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STUDY ON CERTAIN PERSONAL VARIABLE RELATED TO QUALITY
OF WORKLIFE AND JOB SATISFACTION AMONG THE PERSONNEL
OF VISTEON AUTOMOTIVE SYSTEMS INDIA
PROJECT REPORT
(A Report Submitted in Partial Fulfillment of the requirements for the Degree of Master of Business Administration in Pondicherry University)
Submitted by
Ms. D.P.KUMUDHA DEVI
Enrolment No: 0210390513
MBA Human Resources Management
Under the guidance and Supervision of
Dr. A. Vickram, M.Com, MBA, M.Phil, Ph.D
Faculty Member of PULC, Professor, Loyola College, Chennai – 600 034
Pondicherry University Loyola College Twinning Program
Chennai - 600034
1
BONAFIDE CERTIFICATE
This is to certify that the Project Work titled “STUDY ON CERTAIN
PERSONAL VARIABLE RELATED TO QUALITY OF WORKLIFE AND
JOB SATISFACTION AMONG THE PERSONNAL OF VISTEON
AUTOMOTIVE SYSTEMS INDIA”. This project is a bonofide work of Ms.
D.P.Kumudha devi Enroll No. 0210390513 carried out in partial fulfillment
for the award of degree of MBA project work in original and not submitted
earlier for the award of any degree / diploma or associateship of any other
University / Institution.
Signature of the Guide
Dr. A. Vickram, M.Com, MBA, M.Phil,
Ph.D
Faculty Member of PULC
Professor, Loyola College
Chennai - 34
Place: Chennai
Date:
2
ACKNOWLEDGEMENT
With the wishes of my well wishers, I express my deep gratitude for
providing an amazing environment for the development and promotion of this post
– graduate education. I am very grateful to PULC, Loyola College, Chennai, for
encouragement and inspiration bestowed on me.
Special thanks to Dr. A. Vickram, my guide for his continued
encouragement, patience and guidance to ensure the completion of this project. For
his advice, coherence, and support over the months. I also appreciate his
constructive comments on my drafts and the shaping of my research.
Most importantly, my heartfelt appreciation goes to my parents, brothers and
friends. Finally, my thanks and gratitude goes to those people who patiently
answered my survey questionnaire as their kind assistance made it possible to
complete this research. I am highly indebted to for their valuable support through
out this project work.
3
ABSTRACT
The research titled “Study on certain personal variable related to quality of
work life among the personnel of a manufacturing industry”. The study is conducted
to find out what are the personal variables related to quality of work life in a
manufacturing industry and how to improving these will affect the personnel and
organization .
People are the most valuable resources of the organization; they are source of
creativity and inspiration that keep your organization alive. Work life balance is one
of the key elements in employee and organization relationship. Measuring and
continually improving the quality of work life is one of the essential responsibilities
of HR department. That helps to update the employee’s satisfaction and
organizational growth. It also helps in improving the performance of the employees
and helps and new employees in adapting to the new atmosphere. It is the part of
the HR manager to identify the methods of improving the quality of work life.
Quality improvement of Work life is not a one time process it concentrates on
overall growth of individual as well as the organization. It also improves the overall
brand image of the organization.
The research is of descriptive in nature. The sample size of 50 is determined
from the total population of 560. Disproportionate stratified random sampling
technique is used for the research. The information are collected using primary and
secondary data. The primary data collected with help of questionnaire, the
questionnaire consists of both open ended and close ended questions. The secondary
data are collected using journals, books, websites etc
The statistical tools that are used for the research are Percentage analysis,
weighted average method, Chi square table.The pilot study was conducted among
10 employees in order to rectify the errors in questionnaire. Analysis are made with
4
the available data. Based on the analysis, findings, suggestions and conclusions are
framed.
TABLE OF CONTENTS
CHAPTER NO. TITLES PAGE NO.
ABSTRACT
I INTRODUCTION
I.1 OBJECTIVES OF THE STUDY
I.2 COMPANY PROFILE
I.3 SCOPE AND SIGNIFICANCE OF STUDY
I.4 RESEARCH METHODOLOGY
I.4.1 Research Design
I.4.2 Area of the StudyI.4.3 Data Collection Method
I.4.4 Population of the Study
I.4.5 Data Collection Tool
I.4.6 Limitation
II REVIEW OF LITERATURE
III STATEMENT OF THE PROBLEM AND HYPOTHESIS
III.1 Percentage Analysis
III.2 Weighted Average Method
III.3 Chi Square Method
IV METHODOLOGY
V ANALYSIS AND INTERPRETATION
VI FINDINGS, SUGGESTIONS & CONCLUSION
APPENDIX
BIBLIOGRAPHY
5
LIST OF CHARTS
CHART NO. TITLE PAGE NO.
1 AGE OF THE RESPONDENTS
2 EXPERIENCE OF RESPONDENTS
3 Income level of the respondents
4 Using skills and abilities to perform the job
5 Equal treatment at work place
6 Conditions on my job allows me to be productive
7 Opportunity to develop special abilities
8Organisations provides enough guidance to get the job done
9 Organization provides high quality tools and techniques to do the job
10 Opportunities for promotion are good
11 The safety of workers is at high priority
12 Infrastructure facilities are Good
13 Fringe benefits are good in the organization
14The supervisor is concerned about the welfare of the workers
15 Job security
6
Helping tendencies of supervisor
Training opportunities helped in terms of improving
the quality of work Employees opinion about work
stress
Employees opinion on work schedule
Accepting suggestions by the supervisors
Proud to be a part of VISTEON
AUTOMOTIVE SYSTEMS PVT LTD
7
CHAPTER 1
INTRODUCTION
8
CHAPTER 1
INTRODUCTION
Quality of Work Life is a philosophy, a set of principles, which holds that
people are the most important resource in the organization as they are trustworthy,
responsible and capable of making valuable contribution and they should be treated
with dignity and respect. The elements that are relevant to an individual’s quality of
work life include the task, the physical work environment, social environment
within the organization, administrative system and relationship between life on and
off the job. Quality of Work Life consists of opportunities for active involvement in
group working arrangements or problem solving that are of mutual benefit to
employees or employers, based on labor management cooperation. People also
conceive of Quality of Work Life as a set of methods, such as autonomous work
groups, job enrichment, and high-involvement aimed at boosting the satisfaction
and productivity of workers. It requires employee commitment to the organization
and an environment in which this commitment can flourish. Thus, Quality of Work
Life is a comprehensive construct that includes 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.
People are the most valuable resources of the organization; they are
source of creativity and inspiration that keep your organization alive. Work life
balance is one of the key elements in employee and organization relationship.
Measuring and continually improving the quality of work life is one of the essential
responsibilities of HR department. That helps to update the employee’s satisfaction
and organizational growth. It also helps in improving the performance of the
employees and helps and new employees in adapting to the new atmosphere. It is
the part of the HR manager to identify the methods of improving the quality of
work life. In summary, the limitations of individual job satisfaction had been
pointed out in the literature for assessing the Quality of Work Life and there had
9
been no attempt in the past to measure Quality of Work Life in terms of career
aspects and organizational climate
Quality improvement of Work life is not a one time process it concentrates on
overall growth of individual as well as the organization. It also improves the
overall brand image of the organization. Quality improvement of Work life refers to
the favorableness or un – favorableness of a total job environment of the people.
The basic purpose is to develop jobs and working conditions that are excellent for
people as well as for the economic health of the organization. Quality of Work Life
provides a more humanized work environment. It attempts to serve the higher –
order needs of workers as well as their more basic needs. It seeks to employ the
higher skills of workers and to provide an environment that encourages improving
their skills.
Q - Quest for excellence
U - Understanding
A - Action
L - Leadership
I - Involvement of the people
T - Team spirit
Y - Yardstick to measure progress
10
COMPANY PROFILE
VISTEON AUTOMOTIVE SYSTEM INDIA PVT LTD.
About the Company (When Started, Vision mission of the company,
Organization structure)
Leading global automotive supplier Approximately 40,000 employees in 26
countries
Serving the world’s major automakers Strong product portfolio:
Climate Interiors
Electronics
Lighting
Aftermarket operations
Product profile
Visteon Global - Products Core To Our Success:
Primary Product Lines
Air Induction Cockpit Modules Audio
HVAC Systems Instrument Panels Driver Information
Powertrain Cooling Consoles Cockpit Electronics
Compressors Door Trim Modules Powertrain Electronics
Front/Rear Lighting
11
PHILIPPINES
United Aluminum Radiator
( Changchun)
Jiangxi Fuchang( Nanchang)
Visteon Interiors Korea(Ulsan, Yesan, Asan,Busan)
Halla Climate Control( Rayong)
Halla Climate Control ( Pyongtaek, Taejon, Ulsan)
Japan Climate Systems(Hiroshima)
Dongfeng Visteon(Wuhan, Shiyan)
Yanfeng VisteonAutomotive Trim Systems
(Beijing )
Halla Climate Control(Dalian)
Yanfeng VisteonAutomotive Trim Systems
( Chongqing)
Jiangsu Toppower Automotive Electronics
(Xuzhou, Chongqing,Changchun, Shenzhen)
Visteon Changan Engine Control Systems ( Chongqing)
Visteon Automotive Systems India (Pune)
Visteon TYC Autolamps( Changzhou)
Visteon Cimate Control ( Chongqing)
Visteon JV
Visteon 100%
Interior/Exterior
Climate ControlElectronics
TACO Visteon Automotive(Pune)
Visteon Thailand ( Rayong)
Visteon Thailand ( Rayong)
Visteon Philippines(Santa Rosa)
Visteon Philippines(Santa Rosa)
Visteon Automotive Systems India (Chennai)
Visteon Automotive Systems India (Chennai)
Visteon Japan(Hiroshima)
Yanfeng Visteon Electronics(Shanghai)
Yanfeng VisteonAutomotive Trim Systems
(Shanghai)
Yanfeng Key Safety Systems(Shanghai)
Yanfeng Visteon BetungAutomotive Instrumentation
( Shaoxing)
CHINA
THAILAND
JAPAN
KOREA
INDIA
Climate Systems India (Bhiwadi)
Visteon Climate Control(Beijing)
Visteon Asia Pacific Presence
12
Visteon India- Products, Plants, Locations, & Customers
Visteon Automotive Systems India VASI
(Toyota, Hyundai, Ford, Mitsubishi,GM, Renault)
Climate, Radiators, Instrument Clusters, Instrument Panels, Bumpers,
Intercooler, FEM Carrier, Audio
Visteon Technical & Services Center VTSC
(Visteon Global)
Embedded Software, BPO
13
Visteon Automotive Systems India VASI Pune
(Tata, Mahindra, Renault)
Interior, Exterior
TACO Visteon Automotive Private Ltd TVAP
(Tata)
Powertrain/Lighting
TACO Visteon Engineering Private Ltd TVEC
(Visteon)
CAD CAE Services
Climate System India Ltd CSIL
(Maruti Suzuki, Mahindra)
Aluminum Radiators, Engine Cooling Modules, Intercoolers, Heater Cores &
FDM (under development)
Earmark for VASI Expansion in Western Region
(Climate Products)
New products FDM & Air handling system under development
Plant expansion underway at all Visteon locations in India
14
1.3. OBJECTIVES
PRIMARY OBJECTIVES
To assess and improve the quality of work life & Job Satisfaction
at Visteon Automotive System India Ltd .
SECONDARY OBJECTIVES
To identify and study the various parameters influencing the quality of work
life.
To find out current state of work life balance and current opportunities provided
in organizations.
To asses the scope for areas of improvement in the identified parameters
through survey for attaining the organizational objective.
To suggest and implement measure for improving current quality of work life.
15
1.4 SCOPE OF THE STUDY
Study on certain personal variable related to quality of work life and job
satisfaction is an important output that helps the organization to know the
perception of the employees about the organization.
It comprises of extrinsic and intrinsic factors and helps maintain an able and
willing work forces
It is an interesting and significant area for conducting research
The study made on the topic of Job satisfaction will reveal the factor of
feeling of employees.
This report is useful to the Management of the company to know the
satisfaction levels of the employees and they can take measures to increase
productivity.
16
1.6.6 Limitation of the Study
The findings of the study are applicable only to the Management staffs of
Visteon Automotive System India Ltd.
The responses of respondents are assumed un-biased.
The findings are subjected to change in future due to dynamic environment.
The study was made through survey method. The response was prejudice to
respondents view and may not be highly accurate.
The research cannot be generalized.
17
CHAPTER - 2
REVIEW OF LITERATURE
18
CHAPTER - 2
REVIEW OF LITERATURE
Study made by Rashmi Shahu, S.V.Gole, Dept Of Management Technology on
“An Empirical Study on Worklife and Job Satisfaction” ( 2001)
In the field of Industrial / Organizational psychology, one of the most researched
areas is the relationship between job satisfaction and job performance
(Judge,Thoresen, Bono, & Patton, 2001). Landy (1989) described this relationship
as the “Holy Grail” of Industrial psychology. Research linking job performance
with satisfaction and other attitudes has been studied since at least 1939, with the
Hawthorne studies (Roethlisberger & Dickson, 1939). In Judge et al. (2001), it was
found by Brayfield and Crockett (1955) that there is only a minimal relationship
between job performance and job satisfaction. However, since 1955, Judge et al.
(2001) cited that there are other studies by Locke (1970), Schwab & Cummings
(1970), and Vroom (1964) that have shown that there is at least some relationship
between those variables. Iaffaldano and Muchinsky (1985) did an extensive analysis
on the relationship between job performance and job satisfaction. Across their many
studies, they found a mean correlation of 17 (Iaffaldano & Muchinsky, 1985). There
are also stronger relationships depending on specific circumstances such as mood
and employee level within the company (Morrison, 1997). Organ (1988) also found
that the job performance and job satisfaction relationship follows the social
exchange theory; employees’ performance is giving back to the organization from
which they get their satisfaction.
The final model is “Alternative Conceptualizations of Job Satisfaction and/or Job
Performance.” This model discusses how positive attitudes toward one’s job can
predict a high degree of job performance. George and Brief (1996) and Isen and
Baron (1991) both found that employees’ attitudes are reflected in their job
performance. If this is the case, then we can argue that there is a relationship
between employees’ job satisfaction and job performance, as satisfaction is an
attitude about their job. Industrial psychologists do not justify any relationship
19
between job satisfaction and job performance, although it has been found that a
positive mood is related to higher levels of job performance and job satisfaction.
Job Performance in Relation to Job Stress Stress is a mental and physical condition,
which affects an individual’s productivity, effectiveness, personal health and quality
of work. Job stress victims experience lowered quality of work life and job
satisfaction. The harmful and costly consequences of stress demonstrate the need
for strategies to limit stressors within the organization. Organizations that do not
adopt strategies to alleviate stress may find their employees looking elsewhere for
better opportunities. The impact of stress from overwork, long hours at work and
work intensification has had a major and often devastating effect on organizations
of developed nations. Japan, where Karoshi – death by overwork – is officially
recognised as a fatal illness, America where job stress alone costs American
business an estimated $200 billion annually, the UK £63 billion and Australia $15
billion. This is the cost for compensation claims, reduced productivity, absenteeism,
added health insurance costs and direct medical expenses for stress related illnesses
(Savery and Luks, 2000b).
A recent American Management Association survey of 292 member firms revealed
that per capita disability claims tend to increase when positions are eliminated. The
survey, which dealt with layoffs between 1990 and 1995, found that the illnesses
disabled workers sought treatment for – gastrointestinal problems, mental disorders
and substance abuse, hypertension and the like – were stress related (Reese, 1997).
The process of restructuring, downsizing and reengineering have helped companies
to become lean, but not without great costs. Employees are experiencing more stress
and uncertainty because companies got leaner without building their “muscle”. Just
like going on a diet without exercising. The organization weighs less but the
percentage of fat” – which manifests as high stress, low morale and less than
optimal productivity has actually increased. Some organizations have even become
anorexic. They are too lean, but because the think they are fat, they continue to
“diet”.
20
Research Tools
The tools required for this research included two different assessments. The first
tool is job satisfaction instrument (developed by Mishra, R.S., Tiwari, Manorama).
The author has found the split half reliability of the test to be 0.78 and the test retest
0.69.
The validity of the test is stated to be 0.68. The test includes 11 important areas
which are relatively more prominent and found common in the literature. They are
security, monetary remuneration, service conditions, future advancement,
andrecognition of good work, social circle, working conditions, nature of
job,supervision, accommodation and leave facility. The second tool is occupational
stress index. The scale consists of 46 items with 5 alternative responses. Out of
46items 23 are true keyed and 18 are false keyed. The items relate to almost all
relevant components of the job life which cause stress in some way or the other
such as role overload, role ambiguity, role conflict, group and political pressures,
responsibility for persons, under participation, powerlessness, poor peer relations,
low status, and working conditions. The reliability index ascertained by split half
(odd - even) method and Chronbach’s alpha coefficients for the scale were found to
be 0.935 and 0.90 respectively. The other instrument was a current (2005)
performance evaluation that was completed by the executives of the each company.
1.6 Procedure The author contacted the managers of various private manufacturing
companies and discussed the possibility of conducting a study investigating
relationships between job performance, job satisfaction, and job stress; she granted
permission to carry out the research. After agreement on the terms of the research,
steps were taken to ensure confidentiality by having the confidential secretary aid in
the process of removing names from the performance evaluations and later handing
the evaluations to the participants. At no time did the researcher see the
performance evaluations with the names on them, nor did she take the evaluations
out of the department. Because of the extreme confidentiality of these evaluations,
they were only given to the researcher, by the companies, after the secretary deleted
the names and all other identifiers.
21
The researcher scheduled an hour and a half of classroom time for each of the three
shifts at various departments of different manufacturing companies. During this
time, the informed consent form and the instructions for the assessments were
handed to each participant and it was made sure that all questions pertaining to the
research that the participants had were answered. Each participant received a large
envelope
containing the assessment instruments. At this time, the secretary handed out the
sealed envelops with the confidential performance evaluations sealed inside to the
participants so they could put them in the large envelope with the other assessments.
A copy of the instructions was handed out to each participant and the instructions
for each assessment were also read and any questions were answered. Participants
were also divided into four groups according to job tenure. Each employee was
given a number that corresponded with a group and were instructed to write this
number on the inside flap of the large envelope. After filling out the questionnaires,
the participants put these along with the confidential performance evaluation into
the large envelope and handed the package back to the researcher.
Study made by Md. Zohurul Islam* and Sununta Siengthai** on “Quality of
work life and organizational performance: Empirical evidence from Dhaka
Export Processing Zone”( 2005)
Dhaka Export Processing Zone manufacturing enterprises are playing an important
role in term of investment, employment generation and export. We, therefore, have
undertaken this exploratory study on the influence of workers quality of work life
(QWL) on job satisfaction and organizational performance. QWL is hypothesized to
directly or indirectly influence organizational performance. A questionnaire survey
was undertaken within the EPZ enterprises with non-managerial employees who are
mainly involved in the production process. A simple random sampling method was
used and about 216 sample responses were returned and usable. Data were analyzed
using descriptive statistics, chi-square test and regression analysis to test the
22
formulated hypotheses and the significance and reliability of the findings. The
findings suggest QWL although is positively related to organizational performance
but it is not significant as hypothesized. However, there is a positive and significant
relationship between QWL and employees’ job satisfaction. Finally, conclusion and
policy implications are given.
Quality of Work Life (QWL) has become one of the important issues in
manufacturing enterprises like EPZ and those outside of EPZ. More than 64 per
cent of female workers are engaged in Dhaka EPZ and more than 90 per cent are
worker level employees (Majumder, 2006). In term of working conditions, export-
oriented enterprises are supposed to maintain their international standards.
However, working conditions are changing by the force of technological
advancement. In addition, it has been observed that technology has also changed the
work culture in manufacturing enterprises (Mathur, 1989; Ratnam, 2001). Research
Method
Research site: Dhaka EPZ is the second largest according to the number of
factories, investment and export and of course in terms of employment. It has been
selected as the site for this research as the researcher has an access to this special
economic zone. Dhaka EPZ has 265 enterprises in operation, and 35 under
construction. It is 40 km. away from capital Dhaka city, 24 km from International
Air Port and 330 from Chittagong Sea Port.
Survey Process and Procedure
Survey for non-managers: This survey is the partial results of the full-scale survey
of the managerial level officers to collect data on organizational change and
productivity improvement as an empirical study on Dhaka Export Processing Zone.
There was a questionnaire set for non-managerial level employees so it is the by
product of the main research. The researcher had a full scale survey on managerial
level, with 53 enterprises among all the A, B and C categories enterprises. By
validating the data and information, we conducted a structure questionnaire survey.
Simple random sampling method was used for collecting data. The sample size was
216. The data were collected during the July-August of 2008.
23
Measurement
Organizational performance: The variables regarding organizational performance
were (Lau & May, 1998) measured by a 5-point Likert-scale (‘1’ strongly disagree
to ‘5’ strongly agree). The variables include the items of Q2, Q9, Q10, Q26, Q27,
and Q28. Items details are in annexure.
Employees Job satisfaction: Job satisfaction was measured with five variables.
Whereas, Hackman and Oldham (1980) measured job satisfaction with twelve
items, in case of Bangladesh not all of them were relevant in the context of EPZ
workers. These items were measured by a 5 point Likert scale (‘1’ Strongly disagree
to ‘5’ Strongly agree). Those items are: Q1, Q3, Q14, Q20, Q21, Q25 and Q29.
Items details are in Annexure.
QWL: Quality of Work Life was measured with ten items (Hackman and Lawler,
1971). Those items are: Q8, Q11, Q12, Q13, Q22, Q23, Q30, Q31, Q32 and Q33.
All those items were measured by using a 5-point Likert scale (‘1’ strongly disagree
to ‘5’ strongly agree). Items details are in Annexure.
Wage policy: The variables regarding wage policy in DEPZ enterprises were
measured by two items by using a 5-poing Likert scale. The items were Q4, Q5,
Q15 and Q16 (see detail in Annexure).
Company policy: Company policy was measured with six variables. These variables
items were measured by using a 5-point Likert scale. Those were Q6, Q7, Q19, and
Q24. Items details are in Annexure-G.
Union: Union was measured with two items. These variable items were measured
by using a 5-point Likert scale. These were Q17 and Q18. Items details are in
Annexure-G.
Reliability: Reliability reflects the consistence of a set of items variables scale by
measuring the concept in a particular. It illustrates the individuals differences
concerning the amount of agreement or disagreement of the concept studied. In this
study, reliability measurement is important to verify the variables consistencies
through employee job satisfaction, quality of work life and organizational
24
performance. Cronbach’s alpha is computed using SPSS scale reliability
programme for each set of constructs. The value of Cronbach’s alpha is reported in
Table 1.
Chronbach alpha reliability Table 1
Factor Items Cronbach’s
Alpha
Organizational performance 6 .3469
QWL 10 .3336
Job satisfaction 7 .6698
Company policy 4 .5825
Wage policy 4 .4391
Union 2 .2713
Overall 33 items 33 .8185
Table 5 Regression results testing the relationship between quality of work life
and employee job satisfaction/Model Summary
Model R R Square Adjusted
R Square
F Std.
Error of
the
Estimate
Sig.
1 .746(a) .557 .546 52.761 .26711 .000
Conclusion
A large number of workers in DEPZ, Bangladesh are playing an exciting role for
economic growth special focus on investment, employment and export. This study
focused on to identify the factors those are associated with employees’ job
satisfaction and their quality of work life. More specific the study was to identify
the relationship between QWL and employees’ satisfactions as well as QWL and
organizational performance. Apart from that the coefficient table (Table 4) shows
25
the employees’ job satisfaction, wage policy, company policy and union also have a
positive relationship with organizational performance in DEPZ enterprises. For this
study data were collected within foreign own enterprises, joint venture enterprises
and local own enterprise from Dhaka Export Processing Zone. 216 respondents
were in different level of job and all of were non-managerial level. Most of the
enterprises were textile related enterprises. Respondents’ views have been explored
and tested by statistical tools (SPSS) and found all except QWL are positively
associated with organizational performance. However, it is also found that QWL is
positively and significantly related to employee job satisfaction. As employee job
satisfaction is found significantly and positively related to organizational
performance, it is thus implied that the EPZ managers should try to develop a
stronger connection between the QWL and employee satisfaction and
organizational performance. The potential findings reveal that workers wage are not
determining by market rates. Housing accommodations are not provided by the
employers and the accommodation allowances are very low. This is very hardship
to get private accommodation with this allowances, this made dissatisfaction among
the employees. Similar result reveals in profit bonus, production bonus, losing their
job, availability of job, office transport facility, and family life as well free working
lunch.
Moreover, result revealed that quality of work life toward workers development like
as training, worker union, participation in decision making variables are with high
standard deviation (see descriptive statistics Table in appendix-G) values that
explained management should come forward to meet workers demand that have the
positive impact on firm performance. The present study suggests that quality of
work life practice in DEPZ is beneficial for the entrepreneur, management as well
buyer point of view according to high performance of work and high satisfaction for
worker as well.
26
CHAPTER – 3
RESEARCH METHODOLOGY
27
1.6 RESEARCH METHODOLOGY
1.6.1 Research Design
The research design indicates the types of research methodology under taken
to collect the information for the study.
The research design selected for “Study on certain personal variable
related to quality of work life among the personnel of a manufacturing
industry”. It is descriptive type of research design. The purpose of descriptive
research is to get the characteristic of an individual towards an objectives or the
variable of interest in a situation.
A descriptive research design is the one that simply describes something
such as demographic characteristic of group (or) customers of the product.
Descriptive research study provides clear specification of who, what, when, where,
why and how aspects of the research.
1.6.2 Area of Study
The area of study is confined to Quality of Work Life of management level
personnel working at Visteon Automotives INDIA Ltd.
28
1.6.3 Data Collection Method
1.6.3.1Primary Data
The primary data are those which are collected for the first time and thus
happens to be original in characteristics. Primary data are data gathered for specific
purpose or for a specific research project the instrument used to collect the primary
data to carry out the survey is structured questionnaire which is administrated to
personal interview.
1.6.3.2Secondary Data
The secondary data are those data which have already been collected through
others sources like news paper, magazine, books & internet. Secondary data are
collected to find out the level of their needs, wants, and their taste.
1.6.4 Population of the Study
The study is conducted among the population of 210 employees of Visteon
Automotive Systems India Ltd working/handling different functions.
1.6.4.1 Sample Size:
From the finite population, sample size 100 employees.
1.6.4.2 Stratified Disproportionate Random Sampling:
The total population is segregated in to several mutually exclusive sub
population or strata. The process by which the sample is constrained to include
elements from each of the strata is called stratified random sampling.
The stratified disproportionate random sampling is where, each stratum is
not properly, represented, so that sample drawn from each strata is not proportionate
to the stratum’s share of the total population.
29
SL NO STRATA POPULATION % SAMPLE
1 HR, Finance 42 44 17
2 Marketing 21 45 9
3 PD 36 42 14
4 Purchase, STA 36 45 16
5 Quality,
Manufacturing &
Engineering
105 42 44
210 100
1.6.5 Data Collection Tool
1.6.5.1 Questionnaire Design:
The questionnaire framed for the research study is a structured questionnaire
in which all the questions are predetermined before conducting the survey. The
form of questionnaire is of both closed and open type. The closed type of questions
is of
Dichotomous scale (Yes / No)
Likert 5-point scale (H.S, S, N, H.DS)
Category scale (Multiple items)
Multiple choices are given for closed type questions for which the customers can
respond for one or more than one alternatives. The questions in the questionnaire
were arranged in a sequences manner, which helps the researcher to get answer
from the respondents.
30
The researcher has framed the questionnaire in the clear manner such that it
makes the respondents to under stand and to answer the questions easily. The
researcher has designed questionnaire in such a way it is short and simple questions
and was arranged in a logical manner.
1.6.5.2 Questionnaire
A questionnaire is simply a formalized set of questions for eliciting
information.
1.6.5.3 Types Of Questions
The different types of questions used for the study are:
Open-ended Questions.
Closed-ended Questions.
Multiple choice Questions.
1.6.5.4Tools for analysis
Percentage Analysis
Formula:
Percentage = (Number of Responses/ Total Number of Respondents) *
100.
Weighted Average Method
Mean Score = Total Score / No. Of Responses
Where total score= No. Of Responses * Weighted Average.
Chi-Square Test:
2 = (O-E) ^ 2/E
O = Observed Frequency.
E = Expected Frequency.
31
Chi-square is used to test whether there exist a significant relationship
frequency between observed and Expected frequency.
To find 2 table value degree of freedom,. Degree of freedom is calculated
using the formula (r-1) (c-1). The table value for the degree of freedom can be
either using 5% or 1% of significant level.
If the table value is greater than the calculated value, Null Hypothesis is
accepted or Null Hypothesis is rejected.
32
ANALYSIS AND INTERPRETATION
33
Data Analysis
2.1 Hypothesis
Job performance is significantly related to Job Stress & Job Satisfaction.
2.2 Analysis
The data was analyzed giving thought to the main hypothesis: to find relationships
between job performance, job satisfaction, and job stress. Each assessment was
looked at individually and descriptive statistics were computed for each. Frequency
reports on the specific questions were run to determine agreement within the
measures. All assessments were also correlated with one another to view any
existing relationships between the variables. Both questionnaires contained some
positive questions and some negative question. The scale used was from 1 to 5, 5
being the maximum score for each question, for example if there are four questions
on job security then the maximum score for job security will be 20. For negative
questions the score was reversed. Total scores for each area of Job Stress & Job
Satisfaction were calculated and the total score was tabulated as per the individuals.
2.3 Multiple Regression Analysis
Performance = f (Satisfaction, Stress)
Y = f (X1, X2)
Y = 84.69 + 0.2599 X1 – 0.37744 X2
Where,
Y _ Performance
X1 _ Satisfaction
X2
_ Stress
Negative coefficient for variable x2 shows that as stress increases performance
lowers down.
RMS error for this model = 5.8
= 13.928
X bar = 22.11, r = 0.868, R2 = 0.75
34
The value of R2 shows that for 75% of the time the model will give correct result.
The following model shows the relationship of stress with the dominant factors
causing stress.
AIMS International Journal 242 of Management 2(3)
X = 28.20 + 5.48 X1 + 3.2 X2 + 1.49 X3 + 0.29 X4
X _ Stress
X1 _ Role overload
X2 _ Political Pressures
X3 _ Poor relation
X4 _ working condition
The following model shows the relationship of satisfaction with the dominant
factors
giving satisfaction.
Y = 48.91 + 3.82 Y1 + 1.98 Y2 + 0.31 Y3
Y _ Satisfaction
Y1 _ Job security
Y2 _ Service Condition
Y3 _ Social circle
2.4 Results of ANOVA
1. The performance was significantly better in low stressed group (M=74.65) in
comparison to the performance of highly stressed group (M=63.19), F = 33.41, p
< .01.
2. The performance was seen greater in highly satisfied group (M=71.35) in
comparison to the performance of low satisfaction group (M=66.49), F = 5.87 p
< .05.
3. Interaction effect between stress & satisfaction was found to be non-significant
F = 0.16, p < .05, p < .01.
Table 1 Average score of all the areas of job satisfaction for all companies
35
Job Security 15.42
Remuneration 12.66
Future
Advancement
7.86
Service Condition 14.03
Recognition 7.93
Social Circle 19.00
Working
Condition
11.20
Nature of Job 15.91
Table 2 Average score of all the areas of job stress for all companies
Group and Political Pressures 13.87
Under Participation 9.63
Role Ambiguity 9.69
Poor Peer Relation 9.77
Strenuous Working Condition 10.81
Non profit environment 6.87
Powerlessness 9.95
Low Status 6.49
Responsibility for Persons 9.17
Role Conflict 10.08
Intrinsic Impoverishment 10.48
Role Overload 14.50
The result shows that all companies taken together, the two major areas where the
employees of every company showed maximum stress were:
i) Role Overload
36
ii) Group and Political Pressure
The result shows that all companies taken together the two major areas where the
employees of every company showed minimum satisfaction were:
i) Leave facility
ii) Future advancement
. Conclusion
Overall, there were not any surprising findings. The study conducted corresponded
with the previous research as to what factors can predict job performance. Because
the study was conducted on a small sample, more research on different samples
would need to be conducted to draw further conclusions.
The companies that are lagging behind in certain areas of job satisfaction & job
stress need to be developed so that their employees show good performance level,
as
it is proved that performance level lowers with high stress & rises with high
satisfaction scores.
Table 3 ANOVA Analysis
Source SS Degree of freedom MS F
A (Satisfaction) 403.2 1 403.2 5.87
B (Stress) 2292.68 1 2292.68 33.41
A X B 11.06 1 11.06 -0.16
The awareness program pertaining to stress & satisfaction is to be taken up in the
industries to make them aware of the benefits of knowledge of stress and its
relationship with satisfaction and achievement of goal of industries. Simply based
upon the measurement of stress level, company itself can take steps to reduce the
stress level. This awareness, improvement and maintenance cycle will help the
industry to improve overall performance.
37
Table No: 1
Age of respondents
Age No. of respondents Percentage
20 – 30 30 30.0
31 – 45 45 45.0
46 & above 25 25.0
Total 100 100.0
INFERENCE:
The above table shows that majority of 45% of the respondents belongs to the age
group of 31 to 45 and 30% of the respondents lies between 20 to 30 age group. 25% of the
respondents fall from the age group of 46 and above. The study reveals that all the
respondents all age group level are well capable of assessing the quality of their work life.
38
Table No. 2
Experience of the respondents
Experience No. of Respondents Percentage
Below 1 year - -
1 – 5 years 19 19
5 – 10 years 24 24
Above 10 years 57 57
Total 100 100
INFERENCE:
The above table shows that majority of 57% of the respondents are with an
experience of more than 10 years and 24% are 5 to 10 years of experience. 19% of the
respondents are with 1-5 years experience. No respondent is less experienced. The study
reveals that all the respondents are well experienced, so they are well capable of assessing
the quality of their work life.
39
Table No – 3
Income level of the respondents
Income Level No. of Respondents Percentage
Below Rs. 5,000 - -
Rs. 5,000 – Rs.10,000 38 38
Rs. 10,000 – Rs.20,000 59 59
Above Rs. 20,000 3 3
Total 100 100
INFERENCE:
The above the table shows that as much as 82 per cent of the respondents are in the
higher income group of more than Rs. 10,000 income per month. Hence it can be inferred
that monetary benefits are not a constraint to assess the quality of work life, in the study
unit.
40
Table No – 4
Using skills and abilities to perform the job
Opinion No. of Respondents Percentage
Strongly Agree 46 46
Agree 51 51
Disagree 2 2
Strongly Disagree 1 1
Total 100 100
INFERENCE:
The above the table states that as much as 97% of workers in the study unit were of
the opinion that their job enables them to use their skills and abilities in full. Only 3% of
them disagreed to this point. Hence it can be inferred that the work in the study unit is
such that which allows almost all the workers to use their skill and ability in full.
41
Table No – 5
Equal treatment at work place
Opinion No. of Respondents Percentage
Strongly Agree 43 43
Agree 57 57
Disagree - -
Strongly Disagree - -
Total 100 100
INFERENCE:
The above the table shows that no harm is done to the self-respect of the workers in
the study unit. 43% of the respondents strongly agreed to the statement and 57% of the
respondents also opinioned that the workers are treated equally with respect at their work
places. Thus it can be concluded that the organization provides equal treatment at work
place.
42
Table No – 6
Conditions on my job allows me to be productive
Opinion No. of Respondents Percentage
Strongly Agree 46 46
Agree 51 51
Disagree 2 2
Strongly Disagree 1 1
Total 100 100
INFERENCE:
From the above table it can be understood that almost 97% all the workers in the
study unit either agree or even strongly agree that the conditions on their job allow them to
be productive. Only 3% of them were of negative opinion. Thus, it is clear that the
conditions on job are congenial to raise the productivity of the workers which is very
essential for both the management and workers to achieve their objectives of higher
productivity.
43
Table No – 7
Opportunity to develop special abilities
Opinion No. of Respondents Percentage
Strongly Agree 25 25
Agree 63 63
Disagree 12 12
Strongly Disagree - -
Total 100 100
INFERENCE:
The above table states that 25% of the workers strongly agree to the point that
there are adequate opportunities to develop their own special abilities in the work place.
63% of the respondents agree to it only to some extent. Only 12% of the workers find no
such opportunities in the study unit. Hence, it can be inferred that the opportunities
available in the workplaces to develop the special abilities of the workers is satisfactory.
No doubt in the improvement of special abilities would definitely improve the quality of
work life in the study unit.
44
Table No – 8
Organisations provides enough guidance to get the job done
Opinion No. of Respondents Percentage
Strongly Agree 24 24
Agree 58 58
Disagree 17 17
Strongly Disgree 1 1
Total 100 100
INFERENCE:
The above table shows that 82% of the workers in the study unit are satisfied with
the guidance provided to them by the superiors/managers to get the work done easily. 18%
of the respondents disagreed to accept it. Hence, it con be inferred that guidance to work,
which is essential for the quality work life which is provide at the work place in the study
unit.
45
Table No – 9
Organization provides high quality tools and techniques to do the job
Opinion No. of Respondents Percentage
Strongly Agree 65 65
Agree 32 32
Disagree 3 3
Strongly Disagree - -
Total 100 100
INFERENCE:
As shown in the table, the opinion of the respondents as regard to the positive
factors of the high quality tools and techniques required to perform the job. 65% of the
respondents very strongly agree & with the provisions made to utilize quality tools and
techniques to perform the job, and 32% of the respondents also agree with then statements,
are hand only 3 per cent of the respondents are refused to accept it. Hence it can be
concluded that there is positive attitude towards the provisions of tools techniques.
46
Table No – 10
Opportunities for promotion are good
Opinion No. of Respondents Percentage
Strongly Agree 20 20
Agree 52 52
Disagree 27 27
Strongly Disagree 1 1
Total 100 100
INFERENCE:
As shown in the table, the opinion of the respondents as regard to the chances
for promotion is not appreciable compared to other determinants of quality of work life.
Only 72% of the respondents has agreed that the chances for promotion are good in the
study unit where as, as much as 28% of the workers refused it. Hence, it can be concluded
that the chances for promotion are not attractive among the workers even though majority
of them agree to it.
47
Table No – 11
The safety of workers is at high priority
Opinion No. of Respondents Percentage
Yes 59 59
No 41 41
Total 100 100
INFERENCE:
As pointed out in the table, 59% of the respondents opinioned that high priority
was assumed to safety at work place and other side of the coin reflects 41% of the
respondents disagreed . Hence, it can be concluded that the safety towards the employees
need to be concentrated highly to ensure safe and secured work life.
48
Table No – 12
Infrastructure facilities are Good
Opinion No. of Respondents Percentage
Yes 90 90
No 10 10
Total 100 100
If “Yes” which of the following do you like
Opinion No. of Respondents Percentage
First aid 7 7
Canteen 27 27
Lightening and ventilation 56 56
Others 10 10
Total 100 100
INFERENCE:
Above table shows that 56% of the respondents are satisfied with lightening and
ventilation facilities provided in the work place, followed by 27% satisfied with canteen
facilities and 7% of the respondents opinioned on first aid facilities, 10% of the
respondents opinioned on others includes drinking water, rest rooms etc.
49
Table No – 13
Fringe benefits are good in the organization
Opinion No. of Respondents Percentage
Strongly Agree 28 28
Agree 56 56
Disagree 15 15
Strongly Disagree 1 1
Total 100 100
INFERENCE:
As shown in above table 34% of the workers accept that the fringe benefits
offered to them are good and enough to their expectations. As much as 56% were of the
opinion that the fringe benefits are somewhat good, though not up to their expectations.
The remaining 16% were of the opinion that the fringe benefits offered in the study unit
are not at all up to their expectations. Hence it can be concluded that the fringe benefits
offered in the study unit, in general, are not up to the expectation of the workers.
50
Table No - 14
The supervisor is concerned about the welfare of the workers
Opinion No. of Respondents Percentage
Strongly Agree 25 25
Agree 45 45
Disagree 25 25
Strongly Disagree 5 5
Total 100 100
INFERENCE:
As the above table states that the attitude of the supervisor towards the welfare of
the workers is positive for 70% of the workers only. The remaining 30% were of the
opinion that the attitude of their supervisor was not in favor of their welfare. Thus the
attitude of the supervisors are not satisfactory and it is a hurdle in the assessment of the
quality of work life in the study unit.
51
Table No – 15
Job security
Opinion No. of Respondents Percentage
Strongly Agree 53 53
Agree 46 46
Disagree 1 1
Strongly Disagree - -
Total 100 100
INFERENCE:
The above table shows that 53% of the workers strongly feel that there is
security for their job and only one worker feel that there is no security for the job. Job
security is the vital factor to access the quality of the work life in any organization. Since
the job security in the study unit ensures that there are majority chances for good
performance and as a result the quality of work life are up to the expectation.
52
Table No – 16
Helping tendencies of supervisor
Opinion No. of Respondents Percentage
Strongly Agree 33 33.0
Agree 54 54
Disagree 11 11
Strongly Disagree 2 2
Total 100 100
INFERENCE:
From the above table, it can be understood that the helping tendency of the
supervisor is not up to the expectations of the respondents as only 33% of them strongly
accept that the supervisors are lending their helping hands always. 54% of the workers are
the view that the supervisor are helping at times are not always. The remaining 13% are of
the opinion that they are not at all helped by their supervisor. The helping tendencies of
the supervisors determine the quality of work life in any organization, it is up to the
required expectations level of the workers in the study unit.
53
Table No – 17
Training opportunities helped in terms of improving the quality of work
Opinion No. of Respondents Percentage
Strongly Agree 30 30
Agree 54 54
Disagree 15 15
Strongly Disagree 1 1
Total 100 100
INFERENCE:
The above the table states that only 30% of the workers strongly accept that
there are training opportunities in the study unit, which helps them to perform their job
safely and competently. 54% of the workers accept to some extent that the training
opportunities are available and helpful. The remaining 17% were of the opinion that they
had no such opportunities. Training is very essential for quality of work life in any
organization. The training opportunities offered in the study unit are up to the expectations
of the workers at present.
54
Table No – 18
Employees opinion about work stress
Opinion No. of Respondents Percentage
Always 29 29
Often 64 64
Sometimes 6 6
Never 1 1
Total 100 100
INFERENCE:
The above table shows that except only one worker of all the 99 workers are of
the opinion that their work is stressful one. Among them, 29% of the workers opinioned
that the stress is always there in the work and a vast majority of 64% feels that they often
find their work stressful. Only 6% of the workers have stated that their work is stressful
sometimes and not always. Hence it can be inferred that the work is stressful one, which if
allowed uncontrolled will spoil the quality of work in the study unit.
55
Table No – 19
Employees opinion on work schedule
Opinion No. of Respondents Percentage
First Shift 65 65
Second Shift 4 4
Third Shift 0 0
General Shift 31 31
Total 100 100
INFERENCE:
From the table 69% of workers are satisfied with first shift, 31% of workers are
satisfied with general shift and 4% of the workers opinioned on second shift. Hence the
majority of the respondents accepts with their first shifts.
56
Table No – 21
Accepting suggestions by the supervisors
Opinion No. of Respondents Percentage
Strongly Agree 35 35
Agree 51 51
Disagree 12 12
Strongly Disagree 2 2
Total 100 100
INFERENCE:
Above the table 35% of the workers opinioned that their supervisors are always
accept their suggestions and get positive motivations from them. 58% state that their
supervisors accept their suggestions sometimes and not always. The remaining 14%
reveals that their supervisors never lend their ears to their suggestions. So, these workers
were motivated negatively by their supervisors. Though there is no need for the
supervisors to accept all the suggestions offered by the workers yet they shall not be
motivational exists in the study unit in the form of discarding the suggestions made by the
workers.
57
Table No – 22
Proud to be a part of CLASSIC MOULDS & DIES Ltd.
Opinion No. of Respondents Percentage
Strongly Agree 81 81
Agree 18 18
Disagree 1 1
Strongly Disagree - -
Total 100 100
INFERENCE:
The above table shows that except only one worker, all the 99% of the workers
are of the opinion that they are very proud to work in the study unit. Thus the image of the
study unit in the minds of the workers is very high, which is very essential for improving
the quality of work life in it.
58
Chi - Square –Test – ITable – 23
Opinion about promotions and the experience of the workers.
Experience Level
Strongly Agree
Agree DisagreeStrongly Disagree
Total
1 -5 years5
(3.8)9
(9.9)5
(5.1)0
(0.2)19
5 – 10 years3
(4.8)11
(12.5)10
(6.5)0
(0.2)24
>10 years12
(11.4)32
(29.6)12
(15.4)1
(0.6)57
Total 20 52 27 1 100
HYPOTHESIS:
There is no significant relationship between the experience level of workers and their opinion about promotions.
Degree of Freedom [d.f] = (r-1) (c-1)
= (4 -1) (3 – 1)
= 3*2 = 6
Significance level of 6 at 5%
Calculated value [C.V] = 4.944
Table value [T.V] = 12.592
Conclusion:
Since the calculated value is less than the table value, the null hypothesis is accepted. So it is
proved that there is no significant relationship between the experience level of workers and their opinion
about promotions
Chi - Square –Test – II Table – 24
Opinion about fringe benefits and income level of the workers.
Income LevelStrongly
AgreeAgree Disagree
Strongly Disagree
Total
5000-100008
(10.6)22
(21.3)8
(5.7)0
(0.4)38
59
10000-2000020
(16.5)32
(33.0)6
(8.9)1
(0.6)59
>200000
(0.8)2
(1.7)1
(0.5)0
(0.0)3
Total 28 56 15 1 100
HYPOTHESIS:
There is no significant relationship between the opinion of respondents with different income level and their
opinion on fringe benefits.
Degrees of Freedom[d.f] = (r-1) (c-1)
= (4 -1) (3 – 1)
= 3*2 = 6
Significance level of 6 at 5%
Calculated value [C.V] = 5.559
Table value [T.V] = 12.592
CONCLUSION:
Since the calculated value is less than the table value, the null hypothesis is accepted. So it is
proved that there is no significant relationship between the opinion of respondents with different income
levels and their opinion on fringe benefits.
Chi – Square Test – IIITable – 25
Opinion about the opportunities provided in the organization to develop the employees abilities and their equal treatment at work place.
Equal Treatment at work place.
Strongly Agree
Agree Disagree Total
Strongly Agree25
(10.8)14
(27.1)4
(5.2)43
Agree0
(14.2)49
(35.9)8
(6.8)57
Total 25 63 12 100
HYPOTHESIS:
There is no significant relationship between the equal treatment of workers and their opportunities to develop
their own abilities in the organization.
60
Degrees of Freedom[d.f] = (r-1) (c-1)
= (3 -1) (2 – 1)
= 2*1 = 2
Significance level of 2 at 5%
Calculated value [C.V] = 44.694Table value [T.V] = 5.991
CONCLUSION:
Since the calculated value is higher than the table value, the null hypothesis is rejected. So it is
proved that there is significant relationship between the equal treatment of workers and their opportunities to
develop their own abilities in the organization.
61
Chi – Square Test –IVTable – 26
Opinion about the Employees Priority to Safety and Their Acceptance of Suggestions by their Superiors.
Employees opinion prior to safety
Strongly Agree
Agree DisagreeStrongly Disagree
Total
Yes16
(20.7)33
(30.1)8
(8)2
(2)59
No19
(14.4)18
(20.9)4
(4.9)0
(0.8)41
Total 35 51 12 2 100
HYPOTHESIS:
There is no significant relationship between the employee’s opinion on priority to safety and their acceptance of
suggestion by their superior.
Degrees of Freedom[d.f] = (r-1) (c-1)
= (4 -1) (2 – 1)
= 3*1 = 3
Significance level of 3 at 5%
Calculated value [C.V] = 4.922
Table value [T.V] = 7.815
CONCLUSION:
Since the calculated value is lesser than the table value, the null hypothesis is accepted. So it is
proved that there is no significant relationship between the employee’s opinion on priority to safety and their
acceptance of suggestion by their superior.
62
Weighted Average Method:Table – 27
Employee’s perception on motivational insights
InsightsRank (1-5)
Total5 4 3 2 1
Interest in work 28 26 26 14 6 100
Recognition 34 24 1 16 16 100
Award and Rewards 9 22 23 24 22 100
Compensation 10 12 20 17 41 100
Friendly Co-workers 19 16 21 29 15 100
Weighted average method = (X1W1 + X2W2 + X3W3 + --------)/N
a. Interest work = (28*5 + 26*4 + 26*3 + 14*2 + 6*1)/N
= (140 + 104 + 78 + 28 + 6)/100
= 356/100 = 3.56 b. Recognition = (34*5 + 24*4 + 10*3 + 16*2 + 16*1)/N
= (170 + 96 + 30 + 32 + 16)/100
= 344/100 = 3.44c. Awards &
Rewards = (9*5 + 22*4 + 23*3 + 24*2 + 22*1)/N
= (45 + 88 + 69 + 48 + 22)/100
= 272/100 = 2.72
d. Compensation = (10*5 + 12*4 + 20*3 + 17*2 + 14*1)/100
= (50 + 48 + 60 + 34 + 41)/100
= 233/100 = 2.33e. Friendly
Co-workers = (19*5 + 16*4 + 21*3 + 39*2 + 15*1)/100
= (95 + 64 + 63 + 58 + 15)/100
= 295/100 = 2.95
Rank Weighted Average Score
Rank Weighted Average Attributes
I 3.56 Interest in work
II 3.44 Recognition
63
III 2.95 Friendly Co-workers
VI 2.72 Awards and Rewards
V 2.33 Compensation
INFERENCE:
From the table it is clear that among the motivational insights factors interest in work ranks the top
with 356 points resulting an average of 3.56 followed by recognition with 344 points weighing an average of
3.44. It reveals that both the management and the workers are in mutual understanding as the interest in the
work ranks high and the recognition of the workers ability and skill by the management is also at high level.
The motivational factors like awards and rewards, compensation and friendliness with co-
workers rank less than the general average of 3. It envisages that the management needs concentration on
awarding rewards and in paying compensation where as the workers shall develop friendliness with their co-
workers to make the work life a quality one.
CHAPTER – IV
4.1 FINDINGS FROM THE STUDY
The following findings were observed:
From the table 1, it is inferred that majority of 45% of the respondents belongs to the age group of
31 to 45 and 30% of the respondents lies between 20 to 30 age group. 25% of the respondents fall
from the age group of 46 and above.
From the table 2, it is inferred that majority of 57% of the respondents are with an experience of
more than 10 years and 24% are 5 to 10 years of experience. 19% of the respondents are with 1-5
years experience. No respondent is less experienced.
From the table 3, it is inferred that as much as 82 per cent of the respondents are in the higher
income group of more than Rs. 10,000 income per month.
64
From the table 4, it is inferred that as much as 97% of workers in the study unit were of the opinion
that their job enables them to use their skills and abilities in full. Only 3% of them disagreed to this
point.
From the table 5, shows that no harm is done to the self-respect of the workers in the study unit.
43% of the respondents strongly agreed to the statement and 57% of the respondents also opinioned
that the workers are treated equally with respect at their work places.
From the table 6, it is inferred that almost 97% all the workers in the study unit either agree or even
strongly agree that the conditions on their job allow them to be productive. Only 3% of them were
of negative opinion.
From the table 7, it is inferred that 25% of the workers strongly agree to the point that there are
adequate opportunities to develop their own special abilities in the work place. 63% of the
respondents agree to it only to some extent. Only 12% of the workers find no such opportunities in
the study unit.
From the table 8, it is inferred that 82% of the workers in the study unit are satisfied with the
guidance provided to them by the superiors/managers to get the work done easily. 18% of the
respondents disagreed to accept it.
From the table 9, it is inferred that the opinion of the respondents as regard to the positive factors of
the high quality tools and techniques required performing to do the job. 65% of the respondents very
strongly agree & with the provisions made to utilize quality tools and techniques to perform the job,
and 32% of the respondents also agree with the statements, and only 3% of the respondents are
refused to accept it.
From the table 10, it is inferred that the opinion of the respondents as regard to the chances for
promotion is not appreciable compared to other determinants of quality of work life. Only 72% of
the respondents have agreed that the chances for promotion are good in the study unit where as, as
much as 28% of the workers refused it.
From the table 11, it is inferred that 59% of the respondents opinioned that high priority was
assumed to safety at work place and other side of the coin reflects 41% of the respondents
disagreed.
65
From table 12, it is inferred that 56% of the respondents are satisfied with lightening and ventilation
facilities provided in the work place, followed by 27% satisfied with canteen facilities and 7% of the
respondents opinioned on first aid facilities, 10% of the respondents opinioned on others includes
drinking water, rest rooms etc.
From the table 13, it is inferred that 34% of the workers accept that the fringe benefits offered to
them are good and enough to their expectations. As much as 56% were of the opinion that the
fringe benefits are somewhat good, though not up to their expectations. The remaining 16% were of
the opinion that the fringe benefits offered in the study unit are up to their expectations.
From the table 14, it is inferred that the attitude of the supervisor towards the welfare of the workers
is positive for 70% of the workers only. The remaining 30% were of the opinion that the attitude of
their supervisor was not in favor of their welfare.
From the table 15, it is inferred that 53% of the workers strongly feel that there is security for their
job and only one worker feel that there is no security for the job.
From the table 16, it is inferred that the helping tendency of the supervisor is not up to the
expectations of the respondents as only 33% of them strongly accept that the supervisors are lending
their helping hands always. 54% of the workers are the view that the supervisor are helping at times
are not always. The remaining 13% are of the opinion that they are not at all helped by their
supervisor.
From the table 17, it is inferred that only 30% of the workers strongly accept that there are training
opportunities in the study unit, which helps them to perform their job safely and competently. 54%
of the workers accept to some extent that the training opportunities are available and helpful. The
remaining 17% were of the opinion that they had no such opportunities.
From the table 18, it is inferred that except only one worker of all the 99 workers are of the opinion
that their work is stressful one. Among them, 29% of the workers opinioned that the stress is
always there in the work and a vast majority of 64% feel that they often find their work stressful.
Only 6% of the workers have stated that their work is stressful sometimes and not always.
From the table 19, it is inferred that 69% of workers are satisfied with first shift, 31% of workers are
satisfied with general shift and 4% of the workers opinioned on second shift.
From the table 20, it is inferred that 35% of the workers opinioned that their supervisors are always
accept their suggestions and get positive motivations from them. 58% state that their supervisors
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accept their suggestions sometimes and not always. The remaining 14% reveals that their
supervisors never lend their ears to their suggestions. So, these workers were motivated negatively
by their supervisors.
From the table 21, it is inferred that shows that except only one worker, all the 99% of the workers
are of the opinion that they are very proud to work in the study unit. Thus the image of the study
unit in the minds of the workers is very high, which is very essential for improving the quality of
work life in it.
2.3 chi-square Test
2.3.1 Relationship between Management and employees (Question 4.5)
Sl. No Particulars No. of Respondents Percentage
1. Very good 28 28%
2. Quite good 27 27%
3. Neither good nor bad 24 24%
4. Quite bad 13 13%
5. Very bad 8 8%
To test the rate of respondents on Overall relationship between management and employees
Null Hypothesis: over all Relationship between management and employees is excellent
Alternate Hypothesis: over all Relationship between management and employees is poor
O E OE (O-E)2 (O-E)2/E
28 20 8 64 3.2
27 20 7 49 2.45
24 20 4 16 0.8
13 20 -7 49 2.45
8 20 -12 144 7.2
TOTAL 16.1
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X = 100 / 5 = 20
X = ∑(O-E)2/E = 16.1
d.f = r-1 = 5-1 = 4
The table value of X2 for 4 df at 5% level of significance is
ie X2 (0.05) for 4 d.f = 9.49
Since the calculated value is greater than the table value we reject the null hypothesis. Hence it is
concluded that there is significant difference between the observed and expected frequency. Therefore over
all Relationship between management and employees is poor.
2.3.2 Comparison of compensation earned to others of same profile (Question 5.4)
Sl. No Particulars N o. of Respondents S`
1. Much less than you
deserve
22 22%
2. Somewhat less than you
deserve
21 21%
3. About as much as you
deserve
17 17%
4. Somewhat more than
you deserve
18 18%
5. Much more than you deserve
19 19%
To find out the opinion how fair is what you earn on your job in comparison to
others doing the same type of work you do
Null hypothesis H0: Most of respondents feels that they earn much less than they deserve
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Alternative hypothesis H1: Most of respondents feels that they earn much more than they deserve
O E OE (O-E)2 (O-E)2/E
23 20 3 9 0.45
23 20 3 9 0.45
17 20 -3 9 0.45
18 20 -2 4 0.2
19 20 -1 1 0.05
1.6
X = 100 / 5 = 20
X = ∑(O-E)2/E = 1.6
df = r – 1=5- 1=4
The table value of Chi square for 4.d.f @ 5% level of Significance
0.05= 2לא for 4d.f=9.49
Since the calculated value is lesser than the table value we reject the null hypothesis
Hence it is concluded that there is no significant difference between observed and expected value . Hence Most of respondents feels that they earn much less than they deserve
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CHAPTER 3
SUMMARY
3.1 FINDINGS
45% of respondents are between the age group of 20-25 years, 38% are between 25&30. And 4% are
in the range of 51 & above years.
73% of respondents are engineering graduates; 27% of respondents are Non engineering graduates
28% of respondents are female and 72% of respondents are male
65% of respondents are married and rest 35% is single.
68% of respondents are under the designation of Engineers and associates and 32% of respondents
are Managers and above.
51% of respondents have experience of 0~5 years, 35% of respondents have 5~10 years
experience.14% has an experience of over 10 years.
45% of respondents are with the organization for 3years and above, while 23% are with the
organization for less than 1 year.
85% of respondents work in the general shift and 3% of them are in the third shift.
35% of respondents work extra hours mandatory
55% of the respondents find it very hard to take time off for personal work. While 15% of them do
not have any difficulty in taking time off for personal activity.
71% of the respondents have less than 1 hour in a day for personal / leisure activity.
.
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Suggestions: to Improve the Quality of Your Work Life
We all desire a work experience that can fit neatly with our personal lives. We all seek balance. Too often however peoples' work life overpowers the rest of their life. And when that happens, we can very easily find ourselves struggling to keep up in all areas of our lives.
The following ten tips are designed to get you thinking. They apply as much to the CEO as they do to the front line worker:
1)Have a personal vision of who you want to be and what you want to do - keep in mind that if you do not have one for yourself, you will likely become part of someone else's vision!
2)Test out your own personal vision with that of your organization's - in how many ways do they support each other? Ask questions to better understand your organization's mission, vision and values.
3)Learn, and keep on learning - go to training sessions and in-services, enroll in college courses, read books. Know why, not just how.
4)Buddy-up - find ways to share the load with other team members. Sharing the load makes work easier to manage and less stressful.
5)Share your successes - this allows you to learn from the successes of others, as well as giving you a boost when you need
6)Get it off your chest - talk things over with your buddy, friend, supervisor when things trouble you, don't keep it bottled up inside.
7)Find joy in being of service to others - think about how the person you are serving is better off as a result of your work, and rejoice in that knowledge.
Take time for breaks - pay particular attention to the need to refresh body, mind and spirit.
9)Try out new ideas - to innovate is to grow. By using your creativity and innovation life becomes exciting and fulfilling.
10)Have fun at work - laughter is the best medicine, but use only appropriate humor. Damaging someone else's self-esteem for the fun of it is no laughing matter.
3.3 CONCLUSION
Training and development of employees is a key strategic issue for organizations, it is the mean by
which organizations determine the extent to which their human assets are viable investments.
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Appendix
“Improving Quality of Work Life in an OrganizationVisteon Automotive System India Pvt. Ltd”
QUESTIONNAIRE
Name : __________________________________________
Age : 20-25 Years 25-30Years
31- 50Years 51 & Above
Educational : Engineering Non-Engineering Qualification
Gender : Male Female
Marital Status : Single Married
Designation : Engg. & Associates Managers
Experience : 0-5 Years 6-10 Years
11 & Above
Date of joining : ___ / ___ / _________
General Characteristics: 1. How long have you worked in your present job for your current employer?
a. Less than 1 year
b. 1 to 3 years
c. More then 3 years
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2. Which of the following best describes your usual work schedule?
a. First shift / General (7.15am ~ 3.45pm / 4.45pm)
b. Second shift (3.45pm ~ 12.15am)
c. Third shift (12.15am ~ 7.15am)
3. How many days per month do you work extra hours beyond your usual schedule?
a. More than 15 days
b. 5 ~ 15 days
c. Less than 5 days
d. no extra hours
4. How often do you work at home as part of your job in a month?
a. Never
b. About once in a week
c. More than once in a week
d. Almost all days in the month
5. When you work extra hours on your main job, is it mandatory (required by your
employer)?
a. Yes
b. No
6. How hard is it to take time off during your work to take care of personal or family
matters?
a. Not at all hard
b. Not too hard
c. Somewhat hard
d. Very hard
7. After an average work day, about how many hours do you have to relax or pursue
activities that you enjoy?
a. Less than 1 hr
b. 1hr ~ 3hrs
c. More than 3 hrs
Effect of Work on Health :
8. Would you say that in general your health is Excellent, Very good, Good, Fair, or
Poor?
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a. Excellent
b. Very good
c. Good
d. Fair
e. Poor
9. Now thinking about your physical health, which includes physical illness
and injury, for how many days during the past 30 days was your physical
health not good? __
a. More than 5 days
b. 5 ~ 3 days
c. 1~ 3 days
d. Nil
10. Now thinking about your mental health, which includes stress, depression,
and problems with emotions, for how many days during the past 30 days was
your mental health not good. __
a. More than 5 days
b. 5 ~ 3 days
c. 1~ 3 days
d. Nil
11. How often do you find your work stressful?
a. Always
b. Often
c. Sometimes
d. Hardly ever
e. Never
12. The safety of workers is a high priority with management where I work
1. Strongly Agree
2. Agree
3. Disagree
4. Strongly Disagree
Study on Job satisfaction :
13. My main satisfaction in life comes from my work
1. Strongly Agree
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2. Agree
3. Disagree
4. Strongly Disagree
14. On my job, I know exactly what is expected of me
1. Strongly Agree
2. Agree
3. Disagree
4. Strongly Disagree
15. My job lets me use my skills and abilities
1. Strongly Agree
2. Agree
3. Disagree
4. Strongly Disagree
16. My job requires that I keep learning new things
1. Strongly Agree
2. Agree
3. Disagree
4. Strongly Disagree
17. I have the training opportunities I need to perform my job safely and competently
1. Very true
2. Somewhat true
3. Not too true
4. Not at all true
18. I have an opportunity to develop my own special abilities
1. Very true
2. Somewhat true
3. Not too true
4. Not at all true
19. I am given a lot of freedom to decide how to do my own work
a. Very true
b. Somewhat true
c. Not too true
d. Not at all true
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20. At the place where I work, I am treated with respect
1. Strongly Agree
2. Agree
3. Disagree
4. Strongly Disagree
Study on Inter-personnel behavior
21. In your job, do you normally work as part of a team, or do you work mostly on your
own?
1. Yes, I work as part of a team
2. No, I work mostly on my own
22. In your job, how often do you take part with others in making decisions that affect
you?
a. Often
b. Sometimes
c. Rarely
d. Never
23. How often do you participate with others in helping set the way things are done on
your job?
a. Often
b. Sometimes
c. Rarely
d. Never
24. How often are there not enough people or staff to get all the work done?
a. Often
b. Sometimes
c. Rarely
d. Never
25. In general, how would you describe relations in your work place between
management and employees?
1. Very good
2. Quite good
3. Neither good nor bad
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4. Quite bad
5. Very bad
26. When you do your job well, are you likely to be praised by your supervisor or
employer?
a. Yes
b. Maybe
c. No
Study on Compensation / Benefits :
27. The job security is good
1. Very true
2. Somewhat true
3. Not too true
4. Not at all true
28. The chances for promotion are good
1. Very true
2. Somewhat true
3. Not too true
4. Not at all true
29. My fringe benefits are good
1. Very true
2. Somewhat true
3. Not too true
4. Not at all true
30. How fair is what you earn on your job in comparison to others doing the same type
of work you do?
1. Much less than you deserve
2. Somewhat less than you deserve
3. About as much as you deserve
4. Somewhat more than you deserve
5. Much more than you deserve
31. How easy would it be for you to find a job with another employer with
approximately the same income and fringe benefits as you have now?
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1. Very easy to find similar job
2. Somewhat easy to find similar job
3. Not easy at all to find similar job
32. Taking everything into consideration, how likely is it you will make a genuine effort
to find a new job with another employer within the next year
1. Very likely
2. Somewhat likely
3. not at all likely
S.SUPRIYA
Registration Number:
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BIBLIOGRAPHY
Managing Human Resources: Productivity, Quality of W ork Life, Profits
- Wayne F. Cascio
Making Peace with Your Office Life: End the Battles, Shake the Blues, Get Organized, and Be
Happier at Work - Cindy Glovinsky
Simplify Your Work Life: Ways to Change the Way You Work so You Have More Time to Live -
Elaine St. James
I. WEBSITES
www.Visteon.com
www.google.com
www.researchstudies.com
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