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assessment of impact of quality of work on job performance in IT services
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QUALITY OF WORK LIFE &
ITS IMPACT ON JOB
PERFORMANCE: A STUDY
OF INDIAN IT SECTORDISSERTATION
SUBMITTED TO SUMITTED BY
Ms. Rashmi Rai KUMAR DAVID
Faculty A3923009025
ASB BBA+MBA (DUAL)
NOIDA
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PREFACE
In the epoch of fast manufacture, management of human resources is significant for any business and
concern of a developing nation and therefore the development of any organization depend on the
correct management of existing, accessible and potential human resources. Soul has the potential to
manage any trade or activity, however, the management of human resources is such a awfully
complicated method, if may manage human resources properly for the benefits of the organization we
will say of him a self-made manager.
In this study the main focus is on human resource management, a lot of specifically on the quality of
work life (QWL) and its impact on the job performance of the staff in the HCL and WIPRO, NOIDA.
QWL is best life at work, it means that climate at work is congenial providing happiness and relief to
the employee each at work and after work. QWL has a directed bearing on the standard of living and
the quality of working abilities of human beings. QWL covers several aspects of employees work life
such as monetary benefits, physical working conditions, social and career aspects. What is important is
to stimulate quality of work life consciousness among the employees and the management of
corporation i.e., workers, unions and management.
This study's mainly concentrates on the analysis of quality of work life aspects in the HCL and
WIPRO.
The first half of the study deals with the introduction to quality of work life and the impact of quality of
work life on job performance.. The latter half of the study presents human resource development,
working conditions, work life in HCL and WIPRO. A brief summary and conclusions of the study are
presented at the end. It is hoped that the findings and suggestions of the study will help to enhance the
level of efficiency of HCL and WIPRO.
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ACKNOWLEDGEMENTS
The study would not have been possible but for the generous facilitate and steerage that I have received
from a variety of persons. I express my deep sense of appreciation to all of them.
The genesis of this work lay in my long cherished desire for the Masters Degree which becomes a
reality by the sole opportunity given by Ms. Rashmi Rai, Faculty, Amity School of Business, Noida,
Uttar Pradesh. It has been a great pleasure and privilege to figure underneath her steerage. Her informal
vogue and suppleness in approach vastly abetted me to complete the work with ton of zeal and
enthusiasm.
I express my deep sense of feeling to her but for her untiring and scholastic guidance; the present study
would have received unexplored for a few longer time.
I take this chance to copiously acknowledge the management of HCL and WIPRO who gave me the
authorization to carry out the research. Equally my heartful thanks go to the large number of employees
and staff with whom I intermingled throughout the course of the study and who liberally permitted me
to interrupt their work, from time to time to the extent of imposing myself on them.
I am grateful to Dr. Himanshu Mohan, Director, Amity School of Business, Noida who in spite of
heavy professional commitments spared time to counsel me at various stages of the work.
My heart-felt thanks and regards to my folks Sri Durga Prasad and Srimati Gita Devi for their
continuous encouragement in completion of my endeavor.
(KUMAR DAVID)
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Table of Contents
CHAPTER 1- INTRODUCTION……………………………………………………………………………………………………05-12
HRM & Implications
Quality of Work Life
CHAPTER 2- LITERATURE REVIEW……………………………………………………………………………………………13-21
CHAPTER 3- PROFILE OF INDIAN IT INDUSTRY…………………………………………………………………………22-36
Introduction to Indian IT Industry
HCL: Company Profile
WIPRO: Company Profile
CHAPTER 4- ABOUT THE STUDY………………………………………………………………………………………………37-39
Objective of the Study
Significance of the Study
Scope of the Study
Period of the Study
Limitations of the Study
CHAPTER 5- RESEARCH METHODOLOGY…………………………………………………………………………………40-41
Research Design
Database & Methodology
CHAPTER 6- QWL & JOB PERFORMANCE…………………………………………………………………………………42-45
CHAPTER 7- DATA ANALYSIS & INTERPRETATION……………………………………………………………………..46-71
CHAPTER 8- FINDINGS OF THE STUDY………………………………………………………………………………………72-75
CHAPTER 9- SUGGESTIONS & RECOMMENDATIONS…………………………………………………………………76-77
CHAPTER 10- CONCLUSION………………………………………………………………………………………………………78-79
CHAPTER 11- BIBLIOGRAPHY & REFERENCES……………………………………………………………………………80-83
ANNEXURE……………………………………………………………………………………………………………………………….84-87
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TABLE OF FIGURES & ILLUSTRATIONS
FIGURE/ILLUSTRATION NAME PAGE NO.Definition of quality of work life 11Concept of quality of work life 15Big 5 IT services company 28Major IT hubs 28-29HCL snapshot 34Relationship between QWL and job performance 45Gender of the sample size 48Years of working 49Physical working condition 50Work load in organization 51Communication and information flow 52Sharing of experiences among employees 53Training provided by the company 54Training improves productivity 56Good career prospect in the organization 57Free to perform duties 58Working environment 59Take care in the night shift 60Job security and impact on job performance 61Satisfactory salary 62Goal and task clarity increase productivity 63Employee participation 64Facilities as motivator 65Motivating factor 66Characteristics of employees 67Co-operation in departments 68Quality of work life and productivity 69
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The most vital resource of any organization is usually aforementioned to be its people. The growth,
development, prosperity and progress of any organization depend upon the strength of its potential
human resources. Such individuals have to be compelled happen to create things happen to assist
within the accomplishment of the organizational objectives. To co-ordinate the resources of the
organization- four important 'M's, viz., Money, Material, Machinery and Men- which are the most vital
possessions of any organization should be taken into account. The three 'M's like Money, Material and
Machine are created and managed by human beings. It is a very effective combination, on dovetailing
of these factors that the success or failure of the organization depends. The human resources available
to management in an organization are only a part of resources. They must be coordinated. Without
human efforts, organization cannot accomplish their objectives. According to Rensis Likert who rightly
observes, “All the activities of any enterprise are initiated and determined by the persons who make up
that institution, plants, offices, computers, automated equipment, and all else that make a modern firm
uses are unproductive except for human effort and direction of all the tasks of management, managing
the human component is the central and most important task, because all else depends on how well it is
done.”
HUMAN RESOURCES- Its Implications
Human resources have been defined as, “from the national point of view, the knowledge, skills,
imaginative abilities, gifts and aptitudes obtained in the population,” whereas from the belvedere of the
individual enterprise, they characterize the total of the inherent abilities, acquired knowledge and skills
as exemplified in the talents and aptitudes of its employees. Many scientists have emerged rich with a
great potential for growth and expansion because they have people rich in drive, vision, ingenuity,
creativity and the spirit of enterprise. The depreciation that results in all the other factors of production
in the long run does result in the inadequacy of human resources.
It is this human resource which is of supreme importance in the success of any organization, as most of
the problems in organizational settings are human and social rather than physical, technical, or
economic. Failure to reorder this fact causes immense loss to the nation, enterprise, and individual.
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QUALITY OF WORK LIFE
Work life needs a specific description before one can go into the Quality of Work Life prevailing in
Indian IT sector in general and HCL & WIPRO in the particular. The study done so far in the area of
work life has unlocked the wide range of conceivable thoughts of work life. Work life logically means
the life of the workers, physical and intellectual, in their work environment in office or factory or field-
working. What is anticipated of the employee? What are the circumstances of the work place? What is
the reimbursement that the employee acquires? What are the encouragements presented to him? How
about satisfaction with the operating environment and the compensation? These are the queries to be
undertaken by the researcher in any study of work life.
QWL again needs a specific thoughtful before arriving at a prescriptive description of the item. It must
be accepted in mind that the term made its first entrance in the Research Journals and in the press in the
United States in 1970s. There is no commonly recognized designation of the term. However, the
attempts so far made to define it mostly refer to the favorableness or unfavourableness of a job
environment for the people involved in it.
This definition, however, has additional way of looking at it which compares the QWL with employees'
awareness of the safety, of their degree of satisfaction and the opportunities the work environment
provides them to grow and develop as human beings.
This, in a sense, needs the degree to which the full range of human needs is meant for the purpose of
this study. Work life and quality of work life are defined as any activity which takes place at every level
of an organization, and, which through the augmentation of human dignity and growth, promotes
greater organizational effectiveness. It includes the process in which the three significant factors in
organization management work out.
1. Management
2. Employees, and
3. Unions.
To work together, one needs a set of actions, changes and progresses to attain equally important
purposes of improving respected life of the worker and the members of the organization and the growth
of the efficiency of the organizations. It is applicable here to make an attempt to classify the most
important areas that contribute to the important of QWL of different perceptions. The areas constituting
important aspects of the QWL have to be dealt with meticulous care. The following appear to be the
common areas to all such studies, listed below are the areas in the order of their perceived importance
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which are found to be common to most studies.
Specific issues of Quality of Work Life
The factors influencing and deciding quality of work life are:
• Pay
• Employee benefits: Health care and other fringe benefits
• Job security
• Alternative work schedule
• Job stress
• Participation in management- workers and union involvement in decision making
• Democratic ambience in the work place
• Procedure of redressal of grievances
• Pension benefits
• Profit sharing
• Promotions as growth channels.
In spite of all these factors listed above, in the order of their priority, it is the work culture and the work
environment that ought to be studied. If the Quality of Work Life needs to be improved, economic want
and benefits, security, working conditions and workforce, management relations all these aspects that
touch the employees should be dealt with humanely in work culture of an organization.
1. Pay: In terms of pay, adequate and fair compensation is the most important determinant in
Quality of Work Life. The employee of the organization gives the utmost importance to the
compensation package offered to them. In a few cases where occupational hazard
committees are set up, compensation package is considered attractive enough to balance the
risk involved. In any case, it is monetary benefit that influences the employee’s
consideration rather than the other things.
2. Employee Benefits: After the pay or compensation package, comes the package of
employee benefits. So long as their main additional monitory benefits, strictly speaking,
their additional monetary benefits form part of the benefits of compensation package.
However employee benefits to take certain other forms like health care services, leaves,
subsidies, retirement benefits, certain works and privileges like free, or subsidy
accommodation, free or subsidy transport. These incentives attract people to work in the
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organization and staying in the organization and contributing their best to the organization.
It also encourages their loyalty and pride in belonging to the organization, in the ultimate
analysis. However, these factors are attractive mainly as benefits quantified in terms of
money.
3. Job Security: It comes next in the order of priority. In any study of QWL, the last thing that
any employee desire is not to be thrown out of job. This causes a lot of insecurity. Stable
employment is something which gives confidence to the employee and forms the main
factor for good employment and the improvement of the QWL. The employees’ contribution
to the growth of the organization is in proportion to the security he enjoys. There is,
however, another side threat to the feeling of security where under, the employee is self-
satisfied. It implies that the employee to initiate a delicate balance between excessive job
security and total insecurity.
4. Alternative Work Schedule: Each employee may have his own preferences of working
hours. The management can introduce schemes like flexible working hours, staggered
hours, reduced work week and part time employment. Such work schedules would take
away stress and strain from the worker’s mind and body.
5. Job Stress: It is unavoidable part of an employee’s career, which sets growth as its primary
goal. Job stress is more often caused by an improper management of human resources. This
is in the form of reduction of general happiness, resulting from tedious work schedules, like
working conditions, time pressure, work overload, monotony, occupational stress, etc. The
other factors causing job stress is a feeling of insecurity, a feeling of incompetence and the
lack of confidence leading to low esteem etc. The present day employee is concerned about
high wages, better benefits, challenging job, etc., and is afraid of being deprived of them
because of the low self-esteem. Effective management of stress does contribute to QWL.
6. Participation in Management: Many experts undoubtedly believe that participative
management would improve the QWL. Gone are the days when the management had a
paternalistic and bossy attitude to the workers. The employers regarded the employees as a
factor of production; while the employee always feels that he has been the tool of
exploitation in the hands of management.
7. Democracy in Work Place: All the measures discussed would help to bring about the
desired result in the work place democracy. Very often, work place democracy takes the
format of participative management. Either the majority of staff being owners or complete
staff ownership by the workers leads to the highest level of democracy in the work place. It
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also ensures by other kinds of participation like participative decision-making, quality
circle, etc. Democracy in the work place leads to a high sense of responsibility on that part
of the employee and he ceases to think of himself as a mere tool in the hands of the
management and considered himself as a subordinate to a boss: and makes him to do things
with a lot of initiative to improve productivity and profitability.
8. Grievance Procedure: The next factor in improving QWL is grievance procedure. It is well
known that a satisfied employee is a competent employee. It is a matter of common sense
that no employee, nourishing grievance, can effectively contribute to that productivity and
well-being of an organization. Redressal channels must always be open, so that the workers
get a sense of fair treatment. This is possible, if the company gives them. The opportunity to
ventilate their grievances, wherever rule exists, and the rules from the management side
must be implemented in the spirit of the rule and not in the latter. Consensus is the best
method. Such consensus, being arrived at as a result of negotiation between the
management and the worker, in a spirit of give and take gives the worker a sense of fair
treatment.
9. Pension benefit: Security being the top-most consideration of human being, it is only
neutral for the employees to look forward to a well provided and secured retired life. This is
possible, obviously, if the employee has opportunities for providing substantially for his old
age. This certainly makes far greater and sincere involvement of the worker in the function
of the organization. This is a part of the pay and allowances factor. Any monetary benefit
accruing to the employee and strengthens his loyalty to the organization.
10. Gain Sharing and Profit Sharing: There are methods of sharing profits with employees,
which requires mutually acceptable formula. This gives a real sense of involvement to the
employee and can influence the economic performance of an organization as real worker
involvement can have definite influence on labor hours, materials or damage. Workers in
such situations spend their attention and energy on higher productivity will lead to the
increased profits.
11. Promotion Channel: A change for better is always a motivating factor for an employee; the
prospect of the promotion at a regular period stimulates the employees’ enthusiasm and
ensures his initiative. A promotion is naturally a raise in position, in emoluments and most
often in responsibility though welcome to its employees, brings along with it greater
responsibility and less leisure. Promotion can implement by merit or by seniority, if the
yardstick to measure merit are fair and objective, if the merit is measurable in acceptable
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terms to all concerned. There should be no quarrel about it. Still, even when such means of
measurement of merit are available, the promotion of a junior super ceding a senior leads to
a lot of heart burning. This has an important bearing on QWL as there is always a sizeable
number of ungrateful employees in such situations. In some organizations, merit is assessed
by means of examinations and performance. In such cases, employees not taking the
examinations, do not reconciled to they are not getting promotions. This certainly is a good
method of promotion if only its objectivity and fairness are assured. In most organizations,
however, promotion is by seniority and is often without any consideration of the
performance record of the employee; this results in inefficiency and affects the QWL at
lower levels. Very often, a balance is struck between merit based and seniority based
promotions by presenting a minimum period of service as eligibility for taking promotion
exams, slash interviews, the absence of the better alternative, this system alone works.
Definition of Quality of Work life
It has changed from time to time and it keeps on changing even now. The current definition of QWL is
favorableness or unfavourableness of a job environment for the people involved in it.
Period Quality of work life is defined as
First definition 1969-1972 Variable
Second definition 1969-1975 Approach
Third definition 1972-1975 Methods
Fourth definition 1975-1980 Movements
Fifth definition 1979-1982 Everything
1983, Nadler and Lawler perceived that after the phase of 1979-1982 when QWL means everything, it
would lose its impact and mean nothing. But, instead of losing importance, Quality of Work Life is
gaining momentum day by day.
Whatever may be the interpretation, Quality of Work Life is most debated and debatable topic to both
employer and employees. One of the reasons for the growing importance of Quality of Work Life could
be the realization on the part of employees about their rights and growing Unionism. Workers are no
more illiterate. They do not completely depend upon the mercy of management for their existence.
Most of the lower level workers also have primary education. Thanks to the efforts of the government
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in this regard. They are most united now than ever. Each and every worker tends to join some Union or
the other for their own protection and well-being. Unions put in, all their efforts to educate its members
to realize their rights and also to what they can expect from organization in return of what they
contribute.
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The though, Quality of Work Life, appeared within the USA in mid-1970 in Research Journals. The
though was being given potential importance right from early Fifties. But, it had been not terribly clear
and was ambiguous. Quality of Work Life is known and viewed in numerous ways that. The term
involves a sympathetic response among several. Although several people tried to outline it, in specific
terms, some among them are bestowed below.
Raslow clarifies the importance of work more in detail and relates it to success and failure of a person
in his society. Consistent with him, work is the core of life, seeing the deeper meaning of work to be
individual and to life’s values. Work means being a decent supplier, it suggests that autonomy, it pays
off in success and it establishes dignity or self-worth. Among this framework, the one that brazenly
confesses active job-dissatisfaction is verily admitting failure as a person, a failure in fulfilling his
ethical role in society.
Robert H. Guest, a noted behavioral scientist talks concerning feelings of associate degree worker
concerning his work while shaping Quality of Work Life. He also points out the impact of Quality of
Work Life on person’s life. Consistent with him, “Quality of Work Life may be a generic phrase that
covers a person’s feelings concerning each dimensions of work together with economic rewards and
advantages, security, operating conditions, structure and social relations and its intrinsic that means in
person’s life.” It’s a method by which a business makes an attempt to unlock the artistic potential of its
individuals by involving them in decisions, touching their work lives.
Though the notion of “Quality of Work Life” appeared in print first in 1970 within the USA, the notion
was being given potential importance right from Fifties. The scope of the term, QWL, is so vast, that it
covers most areas of human resource management. As such, it continues to be unclear, although
numerous researchers have tried to outline it. The thought of QWL is shown in figure 1.1.
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Fig 1.1: concept of quality of work life
Richard Walton (1979) who was obsessed with quality of work life made an extensive research on the
same and can be considered as the major contributor to this concept. Consistent with Walton, “Quality
of Work Life is the work culture that aids as the corner stone.” He says that the work culture of a
business ought to be recognized and improved to boost Quality of Work Life of that organization. The
eight elements projected by Walton are:
1. Adequate and fair compensation.
2. Safe and healthy operating conditions.
3. Chance to use and develop human capacities.
4. Chance for career growth.
5. Social integration in the work force.
6. Constitutionalism within the work organization.
7. Work and quality of life.
8. Special relevance of work.
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Robert F. Craver a Senior Executive of American Telephone and Telegraphic Company (AT&T) on
the other hand says- Quality of Work Life is quite a shot to pacify the growing demands of impatient
staffs. For the corporation concerned productivity is at stake. For the management, Quality of Work
Life offers new challenges, opportunities, growth and satisfaction.
Some of the foremost renowned organizations of the planet practiced QWL in their organizations with
success. These success stories are brought out by a number of the authors. Robert F. Craver in his
study “American Telephone & Telegraphs (AT&T) Quality of Work Life Experiment – A Practical Case
Study” and R.H. Guest in his study on “Quality of Work Life- Learning from Terrytown” brings out
experience of AT&T and Terrytown. S.K. Karala and S.Ghosh in their article on “Quality of Work
Life-Some Determinants” analyses numerous components of QWL. N.Ahmed in his article on “Quality
of Work Life: A Need for Understanding”, strains the decent understanding of the thought “Quality of
Work Life” to evade vagueness. K.C.D.Souza in his article on QWL, his evolutionary viewpoint
confers quality of work life as an developing concept with countless new areas taking place in it from
time to time. C.L.Cooper especially talks about various factors which influence quality of work life of
managers in his paper on “The Quality of Managerial Life-The Stresses and Satisfiers”.
F.Friendlander and M.Newton measure the influence of quality of work life on job satisfaction.
Various researchers have demarcated QWL in numerous ways. Nadler and Lawder (1983) demarcated
QWL as a variable, associate degree approach, a method, a movement, everything and zilch. QWL is
seen as the quality of the relationship between employees and the total operating atmosphere (Davis,
1985). QWL additionally refers to the degree to which the work in an organization contributes to the
material and psychological well-being of its members (Harrison, 1987). Glaser (1976) thinks that the
term QWL is more than job security, sensible working conditions, adequate and fair compensation
more even than equal employment opportunity.
Since Leavitt (1954) examined buyers’ tendencies to use price as a sign of quality, numerous
researchers have examined the price-quality relationship. Recent studies have exposed an analogous
relationship between the perceived quality and the other two extrinsic cues namely, the brand name and
the store name.
Shapiro (1973) investigated the price quality relationship and price reliance for three products-
stockings, bottle of cologne and carpets. Though his analysis confirmed that price was a mortal of the
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quality (standard), price reliance looked as if it would be a generalized mental construct, an attitude of
a personal trait. This advises that while some individuals are price reliant, regardless of the product into
account, others don’t seem to be.
Stanley E. (1974) had bestowed influence of job satisfaction on quality of employment in social
indications study. Seashore Stanley E. additionally assessed the expertise folks of US in this regard.
Taylor J.C. had observed innumerable dimensions of quality of work life.
Cravin (1975) stressed “Technology” whereas permitted to develop a “Workshop Environment”
permits way larger responsibility involvement on the part of the employees. He proposes, however, that
the accomplishment of such efforts depends for the most part on the pliability of management and on
its disposition to permit the ever-changing management-relationship with the workers to evolve instead
of be designed.
Kavoussi, N. et al., (1978) in their paper on “The Effects of Unsatisfactory Working Conditions on the
Epidemiology of Unauthorized Absenteeism in an Old Textile Factory” suggested for proper care for
refining quality of work life in textile business. And they additionally compared the unauthorized
absence rates within the two massive textile factories in Isfahan, Iran.
There are indications which indicate that “Productivity” is multiplied by refining the quality of work
life (Rosow, 1975). Katzell’s R.A. and Guzzo’s R.A. (1983) work on psychological approaches to
productivity improvement additionally found that added favorable attitudes toward work typically
result from productivity programmes showing that productivity and quality of work life can be
improved through the “Socio-Technical” system style. Higher quality of work life nurtures more
‘cohesiveness’ in teams, which can end in higher productivity within the organization. After that,
cohesiveness itself becomes a goal of the member and he continues to achieve satisfaction as a result of
cohesiveness.
There are varieties of papers bestowed on QWL. Rosow, J.M. in his article on Quality of Work Life
Issues for the Eighties reviews recent trends of QWL. Singh J.P. clarifies Quality of Work Life, its
importance, and viability in Indian context in his article on “Improving Quality of Work life in the
Indian Context”. P. Singh brings out the impression of the two interconnected components of employee
work life motivation and Quality of Work Life in his study on “Motivational Profile and Quality of
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Corporate Work Life, a case of mismatch”. Thorsrud E. brings out complete evaluation between
Quality of Work Life in the First and the Third World Countries in his paper on “Quality of Work Life
in the First and the Third World”. Walton R.E. has engraved many papers solely on numerous
constituents of QWL. In one such paper on “Ideas for Action-Improving the Quality of Work” he
confers very well the realism and several techniques to be practiced for positive implementation of
quality of work life.
Marx, Freud and Huxley were recently observes of contemporary society such as Handy (1994) and
Pahl ( 1995) within the UK and American Sociologist Wuthnow (1996) have claimed that social group
cohesion depends on the re-discovery of a more appropriate balance between the competing demands
that people face. By implication, all believe that job has become too dominant.
Nitish De discusses the ideas, problems, issues and experiences in quality of work life in his book De
(1982). He started work on job or works planning in Asian nation (India) through his associate’s
successful trials that have been carried on several settings. His foremost outcomes specify that to make
quality of work life better, the exercise of job redesign and work commitment are suggestible.
Quality of life is achieved by self-driving mechanism. Self-driven mechanism starts in a person solely
within the state of sound mind and sound health. This can be otherwise referred to as “Quality of Life”,
in psychotherapy. The author’s next objective is to search out which mechanism can develop the above
state in the best way. The mind that’s not at “ease” is “diseased”. It’s only with a healthy mind and
body that one can perform sensible work and be a decent soul in totality. If we have a tendency to
consciously aim at self-development, the life would be for better and peaceful (Dhār, 1999).
Clark (2000) describes balance as “satisfaction and sensible acting at work and home with a least of
role conflict.” In practice therefore, definitions have concentrated on time and role enactment.
David E.Guest (2001) says that viewpoints on the study of work life balance, to describe why it’s of
contemporary interest, to spot a number of the key theoretical and empirical problems and desires to
convey some attention to ways of outlining and operationalizing balance. It would be helpful to think
about whether or not in apply it’s easier to express balance by its absence. In different words,
individuals are more likely to be personally attentive of their state when there is imbalance.
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National Institute of Health (2002) expresses quality of life and quality of care study, the aim of this
programme announcement is to encourage investigation on improving the quality (standard) of life,
health, functional abilities, and health results for people of long term care (LTC) institutions such as
nursing homes, extended care, and poor functional status, and health concerns are well documented in
long term care settings to have a harmful effect on outcomes.
Clare Bardley and Marcello Tamburini (2003) elucidated the quality of life study has contributed to
the confusion concerning the measures delineated among the journal. Health status measures when they
are actually measuring quality of health not quality of life. There are vital variations between the two
and once those variations don’t seem to be recognized it cause inaccurate conclusions.
Mehta, P., who had place in substantial investigation in the field of Quality of Work Life, conferring in
his paper on “Risisng Aspirations, Quality of Life and Work Organizations” deals with the quality of
work life from the purpose of workers and tries to match quality of work life to their ever-changing
attitudes. Maccoby, M., on the other hand, extends the preview of quality of work life to management
too. In his article, “Helping Labor and Management set-up Quality of Work Life Programme” makes
numerous suggestions to both workers and management for practice of Quality of Work Life.
Sayeed and Prakash (1980 within their study on “ The Quality of Work Life in relation to Job
Satisfaction and Performance in Two Organizations” found the perspective and performance to be high
or poor of the staff operating in the organization, depending on the perception of provisions of quality
of work life.
S.K. Bhatia and G.K. Valecha (1981) in their paper on “A Review of Research Findings on
Absenteeism” the absence rates of textile factory and suggested that closer attention ought to be paid to
boost the quality of work life.
Manga, M.L. and A.Maggu in their study “QWL: A Study of Public Sector in India” established that
effect of QWL on the health of the public sector organizations as such on the members of such
organizations. They have determined that the QWL in the Indian public sector is poor and there exists a
big gap between what managers expect and what they have. They additionally entail the nature of
obstructions of QWL efforts like an excessive amount of bureaucratization, rule-orientation and
adherence to conventional management styles.
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Bhardwaj (1983) claims that quality of work life movements offers India a value-frame and in social
technology of structure modification which may cause task effectiveness in micro-industries through
the complete utilization of the human potential. Bhardwaj additionally emphasizes that the values,
ideas and methodologies of quality. He’s smooth spoken in urging the adoption of quality of work life
principles to the Indian condition, states, “The QWL movement offers Asian nation a worth frame and a
social technology of structure modification, resulting in task effectiveness of micro-entities through
utilization and development of the potential.”
J.P. Singh (1983) in his paper bestowed to National Symposium on QWL, Hyderabad dealt with
“Towards a Human Philosophy of Job Design” and in his book on QWL experiments in India. “Trails
and Triumphs in Chemical and textile Factories in India” found that for planning for improving QWL
by reorganizing the work and hosting democratic management. He reports on QWL trials in India. Two
studies were carried out on chemical and textile factories that were designed to boost the QWL by
restructuring the work and introducing democratic management. He additionally studies managers from
the public sector. He found that quality of work life is supposed to be the poorest in the space of
demonstration of work-culture resulting in a stage of mismatch between motivation and the existing
quality of work life.
Rao (1986) piloted a study to assess the variation between quality of work life among men and women
staffs doing comparable work. The result shows a considerably higher composite quality of work life
score for men than for women employees. Men employees had considerably higher scores for chance to
find out new skills, challenge in job and discretionary elements in work. He found that age and
financial gain had a positive impact on perceived quality of work life for women.
A.Chakraborty (1987) states in his book, the Indian approach to QWL and to work ethic adds a
spiritual dimension to the personality.
Gupta and Khandelwal (1988) conducted a study and located a big positive relationship between
quality of work life and role potency. They additionally found that supervisory behavior is the most
vital dimension of the quality of work life.
Yousuf (1996) states that QWL may be a generic phrase that covers a person’s feelings concerning
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each dimension of work together with economic rewards, benefits, security, operating conditions,
structure and social relations. To sum up, it is aforementioned that QWL denotes all organizational
inputs that aim at refining the employees’ satisfaction and enhancing organizational effectiveness.
B.Anitha and P. Murali Krishna (1997) says that QWL is the basis for human resource development.
It’s vital to possess contributive atmosphere. QWL is one in all the foremost vital issue that ends up in
such contributive atmosphere. Good quality of work life ends up in an environment of excellent social
relations and extremely motivated staff who attempt for their development.
Dr. Feroz Babu, P. (1997), recently observes the Quality of Work Life in textile business, Rayalaseema
Region the present standing of the variable like economic and employment aspects of quality of work
life and examined the quality of work life in terms of the social aspects, economic aspects, chance for
the development of human capabilities, career designing and for the advance of work and of
organization structure.
Venkatachalam (1999) says that study was to visualize whether or not advanced technology has a
sway on the quality of work life of workforce. The sample for the study planted 227 executives and 173
non-executives of a public sector steel plant. the results of the step wise multivariate analysis reveals no
important influence of technology on the employees’ QWL values, but a clear important impact on
different QWL dimensions, work complexness, autonomy, personal growth opportunities, top
management support, workers’ control, concern for organization’s performance, QWL feelings and
therefore the quality of their social life.
There are some studies within the area of human resource management in textile industry that has
direct, indirect bearing on QWL in textile business. The key researches in this field are Sinha, Sayeed,
Mehta and Taylor. All of them assumed that the quality of work life of entire organization can be
assumed up through individual experiences.
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The Information technology industry in India has gained a complete identity as a knowledge economy
owing to its IT and ITES sector. The IT–ITES sector has two major components: IT Services and
CHAPTER…03
PROFILE OF INDIAN IT
INDUSTRY
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business process outsourcing (BPO). The expansion within the service sector in India has been junction
rectifier by the IT–ITES sector, contributing considerably to increase in GDP, employment, and
exports. The sector has multiplied its contribution to India's GDP from 1.2% in FY1998 to 7.5% in
FY2012.
Consistent with NASSCOM, the IT–BPO sector in India accumulated revenues of US$100 billion in
FY2012, where export and domestic revenue stood at US$69.1 billion and US$31.7 billion
respectively, growing by over 9%. The key cities that account for about nearly 90% of this sectors
exports are Bangalore, Hyderabad, Chennai, Delhi, Mumbai and Kolkata. Bangalore is considered to be
the Silicon Valley of India because it is the foremost IT exporter. Export rule the IT–ITES industry, and
constitute about 77% of the total industry revenue. Though the IT–ITES sector is export driven, the
domestic market is also significant with a robust revenue growth. The industry’s share of total Indian
exports (merchandise plus services) increased from less than 4% in FY1998 to about 25% in FY2012.
Consistent with Gartner, the "Top 5 Indian IT Services Providers" are Tata Consultancy Services,
Infosys, Cognizant, Wipro and HCL Technologies.
This sector has additionally junction rectifier to large employment generation. The business continues
to be a net employment generator - expected to feature 230,000 jobs in FY2012, therefore providing
direct employment to about 2.8 million, and indirectly using 8.9 million people. Generally India is the
leading player in the international outsourcing sector. However, the sector continues to face challenges
of competitiveness in the globalized world, particularly from countries like China and Philippines.
India's growing tallness in the Information Age enabled it to create close ties with each the United
States of America and the European Union. However, the recent international monetary crisis has
deeply impacted the Indian IT corporations as well as global companies. As a result acquisition has
dropped sharply, and employees are looking at different sectors like the financial service,
telecommunications, and manufacturing industries, which have been rising astonishingly over the last
few years.[5] India's IT Services industry was born in Mumbai in 1967 with the creation of Tata Group
in corporation with Burroughs.[6] The first software export zone SEEPZ was set up here way back in
1973, the old avatar of the modern day IT park. More than 80 percent of the country's software exports
happened out of SEEPZ, Mumbai in 80s.
History
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The Indian Government acquired the EVS EM computers from the Soviet Union, which were
employed in massive corporations and research laboratories. In 1968 Tata Consultancy Services—
established in SEEPZ, Mumbai by the Tata Group—were the country's largest software producers
during the 1960s. As a result of the numerous policies of Jawaharlal Nehru (office: 15 August 1947 –
27 May 1964) the economically beleaguered country was ready to build an outsized scientific
manpower, third in numbers solely thereto of the United States of America and the Soviet Union. On 18
August 1951 the minister of education Maulana Abul Kalam Azad, inaugurated the Indian Institute of
Technology at Kharagpur in West Bengal. Probably shaped after the Massachusetts Institute of
Technology these institutions were formed by a twenty two member committee of scholars and
entrepreneurs underneath the chairmanship of N. R. Sarkar.
Relaxed immigration laws in the USA (1965) attracted variety of adept Indian professionals aiming for
exploration. By 1960 as many as 10,000 Indians were expected to get settled in the US. By the 1980s a
variety of engineers from India were seeking employments in different countries. In response, the
Indian businesses realigned wages to retain their proficient employees. In the Encyclopedia of India,
Kamdar (2006) reports on the role of Indian immigrants (1980 - early 1990s) in promoting technology-
driven growth.
The ground work and center of attention for the development of the information technology industry in
India was junction rectifier by the Electronics Commission in the early 1970s. The driving force was
India's most honored scientific and technology policy leader M. G. K. Menon. With the support of the
United Nations Development Programme (UNDP) under project IND/73/001, the Electronics
Commission developed a method and programme for regional computing centers, each to possess a
specific purpose as well as to serve as a hub for manpower development and to outgrowth the
propagation of informatics in local economies. The first center, the National Centre for Software
Development and Computing Techniques (from 1973 onward) was at the Tata Institute of Fundamental
Research in Mumbai and was focused on software development.[9] A key decision of the strategy was
to not focus on extensive hardware production but somewhat cerebral capital and knowledge
development. The accomplishment of this decision can be seen in the worldwide leadership of Indian
businesspersons and computer scientists in software development. Jack Fensterstock of the United
States was the program manager on behalf of the UNDP and the key counselor to the Indian
Government for the execution of the master plan.
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The National Informatics Centre was established in March 1975. The foundation of The Computer
Maintenance Company (CMC) followed in October 1976. During 1977-1980 the country's Information
Technology companies Tata Infotech, Patni Computer Systems and Wipro had become visible. The
'microchip revolution' of the 1980s had persuaded both Indira Gandhi and her replacement Rajiv
Gandhi that electronics and telecommunications were vigorous to India's growth and development.
MTNL experienced technological improvements. During 1986-1987, the Indian government boarded
upon the creation of three wide-area computer networking schemes: INDONET (intended to serve the
IBM mainframes in India), NICNET (the network for India's National Informatics Centre), and the
academic research oriented Education and Research Network (ERNET).
Post liberalization
Regulated VSAT links became visible in 2012. Desai (2006) describes the steps taken to relax
regulations on linking in 1991:
“In 1991 the Department of Electronics broke this logjam, making a company referred to as Software
Technology Parks of India (STPI) that, being possessed by the government, could deliver VSAT
communications while not breaching its monopoly. STPI came upon with software technology parks in
different cities, every of that provided satellite links to be used by firms; the local link was a wireless
radio link. In 1993 the government began to permit individual companies their own dedicated links that
allowed work done in India to be transmitted abroad directly. Indian firms soon swayed their American
customers that a satellite link was as dependable as a team of programmers working in the clients’
office.”
Videsh Sanchar Nigam Limited (VSNL) introduced Gateway Electronic Mail Service in 1991, the 64
kbit/s leased line service in 1992, and commercial Internet access on a visible scale in 1992. Election
results were displayed via National Informatics Centre's NICNET.
The Indian economy underwent economic reforms in 1991, resulting in a new epoch of globalization
and international economic integration. Economic growth of over 6% annually was supposed
throughout 1993-2002. The economic transformations were driven in part by significant the internet
usage in the country. The new administration under Atal Bihari Vajpayee—which placed the
development of Information Technology among its top five priorities— formed the Indian National
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Task Force on Information Technology and Software Development.
Wolcott & Goodman (2003) report on the role of the Indian National Task Force on Information
Technology and Software Development:
“Within 90 days of its inception, the Task Force created an extensive background report on the state of
machinery in India and an IT Action Plan with 108 recommendations. The Task Force could act quickly
since it built upon the experience and frustrations of state governments, central government agencies,
universities, and the software industry. Much of what it projected was also constant with the thinking
and references of international bodies like the World Trade Organization (WTO), International
Telecommunications Union (ITU), and World Bank. In addition, the Task Force combined the
experiences of Singapore and other nations, which executed similar programs. It was less a mission of
creation than of sparking action on a compromise that had already evolved within the networking
community and government.”
The New Telecommunications Policy, 1999 (NTP 1999) aided additional loosen India's
telecommunications sector. The Information Technology Act 2000 shaped legal actions for electronic
transactions and e-commerce.
Throughout the 1990s, one more wave of Indian experts entered the United States. The number of
Indian Americans reached 1.7 million by 2000. This colonization involved mostly of highly educated
technologically capable workers. Within the United States, Indians done well in science, engineering,
and management. Alumni from the Indian Institutes of Technology (IIT) became branded for their
technical skills. The achievement of Information Technology in India not only had economic
repercussions but also had far-reaching governmental consequences. India's status both as a birthplace
and an endpoint for skilled labor force aided it improves its relations with a number of world
economies. The association between economy and technology—valued in the western world—eased
the growth of an entrepreneurial class of immigrant Indians, which also aided in promoting technology-
driven growth.
Recent development
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The economic impact of the technologically inclined services sector in India—accounting for 40% of
the country's GDP and 30% of export earnings as of 2006, while employing only 25% of its workforce
—is summarized by Sharma (2006):
“The portion of IT (mainly software) in total exports enlarged from 1 percent in 2001 to 18 percent in
2012. IT-enabled services such as back office operations, remote maintenance, accounting, public call
centers, medical transcription, insurance claims, and other bulk processing are rapidly expanding.
Indian companies such as HCL, TCS, Wipro, and Infosys may yet develop household names around the
world.”
Today, Bangalore is known as the Silicon Valley of India and gives 33% of Indian IT Exports. India's
second and third largest software companies are head-quartered in Bangalore, as are many of the global
SEI-CMM Level 5 Companies.
Mumbai also has its share of IT companies that are India's first and largest, like TCS and well
established like Reliance[disambiguation needed], Patni, LnT Infotech, i-Flex, WNS, Shine,
Naukri,clickjobs.com, Jobspert etc. are head-quartered in Mumbai, Delhi, Chennai. And these IT and
dot com companies are governing the branch of Mumbai's relatively high octane industry of
Information Technology.
Such is the development in investment and outsourcing; it was exposed that Cap Gemini will soon have
more man in India than it does in its home market of France with 21,000 personnel+ in India.
On 25 June 2002 India and the European Union agreed to bilateral cooperation in the field of science
and technology. A joint EU-India group of scholars was formed on 23 November 2001 to also promote
joint research and development. India holds observer status at CERN while a joint India-EU Software
Education and Development Center is due at Bangalore.
Big five IT services company
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Firm Revenues Employees Fiscal year India headquarters
TCS $10.17 billion 254,076 2012 Mumbai
Cognizant
technology
solutions
$7.05 billion 185,045 2012 Chennai
Wipro $5.73 billion 140,569 2012 Bangalore
Infosys $6.69 billion 153,761 2012 Bangalore
HCL technologies $4.3 billion 85, 335 2012 Noida
Major IT Hubs
Rank City Description
1 Bangalore Commonly known as the Silicon
Valley of India and leading
software exporter from India.
Bangalore is considered to be a
global technology hub of India.
2 Chennai Chennai is the second largest
exporter of IT and ITES of
India, and is the BPO hub of
India.[16] Chennai has the
largest operations centers of
TCS, and Cognizant.
3 Hyderabad Hyderabad is a major it hub in
India which is also known as
Cyberabad which consists of
many Multinational corporation
companies such as Google,
Facebook, Microsoft, Amazon
and Electronic Arts, etc.
4 Mumbai The Financial capital of India,
but recently many IT companies
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have established offices.
5 Delhi he National Capital Region
comprising Delhi, Gurgaon and
Noida are clusters of software
development.
6 Pune Major Indian and International
Firms present in Pune. Pune is
also C-DAC Head-Quarter.
7 Kolkata One of the largest cities in India,
Kolkata contributes significantly
to IT exports. IBM has second
largest headcount after
Bangalore, Cognizant has
second largest headcount after
Chennai and TCS has third
largest headcount after Chennai
& Mumbai. Other significant
players here are Wipro and
Capgemini while other biggies
have also opened shop here
except Infosys.
8 Thiruvananthapuram The capital of Kerala, now
houses all major IT companies
including Oracle, TCS, Infosys,
and contributes in IT export of
India.
Criticisms
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Regardless of its fast evolution, the IT industry in India has fascinated its fair share of criticism. This is
principally leveled against the industry's extreme political influence - as articulated through its
association, NASSCOM - which, it is claimed, far exceeds its economic contribution to the country.
This has allowed the industry to safe the support and resources of the Indian state ahead of other sectors
of the national economy where the growing revenues would be bigger.
Profile of HCL
HCL Technologies Ltd is a worldwide technology company. The company is principally involved in
providing a variety of software services, business process outsourcing and infrastructure services. The
company leverages an extensive offshore infrastructure and its international network of offices in
different countries and experts to convey solutions across select verticals including Retail, Aerospace
and defense, Automotive, Telecom, Financial Services, Government, Hi-tech, Media and
Entertainment, Travel, Transportation and Logistics, Energy and utilities, Life Sciences and Healthcare.
HCL Technologies Ltd was incorporated in the year 1991 as HCL Overseas Ltd. The company
acknowledged the credential of beginning of business on February 10, 1992. In July 14, 1994, the name
of the company was reformed to HCL Consulting Ltd. In the year 1996, the company formed a 50:50
joint venture namely HCL Perot Systems NV with Perot Systems Corporation to give access to high
value client base of Perot Systems. HCL Technologies focuses on Transformational Outsourcing,
working with clients in areas that influence and re-define the central of their business after their IPO in
1999 with aim of venture into the global IT landscape and in the same year, the company reformed its
name to HCL Technologies Ltd. The company started to make wholly owned subsidiaries to provide
precise topographical regions from the year 1999. They had the broadest service portfolio among
Indian IT service providers, with each of its services having reached critical mass. In the year of 2000
the company set up a devoted offshore development centre in Chennai for KLA-Tencor Corporation, a
trader of process control and yield management solutions for the semiconductor and related
microelectronics industry. HCL Comnet, the wholly owned subsidiary company in association with its
new partner Globeset Inc introduced net security management solutions. The company tossed the
Nokia professional centre in New Delhi, second among the chain of centers across the country. In the
year 2001, the company arrived into a strategic alliance with Nasdaq-listed Vitesse Semiconductor to
develop software solutions for worldwide networking markets. They also entered into a strategic
alliance with Toshiba Information Systems (Japan) Corporation to set up a devoted offshore software
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development centre for developing rooted software for the Japanese company. HCL Comnet Systems &
Services Ltd, a fully owned subsidiary company was gone into the business of Web-enabling
applications through the launch of demand-chain management solutions. In the year 2002, the company
acquired Gulf Computers Inc, USA and formed a JV with Answerthink, Inc., a leading US based
provider of technology enabled business transformation solutions to Global 2000 firms. A strategic
technology joint venture was made with Jones Apparel Group, Inc. Jones Apparel Group, Inc. a Fortune
500 Company in the same year and also entered into a joint venture with M.A. Partners, a management
consulting firm to address software services opportunities in Global Finance Markets, especially in the
areas of Investment Banking, Asset Management and Private Banking. M.A. Partners brings a wealth
of domain expertise and clients including many of the top Global Investment Banking firms to the JV.
In the year 2003, BT Group UK's telecom service provider gave a bond worth of $160 million for BPO
service operations. The company set up an exclusive centre in Noida for executing the orders given by
BT Group. The software business of HCL Info systems Ltd was transferred to the company. The
company set up Insurance Solutions Center in Chennai. In the year 2004, the company entered into a
strategic tie-up with IBM Rational Software, a division of IBM, to strengthen its software development
capabilities. The company was conferred the prestigious Excellence in Education Award for 2004 by
the Life Office Management Association (LOMA). In August 2004, BPO delivery centre in Chennai
got BS7799 certification, by the British Standards Institute (BSI). They introduced Cross View; a
framework based Computer Systems Validation (CSV) methodology for the development of robust
software applications in the Life Sciences arena. In the year 2005, SEBI made a tie up with the
company for market surveillance and the company formed joint venture with NEC, Japan. The
company amalgamated their six wholly owned subsidiaries namely, DSL Software Ltd, Shipara
Technologies Ltd, HCL Technologies BPO Services Ltd, HCL Technologies (Mumbai) Ltd, Aquila
Technologies Ltd and HCL Enterprise Solutions (India) Ltd with the company. In February 2005, the
company acquired an Irish Call centre and this acquisition establishes the company's position as the
single largest BPO Centre operation on the Island of Ireland. In the year 2006, the company launched
RoHS Compliance Management System for Medical Device Users and entered $70 million outsourcing
deal with Teradyne of US. HCL developed Trusted ICT Infrastructure Platforms for BPO-ITE'S
Segment and has linked pact with Canada based electronics manufacturing services company Celestica
Inc to jointly design and manufacture electronic products for global original equipment manufacturers
(OEMs). The company forayed into an alliance with $200 million Saudi Arabian company namely
Advanced Electronics Company (AEC) to implement IT projects in West Asia in the year 2007 and
formed a strategic alliance with Eckler to strengthen Insurance Domain expertise. The company made
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USD 15 million contract with Aleni Aeronautica, to provide engineering services that will support the
improvement of the C-27J Spartan production line. In the year 2007, HCL Venture Capital Ltd, a
company incorporated in Bermuda and downstream subsidiary of the company was merged with HCL
Bermuda Ltd. Also, HCL Technologies (Mass) Inc., a company incorporated in United States of
America and a down stream subsidiary of the company was merged with HCL America Inc. During the
year 2007-08, the company incorporated their wholly owned subsidiary viz. HCL Technologies
(Shanghai) Limited. Through this entity the company established its first sales and delivery center in
Shanghai with an initial investment of Rs 2.77 crore. In order to consolidate its position in Enterprise
Application Integration (EAI) space, the company acquired the balance 49% stake in its Joint Venture
Company viz. HCL EAI Services Inc., a California corporation for a consideration of Rs. 13.32 crore
through their downstream subsidiary HCL America Inc., a company incorporated in USA. With this
acquisition, HCL EAI Services Inc. became 100% subsidiary of the company. Further, HCL EAI
Services Inc. was amalgamated with HCL America Inc. with effect from July 1, 2008. During the year,
the company set up four branches at Dublin in Ireland, Zurich in Switzerland, Tel- Aviv in Israel and
Prague in Czech Republic. In December 2007, the company and Jones had entered into an agreement
(Termination Agreement) to terminate the Joint Venture agreement entered in June 2002. As a part of
the termination agreement, a subsidiary of the Company has obtained binding commitments for the
provision of IT services to Jones, with an aggregate contract value of Rs. 96.8 crores (USD 22.5
million) up to 2012. Further, pursuant to this termination, the Joint Venture Company in Bermuda viz.
HCL Jones Technologies (Bermuda) Limited will be wound up. During the year 2008-09, the company
acquired all the capital stock of Axon Group Ltd (formerly known as Axon Group Plc.), a leading UK
based SAP consulting company for a cash consideration of Rs 3,302.39 crores by way of a cash offer
made by the company to the shareholders of Axon Group Ltd. The company acquired all the capital
stock of HCL Insurance BPO Services Ltd (formerly known as Liberata Financial Services Ltd) (IBS),
incorporated in UK. Also, the company acquired all the capital stock of HCL Expense Management
Services, Inc (formerly known as Control Point Solutions, Inc) (CPS) for a cash consideration of Rs
107.65 crore. During the year, the company set up six subsidiaries to carry out the activities in Special
Economic Zone in different locations in India to get various tax benefits. They also set up their
branches in different locations to expand its operations in new geographies. The company set up their
branches in Dubai, UAE, Helsinki, Portugal, Finland and Macau during the year ended June 30, 2009
while the branch in Russia was set subsequent to June 30, 2009. In September 2008, HCL BPO
expanded their global presence to the USA with the acquisition of Control Point Solutions (CPS). This
acquisition makes HCL BPO the first Indian BPO to enter the Telecommunications Expense
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Management (TEM) market. CPS has been rebranded to HCL Expense Management Services (HCL
EMS). During the year 2009-10, the company set up their step down subsidiaries in Denmark viz. HCL
Technologies Denmark ApS and in Norway viz. HCL Technologies Norway AS. Also, they set up their
branch office in USA. During the year 2010-11, as per the scheme of amalgamation, HCL Techno parks
Ltd, a wholly owned subsidiary of the Company, was amalgamated with the company with effect from
August 27, 2010. They incorporated HCL Technologies France, PT HCL Technologies Indonesia, HCL
Technologies Philippines, Inc, HCL Arabia LLC, Anzospan Investments Pty. Limited, HCL
Technologies South Africa (Proprietary) Ltd and Filial Espanola De HCL Technologies’ S.L. as step
down subsidiaries of the company. Also, they closed down their two steps down subsidiaries viz. Aspire
Solutions Sdn. Bhd., a company incorporated in Malaysia and Axon EBT Trustees Limited, a company
incorporated in United Kingdom. In January 2011, it acquired certain software assets of Citi Securities
and Fund Services. In July 2011, the company was selected to provide application management
services to IKEA. In September 2011, the company signed a strategic five year, Application Support
Transformation deal with Deutsche Bank's Capital Markets arm. The service factory delivery model
implemented by HCL is expected to enhance productivity, driven by transparent Service Level
Agreements (SLAs) and performance metrics, and comes as Deutsche Bank endeavors to move away
from a traditional applications support model to a set of process driven services governed by global
standards like Information Technology Infrastructure Library (ITIL) and LEAN. In October 2011, Cast
SA signed a strategic partnership agreement with the company to strengthen the ASSESS-SMART
services of HCL Technologies. In February 2012, the company signed an agreement with State Street
Bank and Trust Company (State Street) to provide business process outsourcing services in support of a
variety of State Street's investment services businesses. Also, they entered into a strategic relationship
with Great American Insurance Group (GAIG), a company in specialty property and casualty
insurance, to provide Integrated IT services, Business Process Outsourcing (BPO) and Infrastructure
Management Services to GAIG and its affiliates.
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Profile of WIPRO
Wipro Limited (formerly Western India Products Limited) (NYSE: WIT, BSE: 507685) is an Indian
multinational information technology (IT) consulting and outsourcing service company situated in
Bangalore, Karnataka in India. As of March 2013, the company has 145,000 workforce with a presence
in 54 countries. Wipro is the third largest IT services company in India. Its subsidiary, Wipro
Enterprises Ltd., offers consumer care, lighting, healthcare, and infrastructure engineering.
Wipro Limited (Wipro), incorporated on December 29, 1945, is a global information technology (IT),
services company. Wipro delivers a variety of IT services, software solutions and research and
development services in the areas of hardware and software design to companies worldwide. The
Company uses its development centers located in India and worldwide, quality processes and global
resource pool to provide IT solutions and provide time-to-market and time-to-development advantages
to its clients. It also provides business process outsourcing (BPO) services. The Company operate in
three segments: IT Services business segment, IT Products business segment and Consumer Care and
Lighting business segment. On June 10, 2011, it assimilated the global oil and gas information
technology practice of the Commercial Business Services Business Unit of Science Applications
International Corporation Inc. along with 100% interest in SAIC Europe Limited and SAIC India
Private Limited. On July 2, 2011, it also acquired 100% interest of SAIC Gulf LLC (SAIC). In June
2013, the Company acquired a minority stake in Axeda Corp.
The IT Services segment provides IT and IT enabled services to customers. Its main service offering
contains software application development, application maintenance, research and development
services for hardware and software design, data center outsourcing services and business process
outsourcing services. The IT Products segment sells a range of Wipro personal desktop computers,
Wipro servers and Wipro notebooks. It is also a value added reseller of desktops, servers, notebooks,
storage products, networking solutions and packaged software for international brands. In certain total
outsourcing contracts of the IT Services segment, the Company delivers hardware, software products
and other related deliverables. The Consumer Care and Lighting segment manufactures, distributes and
sells personal care products, baby care products, lighting products and hydrogenated cooking oils in the
Indian and Asian markets. The Company holds 49% interest in Wipro GE Medical Systems Private
Limited.
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IT Services
The Company’s IT Services segment offers a variety of IT and IT enabled services, which include IT
consulting, custom application design, development, re-engineering and maintenance, systems
integration, package implementation, technology infrastructure outsourcing, BPO services and research
and development services in the areas of hardware and software design. Business Application Services
(BAS) offers integrated technology to the enterprise IT landscape for its customers. Its business process
solutions are applied in the areas of enterprise resource planning (ERP), supply chain management and
customer relationship management with packages, including SAP and Oracle. It offers business-to-
customer (B2C), business-to-business (B2B) and business-to-employee (B2E) collaboration and
commerce solutions. It provides a portfolio of service-oriented integration solutions, including
application-to-application integration and B2B integration, enabling seamless cross-functional business
processes within the enterprise and across the extended value chain. The Company offers end-to-end
integrated enterprise security solutions and IT security services. Its solutions increase performance of
information security and enable compliance programs to adapt with agility to constantly evolving
business and IT risks. Its services allow the clients to develop a testing strategy with innovative
solutions to ensure total quality assurance. It enables organizations to navigate and adopt new
paradigms, such as Cloud/Software-as-a-Service (SaaS), sustainability, digital marketing and social
computing.
The Company’s global infrastructure services (GIS) backed by its IT360 framework enable clients to
array the latest in technology solutions. Some of its key industry specific service offerings include
Wireless Place, Shoptalk, and Bank in a box, while its customary offerings include Data Center
Management, Cloud, Managed Network, Managed Security, End User Computing and Business
Advisory services. Its market proven solutions frameworks, such as Digital TV middleware stacks,
tele-health gateway and automotive connective.
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Objectives of the study
Primary objectives
To study about the quality of work life among employees of HCL & Wipro.
To measure the impact of quality of work life on job performance of the employees of HCL
&Wipro.
Secondary objectives
To know about the operating environment.
To know about the career opportunities provided by the companies to the employees.
To evaluate the practices of quality of work life at HCL & Wipro and suggest improvements on
quality of work life.
Significance of the study
For an active development of both individual objective and company’s objective, the organization
should give a good overall working environment considering factors like career chances, democratic
management, working environment. In this process it can produce sense of satisfaction for which on his
own capability to achieve simultaneously both individual and company’s objective.
IT plays a critical role in any country. In our country, it is the backbone of our economy in terms of
creation of employment potential and contribution to the national income. The involvement and the
role of human resources in the IT sector is extremely high as whole process of rendering services to
employees is their duty. As such including quality of work life in IT organizations to secure best
probable performance from employees has become very important.
HCL and Wipro is very critical fragment of Indian IT sector. It furnishes to the economy of the country
by offering employment opportunities to the people. As such, HCL and Wipro need human resources
with intelligence, logical sense and quick grasping. Apart from these aspects, most importantly the
corporation needs motivational man power with entrepreneur’s flair, financial wizards, technical
balance, administrative efficiency, etc. in fact, sound quality of work life allows the company to have
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such human resources. The study of quality of work life in HCL and Wipro assumes greater importance
in view of economic liberalization and need for qualitative human resources.
Scope of the study
The scope of the current study mirrors the existing quality of work life in HCL and Wipro. However,
keeping in view the boundaries and availability of time at the researcher’s disposal, the empirical study
is limited to only two IT giants of India, i.e., HCL and Wipro.
Period of the study
The study covers broadly 309 days from Dec 12, 2012 to Oct 25, 2013.
Limitations of the study
An academic study of this nature entails in imploring views of all employees on a particular point
rating or neutral rating. This is to protect the pride of organization and to avoid any problems that may
crop up. Arriving at the conclusion becomes difficult in such cases. This limitation has been, however,
overcome by informal discussion with the employees of HCL and Wipro.
It is understood and be emphatically stated that it is tough for an individual to draw up an precise
picture of quality of work life of employees. However, every effort has been made to present a
comprehensive picture of the quality of work life.
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Research design
Meaning: Research methodology is a mode to scientifically decipher the research problem. It may be
assumed as science of studying how research is done scientifically.
Research design: Here the research design used is descriptive research design. In descriptive research
design the researcher try to find out in what frequency the relationship exist between the variables.
Sampling design: Disproportionate stratified random sampling was adopted for collecting the
information from the employees.
Use of hypothesis:
H1: There is direct impact of quality of work life on job performance.
H0: There is not direct impact of quality of work life on job performance.
Sample size-100
Database and methodology
The current study is based equally on primary and secondary data.
Primary data: It has been collected through questionnaire and conversation with employees.
Secondary data: It has been collected through websites, journals, magazines, etc.
Instrument used to collect data: The instrument used to collect data is Questionnaire.
Tools and techniques used for statistical analysis: the data collected were interpreted and analyzed
using statistical tool like
1. Z-test
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Job performance: Resemblances exist between QWL and job performance in that both are
organizationally based. Job performance is a function of both the individual and the organization.
Therefore, the two concepts are situation based and contextual to the workplace. This means that
individuals and organizations are forecaster of job performance. Many studies have examined the
multidimensional and complex construct of job performance. For ex- Campbell and co-workers
identified eight major dimensions of performance:
1. Job-specific task proficiency,
2. Non-job specific task proficiency,
3. Written and oral communication tasks,
4. Demonstrating effort,
5. Maintaining personal discipline,
6. Facilitating peer and team performance,
7. Supervision, and
8. Management and administration.
A number of academic viewpoints have been put forth, some representing performance on jobs in
general and some specific to managerial jobs (for ex- Borman and Brush). In the literature,
magnitudes of individual job performance include units of production, quality of work, contract,
managerial and headship abilities, production, quality, lost time, turnover, training time, promotion and
satisfaction.
Hunter and Hunter demarcated features that can predict future job performance. Their list includes
past performance on related jobs, job knowledge, psychomotor skills, reasoning abilities, societal skills
and job-related attitudes such as the need for achievement, enthusiasm, stress and control.
Viswesvaran and co-workers identified 10 dimensions of job performance:
1. Overall job performance,
2. Job performance or productivity,
3. Quality,
4. Leadership,
5. Communication competence,
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6. Administrative competence,
7. Effort,
8. Interpersonal competence,
9. Job knowledge, and
10. Compliance with or acceptance of authority.
Witt and co-workers recognized levels such as quality of work, planning, organizational commitment,
job knowledge, apportionment, interpersonal orientation, self - development and account management.
This study found performance measures from the 7 dimensions of job performance developed by
Hersey and Goldsmith:
Ability: workforces’ awareness and skills
Clarity: the clearness of the role perception
Help: structural provision which staffs need achieving their tasks efficiently
Incentive: an enthusiasm to complete a assumed task positively
Evaluation: providing response to workers about the performance
Validity: legal and appropriate decision about human resources
Environment: outside factors.
In common, the writings on QWL and job performance suggest that these two factors may be linked.
Not much previous research has examined the links between QWL and job performance in a field study
except for Lau, Delaney and Huselid.
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QWL
JOB PERFORMANCE
Adequate and fair
compensation
Safe & healthy working
conditions
Opportunity for career
growth
Social integration
in workforce
Constitutionalism in the
organizationOpportunity to use & develop
human capacities
Work & quality of life
Social relevance of
work
Ability Clarity Help Incentive Evaluation Validity Environment
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Gender of the sample size
Inference: From above chart, we can conclude that 51% of the surveyed employees are female and 49%
of surveyed employees are male.
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Q1. Since how many years have you been working with this organization?
a. 0-3 Years
b.3-5 Years
c. 5-10 Years
d. 10 to 15 Years
e. More than 15 Years
Inference: From the above graph, it is clear that maximum % of people (40%) have been working in
organization since 3-5 years followed by 25% of people working since 0-3 years. 15% of people are
working since 10-15 years and more than 15 years. Only 10% of people are working since 5-10 years.
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Q2. How is the physical working condition in the company?
a. excellent
b. very good
c. good
d. average
e. below average
Inference: From the above graph, it is clear that 35% of respondents believe that the physical working
condition in their company is average, while 20% of respondents think that it is good. 10% of
respondents think that the physical working condition provided by the company is excellent, while 15%
respondents are of the opinion that it is very good. 20% of respondents believe that the working
condition is below average.
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Q3. What do you think about the work load in the organization?
a. Work Load is very much and task are not finished on appropriate time
b. Work Load is very much but due to participative environment employees are able to complete their
task
c. Work Load is evenly distributed and employees are able to complete their task on time
d. Work Load is less as compared to other companies
Inference: From the above graph, it is clear that a large % of respondents (45%) think that work load in
the organization is evenly distributed and employees are able to complete their work on time. 25% of
people believe that work load is less as compared to other companies. 20% of people are of the opinion
that there is extreme work load but they are able to finish the work because of participative
environment. A low % of respondents (10%) believe that there is extreme work load in the organization
and are not able to finish work on time.
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Q4. Do you think communication and information flow between the departments is satisfactory?
a. Yes
b. No
c. Can’t say
Inference: From the above pie chart, we can conclude that maximum respondents (65%) are of the
opinion that the communication and information flow between the departments is satisfactory. 25% of
respondents are against of the fact, while 10% of respondents are not able to give the answer.
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Q5. Do the employees share experiences to help each other?
a. Yes
b. No
c. Can’t say
Inference: From the given bar graph, we can see that a major % of respondents (71%) are in the favor
of the statement that employees share experiences to help each other, while 28% of respondents are
against the same. Only 1% of respondents are not able to give their opinion about the same.
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Q6. Does the company provide training for enriching the skills of employees?
a. Yes
b. No
c. Can’t say
Inference: From the above graph, we can draw the conclusion that 76% of respondents are of the
opinion that company provide training for enriching the skills of the employees, while 24% of
respondents are against the statement.
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Q7. Do you think proper training improves the productivity of the company and employees?
a. Yes
b. No
c. Can’t say
Inference: From above pie chart, one can conclude that 81% of respondents believe that training
provided by the company improves the productivity of the company and employees. Only 19% of
respondents do not think the same.
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Q8. Do you think there are good career prospect in your organization?
a. Yes
b. No
c. Not clear with career prospects
Inference: From the above graph, we can see that 57% of respondents are of the opinion that there is a
good career prospect in the organization, 23% respondents do not have the same view, while remaining
20% of the respondents are not clear with their career prospects.
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Q9. Are you free to perform your duties?
a. Yes
b. No
c. Can’t say
Inference: From above pie chart, we can see that 61% of respondents believe that they are free to
perform their duties, 35% of respondents are against the fact, while 4% of respondents are not able to
give the opinion about the same.
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Q10. How is the working Environment?
a. Participative
b. Autonomy
c. Whimsical
d. Red Tapism
Inference: From the above graph, we can see that 43% of respondents are of the opinion that the work
environment is participative, 27% of respondents think that it is autonomous, 20% of the respondents
are of the opinion that the working environment is whimsical while 10% of the respondents are of the
opinion that the working environment is red tapism in the organization.
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Q11. How is the working hour of the organization?
a. Excellent
b. Very good
c. Good
d. Average
e. Below average
Inference: From above chart, it is clear that most of the respondents (41%) are of the opinion that the
working hour in their organization is very good, followed by 32% of respondents who think that the
working condition is good. 7% of respondents believe that working hour is average and 5% of
respondents believe that working hour is below average. Not only this, a good percentage of
respondents (15%) are of the opinion that the working hour in the organization is excellent.
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Q12. Does the company take care of the employees working in night shift?
a. Yes
b. No
c. Can’t say
Inference: From above pie chart, we can see that 57% of the respondents think that the company takes
care of the employees working in the night shift, while 33% of the respondents do not have the same
opinion. 10% of respondents are not able to give the answer.
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Q13. Does working in the organization give you a feeling of security and improves your productivity?
a. Yes
b. No
c. Can’t say
Inference: From the above pie chart, we can see that 63% of the respondents have the view that there is
job security in the organization which improves their productivity. However, 28% of the respondents do
not agree with the statement, while 9% of the respondents are not able to give their views on the same.
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Q14. Does the organization provide satisfactory salary according to your work?
a. Yes
b. No
c. Can’t say
Inference: From above chart, we can see that a major percentage of respondents (67%) are of the view
that the organization provides satisfactory salary according to their work. On the other hand, 33% of
respondents do not have the same view.
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Q15. Does the goals and task are clearly defined for increasing productivity?
a. Yes
b. No
c. Can’t say
Inference: From above chart, it can be concluded that 67% of the respondents think that there is goal
and task clarity in the organization which helps in increasing productivity. On the other hand, 28% of
the respondents do not agree on the same statement and 5% of the respondents are not able to give their
opinion on the same.
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Q16. Does the top management involve employees in the management decisions?
a. Yes
b. No
c. Can’t say
Inference: From the above graph, we can see that a good size of respondents (76%) are of the opinion
that top management involve employees in the management decisions. 23% of the respondents think
that there is no involvement of employees in the management decisions and 1% of the respondents are
not able to give the answer on the same.
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Q17. Do the facilities provided by the organization motivate you to improve your productivity?
a. Yes
b. No
c. Can’t say
Inference: From above doughnut graph, we can see that 79% of the respondents are of the opinion that
facilities provided by the organization motivate them to improve their productivity. On the other hand,
15% of the respondents do not have the same view. A meager 6% of respondents are not able to give
their views on the same.
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Q18. Which factor motivates you the most?
a. Salary increase
b. Promotion
c. Leave
d. Motivational talk
e. Recognition
Inference: From above chart, we can see that it is the recognition at the work place which motivates the
employees as 43% of the respondents think so. 27% of the respondents say that it is the salary increase
that motivates them followed by 15% of respondents who are in the favor of promotion and 13% are of
the opinion that it is the leave provided by the organization that motivates them most. A meager 2% of
respondents think that motivational talk at the work place motivates them most.
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Q19. What do you think that employees in the organization are skilled, motivated and productive?
a. Yes
b. No
c. Can’t say
Inference: From above pie chart, we can see that 81% of the respondents are of the opinion that
employees in the organization are skilled, motivated and productive. Only 15% of the respondents are
against the same statement, while 4% of the respondents are not able to give their opinions on the same.
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Q20. Do you think departments in the organization have cooperation?
a. Yes
b. No
c. Can’t say
Inference: From above graph, we can see that 74% of the respondents think that there is cooperation
among departments in the organization. On the other hand, 22% of the respondents do not agree on the
same, while 4% of the respondents are not able to give their views on the same.
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Q21. Do you think quality of work life of the organization helps to improve your productivity?
a. Yes
b. No
c. Can’t say
Inference: From the above doughnut chart, we can see that 89% of the respondents are of the opinion
that quality of work life of the organization helps to improve the productivity of the employees. On the
other hand, only 7% of the respondents do not agree with the statement, while 4% of the respondents
are not able to give their views on the same.
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Quality of work life has direct impact on job performance.
Step 1: we have to identify the null and alternate hypothesis.
Null hypothesis (Ho): The quality of work life does not have direct impact on job performance.
Alternate hypothesis (Ha): the quality of work life has direct impact on job performance.
Step 2: we have to determine the appropriate statistical test.
Z-test
Step 3: we have to define the level of significance.
Type 1 error= a
5%= 0.05
Step 4: we have to calculate the value of z
Where = sample mean
µ0= mean of employees who feel that the quality of work life has direct impact on job
performance.
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n= sample size= 100
z=2.12
Step 5: With the set level significance determine the critical values of z
Now drawing the two tailed curve, we have…
Since the calculated value of z=2.12 > the critical or table value 1.96 and it falls in the accepted
region or area, thus we cannot accept the null hypothesis and hence, we accept our alternate
hypothesis, i.e. the quality of work life has direct impact on job performance.
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Majority of the measured respondents (51%) were feminine and 49% of the measured
respondents were masculine.
The maximum % of people (40%) have been employed in organization since 3-5 years
shadowed by 25% of people working since 0-3 years. 15% of people are working since 10-15
years and more than 15 years. Only 10% of people are working since 5-10 years.
35% of respondents consider that the physical operating condition in their company is average,
while 20% of respondents think that it is good. 10% of respondents think that the physical
working condition provided by the company is excellent, while 15% respondents are of the
opinion that it is very good. 20% of respondents believe that the working condition is below
average.
A large % of respondents (45%) think that work load in the organization is evenly distributed
and employees are able to complete their work on time. 25% of people believe that work load is
less as compared to other companies. 20% of people are of the opinion that there is extreme
work load but they are able to finish the work because of participative environment. A low % of
respondents (10%) believe that there is extreme work load in the organization and are not able
to finish work on time.
Maximum respondents (65%) are of the opinion that the communication and information flow
between the departments is satisfactory. 25% of respondents are against of the fact, while 10%
of respondents are not able to give the answer.
A major % of respondents (71%) are in the favor of the statement that employees share
experiences to help each other, while 28% of respondents are against the same. Only 1% of
respondents are not able to give their opinion about the same.
76% of respondents are of the opinion that company provides training for enriching the skills of
the employees, while 24% of respondents are against the statement.
57% of respondents are of the opinion that there is a good career prospect in the organization,
23% respondents do not have the same view, while remaining 20% of the respondents are not
clear with their career prospects.
61% of respondents believe that they are free to perform their duties, 35% of respondents are
against the fact, while 4% of respondents are not able to give the opinion about the same.
43% of respondents are of the opinion that the work environment is participative, 27% of
respondents think that it is autonomous, 20% of the respondents are of the opinion that the
working environment is whimsical while 10% of the respondents are of the opinion that the
working environment is red tapism in the organization.
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Most of the respondents (41%) are of the opinion that the working hour in their organization is
very good, followed by 32% of respondents who think that the working condition is good. 7%
of respondents believe that working hour is average and 5% of respondents believe that working
hour is below average. Not only this, a good percentage of respondents (15%) are of the opinion
that the working hour in the organization is excellent.
57% of the respondents think that the company takes care of the employees working in the night
shift, while 33% of the respondents do not have the same opinion. 10% of respondents are not
able to give the answer.
63% of the respondents have the view that there is job security in the organization which
improves their productivity. However, 28% of the respondents do not agree with the statement,
while 9% of the respondents are not able to give their views on the same.
A major percentage of respondents (67%) are of the view that the organization provides
satisfactory salary according to their work. On the other hand, 33% of respondents do not have
the same view.
67% of the respondents think that there is goal and task clarity in the organization which helps
in increasing productivity. On the other hand, 28% of the respondents do not agree on the same
statement and 5% of the respondents are not able to give their opinion on the same.
A good size of respondents (76%) are of the opinion that top management involve employees
in the management decisions. 23% of the respondents think that there is no involvement of
employees in the management decisions and 1% of the respondents are not able to give the
answer on the same.
79% of the respondents are of the opinion that facilities provided by the organization motivate
them to improve their productivity. On the other hand, 15% of the respondents do not have the
same view. A meager 6% of respondents are not able to give their views on the same.
It is the recognition at the work place which motivates the employees as 43% of the respondents
think so. 27% of the respondents say that it is the salary increase that motivates them followed
by 15% of respondents who are in the favor of promotion and 13% are of the opinion that it is
the leave provided by the organization that motivates them most. A meager 2% of respondents
think that motivational talk at the work place motivates them most.
81% of the respondents are of the opinion that employees in the organization are skilled,
motivated and productive. Only 15% of the respondents are against the same statement, while
4% of the respondents are not able to give their opinions on the same.
74% of the respondents think that there is cooperation among departments in the organization.
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On the other hand, 22% of the respondents do not agree on the same, while 4% of the
respondents are not able to give their views on the same.
89% of the respondents are of the opinion that quality of work life of the organization helps to
improve the productivity of the employees. On the other hand, only 7% of the respondents do
not agree with the statement, while 4% of the respondents are not able to give their views on the
same.
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The corporeal operating conditions in the organizations are to be improved in HCL and
WIPRO. Managements have to set right the ailment and cover up the deficiencies found in the
implementation of several aspects of the quality of work life in HCL and WIPRO.
The volumes of the workers are to be exploited optimally by engaging right man on the right
job. By this the administration would do well to use the capacities of the employees providing
better quality of work life.
The management is recommended to open special cells to help the workers in their career
planning and career development. Career counseling and social relationships in the private and
public sector units are to be streamlined to proper initiation of management and the unions.
Management is advised to offer better training facilities for improving their skills and
capacities.
The management is advised to deliver facilities for job enlargements and enrichments to
develop the best advantage from the skilled employees in their units.
The puzzling nature of job in the private sector is done if the management improves the quality
of work life in good earnest by exposing the workers to the changing and improved techniques
of production.
The management should encompass their employees in the decision making process. Workers
participation in the management of the companies leads to improved industrial relations,
effective decision making, and thereby to increase the levels of production.
All these suggestions prove effective and valuable only if alertness among the workers to diverse
aspects of quality of work life is improved. Managements have to attempt hard to enlighten its
employees on the advantages of different aspects of quality of life such as education, health and other
facilities that have indirect bearing on the value of labor life of workers.
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This study is designed to study the quality of work life and its impact on job performance in IT sector
in general and HCL & WIPRO in particular.
The study consists of the introduction of the quality of work life, job performance and how both these
are inter-related. In this study, quality of work life has been taken as independent variable, while job
performance has been treated as dependent variable.
During the study, it was found that there is no particular definition of quality of work life and it has
been keep of changing since its inception. The current definition of quality of work life is favorableness
or unfavourableness of a job environment for the people involved in it.
The study also has some objectives such as:
- To study about the quality of work life among employees of HCL & Wipro.
- To measure the impact of quality of work life on job performance of the employees of HCL
&Wipro.
The study is based on descriptive research and primary and secondary sources of data have been used.
The primary data has been collected through questionnaire and secondary data has been collected
through Internet, journals, magazines, etc.
The data has been analyzed and interpreted with the help of statistical tools like z-test (based on
hypothesis).
For the survey purpose, the sample size was 100 (50 each from HCL and WIPRO).
When the data was collected and interpreted, it was found that quality of work life directly impacts the
job performance of the employees. It was also found that most of the surveyed employees in the two
organizations were quite happy with the quality of work life prevailing in their organizations.For those
employees, who were not satisfied with the quality of work life of their organization, some suggestions
and recommendations have also been provided at the end of the study.
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Books
Arthur Lewis. “The History of Economic Growth,” George & Allen Unwin Ltd, London, 1965.
Bell, C.R. “Men at Work,” Allen and Unwin, London, 1974.
Byrne, D. “An Introduction to Personality,” Pentice Hall, 1966.
Davis, K. “Human Relations at Work,” McGraw Hill, New York, 1962.
Subba Rao, P. and Ms. Amitha. “Stress Management,” in Organizational Stress, edited by Srilatha et al,
Discovery Publishing House, New Delhi, 1991.
Articles
Ahmed, N. ‘Quality of Work Life: A Need for Understanding’, Indian Management, V. 20(100), 1981.
Alderfer, C.P. ‘Improving the Quality of Work Life: Group and Inter Group Design,’ U.S. Department
of Labor, Washington, 1975.
Arya, P., ‘Nature and Extent of Worker Participation in Decision Making’, Indian Journal of Industrial
Relations, 16(1), 1980.
Athreya, M.B., ‘HRM Challenges of the New Indian Environment,’ National Institute of Personnel
Management, 11th National Annual Conference 1991-1992, Personnel Today, pp. 37-42.
Baird, L. and I.Meshoulam, ‘Proactive Human Resource Management,’ Human Resource Management,
Vol. 26, No. 4, Winter, 1987, pp. 483-501.
Bhardwaj, S.B.L., ‘QWL, Perspectives, Dreams and Realities,’ paper presented at National Symposium
on QWL, Hyderabad, 1983.
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Boisveri, P., ‘The Quality of Work Life: An Analysis,’ Commercial de Montreal, Feb. 1977, Vol.
30(2).
Chakraborti, T.,’Total Quality Management/Concepts: A Hard, Hard Climb,’ The Economic Times
(Management), 28 March-3April 1997, p.2.
Chaudhary, S.R., ‘Personnel Attention,’ The Economic Times, 14-20 June 1996, p.2.
Clark, S.C. (2000). ‘Work/Family Border Theory: A New Theory of Work Life Balance,’ Human
Relations, 53, 6, 747-770.
Cooke, R. and M Armstrong,’ On Strategic HRM,’ Personnel Management, December 1990, pp. 31-
33.
D’Souza, K.C. ‘QWL: An Evolutionary Perspective,’ Abhigyan, Autumn, 1984.
Daniel, W.W. ‘Automation and the Quality of Work,’ New Society, May, 1969.
David Bargal. ‘Occupational Welfare as an Aspect of QWL,’ Labor and Society, 1982.
Davis, L.E. ‘Quality of Working Life,’ National and International Development, Industrial Relations
Research Association, 1977.
Graver, R.F. ‘AT&T’s QWL Experiment: A Practical Case Study,’ Management Review, June, 1983.
Nadler, D.D. and Lawler, E.E. ‘Quality of Work Life: Perspective and Direction’, Organizational
Dynamics, Win, 1983, Vol. 2(3).
Rosow, J.M. ‘Quality of Work Life-Issues for the 1980s, Training and Development Journal, March
1988.
Sayeed and Prakash. ‘The QWL in Relation to Job Satisfaction and Performance in two Organizations’,
Page
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Managerial Psychology, 2(2), 1981.
Singh, J.P. ‘Improving QWL in Indian Context,’ Productivity, Vol. 22(4), 1982.
Venkatachalam, J. ‘Impact of Advanced Technology on QWL: A Study of Steel Plant,’ Management
and Labor Studies, Vol.24, No. 4, October, 1999.
Websites
www.mbaskool.com/business...hr.../2390-qwl
www.gurugram.org.in/blog/115-qwl
www.spmrcommercecollegejmu.com/downloads/abstract.pd
www.hcl.in/overview
www.indiainfoline.com
www.wipro.com/about-wipro
www.economictimes.indiatimes.com
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ANNEXURE
Q1. Since how many years have you been working with this organization?
a. 0-3 Years
b. 3-5 Years
c. 5-10 Years
d. 10 to 15 Years
e. More than 15 Years
Q2. How is the physical working condition in the company?
a. excellent
b. very good
c. good
d. average
e. below average
Q3. What do you think about the work load in the organization?
a. Work Load is very much and task are not finished on appropriate time
b. Work Load is very much but due to participative environment employees are able to complete their
task
c. Work Load is evenly distributed and employees are able to complete their task on time
d. Work Load is less as compared to other companies
Q4. Do you think communication and information flow between the departments is satisfactory?
a. Yes
b. No
c. Can’t say
Q5. Do the employees share experiences to help each other?
a. Yes
b. No
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c. Can’t say
Q6. Does the company provide training for enriching the skills of employees?
a. Yes
b. No
c. Can’t say
Q7. Do you think proper training improves the productivity of the company and employees?
a. Yes
b. No
c. Can’t say
Q8. Do you think there are good career prospect in your organization?
a. Yes
b. No
c. Not clear with career prospects
Q9. Are you free to perform your duties?
a. Yes
b. No
c. Can’t say
Q10. How is the working Environment?
a. Participative
b. Autonomy
c. Whimsical
d. Red Tapism
Q11. How is the working hour of the organization?
a. Excellent
b. Very good
c. Good
d. Average
e. Below average
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Q12. Does the company take care of the employees working in night shift?
a. Yes
b. No
c. Can’t say
Q13. Does working in the organization give you a feeling of security and improves your productivity?
a. Yes
b. No
c. Can’t say
Q14. Does the organization provide satisfactory salary according to your work?
a. Yes
b. No
c. Can’t say
Q15. Does the goals and task are clearly defined for increasing productivity?
a. Yes
b. No
c. Can’t say
Q16. Does the top management involve employees in the management decisions?
a. Yes
b. No
c. Can’t say
Q17. Do the facilities provided by the organization motivate you to improve your productivity?
a. Yes
b. No
c. Can’t say
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Q18. Which factor motivates you the most?
a. Salary increase
b. Promotion
c. Leave
d. Motivational talk
e. Recognition
Q19. What do you think that employees in the organization are skilled, motivated and productive?
a. Yes
b. No
c. Can’t say
Q20. Do you think departments in the organization have cooperation?
a. Yes
b. No
c. Can’t say
Q21. Do you think quality of work life of the organization helps to improve your productivity?
a. Yes
b. No
c. Can’t say
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