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1.1 INTRODUCTION
Work is an integral part of our everyday life, as it is our livelihood or career or business. On
an average we spend around twelve hours daily in the work place that is one third of our entire
life. It does influence the overall quality of our life. It should yield job satisfaction, give peace of
mind, a fulfillment of having done a task, as it is expected, without any flaw and having spent the
time fruitfully, constructively and purposefully. Even if it is a small step towards our lifetime
goal, at the end of the day it gives satisfaction and eagerness to look forward to the next day.
MEANING OF QUALITY OF WORK LIFE:
Quality of work life has different meanings to different people. Quality of work life is a
process by which an organization responds to employee needs for developing mechanisms to
allow them to share fully in making the decisions that design their lives at work.
The term refers to the favourableness or unfavourableness of a total job environment for
people. QWL is the degree to which members of organization are able to satisfy their personal
needs though their experience in the organization.
DEFINITION:
QWL can be defined as, The quality of relationship between employees and the total
working environment
The work in American Institute 1980 has quality of work life in terms of employees
perception as their physical and mental well being at work.
Quality of work life is the degree to which members of a work organization are able to satisfy
important personal needs through their experiences in the organization. The institute has defined
some areas that were most important work life issues during the 1980s.
- J. Lloyd Suttle
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WORK LIFE ISSUES:
Motivation
Reward And Compensation System
Environment & Human Relations
Career Prospects:
Job Satisfaction
Job Security
Welfare Measures
Training And Development
Stress Level & Work-Life Balance
Participative management
Democracy in work place
Job enrichment
FEATURES:
The aim of QWL is to identify and implement alternative programs to improve the quality of
professional as well as personal life of an organizations employees.
It enables workers to identify his role in the whole process performed.
It envisages equal treatment of employees and their right to privacy and freedom in
speech.
It is characterized by serving the more basic needs of the workers as well as their higher
order needs.
FUNCTIONS:
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The basic functions of quality of work life are as follows:
It seeks the employee the higher skills or work and to provide environment
that encourages them is improve their skills,
It leads to the favorable or unfavorable quality at family life and life
satisfaction,
It acts as best motivating factor for better working.
THE HUMAN RESOURCE DEPARTMENTS ROLE:
Perhaps the most crucial role of the department is winning the support of key managers.
Management support particularly top management support appears to be an almost universal
prerequisite for successful QWL programs.
The department also has both a direct and indirect influence on employee motivation and
satisfaction.
Satisfaction
Direct
Orientation
Training and
Development
Career Planning
Counselling Supervisor Employee
Indirect
Safety and
Health policies
Compensation practices
Other policies and Practice
Motivation
Human
Resource
Departme
Q
U
A
L
I
T
Y
O
F
W
O
R
K
L
I
F
E
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As the above figure illustrates, the department makes direct contact with employees and
supervisors through orientation, training and development, career planning, and counselling
activities. At the same time, these activities may help a supervisor do a better job of motivating
employees.
1.2 INDUSTRY PROFILE
The automobile industry occupies a prominent place in the world. The automobile has enabled
people to travel and transport goods farther and faster and has opened wider market areas of business
and commerce. The auto industry has also reduced the overall cost of transportation by using methods
such as mass production, mass marketing and globalization of production. The manufacture, exports
and servicing of automobile have become key elements of industrial economies. The automobile
consist of cars, trucks, buses, scooters, motorcycles ete. are manufactured and exported on a large
scale along with auto accessories, auto parts, tyres and tubes, brakes and auto electrical spares etc.
The automobile industry provides jobs for millions of people, generates billions of dollars in
worldwide revenues and provides the basis for a multitude of related service and support industries.
Automobile manufacturers and exporters are global players. They have taken advantage of the
continuously liberalized world trade ion terms of exports and have opted for local
production/investment in countries with still well protected markets. Automobile industry of India is
now finding increasing recognition worldwide and a beginning has been made in exports of vehicle as
well as components. The automobile industry along with the component industry is also contributing
to the export efflort to the country.
Indian auto components industry touched an estimated production of US$10 billion in 2005-06, an
increase of 14.94% than the previous year. Exports touched US$1.8 billion in 2005-06, accounting
for 18% of the total production. Three countries namely Thailand, China and India are expected to
gain from the outsourcing trend. Based on product categories, the auto ancillary industry can be
divided into segments like Engine parts, Drive transmission and Steering parts, Suspension and Brake
parts, Electrical parts, Equipment and other parts.
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Surge in automobile industries since the nineties has led to robust growth of the auto component
sector in the country. In tandem with the industry trends, the Indian component sector has shown
great advances in recent years in terms of growth, spread, absorption of new technologies and
flexibility. Indian auto component industry has seen major growth with the arrival of world vehicle
manufacturers from Japan, Korea, US and Europe, Today, India is emerging as one of the key auto
components canter in Asia and is expected to play a significant role in the global automotive supply
chain in the near future.
The auto parts industry has emerged as one of indians fastest growing manufacturing sectors and
globally competitive one. The Auto components industry in India is dominated by around 500
players, which contribute more than 85 percent of Indias production. The industry has very deep
forward and backward linkages with almost every other engineering manufacturing sector of the
economy. It supports industries like automobiles, machine tools, steel aluminum, rubber, plastics,
electrical, electronics, forgings and machining.
India has also emerged as an outsourcing hub for auto parts for international companies such as ford,
General motors, Daimler Chrysler, Fiat, Volkswagen and Toyota. India enjoys cost advantage with
regard to castings and forgings. The manufacturing costs in India are 25 to 30 percent lower than its
western counterparts. Indias competitive advantage does not come from cost alone, but from its full
service supply capability.
To encourage the smooth growth of the industry, the government of India has allowed automatic
approval for foreign equity investment up to 100 percent of manufacture of auto components. Further,
the engineering export promotion council under the aegis of ministry of commerce and industry,
Government of India, over the years has been engaged in promoting exports of engineering goods
including auto parts.
Besides the Automotive Components Manufacturers Association of India (ACMA) represents the
Indian auto component industry. The enhancement, collection and dissemination of information. 5
Indian companies in the automotive sector have received the coveted Deming prize. Many
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international auto components major including Delphi, Visteon, Bosch and Meritor have set up
operations in India.
The domestic private players are Bharat forge Limited, Tata Auto component systems, Sundaram
Fasteners, Brakes India. The international private players are MICO, Visteon and Delphi.
1.2 COMPANY PROFILE
About the company
The TVS Group is Indias leading supplier of automotive components and one of the countries most
respected business conglomerates.
Originating as a transport company in 1911, it now comprises over 29 companies that
operate in diverse fields like automotive component manufacturing automotive and electronics.
Underlying the success of the group is an ethos of commitment to the values of Quality, service and
reliability. Continuous innovation and close customer interaction have enabled the group to consolidate
its position at the leading edge of the automotive industry.
Brakes India limited
Brakes India was incorporated in 1962 as a joint venture between TV Sundram Iyengar and sons Ltd and
Lucas Industries Plc.,UK,(currently TRW) to manufacture braking equipment for automotive and non-
automotive applications. The companys manufacturing plants are located at Chennai, Sholinghur and
Polambakkam in Tamilnadu, Nanjangud in Karnataka and Gurgaon in Haryana. Brakes India caters to
over 60% of the domestic OEM market, besides exporting its products to over 35 countries worldwide. Its
Brake Divisions at Padi, Chennai, Sholingur, Polambakkam and Gurgaon are QS 9000 certified and the
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Foundry Division is ISO 9002 certified. The companys foundry division manufactures permanent mould
dye-castings, Grey Iron and SG castings using the disamatic process.
Sundaram polymers division manufactures engineering plastic compounds for various applications.
GLOBAL AWARDS AND RECOGNITIONS
Deming quality awards
Sundaram Clayton.
Lucas TVS.
Brakes India.
TVS motor company.
Sundaram brake linings.
Jit grand pix award
Lucas TVS(3 times).
Japan quality medal
Sundaram clayton.s
TPM excellence awards
Sundaram fasteners.
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Delphi- TVS.
Brakes india.
TVS motor company.
TVS rubber.
TVS tyres.
GM North America, best supplier award
Sundaram fasteners for 5 consecutive years.
TVS BRAKES INDIA LIMITED- PADI, CHENNAI
Company details are given below:
Land Area 145 Acres
Built up Area 14064 sq. Metres
No. of Employees 319
Products Manufactured
For Car and MUV segments Caliper Disc Brakes
For LCV and HCV segments Cam Brakes
For all segments Lined Shoes
Quality System Certification QS 9000
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2. REVIEW OF LITERATURE:
TAFEZAWA (1963) -
His study covered all possible aspects of work related life including:
Work environment
Job enrichment
Employees participation in management
Wage benefits and welfare
Career outlook and development
The scope for improving skills and developing inherent potentialities has a significant role to
play in quality of work life. For a better quality of work life grievance redressed and feedback is
essential.
THE TATA GROUP: HR CHALLENGES BY A VASUDHA AND DORIS RAJAKUMARI
JOHN -
They discusses the HR Strategies employed by the Tata Group. In 2000, there was
considerable attrition in the junior and middle levels. Subsequently, the group launched an HR
revamp which evolved solution to these problems and implemented them, it adopted the policy
attract good people, retain the better people and advance the best people. The needs of the
employees were gathered through social survey (Research) and HR policy was framed in order
to satisfy the needs, thus opening up horizons for employees to grow within a group. To get
employees satisfied, Tata Group introduced Domestic Management Programme (DMP) which
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helps families, particularly wives of employees, to manage change caused by their spouses
increased corporate responsibilities. Based on the premise that happy employees lead to happy
customers, Special Thanks and Recognition System (STARS), a new HR initiative aimed at
awarding and recognizing achievement and exceptional performance instantaneously, and Joy
at the workplace, which aims at team building and motivating employees, were initiated. TCS
takes online appraisals and employee satisfaction surveys with findings posted online which are
popular as shown by the rising employee satisfaction scores.
THE ARTICLE STRATEGIES TO RETAIN HUMAN CAPITAL IN BUSINESS PROCESS
OUTSOURCING (BPO) INDUSTRY BY R RAMAN
It focuses on the retention strategies adopted by various Indian BPO companies (especiallythe call centers), and proposes innovative strategies that these companies can adopt as a solution
for this herculean problem. . The article concludes by suggesting retention strategies like moving
into value creation and value enhancement processes of clients, changing perception of
employees from life style to career, clarity in their expectations, giving employees a choice of
reward etc.
PHILADELPHIA DECLARATIONS PRINCIPLES BY INTERNATIONAL LABOR
ORGANIZATION (ILO)
Quality of work life is, however, not only the concern of the individual and of psychological
researchers. This concern was demonstrated globally by the United Nations sponsored
International Labor Organization (ILO). At the core of the ILOs social agenda is the creation of
more and better job opportunities. As far back as 1944, the ILO adopted the Philadelphia
Declarations principles, which made improving the quality of work life a priority and
committed all its member nations to achieving this goal through public policies and programmes.Among its aims were the following:
Full employment and rising living standards,
Employment in occupations
Utilizing their skills and make a contribution to the common well-being
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A just distribution of distribution of wages, hours and other benefits, including training
opportunities
Decent working conditions and the minimum living wage for all employed
Recognition of the right to collective bargaining
To co-operation between management and labor
Safe and healthy work environments
ARTICLE FROM COMMUNITY FOR HUMAN RESOURCE MANAGEMENT (CHRM)
FACTORS THAT INFLUENCE & DECIDE QUALITY OF WORK LIFE
MOTIVATION:
Motivation refers to the way in which urges, drives, desires, aspirations, strivings or
needs direct, control or explain the behavior of human beings. Motivation is one among the
various factors affecting individual performance. Every superior in the organization must
motivate his subordinates for the right types of behavior. Motivation is a complex subject. It
involves the unique feelings, thoughts and past experiences of each of us as we share a variety ofrelationships within and outside organizations. To expect a single motivational approach work in
every situation is probably unrealistic. In fact, even theorists and researches take different points
of view about motivation. Nevertheless, motivation can be defined as a persons drive to take an
action because that person wants to do so. People act because they feel that they have to.
However, if they are motivated they make the positive choice to act for a purpose because, for
example, it may satisfy some of their needs.
REWARD AND COMPENSATION SYSTEM:
The economic interests of people drive them to work at a job and employee satisfaction
depends at least partially, on the compensation offered. Pay should be fixed on the basis of the
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work done, responsibilities undertaken, individual skills, performance and accomplishments.
Reward is the key criteria to lure a prospective worker to accept the offer.
A basic issue is whether satisfaction leads to better performance, or whether better
performance leads to satisfaction. Which comes first? The reason for this apparent uncertainty
about the relationship between performance and satisfaction is that rewards intervene as shown
in the figure below.
A REWARDS SATISFACTION & PERFORMANCE MODELOF MOTIVATION
Rewards
Reinforcement
Performance Satisfaction
Motivation Self-image
Inner drives Self-esteem
Self-expectation
Needs and Desire
Job
itself
Smal
l groups
Orga
Employe
e
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growth. An active career development initiative by a company is a key retention tool to keep
the best talent within its fold. It is one of the greatest motivators to keep an employee happy
and engaged.
JOB SATISFACTION:
QWL establishes a clear objective that high performance can be achieved with high job
satisfaction. Improved job satisfaction in the work place will reduce social problems. The
creative aspect of achieving satisfaction will reduce if not overcome boredom and monotony in
work, physical strain and mental stress. Jobs that are rich in positive behavioral elements such
as autonomy, variety, task identity, task significance and feedback contribute to employees
satisfaction.
Likewise, orientation is important because the employees acceptance by the work
group contributes to satisfaction. In short, each element of the environmental system, can add to,
or detract from, job satisfaction
JOB SECURITY:
Job security is another factor that is of concern to employees. Permanent employment
provides security to the employees and improves their QWL. Conditions in the work
environment must be created by the employer which will give all the employees freedom fromfear of losing their jobs. A system must be created in which there are healthy working conditions
with optimum financial security. The points stressed above are essential to improve the QWL in
organizations.
WELFARE MEASURES:
Organizations should realize that their true wealth lies in their employees and so providing
a healthy work environment for employees should be their primary objective. Since workers arenow better organized, educated and vociferous, they demand more from the employers all over
the world-apart from the pay-in the form of social security and welfare benefits as matter of right
which were once considered a part of the bargaining process.
TRAINING AND DEVELOPMENT:
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Training is an act of increasing the knowledge and skill of an employee for doing a
particular job. It is concerned with imparting specific job related skill to the employee. The aim
of training is to develop some specific skill in an individual. It is mostly a preparation to meet
individuals present needs. It can thus be seen as a reactive process.
STRESS LEVEL & WORK-LIFE BALANCE:
Organizations should provide relaxation time for the employees and offer tips to balance
their personal and professional lives. They should not strain employees personal and social life
by forcing on them demanding working hours, overtime work, business travel, untimely
transfers etc.
3.1 OBJECTIVES OF THE STUDY
PRIMARY OBJECTIVE:
To study on the quality of work life of employees and to implement alternative programs to
improve the quality of work life in TVS Lucas-Padi.
SECONDARY OBJECTIVE:
To study the motivational level of the employees.
To study the influence of Reward and Fair compensation.
To study the career growth opportunities and welfare measures provided.
To study the level of Job Satisfaction and Job Security.
To study the influence of Work-life Balance and the Stress level.
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To analyze the Working Environment and Human Relations.
To identify the problems and to suggest measures for improving the
quality of work life in the TVS Lucas-Padi.
3.2 SCOPE OF THE STUDY:
The study was conducted in short period of time. QWL denotes all the organizational
inputs, which aim at the employees satisfaction and enhancing organizational effectiveness.
Various aspects of quality of work life were studied. This gives more importance on advance
technology and high productivity surpassing the needs and mental states of its employees. This
created a negative impact on the working among the employees. Thus it was realized that
societal support goes hand in hand with technical innovations. This integration can only be made
through quality of work life programmes.
The study deals with Quality of Work Life in TVS Lucas-Padi.
The study threw light on the application of theoretical knowledge into practical form.
This study reveals the opinion of the employees on various aspects of work life.
To identify the drawbacks in the existing system.
The study ensures promotional opportunities to the employees.
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The study reveals the employees expectations and suggestions to the betterment of work
life.
The outcome of this study will help TVS Lucas-Padi to identify the various dimensions
that influence the employees work.
This study provides considerate supervision, which tends to improve job satisfaction of
the employees.
The study was beneficial as it helps to analyse the future employees. Apart from these, the
company would be more benefited from the information gathered and analysed about its
employees and would help in formulating new strategies.
3.3 LIMITATIONS OF THE STUDY:
Respondents in equal importance from all departments or with respect to the number of
workers in each department cannot be taken due to non-availability, willingness and free-time of
the skilled workers.
There is a chance of personal bias which affects the original data.
The study was conducted within a limited time period.
Hesitations on the part of respondents to express their views exactly on the
questionnaire.
The observations and conclusions are based on the responses of the employees who chose
the respond.
The views of those who declined to participate in the study are not represented.
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The accuracy of the study depends on the correctness of the responses of the
respondents.
The attitude of the workers change from time to time. Hence, the result of the project may
not be applicable in long run.
4. RESEARCH METHODOLOGY
Methodology is one of the main aspects of every research. It gives note of research design,
data source, sample size, questionnaire design and statistical tools adopted.
Research Methodology is a way to systematically solve the research problem. Research
Methodology lays down the various steps that are generally adopted by the researcher in
studying the research problem.
4.1 RESEARCH DESIGN:
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It is a basic framework, which provides guidelines for the rest of the research process. A
research design is purely and simply the framework or plan of a study that guides the collection
and analysis of data.
In this study, the researcher attempts to analyze the various dimensions towards Quality ofWork Life. Hence descriptive cum diagnostic design was adopted.
4.2 SOURCES OF DATA:
Primary Data:
In this Study data is collected directly from the employees of TVS Lucas-Padi using the
questionnaire as an instrument and personal interview as the communication medium for
collecting it.
Secondary Data:
The secondary data were also collected from the existing sources of company such as internal
records, Management books, Magazines, Newspaper, Report prepared by research scholars,
Journals and HR Magazines.
4.3 SAMPLING PLAN:
A sample design is definite plan for obtaining a sample from a given population. It refers to
the technique or procedure the researcher, would adopt in selection of item for the sample.
The sampling technique adopted for the purpose of this study was probability sampling. The
researcher used stratified sampling.
Population:
A population is the set of all possible measurement on data corresponding to the entire
collection of units for which an inference is to be made. The population under consideration of
survey was the employees of TVS Lucas-Padi.
Sample Size:
The number of items selected from the population constitutes the sample size. A sample size
is taken as 100 employees.
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Sampling Method:
Convenience sampling was used for conducting survey. A convenience survey sample is
obtained by selecting convenience population.
Questionnaire:
The researcher prepared the questionnaire that comprises of 25 questions in total. It is split
into 3 parts including general information.
4.4 DATA ANALYSIS:
The data was processed using the SPSS
The data collected were analyzed with the help of Statistical Tools such as
I Percentage Method
II Correlation:
a. Bivariate Correlation
b. Rank Correlation
III Weighted Average Method
IV Chi Square Test
V Analysis of Variance (ANOVA)
I PERCENTAGE METHOD :
Percentage refers for every hundred. It is used to make easy comparisons of fractions. In the
study, fractions of respondents choosing different answers are converted into percentages and
interpretations are made.
Formula:
% of Respondents= No of Respondents * 100
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No of Total Respondents
II CORRELATION:
Correlation is the statistical analysis which measures and analyses the degree or the extent to
which two variables fluctuate with reference to each other. The correlation measures the
closeness of the relationship between the variables. Thus, the association of any two variates is
known as correlation. Correlation Coefficient denoted by r.
Consider two variables xand y:
If r = 1, then x and y are perfectly positively correlated. The possible values ofx and y all
lie on a straight line with a positive slope in the (x, y) plane.
If r = 0, then x and y are not correlated. They do not have an apparent linear relationship.
However, this does not mean that x and y are statistically independent.
If r = -1, then x and y are perfectly negatively correlated. The possible values ofx and y
all lie on a straight line with a negative slope in the (x, y) plane.
(a)Bivariate Correlation:
(b) Rank Correlation:
This is a non-parametric measure of the degree of association between two numerical
variables. The parametric equivalent is the correlation coefficient; sometimes know as Pearsons
product moment correlation. The values of each variable are independently ranked and the
measure is based on the differences between the pairs of ranks of the two variables. The
Formulae for calculating Rank Correlation is
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= 1- 6d2 (Or)
n (n2 -1)
= 1- 6[d2 +1/12(m3-m) +1/12(m3-m) +1/12(m3-m)+.]
n3-n
III WEIGHTED AVERAGE METHOD:
A method of computing a kind of arithmetic mean for a set of numbers in which some
elements of the set carry more importance (weight) than others.
X=WX
F
IV CHI SQUARE TEST:
Chi-square test is one of the simplest and most widely used non-parametric tests in statistical
work. The measure of Chi square (2) enables us to find out the degree of discrepancy between
observed frequencies and theoretical frequencies and thus to determine whether the discrepancy
so obtained is due to error of sample or due to chance .
V ANALYSIS OF VARIANCE (ANOVA):
The Analysis of Variance is a powerful tool for tests of significance. The test of significance
based on t- distribution is an adequate procedure only for testing the significance between two
sample means. In a situation when we have three or more samples to consider at a time an
alternative procedure is needed for testing the hypothesis that all samples are drawn from the
same population i.e., they have same mean. Thus the basic purpose of analysis of variance is to
test the homogeneity of several means.
DEFINITION:
According to Prof. R. A. Fisher, Analysis of Variance (ANOVA) is the separation of
variance ascribable to one group of causes from the variance ascribable to other groups.
ANOVA Table:
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For testing equality of two means, t- test can be used. For testing among several means, F-
Test has been found to be more appropriate.
TWO WAY CLASSIFICATION:
It may happen that the variations in other factors are also of important or controlling them
may become difficult. The study of variation of two factors at a time in a given situation is
known as Two Way ClassificationTable.
Source Of
Variation
Sum Of
Square
Degree Of
FreedomMean Square F-Ratio F
Between Column SSC c-1 MSC=SSC/c-1 MSC/MSE F,c(c-1)(r-1)
Between Rows SSR r-1 MSR=SSR/r-1 MSR/MSE F,r,(c-1)(r-1)
Residual SSE (c-1)(r-1) MSE=SSE/(c-1)(r-1)MSE=SSE/
(C-1)(R-1)
Total TSS n-1
Sum of squares between columns = SSC
Sum Of Squares between rows = SSR
Total Sum of Squares = SST
SST is obtained by adding SSC, SSR and SSE
Ie., SST = SSC+ SSR + SSE
Degrees of freedom between columns = c-1
Degrees of freedom between rows = r-1
Degrees of freedom between residuals = (c-1) (r-1)