qwl final[1]

PROJECT ON

“QUALITY OF WORKLIFE (COMPARISON OF QUALITY

OF WORKLIFE BETWEEN AXIS BANK AND CENTRAL

BANK OF INDIA)”

BACHELOR OF COMMERCE

(BANKING & INSURANCE)

SEMESTER V,

University of Mumbai for the Academic year 2010-11.

Submitted

In Partial Fulfillment of the Requirement

For The Award OF the Degree of Bachelor Of

Commerce-Banking & Insurance

By

JOBANPUTRA RADHIKA BHAGWANDAS

ROLL NO. : 10726

PTVA’S

MULUND COLLEGE OF COMMERCE

S. N. ROAD, MULUND (W)

DECLARATION

I, Ms. Jobanputra Radhika Bhagwandas of Mulund college of Commerce,

Bachelors of Commerce in banking and insurance (2010-11) hereby declare

that I have completed the project on Quality of work life(Comparison of

Quality of work life between Axis Bank and Central Bank) at Mulund branches

in academic year 2010-11.

The information submitted is true and original to the best of my knowledge.

(Jobanputra Radhika Bhagwandas)

(Roll no.10726)

ACKN O WLEDG EMEN T

Many people have influenced the shape and content of this

project. I express my sincere gratitude to all the people who

guided and supported me throughout my study of this

interesting and exhaustive topic.

I take this opportunity to specially thank all the employees

of Axis bank and Central bank from the Mulund (west) branch for

their co-operation.

Last but not the least I also would like to thank my professors

who have helped and encouraged me throughout the working of the

project.

EXECUTIVE SUMMARY

Work is an integral part of everybody’s life. On an average an

employee spends around 12 hours at his workplace. This is nearly one third of

our entire life. It should yield job satisfaction, fulfillment of a task done, peace

of mind and give a satisfaction of usage of time fruitfully and completely. All

such factors determine the Quality of Work life of any employee in an

organization.

I have undertaken the project on “Quality o f Work Life” as a part of

the curriculum of the Final Year of Bachelors in Banking and Insurance. The

main reason I took up this project is to learn how different work life

situations affect employees in their working styles.

The content of the project is divided into two parts. The first part

consists of the Secondary data which explains Quality of Work life as a

concept. The second part consists of the Primary data which gives a

Comparison between the Quality of Work life of employees of the Axis

Bank (which represents the Private sector banks) and Central Bank of India

(which represents the Public sector banks).

The first part is again divided into nine chapters and the second part is

divided into the primary data, conclusion, annexure and the bibliography.

The 1st chapter deals with the introductory part to the Quality of Work

life. The chapter includes various definitions of Quality of work life and

explains its concept.

The 2nd chapter from the contents explains the position of Quality of

work life in the Banking and I.T industry and its impact on them.

The 3rd chapters deal with various tools of Quality of Work life. The

chapter consists of advantages and limitations about various tools like

quality circle, suggestion schemes, autonomous work teams etc. that are used

by organizations to improve the Quality of Work life of employees.

Families and Work Institute was establishes in 1989 which is a non

government organization which conducts the National Study of the

Changing Workforce (NSCW), a nationally representative sample of

employed workers , designed to collect and compile information on the work

and personal lives of the U.S. workforce. Chapter 4 deals with the objectives

of this ngo and its benefits to organizations.

Chapter 5 summarizes the various factors affecting the Quality of

Work life like pay, benefits, job security, worker participation etc. These

factors determine the Quality of Work life of an employee.

6th chapter describes about the Work-Related Quality of Life scale

(WRQoL) which is an assessment device on the basis of 6 core factors that

determine the variation in the Quality of Work life of employees.

Chapter no 7 and 8 explain about the aspects, benchmarks and results

of high Quality of Work life. Chapter no 7 establishes a relation between the

inducements and contributions in an organization.

Chapter no 9 describes about a Research review by Miller, Kirkman,

Metz, and Mirvis & Lawler. The research suggests four dimensions of

Quality of Work life.

The primary data consists of a Comparison of Quality of Work life

between the employees of Axis bank and Central bank of India at their

Mulund branches. The data was collected and analyzed to draw valid

conclusions and suggestions.

CO NTENTS

P A R T I

1. INTRODUCTION TO QUALITY OF WORKLIFE1-4

2. EMPLOYEE QUALITY OF WORKLIFE IN BANKS AND I .T INDUSTRY

5-6

3. TOOLS TO IMPROVE QUALITY OF WORKLIFE 7-13

4.

FAMILIES AND WORK NSTITUTE 1989 14-15

5.

MAJOR FACTORS AFFECTING QUALITY OF

WORKLIFE 16-18

6. MEASUREMENT OF QUALITY OF WORKLIFE 19-21

7.

QUALITY OF WORKLIFE – A PSYCHOLOGICAL

CONTRACT 22-23

8. BENCHMARKS,ASPECTS AND RESULTS OFHIGH QUALITY OF WORKLIFE

24-25

9. RESERCH REVIEW 26-27

P A R T I I

1. PRIMARY DATA 28-56

2. COMPARISON OF QUALITY OF WORKLIFE BETWEEN AXIS BANK AND CENTRAL BANK

28-51

3. CONCLUSION 52

4. ANNEXURES 53-55

5. BIBLIOGRAPHY 56

DESIGN OF STUDY

OBJECTIVES:

To understand what is Quality of Work life.

To understand the tools and various aspects of Quality of Work

life and its impact on an organization.

To compare the Quality of Work life of employees in the

Mulund branches of Axis Bank and Central Bank of India.

METHODOLOGY:

Secondary Data:

The Secondary data in the project deals with the concept of

Quality of Work life and its various elements. The data and

research has been collectively done through various internet

websites and books based on Quality of Work life.

Primary Data :

The Primary data is collected by way of questionnaires that were

used to interview the employees of Axis Bank and Central bank

of India in order to draw ‘comparison’ between their Quality of

Work lives.

SCOPE:

The scope of the study is restricted to the Mulund

branches of both Axis Bank (Zaver road) and Central

Bank of India (P.K. road).

In order to collect the Primary data there were 50 surveys

done in totality which were divided into 25 surveys each

from the employees of Axis and Central Bank.

LIMITATIONS:

The employees from Central Bank were not very co-

operative in answering the questionnaires.

The employees were reluctant in highlighting the negative

points of the bank.

Quality Of Work Life

INTRODUCTION

Quality is generally defined as “Conformance to requirements”. Quality

is “as fitness for purpose”. The concept of quality is not apply to all goods and

services created by human beings, but also for workplace where the employees

are employed.

Quality in the workplace comes from understanding and then fully

meeting, the needs of the organization, now and in the future by continual

improvement in efficiency of employees and effectiveness of their performance

at the workplace.

Quality in the workplace refers to the favorableness or un-favorableness

of the total job environment of employees. The basic purpose of Quality of

work life is to develop jobs and working conditions that are excellent for people

as well as for the economic health of the organization. Quality of work life

provides a more humanized work environment. It attempts to serve the higher –

order needs of workers along with their basic organizational needs. It seeks to

employ the higher skills of workers and to provide an environment that

encourages improving their skills.

Q - Quest for excellence

U - Understanding

A - Action

L - Leadership

I - Involvement of the people

T - Team spirit

Y - Yardstick to measure progress

The above said are very essential things to improve the work life of

employees in the organization.

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DEFINITION

Quality of work life could be defined as “the Quality of the relationship

between the man and task”.

Quality of work life means “The degree to which members of a working

organization are able to satisfy important personal needs through their

experience in the organization”

MEANING

Quality of work life has gained deserved prominence in the

Organizational Behavior as an indicator of the overall of human experience in

the work place. It expresses a special way of thinking about people and their

work, and the organization in which their careers are fulfilled.

Quality of work life refers to the relationship between a worker and his

environment, adding the human dimension to the technical and economic

dimensions within which the work is normally viewed and designed. Quality of

work life focuses on the problem of creating a human working environment

where employees work co – operatively and achieve results collectively. It also

includes.

Programs’ seeking to promote human dignity and growth

Participation of employees

Compatibility of employees and organization

Quality of work life refers to the level of satisfaction, motivation,

involvement and commitment individuals experience with respect to their line at

work.

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Quality of work life is the degree of excellence brought about in work

and working conditions which contribute to the overall satisfaction and

performance primarily at the individual level but finally at the organizational

level.

OTHER DEFINITIONS:

There are also few other definitions for Quality of work life but the main

ones are-

*J Richard and J Loy

QUALITY OF WORKLIFE is “The degree to which members of a work

organization are able to satisfy important personnel needs through their

experience in the organization”.

*RICHARD E WALTON

Richard E Walton, states a much broader concept of QUALITY OF

WORKLIFE proposing eight conceptual categories viz. adequate and fair

compensation, safe and healthy working conditions, opportunity to use

and develop human capacities, future opportunity for continued growth

and security, social integration in the work place, social relevance of

work, balanced role of work in the total life space and Constitutionalism

in the Work Organization etc. it is rare to find work-life situations that

satisfy all eight criterias. We can view these eight features as goals to aim

for.

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CONCEPT

Quality of work life is a prescriptive concept, it attempts to design work

environments so as to maximize concern for human welfare. Quality of work

life acts in two dimensions.

Goal

Process

QUALITY OF WORKLIFE acts as goal by

Creation of more involvement

Creating satisfying and effective jobs

Creating favorable Work environment for people at all levels of the

organization

QUALITY OF WORKLIFE acts as process by

Making efforts to realize these goals through active participation and

other tools of Quality of work life

The whole essence of Quality of work life may be stated thus:

The Quality of work life is co – operative rather than authoritarian

Evolutionary and open rather static and rigid

Informal rather than mechanistic

Mutual respect and trust than hatred against each other.

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EMPLOYEE QUALITY OF WORKLIFE IN BANKS

The success of any bank is highly dependent on how it attracts recruits,

motivates, and retains its workforce. Today's banks need to be more flexible so

that they are equipped to develop their workforce and enjoy their commitment.

Therefore, banks are required to adopt a strategy to improve the employees

QUALITY OF WORKLIFE to satisfy both the organizational objectives and

employee needs. These caselets discuss the importance of having effective

quality of work life practices in banks and their impact on employee

performance and the overall organizational performance:

In today's high tech, fast-paced world, the work environment is very different

than it was a generation ago. According to the Institute of Industrial Engineers,

it is not uncommon for a person to change careers an average of six times in his

lifetime. It is now rare for a person to stay with a single bank or financial

institution his or her entire working life, because employees are often willing to

leave a bank for better opportunities. Banks or any organization needs to find

ways not only to hire qualified people, but also to retain them.

Unfortunately, many employees these days feel they are working harder, faster,

and longer hours than ever before. Job-related employee stress can lead to lack

of commitment to the corporation, poor productivity, and even leaving the

company; all of which are of serious concern to the management. Many

employees bring work home with them on a regular basis, especially now that it

is so easy for them to do that. With the wide availability of cell phones, pagers,

personal digital assistants (PDAs), and computers, employees find it harder to

get away from the office.

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EMPLOYEE QUALITY OF WORKLIFE IN I.T INDUSTRY

One of the more stressful professions today is in the Information Technology

(IT) field. Not long ago, Information technology professionals were extremely

well respected and in demand. As technology advanced rapidly, there was a

high demand for programmers and engineers. Most had their choice of high-

paying jobs as technology companies competed to recruit the best of the

employees.

This is not the case today. In June 2004, Meta Group, Inc. surveyed 650

companies and found that nearly 75 percent of the companies acknowledged

morale problems among their IT staffs. This number was up from the year

before, which showed that two-third of the total number of companies cited

poor worker morale as an issue. Perhaps this is because the U.S. technology

sector experienced widespread layoffs during the third quarter of 2004. In

general, when layoffs happen the remaining employees are forced to pick up the

workload of those who were laid off. This leads to added responsibility and

longer work hours, often without additional compensation. This in turn leads to

stress, burnout, and resentment. Other causes of employee dissatisfaction

include low wages, lack of challenges, insufficient resources, unrealistic

expectations, pressure to produce, willfully blind management, unreasonable

policies and procedures, difficulty in balancing family and work, and increased

health benefit costs.

Employers should try to address to employee turnover and job satisfaction

issues. Several companies have convened focus groups and conducted

employee-satisfaction surveys to find out how their employees feel and to

determine what they can do to make their employees happy.

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TOOLS TO IMPROVE QUALITY OF WORKLIFE

1.Quality Circles

A quality circle is a completely voluntary group of 6 to 8 employees who meet

regularly during company time once every fortnight or every month under the

leadership of a trained foreman or section head to examine work-related

problems that affect the Quality of Work life of rest of the employees and

ultimately the output of the organization, to recommend to the management,

possible solutions to those problems. The foremen for this purpose are trained in

advance in basic statistical and problem-solving techniques as well as in

handling groups. The motivation to form such a group comes solely from the

employee’s desire to do some-thing creative so as to make the organization

climate and structure favourable and convenient for working. Nobody is paid to

join, nobody is forced to join, and nobody is penalized ‘for not taking part. The

circle, once formed, sets its own terms of reference, selects its problems mainly

related to the Human resources .After that it presents its recommendations for

their solution. In other words, it functions according to its own perceived needs

rather than in response to externally determined criteria.

Following are the principal steps involved in its functioning:

Identification of problems regarding employee dissatisfaction through

quality control feedback, management information, information collected

on basis of labour turnover, attendance records and so on.

Selection of problem for examination

Making a list of all possible causes of the problem without examining or

evaluating them.

Testing the validity of each cause with the active cooperation of various

specialist departments

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Presenting the solution to the management for implementation after the

consent of all the employees.

Quality circles were first developed in Japan in the early sixties. Today, these

circles have spread to many other countries including India.

Advantages of a quality circle to employees

It is a voluntary forum of workers, Hence it does not evoke their

resistance which is usually found when such forums are created by the

government or management.

It makes full use of a worker’s potential.

It provides the worker autonomy and sense of achievement

It ensures greater participation and involvement of a worker in the day-

to-day functioning of his department.

It helps in finding solutions to several problems that obstruct the

smooth working of employees and in removing cobwebs and bottlenecks

in daily functioning.

It helps in creating cohesive groups with improved morale.

2. Suggestion Schemes

It is an incentive scheme designed to encourage and reward the submission of

valuable and practical ideas of the employees for improving operational

efficiency in various areas, such as, work environment, work movements, layout

of machines substitution of materials, improvement in tools, effective use of

safely precautions and devices, elimination of defective production and waste,

maximum utilization of existing machinery and so on. When employees see that

their ideas count their dignity is raised. Instead of feeling numb like robots they

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feel important.

The direct benefits of a suggestion scheme are:

It can make work more easy

It can make-work more safe for employees

It can remove mistakes

It can improve quality of work life through increase efficiency

It can reduce costs

It increases employees’ work morale

It develops employee’s capabilities

It activates communication

it improves human relations

It raises the level of group activities.

The establishment of a suggestion schemes presupposes certain preparation by

the management. The scheme must be introduced with a good deal of publicity

and employee education. Employees should be clearly told that their suggestion

should not be

(i) a complaint about a method without suggesting an alternative method. Or

(iii) a complaint about any other person, or

Blank forms and empty suggestion boxes must be put at convenient points. The

boxes should be opened every day and suggestions acknowledged directly and

promptly. The management should set up a committee consisting of a workers’

representative. The head of Research and Development department and the

HRD/personnel manager to ensure complete impartiality in the administration

of the scheme. The committee should examine each idea without knowing the

name or the person. Alternatively, the work of the evaluation or ideas can also

be entrusted to the works committee if it already exists. Higher executives may

be excluded from getting rewards.

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DRAWBACKS:

1. The scheme may face opposition from the line supervisor or staff

personnel who consider all suggestions coming from employees as a

reflection on their efficiency. This difficulty may be overcome by

involving the line supervisor or staff personnel in evaluating suggestions

and handing out rewards.

2. Employees themselves may sometimes-oppose the scheme if they fear

that a good labour-saving suggestion may result in their lay-off. This

difficulty may be overcome by assuring them before the scheme is

introduced that no labour-saving suggestion would be allowed to cause

Layoff.

Many banks in India have successfully introduced suggestion schemes

in their organizations.

3. Employee Participation in Management

Participation is a way of gaining commitment by workers to some proposal on

the ground that if the employees have been involved in discussing it they will be

more interested in the organizational issues.

Several research studies have shown that the intensity of

participation depends on FOUR FACTORS:

I. The subject matter of participation.

Worker’s interest in participation varies with the nature of issues involved in

Participation. If they are trivial or foreclosed, and everyone realizes it,

Participative methods will boomerang. Issues that do not affect the workers

concerned will not on the whole engage their interest. Workers should have a

stake in the results of participation.

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II. Level of participation.

Participation can take place at 3 levels:

an enterprise level

plant level

corporate level

In big enterprises there may be a fourth level also, i.e.

Departmental level

Most workers desire participation at the floor level because at this level they

can directly participate without representatives.

III. Personal characteristics

Participation also depends on the individual characteristics of workers. They

cannot be ordered to participate. They must want participation and must have

the necessary skill and information to enable them to participate effectively.

IV. Extent of participation.

This should be very clear to the workers the advises given by them would be

considered as per the convenience and requirement of the organization. If they

are asked for a decision then that decision must be accepted.

4. Flexible Organization Structure

Every manager has to deal with two Types of problems in an organization:

routine

non-routine

The existing bureaucratic organization structures, though suitable for dealing

with the routine problems, are not suitable for dealing with the non- routine

problems of employees. These structures are geared to maintain stability by

ensuring utilization of largely predetermined production processes and

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operations. They cannot successfully sustain and strengthen change programs or

find innovative solutions to problems. Studies have shown that benefits of

various technologies available in the form of computer integrated

manufacturing (CIM), computer aided manufacturing (CAM), computer aided

design (CAD), computer aided production management (CAPM), flexible

manufacturing system (FMS) and so on, a manager needs new types of non

bureaucratic organization structures (with few levels of authority, low division

of labour and low use of rules and procedures) which may exist side by side \be

existing bureaucratic organization

5. Autonomous Work Teams

An autonomous work team is one, which can plan, regulate and control its

own work world. The management only specifies the goals-that too in

collaboration with the team and employees of the organization. The team

organizes the content and structure of its job, evaluates its own performance,

establishes its speed and chooses its production method. It makes its own

internal distribution of tasks and decides its own membership. It also decides

whether it should have a leader for regulating its internal and boundary

conditions and who that leader should be. Autonomous team approach

increases satisfaction and reduces turnover and absenteeism. Moreover, if a

breakdown occurs in one team’s operation, all other teams can continue their

operations undisturbed. This is not so in the assembly line. Milliken &

Company in the United States employs 14,300 workers and establishes

autonomous work teams’ .The Company has achieved a flat management

structure in which associates, working primarily in self-managed work teams,

exercise considerable authority. Self managed work teams are groups of

employees who have the power to make operating decisions and operate the

system designed by managers. This approach has worked so well that Milliken

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has eliminated nearly 700 management positions since 1981, freeing that many

individuals to serve as process-improvement specialists. Since the early1980s,

productivity has increased by 42 per cent, and sales have risen significantly.

There are also a number of independent banks that conduct employee surveys

to gather this information.

Families and work institute1989

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The Families and Work Institute (www.familiesandwork.org), is a nonprofit

research center "that provides data to inform decision-making on the changing

workforce and workplace, changing family and changing community. Founded

in 1989, FWI is known for ahead of the curve, non-partisan research into

emerging work-life issues; for solutions-oriented studies addressing topics of

vital importance to all sectors of society; and for fostering connections among

workplaces, families, and communities."

Every five years FWI conducts the National Study of the Changing

Workforce (NSCW), a nationally representative sample of employed workers

designed to collect and compile information on the work and personal/family

lives of the U.S. workforce. The study is widely used by policy makers,

employers, the media, and all those interested in the widespread impacts of the

changing conditions of work life.

The 2002 NSCW showed a slight increase from 1992 in the number of

companies that offer work-life supports on the job both specific benefit

entitlements and less formal policies and practices. Despite this, the survey

showed a large increase in the number of employees with families who felt

there was interference between their jobs and their family lives, than employees

25 years ago. The NSCW also found "the importance of supportive work-life

policies and practices, such as flexible work arrangements, is clear when they

are available. Employees exhibit more positive work outcomes, such as job

satisfaction, commitment to employer, and retention, as well as more positive

life outcomes, such as less interference between job and family life, less

negative spillover from job to home, greater life satisfaction, and better mental

health."

What does this mean to the employer?

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As more companies start to realize that a happy employee is a productive

employee, they have started to look for ways to improve the work environment.

Many have implemented various work-life programs to help employees,

including alternate work arrangements, onsite childcare, exercise facilities,

relaxed dress codes, and more. Quality-of-work-life programs go beyond

work/life programs by focusing attention less on employee needs outside of

work and realizing that job stress and the quality of life at work is even more

direct bearing on worker satisfaction. Open communications, mentoring

programs, and fostering more amicable relationships among workers are some

of the ways employers are improving the quality of work life.

Tools for improving Quality of Work life like:

Quality circles

Suggestion schemes

Employee participation in management

Flexible organization structure

Autonomous work teams

Are widely being used by employers to ensure a good Quality of Work life.

MAJOR FACTORS AFFECTING THE QUALITY OF WORKLIFE

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QUALITY OF WORKLIFE means having good supervision, good

working conditions, and good pay and benefits an interesting and challenging,

and a rewarding job.

The major factors that affect Quality of Work life may be stated as

follows:

1. Pay

Quality of Work life is basically built around the concept of equitable

pay. In the days ahead, employees may want to participate in the profits of the

firm as well. Employees must be paid their due share in the progress and

prosperity of the firm.

2. Benefits

Workers throughout the globe have raised their expectations over the

years and now feel entitled to benefits that were once considered a part of the

bargaining process.

3. Job Security

Job security is the probability that an individual will keep his or her job.

A job with a high level of job security is such that a person with the job would

have a small chance of becoming unemployed Employees want stability of

employment. They do not like to be the victims of whimsical personal policies

and stay at the mercy of employers.

4. Alternative Work Schedules

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Employees demand more freedom at the workplace, especially in

scheduling their work. Among the alternative work schedules capable of

enhancing the quality of work life for some employees are:

i. Flexi time : A system of flexible working hours,

ii. Staggered hours : Here groups of employees begin and end work at

different intervals.

iii. Compressed workweek : It involves more hours of work per day for

fewer days, per week.

iv. job enrichment : It attempts to increase a person's level of output by

providing that persons with exciting, interesting, stimulating or

challenging work.

5. Occupational Stress

Occupational mental-health programmes dealing with stress are

beginning to emerge as a new and important aspect of QUALITY OF

WORKLIFE programmes. Obviously, and individual suffering from an

uncomfortable amount of job-related stress cannot enjoy a high quality of work

life. '

6. Worker Participation

Employees have a genuine hunger for participation in organizational

issues affecting their lives. Naturally they demand far more participation in the

decision making process at the workplace.

7. Social Integration

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The work environment should provide opportunities for preserving an

employee's personal identify and self-esteem through freedom from prejudice, a

sense of community, interpersonal openness and the absence of stratification in

the organization.

8. Work and total life space

A person's work should not overbalance his life. Ideally speaking, work

schedules, career demands and other job requirements should not take up too

much of a person's leisure time and family life.

Measurements of QUALITY OF WORKLIFE

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There are few recognized measures of quality of working life, and of those that

exist have evidence of validity and reliability, that is, there is a very limited

literature based on peer reviewed evaluations of available assessments. A recent

statistical analysis of a new measure, the Work-Related Quality of Life scale

(WRQoL), indicates that this assessment device should prove to be a useful

instrument, although further evaluation would be useful. The WRQoL

measure uses 6 core factors to explain most of the variation in an

individual’s quality of working life:

1. Job and Career Satisfaction

2. Working Conditions

3. General Well-Being

4. Home-Work Interface

5. Stress at Work

6. Control at Work.

The Job & Career Satisfaction (JCS)scale

The Job & Career Satisfaction (JCS) scale of the Work-Related Quality of Life

scale (WRQoL) is said to reflect an employee’s feelings about, or evaluation of,

their satisfaction or contentment with their job and career and the training they

receive to do it. Within the WRQoL measure, Job & Career Satisfaction (JCS)

scale is reflected by questions asking how satisfied people feel about their work.

It has been proposed that this Positive Job Satisfaction factor is influenced by

various issues including clarity of goals and role ambiguity, appraisal,

recognition and reward, personal development career benefits and enhancement

and training needs.

The General well-being (GWB)scale

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The General well-being (GWB) scale of the Work-Related Quality of Life scale

(WRQoL) aims to assess the extent to which an individual feels good or content

with themselves, in a way which may be independent of their work situation. It

is suggested that general well-being both influences, and is influenced by work.

Mental health problems, predominantly depression and anxiety disorders, are

common, and may have a major impact on the general well-being of the

population. The WRQoL GWB factor assesses issues of mood, depression and

anxiety, life satisfaction, general quality of life, optimism and happiness.

The WRQoL Stress at Work scale (SAW)

The WRQoL Stress at Work sub-scale (SAW) reflects the extent to which an

individual perceives they have excessive pressures, and feel stressed at work.

The WRQoL SAW factor is assessed through items dealing with demand and

perception of stress and actual demand overload. Whilst it is possible to be

pressured at work and not be stressed at work, in general, high stress is

associated with high pressure.

The Control at Work (CAW) scale

The Control at Work (CAW) subscale of the WRQoL scale addresses how

much employees feel they can control their work through the freedom to

express their opinions and being involved in decisions at work. Perceived

control at work as measured by the Work-Related Quality of Life scale

(WRQoL) is recognized as a central concept in the understanding of

relationships between stressful experiences, behavior and health. Control at

work, within the theoretical model underpinning the WRQoL, is influenced by

issues of communication at work, decision making and decision control.

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The WRQoL Home-Work Interface scale (HWI)

The WRQoL Home-Work Interface scale (HWI) measures the extent to which

an employer is perceived to support the family and home life of employees.

This factor explores the interrelationship between home and work life domains.

Issues that appear to influence employee HWI include adequate facilities at

work, flexible working hours and the understanding of managers.

The Working Conditions scale

The Working Conditions scale of the WRQoL assesses the extent to which the

employee is satisfied with the fundamental resources, working conditions and

security necessary to do their job effectively. Physical working conditions

influence employee health and safety and thus employee Quality of working

life. This scale also taps into satisfaction with the resources provided to help

people do their jobs.

Quality of work life – A PSYCHOLOGICAL CONTRACT:

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QUALITY OF WORKLIFE deals with the relationship between every

employee and his or her work organization. This relationship is formal and

sometimes less formal. This contract is psychological contract. "Psychological

contract is the set of expectations held be the individual specifying what the

individual and the organization expect to give and receive from each other in

the course of their working relationship". This contract represents the expected

exchange of values that encourages the individual to work for the organization

and motivates the organization to employ that person, (i.e.) Contribution and

Inducements.

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A healthy psychological contract means that inducements and contributions are

balanced.

INDUCEMENTS = CONTRIBUTIONS

(Organization to employees) = (employee to organization)

This is the way for organization to create healthy psychological contract and

Jobs satisfaction for their members to provide them with High

QUALITYoFWORKLIFE environment.

P a g e | 23


BENCHMARKS OF HIGH QUALITY OF WORKLIFE

QUALITY OF WORKLIFE is highlighted by the following Benchmarks

of managerial excellence.

Participation: - Involving people from all levels of responsibility in

decision-making

Trust: - Reside signing jobs systems and structures to give people

more freedom at work.

Reinforcement: - Creating reward systems that are fair, relevant and

contingent on work performance

Responsiveness: - Making the work setting more pleasant and able to serve

individual Needs.

RESULTS OF HIGH QUALITY OF WORKLIFE

High Productivity

Increase organizational effectiveness

High employee satisfaction

High morale.

Reduce the absenteeism and labor turn over

Increase the quality of life of employees

High employee involvement

Peaceful industrial relation

P a g e | 24


ASPECTS OF QUALITY OF WORKLIFE PROGRAMMES

QUALITY OF WORKLIFE programs concentrate on creating a working

environment that is Conductive to the satisfaction of worker needs. This

program assumes that a job and the work environment should be structured to

meet as many of the worker’s needs as possible.

Richard Walton has organized such aspects into eight categories. These

aspects should be integrated, coordinated and properly managed.

Following aspects are to be taken care of for its implementation.

QUALITY OF WORKLIFE program must be implemented with the co-

operation of management and labour.

Action plans must be carried to completion.

Care must be taken to concentrate the focus on the joint objectives of

improving the QUALITY OF WORKLIFE.

RESEARCH REVIEW

P a g e | 25


Miller, 1978; Kirkman, 1981; Metz, 1982; Mirvis & Lawler, 1984;

Cooper, 1988) define that the qualities of work life are broadly similar to the

study on Singaporean Employees Development that suggests four dimensions of

Quality of work life labeled as, i) Favorable work environment ii) Personal

growth and autonomy iii) Nature of job and iv)Stimulating opportunities and

co-workers . Good performance is recognized in addition to rewards being

based upon performance while employees are respected and treated like mature

people.

The Study on Singaporean Employees development, Cheng S says “In a

high Quality of work life there should be a positive impact on personal life, an

opportunity to be involved in decision as well as an acceptable level of physical

comfort. Jobs seen to exist within high Quality of work life work situations are

those in which there is minimal negative impact on one’s personal life, and

hopefully one which has a positive impact on one’s personal life.

We would expect that these dimensions comprising QUALITY OF

WORKLIFE that were found in the present sample are consistent with the rapid

economic growth and increasingly higher levels of educational standards in

Singapore. Research studies (Taylor, 1977; Taylor, 1978; Donald, 1997) have

generally established that Quality of work life is positively associated with job

satisfaction and can be a significant motivator. One implication of this finding

for management is the need to consider the type of intrinsic and extrinsic factors

highlighted by the four aspects of Quality of work life that comprise the

motivational reward-incentive system used in banks. Designing the job and the

work environment so as to include the characteristics of the Quality of work life

dimensions discussed above will contribute to the worker’s sense of well-being,

and provide a more positive start to other work motivation programmes within

the organization”. Kirkman (1989) suggests that in the future work society; the

drive for more humanitarian treatment both in and out of work will increase.

P a g e | 26


Cheng S in his paper Quality of work life through employee participation

in Singapore has discussed the following four different approaches to Quality of

work life Employee share option scheme, Joint management consultation,

Quality circle and Industrial relations circle.

This is an interesting situation given the high degree of emphasis on

achieving high standards in performance and quality known in Singapore.

Quality of work life has also been viewed in a variety of ways including

a) as a movement b) as a set of organizational interventions and c) as a type of

working life felt by employees Quality of work life, Self-evaluation and life

satisfaction among American Africans.

When for many people sex and relationships are troublesome--since they

are often hazardous to our health--work plays an even greater role in keeping us

"out of trouble." Regardless of how much we earn, most of us have some kind

of agenda or work plan. And with so many people opening a home and a cyber-

office, with mounting levels of technology-related stress (which Bruria Ginton,

owner turned content-provider, calls frustration), many of us end up involved in

more than one job, which we feel compelled to get done, spending the greatest

portion of our lives in what we consider our workplace. So Quality of Work

Life (Quality of work life) is not some notion of frivolous luxury. Quality of

work life is just as real and useful as virtual reality itself.

o PRIMARY DATA

P a g e | 27


QUALITY OF WORK LIFE COMPARISON BETWEEN AXIS

BANK AND CENTRAL BANK (MULUND BRANCH)

1 . Employees’ perception about Quality of work life in Axis Bank

and Central bank :

The Quality of work life in a bank or any organization is influenced by

various factors like salary, organizational climate and structure,

infrastructure, working conditions, responsibilities etc. Employees from both

the banks were asked to define quality of work life by ranking the following

as per their perception of importance:

1. Increment in salary (including the incentive)

2. Increase in responsibilities

3. Friendly atmosphere at the workplace

4. Good infrastructure

Axis bank:

Most of the employees at Axis bank considered increase in the salary

and responsibilities as the major criteria to determine their quality of work

life .They were found to be competitive and thus took up multi tasking and

increase in responsibilities as a challenge and made efforts to fulfill the tasks

assigned as per the deadlines. Friendly atmosphere and Good infrastructure

were not given much priority.

Central bank:

P a g e | 28


Here however the trend was a bit different from Axis bank. Most of

the employees gave priority to conducive and friendly atmosphere at the

workplace. Increase in responsibilities was given the last preference by most of

the employees working here.

Salary40%

Resposibilities32%

Atmo-sphere

8%

Infra-structure

20%

Salary28%

Responsibilit-ies4%

Atmo-sphere

32%

Infrastruc-ture36%

2. Punctuality and its importance at Banks:

Punctuality of attendance is an index of character. It may fairly be inferred that

those who are the most punctual in the morning will be most attentive to their

duties during the day, that they have formed the most regular habits, and are,

consequently, the most deserving of promotion. Those, too, who are the most

punctual, are the most deserving of occasional holidays. They who are

habitually late must be regarded as having chosen to take their holidays by

piece-meal each day, and they can, therefore, have no claim to other holidays

besides

OBSERVATIONS-

P a g e | 29

Axis Bank Central Bank


To insure punctuality of attendance in the morning, both axis and Central bank

of India have adopted the practice of keeping a book, in which every clerk

writes his name on his arrival, and when the time has expired, a line is drawn,

which shows who has arrived in time, and who has arrived late.

Expectation of Punctuality at both the Banks

Punctuality was found to be expected in both the banks.

IN AXIS BANK-

Here, according to the conversation had with the bank manager , applications

for promotion or leave of absence, is subject to an inquiry, whether the bank

employee is usually punctual in his attendance or not. With regard to absence

for illness, in order to have an excuse for absenting himself from the bank, it is

made sure that none of the employees pretends to be ill. Such an act would

result in disqualification for his job designation.

An employee said "The attendance records are very much considered for

the promotions and transfers of employees and a candidate who is the most

punctual gets a first preference for job enrichment schedules.” All the

employees said that punctuality is highly expected in the organization.

In Central bank of India-

According to the employees here superiors expected punctual and

accurate attendance records but themselves tend to remain absent. There was

absenteeism for redundant reasons like the house maid not turning up, children

having exams, guests at home etc.

P a g e | 30

http://chestofbooks.com/finance/banking/Principles/I-Bonds-Of-Security-By-Managers-And-Clerks.html


ACTIONS TAKEN FOR IMPUNCTUALITY (in percentage )

Axis Bank Central Bank10

20

30

40

50

60

70

80

90

100

110100

12

88

Taken Not taken

Name of the bank

Leve

l of a

ction

s

Axis Bank Central bank

Taken 25 3

Not taken - 24

Total Surveys 25 25

IN AXIS BANK-

100% employees said that there were actions like restigation , cancellation of

incentives, imposition of penalties etc taken for impunctual records.

In Central bank of India-

Unlike Axis bank no actions are taken incase of absenteeism. The

number of proxies was also found to be higher. Personal grudges were

considered in penalizing a couple of bank employees for low attendance records

which shows lack of professionalism.

P a g e | 31


3. Training and its provision:

The term TRAINING refers to the acquisition of knowledge, skills,

and competencies as a result of the teaching of vocational or practical skills In

order to cope up with the changes in the Banking sector both Axis and Central

bank of India have evaluated training programs which include both post and pre

recruitment training programs

PROVISION FOR TRAINING

IN AXIS BANK-

It is mandatory on the part of the bank employees of Axis bank to attend the

training programs mainly conducted in the training branches at Ghatkopar,

Mumbai. The employees are willing to attend such training sessions as its

proving to be fruitful and helps them in excelling in their performance.

Axis bank has devised an outcome-oriented training process. Each and every

module is designed so that learning takes place through interaction. It is also

ensures that this learning is translated into action at the work place. Their

training programs actually deliver value to the bank. Post course surveys

conducted by them have confirmed this. They invite Organizations to give the

enriching experience to the employees, to create learning and growing

organizations. Axis Bank is also organizing executive education programs in

association with Icfian Business School - an arm of the Institute of Chartered

Financial Analysts of India, Hyderabad. In this stream following programs are

offered:

a. Finance for Non-Finance executives

b. Treasury and forex management

P a g e | 32


c. Software- project management

Central Bank :

In Central Bank offers an optional program for training. For only

employees holding important and higher positions, training is made

compulsory.

EMPLOYEE’S PERCEPTION REGARDING HELPFULNESS OF

TRAINING( in percentage )


20

30

40

50

60

70

80 76

40

24

60

YesNo

Name of the bank

Help

ful

Axis bank Central bank

Helpful 19 10

Not helpful 6 15

Total Surveys 25 25

P a g e | 33


In Axis bank

76% employees said that training helped them while the rest 24% employees

were of the opinion that it was of no help to them as the curriculum for training

was not as per their interest or was very exhaustive.

In Central Bank

Out of the 60% of employees who said that training is of no help to them, many

had never undergone through the bank’s training programmes. The rest 40 % of

employees who included bank officers said that training helped improving their

performance.

4. Conduciveness of SUPERIOR-SUBORDINATE relations in the bank:

Interpersonal relations among the officers and clerical staff play a

major role in the job satisfaction of both the superiors and subordinate in a bank

or for that matter of fact any organization. Cordial relations build up a favorable

organizational climate and increase the employee’s preference to come to

workplace.

According to the survey conducted a large extent of bank employees

work and enjoy a ‘good’ superior-subordinate relation in both axis bank and

Central bank of India. The strengths of such an organizational Climate emerges

from the banks belief that the human factor is a critical factor and need

commitment to development, team spirit, helpfulness and ultimately the final

output of the services provided by banks.

The portion of employees who did not agree that a conducive

SUPERIOR-SUBORDINATE relation prevailed in the bank was very small in

number thou. Employees with such a perspective were found to be of a very

reticent nature and least interested in interactions and communications with the

other bank employees and officers.

P a g e | 34


EMPLOYEE’S PERCEPTION REGARDING CONDUCIVENESS

OF SUPERIOR-SUBORDINATE RELATIONS( in percentage )


15

25

35

45

55

65

75

85

95

105

8892

128

ConduciveNot onducive

Name of the bank

Supe

rior

-Sbu

ordi

nate

rel

ation

s


Conducive 22 23

Not conducive 3 2

Total Surveys 25 25

5. Favorability of Infrastructure and Ambience:

Bank ambience is really important and therefore it should be ensured

that although the bank is not too big it has good interior designs and looks

spacious because bank ambience can have a direct impact on the minds and

moods of the employees and the customers and would reflect in their mood.

Infrastructure is the basic physical and organizational structures needed for the

P a g e | 35


operation of a bank or any enterprise, or the services and facilities necessary for

it to function.

FAVOURABILITY OF INFRASTRUCTURE AND AMBIENCE ( in

percentage )


14

24

34

44

54

64

74

84

94

10496

12

4

88

FavourableNot favourable

Name of the bank

Infr

astr

uctu

re a

nd a

mbi

ence


favorable 24 3

unfavorable 1 22

Total Surveys 25 25

In Axis Bank:

The Mulund west branch of Axis bank has an excellent

infrastructure. Its location is such that it is easily accessible to the customers or

potential customers and employees.Since; it is located near the station

employees who are non Mulund residents also find it convenient to commute by

local trains. There is easy availability of auto rickshaws and bus stops too and

the employees also have ample parking space for their two and four wheelers.

P a g e | 36


The ambience of the bank is quite soothing and comfortable too for the working

staff along with the customers. Good and spacious interiors, proper lighting,

efficiently working air conditioners, water coolers and computers with latest

version softwares all add to the favorability of infrastructure and ambience in

that particular branch of Axis bank. There are refreshment facilities like

availability of tea and coffee in the afternoon hours, neat and hygienic rest

rooms with adequate water supply and safe drinking water that add to the

favourability.Only 1 employee in the bank found the infrastructure and

ambience unfavorable as he was not contended with the cabin allotted to him as

he found it inconvenient.

In Central Bank:

On the other hand the Mulund branch of Central bank has a

completely opposite scenario. The bank is not in the proximity of the railway

station and there is no parking space available for the employees to park their

respective vehicle. It is a very dusty place with a lot of files and documents

dumped in racks. It is a huge bank with a lot of space which is not utilized

efficiently. The furniture used is very old and outdated. The branch has not been

maintained or renovated. There is less application of technology which leads to

more consumption of time. The branch being mobbed with people in long

unsystematic queues is usual sight. There are no air conditioners installed which

makes it all the more suffocating. Employees complained about pathetic wash

rooms with no adequate water supply. Also the computers used were of older

versions and many printers were in no working condition. There were only 3

employees who said that they find the ambience convenient as they had nothing

to do with it and had an opinion that ambience does not have any impact on the

services provided.

P a g e | 37


FACILTIES AND AMINITIES PROVIDED

COMPUTER

WATER COOLERS

AIR CONDITIONERS

HYGIENIC RESTROOMS

GOOD QUALITY PRINTERSINTERNET ACCESS

MOBILE CHARG-ING UNITS

REFRESHMENTSCCTV CAMERAS

GOOD FURNITURE

AXIS BANK (MULUND BRANCH)

COMPUTERS WITH OLDER

VERSIONS

FANSREFRESHMENTSPRINTERS WITH

NO HI TECH FACILITIES

RESTROOMS

CENTRAL BANK (MULUND BRANCH)

P a g e | 38


7. Work load pressure at banks:

Bank employees cannot afford the time to relax and "wind down"

when they are faced with work variety, discrimination, favoritism, delegation

and conflicting tasks. The study also shows the degree to which some

employees tend to bring work-related problems home (and take family problems

to work) depends on their educational background, the strength of the

employees' family support, and the amount of time available for them to relax.

As per the interaction with employees in both the banks it was

found that the employees are not too much stressed with the work related issues

and are not pressurized with immense workload. The employees are assigned

jobs as per their capability and are given adequate time to fulfill their

responsibilities. The employees are capable of managing a balance between the

work life and personal life.

However there were a certain number of employees who found their work

stressful due to reasons like lack of motivation, dislike of assignments

given to them for execution, clash of work and personal life etc.

P a g e | 39


EMPLOYEES’ PERCEPTION REGARDING WORK PRESSURE

( in percentage )


14

24

34

44

54

64

74

84

94

28

16

72

84

GivenNot given

Name of the bank

Wor

k pr

essu

re


Given 7 4

Not given 18 21

Total Surveys 25 25

7. Deadlines:

Deadlines are important because they add an external reality pressure

to your internal motivation. To transform and change an organization,

management needs to create a vision, plan and organize the work on specific

problems areas. Deadlines have to be set, so that another task can be undertaken

in order to achieve the vision.

Deadlines have been in indispensible part in both Axis and Central

bank of India ever since they were established. This is true for every

creditworthy bank in the banking sector. Deadlines on the completion of

P a g e | 40


outstanding accounting entries during month and year ends, deadlines for

submission of reports, deadlines on documentation and other such deadlines are

common in the banks. Such deadlines when imposed need to be followed by the

employees as the violation of any such deadline would affect the goodwill of

the bank since there is a high level of transparency to be maintained in the

banking sector

8.Shift working:

In both the banks it was found that there is no working on shift

basis.The employees work according to the bank timings . There exists only one

shift type of working in the banks.

9. Multi tasking and assignment of extra responsibilities:

Human multitasking is the performance by an individual of appearing

to handle more than one task at the same time. An example of multitasking is

listening to a radio interview while typing an email. Some believe that

multitasking can result in time wasted due to human context switching and

apparently causing more errors due to insufficient attention. Other research

illustrates our brains are capable dealing with certain 'dual multiple tasks' at the

same time.

P a g e | 41

http://en.wikipedia.org/wiki/Attention

http://en.wikipedia.org/wiki/Context_switching


Multi Tasking And Taking up of extra responsibilities ( in percentage )


14

24

34

44

54

64

7468

56

32

44

ExpectedNot expected

Name of the bank

Mul

ti Ta

skin

g


Given 17 14

Not given 8 11

Total Surveys 25 25

In Axis bank

In Axis bank the employees 68% tend to take extra responsibilities,

majorly employees at a higher professional level e.g. managers and officers.

They exercise multi tasking mainly in the management processes of planning,

organizing and staffing. At the subordinate level also the employees are

expected to take up extra responsibilities especially when there are certain

deadlines approaching or year ends when the numbers of banking transactions

rise immensely and the work load increases. However the appreciations and

financial compensations provided encourage the employees to perform multi

tasking.

P a g e | 42


In Central Bank

In CENTRAL BANK OF INDIA however, the employees are

found to be reluctant in taking up extra responsibilities and perform multi

tasking as compared to Axis bank. According to an employee when the work

load is more the bank hires part time accountants to deal with the work pressure.

However some employees performed multi tasking out of good peer relations

and agreed to take the extra responsibilities of their colleagues incase of their

disability to perform them .The number of such employees was less thou.

10. JOB ROTATIONS:

Job rotation is the process of preparing employees at a lower level

to replace someone at the next higher level. Job Rotation helps in identifying

knowledge and skills along with the capability and interest on the employee.

Axis Bank:

In Axis bank all employees are involved in the job rotation schedule. Here, the

staff gets rotated in every 6 months and the officers get rotated in every 3 years

of their service. The flexibility and consideration is given to employees with

physical difficulties. There are no job rotations for such employees as it

becomes difficult for adaptation. For e.g. employees who are dumb and deaf.

There are meetings held to discuss issues on job rotations. Job rotations take

place in bank for new comers to share their experience and knowledge and to

avoid any frauds.

P a g e | 43


Central Bank :

However in Central bank of India there are no job rotation schedules

followed. Employees are either promoted or transferred or both instead of being

rotated within the branch. But, employees working at the cash receiving and

cash payment counters are rotated depending upon the number of customers and

the need of the management. This rotation is however on a routine basis and

unsystematic.

JOB ROTATION SCHEDULES ( in percentage )


24

44

64

84

104

124

100

20

80

Done Not done

Name of the bank

Job

rota

tions


Followed 25 5

Not followed - 20

Total Surveys 25 25

P a g e | 44


11. Transfers along with promotions:

As per the survey done it was found that there could or could not

be a transfer along with a promotion of any employee working in the bank in

both the banks. It completely depends upon the organizational structure that

prevails in that particular bank. If an employee is promoted to a higher position

which is held by another officer working in the same branch, he might be

transferred or else he can be promoted to a higher position within the same

branch.

100% employees in both Axis and Central bank of INdia said that it

cannot be stated that there are compulsory transfers along with the promotions

or not. It depends on the managerial decisions and the organizational structure.

12. TRANSFERS:

It is recognized that an employee may wish to be transferred to another

position for a new occupational endeavor, more challenge, a different

environment, or advancement opportunity. Employees seeking new

opportunities to further their careers should be given consideration to do so by

their supervisors. However, the timing of any transfer action should be planned

so that ongoing commitments will not be jeopardized by such actions.

Axis Bank :

In Axis Bank or rather any private sector bank it is mandatory on the part

of the employees to take the special or routine transfers up as and when

conferred upon them. However considerations are made in case of physically

handicapped employees , females, pregnant women, senior employees etc.

Voluntary transfers are also provided at Axis bank if the reason for such a

P a g e | 45


transfer is found to be genuine. In such cases of transfer, the Personnel

Department is first consulted wether the transfer is within the immediate

working section of the employee.

Central bank:

According to an act passed by the banking regulation act and as per

the information provided by the banking personnel during the field visit

working with public sector banks are exempted from routine periodic transfers

if it is proved through medical records that the employee of the bank who is

supposed to be transferred suffers with more than 40% disability. The Delhi

high court bench of Chief Justice B C Patel and Justice Sanjay Kishan Kaul said

if a transfer is inevitable, the government departments must make an endeavor

to post the disabled persons to branches located in or near their hometown of the

employee or in the vicinity of his residence. The bench also held that such

persons should not be normally transferred even on promotions.

IN THE HIGHCOURT OF DELHI, LPA 74/2005 , 03.08.05

The bench made these "observations while hearing the petition of V K

Bhasin, an employee of State Bank of Patiala, who became disabled in an

accident in Delhi. Bhasin got injured while joining duty at the bank's

Dehradun branch in 1997. He went through five surgical operations and was

later declared permanent disabled.”

13. Discussion of work related issues:

The employees of both Axis bank and Central bank of India seemed to

have good peer relations established among themselves. On being asked as to

why according to them are peer relations important in the bank, an employee

from Central bank of India replied “It makes working more comfortable and

less stressful.”

P a g e | 46


In Axis bank the employees are found communicating about their

work related issues with employees from different branches of the same bank

too. General issues like any change in the interiors of the bank or any such issue

that would directly or indirectly affect the work of employees are certainly

discussed in the working or non working or the refreshment hours.

Whereas in Central bank of India the employees were found to

discuss work related issues along with personal issues majorly in the

refreshment hours. There was a high comfort level seen while the employees

interacted among themselves.

Observation of work related issues discussed at wokplace ( in

percentage )


14

24

34

44

54

64

74

84

94 88

72

12

28

observedNot observed

Name of the bank

Disc

ussio

n of

wor

k re

late

d iss

ues


Discussed 22 18

Not discussed 3 7

Total Surveys 25 25

P a g e | 47


14. Work appreciation by superiors:

The deepest craving of human nature is the need to be appreciated . William

James, American psychologist and philosopher.

Work Appreciation by superiors( in percentage )


24

44

64

84

104

124

100

40

60DoneNot done

Name of the bank

Wor

k ap

prec

iatio

n

Axis bank(appreciation

letters)

Central bank(word of

mouth)

Done 20 10

Not done 5 15

Total

Surveys25 25

In Axis bank:

In Axis Bank the bank managers have a system which they call it a

“pratha” (ritual) of giving appreciation letters as a token of thanks or

acknowledgement toward the good work or performance done by the employees

P a g e | 48


in the bank. Thanking, motivating or recognizing an effort of colleagues,

subordinates and business associates through an appreciation letter is highly

recommended even in days of telecommunication, as appreciation letters are

personal in nature and thereby highly valued. Employers who appreciate their

employees through the written word in the form of employee appreciation

letters are highly regarded as very ethical and aspiring leaders. The employees

are thus encouraged to work better and attain laurels.

Central bank

In Central Bank there were certain employees found to be indifferent

towards appreciation and very adamant about their own working habits and

schedules. Not many appreciation letters were given to employees unlike Axis

bank. Appreciation is done through word of mouth by the managers which is

not very effective.

15. Level of contentment with the QUALITY OF WORKLIFE:

Quality of work life can be seen from aspects Productivity of the

employees, Increase organizational effectiveness, employee satisfaction,

morale, the absenteeism and labor turn over, employee involvement, peer and

superior subordinate relations etc.

P a g e | 49


Contentment of employees( in percentage )


14

24

34

44

54

64

74

84

9484

68

16

32

SatisfiedNot satisfied

Name of the bank

Leve

l of c

onte

ntm

ent

Level of contentment Axis bank Central bank

satisfied 21 17

unsatisfied 4 8

Total Surveys 25 25

Axis bank:

On being asked whether the employees of Axis bank were contended

with their Quality of work life, the employees said that there is a bonding built

between the employees and the bank. Most of the employees were satisfied and

happy with the quality of their worklife.There were few employees who said

that they deserved a better place and bank or organization to work with and

were partially satisfied with the quality of their work life.

P a g e | 50


Central bank:

In Central bank the young staff seemed to be unsatisfied with their

work life quality due to various reasons like lack of competition, bad

infrastructure and ambience of the bank etc. However, the senior most staff and

employees working over a number of years at Central bank seemed to be pretty

much contended and have adapted themselves to the bank.

P a g e | 51


CONCLUSION:

Based on the data collected along with the interpretation and

analysis following are the conclusions that can be drawn:

The Mulund branch of Central Bank needs to improve its infrastructure

and provide better facilities and amenities, so as to improve the Quality of

work life of the employees working there.

There should be work management and Stress management programmes

incorporated for the employees to enable them to deal with their work

pressure at the banks.

Training should be made compulsory for all the employees at Central

Bank as it helps in the performance improvement.

Deadlines should be made flexible if possible to reduce stress.

There should not be much of Multi tasking expected from the bank

employees as this would not help in analyzing the skills, interests and

inbuilt specialized qualities of the employees.

Central Bank should introduce Job Rotation schedules on a large scale as

it would help in the overall performance improvement of employees.

There should exist transfer related flexibility in both the banks.

Written appreciations should be encouraged at Central bank.

The contentment level of the unsatisfied employees should be improved

by taking into consideration their suggestions.

P a g e | 52


ANNEXURES:

1.How do you define Quality of Worklife ? Rank the following:

Increment in Salary(incentive included)

Increase in responsibilities

Friendly atmosphere at the bank

Good infrestructure

2.Are actions taken if the employees are not punctual?

yes no

3.a)Is training provided at your bank?

yes no

b)Do you think training helps for better performance?

yes no

4.Are the ‘Superior Subordinate’ relations favourable at the bank?

yes no

P a g e | 53


5.a)Is the infrastructure and ambience favourable for working?

yes no

b)What facilitie are provided for working?

Computers

Water coolers

Printers

Internet

Rest rooms

Air conditioners

6.Are you immensely pressurized with work load?

yes no

7.Are there deadlines imposed and are you expected to follow them?

yes no

8.Do employees work on Shift basis?

yes no

9.Are you expected to take extra responsibilities and perform ‘Multi Tasking’?

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yes no

10.Do ‘Job Rotations’take place on frequent basis?

yes no

11.Are there transfers taking place along with promotions?

yes no depends

12.Is it mandatory to take transfers?

yes no

13.Are work related issues discussed among your collegues?

yes no

14.Does your work get appreciated by Superiors?

yes no

15.Are you contended with your Quality of Worklife?

yes no

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BIBLIOGRAPHY

The content is collected from the following :

Human Resource and Personnel Management – William Wrether

ICFAI University Press – HRM Review

WEBLIOGRAPHY

The content is collected from the following :

www.qualityofworklife.com

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www.ask.com

www.google.com

www.humanresourcemanagement.com

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Documents

qwl final[1]