My New Project

STUDY ON CERTAIN PERSONAL VARIABLE RELATED TO QUALITY

OF WORKLIFE AND JOB SATISFACTION AMONG THE PERSONNEL

OF VISTEON AUTOMOTIVE SYSTEMS INDIA

PROJECT REPORT

(A Report Submitted in Partial Fulfillment of the requirements for the Degree of Master of Business Administration in Pondicherry University)

Submitted by

Ms. D.P.KUMUDHA DEVI

Enrolment No: 0210390513

MBA Human Resources Management

Under the guidance and Supervision of

Dr. A. Vickram, M.Com, MBA, M.Phil, Ph.D

Faculty Member of PULC, Professor, Loyola College, Chennai – 600 034

Pondicherry University Loyola College Twinning Program

Chennai - 600034

1

BONAFIDE CERTIFICATE

This is to certify that the Project Work titled “STUDY ON CERTAIN

PERSONAL VARIABLE RELATED TO QUALITY OF WORKLIFE AND

JOB SATISFACTION AMONG THE PERSONNAL OF VISTEON

AUTOMOTIVE SYSTEMS INDIA”. This project is a bonofide work of Ms.

D.P.Kumudha devi Enroll No. 0210390513 carried out in partial fulfillment

for the award of degree of MBA project work in original and not submitted

earlier for the award of any degree / diploma or associateship of any other

University / Institution.

Signature of the Guide

Dr. A. Vickram, M.Com, MBA, M.Phil,

Ph.D

Faculty Member of PULC

Professor, Loyola College

Chennai - 34

Place: Chennai

Date:

2

ACKNOWLEDGEMENT

With the wishes of my well wishers, I express my deep gratitude for

providing an amazing environment for the development and promotion of this post

– graduate education. I am very grateful to PULC, Loyola College, Chennai, for

encouragement and inspiration bestowed on me.

Special thanks to Dr. A. Vickram, my guide for his continued

encouragement, patience and guidance to ensure the completion of this project. For

his advice, coherence, and support over the months. I also appreciate his

constructive comments on my drafts and the shaping of my research.

Most importantly, my heartfelt appreciation goes to my parents, brothers and

friends. Finally, my thanks and gratitude goes to those people who patiently

answered my survey questionnaire as their kind assistance made it possible to

complete this research. I am highly indebted to for their valuable support through

out this project work.

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ABSTRACT

The research titled “Study on certain personal variable related to quality of

work life among the personnel of a manufacturing industry”. The study is conducted

to find out what are the personal variables related to quality of work life in a

manufacturing industry and how to improving these will affect the personnel and

organization .

People are the most valuable resources of the organization; they are source of

creativity and inspiration that keep your organization alive. Work life balance is one

of the key elements in employee and organization relationship. Measuring and

continually improving the quality of work life is one of the essential responsibilities

of HR department. That helps to update the employee’s satisfaction and

organizational growth. It also helps in improving the performance of the employees

and helps and new employees in adapting to the new atmosphere. It is the part of

the HR manager to identify the methods of improving the quality of work life.

Quality improvement of Work life is not a one time process it concentrates on

overall growth of individual as well as the organization. It also improves the overall

brand image of the organization.

The research is of descriptive in nature. The sample size of 50 is determined

from the total population of 560. Disproportionate stratified random sampling

technique is used for the research. The information are collected using primary and

secondary data. The primary data collected with help of questionnaire, the

questionnaire consists of both open ended and close ended questions. The secondary

data are collected using journals, books, websites etc

The statistical tools that are used for the research are Percentage analysis,

weighted average method, Chi square table.The pilot study was conducted among

10 employees in order to rectify the errors in questionnaire. Analysis are made with

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the available data. Based on the analysis, findings, suggestions and conclusions are

framed.

TABLE OF CONTENTS

CHAPTER NO. TITLES PAGE NO.

ABSTRACT

I INTRODUCTION

I.1 OBJECTIVES OF THE STUDY

I.2 COMPANY PROFILE

I.3 SCOPE AND SIGNIFICANCE OF STUDY

I.4 RESEARCH METHODOLOGY

I.4.1 Research Design

I.4.2 Area of the StudyI.4.3 Data Collection Method

I.4.4 Population of the Study

I.4.5 Data Collection Tool

I.4.6 Limitation

II REVIEW OF LITERATURE

III STATEMENT OF THE PROBLEM AND HYPOTHESIS

III.1 Percentage Analysis

III.2 Weighted Average Method

III.3 Chi Square Method

IV METHODOLOGY

V ANALYSIS AND INTERPRETATION

VI FINDINGS, SUGGESTIONS & CONCLUSION

APPENDIX

BIBLIOGRAPHY

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LIST OF CHARTS

CHART NO. TITLE PAGE NO.

1 AGE OF THE RESPONDENTS

2 EXPERIENCE OF RESPONDENTS

3 Income level of the respondents

4 Using skills and abilities to perform the job

5 Equal treatment at work place

6 Conditions on my job allows me to be productive

7 Opportunity to develop special abilities

8Organisations provides enough guidance to get the job done

9 Organization provides high quality tools and techniques to do the job

10 Opportunities for promotion are good

11 The safety of workers is at high priority

12 Infrastructure facilities are Good

13 Fringe benefits are good in the organization

14The supervisor is concerned about the welfare of the workers

15 Job security

6

Helping tendencies of supervisor

Training opportunities helped in terms of improving

the quality of work Employees opinion about work

stress

Employees opinion on work schedule

Accepting suggestions by the supervisors

Proud to be a part of VISTEON

AUTOMOTIVE SYSTEMS PVT LTD

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CHAPTER 1

INTRODUCTION

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CHAPTER 1

INTRODUCTION

Quality of Work Life is a philosophy, a set of principles, which holds that

people are the most important resource in the organization as they are trustworthy,

responsible and capable of making valuable contribution and they should be treated

with dignity and respect. The elements that are relevant to an individual’s quality of

work life include the task, the physical work environment, social environment

within the organization, administrative system and relationship between life on and

off the job. Quality of Work Life consists of opportunities for active involvement in

group working arrangements or problem solving that are of mutual benefit to

employees or employers, based on labor management cooperation. People also

conceive of Quality of Work Life as a set of methods, such as autonomous work

groups, job enrichment, and high-involvement aimed at boosting the satisfaction

and productivity of workers. It requires employee commitment to the organization

and an environment in which this commitment can flourish. Thus, Quality of Work

Life is a comprehensive construct that includes an individual’s job related well-

being and the extent to which work experiences are rewarding, fulfilling and devoid

of stress and other negative personal consequences.

People are the most valuable resources of the organization; they are

source of creativity and inspiration that keep your organization alive. Work life

balance is one of the key elements in employee and organization relationship.

Measuring and continually improving the quality of work life is one of the essential

responsibilities of HR department. That helps to update the employee’s satisfaction

and organizational growth. It also helps in improving the performance of the

employees and helps and new employees in adapting to the new atmosphere. It is

the part of the HR manager to identify the methods of improving the quality of

work life. In summary, the limitations of individual job satisfaction had been

pointed out in the literature for assessing the Quality of Work Life and there had

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been no attempt in the past to measure Quality of Work Life in terms of career

aspects and organizational climate

Quality improvement of Work life is not a one time process it concentrates on

overall growth of individual as well as the organization. It also improves the

overall brand image of the organization. Quality improvement of Work life refers to

the favorableness or un – favorableness of a total job environment of the people.

The basic purpose is to develop jobs and working conditions that are excellent for

people as well as for the economic health of the organization. Quality of Work Life

provides a more humanized work environment. It attempts to serve the higher –

order needs of workers as well as their more basic needs. It seeks to employ the

higher skills of workers and to provide an environment that encourages improving

their skills.

Q - Quest for excellence

U - Understanding

A - Action

L - Leadership

I - Involvement of the people

T - Team spirit

Y - Yardstick to measure progress

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COMPANY PROFILE

VISTEON AUTOMOTIVE SYSTEM INDIA PVT LTD.

About the Company (When Started, Vision mission of the company,

Organization structure)

Leading global automotive supplier Approximately 40,000 employees in 26

countries

Serving the world’s major automakers Strong product portfolio:

Climate Interiors

Electronics

Lighting

Aftermarket operations

Product profile

Visteon Global - Products Core To Our Success:

Primary Product Lines

Air Induction Cockpit Modules Audio

HVAC Systems Instrument Panels Driver Information

Powertrain Cooling Consoles Cockpit Electronics

Compressors Door Trim Modules Powertrain Electronics

Front/Rear Lighting

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PHILIPPINES

United Aluminum Radiator

( Changchun)

Jiangxi Fuchang( Nanchang)

Visteon Interiors Korea(Ulsan, Yesan, Asan,Busan)

Halla Climate Control( Rayong)

Halla Climate Control ( Pyongtaek, Taejon, Ulsan)

Japan Climate Systems(Hiroshima)

Dongfeng Visteon(Wuhan, Shiyan)

Yanfeng VisteonAutomotive Trim Systems

(Beijing )

Halla Climate Control(Dalian)


( Chongqing)

Jiangsu Toppower Automotive Electronics

(Xuzhou, Chongqing,Changchun, Shenzhen)

Visteon Changan Engine Control Systems ( Chongqing)

Visteon Automotive Systems India (Pune)

Visteon TYC Autolamps( Changzhou)

Visteon Cimate Control ( Chongqing)

Visteon JV

Visteon 100%

Interior/Exterior

Climate ControlElectronics

TACO Visteon Automotive(Pune)

Visteon Thailand ( Rayong)

Visteon Thailand ( Rayong)

Visteon Philippines(Santa Rosa)

Visteon Philippines(Santa Rosa)

Visteon Automotive Systems India (Chennai)

Visteon Automotive Systems India (Chennai)

Visteon Japan(Hiroshima)

Yanfeng Visteon Electronics(Shanghai)


(Shanghai)

Yanfeng Key Safety Systems(Shanghai)

Yanfeng Visteon BetungAutomotive Instrumentation

( Shaoxing)

CHINA

THAILAND

JAPAN

KOREA

INDIA

Climate Systems India (Bhiwadi)

Visteon Climate Control(Beijing)

Visteon Asia Pacific Presence

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Visteon India- Products, Plants, Locations, & Customers

Visteon Automotive Systems India VASI

(Toyota, Hyundai, Ford, Mitsubishi,GM, Renault)

Climate, Radiators, Instrument Clusters, Instrument Panels, Bumpers,

Intercooler, FEM Carrier, Audio

Visteon Technical & Services Center VTSC

(Visteon Global)

Embedded Software, BPO

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Visteon Automotive Systems India VASI Pune

(Tata, Mahindra, Renault)

Interior, Exterior

TACO Visteon Automotive Private Ltd TVAP

(Tata)

Powertrain/Lighting

TACO Visteon Engineering Private Ltd TVEC

(Visteon)

CAD CAE Services

Climate System India Ltd CSIL

(Maruti Suzuki, Mahindra)

Aluminum Radiators, Engine Cooling Modules, Intercoolers, Heater Cores &

FDM (under development)

Earmark for VASI Expansion in Western Region

(Climate Products)

New products FDM & Air handling system under development

Plant expansion underway at all Visteon locations in India

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1.3. OBJECTIVES

PRIMARY OBJECTIVES

To assess and improve the quality of work life & Job Satisfaction

at Visteon Automotive System India Ltd .

SECONDARY OBJECTIVES

To identify and study the various parameters influencing the quality of work

life.

To find out current state of work life balance and current opportunities provided

in organizations.

To asses the scope for areas of improvement in the identified parameters

through survey for attaining the organizational objective.

To suggest and implement measure for improving current quality of work life.

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1.4 SCOPE OF THE STUDY

Study on certain personal variable related to quality of work life and job

satisfaction is an important output that helps the organization to know the

perception of the employees about the organization.

It comprises of extrinsic and intrinsic factors and helps maintain an able and

willing work forces

It is an interesting and significant area for conducting research

The study made on the topic of Job satisfaction will reveal the factor of

feeling of employees.

This report is useful to the Management of the company to know the

satisfaction levels of the employees and they can take measures to increase

productivity.

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1.6.6 Limitation of the Study

The findings of the study are applicable only to the Management staffs of

Visteon Automotive System India Ltd.

The responses of respondents are assumed un-biased.

The findings are subjected to change in future due to dynamic environment.

The study was made through survey method. The response was prejudice to

respondents view and may not be highly accurate.

The research cannot be generalized.

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CHAPTER - 2

REVIEW OF LITERATURE

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CHAPTER - 2

REVIEW OF LITERATURE

Study made by Rashmi Shahu, S.V.Gole, Dept Of Management Technology on

“An Empirical Study on Worklife and Job Satisfaction” ( 2001)

In the field of Industrial / Organizational psychology, one of the most researched

areas is the relationship between job satisfaction and job performance

(Judge,Thoresen, Bono, & Patton, 2001). Landy (1989) described this relationship

as the “Holy Grail” of Industrial psychology. Research linking job performance

with satisfaction and other attitudes has been studied since at least 1939, with the

Hawthorne studies (Roethlisberger & Dickson, 1939). In Judge et al. (2001), it was

found by Brayfield and Crockett (1955) that there is only a minimal relationship

between job performance and job satisfaction. However, since 1955, Judge et al.

(2001) cited that there are other studies by Locke (1970), Schwab & Cummings

(1970), and Vroom (1964) that have shown that there is at least some relationship

between those variables. Iaffaldano and Muchinsky (1985) did an extensive analysis

on the relationship between job performance and job satisfaction. Across their many

studies, they found a mean correlation of 17 (Iaffaldano & Muchinsky, 1985). There

are also stronger relationships depending on specific circumstances such as mood

and employee level within the company (Morrison, 1997). Organ (1988) also found

that the job performance and job satisfaction relationship follows the social

exchange theory; employees’ performance is giving back to the organization from

which they get their satisfaction.

The final model is “Alternative Conceptualizations of Job Satisfaction and/or Job

Performance.” This model discusses how positive attitudes toward one’s job can

predict a high degree of job performance. George and Brief (1996) and Isen and

Baron (1991) both found that employees’ attitudes are reflected in their job

performance. If this is the case, then we can argue that there is a relationship

between employees’ job satisfaction and job performance, as satisfaction is an

attitude about their job. Industrial psychologists do not justify any relationship

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between job satisfaction and job performance, although it has been found that a

positive mood is related to higher levels of job performance and job satisfaction.

Job Performance in Relation to Job Stress Stress is a mental and physical condition,

which affects an individual’s productivity, effectiveness, personal health and quality

of work. Job stress victims experience lowered quality of work life and job

satisfaction. The harmful and costly consequences of stress demonstrate the need

for strategies to limit stressors within the organization. Organizations that do not

adopt strategies to alleviate stress may find their employees looking elsewhere for

better opportunities. The impact of stress from overwork, long hours at work and

work intensification has had a major and often devastating effect on organizations

of developed nations. Japan, where Karoshi – death by overwork – is officially

recognised as a fatal illness, America where job stress alone costs American

business an estimated $200 billion annually, the UK £63 billion and Australia $15

billion. This is the cost for compensation claims, reduced productivity, absenteeism,

added health insurance costs and direct medical expenses for stress related illnesses

(Savery and Luks, 2000b).

A recent American Management Association survey of 292 member firms revealed

that per capita disability claims tend to increase when positions are eliminated. The

survey, which dealt with layoffs between 1990 and 1995, found that the illnesses

disabled workers sought treatment for – gastrointestinal problems, mental disorders

and substance abuse, hypertension and the like – were stress related (Reese, 1997).

The process of restructuring, downsizing and reengineering have helped companies

to become lean, but not without great costs. Employees are experiencing more stress

and uncertainty because companies got leaner without building their “muscle”. Just

like going on a diet without exercising. The organization weighs less but the

percentage of fat” – which manifests as high stress, low morale and less than

optimal productivity has actually increased. Some organizations have even become

anorexic. They are too lean, but because the think they are fat, they continue to

“diet”.

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Research Tools

The tools required for this research included two different assessments. The first

tool is job satisfaction instrument (developed by Mishra, R.S., Tiwari, Manorama).

The author has found the split half reliability of the test to be 0.78 and the test retest

0.69.

The validity of the test is stated to be 0.68. The test includes 11 important areas

which are relatively more prominent and found common in the literature. They are

security, monetary remuneration, service conditions, future advancement,

andrecognition of good work, social circle, working conditions, nature of

job,supervision, accommodation and leave facility. The second tool is occupational

stress index. The scale consists of 46 items with 5 alternative responses. Out of

46items 23 are true keyed and 18 are false keyed. The items relate to almost all

relevant components of the job life which cause stress in some way or the other

such as role overload, role ambiguity, role conflict, group and political pressures,

responsibility for persons, under participation, powerlessness, poor peer relations,

low status, and working conditions. The reliability index ascertained by split half

(odd - even) method and Chronbach’s alpha coefficients for the scale were found to

be 0.935 and 0.90 respectively. The other instrument was a current (2005)

performance evaluation that was completed by the executives of the each company.

1.6 Procedure The author contacted the managers of various private manufacturing

companies and discussed the possibility of conducting a study investigating

relationships between job performance, job satisfaction, and job stress; she granted

permission to carry out the research. After agreement on the terms of the research,

steps were taken to ensure confidentiality by having the confidential secretary aid in

the process of removing names from the performance evaluations and later handing

the evaluations to the participants. At no time did the researcher see the

performance evaluations with the names on them, nor did she take the evaluations

out of the department. Because of the extreme confidentiality of these evaluations,

they were only given to the researcher, by the companies, after the secretary deleted

the names and all other identifiers.

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The researcher scheduled an hour and a half of classroom time for each of the three

shifts at various departments of different manufacturing companies. During this

time, the informed consent form and the instructions for the assessments were

handed to each participant and it was made sure that all questions pertaining to the

research that the participants had were answered. Each participant received a large

envelope

containing the assessment instruments. At this time, the secretary handed out the

sealed envelops with the confidential performance evaluations sealed inside to the

participants so they could put them in the large envelope with the other assessments.

A copy of the instructions was handed out to each participant and the instructions

for each assessment were also read and any questions were answered. Participants

were also divided into four groups according to job tenure. Each employee was

given a number that corresponded with a group and were instructed to write this

number on the inside flap of the large envelope. After filling out the questionnaires,

the participants put these along with the confidential performance evaluation into

the large envelope and handed the package back to the researcher.

Study made by Md. Zohurul Islam* and Sununta Siengthai** on “Quality of

work life and organizational performance: Empirical evidence from Dhaka

Export Processing Zone”( 2005)

Dhaka Export Processing Zone manufacturing enterprises are playing an important

role in term of investment, employment generation and export. We, therefore, have

undertaken this exploratory study on the influence of workers quality of work life

(QWL) on job satisfaction and organizational performance. QWL is hypothesized to

directly or indirectly influence organizational performance. A questionnaire survey

was undertaken within the EPZ enterprises with non-managerial employees who are

mainly involved in the production process. A simple random sampling method was

used and about 216 sample responses were returned and usable. Data were analyzed

using descriptive statistics, chi-square test and regression analysis to test the

22

formulated hypotheses and the significance and reliability of the findings. The

findings suggest QWL although is positively related to organizational performance

but it is not significant as hypothesized. However, there is a positive and significant

relationship between QWL and employees’ job satisfaction. Finally, conclusion and

policy implications are given.

Quality of Work Life (QWL) has become one of the important issues in

manufacturing enterprises like EPZ and those outside of EPZ. More than 64 per

cent of female workers are engaged in Dhaka EPZ and more than 90 per cent are

worker level employees (Majumder, 2006). In term of working conditions, export-

oriented enterprises are supposed to maintain their international standards.

However, working conditions are changing by the force of technological

advancement. In addition, it has been observed that technology has also changed the

work culture in manufacturing enterprises (Mathur, 1989; Ratnam, 2001). Research

Method

Research site: Dhaka EPZ is the second largest according to the number of

factories, investment and export and of course in terms of employment. It has been

selected as the site for this research as the researcher has an access to this special

economic zone. Dhaka EPZ has 265 enterprises in operation, and 35 under

construction. It is 40 km. away from capital Dhaka city, 24 km from International

Air Port and 330 from Chittagong Sea Port.

Survey Process and Procedure

Survey for non-managers: This survey is the partial results of the full-scale survey

of the managerial level officers to collect data on organizational change and

productivity improvement as an empirical study on Dhaka Export Processing Zone.

There was a questionnaire set for non-managerial level employees so it is the by

product of the main research. The researcher had a full scale survey on managerial

level, with 53 enterprises among all the A, B and C categories enterprises. By

validating the data and information, we conducted a structure questionnaire survey.

Simple random sampling method was used for collecting data. The sample size was

216. The data were collected during the July-August of 2008.

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Measurement

Organizational performance: The variables regarding organizational performance

were (Lau & May, 1998) measured by a 5-point Likert-scale (‘1’ strongly disagree

to ‘5’ strongly agree). The variables include the items of Q2, Q9, Q10, Q26, Q27,

and Q28. Items details are in annexure.

Employees Job satisfaction: Job satisfaction was measured with five variables.

Whereas, Hackman and Oldham (1980) measured job satisfaction with twelve

items, in case of Bangladesh not all of them were relevant in the context of EPZ

workers. These items were measured by a 5 point Likert scale (‘1’ Strongly disagree

to ‘5’ Strongly agree). Those items are: Q1, Q3, Q14, Q20, Q21, Q25 and Q29.

Items details are in Annexure.

QWL: Quality of Work Life was measured with ten items (Hackman and Lawler,

1971). Those items are: Q8, Q11, Q12, Q13, Q22, Q23, Q30, Q31, Q32 and Q33.

All those items were measured by using a 5-point Likert scale (‘1’ strongly disagree

to ‘5’ strongly agree). Items details are in Annexure.

Wage policy: The variables regarding wage policy in DEPZ enterprises were

measured by two items by using a 5-poing Likert scale. The items were Q4, Q5,

Q15 and Q16 (see detail in Annexure).

Company policy: Company policy was measured with six variables. These variables

items were measured by using a 5-point Likert scale. Those were Q6, Q7, Q19, and

Q24. Items details are in Annexure-G.

Union: Union was measured with two items. These variable items were measured

by using a 5-point Likert scale. These were Q17 and Q18. Items details are in

Annexure-G.

Reliability: Reliability reflects the consistence of a set of items variables scale by

measuring the concept in a particular. It illustrates the individuals differences

concerning the amount of agreement or disagreement of the concept studied. In this

study, reliability measurement is important to verify the variables consistencies

through employee job satisfaction, quality of work life and organizational

24

performance. Cronbach’s alpha is computed using SPSS scale reliability

programme for each set of constructs. The value of Cronbach’s alpha is reported in

Table 1.

Chronbach alpha reliability Table 1

Factor Items Cronbach’s

Alpha

Organizational performance 6 .3469

QWL 10 .3336

Job satisfaction 7 .6698

Company policy 4 .5825

Wage policy 4 .4391

Union 2 .2713

Overall 33 items 33 .8185

Table 5 Regression results testing the relationship between quality of work life

and employee job satisfaction/Model Summary

Model R R Square Adjusted

R Square

F Std.

Error of

the

Estimate

Sig.

1 .746(a) .557 .546 52.761 .26711 .000

Conclusion

A large number of workers in DEPZ, Bangladesh are playing an exciting role for

economic growth special focus on investment, employment and export. This study

focused on to identify the factors those are associated with employees’ job

satisfaction and their quality of work life. More specific the study was to identify

the relationship between QWL and employees’ satisfactions as well as QWL and

organizational performance. Apart from that the coefficient table (Table 4) shows

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the employees’ job satisfaction, wage policy, company policy and union also have a

positive relationship with organizational performance in DEPZ enterprises. For this

study data were collected within foreign own enterprises, joint venture enterprises

and local own enterprise from Dhaka Export Processing Zone. 216 respondents

were in different level of job and all of were non-managerial level. Most of the

enterprises were textile related enterprises. Respondents’ views have been explored

and tested by statistical tools (SPSS) and found all except QWL are positively

associated with organizational performance. However, it is also found that QWL is

positively and significantly related to employee job satisfaction. As employee job

satisfaction is found significantly and positively related to organizational

performance, it is thus implied that the EPZ managers should try to develop a

stronger connection between the QWL and employee satisfaction and

organizational performance. The potential findings reveal that workers wage are not

determining by market rates. Housing accommodations are not provided by the

employers and the accommodation allowances are very low. This is very hardship

to get private accommodation with this allowances, this made dissatisfaction among

the employees. Similar result reveals in profit bonus, production bonus, losing their

job, availability of job, office transport facility, and family life as well free working

lunch.

Moreover, result revealed that quality of work life toward workers development like

as training, worker union, participation in decision making variables are with high

standard deviation (see descriptive statistics Table in appendix-G) values that

explained management should come forward to meet workers demand that have the

positive impact on firm performance. The present study suggests that quality of

work life practice in DEPZ is beneficial for the entrepreneur, management as well

buyer point of view according to high performance of work and high satisfaction for

worker as well.

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CHAPTER – 3

RESEARCH METHODOLOGY

27

1.6 RESEARCH METHODOLOGY

1.6.1 Research Design

The research design indicates the types of research methodology under taken

to collect the information for the study.

The research design selected for “Study on certain personal variable

related to quality of work life among the personnel of a manufacturing

industry”. It is descriptive type of research design. The purpose of descriptive

research is to get the characteristic of an individual towards an objectives or the

variable of interest in a situation.

A descriptive research design is the one that simply describes something

such as demographic characteristic of group (or) customers of the product.

Descriptive research study provides clear specification of who, what, when, where,

why and how aspects of the research.

1.6.2 Area of Study

The area of study is confined to Quality of Work Life of management level

personnel working at Visteon Automotives INDIA Ltd.

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1.6.3 Data Collection Method

1.6.3.1Primary Data

The primary data are those which are collected for the first time and thus

happens to be original in characteristics. Primary data are data gathered for specific

purpose or for a specific research project the instrument used to collect the primary

data to carry out the survey is structured questionnaire which is administrated to

personal interview.

1.6.3.2Secondary Data

The secondary data are those data which have already been collected through

others sources like news paper, magazine, books & internet. Secondary data are

collected to find out the level of their needs, wants, and their taste.

1.6.4 Population of the Study

The study is conducted among the population of 210 employees of Visteon

Automotive Systems India Ltd working/handling different functions.

1.6.4.1 Sample Size:

From the finite population, sample size 100 employees.

1.6.4.2 Stratified Disproportionate Random Sampling:

The total population is segregated in to several mutually exclusive sub

population or strata. The process by which the sample is constrained to include

elements from each of the strata is called stratified random sampling.

The stratified disproportionate random sampling is where, each stratum is

not properly, represented, so that sample drawn from each strata is not proportionate

to the stratum’s share of the total population.

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SL NO STRATA POPULATION % SAMPLE

1 HR, Finance 42 44 17

2 Marketing 21 45 9

3 PD 36 42 14

4 Purchase, STA 36 45 16

5 Quality,

Manufacturing &

Engineering

105 42 44

210 100

1.6.5 Data Collection Tool

1.6.5.1 Questionnaire Design:

The questionnaire framed for the research study is a structured questionnaire

in which all the questions are predetermined before conducting the survey. The

form of questionnaire is of both closed and open type. The closed type of questions

is of

Dichotomous scale (Yes / No)

Likert 5-point scale (H.S, S, N, H.DS)

Category scale (Multiple items)

Multiple choices are given for closed type questions for which the customers can

respond for one or more than one alternatives. The questions in the questionnaire

were arranged in a sequences manner, which helps the researcher to get answer

from the respondents.

30

The researcher has framed the questionnaire in the clear manner such that it

makes the respondents to under stand and to answer the questions easily. The

researcher has designed questionnaire in such a way it is short and simple questions

and was arranged in a logical manner.

1.6.5.2 Questionnaire

A questionnaire is simply a formalized set of questions for eliciting

information.

1.6.5.3 Types Of Questions

The different types of questions used for the study are:

Open-ended Questions.

Closed-ended Questions.

Multiple choice Questions.

1.6.5.4Tools for analysis

Percentage Analysis

Formula:

Percentage = (Number of Responses/ Total Number of Respondents) *

100.

Weighted Average Method

Mean Score = Total Score / No. Of Responses

Where total score= No. Of Responses * Weighted Average.

Chi-Square Test:

2 = (O-E) ^ 2/E

O = Observed Frequency.

E = Expected Frequency.

31

Chi-square is used to test whether there exist a significant relationship

frequency between observed and Expected frequency.

To find 2 table value degree of freedom,. Degree of freedom is calculated

using the formula (r-1) (c-1). The table value for the degree of freedom can be

either using 5% or 1% of significant level.

If the table value is greater than the calculated value, Null Hypothesis is

accepted or Null Hypothesis is rejected.

32

ANALYSIS AND INTERPRETATION

33

Data Analysis

2.1 Hypothesis

Job performance is significantly related to Job Stress & Job Satisfaction.

2.2 Analysis

The data was analyzed giving thought to the main hypothesis: to find relationships

between job performance, job satisfaction, and job stress. Each assessment was

looked at individually and descriptive statistics were computed for each. Frequency

reports on the specific questions were run to determine agreement within the

measures. All assessments were also correlated with one another to view any

existing relationships between the variables. Both questionnaires contained some

positive questions and some negative question. The scale used was from 1 to 5, 5

being the maximum score for each question, for example if there are four questions

on job security then the maximum score for job security will be 20. For negative

questions the score was reversed. Total scores for each area of Job Stress & Job

Satisfaction were calculated and the total score was tabulated as per the individuals.

2.3 Multiple Regression Analysis

Performance = f (Satisfaction, Stress)

Y = f (X1, X2)

Y = 84.69 + 0.2599 X1 – 0.37744 X2

Where,

Y _ Performance

X1 _ Satisfaction

X2

_ Stress

Negative coefficient for variable x2 shows that as stress increases performance

lowers down.

RMS error for this model = 5.8

= 13.928

X bar = 22.11, r = 0.868, R2 = 0.75

34

The value of R2 shows that for 75% of the time the model will give correct result.

The following model shows the relationship of stress with the dominant factors

causing stress.

AIMS International Journal 242 of Management 2(3)

X = 28.20 + 5.48 X1 + 3.2 X2 + 1.49 X3 + 0.29 X4

X _ Stress

X1 _ Role overload

X2 _ Political Pressures

X3 _ Poor relation

X4 _ working condition

The following model shows the relationship of satisfaction with the dominant

factors

giving satisfaction.

Y = 48.91 + 3.82 Y1 + 1.98 Y2 + 0.31 Y3

Y _ Satisfaction

Y1 _ Job security

Y2 _ Service Condition

Y3 _ Social circle

2.4 Results of ANOVA

1. The performance was significantly better in low stressed group (M=74.65) in

comparison to the performance of highly stressed group (M=63.19), F = 33.41, p

< .01.

2. The performance was seen greater in highly satisfied group (M=71.35) in

comparison to the performance of low satisfaction group (M=66.49), F = 5.87 p

< .05.

3. Interaction effect between stress & satisfaction was found to be non-significant

F = 0.16, p < .05, p < .01.

Table 1 Average score of all the areas of job satisfaction for all companies

35

Job Security 15.42

Remuneration 12.66

Future

Advancement

7.86

Service Condition 14.03

Recognition 7.93

Social Circle 19.00

Working

Condition

11.20

Nature of Job 15.91

Table 2 Average score of all the areas of job stress for all companies

Group and Political Pressures 13.87

Under Participation 9.63

Role Ambiguity 9.69

Poor Peer Relation 9.77

Strenuous Working Condition 10.81

Non profit environment 6.87

Powerlessness 9.95

Low Status 6.49

Responsibility for Persons 9.17

Role Conflict 10.08

Intrinsic Impoverishment 10.48

Role Overload 14.50

The result shows that all companies taken together, the two major areas where the

employees of every company showed maximum stress were:

i) Role Overload

36

ii) Group and Political Pressure

The result shows that all companies taken together the two major areas where the

employees of every company showed minimum satisfaction were:

i) Leave facility

ii) Future advancement

. Conclusion

Overall, there were not any surprising findings. The study conducted corresponded

with the previous research as to what factors can predict job performance. Because

the study was conducted on a small sample, more research on different samples

would need to be conducted to draw further conclusions.

The companies that are lagging behind in certain areas of job satisfaction & job

stress need to be developed so that their employees show good performance level,

as

it is proved that performance level lowers with high stress & rises with high

satisfaction scores.

Table 3 ANOVA Analysis

Source SS Degree of freedom MS F

A (Satisfaction) 403.2 1 403.2 5.87

B (Stress) 2292.68 1 2292.68 33.41

A X B 11.06 1 11.06 -0.16

The awareness program pertaining to stress & satisfaction is to be taken up in the

industries to make them aware of the benefits of knowledge of stress and its

relationship with satisfaction and achievement of goal of industries. Simply based

upon the measurement of stress level, company itself can take steps to reduce the

stress level. This awareness, improvement and maintenance cycle will help the

industry to improve overall performance.

37

Table No: 1

Age of respondents

Age No. of respondents Percentage

20 – 30 30 30.0

31 – 45 45 45.0

46 & above 25 25.0

Total 100 100.0

INFERENCE:

The above table shows that majority of 45% of the respondents belongs to the age

group of 31 to 45 and 30% of the respondents lies between 20 to 30 age group. 25% of the

respondents fall from the age group of 46 and above. The study reveals that all the

respondents all age group level are well capable of assessing the quality of their work life.

38

Table No. 2

Experience of the respondents

Experience No. of Respondents Percentage

Below 1 year - -

1 – 5 years 19 19

5 – 10 years 24 24

Above 10 years 57 57

Total 100 100

INFERENCE:

The above table shows that majority of 57% of the respondents are with an

experience of more than 10 years and 24% are 5 to 10 years of experience. 19% of the

respondents are with 1-5 years experience. No respondent is less experienced. The study

reveals that all the respondents are well experienced, so they are well capable of assessing

the quality of their work life.

39

Table No – 3

Income level of the respondents

Income Level No. of Respondents Percentage

Below Rs. 5,000 - -

Rs. 5,000 – Rs.10,000 38 38

Rs. 10,000 – Rs.20,000 59 59

Above Rs. 20,000 3 3

Total 100 100

INFERENCE:

The above the table shows that as much as 82 per cent of the respondents are in the

higher income group of more than Rs. 10,000 income per month. Hence it can be inferred

that monetary benefits are not a constraint to assess the quality of work life, in the study

unit.

40

Table No – 4

Using skills and abilities to perform the job

Opinion No. of Respondents Percentage

Strongly Agree 46 46

Agree 51 51

Disagree 2 2

Strongly Disagree 1 1

Total 100 100

INFERENCE:

The above the table states that as much as 97% of workers in the study unit were of

the opinion that their job enables them to use their skills and abilities in full. Only 3% of

them disagreed to this point. Hence it can be inferred that the work in the study unit is

such that which allows almost all the workers to use their skill and ability in full.

41

Table No – 5

Equal treatment at work place



Agree 57 57

Disagree - -

Strongly Disagree - -

Total 100 100

INFERENCE:

The above the table shows that no harm is done to the self-respect of the workers in

the study unit. 43% of the respondents strongly agreed to the statement and 57% of the

respondents also opinioned that the workers are treated equally with respect at their work

places. Thus it can be concluded that the organization provides equal treatment at work

place.

42

Table No – 6

Conditions on my job allows me to be productive



Agree 51 51

Disagree 2 2


Total 100 100

INFERENCE:

From the above table it can be understood that almost 97% all the workers in the

study unit either agree or even strongly agree that the conditions on their job allow them to

be productive. Only 3% of them were of negative opinion. Thus, it is clear that the

conditions on job are congenial to raise the productivity of the workers which is very

essential for both the management and workers to achieve their objectives of higher

productivity.

43

Table No – 7

Opportunity to develop special abilities



Agree 63 63

Disagree 12 12


Total 100 100

INFERENCE:

The above table states that 25% of the workers strongly agree to the point that

there are adequate opportunities to develop their own special abilities in the work place.

63% of the respondents agree to it only to some extent. Only 12% of the workers find no

such opportunities in the study unit. Hence, it can be inferred that the opportunities

available in the workplaces to develop the special abilities of the workers is satisfactory.

No doubt in the improvement of special abilities would definitely improve the quality of

work life in the study unit.

44

Table No – 8

Organisations provides enough guidance to get the job done



Agree 58 58

Disagree 17 17

Strongly Disgree 1 1

Total 100 100

INFERENCE:

The above table shows that 82% of the workers in the study unit are satisfied with

the guidance provided to them by the superiors/managers to get the work done easily. 18%

of the respondents disagreed to accept it. Hence, it con be inferred that guidance to work,

which is essential for the quality work life which is provide at the work place in the study

unit.

45

Table No – 9

Organization provides high quality tools and techniques to do the job



Agree 32 32

Disagree 3 3


Total 100 100

INFERENCE:

As shown in the table, the opinion of the respondents as regard to the positive

factors of the high quality tools and techniques required to perform the job. 65% of the

respondents very strongly agree & with the provisions made to utilize quality tools and

techniques to perform the job, and 32% of the respondents also agree with then statements,

are hand only 3 per cent of the respondents are refused to accept it. Hence it can be

concluded that there is positive attitude towards the provisions of tools techniques.

46

Table No – 10

Opportunities for promotion are good



Agree 52 52

Disagree 27 27


Total 100 100

INFERENCE:

As shown in the table, the opinion of the respondents as regard to the chances

for promotion is not appreciable compared to other determinants of quality of work life.

Only 72% of the respondents has agreed that the chances for promotion are good in the

study unit where as, as much as 28% of the workers refused it. Hence, it can be concluded

that the chances for promotion are not attractive among the workers even though majority

of them agree to it.

47

Table No – 11

The safety of workers is at high priority


Yes 59 59

No 41 41

Total 100 100

INFERENCE:

As pointed out in the table, 59% of the respondents opinioned that high priority

was assumed to safety at work place and other side of the coin reflects 41% of the

respondents disagreed . Hence, it can be concluded that the safety towards the employees

need to be concentrated highly to ensure safe and secured work life.

48

Table No – 12

Infrastructure facilities are Good


Yes 90 90

No 10 10

Total 100 100

If “Yes” which of the following do you like


First aid 7 7

Canteen 27 27

Lightening and ventilation 56 56

Others 10 10

Total 100 100

INFERENCE:

Above table shows that 56% of the respondents are satisfied with lightening and

ventilation facilities provided in the work place, followed by 27% satisfied with canteen

facilities and 7% of the respondents opinioned on first aid facilities, 10% of the

respondents opinioned on others includes drinking water, rest rooms etc.

49

Table No – 13

Fringe benefits are good in the organization



Agree 56 56

Disagree 15 15


Total 100 100

INFERENCE:

As shown in above table 34% of the workers accept that the fringe benefits

offered to them are good and enough to their expectations. As much as 56% were of the

opinion that the fringe benefits are somewhat good, though not up to their expectations.

The remaining 16% were of the opinion that the fringe benefits offered in the study unit

are not at all up to their expectations. Hence it can be concluded that the fringe benefits

offered in the study unit, in general, are not up to the expectation of the workers.

50

Table No - 14

The supervisor is concerned about the welfare of the workers



Agree 45 45

Disagree 25 25


Total 100 100

INFERENCE:

As the above table states that the attitude of the supervisor towards the welfare of

the workers is positive for 70% of the workers only. The remaining 30% were of the

opinion that the attitude of their supervisor was not in favor of their welfare. Thus the

attitude of the supervisors are not satisfactory and it is a hurdle in the assessment of the

quality of work life in the study unit.

51

Table No – 15

Job security



Agree 46 46

Disagree 1 1


Total 100 100

INFERENCE:

The above table shows that 53% of the workers strongly feel that there is

security for their job and only one worker feel that there is no security for the job. Job

security is the vital factor to access the quality of the work life in any organization. Since

the job security in the study unit ensures that there are majority chances for good

performance and as a result the quality of work life are up to the expectation.

52

Table No – 16

Helping tendencies of supervisor


Strongly Agree 33 33.0

Agree 54 54

Disagree 11 11


Total 100 100

INFERENCE:

From the above table, it can be understood that the helping tendency of the

supervisor is not up to the expectations of the respondents as only 33% of them strongly

accept that the supervisors are lending their helping hands always. 54% of the workers are

the view that the supervisor are helping at times are not always. The remaining 13% are of

the opinion that they are not at all helped by their supervisor. The helping tendencies of

the supervisors determine the quality of work life in any organization, it is up to the

required expectations level of the workers in the study unit.

53

Table No – 17

Training opportunities helped in terms of improving the quality of work



Agree 54 54

Disagree 15 15


Total 100 100

INFERENCE:

The above the table states that only 30% of the workers strongly accept that

there are training opportunities in the study unit, which helps them to perform their job

safely and competently. 54% of the workers accept to some extent that the training

opportunities are available and helpful. The remaining 17% were of the opinion that they

had no such opportunities. Training is very essential for quality of work life in any

organization. The training opportunities offered in the study unit are up to the expectations

of the workers at present.

54

Table No – 18

Employees opinion about work stress


Always 29 29

Often 64 64

Sometimes 6 6

Never 1 1

Total 100 100

INFERENCE:

The above table shows that except only one worker of all the 99 workers are of

the opinion that their work is stressful one. Among them, 29% of the workers opinioned

that the stress is always there in the work and a vast majority of 64% feels that they often

find their work stressful. Only 6% of the workers have stated that their work is stressful

sometimes and not always. Hence it can be inferred that the work is stressful one, which if

allowed uncontrolled will spoil the quality of work in the study unit.

55

Table No – 19

Employees opinion on work schedule


First Shift 65 65

Second Shift 4 4

Third Shift 0 0

General Shift 31 31

Total 100 100

INFERENCE:

From the table 69% of workers are satisfied with first shift, 31% of workers are

satisfied with general shift and 4% of the workers opinioned on second shift. Hence the

majority of the respondents accepts with their first shifts.

56

Table No – 21

Accepting suggestions by the supervisors



Agree 51 51

Disagree 12 12


Total 100 100

INFERENCE:

Above the table 35% of the workers opinioned that their supervisors are always

accept their suggestions and get positive motivations from them. 58% state that their

supervisors accept their suggestions sometimes and not always. The remaining 14%

reveals that their supervisors never lend their ears to their suggestions. So, these workers

were motivated negatively by their supervisors. Though there is no need for the

supervisors to accept all the suggestions offered by the workers yet they shall not be

motivational exists in the study unit in the form of discarding the suggestions made by the

workers.

57

Table No – 22

Proud to be a part of CLASSIC MOULDS & DIES Ltd.



Agree 18 18

Disagree 1 1


Total 100 100

INFERENCE:

The above table shows that except only one worker, all the 99% of the workers

are of the opinion that they are very proud to work in the study unit. Thus the image of the

study unit in the minds of the workers is very high, which is very essential for improving

the quality of work life in it.

58

Chi - Square –Test – ITable – 23

Opinion about promotions and the experience of the workers.

Experience Level

Strongly Agree

Agree DisagreeStrongly Disagree

Total

1 -5 years5

(3.8)9

(9.9)5

(5.1)0

(0.2)19

5 – 10 years3

(4.8)11

(12.5)10

(6.5)0

(0.2)24

>10 years12

(11.4)32

(29.6)12

(15.4)1

(0.6)57

Total 20 52 27 1 100

HYPOTHESIS:

There is no significant relationship between the experience level of workers and their opinion about promotions.

Degree of Freedom [d.f] = (r-1) (c-1)

= (4 -1) (3 – 1)

= 3*2 = 6

Significance level of 6 at 5%

Calculated value [C.V] = 4.944

Table value [T.V] = 12.592

Conclusion:

Since the calculated value is less than the table value, the null hypothesis is accepted. So it is

proved that there is no significant relationship between the experience level of workers and their opinion

about promotions

Chi - Square –Test – II Table – 24

Opinion about fringe benefits and income level of the workers.

Income LevelStrongly

AgreeAgree Disagree

Strongly Disagree

Total

5000-100008

(10.6)22

(21.3)8

(5.7)0

(0.4)38

59

10000-2000020

(16.5)32

(33.0)6

(8.9)1

(0.6)59

>200000

(0.8)2

(1.7)1

(0.5)0

(0.0)3

Total 28 56 15 1 100

HYPOTHESIS:

There is no significant relationship between the opinion of respondents with different income level and their

opinion on fringe benefits.

Degrees of Freedom[d.f] = (r-1) (c-1)

= (4 -1) (3 – 1)

= 3*2 = 6




CONCLUSION:

Since the calculated value is less than the table value, the null hypothesis is accepted. So it is

proved that there is no significant relationship between the opinion of respondents with different income

levels and their opinion on fringe benefits.

Chi – Square Test – IIITable – 25

Opinion about the opportunities provided in the organization to develop the employees abilities and their equal treatment at work place.

Equal Treatment at work place.

Strongly Agree

Agree Disagree Total

Strongly Agree25

(10.8)14

(27.1)4

(5.2)43

Agree0

(14.2)49

(35.9)8

(6.8)57

Total 25 63 12 100

HYPOTHESIS:

There is no significant relationship between the equal treatment of workers and their opportunities to develop

their own abilities in the organization.

60


= (3 -1) (2 – 1)

= 2*1 = 2


Calculated value [C.V] = 44.694Table value [T.V] = 5.991

CONCLUSION:

Since the calculated value is higher than the table value, the null hypothesis is rejected. So it is

proved that there is significant relationship between the equal treatment of workers and their opportunities to

develop their own abilities in the organization.

61

Chi – Square Test –IVTable – 26

Opinion about the Employees Priority to Safety and Their Acceptance of Suggestions by their Superiors.

Employees opinion prior to safety

Strongly Agree

Agree DisagreeStrongly Disagree

Total

Yes16

(20.7)33

(30.1)8

(8)2

(2)59

No19

(14.4)18

(20.9)4

(4.9)0

(0.8)41

Total 35 51 12 2 100

HYPOTHESIS:

There is no significant relationship between the employee’s opinion on priority to safety and their acceptance of

suggestion by their superior.


= (4 -1) (2 – 1)

= 3*1 = 3




CONCLUSION:

Since the calculated value is lesser than the table value, the null hypothesis is accepted. So it is

proved that there is no significant relationship between the employee’s opinion on priority to safety and their

acceptance of suggestion by their superior.

62

Weighted Average Method:Table – 27

Employee’s perception on motivational insights

InsightsRank (1-5)

Total5 4 3 2 1

Interest in work 28 26 26 14 6 100

Recognition 34 24 1 16 16 100

Award and Rewards 9 22 23 24 22 100

Compensation 10 12 20 17 41 100

Friendly Co-workers 19 16 21 29 15 100

Weighted average method = (X1W1 + X2W2 + X3W3 + --------)/N

a. Interest work = (28*5 + 26*4 + 26*3 + 14*2 + 6*1)/N

= (140 + 104 + 78 + 28 + 6)/100

= 356/100 = 3.56 b. Recognition = (34*5 + 24*4 + 10*3 + 16*2 + 16*1)/N

= (170 + 96 + 30 + 32 + 16)/100

= 344/100 = 3.44c. Awards &

Rewards = (9*5 + 22*4 + 23*3 + 24*2 + 22*1)/N

= (45 + 88 + 69 + 48 + 22)/100

= 272/100 = 2.72

d. Compensation = (10*5 + 12*4 + 20*3 + 17*2 + 14*1)/100

= (50 + 48 + 60 + 34 + 41)/100

= 233/100 = 2.33e. Friendly

Co-workers = (19*5 + 16*4 + 21*3 + 39*2 + 15*1)/100

= (95 + 64 + 63 + 58 + 15)/100

= 295/100 = 2.95

Rank Weighted Average Score

Rank Weighted Average Attributes

I 3.56 Interest in work

II 3.44 Recognition

63

III 2.95 Friendly Co-workers

VI 2.72 Awards and Rewards

V 2.33 Compensation

INFERENCE:

From the table it is clear that among the motivational insights factors interest in work ranks the top

with 356 points resulting an average of 3.56 followed by recognition with 344 points weighing an average of

3.44. It reveals that both the management and the workers are in mutual understanding as the interest in the

work ranks high and the recognition of the workers ability and skill by the management is also at high level.

The motivational factors like awards and rewards, compensation and friendliness with co-

workers rank less than the general average of 3. It envisages that the management needs concentration on

awarding rewards and in paying compensation where as the workers shall develop friendliness with their co-

workers to make the work life a quality one.

CHAPTER – IV

4.1 FINDINGS FROM THE STUDY

The following findings were observed:

From the table 1, it is inferred that majority of 45% of the respondents belongs to the age group of

31 to 45 and 30% of the respondents lies between 20 to 30 age group. 25% of the respondents fall

from the age group of 46 and above.

From the table 2, it is inferred that majority of 57% of the respondents are with an experience of

more than 10 years and 24% are 5 to 10 years of experience. 19% of the respondents are with 1-5

years experience. No respondent is less experienced.

From the table 3, it is inferred that as much as 82 per cent of the respondents are in the higher

income group of more than Rs. 10,000 income per month.

64

From the table 4, it is inferred that as much as 97% of workers in the study unit were of the opinion

that their job enables them to use their skills and abilities in full. Only 3% of them disagreed to this

point.

From the table 5, shows that no harm is done to the self-respect of the workers in the study unit.

43% of the respondents strongly agreed to the statement and 57% of the respondents also opinioned

that the workers are treated equally with respect at their work places.

From the table 6, it is inferred that almost 97% all the workers in the study unit either agree or even

strongly agree that the conditions on their job allow them to be productive. Only 3% of them were

of negative opinion.

From the table 7, it is inferred that 25% of the workers strongly agree to the point that there are

adequate opportunities to develop their own special abilities in the work place. 63% of the

respondents agree to it only to some extent. Only 12% of the workers find no such opportunities in

the study unit.

From the table 8, it is inferred that 82% of the workers in the study unit are satisfied with the

guidance provided to them by the superiors/managers to get the work done easily. 18% of the

respondents disagreed to accept it.

From the table 9, it is inferred that the opinion of the respondents as regard to the positive factors of

the high quality tools and techniques required performing to do the job. 65% of the respondents very

strongly agree & with the provisions made to utilize quality tools and techniques to perform the job,

and 32% of the respondents also agree with the statements, and only 3% of the respondents are

refused to accept it.

From the table 10, it is inferred that the opinion of the respondents as regard to the chances for

promotion is not appreciable compared to other determinants of quality of work life. Only 72% of

the respondents have agreed that the chances for promotion are good in the study unit where as, as

much as 28% of the workers refused it.

From the table 11, it is inferred that 59% of the respondents opinioned that high priority was

assumed to safety at work place and other side of the coin reflects 41% of the respondents

disagreed.

65

From table 12, it is inferred that 56% of the respondents are satisfied with lightening and ventilation

facilities provided in the work place, followed by 27% satisfied with canteen facilities and 7% of the

respondents opinioned on first aid facilities, 10% of the respondents opinioned on others includes

drinking water, rest rooms etc.

From the table 13, it is inferred that 34% of the workers accept that the fringe benefits offered to

them are good and enough to their expectations. As much as 56% were of the opinion that the

fringe benefits are somewhat good, though not up to their expectations. The remaining 16% were of

the opinion that the fringe benefits offered in the study unit are up to their expectations.

From the table 14, it is inferred that the attitude of the supervisor towards the welfare of the workers

is positive for 70% of the workers only. The remaining 30% were of the opinion that the attitude of

their supervisor was not in favor of their welfare.

From the table 15, it is inferred that 53% of the workers strongly feel that there is security for their

job and only one worker feel that there is no security for the job.

From the table 16, it is inferred that the helping tendency of the supervisor is not up to the

expectations of the respondents as only 33% of them strongly accept that the supervisors are lending

their helping hands always. 54% of the workers are the view that the supervisor are helping at times

are not always. The remaining 13% are of the opinion that they are not at all helped by their

supervisor.

From the table 17, it is inferred that only 30% of the workers strongly accept that there are training

opportunities in the study unit, which helps them to perform their job safely and competently. 54%

of the workers accept to some extent that the training opportunities are available and helpful. The

remaining 17% were of the opinion that they had no such opportunities.

From the table 18, it is inferred that except only one worker of all the 99 workers are of the opinion

that their work is stressful one. Among them, 29% of the workers opinioned that the stress is

always there in the work and a vast majority of 64% feel that they often find their work stressful.

Only 6% of the workers have stated that their work is stressful sometimes and not always.

From the table 19, it is inferred that 69% of workers are satisfied with first shift, 31% of workers are

satisfied with general shift and 4% of the workers opinioned on second shift.

From the table 20, it is inferred that 35% of the workers opinioned that their supervisors are always

accept their suggestions and get positive motivations from them. 58% state that their supervisors

66

accept their suggestions sometimes and not always. The remaining 14% reveals that their

supervisors never lend their ears to their suggestions. So, these workers were motivated negatively

by their supervisors.

From the table 21, it is inferred that shows that except only one worker, all the 99% of the workers

are of the opinion that they are very proud to work in the study unit. Thus the image of the study

unit in the minds of the workers is very high, which is very essential for improving the quality of

work life in it.

2.3 chi-square Test

2.3.1 Relationship between Management and employees (Question 4.5)

Sl. No Particulars No. of Respondents Percentage

1. Very good 28 28%

2. Quite good 27 27%

3. Neither good nor bad 24 24%

4. Quite bad 13 13%

5. Very bad 8 8%

To test the rate of respondents on Overall relationship between management and employees

Null Hypothesis: over all Relationship between management and employees is excellent

Alternate Hypothesis: over all Relationship between management and employees is poor

O E OE (O-E)2 (O-E)2/E

28 20 8 64 3.2

27 20 7 49 2.45

24 20 4 16 0.8

13 20 -7 49 2.45

8 20 -12 144 7.2

TOTAL 16.1

67

X = 100 / 5 = 20

X = ∑(O-E)2/E = 16.1

d.f = r-1 = 5-1 = 4

The table value of X2 for 4 df at 5% level of significance is

ie X2 (0.05) for 4 d.f = 9.49

Since the calculated value is greater than the table value we reject the null hypothesis. Hence it is

concluded that there is significant difference between the observed and expected frequency. Therefore over

all Relationship between management and employees is poor.

2.3.2 Comparison of compensation earned to others of same profile (Question 5.4)

Sl. No Particulars N o. of Respondents S`

1. Much less than you

deserve

22 22%

2. Somewhat less than you

deserve

21 21%

3. About as much as you

deserve

17 17%

4. Somewhat more than

you deserve

18 18%

5. Much more than you deserve

19 19%

To find out the opinion how fair is what you earn on your job in comparison to

others doing the same type of work you do

Null hypothesis H0: Most of respondents feels that they earn much less than they deserve

68

Alternative hypothesis H1: Most of respondents feels that they earn much more than they deserve

O E OE (O-E)2 (O-E)2/E

23 20 3 9 0.45

23 20 3 9 0.45

17 20 -3 9 0.45

18 20 -2 4 0.2

19 20 -1 1 0.05

1.6

X = 100 / 5 = 20

X = ∑(O-E)2/E = 1.6

df = r – 1=5- 1=4

The table value of Chi square for 4.d.f @ 5% level of Significance

0.05= 2לא for 4d.f=9.49

Since the calculated value is lesser than the table value we reject the null hypothesis

Hence it is concluded that there is no significant difference between observed and expected value . Hence Most of respondents feels that they earn much less than they deserve

69

CHAPTER 3

SUMMARY

3.1 FINDINGS

45% of respondents are between the age group of 20-25 years, 38% are between 25&30. And 4% are

in the range of 51 & above years.

73% of respondents are engineering graduates; 27% of respondents are Non engineering graduates

28% of respondents are female and 72% of respondents are male

65% of respondents are married and rest 35% is single.

68% of respondents are under the designation of Engineers and associates and 32% of respondents

are Managers and above.

51% of respondents have experience of 0~5 years, 35% of respondents have 5~10 years

experience.14% has an experience of over 10 years.

45% of respondents are with the organization for 3years and above, while 23% are with the

organization for less than 1 year.

85% of respondents work in the general shift and 3% of them are in the third shift.

35% of respondents work extra hours mandatory

55% of the respondents find it very hard to take time off for personal work. While 15% of them do

not have any difficulty in taking time off for personal activity.

71% of the respondents have less than 1 hour in a day for personal / leisure activity.

.

70

Suggestions: to Improve the Quality of Your Work Life

We all desire a work experience that can fit neatly with our personal lives. We all seek balance. Too often however peoples' work life overpowers the rest of their life. And when that happens, we can very easily find ourselves struggling to keep up in all areas of our lives.

The following ten tips are designed to get you thinking. They apply as much to the CEO as they do to the front line worker:

1)Have a personal vision of who you want to be and what you want to do - keep in mind that if you do not have one for yourself, you will likely become part of someone else's vision!

2)Test out your own personal vision with that of your organization's - in how many ways do they support each other? Ask questions to better understand your organization's mission, vision and values.

3)Learn, and keep on learning - go to training sessions and in-services, enroll in college courses, read books. Know why, not just how.

4)Buddy-up - find ways to share the load with other team members. Sharing the load makes work easier to manage and less stressful.

5)Share your successes - this allows you to learn from the successes of others, as well as giving you a boost when you need

6)Get it off your chest - talk things over with your buddy, friend, supervisor when things trouble you, don't keep it bottled up inside.

7)Find joy in being of service to others - think about how the person you are serving is better off as a result of your work, and rejoice in that knowledge.

Take time for breaks - pay particular attention to the need to refresh body, mind and spirit.

9)Try out new ideas - to innovate is to grow. By using your creativity and innovation life becomes exciting and fulfilling.

10)Have fun at work - laughter is the best medicine, but use only appropriate humor. Damaging someone else's self-esteem for the fun of it is no laughing matter.

3.3 CONCLUSION

Training and development of employees is a key strategic issue for organizations, it is the mean by

which organizations determine the extent to which their human assets are viable investments.

71

72

Appendix

“Improving Quality of Work Life in an OrganizationVisteon Automotive System India Pvt. Ltd”

QUESTIONNAIRE

Name : __________________________________________

Age : 20-25 Years 25-30Years

31- 50Years 51 & Above

Educational : Engineering Non-Engineering Qualification

Gender : Male Female

Marital Status : Single Married

Designation : Engg. & Associates Managers

Experience : 0-5 Years 6-10 Years

11 & Above

Date of joining : ___ / ___ / _________

General Characteristics: 1. How long have you worked in your present job for your current employer?

a. Less than 1 year

b. 1 to 3 years

c. More then 3 years

73

2. Which of the following best describes your usual work schedule?

a. First shift / General (7.15am ~ 3.45pm / 4.45pm)

b. Second shift (3.45pm ~ 12.15am)

c. Third shift (12.15am ~ 7.15am)

3. How many days per month do you work extra hours beyond your usual schedule?

a. More than 15 days

b. 5 ~ 15 days

c. Less than 5 days

d. no extra hours

4. How often do you work at home as part of your job in a month?

a. Never

b. About once in a week

c. More than once in a week

d. Almost all days in the month

5. When you work extra hours on your main job, is it mandatory (required by your

employer)?

a. Yes

b. No

6. How hard is it to take time off during your work to take care of personal or family

matters?

a. Not at all hard

b. Not too hard

c. Somewhat hard

d. Very hard

7. After an average work day, about how many hours do you have to relax or pursue

activities that you enjoy?

a. Less than 1 hr

b. 1hr ~ 3hrs

c. More than 3 hrs

Effect of Work on Health :

8. Would you say that in general your health is Excellent, Very good, Good, Fair, or

Poor?

74

a. Excellent

b. Very good

c. Good

d. Fair

e. Poor

9. Now thinking about your physical health, which includes physical illness

and injury, for how many days during the past 30 days was your physical

health not good? __

a. More than 5 days

b. 5 ~ 3 days

c. 1~ 3 days

d. Nil

10. Now thinking about your mental health, which includes stress, depression,

and problems with emotions, for how many days during the past 30 days was

your mental health not good. __

a. More than 5 days

b. 5 ~ 3 days

c. 1~ 3 days

d. Nil

11. How often do you find your work stressful?

a. Always

b. Often

c. Sometimes

d. Hardly ever

e. Never

12. The safety of workers is a high priority with management where I work

1. Strongly Agree

2. Agree

3. Disagree

4. Strongly Disagree

Study on Job satisfaction :

13. My main satisfaction in life comes from my work

1. Strongly Agree

75

2. Agree

3. Disagree


14. On my job, I know exactly what is expected of me

1. Strongly Agree

2. Agree

3. Disagree


15. My job lets me use my skills and abilities

1. Strongly Agree

2. Agree

3. Disagree


16. My job requires that I keep learning new things

1. Strongly Agree

2. Agree

3. Disagree


17. I have the training opportunities I need to perform my job safely and competently

1. Very true

2. Somewhat true

3. Not too true

4. Not at all true

18. I have an opportunity to develop my own special abilities

1. Very true

2. Somewhat true

3. Not too true

4. Not at all true

19. I am given a lot of freedom to decide how to do my own work

a. Very true

b. Somewhat true

c. Not too true

d. Not at all true

76

20. At the place where I work, I am treated with respect

1. Strongly Agree

2. Agree

3. Disagree


Study on Inter-personnel behavior

21. In your job, do you normally work as part of a team, or do you work mostly on your

own?

1. Yes, I work as part of a team

2. No, I work mostly on my own

22. In your job, how often do you take part with others in making decisions that affect

you?

a. Often

b. Sometimes

c. Rarely

d. Never

23. How often do you participate with others in helping set the way things are done on

your job?

a. Often

b. Sometimes

c. Rarely

d. Never

24. How often are there not enough people or staff to get all the work done?

a. Often

b. Sometimes

c. Rarely

d. Never

25. In general, how would you describe relations in your work place between

management and employees?

1. Very good

2. Quite good

3. Neither good nor bad

77

4. Quite bad

5. Very bad

26. When you do your job well, are you likely to be praised by your supervisor or

employer?

a. Yes

b. Maybe

c. No

Study on Compensation / Benefits :

27. The job security is good

1. Very true

2. Somewhat true

3. Not too true

4. Not at all true

28. The chances for promotion are good

1. Very true

2. Somewhat true

3. Not too true

4. Not at all true

29. My fringe benefits are good

1. Very true

2. Somewhat true

3. Not too true

4. Not at all true

30. How fair is what you earn on your job in comparison to others doing the same type

of work you do?

1. Much less than you deserve

2. Somewhat less than you deserve

3. About as much as you deserve

4. Somewhat more than you deserve

5. Much more than you deserve

31. How easy would it be for you to find a job with another employer with

approximately the same income and fringe benefits as you have now?

78

1. Very easy to find similar job

2. Somewhat easy to find similar job

3. Not easy at all to find similar job

32. Taking everything into consideration, how likely is it you will make a genuine effort

to find a new job with another employer within the next year

1. Very likely

2. Somewhat likely

3. not at all likely

S.SUPRIYA

Registration Number:

79

BIBLIOGRAPHY

Managing Human Resources: Productivity, Quality of W ork Life, Profits

- Wayne F. Cascio

Making Peace with Your Office Life: End the Battles, Shake the Blues, Get Organized, and Be

Happier at Work - Cindy Glovinsky

Simplify Your Work Life: Ways to Change the Way You Work so You Have More Time to Live -

Elaine St. James

I. WEBSITES

www.Visteon.com

www.google.com

www.researchstudies.com

80

http://www.amazon.com/Managing-Human-Resources-Productivity-Quality/dp/0072987324/ref=sr_1_1/183-2345464-1655951?ie=UTF8&s=books&qid=1272031732&sr=1-1

http://www.researchstudies.com/

http://www.google.com/

http://www.amazon.com/Simplify-Your-Work-Life-Change/dp/0786885963/ref=sr_1_3/183-2345464-1655951?ie=UTF8&s=books&qid=1272031732&sr=1-3

http://www.amazon.com/Cindy-Glovinsky/e/B001IGNV38/ref=sr_ntt_srch_lnk_12/183-2345464-1655951?_encoding=UTF8&qid=1272031732&sr=1-12

http://www.amazon.com/Making-Peace-Your-Office-Life/dp/0312576021/ref=sr_1_12/183-2345464-1655951?ie=UTF8&s=books&qid=1272031732&sr=1-12

http://www.amazon.com/Making-Peace-Your-Office-Life/dp/0312576021/ref=sr_1_12/183-2345464-1655951?ie=UTF8&s=books&qid=1272031732&sr=1-12

http://www.amazon.com/Wayne-F.-Cascio/e/B001H6TW3M/ref=sr_ntt_srch_lnk_1/183-2345464-1655951?_encoding=UTF8&qid=1272031732&sr=1-1

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