It is a commonly used tool to analysis the percentage of the percentage of the data

collected.

CHI-SQUARE ANALYSIS

Chi-square test is a non parametric test which describe which describes the

magnitude of difference between frequencies and the frequencies expected under certain

consumption.

Formula

E = Expected Frequency

O = Observed Frequency

Percentage= Number of respondents

* 100Sample size

Chi-Square value= (O-E)2

E



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CHAPTER-3

3. ANALYSIS AND INTERPRETATION

TABLE 3.1

GENDER VARIATION IN THE ORGANIZATION

RESPODENT OPINIONNO OF

RESPONDENTSPERCENTAGE

Male 107 86%

Female 18 14%

Total 125 100

Source: Primary data

INTERPRETATION:

From the above table it is found that 86% of the employees are male and 14%

are female in the organization.



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CHART-3.1

GENDER VARIATION IN THE ORGANIZATION




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TABLE 3.2

DESIGNATION OF EMPLOYEES IN SIIL

RESPODENT

OPINIONNO OF RESPONDENT PERCENTAGE

PROCESS

CONTROLLER 68 54%

SENIOR PROCESS

CONTROLLER

22 18%

ENGINEER 20 16%

CRANE OPERATOR 15 12%

TOTAL 125 100


INTERPRETATION:

From the above table it is found that 54% of respondents are process

controller, 18% of employees are senior process controller and 28% of the

employees are either engineers or crane operators.

CHART-3.2



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DESIGNATION OF EMPLOYEES IN SIIL


TABLE 3.3



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SCALE LEVEL OF EMPLOYEES

RESPODENT


10000 – 15000 63 50%

15001 – 20000 24 19%

20001-25000 21 17%

Above 25000 17 14%

TOTAL 125 100


INTERPRETATION:

From the above table it is found that 50% of employees are earning 10000-

15000 salary and 19% of employees are earning 15001-20000 and 17% of

employees are earning 20001-25000 below 25000 and only 14% of employees

earning high salary in the organization.

CHART- 3.3

SCALE LEVEL OF EMPLOYEES



37


TABLE 3.4

YEAR OF EXPERIENCE (in Sterlite)

RESPODENT NO OF RESPONDENT PERCENTAGE



38

OPINION

Less than 2 years 71 57%

3-4 years 18 14%

5-6 years 14 11%

7-10 years 16 13%

Above 10 years 6 5%

TOTAL 125 100


INTERPRETATION:

From the above table it is found that 57% of the respondents have been with

the sterlite for less than 2 years and 14% of them have 3-4 years of experience and

11% of them have 5-6 years of experience and 13% of them have 7-10 years

experience and only 5% of them working in this sterlite above10 years experiences.

CHART-3.4

YEAR OF EXPERIENCE (in Sterlite)



39


TABLE-3.5



40

EMPLOYEES QUALIFICATIONS LEVEL IN ORGANIZATION

RESPODENT


B.Sc 69 55%

M.Sc 27 22%

ITI Diploma 13 10%

Engineering 16 13%

TOTAL 125 100


INTERPRETATION:

From the above table it is found that 55% of employees are B.Sc graduates

and 22% of employees are M.Sc graduates and 10% of them are ITI diploma and

only 13% of employees are engineers.

CHART-3.5

EMPLOYEES QUALIFICATIONS LEVEL IN ORGANIZATION



41


TABLE-3.6

EMPLOYEES MOTIVATED IN WORK ENVIRONMENT BY

THEIR SUPERVISORS



42

RESPODENT


Highly Satisfied 21 17%

Satisfied 68 54%

Neutral 28 22%

Dissatisfied 4 3%

Highly Dissatisfied 5 4%

TOTAL 125 100


INTERPRETATION:

From the above table it is found that 54% of employees they got satisfied by

getting motivated with their supervisors and 22% of employees they says neutral and

17% of them are highly satisfied, and 3% of employees they got dissatisfied and only

4% of employees they were highly dissatisfied motivation of their supervisors.

CHART-3.6

EMPLOYEES MOTIVATED IN WORK ENVIRONMENT BY

THEIR SUPERVISORS



43


TABLES-3.7

EMPLOYEES SATISFICATION OF WORKING CONDITION

IN STERLITE



44

RESPODENT



Satisfied 62 49%

Neutral 21 17%

Dissatisfied 11 9%


TOTAL 125 100


INTERPRETATION:


working condition in sterlite and 19% of employees they says highly satisfied and

17% of them are neutral, and 9% of employees they got dissatisfied and only 6% of

employees they were highly dissatisfied by working condition in sterlite.

CHART-3.7

EMPLOYEES SATISFICATION OF WORKING CONDITION IN

STERLITE



45


TABLE-3.8

COMMUNICATION WITH OTHER DEPARTMENT




46

OPINION


Satisfied 59 47%

Neutral 21 17%

Dissatisfied 9 7%


TOTAL 125 100


INTERPREATION:


communication with other department and 23% of employees they says highly

satisfied and 17% of them are netural, and 7% of employees they got dissatisfied and

only 6% of employees they were highly dissatisfied by communication with other

department.

CHART-3.8

COMMUNICATION WITH OTHER DEPARTMENT



47


TABLE-3.9



48

FEEL FREE TO OFFER COMMENTS AND SUGGESTIONS

BY EMPLOYEES

RESPODENT OPINION NO OF RESPONDENT PERCENTAGE


Satisfied 72 58%

Neutral 23 18%

Dissatisfied 9 7%


TOTAL 125 100


INTERPRETATION:


offering commands and suggestions and 18% of employees they says neutral and

12% of them are highly satisfied, and 7% of employees they got dissatisfied and only

5% of employees they were highly dissatisfied by offering commands and

suggestions.

CHART-3.9

FEEL FREE TO OFFER COMMENTS AND SUGGESTIONS

BY EMPLOYEES



49


TABLE-3.10

RELATIONSHIP WITH COLLEAGUES IN STERLITE



50



Satisfied 81 65%

Neutral 15 12%

Dissatisfied 6 5%


TOTAL 125 100


INTERPREATION:


relationship in sterlite and 15% of employees they says highly satisfied and 12% of

them are neutral, and 5% of employees they got dissatisfied and only 3% of

employees they were highly dissatisfied by relationship in sterlite.

CHART-3.10

RELATIONSHIP WITH COLLEAGUES IN STERLITE



51




52

TABLE-3.11

SATISFICATION ABOUT THE TRAINING PROGRAMMES



Satisfied 69 55%

Neutral 15 12%

Dissatisfied 11 9%


TOTAL 110 100


INTERPRETATION:


training programmer and 17% of employees they says highly satisfied and 12% of them are neutral, and 9% of employees they got dissatisfied and only 7% of

employees they were highly dissatisfied by training programmer.

CHART-3.11

SATISFICATION ABOUT THE TRAINING PROGRAMMES



53


TABLE-3.12

TRAINING PRORAMMES HELPS IN IMPROVING

RELATIONSHIP



54



Satisfied 64 52%

Neutral 13 10%

Dissatisfied 14 11%


TOTAL 125 100


INTERPRETATION:


training programmers helps in improving relationship and 20% of employees they

says highly satisfied and 11% of them are dissatisfied, and 10% of employees they

got neutral and only 7% of employees they were highly dissatisfied by training

programmers does not helps in improving relationship.

CHART-3.12

TRAINING PRORAMMES HELPS IN IMPROVINGRELATIONSHIP



55


TABLE-3.13

FACILITIES PROVIDED TO EMPLOYEES




56


Satisfied 79 63%

Neutral 20 16%

Dissatisfied 5 4%

Highly Dissatisfied - -

TOTAL 125 100


INTERPRETATION:


facilities provided to employees and 17% of employees they says highly satisfied

and 16% of them are neutral, and only 4% of employees are highly dissatisfied by

facilities provided to employees.

CHART-3.13

FACILITIES PROVIDED TO EMPLOYEES



57


TABLE-3.14



58

ADEQUATE AND FAIR COMPENSATION FOR THE WORK



Satisfied 73 58%

Neutral 27 22%

Dissatisfied 6 5%


TOTAL 125 100


INTERPRETATION:

From the above table it is found that 58% of employees they got satisfied that

compensation provided to employees and 22% of employees says neutral and 7% of

employees says highly satisfied and 8% of them are highly dissatisfied, and only 5%

of employees are highly dissatisfied that compensation provided to employees.

CHART-3.14

ADEQUATE AND FAIR COMPENSATION FOR THE WORK



59


TABLE-3.15

SALARY PAID BY RESPONSIBILITIES AT WORK




60

OPINION


Satisfied 69 55%

Neutral 31 25%

Dissatisfied 12 10%


TOTAL 125 100


INTERPRETATION:


salary paid by responsibilities at work and 25% of employees says neutral and 10%

of employees says are dissatisfied and 6% of them are highly dissatisfied, and only

4% of employees are highly satisfied that that salary paid by responsibilities at work.

CHART-3.15

SALARY PAID BY RESPONSIBILITIES AT WORK



61


TABLE-3.16



62

PROVIDING REWARDS ACCORDING TO JOB PERFORMANCE

RESPODENT



Satisfied 87 67%

Neutral 16 13%

Dissatisfied - -

Highly Dissatisfied - -

TOTAL 125 100


INTERPREATION:


rewards made according to job performance and 20% of employees are highly

satisfied and only 13% of employees are neutral that rewards made according to job

performance.

CHART-3.16

PROVIDING REWARDS ACCORDING TO JOB

PERFORMANCE



63


TABLE-3.17

OPPURTUNITIES TO LEARN NEW SKILLS AT WORK




64

OPINION


Satisfied 70 56%

Neutral 30 24%

Dissatisfied 5 4%


TOTAL 125 100


INTERPRETATION:


opportunities help them to learn skill at work and 24% of employees says neutral and

10% of employees says are highly satisfied and 6% of them are highly dissatisfied,

and only 4% of employees are dissatisfied that opportunities does not help them to

learn skill at work.

CHART-3.17

OPPURTUNITIES TO LEARN NEW SKILLS AT WORK



65


TABLE-3.18

SATISFICATION OF SAFETY MEASURES THAT ADOPTED IN

ORGANIZATION



66

RESPODENT



Satisfied 91 73%

Neutral 10 8%

Dissatisfied -

Highly Dissatisfied -

TOTAL 125 100


INTERPRETATION:

From this above table it is found that 73% of respondent are satisfied in

adoption of safety measures in organization and 19% of respondent are highly

satisfied and only 8% of respondent are neutral in adoption of safety measures in

organization.

CHART-3.18

SATISFICATION OF SAFETY MEASURES THAT ADOPTED INORGANIZATION



67


TABLE-3.19

SATISFICATION OFSAFETY EQUIPMENTS PROVIDED TO

EMPLOYEES



68

RESPODENT


Yes 118 95

No 7 5

TOTAL 125 100


INTERPREATION:

From this above table it is found that 95% of respondent are satisfied of

safety equipment provided to employees and only 5% of respondent are not satisfied

of safety equipment provided to employees.

CHART-3.19



69

SATISFICATION OFSAFETY EQUIPMENTS PROVIDED TO

EMPLOYEES


TABLE-3.20

SATISFACTION OF JOB ROTATION



70

RESPODENT



Satisfied 65 52%

Neutral 23 19%

Dissatisfied 10 8%


TOTAL 125 100


INTERPRETATION:

From this above table it is found that 52% of respondent are satisfied in job

rotation and 19% of respondent in neutral and 14% of respondent are highly

satisfied 8% of respondent are dissatisfied and only 7% of respondent are highly

dissatisfied.

CHART-3.20

SATISFACTION OF JOB ROTATION



71


TABLE-3.21

COMPANY FOLLOWS THE SAFETY NORMS STRICTLY




72

Highly Satisfied25 20%

Satisfied87 71%

Neutral13 9%

Dissatisfied- -

Highly Dissatisfied- -

TOTAL 125 100


INTERPRETATION:

From this above table it is found that 71% of respondent are satisfied infollowing of safety norms strictly and 20% of respondent are highly satisfied and

only 9% of respondent are neutral that company follows the safety norms strictly .

CHART-3.21

COMPANY FOLLOWS THE SAFETY NORMS STRICTLY



73


TABLE-3.22



74

RELATIONSHIP WITH THE MANAGEMENT

RESPODENT


Yes 103 82

No 22 18

TOTAL 125 100


INTERPRETATION:

From this above table it is found that 82% of respondent are satisfied there is

relationship with management and only 18% of respondent are not satisfied there is

no relationship with management.

CHART-3.22

RELATIONSHIP WITH THE MANAGEMENT



75


TABLE-3.23

RELATIONSHIP WITH PEERS




76

OPINION

Yes 112 90

No 13 10

TOTAL 125 100


INTERPRETATION:

From this above table it is found that 90% of respondent are satisfied there is

a relationship with peers and only 10% of respondent are not satisfied there is not a

relationship with peers.

CHART-3.23

RELATIONSHIP WITH PEERS



77


Relationship between Gender and Facilities Provided by Company.

The below table show the respondents according to their Gender and

Facilities provided by company



78

Null Hypothesis (H0) = There is no significant relationship between the gender and

the satisfaction on facilities provided

Table No. 3.24

Facilities

Gender

Highly

satisfied

Satisfied Neutral Highly

dissatisfied

Dissatisfied

Total

Male 20 70 15 2 0 107

Female 1 9 5 3 0 18

Total 21 79 20 5 0 125

Personal factor

Calculated

chi-square

value

Table

value

Level of

significanceInterpretation

Gender and satisfactionlevel on facilities provided

9.49 12.42 5% Null hypothesis

Rejected

INTERPRETATION:

Hence it can be inferred there is a significant relationship between the gender and the satisfaction on facilities provided.

Relationship between Experience and Income Provided to Employees

The below table show the respondents according to their income and

experience of the employees



79

Null Hypothesis (H0) = There is no significant relationship between the experience

and income level of the employees

Table No. 3.25

Income

Experience

10000-15000 15001-20000 20001-25000 Above 25000 Total

< 2years 51 10 2 8 71

3-4years 10 4 4 0 18

5-6years 2 8 4 0 14

7-10years 0 0 1 5 16

Above 10years

0 2 0 4 6

Total 63 24 21 17 125

Personal factor

Calculated

chi-square

value

Table

value

Level of


Experience and income 32.67 101.93 5%

Null hypothesis

Rejected

INTERPRETATION:

Hence it can be inferred that there is a significant relationship between theexperience and income level of the employees.

Relationship between Age and Relationship with Management in the

company.

The below table show the respondents according to their Age and

Relationship with Management in the company.



80

Null Hypothesis (H0) = There is no significant relationship between the Age and

Relationship with Management in the company.

Table No. 3.26

AGE

RELATIONSHIP

WITH PEERS

<20 21-25 26-30 >40 Total

YES 67 14 8 14 103

NO 12 6 4 0 22

Total 79 20 12 14 125

Personal factor

Calculated

chi-square

value

Table

value

Level of


Age and Relationship with peers


Rejected

INTERPRETATION:

Hence it can be inferred there is a significant relationship between the Ageand Relationship with Management in the company.

Relationship Between the Experiences and Satisfaction on Working

Condition.

The below table show the respondents according to their working condition

satisfaction and experiences.



81

Null Hypothesis (H0) = There is no significant relationship between the working

condition satisfaction and experiences.

Table No. 3.27

WORKINGCONDITION

EXPERIENCES

Highly

SatisfiedSatisfied Neutral Dissatisfied

Highly

dissatisfiedTotal

>2 years 13 46 8 3 1 71

3-4 years 4 6 2 4 2 18

5-6 years 2 3 7 1 1 14

7-10 years 5 5 3 2 1 16

Above 10 years 0 2 1 1 2 6

Total 24 62 21 11 7 125

Personal factorCalculated chi-

square value

Table

value

Level of


Employees workingcondition and Experiences


Accepted

INTERPRETATION:

Hence it can be inferred there is no significant relationship between the working

condition satisfaction and experience.

CHAPTER-4

4.1 FINDINGS



82

The present study was intended to study the Quality of Work Life of workers

in Sterlite industries India Ltd. It is an important function in the organization. The

finding of this study was:-

• It was found that the 49% of the employees are get satisfied of working

condition in Sterlite.

• It was found that the 54% of the employees are get motivation from my

superior in the work environment.

• It was found that the 47% of the employees having a proper communication

with other department.

• It was found that the 58% of the employees are satisfied by giving an

suggestion to organization.• It was found that the 65% of the employees are satisfied having a proper

relationship with their colleagues in Sterlite.

• It was found that the 55% of the employees are satisfied that training

programmer has helped their job to do effectively.

• It was found that the 52% of the employees are satisfied that training

programmer has helped them to improve their relationship in Sterlite.

• It was found that the 63% of the employees are satisfied with facilities

provided by the organization.

• It was found that the 58% of the employees are satisfied with their

compensation for their work.

• It was found that the 67% of the employees are satisfied with their rewards

according to their job performance.

• It was found that the 100% of the employees are satisfied with their job

security in sterlite.

• It was found that the 56% of the employees are satisfied opportunity made

them to learn new skills at work.

• It was found that the 73% of the employees are satisfied with their safety

measure that has been adopted in organization.



83

• It was found that the 95% of the employees are satisfied with their safety

measure provided to employees in organization.

• It was found that the 52% of the employees are satisfied with their job

rotation.

• It was found that the 71% of the employees are satisfied that company

follows the safety norms strictly in organization.

• It was found that the 58% of the employees are satisfied with facilities

provided by the organization.

• It was found that the 82% of the employees are satisfied they keep an

relationship with management.

• It was found that the 90% of the employees are satisfied their relationship

with peers.

• It is found that in chi-square, it can be inferred there is a significant

relationship between the gender and the satisfaction on facilities provided.

• It is found that in chi-square, it can be inferred there is a significant

relationship between the gender and the satisfaction on facilities provided.



84

4.2. SUGGESTIONS

• Communication within the departments, peers and top management must

be improved.

• Sound promotion policy should be implemented and career development

of the employees should be given due to attention.

• Superior subordinate relationship should be improved for better

interpersonal relation.

• More of team work can be encouraged and team spirit should be

cultivated in the mind of employees.

• Performance appraisal should be evaluated.

• More training should be provided to employees on time management and

stress management.

• Management should offer flexibility to employees and participate in

decision making.

• Performance based promotion could be offered rather than seniority based

promotion.

• Management should offer more incentives to motivate their workers.

• Feedback about the job could be got through proper feedback forms to

improve the level of employee satisfaction.



85

4.3. CONCLUSION

The quality of work life movement aims at integrating the socio-

psychological needs of employees, the unique requirements of a particular

technology, the structure and process of the organization and the existing socio-

cultural environment. It seeks to create a culture of work commitment in

organizations and society at large so as to ensure higher productivity and greater job

satisfaction of the employees.

Quality of work life is a generic term that covers a person’s feelings about

every dimension, of work including economic rewards and benefits, security,

working conditions, organizational and interpersonal relationships and its intrinsic

meaning in a person’s life.

Sterlite industries India Ltd. is maintaining an excellent quality of

work life programmes. They give fine career opportunities to the employees. The

company also ensures a higher job security for the employees. Company gives keen

importance to training and development of new as well as old employees. They

conduct many training and development programmes most frequently

For the company to survive in the competitive world and to capture the

international market the top level managers should give more importance to Quality

of work life practices of the company. They must encourage the employees to

participate in the decision making process. Managers must concern the opinion of

workers before making any important organizational change. Therefore the quality of

work life practices practiced should be given prime emphasis as it helps the company

to achieve a dominant position in this competitive world.



86

BIBLIOGRAPHY

1. Kothari.C.R., (2001) “Research Methodology Methods and

Techniques” 2nd edition, Vishwa Prakashan, Pp 277-299.

2. Tripathy, P.C., (2001), Human Resource Development, Sultan

Chand and Sons, New Delhi.

3. Prasad L.M, (2001) “Human Resource Management”, Sultan

Chand & Sons, Reprint 1998, Pp 229-350.

WEBSITE

1. www.google.com

2. www.citehr.com

3. www.vedanta.com

4. www.vedanta resource.com

5. www.sterlite.com

http://www.vedanta.com/

http://www.vedanta/

http://www.vedanta/

http://www.vedanta.com/

http://www.vedanta/



87

APPENDIX

A STUDY ON QUALITY OF WORK LIFE QUESTIONNAIRE

PERSONAL DETAILS

1. Name :

2. Age :

a) <20 b) 21-25 c) 26-30 d) 31-35 e) >40

3. Designation :

a) Process controller b) senior process controller c) Engineer d) crane

operator

4. Gender : a) Male b) Female

5. Qualification :

a) B.sc b) M.sc c) ITI Diploma e) Engineering

6. Income Level(Rs) :

a) 10000-15000 b) 15001-20000 c) 20001-25000 d) >2500

7. Experience :

a)<2yrs b) 3-4yrs c) 5-6yrs d) 7-10yrs e) above 10 years



88

Please specify the appropriate answers for the Health and Welfare measures, by making a

tick ( ) in the appropriate Box:

HS –Highly Satisfied S –Satisfied N –Neutral D-Dissatisfied HD –Highly Dissatisfied

S.NO PARAMETER HS S N DS HDS

1 I get good motivation from my superior in

the work environment.

2 I am satisfied with the working conditions

provided by the Sterlite`.

3 The other departments will help each

other.

4 I feel free to offer comments and

suggestions.

5 There is a harmonious relationship with

our colleagues in Sterlite.

6Training programmes’ helps me to

achieve the required skill for performing

the job efficiently.

7 I think the training programmes’ helps in

improving relationship among employees.

8I am satisfied with facilities (medical,

canteen, etc.) provided by theorganization.

9 I am getting adequate and fair

compensation for the work.



89

10 My organization will pay salary by

considering responsibilities at work.

11 Sterlite does a good job of linking rewards

to job performance.

12 I get opportunities to learn new skills at

work.

13 Safety measures adopted in the

organization giving an satisfaction

14Does job Rotation satisfying you

15 Does the company follow the safety

norms strictly

ORGANISATION CLIMATE:

S.No PARAMETER YES NO

1 I feel secured about my job.

2 Safety equipment provided to you which made satisfied

3 Relationship with the management

4 Relationship with peers

Bright Project ( HR)

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