A STUDY ON QULAITY OF WORKLIFE IN XENON AUTO SPARE PARTS PRIVATE

LIMITED AT COIMBATORE

INTRODUCTION ABOUT THE STUDY

There was been much concern today about the decent wages, convenient working hours,
conductive working conditions, etc. There is no generally acceptable definition about this term
“Quality of Work life”. However, some Attempts were made to describe the term quality of work
life. It refers to the Favorableness or unfavourableness of a job environment for people.
J. Richard and J. Lay define as the Quality of Work life degree to which members of a
work organization are able to satisfy important personnel needs through their experience in the
organization. Quality of work life improvements are defined as any activity which takes place alt
every level of an organization, which seeks greater organizational Effectiveness through the
enhancement of human dignity and growth.
A process through which the stock-holders in the organization management, unions and
employees-learn how to work together better to determine for themselves that actions, changes
and improvements are desirable and workable in order to achieve the twin and simultaneous
goals of an improved quality of life at work for all members of the organization and greater
effectiveness for both the company and the unions.
Quality of work life (QWL) is viewed as an alternative to the control approach of
managing people. The QWL approach considers people as an ‘asset’ to the organization rather
than as ‘costs’. It believes that people perform better when they are allowed to participate in
managing their work and make decisions Quality of Work Life (QWL) can be defined as an
extent to which an employee is satisfied with personal and working needs through participating
in the workplace while achieving the goals of the organization.
Louis and Smith (1990) research identified the importance of QWL in reducing
employee’ turnover and employee well-being impacting on the services offered. Initially, Quality
of Work life concept was used only for job redesigning process by considering social- technical
system approach, but gradually this concept was broadened by considering large interventions.
Focusing on improving Quality of Work life to increase the contentment and satisfaction of
employees can result in various advantages for both employees and organization. Through the
effective implementation of interventions of Quality of Work life such as flexible time, job
enrichment, job enlargement, autonomous work group culture, it is possible to enhance status of
Quality of Work life in employees.
These interventions ensure the full use of a worker’s potential by assuring greater
involvement which makes the work more effective and efficient by augmenting the quality.
Quality of Work life also provides opportunities for active involvement of employees in decision
making process. Human resource is an asset to the organization; an unsatisfied employee is the
first enemy of the organization.
To sustain in competitive market, organizations have to maintain skilled employees.
Employees have to be treated as an asset not liability and this is possible only through the
humanized job design process, known as Quality of Work Life.
DEFINITION
“Quality of Work life is a way of thinking about people, work and organizations,
distinctive elements are (i) a concern about the impact of work on people as well as on
organizational effectiveness, and (ii) the idea of participation in organizational problem-solving
and decision making.” —Nadler and Lawler.
EVOLUTION AND DEVELOPMENT OF QUALITY OF WORK LIFE
Like others concepts, evolution of QWL is also traced back to various phases in history.
One such tracing is done by Walton by turning the pages of history of the last century. He reports
that in early 20th century, legislation was enacted to protect employees from job injury and to
eliminate hazardous working conditions on the one hand and inauguration of unionization
movement, on the other. Emphasis was given to work related conditions such as job security, due
process at the work place and economic gains for the worker.
This was followed by propounding different theories by psychologists proposing a
positive relationship between morale and productivity. It was against above background that
finally, in the 1970s, the idea of QWL was conceived. QWL was quite broader in sense and
scope than these earlier stray developments mentioned above. Human values, needs and
aspirations were at the heart of the concept of QWL. The theories of motivation and leadership
propounded by the behavioral scientists also served as seed bed for the development of the
concept of QWL.
To quote Maslow depicted in his well-known theory, ‘Need hierarchy theory of
motivation’, the complexity of human nature with regard to needs and their satisfaction. He says
that no sooner the lower order needs are satisfied, people start seeking satisfaction for higher
order needs of their need-hierarchy.
CONSTITUENTS OF QUALITY OF WORK LIFE
Walton lists eights conceptual categories i.e. constituents that together make up the
quality of working life. These are briefly discussed below: Work Environment: Working
environment is a place in which one works. It is a social and professional environment in which
employees are supposed to interact with a number of people, and have to work with co-
ordination in one or the other way. Safe and healthy working conditions ensure good health,
continuity of services, decreased bad labor management relations
. A healthy worker registers a high productivity. Employees are cheerful, confident and
may prove an invaluable asset to the 4 4 organization if the working environment is good. It
consists of safe physical and mental working situations and determining reasonable working
hours.
ORGANIZATION CULTURE AND CLIMATE:
Organization culture is a set of properties and organization climate is a collective
behavior of people that are part of an organization values, vision, norms etc. Promotion
opportunities, promotion and reward evaluation criteria used are both under the direct control of
an organization and subject to the organization's policies.
RELATION AND CO-OPERATION:
Relation and cooperation is a communication between management and employees,
concerning workplace decision, conflicts and problem resolving. Work and career are typically
pursued within the framework of social organization and the nature of personal relationships
becomes an important dimension of Quality of Work Life. Acceptance of the workers is based on
skills, work related traits, abilities and potential without considering the race, sex, physical
appearance, etc.
TRAINING AND DEVELOPMENT:
Training and development is an organizational activity aimed at bettering the
performance of individual and groups. QWL is ensured by the opportunities provided by the job
for the development of the employees and encouragement given by the management to perform
the job, having good conditions to increase personal empowerment and skills.
COMPENSATION AND REWARDS
 Compensation and rewards are motivational factors. The best performer is given the
rewards, and this builds the competitions among the employees to work hard and to achieve both
organizational and individual goals. The economic interests of employees drive them to work
and employee satisfaction dependent to some extent on the compensation offered. Pay should be
fixed on the basis of the work done, individual skills, responsibilities undertaken, performance
and accomplishments.
FACILITIES:
Facilities play major role in actualization of the goals and objectives by satisfying both
the physical and emotional needs of the employees. Facilities include food service,
transportation, security, etc. Many employers have found it beneficial to allow alternate work
arrangements for their employees. This is one method to increase employee productivity and
morale. The alternate work arrangements to the employees include flexible working hours,
shorter or no commute, and secure working environment.
JOB SATISFACTION AND JOB SECURITY:
Job satisfaction is the favorableness or un-favorableness with which employees view
their work. Job satisfaction is impacted by job design. Jobs that are rich in constructive
behavioral elements such as work autonomy, task variety, identity, work significance and
feedback etc. contribute to employees’ satisfaction. Employees want stability of employment and
do not like to be the victims of whimsical personal policies and stay at the mercy of employers.
Job security is another factor that is of concern to employees. Permanent employment provides
security to the employees and improves their QWL.
AUTONOMY OF WORK:
In autonomous work groups, employees are given the freedom of decision making.
Workers themselves plan, co-ordinate and control work related activities. It also includes
different opportunities for personnel such as independency at work and having the authority to
access the related information for their task. Adequacy of Resources: Resources should match
with stated objectives; otherwise, workforce will not be competent to achieve the predefined
objectives. This results in employee dissatisfaction and lower QWL. Adequacy of resources has
to do with enough time and equipment, adequate information and help to complete assignments.
FACTORS INFLUENCING THE QUALITY OF WORK LIFE
Factor 1: Remuneration:
 The most important factor that emerged out of the analysis is ‘remuneration. This factor
establishes that the most important determinant of the quality of work life is remuneration. The
respondents feel that their pay and perks should be in proportion to their skill set and knowledge
base. They also expect salaries at par with the prevalent market rate. Further, they also expect to
be paid for overtime and during probation period. Perks like free transport, free accommodation
and provident fund are sought.
Factor 2: Opportunities for personal growth
With the intense competition in the Automobile industrying industry, personal growth
and advancement are an important prerequisite to a good quality of work life in this industry.
This factor establishes this argument .After a handsome remuneration, Automobile industry
employees in India seek opportunities for personal growth .The variables loaded on this factor
clearly indicate that employees consider training in latest techniques, skill up gradation and fair
appraisal of their performance as important variables influencing the quality of work life.
Factor 3: Supportive leadership and structures:
In sync with the findings of the study conducted by Runcie in 1980, the present study
also points out a good quality of leadership and streamlined organizational structures as an
important determinant of the quality of work life. All the six variables loaded on this factor are
indicative of the same. Employees are looking for a clear delineation of their duties,
responsibility and authority. They also appreciate involvement in decision-making, availability
of a forum where they can voice themselves and leniency in case of mistakes made.
Factor 4: Work environment:
The current study reinforces the same. The five variables loaded on the current factor,
clearly indicate that a good work environment improves the quality of work life. Automobile
industry employees in India seek hygienic work conditions, low levels of stress, good safety and
health policies, equality and dignity of lab our. Ensuring that the work environment provides
these to the employees will significantly help in improving employee morale and hence work
satisfaction.
Factor 5: Work life balance:
An individual needs to create an effective balance between his personal and work life.
Ensuring that an employee has adequate leisure time and opportunities to spend quality time with
his family will definitely improve the quality of work life.
MEASURING QUALITY OF WORK LIFE
Quality of work life through employee involvement:
One of the most common methods used to create QWL is employee involvement.
Employee involvement (EI) consists of a variety of systematic methods that empower employees
to participate in the decisions that affect them and their relationship with the organization.
Through (EI), employees feel a sense of responsibility, even ownership ́ of decisions in which
they participate.
To be successful, however, EI must be more than just a systematic approach; it must
become part of the organization’s culture by being part of management’s philosophy. Some
companies have had this philosophy ingrained in their corporate structure for decades; Hewlett-
Packard, IBM, General Motors, Ford, etc.
B) Quality circles:
Quality circles are small groups of employees who meet regularly with their common
leader to identify and solve work-related problems.
They are a highly specific form of team building, which are common in Japan and
gained popularity in North America in the late1970s and early 1980s. By the 1980s most
medium- and large-sized Japanese firms had quality control circles for hourly employees. This
effort began as a quality improvement program but has since become a routine procedure for
many Japanese managers and cornerstone of QWL efforts in many Japanese firms.
Several characteristics make this approach unique. First, membership in the circle
involuntary for both the leader (usually the 8 8 supervisor) and the members (usually hourly
workers). Secondly, the creation of quality circles is usually preceded by in-house training. For
supervisors these sessions typically last for two or three days. Most of the time is devoted. To
discussions of small-group dynamics, leadership skills, and indoctrination in the QWL and
quality circle philosophies.
About a day is spent on the different approaches to problem-solving techniques. The
workers also receive an explanation of the supervisor’s role as the group’s discussion leader and
information on the quality circle concept. Thirdly, as is pointed out in the training, the group is
permitted to select the problems it wants to tackle.
Management may suggest problems of concern, but the group is empowered to decide
which ones to select. Ideally, the selection process is not by democratic vote but is arrived at by
consensus, whereby everyone agrees on the problem to be tackled. When employees are allowed
to select the problems they want to work on, they are likely to be more motivated to find
solutions. And they are also more likely to be motivated to stay on as members of the circle and
solve additional problems in the future.

C) Socio-technical systems:
Another intervention to improve QWL is the use of socio-technical systems. Socio-
technical systems are interventions in the work situation that restructure the work, the work
groups, and the relationship between workers and the technologies they use to do their jobs.
More than just enlarging or enriching a job, these approaches may result in more radical changes
in the work environment
D) Autonomous work group:
A more common, still rare, approach to employee involvement is the use of autonomous
work groups. These are teams of workers, without a formal company-appointed leader, who
decide among themselves most decisions traditionally handled by supervisors.
The key feature of these groups is a high degree of self-determination by employees in
the management of their day-to-day work. Typically this includes collective control over the
pace of work, distribution of tasks, organization of breaks, and collective participation in the
recruitment and training of new members.
Direct supervision is often necessary. QWL is more likely to improve as workers
demand jobs with more behavioral elements. These demands will probably emerge from an
increasingly diverse and educated work force that expects more challenges and more autonomy
in its jobs such as worker participation indecisions traditionally reserved for management.
NATURE AND SCOPE OF QUALITY OF WORK LIFE
Quality of work life is the quality of relationship between employees and total working
environment. A Great Place to work is where “You Trust the people you work for, have pride in
what you do, and enjoy the people you work with.” Quality of work life represents concern for
human dimensions of work and relates to job satisfaction and organizational development.
THE FOLLOWING ASPECTS IMPROVE THE QUALITY OF WORK LIFE
Recognition of work life issues:
 Issues related to work life should be addressed by the Board and other important officials
of the company like why people are not happy, do they need training, why employee morale is
poor and numerous other issues. If these are addressed properly, they will be able to build,
“People-Centered Organizations”.
Commitment to improvement:
QWL can be improved if the staff is committed to improvement in productivity and
performance. This issue can be taken by the board through staff recognition and support
programmers. Board should prepare QWL reports on periodic basis to boost the system. They
can also introduce reward system which will be of help to them.
Quality of work life teams
Board members should form the combined team of managers and workers and all the
issues and common themes must be identified. Work Life Teams = Managers + Staff All issues
must be addressed like loss of morale, lack of trust, increased intensity of work, reward,
recognition etc. and commonly, managers and staff should arrive at solutions.
Training to facilitators:
Both the leader and staff can assess the job requirement and decide jointly what type of
training is required to improve the quality of work life
Analyze information from focus group:
After the formation of focus groups and their discussion on different issues and
collection of information, the information should be analyzed to give right direction to
organizational activities.
Identify and implement improvement opportunities:
It is important to identify and implement improvement opportunities like communication,
recognition and non-monetary compensation. Improving support structure, constant review of
reward and recognition system etc. would help in formulating communication strategies,
focusing on linkages between managers and staff
Flexible work hours:
The diverse work force of today does not want to work for fixed hours or days. They
want flexibility in their work schedule so that professional and personal life can be managed
together.
Flexibility can improve the Quality of Work life in the following ways:
  Work for longer hours in a day with less number of working days in a week.
 Going to office for fixed hours but in different time slots rather than fixed
working hours. Many companies even provide the flexibility of work from home.
Autonomy to work:
Delegation is an essential element of organization structure. People want freedom to
work in their own way, in terms of forming teams and making decisions. If they are allowed to
do so, it enhances the QWL. An organization with high quality of work life is “an organization
that promotes and maintains a work environment that results in excellence in everything it does –
by ensuring open communication, respect, recognition, trust, support, wellbeing and satisfaction
of its members, both, personally and professionally”.
IMPORTANCE OF QUALITY OF WORK LIFE
Many companies find that paying attention to the needs of employees can benefit the
company in terms of productivity, employee loyalty and company reputation. Quality of work
life is important because of the following reasons,
Enhance stakeholder relations and credibility:
A growing number of companies that focus on QWL improve their relationships with the
stakeholders. They can communicate their views, policies, and performance on complex social
issues; and develop interest among their key stakeholders like consumers, suppliers, employees
etc.
Increase productivity:
Programmes which help employees balance their work and lives outside the work can
improve productivity. A company’s recognition and support — through its stated values and
policies — of employees’ commitments, interests and pressures, can relieve employees’ external
stress. This allows them to focus on their jobs during the workday and helps to minimize
absenteeism. The result can be both enhanced productivity and strengthened employee
commitment and loyalty.
Attraction and retention:
Work-life strategies have become a means of attracting new skilled employees and
keeping existing ones satisfied. Many job seekers prefer flexible working hours as the benefit
they would look for in their job. They would rather have the opportunity to work flexible hours
than receive an additional increment in annual pay. More employees may stay on a job, return
after a break or take a job with one company over another if they can match their needs better
with those of their paid work. This results in savings for the employer as it avoids the cost of
losing an experienced worker and recruiting someone new. Employers who support their staff
in this way often gain loyalty from the staff.
Reduces absenteeism:
 Companies that have family-friendly or flexible work practices have low
absenteeism. Sickness rates fall as pressures are managed better. Employees have
better methods of dealing with work-life conflicts than taking unplanned leave.
 Workers (including the managers) who are healthy and not over-stressed are more
efficient at work.
Improve the quality of working lives
 Minimizing work-life role conflict helps prevent role overload and people have a more
satisfying working life, fulfilling their potential both in paid work and outside it
 Work life balance can minimize stress and fatigue at work, enabling people to have safer
and healthier working lives. Workplace stress and fatigue can contribute to injuries at
work and home. c. Self-employed people control their own work time to some extent.
Most existing information on work-life balance is targeted at those in employment
relationships. However, the self-employed too may benefit from maintaining healthy
work habits and developing strategies to manage work flows which enable them to
balance one with other roles in their lives.
Matches people who would not otherwise work with jobs:
 Parents, people with disabilities and those nearing retirement may increase their work
force participation if more flexible work arrangements are made. Employment has
positive individual and social benefits beyond the financial rewards.
 Employers may also benefit from a wider pool of talent to draw from, particularly to their
benefit when skill shortages exist.
Benefiting families and communities:
 In a situation of conflict between work and family, one or other suffers. Overseas studies
have found that family life can interfere with paid work. QWL maintains balance
between work and family. At the extreme, if family life suffers, this may have wider
social costs.
  Involvement in community, cultural, sporting or other activities can be a benefit to
community and society at large. For instance, voluntary participation in school boards of
trustees can contribute to the quality of children’s education. While such activities are not
the responsibility of individual employers, they may choose to support them as
community activities can demonstrate good corporate citizenship. This can also develop
workers’ skills which can be applied to the work place.
Job involvement:
Companies with QWL have employees with high degree of job involvement. People put
their best to the job and report good performance. They achieve a sense of competence and
match their skills with requirements of the job. They view their jobs as satisfying the needs of
achievement and recognition. This reduces absenteeism and turnover, thus, saving organizational
costs of recruiting and training replacements.
Job satisfaction:
Job involvement leads to job commitment and job satisfaction. People whose interests
are protected by their employers experience high degree of job satisfaction. This improves job
output.
Company reputation:
Many organizations, including Governments, NGOs, investors and the media, consider
the quality of employee experience in the work place when evaluating a company. Socially
responsible investors, including some institutional investors, pay specific attention to QWL when
making investment decisions. S
SIGNIFICANCE OF GOOD WORK-LIFE QUALITY
 Decrease absenteeism and increase turnover.
 Less number of accidents.
 Improved labor relations.
 Employee personification.
 Positive employee attitudes toward their work and the company.
 Increased productivity and intrinsic motivation.
 Enhanced organizational effectiveness and competitive advantage.
 Employees gain a high sense of control over their work.
PROBLEMS IN IMPROVING THE QUALITY OF WORK LIFE
Though every organization attempts to improve the employer-employee relations and through it,
the quality of work life of employees, problems may occur in effective implementation of QWL
programmes. These problems may occur because of,
 Poor reward and recognition: People will not do their best when they feel that
employers’ commitment in terms of reward and recognition is lacking. Commitment is a
mutual phenomenon. When employers want to get the best from employees but do not
give them reward and recognition, people will not be committed to work
 Dead-end jobs: Work which does not offer opportunities for growth and promotion is
one of the greatest reasons for employees’ de-motivation and non-commitment. Jobs
which deprive employees of self-development and growth opportunities lead to high
dissatisfaction and disloyalty.
 Managing by intimidation: Mistreating people and managing them by threats and
embarrassment leads to employees’ dissatisfaction and weakens their commitment. In a
best seller book” The Loyalty Link” Dennis G. Mc Catty has identified managing by
intimidation as one of the seven ways which undermine employees’ loyalty.
 Negative working environment: Non-acceptance by colleagues, non-cooperation, too
much politics, and negative behavior by colleagues, supervisors and other people in the
company also hamper commitment. At the end of the day people want peace of mind,
which if not available in the work environment will discourage them to show total
support to the company.
 No job security: One of the major needs of employees is job security. If the employee
feels that he can lose his job anytime, he would not be committed towards company’s
goals. 6. Negative attitude: Some people by nature are not committed to anything and
anyone and as such they would not be committed to their employers also. Commitment is
an attitude and those who lack it will not be committed to their jobs.
 CHAPTER II
REVIEW OF LITERTURE
REVIEW OF LITERTURE
The concept of quality of work life (QWL) deals with the issue of how rewarding or
satisfying the time spent in the workplace. As such, QWL may reflect working conditions and
contextual issues such as relationships with work colleagues and the intrinsic satisfaction of the
job itself. A movement focusing on employee perceptions of job satisfaction and job challenges,
health and safety at work, job fulfillment and working conditions and the balance between work
and non-work
. The movement has promoted such things as flextime, autonomy, employee participation
in decision-making, etc. Underlying this use of QWL is the belief that it enhances employee
performance and productivity; however, empirical proof of this relationship is not conclusive.
Quality of working life is dependent on the extent to which an employee feels valued, rewarded,
motivated, consulted, and empowered. It is also influenced by factors such as job security,
opportunities for career development, work patterns, and work life balance.
Sairam Subramaniam and Saravanan (2012), did research on “Empirical study on
factors influencing on quality of work life of Automobile industry employees”. This study
was conducted in the Coimbatore city of Tamil Nadu, with the sample size of 100 and it has been
collected from 23 branch networks of public and private sector Automobile industry. A
structured questionnaire has been administered to collect data from the respondents by using
simple random sampling techniques. This study laid focus on the factors influencing quality of
work life, socioeconomic background of respondents, expectations of employees in the work
place. Simple percentage analysis, factor analysis and chi-square test were used to draw analysis
and inference of the study. This study concluded that the employees were facing poor work life
quality in the work place. Hence Automobile industrying employees ought to pay more attention
on bringing more work life quality policy and its implementation.
Shiney Chib (2012), did research on “Quality of Work life and organizational
performance at work place of a private manufacturing unit Nagpur”, India through a
structured questionnaire containing 31 items related to 6 variables, namely organizational
performance, job satisfaction, QWL, wage policy, company policy and union policy. The
researcher has formulated two models, one is organization performance depends on QWL, Job
satisfaction, wage policy, company policy and union participation and the other one is QWL
which depends on Organization performance., job satisfaction, wage policy, company policy and
union participation. The collected data were analyzed using simple percentage, regression and
correlation analysis. The study reveals that both the models stand true and QWL had significant
relationship with organizational performance
Natarajan and Annamalai (2011) did research on “A Study on Quality of Work
Life in Pondicherry University”. Pondicherry as perceived by the teaching and non teaching
staff ” that present job, working conditions and work culture are highly influencing Quality of
Work Life in the university and present pay, promotional policy and supervisory system are
moderately influencing the quality of work life.

Prachi Bhatt (2011) did research on “ Quality of Work Life in changing Business
Dynamism – ‘‘A study on Perceptual Difference in Public and Private Sector”. That the
public sector employees are relatively more satisfied with their working conditions, their job,
relations with the peers etc. and thus find it easy to balance their work life than the private sector
employees and the same in the case of Job satisfaction level which is more in public sector
employees than private sector
Victor and Thavakumar (2011) did research on ‘‘Family conflict among married
Automobile industrying women employees”. The data for this study came from 100 married
women in public and private Automobile industry who responded to a self administered
questionnaire. By using the primary and secondary data, the researchers tend to find out extent of
work characteristics and family characteristics influence on the work family conflict. The work
characteristics include number of hours worked, work flexibility, work stressors. The family
characteristics include number of children, age of children, family support. The researchers used
the organizations’ reports, magazines as their secondary data and collected the primary data
based on questionnaire and interview. From the discussion of the findings, several implications
arouse. There is a need for greater spouse-support, flexible work schedule, child care centers and
family support in order to alleviate work family conflict. Maintenance of good marital relations
is important in reducing spouse conflict and increasing well being in women employees.
 Nadeem Malik (2011), did research on ‘‘ Occupational stress experienced by private
and public sector Automobile industry employees in Quetta city”. A randomly selected
sample of 200 employees from private and public sector Automobile industry shows that
occupational stress is found higher among private Automobile industry employees compared to
public Automobile industry employees. Among different occupational stress variables role over
load, role authority, role conflict and lack of senior level support contribute more to the
occupational stress. Automobile industry employees can not afford the time to relax and “wind
down” when they are faced with variety, discrimination, favoritism, delegation and conflicting
tasks.
Daljeet Kaur (2010) did search on, “Aims to gain an insight into current working
life policies and practices of employees in ICICI Automobile industry Ltd” in Chandigarh.
Several notable factors that influence quality of work life is Fair Compensation, Safe and healthy
working environment, adequate performance appraisal, career growth opportunities, Training
and development etc. On the basis of his study he said that employees of ICICI Automobile
industry Ltd. in Chandigarh Region were happy with the working conditions of the Automobile
industry. They felt that they were safe and secure in Automobile industry. They felt that
Automobile industry should start their own transport facilities for the staff. However, the
dissatisfaction among them was the less growth opportunities. They were not provided with extra
care like health camps etc. They were not happy with the way performance appraisal was done
and felt that their management was not flexible with their social responsibilities and hence they
were less satisfied with their jobs.
Sanjeev K. Sharma and Geeta Sharma (2010) did research on “Perceived Quality of
Working Life among employees in Automobile industry” to identify the extent to which
Automobile industry are meeting the employee’s expectations on the Quality of work Life
Dimensions. The dimensions of QWL selected are health and well being, job security, job
satisfaction, competence development and the balance between works with their life style. A
total of 150 valid questionnaires were obtained from the employees of selected public and private
sector Automobile industry in Chandigarh. They concluded that a happy and healthy employee
will give better turnover, make good decisions and positively contribute to the organizational
goal. An assured good quality of work life will not only attract young and new talent but also
retain the experienced talent.
 Rochita Ganguly, Mukherjee ( 2010), did research on, “ The study of Nature of the
perceived quality of work life (QWL) of the university employees” , the nature of their job
satisfaction, the nature of association between QWL and Job Satisfaction. The results indicate
that the selected group of university employees perceived different aspects of their quality of
work life as either uncongenial viz. Autonomy, top management support and worker’s control
mainly or they have had a certain amount of dilemma to comment on a few other aspects such as
personal growth opportunities and work complexity mainly bearing the potential involving a
slight trend of negative opinion.
Shilpa Sankpal, Pushpa Negi and Jeetendra Vashishtha (2010) did research on ,
“organizational role stress of employees of public and private Automobile industry”. The
study was conducted in Gwalior city and a sample of 100 Automobile industry employees were
used for data collection – 50 each from public and private sector. The data collected was
subjected to analysis through T-test for comparing between the employees of public and private
sector Automobile industry. Overall 11 hypotheses were tested. Data was compared on the basis
of inter role distance, role stagnation, role expectation conflict, role erosion, role overload, role
isolation, personal inadequacy, self role distance, role ambiguity and resource inadequacy. The
study has highlighted that there is a significant difference between the role stress of public and
private sector Automobile industry employees. It was found that the private Automobile industry
employees experienced higher organizational role stress than their public Automobile industry
counterparts. Looking at the various aspects of components of organizational role stress, it was
found that there was no difference between the Public and Private Sector Automobile industry
employees in certain aspects like role expectation conflict, role isolation and personal
inadequacy and role ambiguity.
Meenakshi Gupta and Vikas Sharma (2009) did search on “Quality of Work Life –
A Study of Automobile industry employees in Jammu region” to determine whether and how
the quality of work life affects the satisfaction level of employees of Automobile industrys. The
study found that among the independent demographic variables, the best predictor was annual
income followed by marital status, sex, education, family size and job experience. The factor
which was ranked as a best factor that was perceived as satisfactory by the employees was
opportunities for personal encouragement. However factors as participation in decision making
and rewards were found to have a significant impact on employee’s satisfaction. The Automobile
industrying sector should take note of this and should encourage employees’ participation in
decision making and they should be rewarded for their performance to attain satisfaction.
Patiraj Kumari and Pooja khanna (2007) did research on “The Quality Of
Working Life in relation to Mental Health Of Automobile industry Employees” to
investigate the quality of work life (QWL) in relation to mental health of Automobile industry
employees. A total number of 200 Automobile industry employees were selected from
Automobile industry of Haridwar and Dehradun (Uttaranchal) comprising 150 employees from
public and 50 employees from private sector Automobile industry. The result revealed
significant positive correlation between QWL and mental health. Private sector Automobile
industry employees were found to be more mentally healthy than the employees of public sector
Automobile industry.. The study also revealed significant difference between the mental health
of high and low quality of working life groups.
Triveni.S, Amminabhavi and Vijayalaxmi A. Amminabhavi (2005) did research on
“A Study Of Quality Of Work Life Of Nationalized And Non Nationalized Automobile
industry Employees” to determine scientifically the level of quality of work life(QWL) of
nationalized and non-nationalized Automobile industry employees. To achieve the objective, the
Quality of Work Life-Condition/Feelings form was administered on a sample of 78 Automobile
industry employees of which 39 were from nationalized and 39 from non nationalized
Automobile industrys in Hubli-Dharwar Corporation area. The obtained responses were scored
and subjected to t-test. The results revealed that the nationalized Automobile industry employees
have significantly higher QWL than those of non-nationalized Automobile industry employees in
the dimensions like- autonomy, Work speed and Routine, Work complexity as well as the
composite QWL-Conditions. The incidental analyzes in the study revealed that the Automobile
industry employees who expressed higher life satisfaction have shown significantly higher QWL
with regard to conditions than those who expressed moderate life satisfaction.
STATEMENT OF THE PROBLEM:
The aim of the study includes the following factors towards the quality of Work
life. They are such as poor working condition environments, resident aggression, balance of
work and family, work load, inability to deliver quality of care preferred, shift timing, lack of
involvement in work process and decision –making, poor relationship between supervisor/ Team
Leader, role conflict, lack of recognitions and lack of opportunity to learn new skills.
Training is an important area was the workers can utilize for their self
development and updating of their work knowledge. Ultimately every effort that the
management takes for the worker and perseverance of the worker on their physical and the
mental well being inside the organization that help in maintaining their motivation and
satisfaction level which is important for effective performance of any worker. Thus the present
study is an attempt describing their factors as a tool to access the Quality of work life of the
employees.
NEED OF THE STUDY:
In the current scenario every organization expects their employees to perform at their
peak potential. Though monetary aspects play an important role in motivating employees,
organization around the world have come to understand that there are many other aspects that
contributes better employee performance. It is these aspects that form the basis for this study. In
particular this study aims to identify the various tangible and intangible aspects that contribute to
the quality of the workplace. It is very important for an organization to create a very conducive
working environment for employees.
This study is needed to ensure that all employees are performing at their peak potential,
free from stress and strain, and to ensure all their needs are fully satisfied. This study will be
used as feedback from employees to know their current perspective of workplace and also to
identify the areas of improvement for the organization.
SCOPE OF THE STUDY:
The term Quality of work life in its broader sense covers various aspects of employment
and non-employment conditions of work. This study covers the overall quality of work life of
employees, i.e. their job satisfaction, work environment, working hours, work stress, their
relation with their colleagues, work assignments, infrastructure provided etc ..The present study
aims at measuring the level of satisfaction of employees and to know about the various welfare
activities and benefits provided for the employees. The study is dependent on the opinion
expressed by all the employees of all the departments.
Quality of work life is a multi dimensional aspect. Some of these aspects are
 Compensation and the reward for the work
 Personal and career growth opportunities
 Motivation
 Participative management style
 Health and Safety of the employees
 Job security
 Job specification

By providing better quality of work life, the following results can be achieved.
 Better performance of employees
 More devotion and dedication towards work
 Reduced absenteeism
 Voluntary participation in an organizational activities
 Reduced corruption
 Lesser attrition

SIGNIFICANCE OF THE STUDY:

Quality of work life covers the various aspects under the general umbrella of supportive
organization behavior. Thus the quality of work life should be broad in its scope. It must evaluate
the attitude of employees towards personnel policies. The research will be helpful in
understanding the current position of the organization. And provide some strategies to extend the
employee satisfaction with little modification which is based on the internal facilities of the
organization.
The research can be further used to evaluate the facilities provided by the management
towards the employee. This study also helps to manipulate the expectations of the employees.
 CHAPTER III
RESEARCH METHODOLOGY
OBJECTIVE OF THE STUDY
PRIMARY OBJECTIVES:
 To know the overall quality of work life in the organization and its impact on employees
work culture.

SECONDARY OBJECTIVES:
 To measure the level of satisfaction of employees towards the quality of work life.
 To suggest suitable measures to improve the quality of work life.
 To analyze the findings and suggestion for the study.
 To determine the factors influencing the quality of work life
 To measure the level of satisfaction of employees towards quality of work life.
 To find out the way to improve quality of work life
 To study the Socio-demographic details of the employees respondents.
 To study the perception level of employees to determine the Quality of work life of
the Employees.

RESEARCH METHODOLOGY

MEANING FOR RESEARCH:

Research in common parlance refers to search foe knowledge. One can also define
research as a scientific and systematic search for pertinent information on a specific topic. The
advanced learner’s dictionary of current English lays down the meaning of research as “a careful
investigation or inquiry especially through search for new facts in any branch of knowledge.

MEANING FOR RESEARCH METHODOLOGY:

Research methodology is a way to systematically solve the research problem. It may be

understood as a science of studying how research is done scientifically. In it we study the various
steps that are generally adopted by a researcher in studying his research problem along with the
logic behind them.

RESEARCH DESIGN:

Research design is the blue print of the proposed study. It represents the overall scheme
of the study. “All research design is a logical and systematic planning and it helps directing piece
of research” the research design select for the particular study is descriptive research studies.

DESCRIPTIVE RESEARCH DESIGN:

Descriptive research studies are those studies concerned with describing the
characteristics of a particular group. Such studies are concerned with specific predictions, with
narration of facts and characteristics concerning group or situation.

TYPES OF DATA

1) Primary data

2) Secondary data

PRIMARY DATA:

 First time collected data are referred to as primary data. In this research the primary data
was collected by means of a Structured Questionnaire. The questionnaire consists of
number of questions in printed form. It has both open-end closed end questions in it.
 Section I- Personal Data: This section includes questions soliciting the respondent’s
details such as Age, Gender, Marital status, Education, Designation, section and Work
experience.
 Section II- Scale for measuring the issues: It comprises of single open ended type and
various close ended questions which includes yes no type, scaling and other optional
questions.
SECONDARY DATA:

Data which has already gone through the process of analysis or were used by someone else
earlier is referred to secondary data. This type of data was collected from the books, journals,
company records etc.

SOURCE OF DATA:

The data has been collected from the employees of XENON AUTO SPARE PARTS
PRIVATE LIMITED AT COIMBATORE

SAMPLING UNIT:

Sampling unit refers to process of defining the target population that will be sample. Hence
for the present study, data was collected by means of questionnaire from the employees.

SAMPLE SIZE:

Sample size plays a critical role, because the generalizability of the conclusion depends on
sample size. Sample size for the present study is 100.

SAMPLING METHOD:

Sampling means the method of selecting a sample from a given universe with a view to draw
conclusions about the universe. Sample means representative of universe selected for the study.
Sampling is a process of units(e.g. People) from a population of the interest

Sampling method is divided into 2 types

1) Probability Method

2) Non Probability Method

The sampling method that was chosen is entirely non probabilitistic in nature. In non
probabilitistic method the researcher has adopted convenience sampling method.
 In this method, the researcher select the accessible population members from which
to get information and the items selected are easy to approach or easy to measure.
Tools and Techniques:

In this research the tools such as Simple percentage analysis, chi square, ANOVA and
correlation are used for data analysis

TOOLS USED FOR ANALYSIS

 Percentage analysis.
 Chi-Square.
 Five point liker scales.

Percentage analysis:

One of the simplest methods of analysis is the percentage method. It is one of the
traditional statistical tools. Through the use of percentage, the data are reduced in the standard
form with the base equal to 100, which facilitates comparison.

The formula used to compute Percentage analysis is,

Chi-Square

It is a measure to study the divergence of actual and expected frequencies. It is

represented by the symbol 2, Greek letter chi. It describes the discrepancy theory and
observation. The formula used is,

2 =  (O-E)2

Where "O" is the observed Frequency

 "E" is the expected Frequency

LIMITATIONS OF THE STUDY:

 The individual perspective appears to be different.
 Some of the respondents are hesitated to tell the truth so that it may result in wrong
statistical data.
 The department has allowed the researcher to collect the data from the limited
respondents only and limited departments only.

 The study was restricted to employees of one company and so the results cannot be
generalized.
 Though the results are unbiased, there may exist some biased response during filling the
questionnaire.