INTRODUCTION

QUALITY OF WORK LIFE (QWL)

The term refers to the favorableness or unfavourableness 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. The elements in a typical QWL program include –

open communications, equitable reward systems, a concern for employee job security and

satisfying careers and participation in decision making. Many early QWL efforts focus on job

enrichment. In addition to improving the work system, QWL programs usually emphasize

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

more co-operative labour-management relations.

Vigorous Domestic and International competition drive organizations to be more

productive. Proactive managers and human resource departments respond to this challenge by

finding new ways to improve productivity. Some strategies rely heavily upon new capital

investment and technology. Others seek changes in employee relations practices.

Human resource departments are involved with efforts to improve productivity

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

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

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

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

opportunities to affect their jobs and their contributions to the organisation’s overall

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

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

more involved in the decision-making process.

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

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

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

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

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

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

their highly specialised jobs weakened their community of interest in the whole product. De-

skilled workers lost pride in their work and became bored with their jobs. Higher-order

(social and growth) needs were left unsatisfied. The result was higher turnover and

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

sought to improve their conditions and organisations failed to respond appropriately. The real

cause was that in many instances the job itself simply was not satisfying.

FORCES FOR CHANGE

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

They became educated, more affluent (partly because of the effectiveness of classical job

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

than merely earning their bread. Employers now had two reasons for re-designing jobs and

organisations for a better QWL:

Classical design originally gave inadequate attention to human needs.

The needs and aspirations of workers themselves were changing.

HUMANISED WORK THROUGH QWL

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

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

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

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

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

more basic needs. It seeks to employ the higher skills of workers and to provide an

environment that encourages them to improve their skills.

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The idea is that human resources should be developed and not simply used. Further,

the work should not have excessively negative conditions. It should not put workers under

undue stress. It should not damage or degrade their humanness. It should not be threatening

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

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

contribute to general social advancement.

JOB ENLARGEMENT VS. JOB ENRICHMENT

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

the scope of people’s jobs in attempting to motivate them. Job scope has two dimensions –

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

responsible for. It ranges from very narrow (one task performed repetitively) to wide (several

tasks). Employees with narrow job breadth were sometimes given a wider variety of duties in

order to reduce their monotony; this process is called job enlargement.

In order to perform these additional duties, employees spend less time on each duty.

Another approach to changing job breadth is job rotation, which involves periodic assignment

of an employee to completely different sets of job activities. Job rotation is an effective way

to develop multiple skills in employees, which benefits the organisation while creating

greater job interest and career options for the employee.

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

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

indicating that the most effective way to motivate workers was by focusing on higher-order

needs. Job enrichment seeks to add depth to a job by giving workers more control,

responsibility and discretion over hoe their job is performed. The difference between

enlargement and enrichment is illustrated in the figure on the next page.

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

while job enlargement concentrates on adding additional tasks to the worker’s job for greater

variety. The two approaches can even be blended, by both expanding the number of tasks and

adding more motivators, for a two-pronged attempt to improve QWL.

BENEFITS OF JOB ENRICHMENT EMERGE IN THREE AREAS

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

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

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Individual: Growth Self-

actualisation

Organisation: Intrinsically

motivated employees

Better employee performance

Less absenteeism and turnover; fewer grievances

JOB ENRICHMENT

BENEFITS

Society: Full use of

human resources

More effective organisations

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

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

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

The worker performs better, experiences greater job satisfaction and becomes more

self-actualised, thus being able to participate in all life roles more effectively. Society

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

APPLYING JOB ENRICHMENT

Viewed in terms of Herzberg’s motivational factors, job enrichment occurs when the

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

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

employees are the final judges of what enriches their jobs. All that management can do is

gather information about what tend to enrich jobs, try those changes in the job system and

then determine whether employees feel that enrichment has occurred.

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

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

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

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

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

job enrichment is satisfied by the practice of gain sharing.

Since hob enrichment must occur from each employee’s personal viewpoint, not all

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

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

more routine jobs.

CORE DIMENSIONS: A JOB CHARACTERISTICS APPROACH

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

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

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

task significance, autonomy and feedback. Ideally, a job must have all five dimensions to be

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

deprived and motivation may be reduced.

The core dimensions affect an employee’s psychological state, which tends to

improve performance, satisfaction and quality of work and to reduce turnover and

absenteeism. Their effect on quantity of work is less dependable. Many managerial and

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

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

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

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

THE HUMAN RESOURCE DEPARTMENT’S ROLE

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

organisations, top management appoints an executive to ensure that QWL and productivity

efforts occur throughout the organisation. In most cases, these executives have a small staff

and must rely on the human resource department for help with employee training,

communications, attitude survey feedback, and similar assistance. In other organisations, the

department is responsible for initiating and directing the firm’s QWL and productivity

efforts.

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

managers. Management support – particularly top management support appears to be an

almost universal prerequisite for successful QWL programs. By substantiating employee

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

higher productivity and fewer accidents, the department can help convince doubting

managers. Sometimes documentation of QWL can result from studies of performance before

and after a QWL effort. Without documentation of these results, top management might not

have continued its strong support.

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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

practices

Motivation

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

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

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

of motivating employees.

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QUALITY OF WORKLIFE

Human Resource

Department

A REWARD PERFORMANCE MODEL OF MOTIVATION

Rewards

Reinforcement

Performance Satisfaction

Motivation Self-image

Inner drives Self-esteem

Self-expectation

Needs and Desire

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

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

figure. If better performance leads to higher rewards and if these rewards are seen as fair and

equitable, then results in improved satisfaction. On the other hand, inadequate rewards can

lead to dissatisfaction. In either case, satisfaction becomes feedback that affects one’s self-

image and motivation to perform. The total performance-satisfaction relationship is a

continuous system, making it difficult to assess the impact of satisfaction on motivation or on

performance, and vice-versa.

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Job itself Small groups Organisation External

environment

employee

1.1 NEED OF THE STUDY

The organization has to justify its practices towards the Quality of

Work Life so it has to analyze the existing practices.

To Ascertaining their deficiencies of the existing system in HR

well facilitate newer and better system for implementation.

To improve the profit and productivity of the organization.

To improve motivated, satisfied and equitable workforce.

To Lower rates of absenteeism and Reduced overheads.

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1.2 SCOPE OF THE STUDY

The scope of the study is to understand the Quality of Work Life

of SAMSUNG and how SAMSUNG India Electronics Pvt

Limited can enhance the performance of employees by adopting it.

Reward for work should be above a minimum standard for life.

Equitable balance between effort and reward should be there.

Job security should be there so that employees are not under a

concern for their future.

.

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1.3 OBJECTIVES OF THE STUDY

Primary Objective:-

To study the Quality of Work Life of Employees in SAMSUNG

India Electronics Pvt Limited.

Secondary Objective:-

To find out the opinion of employees towards Quality of Work

Life.

To find out way to improve quality of work life.

To find out the recognition and rewarding systems of the

organization.

To identify the factors causing stress and effects of stress on work.

To measure the attitude of the employees towards the work and the

working environment.

To find the relationship of the employees with that of the co-

workers.

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PROFILES

1.4 INDUSTRY PROFILE

The Consumer Durables industry consists of durable goods and appliances for

domestic use such as televisions, refrigerators, air conditioners and washing machines.

Instruments such as cell phones and kitchen appliances like microwave ovens were also

included in this category. The sector has been witnessing significant growth in recent years,

helped by several drivers such as the emerging retail boom, real estate and housing demand,

greater disposable income and an overall increase in the level of affluence of a significant

section of the population. The industry is represented by major international and local players

such as BPL, Videocon, Voltas, Blue Star, MIRC Electronics, Titan, Whirlpool, etc.

The consumer durables industry can be broadly classified into two segments: Consumer

Electronics and Consumer Appliances. Consumer Appliances can be further categorized into

Brown Goods and White Goods. The key product lines under each segment were as follows.

Industry Size, Growth, Trends

The consumer durables market in India is estimated at Rs.300 billion and is expected to reach

Rs.500 billion by 2015. More than 7 million units of consumer durable appliances have been

sold in the year 2009-10 with colour televisions (CTV) forming the bulk of the sales with the

15.15 million units. CTV, refrigerators and Air-conditioners together constitute more than 60

per cent of the sales in terms of the number of units sold.

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In the refrigerators market, the frost-free category has grown by 8.3 per cent while

direct cool segment has grown by 9 per cent. Companies like LG, Whirlpool and Samsung

have registered double-digit growth in the direct cool refrigerator market.

In the case of washing machines, the semi-automatic category with a higher base and fully-

automatic categories have grown by 4 per cent to 526,000 units and by 8 per cent to 229,000

units, respectively. In the air-conditioners segment, the sales of window ACs have grown by

32 per cent and that of split ACs by 97 per cent.

Since the penetration in the urban areas for these products is already quite high, the markets

for both C-TV and refrigerators were shifting to the semi-urban and rural areas. The growth

across product categories in different segments is assessed in the following sections.

Consumer Electronics

The CTV production was 15.15 million units in 2009-10 and is expected to grow by at least

25 per cent. At the disaggregated level, conventional CTV volumes have been falling while

flat TVs have grown strongly. Market sources indicate that most CTV majors have phased

out conventional TVs and have been instead focusing more on flat TVs. The flat segment of

CTV now account for over 60 per cent of the total domestic TV production and is likely to be

around 65 per cent in 2010-11. High-end products such as liquid crystal display (LCD) and

plasma display CTV grew by 400 per cent and 150 per Cent respectively in 2009–10

following a sharp decline in prices of these products and this trend is expected to continue.

LCD are perceived as high-end products. LCD market has been estimated at 0.8 million units

registering a growth of over 130% during 2009-2010 over the previous year.

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Due to the expansion of DTH and introduction of conditional access system (CAS) in

metros, the set top box (STB) market is growing rapidly

Multimedia mobile phones have been growing at a fast rate from 800,000 units 2008-2009 to

1.8 million units in 2009-2010

The audio/video player market has seen significant growth rates in the domestic market as

prices have dropped. Indian DVD market was estimated at 6.2 million units in 2009.

Consumer appliances

The consumer appliances market is estimated at US$4.34 billion, with import valued at US$

1.22 billion.

Air conditioner (including industrial and office conditioners) constituted 38% of the

consumer appliances market followed by refrigerators at 14%, electric fans at 7.5%, washing

appliances at 7% and sewing machines at 5%.

Most imports are in the finished goods categories such as watches electric, coffee makers,

food grinders and electric heaters etc.

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1.5 COMPANY PROFILE

SAMSUNG –   Introduction

Our Vision

Samsung is guided by a singular vision: to lead the digital convergence movement.

We believe that through technology innovation today, we will find the solutions we need to

address the challenges of tomorrow. From technology comes opportunity for businesses to

grow, for citizens in emerging markets to prosper by tapping into the digital economy, and

for people to invent new possibilities.

It’s our aim to develop innovative technologies and efficient processes that create new

markets, enrich people’s lives and continue to make Samsung a trusted market leader

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Our Mission

Everything we do at Samsung is guided by our mission: to be the best “digital-Company”.

Samsung grew into a global corporation by facing challenges directly. In the years ahead, our

dedicated people will continue to embrace many challenges and come up with creative ideas

to develop products and services that lead in their markets. Their ingenuity will continue to

chart Samsung’s course as a profitable, responsible global corporation.

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SAMSUNG HISTORY

1995-Present Pioneering the Digital Age

The digital age has brought revolutionary change – and opportunity – to global business, and

Samsung has responded with advanced technologies, competitive products, and constant

innovation. At Samsung, we see every challenge as an opportunity and believe we are

perfectly positioned as one of the world's recognized leaders in the digital technology

industry.

Our commitment to being the world's best has won us the No.1 global market share for 13 of

our products, including semiconductors, TFT-LCDs, monitors and CDMA mobile phones.

Looking forward, we're making historic advances in research and development of our overall

semiconductor line, including flash memory and non-memory, custom semiconductors,

DRAM and SRAM, as well as producing best-in-class LCDs, mobile phones, digital

appliances, and more.

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GROWING TO BE THE BEST 

Samsung India aims to be the ‘Best Company’ in India by the Year 2006. ‘Best Company’ in

terms of both the internal workplace environment as well as the external context in which the

Company operates. Samsung aims to grow in India by contributing to the Indian economy

and making the lives of its consumers simpler, easier and richer through its superior quality

products.

“Our aim is to gain technological leadership in the Indian marketplace even as our goal is to

earn the love and respect of more and more of our Indian consumers.”  Mr. S.H. Oh ,

President & CEO Samsung South-West Asia Regional Headquarters.

Samsung in India

Samsung India is the hub for Samsung’s South West Asia Regional operations. The South

West Asia Regional Headquarters looks after the Samsung business in Nepal, Sri Lanka,

Bangladesh, Maldives and Bhutan besides India. Samsung India, which commenced its

operations in India in December 1995, today enjoys a sales turnover of over US$ 2bn in just a

decade and a half of operations in the country. Headquartered in New Delhi, Samsung India

has a network of 19 Branch Offices located all over the country. The Samsung manufacturing

complex housing manufacturing facilities for Colour Televisions, Colour Monitors,

Refrigerators and Washing Machines is located at Noida, near Delhi. Samsung ‘Made in

India’ products like Colour Televisions, Colour Monitors and Refrigerators were being

exported to Middle East, CIS and SAARC countries from its Noida manufacturing complex.

Samsung India currently employs over 1600 employees, with around 18% of its employees

working in Research & Development. 

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SAMSUNG GLOBAL

The DNA of Digital Innovation

Samsung Electronics is a global leader in semiconductors, telecommunications, digital media

and digital convergence technologies with 2004 parent company sales of US$55.2Bn and net

income of US$10.3Bn. Employing approx. 113,000 people in over 90 offices in 48 countries,

the company has of 5 main business units: Digital Appliance Business, Digital Media

Business, LCD Business, Semiconductor Business and Telecommunication Network

Business. Recognized as one of the fastest growing global brands, Samsung Electronics

Corporation is the world’s largest producer of Colour Monitors, Colour TVs, Memory Chips

and TFT LCD’s. 

 Customized products for Indian Consumers

Samsung understands the local cultural sensibilities to customize its products

according to the Indian market. It has set up a “usability lab” at the Indian Institute of

Technology in New Delhi to customize Samsung products to meet the specific needs of

Indian consumers. This industry-institute partnership is helping Samsung to study and

analyze consumer response in aspects of product design, including aesthetics, ergonomics

and interface.

Through its research done on consumer preferences in India, Samsung has concluded

that Indian consumers want more sound oriented products. Thus, the Samsung televisions for

India have a higher sound capacity than their foreign counterparts.

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For the semi-automatic segment of Samsung washing machines, Samsung has

introduced for the first time in India a feature called Super Dry. It is present in three of

Samsung’s semi automatic models and dries the clothes better than the rest.

Samsung washing machines have an additional menu that takes care of the local

Indian wardrobes. They also have a ‘memory re-start’ that takes care of the frequent power

failures in India.

ORGANISATION STRUCTURE

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Title Name ResponsibilityVice Chairman(Representative Director)

Yoon-Woo Lee Chairman of the Board of Directors

President & CEO(Representative Director)

Gee-Sung Choi Overall Corporate Management

President Ju-Hwa Yoon Chief Financial Officer

Independent Director Dong-Min Yoon Overall Corporate Management

Independent Director Chae-Woong Lee

Audit & Related Party Transactions Committee

Independent Director Oh-Soo ParkAudit & Related Party Transactions

Committee

Independent Director In-Ho LeeAudit & Related Party Transactions

Committee

1.6 PRODUCT PROFILE

PRODUCT RANGE OF SAMSUNG

MOBILE PHONES

A passion for mobile innovation.

No matter how you stay in touch, Samsung connects you in style.

From the coolest conventional and brightest smart phones, to the most stylish touchscreens,

bars, sliders and feature-rich devices with full QWERTY keyboards, Samsung makes you

more mobile, your way.

TOUCH PHONE - Leading the TOUCH revolution.

STYLE PHONE - Make en eye-stopping STYLE statement.

MULTIMEDIA PHONE - MULTIMEDIA magic unlimited.

BUSINESS PHONE - The Smarter way to work & play.

GURU SERIES - Rock with GURU.

DUAL SIM PHONE - Find the perfect balance with DUAL SIM.

CDMA PHONE - Discover a unique lifestyle with CDMA.

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TELEVISION

Choose the right TV for you. Samsung TVs offer world-class picture quality, design and

energy efficiency. Find the TV that is perfect for you.

LED TV - Redefine the way we watch television.

LCD TV - All the purity of liquid crystal.

Plasma TV - Enjoy the Superior cinematic experience.

Ultra Slim Fit - TV 40% slimmer and 20% lighter.

Flat TV - Technology and style combine for captivating entertainment.

DVD PLAYERS

Samsung DVD Players with BD wise and Best Playability.Samsung offers excellence in

standard and HD DVD players alike boasting features like 1080p upconversion and Touch of

Colour design. Discover which is right for you.

HD DVD PLAYER - Samsung offers excellence in HD DVD player with boasting features

like HDMI, 1080p upconversion, Touch of Coluor™ design and USB for easy connection

and CD-Ripping .Discover which is right for you.

Standard DVD Player - Samsung Standard DVD players can play any DVD, regardless of

its condition. Its rolling actuator technology automatically adjusts the lens angle so that it can

read the information stored in the disc with 100% accuracy.

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DIGITAL CAMCORDERS

Amazingly compact, Samsung's Super Portable Camcorders Let you Brilliantly Capture Life

from the palm of your hand.

SAMSUNG REFRIGERATORS

Experience the new freshness.Add digital technology to your refrigerator and experience a

whole new level of innovation for your home.

FRENCH DOOR - Massive storage capacity on the inside, with a slim profile on the outside

and the most advanced conveniences built in, Samsung French Door refrigerators raise the

bar on style, efficiency and modern living.

SIDE BY SIDE - All the space you need to stock up on family favourites, throw a party, or

prepare a full-blown catered affair. Plus elegant design and efficient Twin Cooling Plus make

Samsung Side by Side refrigerators a fresh choice.

BOTTOM FREEZER - Don't sacrifice storage for space with Samsung Bottom Freezer

refrigerators. All your favourite foods are at eye level, so you can spend more time finding

what you're after and less time cooling your kitchen.

FROST FREE - Now, enjoy a delicious, frrrunchy sound in every bite! The new Samsung

refrigerators come with Unique Moisture Control Technology lock in the natural freshness of

fruits and vegetables keeping them fresh and crunchy for longer. So, go ahead and relish the

crunchy freshness, just bite into some Frrrrunch!

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SAMSUNG AIRCONDITIONER

The simplest and most effective way to stay cool during hot summer.Samsung presents the

perfect solution with its new biosleeplus air conditioners. Developed for Indian conditions.

SPLIT AIR CONDITIONER - The interior design of your home adds a lot to persona

comforts and appeal , Since the Air Conditioner is a large part of that interior, Samsung

provides you with a variety of air conditioners with stylish, sophisticated design, while

paying attention to high performance and health. Samsung’s Air Conditioners represent cool,

clean, healthy freshness in everyday living.

WINDOW AIR CONDITIONER - Welcome to cool, clean, healthy and fresh world of

Samsung Window Air Conditioners. Created to provide utmost comfort in the hottest of

weather, Samsung Air Conditioners bring a cool, refreshing wave into your home and make

everyday living a delightful and rejuvenating.  

SAMSUNG WASHING MACHINE

The Ultimate Washing experience. The Super Clean, Ultra Safe and amazingly easy washing

experience with Samsung Washing Machine.

FRONT LOADING - Samsung front loading washing Machines incorporate a host of

futuristic innovation like Ceramic Heater. It provides you the convenience of washing clothes

with technologically washing machine that understands washing requirement of different

clothes.

TOP LOADING - Power-packed pure strength combined with the touch of gentle care.

Samsung realises this ultimate washing combination in its state-of-the-art Washing Machines.

It’s the ultimate care your clothes need to keep looking their very best.

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SEMI AUTOMATIC - Samsung Semi Automatic Washing Machines are specially

developed for the distinct Indian conditions and are perfect choice for the Indian women.

These technologically advanced machines incorporate Double Storm washing system that

removes dirt and dust from clothes, thereby leaving them clean. Fresh and sparkling like new.

SAMSUNG MICROWAVE OVEN

No guesswork required. Samsung microwave oven, Faster, more spacious and more stylish

than before.

CONVECTION - Microwave can be used to cook food which is crispier from inside as well

as outside. It uses a fan and a heating element to create air flow patterns inside the microwave

oven. This ensures optimum browning of the food in the fastest possible times, making it

ideal choice for baking.

GRILL - Microwaves can be used to cook food which is crispier from outside and juicer

from inside making an ideal choice for succulent kebabs and Tikes.

SOLO - The Samsung Solo is the choice for an all round cooking solution. With uniform

heat distribution, multiple power levels and a host of other features, the Samsung Solo is

ideal for everyday tasks like defrosting, reheating and cooking.

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SAMSUNG LAPTOPS

R SERIES - All-round convenience for more fun. High performance, hassle-free computing

whenever and wherever you need it.

MINI NOTEBOOK - For easy surfing, an affordable mobile solution ideal for all your

online needs-fast paced and digitally interconnected lives.

SAMSUNG MONITORS

The right screen for every desktop.Samsung PC monitors, the most advanced capabilities and

state of-the-art technology.

DESKTOP MONITOR - Desktop monitor that provides perfect picture quality with

incredible speed. Inspired by the shifting colours of sunset and the fine-cut facet of a flawless

gem, the ToC design offers a fresher perspective.

NETWORK MONITOR - Helping you to deliver a high-impact message is what the

Samsung Network Monitor is all about. Our built-in network module provides for easier

control and overall management.

LARGE FORMAT MONITOR - Capture your audience's attention and transport them to a

new world of visual experience. From a single display to an eye-catching video wall,

Samsung's LFDs can deliver the right message at the right time.

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REVIEW OF LITERTURE

QUALITY OF WORK LIFE IN THE INDIAN CONTEXT

The concern for QWL was first noticed in the early 1970’s. It

was seen as the latest revolution that was taking place in the relationship

between men and work. Two drastic changes in this relationship have been

noticed in the past – the first one resulted from with the use of machine power

(the replacement of muscle power by machines in the19th century) and the

second one resulted from the explosion of information technology (replacing

programmable human mental processes by computers). The third revolution is

now taking place – that of ‘humanization of work’. The genesis of the concern

for QWL can be found in the humanistic tradition within the social sciences that

tries to highlight the employees’ need for meaningful and satisfying work and

for participation in decisions that influence their work environment. Therefore,

from a historical perspective this concern for QWL in organizations can be seen

as the latest, and, in many ways, the culmination of a string of reform

movements that have attempted during the past several decades, to protect the

rights and interest of workers. The concept of QWL is very close to the concept

of human resource development (HRD).

The traditional approach to HRD led to the ‘dehumanization’ of work as

the emphasis was more on machines than on people. The human relations

movement restored the balance and brought forth the significance of human

beings in organizations. However, it was Herzberg who was the first to notice

the failure of individual training to suit the job as a change strategy.

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Herzberg’s distinction between ‘hygiene factors and motivators’

advocated the use of job as a medium for developing and changing

organizations through the programmer of ‘job enrichment’. Later on, Davis

proposed the concept of ‘job design’, satisfying the techno – social requirements

of the job. This was followed by ‘work reorganization’ as an extension of the

‘job design’. At the core of all these programmer was the value of training

people in organizations as human beings and helping them to grow, develop and

take part in the decision making – processes.

The goal was to humanize the organizations. Various terms such as,

‘humanization of work’, ‘industrial democracy’, ‘workplace democracy’, ‘work

redesign’, ‘organizational redesigning’, ‘participative work’ and, later on,

‘QWL’ were used interchangeably to describe the same thing.

The overriding purpose of QWL is to change the climate at work, so that

the human-technological organizational interface leads to a better QWL are still

unclear, there are a number of analyses and applications of the closely

associated socio-technical approaches to job design.

The interest in the field of QWL as survived the period of the past three

decades. In fact, it is growing in most of the countries of the world. Initially, it

was the purported failure of the existing job satisfaction measures to explain the

simultaneous existence of a high level of job satisfaction and certain problems

of employee behavior that led to the emergence of interest in QWL.

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DEFINITIONS OF QWL

“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.”

- SUTTLE

“Quality of work life is a comprehension construct that assesses an

individual’s job related well being and the extent to which work

experiences are rewarding, fulfilling and devoid of stress and other

negative personal consequences.”

- SHAMIR AND SOLOMAN

CONTRIBUTION OF MASLOW’S THEORY TOWARDS QUALITY OF

WORK LIFE (QWL)

Developments in work design techniques beyond job rotation and

enlargement have been influenced by ‘humanistic’ psychology. Maslow (1943)

the most popular and influential figure in this movement argued that human

beings have seven innate needs,

29

‘physiological’ or survival needs concern sunlight, sex, food and water.

‘Safety’ needs concern freedom from threat and the desire for shelter, security,

order and predictability, ‘ love’ needs concern relationships, affection, giving

and receiving love and the desire for feeling belongingness, ‘esteem’ needs

concern strength, achievement, adequacy, confidence, independence and the

desire for reputation, prestige, recognition, attention importance, appreciation

and for a high self-evaluation based on capability and on respect form others,

‘self-actualization’ needs concern the development of human capacity to the

fullest potential. ‘Freedom of inquiry and expression’ needs relate to social

conditions that permit free speech and encourage justice, fairness and honesty

and finally the need to ‘ know and understand’ concern the desire to gain and to

systemize knowledge, to satisfy curiosity, to learn, to experiment and to

explore. Taylor and Ford appear to have overlooked the possibility that their

employees would seek satisfaction of any or all of these needs through work.

Maslow argued that these needs are organized in a loose hierarchy. A

person does not normally pay much attention to love and esteem needs for

example until physical and safety requirements are more or less satisfied.

The ultimate goal is self-actualization the need for freedom of inquiry and

to know and understand being pre-requisite for the satisfaction of all the others.

The theory is vague, it cannot easily make predictions about human behavior. It

makes some predictions that are philosophical and psychological. Yet

Maslow’s influence is clearly stamped across the work design theories and

practices of the latter half of the twentieth century and was a key dimension of

the QWL movement that developed through the 1960’s and 1970’s.

30

This study has a very close connection with Maslow’s theory as the sub-

headings of this study deals basically with identifying skills and empowering

the employee to perform better, identifying the recognition and rewarding

systems practiced in the organization, factors causing stress and the effect of

stress on work, work and the working environment of the employees and

relationship of the executives with the co-workers.

APPROACHES TO IMPROVE QWL

There are a number of factors involved in QWL, and these factors can be

grouped in three categories: individual factors, job factors, and organizational

factors. The characteristics of these factors affect the individual involvement in

the job, his sense of competence which lead to job satisfaction and finally to job

performance and productivity as shown in Figure.

An individual on the organization wants to satisfy his needs while

working for it. Depending on the nature of the individual, he may want

equitable financial package, employment benefits, job security, interesting

work, involvement in decision – making process affecting him and his work,

and getting proper feedback about his performance. If these factors are

favorable, the individual will feel job involvement and sense of competence,

consequently job satisfaction and contribute positively with the support of

organizational facilities. Therefore, in improving QWL, all these factors have to

be taken into account.

Though there may not be any universal phenomenon in improving the

QWL because of involvement of a number of factors in it. Some more

commonly adopted practices for the purpose are discussed below.

31

FACTORS IN QWL AND THEIR IMPACT

The Economic Times collected the views from top level HR executives

(mostly HR directors) from Indian companies on the emerging workplace. The

views expressed were as follows:

1. There would be more celebrations, music, poetry, and art at work to

provide creative moments in between the lightening speed of work.

People with high EQ levels would be valued far more than yesterday as

coaches and facilitators orchestrate the output of knowledge workers.

32

Performance Productivity Job factors

Nature of job

Organizational factors Participation Communication Support

Job involvement

Sense of competence

Job satisfaction

Individual factors Ability Work ethic Need pattern

2. People tomorrow would want, need and deserve a workplace free from

anxiety and stress, where each can contribute fully from their jobs and

also get a satisfactory growth in return.

3. The new work use habits are going to be far more flexible, and

individuals will use technology more effectively so that they can find

optimum balance between family and work. What teleworking will

encourage is a focus on work output and results rather than the time put

as is the traditional model of a 9-5 office.

4. People at work should have the option to exercise several choices:

operating from home, virtual offices, flexible hours, possibility of

switching from a fast track to a slow track.

5. People not in the services sectors – who therefore have to report to work

– can look forward to more aesthetically appealing office spaces with

technology enabling environment-friendly intelligent buildings which

encourage the body and mind to give their best.

6. At the intellectual level, there would be a quantum jump in creativity and

innovation. Technology-enabled rich imagery, cross fertilization of ideas

of people from different cultures and magic of cyberspace would make

breakthrough ideas common place.

7. The future workplace will buzz with words like openness, speed,

teamwork and quality: brilliant tomorrow where capability alone will

rule. Where demonstrated performance will mean for more than just a

paper degree.

33

The role of HR personnel will be crucial to bring such changes. They

will create and sustain high performance cultures which retain talent and

provide unique learning and growth. While people management will be

collective responsibility of all managers and organization leaders, HR will be

the facilitator of the world’s best people practices in all areas, accountable for

the quality of the company.

EFFECTS OF QWL

QWL affects job involvement, sense of competence, job satisfaction, and

job performance. A favorable QWL results into positive consequences of these

factors. Let us see how QWL affects these.

1) SELF MANAGED TEAMS:

QWL has evolved into and has become closely associated with

autonomous or self managed teams, just a few years ago self managed teams

were being used only in a very few innovative companies such as Procter

and Gamble, Digital equipment and TRW. There are many other approaches

in QWL besides self- managed teams such as those on management stress

leadership, communication, organizational design and culture, organizations

change and development, the other major motivation application technique

of setting is given attention.

34

2) JOB INVOLVEMENT:

Job involvement indicates the extent of people’s identification with

or ego involvement in the job. Job involved people spend more time on job

and turn out better performance. Challenging jobs which have skill variety,

influence employees to get involved with their jobs. Similarly, people with

high need for achievement and high work ethic feel involved in jobs.

3) SENSE OF COMPETENCE:

Sense of competence denotes the feelings of confidence that one

has in one’s own competence. Job design affects the sense of competence.

By engaging in a work that calls for a variety of skills, abilities, and talents,

individuals gain mastery over their work environment. As they engage

themselves more and more in work activities, they acquire a great sense of

competence and experience and higher level of job involvement.

4) JOB PERFORMANCE AND PRODUCTIVITY:

Job involvement, job satisfaction, and sense of competence affect

job performance and productivity of employees. When the level of job

performance and productivity factors - job involvement, job satisfaction, and

sense of competence - is high, we find that there is fit among the

predisposition of employees and the type of jobs they are assigned to do.

Since there is congruence between the employee and the job, there is high

level of job performance.

35

CURRENT CONCEPTS OF QWL

The scope of QWL movement which originally included only job

redesign efforts based on the socio-technical systems approach has gradually

widened very much so as to include a wide variety of interventions. Important

among these are the following:

1) Job Enrichment

2) Stress Management

3) Job Satisfaction

4) Promotions and Career Planning

5) Quality Circles

6) Suggestion Schemes

7) Employee Participation

8) Empowerment

9) Autonomous Work Teams

10) Flexible Organization Structure

36

RESEARCH METHODOLOGY

The researcher has collected primary and secondary data and used different statistical

tools to analyze and interpret the data, for collecting the primary data the researcher has used

interview schedule.

RESEARCH:

The meaning of research as a careful investigation or inquiry especially through

search for new facts in any branch of knowledge.

Encyclopedia of social sciences define research as the manipulation of things,

concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge,

whether that knowledge aids in construction of theory or in the practice of an art.

RESEARCH METHODOLOGY:

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

be understood as a science of studying how research is done scientifically.

A way to systematically solve the research problem along with the logic behind,

defines research methodology. It explains why a research study has been undertaken, how the

problem has been defined, in what way and why the hypothesis has been formulated, what

data have been collected and what particular method has been adopted, why particular

technique of analyzing data has been used and a host of similar other questions are usually

answered concerning a research problem or study.

37

3.1 RESEARCH DESIGN:

Research design is considered to be a blue print of the research being undertaken i.e.

The research design is the conceptual structure within the research will be conducted

design includes amount lines of what the researcher “will do from working.” During the

research, descriptive research design has used. Descriptive research is undertaken in many

circumstances. When the characteristic of certain goods, such as Age, Sex, Educational level

and Occupation.

DESCRIPTIVE RESEARCH:

Descriptive study is a fact-finding investigation with adequate interpretation. It is the

simplest type of research.

A type of conclusive research, which has its major objective the description of

something usually, market characteristics or function.

DESCRIPTIVE RESEARCH DESIGN:

Describe the characteristics of certain groups.

Estimate the proportion of people in a specified population who behave in a certain

way.

Determine whether certain variables are associated.

3.2 SAMPLE DESIGN:All the items under consideration in any field of inquiry constitute a “universe” or

“population”. The items so selected constitute what is technically called a “sample”. Sample

Design is a definite plan determined before any data are actually collected for obtaining a

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

probability samples. Probability samples are those based on simple random sampling,

systematic sampling, stratified sampling, cluster/area sampling where as non-probability

samples are those based on convenience sampling, judgment sampling and quota sampling

techniques. The sample design used here is Non-probability - Convenience sampling.

38

TYPE OF UNIVERSE:

The apprentices who are contacted by means of a survey become the universe or

population of the study.

SAMPLE UNIT:

The sample unit consists of apprentices from the organization.

SAMPLE SIZE:

Due to time and resource constraints the sample size is taken as 200.

SAMPLING PROCEDURE:

Sampling procedure depends upon the research objectives to be accomplished through

the investigation, the technique used in selecting the items for the sample.

For the study, a Non-probability sampling method is used which does not afford any

basis for estimating the non- probability that each item in the universe or population has of

being included in the sample. It is also by known by names such as convenience sampling,

judgment sampling and quota sampling techniques.

3.3 DATA SOURCE:

In dealing with any problem it is often found that data at hand are inadequate, and

hence, it becomes necessary to collect data that are appropriate. There are several ways to

collecting the data which differ considerably in context of cost, time and other resources.

DATA COLLECTION PROCEDURE:

PRIMARY DATA:

First hand information that are collected through survey. Bit here again they are

collected by the following ways:

Through personal interview using questionnaire.

39

SECONDARY DATA:

These data are collected from journals, company records, those which have already

been collected by someone else and which have already been passed through the statistical

process.

RESEARCH INSTRUMENTS (Questionnaire):

The questionnaire for the study has been drafted in such a way as Dichotomous and

likert scales were used to set the questionnaire. Respondents were explained of the purpose of

the study and workings in the questionnaire.

The study to a great extent relies on the primary data and to some extent secondary

data. Keeping in view, the objectives of the study, the questionnaire consists of the following

type of questions:

(i) Multiple choice

(ii) Ranking

(iii) Weighted average

(iv) Open-ended

(v) Close-ended

3.4 TOOLS USED FOR THE STUDY:

The data, after collection has been processed and analyzed in accordance with the

outline lay down for the purpose of at time of developing the research plan. The collected

data are tabulated, analyzed by using diagrams, graphs, and charts. Bar diagrams and pie

charts are used for better interpretation.

PERCENTAGE METHOD:

Percentages refer to obtain a kind of ratio which is used in making comparison

between 2 or more series of data. Percentages are used to describe relationship.

BAR DIAGRAM:

Bar diagram is a popular form of diagrammatic representation. This diagram consists

of series of rectangular bars standing on a common base. This comparison among the bars is

only based on their lengths.

40

PIE DIAGRAM:

The pie diagram ranks high in understanding. Just as we divide a bar or rectangle to

show its components, a circle can also is divided into sectors.

RANK CORRELATION:

Rs = 1 - 6∑D2

n (n2-1)

Chi-square test : Chi-square test is used to find out whether there is a relationship among various

groups. Chi-square can be calculated using the formula

c2 = ∑ (Oi-Ei) 2 /Ei

O= Observed frequency

E= Expected frequency = (row total*column total)/grand total

Level of significance = 5%

d.o.f = (r-1) (c-1)

Tab value of χ2@5%level of significance

Applying χ2

Computation of χ2 = ∑(O-E)²/E

Where E= (RT*CT)/N

RT=row total

CT=column total.

OBJECTIVE :

To identify whether to whom there is highly satisfied relationship between superiors

or peer groups.

NULL HYPOTHESIS : (Ho)

There is no significant relationship between the groups.

ALTERNATE HYPOTHESIS : (H1)

There is significant relationship between groups.

41

WEIGHTED AVERAGE AND NET SCORE METHOD

In the case of data involving Rating Scales and Ranking, the

Weighted Ranking and Net Score Method has been used. The net score for each attribute is

calculated and analysis can be done on the basis of net score in % obtained.

FORMULA:

Weighted Average = (x1 w1 + x2 w2. .+ xn wn) / (w1 + w2. . + wn) = Σi = 1 to n (xi wi) / Σi = 1 to n wi

_____ X W = ∑ WX ______ ∑X

W = Assumed average X = No of Respondents

ANOVA:

Analysis of Variance, ANOVA, compares the variation between groups and the variation within samples by analysing their variances.

One-way ANOVA

It follows that:

Total sum of squares (SST)

= Sum of squares between the groups (SSG)

+ Sum of squares due to the errors (SSE)

42

Total variation(SST)

Variation due to difference between the groups, i.e. between the group means.

(SSG)

Residual (error) variation notdue to difference between the group means.

(SSE)

3.5 LIMITATIONS OF THE STUDY

The study is limited to a short period of time.

Employees are not willing to participate in the survey process.

The result of the analysis made in the study depends fully on the

information given by the respondents so the quality of the findings

depends on the quality of the response.

Few of the Employees are biased to make a response.

Even though the respondents are available they are not willing to

give their valuable response.

43

DATA ANALYSIS AND INTERPRETATION

TABLE – 4.1

Respondents based on Gender :

S.No Gender No. of Respondents Percentage

1 Male 165 82.5

2 Female 35 17.5

  Total 200 100

INFERENCE:

From the above table it is clear that 82.5% of the respondents are Male, 17.5% of

respondents are Female. From this most of the respondents are Male.

44

CHART – 4.1

Respondents based on Gender

Male Female0

10

20

30

40

50

60

70

80

90

82.5%

17.5%

GENDER

RESP

ON

DEN

TS

45

TABLE – 4.2

Respondents based on Age group:

S.No Age No. of Respondents Percentage

1 Less than 25 125 62.5

2 25 - 30 60 30

3 31 - 35 15 7.5

  Total 200 100

INFERENCE:

From the above table it is clear that 62.5% of the respondents have less than age of 25

years, 30% of respondents are aged between 25 – 30 years and 7.5% of respondents are aged

between 31 – 35 years.

46

CHART – 4.2

Respondents based on Age group

Less than 25 25 - 30 31 - 350

10

20

30

40

50

60

70Less than 25, 62.5%

25 - 30, 30%

31 - 35, 7.5%

AGE

RESP

ON

DEN

TS

47

TABLE – 4.3

Respondents based on Educational Qualification:

S.No Qualification No. of Respondents Percentage

1 Graduate 125 62.5

2 Post Graduate 10 5

3 Professional 60 30

4 Others 5 2.5

  Total 200 100

INFERENCE:

From the above table it is clear that 62.5% of the respondents are graduates, 30% of

respondents are professionals, 5% of respondents are post graduates and 2.5% of respondents

are belongs to others category.

48

CHART – 4.3

Respondents based on Educational Qualification

Graduate Post Graduate Professional Others0

10

20

30

40

50

60

70 62.5%

5%

30%

2.5%

EDUCATIONAL QUALIFICATION

PERC

ENTA

GE

49

TABLE – 4.4:

Respondents based on Experience of the Employees

S.No Qualification No. of Respondents Percentage

1 Less than 1 Year 90 45

2 1 - 2 years 80 40

3 3 - 5 Years 30 15

Total 200 100

INFERENCE:

From the above table it is clear that 45% of the respondents have less than 1 year

experience, 40% of respondents are in between 1 – 2 years of experience and 15% of

respondents are in between 3 – 5 years of experience.

50

CHART – 4.4

Respondents based on Experience of the Employees

45%

40%

15%

NUMBER OF YEARS EXPERIENCE

Less than 1 Year1 - 2 years3 - 5 Years

51

TABLE – 4.5

Respondents opinion based on Monthly Salary of the employees:

S.No Qualification No. of Respondents Percentage

1 Less than 10000 20 10

2 10000 - 15000 100 50

3 15001 - 20000 60 30

4 More than 20000 20 10

  Total 200 100

INFERENCE:

From the above table it is clear that 50% of the respondents are salaried in between

9000 – 11000, 30% of the respondents are salaried in between 11001 – 15000 and 10% of

respondents are salaried less than 9000 and more than 15000.

52

CHART – 4.5

Respondents opinion based on Monthly Salary of the employees

Less than 10000

10000 - 15000

15001 - 20000

More than 20000

05

101520253035404550

10%

50%

30%

10%

SALARY

RESP

ON

DEN

TS

53

TABLE – 4.6

Respondents opinion based on Employees Designation:

S.No Designation No. of Respondents Percentage

1 Executive 80 40

2 Sr. Executive 70 35

3 Technician 30 15

4 Operators 20 10

  Total 200 100

INFERENCE:

From the above table the respondents designation as 40% are Executive, 35% are Sr.

Executive, 15% are Technician, and 10% are Operators.

54

CHART – 4.6

Respondents opinion based on Employees Designation

Executive Sr. Executive Technician Operators0

5

10

15

20

25

30

35

40

45

Executive, 40%

Sr. Executive, 35%

Technician, 15%

Operators, 10%

DESIGNATION

55

TABLE – 4.7

Respondents opinion based on Opportunity to Express Individual Skills:

S.No OpinionNo. of Respondents Percentage

1 Sometimes 23 11.5

2 Usually 84 42

3 Always 81 41.5

4 Rarely 5 2.5

5 Never 5 2.5

  Total 200 100

INFERENCE:

From the above table respondent’s opinion to express their skills are 42% are usually,

41.5% are always and 11.5% are sometimes.

56

CHART – 4.7

Respondents opinion based on Opportunity to Express Individual Skills

Sometimes

Usually

Always

Rarely

Never

0 5 10 15 20 25 30 35 40 45

11.5

42

41.5

2.5

2.5

EXPRESS INDIVIDUAL SKILLS

57

TABLE – 4.8

Respondents opinion based on level of Employees Authoritative Powers:

S.No Opinion No. of Respondents Percentage

1 To Some Extent 45 22.5

2 To A Great Extent 100 50

3 Very Much 35 17.5

4 Not at all 20 10

Total 200 100

INFERENCE:

From the above table it is clear that respondent’s opinion is 50% to a great extent,

22.5% to some extent, and 17.5% of respondents to very much and 10%of respondents

says not at all.

58

CHART – 4.8

Respondents opinion based on level of Employees Authoritative Powers

To Some Extent To A Great Extent Very Much Not at all05

101520253035404550

22.5

50

17.5

10

AUTHORITIVE POWERS

RESP

ON

DEN

TS

59

TABLE – 4.9

Respondents opinion based on organization recognizes the employees as

individuals:

Attributes No. of Respondents Percentage

Yes 156 78

No 44 22

Total 200 100

INFERENCE:

From the Table the 78% of the employees says that the organization

Recognizes the employees as individuals and 22% of them are against to the statement.

60

CHART – 4.9

Respondents opinion based on organization recognizes the employees as individuals

78%

22%

EMPLOYEES AS INDIVIDUALSYes No

61

TABLE – 4.10

Respondents opinion based on Rewarding factors based on Respondents Preference:

S.No Factors Rank

1 Holiday Trip with Family 9

2 Special Incentives & Bonus 1

3 Salary Increments 4

4 Moments & Cash Awards 7

5 Material Gifts 6

6 Retirement Schemes 10

7 Promotion 3

8 Job Security 8

9 Opportunity for Growth 2

10 Participation in Decision Making 5

INFERENCE:

From the above table it is clear that Special Incentives & Bonus are given Rank – 1,

Opportunity for Growth Rank – 2 and as in the row Retirement Schemes are given Last

Preference.

62

CHART – 4.10

Respondents opinion based on Rewarding factors based on Respondents

Preference

Rank0

1

2

3

4

5

6

7

8

9

109

1

4

7

6

10

3

8

2

5

Holiday Trip with Family Special Incentives & BonusSalary Increments Moments & Cash AwardsMaterial Gifts Retirement SchemesPromotion Job SecurityOpportunity for Growth Participation in Decision Making

63

TABLE – 4.11

Respondents opinion based on stress level at the work place:

Stress No. of Respondents Percentage

Yes 46 24

No 152 76

Total 200 100

INFERENCE:

From the Table the 78% of the employees says that there is no Stress in the

Organization and 22% of them say there is Stress in the organization.

64

CHART – 4.11

Respondents opinion based on stress level at the work place

24%

76%

STRESS

YesNo

65

TABLE – 4.12 Respondents opinion based on Salary Satisfaction:

Sl.No Opinion No. of Respondents Percentage

1 Highly Dissatisfied 5 2.5

2 Dissatisfied 10 5

3 Neutral 35 17.5

4 satisfied 130 65

5 Highly satisfied 20 10

Total 200 100

INFERENCE:

From the above table the respondent’s salary satisfaction are 65% of them are

satisfied, 17.5% of them are neutral, 10 % of them are highly satisfied, 5% of them are

dissatisfied and 2.5% of them are highly dissatisfied.

66

CHART – 4.12

Respondents opinion based on Salary Satisfaction

Highly Dissat -isfied

Dissatisfied Neutral satisfied Highly satisfied0

10

20

30

40

50

60

70

2.5 5

17.5

65

10

SALARY SATISFACTION

RESP

ON

DEN

TS

67

TABLE – 4.13

Respondents opinion based on Incentives Satisfaction:

INFERENCE:

From the above table the respondent’s incentives satisfaction are 52.5% of them are

satisfied, 30% of them are neutral, 12.5% of them are highly satisfied and 2.5% of them are

dissatisfied and highly dissatisfied.

68

S.No Opinion No. of Respondents Percentage

1 Highly Dissatisfied 5 2.5

2 Dissatisfied 5 2.5

3 Neutral 60 30

4 satisfied 105 52.5

5 Highly satisfied 25 12.5

  Total 200 100

CHART – 4.13

Respondents opinion based on Incentives Satisfaction

Highly Dissatisfied

Dissatisfied

Neutral

satisfied

Highly satisfied

0 10 20 30 40 50 60

2.5

2.5

30

52.5

12.5

INCENTIVES SATISFACTION

69

TABLE – 4.14

Respondents opinion based on Job Responsibility:

S.No Opinion No. of Respondents Percentage

1 To Some Extent 30 15

2 To A Great Extent 110 55

3 Very Much 55 27.5

4 Never 5 2.5

Total 200 100

INFERENCE:

From the above table the respondent’s job responsibilities are 55% of them to a great

extent, 27.5% of them to very much, 15% of them to some extent and 2.5% of them says

never.

70

CHART – 4.14

Respondents opinion based on Job Responsibility

To Some Extent To A Great Extent Very Much Never0

10

20

30

40

50

60

15

55

27.5

2.5

JOB RESPONSIBILITY

RESP

ON

DEN

TS

71

CHART – 4.15

Respondents opinion based on Employee Satisfaction Level:

Particular No. of Respondents Percentage

Often 64 32%

Rarely 65 32.5%

Don’t Know 5 2.5%

Sometimes62 30.5%

Never5 2.5%

Total200 100

INFERENCE:

From the above table shows that 32% of the respondents often Satisfied, 32.5%

of the respondents are rarely and 2.5% of the respondents are don’t know, 30.5%

respondents are sometimes and 2.5% of respondents are never spend time with

friends.

72

Chart – 4.15

Respondents opinion based on Employee Satisfaction Level

Often

Rarely

Don’t Know

Sometimes

Never

0% 5% 10% 15% 20% 25% 30% 35%

32.00%

32.5%

2.5%

30.5%

2.5%

EMPLOYEE SATISFACTION LEVEL

73

TABLE -4.16

Respondents opinion based on Impacts in work Environment:

Particular No. of Respondents Percentage

Sometimes 59 32%

Always 72 43%

Rarely 38 15%

Never31 10%

Total200 100

INFERNCE:

From the above table shows that 32% of the respondents sometimes they get

Impacts, 43% of the respondents are always and 15% of the respondents are rarely,

10% respondents are never.

74

CHART - 4.16

Respondents opinion based on Impacts in work Environment

Sometimes

Always

Rarely

Never

0% 5% 10% 15% 20% 25% 30% 35% 40% 45%

32%

43%

15%

10%

IMPACTS IN WORK ENVIRONMENT

75

TABLE – 4.17

Respondents opinion based on Superior support to Quality of Work life:

Particular No. of Respondents Percentage

Strongly Agree 82 52%

Agree 38 23%

Neither Agree nor Disagree 20 6%

Disagree28 9%

Strongly disagree32 10%

Total200 100

INFERNCE:

The above table shows that 52% of the respondents agreed that they are able to

Get Superior support to QWL, 23% of the respondents neither agreed nor disagreed

and 6% of the respondents strongly agreed, 9% respondents disagree and 10% of

respondents strongly disagree.

76

CHART – 4.17

Respondents opinion based on Superior support to Quality of Work life

Strongly Agree

Agree

Neither Agree nor Disagree

Disagree

Strongly disagree

0% 10% 20% 30% 40% 50% 60%

52%

23%

6%

9%

10%

Your superiors style support Quality ofWork life

STATISTICAL TOOLS

77

WEIGHTED AVERAGE METHOD

TABLE – 4.18

Table Showing the employees relationship with others:

5 – Very Healthy 4 – Healthy 3 - Neutral 2 – Unhealthy 1 – Very Unhealthy

S.No Factors 5 4 3 2 1 Weighted Average

a. Relationship with your Superiors 105 85 10 0 0 58.53

b. Relationship with your Subordinates 100 85 15 0 0 59

c. Relationship with your Peers 95 70 35 0 0 57.33

Sample Size: 200

____X W = Σ WX ——ΣX

W = Assumed average X = No of Respondents

a) Average Weightage given for Relationship with your Superiors: 58.53

b) Average Weightage given for Relationship with your Subordinates: 59

c) Average Weightage given for Relationship with your Peers: 57.33

INFERENCE:

From the above weighted average table it has been inferred that the majority of the

respondents have given more Weightage to the Relationship with your Subordinates and that

employee says that they Healthy Relationship with their Superiors, subordinates and Peers.

TABLE – 4.19

78

Table Showing the Qualities are Necessary to perform the job:

Sample Size: 200

____ X W = Σ WX ——ΣX

W = Assumed average X = No of Respondents

a) Average Weightage given for Motivational skills : 67.5

b) Average Weightage given for Communication Skills : 69.5

c) Average Weightage given for Leadership : 65

d) Average Weightage given for Time Management : 68

e) Average Weightage given for Problem Solving : 62.5

INFERENCE:

From the above weighted average table it has been inferred that the majority of the

respondents have given more Weightage to Communication Skills after that Time

Management, Motivational Skills are very much necessary to perform in the job.

TABLE – 4.20

Table showing the satisfaction level in the office facilities:

79

S.No. Qualities Very Much

To A Great

Extent

To Some

Extent

Not At All

Weighted Average

a) Motivational skills 95 90 10 5 67.5

b) Communication Skills 100 95 5 0 69.5

c) Leadership 85 80 35 0 65

d) Time Management 95 95 5 5 68

e) Problem Solving 45 135 20 0 62.5

S.No Factors Highly Satisfied Satisfied Neutr

alDissatisf

ied

Highly Dissatisf

iedTotal Weighted

Average

a. Space 145 45 5 5 0 200 62

b. Lighting 120 50 25 5 0 200 59

c. Ventilation 135 55 5 5 0 200 61.33

d. Shelves 115 40 30 10 5 200 56.67

e. Toilets 100 60 35 5 0 200 57

f. Telephone 110 70 10 5 5 200 58.33

g. Internet 125 55 15 5 0 200 60

h. Drinking water 140 40 15 5 0 200 61

i. Interiors 95 60 30 10 5 200 55.33

j. RefreshmentFacility 75 25 75 15 10 200 49.33

Total 1160 500 245 70 25 2000

Sample Size: 200

____ X W = Σ WX ——ΣX

W = Assumed average X = No of Respondents

INFERENCE:

From the above weighted average table it has been inferred that the majority of the

respondents have given more Weightage to Enough Space to work, Space is very much

necessary to perform in the work.

TABLE – 4.21

Employee Satisfaction Level in the following factors:

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S.No Factors Highly Satisfied

Satisfied Neutral Dissatisf

ied

Highly Dissatisf

iedTotal Weighted

Average

a. Job Security 70 90 35 5 0 200 55

b. Recognition 55 90 45 10 0 200 52.67

c. Rewarding Systems 50 65 80 5 0 200 50.67

d. Career Growth 65 110 25 0 0 200 56

e. Flexi - Time 35 50 90 15 10 200 45.67

f. Work and Working Environment 75 90 25 10 0 200 54.8

g. Relationship with others 95 80 15 10 0 200 57.33

h.Usage of Latest

Information Technology

50 85 40 10 15 200 49.67

i. Decision Making Authority 55 110 30 5 0 200 52.67

j. Job Satisfaction 70 75 55 0 0 200 54.33

Total 620 935 440 70 25 2000

Sample Size: 200

____ X W = Σ WX ——ΣX

W = Assumed average X = No of Respondents

INFERENCE:

From the above weighted average table it has been inferred that the majority of the

respondents have given more Weightage to Job Satisfaction, Job Satisfaction is very much

necessary to perform in the work.

Ranking Method

TABLE – 4.22

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Attributes that have an impact on Quality of work life:

S.No Factors Rank1 Job security 22 Recognition 63 Rewarding systems 34 Career growth 15 Flexi time 46 Work and working environment 87 Relationship with others 58 Usage of latest information technology 119 Skills and powers 910 Decision making authority 1011 Job satisfaction 1212 Individual training 7

Formula:

R = 1 - 6Σd2 / n(n2-1)

INFERENCE:

From the above table it is clear that Career growth is given as Rank – 1, Job

Security as Rank – 2 and as in the row Job Satisfaction is given Last Preference.

Chi square Test

TABLE – 4.23

82

CHI-SQUARE between Years of experience & Opportunity to express their skills:

Sometimes Usually Always Total

Less than 1 Year 10 45 35 90

1 - 2 years 10 35 35 80

3 - 5 Years 5 10 15 30

Total 25 90 85 200

Hypothesis H0:

There is no significance relationship between the years of experience and opportunity to skills

Hypothesis H1:

There is significance relationship between the years of experience and opportunity to skills

Chi –Square Statistic = (Oi-Ei)2 /Ei

Degree of Freedom :

= (R-1)*(C-1)

= (5-1)*(4-1)

= 12

Degrees of freedom: 4

Chi-square = 2.693

83

For significance at the .05 level, chi-square should be greater than or equal

to 9.49.

The distribution is not significant.

p is less than or equal to 1.

INFERENCE:

From the above calculation we find that there is no significance

relationship between the years of experience and opportunity to skills.

Therefore accept Ho.

ANOVA – 1

TABLE – 4.24

Table showing the recognition and rewarding system in the organization:

84

S.No Factors

Recognition Rewards

Yes No Yes No

a) Innovations and innovative ideas 5 14 10 9

c) Individual achievements14 16 15 16

d) Team Work 10 15 14 10

f) Participative Decision Making 8 14 16 14

Hypothesis:

Hypothesis H0:

Ho= There is no significant difference between Factors and Rewarding system.

Hypothesis H1:

H1= There is significant difference between Factors and Rewarding system.

c= 4, r = 4

Option1 Option 2

Option 3

Option 4

∑ x ij ∑ x ij 2

Option 1

5 14 10 9 38 402

Option 14 16 15 16 61 933

85

2 Option 3

10 15 14 10 49 621

Option 4

8 14 16 14 52 712

∑ x ij 37 59 55 49 T =200 (∑∑ x ij)2 =2668

∑ x ij 2 385 873 777 633 (∑∑ x ij)2 =2668

∑Tj2=372+592+552+492=10276

C=T2/rc=2002/4*4 =2500

SSC = (∑Tj2 /r)-C = (10276/4)-2500=69

SST= (∑∑ x ij)2 – C = 2668-2500=168

SSR= (∑Ti2/c) – C= (382+612+492+522/4)-2500 = 67.5

SSE=SST-SSC-SSR =168-69-67.5=31.5

ANOVA TABLE

Source of variation

Sum of squares

Degree of freedom

Mean square MS

Variation ratio F

Between columns

SSC=69 c-1=4-1=3 MSC=23 Fc=23/3.5=6.57

Between rows

SSR=67.5 r-1=4-1=3 MSR=22.5 Fr=22.5/3.5=6.43

Residual(error)

SSE=31.5 (c-1)( r-1)=3*3=9

MSE=3.5

Total SST=168 15

Table value for Fc (3, 9) at 5% level=3.86

Table value for Fr (3, 9) at 5% level=3.86

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In both the cases, calculated value of F > the table value of F.

Therefore, the null hypothesis H1 is Accepted.

INFERENCE:

From the above calculations we find that there is a significant

difference between the recognition and rewarding system in the

organization. Therefore accept H1.

ANOVA -2

TABLE – 4.25

87

Table Showing the Qualities are Necessary to perform the job:

S.No. Qualities Very MuchTo A Great

ExtentTo Some

Extent Not At All

a) Motivational skills 95 90 10 5

b) Communication Skills 100 95 5 0

c) Leadership 85 80 35 0

d) Time Management 95 95 5 5

e) Problem Solving 45 135 20 0

Hypothesis:

Hypothesis Ho:

Ho= There is no significant difference between the Qualities and Satisfaction.

Hypothesis H1:

H1= There is significant difference between Qualities and Satisfaction.

c= 4, r = 5

Option1 Option2 Option3 Option4 ∑ x ij ∑ x ij 2

Option1 2 15 9 10 36 410Option2 10 7 12 19 48 654Option3 5 16 18 5 44 630Option4 8 6 8 13 35 333Option5 6 7 10 14 37 381

88

∑ x ij 31 51 57 61 T=200 (∑∑ x ij)2

=2408∑ x ij 2 229 615 713 851 (∑∑ x ij)2

=2408

∑Tj2=312+512+572+612=10532

C=T2/rc=2002/4*5 =2000

SSC = (∑Tj2 /r)-C = (10532/5)-2000=106.4

SST= (∑∑ x ij)2 – C = 2408-2000=408

SSR= (∑Ti2/c) – C= (362+482+442+352+372/4)-2000 = 32.5

SSE=SST-SSC-SSR =408-106.4-32.5=269.1

ANOVA TABLE

Source of variation

Sum of squares

Degree of freedom

Mean square MS

Variation ratio F

Between columns

SSC=106.4 c-1=4-1=3 MSC=35.47 Fc=35.47/22.43=1.58

Between rows

SSR=32.5 r-1=5-1=4 MSR=8.13 Fr=22.43/8.13=2.76

Residual(error)

SSE=269.1 (c-1)( r-1)=3*4=12

MSE=22.43

Total SST=408 19

Table value for Fc (3, 12) at 5% level=3.49

Table value for Fr (4, 12) at 5% level=3.26

In both the cases, calculated value of F < the table value of F.

89

Therefore, the null hypothesis Ho is accepted.

INFERENCE:

From the above calculations we find that there is no significant

differences between the Qualities are Necessary to perform the job.

Therefore accept Ho.

FINDINGS

Objective Findings:

90

52% are satisfied with their Quality of Work Life

55% are to have a Great Extent about their Job Responsibility

52.5 are satisfied with their recognition and rewarding systems of the

organization

78% of the employees says that there is no Stress in the Organization

78% of the employees says that the organization Recognizes the

employees as individuals

52% of the respondents agreed that they are very good relationship with

the co-workers

Statistical Tools Findings:WEIGHTED AVERAGE METHOD

Majority of the respondents have given more Weightage to the

Relationship with your Subordinates and that employee says that they

Healthy Relationship with their Superiors

Majority of the respondents have given more Weightage to

Communication Skills after that Time Management, Motivational Skills

are very much necessary to perform in the job

Majority of the respondents have given more Weightage to Enough Space

to work, Space is very much necessary to perform in the work.

Majority of the respondents have given more Weightage to Job

Satisfaction, Job Satisfaction is very much necessary to perform in the

work.

Ranking Method

91

Career growth is given as Rank – 1, Job Security as Rank – 2 and as in

the row Job Satisfaction is given Last Preference.

Chi square Test

There is no significance relationship between the years of experience and opportunity to skills

ANOVA – 1

There is a significant difference between the recognition and rewarding system in the organization.

ANOVA – 2

There is no significant differences between the Qualities are Necessary to perform the job

92

SUGGESTIONS

The organization must focus on the interpersonal qualities and technical skills.

The organization must recognize the employees more as the individuals

The Rewarding and Recognition System must be improved in individual

achievements and participative decision making

Communication flow in the organization must be excellent.

Individual views must feed in to organization’s strategies.

Regular Feedback should be given to the employees at the right time.

Superior’s must listen to the employee’s problem.

Employees should be given more motivation. .

The problem solving skills of employees should be improved.

The Family welfare schemes and the recreation facilities must be provided to the

employees.

The organization timings must be flexible.

93

CONCLUSION

The study pertaining to Quality of Work Life (QWL) in Manufacturing Industry. A

questionnaire was prepared for the purpose of knowing the employee’s satisfaction in the

work life. The responses of the respondents are good and encouraging. The particulars of

questionnaires are analyzed on the bases of the collected data.

The organization provides a very healthy climate and also good superior – subordinate

relationship. Even though in some fields the management has to concentrate more and have

to adopt new measures in those fields. It will make them to yield more production as well as

it also makes the employees more involved in their work area. Formation of quality circles is

also recommended, to improve the overall performance of the organization.

From the above mentioned the Quality of Work Life in Samsung is Very Good.

BIBILIOGRAPHY94

1. V.S.P. Rao, “Human Resource Management”, 2nd edition, Excel books,

2005.

2. Uma Sekaran, “Research Methods of Business”, 4th edition, Wiley student

edition, 2007.

3. Halpin, Nick. "Work-Life Balance – an Overview." Work-Life Balance Centre.

The Counseling Service, The University of Dundee. 3 Apr. 2007

4. Work-Life Balance Defined. From www.worklifebalance.com, 2006. [67]

5. Clark, C S. "Job Stress." CQ Researcher. 4 Aug. 1994. CQ Researcher. 1 Mar.

2007 [63]

6. G.C.Beri, “Business Statistics”, 2nd edition, Tata McGraw-Hill Publishing

Company Limited, New Delhi.

7. Richard I. Levin, “Statistics for Management”, 7th edition, Prentice Hall India

Private Limited, New Delhi, 2005.

8. Kothari C.R., “Research Methods and Techniques”, Wishwa Prakashan

Publication, New Delhi, 1996.

9. C.B.Mamoria, s.v.Gankar, “Human Resource Management”,5th

edition ,Himalaya publishing house,2006

10. P.C.Tripati,” “Human Resource development”, 5th edition, sultan chant &

sons.

WEBSITES

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1. www.citehr.com

2. www.google.com

3. www.yahoo.com

4. www.managementparadise.com

5. www.worklifebalance.com

A STUDY ON QUALITY OF WORK LIFE IN Samsung INDIA ELECTRONICS

96

I. Demographic Details

1. Gender : a) Male b) Female

2. Age :a) <25 b) 25-30 c) 31-35 d) 36-40 e) >40

3. Educational qualification :a) Graduate b) Post Graduate c) Professional d) Others

4. Number of Years of Experience :a) < 1 Year b) 1 – 2 Years c) 3 – 5 Years d) > 5 Years

5. Monthly Salary (in Rs.) :a) < 12000 b) 12000 – 15000 c) 15001 – 20000 d) > 20000

6. Designation at the time of joining in your Organization :

a) Executive b) Sr. Executive c) Technician d) Operators

II. Skills and Powers 7. Do you think the following qualities are necessary for performing the present job?

S.No Qualities Very Much

To A Great Extent

To Some Extent

Not At All

a) Motivational skillsb) Communication Skillsc) Leadershipd) Time Managemente) Problem Solving

8. Does your organization provide enough opportunity to develop your skills?

a) Always b) Usually c) Sometimes d) Rarely e) Never

9. Are you given an opportunity to express your individual skills?

a) Always b) Usually c) Sometimes d) Rarely e) Never

10. Do you have the requisite authoritative powers required to carry out your job?

a) Very much b) To a great extent c) To some extent d) Not at all

11. Do you have chance to use your personal initiative or judgment in carrying out your job?

a) Always b) Usually c) Sometimes d) Rarely e) Never

97

III. Recognition and Rewarding System

12. Do you think that the Organization recognizes the employees as individuals?a) Yes b) No

13. Mention your opinion on the recognition and rewarding systems for the following factors.

S.No FactorsRecognition Rewards

Yes No Yes No

a) Innovations and innovative ideasb) Individual achievementsc) Team Workd) Participative Decision Making

S.No. Factors Rank

a) Holiday Trip with Familyb) Special Incentive & Bonusc) Salary Incrementsd) Mementos & Cash Awardse) Material Giftsf) Retirement Schemesg) Promotionh) Job Securityi) Opportunity for Growthj) Participation in Decision making

14. Rank the following rewarding factors based on your preference (1 – 10) IV. Stress Factors

15. I) Did you find Stress like situation @ work place?a) Yes b) No (If No, go to the 20th question)

II) If yes, are you able to cope with your work place stress?a) Always b) Usually c) Sometimes d) Rarely e) Never

16. What are those interactions that cause stress in your job?a) Subordinates b) Superiors c) Customers d) Work e) others, specify _____

17. Does your work get affected because of stress?a) Always b) Usually c) Sometimes d) Rarely e) Never

18. Do you think training should be given to overcome stress? a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

98

V. Work and Working Environment

19. Are you satisfied with your salary? a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied

20. Are you satisfied with the incentives you receive? a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied

21. 7. How big an impact work has on your personal life balance?a)Often b)Rarely c)Don’t know d)Sometimes e)Never

22. Indicate your level of satisfaction regarding various facilities provided at the office :Sl.No Factors Highly

SatisfiedSatisfied Neutral Dissatisfied Highly

Dissatisfieda. Spaceb. Lightingc. Ventilation d. Shelvese. Toiletsf. Telephoneg. Interneth. Drinking wateri. Interiorsj. Refreshment

22. To what extent do you have personal responsibility in your job?a) Very much b) To a great extent c) To some extent d) Never

VI. Employee Relationship

23. Do you believe that your superiors style support your work life balance? a) Sometimes b) Always c) Rarely d) Never

24. Indicate your opinion about the relationship with others:

5 – Very Healthy 4 – Healthy 3 - Neutral 2 – Unhealthy 1 – Very Unhealthy

S.No Factors 5 4 3 2 1

a. Relationship with your Superiors

b. Relationship with your Subordinates

c. Relationship with your Peers

25. QWL enables people to work better?a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree

99

26. Based on your preferences rank the following attributes which have an impact on Quality of Work Life (1 – 12):

S.No. Attributes Ranka. Job Securityb. Recognition c. Rewarding Systemsd. Career Growthe. Flexi - Timef. Work and Working Environmentg. Relationship with othersh. Usage of Latest Information Technologyi. Skills and Powersj. Decision Making Authorityk. Job Satisfactionl. Individual Training

26. What could this organization do to help your Quality of work life?

_______________________________________________________________

THANK YOU SO MUCH!

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