qwl-till rm

8/7/2019 QWL-Till RM

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1.1 INTRODUCTION

Work is an integral part of our everyday life, as it is our livelihood or career or business. On

an average we spend around twelve hours daily in the work place that is one third of our entire

life. It does influence the overall quality of our life. It should yield job satisfaction, give peace of

mind, a fulfillment of having done a task, as it is expected, without any flaw and having spent the

time fruitfully, constructively and purposefully. Even if it is a small step towards our lifetime

goal, at the end of the day it gives satisfaction and eagerness to look forward to the next day.

MEANING OF QUALITY OF WORK LIFE:

Quality of work life has different meanings to different people. Quality of work life is a

process by which an organization responds to employee needs for developing mechanisms to

allow them to share fully in making the decisions that design their lives at work.

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

people. QWL is the degree to which members of organization are able to satisfy their personal

needs though their experience in the organization.

DEFINITION:

QWL can be defined as, The quality of relationship between employees and the total

working environment

The work in American Institute 1980 has quality of work life in terms of employees

perception as their physical and mental well being at work.

Quality of work life is the degree to which members of a work organization are able to satisfy

important personal needs through their experiences in the organization. The institute has defined

some areas that were most important work life issues during the 1980s.

- J. Lloyd Suttle


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WORK LIFE ISSUES:

Motivation

Reward And Compensation System

Environment & Human Relations

Career Prospects:

Job Satisfaction

Job Security

Welfare Measures

Training And Development

Stress Level & Work-Life Balance

Participative management

Democracy in work place

Job enrichment

FEATURES:

The aim of QWL is to identify and implement alternative programs to improve the quality of

professional as well as personal life of an organizations employees.

It enables workers to identify his role in the whole process performed.

It envisages equal treatment of employees and their right to privacy and freedom in

speech.

It is characterized by serving the more basic needs of the workers as well as their higher

order needs.

FUNCTIONS:


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The basic functions of quality of work life are as follows:

It seeks the employee the higher skills or work and to provide environment

that encourages them is improve their skills,

It leads to the favorable or unfavorable quality at family life and life

satisfaction,

It acts as best motivating factor for better working.

THE HUMAN RESOURCE DEPARTMENTS ROLE:

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

Management support particularly top management support appears to be an almost universal

prerequisite for successful QWL programs.

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

satisfaction.

Satisfaction

Direct

Orientation

Training and

Development

Career Planning

Counselling Supervisor Employee

Indirect

Safety and

Health policies

Compensation practices

Other policies and Practice

Motivation

Human

Resource

Departme

Q

U

A

L

I

T

Y

O

F

W

O

R

K

L

I

F

E


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

supervisors through orientation, training and development, career planning, and counselling

activities. At the same time, these activities may help a supervisor do a better job of motivating

employees.

1.2 INDUSTRY PROFILE

The automobile industry occupies a prominent place in the world. The automobile has enabled

people to travel and transport goods farther and faster and has opened wider market areas of business

and commerce. The auto industry has also reduced the overall cost of transportation by using methods

such as mass production, mass marketing and globalization of production. The manufacture, exports

and servicing of automobile have become key elements of industrial economies. The automobile

consist of cars, trucks, buses, scooters, motorcycles ete. are manufactured and exported on a large

scale along with auto accessories, auto parts, tyres and tubes, brakes and auto electrical spares etc.

The automobile industry provides jobs for millions of people, generates billions of dollars in

worldwide revenues and provides the basis for a multitude of related service and support industries.

Automobile manufacturers and exporters are global players. They have taken advantage of the

continuously liberalized world trade ion terms of exports and have opted for local

production/investment in countries with still well protected markets. Automobile industry of India is

now finding increasing recognition worldwide and a beginning has been made in exports of vehicle as

well as components. The automobile industry along with the component industry is also contributing

to the export efflort to the country.

Indian auto components industry touched an estimated production of US$10 billion in 2005-06, an

increase of 14.94% than the previous year. Exports touched US$1.8 billion in 2005-06, accounting

for 18% of the total production. Three countries namely Thailand, China and India are expected to

gain from the outsourcing trend. Based on product categories, the auto ancillary industry can be

divided into segments like Engine parts, Drive transmission and Steering parts, Suspension and Brake

parts, Electrical parts, Equipment and other parts.


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Surge in automobile industries since the nineties has led to robust growth of the auto component

sector in the country. In tandem with the industry trends, the Indian component sector has shown

great advances in recent years in terms of growth, spread, absorption of new technologies and

flexibility. Indian auto component industry has seen major growth with the arrival of world vehicle

manufacturers from Japan, Korea, US and Europe, Today, India is emerging as one of the key auto

components canter in Asia and is expected to play a significant role in the global automotive supply

chain in the near future.

The auto parts industry has emerged as one of indians fastest growing manufacturing sectors and

globally competitive one. The Auto components industry in India is dominated by around 500

players, which contribute more than 85 percent of Indias production. The industry has very deep

forward and backward linkages with almost every other engineering manufacturing sector of the

economy. It supports industries like automobiles, machine tools, steel aluminum, rubber, plastics,

electrical, electronics, forgings and machining.

India has also emerged as an outsourcing hub for auto parts for international companies such as ford,

General motors, Daimler Chrysler, Fiat, Volkswagen and Toyota. India enjoys cost advantage with

regard to castings and forgings. The manufacturing costs in India are 25 to 30 percent lower than its

western counterparts. Indias competitive advantage does not come from cost alone, but from its full

service supply capability.

To encourage the smooth growth of the industry, the government of India has allowed automatic

approval for foreign equity investment up to 100 percent of manufacture of auto components. Further,

the engineering export promotion council under the aegis of ministry of commerce and industry,

Government of India, over the years has been engaged in promoting exports of engineering goods

including auto parts.

Besides the Automotive Components Manufacturers Association of India (ACMA) represents the

Indian auto component industry. The enhancement, collection and dissemination of information. 5

Indian companies in the automotive sector have received the coveted Deming prize. Many


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international auto components major including Delphi, Visteon, Bosch and Meritor have set up

operations in India.

The domestic private players are Bharat forge Limited, Tata Auto component systems, Sundaram

Fasteners, Brakes India. The international private players are MICO, Visteon and Delphi.

1.2 COMPANY PROFILE

About the company

The TVS Group is Indias leading supplier of automotive components and one of the countries most

respected business conglomerates.

Originating as a transport company in 1911, it now comprises over 29 companies that

operate in diverse fields like automotive component manufacturing automotive and electronics.

Underlying the success of the group is an ethos of commitment to the values of Quality, service and

reliability. Continuous innovation and close customer interaction have enabled the group to consolidate

its position at the leading edge of the automotive industry.

Brakes India limited

Brakes India was incorporated in 1962 as a joint venture between TV Sundram Iyengar and sons Ltd and

Lucas Industries Plc.,UK,(currently TRW) to manufacture braking equipment for automotive and non-

automotive applications. The companys manufacturing plants are located at Chennai, Sholinghur and

Polambakkam in Tamilnadu, Nanjangud in Karnataka and Gurgaon in Haryana. Brakes India caters to

over 60% of the domestic OEM market, besides exporting its products to over 35 countries worldwide. Its

Brake Divisions at Padi, Chennai, Sholingur, Polambakkam and Gurgaon are QS 9000 certified and the


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Foundry Division is ISO 9002 certified. The companys foundry division manufactures permanent mould

dye-castings, Grey Iron and SG castings using the disamatic process.

Sundaram polymers division manufactures engineering plastic compounds for various applications.

GLOBAL AWARDS AND RECOGNITIONS

Deming quality awards

Sundaram Clayton.

Lucas TVS.

Brakes India.

TVS motor company.

Sundaram brake linings.

Jit grand pix award

Lucas TVS(3 times).

Japan quality medal

Sundaram clayton.s

TPM excellence awards

Sundaram fasteners.


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Delphi- TVS.

Brakes india.

TVS motor company.

TVS rubber.

TVS tyres.

GM North America, best supplier award

Sundaram fasteners for 5 consecutive years.

TVS BRAKES INDIA LIMITED- PADI, CHENNAI

Company details are given below:

Land Area 145 Acres

Built up Area 14064 sq. Metres

No. of Employees 319

Products Manufactured

For Car and MUV segments Caliper Disc Brakes

For LCV and HCV segments Cam Brakes

For all segments Lined Shoes

Quality System Certification QS 9000


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2. REVIEW OF LITERATURE:

TAFEZAWA (1963) -

His study covered all possible aspects of work related life including:

Work environment

Job enrichment

Employees participation in management

Wage benefits and welfare

Career outlook and development

The scope for improving skills and developing inherent potentialities has a significant role to

play in quality of work life. For a better quality of work life grievance redressed and feedback is

essential.

THE TATA GROUP: HR CHALLENGES BY A VASUDHA AND DORIS RAJAKUMARI

JOHN -

They discusses the HR Strategies employed by the Tata Group. In 2000, there was

considerable attrition in the junior and middle levels. Subsequently, the group launched an HR

revamp which evolved solution to these problems and implemented them, it adopted the policy

attract good people, retain the better people and advance the best people. The needs of the

employees were gathered through social survey (Research) and HR policy was framed in order

to satisfy the needs, thus opening up horizons for employees to grow within a group. To get

employees satisfied, Tata Group introduced Domestic Management Programme (DMP) which


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helps families, particularly wives of employees, to manage change caused by their spouses

increased corporate responsibilities. Based on the premise that happy employees lead to happy

customers, Special Thanks and Recognition System (STARS), a new HR initiative aimed at

awarding and recognizing achievement and exceptional performance instantaneously, and Joy

at the workplace, which aims at team building and motivating employees, were initiated. TCS

takes online appraisals and employee satisfaction surveys with findings posted online which are

popular as shown by the rising employee satisfaction scores.

THE ARTICLE STRATEGIES TO RETAIN HUMAN CAPITAL IN BUSINESS PROCESS

OUTSOURCING (BPO) INDUSTRY BY R RAMAN

It focuses on the retention strategies adopted by various Indian BPO companies (especiallythe call centers), and proposes innovative strategies that these companies can adopt as a solution

for this herculean problem. . The article concludes by suggesting retention strategies like moving

into value creation and value enhancement processes of clients, changing perception of

employees from life style to career, clarity in their expectations, giving employees a choice of

reward etc.

PHILADELPHIA DECLARATIONS PRINCIPLES BY INTERNATIONAL LABOR

ORGANIZATION (ILO)

Quality of work life is, however, not only the concern of the individual and of psychological

researchers. This concern was demonstrated globally by the United Nations sponsored

International Labor Organization (ILO). At the core of the ILOs social agenda is the creation of

more and better job opportunities. As far back as 1944, the ILO adopted the Philadelphia

Declarations principles, which made improving the quality of work life a priority and

committed all its member nations to achieving this goal through public policies and programmes.Among its aims were the following:

Full employment and rising living standards,

Employment in occupations

Utilizing their skills and make a contribution to the common well-being


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A just distribution of distribution of wages, hours and other benefits, including training

opportunities

Decent working conditions and the minimum living wage for all employed

Recognition of the right to collective bargaining

To co-operation between management and labor

Safe and healthy work environments

ARTICLE FROM COMMUNITY FOR HUMAN RESOURCE MANAGEMENT (CHRM)

FACTORS THAT INFLUENCE & DECIDE QUALITY OF WORK LIFE

MOTIVATION:

Motivation refers to the way in which urges, drives, desires, aspirations, strivings or

needs direct, control or explain the behavior of human beings. Motivation is one among the

various factors affecting individual performance. Every superior in the organization must

motivate his subordinates for the right types of behavior. Motivation is a complex subject. It

involves the unique feelings, thoughts and past experiences of each of us as we share a variety ofrelationships within and outside organizations. To expect a single motivational approach work in

every situation is probably unrealistic. In fact, even theorists and researches take different points

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

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

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

example, it may satisfy some of their needs.

REWARD AND COMPENSATION SYSTEM:

The economic interests of people drive them to work at a job and employee satisfaction

depends at least partially, on the compensation offered. Pay should be fixed on the basis of the


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work done, responsibilities undertaken, individual skills, performance and accomplishments.

Reward is the key criteria to lure a prospective worker to accept the offer.

A basic issue is whether satisfaction leads to better performance, or whether better

performance leads to satisfaction. Which comes first? The reason for this apparent uncertainty

about the relationship between performance and satisfaction is that rewards intervene as shown

in the figure below.

A REWARDS SATISFACTION & PERFORMANCE MODELOF MOTIVATION

Rewards

Reinforcement

Performance Satisfaction

Motivation Self-image

Inner drives Self-esteem

Self-expectation

Needs and Desire

Job

itself

Smal

l groups

Orga

Employe

e


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growth. An active career development initiative by a company is a key retention tool to keep

the best talent within its fold. It is one of the greatest motivators to keep an employee happy

and engaged.

JOB SATISFACTION:

QWL establishes a clear objective that high performance can be achieved with high job

satisfaction. Improved job satisfaction in the work place will reduce social problems. The

creative aspect of achieving satisfaction will reduce if not overcome boredom and monotony in

work, physical strain and mental stress. Jobs that are rich in positive behavioral elements such

as autonomy, variety, task identity, task significance and feedback contribute to employees

satisfaction.

Likewise, orientation is important because the employees acceptance by the work

group contributes to satisfaction. In short, each element of the environmental system, can add to,

or detract from, job satisfaction

JOB SECURITY:

Job security is another factor that is of concern to employees. Permanent employment

provides security to the employees and improves their QWL. Conditions in the work

environment must be created by the employer which will give all the employees freedom fromfear of losing their jobs. A system must be created in which there are healthy working conditions

with optimum financial security. The points stressed above are essential to improve the QWL in

organizations.

WELFARE MEASURES:

Organizations should realize that their true wealth lies in their employees and so providing

a healthy work environment for employees should be their primary objective. Since workers arenow better organized, educated and vociferous, they demand more from the employers all over

the world-apart from the pay-in the form of social security and welfare benefits as matter of right

which were once considered a part of the bargaining process.

TRAINING AND DEVELOPMENT:


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Training is an act of increasing the knowledge and skill of an employee for doing a

particular job. It is concerned with imparting specific job related skill to the employee. The aim

of training is to develop some specific skill in an individual. It is mostly a preparation to meet

individuals present needs. It can thus be seen as a reactive process.

STRESS LEVEL & WORK-LIFE BALANCE:

Organizations should provide relaxation time for the employees and offer tips to balance

their personal and professional lives. They should not strain employees personal and social life

by forcing on them demanding working hours, overtime work, business travel, untimely

transfers etc.

3.1 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

To study on the quality of work life of employees and to implement alternative programs to

improve the quality of work life in TVS Lucas-Padi.

SECONDARY OBJECTIVE:

To study the motivational level of the employees.

To study the influence of Reward and Fair compensation.

To study the career growth opportunities and welfare measures provided.

To study the level of Job Satisfaction and Job Security.

To study the influence of Work-life Balance and the Stress level.


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To analyze the Working Environment and Human Relations.

To identify the problems and to suggest measures for improving the

quality of work life in the TVS Lucas-Padi.

3.2 SCOPE OF THE STUDY:

The study was conducted in short period of time. QWL denotes all the organizational

inputs, which aim at the employees satisfaction and enhancing organizational effectiveness.

Various aspects of quality of work life were studied. This gives more importance on advance

technology and high productivity surpassing the needs and mental states of its employees. This

created a negative impact on the working among the employees. Thus it was realized that

societal support goes hand in hand with technical innovations. This integration can only be made

through quality of work life programmes.

The study deals with Quality of Work Life in TVS Lucas-Padi.

The study threw light on the application of theoretical knowledge into practical form.

This study reveals the opinion of the employees on various aspects of work life.

To identify the drawbacks in the existing system.

The study ensures promotional opportunities to the employees.


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The study reveals the employees expectations and suggestions to the betterment of work

life.

The outcome of this study will help TVS Lucas-Padi to identify the various dimensions

that influence the employees work.

This study provides considerate supervision, which tends to improve job satisfaction of

the employees.

The study was beneficial as it helps to analyse the future employees. Apart from these, the

company would be more benefited from the information gathered and analysed about its

employees and would help in formulating new strategies.

3.3 LIMITATIONS OF THE STUDY:

Respondents in equal importance from all departments or with respect to the number of

workers in each department cannot be taken due to non-availability, willingness and free-time of

the skilled workers.

There is a chance of personal bias which affects the original data.

The study was conducted within a limited time period.

Hesitations on the part of respondents to express their views exactly on the

questionnaire.

The observations and conclusions are based on the responses of the employees who chose

the respond.

The views of those who declined to participate in the study are not represented.


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The accuracy of the study depends on the correctness of the responses of the

respondents.

The attitude of the workers change from time to time. Hence, the result of the project may

not be applicable in long run.

4. RESEARCH METHODOLOGY

Methodology is one of the main aspects of every research. It gives note of research design,

data source, sample size, questionnaire design and statistical tools adopted.

Research Methodology is a way to systematically solve the research problem. Research

Methodology lays down the various steps that are generally adopted by the researcher in

studying the research problem.

4.1 RESEARCH DESIGN:


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It is a basic framework, which provides guidelines for the rest of the research process. A

research design is purely and simply the framework or plan of a study that guides the collection

and analysis of data.

In this study, the researcher attempts to analyze the various dimensions towards Quality ofWork Life. Hence descriptive cum diagnostic design was adopted.

4.2 SOURCES OF DATA:

Primary Data:

In this Study data is collected directly from the employees of TVS Lucas-Padi using the

questionnaire as an instrument and personal interview as the communication medium for

collecting it.

Secondary Data:

The secondary data were also collected from the existing sources of company such as internal

records, Management books, Magazines, Newspaper, Report prepared by research scholars,

Journals and HR Magazines.

4.3 SAMPLING PLAN:

A sample design is definite plan for obtaining a sample from a given population. It refers to

the technique or procedure the researcher, would adopt in selection of item for the sample.

The sampling technique adopted for the purpose of this study was probability sampling. The

researcher used stratified sampling.

Population:

A population is the set of all possible measurement on data corresponding to the entire

collection of units for which an inference is to be made. The population under consideration of

survey was the employees of TVS Lucas-Padi.

Sample Size:

The number of items selected from the population constitutes the sample size. A sample size

is taken as 100 employees.


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Sampling Method:

Convenience sampling was used for conducting survey. A convenience survey sample is

obtained by selecting convenience population.

Questionnaire:

The researcher prepared the questionnaire that comprises of 25 questions in total. It is split

into 3 parts including general information.

4.4 DATA ANALYSIS:

The data was processed using the SPSS

The data collected were analyzed with the help of Statistical Tools such as

I Percentage Method

II Correlation:

a. Bivariate Correlation

b. Rank Correlation

III Weighted Average Method

IV Chi Square Test

V Analysis of Variance (ANOVA)

I PERCENTAGE METHOD :

Percentage refers for every hundred. It is used to make easy comparisons of fractions. In the

study, fractions of respondents choosing different answers are converted into percentages and

interpretations are made.

Formula:

% of Respondents= No of Respondents * 100


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No of Total Respondents

II CORRELATION:

Correlation is the statistical analysis which measures and analyses the degree or the extent to

which two variables fluctuate with reference to each other. The correlation measures the

closeness of the relationship between the variables. Thus, the association of any two variates is

known as correlation. Correlation Coefficient denoted by r.

Consider two variables xand y:

If r = 1, then x and y are perfectly positively correlated. The possible values ofx and y all

lie on a straight line with a positive slope in the (x, y) plane.

If r = 0, then x and y are not correlated. They do not have an apparent linear relationship.

However, this does not mean that x and y are statistically independent.

If r = -1, then x and y are perfectly negatively correlated. The possible values ofx and y

all lie on a straight line with a negative slope in the (x, y) plane.

(a)Bivariate Correlation:

(b) Rank Correlation:

This is a non-parametric measure of the degree of association between two numerical

variables. The parametric equivalent is the correlation coefficient; sometimes know as Pearsons

product moment correlation. The values of each variable are independently ranked and the

measure is based on the differences between the pairs of ranks of the two variables. The

Formulae for calculating Rank Correlation is


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= 1- 6d2 (Or)

n (n2 -1)

= 1- 6[d2 +1/12(m3-m) +1/12(m3-m) +1/12(m3-m)+.]

n3-n

III WEIGHTED AVERAGE METHOD:

A method of computing a kind of arithmetic mean for a set of numbers in which some

elements of the set carry more importance (weight) than others.

X=WX

F

IV CHI SQUARE TEST:

Chi-square test is one of the simplest and most widely used non-parametric tests in statistical

work. The measure of Chi square (2) enables us to find out the degree of discrepancy between

observed frequencies and theoretical frequencies and thus to determine whether the discrepancy

so obtained is due to error of sample or due to chance .

V ANALYSIS OF VARIANCE (ANOVA):

The Analysis of Variance is a powerful tool for tests of significance. The test of significance

based on t- distribution is an adequate procedure only for testing the significance between two

sample means. In a situation when we have three or more samples to consider at a time an

alternative procedure is needed for testing the hypothesis that all samples are drawn from the

same population i.e., they have same mean. Thus the basic purpose of analysis of variance is to

test the homogeneity of several means.

DEFINITION:

According to Prof. R. A. Fisher, Analysis of Variance (ANOVA) is the separation of

variance ascribable to one group of causes from the variance ascribable to other groups.

ANOVA Table:


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For testing equality of two means, t- test can be used. For testing among several means, F-

Test has been found to be more appropriate.

TWO WAY CLASSIFICATION:

It may happen that the variations in other factors are also of important or controlling them

may become difficult. The study of variation of two factors at a time in a given situation is

known as Two Way ClassificationTable.

Source Of

Variation

Sum Of

Square

Degree Of

FreedomMean Square F-Ratio F

Between Column SSC c-1 MSC=SSC/c-1 MSC/MSE F,c(c-1)(r-1)

Between Rows SSR r-1 MSR=SSR/r-1 MSR/MSE F,r,(c-1)(r-1)

Residual SSE (c-1)(r-1) MSE=SSE/(c-1)(r-1)MSE=SSE/

(C-1)(R-1)

Total TSS n-1

Sum of squares between columns = SSC

Sum Of Squares between rows = SSR

Total Sum of Squares = SST

SST is obtained by adding SSC, SSR and SSE

Ie., SST = SSC+ SSR + SSE

Degrees of freedom between columns = c-1

Degrees of freedom between rows = r-1

Degrees of freedom between residuals = (c-1) (r-1)

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