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ACKNOWLEDGEMENT
This creation acknowledges being pillared by some patronage,
some perspiration, some guidance, some intelligence and a lot of
inspiration. I nd it proper to ponder my obligations to my patrons and
peers.
First and foremost, I wish to express my gratitude to the lord
almighty for the graceful blessings to me.
I would like to express my heartful gratitude and thanks to
Mrs. R. INDRALEKHA, M.A, M.Ed, M.Phil, PGDSJMC, Principal,
Maharaa !ollege for "omen, Perundurai, permitting me to do this
proect work.
I extend my sincere thanks to Mr. P. PARAMANANDHAM, MBA,
M.A (Psy), M.A. (S!), M.A. (E"#), M.S!., M.Ed., BLIS, PGDHRM,
PGDMM, #ead of the department who encouraged me at all le$el, for
completion of this proect
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completion of this proect
CONTENTS
CHAPTER I
Introduction
(uality of work life ) * theoretical $iew
CHAPTER II
!ompany Prole
+i$isions
#uman &esource Planning
(uality of work life in Malayala Manorama
Product Prole
CHAPTER III
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*nalysis and Interpretations
Findings
-uggestions
!onclusion
BIBLIOGRAPH&
APPENDI'
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LIST O TABLES
S.No.
Title Page
No.
/ &esponsi$eness of super$isors
0 !o1operation between workgroups
2 The knowledge about the duties of an employee
3 The use of constructi$e feedback to impro$e
contribution
4 The respect of people in the organi5ation
6 The 7ow of routine information in the work place
8 The forum for the exchange of important information
9 The a$ailability of information
: The workers contribution to the missions of the
organi5ation
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/6 The maintenance of e=uipments
/8 Training in the organi5ation
/9 The established training goals and obecti$es
/: The workers knowledge about the skills which are
expected to use their current ob
0; *$ailability of time
0/ *$ailability of information
00 "orkers participation
02 The 7exibility of policies and procedures
03 pinion about layout
04 The reward for performance
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LIST O GRAPHS
S.No.
Title Page
No.
/ !o1operation between workgroups
0 *$ailability of information
2 Participation of workers in formulating specic goals and
obecti$es
3 rgani5ation ri$alry
4 *de=uacy of e=uipments
6 Maintenance of e=uipments
8 Training in the organi5ation
9 *$ailability of time for the employees
: "orkers participation
/; &eward for performance
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INTROD%CTION
A *+" is i#h-i+r -h" -h+ s/rd0, it is a pro$erb, which
clearly tells us, the importance of a good pen. * good pen in the sense,
a good writing, a denite focus on social problems, clear and
condence stand on writing. Thus, newspaper plays a maor role in any
country, to communicate with people. >ewspapers, lead the country,
by any application or obections, at right time and at right situation. It
is a media by which people are able to know the incidents occur in any
corner of the country. ?esides pro$iding information to its readers, a
newspaper aims at educating and leading the public at large and
protecting rights and freedom of the people.
* newspaper
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12li-y 3 Wr4 Li3+
The =uality of work life is the =uality of the relationship between
the employees and their work en$ironment which is such that an
employee has a signicant in7uence in shaping the organi5ational
en$ironment and the methods to increase not only to their moti$ation
and ob satisfaction, but also the producti$ity and the prots of the
organi5ation to which they belong. *ll employees can make signicant
contribution to the organi5ational obecti$es can cope with the
changing en$ironment and experience a feeling of satisfaction and
pride, besides, personal growth and opportunities. #ence =uality of
work life is a concept leading to pragmatic action1oriented
management approach in managing people.
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• !lassical design originally ga$e inade=uate attention to
human needs.
• The needs and aspirations of workers themsel$es were
changing.
O*-i"s A5il6l+ T M"#++"-
-e$eral options for sol$ing the problems regarding =uality of
work life were a$ailable to management.
• ea$e the ob as it is and employ only workers who like the
rigid en$ironment and routine specialisation of classical
design. >ot all workers obect to this form of work. -ome may
e$en relish it because of the security and task support that it
pro$ides.
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• &edesign obs to ha$e the attitudes desired by people, and
redesign organisations to ha$e the en$ironment desired by
people. This approach seeks to impro$e =uality of work life.
Cri-+ri 3r -h+ 12li-y 3 Wr4 Li3+
'ight maor conceptual categories are proposed, ranging from
ade=uate and fair compensation for work to the social rele$ance of
work, they pro$ide a framework for analy5ing the salient features of
the =uality of working life.
7. Ad+82-+ "d ir C*+"s-i"s
*de=uacy of compensation is a relati$e concept. There simply is
no consensus on obecti$e or subecti$e standards for udging the
ade=uacy of compensation. Fairness in compensation has $arious
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ir C*+"s-i"9
+oes the pay recei$ed for certain work bear an appropriate
relationship to the pay recei$ed for other workE
:. S3+ "d H+l-hy Wr4i"# C"di-i"s
egislation, union action, and employer concern ha$e resulted in
continually rising standards of satisfactory working conditions. *spects
of these impro$ements include reasonable hours enforced by a
standardi5ed normal work period beyond which premium pay is
re=uiredG physical working conditions that minimi5e risk of illness and
inuryG age limits imposed when work is potentially destructi$e to the
welfare of persons below Hor abo$e a certain age.
The general impro$ement in the =uality of working conditions
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enable employees to use and de$elop their skills and knowledge. -ome
of the ob =ualities necessary for this de$elopment follow
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A2-"y9
+oes the work permit substantial autonomy and self1control
relati$e to external controlsE
M2l-i*l+ S4ills9
+oes the work allow one to exercise a wide range of skills and
abilities rather than merely repeat the same narrow skillE
I"3r-i" "d P+rs*+!-i5+9
Is one allowed to obtain meaningful information about the total
work process and the results of his own action, so that he can
appreciate the rele$ance and conse=uences of his actionsE
Whl+ Ts4s9
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S+!2ri-y9
'mployment or income security associated with one-i"
-ince work and career are typically pursued within the
framework of social organisations, the nature of personal relationships
becomes another important dimension of the =uality of working life.
"hether the worker has a satisfying identity and experiences self )
esteem will be in7uenced by the following attributes in the climate of
his work place
r++d 3r Pr+?2di!+9
*cceptance of the worker for work ) related traits, skills, abilities,
and potential without regard to race, sex, creed and national origin, or
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The existence of upward mobility as re7ected, for example, by
the percentage of employees at any le$el who potentially could =ualify
for higher le$els.
S2**r-i5+ Priry Gr2*s9
Membership in face)to)face work groups marked by patterns of
reciprocal help, socio economical support and aDrmation of the
uni=ueness of each indi$idual.
C2"i-y9
The sense of community in work organisation that extends
beyond face ) to ) face work groups.
I"-+r*+rs"l *+""+ss9
The way members of the work organisation relate to one another
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The right to personal pri$acyG for example, with holding from the
employer information about workers< o@ ) the ) ob beha$iour or about
actions of members of his family .
r++ S*++!h9
The right to dissent openly from the $iews of superiors in the
organisation without fear of reprisal.
E82i-y9
The right to e=uitable treatment in all matters including the
employee compensation scheme, symbolic rewards and ob security.
D2+ Pr!+ss9
%o$ernance by the Krule of law< rather than the rule of men in
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at the expense of family, it is unclear whether this pattern is a cause or
symptom of deciencies in the family situation. -ometimes the
employing organisation is imposing demands that seriously a@ect the
employees< ability to perform other life roles, such as spouse or parent.
In other cases, howe$er, these demands are largely self ) imposed to
escape the responsibilities and strains of family roles. If work did not
absorb this time and energy, the person would shift his attention to
other pursuits outside the family, such as hobbies or ci$ic acti$ities.
. Th+ S!il R+l+5"!+ 3 Wr4 Li3+9
The socially benecial roles of the employing organisation and
the socially inurious e@ects of its acti$ities increasingly ha$e become
salient issues for employees. +oes the worker percei$e the
organisation to be socially responsible in its products, waste disposal,
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QWL intervention
ImprovedCommunication
Co - ordination
Improved
Motivation
Improved
Capabilities
Improved
Productivity
12li-y 3 Wr4 Li3+ s Pr!+ss
-ome background on how to think about the relationship
between =uality of work life practices and producti$ity is needed.
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Employee well
being & satisfaction
ttention and
retentionProductivity
The gure shows that there are three primary ways a =uality of
work life inter$ention or practice can impro$e producti$ityG it can
impro$e communication J coordination, moti$ation and employee
performance capabilities. Then make a reasonable estimate regarding
whether the inter$ention will lead to impro$ed producti$ity.
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Productivity
Effect of opportunity on the Quality of work and on productivity
En!anced
Quality of Wor"
E#perience$
Productivity
"here employee satisfaction increases, as a result of the
inter$ention and impro$ed producti$ity, this can ultimately ha$e a
positi$e in7uence on producti$ity by attracting good employees to
work for the organisation and by reducing turno$er.
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moti$ation, communication, and capability in order to lead to impro$ed
producti$ity. This rationale is based on the $iew that for producti$ity to
increase moti$ation, performance capability, and coordination all need
to be high in an organisation. If any one of these is low or missing, the
organisation cannot be e@ecti$e.
(uality of work life refers to the fa$orable and in fa$ourableness
of the ob en$ironment for people. -ince people and en$ironment ha$e
changed, increased attention needs to be gi$en to impro$ing the
=uality of work life. Cobs are re=uired to t people as well as
technology.
The psychological aspect of (" is, what people do at work and
the way they do work.
The physical aspect of (" is the condition in which people
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(" programmes should look for acti$e in$ol$ement of people
so that all employees can make signicant contribution to the
organi5ational goals and purposes. ?efore initiating any ("
impro$ement programs, understanding of human psychology at work is
important. The companies that are the best at creating a good ("
will be able to attract and retain the most skilled workers.
E*ly++ Tri"i"#
'$ery organisation needs to ha$e well1trained and experienced
people to perform the acti$ities that ha$e to be done. If the current or
potential ob occupant can meet this re=uirement, training is not
important. ?ut when this is not the case, it is necessary to raise the
skill le$els and increase the $ersatility and adaptability of employees.
'mployee training and de$elopment is not only an acti$ity that is
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4. To impro$e health and safety
6. bsolescence pre$ention
8. Personal growth
R+s*"si6ili-y 3r Tri"i"#
Training is the responsibility of four main groups
• Th+ -* "#++"- which frames the training policy
• Th+ *+rs""+l d+*r-+"- which plans, establishes and
e$aluates instructional programme
• S2*+r5isrs9 who implement and apply de$elopmental
procedure.
• E*ly++s9 who pro$ide feedback, re$ision and suggestions for
corporate educational endea$ors
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Discovering or identifying training needs
(through organisational operations , manpower analysis etc)
Getting ready for the job
Preparation of the learner
(C t d i & di l )
• Preparation of the learner.
• Presentation of operations and knowledge.
• Performances try ) out.
• Follow up and e$aluation of the programme
S+82+"!+ 3 -ri"i"# *r#r+
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M-i5-i"
Moti$ation is a process that starts with a physiological or
physiological deciency or need that acti$ates beha$ior or a dri$e that
is aimed at a goal or in$enti$e.
"here there is a strong positi$e moti$ation, the employee
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ttitudes
%oals eliefs
'eeds (alues
Motivation
Chr!-+ris-i!s 3 M-i5-i"
• M-i5-i" is " i"-+r"l 3++li"#91 moti$ation is a
psychological phenomenon which generates within an indi$idual.
• P+rs" i" --li-y "- i" *r- is -i5-+d91 'ach indi$idual
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I*r-"!+ 3 M-i5-i"
Moti$ation is one of the most important factors determining
organisation eDciency. +iagnosing human beha$ior and analy5ing as
to why people beha$e in a particular way is of prime importance in
moti$ating them irrespecti$e of the nature of the organisation because
indi$idual is the basic component of any organisation.
The importance of moti$ation in an organisation may be summed up as
follows,
/. #igh Performance e$el
0. ow employee turno$er and absenteeism
2. *cceptance of rgani5ational changes
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that moti$ators contributed signicantly more towards satisfaction
than hygiene in public sector. "hereas in the case of pri$ate sector,
moti$ators contributed signicantly more towards the feeling of
dissatisfaction than hygiene. Thus the re$iew of researchers based on
#er5berg
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• The in7uence of super$isory style on the worker
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EMPLO&EE SAET&
-ince the beginning of the present country, employee safety and
health problems at work ha$e been engaging attention of the
psychologists, sociologists and industrial engineers. Psychologists are
concerned with the theoretical considerations of accident causation
and the research into accident control, through proper selection,
training and education of the employee and the social and
psychological factors that in7uence the indi$idual beha$iour in general.
'ngineers and safety oDcers usually render necessary practical ad$ice
on certain aspects of safety in industry. They look upon pre$ention of
accidents basically as an engineering problem to be tackled through
proper designing of mechanical safety de$ices.
In fact accident pre$ention and safety are inter ) related and
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I"d2s-ril A!!id+"-
*n industrial accident may be dened as, Aan occurrence which
interrupts or interferes with the orderly progress of work in an
industrial establishmentB.
C2s+ 3 A!!id+"-s
*ccidents are usually the result of a combination of factors, each
one of which may $ary from situation to situation. This combination
may be of unsafe acts and e=uipment of people factors and conditions.
It has been rightly said that an accident does not ha$e a single cause
but a multiplicity of causes which are often closely related. *ccording
to safety experts there are three basic causes J factors that contribute
to accidents in organisation and unsafe acts on the part of employees.
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• Inade=uate safety de$ices.
• "rong and faulty layout and bad location.
• Improper illumination ) glare, insuDcient light.
• Improper $entilation ) insuDcient air charge, impure air
source.
• Poor house ) keeping.
:. %"s3+ A!-s
These acts may be the result of lack of knowledge or skill on the
part of the employee, certain bodily defects and wrong attributes.
These acts include acts like
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• Making safety de$ices inoperati$e by remo$ing, adusting,
disconnecting them.
• Lsing unsafe e=uipment, or using e=uipment unsafely.
•
Lsing unsafe procedures in loading, placing, mixing, combining
• Taking unsafe positions under suspended loads.
• ifting improperly.
• !leaning, adusting, oiling, repairing etc. mo$ing a dangerous
department.
• +istracting, teasing, abusing, startling, =uarreling, day )
dreaming, horseplay.
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S3+-y Or#"is-i"
The safety director and a safety committee be set up by an
organisation. The following facts should be gi$en due consideration in
any safety organisation programme.
• -afety programme must ha$e top management appro$al,
sanction and support.
• &esponsibility for safety must rest with the super$isory
personnel.
• -afety must be gi$en e=ually important consideration with
that of other factors of production.
• Pro$ision must be made for prompt action in the elimination
of mechanical and personal ha5ards
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hygienists and safety inspectors. -imonds and %rimaldi suggest that,
Aas a rule, one full ) time safety director should be appointed for each
0,;;; employers.
A**risl 3 E*ly++ A--i-2d+ - S3+-y Pr#r+s
* knowledge of the attitude of the employees to the safety
programmes de$eloped for them and the specic measures adopted
for that purpose ) such as the setting up of bulletin boards, displays of
safety measures, pamphlets, booklets, posters, maga5ines and motion
pictures which highlight them ) would help the safety director in
presenting safety information to the employees of an organisation. #e
and or the safety committee may discuss the problems of safety with
the employees, get and act on their suggestions and undertake
attitude sur$eys.
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expansion of an earlier concept of ob enlargement which sought to
gi$e workers a wider $ariety of duties in order to reduce monotony.
J6 +"ri!h+"- 6ri"#s "y 6+"+-s.
• 'mployee growth and self actuali5ation
• Impro$ed moti$ation.
• ?etter ob performance H=uality and J or =uantity
• ess turno$er
• ess absence
• Fewer grie$ances
• &educed idle time
• %reater ob satisfaction
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satisfaction, and is more self ) actuali5ed, thus being able to
participate in all life roles more e@ecti$ely. -ociety benets from the
more e@ecti$ely functioning person as well as better ob performance.
Cob enrichment applies to any e@orts to humani5e obs,
particularly the addition of moti$ators to obs. !ore dimensions of obs
that especially pro$ide enrichment are $ariety, task identity, task
signicance, autonomy and feedback. It is helpful if natural work
modules and natural work teams can be built. In spite of its
desirability, ob enrichment is a contingency relationship, being more
applicable in some institution than others.
J6 S-is3!-i"
Cob satisfaction is the fa$ourableness or unfa$ourableness with
which employees $iew their work It expresses the amount of
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J6 S-is3!-i" "d P+r3r"!+
#igh performance leads to high ob satisfaction. "hen people
perform well, they are likely to de$elop more satisfaction with their
work.
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?etter
Performance
&ewards
NIntrinsicN'xtrinsic
Perception of
e=uality inrewards
%reater
-atisfaction
*s the gure shows, the se=uence is that better performance
typically leads to higher rewards. If these rewards are seen as fair and
e=uitable, then impro$ed satisfaction de$elops because employees
feel that they are recei$ing rewards in proportion to their performance.
J6 S-is3!-i" S2r5+ys
Management needs ob satisfaction information in order to make
sound decisions. This section discusses the benets management can
gain from the study of ob satisfaction, what methods are a$ailable,
and how they are used. * typical approach is a ob satisfaction sur$ey,
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expected benets are most likely to occur when the following
conditions are met.
• Management is committed to the sur$ey.
• The sur$ey is designed in terms of management and employee
needs and obecti$es.
• The sur$ey is properly administered.
• There is management follow ) up and action to communicate and
use the results.
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INTROD%CTION
ne bright morning, o$er a century, ago March /3, /999, the
Malayala Manorama a oint stock publishing company the rst of its
kind in India, came into being. It is founded by Oandathil arghese
Mappillai in Oottayam, a small town in Tra$ancore1the place, which
remained as a princely state until India
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behind many educational and literacy institutions. >otably the
Thirumoolapuram &esidential #igh -chools for %irls. *t the turn of the
century the idea of a &esidential school for girls in Tra$ancore could
occur only to a 5ealous pioneer. *nd also his contribution to the
literature of Malayalam was $ast. *part from throwing open the pages
of Manorama to the nest writers in the language, he started
A?hashaposhiniB in /9:6. To date, it remains the greatest literary
ournal in Malayalam.
Oandathil arghese Mappillai steered Manorama to campaign for
the upliftment of the depressed classes, the spread of education and
culture, encouragement of pioneering literary talent and political
Custice for all, was soon able to render Manorama into a powerful forum
of criticism , and spirited discussions on social and political issues,
i ll t d i th ld f C li d M l l
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Palakkad, Oannur, Oollam, Malappuram and Thrissur ) enoying the
people
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acti$ities in other elds, Malayala Manorama remained his foremost
lo$e. Lnder his ne$er1say1leadership, Manorama 7ourished anew to go
on become the premier newspaper in the country.
The diamond Cubilee celebration of Malayala Manorama was
inaugurated by the then president of India. +r. &aendra Prasad, who
paid handsome tributes to the paper
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I"diFs r++d C+ " A2#2s- 7=, 7o$ember
/:38, Malayala Manorama had to cease publication. ?y any estimate, it
was the sti@est price paid for freedom of expression in Indian
Cournalism. Those were the turbulent days of India
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depri$ed of its lone champion of public causes. The darkness reigned
for nine years.
India gained her freedom on *ugust /4, /:38 and in less than 2
weeks, the +ewan had to beat a hasty exit and the rulers of Tra$ancore
had to yield to the might of the people and consented to hold an
election on the basis of adult franchise to form a constituent *ssembly.
*nd on >o$ember 0:, /:38 the picture was complete Malayala
Manorama was back.
r Tr5"!r+ - N-i"l
*s early as /:38 when Malayala Manorama was busying itself to
emerge form its nine year long banishment, O.!. Mammen Mappillai
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leadership form /:43 to /:82 that the circulation of Manorama +aily
soared form 2;,;;; t; 2;;,;;; and the Manorama weekly skyrocketed
to 20:,;;;. 'ncouraged by the popular success, O.M. !herian created a
new unit in Oo5hikode in /:66.
"hile the illustrious Oandathil arghese Mappillai pioneered a
new mo$ement against hea$y odds and O.!. Mammen Mappillai ga$e
the paper an all Oerala stature, it was under O.M. !herian that Malayala
Manorama made its mare at the national le$el. #e died on March /3 ,
/:82, at the end of an acti$e, rich career that brought fresh laurels so
to Malayala Manorama.
Th+ Pr3+ssi"l T2!h
AOeep the family out and bring in the professionalsB is one way.
?ut there
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*t Manorama, talent transcends all other considerations and the
pace is set by O.M. Mathew himself. *nd until /:9/, O.M. Mathew was
ably assisted by Mammen Marghese, his nephew, well trained and
competent, Mammen arghese helped O.M. Mathew launch M.M.
Publications which publishes ?alarama and anitha, the largest
circulated maga5ines of their kind today. *nd today Mammen Mathew,
eldest son of O.M. Mathew , is the 'ditor Managing +irector. *bly
helping him are his younger brothers, Philip Mathew, Managing 'ditor,
and Cacob Mathew, 'xecuti$e 'ditor, %eorge Cacob, grandson of O.M.
!herian, is the +irector.
*ll in the family may be, but each one has a pro$en track record
of unassailable professionalism in his assigned role. In fact, it was the
team that was responsible for the formidable moderni5ation and the
h l th f M l l M d it lli d bli ti
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facsimile system H in /:96 connected Ootttayam to the other units for
transmission of the newspaper pages. Today a more modern 7exible
editorial system links all the centers enabling a fast response to the
e$er1changing news scenario. The ubi=uitous computer is $isible at
almost e$ery desk in the organisation. Manorama will continue to
adapt to technological change either in the presentation of the printed
word on paper or in the electronic media such as the Internet.
Th+ Childr+"Fs Cl26
Manorama
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=ualities of children plus in$ol$ing then in good community proects.
Manorama
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A 5ill#+ 3 #ld+" s2"/+rs
It was on -eptmeber 2;, /::21the earth shook in tectonic terror
7attening o$er fourty Maharashtrian $illages, killing thousands of
people, their cattle and their fowl. *mong them lay ?anegaon in atur
in grim ruins. In that hour of inconsolable grief Malayala Manorama set
up a relief fund with &s./; lakhs and turned to their 9 million readers
by saying Aet us reach out and touch the fro5en face of aturB "ithin
34 days the fund swelled to 0.2: crores1an amount, which was more
than for any other newspaper in India, could e$er collect.
Manorama could ha$e handed o$er the money to the relief
agencies, but they were determined to rebuild the ?anegoan $illage by
themsel$es. &enowned architects spent a grueling period in ?anegaon,
studying the milieu They $isuali5ed a holistic $illage Then a team
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A Gr+- /y - Gr/
%rowthQ. Multifaceted and on1target, it sums up Manorama
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iaya$eedhi, ?alarama *mar !hitrakatha, ?hashaposhini, $anitha,
Oalikkuduka, Magic pot and the 'nglish news weekly. The week plus the
Manorama year books in 'nglish, Malayalam, #indi, Tamil, and in
?engali and also the foremast maga5ine ?hashaposhini 1 all for he
family any where in the world.
*nd now Manorama take o@ to the skies, ie., M*>&*M* I-I>,
the satellite telecasting di$ision, which was formally inaugurated on
ctober /9, /::2.
Mlyl M"rFs T+!h"l#i!l Ed#+
Malayala Manorama is always been techno sa$$y. It has changed
form hand composing of the cold type and treadle press to hot metal
composing and rotary letter press to photo type setting and web o@set
presses there is a continual de$elopment of the new technology
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Sis-+r C"!+r"s 3 Mlyl M"r
It has two sister concerns namely. M.M. publications, which
publishes ?alarama, anitha etc., and cochin computer system P$t ltd.,
H!!- which looks after the software application.
Br"!h+s "d 2"i-s 3 Mlyl M"r
Malayala Manorama has wide area co$erage through out India
through its units as well as its branches. Malayala Manorama has got
nine units all around kerala. They are, Oo5hikode, Oochi,
Thir$anathapuram, Palakkad, Oannur, Oollam, Oodimatha, Malappuram,
and Trissur. It has got branches at ?angalore, +elhi, Mumbai, Oolkotta
and chennai also.
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DI$ISIONS IN MALA&ALA MANORAMA
There are se$eral di$isions in Malayala Manorama. They are
works, Finance, #uman &esources, !irculation, Materials, !orporate
Publicity, Marketing, Personnel and *dministration, 'lectronic Media,
'ditorial +aily, >ews etc.,
7. Cir!2l-i" Di5isi"
Malayala Manorama 1 Indiaational
&eadership -ur$ey, its readership is at present :0./4 lakhs. The
circulation di$ision performs maor functions like product distribution,
promotion and pricing. The company has mainly two +istribution
!hannels They are
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a part of the circulation di$ision. There are :6 employees in the
despatching section.
:. Mr4+-i"# Di5isi"
The main function of the marketing department is space selling.
The strength of this di$ision is 46. They do space selling mainly with
the help of 2 channels.
They are,
• Prepaid H+irect ad$ertisements
• >ewspaper selling *gents
• *gencies
The marketing department is again di$ided into two sections. They are
+i l
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The importance of nancial management in any business or
industry is undeniable. The nance department is the lifeblood of any
organisation. Malayala Manorama has a well1established Finance
+epartment. There are o$er 4; employees working in this department.
This department is di$ided in to two sections. They are,
• -ales *ccount +i$ision
• Main *ccount +i$ision
The sales account di$ision manages the recei$ables of the
company whereas the main account di$ision manages the payment,
payroll, funds and management of working capital, Taxation etc. The
other important functions of the Finance +epartment are the
preparation of ?udget, ?alance sheet. 'tc.,
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newsprint. The company needs around 38,;;; tonnes of the same
e$ery year.
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=. Wr4s Di5isi"
This di$ision is di$ided into two sections, i.e., production and
maintenance section. There are approximately /;; employees in the
production section and /9 in the maintenance section. *gain under
maintenance section, 'lectronic +epartment supports the production
unit in the proper functioning of all the acti$ities. There are two shifts,
rst shift is from 9.2; a.m. to 4.2; p.m and the second shift is from
6.2; p.m to 2.2; a.m. for the employees. *t Oodimatha ) where the
printing press of Manorama is located ) sometimes they ha$e to work
till 4.2; a.m.
@. Edi-ril Di5isi"
The employees in the editorial di$ision make the raw information
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. P+rs""+l "d Adi"is-r-i" Di5isi"
The P* was looking after all acti$ities regarding manpower at
Malayala Manorama till the inception of the #& di$ision. >ow it handles
only the acti$ities like discipline, welfare, security, time oDce,
management information systems, automobile, tra$elling
accommodation, public relations, insurance schemes and canteen.
. M"#++"- A!!2"- Di5isi"
It prepares the analysis of nancial statements by the experts. It
also prepares the budgets for the company as a whole and separately
for each di$ision.
7. I"-+r"l A2di- Di5isi"
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7:. Di5+rsi!-i" Di5isi"
It is a small di$ision which looks forward all the di$ersied
acti$ities of the company.
7;. HR Di5isi"
It is well known for its acti$ities in and around the industries, it
carries out the recruitment, selection , induction, training
de$elopment acti$ities.
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H%MAN RESO%RCE PLANNING
#uman beings are the most resourceful to an organisation, ike
any other material or economic resources they represent an
in$estment whose de$elopment and utili5ation re=uire managing, i.e.,
planning, organi5ing leadership and e$aluation. This is a fundamental
truth in the clichS, the APeople are an organi5ation
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getting the competent and rele$ant persons, retaining them, keeping
up their moti$ation and morale, and helping them to both continuously
grow and contribute their best to the organisation are now $iewed as
the most critical problems.
"ith the changes in the social climate, $alues and norms,
changes are also seen in the employees who oin the organisation
today. Their expectations are di@erent, they are certainly more
competent and more informed than employees were in the past. "hile
these can be great assets to the organi5ation, they become problems if
the organisation is not able to manage human resources properly.
2"!-i"s 3 H2" R+s2r!+s Di5isi"
/. Manpower &e=uisition
0. Manpower, planning
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functions of the company were handled between the top management
and personnel administration di$ision. "ithin a short span of time,
human resources di$ision has pro$ed its excellence. The di$ision looks
after many important functions like, analysis of manpower
re=uirement, manpower planning, recruitment, selection, induction,
analysis of training needs, training and de$elopment and contribution
appraisal.
Mr. *noop Oumar, %eneral Manger H#uman &esources heads the
di$ision. The di$ision portraits the picture of a beautiful family, which
comprises of /; hardworking enthusiastic people with excellent
inno$ati$e ideas.
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1%ALIT& O WORK LIE IN MAL&ALA MANORAMA
(uality of work life means di@erent things to di@erent persons.
For example, to a worker on an assembly line, it may ust mean a fair
day
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Manorama ensures safety and con$enience for the workers,
especially for those who work on night shifts. Medical facility for the
sta@ also a$ailable here. The annual lea$e can be carried forward up to
a maximum of /0 days per year.
Bl"!+ 3 Wr4 "d N"/r4 Li3+
It includes transfers, schedule of hours of works, tra$el
re=uirements, o$ertime re=uirements, etc.
Manorama expresses commitment to help it employees to
balance their work and non1work life. It takes immense care in
adusting the timings of the employees according to their con$enience
by introducing shifts. Manorama has conducted training programmes
like K(uality of life< that helps to impro$e their =uality besides work life.
i e how should they beha$e in a society and in the familyE These
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relationship. The human resources are treated in the best way and top
management ready to in$est its resources for the de$elopment.
'mployees are satised with the recreation facilities pro$ided by
the organisation. :4R feels that as they are gi$en the best salary and
per=uisites and so there need not be any recreation facilities.
Pr-+!-i" 3 /r4+rFs Ri#h-s
&espect for the indi$iduals< personnel rights, such as application
of the principles of natural ustice and e=uity, acceptance of the right
of free speech and the right to personnel pri$acy in respect of worker
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Malayala Manorama has o@ered se$eral opportunities for the
employees to enhance their knowledge, skills and abilities.
Psy!hl#i!l S3+-y
'mployees know what is expected of them and what standards
their work is measured against.
'mployees are praised for what they do
'mployees are encouraged to express their personality at work
and to be a person in their own right.
'mployees can see that their indi$idual e@ort makes a
di@erence.
'mployees are often stretched by gi$ing challenging tasks.
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PROD%CT PROILE
Malayala Manorama has many products under its umbrella. It is
today a highly successful. Multi maga5ine publishing house, bringing
about immensely popular periodicals.
Mlyl M"r Dily
The largest selling language newspaper daily in India. It has
crossed a circulation gure of //.36 lakhs of copies per day. It had
begun as a weekly and the rst issue appeared on March 00, /9:;. In
/:09 the newspaper became a daily. Manorama daily is published from
all the nine centres of Malayala Manorama and the medium used is
Malayalam.
Mlyl M"r W++4ly
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Th+ W++4
The week is the fastest growing popular news maga5ine in
'nglish with national presence. It is a general interest maga5ine that
co$ers the current e$ent in all the elds like politics, entertainments,
sports, science etc. The circulation of The week is abo$e /, 4;,;;;
copies.
Krsh4sr++
This is a maga5ine for farmers. Oarshakasree gi$es them
guidance in their occupation. This is positioned for farmers and also for
those who lo$e agriculture. The maga5ine is a monthly publication in
Malayalam.
Bhsh*shi"i
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iaya$eedhi is aimed at --! students in Oerala, It is positioned
as a maga5ine that helps and guides the students in doing well in the
--! examination. This is a monthly publication.
Th>hil5++dhi
It
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$"i-h
anitha is a maga5ine which features on women related subects
like the personal problems faced by women, stories of successful
women, fashion, health child1care, cookery etc. The maga5ine is
positioned as the one, which pro$ides guidance to women for their
de$elopment. anitha is published e$ery fortnight in Malayalam and
#indi. The Malayalam edition of anitha is the largest fortnightly
circulated women
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O" A""2l
This maga5ine is published during the nam festi$al. The onam
annual sells around /,0;,;;; copies. The content of this publication
includes no$els, short stories, poems and debateJdiscussions by
popular writers in Malayalam.
M"r $isi"
Manorama $ision1 the electronic media di$ision of Malayala
Manorama ) undertakes the production of serials and telelms for
$arious tele$ision channels. It was formally launched on /9 ctober,
/::2.
M"r Cl+"drs "d Diri+s
Manorama also brings out calendars and diaries annually.
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RESEARCH PROBLEM
Malayala Manorama appoints only their family members as the
top management. They won
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OBJECTI$ES O THE ST%D&
/. To nd out the =uality of work life in Malayala Manorama
0. To gather the opinion of the employees regarding their work life.
2. To analyse the opinion of the employees and e$aluate them to
see whether their response co1related with each other.
3. To study the e@orts taken by the organisation to satisfy the
needs of the employees of the organisation.
4. To nd out the attitude and opinion of the workers towards the
facilities pro$ided by the company.
6. To compare =uality of work life in theoretical and practical
$iews.
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SCOPE O THE ST%D&
This study mainly attempts to pro$ide maximum details about
the =uality of work life in Malayala Manorama1Oottayam. It species,
/. To know the general opinion about the organisation
0. To change the training programmes if needed
2. To know the ob satisfaction
3. To get an idea about the working conditions
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LIMITATIONS O THE ST%D&
/. The research exercise was conducted within a limited duration.
-o a detailed study could not be made.
0. The number of employees in Malayala Manorama is more. ?ut
sample si5e is $ery low
2. The top management were not included in the sample
3. -tudy was conducted only among the employees of the
general shift
4. nly executi$es are the respondents
6. The information collected by the obser$ation method is $ery
limited.
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RESEARCH METHODOLOG&
Ar+ 3 S-2dy
The area of study was Malayala Manorama ) Oottayam ?ranch
S2r!+ 3 D-
The primary data are collected from the respondents through
=uestionnaire and obser$ation. * =uestionnaire consists of 04
=uestions printed in on order. The respondents were answering the
=uestions on their own. "hereas, the information obtained under
obser$ation method related to what is presently happening.
S*l+ si>+
The sample si5e chosen for data collection was /;; respondents
in Malayala Manorama ) Oottayam branch working in $arious di$isions.
S*li"# Pr!+d2r+
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TABLE 7
TABLE SHOWING RESPONSI$ENESS O S%PER$ISORS
Particulars No. of
Respondents
Percentage
*gree :9 :9
>eutral 0 0
+isagree ; ;
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that :9 R agree that their super$isors
are responsi$e. 0R are neutral and no respondents disagree with this
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TABLE :
TABLE SHOWING COOPERATION BETWEEN WORK GRO%PS
Particulars No. of
Respondents
Percentag
e
*gree :4 :4
>eutral 2 2
+isagree 0 0
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is obser$ed that :4 R agree that is high !o1
operation between the work groups. 2 R are neutral and 0 R
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95
*&
+&
,&
-&
.&
/&
'&&
% o
f r e
s p o n d e n t s
Co-operation between Work Groups
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TABLE ;
TABLE SHOWING THE KNOWLEDGE ABO%T THE D%TIES O AN
EMPLO&EE
Particulars No. of
Respondents
Percentag
e
*gree :4 :4
>eutral 3 3
+isagree / /
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is obser$ed that :4 R respondents know about
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TABLE <
TABLE SHOWING THE %SE O CONSTR%CTI$E EEDBACK TO
IMPRO$E CONTRIB%TION.
Particulars No. of
Respondents
Percentage
*gree :2 :2
>eutral 3 3
+isagree 2 2
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that :2 R respondents agree that
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TABLE =
TABLE SHOWING THE RESPECT O PEOPLE IN THE
ORGANISATION
Particulars No. of
Respondents
Percentag
e
*gree :0 :0
>eutral 6 6
+isagree 0 0
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :0 R agree that people in the
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TABLE @
TABLE SHOWING THE LOW O RO%TINE INORMATION IN THE
WORK PLACE
Particulars No. of
Respondents
Percentage
*gree :3 :3
>eutral 3 3
+isagree 0 0
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, :3 R agree that, routine information 7ow is well
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TABLE
TABLE SHOWING THE OR%M OR THE E'CHANGE O
IMPORTANT INORMATION
Particulars No. of
Respondents
Percentage
*gree :; :;
>eutral 4 4
+isagree 4 4
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :; R of the respondents agree
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TABLE
TABLE SHOWING THE A$AILABILIT& O INORMATION
Particulars No. of
Respondents
Percenta
ge
*gree :4 :4
>eutral 2 2
+isagree 0 0
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that :4 R of the respondents agree that
there is proper communication. They agree that the information they
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95
*&
+&
,&
-&
.&
/&
'&&
f r e s p o
n d e n t s
Co-operation between Work Groups
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Availability of Inforation
0eutral
)1Disagree
(1
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TABLE
TABLE SHOWING THE WORKERS CONTRIB%TION TO THE
MISSION O THE ORGANISATION
Particulars No. of
Respondents
Percenta
ge
*gree :; :;
>eutral 6 6
+isagree 3 3
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :; R agree that their work
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TABLE 7
TABLE SHOWING THE PARTICIPATION O WORKERS IN
ORM%LATING SPECIIC GOALS AND OBJECTI$ES.
Particulars No. of
Respondents
Percentag
e
*gree :4 :4
>eutral 2 2
+isagree 0 0
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :4 R agree that e$eryone in the
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95
)&
*&
+&
,&
-&
.&
/&
'&&
% o f
r e s p o n d e n t s
!arti"ipation of workers in forulatin#
spe"ifi" #oals and ob$e"tives
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TABLE 77
TABLE SHOWING THE ORGANISATIONFS RESPONDS TOWARDS
THE CHANGES
Particulars No. of
Respondents
Percentag
e
*gree :4 :4
>eutral 2 2
+isagree 0 0
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :4 R of the respondents agree
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TABLE 7:
TABLE SHOWING THE ORGANIATIONFS MENTALIT& IN THE
1%ALIT& O ITS PROD%CTS AND SER$ICES
Particulars No. of
Respondents
Percentage
*gree :9 :9
>eutral 0 0
+isagree ; ;
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :9 R agree that their organisation
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TABLE 7;
TABLE SHOWING THE ORGANISATION RI$ALR&
Particulars No. of
Respondents
Percentage
*gree :; :;
>eutral 4 4
+isagree 4 4
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :; R of the respondents know
what sets the organisation apart from the competition. 4 R ha$e no
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Or#anisation %ivalry
0eutral
+1Disagree+1
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TABLE 7<
TABLE SHOWING THE OPINION ABO%T 1%ALIT& O THE
E1%IPMENTS IN THE ORGANISATION.
Particulars No. of
Respondents
Percentage
*gree :3 :3
>eutral 6 6
+isagree ; ;
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :3 R agree that the e=uipments in
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TABLE 7=
TABLE SHOWING THE ADE1%AC& O E1%IPMENTS
Particulars No. of
Respondents
Percentage
*gree :8 :8
>eutral 0 0
+isagree / /
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :8 R of the respondents agree
that the e=uipment they use is ade=uate to accomplish their work. 0 R
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9&
*&
+&
,&
-&
.&
/&
'&&
o f r e s
p o n d e n t s
Ade(ua"y of )(iupents
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TABLE 7@
TABLE SHOWING THE MAINTENANCE O E1%IPMENTS
Particulars No. of
Respondents
Percentage
*gree :0 :8
>eutral 3 3
+isagree 3 3
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :0 R agree that the e=uipments in
the organisation are well maintained. 3R ha$e no opinion about the
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*aintenan"e of )(uipents
0eutral
*1Disagree
*1
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TABLE 7
TABLE SHOWING THE TRAINING IN THE ORGANISATION
Particulars No. of
Respondents
Percentage
*gree :; :;
>eutral 6 6
+isagree 3 3
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :; R agree that the members in
the organisation are trained and de$eloped for additional duties and
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9+
)&
*&
+&
,&
-&
.&
/&
% o f
r e s p o n d e n t s
.rainin# in t/e Or#anisation
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TABLE 7
TABLE SHOWING THE ESTABLISHED TRAINING GOALS AND
OBJECTI$ES
Particulars No. of Respondents
Percentage
*gree :0 :0
>eutral 8 8
+isagree / /
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :0 R agree that the workers are
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TABLE 7
TABLE SHOWING THE WORKERS KNOWLEDGE ABO%T THE
SKILLS, WHICH ARE E'PECTED TO %SE THEIR C%RRENT JOB.
Particulars No. of Respondents
Percentage
*gree :2 :2
>eutral 6 6
+isagree / /
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :2 R respondents know the skills
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TABLE :
TABLE SHOWING THE A$AILABILIT& O TIME OR THE
EMPLO&EES
Particulars No. of Respondents
Percentage
*gree :; :;
>eutral 4 4
+isagree 4 4
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :; R of the respondents agree
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Availability of tie for t/e eployees
0eutral
+1Disagree
+1
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TABLE :7
TABLE SHOWING THE A$AILABILIT& O INORMATION
Particulars No. of
Respondents
Percentage
*gree :4 :4
>eutral 2 2
+isagree 0 0
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :4 R of the respondents agree
that the employees in the organisation can easily nd the information
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TABLE ::
TABLE SHOWING THE WORKERS PARTICIPATION
Particulars No. of
Respondents
Percentage
*gree :; :;
>eutral 9 9
+isagree 0 0
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :; R of the respondents agree
that the employees are collaborating to impro$e written policies and
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9+
)&
*&
+&
,&
-&
.&
/&
% o
f r e s p o n d e n t s
Workers parti"ipation
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TABLE :;
TABLE SHOWING THE LE'IBILIT& O POLICIES AND
PROCED%RES
Particulars No. of Respondents
Percentage
*gree :0 :0
>eutral 8 8
+isagree / /
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :0 R agree that the changes are
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TABLE :<
TABLE SHOWING THE OPINION ABO%T LA&O%T
Particulars No. of
Respondents
Percentage
*gree :3 :3
>eutral 3 3
+isagree 0 0
T-l 7 7
S2r!+9 primary data
I"3+r+"!+
From the table, it is clear that, :3 R agree that the layout of their
work facility is conduci$e to the work re=uired of them. 3 R ha$e no
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TABLE :=
TABLE SHOWING THE REWARD OR PERORMANCE
Particulars No. of
Respondents
Percentage
*gree :9 :9
>eutral / /
+isagree / /
T-l 7 7
S2r!+9 Primary data
I"3+r+"!+
From the table, it is clear that :9 R pf the respondents agree
that employees in the organisation are rewarded appropriately for high
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%eward for perforan"e
0eutral
'1Disagree
'1
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COMPARISON PROCESS
Sl No
Theoretical aspect of quality of work life Presumed as 100%
Practically followed quality of work life in
alayalaanorama
/ !o1operation between work groups :4 R
0 *$ailability of information :4 R
2 (uality of products and ser$ices :9 R
3 (uality of e=uipments :3 R
4 *de=uacy of e=uipments :8 R
6 Maintenance of e=uipments :0 R
8 Training in the rganisation :; R
9 *$ailability of time :; R
: *$ailability of information :4 R
/; "orker
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0. There is high !o1operation between work groups in the
organisation.
2. 'mployees ha$e an idea about their duties in the organisation
3. People in the organisation use constructi$e feedback to impro$e
contribution
4. People in the organisation treat each other with dignity and
respect
6. &outine information 7ow is well coordinated in the work place.
8. There is an appropriate forum for the exchange of important
information.
9. Information needed for the ob is a$ailable to the employees.
:. 'mployees work contributes to the missions of the organisation
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/4. The e=uipments used are ade=uate to accomplish the work.
/6. '=uipments in the organisation are well maintained
/8. Members of the organisation are trained and de$eloped for
additional duties and increased responsibilities.
/9. 'mployees are asked to participate in establishing training goals
and obecti$es for themsel$es
/:. *ll employees know the skills they are expected to use for their
current ob.
0;. Time is a$ailable for employees to learn what is expected of
them to be successful in their current ob.
0/. 'mployees in the organisation can easily nd the information
they need to sol$e problems
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S%GGESTIONS
/. >ow1a1days Manorama newspaper is published only in
Malayalam. ?ut they can bring out the paper in other languages
like 'nglish Tamil.
0. Manorama should pro$ide con$eyance facility to the workers.
2. They should pro$ide canteen facility to the trainees also
3. Impro$e the =uality of the paper while preparing the Manorama
year book.
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CONCL%SION
In Malayala Manorama, employees are the most $aluable
resources. It is the maor reason for the success of Malayala
Manorama. It impro$es the producti$ity for the organisation and also
the =uality of working life for its members. i.e., the increase in the
circulation of the daily newspaper.
+ue to the excellent working conditions pre$ailing in this
organisation, the ob satisfaction of each indi$idual seems to be the
maximum.
I do belie$e that, the ob satisfaction obtained by the employees
has helped Malayala Manorama to be at the forefront of the newspaper
industry in India.
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BIBLIOGRAPH&
/. #&+ >ews letter CL>' /::/
0. #uman ?eha$iour at work 1 O'IT# +*I-
2. #uman !apital 1 M* 0;;/
3. Management of
organisational beha$iour
1 P*L #'&-' O'>>'T#
#. ?*>!#*&+
4. >ews paper Management 1 %L*? OT#*&I
6. rganisational ?eha$iour 1 LT#*>-
8. rganisational beha$iour 1 &??I>-
9. rganisation +e$elopment 1 F&'>!#, ?' U*"*!OI.
:. rganisational theory and
beha$iour
1 &.*. -#*&M*
/; Personnel Management +& ! ? M*M&I*
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APPENDI'
1%ESTIONNAIRE ON 1%ALIT& O WORKLIE IN MALA&ALA
MANORAMA COMPAN& LIMITED
/. If I go to my super$isor with a concern, I am condent heJshe will be
responsi$e
a. +isagree V W b. >eutral V W c. *gree V W
0. There is high co1operation between work groups in my organisation
a. +isagree V W b. >eutral V W c. *gree V W
2. I am clear about who does what in my organisation
a. +isagree V W b. >eutral V W c. *gree V W
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8. There is an appropriate forum for the exchange of important
information where I work.
a. +isagree V W b. >eutral V W c. *gree V W
9. The information I need to do my ob well is a$ailable to me
a. +isagree V W b. >eutral V W c. *gree V W
:. "hat I do e$ery day contributes to the missions of my organisation
a. +isagree V W b. >eutral V W c. *gree V W
/;. '$ery one in my organisation can participate in formulating specic
goals and obecti$es.
a. +isagree V W b. >eutral V W c. *gree V W
// M i ti d iti l t h i th i d t
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a. +isagree V W b. >eutral V W c. *gree V W
/3. '=uipment in my organisation is state1of1the )art.
a. +isagree V W b. >eutral V W c. *gree V W
/4. The e=uipment I use is ade=uate to accomplish my work
a. +isagree V W b. >eutral V W c. *gree V W
/6. '=uipment in my organisation is well maintained
a. +isagree V W b. >eutral V W c. *gree V W
/8. Members of my organisation are trained and de$eloped for
additional duties and increased responsibilities.
a. +isagree V W b. >eutral V W c. *gree V W
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0;. Time is a$ailable for employees to learn what is expected of them
to be successful in their current ob.
a. +isagree V W b. >eutral V W c. *gree V W
0/. 'mployees in my organisation can easily nd the information they
need to sol$e problems
a. +isagree V W b. >eutral V W c. *gree V W
00. 'mployees collaborate to impro$e written policies and procedures
a. +isagree V W b. >eutral V W c. *gree V W
02.!hanges are =uickly made in the formal policies and procedures of
the organisation when appropriate.
+i V W b > t l V W * V W
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O%GA1I2A.IO1A3 C4A%.
Chief 2ditor
2ditor & 3anaging Director
3anaging 2ditor
& Director
24ecutive 2ditor
& Director Director
5ochi 6nit
5o7hiode 6nit
%esident 2ditor
8hiruvananthapuram
6nit%esident 2ditor
5annur 6nit
3anager
Palaad 6nit
%esident 2ditor
5ollam 6nit
3anager
5odimatha 6nit
3anager,9peration
8hrissur 6nit
Co$ordinating2ditor
General
3anager
:ors
General
3anager
#inance
General
3anager
Personnel &
!dmn;
General
3anager
ear =oo &
=hashaposhini
2ditor$in$charge
5arshaasree
Corporate
Planning
Cell
Director 8raining
General 3anager
3anagement
!ccounts
0ews Division
!ssociate 2ditor
%esident 2ditor
%esident 2ditor,
5o7hiode
Chief 0ews 2ditor,
5ottayam
0ews 2ditor,
5ottayam,
0ews 2ditor, 5ochi,
0ews 2ditor,
8iruvananthapuram
0ews 2ditor,
5o7hiode
%esident 2ditor,
Palaad
Coordinating 2ditor,
5ollam
Coordinating 2ditor,
5annur
3alappuram
6nit