A STUDY ON QUALITY OF WORK LIFE OF EMPLYOEE’S

AT

TUBE INVESTMENT DIAMOND CHAIN INDIA LIMITED

PROJECT REPORT

Submitted to

UNIVERSITY OF MADRAS

In partial fulfilment for the requirement of the award of the degree

MASTER OF BUSINESS ADMINISTRATION

Report submitted

By

MS. VISHNUPRIYA.V

Reg. No. MA00364

Under the guidance of

Ms. J. RADHA, M.com., MBA., M.Phil.,B.Ed.,

DEPARTMENT OF BUSINESS ADMINISTRATION

VALLIAMMAL COLLEGE FOR WOMEN

(AFFILIATED TO UNIVERSITY OF MADRAS)

E-9, ANNA NAGAR EAST,

CHENNAI - 600102.

BATCH: 2010-2012

BONAFIDE CERTIFICATE

1

This is to certify that the project work entitled “A STUDY ON QUALITY OF

WORK LIFE AT TIDC INDIA LIMITED is a bonafide record of original work

done by Ms.VISHNUPRIYA.V, Reg. No: MA00364 II year student of MBA,

VALLIAMMAL COLLEGE FOR WOMEN, Chennai, in partial fulfilment for

the requirement of the degree MASTER OF BUSINESS ADMINISTRATION,

from UNIVERSITY OF MADRAS during the academic year 2010-2012.

Ms.J.RADHA,M.com.,M.B.A.,M.Phil., B.Ed., Ms.K.E.Alamelu,M.Com.,MBA.,M.Phil.,

Faculty guide Head of the department

Dr.Mrs. T.V.S.PADMAJA, M.A.,Ph.D.,PGCTE(CIEFL),PGDIP.Phon(RIE)

HEAD OF THE INSTITUTION

Submitted for the viva-voce to be held on___________________

Internal examiner External examiner

ACKNOWLEDGEMENT

2

I take an opportunity to express my thanks to our esteemed

chairman Thiru. A.P.MAIKANDAN,B.A, and also to our correspondent

Thiru.A.M.ARIVUDAINAMBI, M.Sc.,M.S.,M.Phil.,PGDBA and our academic

advisor Dr.S.VALAVAN, M.A.,M.Litt.,Ph.D., and Principal of our college

Dr.T.V.S.PADMAJA, M.A,Ph.D,PGCTE(CIEFL),P.G.Dip.inPhon(RIE) who

has given me the opportunity to do this project at TUBE INVESTMENT

DIAMOND CHAIN INDIA LIMITED (TIDC).

I am grateful to Ms.K.E.ALAMELU, M.Com, M.B.A, M.Phil, Head of

the Department of Business Administration for extending her valuable guidance in

the preparation of a report.

I am also thankful to Mrs .J. RADHA, M.Com., M.B.A., M.Phil.,B.Ed., who has given me guidance and support to do this project report. I also thank all our staff members to help to do this report successfully.

I am also thankful to Mr. M KAILASAGIRI (Deputy Manager-HR),

of TIDC INDIA LIMITED, for spending his valuable time and giving excellent

guidance and co-operation to do this project. I am also thankful to BRINDA

PRASAD (MANAGEMENT TRAINEE)-HR, P.JEGANATH (OFFICER)-HR

and all my well-wishers who have assisted me in successful completion of my

study.

VISHNUPRIYA.V

S.NO TITLE PAGE NO

3

1. INTRODUCTION 1

2. INDUSTRY PROFILE 3

3. COMPANY PROFILE 15

4. OBJECTIVES OF THE STUDY 26

5. NEED FOR THE STUDY 27

6. SCOPE OF THE STUDY 28

7. LIMITATIONS OF THE STUDY 29

8. REVIEW OF LITERATURE 30

9. RESEARCH METHODOLOGY 47

10. DATA ANALYSIS & INTERPRETATION 54

11. FINDINGS OF THE STUDY 114

12. SUGGESTIONS 117

13. CONCLUSION 118

14. BIBLOGRAPHY

15. ANNUXURE

CONTENTSABSTRACT

4

The research is on the basis of A STUDY ON “QUALITY OF

WORK LIFE” AT TIDC INDIA LIMITED. Due to changes in

technology and to meet var ious demands of the employees and to

wi ths tand the p lace in the Global market the company has to

focus on employees satisfaction on major areas like job security, job

satisfaction, medical facilities, canteen facilities, etc.

S u r v e y s a r e a n e f f e c t i v e w a y o f k n o w i n g a b o u t

e m p l o y e e s ’ q u a l i t y o f w o r k l i f e i n t h e organization. While exit

interviews are generally used, they are a delayed way of knowing the

quality of work life.

The study was based on the descriptive research design. The sampling design

being used here is Convenience Sampling. The sample size100 has been used Thus

this report seeks to utilize primary research, through questionnaires and secondary

method involves data collection through magazines and websites.

The tools being used for analysis and interpretation are Chi-Square test,

ANOVA and Weighted Average method. The Sugges t ion made by the

employees where most ly implemented whenever they were

applicable. In due course of the project we have visited the company and interacted

with the people concerned. Her I also got the opportunity to learn about work life

balance policies provide to the employees by an organization.

INTRODUCTION

5

Quality is generally defined to satisfy the ever-changing needs of our

customers, vendors and employees, with value added products and services

emphasizing a continuous commitment to satisfaction through an ongoing process

of education, communication, evaluation and constant improvement. The concept

of quality is not apply to all goods and services created by human beings but, also

for work place where the employees were employed.

Quality in the work place comes from understanding and then fully

meeting the needs of all your internal and external customers, now and into the

future and doing, so with continual improvement in efficiency and effectiveness. In

addition to improving the work system, QWL programs usually emphasis

development of employee skills, the reduction of occupational stress and the

development of more co-operative labor-management. Vigorous Domestic and

International competition drive organizations to be more productive. Proactive

managers and human resource departments respond to this challenge by finding

new ways to improve productivity

  The term refers to the favorableness or un-favorableness of a total job

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

recognize their responsibility to develop jobs and working conditions that are

excellent for people as well as for economic health of the organization. A high

quality of work life (QWL) is essential for organizations to continue to attract and

retain employees. QWL is a comprehensive program designated to improve

employee satisfaction.

TIDC is one of India's leading manufacturers of power transmission chains

for the industrial, automotive and agricultural segments. The company was

6

established in 1960 and today is the undisputed market leader in both the industrial

and automotive chains.. TIDC exports chains under the brand name 'Rombo'. Its

chains have gained recognition in Europe, the US, Japan, South America and Asian

markets for high quality and reliability.

The process of Quality of work life by which an organization responds to

employees needs for developing mechanism to allow them to share fully in making

the decision that design their live at work. The project is mainly been concentrated

on the employees who work in contract basis in the organization and how they are

able improve their skills through their work life. The contractors are mainly

engaged in production and engineering levels.

This project work concerns itself with analyzing the effectiveness of quality

of work life in TIDC Limited and also study involves the suggest measures to

improve the intelligence of the quality of work life by providing analyzed data to

prevent malfunction

INDUSTRY PROFILE

7

Murugappa Group is one of India's leading business conglomerates.

The Group has 28 businesses including seven listed Companies actively traded in

NSE & BSE. Headquartered in Chennai, the major Companies of the Group

include Carborundum Universal Ltd., Cholamandalam Investment and Finance

Company Ltd., Cholamandalam MS General Insurance Company Ltd.,

Coromandel International Ltd., Coromandel Engineering Company Ltd., E.I.D.

Parry (India) Ltd., Parry Agro Industries Ltd., Tube Investments of India Ltd., and

Wendt (India) Ltd.

Market leaders in served segments including Abrasives, Auto Components, Cycles,

Sugar, Farm Inputs, Fertilizers, Plantations, Construction, Bio-products and

Nutraceuticals, the Group has forged strong joint venture alliances with leading

international companies like Mitsui Sumitomo, Foskor, Cargill, Group Chimique

Tunisien, Winterthur Technology Group and Morgan Crucible. The Group has a

wide geographical presence panning 13 states in India and 5 continents.

Renowned brands like BSA, Hercules, Ballmaster, Ajax, Parry’s, Gromor and

Paramfos are from the Murugappa stable. The organization fosters an environment

of professionalism and has a workforce of over 32,000 employees.

TUBE INVESTSMENTS OF INDIA LIMITED

8

Tube Investments of India Ltd is part of the USD 3.14 billion Murugappa

Group. Over the past five decades, the company has honed its competencies in the

field of metallurgy, engineering, design and development. It has four divisions - TI

Cycles, Tube Products of India (TPI), TIDC India and TI Metal Forming - each a

pioneer and market leader in its segment.

TPI is the undisputed market leader in high-end cold drawn welded (CDW)

tubes. TI Cycles brings you the BSA and Hercules brands of bicycles and fitness

equipment. TIDC is India's leading manufacturer of power transmission chains for

the automotive, industrial and agricultural segments. TI Metal Forming pioneered

cold roll forming and is a market leader in speciality steel strips for the bearings

and fine blank industry. TI also enjoys a sizeable share of the Indian auto market

by manufacturing auto door frames at TI Metal forming. TI reported a turnover of

1761.84 crores in 2006-07, 11 per cent higher than the previous year.

It was originally founded as TI Cycles of India, in 1949. Group companies

Tube Products of India and TI Miller - which manufactured cycle lamps and

dynamo sets - were merged with the company in 1959 and 1984, respectively. It

has 13 manufacturing and assembly units spread across the country, all supported

by marketing offices that act as an interface between customer requirements and

the production team. The company's shares are listed on the National, Mumbai and

Chennai stock exchanges within India and its GDRs on the Luxembourg Stock

Exchange.

BUSINESS DIVISIONS

9

TI Cycles of India

BSA and Hercules are two of the leading brands of bicycles from TI Cycles

in the Indian market. Recently, the company has entered the growing fitness

equipment segment in order to cater to the contemporary consumer needs. With a

network of around 1500 direct dealers and more than 10000 indirect dealers TI

Cycles has a nationwide presence.

A pioneer in the market, TI Cycles has constantly come up with new trends

in line with evolving consumer needs. With the changing RETAIL environment, TI

Cycles has introduced 'BSA GO' stores, which have revolutionized the bicycle

outlet in India. A one-stop premium shop for all bicycling and fitness

requirements, BSA GO has a customer friendly ambience which serves as a model

for other bicycle outlets in the country.

TIDC India

TIDC is one of India's leading manufacturers of power transmission chains

for the industrial, automotive and agricultural segments. The company was

established in 1960 and today is the undisputed market leader in both the industrial

and automotive chains.

The company made a foray into fine blanking in line with its vision of

becoming a prominent global player in power transmission components, and is

now a major supplier of FB components to the automotive industry. Currently,

about 45 per cent of the company's turnover is from exports and this is an

indication of its growing global presence.

10

TIDC exports chains under the brand name 'Rombo'. Its chains have gained

recognition in Europe, the US, Japan, South America and Asian markets for high

quality and reliability. Over 50 per cent of the chains exported are for special

applications. In the domestic market the 'Diamond' brand chains cater to a range of

two wheelers and industrial OEMs. TIDC also services the after-market with kits

and chains through a well-established distribution network and warehouses.

TI Metal Forming

Pioneers in cold roll forming, TIMF manufactures precision value-added

sheet metal components like car door frames, sashes, divisional channels, stainless

steel rails, chassis long members, deep drawn parts, hydroformed parts, CRF

sections for the Indian Railways, etc.

Established in 1965 as a division of Tube Investments, TIMF's key target

customers are auto OEMs, Indian railway wagon builders, tier 1 auto components

manufacturers, etc.

Tube Products of India (TPI)

TPI is India's undisputed market leader in cold drawn welded (CDW) steel

tubes. Set up in 1955, the company produces precision steel tubes, CR strips and

high strength tubular components that cater to the demanding needs of the

automobile, general engineering, boiler, white goods and fine blanking industries.

A TS16949 and ISO 14001 certified company, TPI is the preferred supplier of

precision welded tubes to major automotive companies in India and abroad.

11

Today, TPI is the preferred supplier of precision tubes, Electric Resistance

Welded (ERW) and Cold Drawn Welded (CDW), to major automotive companies

in India and abroad. TPI is India's undisputed market leader in CDW tubes to the

Auto-motive industry. It has also significant market presence in power plants,

boiler, textile machinery, general engineering. It is the Market leader in Telescopic

Front Fork Inner tubes and Cylinder bore tubes for shock absorber and gas spring

applications, Propeller shaft tubes for Automotive segment. Other Specialty

products include Rear Axle Tubes, Side Impact Beams, Tie Rods, Drag links,

Heavy thick steering shafts and Hydraulic Cylinder tubes.

The International Business Division (IBD) was formed to focus on

international markets, gearing TPI to compete with global tube manufacturers. The

most recent addition to TPI is the Tubular Components Division (TCD), which

manufactures high strength tubular auto components, providing the advantage of

weight reduction, higher component efficiency and cost reduction.

TPI produces a wide range of CRCA strips including special extra deep drawing,

high tensile, medium carbon, high carbon finding application in industries such as

Bearings, Automobile, Auto Ancillaries, white goods, fine blanking and General

Engineering.

TPI has been supplying to customers such as Bajaj Auto Ancillaries, TVS Motors

Ancillaries, Hero Honda Ancillaries, Tata Motors, Toyota India, Delphi, Gabriel,

Escorts, and Endurance. Its success stems from market driven, customer oriented

approach coupled with superior process design, short product development cycle,

12

delivering high quality products and efficient customer service ensuring total

customer satisfaction.

TPI has Integrated manufacturing facilities at Chennai (Two tubes plants and

one strips plant at Avadi and one at Ambattur), Shirwal & Mohali.. These plants

conform to international standards and achieve operational excellence through

TPM. TPI has distribution centers across India, which ensures timely service to the

customer’s daily requirements.

TPI has received ISO-TS 16949 for all plants, ISO 9001: 2000 for all plants,

ISO 14001:2004 for Avadi & IBD Plants, Self-certification for boiler tubes by the

central boiler board. TPI is the Winner of the Sword of honour for outstanding

safety performance from the British Safety council. Tubular Components Division

(TCD), a plant of TPI, has won Supplier Performance Award 2007-2008. Timely

delivery, top notch quality and excellent service have been key for the division for

winning this award.

13

BOARD OF DIRECTORS:

The Murugappa Group is governed by the Murugappa Corporate Board

(MCB), headed by A Vellayan as its Executive Chairman.

A Vellayan

A Vellayan is the Executive Chairman of the Murugappa Corporate Board.

He is the Chairman of EID Parry (India) Limited and Coromandel International Ltd.

He is also on the board of Indian Overseas Bank and Kanoria Chemicals Ltd. He

holds a diploma in Industrial Administration from the University of Aston, UK and a

master’s degree in Business Studies from the University of Warwick Business

School, UK

M M Murugappan

M M Murugappan is the Vice Chairman of the Murugappa Corporate Board.

He is the Chairman of Tube Investments of India Ltd, Carborundum Universal Ltd,

Wendt India Ltd, Murugappa Morgan Thermal Ceramics Ltd, and DBS Chola

Trustees Ltd. He serves as a Trustee of the AMM Foundation and the Correspondent

of the Murugappa Polytechnic College. He is also on the board of Mahindra &

Mahindra Ltd., Mumbai and InfoTech Enterprises Ltd., Hyderabad. He is a Member

on the Board of Governors, IIT, and Madras. He holds a Master’s degree in Chemical

Engineering from the University of Michigan, USA.

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N Srinivasan

N Srinivasan is the Director-Finance of the Murugappa Corporate Board. He

is a chartered accountant and company secretary with over 25 years of experience in

the areas of Corporate Finance, Legal, Projects and General Management. He is a

Director on the Boards of Cholamandalam DBS Finance Ltd, Tube Investments of

India Ltd, Cholamandalam MS General Insurance Co Ltd and few other Group

Companies. Earlier, he was the CFO of Carborundum Universal Ltd and was

associated with corporate like BHEL and Thiru Arooran Sugars Ltd.

Sridhar Ganesh

Sridhar Ganesh is the Director-Human Resources of the Murugappa

Corporate Board and Lead Director of the Diversified Business Group (DBG). He is a

graduate in Physics, and holds a post graduate diploma in Management from IIM,

Kolkata. He has over 30 years of experience in varied facets of human resource

management, at both operational and strategic levels. He started his career with Guest

Keen Williams Limited in Kolkatta and then had a stint with Metal Box prior to

joining Berger Paints as head of personnel. He subsequently moved to Mumbai to

join Cadbury India as their Director-HR and was a member of the board. In 2002, he

was appointed HR Director for the Africa, India and the Middle-East region based in

the UK. His area of work and interest in recent times is on coaching for performance

and performance related areas. Prior to joining the Group, he was Director-Learning

& Development, Cadbury Schweppes plc-Europe, Middle-East and Africa.

15

Ravichandran

V Ravichandran is the Lead Director - Fertilizers and Sugars of the

Murugappa Corporate Board. He is also the Managing Director of Coromandel

International. He is an Engineering Graduate with a Post Graduate Diploma in

Management from IIM, Ahmedabad. He is also a Cost Accountant and a Company

Secretary. After a brief stint with Ashok Leyland, he joined the Group in Oct 1985 in

EID Parry. Ravichandran served with distinction in the Finance function of EID

Parry, in the Farm Inputs Division (FIND), in Corporate and in businesses such as

Confectionery. He took up a general management role as GM-Pesticides in 1994. In

2003, with the merger of FIND and Coromandel Fertilizers Ltd (CFL) he moved to

CFL as Vice President – FIND. He was promoted as Whole time Director in 2004

and took over as Managing Director of the company in 2006. 

Venkatraman Thyagarajan

Venkatraman Thyagarajan is the non-executive External Director of the

Murugappa Corporate Board. He is the Vice Chairman of GlaxoSmithKline, India

and the Senior Vice President and Regional Director of GlaxoSmithKline, Asia

Pacific. Prior to this role, he was the Vice President of South Asia since 2001. In his

tenure of over 36 years with the company, he has held numerous senior positions

throughout his career. He is also an independent director of Tata Consultancy

Services Limited and chairs PHRMA for Asia. He has a B.Tech degree in Electrical

Engineering and is an alumnus of Indian Institute of Management – Ahmedabad

16

Deepak Satwalekar

Deepak Satwalekar is the non executive External Director of the Murugappa

Corporate Board. He holds a bachelors degree in technology from IIT Mumbai and a

master’s degree in business administration from American University, USA. He is

currently the managing director and CEO of HDFC Standard Life Insurance

Company Ltd. He is also on the board of several companies, including HDFC Ltd,

Asian Paints (India) Ltd and Infosys Technologies Ltd.

Sridar Iyengar

Sridar Iyengar is a non executive External Director of the Murugappa Group

Corporate Board. Prior to this, Sridar was CEO of KPMG LLP and later became a

Partner and was instrumental in setting up KPMG’s operations in India. A founding

charter member of TIE (The Indus Entrepreneurs), he has been President of both the

Silicon Valley and Global branches of the group and remains active with TIE India.

He is also involved in the American India Foundation and the Foundation for

Democratic Reforms in India. Sridar has spent 35 years in global business and brings

to the Board his rich international experience. He serves on the Boards of Infosys

Technologies, ICICI Bank, and Rediff.com, among other companies in the U.S. and

India. He holds a bachelors degree in Commerce (Honours) from the University of

Calcutta and is a Fellow of the Institute of Chartered Accountants in England and

Wales.

17

The major companies of the Group are:

Carborundum Universal Limited Cholamandalam DBS Finance Limited

Cholamandalam MS General

Insurance

Coromandel Fertilizers Limited

EID Parry India Limited Godavari Fertilizers Limited

Parry Agro Industries Limited Parryware ROCA Private Limited

Tube Investments of India

TIDC INDIA

Tube Products of India

TI Cycles of India

TI Metals Forming

The Other Companies are:

18

Ambadi Enterprise Ltd Cholamandalam Distribution Services

Ltd

Cholamandalam Mutual Cholamandalam MS Risk Services Ltd

Cholamandalam Securities Ltd Coromandel Engineering Company

Ltd

Kadamane Estates Company Laserwords Pvt Ltd

Murugappa Morgan Thermal

Ceramics Ltd

Net Access India pvt Ltd

New Ambadi Estates Pvt Ltd Parry Enterprises India Ltd

Parry Murray and Co.Ltd Placon (India) Pvt Ltd

Polutech Ltd Prodorite Anticorrosives Ltd

Southern Energy Development

Corporation

Sterling Abrasives Ltd

Wendt India Ltd

COMPANY PROFILE - TIDC INDIA

19

TIDC India is one of the India’s leading manufacturers of power transmission

chains for the industrial, automotive and agricultural segments. The company was

established in 1960 in collaboration with Diamond Chain Co, USA, and today is

the undisputed market leader in both industrial and automotive chains. With its

entry into fine blanking, TIDC is also moving up the value chain, from component

suppliers to system suppliers.

The company made a foray into fine blanking in line with its vision of

becoming a prominent global player in power transmission components, and is

now a major supplier of Fine Blanking components to the automotive industry.

Currently, about 45 percent of the company’s turnover is from exports and this is

an indication of its growing global presence.

TIDC exports chains under the brand name ‘Rombo’. The chains have

gained recognition in Europe, the US, Japan, South America and Asian markets for

high quality and reliability. Over 50 percent of the chains exported are for special

applications. In the domestic market the ‘Diamond’ brand chains cater to a range

of two wheelers and industrial OEMs. TIDC also services the after-market with

kits and chains through a well-established distribution network and warehouses.

20

TIDC manufactures automotive kits comprising of motorcycle/moped drive

chains, front sprockets and rear wheel sprockets which are supplied to leading

automotive companies like Hero Honda, Bajaj, Honda Motorcycles and Scooters

India, Yamaha Motors, TVS Motors and Suzuki India, amongst others. These kits

are also retailed under the Diamond brand. TIDC powers one out of every two two-

wheelers in India. TIDC keeps close contacts with the users of its products and has

a well-established distribution and service network to provide solutions to

customers.

TIDC offers customers complete drive solutions - from design, selection,

supply of sprockets and chains to after sales support. The company’s brands,

Diamond (in India and SAARC countries) and Rombo (rest of the world) are

known for quality and reliability.

TIDC manufactures products for a range of applications. It manufactures

industrial power transmission chains to ANSI & British standards, engineering

class chains, agricultural chains, special sprockets and high performance chains,

drive and cam chains, timing chains and sprockets. The fine blanking division

supplies transmission and engine parts for automobiles as well as products for

industrial applications in power tools, electrical and textile machinery.

TIDC has plants in Chennai, Hyderabad and has set up a new manufacturing

facility in Uttarkhand. TIDC has 13 warehouses across India to ensure smooth

supply of material to customers. With a wide network of 160 dealers spread all

over the country for automotive and industrial applications, TIDC offers products

off-the-shelf to customers across India.

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TIDC also has a strong global presence, with products being exported to

over 30 countries and 35% of the total turnover coming from export sales. The

company has opened an office in USA to service customers in this market. TIDC

India’s international customers are also serviced through warehouses in USA and

Europe. Over 50% of the chains exported are for special applications to global

OEMs in various industries including cement, fertilisers, material handling and

construction equipment. TIDC is also the market leader in India for industrial

power transmission and conveyor chains, and caters to OEMs and distributor

markets.

TIDC India has won the Golden Peacock Award for quality and has obtained

commendation certificate for CII - Exim Business Excellence and received Best

Vendor Awards from automotive OEMs.

Manufacturing

Chains

Sprockets

Types of chains

There are various kinds and sizes of chains are manufactured here.

Following are the some of the chains produced in TIDC India Ltd:

Standard roller chain

Attachment chain

Intended pin chain

Hollow chain

Accumulator chain

Rubber chain

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Self-tube chain

O-ring chain

Work standard special chain

Conversion resistant chain

Let chain

Conveyor chain

Timing chain/ Cam chain

Chain components

Inner plate

Outer plate

Roller

Bush

Pin

Departments in TIDC

ACC – Agricultural Chain Cell

LDD – Light Duty Division

ECC – Engineering Chain Cell

CCC – Cam Chain Cell

FB - Fine Blanking

HPCC – High Performance Chain Cell or Special Purpose Chain

Testing laboratories

Metrology lab

Metallurgy lab

23

TIDC India Certifications

TS 16949:2002 for the automotive business (chains and fine blanking)

ISO 9001:2000 for industrial chains

ISO 14001

API 7F certification for oilfield chains

The 'Commendation Certificate for Strong Commitment to Excel' in 2004, from

the CII-Exim Bank Award Committee - a reflection of the strong passion and

commitment at all levels in the organization

TIDC India has received the 'Commendation Certificate for Strong

Commitment to Excel' in 2004. This commendation was from the CII-Exim Bank

Award Committee and is a reflection of the strong passion and commitment

present at all levels in the organization.

Values and Beliefs:

Adhere to ethical norms in all dealings with shareholders, employees,

customers, suppliers, financial institution and government.

Provide value for money t customers through Quality products& services.

Treat our people with respect and concern, provide opportunities to learn,

contribute and advance recognize and reward initiatives, innovations and

creativity.

24

Maintain:

An organizational climate conducive to trust open communication and team

spirit.

A style of operation is fitting our size, but reflecting moderation and

humility.

Manage environment effectively for harnessing opportunities.

Discharge responsibilities to various sections of society and preserve

environment.

Grow in an accelerated manner, consistent with values and beliefs, by

continuous organizational renewal.

Vision:

“To be a world class global player in Power Transmission and Conveyor systems”

“The fundamental principle of economic activity is that no man you transact with

will loose, then you shall not”--Murugappa Group.

Mission:

By 2013-14 achieve a turnover of Rs.1500 Crores

Milestones

25

 

 

 

 

 

Years Details

2008 New plant for Automotive chain in "Uttar Khand"

2007 Office in USA

2006 Wherehouse opened in Venlo, Netherlands and Cincinnati, USA

2005 TPM Kick off at TIDC

2004 TIDC India receives the Commendation Certificate for Strong

Commitment to Excel.

2003 Obtained ISO/TS 16949 certification for Cam chain and Fine

blanking divisions

2002 Obtained ISO 9001:2000 certification for Quality System

2001 Held first Overseas Distributor Meet at Hanover, Germany.

 

Obtained ISO 14001 Certification for Environmental Management.

2000 Implemented Manufacturing System Redesign Programme (P25) to

improve throughput time and Quality.

1999 Obtained CII-EXIM commendation for strong commitment to

Quality

1998 Obtained QS-9000 for Timing Chain Division.

 

Obtained Golden Peacock National Quality Award from Institute of

Directors.

1997 Launched Policy Deployment as a tool to manage major operations.

1996 Fine blanking operations commenced to market Chain-Sprocket as a

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system.

1995 100% export Oriented Unit set up for agriculture chain.

 

Relocated timing chain facility as a separate division.

1991 Entered into Exports Market.

 

Launched company-wide TQM program.

1985 Developed Engineering class chains.

1980 Developed Motorcycle chain in -house for Japanese two-wheelers.

1969 Diversified into Industrial Chains.

1960 TIDC Established for manufacture of bicycle chains.

PRODUCT PROFILE

27

1) Automotive:

Drive and Cam chains for Motorcycles,

Timing chains and,

sprockets.

2) Industrial:

Power Transmission chains-ANSI &British Standards

Engineering class chains

Agricultural Chains

3) Fine Blanking:

Transmission

Engine parts for 4 wheeler

2 wheelers.

Manufacturing Locations:

Chennai - Industrial chains & Fine Blanking

Hyderabad- Automotive Chains

Customers:

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Export (TIDC exports over 50 countries world-wide)

Germany

New Holland- Belgium & Poland

Denmark

Japan

USA

Domestic

Hero Honda Motors Ltd

Ingersoll Rand

Yamaha Motors India Ltd

Maruti Udyog Limited

TVS Motor Co

Grasim

Honda Motorcycle &Scooter India

BHEL

Bajaj Auto Ltd

Quality systems for a High performance chain

Beginning with the design phase, purchase and inspection of raw materials,

vendor management, work instructions and going on to cover all processes in

manufacturing, packing and inspection before delivery. We follow stringent

procedures when it comes to traceability of products and reviews of customer

feedback. No wonder our chains go on world class equipment’s such as harvester

Combines, Balers, Skid steers, and Marine travel lifts, Fork Lifts, Tele Boomers,

29

Pavers, and Motor Graders. Industries using cement, Power, Fertilizer, Food

processing, packaging, steel machinery, mining, printing, textile & sugar.

Quality Policy

To realize our vision of becoming a world class global player in power

transmission and conveyor systems, we are committed to constantly enhance

customer satisfaction by providing products consistently meeting customer needs

and expectations in product quality, safety, delivery, price, service, statutory and

regulatory requirements. We will achieve this through:

Complying with all requirements of the quality management system and

continually improving its effectiveness.

Constantly upgrading our processes and products to deliver “value for

money” to the customer.

Developing employee skills and increasing their contribution to the

organization through participation and empowerment.

Enhancing supplier relationships to procure appropriate materials/services

on time and also to establish joint development and improvement activities.

Constantly communicating company objectives and performance targets to

employees and reviewing them for improvement.

OBJECTIVE OF STUDY

30

PRIMARY OBJECTIVES:

To know the overall quality of work life in TUBE INVESTMENT

DIAMOND CHAIN (TIDC) PRIVATE LIMITED and its impact on employees

work culture.

SECONDARY OBJECTIVES:

To identify whether the quality of work life improve the standard of living

employees.

To identify whether the quality of work life increase to create a positive

attitude in the minds of employees.

To measure the level of satisfaction of employees towards the quality of

work life.

To identify the perception of the employees among superior and

subordinate’s relationship.

To identify the effectiveness of training in improving the employees skills

and knowledge.

NEED FOR THE STUDY

31

Quality of work life is in which an organization recognize their

responsibility to develop jobs and working conditions that are excellent for people

as well as for economic health of the organization. Close attention to QWL

provides a more humanized work environment .It help to increase the productivity

of the organization.

This study will reveal the importance of a well-managed Quality work life

and what benefits one will derive from it. The purpose of this research project is to

identify the consequences of work-life imbalance in people working in TIDC and

those concerning individuals and their lives that give rise to the need to address the

challenge of work-life balance as a contemporary policy issue.

The study focused on key areas to ascertain the level of change in the above

respect that needs to take place. . The study addressed (a) improving the standard

of living contract employees in the organization (b) to identifying the pros and

corns of the work environment.

In current scenario every organization wants more output it can be possible

only when the working employee find its working environment comfortable as per

the job requirement. So it is very important for the organization to make a quality

relationship between its employees and working environment. Hence these are a

need to study Quality of work life in the organization.

SCOPE FOR THE STUDY

32

The top management can use the information obtained through the study in .The

following areas.

The organization should take care of health and safety of the employees.

Job security should be given to the employees.

Job specification should match the individuals.

Infrastructure facilities should be adequately given ,

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.

This study is undertaken on 100 employees working in TIDC, Chennai with a

view to study Performance management System in the organization.

LIMITATIONS

33

Even though the survey was conducted among the employees of the TIDC

Ltd, it may not reflect the real opinion of the employees.

Due to time constraints, the sample size was restricted to 100, which will

not refer to the overall views of the employees in an organization.

Since the study was restricted to TIDC Ltd, majority of the findings are

applicable only to this organization and cannot be generalized.

The study was mainly concentrated only contract workers.

REVIEW OF LITERATURE

34

THEORETICAL REVIEW

MEANING:

QWL means having good supervision, good working conditions, good pay

and benefits and an interesting, challenging and rewarding job. High QWL is

sought through an employee relations philosophy that encourages the use of QWL

efforts, which are systematic attempts by an organization to give workers greater

opportunities to affect their jobs and their contributions to the organization’s

overall effectiveness. In earlier times QWL means only job enrichment. In addition

to improving the work system, QWL programs usually emphasize on development

of employee skills, the reduction of occupational stress and the development of

more co-operative labor-management relations.

DEFINTION:

Suttle has defined Quality of work life as follows:

“Quality of work life is the degree to which members of work organization

are able to satisfy important personal needs through their experience in the

organization.”

Robbins(1989) defined QWL as follows:

“A Process by which an organization responds to employee needs by

developing mechanisms to allow them to share fully in making the decisions that

designs their lives at work”.

FACTOR INFLUENCING QUALITY OF WORK LIFE

35

1) Job and Career Satisfaction

The extent to which you are content with your job and your prospects at

work Job and Career Satisfaction is a very important factor in overall quality of

working life. How you score on the Job and Career Satisfaction factor relates to

whether you feel the workplace provides you with the best things at work - the

things that make you feel good, such as: a sense of achievement, high self-esteem,

full-filaments of potential, etc. 

2) Working Conditions

Working Conditions assess the extent to which the employee is satisfied

with the fundamental resources, working conditions and security necessary to do

their job effectively.  It is perhaps obvious that physical working conditions that

influence perceptions of employee health and safety would affect employee quality

of work life.  Less obvious may the link between the resources you get to complete

your job, so-called work hygiene and QWL.

3) Home-Work Interface

How much you think the organization understands and tries to help you with

pressures outside of work. Home-work interface is related to work life balance and

is about having a measure of control over when, where and how you work.  It is

achieved when you feel you have a fulfilled life inside and outside paid work, to

the mutual benefit of you and your work.  A poor work-life balance can have

negative effects on your well-being.

36

4) Stress at Work

The extent to which you see work pressures and demands as acceptable and

not excessive or ‘Stressful’. The UK Health & Safety Executive (HSE) define

stress at: “the adverse reaction people have to excessive pressure or other types of

demand placed on them”. Work pressures and demands can be a positive of aspect

of our work experience, providing challenge and stimulation, but where we see

them as excessive and beyond our ability to cope, we are likely to feel overloaded

and stressed.

5) Control at Work

How far you feel you are involved in decisions that affect you at work.

Control at Work reflects the level to which you feel you can exercise what you

consider to be an appropriate level of control within your work environment. That

perception of control might be linked to various aspects of work, including the

opportunity to contribute to the process of decision making that affects you. 

Leading authors in the field suggest that perception of personal control can

strongly affect both an individuals’ experience of stress and their health. Research

also suggests that there is a strong link between personal control and job

satisfaction.

CRITERIA OF MEASURING QWL

37

1) Adequate and Fair Compensation

There are different opinions about the adequate compensation. T h e

committee on Fair Wages defined fair wage as “the wage which is above the

minimum wage but below the living age.”

2) Safe and Healthy Working Conditions

Most of the organizations provide safe and healthy working conditions due

to humani tar ian requi rements and/or legal requi rements . In fac t ,

these conditions are a matter of enlightened self-interest.

3) Opportunity to Use and Develop Human Capabilities

Contrary to the traditional assumptions, QWL is improved the extent that the

worker can exercise more control over his or her work, and the degree to

which the job embraces an entire meaningful task” but not a part of it. Further, QWL

provides for opportunities like autonomy In work and participation in planning in

order to use human capabilities.

4) Opportunity for Career Growth

Opportunities for promotions are limited in case of all categories

o f   employees either due to educational barriers or due to limited openings

at the higher level. QWL provides future opportunity for continued growth and

security by expanding one’s capabilities, knowledge and qualifications.

\

5) Social Integration in the Work Force

38

Social integration in the work force can be established by creating freedom

from pre judice , suppor t ing pr imary work a sense of communi ty and

inter-personnel openness, legal and upward mobility.

6) Constitutionalism in the Work Organization

QWL provides constitutional protection to the employees only to the level

of desirability as it hampers workers. It happens because the management’

sanction is challenged in every action and bureaucratic procedures need to be

followed at that level. Constitutional protection is provided to employees on such

matters as privacy, free speech, equity and due process.

7) Work and Quality of Life

QWL provides for the balanced relationship among work, non-

work and family aspects of life. In other words, family life and social life

should not  b e s t r a i n e d b y w o r k i n g h o u r s i n c l u d i n g o v e r t i m e

w o r k , w o r k d u r i n g inconvenient hours, business travel, transfers, vacations

8) Social Relevance of Work 

QWL is concerned about the establishment of social relevance to work in a

socially beneficial manner. The workers’ self-esteem would be high if his

work is useful to the society and the vice versa is also true.

TECHNIQUES FOR IMPROVING QWL

39

The quality of work life movement is of recent origin and has a long way to go.

Individual as well as organized efforts are required to improve the quality of work life

for millions of workers in the country. Some of the techniques used to improve the QWL are as

given below:

1. Flexible Work Schedules:

There should be flexibility in the work schedules of the employees. Alternative

work schedules for the employees can be flexi time, staggered hours, compressed

work week etc. Flexi time is a system of flexible working hours, staggered hours

schedule means that different groups of employees begin and end work a different

intervals. Compressed work week involves longer hours of work per day for fewer days per

week.

2. Job Redesign:

  Job redesigning or job enrichment improves the quality of the jobs. It attempts to

provide a person with exciting, interesting, stimulating and challenging work. It

helps to satisfy the higher level needs of the employees.

3. Opportunity for Development:

Career development is very important for ambitious and achievement

oriented employees. If the employees are provided with opportunities for their

advancement and growth, they will be highly motivated and their commitment to

the organization will increase.

40

4. Autonomous Work Groups:

  Autonomous work groups are also called self-managed work teams. In such

groups the employees are given freedom of decision making. They are themselves

responsible for planning, organizing and controlling the activities of their groups.

The groups are also responsible for their success or failures.

5. Employee Participation in Management:

People in the organization should be allowed to participate in the management decisions

affecting their lives. Quality circles, Management by objectives, suggestion system and

other forms of employee participation in management help to improve the QWL.

6. Job Security:

Employees want stability of employment. Adequate job security provided to

the employees will improve the QWL to a large extent.

7. Equitable Justice:

The principle of equitable administrative justice should be applied in

disciplinary actions, grievance procedures, promotions, transfers, work

assignments etc. Partiality and biasness at any stage can discourage the workers

and affect the QWL.

STRATEGIES FOR IMPROVEMENT OF QWL

41

The strategies for improvement in quality of work life include self-managed

work teams, redesign and enrichment, effective leadership and

supervisory behavior, career development, alternative work schedules, job

security, administrative organizational and participating management.

(i) Self-managed Work Teams

These are also called autonomous work groups or integrated work teams .

These work teams are formed with 10 to 20 employees who plan, co-ordinate and

control the activities of the team with the help of a team leader who is one among

them. Each team performs all activities including se lec t ing the i r people .

Each team has author i ty to make decis ions and regulate the activities.

The group as a whole is accountable for the success or failure. Salaries are fixed

both on the basis of individual and group achievement.

(ii) Job Redesign and Enrichment

 Narrow jobs can be combined into larger units of accomplishment. Jobs are

redesigned with a view to enriching them to satisfy higher order human needs.

(iii) Effective Leadership and Supervisory Behavior

42

For effective leadership and supervisory behavior ‘9-9’ style of managerial

grid is suitable.

(iv)Career Development

Provision for career planning, communicating and counseling the employees

about the career opportunities, career path, education and development and for

second careers should be made.

(v) Alternative Work Schedules

Provision for flexible working hours, part-time employments, job-

sharing and reduced work week should be made.

(vi)Job Security

This tops the employees’ list of priorities. It should be adequately

taken care of.

(vii) Administrative or Organizational Justice

The principles of justice, fair and equity should be taken care of in

disciplinary procedure, grievance procedures, promotions, transfers, demotion,

work assignment, leave, etc.

(v i i i ) Part ic ipat ive Management

Employees should be allowed to participate in management participative schemes which may be of several types. The most sophisticated among them is quality circle.

I m p l e m e n t a t i o n o f t h e s e s t r a t e g i e s e n s u r e s h i g h e r l e v e l o f

q u a l i t y o f   work life

RESULT OF QUALITY OF WORK LIFE

43

Positive results of quality of work life have been supported by a number of

previous studies including reduced:

Absenteeism

Lower turnover and,

Improved job satisfaction.

Not only does quality of work contribute to company’s ability to recruit quality

people, but also it enhances a company’s competitiveness.

B.RESEARCH REVIEW

44

Various authors and researchers have proposed models of Quality of

working life which include a wide range of factors. Selected models are reviewed

below.

ABSTRACT (1)

AUTHOR

National Seminar on improving the quality of working life (1982)

It was convened to enquire into the direction of Quality of Work Life

activities in India and prepare an action plan for implementing the Quality of Work

Life concepts. The recommendation from the National seminar published in the

Journal of Productivity (1982) states that at the enterprise level, improvement of

quality of work life should be through the co-operative endeavor between

management and unions. The conference pointed out that the Government could

help in improving Quality of Work Life through legislation, executive policy and

action through its entrepreneurial role in the public sector. It recommended the

need for engaging and involving shop-floor level staff in the management and

policy decisions for improvement in Quality of Work Life. Based on his various

studies and wide experiences

45

ABSTRACT (2)

AUTHOR

Hackman and Oldham (1976) and Taylor (1979)

They drew attention to what they described as psychological growth needs

as relevant to the consideration of Quality of working life. Several such needs were

identified; Skill variety, Task Identity, Task significance, Autonomy and Feedback.

They suggested that such needs have to be addressed if employees are to

experience high quality of working life.In contrast to such theory based models,

Taylor (1979) more pragmatically identified the essential components of Quality of

working life as; basic extrinsic job factors of wages, hours and working conditions,

and the intrinsic job notions of the nature of the work itself. He suggested that a

number of other aspects could be added, including; individual power, employee

participation in the management, fairness and equity, social support, use of one’s

present skills, self-development, a meaningful future at work, social relevance of

the work or product, effect on extra work activities. Taylor suggested that relevant

Quality of working life concepts may vary according to organization and employee

group.

ABSTRACT (3)

46

AUTHOR

Warren buffett and colleagues (1979)

In an investigation of Quality of working life, considered a range of

apparently relevant factors, including work involvement, intrinsic job motivation,

higher order need strength, perceived intrinsic job characteristics, job satisfaction,

life satisfaction, happiness, and self-rated anxiety. They discussed a range of

correlations derived from their work, such as those between work involvement and

job satisfaction, intrinsic job motivation and job-satisfaction, and perceived

intrinsic job characteristics and job satisfaction. In particular, Warretal found

evidence for a moderate association between total job satisfaction and total life

satisfaction and happiness, with a less strong, but significant association with self-

rated anxiety. Thus, whilst some authors have emphasized the workplace aspects in

Quality of working life, others have identified the relevance of personality factors,

psychological well-being, and broader concepts of happiness and life satisfaction.

Factors more obviously and directly affecting work have however, served as the

main focus of attention, as researchers have tried to tease out the important

influences on Quality of working life in the workplace.

ABSTRACT (4)

47

AUTHOR

Mirvis and Lawler (1984) and Baba and Jamal (1991)

He suggested that Quality of working life was associated with satisfaction

with wages, hours and working conditions, describing the “basic elements of a

good quality of work life” as; safe work environment, equitable wages, equal

employment opportunities and opportunities for advancement.Baba and Jamal

(1991) listed what they described as typical indicators of quality of working life,

including: job satisfaction, job involvement, work role ambiguity, work role

conflict, work role overload, job stress, organizational commitment and turn-over

intentions. Baba and Jamalal so explored routinisation of job content, suggesting

that this facet should be investigated as part of the concept of quality of working

life.

ABSTRACT (5)

AUTHOR

Ellis and Pompli (2002)

Some have argued that quality of working life might vary between groups of

workers. For example, Ellis and Pompli (2002) identified a number of factors

contributing to job dissatisfaction and quality of working life in nurses, including:

Poor working environments, Resident aggression, Workload, Unable to deliver

quality of care preferred, Balance of work and family, Shiftwork, Lack of

involvement in decision making, Professional isolation, Lack of recognition, Poor

relationships with supervisor/peers, Role conflict, Lack of opportunity to learn new

skills.

ABSTRACT(6)

48

AUTHOR

M. Joseph Sirgyetal (2001)

Sirgyetal.; (2001) suggested that the key factors in quality of working life

are: Need satisfaction based on job requirements, Need satisfaction based on Work

environment, Need satisfaction based on Supervisory behaviour, Need satisfaction

based on Ancillary programs Organizational commitment. They defined quality of

working life as satisfaction of these key needs through resources, activities, and

outcomes stemming from participation in the workplace. Maslow’s needs were

seen as relevant in underpinning this model, covering Health & safety, Economic

and family, Social, Esteem, Actualization, Knowledge and Aesthetics, although the

relevance of non-work aspects is play down as attention is focused on quality of

work life rather than the broader concept of quality of life. These attempts at

defining quality of working life have included theoretical approaches, lists of

identified factors, correlational analyses, with opinions varying as to whether such

definitions and explanations can be both global, or need to be specific to each work

setting.

ABSTRACT

49

AUTHOR (7)

Herzberg at al., (1959), Lawler and Porter, 1966 and Sirgy, Efraty, Siegel &

Lee, 2001

Herzberg at al., (1959) used “Hygiene factors” and “Motivator factors” to

distinguish between the separate causes of job satisfaction and job dissatisfaction.

It has been suggested that Motivator factors are intrinsic to the job, that is; job

content, the work itself, responsibility and advancement. The Hygiene factors or

dissatisfaction-avoidance factors include aspects of the job environment such as

interpersonal relationships, salary, working conditions and security. Of these latter,

the most common cause of job dissatisfaction can be company policy and

administration, whilst achievement can be the greatest source of extreme

satisfaction. An individual’s experience of satisfaction or dissatisfaction can be

substantially rooted in their perception, rather than simply reflecting their “real

world”. Further, an individual’s perception can be affected by relative comparison

– am I paid as much as that person - and comparisons of internalized ideals,

aspirations, and expectations, for example, with the individual’s current

state(Lawler and Porter, 1966) (1).In summary, where it has been considered,

authors differ in their views on the core constituents of Quality of Working Life

(e.g. Sirgy, Efraty, Siegel & Lee, 2001 (11) and Warr, Cook & Wall,1979).

ABSTRACT (8)

50

AUTHOR

Lawler, 1982, Danna & Griffin, 1999 and Loscocco & Roschelle,1991

It has generally been agreed however that Quality of Working Life is

conceptually similar towell-being of employees but differs from job satisfaction

which solely represents the workplace domain (Lawler, 1982).Quality of Working

Life is not a unitary concept, but has been seen as incorporating a hierarchy of

perspectives that not only include work-based factors such as job satisfaction,

satisfaction with pay and relationships with work colleagues, but also factors that

broadly reflect life satisfaction and general feelings of well-being (Danna &

Griffin, 1999). More recently, work-related stress and the relationship between

work and non-work life domains(Loscocco & Roschelle,1991) have also been

identified as factors that should conceptually be included in Quality of Working

Life.

51

RESEARCH METHODOLOGY

RESEARCH MEANING

Research in common parlance to a search for knowledge.. The advanced

the meaning of research as “a careful investigation or inquiry especially through

search for new facts in any branch of knowledge”. Once also can be defined

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

topic. In fact, Research is an art of scientific investigation.

RESEARCH DEFINITION

Redman and mory define research as a “systematized effort to gain new

knowledge”.

A broad definition of research is given by Martin Shuttleworth - "In the broadest

sense of the word, the definition of research includes any gathering of data,

information and facts for the advancement of knowledge.

Another definition of research is given by Creswell who states - "Research is a

process of steps used to collect and analyze information to increase our

understanding of a topic or issue". It consists of three steps: Pose a question,

collect data to answer the question, and present an answer to the question

RESEARCH DESIGN

A research design is purely and simply the framework or plan for a

study the guides the collection and analysis of data. The researcher has employed

descriptive research, which formed the major task for the research on the project

work title “ A Study on Quality of Work life of the employees” at TIDC Limited.

52

RESEARCH PLAN

This is a conclusive research, which comprises descriptive study. This

study is descriptive in nature.

DESCRIPTIVE

It involves surveys and fact-findings of different kinds. The major purpose

of descriptive research is the description of the state of affairs, as it exists at

present. The main characteristics of this method are that the researcher has no

control over the variable; he can only report what has happened or what is

happening.

SAMPLING METHOD:

All the items under consideration in any field of inquiry constitute a

‘universe’ or ‘pollution’. The items so selected constitute what is technically called

a sample. Samples can be either probability samples or non-probability samples.

The suitable technique applicable for this study is Non-probability

Convenience Sampling

CONVENIENCE SAMPLING:

Convenience sampling has been used to collect the data from respondents.

Convenience sampling as the name itself implies is based on the convenience of

the researcher. Many researchers prefer this sampling technique because it is fast,

inexpensive, easy and the subjects are readily available

53

SAMPLING PLAN

Sample unit

Sample unit consists of employees of Tube investments diamond chain

limited in Ambattur.

Sample size

Out of around more than 1000 employees in the TIDC Limited, 100

employees were selected on the basis of convenient sampling.

TYPES OF DATA COLLECTION

Data is the recorded measure of a phenomenon .The Information in

raw or unorganized form (such as alphabets, numbers, or symbols) that refer to, or

represent, conditions, ideas, or objects. Data is limitless and present everywhere in

the universe.

There are two types of data namely,

Primary data

Secondary data

54

PRIMARY DATA

Primary data are information gathered or generated for specific purpose

directly from the field of enquiring for the first time and are original in nature. In

this study the primary data is collected through questionnaire.

SECONDARY DATA

The secondary data refers to those data which are already available in the

firm’s internal records such as Company Website, Company Brochures and

Magazines. Both the primary and secondary data are used to measure the level of

stress among the employee.

TOOLS FOR COLLECTING DATA

Survey method is the suitable method of data collection for this study with a

help of a Questionnaire.

RESEARCH INSTRUMENTS (QUESTIONNAIRE)

A questionnaire is a research instrument consisting of a series

of questions and other prompts for the purpose of gathering information from

respondents they are often designed for statistical analysis of the responses.

Questionnaires are also sharply limited by the fact that respondents must be able to

read the questions and respond to them. 

CLOSED-ENDED QUESTIONS

In this, the respondent is given a limited number of alternative responses

from which she/he is to select the one that most closely matches his/her opinion or

attitude

55

ANALYSIS OF DATA COLLECTION:

Data has been codified, tabulated and arranged in a scientific manner. The

term statistical refers to a measured value based on sample data. The various

statistical technique used are,

Chi- square test

ANOVA and

Weighted Average method

CHI-SQUARE TEST

The chi-square test is used to determine whether there is a significant

difference between the expected frequencies and the observed frequencies in one

or more categories. Does the number of individuals or objects that fall in each

category differ significantly from the number expected?

Where O is the Observed Frequency in each category

E is the Expected Frequency in the corresponding category

Is sum of.

df is the "degree of freedom" (n-1)

X2 is Chi Square

56

ANOVA

If the data are classified accordingly to only one criterion then it is called

one-way classification. Then following are the steps in carrying out the

analysis of variance.

1. Set up null hypothesis

1. Find the total sum of the items of various samples given in the data. It is

denoted by T.

2. Find the correction factor

i.e., C.F =

=

3. Find the sum of squares of all the items and find its total. Subtract it from the

C.F. This gives sum of squares of deviations for total variance.

4. Find the sum of squares between samples.

5. Find the sum of squares within the samples.

6. Construct analysis of variance table.

7. Calculate the value of F= Variance

8. Find the tabulated value of F for the given degrees of freedom.

9. If calculated F< tabulated F we accept the null hypothesis.

Calculated F >tabulated F we reject the null hypothesis.

57

WEIGHTED AVERAGE METHOD

In the case involving rating scale and ranking, the weighted

average ranking method is used. In this method, the net scores for each

attributes are calculated and analysis can be done as the basic of the net

score in percentage obtained the formula is given.

Net Score = (Weighted for column x No. of respondents) / Total weight

∑wixi

= _______

∑wi

58

TABLE NO.1

NO. OF DEPARTMENTS

NAMEOF THE DEPARTMENT

NO OF EMPLOYEES PERCENTAGE

Fine Blanking

Cam chain Cell

Agricultural chain cell

House Keeping

Tool Room

Human Resources(Xerox)

32

31

14

13

9

1

32%

31%

14%

13%

9%

1%

TOTAL 100 100

INF

INFERENCE

From the above table 33% of the respondents belong to the Fine Blanking Department and 1% of the sample belongs to Human Resource (Xerox) department respectively.

59

CHART NO 1

NO. OF DEPARTMENT

60

TABLE NO.2

AGE OF THE EMPLOYEES

INFERENCE:

From the above table 45% of the respondents belong to age group of 26-35 years

and 1% of the employees belong to 50 years and above age group.

61

AGE LIMITS

NO OF RESPONDENTS

PERCENTAGE

0-25 25 25%

26-35 45 45%

36-45 29 29%

50 1 1%

TOTAL 100 100

CHART NO.2

62

TABLE NO.3

GENDER

GENDER EMPLOYEES PERCENTAGE

MALE 33 33%

FEMALE 67 67%

TOTAL 100 100

INFERENCE:

From the above table 67% of the respondents are Female, and 33% of the

employees are Male.

63

CHART NO.3

GENDER OF EMPLOYEES

64

CHART NO.4

EXPERIENCE OF EMPLOYEES

YEARS EXPERIENCE OF

EMPLOYEES

PERCENTAGE

0-6 70 70%

6-10 26 26%

11-12 4 4%

21 yrs and above

0 0%

TOTAL 100 100

INFERENCE:

From the above table shows that 70% of the respondents have 0-5 years of

experience, and 4% of the employees having 6-10 years of experience.

65

CHART NO.4

EXPERIENCE OF EMPLOYEES

66

CHART NO.5

MARITAL STATUS

STATUS NO OF EMPLOYEES PERCENTAGE

SINGLE 28 28%

MARRIED 72 72%

TOTAL 100 100

INFERENCE:

From the above table 72% of the respondents are married in the organization,

and 28% of respondents are unmarried in the organization.

67

CHART NO.5

MARITAL STATUS OF EMPLOYEES

68

PART II

TABLE NO .6

Opinion about the work environment

OPINION NO OF

REPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

40

41

19

0

0

40%

41%

19%

0%

0%

Total 100 100

INFERENCE

From the above table nearly 41% of respondents agreed that they are

motivated by the work environment in the organization and 19 % of respondents

neutrally agreed to the above statement.

69

CHART NO.6

70

TABLE NO.7

Opinion about working conditions

INFERENCE:

From the above table 47% of respondents agreed that the working condition

in the organization is satisfying, and 3% of respondents dis-agreed that the working

condition in the organization is not satisfying in the organization.

CHART NO .7

71

OPINION NO OF

RESPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

40

47

10

3

-

40%

47%

10%

3%

-

TOTAL 100 100

TABLE NO. 8

72

Opinion about Motivation given by Supervisor

OPINION NO OF

REPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

39

33

21

6

1

39%

33%

21%

6%

1%

Total 100 100

INFERENCE:

From the above table 39% of respondents strongly agreed that the

Supervisor/Senior authority constantly motivate them in the organization, and 1%

of respondent strongly dis-agreed to this statement.

CHART NO.8

73

TABLE NO.9

74

Clarification of doubts by the superior

OPINION NO OF

RESPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

39

50

9

1

1

39%

50%

9%

1%

1%

Total 100 100

INFERENCE:

From the above table 50% of respondents agreed that the superior is

supportive in clarifying the doubts regarding the work, and 1% of respondents

strongly dis-agreed that the superior is not supportive in clarifying the doubts

regarding the work

CHART NO 9

75

TABLE NO.10

76

Opportunities provided to develop new skills

OPINION NO OF

REPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

24

63

12

-

1

24%

63%

12%

-

1%

Total 100 100

INFERENCE:

From the above table 63% of respondents agreed that the training given by

the organization has helped the employees to develop new skills and 1% of

respondent strongly dis-agreed this statement.

CHART NO.10

77

TABLE NO.11

78

Trainings program in updating the skills and knowledge

OPINION NO OF

RESPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

25

56

11

6

2

25

56

11

6

2

Total 100 100

INFERENCE:

From the above table 56%of respondents agreed that the training program is

designed to update the skills and knowledge of the employees, 2% of respondents

strongly dis-agreed that the training program is not designed to update the skills

and knowledge of the employees.

CHART NO.11

79

TABLE NO 12

80

Employee’s ability and work requirement

OPINION N0 OF

RESPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

28

53

12

3

4

28%

53%

12%

3%

4%

TOTAL 100 100

INFERENCE:

From the above table 53% of respondents agreed that the training given by

the management bridges the gap between the employee’s ability and work

requirement, and 4% of respondents strongly dis-agreed that the training given by

the management does not bridges the gap between the employees ability and work

requirement.

CHART NO.12

81

TABLE NO.13

82

Safety precaution

OPINION NO OF

RESPONDENTS

PERSENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

40

44

12

4

-

40

44

12

4

-

TOTAL 100 100

INFERENCE:

From 44% of respondents agreed that the safety precautions given by the

trainer regarding work helps to reduce accident’s, and 4% of respondents disagreed

that the safety precautions given by the trainer regarding work does not to helps

reduce accidents.

CHART NO.13

83

TABLE NO.14

84

Infrastructure facilities

ROOMS RESTROOMS QUALITY

OF FOOD

SAFETY

MEASURES

OPINION No. Of

respond

ents

% No. Of

respond

ents

% No. Of

respond

ents

% No. Of

respond

ents

%

Very good

Good

Fair

Poor

Very poor

29

11

31

13

16

29%

11%

31%

13%

16%

47

16

29

7

1

47%

16%

29%

7%

1%

44

11

37

7

1

44%

11%

37%

7%

1%

48

12

29

9

2

48%

12%

29%

9%

2%

Total 100 100 100 100 100 100 100 100

INFERENCE:

It is interpreted that safety measures, restrooms, and quality of food have been

rated as very good with the percentage of 48%, 47%,and 44% and few of the

employees have disagreed with the above statement

CHART NO.14

85

TABLE NO.15

86

Adequacy of infrastructure facilities

Opinion No. Of Respondents Percentage

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

25

39

30

3

3

25%

39%

30%

3%

3%

TOTAL 100 100

INFERENCE:

From the above table 39% of respondents agreed that the organization

provides adequate infrastructure facilities to the employees and 3% of the

respondents dis-agreed and strongly dis-agree that the organization does not

provide adequate infrastructure facilities to the employees

CHART NO.15

87

TABLE NO.16

88

Canteen facilities

OPINION NO OF

RESPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

28

44

11

13

4

28%

44%

11%

13%

4%

TOTAL 100 100

INFERENCE:

From the above table 44% of respondents agreed that the canteen facilities

provided at the organization are satisfying and 4% of respondents strongly dis-

agreed that the canteen facilities provided at the organization are not satisfying

CHART NO.16

89

TABLE NO.17

Comfort ability of work

90

OPINION NO OF

RESPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

34

47

13

4

2

34%

47%

13%

4%

2%

TOTAL 100 100

INFERENCE:

From the above table 47% of respondents agreed that the work which they

engaged with is very comfortable and satisfying, and 34% of respondents strongly

dis-agreed that the work which they are engaged with is not comfortable and

satisfying

CHART NO.17

91

TABLE NO.18

Respect given to the employees

92

OPINION NO OF

RESPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

36

41

13

7

3

36%

41%

13%

7%

3%

TOTAL 100 100

INFERENCE:

From the above table 41 % of respondents agreed that the organization

treat’s the employee’s with good respect and 3% of respondents strongly dis-

agreed that the organization does not treat’s the employee’s with good respect

CHART NO.18

93

TABLE NO.19

Work load

94

OPINION NO OF

RESPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

34

45

13

5

3

34%

45%

13%

5%

3%

Total 100 100

INFERENCE:

From the above table 45% of respondents agreed that the organization

provides work according to the employee’s capacity, 3% of the respondents

strongly disagreed that the organization provides work beyond their capacity to

the employees.

CHART NO.19

95

TABLE NO.20

Grievances

INFERENCE:

96

OPINION NO OF

RESPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

29

40

21

4

6

29%

40%

21%

4%

6%

Total 100 100

From the above table 40% of respondents agreed that the grievance

aroused are duly addressed by the organization, 29% of respondent strongly

disagreed that the grievance aroused are not duly addressed by the organization

CHART NO.20

97

TABLE NO.21

The level of satisfaction with the colleagues

INFERENCE:

98

OPINION NO OF

RESPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

35

49

11

3

2

35%

49%

11%

3%

2%

TOTAL 100 100

From the above table 49% of respondents agreed that the relationship with

other employees in the organization is satisfying, 2% of respondents strongly

disagreed this statement.

TABLE NO.21

99

TABLE NO.22

Feedback on Stress reduction or stress management program

INFERENCE:

100

Opinion No. Of Respondents Percentage

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

27

45

21

4

3

27%

45%

21%

4%

3%

Total 100 100

From the above table shows 45% of respondents agreed that the stress

management or stress reduction program was very helpful and 3% of respondents

strongly dis- agreed this statement.

CHART NO.22

101

TABLE NO.23

Guidance by organization

INFERENCE:

102

OPINION NO OF

RESPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

29

59

8

3

1

29%

59%

8%

3%

1%

Total 100 100

From the above table 59% of respondents agreed that the organisation

provides all the guidance and facilities to get the work done from the employees,

and 1% of respondents strongly dis-agreed the statement.

CHART NO.23

103

TABLE NO.24

Improvement of quality of work life through training

OPINION NO OF

RESPONDENTS

PERCENTAGE

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

29

57

9

4

1

29

57

9

4

1

Total 100 100

INFERENCE:

104

From the above table 57% of respondent agreed the training opportunities

have helped in improving the quality of work life and 1% of respondents strongly

dis-agreed the above statement.

CHART NO.24

105

TABLE NO.25

Safety to the employees

106

Opinion No. Of Respondents Percentage

Strongly agree

Agree

Neutral

Disagree

Strongly disagree

42

46

11

1

-

42%

46%

11%

1%

-

Total 100 100

Inference:

From the above table 46% of respondent agreed that the safety is always

been given priority by the organization to the employees and 1% of respondents

disagreed the above statement.

CHART NO.25

107

TOOLS AND STASTICAL TECHNIQUES

TWO WAY ANALYSIS OF VARIANCE

A.Age of employee’s and work load of employee’s

108

Solution:

: There is no significant difference between age of employees and work load of

employee’s.

Work loadAge of

employeesStrongly

agreeAgree Neutral disagree Strongly

disagree0-25 7 14 2 1 126-35 21 18 4 2 0

36-45 9 15 3 2 050 0 1 0 0 0

: There is significant difference between age of employees work load of

employee’s.

STEP 1: To find correction factor

SA S A N D SD7 49 14 196 2 4 1 1 1 121 441 18 324 4 16 2 4 0 09 81 15 225 3 9 2 4 0 00 0 1 1 0 0 0 0 0 037

=∑571

∑48

∑746

∑9

∑

29 5 9 1 1

T =∑ +=∑ +=∑

=37+48+9+5+1=100

N =4+4+4+4+4=20

Correction factor (C.F) = =

CF =500

STEP 2:

109

Sum of squares of deviations for total variance = squares of all items- correction factor

= ∑ +∑ -CF

= 571+746+29+9+1-500

= 856

STEP 3:

Sum of squares of deviations between the columns

= + + + + - C.F.

= + + + - 500

= 445

Degree of freedom=5-1=4

STEP 4:

Sum of squares of deviations between the rows

= + + -500

= 198.40

Degree of freedom=4-1=3

STEP5:

Sum of squares of deviations for residual variance

= (sum squares of deviations for total variance)

- {Sum of squares of deviations between the work load+ Sum of squares of deviations between the age of employee’s}

110

=856 - (445+198.40) =213

STEP 6:

ANALYSIS OF VARIANCE TABLE

The calculated value of F =0.235

The tabulated value of F for =8 and = 3 at 5% level of significance is 8.84

DECISION

Since the calculated value of F < tabulated value of F. hence we accept the null hypothesis

CONCLUSION

Therefore I conclude that there is no significant difference between age of employees and work load given to the employee’s

B.Training programs in updating the skills and knowledge is in compliance with experience of employees

Solution:

111

Source ofVariation

Sum ofSquares

Degree offreedom

Variance F

Between columns

445 =5-1=4=

=111.25=

=0.235

Between rows 198.40 = 4-1=3 = =66.13

= =0.396

Residual value

213 5+4-1=8= = 26.62

: There is no significant difference between experience and training programs in

updating the skills and knowledge

Training programs in updating the skills and knowledge

Experience Strongly agree

Agree Neutral disagree Strongly disagree

0-5yrs 21 42 3 2 26-10yrs 3 12 7 3 111-20yrs 1 2 0 1 021yrs and

above0 0 0 0 0

: There is a significant difference between experience and training programs in

updating the skills and knowledge

STEP 1: To find correction factor

SA S A N D SD

21 441 42 1764 3 9 2 4 2 4

3 9 12 144 7 49 3 9 1 1

1 1 2 4 0 0 1 1 0 0

0 0 0 0 0 0 0 0 0 0

25∑

451∑

56∑

1912

∑

10∑

58 6 14 3 5

T =∑ +=∑ +=∑

=25+56+10+6+3=100

N =4+4+4+4+4=20

Correction factor (C.F) = =

CF =500

112

STEP 2:

Sum of squares of deviations for total variance

= squares of all items- correction factor

= ∑ +∑ -CF

= 451+1912+58+14+5-500

= 1940

STEP 3:

Sum of squares of deviations between the columns

= + + + + - C.F.

= + + + - 500

= 476.50

Degree of freedom=5-1=4

STEP 4:

Sum of squares of deviations between the rows

= + + -500

= 618.40

Degree of freedom=4-1=3

STEP5:

Sum of squares of deviations for residual variance

= (sum squares of deviations for total variance)

113

- {Sum of squares of deviations between training programs in updating skills and knowledge + Sum of squares of deviations between the experience}

= 1940-(476.50+618.40) =845.10

STEP 6: ANALYSIS OF VARIANCE TABLE

Source ofVariation

Sum ofSquares

Degree offreedom

Variance F

Between columns

476.50 =5-1=4= =119.13

= =0.887

Between rows 618.40 = 4-1=3 = =206.13

= =0.512

Residual value

845.10 5+4-1=8= =

105.63

The calculated value of F = 0.512

The tabulated value of F for =8 and = 3 at 5% level of significance is 8.84

DECISION

Since the calculated value of F < tabulated value of F. we accept the null hypothesis.

CONCLUSION

Therefore I conclude that there is no significant difference between experience of employees and training program in updating in skills and knowledge.

CHI-SQUARE TEST

114

A. The two attributes age of employee’s and feedback on stress management and stress reduction program:

: There is no significant difference between age of employee’s and stress management and stress reduction programme

: There is a significant difference between age of employee’s and stress management and stress reduction programme

Stress management and stress reduction programmeAge of

employee’sStrongly agree Agree Neutral disagree Strongly

disagree0-25 7 13 5 1 1

26-3517 16 8 2 1

36-45 4 13 7 1 3

50 and above 1 0 0 0 0

Total 29 42 20 4 5

115

Calculation of

116

O (Observe

d frequency

)

E (Expecte

d frequen

cy)7 8 1 0.125

13 11 4 0.363

5 5 0 0

1 1 0 0

1 1 0 0

17 13 16 1.230

16 18 4 0.222

8 9 1 0.111

2 2 0 0

1 2 1 0.5

4 8 16 2

13 12 1 0.083

7 6 1 0.167

1 1 0 0

3 1 4 4

1 0 1 0

0 0 0 0

0 0 0 0

0 0 0 0

0 0 0 0

8.801

= = 8.801

Tabulated for (2-1) (5-1) =4d.f. at 5% level of significance is 9.483

DECISION

Since the calculated <tabulated we accept the null hypothesis.

CONCLUSION

Hence conclude that there is no significant difference between age of employees with the feedback on stress management or stress reduction program.

117

WEIGHTED AVERAGE METHOD:

B. Infrastructure facilities

S.NO

Infrastructure facilities

VG G F P VP WA Rank

1 Rooms 29 11 31 13 16 3.24 4

2 restrooms 47 16 29 7 1 4.01 1

3 Quality of food 44 11 37 7 1 3.90 3

4 Safety measures 48 12 29 9 2 3.95 2

Note :- Level are weighted from 4 to 1 and total weight is 5

Weighted average = (Weighted for column x No. of respondents) / Total weight

∑wixi

= _______

∑wi

Weighted average of infrastructure facilities

118

Weighted average formula= no of respondents

Conclusion

From the above weighted average table it is identified that the highest value

is 4.01. This shows that the respondents are more satisfied with the Rest rooms

facilities when compared to other facilities.

FINDINGS

Most of respondents (33)% belong to the Fine Blanking Department

Majority of the employees(45%) belong to age group of 26-35 years when

sorted out according to their age

Majority of the employees (67%) were Female.

Majority of the employees (70%) had 0-5 years of experience.

Majority of the employees (72%) were married in the organisation.

Majority of respondents (41%) agreed that they are motivated by the work

environment in the organization.

Majority of respondents (47%) agreed that the working condition in the

organization were satisfying.

Majority of respondents (39%) strongly agreed that the Supervisor/Senior

authority constantly motivated them in the organization.

Majority of respondents (50%) agreed that the superior were supportive in

clarifying the doubts regarding the work

Majority of respondents (63%) agreed that the training given by the

organization had helped the employees to develop new skills.

119

Majority of respondents (56%) agreed that the training program were

designed to update the skills and knowledge of the employees.

Majority of respondents (53%) agreed that the training given by the

management bridges the gap between the employee’s ability and work

requirement.

Majority of respondents (44%) agreed that the safety precautions given by

the trainer regarding work helped to reduce accidents.

Majority of respondents (39%) agreed that the organization has provided

adequate infrastructure facilities to the employees

Majority of respondents (44%) agreed that the canteen facilities provided at

the organization were satisfying.

Majority of respondents (47%) agreed that the work which they engaged

with were very comfortable and satisfying.

Majority of respondents (41 %) agreed that the organization treat’s the

employee’s with good respect.

Majority of respondents (45%) agreed that the organization had provided

work according to the employee’s capacity.

Majority of respondents (40%) agreed that the grievance aroused were duly

addressed by the organization.

Majority of respondents (49%) agreed that the relationship with other

employees in the organization were satisfying.

Majority of respondents (45%) said that the stress management or stress

reduction program were very helpful.

Majority of respondents (59%) said that the organization had provided all

the guidance and facilities to get the work done from the employee’s.

120

Majority of respondents (57%) agreed that the training opportunities had

helped in improving the quality of work life.

Majority of respondents (46%) agreed that the safety were always been

given priority by the organization to the employee’.

From the ANOVA test there is no significant difference between age group

and work load given to the employee’s

From the ANOVA test there is no significant difference between experience

and training program in updating the skills and knowledge.

From the chi-square test there is no significant difference between

experience and feedback on stress management or stress reduction program.

From the weighted average method it is been identified that the respondents

are more satisfied with the restroom facilities (4.01).

121

SUGGESTIONS

The communication gap between the superior and subordinates needs to be

bridged.

Continuous training has to be given to the employees in order to improve

their efficiency.

Effective training program should be given to the employees to increase their

quality of work life and also to match the employee’s ability and work

requirement.

The infrastructure and canteen facilities can be further improved.

The employees can be given work according to their ability.

More awareness and extra safety precaution can be given.

The grievance needs to be redressed effectively.

Proper appreciation in the way monetary and non- monetary at regular

intervals to the employee based on their performance will motivate them to

improve more.

The stress management or the stress reduction program can be carried out in

more effective way.

122

CONCLUSION

The study on quality of work life was carried out for the contract employees

of TIDC INDIA LIMITED. From their levels of satisfaction on the various

variables, their quality of work life was assessed as satisfactory.

From the various analyses, it is found that quality of work life at TIDC

INDIA LIMITED in such that, it provides encouragement to its employees in order

to improve their individual efficiency. Various suggestions have been put forth in

this study to improve quality of work life at TIDC INDIA LIMITED.

From the study, it is clear that quality of work life of the employees at TIDC

INDIA LIMITED is good. This research highlights some of the gaps in employee’s

satisfaction towards the company such as pros and cons of employees, training and

relationship with management and their colleagues.

The improvement in the quality of work life has brought about a lot of

changes. For example it has brought

Improvement in productivity of employee’s

Team spirit

Improvement in motivational activity

123

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Sylvie (2003)Health-related quality of life models: Systematic review of the

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Website Referred:

1. www.citehr.edu

125

2. www.google.com

3. www.scribd.com

4. http://www.tidc.com

5. http://www.wikipedia.com

6. www.qualityofworklife l.htm

PRODUCTS

FINE BLANKING

INDUSTIRL CHAINS

126

A STUDY ON QUALITY OF WORK LIFE AT TIDC LIMITED

PART I

Name of the employee: Employee number:

Department: Age of the employee:

a) 0-25 b) 26-35 c) 36-45 d) 50 and above

Gender:

a) Male b) Female

Experience of the employee:

a) 0-5yrs b) 6-10yrs c) 11-20yrs d) .21yrs

Marital Status:

a) Single b) Married

PART II

1) The work environment at TIDC is highly motivating to the employee’s.

a)   Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

2) The working conditions provided by the TIDC to the employee’s are satisfying.

127

a)   Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

3) The supervisors/Senior Authority in the organization constantly motivates the employee’s.

a)   Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

4) The superior is supportive in clarifying the doubts regarding the work.

a)   Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

5) The training given by the organization has helped the employee’s develop new skills.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

6) The training program is designed to update the skills and knowledge of the employee’s.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

7) The training given by the company bridges the gap between the employee’s ability and job

Requirement’s.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

8) The safety precaution given by the trainer regarding work helps to reduce accidents.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

9) Please comment on the following infrastructure.

Facilities Very good Good Fair poor Very poorRooms

Restrooms

Quality of food

Safety measures

128

10) The infrastructure facilities are adequately provided by the Organization.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

11) The canteen facilities provided at TIDC are satisfying.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

12) The work which the employees are engaged is very comfortable and satisfying at TIDC.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

13) The organization treat’s the employee’s with good respect.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

14) The employees are given work according to their capacity by the organization.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

15) The Grievance aroused are duly addressed by the company.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

16) The relationship with other employee’s in the organization is satisfying.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

17) The stress management or stress reduction programs given at the workplace was very helpful.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree 18) The organization provides all guidance to get the work done.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

19) The training opportunities have really helped in improving the quality of work.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

20) The safety of workers is always given priority by the organization.

a) Strongly agree b) Agree c) Neutral d) Disagree e) Strongly disagree

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