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QUALITY OF WORK LIFE LEVERAGED TO
PERSONAL EFFECTIVENESS OF EMPLOYEES(Impact of Work Environment at Theme Exports Private Limited)
A Dissertation submitted in partial fulfillment of the requirement
for the award ofMBA Degree of Bangalore University
Submitted By
Carolyn Joshua
Register Number:
02XQCM6017
Under the guidance ofDr. V. Prakash
M.P. BIRLA INSTITUTE OF MANAGEMENT
Associate Bharatiya Vidya Bhavan
# 43, Race Course Road
Bangalore 560 001
2002-2004
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DECLARATION
I hereby declare that the research work embodied in the dissertation
entitled Quality of work life leveraged to personal effectiveness of
employees at Theme Exports Pvt. Ltd., Bangalore, has been carried
out by me under the guidance and supervision of Dr. V. Prakash,
Adjunct Professor, M.P. Birla Institute of Management, Bangalore.
I also declare that this dissertation has not been submitted to anyuniversity/ institution for the award of any Degree/ Diploma.
Place: Bangalore (CAROLYN JOSHUA)
Date: 7th Sept. 2004 Reg No: 02XQCM6017
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TO WHOMSOEVER IT MAY CONCERN
This is to certify that Ms. Carolyn Joshua of M.P. Birla Institute of Management (Associate
Bharatiya Vidya Bhavan), Bangalore University, has done a project in our company for two
months. The topic of the project is Quality of Work Life leveraged to personal effectiveness
of employees.
During her study, her conduct was very good. We wish her all the very best in future.
ForTheme Exports
Place: Bangalore Reuben Jacob
Date: 31st August 2004 Manager HR
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ACKNOWLEDGEMENT
I am happy to express my deep sense of gratitude to Mr. Nagesh
Malavalli, (Principal, M. P. Birla Institute of Management), and Mr.
Reuben Jacob (HR Manager, Theme Exports Pvt. Ltd.) for their
encouragement, guidance and many valuable ideas imparted to me
for my project.
I extend my sincere thanks to my guide Dr. V Prakash, Adjunct
Professor, M.P. Birla Institute of Management, for providing me all
the information required and the guidance throughout the project
without which this project would not have been possible.
I have gained a lot of knowledge, both theoretical and practical,
throughout the course of carrying out this project, I also learnt a
lot about the intricacies of the actual business world.
With special regards I would also like to sincerely thank all my
lecturers and friends for their help in completing my project
successfully.
(CAROLYN JOSHUA)
Reg No: 02XQCM6017
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CHAPTER CONTENTS PAGE NO.
EXECUTIVE SUMMARY 1
PART A (THEORITICAL SETTING)
1 INTRODUCTION1:1 Background of the Study 51:2 Statement of the Problem 121:3 Need and Significance of the Study 121:4 Objective of the Study 14
2 REVIEW OF LITERATURE2:1 Purpose of Review 152:2 Methodology 152:3 Conclusion 262.4 Benefits of the Literature Review 26
3 COMPANY PROFILE
4 METHODOLOGY4:1 Type of Research 354:2 Sampling Technique 354:3 Sample Size 354:4 Sample Description 364:5 Instrumentation Techniques 364:6 Actual Collection of Data 36
4:7 Tools used for testing hypothesis 374.8 Limitations of the Study 38
PART B (SURVEY FINDINGS)
5 PRESENTATION, ANALYSIS &INTERPRETATION
5:1 Hypothesis 395:2 Tables & Charts with Interpretation 49
PART C (CONCLUSIONS & RECOMMENDATIONS)
6 SUMMARY AND CONCLUSIONS6:1 Conclusions from the study 866:2 Implications of the Study 886:3 Directions for further research 90
ANNEXUREQuestionnaire 91Select Bibliography 96
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LIST OF TABLES
Table No. Table Depicting Page No.
H1.1 Impact of work environment on the productivity
of employees in the work place 39H1.2 Analysis using Chi-Square test 40
H2.1 Relationship between satisfaction of employeesand the quality of work life 41
H2.2 Analysis using Chi-Square test 42
H3.1 Satisfaction of employees with the welfare measuresprovided 43
H3.2 Analysis using Chi-Square test 44
1 Ratings of the welfare measures 49
2 Involvement in welfare policy 50
3 Management participation in employee welfare 51
4 Motive behind the provision of welfare measures 52
5 Impact of welfare measures on employer-employeerelationships 53
6 Usefulness of induction / training programmes 55
7.1 Encouragement given to suggestion schemes 56
7.2 Frequency of suggestions offered 57
8 Response to suggestions 59
9 Frequency of satisfaction surveys 60
10 Impact of work environment on performance 61
11 Employer-employee relationship 63
12 Time spent at the work place 64
13 Extent of problems caused by colleagues 65
14 Extent of Job security provided 66
15.1 Stress involved in work 67
15.2 Causes of stress 68
16 Stress relieving measures 69
17 Impact of work environment on productivity 71
18 Work environment and work behaviour 72
19 Chances of growth / promotion 73
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20 Impact of machinery / technology on QWL 75
21 Essence human resource for good work environment 77
22 Impact on physical conditions of work on behaviourand morale 78
23 Impact of favoritism / influence on the work environment 79
24 Importance given to employees 80
25 Importance given to openness and initiation at work 82
26.1 Satisfaction with the current work environment 83
26.2 Satisfaction level 84
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LIST OF CHARTS
Chart No. Chart Depicting Page No.
H1 Sanitation & cleanliness 45
H2 Workers safety measures 45
H3 Transport facility 46
H4 Provision for adequate rest hours, lunch break etc. 46
H5 Insurance schemes 47
H6 Provident fund, gratuity and pension 47
H7 Health & medical benefits 48
1 Ratings of the welfare measures 49
2 Involvement of employees in welfare policydecision making 50
3 Participation of management in the employeewelfare measures 51
4 If the welfare measures are provided only asa statutory compliance 52
5.1 Impact of welfare measures on employer-employee
relationship according to the male employeesin the company 53
5.2 Impact of welfare measures according to thefemale employees in the company 54
6 Usefulness of Induction and training programmesin the company 55
7.1 Encouragement given to suggestion schemes 56
7.2 Frequency of suggestions offered by male employeesin the company 57
7.3 Frequency of suggestions offered by female employeesin the company 58
8 Response of the Management to the suggestionsmade by the Employees 59
9 Frequency of employee satisfaction surveys conducted 60
10.1 Impact of work environment on performanceaccording to the male employees 61
10.2 Impact of work environment on performance
according to the female employees 6211 Relationship between the boss and the employee 63
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12 Time spent by employees at the work place 64
13 Problems faced with colleagues 65
14 Job security of employees 66
15.1 Stress involved in work 67
15.2 Various causes of stress 68
16.1 Stress-relievers for male employees 69
16.2 Stress-relievers for female employees 70
17 Relationship between work environment and productivity 71
18 Relationship between work environment and workbehaviour 72
19.1 Opportunities of promotion / growth for male employees
in the company 7319.2 Opportunities of promotion / growth for female employees
in the company 74
20.1 Necessity of machinery / technology for creation of goodQWL according to the male employees 75
20.2 Necessity of machinery / technology for creation of goodQWL according to the female employees 76
21 Essence of human resource for good work environment 77
22 Impact of physical conditions of work on behaviour andmorale of employees 78
23 Impact of favoritism / Influence on the work environment 79
24.1 Worth of male employees in the company 80
24.2 Worth of female employees in the company 81
25 Encouragement given to openness and innovation at work 82
26.1 Contentment of employees with the present workenvironment in the company 83
26.2 Satisfaction level of employees 84
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Theme Exports Pvt. Ltd.
M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
1
EXECUTIVE SUMMARY
BACKGROUND OF THE STUDY:
QWL is a comprehensive, department-wide program designed to enhance the work
environment by improving employee satisfaction, strengthening work place learning
and helping employees better manage change and transition.
Quality of Work life programs have become important in the work place for the
following reasons:
Increased women in the workforce
Social integration in the company
Increased responsibility for elders
Increased demands at work
Loss of long term employment guarantees
The need for enhanced work place skills
Greater competition for talent
The central idea of QWL is that balancing work and personal life is not merely
a matter of personal choice but a corporate responsibility in terms of:
Improving employee satisfaction
Strengthening work place learning
Better management of on-going change and transition
The concept ofQWL in India manifests itself in a variety of operational systems.
There is a need to probe deeply these operational systems. The available data on
these aspects is scanty and superficial which has prompted us to undertake this
research.
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Theme Exports Pvt. Ltd.
M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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PROBLEM STATEMENT:
Study of the impact of work environment on the quality of work life of employees in a
garment exporting company.
OBJECTIVES:
To understand the present work environment in the company.
To study the impact of work environment on the personal effectiveness of
employees in the work place
To examine the employee satisfaction level.
To find out if the satisfaction of employees in independent or dependent on
the quality of work life.
To find out areas of weakness and provide constructive suggestions.
RESEARCH METHODOLOGY
The nature of research was exploratory as well as diagnostic because the study
was aimed at exploring the impact of work environment on the quality of work life of
employees. This research is also aimed at recognizing the areas of improvement forTheme Exports.
Sample size: A total number of 100 employees were selected to elicit the data
required for the study.
Sampling technique:
The respondents were chosen on the basis of simple random sampling.
Simple Random Sampling is also known as probability sampling or chance
sampling.
Under this sampling design every item of the universe has an equal and fair
chance of inclusion in the sample. All choices being independent of one
another, it gives each possible sample combination an equal probability of
being chosen.
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Theme Exports Pvt. Ltd.
M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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Data collection and analysis:
Data used in this research is primary as well as secondary.
Instrumentation techniques:
Questionnaire: The primary data has been collected through questionnaires
which were administered to employees and personally filled by them.
Personal interview: This was required for classification of any ambiguous
answers from the employees.
LIMITATIONS OF THE STUDY:
This study pertains only to employees of Theme Exports.
The study is limited to the work environment and facilities provided by Theme
Exports.
Some questionnaires that I received were incomplete as a result could not be
included in the tabulation.
It is assumed that there is no influence of any person, for e.g. a colleague/
peer while filling the questionnaire.
As the perception level of the respondents has not been tested, it is assumed
that all of them have perceived the questions in the correct way.
EXPECTATIONS FROM THE STUDY:
To gain insight on the present level of quality of work life at Theme Exports.
To familiarize myself with all the domains that contribute to the over-all
assessment of quality of work life.
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Theme Exports Pvt. Ltd.
M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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FINDINGS FROM THE STUDY:
The male employees are found to be more prone to stress compared to their
female counterparts. The reason can be attributed to the fact that most men
suffer from peer pressure from their female counterparts, as the work involved
is usually considered to be of womens domain.
Both the male and female employees feel that work environment has an
impact on their performance.
The employees are found to be content with the present work environment in
the company.
The satisfaction of employees is dependent on the quality of work life.
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Theme Exports Pvt. Ltd.
M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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Theme Exports Pvt. Ltd.
M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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1.1BACKGROUND OF THE STUDY
Origin of the concept:
With the beginning of the Industrial Revolution in the nineteenth century, the
industrial worker had to adopt himself to machines that had become increasingly
independent of both human energy and human ingenuity for their operation.
Technology having not yet reached a high degree of refinement, the worker still
served as complement to the machine.
Towards the end of the nineteenth and the beginning of the twentieth century, the
role of the worker continued to evolve. This evolution was heading towards the strict
assimilation of the workers into the very operations of a machine. Although Taylor,
the father of Scientific Management (SM) had furnished the impetus, there were
number of individuals who were bringing the movement to its maturity along with a
number of dimensions.
In reaction to the obvious problems caused by simple repetitive jobs, the Human
Relations School, centered in U.S., attempted to draw upon the knowledge acquired
through disciplines of sociology and psychology and apply it to the day-to-day
industrial life.
The contributions of Maslow, Mcgregor, Herzberg and Trist were undoubtedly of
critical importance to the development of new concepts and new experimentalprocesses that would lower the antagonism of workers towards their work.
Maslows concept of need hierarchy has been given considerable importance in the
world of management. This theory provides significant clues to answer why well
remunerated employee is not motivated to carry out his responsibility? Once the
physiological needs are gratified, the higher order needs emerge and dominate the
behaviours.
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Theme Exports Pvt. Ltd.
M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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Building upon the work of Maslow, it became clear to Herzberg (1966), who was
greatly interested in the problems of work motivation, that the traditional methods for
division of labour used only a small portion of human potential. Since each workerhas many more skills to offer than those he is asked to perform, Herzberg wondered
to what extent a worker could derive his motivation to work from the task itself.
According to him when lower order needs are not satisfied the worker is likely to
feel unhappy, but the satisfaction of these needs does not necessarily make him
happy. A workers satisfaction can be increased only by motivators that satisfy higher
order. Herzberg isolated five motivators:
1. The need for achievement
2. Recognition by others
3. The work itself
4. Responsibility
5. The opportunity for advancement.
According to Herzberg, work organization should, therefore, seek to introduce these
motivators into the work situation. This laid the foundation for now well known
concepts of job enlargement and job enrichment During the same period another
group of researchers in Tavistock Institute of London focused on the integration of
technical as well as human and social dimensions of industry (The Socio- Technical
System). The concept her emphasizes that the optimization of the technical
production system may be undertaken currently with the optimization of the social
system, by mans of job constructed to satisfy human needs adequately. The socio-
technical approach fostered the idea that there appears to be a possible and
desirable alternative to the modes of work organization inherited from SM for a given
technology. There is not only one but several possible and effective ways of
organization work. Some of these offer better socio-technical combinations than
others and allow for improvement in the Quality of Work Life (QWL) without
sacrificing any of the organizational effectiveness of the enterprise.
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Theme Exports Pvt. Ltd.
M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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QWL is a comprehensive, department-wide program designed to enhance HHS'
service to the public by improving employee satisfaction, strengthening work place
learning and helping employees better manage change and transition.
Quality of Work Life consists of a whole parcel of terms & notions:
Industrial effectiveness
Human resource development
Organizational effectiveness
Work restructureJob enrichment
Socio-technical systems
Working humanization
Group work concept
Labour management co-operation
Working together, workers involvement; workers participation
Co-operative work structures
Walton (1974) one of the major interpreters of the Quality of Work Life movement
has proposed eight major conceptual areas for understanding. What this is all about:
Adequate and fair compensation
Safe and healthy environment
Development of human capacities
Growth and security
Social relevance
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Theme Exports Pvt. Ltd.
M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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QUALITY OF LIFE: A SYSTEMS MODEL
INPUT PERCEPTIONS / OPTIONS OUTPUT
Feedback
Shelter
Culture
Work
Family &Friends
Neighbohood/
Quality of Life/ Source ofWell-Being
Socio-EconomicConditions
Community
Health
Education
Spiritual
DemographicCharacteristics
- The University of Oklahoma School of Social Work
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M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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Linkage between Quality of Work Life
& Quality of Life
When we use the concept of work life, we do not exclude life. When we show our
preference for quality of work life, we include quality. By implication then we accept
that there is teleological justification for quality of life. It is by no means surprising
that social scientists, who are not directly immediately concerned with work redesign,
socio-technical systems or the quality of work life devoted to an organizational
setting only, describe their concern for the future of work on a more comprehensive
framework that do the applied behavioral scientists.
1. Within the organization itself, there is scope for extending critical
consciousness of the members from work place to their immediate
environmental context.
2. Employees of productive organization can become leading parts in influencing
the quality of decision-making planning process and implementation
machinery by their productive intervention.
3. The likely positive impact of the experiences of productive workers on the
style and the ethos of functioning of burgeoning government agencies can
bring about transformation in their organizational goals and priorities.
4. Quality of work life in micro-organizations can derive its substance and
broaden its horizon by drawing upon the insights of the quality of life
movements.
5. Need to perceive the life-sized burning problems which cast deepening
shadow of threats upon quality of life and work. Though slated in the end, we
emphatically maintain that this proposition is of utmost urgency to the
contemporary world. The contexts of the globalization of economic, political
and cultural malaise can no longer remain unquestioned and unexamined.]
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M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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The global economic crises are sought to be overcome by taking recourse to such
technological marvels as chips, robots and artificial investment are indeed massive.
But, at the end of it all, human labour is compelled to yield grounds for organizationalsurvival. This is harsh reality even if it tramples the right to work and human dignity.
Misery of labour at work is giving way to elimination of employees.
Proliferation of sophisticated and lethal arms and armaments customized in
clean bombs is yet another reality of the brutalization of human sensibilities and the
story can go on in this vein.
Whatever be our approach in specific situations, the survival of life and work
demands a fresh look and reformulation of our concepts and tools.
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M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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Relevance of Quality of Work Life (QWL) in India
Within the Indian context De (1976) has rightly pointed out that, quality of work life is
an indicator of how free the society is from exploitation, injustice, inequality,
oppression and restrictions on the continuity of growth of man, leading to his
development to the fullest. A decade later describing redesign efforts in India, he
points out that all workers were willing and able to move beyond their ascribed
roles and take on additional responsibility (1984). De, finally points out that, the
basic concept of the quality of work life will have to emanate from idea of liberation
from the entrapment of technology because it is the sovereign role of technology that
has so far determined the form of organization resulting in not only a segmented
work system but much more than that, a jaundiced view of the objective reality of
work and life (1984).
Although In India high unemployment makes any work attractive, however, three
critical elements do apply for organization to become more responsive.
1. Technological changes in work.
2. Educated entrance.
3. Market uncertainties
In the Indian context, we need to recognize employees economic, social and self-
actualization needs accordingly so that they could develop their potential qualities
and experience better Quality of Work Life (QWL).
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M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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1.2 STATEMENT OF THE PROBLEM
Employee welfare measures are provided in almost all organizations today. However
quality of work life goes beyond just welfare measures. Many studies have been
made on the quality of work life in software or high-tech companies, but very few
studies are conducted on the garment industry, especially one that mostly deals with
exports.
Therefore, this study intends to establish the impact of work environment on the
quality of work life of employees in a garment exporting company.
1.3 NEED & SIGNIFICANCE OF THE STUDY
Quality of Work life programs have become important in the work place for the
following reasons:
Increased women in the workforce
Social integration in the company
Increased responsibility for elders
Increased demands at work
Loss of long term employment guaranteesThe need for enhanced work place skills
Greater competition for talent
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Theme Exports Pvt. Ltd.
M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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QWL plans are designed at a minimum, to accomplish the following:
Improve communication with employees;
Strengthen family friendly programs;
Increase investment in work place learning;
Improve the effectiveness of supervisors and team leaders;
Evaluate the effectiveness of diversity management practices; and
Improve ability to manage change and transition.
The central idea of QWL is that balancing work and personal life is not merely a
matter of personal choice but a corporate responsibility in terms of:
Improving employee satisfaction
Strengthening work place learning
Better management of on-going change and transition
QOWL programs have been found to:
Improve work place morale
Encourage employee commitment
Support recruitment
Encourage retention
Enhance productivity
Reduce absenteeism; and
Maximize staff resources
The programs, policies and services offered through QOWL Programs:
a. Support faculty and staff efforts to manage the competing demands of work
and personal life,
b. Support health promotion and wellness, and
c. Express appreciation for faculty and staff contribution to the University,
highlight outstanding individual contributions, and recognize long term
commitment.
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Theme Exports Pvt. Ltd.
M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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The concept of QWL in India manifests itself in a variety of operational systems.
There is a need to probe deeply these operational systems. The available data on
these aspects is scanty and superficial which has prompted us to undertake this
research.
1.4 OBJECTIVES OF THE STUDY
The main objectives are:
To understand the present work environment in the company.
To study the impact of work environment on the personal effectiveness of
employees in the work place
To examine the employee satisfaction level.
To find out if the satisfaction of employees in independent or dependent on
the quality of work life.
To find out areas of weakness and provide constructive suggestions.
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Theme Exports Pvt. Ltd.
M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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Theme Exports Pvt. Ltd.
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2.1 PURPOSE OF REVIEW
Identify the problem statement; understand the secondary data that has been
gathered in this field of study. Attempt to make new findings on the problem
statement without reinventing what has already been done in this field of study.
2.2 METHODOLOGY
Review of the literature and different forms of information sources with secondary
data are:
Brochures
Company magazines and booklets
The internet
Articles
Publications
Type of research :
The research conducted is a combination of exploratory and descriptive. The
research was designed to find out the impact of work environment on the quality of
work life of employees at Theme Exports. This was done by collecting primary
data from supervisors/ department heads and descriptive study forms part of the
logical continuation of the exploratory research. Survey research was done throughquestionnaires.
Secondary data was provided by the organization (theme apparels) i.e.,
Information about the organization
List of department heads/supervisors
List of employees to whom the questionnaires could be administered.
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Theme Exports Pvt. Ltd.
M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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CASE 1: THE QUALITY OF WORK LIFE IN THE JAPANESE
SHIP-BULIDING INDUSTRY.
The study committee began by attempting to determine what the workers of the
Japanese ship-building industry have been truly looking for over the last ten years.
The workers under consideration were members of the labour unions of the ship-
building enterprises. Among the company and union committee members, it was not
long before consensus was reached as to the improvements which workers are truly
seeking. It was agreed and confirmed that improvements in the quality of work life in
the ship-building industry have taken place in the following areas:
Traditional working conditions
Employee benefits and services
Safety and health
Work restructuring schemes
Small-group activities
During the last decade, along with many other Japanese industries, ship-buildingexperienced high growth. This was accompanied by increased employment, with
many young workers added to the workforce. There was notable improvement in
wages and other working conditions as well as in employee benefits and service
programmes. The workforce benefited from widespread progress in basic safety
and hygiene conditions, and improvements took place in work organization.
Some of these developments were an outcome of union initiatives; others are
products of action taken by management.
These experiences of labour and management in the Japanese ship-building
industry can be summarized as:
a) First of all, it should be pointed out that the majority of the improvements of
the last ten years of high economic growth occurred in parallel. In other
words, improvements did not in any way take place in a vacuum. They
grew out of demands for better quality in all aspects of working life.
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M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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b) In the area of established working conditions, there were not only
improvements in terms of quantity during this period but attention should
also be drawn to the qualitative changes. It was during the same period
that a unification of blue and white collar wage systems, and issue of long
standing, was resolved.
c) At the same time, job integration, small group participative activities,
autonomous management, and other developments in work organization
definitely represent new progress set against the background of the
qualitative changes in the lives of workers during the past ten years or so.
The ship-building industry has to resign itself to continued stagnation. Both labour
and management of the ship-building industry will have to adopt measures for
diversifying operations into alternative types of equipment and products. Such efforts
and shifts in industrial structure and reorganization are already taking place at an
accelerating pace.
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M.P. Birla Institute of Management, Associate Bharatiya Vidya Bhavan
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CASE 2: THE HARDWARE CASE OF BHARAT HEAVY
ELECTRICALS LIMITED
The Heavy Electrical Equipment Plant located at Hardwar in northern India is one of
the production units of Bharat Heavy Electricals Limited. This is large public sector
unit employing over 9000 employees set up over 11 years ago with technical
collaboration from a similar plant located at Leningrad. The Executive Director of this
plant attended a quality of work life workshop in late 1974. A.K. Khosla, the person
concerned, was impressed and he invited a group of action researchers to try out
new forms of work organization in this unit. His concern was to improve the
employee motivation and morale along with technological innovations that he already
initiated with the objective of fulfilling the ever-increasing demands for electric power
in the country.
The external change agents organized a series of Workshops for
a) The trade union leaders with five distinct trade unions operating in the
plantb) Key managerial groups
c) Shop floor production managers and industrial engineers, with a view to
identifying internal change agents.
There was a series of intensive meetings with no holds barred and gradually the idea
of developing experimental sites got accepted. About six internal change agents
were also identified and they were exposed to socio-technical system literature andrequisite analytical skills. After some exploration in a number of shops it was found
desirable to start two simultaneous experiments in two shops- one fabricating the
upper part of the condenser unit and another the lower part. The key factors in
coming to this conclusion were the following:
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1. The product was crucial for the plant and, at the same time, it was a distinct
product with which an integrated work group could identify itself;
2. The two shop supervisors and their common superior, the manager, showed
active interest in the project;
3. The shop floor trade union leaders were generally of a positive organization
and they were also keen to try out the experiments.
A beginning was made in May, 1975. After a number of meetings with the concerned
workforce- around 30 in number in each group- it was decided to set up two task
teams from the two groups with rotating membership, except for two members who
because of their leadership abilities, continued as members. The concerned
supervisors were also members of the task force.
The workflow analysis was undertaken by the task force actively supported by the
internal resource persons and the external social scientists. The analysis identified
the various delay points and bottle necks in the work system. Having identified these
restraining forces, some steps were suggested:
1. Introduction of module system
2. Theoretical knowledge to take place
3. The members were free to rotate themselves and internal norms for
maintaining discipline.
4. The supervisor was released from routine supervised job so that he could
handle grievances problems of the members of the work team.
5. The members of the experimental groups were invited to different seminars to
share their experience.
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QUALITY OF WORK LIFE SURVEY LONG-FORM SURVEY RESULTS
Source: George Mason University, April 2000
In April 2000, the Quality of Work Life Task Force conducted a survey of George
Mason University employees to assess the quality of their work lives. This survey
included 73 structured questions, and was sent to a random sample of 600
employees across all job categories: adjunct, restricted, administrative, and tenure-
line faculty, classified staff, and wage employees. The survey achieved a high rate of
response (66%), indicating that the opportunity to speak out regarding the quality of
work life at GMU is important to many employees. A summary of the overall surveyfindings follows.
INSIGHTS FROM THE SURVEY
Overall job satisfaction at George Mason is reasonably high, with nearly two-
thirds (63%) saying they are either "satisfied" or "very satisfied." A similar
percentage agree or strongly agree that the quality of their work life is good.
Employee perceptions of organizational support and organizational
commitment at GMU are similar to what is found in other large organizations.
George Mason employees value their relationships with their coworkers and
rate them highly.
The work and family items on the survey suggest that GMU is doing a
reasonably good job of helping employees juggle work and family. Still, 34%
agree that the demands of work interfere with family life. The availability of on-
campus child care garners the most frequent "not satisfied" rating from
employees across the board.
Most employees express general satisfaction with their supervisors and do
not report this as a significant source of stress. At the same time, however,
responses to certain items imply that supervisors could have an important role
to play in addressing issues of great concern to staff and faculty (e.g.,
promoting recognition for special achievements).
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Employees at all levels value the autonomy of their jobs. This shows up in
several items, including satisfaction with flexible hours, the use of a variety of
skills, the opportunity to develop new ideas, and the chance to work
independently.
Work load is a significant source of stress for the entire sample, especially for
all faculty groups and classified employees. Overall, 62% cite work load as a
source of extreme or moderate stress.
A majority of classified staff and tenure-line, restricted, and administrative
faculty identify "institutional procedures and red tape" as sources of stress.
Lack of promotion opportunities or the review/promotion processes are
sources of stress to many employees.
A lack of "special recognition for achievements and milestones" was a source
of great dissatisfaction among classified and faculty employees (except
adjunct faculty). While there are university programs that reward outstanding
and exemplary performance, there is clearly a feeling that hard work is not
sufficiently recognized by the university.
Lack of home Internet access was cited by many employees, both faculty and
classified. In addition, classified employees were unsatisfied with
opportunities to work from home.
There are fairly large and statistically significant differences in the perceptions
of minority and non-minority employees at GMU, with minorities expressing
less satisfaction and greater levels of stress on many items. These
differences are not just a function of differences in job type or compensation
plan.Transportation and parking are commonly heard complaints on campus. In
this survey, they were mentioned as sources of "extreme" or "moderate"
stress by a large minority of respondents.
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ALL WORK, NO PLAYNO MORE: CHAINS OFFER QUALITY-OF-LIFE
GUARANTEES TO KEEP MANAGERS HAPPY - NRN SPECIAL REPORT
Source: Nations Restaurant News, Nov 24, 2003 by Milford Prewitt
For years, management recruiters from WalMart, the Gap, Banana Republic,
Staples, CVS, Circuit City and other huge retailers have targeted foodservice
managers to fill their open positions.
Aware that many restaurant general managers are accustomed to grueling 70-hour
workweeks, the retailers offered some big quality-of-life inducements, including
workweeks of 50 hours or less, many weekends and holidays off, no late hours and
flexible scheduling to lure them away from the restaurant industry. But the industry's
vulnerability to such offers is diminishing. Recognizing a growing desire by many
Americans to shed their workaholic tendencies in favor of more vacation and family
time, several restaurant chains are stopping the defection of unit managers to other
fields by instituting quality-of-life guarantees that were unheard of in foodservice just
a few years ago.
More important, many human-resources directors and chief executives report that
unit-manager retention is improving, because their companies are investing in
policies, perks and activities that acknowledge there is far more to life than managing
restaurants.
At Corpus Christi, Texas-based Whataburger, there are no salaries in the classic
sense. Instead, general managers set the goals to be achieved by their units and
then draw amounts from a pool of money based on unit-level profitability, good
customer service scores, hourly retention rates and other factors during the quarter.
For many managers that means pocketing annually $140,000 or more.
Phil Greifeld, president and chief executive of Huddle House, agreed that if
employers hire people with the right attitude to begin with, retention and quality of life
are much easier to achieve. While his approach may not be as exacting as
Applebee's, Greifeld says he has a sure-fire method to tell if he is on the right track in
hiring managers.
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The behavior traits and competencies Greifeld and Prutsman look for in hiring the
right general manager can be measured by behavioral experts in various kinds of
tests, even though the attributes--like people skills, energy and initiative--are difficult
to quantify in most circumstances.
Batrus Hollweg International, a behavior-assessment firm that specializes in
determining if job applicants are mentally, emotionally and socially suited to become
restaurant managers, area managers and regional managers, uses tests and
screening methods to predict the likelihood of success for job candidates seeking
such jobs.
Among the traits, or key competencies, that Batrus Hollweg assesses are leadership,
initiative, stress tolerance, energy level and other usually immeasurable qualities for
dealing with the daily unpredictability of running a restaurant. But even if the
applicant for a general-manager position scores well in the evaluation, employers
have to be honest and not stray from the promises they offer the manager once
they've agreed to hire him or her, observers remind.
Rich Waring, director of team and organizational assessments for Batrus Hollweg,
says one of the leading reasons unit managers are most likely to resign is that the
employer fails to deliver the quality-of-life perks promised at the time of hire.
"We found in our research that what drives a person to stay with a company is the
degree to which the company is successful in delivering on the commitments it made
during the job preview," he says.'"
Safe work environments that are free of sexual harassment or discrimination and
boast diversity also play a powerful role in helping to retain managers.
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LIFE BEYOND WORK
By Radhika Bhalla
SOURCE: HUMAN CAPITAL
Balancing work and personal life is a matter of personal choices.
Times have really changed. In the good old days, you used to get up to the noise of
children. Now you get up to find post-it. That's the only way left to communicate with
the family. Everything that was to help us create work life balance is actually creating
more time to work. Who says the balance does not exist? Its just that the scales are
tilted more in favour of work!
Give it a thought. Today we have offices that could pass off as five star hotels where
all you need to do is dream and the chances are that it would come true. You can
order food from your favorite restaurant when you are working late, take a dip in the
pool to freshen after a days work, stroll across the corridor to the office gym to
stretch those muscles that seem to have become immobile being in that office chair!
Work becomes home... Would it not make more sense to provide employees with
memberships of clubs near their houses? At least they would go home, pick up their
families and play in the evenings! The responsibility of the organization does not end
at providing a day care center and a 'spouse day out' scheme. The aim should be to
help employees manage their time so that work forgotten at 5:30 pm and people
rush home to their families. Technology has, in all possible ways, invaded the realms
of privacy. Today you can be reached on your mobile, email and fax beyond office
hours and the convenient laptop makes carrying work home a fad. The trick is to
beat technology by employing age-old techniques of time management.
Since we have diluted the fine lines between work and personal life, I would suggest
that organizations enter personal life completely. Earlier we had career fairs, now
let's have dating services where organizations can create conditions for unmarried
employees to socialize and interact. Who has the time to meet people outside
working hours anyway!
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There was a time when offices spoke of organizing summer camps for children.
Today this may become a reality, because we don't have time to take long breaks or
because there are sudden deadlines to meet. The techno-concept of virtual offices
makes the dream of peaceful, uninterrupted vacations a virtual unreality because my
fax, computer and mobile accompany me everywhere.
The flexible work practices are truly flexible. I now have the flexibility to work even at
10:00 pm. I have the office keys! And don't forgot that we work just 5 days officially,
the 6th and 7th come because my work is not over. Not many people would try and
ask themselves why work is not getting over. We would automatically put it aside asa procedural error - 'I still have mails to reply', 'My colleague could not submit his part
of the work so I am stuck', or the most common 'I begin work only in the afternoon'.
We need to manage our time. More importantly, organizations need to manage their
procedures. The number of employees working late is an indicator of organizational
inefficiency, not employee efficiency.
But are organizations really to blame if employees cannot manage time, if they want
to sit in office till late and carry work home? We are talking about adults who make
their own choices. There are all kinds of people, some who love working and would
rather do that all day, others like to forget about work after office hours. The best the
organization can do is provide alternatives and the rest is really a matter of personal
choice. How often have we heard the argument that quality time is better than
quantity time? How often do we hear people use it to explain their absence from
home and family? It is valid in its own right and unquestionable.
Balancing work and personal life expands to include a subjective meaning. Its how I
want to define the balance, how I want to run my life, how many hours I want to work
and how much work I want to carry home. Its an egocentric concept, the satisfaction
and realization of which is a matter of individual inference and experience.
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2.3 CONCLUSION
The literature review has been very useful and informative as it has thrown light on
the research and articles that have been written on various welfare measures that
are being provided to the employees of Theme Apparels.
Moreover it has helped in identifying the degree of research that has been already
done on the subject. It helps to identify areas for further exploratory research.
2.4 BENEFITS FROM THE LITERATURE REVIEW
The literature review has helped me in a number of ways. It has made my topic more
interesting and has thrown light on various aspects of quality of work life. The
literature review helped in identifying various employee welfare measures and their
significance on the quality of work life of employees. It gives insight on the best
practices of other companies. It enables us to understand what Quality of Work Life
means and how it affects the employees in an organization. Literature review gives
us insight on how work environment influences the productivity of an employee. It
throws light on the areas where the organization is lacking with regard to providing
employee satisfaction. Literature review creates a trigger point for dramatic and
drastic changes in the organization.
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INTRODUCTION
Theme Exports was established in 1988 at Bombay and subsequently moved to
Bangalore in 1993. It mainly manufactures and exports ready to wear apparel. It is
one of the few companies which have its own production units in both Wovens &
Knits set up in Bangalore and also have a network of offices in Tirupur and Mumbai.
The company has an experience of 12 years in this field and has established itself in
Australia, U.S, and E.E.C. markets. The company specializes in Mens, Ladies and
Childrens casual & fashion wear.
The approximate annual sales volume is US $5 Million and the approximate annual
in house production capacity is: Wovens 1,000,000 units. Knits 750,000 units.
The office and factories are fully equipped with modern technology and
communication systems to suit the current competitive scenario to the complete
satisfaction of our customers. Theme Exports, has a qualified team of
Merchandisers & Quality Controllers and hence assure our customers of clear &
timely communication and quality products.
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DIVISIONS
The organization comprises of three manufacturing units - two of Wovens and one of
Knits. The approximate annual sales volume is US $5 Million and the approximate
annual in house production capacity is:
Wovens - 10,00,000 units.
Knits - 7,50,000 units.
The layout of the three factories is:
Unit 1.M/s.Theme Exports (Wovens)
Area : 20,000 sq. ft.
Machines : 248 nos.
9 colour 20 head Tajima embroidery machine
Workers : 362 nos.
Unit 2 M/s Garments (India) (Wovens)
Area : 12,000 sq. ft.
Machines : 157 nos.
Workers : 260 nos.
Unit 3 M/sTexknit Exports Pvt. Ltd.(Knits)
Area : 8,000 sq.ft.
Machines : 69 nos.
Workers : 120 nos.
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Hence the total no. of machines are 500 and the total work strength is of 900
workers. Further, the management, production & office team comprises of 60 staffmembers.
The product range includes Men's Shirts/ Casual Trousers & Shorts, Ladies'
Blouses/ Shorts/ Dresses/ Rompers/ Skirts/ Vests and all Children's wear in wovens.
In knits, it includes T-shirts, Polo's, Dresses, Shirts and a range of Ladies' Nightwear.
The production lead-time is 90 - 120 days.
We have a specialized network of fabric sources which includes in the wovens,100% Cotton & Cotton Blended Yarn Dyed fabrics from the Power loom sector in
South India - Salem, Erode & Coimbatore where it has fabrics Q.C's locally stationed
for follow-ups & inspections. Mill made Yarn Dyes, Prints & Jacquards in 100%
Cotton & Blends are sourced from Ahmedabad & Surat for which the follow-up &
inspections is taken care of by the office in Mumbai. In knits the fabric strengths are
in Fancy Jacquards & Velours from Ludhiana & Delhi and Jersey, Ribs, Interlock,
Piques, Yarn Dyes in Cotton & Blends which is sourced from Tirupur & Mumbai. TheQuality Control teams in Tirupur, Bangalore & Mumbai, control this.
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CLIENTS
Theme Exportsclientele includes reputed buyers like
U.S.A. :-
J C Penny
Gloria Vanderbuilt
VF Corporation
Maggie & Max
Insomnia etc.
Canada, E.C - Arrow,
France - Marcel Bauer / Zannier,
Netherlands - Bijenkorf ,
Finland - L .Trading.
AIMS AND OBJECTS
To cater to the best labels with professionalism and be able to offer Q.P.D (Quality,
Price & Delivery)
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WORK CULTURE
We follow four simple rules.
Human regulations:
Government Laws for labour minimum wages,
Overtime, ESI, PF, Bonus & Incentives and clean
environment for working.
Human Safety:
Preventive maintenance on equipment to ensure the equipment doesn't injure the
operators, excess lightning to reduce strain and fatigue in the eyes, minimum two
exits in every building with broad passages in between batches for easy
movement regularly and in times of emergency, fire extinguishers for all types of
fires, evacuation plans, first aid kits, fire alarms, all factory wiring with circuit
breakers, MCB's, ELCB's etc.
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FABRICS:
The fabric team consists of 4 technical people and down the line people with
Communication:
The company believes in responding to all
communication on the same day. The office rule is no
paper to be left for tomorrow. If they don't have an
answer there is an acknowledgment and mention of
reverting the next day.
Product Quality:
This rule is no longer a rule it is a way of life now,
surprisingly no one organization now talks about quality,
it just has to be good. There are no two ways or any
quality. Hence the rule goes if the goods have a problem
it is not shipped which, till date has never happened.
experience. From Madurai to Salem and from Ahmedabad, China & Taiwan, not
forgetting from Bombay to Calcutta, have been dealing with fabrics of all kinds.
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LABORATORY:
The in house testing facility for shrinkage, dimensional
stability, crocking etc ensures the quality confidence for
every lot of fabric that comes in-house
EMBROIDERY:
In-house 9 color 20 head Tajima computerized
embroidery machine. The company specializes in
complicate computerized as well as hand embroidered
garments.
EQUIPMENTS:
State of Art direct drive machines, lock stitch, button
machines, Bartac, Double Needles, Fusing, Form
Finishers, Snap Button Attaching, Feed of the Arm, 5
thread over locks and a lot more.
SAMPLING:
Consists of 4 masters with 15 machines with assistants for a quick turn around of
perfect samples.
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PRODUCTION:
A humble capacity of 14 batches each headed by a batch
supervisor, Asst. supervisor and 2 quality controllers in
between to ensure perfect parts attaching, then there is a
final batch quality controllers at the end, goods move to
the finishing section which again is headed by the
finishing in-charge who has assistance in all areas like
Button hole, Button Attaching, Trimming, Pre Ironing
inspection, Ironing, Post Ironing IE Final Inspections, Folding, Sorting, Bundling &
Carton making.
OFFICE SYSTEM:
The company is decentralized into the following departments, Merchandising,Accounts, Documentation, Personal, Purchase & EDPC (Electronic Data Processing
& Communication).
Each department has a head of the department and a group in each department
which compliments each other in times of absence. The atmosphere is more like one
family with a feeling of no matter who hoots the goal as long as our team achieves it.
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4.1 TYPE OF RESEARCH
The nature of research was exploratory as well as diagnostic because the study was
aimed at exploring the impact of work environment on the quality of work life of
employees. This research is also aimed at recognizing the areas of improvement for
Theme Exports.
4.2 SAMPLING TECHNIQUE
The respondents were chosen on the basis of simple random sampling. Simple
Random Sampling is also known as probability sampling or chance sampling.
Under this sampling design every item of the universe has an equal and fair chance
of inclusion in the sample. All choices being independent of one another, it gives
each possible sample combination an equal probability of being chosen.
4.3 SAMPLE SIZE
In a HR research, where the number of employees in an organization are more, it is
difficult to cover the entire population and cannot be enumerated. Keeping in mind
that a large population would involve a great deal of time and considerable amount
of resources to be expensed, to facilitate analysis a sample survey is preferred. In a
sample survey only a unit of the entire population is selected for analysis and sample
interpretations are generalized into population characteristics.
A total number of 100 employees were selected to elicit the data required for the
study.
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4.4 SAMPLE DESCRIPTION
The sample of 100 employees are selected for the purpose of survey and analysis,
of which 28 are male employees and the remaining 72 are female employees. The
type of sampling used is simple random sampling or chance sampling.
4.5 INSTRUMENTATION TECHNIQUES
Questionnaire: The primary data has been collected through questionnaires which
were administered to employees and personally filled by them.
Personal interview: This was required for classification of any ambiguous answers
from the employees.
4.6 ACTUAL COLLECTION OF DATA
Data collection and analysis
The task of data analysis begins after the research problem has been defined and
the design chalked out. It is the process of collecting appropriate data that yields the
desired results.
Data used in this research is primary as well as secondary.
Primary data is that data that is been collected for the very first time. In this study,
the primary data was collected by administering a detailed questionnaire to the
sample employee population .
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Secondary data is the data that has already been collected by someone else for
some earlier research. In this study, the secondary data is collected from the internet
and literature published by the organization.
4.7 TOOLS USED FOR TESTING OF HYPOTHESIS
The project used non-parametric test (Chi-square Test). Chi-square test is a
measure based on cross-tabulation that gives us a standard to evaluate the
significance of bivariate relationships. It has a test based on the notion of statistical
inference (from sample to population).
The choice of Chi-Square test was found necessary because the response data is
not normally distributed. It is also ideal to use Chi-Square because the sample
populations responses are independent i.e. the occurrence of one response does
not have any bearing on the next response.
Chi-Square testing allows us to work out whether there is a significant difference
between the expected distribution of a set of values and its actual distribution.
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4.8 LIMITATIONS OF THE STUDY
This study pertains only to employees of Theme Exports.
The study is limited to the work environment and facilities provided by Theme
Exports.
Some questionnaires that I received were incomplete as a result could not be
included in the tabulation.
It is assumed that there is no influence of any person, for e.g. a colleague/
peer while filling the questionnaire.
As the perception level of the respondents has not been tested, it is assumed
that all of them have perceived the questions in the correct way.
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5.1 HYPOTHESIS
HYPOTHESIS 1
Null Hypothesis ( Ho )
Work Environment has an impact on the productivity of employees in the work
place.
Alternate Hypothesis ( H1 )
Work Environment does not have an impact on the productivity of employees
in the work place.
TABLE H1.1
TABLE SHOWING THE IMPACT OF WORK ENVIRONMENT ON THE
PRODUCTIVITY OF EMPLOYEES IN THE WORK PLACE.
CATEGORY MALE FEMALE TOTAL
Yes 26 69 95
No 2 3 5
TOTAL 28 72 100
Source: Field Investigation
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TABLE H1.2
ANALYSIS USING CHI-SQUARE TEST
Observed(O) Expected(E) O - E (O - E)^2 (O - E)^2/E
26 26.6 -0.6 0.36 0.014
69 68.4 0.6 0.36 0.005
2 1.4 0.6 0.36 0.257
3 3.6 -0.6 0.36 0.1
0.376
Degree of Freedom = (Row 1)* (Column 1) = 1
Here the calculated chi-square = 0.376
At 5% level of significance the Chi-square Table value is 3.841 @ 1 degree of
freedom. Hence, since the calculated value < table value, the null hypothesis is
accepted.
Therefore, we can say that the work environment has a significant impact on
the productivity of employees (irrespective of male and female) in the work
place.
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HYPOTHESIS 2
Null Hypothesis:
Satisfaction of employees is independent of the quality of work life.
Alternate Hypothesis:
Satisfaction of employees is dependent on the quality of work life.
TABLE H2.1
TABLE SHOWING THE RELATIONSHIP BETWEEN SATISFACTION OF
EMPLOYEES AND THE QUALITY OF WORK LIFE
CATEGORY MALE FEMALE TOTAL
Yes 108 312 420
No 32 48 80
TOTAL 140 360 500
Source: Field Investigation
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TABLE H2.2
ANALYSIS USING CHI-SQUARE TEST
Observed(O) Expected(E) O - E (O -E)^2 (O - E)^2/E
108 117.6 -9.6 92.16 0.78
312 302.4 9.6 92.16 0.3
32 22.4 9.6 92.16 4.11
48 57.6 -9.6 92.16 1.6
6.79
Degree of Freedom = (Row 1) * (Column 1) = 1
Here the calculated chi-square = 6.79
At 5% level of significance the Chi-Square Table value is 3.841 at 1 degree of
freedom. Hence the Alternate Hypothesis is accepted and the Null Hypothesis is
rejected.
Therefore, from the chi-square test we can say that the satisfaction of both
male and female employees of Theme Exports is dependent on the quality of
work life. There is high rate of dependency between quality of work life and
satisfaction of employees.
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HYPOTHESIS 3
Null Hypothesis:
The employees are satisfied with the welfare measures provided by Theme
Exports.
Alternate Hypothesis:
The employees are not satisfied with the welfare measures provided by
Theme Exports.
TABLE H3.1
TABLE SHOWING THE SATISFACTION OF EMPLOYEES WITH THE WELFARE
MEASURES PROVIDED.
CATEGORY MALE FEMALE TOTAL
Yes 22 63 85
No 6 9 15
TOTAL 28 72 100
Source: Field Investigation
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TABLE H3.2
ANALYSIS USING CHI-SQUARE TEST
Observed(O) Expected(E) O - E (O - E)^2 (O - E)^2/E
22 23.8 -1.8 3.24 0.14
63 61.2 1.8 3.24 0.05
6 4.2 1.8 3.24 0.77
9 10.8 -1.8 3.24 0.3
1.26
Degree of Freedom = (Row 1) * (Column 1) = 1
Here the calculated chi-square = 1.26
At 5% level of significance the Chi-Square Table value is 3.841 at 1 degree of
freedom. Since the calculated value< table value, the alternate hypothesis is rejected
and the null hypothesis is accepted.
Therefore, based on the chi-square test conducted above, we can say that most of
the employees are satisfied with the welfare measures provided by Theme Exports.
Both male and female employees express the same opinion.
The employees response has been collected on the following seven welfare
measures and a consolidated table has been prepared to test for Chi-Square. The
employees response as to whether or not they are satisfied with the different welfare
measures provided by the company is reflected in the following charts.
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CHART H1
SANITATION & CLEANLINESS
Yes
83%
No
17%
CHART H2
WORKERS' SAFETY MEASURES
Yes
82%
No
18%
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CHART H3
TRANSPORT FACILITY
Yes
73%
No
27%
CHART H4
PROVISION FOR ADEQUATE REST
HOURS, LUNCH BREAK Etc.
Yes
86%
No
14%
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CHART H5
INSURANCE SCHEMES
Yes
92%
No
8%
CHART H6
PROVIDENT FUND, GRATUITY &
PENSION
Yes
90%
No
10%
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CHART H7
H E A L T H & M E D IC A L B E N E F IT S
Yes
87%
N o
13%
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5.2 TABLES AND CHARTS WITH INTERPRETATION
TABLE 1
CLASSIFYING THE RATINGS OF THE WELFARE MEASURES
CATEGORY MALE FEMALE TOTAL PERCENTAGE
Excellent 4 4 8 8%
Satisfied 8 8 16 16%
Good 16 60 76 76%
Poor 0 0 0 0%TOTAL 28 72 100 100%
Source: Field Investigation
CHART 1
SHOWING THE RATING OF THE WELFARE MEASURES
T he ratings of w elfare m easures provided by the com pany.
0
10
20
30
40
50
60
70
E xcellent S atisfied G ood P oor
C ategory
R
espon
den
t
0%
10%
20%
30%
40%
50%
60%
70%
80%
P
ercen
tag
M A L E F E M A L E P E R C E N T A G E
INTERPRETATION:
Most of the employees at Theme Exports are happy with the welfare measures
being provided to them, with 76% of the responses adhering to the response Good.
8% of the employees feel that the company provides excellent welfare measures and
16% of the respondents are satisfied. However, none of the employees (both male
and female) are dissatisfied with the number of responses for Poor being null.
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TABLE 2
SHOWING THE INVOLVEMENT IN WELFARE POLICY
CATEGORY MALE FEMALE TOTAL PERCENTAGE
Yes 8 12 20 20%
No 20 56 76 76%
Can't say 0 4 4 4%
TOTAL 28 72 100 100%
Source: Field Investigation
CHART 2
CHART DEPICTING THE INVOLVEMENT OF EMPLOYEES IN WELFARE
POLICY DECISION MAKING
8
20
0
12
56
4
20
76
4
0
20
40
60
80
Respondents
MALE FEMALE TOTAL
Involvement of employees in welfare policy decision making.
Yes No Can't say
L
INTERPRETATION:
Majority of the employees i.e.76%, at Theme Exports are not involved in the
process of welfare policy decision making. 20% of the employees state that they are
part of the decision making process. Only a few employees i.e. 4% , are not sure if
they are actively/ passively or not involved at all in the decision making process.
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TABLE 3
TABLE SHOWING THE MANAGEMENT PARICIPATION
IN EMPLOYEE WELFARE
CATEGORY MALE FEMALE TOTAL PERCENTAGE
Yes 20 60 80 80%
No 8 12 20 20%
TOTAL 28 72 100 100%
Source: Field Investigation
CHART 3
CHART DEPICTING THE PARTICIPATION OF MANAGEMENT IN THE
EMPLOYEE WELFARE MEASURES
0
10
20
30
40
5060
No.ofrespondents
MALE FEMALE
Top management participation in the employee welfare measures
Yes No
INTERPRETATION:
Management participation in employee welfare measures is very important in todays
day and age. Most of the employees i.e. 80%, at Theme Exports feel that their top
management actively participates in improving their welfare. However, 20% of the
employees feel that their top management is isolated from their welfare facilities and
measures.
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TABLE 4
TABLE CLASSIFYING THE MOTIVE BEHIND THE PROVISION
OF WELFARE MEASURES
CATEGORY MALE FEMALE TOTAL PERCENTAGE
Yes 7 15 22 22%
No 17 45 62 62%
Not Sure 4 12 16 16%
TOTAL 28 72 100 100%
Source: Field Investigation
CHART 4
CHART ASSESSING IF THE WELFARE MEASURES ARE PROVIDED ONLY AS
A STATUTORY COMPLIANCE
INTERPRETATION:
elfare measures are provided by all companies, but some companies provide it
nly to meet the legal guidelines of the government. At Theme Exports, 62% of the
mployees feel that the company provides welfare measures not just as a statutory
ompliance, but also because they care about their employees. However, 22% feel
at the provision of welfare facilities is only to meet legal constraints and the
maining 16% are not sure.
A R E W E LFA R E M E A S U R E S PR O V ID E D O N LY A S A S T A T U T O R Y
C O M PLIA N C E?
7
17
4
15
4 5
12
Y es
N o
N ot S ure
N o. of responde nts
M A LE FE M A LE
W
o
e
c
th
re
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TABLE 5
TABLE SHOWING THE IMPACT OF WELFARE MEASURES
ON EMPLOYER-EMPLOYEE RELATIONSHIP
MALE FEMALE TOTAL %AGECATEGORY
Very Essential 8 24 32 32%
Essential 16 40 56 56%
Not Essential 4 4 8 8%
Not Sure 0 4 4 4%
TOTAL 28 72 100 100%
Source: Field Investigation
CHART 5.1
CHART DEPICTING THE IMPACT OF WELFARE MEASURES
INTERPRETATION:
Provision for welfare measures helps to build a strong bond between employer and
employees. 57% of the male employees at Theme Exports, strongly agree with this
statement and 29% feel it is essential. 14% of the male employees do not agree that
welfare measures are needed for harmonious employer-employee relationship.
ON EMPLOYER- EMPLOYEE RELATIONSHIP ACCORDING
TO THE MALE EMPLOYEES
MA
%
57%
% 0%
LE
2914
Very Essential Essential Not Essential Not Sure
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CHART- 5.2
CHART DEPICTING THE IMPACT OF WELFARE MEASURES ACCORDING TO
THE FEMALE EMPLOYEES IN THE COMPANY
FEMALE
33%6% 6%
55%
Very Essential Essential Not Essential Not Sure
INTERPRETATION:
Most of the female employees i.e. elfare measures as a force that ise
essential and 6% the ties between
e employ er think that there is
o correlat ee
lationshi
55%, consider wssential to build employer-employee relationship. 33% of the women think it is very
are not sure of the impact of welfare measures on
th er and employee. 6% of the female employees howev
ion between welfare measures and harmonious employer-employ
p.
n
re
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TABLE 6
TABLE SHOWING THE USEFULNESSOF
INDUCTION / TRAINING PROGRAMMES
CATEGORY MALE FEMALE TOTAL PERCENTAGE
YES 20 60 80 80%
NO 8 12 20 20%
TOTAL 28 72 100 100%
Source: Field Investigation
CHART - 6
CHART DEPICTING THE USEFULNESS OF INDUCTION AND TRAINING
PROGRAMMES IN THE COMPANY
INTERPRETATION:
Induction and Training programmes enable employees to develop the skill sets
required for superior performance. At Theme Exports, 80% of the employees find
the induction and training programmes useful. 20% of the employees do not find the
induction and training programmes conducted in their company useful. The training
programmes may not be meeting the requirements of the employees.
Y ES
N OMALE FEMALE
MALE
FEMALE
0
100
U S E FU LN E S S O F IN D U C T IO N A N D T R A IN IN G
PRO G RA M M ES
Y ES N O
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T
TABLE SHOWING T STION SCHEMES
CATEGORY
ABLE 7.1
HE ENCOURAGEMENT GIVEN TO SUGGE
MALE FEMALE TOTAL PERCENTAGE
Yes 20 64 84 84%
No 8 8 16 16%
28 72 10 100%
Source: Fie vestiga
CHART 7.1CHART DEPICTING THE ENCOURAGEMENT
TER
are innovative instruments to gather feedback from the
ld In tion
TOTAL 0
GIVEN TO SUGGESTION SCHEMES
PRETATION:
208 64
8
0
50
100
Respondents
MALE FEMALE
ENCOURAGEMENT OF SUGGESTION SCHEMES
Yes No
IN
Suggestion schemes
employees. 84% of the employees at Theme Exports, feel that the suggestion
schemes are encouraged by their company but the remaining 16% of the employees
think otherwise.
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TABLE 7.2
TABLE CLASSIFYING THE FREQUENCY OFSUGGESTIONS OFFERED
CATEGORY ALE LE LM FEMA TOTA %AGE
56%
3 36%
8 8%
Once a month 16 40 56
Once in 2/3 months 8 28 6
Once in 6 months 4 4
Others, specify 0 0%0 0
TOTAL 28 72 100 100%
Source: Field Investigation
INTERPRETATION:
According to 57% of the male employees at Theme Exports, suggestions are
usually offered once a month. 29% offer suggestions once in 2 or 3 months and the
remaining 14% share their valuable suggestions once in 6 months.
CHART 7.2
CHART DEPICTING THE FREQUENCY OF SUGGESTIONS OFFERED BY MALE
EMPLOYEES IN THE COMPANY
MALE
168
4 0
Once a month Once in 2/3 months
Once in 6 months Others, specify
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CHART DEPICTING THE FREQUENCY OF SUGGESTIONS OFFERED BY
ALE E EE CO
TERPR
imilarly,
uggestio
nce in ed at
heme E
eas, w
ompetito
CHART 7.3
FEM MPLOY S IN THE MPANY
Once a month Once in 2/3 months
Once in 6 months Others, speci fy
FEMALE
4028
4 0
IN ETATION:
as with the male employees, most of the female employees i.e. 56%, offer
ns once in 2 or 3 months and the remaining 5 % share their suggestions
every 6 months. The frequency of suggestions should be increas
xports, which will help the company to get some new and innovative
hich in turn can help it to create a competitive advantage against
rs.
S
s
o
T
id
c
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EGORY MALE FEMALE TOTAL PERCENTAGE
TABLE 8
TABLE SHOWING THE RESPONSE TO SUGGESTIONS
CAT
60
16 60 76 76%
4 4 8 8%
Not sure 8 8 16 16%
28 72 100 100%
Source: Field Investigation
CHART 8
CHART SHOWING THE RESPONSE OF THE MANAGEMENT TO
THE SUGGESTIONS MADE BY THE EMPLOYEES
RES PO N S E T O S U G G E ST IO N S
Yes
No
TOTAL
TERPRETATION:
he management should exhibit a positive attitude towards the suggestions offered
y the employees. Most of the employees i.e. 76%, at Theme Exports, feel that the
anagement takes an interest in their suggestions. 16% of the employees are not
ents response and the remaining 8% feel the management
Y es N o N ot
sure
M A LE
4 816
4 80
20
40
60
R
espon
d
en
ts
M A LE FEM A LE
IN
T
b
m
sure of the managem
turns a deaf ear to their opinions.
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TABLE 9
TABLE CLASSIFYING THE FREQUENCY OF SATISFACTION SURVEYS
CATEGORY MALE FEMALE TOTAL %AGE
Quarterly 24 60 84 84%
Half yearly 4 12 16 16%
Annually 0 0 0 0
Others, specify 0 0 0 0
TOTAL 28 72 100 100%
Source: Field Investigation
CHART 9
CHART DEPICTING THE FREQUENCY OF EMPLOYEE SATISFACTION
SURVEYS CONDUCTED
INTERPRETATION:
According to 84% of the employees at Theme Exports, the employee satisfaction
surveys are conducted on a quarterly basis. Few of the employees i.e. 16%, feel that
the surveys are conducted twice a year. Employee satisfaction surveys enable the
management to decipher the morale and contentment of the employees with their
job, which is directly related to their work productivity.
24
60
412
0 0 0 0
0
20
40
60
Respondents
Quarterly Half
yearly
Annually Others,
specify
FREQUENCY OF EMPLOYEE SATISFACTION SURVEYS
MALE FEMALE
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TABLE 10
TABLE SHO ORMANCE
M FEMALE TO
WING THE IMPACT OF WORK ENVIRONMENT ON PERF
CATEGORY ALE TAL PERCENTAGE
24 64 88 88%
4 8 12%
TOTAL 28 72 100 100%
Source: Fie vestiga
CHART 10.1CHART SHOWING THE I RK ENVIRONMENT ON
:
ld In tion
Yes
No 12
MPACT OF WO
PERFORMANCE ACCORDING TO THE MALE EMPLOYEES
Yes
86%
No14%
MALE
INTERPRETATION
In the chart above, 86% of the male employees find the work environment at Theme
Exports, conducive to better performance. However, the remaining 14% of the male
employees feel that there is no correlation between work environment and enhanced
performance.
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