Final Study of Quality of Work Life in Hmt Limited

7/30/2019 Final Study of Quality of Work Life in Hmt Limited

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A

Research Report

OnSTUDY OF QUALITY OF WORK LIFE IN

HMT LIMITED

In fulfillment for the Degree of

Master of Business Administration(Session: 2010-2012)Submitted to:

Kurukshetra University, Kurukshetra

NH 73-A, Ponta Sahib Road, Village Urjani, Tehsil Chhachhrauli,Distt. Yamuna Nagar (Haryana)

Under the Guidance of:

Ms. Kavita SharmaMBA DEPARTMENT

Submitted by:

Sanjeev KumarRoll No.M.B.A. (HR)

4th Semester


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DECLARATION

I hereby certify that the work embodied in the project VARDHMAN SPINNING AND

GENERAL MILLS " was done by me under the supervision ofMs. Kavita Sharma,

(Faculty MBA Program, R.N.I.M.T).

The project is done for the partial fulfillment of Degree of Master of Business

Administration program of Kurukshetra University Kurukshetra. I have not submitted

this report to any institute or University.

Sanjeev Kumar


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ACKNOWLEDGEMENT

My sincere thanks are due to all the contributors without whose efforts this project would

not have been completed. No task of this nature is a single person effort, so I am indeed

thankful to honorable Principal Dr. S.L. Saini and Mr. Gourav Bajaj (HOD MBA) for

his valuable guidance.

I owe my big thanks to Ms. Kavita Sharma (Faculty MBA). Under whose guidance I

successfully completed my research project. Their unfailing interest and support gave a

new dimension to my work. They made it possible to collect abundance of material, the

relevant portion of which is quoted in this project.

I am also very grateful to all other Faculty. Whose teaching methodology helped me in

completion of my project without any difficulty.

I also express my gratitude to the all respondent for their proper responses and

cooperation during my dissertation project.

I would like to extend my thanks to my all friends for their valuable suggestion and

cooperation at various stages during my project.

Sanjeev Kumar


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PREFACE

Management ideas without any action based on them mean nothing. That is why practical

experience is vital for any management students. Theoretical Studies in the classroom are

not sufficient to understand the functioning climate and the real problem coming in theway of management. So practical exposure are indispensable to such courses. Thus

practical experience acts as a supplement to the classroom studies. It offers and exposure

to real practical of management in various organization. It exposes invaluable treasure of

expenses to student.

I have done my training at ARDHMAN SPINNING AND GENERAL MILLS

It was my fortune to get training in a very healthy atmosphere. I learn a lot of things

which I could never been learnt from my theory classes.

In the forthcoming pages, an attempt has been made to presently a comprehensive

report concerning different aspects of my training. I got a lot of valuable information

about the company, which is changing with the passage of time. The overall knowledge

gained by me will reflect in the report itself.


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CONTENTS

INTRODUCTION

REVIEW OF LITERATURE

RESEARCH METHODOLOGY

RESEARCH DESIGN

SAMPLING AND SAMPLING DESIGN

DATA COLLECTION

DATA REPRESENTATION

DATA ANALYSIS & INTERPRETATION

OBJECTIVES OF THE STUDY

FINDINGS

LIMITATIONS

SUGGESTIONS

CONCLUSIONS

BIBLIOGRAPHY

APPENDIX


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INTRODUCTION


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INTRODUCTION

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

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

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

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

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

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

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

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

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

relations.

Vigorous Domestic and International competition drive organisations to be more

productive. Proactive managers and human resource departments respond to this

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

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

practices.

Human resource departments are involved with efforts to improve productivity through

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

conditions, good pay and benefits and an interesting, challenging and rewarding job.

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

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

opportunities to affect their jobs and their contributions to the organisations overall

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

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

more involved in the decision-making process.

A RATIONALE

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

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


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

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

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

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

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

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

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

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

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

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

satisfying.

FORCES FOR CHANGE

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

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

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

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

designing jobs and organisations for a better QWL:

Classical design originally gave inadequate attention to human needs.

The needs and aspirations of workers themselves were changing.

Humanised Work Through QWL

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

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

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

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

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

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

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

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

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

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

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


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

contribute to general social advancement.

JOB ENLARGEMENT VS. JOB ENRICHMENT

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

change the scope of peoples jobs in attempting to motivate them. Job scope has two

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

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

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

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

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

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

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

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

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

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

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

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

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

control, responsibility and discretion over hoe their job is performed. The differencebetween enlargement and enrichment is illustrated in the figure on the next page.

Difference between job enrichment and job enlargement

Higher-order

Job enrichment Jon enrichment and

enlargement

Routine job Job enlargement


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Lower-order

Number of tasks Many Few

(Focus on Breadth)

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

needs, while job enlargement concentrates on adding additional tasks to the workers job

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

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

QWL..

Benefits of job enrichment emerge in three areas

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

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

increased, performance should improve, thus providing both a more humanised and a

more productive job. Negative effects also tend to be reduced, such as turnover, absences,

grievances and idle time. In this manner both the worker and society benefit. The worker

JOBENRICHMENT

BENEFITS

Individual:

Growth

Self-

actualisation

Organisation:

Intrinsically

motivatedemployees

Better employeeperformance

Less absenteeism

and turnover;fewer grievances

Society:

Full use of

humanresources

More effective

or anisations


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performs better, experiences greater job satisfaction and becomes more self-actualised,

thus being able to participate in all life roles more effectively. Society benefits from the

more effectively functioning person as well as from better job performance.

Applying Job Enrichment

Viewed in terms of Herzbergs motivational factors, job enrichment occurs when

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

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

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

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

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

has occurred.

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

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

factors are increased. If maintenance factors are allowed to decline during an enrichment

program, then employees may be less responsive to the enrichment program because they

are distracted by inadequate maintenance. The need for a systems approach in job

enrichment is satisfied by the practice of gain sharing.

Since job enrichment must occur from each employees personal viewpoint, not all

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

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

security of more routine jobs.

Core Dimensions: A Job Characteristics Approach

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

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

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

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

In one instance a manufacturer set up production in two different ways.Employees were allowed to choose between work on a standard assemblyline and at a bench where they individually assembled the entire product.In the beginning few employees chose to work at the enriched jobs, butgradually about half the workers chose them the more routine assembly

o eration seemed to fit the needs of the other half.


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

psychologically deprived and motivation may be reduced.

The core dimensions affect an employees psychological state, which tends to improve

performance, satisfaction and quality of work and to reduce turnover and absenteeism.

Their effect on quantity of work is less dependable. Many managerial and white-collar

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

there are large individual differences in how employees react to core dimensions, the

typical employee finds them to be basic for internal motivation. The dimensions and their

effects are shown in the following figure and discussed in greater detail here.

The Human Resource Departments Role

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

organisations, top management appoints an executive to ensure that QWL andproductivity efforts occur throughout the organisation. In most cases, these executives

have a small staff and must rely on the human resource department for help with

employee training, communications, attitude survey feedback, and similar assistance. In

other organisations, the department is responsible for initiating and directing the firms

QWL and productivity efforts.

Perhaps the most crucial role of the department is winning the support of key managers.

Management support particularly top management support appears to be an almost

universal prerequisite for successful QWL programs. By substantiating employee

satisfaction and bottom-line benefits, which range from lower absenteeism and turnover

to higher productivity and fewer accidents, the department can help convince doubtingmanagers. Sometimes documentation of QWL can result from studies of performance

before and after a QWL effort. Without documentation of these results, top management

might not have continued its strong support.

The department also has both a direct and indirect influence on employee motivation

and satisfaction.

Satisfaction

Direct

Orientation

Training and

Development

Career Planning

Counselling Supervisor Employee

HumanResource

Department

QUA

LITYOFWORKLIF

E


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Indirect

Safety and

Health policies

Compensation practices

Other policies and

practices

Motivation

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

employees and supervisors through orientation, training and development, career

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

supervisor do a better job of motivating employees.

The policies and practices of the department also influence motivation and

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

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

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

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

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

employees act as feedback on the organisations QWL and on the departments day-to-

day activities.

Motivation

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

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

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

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

about motivation. Nevertheless, motivation can be defined as a persons drive to take an

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

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

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


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Job Satisfaction

Job satisfaction is the favourableness or unfavourableness with which employees

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

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

autonomy, variety, task identity, task significance and feedback contribute to employeessatisfaction. Likewise, orientation is important because the employees acceptance by the

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

can add to, or detract from, job satisfaction.

Rewards Satisfaction and Performance

A basic issue is whether satisfaction leads to better performance, or whether betterperformance leads to satisfaction. Which comes first? The reason for this apparentuncertainty about the relationship between performance and satisfaction is that rewardsintervene as shown in the figure below.

A Reward Performance Model of Motivation

Rewards

Reinforcement

Performance Satisfaction

Motivation Self-imageInner drives Self-esteem

employee

Job itself Small groups

Organisation

External


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Self-expectation

Needs and Desire

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

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

figure. If better performance leads to higher rewards and if these rewards are seen as fairand equitable, then results in improved satisfaction. On the other hand, inadequate

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

affects ones self-image and motivation to perform. The total performance-satisfaction

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

on motivation or on performance, and vice-versa.

QUALITY OF WORK LIFE AS HR STARTEGY AN

ANALYSIS

Todays workforce consists of literate workers who expect more than just money

from their work.

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

recognised as the ultimate key for development among all the work systems, not merely

as a concession. This is integral to any organisation towards its wholesome growth. This

is attempted on par with strategies of Customer Relation Management.

Strategy and Tactics

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

exploiting potential of human capital in work areas either explicitly or implicitly. Thanks

to the revolution in advanced technology, the imperative need to look into QWL in a new

perspective is felt and deliberated upon. Major companies are tirelessly implementing this

paradigm in Human Resources Development (some call it Peoples Excellence).

Globalisation has lowered national boundaries, creating a knowledge-based economy

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

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

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

system thinking and experimental inquiry, problem-solving and team work. The needs


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are greater in the new systems, which are participative ventures involving workers

managed by so-called fictional proprietors.

Men Counted

In simple terms, all the above requirements can be easily achieved by providing

improved quality of work life to the workers available on rolls. Workers are often

referred to as teams or groups in general parlance and whatever the do go to the credit of

the teamwork.

The concept of teamwork has evolved from the organised toil that has its own social

dimensions. Good teams can hardly be imported from outside. They usually occur as an

indigenous incidence at the workplace and nurturing the same over time is the

responsibility of management. Here, it may also be discerned that the composition of

available workers in no more a local phenomenon as in the past. Mobility is caused by

migration beyond culture barriers and isolation, relocation and globalised deployment.

This phenomenon has become universal and is causing great changes in the work

environment at factories as well as offices. The new influx of skilled workers seeking

greener pastures is even questioning the skills of new employers and thereby

restructuring the new environs on par with those of best in the world, unwittingly though.

Money Matters

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

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

against the basic goals and objectives of the organisation and more importantly, wages

are paid according to the larger picture specific to the industry and the employers place

in the same.

The increased share of workers in wages and benefits through legislation as well

as competitive interplay of superior managements in various fields of industry and

business on extensive levels has reshaped the workers idea of quality of work life.

Moreover, other things being equal, the employers are increasingly vying with their rivals

in providing better working conditions and emoluments. This may be owing to many

reasons besides the concern for the human angle of workers, like the employerstendency

to climb on the bandwagon, to reap to the desired dividends or to woo better talent into


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their fold as skill base addition and other non-economic inputs like knowledge bases.

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

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

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

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

created in the areas where workers and customers are dealt and transact, like ambience in

facilities / amenities as also the companys pay scales. This goes to prove that QWL of

manufacturer / service provider is synonymous with the quality of product.

Non economic Job Security

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

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

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

members in the team as well as the employer, what kind of work he is entrusted with, etc.

Some of these non-economic aspect are: Self respect, satisfaction, recognition, merit

compensation in job allocation, incompatibility of work conditions affecting health,

bullying by older peers and boss, physical constraints like distance to work, lack of

flexible working hours, work-life imbalances, invasion of privacy in case of certain

cultural groups and gender discrimination and drug addiction. One or more of the

problems like above can cast a job-insecurity question, for no direct and visible fault of

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

to mitigate the conditions and take supportive steps in the organisation so that the

workers will be easily retained and motivated and earn ROI. The loss of man-hours to

the national income due to the above factors is simply overwhelming.

Employer should instill in the worker the feeling of trust and confidence by creating

appropriate channels and systems to alleviate the above shortcomings so that the workers

use their best mental faculties on the achievement of goals and objectives of the

employer. To cite some examples, employers in certain software companies have

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


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

Employee care initiatives taken by certain companies include creation of Hobby clubs,

Fun and Leisure Clubs for the physical and psychological well-beingness of workers and

their families. After all, the workers are inexorably linked to the welfare of their families,

as it is their primary concern.

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

life balance differs in this category and greater understanding and flexibility are required

with respect to leave, compensation and working hours in the larger framework.

Teamwork

Teamwork is the new mantra of modern day peoples excellence strategy.

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

coherence for common cause of the project. The ideal team has wider discretion and

sense of responsibility than before as how best to go about with its business. Here, each

member can find a new sense of belonging to each other in the unit and concentrate on

the groups new responsibility towards employers goals. This will boost the coziness

and morale of members in the positive environment created by each others trust.

Positive energies, free of workplace anxiety, will garner better working results.

Involvement in teamwork deters deserters and employer need not bother himself over the

detention exercises and save money on motivation and campaigns.

Boss Factor

Gone are the days when employers controlled workers by suppressing the

initiative and independence by berating their brilliance and skills, by designing and

entrusting arduous and monotonous jobs and offer mere sops in terms of wages and

weekly off. Trust develops when managers pay some attention to the welfare of the

workers and treat them well by being honest in their relations. The employer should keep

in mind that every unpaid hour of overtime the worker spends on work is an hour less

spent with the family.


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New performance appraisals are put into vogue to assess a workers contribution

vis--vis on employers objectives and to find out the training and updating needs and

levels of motivation and commitment. As observed in some advanced companies, the

workers themselves are drawing their benefits by filing appraisal forms and drawing

simultaneously the appropriate benefits by the click of the mouse directly from their

drawing rooms, courtesy e-HR systems. In addition, there are quite a number of channels

for informal reviews. Feedback on workers performance, if well interpreted and

analysed, could go a long way in improving ethics at workplace.

Involvement and Communication

Multi-skilling and exposing workers to different lines of activity in the unit

indirectly leads to the greater involvement and better job security of worker in the

organisation. The employer too, can make use of the varied skills to any altered

situations of restructuring and other market adaptations. Thus, the monotony of work life

can be alleviated. The employer, armed with the depth of cross-trained human resources,

need not go hunting for new talent and thus save on the unspent pay packets, which can

be spent usefully on the amenities for workers. No doubt, rivals should be envying him

for this edge.

The change should be apparent in mutual trust and confidence towards effective

understanding of the needs of worker and employer. The new knowledge-based workers

are mostly young in the fields of technology and management. They are more

forthcoming in trusting the boss and older peers. Now, all modern managements are

cognisant of the innate desire of workers to be accepted as part of the organisation for

identity and other social reasons.

Effective dialogue is put into play between management and those who execute through

well-organised communication channels paving the way for improved co-operation and

participation on emotional level. The decision making level is nose diving to the floor

level manager, where the poor guy has to think ofn number of quick


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decisions on behalf of the organisation. Unless the team is behind and involved with

commitment, the manager cannot implement the new tasks in production, distribution,

peoples excellence, customer relations, etc., thanks to the e factor prefixed to the names

of majority of departments. Logically, harmony plays its part in cost efficiency.

Successful managers are those who listen to their workers.

Influences

Overwork is tolerated in emerging industries unlike government departments as

part of the game and work culture. This is so, what with the soaring competition among

the tightly contested players. The point is empowerment of workforce in the area of

involvement.

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

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

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

Restructuring the industrial relations in work area is the key for improving the quality of

product and the price of the stock. Without creating supportive environment in

restructured environment, higher quality of work cannot be extracted. It is already high

time the older theories of industrial relations should be unlearnt.

INTRODUCTION

HMT (International) Limited is a wholly owned subsidiary of HMT Limited, a

Government of India undertaking. HMT(I) was set up in 1974 to handle

international projects and export of products of its parent company and other

Indian manufacturers.

HMT (INTERNATIONAL) LIMITED

HMT's range of products are marketed internationally by its subsidiary, HMT(International) Ltd. HMT(I) also exports machine tools and other engineering

products manufactured by other reputed firms in India backed by efficient

after-sales-service. HMT(I)'s global network extends over 38 countries with 60

representations to service its clientele world wide.


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Backed by HMT(I)'s strong technological base and formidable resources,

HMT(I) over the years, has come to be recognised as a reliable source for

project expertise in a spectrum of engineering fields, covering manufacturing,

maintenance and training projects. HMT(I) also offers a comprehensive

package of consultancy, technical and engineering services from concept to

commissioning on turn-key basis. Its track record includes prestigious projects

in Algeria, Indonesia, Kenya, Malaysia, Mauritius, Tanzania, UAE, Maldives

and other countries.

HMT(I) has also arrangements with reputed Associates in different

disciplines/fields to offer technology as required in specific fields.

HMT(International) has been recognised as "MINIRATNA" by Government

of India for its continued excellence in export performance

HMT LIMITED

HMT Limited was established in 1953 in technical collaboration with M/s.

Oerlikon of Switzerland. Over the years, many new products have been added

to its manufacturing range. It has had technical collaboration with over 30

leading International Engineering Companies for manufacture of various

products. HMT's diversified product range include in Machine Tools,

Watches, Tractors, Printing machines, Presses, Die casting and Plastic

Injection Moulding machines, Food processing machinery, CNC systems, Ball

screws etc.

Today, HMT is a multi-product, multi-technology engineering complex with

strengths comprising of:

16 Manufacturing units (22 Product Division)

Assets worth over US $ 250 million


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Annual turnover of US $ 300 million

ISO 9000 accreditation

The widest range of machine tools, ranging from General purpose

lathes to CNC turning/machining centres.

Source of qualified and experienced manpower

Our vision and mission

Incorporated in 1953 by the Government of India as a Machine Tool manufacturing

company.

Over the years diversified into Watches, Tractors, Printing Machinery, Metal

Forming Presses, Die Casting & Plastic Processing Machinery, CNC Systems &

Bearings.

Successful technology absorption in all product groups through collaborations

with world renowned manufacturers & further strengthened by continuous

inhouse R&D.

Today, HMT comprises six subsidiaries under the ambit of a Holding Company,

which also manages the Tractors Business directly.


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To establish ourselves as one of the

worlds premier companies in the

engineering field having strong

international competitiveness

To achieve market leadership in

India through ensuring customer

satisfaction by supplying

internationally competitive products

and services

To achieve sustained growth in the

earnings of the group on behalf ofshareholders

Our Corporate Objectives & Goals

To encourage the modernisation of Indian Industry through the supply of

engineering goods and services of world class excellence

To maintain technological leadership through continuous efforts to

update product technology and manufacturing methods

To globalise our operations by developing a mix of international markets

and businesses

To ensure a satisfactory return on capital employed, to meet the growth

needs and the aspirations of our stakeholders

To present an active, pleasant and productive working environment


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REVIEW OF

LITERATURE


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REVIEW OF LITERATURE

A Large UK University

Our University benchmark research attracted attention from the HR director of a large

post 1992 University. They knew they wanted to have the full survey and follow upinformation and planned to have the survey become a regular part of their annual

organizational development cycle. We talked them through our 360 degree survey

philosophy and discussed how the process should be tailored for them.

The full Qwl survey was undertaken, complete with organizational specific questions.

An attractive and professional looking paper version of the QWL survey questionnaire

was produced to give to staff who did not have ready access to the usual internet based

survey system. The whole university was given notice through the staff magazine a

month before the survey and a week before a pre-survey warning was emailed to all

staff. Departmental managers were briefed on the importance of the survey and how

useful the results would be to them and the university.

On 'Q' day the internet survey went live and the paper versions were made available

with appropriately addressed envelopes to relevant staff. Reminders were sent out

after 1 and 2 and a half weeks and the survey closed after three and a half weeks. At

this point the online survey data was processed and the paper based questionnaire data

was passed to QWL Ltd to be entered into the database and analysed alongside with

online data. Within two weeks an initial analysis had taken place and based on

feedback from the university HR department staff categories with less than 10 staff

reported were collapsed into bigger groupings.

University HR staff arranged a series of departmental / area level presentations to

guide the use of the summaries. After a further two months an executive summary of

the general results including feedback and comments on the process and findings were

circulated to all staff through a special edition of the staff newsletter. Implications and

actions planned due to the points arising from the survey were highlighted. During the

next year progress on achieving the action plan was publicised through the staff

newsletter.
http://www.qowl.co.uk/qowl_survey_overview.htmlhttp://www.qowl.co.uk/qowl_survey_overview.html


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A Large UK Primary Care Trust

A large UK NHS Primary Care Trust (PCT) required an independent professional,

high-quality audit of the opinions of their staff. A strategy to develop the audit was

produced during an initial meeting with the Trusts human resources representatives.

We then met with management, unions, and human resources representatives to

develop the requirements for the survey. On the basis of analysis of previous survey

results in the Trust, a small number of core Work-Related Quality of Life (QWL)

questions were chosen, to which a selection of questions relevant to the current needs

of the Trust were added. The human resources team were guided as to how to pilot the

questionnaire within their organisation. Our team then desk top published the final

version of the questionnaire and cover sheet, and the PCT organised the printing of the

questionnaires themselves. We advised on strategies for getting high response ratesand the questionnaire was distributed. The questionnaires were filled in by

employees, and then put into free post envelopes and posted back to us. We organised

processing of the over 1000 envelopes and inputting of the data into a database. This

data was analysed using a suite of programs specially written by our staff for this type

of analysis.

Executive summaries of the findings were provided for the Trust management team

and described during a presentation to department heads within the organisation. The

full report was discussed in detail with the steering group of management, unions, and

with the human resources team as part of the development of a strategy for the

organisation to resolve the issues highlighted during the survey. A presentation was

then made to the Board of Governors which contained a review of the findings of the

survey and the recommended actions. A summary of the survey, a celebration of good

practice found, and the actions to be taken to resolve outstanding issues were provided

to employees through the Trust newsletter.

The Trust reported that the process had given them valuable information about the

needs and requirements of their employees. Some very practical actions taken on the

basis of the survey included addressing child-care needs of staff and improving

flexible working arrangements. The survey also highlighted a problem with the uptake


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of the appraisal system. This led to the human resources providing further training

and workshops for managers and employees.

A survey the following year found improvements in the targeted areas, and identified

certain other areas as requiring attention. The ongoing cycle of survey, action and re-

assessment was found to be useful by the Trust and contributed to the empowerment

of the employees.

A Large LEA

A Large Local Education Authority required a sample of employee views across their

organisation. We met with the representatives including the head of personnel to

develop an assessment of the QWL of staff. In addition, given specific client

concerns, a set of questions was developed to measure types of harassment

experienced by staff. APU personnel helped the organisation develop a sampling

strategy and provided project management assistance to pilot the questionnaire within

the LEA. Questionnaires were distributed and passed directly to the us. The

questionnaires were processed and entered into a database. A short report containing

the key findings in the form of an extended executive summary was developed.

Results were used to inform LEA personnel policy and actions were formulated using

the data to tackle high staff turnover.

A Large NHS Hospital Trust

A Large NHS Hospital Trust were about to embark on a series of radical changes in

their organisational structure and were interested in tracking the effect of this change

on staff morale and quality of working life. Our psychologists met with human

resources staff and union representatives to develop a tailored questionnaire (including

QWL core questions, with Harassment at work and Health and Safety at work sub-questionnaires). At the end of the assessment period each year results were fed back

by us, who also contributed to the development of an action plan for the forthcoming

year. Each year a small number of questions were introduced to cover issues of the

moment for the Hospital Trust, but otherwise the standard questions remained the

same. This rolling programme continued over a period of some five years, allowing


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the Trust not only to investigate the year on year opinions of staff but also to track

changes, assess effectiveness of the actions taken, and provide evidence of staff QWL

as required by central NHS agencies.

The analysis of the open questions which asked employees to comment on "what is the

best thing about your job", "what is the worst thing about your job", "what is the one

thing you would most like to change about your job", were found to be especially helpful

in understanding the work context of the core QWL questions by providing specific

examples of how the organisation might improve the working lives of employees.


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RESEARCH

METHODOLOGY


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MEANING OF RESEARCH

Research is defined as systematic efforts to gain new knowledge. Research is a careful

inquiry especially through search for new facts in any branch of knowledge.

Research in common parlance refers to a search for knowledge. Once can also

define research as a scientific and systematic search for pertinent information on a

specific topic. In fact, research is an art of scientific investigation.

Research is an original contribution to the existing stock of knowledge for its

advancement search of knowledge through objective and systematic method of finding

solution to the problem of research. Every project requires genuine research. Success of

any project and getting genuine results from that depends upon the research method used

by the research.

DEFINITION :

A careful investigation or inquiry specially through search for new facts in any branch

of knowledge.

The faction that provides base to the research are:

Desire to get a research degree along with its consequential benefits.

Desire to get intellectual joy of doing some creative work.

Desire to face challenge in solving the unsolved problem.

Desire to get respectability.

Desire to be of service to the society

CHARACTERISTICS:

Research is directed towards a solution of problem. It may attempt to answer a

question or to determine the relation between 2 or more variables.

Research involves gathering new data from primary or first hand source or using

existing data for new purpose.

Research is based on observation experienced or empirical evidence.

Research strives to be objective and logical applying every possible test.


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RESEARCH METHODOLOGY

Research is an important pre requisite for a dynamic organization. The research

methodology is a written game plan for conducting research. It may be understood as a

science of studying how research is done scientifically. In it, the various steps are

described that are adopted by me in study.

The research methodology here includes: -

Statement of problem

Research objective

Research design

Sample design

Data collection

Source of data

Secondary data

Primary data

Limitation of study

TYPE OF RESEARCH

Analytical and qualitative Research as it is a comparative analysis of critical

success factors effecting QUALITY OF WORK LIFE AT HMT LTD. PINJORE.

Conclusion oriented researchas conclusion is drawn at the end of the research.


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STATEMENT OF PROBLEM

However, there are other company assets that are just as important

but are excluded because either they are not clearly recognized as

assets or more effort is required to manage them effectively. These

are the assets that surround the important fifth P: people; human

assets; human capital. Employees can make or break an organization.

Good employees can produce extraordinary results while marginal

employees can drag and keep a business down.

Today 1/5 of the total tyre sales in the world is done by GOOD YEAR

through 2500 retail outlets. GY has four main technical centers in Akron (U.S.A),

Maryland, and Luxembourg & Japan working round the clock to give the world the best

to ride on.

Thus, the statement of problem is to analyze the satisfaction level of the employees in

good year India ltd. Whether the attitude of the employees towards the work is positive or not.I

did this to know what forces bind the workers to the organization or to see that whether they are

really satisfied with their work or not.


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RESEARCH DESIGN

The research design is the conceptual structure within which research is conducted. It

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

the design includes an outline of what the researcher will do from writing the hypothesis

and its operational implication to the final analysis of data. Research Design has

broadly been classified into three categories:

1. Exploratory The exploratory design research attempts to bring out new

relationship.

2. Descriptive The study is typically concerned with determining the frequency ofa particular phenomenon.

3. Casual Research Design Causal research design is adopted on order to

discover and determine the cause and effect relationship.

The research design- Descriptive Research Design.

Research design is flexible enough to provide opportunity for considering different

aspects of problem under study.

Since the major emphasis is on the discovery of ideas and insights into the comparative

analysis of the effects of the different appeals used by Hindustan Lever Limited in the

advertisements of its power brands in the personal care category of the company, the

research design most appropriate must be flexible enough to permit the consideration of

many different aspects of a phenomenon.

The important features of this research design are listed as follows :

The overall design is flexible in nature. The sampling design used is Probability Sampling design.

There is no pre-planned design for the analysis.

There is no structured instrument for the collection of the data.

No fixed decisions about the operational procedures


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SAMPLE DESIGN

Sampling may be defined as the selection of some part of an aggregate or totality on the

basis of which a judgment or inference about the aggregate or totality is made. In simple

words, it is the process of obtaining information about the population by examining only

a part of it.

The sampling procedure to be followed is as follows:

1. Identification of the Universe: The universe to be studied is finite and includes the

HMT LTD. PINJORE..

2.Defining a Sampling unit: Here the sampling unit is an employee.

3. Determining the size of the sample: Taking into consideration the size of the

population, the population variance, cost involved and the requirements of efficiency,

representative ness reliability, flexibility, and the parameters of interest in the research,

the sample size will be 40.

4. Sampling procedure: This refers to the procedure by which respondents should be

chosen. The sampling design used will be Non-Probability Sampling Design.


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DATA COLLECTION

DATA COLLECTION:Data collected method- According to the need research of the project;

both primary and secondary data collection methods.

SECONDARY DATA

Secondary data is collected mainly from internet. The initial surveyed woulddepend on this data then one would proceed into gathering further data base so, I haveused different websites, some publications on the net.

PRIMARY DATA

Data used for this study includes primary as well as secondary sources. Primarydata will be collect with the help of non-disguised questionnaire through fieldinvestigation. Each respondent will provided with a questionnaire. Before getting thequestionnaire filled up, the purpose of study will explain to the respondents. In somecases guidance will given to respondents regarding the filling of questionnaire.

Keeping in view the objectives of the study. Questionnaire consisted of questions

regarding Workers satisfaction regarding working Conditions and also about canteenfacilities and behavior of co workers.


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DATA PRESENTATION

1. COLLECTION OF DATA:-

Both the primary & secondary data has been collected from the company. The company provided

the secondary data & primary data is collected through the medium of face-to-face interaction &

interview from various persons in the enterprise.

2. ORGANISATION OF DATA:

Data once collected the further processing is done, the data collected by me are carefully done

through in a useful & relevant manner & properly organized.

3. PRESENTATION OF DATA:-

The data collection is of no use unless & until it is given in the presentable form. Thus after

proper organization the data is given in presentable form with the complete details, with the help

of bar diagram, pie carts etc.

4. ANALYSIS OF DATA:-

The data is carefully analyzed keeping in the consideration both the pros & cons for the purpose

of arriving at concrete conclusion.

5. INTERPRETATION OF DATA:-

After carefully analyzed the data, it has been aptly interpreted in order to give concrete

conclusion & proper recommendation.


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OBJECTIVE OF THE

STUDY


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OBJECTIVES OF STUDY

The main objectives of the study are given below:

TO KNOW THE FEATURES OF QUALITY OF WORK LIFE.

To know the perception of employees regarding benefits provided by theorganization..

To determine whether Organization provides the type of Work environment in

which employee feel satisfied or dissatisfied.

To determine top management attitude towards employees in the organization..

To point out the drawbacks in the existing policies, methods and procedures affects

the employee satisfaction.

To suggest certain steps for improvement or advancement in the organizational to

increase the satisfaction level of the employee.

To investigate and identify the overall employee satisfaction levels of internal

employees of HMT ltd by considering various parameters.


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DATA ANALYSIS

&

INTERPRETATION


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Q1.) Are you aware of QWL in your organization?

PARAMETERS NO. OF RESPONDANTS % OFRESPONDANTS

YES 80 80

NO 0 0

% 0F RESPONDANT

YES

NO

FIGURE 1

INTERPRETATION

From the above figure 1 it revealed that 100% employees are aware about the QWL intheir organization.


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Q2) Whether the job provided is challenging?

% 0F RESPONDANT

YES

NO

FIGURE 2

INTERPRETATION

The above figure 2 revealed that 70% of the employees feel that their jobs arechallenging and 30 % of the employees feel that their jobs are not challenging one.


YES 28 70

NO 12 30


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Q3) What is the role of seniors in completion of your job?

PARAMETERS NO.OF RESPONDANTS %AGE OF RESPONDANT

SUPPORTIVE 8 20

PARTICIPATIVE 12 30

DEMOCRATIC 16 40

AUTOCRATIC 4 10

% OF RESPONDANTS

20%

30%

40%

10%

SUPPORTIVE

PARTICIPATIVE

DEMOCRATIC

AUTOCRATIC

FIGURE 3

INTERPRETATION

From the above figure 3 it is revealed that role of seniors in completion of the job is 20%supportive,30% participative,40% and 10% autocratic.


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Q4) Whether your organization provides you any fringe benefits?

%AGE OF RESPONDANTS

90%

10%

YES

NO

FIGURE 4

INTERPRETATION

From the above figure 4 it is revealed that 90% of the employees think that they areprovided with the fringe benefits but 10 % employees are not in this favour.

PARAMETERS NO. OF RESPONDANTS %AGE OFRESPONDANTS

YES 36 90

NO 4 10


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Q5) Are you satisfied with the compensation plan provided by the organization?

%AGE OF RESPONDANTS

90%

10%

YES

NO

FIGURE 5

INTERPRETATION

From the above figure 5 it is revealed that 80% of the employees are satisfied with theircompensation plan and 20% of the employees are not satisfied with their compensationplan.


YES 32 80

NO 8 20


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Q6) Whether QWL is the regular policy of the organization?

%AGE OF RESPONDANTS

100

0

YES

NO

FIGURE 6

INTERPRETATION


YES 40 100

NO 0 0


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From the above figure 6 it is revealed 100% of the employees agree that QWL is regularpolicy in their organization.

Q7) What steps the organization takes for carrer planning of employees?


COUNSELLING 12 30

GROUP DISCUSSION 8 20

INTERVIEW 10 25

ANY OTHER 10 25

% OF RESPONDANTS

30%

20%25%

25%

COUNSELLING

GROUP DISCUSSION

INTERVIEW

ANY OTHER

FIGURE 7


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INTERPRETATION

From the above figure 7 it is revealed that 30% of the employees think that counsellingis implemented as carrer planning ,25% think that interview is used for carrerplanning,25%think that any other method is used as carrer planning and 20% think thatgroup discussion is used for carrer planning.

Q8) Are you satisfied with the incentive policy of the firm?

%AGE OF RESPONDANTS

75

25

SATISFIEDDISSATISFIED

PARAMETERS NO. OF RESPONDANTS %AGE OFRESPONDANT

SATISFIED 30 75

DISSATISFIED 10 25


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FIGURE 8

INTERPRETATION

From the above figure 8 it is revealed that 75% of the employees are satisfied with theincentive plans and 25% of the employees are dissatisfied are not with the incentive plans

of their organization.

Q9) Which promotional policy your organization follow?


MERIT 40 100

SENIORITY 0 0


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%AGE OF RESPONDANTS

100

0

MERIT

SENIORITY

FIGURE 9

INTERPRETATION

From the above figure 9 it is revealed that 100% employees say that their organizationfollow merit policy for promotion.

Q10) Whether your organization pay for overtime to their employees?

PARAMETERS NO. OF RESPONDANTS %AGE OF RESPONDANTS

YES 24 60

NO 16 40


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%AGE OF RESPONDANTS

60

40

YES

NO

FIGURE 10

INTERPRETATION

From the above figure 10 it is revealed that 60%of the employees feel that they are paidfor overtimework and 40% of the employees feel that they are not paid for overtime.

Q11) What facilities are provided by the organization to their employees?


MEDICAL 4 10

TRANSPORT 12 30

MID-DAY MEAL 16 40

OTHERS 8 20


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% OF RESPONDANTS

10

30

40

20

MEDICAL

TRANSPORT

MID-DAY MEAL

OTHERS

FIGURE 11

INTERPRETATION

From the above figure 11 it is revealed that 40% of the employees feel that they areprovided with mid-day meal facility,30% of the employees are provided with transportfacility,20% of the employees are provided with other facilities and 10% of theemployees are provided with medical facility.

Q12) Are you satisfied with the steps taken by the organization to retain their

employees?


SATISFIED 16 40

DISSATISFIED 24 60


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%AGE OF RESPONDANTS

40 60

SATISFIED

DISSATISFIED

FIGURE 12

INTERPRETATION

From the above figure 12 it is revealed that 60% of the employees are satisfied with theretention policy of their organization and 40% of the employees are not satisfied withtheir organization retention policy.

Q13) Whether the performance appraisal policy is satisfactory ?


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%AGE OF RESPONDANTS

70

30

YES

NO

FIGURE 13

INTERPRETATION

From the above figure 13 it is revealed that 70 %of the employees are satisfied with theperformance appraisal policy of the organization and 30 % of the employees are notsatisfied with the performance policy of their organization.

Q14) Which factor affects QWL the most?


YES 28 70

NO 12 30


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PARAMETERS NO.OF RESPONDANTS %AGE OFRESPONDANTS

EFFICIENCY 8 20

PERFORMANCE 4 10

ABSENTEEISM 16 40

TURNOVER 12 30

% OF RESPONDANTS

20

10

40

30

EFFICIENCY

PERFORMANCE

ABSENTEEISM

TURNOVER

FIGURE 14

INTERPRETATION

From the above figure 14 it is revealed that 40% of the employees think that QWL affectsthe absenteeism,30% of the employees think that QWL affects the turnover ,20% of theemployees think that QWL affects the efficiency,10% of the employees think that QWLaffects the performance.

Q15) Any suggestions to improve QWL.


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PARAMETERS NO.OF RESPONDANTS %

WORKING HOUR 4 10

PHYSICAL CONDITIONS 8 20

FRINGE BENEFITS 24 60

ANY OTHER 4 10

% OF RESPONDANTS

10

20

60

10

WORKING HOURS

PHYSICAL CONDITIONS

FRINGE BENEFITS

OTHERS

FIGURE 15

INTERPRETATION

From the above figure 15 it is revealed that 60% of the employees wants improvement inthe fringe benefits, 20% of the employees wants improvement in the physical conditions,10% of the employees wants improvement in working hours and rest 10% of theemployees wants improvement in the other improvements.


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LIMITATIONS


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LIMITATIONS OF STUDY

The present study has been carried out with the following limitations:

1. Detail prescription of the processes followed by the organization was not

possible in the given time period.

2. Complete information was not availed due to confidentiality of information

kept by the organization.

3. Proper information was not available because of low educational level of

workers.

4. Scheduled working hours of the workers did not allow us to have much

interaction with them.

5. There was a hesitation among the respondents while providing complete and

fair information because they took us to be the part of management of the

organization.

6. Some biasness might have crept in the responses or some information could

have been concealed because of the strategic nature of information.

These limitations were faced as they were an integral part of the research. However, they

did not affect the quality of analysis and presentation of the findings.


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FINDINGS


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FINDINGS

From the figure 1 it revealed that 100% employees are aware about the QWL in

their organization.

The figure 2 revealed that 70% of the employees feel that their jobs are

challenging and 30 % of the employees feel that their jobs are not challenging

one.

From the figure 3 it is revealed that role of seniors in completion of the job is 20%

supportive,30% participative,40% and 10% autocratic.

From the figure 4 it is revealed that 90% of the employees think that they are

provided with the fringe benefits but 10 % employees are not in this favour.

From the figure 5 it is revealed that 80% of the employees are satisfied with their

compensation plan and 20% of the employees are not satisfied with their

compensation plan.

From the figure 6 it is revealed 100% of the employees agree that QWL is regular

policy in their organization.

From the figure 7 it is revealed that 30% of the employees think that counselling

is implemented as carrer planning ,25% think that interview is used for carrer

planning,25%think that any other method is used as carrer planning and 20%

think that group discussion is used for carrer planning.

From the figure 8 it is revealed that 75% of the employees are satisfied with the

incentive plans and 25% of the employees are dissatisfied are not with the

incentive plans of their organization.

From the figure 9 it is revealed that 100% employees say that their organization

follow merit policy for promotion.

From the figure 10 it is revealed that 60%of the employees feel that they are paidfor overtime work and 40% of the employees feel that they are not paid for

overtime.

From the figure 11 it is revealed that 40% of the employees feel that they are

provided with mid-day meal facility,30% of the employees are provided with


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transport facility,20% of the employees are provided with other facilities and 10%

of the employees are provided with medical facility.

From the figure 12 it is revealed that 60% of the employees are satisfied with the

retention policy of their organization and 40% of the employees are not satisfied

with their organization retention policy.

From the figure 13 it is revealed that 70 %of the employees are satisfied with the

performance appraisal policy of the organization and 30 % of the employees are

not satisfied with the performance policy of their organization.

From the figure 14 it is revealed that 40% of the employees think that QWL

affects the absenteeism, 30% of the employees think that QWL affects the

turnover ,20% of the employees think that QWL affects the efficiency,10% of the

employees think that QWL affects the performance.

From the figure 15 it is revealed that 60% of the employees wants improvement

in the fringe benefits, 20% of the employees wants improvement in the physical

conditions, 10% of the employees wants improvement in working hours and rest

10% of the employees wants improvement in the other improvements.


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CONCLUSION


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CONCLUSION

The quality of work life(QWL) research programme, which has been in progress for

sometime now, has tried to understand human behaviour in the work situation in order to

enhance productivity, job satisfaction and employee involvement. QWL takes a holistic

view of the employee at the workplace. The focus has shifted from time to time; several

approaches have emerged to analyse as to what really is QWL-it tries to conceptualise

issues regarding people in their work environment and link it to organizational

effectiveness. QWL related activities are several but revolve around work restructuring,

job design, participative problem solving, reward systems, and work environment. QWL

can be improved through a variety of instrumentalities like flexible working

arrangements, education and training, employee communication, union participation and

participative community development projects. The effort is to enhance the quality of lifeof every individual, by integrating the task role and the social role, such that synergies are

effectively obtained.


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SUGGESTIONS


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SUGGESTIONS

Giving recommendations to a company like hmt ltd is like showing light to the sun, but

still here is a sincere effort to throw light on some issues, which could not catch the sight

of Goodyear India officials.

Employees are not satisfied with the benefits provided by the company, so as to

motivate them the company can offer other benefits such as picnic for the

employees, dinner for the family, birthday dinner for two etc.

Incentive policy should also be maintained as I find in the study that 60% of the

employees are not satisfied with the incentive policy of the company.

Employees are not satisfied with the adequate feedback received by the

Managers. Performance appraisal program should be effective to give them

feedback properly.

60% of the employees are not satisfied with the fringe benefits given by theorganization.

The role of the seniors should be participative and supportive rather than

autocratic.

The company should have satisfactory promotion policy to encourage the

employees.


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BIBLIOGRAPHY


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BIBLIOGRAPHY

Websites

www.google.com

www.hmtltd.com

www.humanresources.com

www.hrlinks.com

Books

Dr. C.B Gupta (HUMAN RESOUCE MANAGEMENT)

R. S. Dwivedi (PERSONAL MANAGEMENt)

Magazines

Manpower Journal

Business Today
http://www.google.com/http://www.google.com/


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QUESTIONNAIRE


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QUESTIONNAIRE

PERSONAL DETAILS

NAME- .

AGE- .ADDRESS-..

SEX- MALE ( ) FEMALE ( )

EDUCATION QUALIFICATION-..

MONTHLY INCOME-

a) Less than 5000 b) 5000-10000

c) 10000-15000 d) More than 15000

Q1.) Are you aware of QWL in your organization?

a) YES ( ) b) NO ( )

Q2) Whether the job provided is challenging?

a) YES ( ) b) NO ( )

Q3) What is the role of seniors in completion of your job?

a) SUPPORTIVE ( ) b) PARTICIPATIVE ( )

c) DEMOCRATIC ( ) d) AUTOCRATIC ( )

Q4) Whether your organization provides you any fringe benefits?

a) YES ( ) b) NO ( )

Q5) Are you satisfied with the compensation plan provided by the organization?

a) YES ( ) b) NO ( )

Q6) Whether QWL is the regular policy of the organization?

a) YES ( ) b) NO ( )


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Q7) What steps the organization takes for carrer planning of employees?

a) COUNSELLING ( ) b) GROUP DISCUSSION ( )

c) INTERVIEW ( ) d) ANY OTHER ( )

Q8) Are you satisfied with the incentive policy of the firm?

a) SATISFIED ( ) b) DISSATISFIED ( )

Q9) Which promotional policy your organization follow?

a) MERIT ( ) b) SENIORITY ( )

Q10) Whether your organization pay for overtime to their employees?

a) YES ( ) b) NO ( )

Q11) What facilities are provided by the organization to their employees?

a) MEDICAL FACILITY ( ) b)TRANSPORT FACILITY ( )

c)MID-DAY MEAL FACILITY ( ) d) OTHERS ( )

Q12) Are you satisfied with the steps taken by the organization to retain their

employees?

a)SATISFIED ( ) b) DISSATISFIED ( )

Q13) Whether the performance appraisal policy is satisfactory?

a) YES ( ) b) NO ( )

Q14) Which factor affects QWL the most?

a) EFFICIENCY ( ) b)PERFORMANCE ( )

c) ABSENTEEISM ( ) d) TURNOVER ( )

Q15) Any suggestions to improve QWL.

a) WORKING HOURS ( ) b) PHYSICAL CONDITIONS ( )

c) FRINGE BENEFITS ( ) d) ANY OTHER ( )


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CONCLUSION

On the basis of analysis the main requirement of the company is to change the existing

system. As there was increased workload due to the facts like that company has to prepare

revised attendance of the following month to check the measures of basic pay, overtime,

loans etc due to assumed attendance.

Employees feel that they were not provided with adequate knowledge of the working. Also

some employees feel that training provided to them s useless because it is extra burden on

them.

Salary policies f the company needs to be revised.

In the conclusion we can say that

Working conditions in the BILT are satisfactory.

Salaries and wages provided to employees through bank are also satisfactory.

Employees are also provided on the job training.

Organization organizes various personality development and cultural activities for the

employees.

Final Study of Quality of Work Life in Hmt Limited

Documents