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OBJECTIVES
OF STUDY
1
OBJECTIVES OF STUDY
To find out reasons for quality of work life in. DELL & INFOSYS.
To find out effects of quality of work life in DELL & INFOSYS.
To find out way to improve quality of work life in DELL & INFOSYS.
To gain an insight into current working time policies and practices, as well as
work-life balance issues in INFOSYSY and DELL
To complement existing Foundation data and research on working time -
largely based on surveys of individual workers and on literature reviews in
INFOSYSY and DELL
2
RESEARCH
METHODOLOGY
3
RESEARCH METHODOLOGY
For achieving the objectives of study, survey was conducted. For survey, personal
interviews of the Management & workers were undertaken. Personal interviews
was selected as the mode of survey to make the study more meaningful & so that
maximum information could be collected. For conducting the personal interviews
of the workers, a questionnaire was made. The questionnaire was structured with
open ended & close ended questions.
The Management was interviewed on various aspects likely to have impact on
the quality of work life & on the turn over of the employees viz. no. facilities
provided to the employees, procedure for the promotions, increments in pay,
bonus schemes incentive sector etc. given to the employees.
Sample Size:
I have covered 100 workers.
50 from DELL, Mohali
50 from INFOSYS, Mohali
Types of Data:
I have used printing as well as secondary data. Some data is been
taken from internet, some from INFOSYS & DELL literature and some is
gathered through questionnaire.
4
ABSTRACT
Every company has good managers and bad, just as every company has
good employees as well as bad. If you want to look for examples, there are enough
of them in this industry to pretty much any support point of view you hold. You
will find extraordinarily long working hours but you will also find adrenaline
pumping exhilaration at the end of a successfully completed project. You will find
people complaining about monotony of work but you will also find a huge
premium on creativity and enterprise. You will find callous managers who don’t
care about people but you will also find heartwarming stories of inspirational
leadership. You will find tales of delivering under extreme
conditions but you will also find the unmistakable shiny eyed pride in front of a
delighted customer. This is the ground reality of the new knowledge industry of
our country and while not everything is right with it, there is more that is good
than has ever been in any single economic sector of India.
DELL & INFOSYS are creating a positive environment for efficient and
smooth work. With the repetitive nature of work, one’s efficiency get affected and
growth oriented opportunities becomes less.
With hectic schedule and overtime burdened one really stressed and exhausted at
work. Under the provision of the company, to any issue or problem, company take
initiatives with time and appropriate measures. For efficient working, managers do
5
have to take care about the professional and personal growth. Nightshifts are really
tiring and if it is the case with females its really hectic.
In BPO’s one get stuck to the work and in the scarcity of holidays, he/she affected
mostly socially. Companies policies and procedures are making senses. Most of
the working class in BPO’s not get satisfied with the job, they always try to switch
to other profession one get settled.
Being hectic and over burdened with the worktime, one’s efficiency really get
affected.
6
INTRODUCTION
7
There has been much concern today about the decent wages, convenient
working hours, conducive working conditions, etc. Their term “Quality of
Worklife” has appeared in Research Journals and press in USJ only in 1970s.
There is no generally acceptable definition about this term. However, some
attempts were made to describe the term quality of work life QWL. It refers to the
favourableness or unfavourableness of a job environment for people. J. Richard
and J. Lay define QWL as ‘ the degree to which members of a work organisation
are able to satisfy important personnel needs through their experience in the
organisation.”
Quality of worklife improvements are defined as any activity which takes
place at every level of an organisation, which seeks greater organisational
effectiveness through the enhanceme of human dignity and growth . a process
through which the tock-holders in the organisation management, unions and
employees—learn how to work together better to determine for themselves what
actions, changes and improvements are desirable and workable in order to achieve
the twin and simultaneous goals of an improved quality of life at work for all
members of the organisation and greater effectiveness for both the. company and
the unions.
Richard E. Walton explains quality of worklife in terms of eight broad conditions
of employment that constitute desirable Quality of Worklife (QWL). He proposed
the same criteria for measuring QWL.
8
DEFINING QUALITY OF WORK LIFE
The best way of approaching quality of life measurement is to measure the
extent to which people's 'happiness requirements' are met - ie those requirements
which are a necessary (although not sufficient) condition of anyone's happiness -
those 'without which no member of the human race can be happy.'
- McCall, S.: 1975, 'Quality of Life', Social Indicators Research 2, pp 229-248
WHAT IS QOL? QOL may be defined as subjective well-being. Recognising
the subjectivity of QOL is a key to understanding this construct. QOL reflects the
difference, the gap, between the hopes and expectations of a person and their
present experience. Human adaptation is such that life expectations are usually
adjusted so as to lie within the realm of what the individual perceives to be
possible. This enables people who have difficult life circumstances to maintain a
reasonable QOL.
- Janssen Quality-of-life Studies
Quality of Life is tied to perception of 'meaning'. The quest for meaning is
central to the human condition, and we are brought in touch with a sense of
9
meaning when we reflect on that which we have created, loved, believed in or left
as a legacy.
- Frankl VE. 'Man's search for meaning.' New York: Pocket Books, 1963.
Our definition of quality of life is: The degree to which a person enjoys the important
possibilities of his/her life. Possibilities result from the opportunities and limitations each
person has in his/her life and reflect the interaction of personal and environmental factors.
Enjoyment has two components: the experience of satisfaction and the possession or
achievement of some characteristic, as illustrated by the expression: "She enjoys good
health." Three major life domains are identified: Being, Belonging, and Becoming. The
conceptualization of Being, Belonging, and Becoming as the domains of quality of life
were developed from the insights of various writers.
The Being domain includes the
basic aspects of "who one is" and
has three sub-domains. Physical
Being includes aspects of physical
health, personal hygiene,
nutrition, exercise, grooming,
clothing, and physical
appearance. Psychological Being
includes the person's
psychological health and
adjustment, cognitions, feelings,
and evaluations concerning the
Belonging includes the person's fit
with his/her environments and also
has three sub-domains. Physical
Belonging is defined as the
connections the person has with
his/her physical environments such
as home, workplace,
neighbourhood, school and
community. Social Belonging
includes links with social
environments and includes the
sense of acceptance by intimate
Becoming refers to the purposeful
activities carried out to achieve
personal goals, hopes, and wishes.
Practical Becoming describes day-
to-day actions such as domestic
activities, paid work, school or
volunteer activities, and seeing to
health or social needs. Leisure
Becoming includes activities that
promote relaxation and stress
reduction. These include card
games, neighbourhood walks, and
10
self, and self-control. Spiritual
Being reflects personal values,
personal standards of conduct,
and spiritual beliefs which may or
may not be associated with
organized religions.
others, family, friends, co-workers,
and neighbourhood and
community. Community Belonging
represents access to resources
normally available to community
members, such as adequate income,
health and social services,
employment, educational and
recreational programs, and
community activities.
family visits, or longer duration
activities such as vacations or
holidays. Growth Becoming
activities promote the
improvement or maintenance of
knowledge and skills.
- Quality of Life Research Unit, University of Toronto
B
E
I
N
G
Physical Being
Being physically able to get around.
My nutrition and the food I eat.
Psychological Being
Being free of worry and stress.
The mood I am usually in.
Spiritual Being
Having hope for the future.
My own ideas of right and wrong.
B
E
L
O
Physical Belonging
The house or apartment I live in.
The neighbourhood I live in.
Social Belonging Being close to people in my family.
11
N
G
I
N
Having a spouse or special person.
Community Belonging
Being able to get professional services (medical, social, etc.)
Having enough money.
B
E
C
O
M
I
N
G
Practical Becoming
Doing things around my house.
Working at a job or going to school.
Leisure Becoming
Outdoor activities (walks, cycling, etc.)
Indoor activities (TV, cycling, etc.)
Growth Becoming
Improving my physical health and fitness.
Being able to cope with changes in my life.
- Quality of Life Research Unit, University of Toronto
In quality of life research one often distinguishes between the subjective and
objective quality of life. Subjective quality of life is about feeling good and being
satisfied with things in general. Objective quality of life is about fulfilling the
societal and cultural demands for material wealth, social status and physical well-
being.
12
- Quality-of-Life Research Center, Denmark
The approach to the measurement of the quality of life derives from the position
that there are a number of domains of living. Each domain contributes to one's
overall assessment of the quality of life. The domains include family and friends,
work, neighborhood (shelter), community, health, education, and spiritual.
- The University of Oklahoma School of Social Work
The City of Vancouver measures QOL using the following indicators:
Community Affordability Measure, Quality of Employment Measure, Quality of
Housing Measure, Health Community Measure, Community Social Infrastructure,
Human Capital Measure, Community Stress Measure, Community Safety
Measure, Community Participation Measure.
- Website of the City of Vancouver
13
UNDP has been publishing the annual Human Development Index (HDI) for
countries around the worlkd. It examines the health, education and wealth of each
nation's citizens by measuring:
life expectancy
educational achievement -- adult literacy plus combined primary, secondary
and tertiary enrolment; and
standard of living -- real GDP per capita based on PPP exchange rates.
- Human Development Report, UNDP, 1997
There are essentially two perspectives taken in quality of life research: social
indicators research which considers the elites' valuation of what the people need,
and conventional quality of life research which studies what people want, in order
to improve their quality of life.
- Quality of Life, Ramkrishna Mukherjee, Sage Publications, 1989.
T he purpose of the Quality of Life Index (QOLI) is to provide a tool for
community development which can be used to monitor key indicators that
encompass the social, health, environmental and economic dimensions of the
quality of life in the community. The QLI can be used to comment frequently on
14
key issues that affect people and contribute to the public debate about how to
improve the quality of life in the community. It is intended to monitor conditions
which affect the living and working conditions of people and focus community
action on ways to improve health. Indicators for the QOLI include:
SOCIAL : Children in care of Children´s Aid Societies; social assistance
beneficiaries; public housing waiting lists etc.
HEALTH : Low birth weight babies; elderly waiting for placement in long
term care facilities; suicide rates etc.
ECONOMIC : Number of people unemployed; number of people working;
bankruptcies etc.
ENVIRONMENTAL : Hours of moderate/poor air quality; environmental
spills; tonnes diverted from landfill to blue boxes etc.
Quality of Life is the product of the interplay among social, health, economic and
environmental conditions which affect human and social development.
Ontario Social Development Council, 1997
How does QOL compare with 'Standards of Living'? Standards of Living is a
measure of the quantity and quality of goods and services available to people. It
meaures such aspects as GDP Per Capita, life expectency, Births/1000, Infant
Mortality/1000, Doctors/1000, Cars/1000, TV/1000, Telephones/1000, Literacy
15
levels, %GDP spent on Education, %GDP spent on Health, Cinema attendence,
Newspaper circulation, Fertility Rate, Density, Population per dwelling, etc.
Quality of Life is the product of the interplay among social, health, economic and
environmental conditions which affect human and social development.
- Various sources
16
CRITERIA OF MEASURING QWL
(i) Adequate and Fair Compensation
There are different opinions about the adequate compensation. The committee on
Fair Wages defined fair wage as “. . the wage which is
above the minimum wage but below the living age.”
(ii) Safe and Healthy Working Conditions
Most of the organisations provide safe and healthy working conditions due to
humanitarian requirements and/or legal requirements. In fact, these conditions are
a matter of enlightened self-interest.
(iii) Opportunity to Use and Develop Human Capabilities
Contrary to the traditional assumptions, QWL is improved the extent that the
worker can exercise more control over his or her work, and the degree to which
the job embraces an entire meaningful task”
but not a part of it. Further, QWL provides for opportunities like autonomy in
work and participation in planning in order to use human capabilities.
(iv) Opportunity for Career Growth
Opportunities for promotions are limited in case of all categories of employees
either due to educational barriers or due to limited openings at the higher level.
17
QWL provides future opportunity for continued growth and security by expanding
one’s capabilities, knowledge and qualifications.
(v) Social Integration in the Work Force
Social integration in the work force can be established by creating freedom from
prejudice, supporting primary work grq a sense of community and inter-personnel
openness, legalitariani and upward mobility.
(vi) Constitutionalism In the Work Organisation
QWL provides constitutional protection to the employees only to the level of
desirability as it hampers workers. It happens because the management’s action is
challenged in every action and bureaucratic procedures need to be followed at that
level. Constitutional protection is provided to employees on such matters as
privacy, free speech, equity and due process.
(vii) Work and Quality of Life
QWL provides for the balanced relationship among work, non- work and family
aspects of life. In other words, family life and social life should not be strained by
working hours including overtime work, work during inconvenient hours, business
travel, transfers, vacations, etc.
18
(viii) Social Relevance of Work
QWL is concerned about the establishment of social relevance to work in a
socially beneficial manner. The workers’ selfesteem would be high if his work is
useful to the society and the vice versa is also true.
19
SPECIFIC ISSUES IN QWL
Trade unions claim that they are responsible for the improvement in various
facilities to workers whereas management takes credit for improved salaries,
benefits and tacilities. However, P/HR manager has (identified) specific issues in
QWL besides normal wages, salaries, fringe benefits, etc. and takes lead in
20
providing them so as to maintain higher order QWL. IKlott, Mundick and Schuster
suggested 11 major QWL issues. They are:
(I) Pay and Stability of Employment
Good pay still dominates most of the other factors in employee satisfaction.
Various alterrtative means for providing wages should be developed in view of
increase in cost of living index, increase in levels and rates of income tax and
profession tax. Stability to a greater extent can be provided by enhancing the
facilities for human resource development.
(ii) Occupational Stress
Is a condition of strain on one’s emotions, thought process and physical condition.
Stress is determined by the nature of work, working conditions, working hours,
pause in the work schedule, worker’s abilities and nature and match with the job
requirements. Stress is caused due to irritability, hyper—excitation or depression,
unstable behaviour, fatigue, stuttering, trembling psychomatic pains, h smoking
and drug abuse. Stress adversely affects employ productivity. The P/HR manager,
in order to minimise the stress, has identify, prevent and tackle the problem. He
may arrange the treatment of the problem with the health unit of the company.
(iii) Organisational Health Programmes
Organisational health programmes aim at educating employees abdut health
problems, means of maintaining and improving of health, etc. These programmes
21
cover drinking and smoking cessation, hypertension control, other forms of
cardiovascular risk reduction, family planning, etc. Effective implementation of
these programmes result in reduction in absenteeism, hospitalisation, disability,
excessive job turnover and premature death. This programme should also cover
relaxation, physical exercise, diet control, etc.
(iv) Alternative Work Schedules
Alternative work schedules including work at home, flexible working hours,
staggered hours, reduced work week, part-time employment which may be
introduced for the convenience and comfort of the workers as the work sch which
offers the individual the leisure time, flexible hours of work is preferred.
(v) Participative Management and Control of Work
Trade unions and workers believe that workers’ participation in management and
1e improves WL. Workers also feel that they have control êr their work, use their
skills and make a real contribution to the job if they are allowed participate in
creative and decision-making process.
(vi) Recognition
Recognising the employee as a hum being rather than as a labourer
increases the QWL Participative management, awarding the rewarding systems,
congratulating the employees for their achievement, job enrichment, offering
prestigious designations to the jobs, providing well furnished and decent work
22
places, offering membership in clubs or association, providing vehicles, offering
vacation trips are some means to recognise the employees.
(vii) Congenial Worker-Supervisor Relations
Harmonious supervisor-worker relations gives the worker a sense of social
association, belongingness, achieve of work results, etc. This in turn leads to better
QWL.
(viii) Grievance Procedure
Workers have a sense of fair treatment’ when the company gives them the
opportunity to ventilate their grievances and represent their case succinctly rather
than settling the problems arbitrarily.
(ix) Adequacy of Resources
Resources should match with st4ted objectives, otherwise, employees will not be
able to attain the Objectives. This results in employee dissatisfaction and lower
QWL
(x) Seniority and Merit in Promotions
Seniority is generally taken as the ba for promotion in case of operating
employees. Merit is considered as the basis for advancement for managerial
people whereas seniority-c is preferred for promotion of ministerial employees.
The promotional policies and activities should be fair and just in order to ensure
higher QWL.
23
(xi) Employment on Permanent Basis
Employment of workers on casual, te probationary basis gives them a sense of
insecurity. On the dther hand, employment on permanent basis gives them security
and leads to higher order QWL.
24
QWL AND FRINGE BENEFITS
P/HR manager has to build and maintain QWL providing a wide range of fringe
benefits. Fringe benefits and social security benefits result in improvement in
productivity, reduction in absenteeism, turnover, sick L alienation, etc. These
benefits or maintenance activities include medical and health benefits, safety
measures, legal and financial services, consumer services, retirement benefits,
conveyance, canteen facilities, , recreational services, career counselling,
employee information reports, etc.
QWL AND PRODUCTIVITY
The general perception is that improvements in QWL costs much to the
organisation. But it is not so, as improvement over the existing salary, working
conditions and benefits will not cost much However, the rate of increase in
productivity is higher than that of cost of QWL. Thus, increase in QWL results in
increase in productivity. But continual increase in QWL eventually leads to
reduction in productivity due to increase in cost of output This is because the
worker’s output does not increase proportionately after a certain level even though
QWL increases.
25
Improved QWL leads to improved performance. Performance should mean not
only physical output but also the behviour of the worker in helping colleagues in
solving job-related, accepting orders with enthusiasm, promoting a positive team
spirit and accepting temporary unfavourable work conditions without c
QUALITY OF WORK LIFE AND HUMAN RESOURCES
MANAGEMENT
Quality of worklife is broader than m though these two terms seem to be similar.
All personnel-related activities affect quality of worklife. Some examples are:
BARRIERS TO QUALITY OF WORKLIFE
Quality of worklife suffers from barriers like any other new schemes.
Management, employees and unions fear the effect of unknown change. All these
parties feel that the bends of this concept are few though they are convinced about
its effect on personnel management as a whole and on the individual parties
26
separately. Management should develop strategies to improve quali of worklife in
view of the barriers.
STRATEGIES FOR IMPROVEMENT OF QWL
The strategies for improvement in quality of worklife include self-managed work
teams, redesign and enrichment, effective leadership and supervisory behaviour,
career development, alternative work schedules, job security, administrative
orgastisational and participating management.
(i) Self-managed Work Teams
These are also called autonomous work groups or integrated work teams. These
work teams are formed with 10 to 20 employees who plan, co-ordinate and control
the activities of the team with the help of a team leader who is one among them.
Each team performs all activities including selecting their people. Each team has
authority to make decisions and regulate the activities. The group as a whole is
accountable for the success or failure. Salaries are fixed both on the basis of
individual and group achievement.
(ii) Job Redesign and Enrichment
Narrow jobs can be combined into larger units of accomplishment. Jobs are
redesigned with a view to enriching them to satisfy higher order human needs.
27
(iii) Effective Leadership and Supervisory Behaviour
For effective leadership and supervisory behaviour ‘9-9’ style of managerial grid
is suitable.
(iv) Career Development
Provision for career planning, communicating and counselling $he employees
about the career opportunities, career path, education and development and for
second careers should be made.
(v) Alternative Work Schedules
Provision for flexible working hours, part-time employments, job- sharing and
reduced work week should be made.
(vi) Job Security This tops the employees’ list of priorities. It should be
adequately taken care of.
(vii) Administrative or Organisational Justice
The principles of justice, fair and equity should be taken care of in disciplinary
procedure, grievance procedures, promotions, transfers, demotion, work
assignment, leave, etc.
(viii) Participative Management Employees should be allowed to participate in
management participative schemes which may be of several types. The most
sophisticated among them is quality circle.
Implementation of these strategies ensures higher level of quality of worklife.
28
QUALITY OF WORK LIFE AND CAREER DEVELOPMENT
IMPACTS EMPLOYEE PERFORMANCE
It is a known fact that most professionals leave an organisation due to lack
of career growth. Active career development initiatives by a company is a key
retention tool to keep the best talent within its fold. It is one of the greatest
motivators to keep an employee happy and engaged. But does career planning and
development of employees actually make a difference to the productivity of a
worker? Most organisations think so, and consider it a part of their critical human
resource strategy. From the employees’ point of view career development
initiatives gives them a clear focus about their career track, the blind spots that
they have to overcome and the final goal to be reached. This focussed approach
works to their advantage from their everyday work to long-term aspirations.
The impact of career development/ succession planning programmes can be seen
through the productivity indicator, engagement surveys and reduction in attrition
rate. It is in fact a win-win situation for all. “The typical employee views a career
development programme as a path to upward mobility, the manager sees it as a
retention and motivational tool, and the top management view it as a tool for
succession planning,” explains Tarun Singh, Director, Kenexa Technologies
(India). These career development efforts bring into focus high potential
candidates who can be groomed for greater responsibilities in the future.
29
The right approach to QWL
Organisations have today begun to understand the effectiveness of mentoring
among all career development initiatives like promotion, job rotation, training, etc.
The mentorship approach has proved to make a significant impact. Nirupama V G,
Associate Director, TeamLease Services, informs, “Few companies assign career
counsellors to employees, who act as a mentor and coach throughout the
counselee’s career with the company. The counsellors take genuine interest in the
counselee’s career and guide them to projects which will enable him/her to
develop the skills and experience and hence employability. Review of the project
handled by the employee is done with respect to the career plan at regular
intervals.” This apart many companies have “communities” of knowledge
comprising people involved in similar projects, business streams or domains.
These communities act as knowledge banks/learning centres which help the
employees to strengthen the skills pertaining to their career stream.
Biju S Nair, Vice-president (Finance & HR), Four Soft, lists the best approaches to
developing careers:
Creating opportunities for the employees in the organisation.
Employee-friendly work environment with high learning curve and
leadership mentoring.
30
Understanding broad corporate goals as well as industry requirements and
aligning the career development initiatives.
Creating friendly work culture and transparent environment for better
career growth.
Salary growth and benefits to match the role specific requirement and ability to
perform as per the job requirement.
Common career development initiatives
Promotion
Training
Job rotation
Job enlargement
Succession planning
Mentoring
Assessment and development centres
Source: Compass Connections
31
Aligning with organisational goals
The growth of an individual is intrinsically linked with the growth of an
organisation and vice versa. No organisation can develop without taking its
employees on the growth path and an individual’s development is meaningless if it
does not align with the organisational goals and strategies. When an individual’s
aspirations is directed elsewhere from that of his organisation’s it can lead to
absolute chaos.
“Organisations have their own vision and individuals their own aspirations.
Alignment and congruence of both create a win-win situation and the lack of such
alignment can create movement in haphazard directions leading to loss of
productivity, morale, etc,” states Talwar.
Alignment of employees with organisational goals and strategies is a must.
Shrikant Kulkarni, Senior Vice President, KPIT Cummins Infosystems, points out
that this happens when organisations leverage home-grown talent which
understands the company’s business, its challenges, customers, technology, its
values and culture.
“Soft skills development is an integral part of career planning initiative. Team
play, leadership skills, communication skills are key competencies for one who
goes up the career in the IT industry,” adds Kulkarni.
32
Every organisation needs to retain people with the right skills and talent. This can
be enabled by investing in their future growth and showing them the path to fulfil
their dreams. In this process the effort put by employees gives a fillip to their
performance and transforms into greater organisational productivity.
33
34
Dell Inc. (NASDAQ: DELL) is a trusted and diversified information
technology supplier and partner employing 65200 employees worldwide working
towards selling a comprehensive portfolio of products and services to customers
worldwide. Dell is recognized by Fortune magazine as America's most admired
company and No. 3 globally, designs, builds and delivers innovative, tailored
systems that provide customers with exceptional value. Company revenues for the
last four quarters were $54.2 billion.
Dell India Pvt Limited (the Indian arm of Dell Inc.) was incorporated in
1996.Dell’s direct operations in India started in the year 2000 from Bangalore.
Ever since its launch in India, Dell India has been growing at a tremendous pace.
The major support factor for this growth has been the team, Dell’s direct model
and the high levels of post sales service given to the customers. Dell India got the
top rank for product and post sales service support in the DQ-IDC Customer
Satisfaction Audit 2005. This feedback from customers is a clear indication of
Dell's growing stature in India.
Dell's Higher Standard
Dell's success is built on a foundation of personal and professional integrity. We
hold ourselves to standards of ethical behavior that go well beyond legal
minimums. We never compromise these standards and we will never ask any
35
member of the Dell team to do so either. We owe this to our customers, suppliers,
shareholders and other stakeholders. And we owe it to ourselves because success
without integrity is essentially meaningless.
Our higher standard is at the heart of what we know as the "Soul of Dell" - the
statement of the values and beliefs which define our shared global culture. This culture of
performance with integrity unites us as a company that understands and adheres to our
company values and to the laws of the countries in which we do business. Just as the Soul
of Dell articulates our values and beliefs, the following Code of Conduct provides
guidance to ensure we meet our higher standard and conduct business the Dell Way - the
right way, which is "Winning with Integrity." Simply put, we want all members of our
team, along with our shareholders, customers, suppliers and other stakeholders, to
understand that they can believe what we say and trust what we do. Our higher standard
includes several key characteristics that both underpin the Soul of Dell and provide the
foundation for our Code of Conduct:
Trust - Our word is good. We keep our commitments to each other and to our
stakeholders.
Integrity - We do the right thing without compromise. We avoid even the
appearance of impropriety.
Honesty - What we say is true and forthcoming - not just technically correct. We
are open and transparent in our communications with each other and about
business performance.
36
Judgment - We think before we act and consider the consequences of our actions.
Respect -We treat people with dignity and value their contributions. We maintain
fairness in all relationships.
Courage - We speak up for what is right. We report wrongdoing when we see it.
Responsibility - We accept the consequences of our actions. We admit our
mistakes and quickly correct them. We do not retaliate against those who report
violations of law or policy.
COMPANY FACTS
The Company
Dell Inc. listens to customers and delivers innovative technology and services they
trust and value. Uniquely enabled by its direct business model, Dell sells more
systems globally than any computer company, placing it No. 28 on the Fortune
500. Dell's climb to market leadership is the result of a persistent focus on
delivering the best possible customer experience by directly selling standards-
based computing products and services. Revenue for the last four quarters totaled
$56 billion and the company employs approximately 65,200 team members
around the globe.
Dell was founded in 1984 by Michael Dell, the longest-tenured executive to lead a
company in the computer industry. The company is based on a simple concept: by
37
selling computer systems directly to customers, Dell could best understand their
needs and efficiently provide the most effective computing solutions to meet those
needs. This direct business model eliminates retailers that add unnecessary time
and cost, or can diminish Dell's understanding of customer expectations. The
direct model allows the company to build every system to order and offer
customers powerful, richly-configured systems at competitive prices. Dell also
introduces the latest relevant technology much more quickly than companies with
slow-moving, indirect distribution channels, turning over inventory every four
days on average.
The Dell Effect
For more than 20 years, Dell has revolutionized the industry to make computing
accessible to customers around the globe, including businesses, institutional
organizations and individual consumers. Because of Dell's direct model—and the
industry's response to it—information technology is more powerful, easier to use
and more affordable, giving customers the opportunity to take advantage of
powerful new tools to improve their businesses and personal lives.
Dell has demonstrated this effect time and again as it enters new, standardized
product categories, such as network servers, workstations, mobility products,
printers and other electronic accessories. Nearly one out of every five standards-
based computer system sold in the world today is a Dell. This global reach
38
indicates our direct approach is relevant across product lines, regions and customer
segments.
Balancing Liquidity, Profitability and Growth
Dell's high return to shareholders has been the result of a focused effort over time
to balance growth with profitability and liquidity. Dell has consistently led its
largest competitors in each of those categories.
PRODUCTS AND SERVICES
Servers Dell's standards-based PowerEdge line of servers is designed to provide
customers affordable performance, reliability, and scalability. Options include
high performance rack and tower servers for enterprise customers and aggressively
priced tower servers for small organizations and workgroups/remote locations.
Storage Dell/EMC and Dell's PowerVault lines of storage products offer
customers a comprehensive portfolio of cost-effective hardware and software
products to store, serve and protect customer data. The portfolio includes external
storage, tape backup products, network attached storage, fibre channel arrays,
storage area networks, and rack solutions.
Printing and Imaging Systems Dell features a wide array of Dell-branded printers,
from photo printers for consumers to large multifunction lasers for corporate
workgroups. The Dell printer product line is focused on making printing easier to
39
buy, own, and use. All Dell printers feature the Dell Ink Management System or
Dell Toner Management System, which simplify the supplies purchasing process
by displaying ink or toner levels on the status window during every print job and
proactively prompting users to order replacement cartridges directly from Dell.
Workstations Dell Precision desktop and mobile workstations are intended for
professional users who demand exceptional performance to run sophisticated
applications, such as three-dimensional computer-aided design, digital content
creation, geographic information systems, computer animation, software
development and financial analysis.
Notebook Computers Dell offers two lines of notebook computer systems. The
Latitude line is designed to address a wide range of business and organizational
needs, including powerful performance, portability, and flexibility. Latitude
offerings range from wireless-ready, highly expandable full-featured models to
thin, light ultra-portable models. The Inspiron line is targeted to customers who
require high-performance computer systems at aggressive prices. Typical
customers are individuals or small-to-medium sized businesses that require
optimum performance for their investment.
Desktop Computers Dell customers can select from two lines of desktop computer
systems. The OptiPlex line is designed for corporate, institutional and small
business customers who demand highly-reliable, stable, manageable and easily
serviced systems within networked environments. The Dimension line is designed
40
for small businesses and home users requiring fast technology turns and high-
performance computing. The Dimension product line typically features the latest
high-performance components.
Networking Products Dell's PowerConnect switches connect computers and
servers in small- to medium-sized networks. PowerConnect products offer
customers enterprise-class features and reliability at a low cost.
Software and Peripheral Products Dell offers a multitude of competitively priced
software and peripheral products, including software, monitors, printers,
handhelds, notebook accessories, networking and wireless products, memory,
digital cameras, projectors and scanners. The company also offers several new
Dell peripheral products, including plasma and LCD TVs, and Axim handhelds.
Managed Services Dell's wide range of IT management services allow customers
to lower annual service costs and enhance performance without sacrificing control
of their systems. Dell Managed Services assists customers in planning,
deployment, maintenance, asset management, on-site field services and other
related services.
Professional Services Dell Professional Services help businesses utilize emerging
technology, enhance efficiencies, reduce business risk and maximize return on
technology investment. Using its expertise and best practices in technology
consulting, application development, solutions integration, and infrastructure
design, Dell designs, develops and implements end-to-end technology solutions.
41
Deployment Services Dell's deployment services are designed to rapidly configure
and deploy Dell systems and products into IT environments. Dell's custom factory
integration services allow customers to configure systems to meet their specific
hardware and software needs. Additional deployment services include asset
management and recovery services, custom delivery services, installation services,
managed deployment services and image management services.
Support Services Dell offers a variety of customized services and support
programs tailored to meet specific customer requirements. Customers can select
from four tiers of service levels through Enterprise Support for server and storage
systems. Additionally, the company provides a limited warranty for all computer
systems and offers 24 hour telephone and online technical support. Warranty
upgrades and services such as CompleteCare accidental damage protection, At
Home Service for technical support and Express Tech Support, give customers
priority access to Dell's technical support team.
Training and Certification Services Dell's training and certification programs
appeal to businesses and consumers worldwide. The company's online training
programs feature more than 1,200 courses for consumer, business and IT
professionals. The courses are designed for all skill levels and range from personal
finance to business productivity to IT certification.
On-site service is provided by independent third-party service providers. Dell, the
Dell logo, Dell Ink Management System, Dell Toner Management System,
42
PowerEdge, PowerVault, PowerConnect, Dell Precision, Inspiron, Latitude,
OptiPlex, Dimension, Axim and Premier Dell.com are trademarks of Dell Inc.
Microsoft and Windows are trademarks of Microsoft Corp., Intel is a trademark of
Intel Corp. and EMC is a trademark of EMC Corp.
DELL FINANCIALS
(in millions, except per-share data) FY'06 FY'05 Change
Revenue $15,183 $13,457 13%
GAAP Operating Income $1,246 $1,187 5%
Non-GAAP Operating Income 2 $1,246 $1,187 5%
GAAP Net Income $1,012 $667 52%
Non-GAAP Net Income 2 $1,012 $947 7%
GAAP EPS $0.43 $0.26 65%
43
Non-GAAP EPS 2 $0.43 $0.37 16%
Days supply in inventory 4 4
Annual Financial Highlights
(in millions, except per-share data) FY061 FY052 FY04 FY03 FY023
Net revenue $55,908 $49,205 $41,444 $35,404 $31,168
Operating income $4,789 $4,254 $3,544 $2,844 $2,271
Net income $3,825 $3,323 $2,645 $2,122 $1,780
Earnings per share $1.56 $1.29 $1.01 $0.80 $0.65
Closing stock price $29.26 $41.06 $33.44 $23.86 $26.80
Growth Highlights
44
45
INFOSYS, MOHALI
The Global Delivery Model (GDM), pioneered by Infosys in the early
1980s, emerged as a disruptive force in the industry and led to the rise of offshore
global outsourcing. Today, offshore global outsourcing has gained widespread
acceptance as a crucial aspect of business strategy.
Enabled by the availability of highly-educated, technically-skilled and low-cost
talent in India and other emerging economies, the GDM has achieved broad
acceptance through its ability to deliver lower costs, higher quality, and
productivity.
Offshore outsourcing is at the core of the Global Delivery Model, which refers to
the philosophy of:
breaking pieces of work into logical components, and
distributing these components geo-locationally, to perform them where it
creates the maximum value.
Modular Global Sourcing: Next-generation global outsourcing services
Having realized the short-term benefits of project-oriented offshore global
outsourcing , experienced practitioners are looking for ways to extract additional
value from global outsourcing initiatives. To achieve this goal, companies are
adopting sourcing models that shorten the time required to achieve steady-state
operations.
46
Modular Global Sourcing, the next generation of strategic services outsourcing,
applies the fundamental concepts of modularization to business process and IT
application and infrastructure services sourcing decision making, implementation
and ongoing management. Developed by Infosys to help enterprises at any
maturity level realize the full benefits of global sourcing, it provides both a
conceptual foundation and a set of actionable frameworks for business and IT
leaders to:
Think about outsourcing services at an enterprise-wide level to create
alignment between business, operations and IT;
Structure business and IT assets and their execution phases in a well-
defined modular fashion to achieve flexibility; and
Act on a global level using strategic global delivery to ensure predictability
of cost, quality, risk, and meeting shared business objectives.
Modular Global Sourcing represents Infosys’ vision for the future of offshore
outsourcing. It is a model for enterprises to be in step with continuously changing
business realities. As such, it represents a conceptual shift in thinking about IT and
business process services outsourcing on a global scale. At the same time, it
defines a set of actionable frameworks and steps that business and IT decision
makers can undertake to put the concepts into practice to realize operational
47
efficiencies and enable business innovation, regardless of their current level of
sourcing maturity.
The Global Delivery Model is a great value multiplier
The cost arbitrage of the Global Delivery Model is about the lowest form of value
that you get. Part of the savings allows you to invest in more quality time for the
definition and design phase of the solution. This increases your odds of gaining a
competitive advantage. Further, savings from Global Delivery Model (GDM)
allows you to invest in pilot projects, which you couldn't have because of resource
constraints. This adds to your competitive advantage as well.
Infosys' Global Delivery Model (GDM) is driven by the highest process and
quality standards in the world. You get twin value multipliers:
Assurance of the best product quality, which cuts down costs of fixing
defects, maintenance and hence, the TCO
Advantages coming out of the continuous improvements, which keep
improving all the key parameters.
Leveraging Global Delivery Model (GDM) also gives you access to the best
global talent. This increases your chance of innovating.
Although business process outsourcing (BPO) and IT services outsourcing
have been practiced in various forms since the 1980s, the past few years have
witnessed a tremendous increase in their adoption rate by enterprises of all sizes
48
and across all industries.
Several key trends are now shaping the landscape of offshore outsourcing services:
Offshore outsourcing is now center-stage and mainstream
The nature of services spend is moving away from infrastructure to
business processes and applications
Engineering advances and standardization are increasing the ability to
modularize business process and IT services
The modularization of components and production processes has enabled
companies to leverage offshore outsourcing more effectively and achieve greater
benefits using global supplier networks. Strategic Global Sourcing provides both a
conceptual foundation and a set of actionable frameworks for business and IT
leaders to think about outsourcing services at an enterprise-wide level to create
alignment between business, operations and IT.
Strong processes are the backbone of the Global Delivery Model. At Infosys,
detailed, documented and time-tested processes drive all our activities and
interfaces.
Strong quality and project management processes ensure excellence in
delivery.
World class processes for knowledge management and sharing encourage
cross-pollination among teams.
49
Processes for managing talent ensure that your project gets the best and
most motivated people.
Our processes for interaction and communication within teams make it
possible for globally distributed groups to interface and collaborate
seamlessly, delivering excellence.
At Infosys, our teams believe in Process Osmosis. This is the planned diffusion of
best practices, not only across engagements within Infosys, but also between the
client organization and Infosys.
Our processes, while strong, lend ample space for creativity and flexibility. Honed
over years, and benchmarked beyond the best, our processes enable the Global
Delivery Model (GDM) to create far more value for you than traditional sourcing
models. Here is what they translate into for you:
Quicker, seamless transitions, and early ownership
Optimum onsite/ offshore mixes through intelligent allocation of resources
High degree of predictability through processes and reuse
A strong relationship approach to ensure continuity and business-level
focus
Sharing of best practices and tools
Depth and quality of resources, continuously retrained to suit project needs
Adherence to SLA based pricing models to ensure ROI and drive customer
satisfaction
50
51
ANALYSIS OF
QUESTIONNAIRE
52
1. Which of the following best describe your working area?
Tele Marketing 29
Back Operation 11
Finance / Accounting 1
Human Resources 2
MIS 7
QWL
Tele Marketing58%
Finance / Accounting
2%
Human Resources
4%
Back Operation22%
MIS14%
Tele Marketing
Back Operation
Finance / Accounting
Human Resources
MIS
INFOSYS
Tele Marketing 32
Back Operation 7
Finance / Accounting 2
Human Resources 2
MIS 7
QWL
Tele Marketing64%
Finance / Accounting
4%
Human Resources
4%
Back Operation14%
MIS14%
Tele Marketing
Back Operation
Finance / Accounting
Human Resources
MIS
DELL
53
2.Which of the following best describe your position?
Clerical 33
Managerial 5
Accounting 7
Other 1
Executive 4
QWL
Clerical66%
Managerial10%
Accounting14%
Other2%
Executive8%
Clerical
Managerial
Accounting
Other
Executive
INFOSYS
Clerical 37
Managerial 3
Accounting 6
Other 2
Executive 2
QWL
Clerical74%
Managerial6%
Accounting12%
Other4%
Executive4%
Clerical
Managerial
Accounting
Other
Executive
DELL
54
3.How long have you been working here?
Less than 6 months 11
6 months-12months 19
1-2 yrs 9
3-5 yrs 6
More than 5 yrs 5
QWL
Less than 6 months22%
6 months-12months38%
1-2 yrs18%
3-5 yrs12%
More than 5 yrs10%
Less than 6 months
6 months-12months
1-2 yrs
3-5 yrs
More than 5 yrs
INFOSYS
Less than 6 months 10
6 months-12months 17
1-2 yrs 7
3-5 yrs 8
More than 5 yrs 8
QWL
Less than 6 months20%
6 months-12months34%
1-2 yrs14%
3-5 yrs16%
More than 5 yrs16%
Less than 6 months
6 months-12months
1-2 yrs
3-5 yrs
More than 5 yrs
DELL
55
4.Are you satisfied with your work environment?
Satisfied 26
Unsatisfied 15
No Response 9
QWL
Satisfied52%Unsatisfied
30%
No Response18%
Satisfied
Unsatisfied
No Response
INFOSYS
Satisfied 21
Unsatisfied 19
No Response 10
QWL
Satisfied42%
Unsatisfied38%
No Response20%
Satisfied
Unsatisfied
No Response
DELL
56
5.Satisfaction with working condition or facilities provided?
Sanitation 6
Safety 19
Drinking Water 2
Transport 23
QWL
Sanitation12%
Safety38%
Drinking Water4%
Transport46%
Sanitation
Safety
Drinking Water
Transport
INFOSYS
Sanitation 9
Safety 15
Drinking Water 6
Transport 20
QWL
Sanitation18%
Safety30%Drinking Water
12%
Transport40%
Sanitation
Safety
Drinking Water
Transport
DELL
57
6.Is there any extra facilities like food or Transportation being provided?
Free 36
Concession 14
QWL
Free72%
Concession28%
Free
Concession
INFOSYS
Free 33
Concession 17
QWL
Free66%
Concession34%
Free
Concession
DELL
58
7.Attitude of supervisor and colleagues toward you.
Fair 36
Good 8
Bad 6
QWL
Fair72%
Good16%
Bad12%
Fair
Good
Bad
INFOSYS
Fair 33
Good 9
Bad 8
QWL
Fair66%
Good18%
Bad16%
Fair
Good
Bad
DELL
59
8.Is job rotation facility provided?
Yes 39No 11
QWL
Yes78%
No22%
Yes
No
INFOSYS
Yes 36No 14
QWL
Yes72%
No28%
Yes
No
DELL
60
9.Are you provided with training?
Yes 42No 8
QWL
Yes84%
No16%
Yes
No
INFOSYS
Yes 40
No 10
QWL
Yes80%
No20%
Yes
No
DELL
61
10.Would you refer a friend to apply for the job?
Yes 44
No 6
QWL
Yes88%
No12%
Yes
No
INFOSYS
Yes 42No 8
QWL
Yes84%
No16%
Yes
No
DELL
62
11.Are you provided with enough growth opportunities?
Yes 31
No 19
QWL
Yes62%
No38%
Yes
No
INFOSYS
Yes 28No 22
QWL
Yes56%
No44%
Yes
No
DELL
63
12.Are there any performance appraisal or job incentives?
Yes 24
No 26
QWL
Yes48%
No52%
Yes
No
INFOSYS
Yes 21
No 29
QWL
Yes42%
No58%
Yes
No
DELL
64
13.Any extra facilities like health camps or yoga camps being held for health
benefits?
Yes 29
No 21
QWL
Yes58%
No42%
Yes
No
INFOSYS
Yes 24
No 26
QWL
Yes48%
No52%
Yes
No
DELL
65
14.Is the management flexible with respect to your social responsibilities?
Very Flexible 14Flexible 20Not Flexible 16
QWL
Very Flexible
28%
Flexible40%
Not Flexible
32%
Very Flexible
Flexible
Not Flexible
INFOSYS
Very Flexible 11Flexible 19Not Flexible 20
QWLVery
Flexible22%
Flexible38%
Not Flexible
40%
Very Flexible
Flexible
Not Flexible
DELL
66
15.How satisfied are you with your job?
Satisfied 22Oversatisfied 9Under Satisfied 12No Response 7
QWL
Satisfied44%
Oversatisfied18%
Under Satisfied24%
No Response14%
Satisfied
Oversatisfied
Under Satisfied
No Response
INFOSYS
Satisfied 17Oversatisfied 6Under Satisfied 18No Response 9
QWL
Satisfied34%
Oversatisfied12%
Under Satisfied36%
No Response18%
Satisfied
Oversatisfied
Under Satisfied
No Response
DELL
67
FINDINGS
FINDINGS
68
58 % workers are associated with the telemarketing in INFOSYS whereas 64 % in
DELL means the workload over DELL workers is more, other works like Back
Operation, Finance/Accounting, Human Resources and MIS works are almost
same.
Mainly workers are on the clerical work, more 74 % are there in the DELL as
compared to INFOSYS that is 66%. Another works are Managerial, Accounting,
Other and Executive are the different sections that are followed by the workers in
outsourcing field.
The counting of workers which are surviving there in the BPO sector in both the
companies whether INFOSYS and DELL are less in terms of staying for a longer
period.
Ratio of satisfied and unsatisfied are a bit different and really not having a big gap.
But unsatisfaction in case of INFOSYS is only 30 % whereas with DELL is 38 %.
Workers are well satisfied with the working conditions and the facilities provided,
this is where private or MNC companies are well ahead of Public Companies.
Extra facilities like food or transportation being provided, but in return they charge
the perks but in addition those perks are not so high as compared to the well high
class facilities.
72 % of the attitude of the supervisor and the colleague towards workers are fair in
INFOSYS and 66 % in case of DELL.
69
Meanwhile the job rotation is provided 78 % in case of INFOSYS and 72 % in
case of DELL.
With the start of new venture 84 % of the workers are to be given training in
INFOSYS and to 80% of the workers in DELL.
As working with the high class environment and with good facilities everybody
like to offer the same job to his/her friend, thereby 88 % of the INFOSYS workers
and 84 % of the DELL workers offers the same.
Growth opportunities are less while working with the BPO sector, only 62 % in
case of INFOSYS and 56 % in case of DELL.
Performance Appraisal or job incentives are also very less as 48 % in INFOSYS
and just 42 % in case of DELL.
Health and yoga camps are to be provided for meditation and relaxing after a
hectic work but not as compared to the burden of the work as only 58 % in
INFOSYS and 48 % in case of DELL.
Management flexibility with respect to the social responsibility to the workers is
not upto the mark.
People are satisfied just on the fact that there is no other are opened for them, they
have the only option to work in BPO’s for the livelihood.
70
SUGGESTIONS AND
RECOMMENDATIONS
71
SUGGESTIONS & RECOMMENDATIONS
The trend has been showing a fast growth for the BPO sector. BPO companies are
the fastest growing potential for India. Many of the working employee in these
companies get good perks and treatment but their working schedules are hectic.
Companies have to reform their policies and understand the working
conditions of the employee.
They have to relate their work in the manner that employees don’t get
frustrated with the stress and over burdened of the work.
Facilities like food and transportation to be provided free, company has to
provide more growth opportunities to the workers.
Time to time Performance Appraisal and job incentives has to be provided.
Health and yoga camps to provide on regular basis to make their workers
get rid of stress of work load.
Social responsibility should have to increase at professional level.
The policies have to be in the manner that employees efficiency with the
repetitive nature of work won’t get affected.
It is to be in the mind of the employee that with the impact of the work time
his/her moral don’t get affected and also the efficiency with the work.
72
LIMITATIONS
OF
STUDY
73
LIMITATIONS
1. The information provided by the workers is not definitely true.
2 The samples of workers are not representative of the total workforce.
3. The workers hesitate disclosing the true facts in order to secure their job.
4.There is no measure to check out whether the information provided by the
workers is correct or not.
The behaviour of the Organisation is not co-operative while giving information, so
it is very time consuming.
74
BIBLIOGRAPHY
75
BIBILOGRAPHY
Internet Sites
www.dell.com
www.infosys.com
http://www.expressbusinesspublications.com/
http://www.loksatta.com/
Personal Interviews
Dr. C. B. Gupta “HUMAN RESOURCE MANAGEMENT” , Sultan Chand & Sons
DELL Literature
INFOSYS Literature and reviews
76
QUESTIONNAIRE
Dear Respondent,
I am a student of MBA (Final Year) at Deshbhagat Institute of Mgt. &
Computer Science Tech., Mandi Gobindgarh and as a part of our curriculum; I am
supposed to undertake a survey on “Quality of Work Life”. I will be obliged if
you provide full and correct information upto your knowledge.
Name of the Organization: _______________________________________
Name of the Employee: _______________________________________
Age:___________________________________________________________
Marital Status: _____________________________________________
Job Title: ___________________________________________________
Department / Branch: ____________________________________________
Designation: ____________________________________________________
Working Hrs/Day: ____________ Shift: Day Night
1. Which of the following best describe your working area?
Tele Marketing
Back Operation
Finance / Accounting
Human Resources
MIS
2. Which of the following best describe your position?
Clerical
Managerial
Accounting
Other
Executive
77
3. How long have you been working here?
Less than 6 months
6 months-12months
1-2 yrs
3-5 yrs
More than 5 yrs
4. Are you satisfied with your work environment?
Satisfied
Unsatisfied
No Response
5. Satisfaction with working condition or facilities provided?
Yes No
Sanitation
Safety
Drinking Water
Transport
6. Is there any extra facilities like food or Transportation being provided?
Yes No
If Yes, then Free Concession
7. Attitude of supervisor and colleagues toward you.
Fair Good Bad
8. Is job rotation facility provided?
Yes No
9. Are you provided with training?
Yes No
If Yes, then
Any salary Paid during training?
78
Yes No
10. Would you refer a friend to apply for the job?
Yes No
11. Are you provided with enough growth opportunities?
Yes No
12. Are there any performance appraisal or job incentives?
Yes No
13. Any extra facilities like health camps or yoga camps being held for health
benefits?
Yes No
14. Is the management flexible with respect to your social responsibilities?
Very flexible Flexible Not Flexible
15. How satisfied are you with your job?
Satisfied Over Satisfied
Under satisfied No Response
79