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QUALITY OF WORK LIFE & ITS IMPACT ON JOB PERFORMANCE: A STUDY OF INDIAN IT SECTOR DISSERTATION SUBMITTED TO SUMITTED BY

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QUALITY OF WORK LIFE &

ITS IMPACT ON JOB

PERFORMANCE: A STUDY

OF INDIAN IT SECTORDISSERTATION

SUBMITTED TO SUMITTED BY

Ms. Rashmi Rai KUMAR DAVID

Faculty A3923009025

ASB BBA+MBA (DUAL)

NOIDA

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PREFACE

In the epoch of fast manufacture, management of human resources is significant for any business and

concern of a developing nation and therefore the development of any organization depend on the

correct management of existing, accessible and potential human resources. Soul has the potential to

manage any trade or activity, however, the management of human resources is such a awfully

complicated method, if may manage human resources properly for the benefits of the organization we

will say of him a self-made manager.

In this study the main focus is on human resource management, a lot of specifically on the quality of

work life (QWL) and its impact on the job performance of the staff in the HCL and WIPRO, NOIDA.

QWL is best life at work, it means that climate at work is congenial providing happiness and relief to

the employee each at work and after work. QWL has a directed bearing on the standard of living and

the quality of working abilities of human beings. QWL covers several aspects of employees work life

such as monetary benefits, physical working conditions, social and career aspects. What is important is

to stimulate quality of work life consciousness among the employees and the management of

corporation i.e., workers, unions and management.

This study's mainly concentrates on the analysis of quality of work life aspects in the HCL and

WIPRO.

The first half of the study deals with the introduction to quality of work life and the impact of quality of

work life on job performance.. The latter half of the study presents human resource development,

working conditions, work life in HCL and WIPRO. A brief summary and conclusions of the study are

presented at the end. It is hoped that the findings and suggestions of the study will help to enhance the

level of efficiency of HCL and WIPRO.

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ACKNOWLEDGEMENTS

The study would not have been possible but for the generous facilitate and steerage that I have received

from a variety of persons. I express my deep sense of appreciation to all of them.

The genesis of this work lay in my long cherished desire for the Masters Degree which becomes a

reality by the sole opportunity given by Ms. Rashmi Rai, Faculty, Amity School of Business, Noida,

Uttar Pradesh. It has been a great pleasure and privilege to figure underneath her steerage. Her informal

vogue and suppleness in approach vastly abetted me to complete the work with ton of zeal and

enthusiasm.

I express my deep sense of feeling to her but for her untiring and scholastic guidance; the present study

would have received unexplored for a few longer time.

I take this chance to copiously acknowledge the management of HCL and WIPRO who gave me the

authorization to carry out the research. Equally my heartful thanks go to the large number of employees

and staff with whom I intermingled throughout the course of the study and who liberally permitted me

to interrupt their work, from time to time to the extent of imposing myself on them.

I am grateful to Dr. Himanshu Mohan, Director, Amity School of Business, Noida who in spite of

heavy professional commitments spared time to counsel me at various stages of the work.

My heart-felt thanks and regards to my folks Sri Durga Prasad and Srimati Gita Devi for their

continuous encouragement in completion of my endeavor.

(KUMAR DAVID)

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Table of Contents

CHAPTER 1- INTRODUCTION……………………………………………………………………………………………………05-12

HRM & Implications

Quality of Work Life

CHAPTER 2- LITERATURE REVIEW……………………………………………………………………………………………13-21

CHAPTER 3- PROFILE OF INDIAN IT INDUSTRY…………………………………………………………………………22-36

Introduction to Indian IT Industry

HCL: Company Profile

WIPRO: Company Profile

CHAPTER 4- ABOUT THE STUDY………………………………………………………………………………………………37-39

Objective of the Study

Significance of the Study

Scope of the Study

Period of the Study

Limitations of the Study

CHAPTER 5- RESEARCH METHODOLOGY…………………………………………………………………………………40-41

Research Design

Database & Methodology

CHAPTER 6- QWL & JOB PERFORMANCE…………………………………………………………………………………42-45

CHAPTER 7- DATA ANALYSIS & INTERPRETATION……………………………………………………………………..46-71

CHAPTER 8- FINDINGS OF THE STUDY………………………………………………………………………………………72-75

CHAPTER 9- SUGGESTIONS & RECOMMENDATIONS…………………………………………………………………76-77

CHAPTER 10- CONCLUSION………………………………………………………………………………………………………78-79

CHAPTER 11- BIBLIOGRAPHY & REFERENCES……………………………………………………………………………80-83

ANNEXURE……………………………………………………………………………………………………………………………….84-87

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TABLE OF FIGURES & ILLUSTRATIONS

FIGURE/ILLUSTRATION NAME PAGE NO.Definition of quality of work life 11Concept of quality of work life 15Big 5 IT services company 28Major IT hubs 28-29HCL snapshot 34Relationship between QWL and job performance 45Gender of the sample size 48Years of working 49Physical working condition 50Work load in organization 51Communication and information flow 52Sharing of experiences among employees 53Training provided by the company 54Training improves productivity 56Good career prospect in the organization 57Free to perform duties 58Working environment 59Take care in the night shift 60Job security and impact on job performance 61Satisfactory salary 62Goal and task clarity increase productivity 63Employee participation 64Facilities as motivator 65Motivating factor 66Characteristics of employees 67Co-operation in departments 68Quality of work life and productivity 69

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CHAPTER…01

INTRODUCTION

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The most vital resource of any organization is usually aforementioned to be its people. The growth,

development, prosperity and progress of any organization depend upon the strength of its potential

human resources. Such individuals have to be compelled happen to create things happen to assist

within the accomplishment of the organizational objectives. To co-ordinate the resources of the

organization- four important 'M's, viz., Money, Material, Machinery and Men- which are the most vital

possessions of any organization should be taken into account. The three 'M's like Money, Material and

Machine are created and managed by human beings. It is a very effective combination, on dovetailing

of these factors that the success or failure of the organization depends. The human resources available

to management in an organization are only a part of resources. They must be coordinated. Without

human efforts, organization cannot accomplish their objectives. According to Rensis Likert who rightly

observes, “All the activities of any enterprise are initiated and determined by the persons who make up

that institution, plants, offices, computers, automated equipment, and all else that make a modern firm

uses are unproductive except for human effort and direction of all the tasks of management, managing

the human component is the central and most important task, because all else depends on how well it is

done.”

HUMAN RESOURCES- Its Implications

Human resources have been defined as, “from the national point of view, the knowledge, skills,

imaginative abilities, gifts and aptitudes obtained in the population,” whereas from the belvedere of the

individual enterprise, they characterize the total of the inherent abilities, acquired knowledge and skills

as exemplified in the talents and aptitudes of its employees. Many scientists have emerged rich with a

great potential for growth and expansion because they have people rich in drive, vision, ingenuity,

creativity and the spirit of enterprise. The depreciation that results in all the other factors of production

in the long run does result in the inadequacy of human resources.

It is this human resource which is of supreme importance in the success of any organization, as most of

the problems in organizational settings are human and social rather than physical, technical, or

economic. Failure to reorder this fact causes immense loss to the nation, enterprise, and individual.

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QUALITY OF WORK LIFE

Work life needs a specific description before one can go into the Quality of Work Life prevailing in

Indian IT sector in general and HCL & WIPRO in the particular. The study done so far in the area of

work life has unlocked the wide range of conceivable thoughts of work life. Work life logically means

the life of the workers, physical and intellectual, in their work environment in office or factory or field-

working. What is anticipated of the employee? What are the circumstances of the work place? What is

the reimbursement that the employee acquires? What are the encouragements presented to him? How

about satisfaction with the operating environment and the compensation? These are the queries to be

undertaken by the researcher in any study of work life.

QWL again needs a specific thoughtful before arriving at a prescriptive description of the item. It must

be accepted in mind that the term made its first entrance in the Research Journals and in the press in the

United States in 1970s. There is no commonly recognized designation of the term. However, the

attempts so far made to define it mostly refer to the favorableness or unfavourableness of a job

environment for the people involved in it.

This definition, however, has additional way of looking at it which compares the QWL with employees'

awareness of the safety, of their degree of satisfaction and the opportunities the work environment

provides them to grow and develop as human beings.

This, in a sense, needs the degree to which the full range of human needs is meant for the purpose of

this study. Work life and quality of work life are defined as any activity which takes place at every level

of an organization, and, which through the augmentation of human dignity and growth, promotes

greater organizational effectiveness. It includes the process in which the three significant factors in

organization management work out.

1. Management

2. Employees, and

3. Unions.

To work together, one needs a set of actions, changes and progresses to attain equally important

purposes of improving respected life of the worker and the members of the organization and the growth

of the efficiency of the organizations. It is applicable here to make an attempt to classify the most

important areas that contribute to the important of QWL of different perceptions. The areas constituting

important aspects of the QWL have to be dealt with meticulous care. The following appear to be the

common areas to all such studies, listed below are the areas in the order of their perceived importance

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which are found to be common to most studies.

Specific issues of Quality of Work Life

The factors influencing and deciding quality of work life are:

• Pay

• Employee benefits: Health care and other fringe benefits

• Job security

• Alternative work schedule

• Job stress

• Participation in management- workers and union involvement in decision making

• Democratic ambience in the work place

• Procedure of redressal of grievances

• Pension benefits

• Profit sharing

• Promotions as growth channels.

In spite of all these factors listed above, in the order of their priority, it is the work culture and the work

environment that ought to be studied. If the Quality of Work Life needs to be improved, economic want

and benefits, security, working conditions and workforce, management relations all these aspects that

touch the employees should be dealt with humanely in work culture of an organization.

1. Pay: In terms of pay, adequate and fair compensation is the most important determinant in

Quality of Work Life. The employee of the organization gives the utmost importance to the

compensation package offered to them. In a few cases where occupational hazard

committees are set up, compensation package is considered attractive enough to balance the

risk involved. In any case, it is monetary benefit that influences the employee’s

consideration rather than the other things.

2. Employee Benefits: After the pay or compensation package, comes the package of

employee benefits. So long as their main additional monitory benefits, strictly speaking,

their additional monetary benefits form part of the benefits of compensation package.

However employee benefits to take certain other forms like health care services, leaves,

subsidies, retirement benefits, certain works and privileges like free, or subsidy

accommodation, free or subsidy transport. These incentives attract people to work in the

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organization and staying in the organization and contributing their best to the organization.

It also encourages their loyalty and pride in belonging to the organization, in the ultimate

analysis. However, these factors are attractive mainly as benefits quantified in terms of

money.

3. Job Security: It comes next in the order of priority. In any study of QWL, the last thing that

any employee desire is not to be thrown out of job. This causes a lot of insecurity. Stable

employment is something which gives confidence to the employee and forms the main

factor for good employment and the improvement of the QWL. The employees’ contribution

to the growth of the organization is in proportion to the security he enjoys. There is,

however, another side threat to the feeling of security where under, the employee is self-

satisfied. It implies that the employee to initiate a delicate balance between excessive job

security and total insecurity.

4. Alternative Work Schedule: Each employee may have his own preferences of working

hours. The management can introduce schemes like flexible working hours, staggered

hours, reduced work week and part time employment. Such work schedules would take

away stress and strain from the worker’s mind and body.

5. Job Stress: It is unavoidable part of an employee’s career, which sets growth as its primary

goal. Job stress is more often caused by an improper management of human resources. This

is in the form of reduction of general happiness, resulting from tedious work schedules, like

working conditions, time pressure, work overload, monotony, occupational stress, etc. The

other factors causing job stress is a feeling of insecurity, a feeling of incompetence and the

lack of confidence leading to low esteem etc. The present day employee is concerned about

high wages, better benefits, challenging job, etc., and is afraid of being deprived of them

because of the low self-esteem. Effective management of stress does contribute to QWL.

6. Participation in Management: Many experts undoubtedly believe that participative

management would improve the QWL. Gone are the days when the management had a

paternalistic and bossy attitude to the workers. The employers regarded the employees as a

factor of production; while the employee always feels that he has been the tool of

exploitation in the hands of management.

7. Democracy in Work Place: All the measures discussed would help to bring about the

desired result in the work place democracy. Very often, work place democracy takes the

format of participative management. Either the majority of staff being owners or complete

staff ownership by the workers leads to the highest level of democracy in the work place. It

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also ensures by other kinds of participation like participative decision-making, quality

circle, etc. Democracy in the work place leads to a high sense of responsibility on that part

of the employee and he ceases to think of himself as a mere tool in the hands of the

management and considered himself as a subordinate to a boss: and makes him to do things

with a lot of initiative to improve productivity and profitability.

8. Grievance Procedure: The next factor in improving QWL is grievance procedure. It is well

known that a satisfied employee is a competent employee. It is a matter of common sense

that no employee, nourishing grievance, can effectively contribute to that productivity and

well-being of an organization. Redressal channels must always be open, so that the workers

get a sense of fair treatment. This is possible, if the company gives them. The opportunity to

ventilate their grievances, wherever rule exists, and the rules from the management side

must be implemented in the spirit of the rule and not in the latter. Consensus is the best

method. Such consensus, being arrived at as a result of negotiation between the

management and the worker, in a spirit of give and take gives the worker a sense of fair

treatment.

9. Pension benefit: Security being the top-most consideration of human being, it is only

neutral for the employees to look forward to a well provided and secured retired life. This is

possible, obviously, if the employee has opportunities for providing substantially for his old

age. This certainly makes far greater and sincere involvement of the worker in the function

of the organization. This is a part of the pay and allowances factor. Any monetary benefit

accruing to the employee and strengthens his loyalty to the organization.

10. Gain Sharing and Profit Sharing: There are methods of sharing profits with employees,

which requires mutually acceptable formula. This gives a real sense of involvement to the

employee and can influence the economic performance of an organization as real worker

involvement can have definite influence on labor hours, materials or damage. Workers in

such situations spend their attention and energy on higher productivity will lead to the

increased profits.

11. Promotion Channel: A change for better is always a motivating factor for an employee; the

prospect of the promotion at a regular period stimulates the employees’ enthusiasm and

ensures his initiative. A promotion is naturally a raise in position, in emoluments and most

often in responsibility though welcome to its employees, brings along with it greater

responsibility and less leisure. Promotion can implement by merit or by seniority, if the

yardstick to measure merit are fair and objective, if the merit is measurable in acceptable

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terms to all concerned. There should be no quarrel about it. Still, even when such means of

measurement of merit are available, the promotion of a junior super ceding a senior leads to

a lot of heart burning. This has an important bearing on QWL as there is always a sizeable

number of ungrateful employees in such situations. In some organizations, merit is assessed

by means of examinations and performance. In such cases, employees not taking the

examinations, do not reconciled to they are not getting promotions. This certainly is a good

method of promotion if only its objectivity and fairness are assured. In most organizations,

however, promotion is by seniority and is often without any consideration of the

performance record of the employee; this results in inefficiency and affects the QWL at

lower levels. Very often, a balance is struck between merit based and seniority based

promotions by presenting a minimum period of service as eligibility for taking promotion

exams, slash interviews, the absence of the better alternative, this system alone works.

Definition of Quality of Work life

It has changed from time to time and it keeps on changing even now. The current definition of QWL is

favorableness or unfavourableness of a job environment for the people involved in it.

Period Quality of work life is defined as

First definition 1969-1972 Variable

Second definition 1969-1975 Approach

Third definition 1972-1975 Methods

Fourth definition 1975-1980 Movements

Fifth definition 1979-1982 Everything

1983, Nadler and Lawler perceived that after the phase of 1979-1982 when QWL means everything, it

would lose its impact and mean nothing. But, instead of losing importance, Quality of Work Life is

gaining momentum day by day.

Whatever may be the interpretation, Quality of Work Life is most debated and debatable topic to both

employer and employees. One of the reasons for the growing importance of Quality of Work Life could

be the realization on the part of employees about their rights and growing Unionism. Workers are no

more illiterate. They do not completely depend upon the mercy of management for their existence.

Most of the lower level workers also have primary education. Thanks to the efforts of the government

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in this regard. They are most united now than ever. Each and every worker tends to join some Union or

the other for their own protection and well-being. Unions put in, all their efforts to educate its members

to realize their rights and also to what they can expect from organization in return of what they

contribute.

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CHAPTER…02

LITERATURE REVIEW

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The though, Quality of Work Life, appeared within the USA in mid-1970 in Research Journals. The

though was being given potential importance right from early Fifties. But, it had been not terribly clear

and was ambiguous. Quality of Work Life is known and viewed in numerous ways that. The term

involves a sympathetic response among several. Although several people tried to outline it, in specific

terms, some among them are bestowed below.

Raslow clarifies the importance of work more in detail and relates it to success and failure of a person

in his society. Consistent with him, work is the core of life, seeing the deeper meaning of work to be

individual and to life’s values. Work means being a decent supplier, it suggests that autonomy, it pays

off in success and it establishes dignity or self-worth. Among this framework, the one that brazenly

confesses active job-dissatisfaction is verily admitting failure as a person, a failure in fulfilling his

ethical role in society.

Robert H. Guest, a noted behavioral scientist talks concerning feelings of associate degree worker

concerning his work while shaping Quality of Work Life. He also points out the impact of Quality of

Work Life on person’s life. Consistent with him, “Quality of Work Life may be a generic phrase that

covers a person’s feelings concerning each dimensions of work together with economic rewards and

advantages, security, operating conditions, structure and social relations and its intrinsic that means in

person’s life.” It’s a method by which a business makes an attempt to unlock the artistic potential of its

individuals by involving them in decisions, touching their work lives.

Though the notion of “Quality of Work Life” appeared in print first in 1970 within the USA, the notion

was being given potential importance right from Fifties. The scope of the term, QWL, is so vast, that it

covers most areas of human resource management. As such, it continues to be unclear, although

numerous researchers have tried to outline it. The thought of QWL is shown in figure 1.1.

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Fig 1.1: concept of quality of work life

Richard Walton (1979) who was obsessed with quality of work life made an extensive research on the

same and can be considered as the major contributor to this concept. Consistent with Walton, “Quality

of Work Life is the work culture that aids as the corner stone.” He says that the work culture of a

business ought to be recognized and improved to boost Quality of Work Life of that organization. The

eight elements projected by Walton are:

1. Adequate and fair compensation.

2. Safe and healthy operating conditions.

3. Chance to use and develop human capacities.

4. Chance for career growth.

5. Social integration in the work force.

6. Constitutionalism within the work organization.

7. Work and quality of life.

8. Special relevance of work.

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Robert F. Craver a Senior Executive of American Telephone and Telegraphic Company (AT&T) on

the other hand says- Quality of Work Life is quite a shot to pacify the growing demands of impatient

staffs. For the corporation concerned productivity is at stake. For the management, Quality of Work

Life offers new challenges, opportunities, growth and satisfaction.

Some of the foremost renowned organizations of the planet practiced QWL in their organizations with

success. These success stories are brought out by a number of the authors. Robert F. Craver in his

study “American Telephone & Telegraphs (AT&T) Quality of Work Life Experiment – A Practical Case

Study” and R.H. Guest in his study on “Quality of Work Life- Learning from Terrytown” brings out

experience of AT&T and Terrytown. S.K. Karala and S.Ghosh in their article on “Quality of Work

Life-Some Determinants” analyses numerous components of QWL. N.Ahmed in his article on “Quality

of Work Life: A Need for Understanding”, strains the decent understanding of the thought “Quality of

Work Life” to evade vagueness. K.C.D.Souza in his article on QWL, his evolutionary viewpoint

confers quality of work life as an developing concept with countless new areas taking place in it from

time to time. C.L.Cooper especially talks about various factors which influence quality of work life of

managers in his paper on “The Quality of Managerial Life-The Stresses and Satisfiers”.

F.Friendlander and M.Newton measure the influence of quality of work life on job satisfaction.

Various researchers have demarcated QWL in numerous ways. Nadler and Lawder (1983) demarcated

QWL as a variable, associate degree approach, a method, a movement, everything and zilch. QWL is

seen as the quality of the relationship between employees and the total operating atmosphere (Davis,

1985). QWL additionally refers to the degree to which the work in an organization contributes to the

material and psychological well-being of its members (Harrison, 1987). Glaser (1976) thinks that the

term QWL is more than job security, sensible working conditions, adequate and fair compensation

more even than equal employment opportunity.

Since Leavitt (1954) examined buyers’ tendencies to use price as a sign of quality, numerous

researchers have examined the price-quality relationship. Recent studies have exposed an analogous

relationship between the perceived quality and the other two extrinsic cues namely, the brand name and

the store name.

Shapiro (1973) investigated the price quality relationship and price reliance for three products-

stockings, bottle of cologne and carpets. Though his analysis confirmed that price was a mortal of the

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quality (standard), price reliance looked as if it would be a generalized mental construct, an attitude of

a personal trait. This advises that while some individuals are price reliant, regardless of the product into

account, others don’t seem to be.

Stanley E. (1974) had bestowed influence of job satisfaction on quality of employment in social

indications study. Seashore Stanley E. additionally assessed the expertise folks of US in this regard.

Taylor J.C. had observed innumerable dimensions of quality of work life.

Cravin (1975) stressed “Technology” whereas permitted to develop a “Workshop Environment”

permits way larger responsibility involvement on the part of the employees. He proposes, however, that

the accomplishment of such efforts depends for the most part on the pliability of management and on

its disposition to permit the ever-changing management-relationship with the workers to evolve instead

of be designed.

Kavoussi, N. et al., (1978) in their paper on “The Effects of Unsatisfactory Working Conditions on the

Epidemiology of Unauthorized Absenteeism in an Old Textile Factory” suggested for proper care for

refining quality of work life in textile business. And they additionally compared the unauthorized

absence rates within the two massive textile factories in Isfahan, Iran.

There are indications which indicate that “Productivity” is multiplied by refining the quality of work

life (Rosow, 1975). Katzell’s R.A. and Guzzo’s R.A. (1983) work on psychological approaches to

productivity improvement additionally found that added favorable attitudes toward work typically

result from productivity programmes showing that productivity and quality of work life can be

improved through the “Socio-Technical” system style. Higher quality of work life nurtures more

‘cohesiveness’ in teams, which can end in higher productivity within the organization. After that,

cohesiveness itself becomes a goal of the member and he continues to achieve satisfaction as a result of

cohesiveness.

There are varieties of papers bestowed on QWL. Rosow, J.M. in his article on Quality of Work Life

Issues for the Eighties reviews recent trends of QWL. Singh J.P. clarifies Quality of Work Life, its

importance, and viability in Indian context in his article on “Improving Quality of Work life in the

Indian Context”. P. Singh brings out the impression of the two interconnected components of employee

work life motivation and Quality of Work Life in his study on “Motivational Profile and Quality of

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Corporate Work Life, a case of mismatch”. Thorsrud E. brings out complete evaluation between

Quality of Work Life in the First and the Third World Countries in his paper on “Quality of Work Life

in the First and the Third World”. Walton R.E. has engraved many papers solely on numerous

constituents of QWL. In one such paper on “Ideas for Action-Improving the Quality of Work” he

confers very well the realism and several techniques to be practiced for positive implementation of

quality of work life.

Marx, Freud and Huxley were recently observes of contemporary society such as Handy (1994) and

Pahl ( 1995) within the UK and American Sociologist Wuthnow (1996) have claimed that social group

cohesion depends on the re-discovery of a more appropriate balance between the competing demands

that people face. By implication, all believe that job has become too dominant.

Nitish De discusses the ideas, problems, issues and experiences in quality of work life in his book De

(1982). He started work on job or works planning in Asian nation (India) through his associate’s

successful trials that have been carried on several settings. His foremost outcomes specify that to make

quality of work life better, the exercise of job redesign and work commitment are suggestible.

Quality of life is achieved by self-driving mechanism. Self-driven mechanism starts in a person solely

within the state of sound mind and sound health. This can be otherwise referred to as “Quality of Life”,

in psychotherapy. The author’s next objective is to search out which mechanism can develop the above

state in the best way. The mind that’s not at “ease” is “diseased”. It’s only with a healthy mind and

body that one can perform sensible work and be a decent soul in totality. If we have a tendency to

consciously aim at self-development, the life would be for better and peaceful (Dhār, 1999).

Clark (2000) describes balance as “satisfaction and sensible acting at work and home with a least of

role conflict.” In practice therefore, definitions have concentrated on time and role enactment.

David E.Guest (2001) says that viewpoints on the study of work life balance, to describe why it’s of

contemporary interest, to spot a number of the key theoretical and empirical problems and desires to

convey some attention to ways of outlining and operationalizing balance. It would be helpful to think

about whether or not in apply it’s easier to express balance by its absence. In different words,

individuals are more likely to be personally attentive of their state when there is imbalance.

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National Institute of Health (2002) expresses quality of life and quality of care study, the aim of this

programme announcement is to encourage investigation on improving the quality (standard) of life,

health, functional abilities, and health results for people of long term care (LTC) institutions such as

nursing homes, extended care, and poor functional status, and health concerns are well documented in

long term care settings to have a harmful effect on outcomes.

Clare Bardley and Marcello Tamburini (2003) elucidated the quality of life study has contributed to

the confusion concerning the measures delineated among the journal. Health status measures when they

are actually measuring quality of health not quality of life. There are vital variations between the two

and once those variations don’t seem to be recognized it cause inaccurate conclusions.

Mehta, P., who had place in substantial investigation in the field of Quality of Work Life, conferring in

his paper on “Risisng Aspirations, Quality of Life and Work Organizations” deals with the quality of

work life from the purpose of workers and tries to match quality of work life to their ever-changing

attitudes. Maccoby, M., on the other hand, extends the preview of quality of work life to management

too. In his article, “Helping Labor and Management set-up Quality of Work Life Programme” makes

numerous suggestions to both workers and management for practice of Quality of Work Life.

Sayeed and Prakash (1980 within their study on “ The Quality of Work Life in relation to Job

Satisfaction and Performance in Two Organizations” found the perspective and performance to be high

or poor of the staff operating in the organization, depending on the perception of provisions of quality

of work life.

S.K. Bhatia and G.K. Valecha (1981) in their paper on “A Review of Research Findings on

Absenteeism” the absence rates of textile factory and suggested that closer attention ought to be paid to

boost the quality of work life.

Manga, M.L. and A.Maggu in their study “QWL: A Study of Public Sector in India” established that

effect of QWL on the health of the public sector organizations as such on the members of such

organizations. They have determined that the QWL in the Indian public sector is poor and there exists a

big gap between what managers expect and what they have. They additionally entail the nature of

obstructions of QWL efforts like an excessive amount of bureaucratization, rule-orientation and

adherence to conventional management styles.

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Bhardwaj (1983) claims that quality of work life movements offers India a value-frame and in social

technology of structure modification which may cause task effectiveness in micro-industries through

the complete utilization of the human potential. Bhardwaj additionally emphasizes that the values,

ideas and methodologies of quality. He’s smooth spoken in urging the adoption of quality of work life

principles to the Indian condition, states, “The QWL movement offers Asian nation a worth frame and a

social technology of structure modification, resulting in task effectiveness of micro-entities through

utilization and development of the potential.”

J.P. Singh (1983) in his paper bestowed to National Symposium on QWL, Hyderabad dealt with

“Towards a Human Philosophy of Job Design” and in his book on QWL experiments in India. “Trails

and Triumphs in Chemical and textile Factories in India” found that for planning for improving QWL

by reorganizing the work and hosting democratic management. He reports on QWL trials in India. Two

studies were carried out on chemical and textile factories that were designed to boost the QWL by

restructuring the work and introducing democratic management. He additionally studies managers from

the public sector. He found that quality of work life is supposed to be the poorest in the space of

demonstration of work-culture resulting in a stage of mismatch between motivation and the existing

quality of work life.

Rao (1986) piloted a study to assess the variation between quality of work life among men and women

staffs doing comparable work. The result shows a considerably higher composite quality of work life

score for men than for women employees. Men employees had considerably higher scores for chance to

find out new skills, challenge in job and discretionary elements in work. He found that age and

financial gain had a positive impact on perceived quality of work life for women.

A.Chakraborty (1987) states in his book, the Indian approach to QWL and to work ethic adds a

spiritual dimension to the personality.

Gupta and Khandelwal (1988) conducted a study and located a big positive relationship between

quality of work life and role potency. They additionally found that supervisory behavior is the most

vital dimension of the quality of work life.

Yousuf (1996) states that QWL may be a generic phrase that covers a person’s feelings concerning

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each dimension of work together with economic rewards, benefits, security, operating conditions,

structure and social relations. To sum up, it is aforementioned that QWL denotes all organizational

inputs that aim at refining the employees’ satisfaction and enhancing organizational effectiveness.

B.Anitha and P. Murali Krishna (1997) says that QWL is the basis for human resource development.

It’s vital to possess contributive atmosphere. QWL is one in all the foremost vital issue that ends up in

such contributive atmosphere. Good quality of work life ends up in an environment of excellent social

relations and extremely motivated staff who attempt for their development.

Dr. Feroz Babu, P. (1997), recently observes the Quality of Work Life in textile business, Rayalaseema

Region the present standing of the variable like economic and employment aspects of quality of work

life and examined the quality of work life in terms of the social aspects, economic aspects, chance for

the development of human capabilities, career designing and for the advance of work and of

organization structure.

Venkatachalam (1999) says that study was to visualize whether or not advanced technology has a

sway on the quality of work life of workforce. The sample for the study planted 227 executives and 173

non-executives of a public sector steel plant. the results of the step wise multivariate analysis reveals no

important influence of technology on the employees’ QWL values, but a clear important impact on

different QWL dimensions, work complexness, autonomy, personal growth opportunities, top

management support, workers’ control, concern for organization’s performance, QWL feelings and

therefore the quality of their social life.

There are some studies within the area of human resource management in textile industry that has

direct, indirect bearing on QWL in textile business. The key researches in this field are Sinha, Sayeed,

Mehta and Taylor. All of them assumed that the quality of work life of entire organization can be

assumed up through individual experiences.

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The Information technology industry in India has gained a complete identity as a knowledge economy

owing to its IT and ITES sector. The IT–ITES sector has two major components: IT Services and

CHAPTER…03

PROFILE OF INDIAN IT

INDUSTRY

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business process outsourcing (BPO). The expansion within the service sector in India has been junction

rectifier by the IT–ITES sector, contributing considerably to increase in GDP, employment, and

exports. The sector has multiplied its contribution to India's GDP from 1.2% in FY1998 to 7.5% in

FY2012.

Consistent with NASSCOM, the IT–BPO sector in India accumulated revenues of US$100 billion in

FY2012, where export and domestic revenue stood at US$69.1 billion and US$31.7 billion

respectively, growing by over 9%. The key cities that account for about nearly 90% of this sectors

exports are Bangalore, Hyderabad, Chennai, Delhi, Mumbai and Kolkata. Bangalore is considered to be

the Silicon Valley of India because it is the foremost IT exporter. Export rule the IT–ITES industry, and

constitute about 77% of the total industry revenue. Though the IT–ITES sector is export driven, the

domestic market is also significant with a robust revenue growth. The industry’s share of total Indian

exports (merchandise plus services) increased from less than 4% in FY1998 to about 25% in FY2012.

Consistent with Gartner, the "Top 5 Indian IT Services Providers" are Tata Consultancy Services,

Infosys, Cognizant, Wipro and HCL Technologies.

This sector has additionally junction rectifier to large employment generation. The business continues

to be a net employment generator - expected to feature 230,000 jobs in FY2012, therefore providing

direct employment to about 2.8 million, and indirectly using 8.9 million people. Generally India is the

leading player in the international outsourcing sector. However, the sector continues to face challenges

of competitiveness in the globalized world, particularly from countries like China and Philippines.

India's growing tallness in the Information Age enabled it to create close ties with each the United

States of America and the European Union. However, the recent international monetary crisis has

deeply impacted the Indian IT corporations as well as global companies. As a result acquisition has

dropped sharply, and employees are looking at different sectors like the financial service,

telecommunications, and manufacturing industries, which have been rising astonishingly over the last

few years.[5] India's IT Services industry was born in Mumbai in 1967 with the creation of Tata Group

in corporation with Burroughs.[6] The first software export zone SEEPZ was set up here way back in

1973, the old avatar of the modern day IT park. More than 80 percent of the country's software exports

happened out of SEEPZ, Mumbai in 80s.

History

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The Indian Government acquired the EVS EM computers from the Soviet Union, which were

employed in massive corporations and research laboratories. In 1968 Tata Consultancy Services—

established in SEEPZ, Mumbai by the Tata Group—were the country's largest software producers

during the 1960s. As a result of the numerous policies of Jawaharlal Nehru (office: 15 August 1947 –

27 May 1964) the economically beleaguered country was ready to build an outsized scientific

manpower, third in numbers solely thereto of the United States of America and the Soviet Union. On 18

August 1951 the minister of education Maulana Abul Kalam Azad, inaugurated the Indian Institute of

Technology at Kharagpur in West Bengal. Probably shaped after the Massachusetts Institute of

Technology these institutions were formed by a twenty two member committee of scholars and

entrepreneurs underneath the chairmanship of N. R. Sarkar.

Relaxed immigration laws in the USA (1965) attracted variety of adept Indian professionals aiming for

exploration. By 1960 as many as 10,000 Indians were expected to get settled in the US. By the 1980s a

variety of engineers from India were seeking employments in different countries. In response, the

Indian businesses realigned wages to retain their proficient employees. In the Encyclopedia of India,

Kamdar (2006) reports on the role of Indian immigrants (1980 - early 1990s) in promoting technology-

driven growth.

The ground work and center of attention for the development of the information technology industry in

India was junction rectifier by the Electronics Commission in the early 1970s. The driving force was

India's most honored scientific and technology policy leader M. G. K. Menon. With the support of the

United Nations Development Programme (UNDP) under project IND/73/001, the Electronics

Commission developed a method and programme for regional computing centers, each to possess a

specific purpose as well as to serve as a hub for manpower development and to outgrowth the

propagation of informatics in local economies. The first center, the National Centre for Software

Development and Computing Techniques (from 1973 onward) was at the Tata Institute of Fundamental

Research in Mumbai and was focused on software development.[9] A key decision of the strategy was

to not focus on extensive hardware production but somewhat cerebral capital and knowledge

development. The accomplishment of this decision can be seen in the worldwide leadership of Indian

businesspersons and computer scientists in software development. Jack Fensterstock of the United

States was the program manager on behalf of the UNDP and the key counselor to the Indian

Government for the execution of the master plan.

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The National Informatics Centre was established in March 1975. The foundation of The Computer

Maintenance Company (CMC) followed in October 1976. During 1977-1980 the country's Information

Technology companies Tata Infotech, Patni Computer Systems and Wipro had become visible. The

'microchip revolution' of the 1980s had persuaded both Indira Gandhi and her replacement Rajiv

Gandhi that electronics and telecommunications were vigorous to India's growth and development.

MTNL experienced technological improvements. During 1986-1987, the Indian government boarded

upon the creation of three wide-area computer networking schemes: INDONET (intended to serve the

IBM mainframes in India), NICNET (the network for India's National Informatics Centre), and the

academic research oriented Education and Research Network (ERNET).

Post liberalization

Regulated VSAT links became visible in 2012. Desai (2006) describes the steps taken to relax

regulations on linking in 1991:

“In 1991 the Department of Electronics broke this logjam, making a company referred to as Software

Technology Parks of India (STPI) that, being possessed by the government, could deliver VSAT

communications while not breaching its monopoly. STPI came upon with software technology parks in

different cities, every of that provided satellite links to be used by firms; the local link was a wireless

radio link. In 1993 the government began to permit individual companies their own dedicated links that

allowed work done in India to be transmitted abroad directly. Indian firms soon swayed their American

customers that a satellite link was as dependable as a team of programmers working in the clients’

office.”

Videsh Sanchar Nigam Limited (VSNL) introduced Gateway Electronic Mail Service in 1991, the 64

kbit/s leased line service in 1992, and commercial Internet access on a visible scale in 1992. Election

results were displayed via National Informatics Centre's NICNET.

The Indian economy underwent economic reforms in 1991, resulting in a new epoch of globalization

and international economic integration. Economic growth of over 6% annually was supposed

throughout 1993-2002. The economic transformations were driven in part by significant the internet

usage in the country. The new administration under Atal Bihari Vajpayee—which placed the

development of Information Technology among its top five priorities— formed the Indian National

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Task Force on Information Technology and Software Development.

Wolcott & Goodman (2003) report on the role of the Indian National Task Force on Information

Technology and Software Development:

“Within 90 days of its inception, the Task Force created an extensive background report on the state of

machinery in India and an IT Action Plan with 108 recommendations. The Task Force could act quickly

since it built upon the experience and frustrations of state governments, central government agencies,

universities, and the software industry. Much of what it projected was also constant with the thinking

and references of international bodies like the World Trade Organization (WTO), International

Telecommunications Union (ITU), and World Bank. In addition, the Task Force combined the

experiences of Singapore and other nations, which executed similar programs. It was less a mission of

creation than of sparking action on a compromise that had already evolved within the networking

community and government.”

The New Telecommunications Policy, 1999 (NTP 1999) aided additional loosen India's

telecommunications sector. The Information Technology Act 2000 shaped legal actions for electronic

transactions and e-commerce.

Throughout the 1990s, one more wave of Indian experts entered the United States. The number of

Indian Americans reached 1.7 million by 2000. This colonization involved mostly of highly educated

technologically capable workers. Within the United States, Indians done well in science, engineering,

and management. Alumni from the Indian Institutes of Technology (IIT) became branded for their

technical skills. The achievement of Information Technology in India not only had economic

repercussions but also had far-reaching governmental consequences. India's status both as a birthplace

and an endpoint for skilled labor force aided it improves its relations with a number of world

economies. The association between economy and technology—valued in the western world—eased

the growth of an entrepreneurial class of immigrant Indians, which also aided in promoting technology-

driven growth.

Recent development

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The economic impact of the technologically inclined services sector in India—accounting for 40% of

the country's GDP and 30% of export earnings as of 2006, while employing only 25% of its workforce

—is summarized by Sharma (2006):

“The portion of IT (mainly software) in total exports enlarged from 1 percent in 2001 to 18 percent in

2012. IT-enabled services such as back office operations, remote maintenance, accounting, public call

centers, medical transcription, insurance claims, and other bulk processing are rapidly expanding.

Indian companies such as HCL, TCS, Wipro, and Infosys may yet develop household names around the

world.”

Today, Bangalore is known as the Silicon Valley of India and gives 33% of Indian IT Exports. India's

second and third largest software companies are head-quartered in Bangalore, as are many of the global

SEI-CMM Level 5 Companies.

Mumbai also has its share of IT companies that are India's first and largest, like TCS and well

established like Reliance[disambiguation needed], Patni, LnT Infotech, i-Flex, WNS, Shine,

Naukri,clickjobs.com, Jobspert etc. are head-quartered in Mumbai, Delhi, Chennai. And these IT and

dot com companies are governing the branch of Mumbai's relatively high octane industry of

Information Technology.

Such is the development in investment and outsourcing; it was exposed that Cap Gemini will soon have

more man in India than it does in its home market of France with 21,000 personnel+ in India.

On 25 June 2002 India and the European Union agreed to bilateral cooperation in the field of science

and technology. A joint EU-India group of scholars was formed on 23 November 2001 to also promote

joint research and development. India holds observer status at CERN while a joint India-EU Software

Education and Development Center is due at Bangalore.

Big five IT services company

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Firm Revenues Employees Fiscal year India headquarters

TCS $10.17 billion 254,076 2012 Mumbai

Cognizant

technology

solutions

$7.05 billion 185,045 2012 Chennai

Wipro $5.73 billion 140,569 2012 Bangalore

Infosys $6.69 billion 153,761 2012 Bangalore

HCL technologies $4.3 billion 85, 335 2012 Noida

Major IT Hubs

Rank City Description

1 Bangalore Commonly known as the Silicon

Valley of India and leading

software exporter from India.

Bangalore is considered to be a

global technology hub of India.

2 Chennai Chennai is the second largest

exporter of IT and ITES of

India, and is the BPO hub of

India.[16] Chennai has the

largest operations centers of

TCS, and Cognizant.

3 Hyderabad Hyderabad is a major it hub in

India which is also known as

Cyberabad which consists of

many Multinational corporation

companies such as Google,

Facebook, Microsoft, Amazon

and Electronic Arts, etc.

4 Mumbai The Financial capital of India,

but recently many IT companies

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have established offices.

5 Delhi he National Capital Region

comprising Delhi, Gurgaon and

Noida are clusters of software

development.

6 Pune Major Indian and International

Firms present in Pune. Pune is

also C-DAC Head-Quarter.

7 Kolkata One of the largest cities in India,

Kolkata contributes significantly

to IT exports. IBM has second

largest headcount after

Bangalore, Cognizant has

second largest headcount after

Chennai and TCS has third

largest headcount after Chennai

& Mumbai. Other significant

players here are Wipro and

Capgemini while other biggies

have also opened shop here

except Infosys.

8 Thiruvananthapuram The capital of Kerala, now

houses all major IT companies

including Oracle, TCS, Infosys,

and contributes in IT export of

India.

Criticisms

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Regardless of its fast evolution, the IT industry in India has fascinated its fair share of criticism. This is

principally leveled against the industry's extreme political influence - as articulated through its

association, NASSCOM - which, it is claimed, far exceeds its economic contribution to the country.

This has allowed the industry to safe the support and resources of the Indian state ahead of other sectors

of the national economy where the growing revenues would be bigger.

Profile of HCL

HCL Technologies Ltd is a worldwide technology company. The company is principally involved in

providing a variety of software services, business process outsourcing and infrastructure services. The

company leverages an extensive offshore infrastructure and its international network of offices in

different countries and experts to convey solutions across select verticals including Retail, Aerospace

and defense, Automotive, Telecom, Financial Services, Government, Hi-tech, Media and

Entertainment, Travel, Transportation and Logistics, Energy and utilities, Life Sciences and Healthcare.

HCL Technologies Ltd was incorporated in the year 1991 as HCL Overseas Ltd. The company

acknowledged the credential of beginning of business on February 10, 1992. In July 14, 1994, the name

of the company was reformed to HCL Consulting Ltd. In the year 1996, the company formed a 50:50

joint venture namely HCL Perot Systems NV with Perot Systems Corporation to give access to high

value client base of Perot Systems. HCL Technologies focuses on Transformational Outsourcing,

working with clients in areas that influence and re-define the central of their business after their IPO in

1999 with aim of venture into the global IT landscape and in the same year, the company reformed its

name to HCL Technologies Ltd. The company started to make wholly owned subsidiaries to provide

precise topographical regions from the year 1999. They had the broadest service portfolio among

Indian IT service providers, with each of its services having reached critical mass. In the year of 2000

the company set up a devoted offshore development centre in Chennai for KLA-Tencor Corporation, a

trader of process control and yield management solutions for the semiconductor and related

microelectronics industry. HCL Comnet, the wholly owned subsidiary company in association with its

new partner Globeset Inc introduced net security management solutions. The company tossed the

Nokia professional centre in New Delhi, second among the chain of centers across the country. In the

year 2001, the company arrived into a strategic alliance with Nasdaq-listed Vitesse Semiconductor to

develop software solutions for worldwide networking markets. They also entered into a strategic

alliance with Toshiba Information Systems (Japan) Corporation to set up a devoted offshore software

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development centre for developing rooted software for the Japanese company. HCL Comnet Systems &

Services Ltd, a fully owned subsidiary company was gone into the business of Web-enabling

applications through the launch of demand-chain management solutions. In the year 2002, the company

acquired Gulf Computers Inc, USA and formed a JV with Answerthink, Inc., a leading US based

provider of technology enabled business transformation solutions to Global 2000 firms. A strategic

technology joint venture was made with Jones Apparel Group, Inc. Jones Apparel Group, Inc. a Fortune

500 Company in the same year and also entered into a joint venture with M.A. Partners, a management

consulting firm to address software services opportunities in Global Finance Markets, especially in the

areas of Investment Banking, Asset Management and Private Banking. M.A. Partners brings a wealth

of domain expertise and clients including many of the top Global Investment Banking firms to the JV.

In the year 2003, BT Group UK's telecom service provider gave a bond worth of $160 million for BPO

service operations. The company set up an exclusive centre in Noida for executing the orders given by

BT Group. The software business of HCL Info systems Ltd was transferred to the company. The

company set up Insurance Solutions Center in Chennai. In the year 2004, the company entered into a

strategic tie-up with IBM Rational Software, a division of IBM, to strengthen its software development

capabilities. The company was conferred the prestigious Excellence in Education Award for 2004 by

the Life Office Management Association (LOMA). In August 2004, BPO delivery centre in Chennai

got BS7799 certification, by the British Standards Institute (BSI). They introduced Cross View; a

framework based Computer Systems Validation (CSV) methodology for the development of robust

software applications in the Life Sciences arena. In the year 2005, SEBI made a tie up with the

company for market surveillance and the company formed joint venture with NEC, Japan. The

company amalgamated their six wholly owned subsidiaries namely, DSL Software Ltd, Shipara

Technologies Ltd, HCL Technologies BPO Services Ltd, HCL Technologies (Mumbai) Ltd, Aquila

Technologies Ltd and HCL Enterprise Solutions (India) Ltd with the company. In February 2005, the

company acquired an Irish Call centre and this acquisition establishes the company's position as the

single largest BPO Centre operation on the Island of Ireland. In the year 2006, the company launched

RoHS Compliance Management System for Medical Device Users and entered $70 million outsourcing

deal with Teradyne of US. HCL developed Trusted ICT Infrastructure Platforms for BPO-ITE'S

Segment and has linked pact with Canada based electronics manufacturing services company Celestica

Inc to jointly design and manufacture electronic products for global original equipment manufacturers

(OEMs). The company forayed into an alliance with $200 million Saudi Arabian company namely

Advanced Electronics Company (AEC) to implement IT projects in West Asia in the year 2007 and

formed a strategic alliance with Eckler to strengthen Insurance Domain expertise. The company made

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USD 15 million contract with Aleni Aeronautica, to provide engineering services that will support the

improvement of the C-27J Spartan production line. In the year 2007, HCL Venture Capital Ltd, a

company incorporated in Bermuda and downstream subsidiary of the company was merged with HCL

Bermuda Ltd. Also, HCL Technologies (Mass) Inc., a company incorporated in United States of

America and a down stream subsidiary of the company was merged with HCL America Inc. During the

year 2007-08, the company incorporated their wholly owned subsidiary viz. HCL Technologies

(Shanghai) Limited. Through this entity the company established its first sales and delivery center in

Shanghai with an initial investment of Rs 2.77 crore. In order to consolidate its position in Enterprise

Application Integration (EAI) space, the company acquired the balance 49% stake in its Joint Venture

Company viz. HCL EAI Services Inc., a California corporation for a consideration of Rs. 13.32 crore

through their downstream subsidiary HCL America Inc., a company incorporated in USA. With this

acquisition, HCL EAI Services Inc. became 100% subsidiary of the company. Further, HCL EAI

Services Inc. was amalgamated with HCL America Inc. with effect from July 1, 2008. During the year,

the company set up four branches at Dublin in Ireland, Zurich in Switzerland, Tel- Aviv in Israel and

Prague in Czech Republic. In December 2007, the company and Jones had entered into an agreement

(Termination Agreement) to terminate the Joint Venture agreement entered in June 2002. As a part of

the termination agreement, a subsidiary of the Company has obtained binding commitments for the

provision of IT services to Jones, with an aggregate contract value of Rs. 96.8 crores (USD 22.5

million) up to 2012. Further, pursuant to this termination, the Joint Venture Company in Bermuda viz.

HCL Jones Technologies (Bermuda) Limited will be wound up. During the year 2008-09, the company

acquired all the capital stock of Axon Group Ltd (formerly known as Axon Group Plc.), a leading UK

based SAP consulting company for a cash consideration of Rs 3,302.39 crores by way of a cash offer

made by the company to the shareholders of Axon Group Ltd. The company acquired all the capital

stock of HCL Insurance BPO Services Ltd (formerly known as Liberata Financial Services Ltd) (IBS),

incorporated in UK. Also, the company acquired all the capital stock of HCL Expense Management

Services, Inc (formerly known as Control Point Solutions, Inc) (CPS) for a cash consideration of Rs

107.65 crore. During the year, the company set up six subsidiaries to carry out the activities in Special

Economic Zone in different locations in India to get various tax benefits. They also set up their

branches in different locations to expand its operations in new geographies. The company set up their

branches in Dubai, UAE, Helsinki, Portugal, Finland and Macau during the year ended June 30, 2009

while the branch in Russia was set subsequent to June 30, 2009. In September 2008, HCL BPO

expanded their global presence to the USA with the acquisition of Control Point Solutions (CPS). This

acquisition makes HCL BPO the first Indian BPO to enter the Telecommunications Expense

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Management (TEM) market. CPS has been rebranded to HCL Expense Management Services (HCL

EMS). During the year 2009-10, the company set up their step down subsidiaries in Denmark viz. HCL

Technologies Denmark ApS and in Norway viz. HCL Technologies Norway AS. Also, they set up their

branch office in USA. During the year 2010-11, as per the scheme of amalgamation, HCL Techno parks

Ltd, a wholly owned subsidiary of the Company, was amalgamated with the company with effect from

August 27, 2010. They incorporated HCL Technologies France, PT HCL Technologies Indonesia, HCL

Technologies Philippines, Inc, HCL Arabia LLC, Anzospan Investments Pty. Limited, HCL

Technologies South Africa (Proprietary) Ltd and Filial Espanola De HCL Technologies’ S.L. as step

down subsidiaries of the company. Also, they closed down their two steps down subsidiaries viz. Aspire

Solutions Sdn. Bhd., a company incorporated in Malaysia and Axon EBT Trustees Limited, a company

incorporated in United Kingdom. In January 2011, it acquired certain software assets of Citi Securities

and Fund Services. In July 2011, the company was selected to provide application management

services to IKEA. In September 2011, the company signed a strategic five year, Application Support

Transformation deal with Deutsche Bank's Capital Markets arm. The service factory delivery model

implemented by HCL is expected to enhance productivity, driven by transparent Service Level

Agreements (SLAs) and performance metrics, and comes as Deutsche Bank endeavors to move away

from a traditional applications support model to a set of process driven services governed by global

standards like Information Technology Infrastructure Library (ITIL) and LEAN. In October 2011, Cast

SA signed a strategic partnership agreement with the company to strengthen the ASSESS-SMART

services of HCL Technologies. In February 2012, the company signed an agreement with State Street

Bank and Trust Company (State Street) to provide business process outsourcing services in support of a

variety of State Street's investment services businesses. Also, they entered into a strategic relationship

with Great American Insurance Group (GAIG), a company in specialty property and casualty

insurance, to provide Integrated IT services, Business Process Outsourcing (BPO) and Infrastructure

Management Services to GAIG and its affiliates.

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Fig 1.2: HCL snapshot

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Profile of WIPRO

Wipro Limited (formerly Western India Products Limited) (NYSE: WIT, BSE: 507685) is an Indian

multinational information technology (IT) consulting and outsourcing service company situated in

Bangalore, Karnataka in India. As of March 2013, the company has 145,000 workforce with a presence

in 54 countries. Wipro is the third largest IT services company in India. Its subsidiary, Wipro

Enterprises Ltd., offers consumer care, lighting, healthcare, and infrastructure engineering.

Wipro Limited (Wipro), incorporated on December 29, 1945, is a global information technology (IT),

services company. Wipro delivers a variety of IT services, software solutions and research and

development services in the areas of hardware and software design to companies worldwide. The

Company uses its development centers located in India and worldwide, quality processes and global

resource pool to provide IT solutions and provide time-to-market and time-to-development advantages

to its clients. It also provides business process outsourcing (BPO) services. The Company operate in

three segments: IT Services business segment, IT Products business segment and Consumer Care and

Lighting business segment. On June 10, 2011, it assimilated the global oil and gas information

technology practice of the Commercial Business Services Business Unit of Science Applications

International Corporation Inc. along with 100% interest in SAIC Europe Limited and SAIC India

Private Limited. On July 2, 2011, it also acquired 100% interest of SAIC Gulf LLC (SAIC). In June

2013, the Company acquired a minority stake in Axeda Corp.

The IT Services segment provides IT and IT enabled services to customers. Its main service offering

contains software application development, application maintenance, research and development

services for hardware and software design, data center outsourcing services and business process

outsourcing services. The IT Products segment sells a range of Wipro personal desktop computers,

Wipro servers and Wipro notebooks. It is also a value added reseller of desktops, servers, notebooks,

storage products, networking solutions and packaged software for international brands. In certain total

outsourcing contracts of the IT Services segment, the Company delivers hardware, software products

and other related deliverables. The Consumer Care and Lighting segment manufactures, distributes and

sells personal care products, baby care products, lighting products and hydrogenated cooking oils in the

Indian and Asian markets. The Company holds 49% interest in Wipro GE Medical Systems Private

Limited.

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IT Services

The Company’s IT Services segment offers a variety of IT and IT enabled services, which include IT

consulting, custom application design, development, re-engineering and maintenance, systems

integration, package implementation, technology infrastructure outsourcing, BPO services and research

and development services in the areas of hardware and software design. Business Application Services

(BAS) offers integrated technology to the enterprise IT landscape for its customers. Its business process

solutions are applied in the areas of enterprise resource planning (ERP), supply chain management and

customer relationship management with packages, including SAP and Oracle. It offers business-to-

customer (B2C), business-to-business (B2B) and business-to-employee (B2E) collaboration and

commerce solutions. It provides a portfolio of service-oriented integration solutions, including

application-to-application integration and B2B integration, enabling seamless cross-functional business

processes within the enterprise and across the extended value chain. The Company offers end-to-end

integrated enterprise security solutions and IT security services. Its solutions increase performance of

information security and enable compliance programs to adapt with agility to constantly evolving

business and IT risks. Its services allow the clients to develop a testing strategy with innovative

solutions to ensure total quality assurance. It enables organizations to navigate and adopt new

paradigms, such as Cloud/Software-as-a-Service (SaaS), sustainability, digital marketing and social

computing.

The Company’s global infrastructure services (GIS) backed by its IT360 framework enable clients to

array the latest in technology solutions. Some of its key industry specific service offerings include

Wireless Place, Shoptalk, and Bank in a box, while its customary offerings include Data Center

Management, Cloud, Managed Network, Managed Security, End User Computing and Business

Advisory services. Its market proven solutions frameworks, such as Digital TV middleware stacks,

tele-health gateway and automotive connective.

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CHAPTER…04

ABOUT THE STUDY

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Objectives of the study

Primary objectives

To study about the quality of work life among employees of HCL & Wipro.

To measure the impact of quality of work life on job performance of the employees of HCL

&Wipro.

Secondary objectives

To know about the operating environment.

To know about the career opportunities provided by the companies to the employees.

To evaluate the practices of quality of work life at HCL & Wipro and suggest improvements on

quality of work life.

Significance of the study

For an active development of both individual objective and company’s objective, the organization

should give a good overall working environment considering factors like career chances, democratic

management, working environment. In this process it can produce sense of satisfaction for which on his

own capability to achieve simultaneously both individual and company’s objective.

IT plays a critical role in any country. In our country, it is the backbone of our economy in terms of

creation of employment potential and contribution to the national income. The involvement and the

role of human resources in the IT sector is extremely high as whole process of rendering services to

employees is their duty. As such including quality of work life in IT organizations to secure best

probable performance from employees has become very important.

HCL and Wipro is very critical fragment of Indian IT sector. It furnishes to the economy of the country

by offering employment opportunities to the people. As such, HCL and Wipro need human resources

with intelligence, logical sense and quick grasping. Apart from these aspects, most importantly the

corporation needs motivational man power with entrepreneur’s flair, financial wizards, technical

balance, administrative efficiency, etc. in fact, sound quality of work life allows the company to have

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such human resources. The study of quality of work life in HCL and Wipro assumes greater importance

in view of economic liberalization and need for qualitative human resources.

Scope of the study

The scope of the current study mirrors the existing quality of work life in HCL and Wipro. However,

keeping in view the boundaries and availability of time at the researcher’s disposal, the empirical study

is limited to only two IT giants of India, i.e., HCL and Wipro.

Period of the study

The study covers broadly 309 days from Dec 12, 2012 to Oct 25, 2013.

Limitations of the study

An academic study of this nature entails in imploring views of all employees on a particular point

rating or neutral rating. This is to protect the pride of organization and to avoid any problems that may

crop up. Arriving at the conclusion becomes difficult in such cases. This limitation has been, however,

overcome by informal discussion with the employees of HCL and Wipro.

It is understood and be emphatically stated that it is tough for an individual to draw up an precise

picture of quality of work life of employees. However, every effort has been made to present a

comprehensive picture of the quality of work life.

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CHAPTER…05

RESEARCH

METHODOLOGY

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Research design

Meaning: Research methodology is a mode to scientifically decipher the research problem. It may be

assumed as science of studying how research is done scientifically.

Research design: Here the research design used is descriptive research design. In descriptive research

design the researcher try to find out in what frequency the relationship exist between the variables.

Sampling design: Disproportionate stratified random sampling was adopted for collecting the

information from the employees.

Use of hypothesis:

H1: There is direct impact of quality of work life on job performance.

H0: There is not direct impact of quality of work life on job performance.

Sample size-100

Database and methodology

The current study is based equally on primary and secondary data.

Primary data: It has been collected through questionnaire and conversation with employees.

Secondary data: It has been collected through websites, journals, magazines, etc.

Instrument used to collect data: The instrument used to collect data is Questionnaire.

Tools and techniques used for statistical analysis: the data collected were interpreted and analyzed

using statistical tool like

1. Z-test

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CHAPTER…06

QUALITY OF WORK LIFE

&

JOB PERFORMANCE

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Job performance: Resemblances exist between QWL and job performance in that both are

organizationally based. Job performance is a function of both the individual and the organization.

Therefore, the two concepts are situation based and contextual to the workplace. This means that

individuals and organizations are forecaster of job performance. Many studies have examined the

multidimensional and complex construct of job performance. For ex- Campbell and co-workers

identified eight major dimensions of performance:

1. Job-specific task proficiency,

2. Non-job specific task proficiency,

3. Written and oral communication tasks,

4. Demonstrating effort,

5. Maintaining personal discipline,

6. Facilitating peer and team performance,

7. Supervision, and

8. Management and administration.

A number of academic viewpoints have been put forth, some representing performance on jobs in

general and some specific to managerial jobs (for ex- Borman and Brush). In the literature,

magnitudes of individual job performance include units of production, quality of work, contract,

managerial and headship abilities, production, quality, lost time, turnover, training time, promotion and

satisfaction.

Hunter and Hunter demarcated features that can predict future job performance. Their list includes

past performance on related jobs, job knowledge, psychomotor skills, reasoning abilities, societal skills

and job-related attitudes such as the need for achievement, enthusiasm, stress and control.

Viswesvaran and co-workers identified 10 dimensions of job performance:

1. Overall job performance,

2. Job performance or productivity,

3. Quality,

4. Leadership,

5. Communication competence,

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6. Administrative competence,

7. Effort,

8. Interpersonal competence,

9. Job knowledge, and

10. Compliance with or acceptance of authority.

Witt and co-workers recognized levels such as quality of work, planning, organizational commitment,

job knowledge, apportionment, interpersonal orientation, self - development and account management.

This study found performance measures from the 7 dimensions of job performance developed by

Hersey and Goldsmith:

Ability: workforces’ awareness and skills

Clarity: the clearness of the role perception

Help: structural provision which staffs need achieving their tasks efficiently

Incentive: an enthusiasm to complete a assumed task positively

Evaluation: providing response to workers about the performance

Validity: legal and appropriate decision about human resources

Environment: outside factors.

In common, the writings on QWL and job performance suggest that these two factors may be linked.

Not much previous research has examined the links between QWL and job performance in a field study

except for Lau, Delaney and Huselid.

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QWL

JOB PERFORMANCE

Adequate and fair

compensation

Safe & healthy working

conditions

Opportunity for career

growth

Social integration

in workforce

Constitutionalism in the

organizationOpportunity to use & develop

human capacities

Work & quality of life

Social relevance of

work

Ability Clarity Help Incentive Evaluation Validity Environment

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Fig 1.3: Direct relationship between QWL and job performance

CHAPTER…07

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DATA ANALYSIS & INTERPRETATIO

N

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Gender of the sample size

Inference: From above chart, we can conclude that 51% of the surveyed employees are female and 49%

of surveyed employees are male.

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Q1. Since how many years have you been working with this organization?

a. 0-3 Years

b.3-5 Years

c. 5-10 Years

d. 10 to 15 Years

e. More than 15 Years

Inference: From the above graph, it is clear that maximum % of people (40%) have been working in

organization since 3-5 years followed by 25% of people working since 0-3 years. 15% of people are

working since 10-15 years and more than 15 years. Only 10% of people are working since 5-10 years.

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Q2. How is the physical working condition in the company?

a. excellent

b. very good

c. good

d. average

e. below average

Inference: From the above graph, it is clear that 35% of respondents believe that the physical working

condition in their company is average, while 20% of respondents think that it is good. 10% of

respondents think that the physical working condition provided by the company is excellent, while 15%

respondents are of the opinion that it is very good. 20% of respondents believe that the working

condition is below average.

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Q3. What do you think about the work load in the organization?

a. Work Load is very much and task are not finished on appropriate time

b. Work Load is very much but due to participative environment employees are able to complete their

task

c. Work Load is evenly distributed and employees are able to complete their task on time

d. Work Load is less as compared to other companies

Inference: From the above graph, it is clear that a large % of respondents (45%) think that work load in

the organization is evenly distributed and employees are able to complete their work on time. 25% of

people believe that work load is less as compared to other companies. 20% of people are of the opinion

that there is extreme work load but they are able to finish the work because of participative

environment. A low % of respondents (10%) believe that there is extreme work load in the organization

and are not able to finish work on time.

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Q4. Do you think communication and information flow between the departments is satisfactory?

a. Yes

b. No

c. Can’t say

Inference: From the above pie chart, we can conclude that maximum respondents (65%) are of the

opinion that the communication and information flow between the departments is satisfactory. 25% of

respondents are against of the fact, while 10% of respondents are not able to give the answer.

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Q5. Do the employees share experiences to help each other?

a. Yes

b. No

c. Can’t say

Inference: From the given bar graph, we can see that a major % of respondents (71%) are in the favor

of the statement that employees share experiences to help each other, while 28% of respondents are

against the same. Only 1% of respondents are not able to give their opinion about the same.

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Q6. Does the company provide training for enriching the skills of employees?

a. Yes

b. No

c. Can’t say

Inference: From the above graph, we can draw the conclusion that 76% of respondents are of the

opinion that company provide training for enriching the skills of the employees, while 24% of

respondents are against the statement.

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Q7. Do you think proper training improves the productivity of the company and employees?

a. Yes

b. No

c. Can’t say

Inference: From above pie chart, one can conclude that 81% of respondents believe that training

provided by the company improves the productivity of the company and employees. Only 19% of

respondents do not think the same.

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Q8. Do you think there are good career prospect in your organization?

a. Yes

b. No

c. Not clear with career prospects

Inference: From the above graph, we can see that 57% of respondents are of the opinion that there is a

good career prospect in the organization, 23% respondents do not have the same view, while remaining

20% of the respondents are not clear with their career prospects.

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Q9. Are you free to perform your duties?

a. Yes

b. No

c. Can’t say

Inference: From above pie chart, we can see that 61% of respondents believe that they are free to

perform their duties, 35% of respondents are against the fact, while 4% of respondents are not able to

give the opinion about the same.

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Q10. How is the working Environment?

a. Participative

b. Autonomy

c. Whimsical

d. Red Tapism

Inference: From the above graph, we can see that 43% of respondents are of the opinion that the work

environment is participative, 27% of respondents think that it is autonomous, 20% of the respondents

are of the opinion that the working environment is whimsical while 10% of the respondents are of the

opinion that the working environment is red tapism in the organization.

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Q11. How is the working hour of the organization?

a. Excellent

b. Very good

c. Good

d. Average

e. Below average

Inference: From above chart, it is clear that most of the respondents (41%) are of the opinion that the

working hour in their organization is very good, followed by 32% of respondents who think that the

working condition is good. 7% of respondents believe that working hour is average and 5% of

respondents believe that working hour is below average. Not only this, a good percentage of

respondents (15%) are of the opinion that the working hour in the organization is excellent.

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Q12. Does the company take care of the employees working in night shift?

a. Yes

b. No

c. Can’t say

Inference: From above pie chart, we can see that 57% of the respondents think that the company takes

care of the employees working in the night shift, while 33% of the respondents do not have the same

opinion. 10% of respondents are not able to give the answer.

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Q13. Does working in the organization give you a feeling of security and improves your productivity?

a. Yes

b. No

c. Can’t say

Inference: From the above pie chart, we can see that 63% of the respondents have the view that there is

job security in the organization which improves their productivity. However, 28% of the respondents do

not agree with the statement, while 9% of the respondents are not able to give their views on the same.

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Q14. Does the organization provide satisfactory salary according to your work?

a. Yes

b. No

c. Can’t say

Inference: From above chart, we can see that a major percentage of respondents (67%) are of the view

that the organization provides satisfactory salary according to their work. On the other hand, 33% of

respondents do not have the same view.

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Q15. Does the goals and task are clearly defined for increasing productivity?

a. Yes

b. No

c. Can’t say

Inference: From above chart, it can be concluded that 67% of the respondents think that there is goal

and task clarity in the organization which helps in increasing productivity. On the other hand, 28% of

the respondents do not agree on the same statement and 5% of the respondents are not able to give their

opinion on the same.

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Q16. Does the top management involve employees in the management decisions?

a. Yes

b. No

c. Can’t say

Inference: From the above graph, we can see that a good size of respondents (76%) are of the opinion

that top management involve employees in the management decisions. 23% of the respondents think

that there is no involvement of employees in the management decisions and 1% of the respondents are

not able to give the answer on the same.

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Q17. Do the facilities provided by the organization motivate you to improve your productivity?

a. Yes

b. No

c. Can’t say

Inference: From above doughnut graph, we can see that 79% of the respondents are of the opinion that

facilities provided by the organization motivate them to improve their productivity. On the other hand,

15% of the respondents do not have the same view. A meager 6% of respondents are not able to give

their views on the same.

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Q18. Which factor motivates you the most?

a. Salary increase

b. Promotion

c. Leave

d. Motivational talk

e. Recognition

Inference: From above chart, we can see that it is the recognition at the work place which motivates the

employees as 43% of the respondents think so. 27% of the respondents say that it is the salary increase

that motivates them followed by 15% of respondents who are in the favor of promotion and 13% are of

the opinion that it is the leave provided by the organization that motivates them most. A meager 2% of

respondents think that motivational talk at the work place motivates them most.

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Q19. What do you think that employees in the organization are skilled, motivated and productive?

a. Yes

b. No

c. Can’t say

Inference: From above pie chart, we can see that 81% of the respondents are of the opinion that

employees in the organization are skilled, motivated and productive. Only 15% of the respondents are

against the same statement, while 4% of the respondents are not able to give their opinions on the same.

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Q20. Do you think departments in the organization have cooperation?

a. Yes

b. No

c. Can’t say

Inference: From above graph, we can see that 74% of the respondents think that there is cooperation

among departments in the organization. On the other hand, 22% of the respondents do not agree on the

same, while 4% of the respondents are not able to give their views on the same.

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Q21. Do you think quality of work life of the organization helps to improve your productivity?

a. Yes

b. No

c. Can’t say

Inference: From the above doughnut chart, we can see that 89% of the respondents are of the opinion

that quality of work life of the organization helps to improve the productivity of the employees. On the

other hand, only 7% of the respondents do not agree with the statement, while 4% of the respondents

are not able to give their views on the same.

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Quality of work life has direct impact on job performance.

Step 1: we have to identify the null and alternate hypothesis.

Null hypothesis (Ho): The quality of work life does not have direct impact on job performance.

Alternate hypothesis (Ha): the quality of work life has direct impact on job performance.

Step 2: we have to determine the appropriate statistical test.

Z-test

Step 3: we have to define the level of significance.

Type 1 error= a

5%= 0.05

Step 4: we have to calculate the value of z

Where = sample mean

µ0= mean of employees who feel that the quality of work life has direct impact on job

performance.

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n= sample size= 100

z=2.12

Step 5: With the set level significance determine the critical values of z

Now drawing the two tailed curve, we have…

Since the calculated value of z=2.12 > the critical or table value 1.96 and it falls in the accepted

region or area, thus we cannot accept the null hypothesis and hence, we accept our alternate

hypothesis, i.e. the quality of work life has direct impact on job performance.

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CHAPTER…08

FINDINGS

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Majority of the measured respondents (51%) were feminine and 49% of the measured

respondents were masculine.

The maximum % of people (40%) have been employed in organization since 3-5 years

shadowed by 25% of people working since 0-3 years. 15% of people are working since 10-15

years and more than 15 years. Only 10% of people are working since 5-10 years.

35% of respondents consider that the physical operating condition in their company is average,

while 20% of respondents think that it is good. 10% of respondents think that the physical

working condition provided by the company is excellent, while 15% respondents are of the

opinion that it is very good. 20% of respondents believe that the working condition is below

average.

A large % of respondents (45%) think that work load in the organization is evenly distributed

and employees are able to complete their work on time. 25% of people believe that work load is

less as compared to other companies. 20% of people are of the opinion that there is extreme

work load but they are able to finish the work because of participative environment. A low % of

respondents (10%) believe that there is extreme work load in the organization and are not able

to finish work on time.

Maximum respondents (65%) are of the opinion that the communication and information flow

between the departments is satisfactory. 25% of respondents are against of the fact, while 10%

of respondents are not able to give the answer.

A major % of respondents (71%) are in the favor of the statement that employees share

experiences to help each other, while 28% of respondents are against the same. Only 1% of

respondents are not able to give their opinion about the same.

76% of respondents are of the opinion that company provides training for enriching the skills of

the employees, while 24% of respondents are against the statement.

57% of respondents are of the opinion that there is a good career prospect in the organization,

23% respondents do not have the same view, while remaining 20% of the respondents are not

clear with their career prospects.

61% of respondents believe that they are free to perform their duties, 35% of respondents are

against the fact, while 4% of respondents are not able to give the opinion about the same.

43% of respondents are of the opinion that the work environment is participative, 27% of

respondents think that it is autonomous, 20% of the respondents are of the opinion that the

working environment is whimsical while 10% of the respondents are of the opinion that the

working environment is red tapism in the organization.

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Most of the respondents (41%) are of the opinion that the working hour in their organization is

very good, followed by 32% of respondents who think that the working condition is good. 7%

of respondents believe that working hour is average and 5% of respondents believe that working

hour is below average. Not only this, a good percentage of respondents (15%) are of the opinion

that the working hour in the organization is excellent.

57% of the respondents think that the company takes care of the employees working in the night

shift, while 33% of the respondents do not have the same opinion. 10% of respondents are not

able to give the answer.

63% of the respondents have the view that there is job security in the organization which

improves their productivity. However, 28% of the respondents do not agree with the statement,

while 9% of the respondents are not able to give their views on the same.

A major percentage of respondents (67%) are of the view that the organization provides

satisfactory salary according to their work. On the other hand, 33% of respondents do not have

the same view.

67% of the respondents think that there is goal and task clarity in the organization which helps

in increasing productivity. On the other hand, 28% of the respondents do not agree on the same

statement and 5% of the respondents are not able to give their opinion on the same.

A good size of respondents (76%) are of the opinion that top management involve employees

in the management decisions. 23% of the respondents think that there is no involvement of

employees in the management decisions and 1% of the respondents are not able to give the

answer on the same.

79% of the respondents are of the opinion that facilities provided by the organization motivate

them to improve their productivity. On the other hand, 15% of the respondents do not have the

same view. A meager 6% of respondents are not able to give their views on the same.

It is the recognition at the work place which motivates the employees as 43% of the respondents

think so. 27% of the respondents say that it is the salary increase that motivates them followed

by 15% of respondents who are in the favor of promotion and 13% are of the opinion that it is

the leave provided by the organization that motivates them most. A meager 2% of respondents

think that motivational talk at the work place motivates them most.

81% of the respondents are of the opinion that employees in the organization are skilled,

motivated and productive. Only 15% of the respondents are against the same statement, while

4% of the respondents are not able to give their opinions on the same.

74% of the respondents think that there is cooperation among departments in the organization.

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On the other hand, 22% of the respondents do not agree on the same, while 4% of the

respondents are not able to give their views on the same.

89% of the respondents are of the opinion that quality of work life of the organization helps to

improve the productivity of the employees. On the other hand, only 7% of the respondents do

not agree with the statement, while 4% of the respondents are not able to give their views on the

same.

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CHAPTER…09

SUGGESTIONS &

RECOMMENDATIONS

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The corporeal operating conditions in the organizations are to be improved in HCL and

WIPRO. Managements have to set right the ailment and cover up the deficiencies found in the

implementation of several aspects of the quality of work life in HCL and WIPRO.

The volumes of the workers are to be exploited optimally by engaging right man on the right

job. By this the administration would do well to use the capacities of the employees providing

better quality of work life.

The management is recommended to open special cells to help the workers in their career

planning and career development. Career counseling and social relationships in the private and

public sector units are to be streamlined to proper initiation of management and the unions.

Management is advised to offer better training facilities for improving their skills and

capacities.

The management is advised to deliver facilities for job enlargements and enrichments to

develop the best advantage from the skilled employees in their units.

The puzzling nature of job in the private sector is done if the management improves the quality

of work life in good earnest by exposing the workers to the changing and improved techniques

of production.

The management should encompass their employees in the decision making process. Workers

participation in the management of the companies leads to improved industrial relations,

effective decision making, and thereby to increase the levels of production.

All these suggestions prove effective and valuable only if alertness among the workers to diverse

aspects of quality of work life is improved. Managements have to attempt hard to enlighten its

employees on the advantages of different aspects of quality of life such as education, health and other

facilities that have indirect bearing on the value of labor life of workers.

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CHAPTER…10

CONCLUSION

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This study is designed to study the quality of work life and its impact on job performance in IT sector

in general and HCL & WIPRO in particular.

The study consists of the introduction of the quality of work life, job performance and how both these

are inter-related. In this study, quality of work life has been taken as independent variable, while job

performance has been treated as dependent variable.

During the study, it was found that there is no particular definition of quality of work life and it has

been keep of changing since its inception. The current definition of quality of work life is favorableness

or unfavourableness of a job environment for the people involved in it.

The study also has some objectives such as:

- To study about the quality of work life among employees of HCL & Wipro.

- To measure the impact of quality of work life on job performance of the employees of HCL

&Wipro.

The study is based on descriptive research and primary and secondary sources of data have been used.

The primary data has been collected through questionnaire and secondary data has been collected

through Internet, journals, magazines, etc.

The data has been analyzed and interpreted with the help of statistical tools like z-test (based on

hypothesis).

For the survey purpose, the sample size was 100 (50 each from HCL and WIPRO).

When the data was collected and interpreted, it was found that quality of work life directly impacts the

job performance of the employees. It was also found that most of the surveyed employees in the two

organizations were quite happy with the quality of work life prevailing in their organizations.For those

employees, who were not satisfied with the quality of work life of their organization, some suggestions

and recommendations have also been provided at the end of the study.

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CHAPTER…11

BIBLIOGRAPHY &

REFERENCES

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Books

Arthur Lewis. “The History of Economic Growth,” George & Allen Unwin Ltd, London, 1965.

Bell, C.R. “Men at Work,” Allen and Unwin, London, 1974.

Byrne, D. “An Introduction to Personality,” Pentice Hall, 1966.

Davis, K. “Human Relations at Work,” McGraw Hill, New York, 1962.

Subba Rao, P. and Ms. Amitha. “Stress Management,” in Organizational Stress, edited by Srilatha et al,

Discovery Publishing House, New Delhi, 1991.

Articles

Ahmed, N. ‘Quality of Work Life: A Need for Understanding’, Indian Management, V. 20(100), 1981.

Alderfer, C.P. ‘Improving the Quality of Work Life: Group and Inter Group Design,’ U.S. Department

of Labor, Washington, 1975.

Arya, P., ‘Nature and Extent of Worker Participation in Decision Making’, Indian Journal of Industrial

Relations, 16(1), 1980.

Athreya, M.B., ‘HRM Challenges of the New Indian Environment,’ National Institute of Personnel

Management, 11th National Annual Conference 1991-1992, Personnel Today, pp. 37-42.

Baird, L. and I.Meshoulam, ‘Proactive Human Resource Management,’ Human Resource Management,

Vol. 26, No. 4, Winter, 1987, pp. 483-501.

Bhardwaj, S.B.L., ‘QWL, Perspectives, Dreams and Realities,’ paper presented at National Symposium

on QWL, Hyderabad, 1983.

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Boisveri, P., ‘The Quality of Work Life: An Analysis,’ Commercial de Montreal, Feb. 1977, Vol.

30(2).

Chakraborti, T.,’Total Quality Management/Concepts: A Hard, Hard Climb,’ The Economic Times

(Management), 28 March-3April 1997, p.2.

Chaudhary, S.R., ‘Personnel Attention,’ The Economic Times, 14-20 June 1996, p.2.

Clark, S.C. (2000). ‘Work/Family Border Theory: A New Theory of Work Life Balance,’ Human

Relations, 53, 6, 747-770.

Cooke, R. and M Armstrong,’ On Strategic HRM,’ Personnel Management, December 1990, pp. 31-

33.

D’Souza, K.C. ‘QWL: An Evolutionary Perspective,’ Abhigyan, Autumn, 1984.

Daniel, W.W. ‘Automation and the Quality of Work,’ New Society, May, 1969.

David Bargal. ‘Occupational Welfare as an Aspect of QWL,’ Labor and Society, 1982.

Davis, L.E. ‘Quality of Working Life,’ National and International Development, Industrial Relations

Research Association, 1977.

Graver, R.F. ‘AT&T’s QWL Experiment: A Practical Case Study,’ Management Review, June, 1983.

Nadler, D.D. and Lawler, E.E. ‘Quality of Work Life: Perspective and Direction’, Organizational

Dynamics, Win, 1983, Vol. 2(3).

Rosow, J.M. ‘Quality of Work Life-Issues for the 1980s, Training and Development Journal, March

1988.

Sayeed and Prakash. ‘The QWL in Relation to Job Satisfaction and Performance in two Organizations’,

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Managerial Psychology, 2(2), 1981.

Singh, J.P. ‘Improving QWL in Indian Context,’ Productivity, Vol. 22(4), 1982.

Venkatachalam, J. ‘Impact of Advanced Technology on QWL: A Study of Steel Plant,’ Management

and Labor Studies, Vol.24, No. 4, October, 1999.

Websites

www.mbaskool.com/business...hr.../2390-qwl

www.gurugram.org.in/blog/115-qwl

www.spmrcommercecollegejmu.com/downloads/abstract.pd

www.hcl.in/overview

www.indiainfoline.com

www.wipro.com/about-wipro

www.economictimes.indiatimes.com

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ANNEXURE

Q1. Since how many years have you been working with this organization?

a. 0-3 Years

b. 3-5 Years

c. 5-10 Years

d. 10 to 15 Years

e. More than 15 Years

Q2. How is the physical working condition in the company?

a. excellent

b. very good

c. good

d. average

e. below average

Q3. What do you think about the work load in the organization?

a. Work Load is very much and task are not finished on appropriate time

b. Work Load is very much but due to participative environment employees are able to complete their

task

c. Work Load is evenly distributed and employees are able to complete their task on time

d. Work Load is less as compared to other companies

Q4. Do you think communication and information flow between the departments is satisfactory?

a. Yes

b. No

c. Can’t say

Q5. Do the employees share experiences to help each other?

a. Yes

b. No

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c. Can’t say

Q6. Does the company provide training for enriching the skills of employees?

a. Yes

b. No

c. Can’t say

Q7. Do you think proper training improves the productivity of the company and employees?

a. Yes

b. No

c. Can’t say

Q8. Do you think there are good career prospect in your organization?

a. Yes

b. No

c. Not clear with career prospects

Q9. Are you free to perform your duties?

a. Yes

b. No

c. Can’t say

Q10. How is the working Environment?

a. Participative

b. Autonomy

c. Whimsical

d. Red Tapism

Q11. How is the working hour of the organization?

a. Excellent

b. Very good

c. Good

d. Average

e. Below average

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Q12. Does the company take care of the employees working in night shift?

a. Yes

b. No

c. Can’t say

Q13. Does working in the organization give you a feeling of security and improves your productivity?

a. Yes

b. No

c. Can’t say

Q14. Does the organization provide satisfactory salary according to your work?

a. Yes

b. No

c. Can’t say

Q15. Does the goals and task are clearly defined for increasing productivity?

a. Yes

b. No

c. Can’t say

Q16. Does the top management involve employees in the management decisions?

a. Yes

b. No

c. Can’t say

Q17. Do the facilities provided by the organization motivate you to improve your productivity?

a. Yes

b. No

c. Can’t say

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Q18. Which factor motivates you the most?

a. Salary increase

b. Promotion

c. Leave

d. Motivational talk

e. Recognition

Q19. What do you think that employees in the organization are skilled, motivated and productive?

a. Yes

b. No

c. Can’t say

Q20. Do you think departments in the organization have cooperation?

a. Yes

b. No

c. Can’t say

Q21. Do you think quality of work life of the organization helps to improve your productivity?

a. Yes

b. No

c. Can’t say