Qwl- Major Project

MAJOR PROJECT 2011

TABLE OF CONTENT

CHAPTER TITLE PAGE NUMBER

1

INTRODUCTION2

INDUSTRY PROFILE3

COMPANY PROFILE4

LITERATURE REVIEW5

DATA ANALYSIS AND INTERPRETATION

6

FINDINGS, SUGGESTIONS AND CONCLUSION

BIBILIOGRAPHY

ANNEXURES

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LIST OF CHARTS

S. NO NAME OF THE CHARTS

PAGE NUMBER

1 Organizational Structure

2 Organizational structure of HR Department

3 Specific issues in QWL

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LIST OF TABLES

S.NO NAME OF TABLES PAGE NUMBER

5.1 Length of experience of employees in the

organization

5.2 Level of job satisfaction of employees

2.3 Level of satisfaction with respect to working

condition prevailing in the organization

5.4 Motivation derived from working

environment

5.5 Employee’s freedom to express comments and suggestions

5.6 Level of interpersonal relationship existing

in the organization

5.7 Data pertaining to training and development

programmes conducted in the organization

5.8 Data pertaining to the benefit of training and

development programme

5.9 Data pertaining to compensation for the

work done

5.10 Data regarding linking of reward to the

performance of the employee

5.11 Data regarding suitability of employee to the

job position

5.12 Data regarding supply of resources by the

company

5.13 Data regarding freedom of application of

creativity

5.14 Working schedule of the organization

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5.15 Degree of motivational support from

superiors at work place

5.16 Date with respect to relationship of workers

with their immediate superior

5.17 Data regarding relationship of workers with

subordinates

5.18 Data regarding the communication system in

the organization

5.19 Feedback provided by the superior regarding

the employee’s work

5.20 Extend of motivation derived from the

feedback given by the superior

5.21 Data regarding the quality of training

programme provided by the company

5.22 Extend of welfare activities provided by the

company

5.23 Initiatives undertaken by the company with respect to career growth and development programme

5.24 Scope for career growth and development in

the work of the employee

5.25 Grievance reddressal system prevailing in the organization

LIST OF DIAGRAMS

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S.NO NAME OF DIAGRAMS PAGE NUMBER

5.1 Length of experience of employees in the

organization

5.2 Level of job satisfaction of employees

2.3 Level of satisfaction with respect to working

condition prevailing in the organization

5.4 Motivation derived from working

environment

5.5 Employee’s freedom to express comments and suggestions

5.6 Level of interpersonal relationship existing

in the organization

5.7 Data pertaining to training and development

programmes conducted in the organization

5.8 Data pertaining to the benefit of training and

development programme

5.9 Data pertaining to compensation for the

work done

5.10 Data regarding linking of reward to the

performance of the employee

5.11 Data regarding suitability of employee to the

job position

5.12 Data regarding supply of resources by the

company

5.13 Data regarding freedom of application of

creativity

5.14 Working schedule of the organization

5.15 Degree of motivational support from

superiors at work place

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5.16 Date with respect to relationship of workers

with their immediate superior

5.17 Data regarding relationship of workers with

subordinates

5.18 Data regarding the communication system in

the organization

5.19 Feedback provided by the superior regarding

the employee’s work

5.20 Extend of motivation derived from the

feedback given by the superior

5.21 Data regarding the quality of training

programme provided by the company

5.22 Extend of welfare activities provided by the

company

5.23 Initiatives undertaken by the company with respect to career growth and development programme

5.24 Scope for career growth and development in

the work of the employee

5.25 Grievance reddressal system prevailing in the organization

CHAPTER 1

INTRODUCTION

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The human resource has immense potential. The role of

economic development of any nation depends on the degree of effective

mobilization of these resources. India is a developing country. This

means that majority of the population belong to the working class. They

have to struggle to make both the ends meet. In their struggle for daily

living, they loose sight of the individual development, productivity, self-

actualization etc.There are certain special characteristics with regard to

the Indian labourer, such as coming from villages to city in search of

work, being away from loved ones, having to accept work at poor

working conditions, low wages, etc.

The success of any organization is critically dependent on how it

attracts recruits, motivates and retains its workforce. Today’s

organizations need to be more flexible so that they are equipped to

develop their work force and enjoy their commitment. Organizations are

therefore required to adopt strategies to improve the employees Quality of

Work Life to satisfy both the organizational objectives and employee

needs.

Quality of Work Life (QWL) as a human resource strategy is being

recognized as the ultimate key for development among all the work

system. QWL addresses the concerns of the improving employee

satisfaction, strengthen work place learning and better management of the

on-going change and transition. One of the important strategies to

improve QWL is to create work rules that can help in maintaining and

orderly atmosphere where employees are treated with dignity and respect

that is pleasant for employees to work effectively, helping to ensure that

employees conduct themselves in a professional and safe manner,

encouraging open communication between employer and employee.

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The present scenario in India is that the employers are

becoming aware of their workers needs and are taking effective measures

to improve their morale and self worth by the various Quality of Work

Life programmes.

Quality of Work Life measures is inevitable to any organization

where workers are involved. An organization‘s responsibility to its

employees extends beyond the payment of wages for their services. The

employee’s safety and welfare on and off the job within the organization

is a vital concern of the employer. Providing a safe and healthy

environment is a pre-requisite for any productive effort.

Through this study on QUALITY OF WORK LIFE of

employees with reference to PEEKAY STEEL CASTINGS PVT. LTD,

CALICUT the researcher is trying to get some awareness about the

factors affecting the Quality of Work Life and the approaches to improve

the Quality of Work Life.

OBJECTIVES OF THE STUDY

This study would give an overview of the Quality of Work Life of

employees of peekay steel castings pvt. Ltd, Calicut. Since Quality of

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Work Life of employees is essential for improving the productivity of an

organization, a study on the existing Quality of Work life of employees

would help the organization perform better. Objectives of the study are:

To find out impact of quality of work life initiatives extended by

the company towards the employees.

To find out the ways to improve quality of work life.

To gain an insight in to current quality of work life policies and

practices prevailing within the company and also to understand the

work life balance issues.

To find out the satisfaction level of employees with respect to their

work and working environment.

SCOPE OF THE STUDY

The scope of study is confined to studying the level of quality of work

life of employees of Peekay steel casting . pvt. Ltd, Calicut. This study

will help to understand the role of quality of work life in shaping the

personality of the employees of Peekay steel castings pvt. Ltd in better

way. So this analysis can be useful for top management to take

appropriate decision for improving the Quality of Work Life of

employees in the organization.

RESEARCH METHODOLOGY

Research methodology is a way to systematically solve a research

problem. In research methodology we study the various steps that are

generally adopted by a researcher in studying his research problem along

with logic behind them. Research methodology has many dimension and

research methods do constitute a part of research methodology.

RESEARCH DESIGN

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A research design is the arrangement of conditions for the collection and

analysis of the data in a manner that aims to combine relevance to the

research purpose. It constitutes the blue print for the collection,

measurement and analysis of data. A good research design is one which

minimizes bias and maximizes the reliability of data collected and

analyze.The research design used under this study is descriptive research.

DESCRIPTIVE RESEARCH

Descriptive research studies are those studies which are concerned with

describing the characteristics of a particular individual or group. Hence

the researcher must be able to define clearly, he wants to measure and

must find adequate methods for measuring it along with a clearest

definition of ‘population’ he wants to study.

SOURCES OF DATA

There are two sources from where data are collected. They are:

PRIMARY DATA

Primary data consist of original information collected for specific

purpose. The primary data for this study was collected through a direct

survey with the respondents guided by a structured questionnaire. These

data are used for analysis

SECONDARY DATA

Secondary data consist of information collected from already published

data like books, websites and organization brochures.

SAMPLE DESIGN

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Sample design is a definite plan for obtaining a sample from a given

population. It refers to the technique or procedure the researcher would

adopt in selecting items for sample. Study is concerned with the Quality

of Work Life of the employees of peekay steel castings co. pvt. Ltd,

calicut. Respodents are employees mainly administrative and middle

level of the organization.

SAMPLE SIZE

Sample size of the study includes 50 employees.

SAMPLING TECHNIQUE

It refers to the technique or procedure the researcher would adopt for

selecting items from the sample. Sampling technique used in this study is

convenience sampling.

TOOLS FOR ANALYSIS

The data was analyzed and interpreted using appropriate tools such as

specifically prepared tables and charts.

Simple percentage is also used. The filled questionnaire were

scrutinized and analyzed. The formula used for calculating simple

percentage is given below.

Percentage = no of the responses ×100

Total no of respondent

LIMITATIONS OF THE STUDY

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The main limitations of the research study are.

The respondents were unable or unwilling to give a complete and

accurate response to certain questions.

The duration of the study was 21days and in depth study is not

possible.

Respondents might have given biased information that may affect

the reliability of results.

Data is collected by way of primary and secondary sources.

CHAPTER 2

INDUSTRY PROFILE

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STEEL INDUSTRY

Steel is an important indicator to analyze the economic

development of a country. The steel industry is highly scientific and

technology oriented. Technological advancement is very important for

the overall health of the steel industry. The steel industry, in general, is

on up springing, due to strong growth in demand propelled particularly by

the demand for steel in China. The world scenario coupled with strong

domestic demand has benefited the Indian steel Industry. The faster

growth of domestic consumption relative to production was reflected in a

decline in exports of finished steel (2.6 million tons) by 18.2 percent

compared to the corresponding period of previous year. Production of pig

iron is falling due to the integration of the steel making process with the

production of pig iron being consumed as a raw material in the process

itself.

World steel prices rose from December 2001 onwards. The price

increase of hot-rolled (HR) coils, during January 2002 to December 2004

was from US$ 140 – 175 per ton. As part of building up infrastructure,

India has started a tremendous program of construction across the

country. As a result, domestic steel demand has risen.

But The Industry has lost its patience and has been day-by-day

facing all odds. The past few years have tough for secondary steel re-

rollers in India. The market is hit by sluggish demand coupled with

falling prices, high raw material prices, high wages exorbitant power

tariff increases and fuel price increase. Actually, the backbone of the

manufactures would have been broken, but their patience, enthusiasm,

willpower to survive and technological improvement within their own

resources saved this industry.

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During ancient period

The history of iron and steel making in India goes back by several

centuries. It dates to 480 BC when archers in India used arrows tipped

with steel. The iron pillar of Dhar near Indore in Madhya Pradesh dates

back to about 321 AD, the iron pillar of Kutab Minar near Delhi dates

back to about 400 AD and the iron beams of Sun temple of Konark in

Orissa dates back to 13th century. These pillars are a testimony to ancient

India's expertise in the making of steel.

Before independence

The roots of the Indian Steel industry in modern times can be traced to

the year 1874, when a company called Bengal Iron works at Kulti near

Asansol in West Bengal produced iron. One of the most important

landmarks in the history of Indian steel industry was the commencement

of the Tata Iron and Steel Company at Jamshedpur in the state of Bihar in

1907.The other prominent steel manufacturers before independence were

Indian Iron and Steel Company (1922), Mysore Iron and Steel

Works(1923) and steel corporation of Bengal (1937).

After independence

India found it difficult to sustain development in steel sector after

independence on its own due to the lack of technological development.

The high cost of developing technology in this sector proved to be a

major hindrance. That's when the government decided to go for synergy

with other countries for technology transfer. Some of the prominent steel

plant set up then was in Rourkela in collaboration with West Germany

and in Bokaro in collaboration with Russia. These steel plants came under

the purview of public sector enterprises.

The post liberalization scenario in the Indian Steel industry has witnessed

a monumental shift. Some of the salient features are:

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The need for license for increasing capacity has been abolished.

Steel industry has been removed from the list of Industries under

the control of state sector.

Foreign equity investment in steel has gone up to 74%.

In January 1992 the price and distribution controls were removed.

Policies like convertibility of rupee on trade account, freedom to

mobilize resources from overseas financial markets and

restructuring of existing tax structure have immensely benefited

the industry.

Milestone

The Indian steel industry has come a long way since its humble

beginnings. The takeover of the British steel giant Corus steel by Tata

Steel and the acquisition of Arcelor by Mittal Steel herald a new

beginning for the Indian steel industry. These events signify the fact that

the Indian steel industry has acquired a global identity and is today

extremely competitive globally.

INDIAN STEEL INDUSTRY

The Indian steel industry is nearly a century with Tata Iron & Steel

Company (Tata Steel) being the first integrated steel plants being set up

in 1907. Post independence the steel industry made a ready progress. In

India, a major part of steel is consumed in engineering applications,

followed by automobiles and construction. The growth of steel, as well

known, is dependent upon the economy, industrial production and

infrastructure sectors. Over the last few years the performance of Indian

steel industry had been adversely affected due to overcapacity, cheap

imports, economic slowdown, global declining steel prices and also anti-

dumping duty imposed by USA on Indian exports. Most major steel

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companies, with the exception of Tata steel have thus been reporting

losses.

Globally, crude steel production has attained an altitude of 1239.5

mn tones (mt) in the year 2006. Share of top ten steel producing countries

was about 76.4% with China, leading the pack, contributing almost 34%

and India ranked 7th with reasonable 3.5%.In the recent past, a major

swing has been observed in the global steel productions in developing

countries. During the year 2003- 2005, the compound annual growth rate

(CAGR) of steel productions in developing economies like china

(25.5%) and India (9.5%) was much higher than the CAGR of the world

steel production (8%). On the consumption aspect, globally, India has

emerged as the 5th largest consumer of steel in the year 2005.

Indian steel industry is characterized by fragmentation, particularly

in the downstream segment, with a large number of unorganized players.

Energy intensiveness of Indian steel industry is highlighted by its

consumption of about 10% and 27% of total electricity & coal consumed

respectively by the entire Indian industry.

Primary procedures (integrated steel producers (ISPs) in the

country produce majority of flat products and secondary producers (mini

steel plants) produce most of the long products. Globally, 65.4% of crude

steel is produced by BF/BOF route (Blast Furnace/Basic Oxygen

Furnace), 31.7% by EAF route(Electric Arc Furnace) and rest by open

hearth method.

In India, BF/BOF route dominants with 41% share, followed by

induction furnace at 31%, EAF at 25% and COREX at 3 %. In financial

year 2006, domestic steel production was approximately metric ton.

Imports and exports as a% of steel produced stood at 8.8% (3.77% metric

ton) & 10.2 % (4.35tm) respectively. In financial year 2006, India

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consumed about 38 metric tons of steel, infrastructure sectors being the

largest consumer.

The demand for the flat steel in the country is increasing with the

growth in automobile and consumer durable industries.

Cost of production of steel depends on technology employed for

production and extent of backward integration, sourcing of power and

raw material. Typical power consumption per ton of steel produced

ranges between 500-650KHS.Raw material accounts for 60-70% and

energy (coal and power) 25-30% of total cost of production.

India has self sufficiency in iron ore but for coaking coal, coke and scrap

it has to depend upon imports. In financial year 2006, India produced

about 166 metric tons of iron ore out of which 66.3 metric ton was

consumed by domestic steel producers and the rest was exported. The

demand growth of scrap is expected to be lower because of substitution

by sponge iron. Since 2003, India has been the largest sponge iron

producer in the world. In 2005, out of total global production of 56.05

metric tons irons, India produced around 11.1 metric tons (19.8).

In line with production target of 110 metric tons of steel(National

Steel Policy) by financial year 2000, many steel producers have

announced their capacity expansion plans by signing Mouse with various

state governments like Chhattisgarh, Orissa and Jharkhand. The steel

producers are expected to add around 8 metric tons of capacity by

financial year 2008. We estimate that during 2006-09, demand for steel in

the domestic market would grow at a CAGR of 8.4%. Hot rolled (HR)

steel because of its widespread applicability is expected to grow at a

CAGR of 17.5%. During this period, major demand drivers would be

Consumer durable, Automobiles and Construction.

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After latent scenario till 2003, international steel prices rose to

touch highs in early 2005, mainly driven by rapid growth in steel demand

from developing economies. Domestically, steel prices of flat products

follow the international trend. Globally steel prices are expected to firm

up with continued growth in steel consumption. Further, the winds of

consolidations have gathered peace with Arcelor-Mittal merger and latest

acquisitions of Corus by Tata Steel. The Indian steel industry has

announced huge capacity expansions. With commissioning of these

capacities demand-capacity ratio is expected to decline in financial year

2009 due to excess capacity.

The industry classification is based on products categories (and the

major producers) can be divided in the following:

Iron ore – National Mineral Development Corporation (NMDC),

Kudremukh Iron Ore Company (KIOCL) and major merchant producers

of iron ore. SAIL and Tata steel have their captive iron ore mines.

Pig iron – KIOCL, Sesa Goa and Usha Ispat. Apart from them there are

many mini blast furnace MBF pig iron producers and even integrated

steel plants like SAIL and RINL produce a significant amount of pig iron.

Sponge iron – Essar Steel, Ispat industries, Vikram Ispat (a division of

Grasim) is the major producers of gas sponge iron.

Flat steel products – SAIL, Tata steel, Essar steel, Ispat industries

and Jindal Vijayanagar (JVSL) are the major producers of hot rolled

coils(HRC). Sail, Tata steel, Ispant industries, Jindal group of companies,

Uttam steel and Bhustan steel are the big producers of cold rolled coil

sheets(CRC) and galvanized sheets(GP/GC). Long products – SAIL and

Tat steel other major producers of long products.

Future Trends

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It has to be said that the global recession has affected the Indian

steel industry especially stainless steel, but the steel industry is

trying to offset the negative effect of the recession by focusing on

transportation and construction projects which are usually funded

by the government.

India is the only country globally to record a positive overall

growth in crude steel production at 1.01 per cent for the period

January -March 2009.

It is estimated that India's steel consumption will grow at nearly

16% annually till 2012.

The National Steel Policy has forecasted the demand for steel

would reach 110 million tons by 2019-2020.

CHAPTER 3

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COMPANY PROFILE

PEEKAY STEEL CASTINGS PVT LTD

Peekay Steel Castings (P) Ltd, established in 1991, is a modern

state-of-the-art foundry located at Calicut (Kozhikode) in Kerala on the

western coast of South India, manufacturing high quality steel castings

made of Carbon steel, Alloy steel, Stainless steel, Duplex steel, Nickel

base alloys etc. in various sizes and weights up to 11000 Kg per piece for

the petrochemical industry, power supply, earth moving, transportation

and other engineering industries. The annual production capacity is 5000

MT. This capacity is being enhanced to 7200 MT/annum from April 2008

onwards.

Peekay Steel Castings (P) Ltd is the flag ship company of Peekay

group which plays a vital role in the industrial development of Kerala.

The company was incorporated with the Registrar of Companies, Kerala

as a private limited company on 09.04.1991.

Peekay Group was established in the year 1942 by Haji P.K.Moidu,

a legend of his own time for his uncommon vision. The strong foundation

laid down by his extraordinary business acumen and uncompromising

integrity has given the group a strong set of values and fundamentals.

After the blazing success for the past 65 years, the group has held those

values closer than ever and has focused more on its business objectives

surpassing conventional paradigms and setting new benchmarks.

Today, under the leadership of Mr.P.K.Ahammed, the company

has become one of the most respected Indian family business houses

with an annual turnover exceeding 120 Million US Dollars. The group's

strong vision has given it the right direction and ever increasing urge to

grow. Peekay group plays a vital role in the industrial development of

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Kerala and its activities include steel, flour mills, real estate,

construction, plantations, education, health care, charitable institution

etc,.

PEEKAY GROUP

M/s. Peekay Steel Castings Pvt. Ltd., Calicut

M/s. Peekay Steel Castings Pvt. Ltd., Coimbatore

M/s. Peekay Rolling Mills Pvt. Ltd., Calicut

M/s. Janatha Steel Mills Pvt. Ltd., Calicut

M/s. Ahammed Roller Flour Mills Pvt. Ltd., Calicut

M/s. Pondy Roller Flour Mills Pvt. Ltd., Mahe

M/s. Peekay Roller Flour Mills, Calicut

M/s. Peekay Overseas Ventures, Calicut

M/s. P.K.Ahammed & Co, Calicut

M/s. Nellikot Traders, Calicut

M/s. Peekay Constructions, Calicut

M/s. Peekay Estates, Thamarassery.

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ORGANIZATIONAL STRUCTURE OF PERSONNEL DEPARTMENT

CHART NO: 2

JOINT MANAGING DIRECTOR

EXECUTIVE DIRECTOR

HR MANAGER WELFARE OFFICER MANAGER LABOUR LAWS

EXECUTIVES EXECUTIVES EXECUTIVES

VISION

To be an engineering conglomerate and lead Peekay to new

horizons, expanding and diversifying to new industries and cutting edge

technologies. A one stop supplier to all the major OEM’s globally in

terms of ready to assemble machined castings, forging and fabrications

requirements globally.

MISSION

To produce 13200 Tons of Steel Castings in the financial year

2008-09.To serve the customers, with wide range of requirements starting

from 0.5kg to 12 Tons single casting from our different plants in different

locations.

QUALITY POLICY

Peekay Steel Castings shall consistently and diligently manufacture

products exceeding the expectations of the customers, to remain a market

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leader by excellence in total quality performance. It commits to

continuously improving its processes, personnel and system towards

meeting customer satisfaction.

BOARD OF DIRECTORS

Chairman - Mr. P .K. Ahanmmed

Managing Director - Mr.K E.Moidu

Joint Managing Director - Mr.K.E.Shanavaz

MAJOR CUSTOMERS

ARI - Armaturen Albert Richter GmbH & Co. KG,

Germany

Cardwell Westinghouse, USA

Control Component Inc., USA

Dresser Produits Industriels, France

General Electric Company, USA

Koso Fluid & Controls Pvt. Ltd.,

Leser GMBH & CO.KG, Germany

Malbranque S.A., France

Mokveld Valves, BV

Nordstrom Audco Inc, USA (Flowserve)

Severn Glocon Ltd., UK

SPX Process Equipment, USA

Termomecannica Pompe, Italy

Advance Valves, Faridabad

Alstom Projects India Ltd, Baroda

Audco India Ltd, Chennai

Bharat Heavy Electricals Ltd, Tiruchirappalli

Dresser Valve, India

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Koso Fluid & Controls Pvt. Ltd.,

Fisher - Xomox Sanmar Limited , Chennai

FlowServe India Controls Private Limited, Bangalore

Instrumentation Limited, Palakkad

Kent-Introl Pvt. Ltd., Nashik

KSB, Coimbatore

MIL Controls Limited, Thrissur

CERTIFICATION

ISO 9001-2000 By TUV Germany has been certified since 2000.

AD 2000-Merkblatt W 0 By TUV Germany Company has been

certified since 2000.

Certificate of Quality system for material manufacture according to

directive 97/23/EG By TUV Germany.

Well Known Foundry certification under Boiler Regulations 1950

for castings upto 12000 Kg/Piece.

Approval of manufacturer Certificate by DNV (Det Norske

Veritas).

Manufactures Capability Certificate (MCC) by Germanischer

Lloyd Germany.

Foundry Approval by BV Marine.

Approval from Lloyd’s Register Asia.

Supplier Qualification Certificate from Emerson.

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ABOUT STEEL CASTINGS

The company manufacturing high quality steel castings made of

Carbon steel, Alloy steel, Stainless steel, Duplex steel, Nickel base

alloys etc. in various sizes and weights up to 11000 Kg per piece for the

petrochemical industry, power supply, earth moving, transportation and

other engineering industries. The annual production capacity is 5000

MT. This capacity is being enhanced to 7200 MT/annum.

In the Foundry the moulding is carried out in no-bake process

(Alkaline Phenolic) equipped with high speed continuous sand mixing

and reclamation system, fluidized bed cooler etc. The melting

Department has 3 ton, 5 ton, 6Ton & 10Ton induction furnaces with

ladle pre-heater. Apart from fully equipped fettling department we have

1 MT, 6MT,10 MT (2 nos.) capacities as per API calibrated ceramic

fibre lined temperature controlled heat treatment furnaces.

The company has a separate work centre equipped with 250 Kg

and 150 Kgs furnaces for shell castings production. It also has a modern

radiography enclosure room with Cobalt 60 and Iridium 192 duly

approved by the Atomic Energy Dept. of the Government of India for

radiography testing of castings.

The castings are subjected to physical and chemical testing in a

well equipped sophisticated laboratory which consists of multi channel

optical emission spectrometers, digital UTM with electronic

extensometer, impact testing machine, micro structure analyzer, profile

projector, Hardness tester etc.

It employs most modern technology and has installed state-of art

machinery and equipment for the manufacture of high quality steel

castings. It has the most modern and sophisticated quality control

laboratory for all types of physical and chemical testing and a

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radiography enclosure room with Cobalt 60 and Iridium 192 for

radiography testing of castings. The entire manufacturing process and

service departments are supervised and managed by qualified,

experienced and competent personnel. The technology is constantly

upgraded and the most advanced technology is available in the foundry

sector. Fully equipped Machine shop imported machinery is attached to

the Calicut foundry for meeting the growing demand for machined, ready

to use castings/components for the oil and gas and other engineering

sectors.

The steel castings are exported to various countries of the

European union, Germany, France, Italy, UK, Netherlands, Spain,

Belgium, USA, Canada, Japan, Korea, Singapore and UAE. The castings

are made according to the customer specifications in terms of quality and

delivery. The company holds several certification and recognition from

renowned international agencies. The company also holds the largest

number of international certification under one umbrella in India.

STEEL MANUFACTURING PROCESS

The casting process is classified into five stages:

1) Pattern Making

2) Moulding and Core Making

3) Melting and Casting

4) Fettling

5) Testing and Inspection

PATTERN MAKING

Pattern is the principle tool used in the casting process. It is the

replica of the object to be cast. It is constructed to form an impression

called ‘mould’.

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Pattern used in sand castings may be made of wood, araldite, aluminium,

shell or cast iron. Mostly for pattern making wood is used. The major

types of patterns are:

1) Single Piece Pattern

2) Split Pattern

3) Match Plate Pattern

4) Gated Pattern

5) Sweep Pattern

6) Shell Pattern

7) Skeleton Pattern

Pattern Making Allowances

DRAFT ALLOWANCES

The slight inward tapering on the vertical surface of a pattern is

called Draft Allowances.The pattern needs to incorporate suitable

allowances for draft, so its sides are tapered so that when it is pulled

from the sand, it will tend not to drag sand along with it.

MACHINE ALLOWANCES

The extra amount of metal provided in the surfaces to be

machined.

CONTRACTION ALLOWANCES

The pattern has to incorporate suitable allowances for

shrinkage.

CORE PRINTS

The core in the mould cavity, a recess is made in the mould

with the help of projection suitably placed in the pattern. This projection

is core print.

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METAL PATTERN

Large number of castings are to be made from a single metal

pattern. The metals used for pattern are cast iron, steel, brass,

aluminium and white metal.

For pattern making , the design is received from the

customers. The customers send their specifications and design

using the AUTOCAD software. The pattern is then made with all

these requirements.

The main machines used here are:

- Planning Tool Grinder

- Wood thickness planer cum surface planer

- Measuring Instruments

- Band Saw Machine

- Drilling Machine

- Portable Saw Circular Cutting Machine

- Digital and Electronic Equipments

- Portable Planner Machine

- Portable Zig Saw Machine

MOULDING AND CORE MAKING

It is the process of manufacturing by shaping pliable raw material

using a rigid frame or model called a mould. A mould is a hollowed out

block that is filled with a liquid like plastic, glass, metal of ceramic raw

materials. The liquid hardens or sets inside the mould, getting its shape.

Process:

After the patterns are made, it is arranged properly in the pattern shop.

The size is selected according to the method card. After filling the mould

into the pattern, the remaining section is filled with reclined sand. Aftr

setting the sand pre-heating of the mould and core is done by torching.

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Then coating is applied on the mould using brushes. There are three types

of coatings.

Isomol - White colour

Serakote - Blue

Zrakofluid - Green

The coated area of the mould is then torched. After the mould is prepared

core setting and after the core setting the wall thickness and core print

clearance is checked.

MELTING AND CASTING

Scraps of different properties are used for this process. They are lifted

with a magnetic crane to the place near furnace. The induction furnace is

used in the foundry shop. An induction furnace is an electrical furnace in

which the heat is applied by induction heating of a conductive medium

(usually a metal) in a crucible around which water-cooled magnetic coils

are wound. Two hours are taken to melt the entire scrap. Various melting

furnaces are used for various grades of steel. Pyrometer is used to check

the melting temperature.

The machines used in this process are:

Ladle Preheaters

Digital Crane Weigher

Method of Pouring: Lip Pouring, Bottom Pouring

Immersion type Pyrometer for temperature control

FETTLING

It is the process of cutting off unwanted parts, cleaning and finishing

the surfaces. This is the process of stripping away any unwanted metal to

produce the finished cast product. It includes the process of shot blasting,

welding, oxy cutting, dressing, welding and heat-treating. Also includes:

- Removes off core in casting.

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- Removal of gates, riser, spruces and runner from the casting by

knocking and breaking with hammer.

- Removal of unwanted projections.

- Repairing castings to fill up blow holes.

- Straightening the warped or deformed casting.

Fettling process of carbon steel

1) Shakeout or Knockout:

The casting is removed from the mould at the shakeout or

knockout area. Sometimes the mould is placed on a vibrating

screen or grid, for the moulding sand to fall into a hopper or sand

collector.

2) Gas Cutting:

Oxy cutting is used to remove metal projections that are unable

to be knocked off by other means, or when breakage of casting may

appear. For eg: carbon steel castings.

3) Heat Treatment

It involves in the improvement properties of materials used in

castings. The castings are further heated in the heat treatment furnace.

Cooling involves either a controlled cool down in the oven or furnace, air

cooling, or quenching in water special oils.

4) Shot Blasting

Here the steel shot is projected by a ‘slinger’ (a spinning wheel

containing blades) in a predetermined pattern. Castings placed within this

shot blast pattern area are cleaned by the abrasive action of the steel shot.

5) Magnetic Particle Inspection

It is non- destructive methods for the detection of defects in

ferrous materials. This process uses an externally applied magnetic field

or DC current. The defect in the castings are found out in this way.

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6) Welding

These techniques are mainly used for repair or reworking of

castings.

TESTING AND INSPECTION

After the shot blasting process the castings are subjected to testing

and inspection. The castings are inspected on the basis of dimensions.

Mainly four types of inspections are done:

a) Dimension Inspection

b) Magnetic Particle Inspection

c) Ultrasonic Inspection

Very hot ultrasonic pulse-waves center frequencies ranging

from 0.1-15 Mhz are launched into materials to detect internal flaws.

It is a form of non-destructive testing used in many industries.

d) Radiography

Radiography is the use of ionizing electromagnetic radiation to

view objects in a way that can’t be seen otherwise. It is a method of

inspecting materials for hidden flaws by using the ability of short

wavelength electromagnetic radiation to penetrate various materials.

CHEMICAL TESTING

a) Moisture Testing

Small portion of sand (raw material) is taken and tested to

determine the moisture content.

b) Sieve Shaker

Sand is sieved using a sand siever It is to measure the fineness

of sand.

c) PH Meter

The Ph value of the sand is determined using digital Ph meter.

The Ph value of sand is determined.

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d) Amount of Clay

The sand is weighed in common balance or digital balance.

After the sand is washed, it is again weighed. The difference in the

weight of sand shows the percentage of clay present.

e) Loss of Ignition

It is tested by loss of Ignition machine, to determine the loss of

sand due to the process.

MECHANICAL TESTING

It is done to test the strength, hardness etc. of TMT bars.

a) Compression Testing Machine

- to test materials under compression bending

- hardness test on metals are also conducted

b) Hardness Testing

- to check hardness

- resistance power

c) Universal Testing Machine

- to test the compressive properties of materials

- to check the metal strength

- how much load it can withstand

d) Charpy Impact Testing Machine

- to check the toughness

- the energy it can take.

HEAT TREATMENT

Process carried out to get the required property. Casting is put into

furnace and heated to the particular temperature. Its kept in this

temperature for a particular time and cooled. Its done to achieve

mechanical properties.

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WELDING

- Shielded metal Arc welding

- Free of Defects

-Welding procedure qualifications

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CHAPTER 4

LITERATURE REVIEW

QUALITY OF WORK LIFE

Quality Of Life may be defined as subjective well-being. Recognizing the

subjectivity of Quality Of Life is a key to understanding this construct.

QOL reflects the difference, the gap, between the hopes and expectations

of a person and their present experience. Human adaptation is such that

life expectations are usually adjusted so as to lie within the realm of what

the individual perceives to be possible. This enables people who have

difficult life circumstances to maintain a reasonable QOL.

- Janssen Quality-of-life Studies-

Our definition of quality of life is: The degree to which a person

enjoys the important possibilities of his/her life. Possibilities result from

the opportunities and limitations each person has in his/her life and reflect

the interaction of personal and environmental factors. Enjoyment has two

components: the experience of satisfaction and the possession or

achievement of some characteristic, as illustrated by the expression: "She

enjoys good health." Three major life domains are identified: Being,

Belonging, and Becoming.

Quality of Work Life

The term Quality of Work Life refers to the favourableness or

unfavourableness of a total job environment for people. QWL programs

are another way in which organizations recognize their responsibility to

develop jobs and working conditions that are excellent for people as well

as for economic health of the organization.

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DefinitionThe American Society of Training and development defined

quality of work life as a process of work organizations which enables its

members at all levels to actively participate shaping the organizations

environment, methods and custom. This value based processor aimed

towards meeting the twin goals of enhanced effectiveness of organization

and improved quality of life at work for the employees.

QWL in long and short can easily be defined as an approach

concerned with overall climate and the impact that the work has an

organizational effectiveness.

Direct participation of employees in problem solving and decision

making in areas to their work helps upgrade the quality of life at work.

Various scholars and management practitioners have defined QWL but a

unanimous approach towards the definition was not found.

The elements in a typical QWL program include – open

communications, equitable reward systems, a concern for employee job

security and satisfying careers and participation in decision making.

Many early QWL efforts focus on job enrichment. In addition to

improving the work system, QWL programs usually emphasise

development of employee skills, the reduction of occupational stress and

the development of more co-operative labour-management relations.

Vigorous Domestic and International competition drive

organizations to be more productive. Proactive managers and human

resource departments respond to this challenge by finding new ways to

improve productivity. Some strategies rely heavily upon new capital

investment and technology. Others seek changes in employee relations

practices.

Human resource departments are involved with efforts to improve

productivity through changes in employee relations. QWL means having

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good supervision, good working conditions, good pay and benefits and an

interesting, challenging and rewarding job. High QWL is sought through

an employee relations philosophy that encourages the use of QWL

efforts, which are systematic attempts by an organization to give workers

greater opportunities to affect their jobs and their contributions to the

organization’s overall effectiveness. That is, a proactive human resource

department finds ways to empower employees so that they draw on their

“brains and wits,” usually by getting the employees more involved in the

decision-making process.

A Rationale

Job specialisation and simplification were popular in the early part of this

century. Employees were assigned narrow jobs and supported by a rigid

hierarchy in the expectation that efficiency would improve. The idea was

to lower cost by using unskilled workers who could be easily trained to

do a small, repetitive part of each job.

Many difficulties developed from that classical job design,

however. There was excessive division of labour. Workers became

socially isolated from their co-workers because their highly specialized

jobs weakened their community of interest in the whole product. De-

skilled workers lost pride in their work and became bored with their jobs.

Higher-order (social and growth) needs were left unsatisfied. The result

was higher turnover and absenteeism, declines in quality and alienated

workers. Conflict often arose as workers sought to improve their

conditions and organizations failed to respond appropriately. The real

cause was that in many instances the job itself simply was not satisfying.

Forces for Change

A factor contributing to the problem was that the workers

themselves were changing. They became educated, more affluent (partly

because of the effectiveness of classical job design), and more

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independent. They began reaching for higher-order needs, something

more than merely earning their bread. Employers now had two reasons

for re-designing jobs and organizations for a better QWL:

1. Classical design originally gave inadequate attention to human needs.

2. The needs and aspirations of workers themselves were changing.

Humanised Work through QWL

One option was to re-design jobs to have the attributes desired by

people, and re-design organizations to have the environment desired by

the people. This approach seeks to improve QWL. There is a need to give

workers more of a challenge, more of a whole task, more opportunity to

use their ideas. Close attention to QWL provides a more humanized work

environment. It attempts to serve the higher-order needs of workers as

well as their more basic needs. It seeks to employ the higher skills of

workers and to provide an environment that encourages them to improve

their skills. The idea is that human resources should be developed and not

simply used. Further, the work should not have excessively negative

conditions. It should not put workers under undue stress. It should not

damage or degrade their humanness. It should not be threatening or

unduly dangerous. Finally, it should contribute to, or at least leave

unimpaired, workers’ abilities to perform in other life roles, such as

citizen, spouse and parent. That is, work should contribute to general

social advancement.

CRITERIA OF MEASURING QWL

(i) Adequate and Fair Compensation

There are different opinions about the adequate compensation. The

committee on Fair Wages defined fair wage as “the wage which is

above the minimum wage but below the living age.”

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(ii) Safe and Healthy Working Conditions

Most of the organizations provide safe and healthy working conditions

due to humanitarian requirements and/or legal requirements. In fact, these

conditions are a matter of enlightened self-interest.

(iii) Opportunity to Use and Develop Human Capabilities

Contrary to the traditional assumptions, QWL is improved the extent that

the worker can exercise more control over his or her work, and the degree

to which the job embraces an entire meaningful task.

Further, QWL provides for opportunities like autonomy in work and

participation in planning in order to use human capabilities.

(iv) Opportunity for Career Growth

Opportunities for promotions are limited in case of all categories of

employees either due to educational barriers or due to limited openings at

the higher level. QWL provides future opportunity for continued growth

and security by expanding one’s capabilities, knowledge and

qualifications.

(v) Social Integration in the Work Force

Social integration in the work force can be established by creating

freedom from prejudice, supporting primary work grq a sense of

community and inter-personnel openness, legalitariani and upward

mobility.

(vi) Constitutionalism in the Work Organization

QWL provides constitutional protection to the employees only to the

level of desirability as it hampers workers. It happens because the

management’s action is challenged in every action and bureaucratic

procedures need to be followed at that level. Constitutional protection is

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provided to employees on such matters as privacy, free speech, equity

and due process.

(vii) Work and Quality of Life

QWL provides for the balanced relationship among work, non- work and

family aspects of life. In other words, family life and social life should

not be strained by working hours including overtime work, work during

inconvenient hours, business travel, transfers, vacations, etc.

(viii) Social Relevance of Work

QWL is concerned about the establishment of social relevance to work in

a socially beneficial manner. The workers’ self esteem would be high if

his work is useful to the society and the vice versa is also true.

DEFINITION OF TERM

JOB PERFORMANCE:

It is the measurement of performance of an individual in his job.

Performance is defined as the ability of the people to achieve results that

can keep their organization ahead of competition.

COMPENSATION:

This refers to a just and equitable balance between effort and

reward out of it. The compensation should help the employee in

maintaining a socially desirable standard of living and bears an

appropriate relationship to the payment received for their work.

WORKING CONDITIONS:

Quality of work cannot be high unless the work environment is free

from all hazards detrimental to the health and safety of employees.

Reasonable hours of work, cleanliness pollution free atmosphere, and risk

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free work etc are the main elements of a good physical environment for

work.

HUMAN CAPABILITY:

It includes employee feel job challenging, regular feedback about

work to employees, workers enjoy autonomy at work moderate

delegation of authority to workers. Opportunities available for growth of

employees also contribute to QWL.

OPPORTUNITY FOR CONTINUED GROWTH AND SECURITY:

Here the focus is on career opportunities and not a job itself. It

includes career planning system policy, arrangement for employment

security, availability of training and development program, suggestion

scheme.

BALANCED ROLE OF WORK IN THE TOTAL LIFE SPAM:

Equality in work, work should be commensurable with

qualification, skills and pay, worker spare time for family/ society,

balancing his work.

SOCIAL RELEVANCE OF WORK:

The discharge of social responsibility of business organization also

contributes to QWL. Employees enjoy weekly off, employees avail

government declared holidays and employee enjoy pay leaves, and

communication facilities for the employees are some of the measures in

providing social relevance of work.

MANAGEMENT PERCEPTION:

Management perception includes perception about impact of QWL

on sales on profit and a quality of service.

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EMPLOYEE PARTICIPATION:

Employee wants to participate in deciding matters which affect

their lives. There fore, quality circles, management by objectives,

suggestion system and other form of employee participation in

management helps to improve QWL.

PRIDE:

Employee should be proud about their company identity, civic

participation and environment concern.

JOB CONTENT:

Job content specifically includes job variety and job autonomy of

work. Qualities are more likely to design tasks to maximize employee

discretion and individual autonomy, in order to allow more individualized

service.

MANAGERIAL/SUPERVISORY STYLE & HR STRATAGIES:

Managers and supervisors are likely to thrash about with the twin

logics of achieving efficiency while providing quality customer service.

Challenges include the requirement to manage performance and motivate

employees within a high pressure. HR strategies such as games, team

work, the one of bonus and reward and recognition systems, the

application of performance criteria and ongoing work appraisal is an

attempt to enhance commitment and organizational identification while

sustaining the quality of service delivery.

WORKING HOURS:

Hours of work, an employee need to spend on his work is also related

with QWL. The extended, UN social working hours, and inflexible shift

system and leave arrangements in the work place, may cause poor QWL.

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SPECIFIC ISSUES IN QWL

CHART NO: 3

Trade unions claim that they are responsible for the improvement in

various facilities to workers whereas management takes credit for

improved salaries, benefits and facilities. However, Personnel/HR

manager has (identified) specific issues in QWL besides normal wages,

salaries, fringe benefits, etc. and takes lead in providing them so as to

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maintain higher order QWL. IKlott, Mundick and Schuster suggested 11

major QWL issues. They are:

(I) Pay and Stability of Employment

Good pay still dominates most of the other factors in employee

satisfaction. Various alternative means for providing wages should be

developed in view of increase in cost of living index, increase in levels

and rates of income tax and profession tax. Stability to a greater extent

can be provided by enhancing the facilities for human resource

development.

(ii) Occupational Stress

Stress is determined by the nature of work, working conditions, working

hours, pause in the work schedule, worker’s abilities and nature and

match with the job requirements. Stress is caused due to irritability, hyper

—excitation or depression, unstable behavior, fatigue, stuttering,

trembling psychomatic pains, h smoking and drug abuse. Stress adversely

affects employ productivity. The P/HR manager, in order to minimize the

stress, has identify, prevent and tackle the problem. He may arrange the

treatment of the problem with the health unit of the company.

(iii) Organizational Health Programmes

Organizational health programmes aim at educating employees

abdut health problems, means of maintaining and improving of health,

etc. These programmes cover drinking and smoking cessation,

hypertension control, other forms of cardiovascular risk reduction, family

planning, etc. Effective implementation of these programmes result in

reduction in absenteeism, hospitalization, disability, excessive job

turnover and premature death. This programme should also cover

relaxation, physical exercise, diet control, etc.

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(iv) Alternative Work Schedules

Alternative work schedules including work at home, flexible working

hours, staggered hours, reduced work week, part-time employment which

may be introduced for the convenience and comfort of the workers as the

work sch which offers the individual the leisure time, flexible hours of

work is preferred.

(v) Participative Management and Control of Work

Trade unions and workers believe that workers’ participation in

management and 1e improves WL. Workers also feel that they have

control êr their work, use their skills and make a real contribution to the

job if they are allowed participate in creative and decision-making

process.

(vi) Recognition

Recognising the employee as a hum being rather than as a labourer

increases the QWL Participative management, awarding the rewarding

systems, congratulating the employees for their achievement, job

enrichment, offering prestigious designations to the jobs, providing well

furnished and decent work places, offering membership in clubs or

association, providing vehicles, offering vacation trips are some means to

recognise the employees.

(vii) Congenial Worker-Supervisor Relations

Harmonious supervisor-worker relations gives the worker a sense of

social association, belongingness, achieve of work results, etc. This in

turn leads to better QWL.

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(viii) Grievance Procedure

Workers have a sense of fair treatment’ when the company gives them the

opportunity to ventilate their grievances and represent their case

succinctly rather than settling the problems arbitrarily.

(ix) Adequacy of Resources

Resources should match with stated objectives, otherwise, employees will

not be able to attain the Objectives. This results in employee

dissatisfaction and lower QWL

(x) Seniority and Merit in Promotions

Seniority is generally taken as the basis for promotion in case of

operating employees. Merit is considered as the basis for advancement

for managerial people whereas seniority-c is preferred for promotion of

ministerial employees. The promotional policies and activities should be

fair and just in order to ensure higher QWL.

(xi) Employment on Permanent Basis

Employment of workers on casual, probationary basis gives them a sense

of insecurity. On the other hand, employment on permanent basis gives

them security and leads to higher order QWL.

Requirements for success of QWL

Employees must be given opportunities for advancement in the organization.

Supervisors must be trained to function effectively in a less directive, more collaborative style.

Traditional status barriers between management and work force must be broken to permit establishment of an atmosphere of trust and open communication.

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Employees must receive feedback on results achieved and recognition for superior performance.

Personal should be selected and for promoted for excellence in their performance

STRATEGIES FOR IMPROVEMENT OF QWL

The strategies for improvement in quality of work life include self-

managed work teams, redesign and enrichment, effective leadership and

supervisory behaviour, career development, alternative work schedules,

job security, administrative organizational and participating management.

(i) Self-managed Work Teams

These are also called autonomous work groups or integrated work teams.

These work teams are formed with 10 to 20 employees who plan, co-

ordinate and control the activities of the team with the help of a team

leader who is one among them. Each team performs all activities

including selecting their people. Each team has authority to make

decisions and regulate the activities. The group as a whole is accountable

for the success or failure. Salaries are fixed both on the basis of individual

and group achievement.

(ii) Job Redesign and Enrichment

Narrow jobs can be combined into larger units of accomplishment. Jobs

are redesigned with a view to enriching them to satisfy higher order

human needs.

(iii) Effective Leadership and Supervisory Behaviour

For effective leadership and supervisory behaviour ‘9-9’ style of

managerial grid is suitable.

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(iv) Career Development

Provision for career planning, communicating and counseling $he

employees about the career opportunities, career path, education and

development and for second careers should be made.

(v) Alternative Work Schedules

Provision for flexible working hours, part-time employments, job-

sharing and reduced work week should be made.

(vi) Job Security This top the employees’ list of priorities. It should be

adequately taken care of.

(vii) Administrative or Organizational Justice

The principles of justice, fair and equity should be taken care of in

disciplinary procedure, grievance procedures, promotions, transfers,

demotion, work assignment, leave, etc.

(viii) Participative Management Employees should be allowed to

participate in management participative schemes which may be of several

types. The most sophisticated among them is quality circle.

Implementation of these strategies ensures higher level of quality of work

life.

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CHAPTER 5

DATA ANALYSIS AND INTERPRETATION

LENGTH OF EXPERIENCE OF EMPLOYEES IN THE

ORGANIZATION

The Table no: 5.1 given below shows the response of employees with

regard to the length of experience of employee’s in the organization.

TABLE NO: 5.1

RESPONSES NO:RESPONDENTS PERCENTAGE

LESS THAN 1

YEAR

12 24

1-2 YEARS 9 18

2-5 YEARS 16 32

5 YEARS OR

MORE

13 26

TOTAL 50 100

Source: survey data

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LENGTH OF EXPERIENCE OF EMPLOYEES IN THE

ORGANIZATION

DIAGRAM NO: 5.1

24%

18%

32%

26%

Less than 1 yr1-2 yrs2-5 yrs5 yrs or more

Interpretation

From the pie diagram no: 5.1 given above, it is clear that 24% of the

employees are having an experience less than one year, 18% of

employees are between 1-2 years, 32% of the employees are 2-5 years

and remaining 26% of the employees are having experience of 5 years or

more.

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LEVEL OF JOB SATISFACTION OF EMPLOYEES

The Table no: 5.2 given below shows the response of employees

with regard to the level of job satisfaction in the organization.

TABLE NO: 5.2

RESPONSES NO:

RESPONDENTS

PERCENTAGE

HIGHLY

SATISFIED

21 42

SATISFIED 25 50

NEUTRAL 3 6

DISSATISFIED 1 2

HIGHLY

DISSATISFIED

0 0

TOTAL 50 100

Source: survey data

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LEVEL OF JOB SATISFACTION OF EMPLOYEES

DIAGRAM NO: 5.2

42%

50%

6%2%

Chart Title

highly satisfiedsatisfiednuetraldissatisfied

Interpretation

From the pie diagram no: 5.2 shown above, it is clear that 42% of the

employees are highly satisfied with their job. 50% of employees are

satisfied. 6% of employees are neutral satisfied and 2% of the employees

are dissatisfied of their job.

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LEVEL OF SATISFACTION WITH RESPECT TO WORKING

CONDITION PREVAILING IN THE ORGANIZATION

The Table no: 5.3 given below shows response of employees with

respect to the level of satisfaction with respect to working

condition prevailing in the organization.

TABLE NO: 5.3

RESPONSES NO:

RESPONDENTS

PERCENTAGE

HIGHLY

SATISFIED

12 24

SATISFIED 38 76

NEUTRAL 0 0

DISSATISFIED 0 0

HIGHLY

DISSATISFIED

0 0

TOTAL 50 100

Source: survey data

LEVEL OF SATISFACTION WITH RESPECT TO WORKING CONDITIONS PREVAILING IN THE ORGANIZATION

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DIAGRAM NO: 5.3

24%

76%

Chart Title

highly satisfiedsatisfiedneutraldissatisfied

InterpretationFrom the pie diagram no: 5.3, we can say that 24% of the employees are highly satisfied about working conditions provided by the company. And 24% of the employees are satisfied and no employee is dissatisfied about the working conditions provided by the company.

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MOTIVATION DERIVED FROM WORKING ENVIRONMENT


respect to the motivation derived from working environment.

TABLE NO: 5.4

RESPONSES NO:

RESPONDENT

S

PERCENTAGE

HIGHLY

MOTIVATING

13 26

MOTIVATING 36 72

NEUTRAL 1 2

LESS MOTIVATING 0 0

NON MOTIVATING 0 0

TOTAL 50 100

Source: survey data

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MOTIVATION DERIVED FROM WORKING ENVIRONMENT

DIAGRAM NO: 5.4

26%

72%

2%

highly motivatingmotivatingneutraldissatisfied

Interpretation


employees are getting high motivation from the working environment.

And 72% of the employees are getting motivation from working

environment and 2% of employees are neutral motivating from the

working environment.

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EMPLOYEE’S FREEDOM TO EXPRESS COMMENTS AND

SUGGESTIONS


regard to the freedom to express comments and suggestions

TABLE NO: 5.5

RESPONSES NO: RESPONDENTS PERCENTA

GE

YES 45 90

NO 5 10

TOTAL 50 100

Source : survey data

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EMPLOYEE’S FREEDOM TO EXPRESS COMMENTS AND

SUGGESTIONS

DIAGRAM NO: 5.5

90%

10%

yesno

Interpretation

From the diagram no: 5.5, it is clear that 90% of the employees are

agrees to the fact that they feel free to express their comments and

suggestions with respect to their job. And only 10% of the employees

are opposing this.

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LEVEL OF INTERPERSONAL RELATIONSHIP EXISTING IN

THE ORGANIZATION


respect to the level of interpersonal relationship existing in the

organization

TABLE NO: 5.6

RESPONSES NO:

RESPONDENTS

PERCENTAGE

Strongly agree 9 18%

Agree 39 78%

Disagree 2 4%

Strongly disagree 0 0

TOTAL 50 100

Source: survey data

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LEVEL OF INTERPERSONAL RELATIONSHIP EXISTING IN

THE ORGANIZATION

DIAGRAM NO: 5.6

18%

78%

4%

Strongly agreeAgreeDisagreeStrongly disagree

Interpretation

From the pie diagram no: 5.6, we can say that 18% of the employees are

strongly agrees to the fact that there exists a harmonious relationship

with all the members / colleagues within the firm. And 78% of the

employees are also agreeing this fact. But 4% of the employees are

against this fact.

MBA@JMC

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MAJOR PROJECT 2011

DATA PERTAINING TO TRAINING AND DEVELOPMENT

PROGRAMME CONDUCTED IN THE ORGANIZATION


respect to the training and development programme conducted in the

organization.

TABLE NO: 5.7

RESPONSES NO: RESPONDENTS PERCENTAGE

YES 42 84

NO 8 16

TOTAL 50 100

Source: survey data

MBA@JMC

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MAJOR PROJECT 2011

DATA PERTAINING TO TRAINING AND DEVELOPMENT

PROGRAMME CONDUCTED IN THE ORGANIZATION

DIAGRAM NO: 5.7

84%

16%

YesNo

Interpretation

From the pie diagram no: 5.7, it is clear that 84% of the employees are

agrees to the fact that company conduct training and development

programmes which are oriented towards the improvement of work life.

But 16% of employees are not having training and development

programmes.

MBA@JMC

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MAJOR PROJECT 2011

DATA PERTAINING TO THE BENEFIT DERIVED FROM

TRAINING AND DEVELOPMENT PROGRAMME


respect to the benefit derived from training and development programme.

TABLE NO: 5.8


YES 45 90

NO 5 10

TOTAL 50 100


MBA@JMC

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MAJOR PROJECT 2011

DATA PERTAINING TO THE BENEFIT DERIVED FROM

TRAINING AND DEVELOPMENT PROGRAMME

DIAGRAM NO: 5.8

90%

10%

YesNo

Interpretation


agrees to the fact that the training programme benefited them to achieve

required skill for performing the job effectively. But 10% of the

employees are against this fact.

MBA@JMC

63

MAJOR PROJECT 2011

DATA PERTAINING TO THE COMPENSATION FOR THE

WORK DONE


respect to the compensation for the work done.

TABLE NO: 5.9

RESPONSES NO:

RESPONDENTS

PERCENTAGE

Strongly agree 15 30

Agree 30 60

Disagree 10 10


TOTAL 50 100

Source: survey data

MBA@JMC

64

MAJOR PROJECT 2011

DATA PERTAINING TO THE COMPENSATION FOR THE

WORK DONE

DIAGRAM NO: 5.9

30%

60%

10%

strongly agreeAgreeDisagreestrongly Disagree

Interpretation


strongly agrees to the fact that they are compensated with an adequate

and fair pay for the work done. And 60% of the employees are also

agreeing the same. But 10% of the employees are against this fact.

MBA@JMC

65

MAJOR PROJECT 2011

DATA REGARDING LINKING OF REWARD TO THE

PERFORMANCE OF THE EMPLOYEES


respect to the organization linking of reward to the performance of the

employees.

TABLE NO: 5.10


YES 27 54

NO 23 46

TOTAL 50 100


MBA@JMC

66

MAJOR PROJECT 2011

DATA REGARDING LINKING OF REWARD TO THE

PERFORMANCE OF THE EMPLOYEES

DIAGRAM NO: 5.10

54%

46%

YesNo

Interpretation


agrees to the fact that the company links rewards to job performance. But

46% of the employees are against this.

MBA@JMC

67

MAJOR PROJECT 2011

DATA REGARDING SUITABILITY OF EMPLOYEE TO THE

JOB POSITION


respect to the suitability of employee to the job position

TABLE NO: 5.11

RESPONSES NO: RESPONDENTS PERCENTA

GE


Agree 34 68

Disagree 6 12


TOTAL 50 100

Source: survey data

MBA@JMC

68

MAJOR PROJECT 2011

DATA REGARDING SUITABILITY OF EMPLOYEE TO THE

JOB POSITION

DIAGRAM NO: 5.11

20%

68%

12%

strongly agreeAgreeDisagreeStrongly disagree

Interpretation

From the pie diagram no: 5.11 shown above, it is clear that 20% of

employees are strongly agrees to the fact that they are placed at a position

which best matches up with their skills and abilities that they possess.

And 68% of employees are also agrees to this fact. But 12% of the

employees are disagrees to this fact.

MBA@JMC

69

MAJOR PROJECT 2011

DATA REGARDING SUPPLY OF RESOURCES BY THE

COMPANY

The Table no: 5.12 given below shows the responses of employees with

respect to adequate resources are provided by the company for obtaining

the stated objectives.

TABLE NO: 5.12

RESPONSES NO: RESPONDENTS PERCENT

AGE


Agree 40 80

Disagree 0 0


TOTAL 50 100

Source: survey data

MBA@JMC

70

MAJOR PROJECT 2011

DATA REGARDING SUPPLY OF RESOURCES BY THE

COMPANY

DIAGRAM NO: 5.12

20%

80%

strongly AgreeAgreeDisagreeStrongly Disagree

Interpretation


employees are strongly agrees to the fact that adequate resources are

provided by the company for obtaining stated objectives. And remaining

80% of the employees are also agrees to this fact. No employee is against

this fact.

MBA@JMC

71

MAJOR PROJECT 2011

DATA REGARDING FREEDOM OF APPLICATION OF

CREATIVITY


respect to employee’s freedom of application of creativity.

TABLE NO: 5.13


YES 50 100

NO 0 0

TOTAL 50 100


MBA@JMC

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MAJOR PROJECT 2011

DATA REGARDING FREEDOM OF APPLICATION OF

CREATIVITY

DIAGRAM NO: 5.13

1

YesNo

Interpretation

From the pie diagram no: 5.13 shown above, it is clear that all employees

are agrees to the fact that the organization give them freedom to apply

their creative skills and abilities in relation to their job. No employee is

against this fact.

MBA@JMC

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MAJOR PROJECT 2011

WORKING SCHEDULE OF THE ORGANIZATION


respect to the working schedule of the organization

TABLE NO: 5.14

RESPONSES NO:

RESPONDENTS

PERCENTAGE

EXCELLENT 8 16

GOOD 17 34

SATISFACTORY 22 44

UNSATISFACTORY 3 6

TOTAL 50 100

Source: survey data

WORKING SCHEDULE OF THE ORGANIZATION

MBA@JMC

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MAJOR PROJECT 2011

DIAGRAM NO: 5.14

16%

34%

44%

6%

ExcellentGoodSatisfactoryUnsatisfactory

Interpretation


employees are rated excellent about the work timing of the organization.

34% of the employees are rated good, 44% of the employees are rated

satisfactory. But 6% of the employees are rated unsatisfactory about the

work timing of the organization.

MBA@JMC

75

MAJOR PROJECT 2011

DEGREE OF MOTIVATIONAL SUPPORT FROM SUPERIORS

AT WORK PLACE

Table no: 5.15 given below shows the response of employees with regard

to the degree of motivational support from superiors at work place

TABLE NO: 5.15


AGE

EXCELLENT 12 24

GOOD 30 60

SATISFACTORY 8 16

UNSATISFACTORY 0 0

TOTAL 50 100

Source: survey data

MBA@JMC

76

MAJOR PROJECT 2011

DEGREE OF MOTIVATIONAL SUPPORT FROM SUPERIORS

AT WORK PLACE

DIAGRAM NO: 5.15

24%

60%

16%

EXCELLENTGOODSATISFACTORYUNSATISFACTORY

Interpretation


employees are rated ‘Excellent’ about the motivation given by their

superior at work place. 60% of employees rated ‘Good’ and remaining

16% of the employees are rated ‘Satisfactory’ about the fact. And no

employee is unsatisfied about the motivation given by their superior at

work place.

MBA@JMC

77

MAJOR PROJECT 2011

DATA WITH RESPECT TO RELATIONSHIP OF WORKERS

WITH THEIR IMMEDIATE SUPERIOR


respect to relationship of workers with their immediate superior

TABLE NO: 5.16

RESPONSES NO:

RESPONDENTS

PERCENTAGE

EXCELLENT 17 34

GOOD 27 54

SATISFACTORY 6 12

UNSATISFACTORY 0 0

TOTAL 50 100

Source: survey data

MBA@JMC

78

MAJOR PROJECT 2011

DATA WITH RESPECT TO RELATIONSHIP OF WORKERS

WITH THEIR IMMEDIATE SUPERIOR

DIAGRAM NO: 5.16

34%

54%

12%

ExcellentGoodsatisfactoryUnsatisfactory

Interpretation


employees are rated ‘Excellent’ about their relationship with their

immediate superior. 54% of the employees are rated ‘Good’, and

remaining 12% of the employees are rated ‘satisfactory’ about their

relationship with their immediate superior. No employee is dissatisfied

about the relationship with their superior.

MBA@JMC

79

MAJOR PROJECT 2011

DATA REGARDING RELATIONSHIP OF WORKERS WITH

SUBORDINATES


regard to the relationship of workers with subordinates.

TABLE NO: 5.17


AGE

EXCELLENT 17 34

GOOD 28 56

SATISFACTORY 5 10

UNSATISFACTORY 0 0

TOTAL 50 100

Source: survey data

MBA@JMC

80

MAJOR PROJECT 2011

DATA REGARDING RELATIONSHIP OF WORKERS WITH

SUBORDINATES

DIAGRAM NO: 5.17

34%

56%

10%

EXCELLENTGOODSATISFACTORYUNSATISFACTORY

Interpretation


employees rated ‘Excellent about the relationship with their subordinates.

56% of the employees rated ‘Good’ and remaining 10% of the employees

rated satisfactory. No employee is dissatisfied about the relationship with

their subordinates.

MBA@JMC

81

MAJOR PROJECT 2011

DATA REGARDING THE COMMUNICATION SYSTEM IN THE

ORGANIZATION


respect to the company communicates them with all the new updates

which are relevant for their job.

TABLE NO: 5.18


AGE

Strongly agree 6 12

Agree 44 88

Disagree 0 0

Strongly disagree 0

TOTAL 50 100

Source: survey data

MBA@JMC

82

MAJOR PROJECT 2011

DATA REGARDING COMMUNICATION SYSTEM IN THE

ORGANIZATION

DIAGRAM NO: 5.18

12%

88%

Strongly agreeAgreeDisagreeStrongly disagree

Interpretation


employees are strongly agrees to the fact that company communicates

them with all the new updates which are relevant for their job. Remaining

88% of the employees are also agrees to this fact. No employee is

disagrees to this statement.

MBA@JMC

83

MAJOR PROJECT 2011

FEEDBACK PROVIDED BY THE SUPERIOR REGARDING THE

EMPLOYEE’S WORK


regard to feedback provided by the superior regarding the employee’s

work.

TABLE NO: 5.19


YES 42 84

NO 8 16

TOTAL 50 100

Source: survey data

MBA@JMC

84

MAJOR PROJECT 2011

FEEDBACK PROVIDED BY THE SUPERIOR REGARDING THE

EMPLOYEE’S WORK

DIAGRAM NO: 5.19

84%

16%

YesNo

Interpretation


employees are agrees to the fact that their supervisors provide them

adequate feedback with respect to their job. But 16% of the employees

are disagrees to this fact.

MBA@JMC

85

MAJOR PROJECT 2011

EXTEND OF MOTIVATION DERIVED FROM THE FEEDBACK

GIVEN BY THE SUPERIOR


respect to the extend of motivation derived from the feedback given by

the superior.

TABLE NO: 5.20

RESPONSES NO:

RESPONDENTS

PERCENTAGE

HIGHLY

MOTIVATING

30 60

NEUTRAL 20 40

LESS

MOTIVATING

0 0

NON

MOTIVATING

0 0

TOTAL 50 100

Source: survey data

MBA@JMC

86

MAJOR PROJECT 2011

EXTEND OF MOTIVATION DERIVED FROM THE FEEDBACK

GIVEN BY THE SUPERIOR

DIAGRAM NO: 5.20

60%

40%

highly motivatingMotivate nuetralless motivatingNon motivating

Interpretation


employees are getting high motivation from the feedback given by their

superior. And remaining 40% of the employees are motivated neutral.

MBA@JMC

87

MAJOR PROJECT 2011

DATA REGARDING THE QUALITY OF TRAINING

PROGRAMME PROVIDED BY THE COMPANY


with respect to the quality of training programme provided by the

company.

TABLE NO: 5.21

RESPONSES NO:

RESPONDENTS

PERCENTAGE

EXCELLENT 8 16

GOOD 28 56

AVERAGE 14 28

POOR 0 0

TOTAL 50 100

Source: survey data

MBA@JMC

88

MAJOR PROJECT 2011

DATA REGARDING THE QUALITY OF TRAINING

PROGRAMME PROVIDED BY THE ORGANIZATION

DIAGRAM NO: 5.21

16%

56%

28%

ExcellentGoodAveragePoor

Interpretation


employees are rated ‘Excellent’ about the quality of training programme

provided by the company. 56% of the employees are rated ‘Good’and

remaining 16% of the employees are rated ‘Average’ about the quality of

training programme conducted by the company.

MBA@JMC

89

MAJOR PROJECT 2011

EXTEND OF WELFARE ACTIVITIES PROVIDED BY THE

COMPANY


respect to the welfare activities extended by the company.

TABLE NO: 5.22

RESPONSES NO: RESPONDENTS PERCEN

TAGE

EXCELLENT 15 30

GOOD 29 58

AVERAGE 6 12

POOR 0 0

TOTAL 50 100

Source: survey data

MBA@JMC

90

MAJOR PROJECT 2011

EXTEND OF WELFARE ACTIVITIES PROVIDED BY THE

COMPANY

DIAGRAM NO: 5.22

30%

58%

12%

Excellent GoodAveragePoor

Interpretation


employees are rated ‘Excellent’ about the welfare activities extended by

the company. And 58% of the employees are rated ‘Good’ and remaining

12% of the employees are rated ‘Average’ about the welfare activities

extended by the employees. No employee rated poor.

MBA@JMC

91

MAJOR PROJECT 2011

INITIATIVES UNDERTAKEN BY THE COMPANY WITH

RESPECT TO THE CAREER GROWTH AND DEVELOPMENT

PROGRAMME


regarding initiatives undertaken by the company with respect to the career

growth and development programmes.

TABLE NO: 5.23


YES 37 74

NO 13 26

TOTAL 50 100

Source: survey data

MBA@JMC

92

MAJOR PROJECT 2011

INITIATIVES UNDERTAKEN BY THE COMPANY WITH

RESPECT TO THE CAREER GROWTH AND DEVELOPMENT

PROGRAMME

DIAGRAM NO: 5.23

74%

26%

YesNo

Interpretation


employees are agrees to the fact that the company conducts career growth

and development programmes. But remaining 26% of the employees are

disagrees to this fact.

MBA@JMC

93

MAJOR PROJECT 2011

SCOPE FOR CAREER GROWTH AND DEVELOPMENT IN THE

WORK PERFORMED BY THE EMPLOYEES


respect to the scope for career growth and development in the work of the

employees.

TABLE NO: 5.24


YES 46 92

NO 4 8

TOTAL 50 100

Source: survey data

MBA@JMC

94

MAJOR PROJECT 2011

SCOPE FOR CAREER GROWTH AND DEVELOPMENT IN THE

WORK OF THE EMPLOYEE

DIAGRAM NO: 5.23

92%

8%

Chart Title

yesno

Interpretation


employees are agrees to the fact that their work and work environment

gives them sufficient scope for career and career development. But 8% of

the employees are disagrees to this fact.

MBA@JMC

95

MAJOR PROJECT 2011

GRIEVANCE REDDRESSAL SYSTEM PREVAILING IN THE

ORGANIZATION

The Table no: 5.25 given below shows the response of employees about

the grievance redressal system in the organization.

TABLE NO: 5.25

RESPONSES NO:

RESPONDENTS

PERCENTAGE

EXCELLENT 3 6

GOOD 38 76

AVERAGE 9 18

POOR 0 0

TOTAL 50 100

Source: survey data

MBA@JMC

96

MAJOR PROJECT 2011

GRIEVANCE REDDRESSEL SYSTEM PREVAILING IN THE

ORGANIZATION

DIAGRAM NO: 5.25

6%

76%

18%

ExcellentGoodAveragePoor

Interpretation


employees are rated ‘Excellent’ about the grievance reddressal system in

the organization. 76% of the employees are rated ‘Good’ and remaining

18% of the employees are rated ‘Average’ about the grievance reddressal

system in the organization.

MBA@JMC

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MAJOR PROJECT 2011

CHAPTER 6

FINDINGS, SUGGESTION AND CONCLUSION

FINDINGS

All employees are satisfied with the working condition provided by

the company.

All employees are agrees to the fact that they are getting

motivation derived from their working environment.

90% of the employees have freedom to express their comments and

suggestions with respect to their job. Remaining 10% of the

employees like office assistants, drivers are having no freedom to

express their suggestions.

90% of the employees are agrees to the fact that they are getting

fair compensation for the work they have done. 10% of the

employees are not agrees to this fact and they wish hike in salary.

92% of the employees show their satisfaction on job. 2% of the

employees show their dissatisfaction due to their personal reason.

54% of the employees are agrees to the fact that company linking

rewards to the performance. 46% of the employees are against to

this fact. Because there is no systematic linkage of reward to the

job performance.

88% of the employees are agrees to the fact that they are placed at

a position which best matches up with their skills and abilities that

they possess. Remaining 12% of the employees are against to this

fact. Because many educationally qualified persons are placed at

the lower position job.

50% the technical category employees and 44% of the non

technical category employees are satisfied with the 8 hour

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MAJOR PROJECT 2011

working schedule of the organization. 6% of the non technical

category employees are not satisfied with the working schedule

since they have to work overtime and they are not been paid

overtime benefit.

Superior – subordinates relationship in the organization is good.

And feedback from the superiors motivates the subordinates.

All the employees are agrees to the fact that company

communicates all the new updates with the employees which are

relevant for the job.

The welfare activities extended by the company are quite

satisfactory.

Company provides free canteen facility to all employees and

accommodation for needed employees.

84% of the employees are having training and development

programmes conducted by the company and remaining 16% of

the employees are not having training and development

programmes. Because company provides customized training and

development programme according to the job requirement of the

employees.

90% of the employees are agrees to the fact that they are getting

benefit from the training and development programmes. 10% of

the employees are not agrees to this fact.

92% of the employees are agrees to the fact that they have

sufficient scope for career growth and development. 8% of the

employees are against to this fact.

MBA@JMC

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MAJOR PROJECT 2011

SUGGESTIONS

There is no systematic procedure for promotion and salary

increment in the organization. So the organization must implement

a specific procedure for promotion and salary increment.

Employees will be more satisfied by improving employee’s

compensation and fringe benefits.

An excellent grievance reddressel system needs to be developed in

the organization.

The management can arrange for transport facilities to the

employees as a part of non statutory welfare measures.

Periodic feedback from the employees regarding the Quality of

Work Life could be carried out by the company.

The management could conduct annual pleasure trip and other

entertainment programmes for improving the satisfaction of

employees in the organization.

The training and career development programmes for non technical

staffs needs to be provided by the organization.

MBA@JMC

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MAJOR PROJECT 2011

CONCLUSION

The study conducted in Peekay Steel Castings Pvt. Ltd, Calicut regarding

Quality of Work Life of employees has helped in understanding various

factors that mainly affect the Quality of Work Life of employees in the

organization.

The study helped in analyzing the overall quality of work

environment of the organization and revealed that the employees are

satisfied with the work environment and the existing QWL measures

provided by the organization. At the same time organization need to

improve in some areas like working schedule, compensation, training

programmes etc. Thus, the organization can make the work environment

highly satisfactory and motivating to the employees by incorporating

more strategies of QWL and bringing improvement in those areas where

the organization is lagging behind.

MBA@JMC

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MAJOR PROJECT 2011

BIBILIOGRAPHY

BOOKS

AUTHOR NAME OF THE

BOOK

PUBLISHIN

G HOUSE

1. V.S.P RAO HUMAN

RESOURCE

MANAGEMENT

EXCEL

BOOKS

2. DEEPAK

KUMAR

BHATTACHARYA

HUMAN

RESOURCE

MANAGEMENT,

EXCEL

BOOKS

3. FISHER

SCHOENFELDT

SHAW

HUMAN

RESOURCE

MANAGEMENT

ALL INDIA

PUBLISHERS

AND

DISTRIBUTE

RS

4. C.R. KOTHARI RESEARCH

METHODOLOGY

NEW AGE

INTERNATIO

NAL

PUBLISHERS

REPORTS AND JOURNALS

1. PEEKAY STEEL MANUALS

2. HR MANUALS

3. QUALITY MANUALS

WEBSITES

1. WWW.WIKIPEDIA.COM

2. WWW.PEEKAYSTEEL.COM

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http://WWW.PEEKAYSTEEL.COM/

http://WWW.WIKIPEDIA.COM/

Documents

Qwl- Major Project