Job Satisfaction:: Sindhi Institute of Management

A STUDY ON QUALITY OF WORK LIFE
INTRODUCTION
Quality of work life denotes all the organizational inputs which aim at the employee’s satisfaction
and enhancing organizational effectiveness. The basic purpose is to develop jobs and working
conditions that are excellent for employees as well as economic health of organization. It refers to
the level of satisfaction, motivation, commitment and involvement an individual experience with
respect to their line at the work. The quality of work life is the degree of excellence brought about
work and working conditions that contribute to the overall satisfaction and performance primarily at
individual level and finally at organization level.
Quality of Work Life (QWL) has become one of the most important issues these days in
every organization. Employees are the force that is behind every successful organization. No
organization can become successful with technology only because for the use of technology also,
organizations need to have strong work force. Quality of Work Life was the term actually
introduced in the late 1960’s. From that period till now the term is gaining more and more
importance everywhere, at every work place. Initially quality of work life was focusing on the
effects of employment on the general well being and the health of the workers. But now its focus
has been changed. Every organization need to give good environment to their workers including all
financial and non financial incentives so that they can retain their employees for the longer period
and for the achievement of the organization goals.. At the end we can say that a happy and healthy
employee will give better turnover, make good decisions and positively contribute to the
organization goal.
The quality of work life is a process by which an organization responds to employee needs
for developing mechanism that allow them to share fully in making decision that designs their life at
work. Thus QWL means having good supervision, good working conditions, good pay and benefits
and interesting, challenging and rewarding job.
Factors affecting quality of work life:
Job satisfaction:
Job satisfaction is the favorable or unfavorable with which employees view their work. As with
motivation, it is affected by the environment. Job satisfaction is impacted by job design. Jobs that
are rich in positive behavioral elements – such as autonomy, variety, task identity, task significance
and feedback contribute to employee’s satisfaction. Likewise, orientation is important because the
employee’s acceptance by the work group contributes to satisfaction. In sort, each element of the
environmental system, can add to, or detract from, job satisfaction.
SINDHI INSTITUTE OF MANAGEMENT

Page 1
Pay: Quality of work life is basically built around the concept of equitable pay. In this days ahead,
employees may want to participate in the profit of the organization.
People: Almost everyone has to deal with three set of people in the work place. Those are namely
boss, co-workers in the same level and subordinates. Apart from this, some professions need
interaction with people like patients, media persons, public, customers, thieves, robbers, physically
disabled people, mentally challenged, children, foreign delegates, gangsters, politicians, public
figures and celebrities. These situations demand high level of prudence, cool temper, tactfulness,
humor, kindness, diplomacy and sensitiveness.
Health conditions of employees:
Organisation should realize that their true wealth lies in their employees and so providing healthy
environment for employees should be their primary objective.
Personal and career growth opportunities:
An organization should provide employees with opportunity for personal/professional development

and growth and to prepare them to accept the responsibilities at higher level.
Participative management style and recognition:
Flat organization structure helps organization facilitate employee participation. A Participative

management style improves the quality of work life. Workers feel that they have control over their
work process and they also offer the innovative ideas to improve them. Recognition also helps in
motivating employees to perform better. Recognition can be in form of rewarding employees for
their best performance.
Autonomous Work Teams:
An autonomous work team is one which can plan, regulate and control its own work world. The
management only specifies the goals that too in collaboration with the team. The team organizes the
contents and structure of its job, evaluates its own performance, establishes its speed and chooses its
production method. It makes its own internal distribution of tasks and decides its own membership.
Autonomous team approach increases satisfaction and reduces turnover and absenteeism.
Motivation:
Motivation is a complex subject. It involves the unique feelings, thoughts and past experiences of
each of us as we share a variety of relationships within and outside organizations. To expect a single
motivational approach work in every situation is probably unrealistic. In fact, even theorists and

Page 2
researches take different points of view about motivation. Nevertheless, motivation can be defined
as a person’s 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.
Work life balance:
Organisation should provide the relaxation time for employees and offer tips to balance their
personal and professional lives. They should not strain employees personal and social life by
forcing on them by demanding working hours, overtime work, business travel, untiming transfers.
By the globalization the modern employees are experiencing distress. To meet the challenges posed
by present standards, organizational must focus their attention in bringing a balance between work
life and personal life. The underlying assumption is that work life balance will ultimately ensure
Quality of work life.
Today an employee desires work to be more meaningful and challenging because quality is the acid
test. A Quality of work life gives an opportunity for deep sense of fulfillment. Employees seek a
supportive work environment that will enable them to balance work with personal interests.
Quality of work life provides a more humanized work environment. It attempts to serve the higher
order needs of workers as well as their basic needs. Quality of Work Life indicates that 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.
Employees in several companies that instituted Quality of work life experienced better health and
greater safety on the job. Other benefits included improved employee satisfaction, morale, job
interest, commitment and involvement ; increased opportunity for individual growth ; greater sense
of ownership and control of the work environment development of managerial ability for circle
leaders, improved communication in the organization and greater understanding and respect
between management and workers.
The term Quality of work life has been applied to a wide variety of organizational improvement
efforts. The common elements seem to be, has good man indicates, an “attempt to restructure
multiple dimensions of the organizational and to institute a mechanism which introduces and
sustains changes overtime . Aspects of the change mechanism are usually an increase in problem
solving between the union and management
Responsiveness to employee concerns. In every organization, people and their behavior assumes
vital role in determining the performance and effectiveness. While many studies concentrated on

Page 3
physical and financial performance of organization. Studies on behavioral aspects seem to be

inadequate. So, the attempts must to understand the human side of the enterprise.
The Quality of work life movement provides a value frame work and a philosophy which has a long
term implication for the human development and enrichment. It tries to balance both the work and
family life. Hence integrated approach with regard to Quality of work life is required for the success
of an individual and an organization. This underlines the necessity of searching studies on the
nature of human relations and the problems of human relations and the problems of human behavior
in the organization and suggests measures to cope with the problems. Hence, an in depth on aspects
like Quality of work life can throw light on many non-identified aspects of human behavior which
may help in understanding the issues involved and improving the overall performance of these
organizations. There it is found that there is need to study in greater detail about the topic
Need of the study:
In the current scenario every organization expects their employees to perform at their peak
potential. Though monetary aspects play an important role in motivating employees, organization
around the world have come to understand that there are many other aspects that contributes better
employee performance. It is these aspects that form the basis for this study. In particular this study
aims to identify the various tangible and intangible aspects that contribute to the quality of the
workplace. It is very important for an organization to create a very conducive working environment
for employees.
This study is needed to ensure that all employees are performing at their peak potential, free
from stress and strain, and to ensure all their needs are fully satisfied. This study will be used as
feedback from employees to know their current perspective of workplace and also to identify the
areas of improvement for the organization.
Scope of the study:
The term Quality of work life in its broader sense covers various aspects of employment and
non-employment conditions of work. This study covers the overall quality of work life of
employees, i.e. their job satisfaction, work environment, working hours, work stress, their relation
with their colleagues, work assignments, infrastructure provided etc ..The present study aims at
measuring the level of satisfaction of employees and to know about the various welfare activities
and benefits provided for the employees. The study is dependent on the opinion expressed by all the
employees of all the departments.

Page 4
Quality of work life is a multi dimensional aspect. Some of these aspects are
 Compensation and the reward for the work

 Personal and career growth opportunities
 Motivation
 Participative management style
 Health and Safety of the employees
 Job security
 Job specification
By providing better quality of work life, the following results can be achieved.
 Better performance of employees
 More devotion and dedication towards work
 Reduced absenteeism
 Voluntary participation in an organizational activities
 Reduced corruption
 Lesser attrition
Significance of the study:

Quality of work life covers the various aspects under the general umbrella of supportive
organization behavior. Thus the quality of work life should be broad in its scope. It must evaluate
the attitude of employees towards personnel policies. The research will be helpful in understanding
the current position of the organization. And provide some strategies to extend the employee
satisfaction with little modification which is based on the internal facilities of the organization.
The research can be further used to evaluate the facilities provided by the management towards the
employee. This study also helps to manipulate the expectations of the employees.

Page 5
REVIEW OF LITERATURE
Various authors and researchers have proposed models of Quality of working life which include a
wide range of factors. Selected models are reviewed below.
1. Journal Name - Organizational Behavior and Human Performance, 16,
Title- Motivation through the design of work: Test of a theory.
P.No: 250-279, Year: 1976, Author: Hackman, J. R., & Oldham, G.R
In this journal, author suggested that the psychological growth needs are relevant to the
consideration of Quality of working life. Several such needs were identified; Skill variety, Task
Identity, Task significance, Autonomy and Feedback. They suggested that such needs have to be
addressed if employees are to experience high quality of working life.
2. Journal Name: Occupational Psychology, 52
Title: - Scales for the measurement of some work attitudes and aspects of psychological
well being
P.No: 129-148 Year:1979 Author: Warr. P, Cook. J and Wall. T
In an investigation of Quality of working life, the author suggested a range of apparently relevant
factors, including work involvement, intrinsic job motivation, higher order need strength, perceived
intrinsic job characteristics, job satisfaction, life satisfaction, happiness. They discussed a range of
correlations derived from their work, such as those between work involvement and job satisfaction,
intrinsic job motivation and job satisfaction, and perceived intrinsic job characteristics and job
satisfaction
3. Journal Name: Occupational Behavior, 5
Title: - Accounting for the quality of work life.
P.No: 197-212. Year: 1984 Author: Mirvis, P. H. and Lawler, E.
In this journal the author suggested that Quality of working life was associated with satisfaction
with wages, hours and working conditions, describing the “basic elements of a good quality of work
life as; safe work environment, equitable wages, equal employment opportunities and opportunities
for advancement.

Page 6
4. Journal Name: Organizational Behavior, 12
Title: - Routinization of job context and job content as related to employees' quality of
working life
P.No: 379-386. Year: 1991 Author: Baba V. B., & Jamal, M
In this journal, the author suggested that the typical indicators of quality of working life, including:
job satisfaction, job involvement, work role ambiguity, work role conflict, work role overload, job
stress, organizational commitment and turn-over intentions. Baba and Jamal also explored
routinisation of job content, suggesting that this facet should be investigated as part of the concept
of quality of working life
5 Journal Name: Journal of Management, 25
Title: - Health and well-being in the workplace: A review and synthesis of the literature
P.No: 357-384. Year: 1999 Author: Danna & Griffin
In this journal, the author suggested that Quality of Working Life is not a unitary concept, but has
been seen as incorporating a hierarchy of perspectives that not only include work-based factors such
as job satisfaction, satisfaction with pay and relationships with work colleagues, but also factors that
broadly reflect life satisfaction and general feelings of employees .
6. Book name: Social Indicators Research, 55
Title: - A new measure of quality of work life based on need satisfaction theories
P.No: 357-384. Year: 1999 Author: Sirgy, M.J., & Efraty,J

Page 7
In this journal, the author suggested that the key factors in quality of working life are: Need
satisfaction based on job requirements, Need satisfaction based on Work environment, Need
satisfaction based on Supervisory behavior. They defined quality of working life as satisfaction of
these key needs through resources, activities, and outcomes stemming from participation in the
workplace. Maslow’s needs were seen as relevant in underpinning this model, covering Health &
safety, Economic and family, Social, Esteem, Actualization, Knowledge and Aesthetics, although
the relevance of non-work aspects is play down as attention is focused on quality of work life rather
than the broader concept of quality of life. These attempts at defining quality of working life have
included theoretical approaches, lists of identified factors, correlation analyses, with opinions
varying as to whether such definitions and explanations can be both global, or need to be specific to
each work setting.

Page 8
COMPANY PROFILE
LKP Securities is a multi-dimensional financial services group in the field of equities markets,
debt markets, corporate finance, investment banking, merchant banking, wealth management
and commodities.
Listed on the BSE (Bombay Stock Exchange) the company has its headquarters in Mumbai. Mr.
Mahendra V. Doshi is the executive chairman and is a promoter of the company. The company is
named after past Name and Founding Partner Limjee K. Panday, who died in 1994.
LKP Shares and Securities ltd. and LKP Securities ltd. are the group’s main vehicle for equity
research and broking. It started off as a small proprietary concern in the year 1948. It started as
one of the India’s first securities brokerage houses. It provides a bundle of services related to the
primary and secondary markets.
LKP provides a blend of experiences and expertise to its clients. It has over 50 highly qualified
professionals who ensure a dedicated and highly personalized service to its clients. “Providing
value addition at every step” is the main goal of the organization.
Swiftly arranging for finance at the most economical rate is the LKP hall mark. It has a novel
approach to conventional ideas in corporate financial services. LKP successfully combines classic
financial projects with innovative solutions to meet clients need. Its professional team provides

Page 9
finely tuned financial instruments with advice on its pricing, placement and timings to give
optimum results. No wonder LKP find a place at the top of blue chip corporate list.
Network
The company has a network of 414 outlets in 147 cities in India with 67,500 customers registered
in retail. It has tied up Bajaj-Allianz, one of the leading insurance companies in India for
distribution of their insurance products.
In a 200 crore deal, LKP Forex and Thomas Cook India merged for the foreign exchange space in
India.
Products and Services
LKP Securities is a well established and dynamic broking house in India. Known for its state-of-the-
art systems and innovative processes, LKP offers a single window advantage to its clients for all
capital and money market related requirements.
LKP is a one stop shop for all your financial requirements & offers a wide spectrum of services
that includes
 Equity Broking in Cash and Derivatives
 Internet based trading
 Demat services –
 A Demat account is opened by the investor while registering with an investment broker
(or sub-broker). The Dematerialized account number is quoted for all transactions to
enable electronic settlements of trades to take place. Every shareholder will have a
Dematerialized account for the purpose of transacting
 Access to the Dematerialized account requires an internet password and a transaction
password. Transfers or purchases of securities can then be initiated. Purchases and
sales of securities on the Dematerialized account are automatically made once
transactions are confirmed and completed.
 The bonus/right shares allotted to the investor will be immediately credited into his
account. There is no risk due to loss on account of fire, theft or mutilation. Transaction
costs are usually lower than that in the physical segment.
 A Demat account also helps avoid problems typically associated with physical share
certificates.
 Demat account holders also avoid stamp duty (as against 0.5 per cent payable on
physical shares) and filling up of transfer deeds.
 The biggest advantage of having Demat account is that you don't have to pay for stamp
since these are electronically stored which reduces the transaction cost.

Page 10
CSR OF LKP PVT LTD
A community needs a soul if it is to become a true home for human beings. You, the people
must gift it this soul. - Pope John Paul II LKP group believes that a community with a soul is the
most beautiful gift they can give to the coming generations. This is why; as they climb the corporate
ladder they also try to touch the many lives that make LKP group. The best community service should
start close to home and they strive to do just that.

Page 11
Research Design
4.1 Objectives of the study:
1. To determine the factors influencing the quality of work life
2. To measure the level of satisfaction of employees towards quality of work life.
3. To find out the way to improve quality of work life
4.2 RESEARCH METHODOLOGY

“A Research is a careful investigation or inquiry; especially through search for new facts in any
branch of knowledge .It is a systemized effort to gain more knowledge.”
Research methodology is a way to systematically solve the research problem. It may be understood
as a science of studying how research is done scientifically. It is necessary for the researcher to
know not only the research methods or technique but also the methodology. Researcher always
needs to understand the assumption underline various technique and they need to know the criteria
by which they can decide that certain technique and procedures will be applicable to certain
problems and other will not.
4.2.1 Type of research:
The method of conducting research deals with research design, data collection method,
sampling method. It explained about the nature of research work to be done such as descriptive
nature of research, which is used in this study.
4.2.2 Descriptive research:
The researcher has adopted descriptive research design for the purpose of this survey.
Descriptive studies are those studies which is concerned with describing the characteristics of a
particular individual, or of a group.

Page 12
4.2.3 Types of data
1) Primary data
2)Secondary data
Primary Data:
First time collected data are referred to as primary data. In this research the primary data was
collected by means of a Structured Questionnaire. The questionnaire consists of number of
questions in printed form. It has both open-end closed end questions in it.
Section I- Personal Data: This section includes questions soliciting the respondent’s details such
as Age, Gender, Marital status, Education, Designation, section and Work experience.
Section II- Scale for measuring the issues: It comprises of single open ended type and various
close ended questions which includes yes no type, scaling and other optional questions.
Secondary Data:
Data which has already gone through the process of analysis or were used by someone else
earlier is referred to secondary data. This type of data was collected from the books, journals,
company records etc.
4.2.4 Sampling Unit:
Sampling unit refers to process of defining the target population that will be sample. Hence for
the present study, data was collected by means of questionnaire from the employees.
4.2.5 Sample Size:
Sample size plays a critical role, because the generalizability of the conclusion depends on
sample size. Sample size for the present study is 100.

Page 13
4.2.6 Sampling Method:
Sampling means the method of selecting a sample from a given universe with a view to draw
conclusions about the universe. Sample means representative of universe selected for the study.
Sampling is a process of units(e.g. People) from a population of the interest
Sampling method is divided into 2 types
1) Probability Method
2) Non Probability Method
The sampling method that was chosen is entirely non probabilitistic in nature. In non
probabilitistic method the researcher has adopted convenience sampling method.
In this method, the researcher select the accessible population members from which to get
information and the items selected are easy to approach or easy to measure.
4.2.7 Limitations of the study:

 The individual perspective appears to be different.
 Some of the respondents are hesitated to tell the truth so that it may result in wrong
statistical data.
 The department has allowed the researcher to collect the data from the limited respondents
only and limited departments only.

Page 14
DATA ANALYSIS
TABLE 5.1
SHOWING THE NUMBER OF EMPLOYEES SATISFIED WITH THE WORKING

ENVIRONMENT PROVIDED BY THE ORGANISATION
RESPONSES RESPONDENTS PERCENTAGE
STRONGLY AGREE 27 27
AGREE 57 57
DISAGREE 11 11
STROGLY DISAGREE 5 5
TOTAL 100 100
ANALYSIS
From the above data it is analyzed that out of 100 respondents 27 of them strongly agree, 57 of
them agree that they are satisfied with the working environment provided by the organization, 11
of them disagree and 5 respondents strongly disagree to the same.

Page 15
GRAPH 5.1
SHOWING THE NUMBER OF PEOPLE SATISFIED WITH THE WORKING ENVIRONMENT
60
50
INFERENCE
From the above data it is implied that most of the employees agree that
the working environment provided by the organization is satisfactory.

Page 16
GRAPH 5.2
SHOWING THE RATINGS OF THE FOLLOWING INFRASTRUCTURE AT LKP.
60
50
40
30
20
10
SEATING DRINKING VENTILATION, LIGHTS AMBIENCE CANTEEN ( IF
ARRANGEMENT WATER FACILITY A/C APPLICABLE)
EXCELLENT GOOD AVERAGE POOR
INFERENCE:
From the above chart it is implied that most of the employees say drinking water facility and
lighting facility is excellent, seating arrangement and ambience is good, equal number of
respondents say ventilation and A/C facility is good and average, while a few employees say that
the canteen facility is average.

Page 17
TABLE 5.3
SHOWING THE LEVEL OF SATISFACTION REGARDING THE FOLLOWING
RESPONSES EXCELLENT GOOD AVERAGE POOR TOTAL
SALARY AND BENEFITS 17 26 48 9 100
WORK ASSIGNMENTS 52 12 22 14 100
PROMOTION POLICIES 30 17 19 34 100
TRANSPORT FACILITIES 41 25 27 7 100
OTHER BENEFITS Nil Nil Nil Nil 12
ANALYSIS:
From the above table the level of satisfaction regarding the following are analysed as
under:
SALARY AND BENEFITS: Out of the 100 respondents 48 of them say the
salary and benefits given at LKP is excellent, 17 employees say it is good, 26
employees say average and 9 employees say poor salary and benefits is given.

Page 18
WORK ASSIGNMENTS: Out of the 100 respondents, 52 employees say it is

excellent,12 employees say it is good ,22 employees say average and 14 employees
say the work assignment is poor.
PROMOTION POLICIES: 30 respondents out of 100 say that the promotion

policy in the company is excellent, 17 respondents say it is good, 19 respondents say
it is average and 34 respondents say the promotion policy is poor.
TRANSPORT FACILITIES: Out of the 100 respondents, 41 respondents say

the transport facility provided at LKP is excellent, 25 respondents say it is good, 27
respondents say average and 7 respondents say it is poor.
OTHER BENEFITS: Out of the 100 respondents, 12 respondents say they are
provide with guest house facility at LKP.

Page 19
TABLE 5.4
SHOWING IF THE ORGANISATION COMMUNICATE ABOUT THE WORK

RESPONSIBILITIES AND WORK RELATED DEMANDS EFFECTIVELY AND IN A TIMELY
MANNER TO IT’S EMPLOYEES
RESPONSES RESPONDENTS PERCENTAGES
AGREE 52 52
DISAGREE 8 8
STRONGLY DISAGREE 4 4
TOTAL 100 100
ANALYSIS:
From the above table it is analyzed that out of 100 respondents 36 of them strongly agree that
the organization communicates effectively about the work responsibilities and demands while 52
respondents agree, 8 of them disagree and 4 respondents strongly disagree to the same.

Page 20
CHART 5.4
SHOWING IF THE ORGANISATION COMMUNICATE ABOUT THE WORK

RESPONSIBILITIES AND WORK RELATED DEMANDS EFFECTIVELY AND IN A TIMELY
MANNER TO IT’S EMPLOYEES
4%
8%
36%
STRONGLY AGREE AGREE DISAGREE STRONGLY DISAGREE
INFERENCE
From the above data it is implied that majority of the respondents agree that the organization
communicates about the work responsibilities and work related demands effectively and in a
timely manner.

Page 21
TABLE 5.5
SHOWING IF EMPLOYEES AT LKP FEEL FREE TO ASK ADVICE AND SUPPORT

FROM THEIR SUPERIOR
REPONSES RESPONDENTS PERCENTAGE
AGREE 52 52
DISAGREE 14 14
TOTAL 100 100
ANALYSIS :
From the above table it is analyzed that 24 out of 100 respondents strongly agree, 52
respondents agree that they feel free to ask advice from the superior,14 respondents
disagree and 10 respondents strongly disagree to the same.

Page 22
CHART 5.6
SHOWING IF EMPLOYEES AT LKP FEEL FREE TO ASK ADVICE AND SUPPORT

FROM THEIR SUPERIOR
INFERENCE :
From the above data it is implied that most of the employees feel free and
comfortable to ask advice and support from their superiors at LKP.

Page 23
TABLE 5.7
SHOWING IF BETTER WORKING ENVIRONMENT MOTIVATES THE WORKER
REPONSES RESPONDENTS PERCENTAGE
AGREE 10 10
DISAGREE 21 21
TOTAL 100 100
ANALYSIS:
From the above table it can be analysed that 62 employees out of 100 strongly agree,
10 employees agree, 21 employees disagree and 7 employees strongly disagree that
better working environment motivates them.

Page 24
CHART 5.8
SHOWING IF BETTER WORKING ENVIRONMENT MOTIVATES THE WORKER
INFERENCE:
From the above data it is implied that most of the employees at LKP strongly
agree that better working environment motivates them to get better outcome.

Page 25
TABLE 5.9
SHOWING IF WORKING IN THE ORGANISATION GIVES THE EMPLOYEES A FEELING

OF SECURITY AND IMPROVES PRODUCTIVITY
YES 44 44
NO 24 24
SOMETIMES 32 32
TOTAL 100 100
ANALYSIS :
From the above table it can be analyzed that 44 respondents out of 100 say yes that
working in this organization gives a feeling of security and improves productivity
while 24 respondents say no and 32 of them say sometimes.

Page 26
CHART 5.10
SHOWING IF WORKING IN THE ORGANISATION GIVES THE EMPLOYEES A FEELING

OF SECURITY AND IMPROVES PRODUCTIVITY
SOMETIMES 32
NO 24
INFERENCE:
From the above chart it is implied that most of the employees out of the
total respondents say that working at LKP gives them a feeling of
security and improves productivity.

Page 27
TABLE 5.11
SHOWING IF EMPLOYEES ARE SATISFIED WITH THE WORKING HOURS AT LKP
YES 13 13
NO 87 87
TOTAL 100 100
ANALYSIS:
From the above table it is analysed that 13 respondents say yes, 87

respondents say no that they are not satisfied with the working hours at
LKP.

Page 28
CHART 5.12
SHOWING IF EMPLOYEES ARE SATISFIED WITH THE WORKING HOURS AT LKP
13%
YES
NO
INFERENCE:
From the above chart it is implied that majority of the employees at LKP
are dissatisfied with the working hours.

Page 29
TABLE 5.13
SHOWING THE RATING OF LEAVE POLICY IN THE ORGANISATION
RESPONSES RESPONDENTS PERCENTAGES
EXCELLENT 22 22
GOOD 28 28
AVERAGE 46 46
POOR 4 4
TOTAL 100 100
ANALYSIS:
From the above table it is analysed that 22 respondents out of 100 say that
leave policy in the organisation is excellent, 28 of them say it is good , 46
respondents say it is average while 4 of them say it is poor.

Page 30
CHART 5.14
SHOWING THE RATING OF LEAVE POLICY IN THE ORGANISATION
46
EXCELLENT GOOD AVERAGE POOR
28
INFERENCE:
From the above data it is implied that majority of the employees at LKP
say the leave policy in the organisation is average.

Page 31
TABLE 5.15
SHOWING IF THERE IS A POLICY IN THE COMPANY TO TAKE TIME OFF TO

MEET PERSONAL OBLIGATIONS
YES 24 24
NO 16 16
OFTEN 48 48
RARELY 12 12
TOTAL 100 100
ANALYSIS:
From the above table it is analysed that 24 respondents say yes there is a
policy in the company to take time off to meet personal obligations, 16
respondents say no,48 respondents say often while 12 respondents say
rarely to the same.

Page 32
TABLE 5.16
SHOWING IF THE ORGANISATION TAKE ANY INITIATIVE TO MANAGE WORK LIFE

OF EMPLOYEES
PROVIDE FLEXIBLE WORKING HOURS 8 8
PROVIDE LEAVES TO MANAGE WORKS 87 82
ALLOW WORK FROM HOME 0 5
OTHER MEASURES 5 5
TOTAL 100 100
ANALYSIS
From the above table it is analysed that 8 respondents out of 100 say they
are provided with flexible working hours, 87 respondents say that they are
provided with leaves to manage personal works, 0 respondents say they
are allowed to work from home while 5 respondents say they are provided
with other measures.

Page 33
CHART 5.16
SHOWING IF THE ORGANISATION TAKE ANY INITIATIVE TO MANAGE WORK LIFE

OF EMPLOYEES
INFERENCE:
From the above chart it is implied that majority of the respondents say
they are provided with leaves to manage their personal works.

Page 34
TABLE 5.17
SHOWING THE LEVEL OF SCOPE FOR CAREER DEVELOPMENT IN THE

ORGANISATION.
HIGH 22 22
MODERATE 46 46
LOW 32 32
TOTAL 100 100
ANALYSIS:
From the above table it is analysed that 22 respondents say there is a high level of
scope for career development at LKP, 46 respondents say moderate, 32 of them say
low for the same.

Page 35
TABLE 5.18
SHOWING IF THE EMPLOYEES ARE SATISFIED WITH THE OPPORTUNITIES GIVEN TO

THEM TO APPLY THEIR TALENTS AND EXPERTISE IN THE ORGANISATION
AGREE 78 78
DISAGREE 0 0
TOTAL 100 100
ANALYSIS
From the above table it can be analysed that 22 respondents strongly agree and 78 respondents
agree that they are satisfied with the opportunities given to them in the organisation to apply their
talents while 0 respondents disagree or strongly disagree to the same.

Page 36
CHART 5.19
SHOWING IF THE EMPLOYEES ARE SATISFIED WITH THE OPPORTUNITIES GIVEN TO

THEM TO APPLY THEIR TALENTS AND EXPERTISE IN THE ORGANISATION
INFERENCE:
From the above data it is implied that most of the respondents agree that they are satisfied with
the opportunities given to them to apply their talents and expertise at LKP.

Page 37
TABLE 5.20
SHOWING IF EMPLOYEES ARE SATISFIED WITH THE OPPORTUNITIES AVAILABLE

FOR PROFESSIONAL GROWTH IN THE ORGANISATION
HIGHLY SATISFIED 18 18
SATISFIED 43 43
SOMEWHAT SATISFIED 39 39
DISSATISFIED 0 0
TOTAL 100 100
ANALYSIS:
From the above table it is analysed that 18 respondents out of 100 are highly satisfied, 43 of
them are satisfied, 39 of them are somewhat satisfied and 0 respondents are dissatisfied with the
opportunities available for professional growth in the organisation.

Page 38
CHART 5.21
SHOWING IF EMPLOYEES ARE SATISFIED WITH THE OPPORTUNITIES AVAILABLE

FOR PROFESSIONAL GROWTH IN THE ORGANISATION
INFERENCE:
From the above data it is implied that most of the respondents are satisfied, while the few other
respondents are somewhat satisfied with the opportunities available for professional growth in the
organisation.

Page 39
TABLE 5.22
SHOWING IF THE EMPLOYEES HAVE A CLEAR JOB DESCRIPTION / KEY

RESULTING AREAS
AGREE 54 54
DISAGREE 19 19
TOTAL 100 100
ANALYSIS:
From the above table it is analysed that 27 respondents say they strongly agree, 54 respondents say
they agree that they have a clear job description / Key resulting areas while 19 of them say they
disagree and 0 respondents say they strongly disagree to the same.

Page 40
CHART 5.23
SHOWING IF THE EMPLOYEES HAVE A CLEAR JOB DESCRIPTION / KEY

RESULTING AREAS
INFERENCE:
From the above data it is implied that majority of the respondents agree that they have clear
job descriptions / Key resulting areas in the organisation.

Page 41
TABLE 5.24
SHOWING IF EMPLOYEES ARE GIVEN ADEQUATE TIME TO PERFORM WORK
YES 54 54
NO 11 11
OFTEN 16 16
RARELY 19 19
TOTAL 100 100
ANALYSIS
From the above table it is analysed that 54 respondents say yes, 11 respondents say no, 16
respondents say often while 19 respondents say rarely they are given adequate time to perform
the work.

Page 42
CHART 5.25
SHOWING IF EMPLOYEES ARE GIVEN ADEQUATE TIME TO PERFORM WORK
INFERENCE:
From the above chart it is implied that majority of the employees at LKP say yes that they are
given adequate time to perform the works assigned to them.

Page 43
TABLE 5.26
SHOWING IF THERE IS A HARMONIOUS RELATIONSHIP AMONG THE COLLEAGUES

IN THE ORGANISATION
AGREE 32 32
DISAGREE 6 6
TOTAL 100 100
ANALYSIS:
From the above table it is analysed that 57 respondents strongly agree, 32 of them agree that
they have harmonious relationship among the colleagues in the organisation, while 6 of them
disagree and 5 of them strongly disagree.

Page 44
CHART 5.27
SHOWING IF THERE IS A HARMONIOUS RELATIONSHIP AMONG THE COLLEAGUES

IN THE ORGANISATION
INFERENCE :
From the above data it is implied that majority of the respondents strongly agree that there is a
harmonious relationship among the colleagues at LKP.

Page 45
TABLE 5.2
SHOWING PRODUCTIVITY AND EFFICIENCY WILL INCREASE IF:
(1 BEING THE LOWEST AND 5 BEING THE HIGHEST)
RESPONSES 5 4 3 2 1 TOTAL
SALARY IS GOOD 48 26 11 10 5 100
WORKING ATMOSPHERE IS GOOD 32 24 20 10 14 100
WORK CULTURE IS GOOD 21 14 16 24 25 100
GROWTH OPPORTUNITIES ARE GIVEN 46 22 12 9 11 100
COLLEAGUES AND TEAM WORK IS GOOD 33 42 16 4 5 100
IF SUPERIOR & SUB ORDINATE

RELATIONSHIP 20 27 36 11 6 100
IS GOOD

Page 46
ANALYSIS:
From the above table it is analysed that according to the preference of employees at LKP
productivity and efficiency increase with the following:
The highest preference being the salary followed by the growth opportunities, if colleagues and
team work is good, working atmosphere is good, work culture is good and lastly if superior and
sub ordinate relationship is good.

Page 47
FINDINGS
From the study conducted regarding the Quality of Work Life of employees at
LKP PVT LTD, it is found that:
TO STUDY THE WORK ENVIRONMENT, ORGANISATIONAL CLIMATE AND

CONDITION THAT MAKES AN IMPACT ON THE QWL OF EMPLOYEES
 Most of the employees at LKP feel that the working environment provided by the
organisation is satisfactory.

 Most of the employees say drinking water facility and lighting facility is excellent,
seating arrangement and ambience is good, equal number of respondents say
ventilation and A/C facility is good and average, few employees say that the
canteen facility is average at LKP.

 Majority of the respondents say work assignments allotted and the transportation
facility provided to them is excellent, salary and benefits provided by the organisation
is average while the promotion policy is poor.

 Majority of the respondents agree that the organisation communicates about the work
responsibilities and work related demands effectively and in a timely manner.

 Most of the employees feel free and comfortable to ask advice and support from their
superiors at LKP.

 Most of the employees at LKP strongly agree that better working environment
motivates them to get better outcome

Page 48
TO KNOW WHETHER THE EMPLOYEES ARE ABLE TO BALANCE

PERSONAL AND WORK RELATED DEMANDS

 Majority of the employees at LKP say the leave policy in the organisation
is average.

 Majority of the respondents say yes, that the company organises team outings /
picnics as a part of recreational activity.

 Majority of the respondents say often they are permitted to take time off from
the work life to meet their personal obligations.

 Most of the respondents say they are provided with leaves to manage their
personal works.





TO STUDY THE CAREER GROWTH AND DEVELOPMENT
OPPORTUNITIES IN THE ORGANISATION
 Most of the respondents say there is a moderate level of scope for career
development in the organisation.

 Most of the respondents agree that they are satisfied with the opportunities
given to them to apply their talents and expertise at LKP.
 Most of the respondents are satisfied, while the few other respondents are
somewhat satisfied with the opportunities available for professional growth
in the organization.

Page 49
TO KNOW WHETHER THE QWL LEADS TO IMPROVED

PRODUCTIVITY OF THE ORGANISATION
 Most of the employees out of the total respondents say that working at LKP
gives them a feeling of security and improves productivity.

 Most of the employees feel the productivity and efficiency increases if salary
and benefits given are good followed by the other factors according to their
preferences.

 More than half of the respondents are highly satisfied and
comfortable with their work at LKP.

 Majority of the employees at LKP say the overall quality of work life is good.

Page 50
7.1 SUGGESTION:
 Job satisfactions are found to be good and it can improve by providing the satisfactory
seating arrangement.
 The organization can provide regular medical checkup for improving the medical
facilities.
 The organization can provide bus/cab facilities from quarters to office.
 The organization can provide effective training for efficient performance of employees.
 The Organization can appoint special computer trainee to meet out the present
computerization of the department.

Page 51
CONCLUSION
Every organization has to satisfy some of the basic needs and demands of its employees because
the satisfied and motivated employees are the source of achieving the organizational goals and
objectives. In order to use the maximum potential of the human resource, the organization has to
provide them with the best quality of working life.
The Quality of Work Life in an organization is an indicator of the motivational level of the
employees of the organization. It reflects the workers condition in the organization. A better
Quality of Work Life leads to a sustained higher productivity for the organization. The job
satisfaction level of the employees at LKP is higher. The reason could be that employees get
relevant work, regular feedbacks, challenging job which brings a satisfaction from the work.
Though the employees are satisfied with their job at LKP, they are not satisfied with a few
components like the salary packages. As money alone is not a motivating factor, hence we
cannot conclude that it leads to de-motivation. But the organization maintains a salary which
supports the hygiene needs of the employees as mentioned by Herzberg's in his Two-factor
theory.
It can be concluded saying that the overall Quality of Work Life at LKP is satisfactory and
this is the positive sign for the organization as satisfied employee's leads to higher
productivity.

Page 52
BIBILIOGRAPHY
BOOKS:
 Ashwathappa K, Human resource and personnel management, fourth

edition, the Mc Graw Hill companies.

 Snell / Bohlander, Human resource management, India edition, Thomson Publishers.


 Mondy Wayne R, Human resource management, Tenth edition, Pearson Publishers.


 Pattanayak Biswajeet, Human resource management, Third edition, PHI Learning

Private Limited.
WEBSITES:
www.hrmagazine.co.uk/
www.scribd.com
www.citehr.com
www.wikipedia.com
www.slideshare.com

Page 53
QUESTIONNAIRE
DEAR SIR/MADAM
I am Vageesh P.K, student of Sindhi Institute of Management. As a part of my curriculum I have

undertaken a project on Quality of Work Life of employees. The data collected through this
questionnaire will be used only for academic purpose and will be treated with utmost
confidentiality.
PERSONAL DETAILS
AGE : Less than 30 years

31- 40 years
41-50 years
51 and above
GENDER : Male
Female
Others
MARITAL
STATUS : Married
Unmarried
CURRENT JOB DETAILS :

a. Experience : Below 5
years 5-7
years
7-10 years
10-15 years
15 and above

Page 54
RESEARCH DATA
1. Are you satisfied with the working environment provided by the organisation?
a. Strongly agree
b. Agree
c. Disagree
d. Strongly disagree
2. Please rate the following infrastructure.
Seating
arrangement
Drinking water
facility
Ventilation,
A/c
Lights
Ambience

Page 55
3. List out your satisfaction level regarding the following
a. Salary and benefits
b. Work assignment
c. Promotion policies
d. Transport facilities
e. Other benefits, (if any please specify)
4. Does the organisation communicate about the work responsibilities and work
related demands effectively and in a timely manner to it’s employees?
a. Strongly agree
b. Agree
c. Disagree
5. Do you feel free to ask advice and support from the superior?
a. Strongly agree
b. Agree
c. Disagree
6. Better working environment motivates the worker.
a. Strongly agree
b. Agree
c. Disagree

Page 56
7. Does working in the organisation give you a feeling of security and improves
your productivity?
a. Yes
b. No
c. Sometimes
8. Are you satisfied with the working hours of the organisation?
a. Yes
b. No ( if No, please specify)
9. How do you rate the leave policy of the organisation?
a. Excellent
b. Good
c. Average
d. Poor
10. Does the company organise team outings/ picnics?
a. Yes
b. No
c. Sometimes
11. Is there a policy in the company to take time off to meet personal obligations ?
a. Yes
b. No
c. Often
d. Rarely
12. Does your organisation take any initiative to manage work life of employees?
a. Provide flexible working hours

b. Provide leaves to manage work life
c. Allow work from home
d. Other measures (if any, specify)

Page 57
13. What is the level of scope for career development in the organisation?
a. High
b. Moderate
c. Low
14. I am satisfied that I have the opportunities to apply my talents and expertise in
the organisation.
a. Strongly agree
b. Agree
c. Disagree
d. Strongly disagree ( if disagree or strongly disagree , give suggestions)

Page 58
15. How satisfied are you with the opportunities available for professional growth in
the organisation.
a. Highly satisfied
b. Satisfied
c. Somewhat satisfied
d. Dissatisfied ( if dissatisfied, give suggestions)
16. Do you have a clear Job Description / Key Resulting Areas?
a. Strongly agree
b. Agree
c. Disagree
17. Are you given adequate time to perform your work?
a. Yes
b. No
c. Often
d. Rarely
18. Is there a harmonious relationship with your colleagues in the organisation.
a. Strongly agree
b. Agree
c. Disagree

Page 59
19. Productivity and efficiency will increase if :
( Rank in the order of your preference, 1 being the lowest and 5 being the highest)
a. Salary is good
b. Working atmosphere is good
c. Work culture is good
d. Growth oppurtunities are given
e. Colleagues and team work is good
f. If superior and sub ordinate relationship is good

Page 60
20. In general how satisfied and comfortable are you with the work?
a. Highly satisfied
b. Satisfied
c. Somewhat satisfied
d. Dissatisfied
21. Your opinion about overall Quality of Work Life.
a. Excellent
b. Good
c. Average
d. Poor
22. Any suggestions would you like to give to improve overall Quality of Work Life in your
organisation? ( Restricted to 3 suggestions)
a.
b.
c.

Page 61

Job Satisfaction:: Sindhi Institute of Management

Uploaded by

Copyright:

Available Formats

Job Satisfaction:: Sindhi Institute of Management

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Job Satisfaction:: Sindhi Institute of Management

Uploaded by

Copyright:

Available Formats

A STUDY ON QUALITY OF WORK LIFE

Factors affecting quality of work life:

SINDHI INSTITUTE OF MANAGEMENT

Health conditions of employees:

Personal and career growth opportunities:

An organization should provide employees with opportunity for personal/professional development

Participative management style and recognition:

Flat organization structure helps organization facilitate employee participation. A Participative

Autonomous Work Teams:

SINDHI INSTITUTE OF MANAGEMENT

Work life balance:

SINDHI INSTITUTE OF MANAGEMENT

physical and financial performance of organization. Studies on behavioral aspects seem to be

Need of the study:

Scope of the study:

SINDHI INSTITUTE OF MANAGEMENT

 Compensation and the reward for the work

Significance of the study:

SINDHI INSTITUTE OF MANAGEMENT

1. Journal Name - Organizational Behavior and Human Performance, 16,

Title- Motivation through the design of work: Test of a theory.

2. Journal Name: Occupational Psychology, 52

P.No: 129-148 Year:1979 Author: Warr. P, Cook. J and Wall. T

3. Journal Name: Occupational Behavior, 5

Title: - Accounting for the quality of work life.

P.No: 197-212. Year: 1984 Author: Mirvis, P. H. and Lawler, E.

SINDHI INSTITUTE OF MANAGEMENT

4. Journal Name: Organizational Behavior, 12

P.No: 379-386. Year: 1991 Author: Baba V. B., & Jamal, M

5 Journal Name: Journal of Management, 25

P.No: 357-384. Year: 1999 Author: Danna & Griffin

6. Book name: Social Indicators Research, 55

P.No: 357-384. Year: 1999 Author: Sirgy, M.J., & Efraty,J

SINDHI INSTITUTE OF MANAGEMENT

SINDHI INSTITUTE OF MANAGEMENT

SINDHI INSTITUTE OF MANAGEMENT

Products and Services

SINDHI INSTITUTE OF MANAGEMENT

CSR OF LKP PVT LTD

SINDHI INSTITUTE OF MANAGEMENT

4.1 Objectives of the study:

1. To determine the factors influencing the quality of work life

2. To measure the level of satisfaction of employees towards quality of work life.

3. To find out the way to improve quality of work life

4.2 RESEARCH METHODOLOGY

4.2.1 Type of research:

4.2.2 Descriptive research:

SINDHI INSTITUTE OF MANAGEMENT

4.2.3 Types of data

4.2.4 Sampling Unit:

4.2.5 Sample Size:

SINDHI INSTITUTE OF MANAGEMENT

4.2.6 Sampling Method:

Sampling method is divided into 2 types

2) Non Probability Method

4.2.7 Limitations of the study:

SINDHI INSTITUTE OF MANAGEMENT

SHOWING THE NUMBER OF EMPLOYEES SATISFIED WITH THE WORKING