INTRODUCTION
QUALITY OF WORK LIFE (QWL)
The term refers to the favorableness or unfavourableness of a total job environment
for people. QWL programs are another way in which organizations recognize their
responsibility to develop jobs and working conditions that are excellent for people as well as
for economic health of the organization. The elements in a typical QWL program include –
open communications, equitable reward systems, a concern for employee job security and
satisfying careers and participation in decision making. Many early QWL efforts focus on job
enrichment. In addition to improving the work system, QWL programs usually emphasize
development of employee skills, the reduction of occupational stress and the development of
more co-operative labour-management relations.
Vigorous Domestic and International competition drive organizations to be more
productive. Proactive managers and human resource departments respond to this challenge by
finding new ways to improve productivity. Some strategies rely heavily upon new capital
investment and technology. Others seek changes in employee relations practices.
Human resource departments are involved with efforts to improve productivity
through changes in employee relations. QWL means having good supervision, good working
conditions, good pay and benefits and an interesting, challenging and rewarding job. High
QWL is sought through an employee relations philosophy that encourages the use of QWL
efforts, which are systematic attempts by an organisation to give workers greater
opportunities to affect their jobs and their contributions to the organisation’s overall
effectiveness. That is, a proactive human resource department finds ways to empower
employees so that they draw on their “brains and wits,” usually by getting the employees
more involved in the decision-making process.
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Job specialisation and simplification were popular in the early part of this century.
Employees were assigned narrow jobs and supported by a rigid hierarchy in the expectation
that efficiency would improve. The idea was to lower cost by using unskilled workers who
could be easily trained to do a small, repetitive part of each job.
Many difficulties developed from that classical job design, however. There was
excessive division of labour. Workers became socially isolated from their co-workers because
their highly specialised jobs weakened their community of interest in the whole product. De-
skilled workers lost pride in their work and became bored with their jobs. Higher-order
(social and growth) needs were left unsatisfied. The result was higher turnover and
absenteeism, declines in quality and alienated workers. Conflict often arose as workers
sought to improve their conditions and organisations failed to respond appropriately. The real
cause was that in many instances the job itself simply was not satisfying.
FORCES FOR CHANGE
A factor contributing to the problem was that the workers themselves were changing.
They became educated, more affluent (partly because of the effectiveness of classical job
design), and more independent. They began reaching for higher-order needs, something more
than merely earning their bread. Employers now had two reasons for re-designing jobs and
organisations for a better QWL:
Classical design originally gave inadequate attention to human needs.
The needs and aspirations of workers themselves were changing.
HUMANISED WORK THROUGH QWL
One option was to re-design jobs to have the attributes desired by people, and re-
design organisations to have the environment desired by the people. This approach seeks to
improve QWL. There is a need to give workers more of a challenge, more of a whole task,
more opportunity to use their ideas. Close attention to QWL provides a more humanized
work environment. It attempts to serve the higher-order needs of workers as well as their
more basic needs. It seeks to employ the higher skills of workers and to provide an
environment that encourages them to improve their skills.
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The idea is that human resources should be developed and not simply used. Further,
the work should not have excessively negative conditions. It should not put workers under
undue stress. It should not damage or degrade their humanness. It should not be threatening
or unduly dangerous. Finally, it should contribute to, or at least leave unimpaired, workers’
abilities to perform in other life roles, such as citizen, spouse and parent. That is, work should
contribute to general social advancement.
JOB ENLARGEMENT VS. JOB ENRICHMENT
The modern interest in quality of work life was stimulated through efforts to change
the scope of people’s jobs in attempting to motivate them. Job scope has two dimensions –
breadth and depth. Job breadth is the number of different tasks an individual is directly
responsible for. It ranges from very narrow (one task performed repetitively) to wide (several
tasks). Employees with narrow job breadth were sometimes given a wider variety of duties in
order to reduce their monotony; this process is called job enlargement.
In order to perform these additional duties, employees spend less time on each duty.
Another approach to changing job breadth is job rotation, which involves periodic assignment
of an employee to completely different sets of job activities. Job rotation is an effective way
to develop multiple skills in employees, which benefits the organisation while creating
greater job interest and career options for the employee.
Job enrichment takes a different approach by adding additional motivators to a job to
make it more rewarding. It was developed by Frederick Herzberg on the basis of his studies
indicating that the most effective way to motivate workers was by focusing on higher-order
needs. Job enrichment seeks to add depth to a job by giving workers more control,
responsibility and discretion over hoe their job is performed. The difference between
enlargement and enrichment is illustrated in the figure on the next page.
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In the above figure we see that job enrichment focuses on satisfying higher-order needs,
while job enlargement concentrates on adding additional tasks to the worker’s job for greater
variety. The two approaches can even be blended, by both expanding the number of tasks and
adding more motivators, for a two-pronged attempt to improve QWL.
BENEFITS OF JOB ENRICHMENT EMERGE IN THREE AREAS
Its general result is a role enrichment that encourages growth and self-actualisation.
The job is built in such a way that intrinsic motivation is encouraged. Because motivation is
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Individual: Growth Self-
actualisation
Organisation: Intrinsically
motivated employees
Better employee performance
Less absenteeism and turnover; fewer grievances
JOB ENRICHMENT
BENEFITS
Society: Full use of
human resources
More effective organisations
increased, performance should improve, thus providing both a more humanised and a more
productive job. Negative effects also tend to be reduced, such as turnover, absences,
grievances and idle time. In this manner both the worker and society benefit.
The worker performs better, experiences greater job satisfaction and becomes more
self-actualised, thus being able to participate in all life roles more effectively. Society
benefits from the more effectively functioning person as well as from better job performance.
APPLYING JOB ENRICHMENT
Viewed in terms of Herzberg’s motivational factors, job enrichment occurs when the
work itself is more challenging, when achievement is encouraged, when there is opportunity
for growth and when responsibility, feedback and recognition are provided. However,
employees are the final judges of what enriches their jobs. All that management can do is
gather information about what tend to enrich jobs, try those changes in the job system and
then determine whether employees feel that enrichment has occurred.
In trying to build motivational factors, management also gives attention to
maintenance factors. It attempts to keep maintenance factors constant or higher as the
motivational factors are increased. If maintenance factors are allowed to decline during an
enrichment program, then employees may be less responsive to the enrichment program
because they are distracted by inadequate maintenance. The need for a systems approach in
job enrichment is satisfied by the practice of gain sharing.
Since hob enrichment must occur from each employee’s personal viewpoint, not all
employees will choose enriched jobs if they have an option. A contingency relationship exists
in terms of different job needs, and some employees prefer the simplicity and security of
more routine jobs.
CORE DIMENSIONS: A JOB CHARACTERISTICS APPROACH
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How can jobs be enriched? And how does job enrichment produce its desired
outcomes? J. Richard Hackman and Greg Oldham have developed a job characteristics
approach to job enrichment that identifies five core dimensions – skill variety, task identity,
task significance, autonomy and feedback. Ideally, a job must have all five dimensions to be
fully enriched. If one dimension is perceived to be missing, workers are psychologically
deprived and motivation may be reduced.
The core dimensions affect an employee’s psychological state, which tends to
improve performance, satisfaction and quality of work and to reduce turnover and
absenteeism. Their effect on quantity of work is less dependable. Many managerial and
white-collar jobs, as well as blue-collar jobs, often are deficient in some core dimensions.
Although there are large individual differences in how employees react to core dimensions,
the typical employee finds them to be basic for internal motivation. The dimensions and their
effects are shown in the following figure and discussed in greater detail here.
THE HUMAN RESOURCE DEPARTMENT’S ROLE
The role of human resource department in QWL efforts varies widely. In some
organisations, top management appoints an executive to ensure that QWL and productivity
efforts occur throughout the organisation. In most cases, these executives have a small staff
and must rely on the human resource department for help with employee training,
communications, attitude survey feedback, and similar assistance. In other organisations, the
department is responsible for initiating and directing the firm’s QWL and productivity
efforts.
Perhaps the most crucial role of the department is winning the support of key
managers. Management support – particularly top management support appears to be an
almost universal prerequisite for successful QWL programs. By substantiating employee
satisfaction and bottom-line benefits, which range from lower absenteeism and turnover to
higher productivity and fewer accidents, the department can help convince doubting
managers. Sometimes documentation of QWL can result from studies of performance before
and after a QWL effort. Without documentation of these results, top management might not
have continued its strong support.
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The department also has both a direct and indirect influence on employee motivation and
satisfaction.
Satisfaction
Direct
Orientation
Training and
Development
Career Planning
Counselling Supervisor Employee
Indirect
Safety and
Health policies
Compensation practices
Other policies and
practices
Motivation
As the above figure illustrates, the department makes direct contact with employees
and supervisors through orientation, training and development, career planning, and
counselling activities. At the same time, these activities may help a supervisor do a better job
of motivating employees.
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QUALITY OF WORKLIFE
Human Resource
Department
A REWARD PERFORMANCE MODEL OF MOTIVATION
Rewards
Reinforcement
Performance Satisfaction
Motivation Self-image
Inner drives Self-esteem
Self-expectation
Needs and Desire
Whether satisfaction is going to be improved depends on whether the rewards match
the expectations, needs and desires of the employee as shown at the bottom of the above
figure. If better performance leads to higher rewards and if these rewards are seen as fair and
equitable, then results in improved satisfaction. On the other hand, inadequate rewards can
lead to dissatisfaction. In either case, satisfaction becomes feedback that affects one’s self-
image and motivation to perform. The total performance-satisfaction relationship is a
continuous system, making it difficult to assess the impact of satisfaction on motivation or on
performance, and vice-versa.
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Job itself Small groups Organisation External
environment
employee
1.1 NEED OF THE STUDY
The organization has to justify its practices towards the Quality of
Work Life so it has to analyze the existing practices.
To Ascertaining their deficiencies of the existing system in HR
well facilitate newer and better system for implementation.
To improve the profit and productivity of the organization.
To improve motivated, satisfied and equitable workforce.
To Lower rates of absenteeism and Reduced overheads.
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1.2 SCOPE OF THE STUDY
The scope of the study is to understand the Quality of Work Life
of SAMSUNG and how SAMSUNG India Electronics Pvt
Limited can enhance the performance of employees by adopting it.
Reward for work should be above a minimum standard for life.
Equitable balance between effort and reward should be there.
Job security should be there so that employees are not under a
concern for their future.
.
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1.3 OBJECTIVES OF THE STUDY
Primary Objective:-
To study the Quality of Work Life of Employees in SAMSUNG
India Electronics Pvt Limited.
Secondary Objective:-
To find out the opinion of employees towards Quality of Work
Life.
To find out way to improve quality of work life.
To find out the recognition and rewarding systems of the
organization.
To identify the factors causing stress and effects of stress on work.
To measure the attitude of the employees towards the work and the
working environment.
To find the relationship of the employees with that of the co-
workers.
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PROFILES
1.4 INDUSTRY PROFILE
The Consumer Durables industry consists of durable goods and appliances for
domestic use such as televisions, refrigerators, air conditioners and washing machines.
Instruments such as cell phones and kitchen appliances like microwave ovens were also
included in this category. The sector has been witnessing significant growth in recent years,
helped by several drivers such as the emerging retail boom, real estate and housing demand,
greater disposable income and an overall increase in the level of affluence of a significant
section of the population. The industry is represented by major international and local players
such as BPL, Videocon, Voltas, Blue Star, MIRC Electronics, Titan, Whirlpool, etc.
The consumer durables industry can be broadly classified into two segments: Consumer
Electronics and Consumer Appliances. Consumer Appliances can be further categorized into
Brown Goods and White Goods. The key product lines under each segment were as follows.
Industry Size, Growth, Trends
The consumer durables market in India is estimated at Rs.300 billion and is expected to reach
Rs.500 billion by 2015. More than 7 million units of consumer durable appliances have been
sold in the year 2009-10 with colour televisions (CTV) forming the bulk of the sales with the
15.15 million units. CTV, refrigerators and Air-conditioners together constitute more than 60
per cent of the sales in terms of the number of units sold.
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In the refrigerators market, the frost-free category has grown by 8.3 per cent while
direct cool segment has grown by 9 per cent. Companies like LG, Whirlpool and Samsung
have registered double-digit growth in the direct cool refrigerator market.
In the case of washing machines, the semi-automatic category with a higher base and fully-
automatic categories have grown by 4 per cent to 526,000 units and by 8 per cent to 229,000
units, respectively. In the air-conditioners segment, the sales of window ACs have grown by
32 per cent and that of split ACs by 97 per cent.
Since the penetration in the urban areas for these products is already quite high, the markets
for both C-TV and refrigerators were shifting to the semi-urban and rural areas. The growth
across product categories in different segments is assessed in the following sections.
Consumer Electronics
The CTV production was 15.15 million units in 2009-10 and is expected to grow by at least
25 per cent. At the disaggregated level, conventional CTV volumes have been falling while
flat TVs have grown strongly. Market sources indicate that most CTV majors have phased
out conventional TVs and have been instead focusing more on flat TVs. The flat segment of
CTV now account for over 60 per cent of the total domestic TV production and is likely to be
around 65 per cent in 2010-11. High-end products such as liquid crystal display (LCD) and
plasma display CTV grew by 400 per cent and 150 per Cent respectively in 2009–10
following a sharp decline in prices of these products and this trend is expected to continue.
LCD are perceived as high-end products. LCD market has been estimated at 0.8 million units
registering a growth of over 130% during 2009-2010 over the previous year.
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Due to the expansion of DTH and introduction of conditional access system (CAS) in
metros, the set top box (STB) market is growing rapidly
Multimedia mobile phones have been growing at a fast rate from 800,000 units 2008-2009 to
1.8 million units in 2009-2010
The audio/video player market has seen significant growth rates in the domestic market as
prices have dropped. Indian DVD market was estimated at 6.2 million units in 2009.
Consumer appliances
The consumer appliances market is estimated at US$4.34 billion, with import valued at US$
1.22 billion.
Air conditioner (including industrial and office conditioners) constituted 38% of the
consumer appliances market followed by refrigerators at 14%, electric fans at 7.5%, washing
appliances at 7% and sewing machines at 5%.
Most imports are in the finished goods categories such as watches electric, coffee makers,
food grinders and electric heaters etc.
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1.5 COMPANY PROFILE
SAMSUNG – Introduction
Our Vision
Samsung is guided by a singular vision: to lead the digital convergence movement.
We believe that through technology innovation today, we will find the solutions we need to
address the challenges of tomorrow. From technology comes opportunity for businesses to
grow, for citizens in emerging markets to prosper by tapping into the digital economy, and
for people to invent new possibilities.
It’s our aim to develop innovative technologies and efficient processes that create new
markets, enrich people’s lives and continue to make Samsung a trusted market leader
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Our Mission
Everything we do at Samsung is guided by our mission: to be the best “digital-Company”.
Samsung grew into a global corporation by facing challenges directly. In the years ahead, our
dedicated people will continue to embrace many challenges and come up with creative ideas
to develop products and services that lead in their markets. Their ingenuity will continue to
chart Samsung’s course as a profitable, responsible global corporation.
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SAMSUNG HISTORY
1995-Present Pioneering the Digital Age
The digital age has brought revolutionary change – and opportunity – to global business, and
Samsung has responded with advanced technologies, competitive products, and constant
innovation. At Samsung, we see every challenge as an opportunity and believe we are
perfectly positioned as one of the world's recognized leaders in the digital technology
industry.
Our commitment to being the world's best has won us the No.1 global market share for 13 of
our products, including semiconductors, TFT-LCDs, monitors and CDMA mobile phones.
Looking forward, we're making historic advances in research and development of our overall
semiconductor line, including flash memory and non-memory, custom semiconductors,
DRAM and SRAM, as well as producing best-in-class LCDs, mobile phones, digital
appliances, and more.
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GROWING TO BE THE BEST
Samsung India aims to be the ‘Best Company’ in India by the Year 2006. ‘Best Company’ in
terms of both the internal workplace environment as well as the external context in which the
Company operates. Samsung aims to grow in India by contributing to the Indian economy
and making the lives of its consumers simpler, easier and richer through its superior quality
products.
“Our aim is to gain technological leadership in the Indian marketplace even as our goal is to
earn the love and respect of more and more of our Indian consumers.” Mr. S.H. Oh ,
President & CEO Samsung South-West Asia Regional Headquarters.
Samsung in India
Samsung India is the hub for Samsung’s South West Asia Regional operations. The South
West Asia Regional Headquarters looks after the Samsung business in Nepal, Sri Lanka,
Bangladesh, Maldives and Bhutan besides India. Samsung India, which commenced its
operations in India in December 1995, today enjoys a sales turnover of over US$ 2bn in just a
decade and a half of operations in the country. Headquartered in New Delhi, Samsung India
has a network of 19 Branch Offices located all over the country. The Samsung manufacturing
complex housing manufacturing facilities for Colour Televisions, Colour Monitors,
Refrigerators and Washing Machines is located at Noida, near Delhi. Samsung ‘Made in
India’ products like Colour Televisions, Colour Monitors and Refrigerators were being
exported to Middle East, CIS and SAARC countries from its Noida manufacturing complex.
Samsung India currently employs over 1600 employees, with around 18% of its employees
working in Research & Development.
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SAMSUNG GLOBAL
The DNA of Digital Innovation
Samsung Electronics is a global leader in semiconductors, telecommunications, digital media
and digital convergence technologies with 2004 parent company sales of US$55.2Bn and net
income of US$10.3Bn. Employing approx. 113,000 people in over 90 offices in 48 countries,
the company has of 5 main business units: Digital Appliance Business, Digital Media
Business, LCD Business, Semiconductor Business and Telecommunication Network
Business. Recognized as one of the fastest growing global brands, Samsung Electronics
Corporation is the world’s largest producer of Colour Monitors, Colour TVs, Memory Chips
and TFT LCD’s.
Customized products for Indian Consumers
Samsung understands the local cultural sensibilities to customize its products
according to the Indian market. It has set up a “usability lab” at the Indian Institute of
Technology in New Delhi to customize Samsung products to meet the specific needs of
Indian consumers. This industry-institute partnership is helping Samsung to study and
analyze consumer response in aspects of product design, including aesthetics, ergonomics
and interface.
Through its research done on consumer preferences in India, Samsung has concluded
that Indian consumers want more sound oriented products. Thus, the Samsung televisions for
India have a higher sound capacity than their foreign counterparts.
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For the semi-automatic segment of Samsung washing machines, Samsung has
introduced for the first time in India a feature called Super Dry. It is present in three of
Samsung’s semi automatic models and dries the clothes better than the rest.
Samsung washing machines have an additional menu that takes care of the local
Indian wardrobes. They also have a ‘memory re-start’ that takes care of the frequent power
failures in India.
ORGANISATION STRUCTURE
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Title Name ResponsibilityVice Chairman(Representative Director)
Yoon-Woo Lee Chairman of the Board of Directors
President & CEO(Representative Director)
Gee-Sung Choi Overall Corporate Management
President Ju-Hwa Yoon Chief Financial Officer
Independent Director Dong-Min Yoon Overall Corporate Management
Independent Director Chae-Woong Lee
Audit & Related Party Transactions Committee
Independent Director Oh-Soo ParkAudit & Related Party Transactions
Committee
Independent Director In-Ho LeeAudit & Related Party Transactions
Committee
1.6 PRODUCT PROFILE
PRODUCT RANGE OF SAMSUNG
MOBILE PHONES
A passion for mobile innovation.
No matter how you stay in touch, Samsung connects you in style.
From the coolest conventional and brightest smart phones, to the most stylish touchscreens,
bars, sliders and feature-rich devices with full QWERTY keyboards, Samsung makes you
more mobile, your way.
TOUCH PHONE - Leading the TOUCH revolution.
STYLE PHONE - Make en eye-stopping STYLE statement.
MULTIMEDIA PHONE - MULTIMEDIA magic unlimited.
BUSINESS PHONE - The Smarter way to work & play.
GURU SERIES - Rock with GURU.
DUAL SIM PHONE - Find the perfect balance with DUAL SIM.
CDMA PHONE - Discover a unique lifestyle with CDMA.
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TELEVISION
Choose the right TV for you. Samsung TVs offer world-class picture quality, design and
energy efficiency. Find the TV that is perfect for you.
LED TV - Redefine the way we watch television.
LCD TV - All the purity of liquid crystal.
Plasma TV - Enjoy the Superior cinematic experience.
Ultra Slim Fit - TV 40% slimmer and 20% lighter.
Flat TV - Technology and style combine for captivating entertainment.
DVD PLAYERS
Samsung DVD Players with BD wise and Best Playability.Samsung offers excellence in
standard and HD DVD players alike boasting features like 1080p upconversion and Touch of
Colour design. Discover which is right for you.
HD DVD PLAYER - Samsung offers excellence in HD DVD player with boasting features
like HDMI, 1080p upconversion, Touch of Coluor™ design and USB for easy connection
and CD-Ripping .Discover which is right for you.
Standard DVD Player - Samsung Standard DVD players can play any DVD, regardless of
its condition. Its rolling actuator technology automatically adjusts the lens angle so that it can
read the information stored in the disc with 100% accuracy.
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DIGITAL CAMCORDERS
Amazingly compact, Samsung's Super Portable Camcorders Let you Brilliantly Capture Life
from the palm of your hand.
SAMSUNG REFRIGERATORS
Experience the new freshness.Add digital technology to your refrigerator and experience a
whole new level of innovation for your home.
FRENCH DOOR - Massive storage capacity on the inside, with a slim profile on the outside
and the most advanced conveniences built in, Samsung French Door refrigerators raise the
bar on style, efficiency and modern living.
SIDE BY SIDE - All the space you need to stock up on family favourites, throw a party, or
prepare a full-blown catered affair. Plus elegant design and efficient Twin Cooling Plus make
Samsung Side by Side refrigerators a fresh choice.
BOTTOM FREEZER - Don't sacrifice storage for space with Samsung Bottom Freezer
refrigerators. All your favourite foods are at eye level, so you can spend more time finding
what you're after and less time cooling your kitchen.
FROST FREE - Now, enjoy a delicious, frrrunchy sound in every bite! The new Samsung
refrigerators come with Unique Moisture Control Technology lock in the natural freshness of
fruits and vegetables keeping them fresh and crunchy for longer. So, go ahead and relish the
crunchy freshness, just bite into some Frrrrunch!
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SAMSUNG AIRCONDITIONER
The simplest and most effective way to stay cool during hot summer.Samsung presents the
perfect solution with its new biosleeplus air conditioners. Developed for Indian conditions.
SPLIT AIR CONDITIONER - The interior design of your home adds a lot to persona
comforts and appeal , Since the Air Conditioner is a large part of that interior, Samsung
provides you with a variety of air conditioners with stylish, sophisticated design, while
paying attention to high performance and health. Samsung’s Air Conditioners represent cool,
clean, healthy freshness in everyday living.
WINDOW AIR CONDITIONER - Welcome to cool, clean, healthy and fresh world of
Samsung Window Air Conditioners. Created to provide utmost comfort in the hottest of
weather, Samsung Air Conditioners bring a cool, refreshing wave into your home and make
everyday living a delightful and rejuvenating.
SAMSUNG WASHING MACHINE
The Ultimate Washing experience. The Super Clean, Ultra Safe and amazingly easy washing
experience with Samsung Washing Machine.
FRONT LOADING - Samsung front loading washing Machines incorporate a host of
futuristic innovation like Ceramic Heater. It provides you the convenience of washing clothes
with technologically washing machine that understands washing requirement of different
clothes.
TOP LOADING - Power-packed pure strength combined with the touch of gentle care.
Samsung realises this ultimate washing combination in its state-of-the-art Washing Machines.
It’s the ultimate care your clothes need to keep looking their very best.
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SEMI AUTOMATIC - Samsung Semi Automatic Washing Machines are specially
developed for the distinct Indian conditions and are perfect choice for the Indian women.
These technologically advanced machines incorporate Double Storm washing system that
removes dirt and dust from clothes, thereby leaving them clean. Fresh and sparkling like new.
SAMSUNG MICROWAVE OVEN
No guesswork required. Samsung microwave oven, Faster, more spacious and more stylish
than before.
CONVECTION - Microwave can be used to cook food which is crispier from inside as well
as outside. It uses a fan and a heating element to create air flow patterns inside the microwave
oven. This ensures optimum browning of the food in the fastest possible times, making it
ideal choice for baking.
GRILL - Microwaves can be used to cook food which is crispier from outside and juicer
from inside making an ideal choice for succulent kebabs and Tikes.
SOLO - The Samsung Solo is the choice for an all round cooking solution. With uniform
heat distribution, multiple power levels and a host of other features, the Samsung Solo is
ideal for everyday tasks like defrosting, reheating and cooking.
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SAMSUNG LAPTOPS
R SERIES - All-round convenience for more fun. High performance, hassle-free computing
whenever and wherever you need it.
MINI NOTEBOOK - For easy surfing, an affordable mobile solution ideal for all your
online needs-fast paced and digitally interconnected lives.
SAMSUNG MONITORS
The right screen for every desktop.Samsung PC monitors, the most advanced capabilities and
state of-the-art technology.
DESKTOP MONITOR - Desktop monitor that provides perfect picture quality with
incredible speed. Inspired by the shifting colours of sunset and the fine-cut facet of a flawless
gem, the ToC design offers a fresher perspective.
NETWORK MONITOR - Helping you to deliver a high-impact message is what the
Samsung Network Monitor is all about. Our built-in network module provides for easier
control and overall management.
LARGE FORMAT MONITOR - Capture your audience's attention and transport them to a
new world of visual experience. From a single display to an eye-catching video wall,
Samsung's LFDs can deliver the right message at the right time.
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REVIEW OF LITERTURE
QUALITY OF WORK LIFE IN THE INDIAN CONTEXT
The concern for QWL was first noticed in the early 1970’s. It
was seen as the latest revolution that was taking place in the relationship
between men and work. Two drastic changes in this relationship have been
noticed in the past – the first one resulted from with the use of machine power
(the replacement of muscle power by machines in the19th century) and the
second one resulted from the explosion of information technology (replacing
programmable human mental processes by computers). The third revolution is
now taking place – that of ‘humanization of work’. The genesis of the concern
for QWL can be found in the humanistic tradition within the social sciences that
tries to highlight the employees’ need for meaningful and satisfying work and
for participation in decisions that influence their work environment. Therefore,
from a historical perspective this concern for QWL in organizations can be seen
as the latest, and, in many ways, the culmination of a string of reform
movements that have attempted during the past several decades, to protect the
rights and interest of workers. The concept of QWL is very close to the concept
of human resource development (HRD).
The traditional approach to HRD led to the ‘dehumanization’ of work as
the emphasis was more on machines than on people. The human relations
movement restored the balance and brought forth the significance of human
beings in organizations. However, it was Herzberg who was the first to notice
the failure of individual training to suit the job as a change strategy.
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Herzberg’s distinction between ‘hygiene factors and motivators’
advocated the use of job as a medium for developing and changing
organizations through the programmer of ‘job enrichment’. Later on, Davis
proposed the concept of ‘job design’, satisfying the techno – social requirements
of the job. This was followed by ‘work reorganization’ as an extension of the
‘job design’. At the core of all these programmer was the value of training
people in organizations as human beings and helping them to grow, develop and
take part in the decision making – processes.
The goal was to humanize the organizations. Various terms such as,
‘humanization of work’, ‘industrial democracy’, ‘workplace democracy’, ‘work
redesign’, ‘organizational redesigning’, ‘participative work’ and, later on,
‘QWL’ were used interchangeably to describe the same thing.
The overriding purpose of QWL is to change the climate at work, so that
the human-technological organizational interface leads to a better QWL are still
unclear, there are a number of analyses and applications of the closely
associated socio-technical approaches to job design.
The interest in the field of QWL as survived the period of the past three
decades. In fact, it is growing in most of the countries of the world. Initially, it
was the purported failure of the existing job satisfaction measures to explain the
simultaneous existence of a high level of job satisfaction and certain problems
of employee behavior that led to the emergence of interest in QWL.
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DEFINITIONS OF QWL
“Quality of work life is the degree to which members of a work
organization are able to satisfy important personal needs through their
experiences in the organization.”
- SUTTLE
“Quality of work life is a comprehension construct that assesses an
individual’s job related well being and the extent to which work
experiences are rewarding, fulfilling and devoid of stress and other
negative personal consequences.”
- SHAMIR AND SOLOMAN
CONTRIBUTION OF MASLOW’S THEORY TOWARDS QUALITY OF
WORK LIFE (QWL)
Developments in work design techniques beyond job rotation and
enlargement have been influenced by ‘humanistic’ psychology. Maslow (1943)
the most popular and influential figure in this movement argued that human
beings have seven innate needs,
29
‘physiological’ or survival needs concern sunlight, sex, food and water.
‘Safety’ needs concern freedom from threat and the desire for shelter, security,
order and predictability, ‘ love’ needs concern relationships, affection, giving
and receiving love and the desire for feeling belongingness, ‘esteem’ needs
concern strength, achievement, adequacy, confidence, independence and the
desire for reputation, prestige, recognition, attention importance, appreciation
and for a high self-evaluation based on capability and on respect form others,
‘self-actualization’ needs concern the development of human capacity to the
fullest potential. ‘Freedom of inquiry and expression’ needs relate to social
conditions that permit free speech and encourage justice, fairness and honesty
and finally the need to ‘ know and understand’ concern the desire to gain and to
systemize knowledge, to satisfy curiosity, to learn, to experiment and to
explore. Taylor and Ford appear to have overlooked the possibility that their
employees would seek satisfaction of any or all of these needs through work.
Maslow argued that these needs are organized in a loose hierarchy. A
person does not normally pay much attention to love and esteem needs for
example until physical and safety requirements are more or less satisfied.
The ultimate goal is self-actualization the need for freedom of inquiry and
to know and understand being pre-requisite for the satisfaction of all the others.
The theory is vague, it cannot easily make predictions about human behavior. It
makes some predictions that are philosophical and psychological. Yet
Maslow’s influence is clearly stamped across the work design theories and
practices of the latter half of the twentieth century and was a key dimension of
the QWL movement that developed through the 1960’s and 1970’s.
30
This study has a very close connection with Maslow’s theory as the sub-
headings of this study deals basically with identifying skills and empowering
the employee to perform better, identifying the recognition and rewarding
systems practiced in the organization, factors causing stress and the effect of
stress on work, work and the working environment of the employees and
relationship of the executives with the co-workers.
APPROACHES TO IMPROVE QWL
There are a number of factors involved in QWL, and these factors can be
grouped in three categories: individual factors, job factors, and organizational
factors. The characteristics of these factors affect the individual involvement in
the job, his sense of competence which lead to job satisfaction and finally to job
performance and productivity as shown in Figure.
An individual on the organization wants to satisfy his needs while
working for it. Depending on the nature of the individual, he may want
equitable financial package, employment benefits, job security, interesting
work, involvement in decision – making process affecting him and his work,
and getting proper feedback about his performance. If these factors are
favorable, the individual will feel job involvement and sense of competence,
consequently job satisfaction and contribute positively with the support of
organizational facilities. Therefore, in improving QWL, all these factors have to
be taken into account.
Though there may not be any universal phenomenon in improving the
QWL because of involvement of a number of factors in it. Some more
commonly adopted practices for the purpose are discussed below.
31
FACTORS IN QWL AND THEIR IMPACT
The Economic Times collected the views from top level HR executives
(mostly HR directors) from Indian companies on the emerging workplace. The
views expressed were as follows:
1. There would be more celebrations, music, poetry, and art at work to
provide creative moments in between the lightening speed of work.
People with high EQ levels would be valued far more than yesterday as
coaches and facilitators orchestrate the output of knowledge workers.
32
Performance Productivity Job factors
Nature of job
Organizational factors Participation Communication Support
Job involvement
Sense of competence
Job satisfaction
Individual factors Ability Work ethic Need pattern
2. People tomorrow would want, need and deserve a workplace free from
anxiety and stress, where each can contribute fully from their jobs and
also get a satisfactory growth in return.
3. The new work use habits are going to be far more flexible, and
individuals will use technology more effectively so that they can find
optimum balance between family and work. What teleworking will
encourage is a focus on work output and results rather than the time put
as is the traditional model of a 9-5 office.
4. People at work should have the option to exercise several choices:
operating from home, virtual offices, flexible hours, possibility of
switching from a fast track to a slow track.
5. People not in the services sectors – who therefore have to report to work
– can look forward to more aesthetically appealing office spaces with
technology enabling environment-friendly intelligent buildings which
encourage the body and mind to give their best.
6. At the intellectual level, there would be a quantum jump in creativity and
innovation. Technology-enabled rich imagery, cross fertilization of ideas
of people from different cultures and magic of cyberspace would make
breakthrough ideas common place.
7. The future workplace will buzz with words like openness, speed,
teamwork and quality: brilliant tomorrow where capability alone will
rule. Where demonstrated performance will mean for more than just a
paper degree.
33
The role of HR personnel will be crucial to bring such changes. They
will create and sustain high performance cultures which retain talent and
provide unique learning and growth. While people management will be
collective responsibility of all managers and organization leaders, HR will be
the facilitator of the world’s best people practices in all areas, accountable for
the quality of the company.
EFFECTS OF QWL
QWL affects job involvement, sense of competence, job satisfaction, and
job performance. A favorable QWL results into positive consequences of these
factors. Let us see how QWL affects these.
1) SELF MANAGED TEAMS:
QWL has evolved into and has become closely associated with
autonomous or self managed teams, just a few years ago self managed teams
were being used only in a very few innovative companies such as Procter
and Gamble, Digital equipment and TRW. There are many other approaches
in QWL besides self- managed teams such as those on management stress
leadership, communication, organizational design and culture, organizations
change and development, the other major motivation application technique
of setting is given attention.
34
2) JOB INVOLVEMENT:
Job involvement indicates the extent of people’s identification with
or ego involvement in the job. Job involved people spend more time on job
and turn out better performance. Challenging jobs which have skill variety,
influence employees to get involved with their jobs. Similarly, people with
high need for achievement and high work ethic feel involved in jobs.
3) SENSE OF COMPETENCE:
Sense of competence denotes the feelings of confidence that one
has in one’s own competence. Job design affects the sense of competence.
By engaging in a work that calls for a variety of skills, abilities, and talents,
individuals gain mastery over their work environment. As they engage
themselves more and more in work activities, they acquire a great sense of
competence and experience and higher level of job involvement.
4) JOB PERFORMANCE AND PRODUCTIVITY:
Job involvement, job satisfaction, and sense of competence affect
job performance and productivity of employees. When the level of job
performance and productivity factors - job involvement, job satisfaction, and
sense of competence - is high, we find that there is fit among the
predisposition of employees and the type of jobs they are assigned to do.
Since there is congruence between the employee and the job, there is high
level of job performance.
35
CURRENT CONCEPTS OF QWL
The scope of QWL movement which originally included only job
redesign efforts based on the socio-technical systems approach has gradually
widened very much so as to include a wide variety of interventions. Important
among these are the following:
1) Job Enrichment
2) Stress Management
3) Job Satisfaction
4) Promotions and Career Planning
5) Quality Circles
6) Suggestion Schemes
7) Employee Participation
8) Empowerment
9) Autonomous Work Teams
10) Flexible Organization Structure
36
RESEARCH METHODOLOGY
The researcher has collected primary and secondary data and used different statistical
tools to analyze and interpret the data, for collecting the primary data the researcher has used
interview schedule.
RESEARCH:
The meaning of research as a careful investigation or inquiry especially through
search for new facts in any branch of knowledge.
Encyclopedia of social sciences define research as the manipulation of things,
concepts or symbols for the purpose of generalizing to extend, correct or verify knowledge,
whether that knowledge aids in construction of theory or in the practice of an art.
RESEARCH METHODOLOGY:
Research methodology is a way to systematically solve the research problem. It may
be understood as a science of studying how research is done scientifically.
A way to systematically solve the research problem along with the logic behind,
defines research methodology. It explains why a research study has been undertaken, how the
problem has been defined, in what way and why the hypothesis has been formulated, what
data have been collected and what particular method has been adopted, why particular
technique of analyzing data has been used and a host of similar other questions are usually
answered concerning a research problem or study.
37
3.1 RESEARCH DESIGN:
Research design is considered to be a blue print of the research being undertaken i.e.
The research design is the conceptual structure within the research will be conducted
design includes amount lines of what the researcher “will do from working.” During the
research, descriptive research design has used. Descriptive research is undertaken in many
circumstances. When the characteristic of certain goods, such as Age, Sex, Educational level
and Occupation.
DESCRIPTIVE RESEARCH:
Descriptive study is a fact-finding investigation with adequate interpretation. It is the
simplest type of research.
A type of conclusive research, which has its major objective the description of
something usually, market characteristics or function.
DESCRIPTIVE RESEARCH DESIGN:
Describe the characteristics of certain groups.
Estimate the proportion of people in a specified population who behave in a certain
way.
Determine whether certain variables are associated.
3.2 SAMPLE DESIGN:All the items under consideration in any field of inquiry constitute a “universe” or
“population”. The items so selected constitute what is technically called a “sample”. Sample
Design is a definite plan determined before any data are actually collected for obtaining a
sample from a given population. Samples can be either probability samples or non-
probability samples. Probability samples are those based on simple random sampling,
systematic sampling, stratified sampling, cluster/area sampling where as non-probability
samples are those based on convenience sampling, judgment sampling and quota sampling
techniques. The sample design used here is Non-probability - Convenience sampling.
38
TYPE OF UNIVERSE:
The apprentices who are contacted by means of a survey become the universe or
population of the study.
SAMPLE UNIT:
The sample unit consists of apprentices from the organization.
SAMPLE SIZE:
Due to time and resource constraints the sample size is taken as 200.
SAMPLING PROCEDURE:
Sampling procedure depends upon the research objectives to be accomplished through
the investigation, the technique used in selecting the items for the sample.
For the study, a Non-probability sampling method is used which does not afford any
basis for estimating the non- probability that each item in the universe or population has of
being included in the sample. It is also by known by names such as convenience sampling,
judgment sampling and quota sampling techniques.
3.3 DATA SOURCE:
In dealing with any problem it is often found that data at hand are inadequate, and
hence, it becomes necessary to collect data that are appropriate. There are several ways to
collecting the data which differ considerably in context of cost, time and other resources.
DATA COLLECTION PROCEDURE:
PRIMARY DATA:
First hand information that are collected through survey. Bit here again they are
collected by the following ways:
Through personal interview using questionnaire.
39
SECONDARY DATA:
These data are collected from journals, company records, those which have already
been collected by someone else and which have already been passed through the statistical
process.
RESEARCH INSTRUMENTS (Questionnaire):
The questionnaire for the study has been drafted in such a way as Dichotomous and
likert scales were used to set the questionnaire. Respondents were explained of the purpose of
the study and workings in the questionnaire.
The study to a great extent relies on the primary data and to some extent secondary
data. Keeping in view, the objectives of the study, the questionnaire consists of the following
type of questions:
(i) Multiple choice
(ii) Ranking
(iii) Weighted average
(iv) Open-ended
(v) Close-ended
3.4 TOOLS USED FOR THE STUDY:
The data, after collection has been processed and analyzed in accordance with the
outline lay down for the purpose of at time of developing the research plan. The collected
data are tabulated, analyzed by using diagrams, graphs, and charts. Bar diagrams and pie
charts are used for better interpretation.
PERCENTAGE METHOD:
Percentages refer to obtain a kind of ratio which is used in making comparison
between 2 or more series of data. Percentages are used to describe relationship.
BAR DIAGRAM:
Bar diagram is a popular form of diagrammatic representation. This diagram consists
of series of rectangular bars standing on a common base. This comparison among the bars is
only based on their lengths.
40
PIE DIAGRAM:
The pie diagram ranks high in understanding. Just as we divide a bar or rectangle to
show its components, a circle can also is divided into sectors.
RANK CORRELATION:
Rs = 1 - 6∑D2
n (n2-1)
Chi-square test : Chi-square test is used to find out whether there is a relationship among various
groups. Chi-square can be calculated using the formula
c2 = ∑ (Oi-Ei) 2 /Ei
O= Observed frequency
E= Expected frequency = (row total*column total)/grand total
Level of significance = 5%
d.o.f = (r-1) (c-1)
Tab value of χ2@5%level of significance
Applying χ2
Computation of χ2 = ∑(O-E)²/E
Where E= (RT*CT)/N
RT=row total
CT=column total.
OBJECTIVE :
To identify whether to whom there is highly satisfied relationship between superiors
or peer groups.
NULL HYPOTHESIS : (Ho)
There is no significant relationship between the groups.
ALTERNATE HYPOTHESIS : (H1)
There is significant relationship between groups.
41
WEIGHTED AVERAGE AND NET SCORE METHOD
In the case of data involving Rating Scales and Ranking, the
Weighted Ranking and Net Score Method has been used. The net score for each attribute is
calculated and analysis can be done on the basis of net score in % obtained.
FORMULA:
Weighted Average = (x1 w1 + x2 w2. .+ xn wn) / (w1 + w2. . + wn) = Σi = 1 to n (xi wi) / Σi = 1 to n wi
_____ X W = ∑ WX ______ ∑X
W = Assumed average X = No of Respondents
ANOVA:
Analysis of Variance, ANOVA, compares the variation between groups and the variation within samples by analysing their variances.
One-way ANOVA
It follows that:
Total sum of squares (SST)
= Sum of squares between the groups (SSG)
+ Sum of squares due to the errors (SSE)
42
Total variation(SST)
Variation due to difference between the groups, i.e. between the group means.
(SSG)
Residual (error) variation notdue to difference between the group means.
(SSE)
3.5 LIMITATIONS OF THE STUDY
The study is limited to a short period of time.
Employees are not willing to participate in the survey process.
The result of the analysis made in the study depends fully on the
information given by the respondents so the quality of the findings
depends on the quality of the response.
Few of the Employees are biased to make a response.
Even though the respondents are available they are not willing to
give their valuable response.
43
DATA ANALYSIS AND INTERPRETATION
TABLE – 4.1
Respondents based on Gender :
S.No Gender No. of Respondents Percentage
1 Male 165 82.5
2 Female 35 17.5
Total 200 100
INFERENCE:
From the above table it is clear that 82.5% of the respondents are Male, 17.5% of
respondents are Female. From this most of the respondents are Male.
44
CHART – 4.1
Respondents based on Gender
Male Female0
10
20
30
40
50
60
70
80
90
82.5%
17.5%
GENDER
RESP
ON
DEN
TS
45
TABLE – 4.2
Respondents based on Age group:
S.No Age No. of Respondents Percentage
1 Less than 25 125 62.5
2 25 - 30 60 30
3 31 - 35 15 7.5
Total 200 100
INFERENCE:
From the above table it is clear that 62.5% of the respondents have less than age of 25
years, 30% of respondents are aged between 25 – 30 years and 7.5% of respondents are aged
between 31 – 35 years.
46
CHART – 4.2
Respondents based on Age group
Less than 25 25 - 30 31 - 350
10
20
30
40
50
60
70Less than 25, 62.5%
25 - 30, 30%
31 - 35, 7.5%
AGE
RESP
ON
DEN
TS
47
TABLE – 4.3
Respondents based on Educational Qualification:
S.No Qualification No. of Respondents Percentage
1 Graduate 125 62.5
2 Post Graduate 10 5
3 Professional 60 30
4 Others 5 2.5
Total 200 100
INFERENCE:
From the above table it is clear that 62.5% of the respondents are graduates, 30% of
respondents are professionals, 5% of respondents are post graduates and 2.5% of respondents
are belongs to others category.
48
CHART – 4.3
Respondents based on Educational Qualification
Graduate Post Graduate Professional Others0
10
20
30
40
50
60
70 62.5%
5%
30%
2.5%
EDUCATIONAL QUALIFICATION
PERC
ENTA
GE
49
TABLE – 4.4:
Respondents based on Experience of the Employees
S.No Qualification No. of Respondents Percentage
1 Less than 1 Year 90 45
2 1 - 2 years 80 40
3 3 - 5 Years 30 15
Total 200 100
INFERENCE:
From the above table it is clear that 45% of the respondents have less than 1 year
experience, 40% of respondents are in between 1 – 2 years of experience and 15% of
respondents are in between 3 – 5 years of experience.
50
CHART – 4.4
Respondents based on Experience of the Employees
45%
40%
15%
NUMBER OF YEARS EXPERIENCE
Less than 1 Year1 - 2 years3 - 5 Years
51
TABLE – 4.5
Respondents opinion based on Monthly Salary of the employees:
S.No Qualification No. of Respondents Percentage
1 Less than 10000 20 10
2 10000 - 15000 100 50
3 15001 - 20000 60 30
4 More than 20000 20 10
Total 200 100
INFERENCE:
From the above table it is clear that 50% of the respondents are salaried in between
9000 – 11000, 30% of the respondents are salaried in between 11001 – 15000 and 10% of
respondents are salaried less than 9000 and more than 15000.
52
CHART – 4.5
Respondents opinion based on Monthly Salary of the employees
Less than 10000
10000 - 15000
15001 - 20000
More than 20000
05
101520253035404550
10%
50%
30%
10%
SALARY
RESP
ON
DEN
TS
53
TABLE – 4.6
Respondents opinion based on Employees Designation:
S.No Designation No. of Respondents Percentage
1 Executive 80 40
2 Sr. Executive 70 35
3 Technician 30 15
4 Operators 20 10
Total 200 100
INFERENCE:
From the above table the respondents designation as 40% are Executive, 35% are Sr.
Executive, 15% are Technician, and 10% are Operators.
54
CHART – 4.6
Respondents opinion based on Employees Designation
Executive Sr. Executive Technician Operators0
5
10
15
20
25
30
35
40
45
Executive, 40%
Sr. Executive, 35%
Technician, 15%
Operators, 10%
DESIGNATION
55
TABLE – 4.7
Respondents opinion based on Opportunity to Express Individual Skills:
S.No OpinionNo. of Respondents Percentage
1 Sometimes 23 11.5
2 Usually 84 42
3 Always 81 41.5
4 Rarely 5 2.5
5 Never 5 2.5
Total 200 100
INFERENCE:
From the above table respondent’s opinion to express their skills are 42% are usually,
41.5% are always and 11.5% are sometimes.
56
CHART – 4.7
Respondents opinion based on Opportunity to Express Individual Skills
Sometimes
Usually
Always
Rarely
Never
0 5 10 15 20 25 30 35 40 45
11.5
42
41.5
2.5
2.5
EXPRESS INDIVIDUAL SKILLS
57
TABLE – 4.8
Respondents opinion based on level of Employees Authoritative Powers:
S.No Opinion No. of Respondents Percentage
1 To Some Extent 45 22.5
2 To A Great Extent 100 50
3 Very Much 35 17.5
4 Not at all 20 10
Total 200 100
INFERENCE:
From the above table it is clear that respondent’s opinion is 50% to a great extent,
22.5% to some extent, and 17.5% of respondents to very much and 10%of respondents
says not at all.
58
CHART – 4.8
Respondents opinion based on level of Employees Authoritative Powers
To Some Extent To A Great Extent Very Much Not at all05
101520253035404550
22.5
50
17.5
10
AUTHORITIVE POWERS
RESP
ON
DEN
TS
59
TABLE – 4.9
Respondents opinion based on organization recognizes the employees as
individuals:
Attributes No. of Respondents Percentage
Yes 156 78
No 44 22
Total 200 100
INFERENCE:
From the Table the 78% of the employees says that the organization
Recognizes the employees as individuals and 22% of them are against to the statement.
60
CHART – 4.9
Respondents opinion based on organization recognizes the employees as individuals
78%
22%
EMPLOYEES AS INDIVIDUALSYes No
61
TABLE – 4.10
Respondents opinion based on Rewarding factors based on Respondents Preference:
S.No Factors Rank
1 Holiday Trip with Family 9
2 Special Incentives & Bonus 1
3 Salary Increments 4
4 Moments & Cash Awards 7
5 Material Gifts 6
6 Retirement Schemes 10
7 Promotion 3
8 Job Security 8
9 Opportunity for Growth 2
10 Participation in Decision Making 5
INFERENCE:
From the above table it is clear that Special Incentives & Bonus are given Rank – 1,
Opportunity for Growth Rank – 2 and as in the row Retirement Schemes are given Last
Preference.
62
CHART – 4.10
Respondents opinion based on Rewarding factors based on Respondents
Preference
Rank0
1
2
3
4
5
6
7
8
9
109
1
4
7
6
10
3
8
2
5
Holiday Trip with Family Special Incentives & BonusSalary Increments Moments & Cash AwardsMaterial Gifts Retirement SchemesPromotion Job SecurityOpportunity for Growth Participation in Decision Making
63
TABLE – 4.11
Respondents opinion based on stress level at the work place:
Stress No. of Respondents Percentage
Yes 46 24
No 152 76
Total 200 100
INFERENCE:
From the Table the 78% of the employees says that there is no Stress in the
Organization and 22% of them say there is Stress in the organization.
64
CHART – 4.11
Respondents opinion based on stress level at the work place
24%
76%
STRESS
YesNo
65
TABLE – 4.12 Respondents opinion based on Salary Satisfaction:
Sl.No Opinion No. of Respondents Percentage
1 Highly Dissatisfied 5 2.5
2 Dissatisfied 10 5
3 Neutral 35 17.5
4 satisfied 130 65
5 Highly satisfied 20 10
Total 200 100
INFERENCE:
From the above table the respondent’s salary satisfaction are 65% of them are
satisfied, 17.5% of them are neutral, 10 % of them are highly satisfied, 5% of them are
dissatisfied and 2.5% of them are highly dissatisfied.
66
CHART – 4.12
Respondents opinion based on Salary Satisfaction
Highly Dissat -isfied
Dissatisfied Neutral satisfied Highly satisfied0
10
20
30
40
50
60
70
2.5 5
17.5
65
10
SALARY SATISFACTION
RESP
ON
DEN
TS
67
TABLE – 4.13
Respondents opinion based on Incentives Satisfaction:
INFERENCE:
From the above table the respondent’s incentives satisfaction are 52.5% of them are
satisfied, 30% of them are neutral, 12.5% of them are highly satisfied and 2.5% of them are
dissatisfied and highly dissatisfied.
68
S.No Opinion No. of Respondents Percentage
1 Highly Dissatisfied 5 2.5
2 Dissatisfied 5 2.5
3 Neutral 60 30
4 satisfied 105 52.5
5 Highly satisfied 25 12.5
Total 200 100
CHART – 4.13
Respondents opinion based on Incentives Satisfaction
Highly Dissatisfied
Dissatisfied
Neutral
satisfied
Highly satisfied
0 10 20 30 40 50 60
2.5
2.5
30
52.5
12.5
INCENTIVES SATISFACTION
69
TABLE – 4.14
Respondents opinion based on Job Responsibility:
S.No Opinion No. of Respondents Percentage
1 To Some Extent 30 15
2 To A Great Extent 110 55
3 Very Much 55 27.5
4 Never 5 2.5
Total 200 100
INFERENCE:
From the above table the respondent’s job responsibilities are 55% of them to a great
extent, 27.5% of them to very much, 15% of them to some extent and 2.5% of them says
never.
70
CHART – 4.14
Respondents opinion based on Job Responsibility
To Some Extent To A Great Extent Very Much Never0
10
20
30
40
50
60
15
55
27.5
2.5
JOB RESPONSIBILITY
RESP
ON
DEN
TS
71
CHART – 4.15
Respondents opinion based on Employee Satisfaction Level:
Particular No. of Respondents Percentage
Often 64 32%
Rarely 65 32.5%
Don’t Know 5 2.5%
Sometimes62 30.5%
Never5 2.5%
Total200 100
INFERENCE:
From the above table shows that 32% of the respondents often Satisfied, 32.5%
of the respondents are rarely and 2.5% of the respondents are don’t know, 30.5%
respondents are sometimes and 2.5% of respondents are never spend time with
friends.
72
Chart – 4.15
Respondents opinion based on Employee Satisfaction Level
Often
Rarely
Don’t Know
Sometimes
Never
0% 5% 10% 15% 20% 25% 30% 35%
32.00%
32.5%
2.5%
30.5%
2.5%
EMPLOYEE SATISFACTION LEVEL
73
TABLE -4.16
Respondents opinion based on Impacts in work Environment:
Particular No. of Respondents Percentage
Sometimes 59 32%
Always 72 43%
Rarely 38 15%
Never31 10%
Total200 100
INFERNCE:
From the above table shows that 32% of the respondents sometimes they get
Impacts, 43% of the respondents are always and 15% of the respondents are rarely,
10% respondents are never.
74
CHART - 4.16
Respondents opinion based on Impacts in work Environment
Sometimes
Always
Rarely
Never
0% 5% 10% 15% 20% 25% 30% 35% 40% 45%
32%
43%
15%
10%
IMPACTS IN WORK ENVIRONMENT
75
TABLE – 4.17
Respondents opinion based on Superior support to Quality of Work life:
Particular No. of Respondents Percentage
Strongly Agree 82 52%
Agree 38 23%
Neither Agree nor Disagree 20 6%
Disagree28 9%
Strongly disagree32 10%
Total200 100
INFERNCE:
The above table shows that 52% of the respondents agreed that they are able to
Get Superior support to QWL, 23% of the respondents neither agreed nor disagreed
and 6% of the respondents strongly agreed, 9% respondents disagree and 10% of
respondents strongly disagree.
76
CHART – 4.17
Respondents opinion based on Superior support to Quality of Work life
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly disagree
0% 10% 20% 30% 40% 50% 60%
52%
23%
6%
9%
10%
Your superiors style support Quality ofWork life
STATISTICAL TOOLS
77
WEIGHTED AVERAGE METHOD
TABLE – 4.18
Table Showing the employees relationship with others:
5 – Very Healthy 4 – Healthy 3 - Neutral 2 – Unhealthy 1 – Very Unhealthy
S.No Factors 5 4 3 2 1 Weighted Average
a. Relationship with your Superiors 105 85 10 0 0 58.53
b. Relationship with your Subordinates 100 85 15 0 0 59
c. Relationship with your Peers 95 70 35 0 0 57.33
Sample Size: 200
____X W = Σ WX ——ΣX
W = Assumed average X = No of Respondents
a) Average Weightage given for Relationship with your Superiors: 58.53
b) Average Weightage given for Relationship with your Subordinates: 59
c) Average Weightage given for Relationship with your Peers: 57.33
INFERENCE:
From the above weighted average table it has been inferred that the majority of the
respondents have given more Weightage to the Relationship with your Subordinates and that
employee says that they Healthy Relationship with their Superiors, subordinates and Peers.
TABLE – 4.19
78
Table Showing the Qualities are Necessary to perform the job:
Sample Size: 200
____ X W = Σ WX ——ΣX
W = Assumed average X = No of Respondents
a) Average Weightage given for Motivational skills : 67.5
b) Average Weightage given for Communication Skills : 69.5
c) Average Weightage given for Leadership : 65
d) Average Weightage given for Time Management : 68
e) Average Weightage given for Problem Solving : 62.5
INFERENCE:
From the above weighted average table it has been inferred that the majority of the
respondents have given more Weightage to Communication Skills after that Time
Management, Motivational Skills are very much necessary to perform in the job.
TABLE – 4.20
Table showing the satisfaction level in the office facilities:
79
S.No. Qualities Very Much
To A Great
Extent
To Some
Extent
Not At All
Weighted Average
a) Motivational skills 95 90 10 5 67.5
b) Communication Skills 100 95 5 0 69.5
c) Leadership 85 80 35 0 65
d) Time Management 95 95 5 5 68
e) Problem Solving 45 135 20 0 62.5
S.No Factors Highly Satisfied Satisfied Neutr
alDissatisf
ied
Highly Dissatisf
iedTotal Weighted
Average
a. Space 145 45 5 5 0 200 62
b. Lighting 120 50 25 5 0 200 59
c. Ventilation 135 55 5 5 0 200 61.33
d. Shelves 115 40 30 10 5 200 56.67
e. Toilets 100 60 35 5 0 200 57
f. Telephone 110 70 10 5 5 200 58.33
g. Internet 125 55 15 5 0 200 60
h. Drinking water 140 40 15 5 0 200 61
i. Interiors 95 60 30 10 5 200 55.33
j. RefreshmentFacility 75 25 75 15 10 200 49.33
Total 1160 500 245 70 25 2000
Sample Size: 200
____ X W = Σ WX ——ΣX
W = Assumed average X = No of Respondents
INFERENCE:
From the above weighted average table it has been inferred that the majority of the
respondents have given more Weightage to Enough Space to work, Space is very much
necessary to perform in the work.
TABLE – 4.21
Employee Satisfaction Level in the following factors:
80
S.No Factors Highly Satisfied
Satisfied Neutral Dissatisf
ied
Highly Dissatisf
iedTotal Weighted
Average
a. Job Security 70 90 35 5 0 200 55
b. Recognition 55 90 45 10 0 200 52.67
c. Rewarding Systems 50 65 80 5 0 200 50.67
d. Career Growth 65 110 25 0 0 200 56
e. Flexi - Time 35 50 90 15 10 200 45.67
f. Work and Working Environment 75 90 25 10 0 200 54.8
g. Relationship with others 95 80 15 10 0 200 57.33
h.Usage of Latest
Information Technology
50 85 40 10 15 200 49.67
i. Decision Making Authority 55 110 30 5 0 200 52.67
j. Job Satisfaction 70 75 55 0 0 200 54.33
Total 620 935 440 70 25 2000
Sample Size: 200
____ X W = Σ WX ——ΣX
W = Assumed average X = No of Respondents
INFERENCE:
From the above weighted average table it has been inferred that the majority of the
respondents have given more Weightage to Job Satisfaction, Job Satisfaction is very much
necessary to perform in the work.
Ranking Method
TABLE – 4.22
81
Attributes that have an impact on Quality of work life:
S.No Factors Rank1 Job security 22 Recognition 63 Rewarding systems 34 Career growth 15 Flexi time 46 Work and working environment 87 Relationship with others 58 Usage of latest information technology 119 Skills and powers 910 Decision making authority 1011 Job satisfaction 1212 Individual training 7
Formula:
R = 1 - 6Σd2 / n(n2-1)
INFERENCE:
From the above table it is clear that Career growth is given as Rank – 1, Job
Security as Rank – 2 and as in the row Job Satisfaction is given Last Preference.
Chi square Test
TABLE – 4.23
82
CHI-SQUARE between Years of experience & Opportunity to express their skills:
Sometimes Usually Always Total
Less than 1 Year 10 45 35 90
1 - 2 years 10 35 35 80
3 - 5 Years 5 10 15 30
Total 25 90 85 200
Hypothesis H0:
There is no significance relationship between the years of experience and opportunity to skills
Hypothesis H1:
There is significance relationship between the years of experience and opportunity to skills
Chi –Square Statistic = (Oi-Ei)2 /Ei
Degree of Freedom :
= (R-1)*(C-1)
= (5-1)*(4-1)
= 12
Degrees of freedom: 4
Chi-square = 2.693
83
For significance at the .05 level, chi-square should be greater than or equal
to 9.49.
The distribution is not significant.
p is less than or equal to 1.
INFERENCE:
From the above calculation we find that there is no significance
relationship between the years of experience and opportunity to skills.
Therefore accept Ho.
ANOVA – 1
TABLE – 4.24
Table showing the recognition and rewarding system in the organization:
84
S.No Factors
Recognition Rewards
Yes No Yes No
a) Innovations and innovative ideas 5 14 10 9
c) Individual achievements14 16 15 16
d) Team Work 10 15 14 10
f) Participative Decision Making 8 14 16 14
Hypothesis:
Hypothesis H0:
Ho= There is no significant difference between Factors and Rewarding system.
Hypothesis H1:
H1= There is significant difference between Factors and Rewarding system.
c= 4, r = 4
Option1 Option 2
Option 3
Option 4
∑ x ij ∑ x ij 2
Option 1
5 14 10 9 38 402
Option 14 16 15 16 61 933
85
2 Option 3
10 15 14 10 49 621
Option 4
8 14 16 14 52 712
∑ x ij 37 59 55 49 T =200 (∑∑ x ij)2 =2668
∑ x ij 2 385 873 777 633 (∑∑ x ij)2 =2668
∑Tj2=372+592+552+492=10276
C=T2/rc=2002/4*4 =2500
SSC = (∑Tj2 /r)-C = (10276/4)-2500=69
SST= (∑∑ x ij)2 – C = 2668-2500=168
SSR= (∑Ti2/c) – C= (382+612+492+522/4)-2500 = 67.5
SSE=SST-SSC-SSR =168-69-67.5=31.5
ANOVA TABLE
Source of variation
Sum of squares
Degree of freedom
Mean square MS
Variation ratio F
Between columns
SSC=69 c-1=4-1=3 MSC=23 Fc=23/3.5=6.57
Between rows
SSR=67.5 r-1=4-1=3 MSR=22.5 Fr=22.5/3.5=6.43
Residual(error)
SSE=31.5 (c-1)( r-1)=3*3=9
MSE=3.5
Total SST=168 15
Table value for Fc (3, 9) at 5% level=3.86
Table value for Fr (3, 9) at 5% level=3.86
86
In both the cases, calculated value of F > the table value of F.
Therefore, the null hypothesis H1 is Accepted.
INFERENCE:
From the above calculations we find that there is a significant
difference between the recognition and rewarding system in the
organization. Therefore accept H1.
ANOVA -2
TABLE – 4.25
87
Table Showing the Qualities are Necessary to perform the job:
S.No. Qualities Very MuchTo A Great
ExtentTo Some
Extent Not At All
a) Motivational skills 95 90 10 5
b) Communication Skills 100 95 5 0
c) Leadership 85 80 35 0
d) Time Management 95 95 5 5
e) Problem Solving 45 135 20 0
Hypothesis:
Hypothesis Ho:
Ho= There is no significant difference between the Qualities and Satisfaction.
Hypothesis H1:
H1= There is significant difference between Qualities and Satisfaction.
c= 4, r = 5
Option1 Option2 Option3 Option4 ∑ x ij ∑ x ij 2
Option1 2 15 9 10 36 410Option2 10 7 12 19 48 654Option3 5 16 18 5 44 630Option4 8 6 8 13 35 333Option5 6 7 10 14 37 381
88
∑ x ij 31 51 57 61 T=200 (∑∑ x ij)2
=2408∑ x ij 2 229 615 713 851 (∑∑ x ij)2
=2408
∑Tj2=312+512+572+612=10532
C=T2/rc=2002/4*5 =2000
SSC = (∑Tj2 /r)-C = (10532/5)-2000=106.4
SST= (∑∑ x ij)2 – C = 2408-2000=408
SSR= (∑Ti2/c) – C= (362+482+442+352+372/4)-2000 = 32.5
SSE=SST-SSC-SSR =408-106.4-32.5=269.1
ANOVA TABLE
Source of variation
Sum of squares
Degree of freedom
Mean square MS
Variation ratio F
Between columns
SSC=106.4 c-1=4-1=3 MSC=35.47 Fc=35.47/22.43=1.58
Between rows
SSR=32.5 r-1=5-1=4 MSR=8.13 Fr=22.43/8.13=2.76
Residual(error)
SSE=269.1 (c-1)( r-1)=3*4=12
MSE=22.43
Total SST=408 19
Table value for Fc (3, 12) at 5% level=3.49
Table value for Fr (4, 12) at 5% level=3.26
In both the cases, calculated value of F < the table value of F.
89
Therefore, the null hypothesis Ho is accepted.
INFERENCE:
From the above calculations we find that there is no significant
differences between the Qualities are Necessary to perform the job.
Therefore accept Ho.
FINDINGS
Objective Findings:
90
52% are satisfied with their Quality of Work Life
55% are to have a Great Extent about their Job Responsibility
52.5 are satisfied with their recognition and rewarding systems of the
organization
78% of the employees says that there is no Stress in the Organization
78% of the employees says that the organization Recognizes the
employees as individuals
52% of the respondents agreed that they are very good relationship with
the co-workers
Statistical Tools Findings:WEIGHTED AVERAGE METHOD
Majority of the respondents have given more Weightage to the
Relationship with your Subordinates and that employee says that they
Healthy Relationship with their Superiors
Majority of the respondents have given more Weightage to
Communication Skills after that Time Management, Motivational Skills
are very much necessary to perform in the job
Majority of the respondents have given more Weightage to Enough Space
to work, Space is very much necessary to perform in the work.
Majority of the respondents have given more Weightage to Job
Satisfaction, Job Satisfaction is very much necessary to perform in the
work.
Ranking Method
91
Career growth is given as Rank – 1, Job Security as Rank – 2 and as in
the row Job Satisfaction is given Last Preference.
Chi square Test
There is no significance relationship between the years of experience and opportunity to skills
ANOVA – 1
There is a significant difference between the recognition and rewarding system in the organization.
ANOVA – 2
There is no significant differences between the Qualities are Necessary to perform the job
92
SUGGESTIONS
The organization must focus on the interpersonal qualities and technical skills.
The organization must recognize the employees more as the individuals
The Rewarding and Recognition System must be improved in individual
achievements and participative decision making
Communication flow in the organization must be excellent.
Individual views must feed in to organization’s strategies.
Regular Feedback should be given to the employees at the right time.
Superior’s must listen to the employee’s problem.
Employees should be given more motivation. .
The problem solving skills of employees should be improved.
The Family welfare schemes and the recreation facilities must be provided to the
employees.
The organization timings must be flexible.
93
CONCLUSION
The study pertaining to Quality of Work Life (QWL) in Manufacturing Industry. A
questionnaire was prepared for the purpose of knowing the employee’s satisfaction in the
work life. The responses of the respondents are good and encouraging. The particulars of
questionnaires are analyzed on the bases of the collected data.
The organization provides a very healthy climate and also good superior – subordinate
relationship. Even though in some fields the management has to concentrate more and have
to adopt new measures in those fields. It will make them to yield more production as well as
it also makes the employees more involved in their work area. Formation of quality circles is
also recommended, to improve the overall performance of the organization.
From the above mentioned the Quality of Work Life in Samsung is Very Good.
BIBILIOGRAPHY94
1. V.S.P. Rao, “Human Resource Management”, 2nd edition, Excel books,
2005.
2. Uma Sekaran, “Research Methods of Business”, 4th edition, Wiley student
edition, 2007.
3. Halpin, Nick. "Work-Life Balance – an Overview." Work-Life Balance Centre.
The Counseling Service, The University of Dundee. 3 Apr. 2007
4. Work-Life Balance Defined. From www.worklifebalance.com, 2006. [67]
5. Clark, C S. "Job Stress." CQ Researcher. 4 Aug. 1994. CQ Researcher. 1 Mar.
2007 [63]
6. G.C.Beri, “Business Statistics”, 2nd edition, Tata McGraw-Hill Publishing
Company Limited, New Delhi.
7. Richard I. Levin, “Statistics for Management”, 7th edition, Prentice Hall India
Private Limited, New Delhi, 2005.
8. Kothari C.R., “Research Methods and Techniques”, Wishwa Prakashan
Publication, New Delhi, 1996.
9. C.B.Mamoria, s.v.Gankar, “Human Resource Management”,5th
edition ,Himalaya publishing house,2006
10. P.C.Tripati,” “Human Resource development”, 5th edition, sultan chant &
sons.
WEBSITES
95
1. www.citehr.com
2. www.google.com
3. www.yahoo.com
4. www.managementparadise.com
5. www.worklifebalance.com
A STUDY ON QUALITY OF WORK LIFE IN Samsung INDIA ELECTRONICS
96
I. Demographic Details
1. Gender : a) Male b) Female
2. Age :a) <25 b) 25-30 c) 31-35 d) 36-40 e) >40
3. Educational qualification :a) Graduate b) Post Graduate c) Professional d) Others
4. Number of Years of Experience :a) < 1 Year b) 1 – 2 Years c) 3 – 5 Years d) > 5 Years
5. Monthly Salary (in Rs.) :a) < 12000 b) 12000 – 15000 c) 15001 – 20000 d) > 20000
6. Designation at the time of joining in your Organization :
a) Executive b) Sr. Executive c) Technician d) Operators
II. Skills and Powers 7. Do you think the following qualities are necessary for performing the present job?
S.No Qualities Very Much
To A Great Extent
To Some Extent
Not At All
a) Motivational skillsb) Communication Skillsc) Leadershipd) Time Managemente) Problem Solving
8. Does your organization provide enough opportunity to develop your skills?
a) Always b) Usually c) Sometimes d) Rarely e) Never
9. Are you given an opportunity to express your individual skills?
a) Always b) Usually c) Sometimes d) Rarely e) Never
10. Do you have the requisite authoritative powers required to carry out your job?
a) Very much b) To a great extent c) To some extent d) Not at all
11. Do you have chance to use your personal initiative or judgment in carrying out your job?
a) Always b) Usually c) Sometimes d) Rarely e) Never
97
III. Recognition and Rewarding System
12. Do you think that the Organization recognizes the employees as individuals?a) Yes b) No
13. Mention your opinion on the recognition and rewarding systems for the following factors.
S.No FactorsRecognition Rewards
Yes No Yes No
a) Innovations and innovative ideasb) Individual achievementsc) Team Workd) Participative Decision Making
S.No. Factors Rank
a) Holiday Trip with Familyb) Special Incentive & Bonusc) Salary Incrementsd) Mementos & Cash Awardse) Material Giftsf) Retirement Schemesg) Promotionh) Job Securityi) Opportunity for Growthj) Participation in Decision making
14. Rank the following rewarding factors based on your preference (1 – 10) IV. Stress Factors
15. I) Did you find Stress like situation @ work place?a) Yes b) No (If No, go to the 20th question)
II) If yes, are you able to cope with your work place stress?a) Always b) Usually c) Sometimes d) Rarely e) Never
16. What are those interactions that cause stress in your job?a) Subordinates b) Superiors c) Customers d) Work e) others, specify _____
17. Does your work get affected because of stress?a) Always b) Usually c) Sometimes d) Rarely e) Never
18. Do you think training should be given to overcome stress? a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree
98
V. Work and Working Environment
19. Are you satisfied with your salary? a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied
20. Are you satisfied with the incentives you receive? a) Highly Satisfied b) Satisfied c) Neutral d) Dissatisfied e) Highly dissatisfied
21. 7. How big an impact work has on your personal life balance?a)Often b)Rarely c)Don’t know d)Sometimes e)Never
22. Indicate your level of satisfaction regarding various facilities provided at the office :Sl.No Factors Highly
SatisfiedSatisfied Neutral Dissatisfied Highly
Dissatisfieda. Spaceb. Lightingc. Ventilation d. Shelvese. Toiletsf. Telephoneg. Interneth. Drinking wateri. Interiorsj. Refreshment
22. To what extent do you have personal responsibility in your job?a) Very much b) To a great extent c) To some extent d) Never
VI. Employee Relationship
23. Do you believe that your superiors style support your work life balance? a) Sometimes b) Always c) Rarely d) Never
24. Indicate your opinion about the relationship with others:
5 – Very Healthy 4 – Healthy 3 - Neutral 2 – Unhealthy 1 – Very Unhealthy
S.No Factors 5 4 3 2 1
a. Relationship with your Superiors
b. Relationship with your Subordinates
c. Relationship with your Peers
25. QWL enables people to work better?a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly disagree
99
26. Based on your preferences rank the following attributes which have an impact on Quality of Work Life (1 – 12):
S.No. Attributes Ranka. Job Securityb. Recognition c. Rewarding Systemsd. Career Growthe. Flexi - Timef. Work and Working Environmentg. Relationship with othersh. Usage of Latest Information Technologyi. Skills and Powersj. Decision Making Authorityk. Job Satisfactionl. Individual Training
26. What could this organization do to help your Quality of work life?
_______________________________________________________________
THANK YOU SO MUCH!
100
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