CHAPTER 1

INTRODUCTION

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1.1 Introduction About the Study:

The term refers to the favorableness or unfavourableness of a total job

environment for people. QWL programs are another way in which organizations
recognize their responsibility to develop jobs and working conditions that are excellent
for people as well as for economic health of the organisation. The elements in a typical
QWL program include – open communications, equitable reward systems, a concern for
employee job security and satisfying careers and participation in decision making. Many
early QWL efforts focus on job enrichment. In addition to improving the work system,
QWL programs usually emphasize development of employee skills, the reduction of
occupational stress and the development of more co-operative labor-management
relations.

QWL means having good supervision, good working conditions, good pay and
benefits and an interesting, challenging and rewarding job. High QWL is sought through
an employee relations philosophy that encourages the use of QWL efforts, which are
systematic attempts by an organisation to give workers greater opportunities to affect
their jobs and their contributions to the organization‘s overall effectiveness. That is, a
proactive human resource department finds ways to empower employees so that they
draw on their "brains and wits," usually by getting the employees more involved in the
decision-making process.

1.2 Statement of the problem:

Quality of work life is the degree to which members of the

organization are able to satisfy their personal needs through their experience in the
organization. This is one of the problems of creating a human work environment where
employees work cooperatively and contribute to organizational objectives. The work -
life balance must be maintained effectively to ensure that all employees are running at
their peak potential and free from stress and strain
In the present scenario, satisfying employees and retaining them in our
concern is a tough job for the employers. This study encompasses both the direct and
indirect attributes that helps the management to provide a good strengths and weakness of
the organization for the betterment

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1.3 Significance of the study:

 The researcher can gain practical knowledge on the subject.

 Get a chance to interact with the employees on the topic
 Company can know about their QWL and how well they can improve it
 Can implement new methods to improve QWL
 Helps to know more about their organization.
 Opportunity to express their opinion and ideas.

1.4 Review of Literature:

Quality of Work life of Employees

The term quality of work life aims (QWL) aims at changing entire organizational
climate by humanizing work, individualizing the organization and changing the structural
managerial system. It seeks to create culture of work commitment in the organization
which will ensure higher productivity for the company and greater job satisfaction for the
employee. Quality of work Life program is the another dimension in which employers
has the responsibility to provide congenial environment i.e. excellent working conditions
where people perform excellent work also their health of the organization is also met.
Now a day to retain the employees in the organization providing healthy QWL is the key
factor. In earlier times QWL means only job enrichment. In addition to improving the
work system, QWL programs usually emphasize on development of employees skills, the
reduction of occupational stress and the development of more Co-operative labour-
management relations. The term ―Quality of Work Life‖ has different meaning for
different people

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 According to American Society of Training and Development,‖ QWL is a process
of work organization which enables its members at all levels to participate actively and
effectively in shaping the organization‘s methods and outcome.

Richard E Walton states a much broader concept of QWL proposing

eight conceptual categories viz. Adequate and fair compensation, safe and healthy
working conditions, opportunity to use and develop human capacities, future opportunity
for continued growth and security, social integration in the workplace, social relevance
of work, balanced role of work in the total life space and constitutional in the work
organization etc .it is rare to find Work-life situations that satisfies all eight criteria.

Taylor (1979) more pragmatically identified the essential components of quality

of work life as: basic extrinsic job notions of the nature of the work life. He suggested
that relevant Quality of working life may vary according to organization and employee
group.

Mirvis and Lawler (1984) 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 for advancement.

Babaand jamal(1991) listed what they described as typical indicators of

quality of work life, including: job satisfaction, job involvement, workrole ambiguity,
work role conflict, work role overload, job stress, organizational commitment and turn-
over intentions.

Graham S Lowe: There is a growing recognition that work-environment factors

affect health system performance (basically, the work environment factors affect the
quality of work life ,individual quality of work life outcomes, and organizational
outcomes) The study mainly focuses on various factors such as work hours, schedules,
time off, professional development and training ,job quality, workload, job satisfaction,
work team or unit, quality of supervision and management, organizational change, work

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life balance, health and well-being, career plans and basic demographic and employment
characteristics affect the work environment and work life of health care providers.

Janne Dunham and Joseph Z.pinczuk,2004:Quality work environment is basically

an outcome of strong and effective leadership skills. In a quality workplace the leadership
ensures and facilities goal alignment, trust and commitment, cooperation and team work,
problem solving and effective dispute resolution. Leaders who effectively communicate
are able to make individuals feel like they belong and are and accepted and abandon any
fears of rejection and abandonment. In making workplaces work better: sailing the seven
C‘s (courage, consideration, consistency, clarity, commitment, capacity and competence)
provide a platform for building a culture in which teamwork thrives and people are happy
,productive and able to remain resilient in the face of constantly churning whitewaters.

Khani A Jaasarpour : The concept of quality of work life (QWL) deals with the
issue of how rewarding or satisfying the time spent in the workplace is . As such, QWL
may reflect working conditions and contextual issues such as relationships with work
colleagues and the intrinsic satisfaction of the job itself. a movement focusing on
employee perceptions of job satisfaction and job challenges, healthy and safety at work,
job fulfillment and working conditions and the balance between work and non-work. The
movement has promoted such as flextime, autonomy, employee participation in decision
making etc. Underlying this useof QWL is the belief that it enhances employee
performance and productivity; however, empirical proof of this relationship is not
conclusive. Quality of Work Life dependent on the extent to which an employee feels
valued, rewarded, motivated, consulted, and empowered. It is also influenced by factors
such as job security, opportunities for career development, work patterns and work life
balance.

Various authors and researchers have proposed models of quality of work life
which include a wide range of factors. Some selected factors are reviewed below.

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 Hackman and Oldham (1979) drew attention to what they described as
psychological growth needs as relevant to the consideration of quality of work life.
Several such needs were identified as Skills variety, Task identity, Task significance,
Autonomy, Feedback

They suggested that such needs have to be addressed if employees are to experience high
quality of work life.

In contrast to such theory based models, Taylor (1979) more pragmatically

identified the essential components of quality of work life as basic intrinsic job factors of
wages, hours and working conditions, and the intrinsic job notions of the nature of the
work itself. He suggested that a number of other aspects could be added, including:

Individual power, Employee participation in the management, Fairness and equity, Social
support, Use of one‘s present skills, Self development, A meaningful future at work,
Social relevance of work or product, Effect on extra work activities

Taylor suggested that relevant quality of work life concepts may vary
according to organization and employee group. War and colleagues (1979), in an
investigation of quality of working life, considered a range of apparently relevant factors
include:

 Work environment
 Intrinsic job motivation
 High order need strength
 Perceived intrinsic job characteristics
 Job satisfaction
 Happiness
 Self-related activity

They discussed a range of correlations derived from their work, such as those between
work involvement and job satisfaction, perceived intrinsic job characteristics and job

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satisfaction, In particular it founds evidence for a moderate association between total job
satisfaction and total life satisfaction and happiness, with a less strong, but significant
association with self-rated anxiety.

Thus while some authors have emphasized the work place aspects in quality of
work life, others have identified the relevance of personality factors, psychological
wellbeing and broader concepts of happiness and life satisfaction.

Factors more obviously and directly affecting work have however, served as the
main focus of attention, as researchers have tried to tease out the important influences on
quality of working life in workplace.

Baba and Jamal (1991) described as typical indicators of quality of work life and
also explored routinisation of job content, suggesting that this face should be investigated
as part of the concept of quality of working life.

Some have argued that quality of working life might vary between groups of
workers. For example, Ellis and pompli(2002) identified a number of factors contributing
to job dissatisfaction and quality of working life, including;

 Poor working environment

 Resident aggression
 Work load, inability to deliver quality of care preferred
 Balance of work and family
 Shift work
 Lack of involvement in decision making
 Professional isolation
 Lack of recognition
 Poor relationships with superiors/peers
 Role conflict
 Lack of opportunity to learn new skills.

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Sirgey et al (2001) suggested that the key factors in quality of working life are

 Need satisfaction based on job requirement

 Need satisfaction based on work environment
 Need satisfaction based on supervisory programs
 Organizational commitment.

They defined quality of work life as satisfaction of these key needs through resources,
activities and outcomes stemming from participation in the work place. Needs as defined
by the psychologist, Abraham Maslow, 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 work life.

These attempts at defining at quality of work life have included theoretical

approaches, list of identified factors, co-relationional analysis, with opinions varying as
to whether such definitions and explanations can be both global, or need to specific to
each work setting.

Bearfield (2003) used 16 questions to examine quality of work life ,and distinguished
between causes of dissatisfaction in professionals intermediate clerical, sales and service
workers, indicating that different concerns might have to be addressed for different
groups.

The distinction made between job satisfaction in quality of working life reflects the
influence of job satisfaction theories. Herzberg (1959) used ―Hygiene factors‖ and
―Motivational factors‖ to distinguish between the separate causes of job satisfaction and
job dissatisfaction. It has been suggested that motivation factors are intrinsic to the job
that is job content, the work itself responsibility and advancement. The hygiene factors or
dissatisfaction avoidance factors include aspects of the environment such as interpersonal

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relationships, salary, working conditions and security. Of these most common causes of
job dissatisfaction can be company policy and administration, while achievement can be
the greatest source of extreme satisfaction.

An individual‘s experience of satisfaction or dissatisfaction can be substantially

rooted in their perception, rather than simply reflecting their ―real world‖. Further, an
individual‘s perception can be affected by relative comparison –am i paid as much as that
person –and comparison of internalized ideals, aspirations and exceptions, for example
with the individuals current state (Lawler and Porter,1996).in summary where it has been
considered, authors differ in their views on the core constituents of quality of working
life E.g. Sirgy, Efraty, Siegel & Lee, 2001and war, cook & wall 1979

1.5 Objectives of the Study:

 To study the employees quality of work life that exists in the organization
 To identify the factors affecting quality of work life.
 To analyze the relationship between QWL and factors affecting QWL
 To provide suitable suggestions based on results and findings

1.6 Hypothesis of the study:

H01 – There is no significant relationship between Quality of Work Life and factors
affecting Quality of Work Life

1.7 Methodological Design of the study:

Research methodology is a way to systematically solve the research problem. It is a

science to study how the research is done scientifically. According to Webster, ―To
research is to search or investigate exhaustively. It is a careful or diligent search, studios

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inquiry or examination especially revised or accepted theories. It can also be the
collection of information about a particular subject‖.

Primary data is collected for the problem at hand, usually at a significant cost.
Primary data are collected by means of conducting survey‘s, using a Questionnaires

1.8 Sampling Design:

A sample design is a definite plan for obtaining a sample from the sampling
frame. It refers to the technique or the procedure that the researcher would adopt in
selecting some sampling units from which influences about the population is drawn.
Sampling design is determined before any data are collected. The sampling technique
used in this study is ―Simple Random Sampling‖

In statistics, a simple random sample is a subset of individuals (a sample)

chosen from a larger set (a population). Each individual is chosen randomly and entirely
by chance, such that each individual has the same probability of being chosen at any
stage during the sampling process, and each subset of k individuals has the same
probability of being chosen for the sample as any other subset of k individuals. This
process and technique is known as simple random sampling, and should not be confused
with systematic random sampling. A simple random sample is an unbiased surveying
technique.

Simple random sampling is a basic type of sampling, since it can be a component of

other more complex sampling methods. The principle of simple random sampling is that
every object has the same probability of being chosen

1.9 Tools for Analysis:

 Percentage Analysis
 Correlation test

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1.10 Reference Period:

The reference period of study is from 8th May 2015 to 8th July 2015

1.11 Limitations Of the Study:

The study has the following limitations:

 The study was confined only to Duroflex Alappuzha Pvt Ltd. Hence the
result cannot be generalized.
 This survey is conducted only among permanent employees.
 The study was conducted only for a short period and so in depth analysis
may not be possible.

1.12 Chapterisation:

The reports of the study have been presented in five chapters as given below:

 Chapter 1 deals with brief discussion of the present study, objectives of the study,
scope of the study and limitations of the study.
 Chapter 2 deals with theoretical Framework of the Study

 Chapter 3 deals with an overview of coir-based industries in India and a profile

of Duroflex Pvt Ltd.

 Chapter 4 deals with analysis and interpretation of data.

 Chapter 5 shows the Findings, Conclusion & Suggestions of the study

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 CHAPTER 2

THEORITICAL FRAMEWORK

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Quality of Work life

Quality of life is defined as the level of enjoyment in a person's life. In

general, it is based on many factors. At a minimum, a person's basic needs must be met
for them to have a high quality of life they must be generally healthy, have enough to eat
and have a place to live. Once a person's basic needs are met, that person's quality of life
is largely determined by their own personality, their desires and their level of personal
fulfillment. A person with a high quality of life tends to feel as though all of their
important needs and wants are fulfilled. They are generally happy and overall feel as
though their life is good. A person without quality of life is lacking in one or several
basic areas of his life. For example, the very ill or those who are no longer able to care
for themselves or do activities they enjoy because of physical, mental or financial
restrictions are often said to have a low quality of life.

Quality of Work Life is becoming an increasingly popular concept in recent being

of an employee instead of just focusing on work-related aspects. It is a fact that an
individual‘s life can‘t be compartmentalized and any disturbance on the personal front
will affect his/her professional life and vice-versa. Therefore, organizations have started
to focus on the overall development and happiness of the employee and reducing his/her
stress levels without jeopardizing the economic health of the company.

According to J. Richard and J. Loy, "QWL is the degree to which members of

a work organization are able to satisfy important personal needs through their experiences
in the organization". While the task force set in 1979 by the American Society for
Training and Development [ASTD] defined QWL as a process of work organization
which enables its members at all levels of to actively participate in shaping the
organization‘s environments, methods and outcomes. This value based process is aimed
towards meeting the twin goals of enhanced effectiveness of organization and improved
quality of life at work for employees. QWL efforts are systematic efforts made by an
organization to give its employees a greater opportunity to affect the way in which they
do their jobs and the contributions they make to the overall effectiveness of their

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organization

Richard E.Walton explains quality of work life in terms of eight broad conditions
of employment that constitute desirable quality of work life (QWL). He proposed the
same criteria for measuring QWL. Those conditions/criteria include :

1. Adequate and fair compensation.

2. Safe and healthy working condition.
3. Opportunity to use and develop human capacities.
4. Opportunity for career growth.
5. Social integration in the work force.
6. Constitutionalism in the work organization.
7. Work and quality of life and
8. Special relevance of work.

Work is an integral part of our every employees 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.
Work-life balance describes the when, where and how individuals work, leading them
to be able to enjoy an optimal quality of life. Work-life balance is achieved when an
individual‘s right to a fulfilled life inside and outside paid work is accepted and respected
as the norm, to the mutual benefit of the individual, business and society.

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QWL: ACTIVITIES AND CONCERNS

Walton provides eight conceptual categories for analyzing the features of QWL.
They are "adequate and fair compensation, safe and healthy working conditions,
immediate opportunity to use and develop human capacities, future opportunity for
continued growth and security, constitutionalism in the work organization, work and the
total life space, and the social relevance of work life".

The International Labor Office Lists the following areas as concerns of QWL.

 Hours of work and arrangements of working time.

 Work organization and job content.
 Impact of new technologies on working conditions.
 Working conditions of women, young workers, older workers and other special
categories.
 Work-related welfare services and facilities.
 Shop floor participation in the improvement of working conditions.

Nadler and Lawler list the types of QWL activities as participative problem-
solving, work restructuring, innovative reward systems and improving the work
environment.

Davis and Newstrom could perceive a wide range of QWL activities as open
communications, equitable reward systems, a concern for employee-job security, and
participation in job designs. According to him, emphasis should be placed on employee
skill development, the reduction of occupational stress and the development of more co-
operative labour management relations.

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The factors that influence and decide the Quality of work life are:

1. Attitude
2. Environment
3. Opportunities
4. Nature of Job
5. People
6. Stress Level
7. Career Prospects
8. Challenges
9. Growth and Development
10. Risk Involved and Reward

 Attitude: The person who is entrusted with a particular job needs to have
sufficient knowledge, required skill and expertise, enough experience,
enthusiasm, energy level, willingness to learn new things, dynamism, sense of
belongingness in the organization, involvement in the job, inter personnel
relations, adaptability to changes in the situation, openness for innovative ideas,
competitiveness, zeal, ability to work under pressure, leadership qualities and
team-spirit.

 Environment: The job may involve dealing with customers who have varied
tolerance level, preferences, behavioral pattern, level of understanding; or it may
involve working with dangerous machines like drilling pipes, cranes, lathe
machines, welding and soldering machines, or even with animals where
maximum safety precautions have to be observed which needs lot of
concentration, alertness, presence of mind, quick with involuntary actions,
synchronization of eyes, hands and body, sometimes high level of patience,
tactfulness, empathy and compassion and control over emotions.

 Opportunities: Some jobs offer opportunities for learning, research, discovery,

self-development, enhancement of skills, room for innovation, public recognition,

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 exploration, celebrity-status and loads and loads of fame. Others are monotonous,
repetitive, dull, routine, no room for improvement and in every sense boring.
Naturally the former ones are interesting and very much rewarding also.

 Nature of Job: For example, a driller in the oil drilling unit, a diver, a fire-
fighter, traffic policeman, tram engine driver, construction laborers, welder,
miner, lathe mechanic have to do dangerous jobs and have to be more alert in
order to avoid any loss of limb, or loss of life which is irreparable; whereas a
pilot, doctor, judge, journalist have to be more prudent and tactful in handling the
situation; a CEO, a professor, a teacher have more responsibility and
accountability but safe working environment; a cashier or a security guard cannot
afford to be careless in his job as it involves loss of money, property and wealth; a
politician or a public figure cannot afford to be careless, for his reputation and
goodwill is at stake. Some jobs need soft skills, leadership qualities, intelligence,
decision making abilities, abilities to tram and extract work from others; other
jobs need forethought, vision and yet other jobs need motor skills, perfection and
extreme carefulness.

 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.

 Stress Level: All these above mentioned factors are inter-related and inter-
dependant. Stress level need not be directly proportional to the compensation.
Stress is of different types - mental stress/physical stress and psychological or
emotional stress. A Managing Director of a company will have mental stress, a

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 laborer will have physical stress, a psychiatrist will have emotional stress. Mental
stress and Emotional stress cause more damage than physical stress.

 Career Prospects: Every job should offer career development. That is an

important factor which decides the quality of work life. Status improvement, more
recognition from the Management, appreciations are the motivating factors for
anyone to take keen interest in his job. The work atmosphere should be conducive
to achieve organizational goal as well as individual development. It is a win-win
situation for both the parties; an employee should be rewarded appropriately for
his good work, extra efforts, sincerity and at the same time a lethargic and
careless employee should be penalized suitably; this will motivate the former to
work with more zeal and deter the latter from being so, and strive for better
performance.

 Challenges: The job should offer some challenges at least to make it interesting;
That enables an employee to upgrade his knowledge and skill and capabilities;
whereas the monotony of the job makes a person dull, non-enthusiastic,
dissatisfied, frustrating, complacent, initiative - less and uninteresting. Challenge
is the fire that keeps the innovation and thrill alive. A well-accomplished
challenging job yields greater satisfaction than a monetary perk; it boosts the self-
confidence also.

 Growth and Development: If an organization does not give chance for growth
and personal development it is very difficult to retain the talented personnel and
also to find new talent with experience and skill.

 Risk Involved and Reward: Generally reward or compensation is directly

proportional to the quantum of work, man-hours, nature and extent of
responsibility, accountability, delegated powers, authority of position in the

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 organizational chart, risk involved, level of expected commitment, deadlines and
targets, industry, country, demand and supply of skilled manpower and even
political stability and economic policies of a nation. Although risk is involved in
every job its nature and degree varies in them; All said and done, reward is a key
criteria to lure a prospective worker to accept the offer.

Application to the Workplace

Quality of work life is specifically related to the level of happiness a person

derives for his/her career. Each person has different needs when it comes to their careers;
the quality level of their work life is determined by whether those needs are being met.
While some people might be content with a simple minimum wage job as long as it helps
pay the bills, others would find such a job to be too tedious or involve too much physical
labor and would find such a position to be highly unsatisfactory. Thus, requirements for
having a high "quality of work life" vary from person to person. Regardless of their
standards, those with a high quality of work life generally make enough to live
comfortably, find their work to be interesting or engaging and achieve a level of personal
satisfaction or fulfillment from the jobs that they do. In other words, employees who are
generally happy with their work are said to have a high quality of work life, and those
who are unhappy or unfulfilled by their work are said to have a low quality of work life.

Requirements for High QWL

While requirements for a high quality of work life vary from person to person,
certain factors are generally required for anyone to have a high quality of work life.
These minimum factors are the equivalent of heath, food and shelter for standard quality
of life; however, they are more specific to careers or jobs. For example, to have a high
quality of work life, generally a person must be respected at work. Coworkers and senior
level employees must treat them fairly and politely. The work must not cause the
employee any physical discomfort or mental anguish. The employee must feel as though
he is doing something enjoyable or at least not unpleasant. The worker must feel the

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 salary he is paid is sufficient for the work he is doing. Finally, the employee must feel
valued or appreciated, as though he is doing something of importance for the company.

Achieving a High Quality of Work Life

To achieve a high quality of work life, it is essential to choose a job that fulfills your
needs. First, you must determine what those needs are. If you want a job that engages your
mind and challenges you, it is important to understand that in advance so you can earn the
qualifications that will allow you to obtain such a job. It is helpful if you choose a job you
are interested in; you need to consider what your interests are and research jobs within
those areas. Make a list of things you are looking for in a job and speak with a career
counselor or attend career fairs to determine which jobs are most likely to fulfill those
needs. Finally, pay attention to your interaction with existing employees when you go for
interviews—the way you are treated by your boss and coworkers will have a tremendous
impact on your quality of work life. You will want to ensure the culture of the business
matches your own comfort level.

1. Working condition in the company:

Positive work environments are essential for workers' mental and physical well-being,
but they aren't created by accident. Good working conditions arise from values that the
company views as important to its mission, such as ensuring a manageable workload, and
promoting two-way communication through open office spaces and regular team
meetings. Workers are also entitled to a safe, hazard-free environment, whose
requirements are spelled out under the U.S. Occupational Health and Safety Act of 1970.

2. Workload of Employees in the organization:

Workload management is the process of effective workload distribution which is crafted

to enable the employees to achieve optimal performance and productivity levels. A

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 balanced distribution of workload helps the management of an organization to enhance
the productivity of their existing workforce.

Lately, organizations have been found struggling in terms of managing the

workload of their workforce. The workforce of every organization in the IT services
industry is often found overwhelmed with too many deadlines to be met within a limited
span of time. With the ever increasing workload the employees become more susceptible
to stress and burnouts which impacts the productivity of the organization.

3. Communication and information flow between departments

Communication is one of the organizational functions that helps a company to stay

efficient and productive. One of the more important forms of organizational
communication is inter-departmental communication, the Institute for Public Relations
notes. The importance of communication between different departments in an
organization becomes most evident when that communication breaks down.
Implementing policies to strengthen inter-departmental communication help to
underscore its importance and maintain an efficient flow of information.

4. Providing training for enriching the skills of employees;

Training and development refer to programs designed to help new employees

adjust to the workplace successfully. In addition, they include the formal ongoing efforts
of corporations and other organizations to improve the performance and self-fulfillment
of their employees through a variety of methods and programs. through training in highly
specific job skills to long-term professional development, and are applicable to all sorts
of employees ranging from line workers to the chief executive officer. Training and
development have emerged as formal corporate functions, integral elements of corporate
strategy, and are recognized as professions with distinct theories and methodologies as
companies increasingly acknowledge the fundamental importance of employee growth
and development, as well as the necessity of a highly skilled workforce, in order to
improve the success and efficiency of their organizations.

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5. Freedom of work of employees in an organization

In every organization, if the management give necessary freedom to perform

their tasks to the employees then it will directly results to make a good job morale to the
employees. Through this freedom, employees can perform their respective tasks more
freely .it will directly improves the productivity

6. Working hours of the organization

Flexible work programs are work arrangements wherein employees are

given greater scheduling freedom in how they fulfill the obligations of their positions.
The most commonplace of these programs is flextime, which gives workers far
greater leeway in terms of the time when they begin and end work, provided they put in
the total number of hours required by the employer. Other common flexible working
arrangements involve telecommuting, job-sharing, and compressed work weeks.

Supporters of flexible work programs hail them as important recognition of the

difficulties that many employees have in balancing their family obligations and their
work duties, and they note that such programs can make a company more attractive to
prospective employees.

7.Employees working in night shift

A shift worker is anyone who follows a work schedule that is outside of the
typical "9 to 5" business day. In the past few decades the United States has become
increasingly dependent upon shift workers to meet the demands of globalization and our
24-hour society. From a competitive standpoint, shift work is an excellent way to
increase production and customer service without major increases in infrastructure.
Through this study we can examine care of the employees working in night shift

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8. Relation between Security and productivity of employees

If the workplace has the best machinery, devices and equipment that ensures the safety
of employees then it will directly improves the productivity of employees in the
organization. The following are the various things which reduces the risks of employees
in their various activities:

 Safety tools
 Insurance policies
 Various medical allowances etc.

9. Satisfactory salary according to work

If an employee gets satisfactory salary packages according to his/her task, then it can
be consider as a good motivational factor. If an employee feels discomfort with the
current salary packages then it will directly affect the employees morality towards the job
and productivity. So every organization must give satisfactory salary according to the
task of the employee to perform

10. Involvement of employees in management decisions

The solid foundation of any successful company is its people. Employees represent
a source of knowledge and ideas, but oftentimes that resource remains untapped.
Involving employees in the decision-making process not only empowers them to
contribute to the success of an organization, but also saves the company time and money,
in increased productivity and reduced outsourcing.

23
 Productivity

When employees are involved in making decisions, they gain a professional and personal
stake in the organization and its overall success. This commitment leads to increased
productivity as employees are actively participating in various aspects of the company
and wish to see their efforts succeed overall. This is not only beneficial to company
growth, but is also on-the-job training for workers. The increase in responsibility expands
employee skill sets, preparing them for additional responsibility in the future.

 Improving Morale

Actively engaging workers in the decision-making process increases overall company

morale. Many companies have a distinct separation of power between management and
workers; however, active employee involvement lowers that gap, opening the lines of
communication between supervisors and employees. As a functioning participant in the
decision-making process, employees understand their idea are an important contribution
to the company, and gives them the power to influence the outcome of their work,
leading to increased job satisfaction and a positive attitude, not only toward their position
but also to the company itself.

 Internal Resources

Using employees in the decision-making process, rather than outsourcing, saves money,
time, and offers the company long-term reliable assistance from those who know the
corporation well. Hiring an outside consulting firm is expensive and can take up valuable
resources in fees and the time spent updating outside consultants in various aspects of the
company. However, employees are already aware of these processes, offer insightful
knowledge of the company needs, and understand the policies of the company overall.

24
 Teamwork

Participation in the decision-making process gives each employee the opportunity to

voice their opinions, and to share their knowledge with others. While this improves the
relationship between manager and employee, it also encourages a strong sense of
teamwork among workers. The expression of viewpoints opens dialogue between co-
workers, with each worker bringing their individual strengths to a project. It is also a
good way to gather information about the employees as to how they work in a team
environment, and where training may be necessary, all of which leads to an increase in
effectiveness, and ultimately an increase in good teamwork and performance.

11. Relationship of quality of work life and productivity

QWL balance has become an increasingly pervasive concern to both employers

and employees of most organizations. Work-life balance which primarily deals with an
employee‘s ability to properly prioritize between work and his or her lifestyle, social
life, health, family etc., is greatly linked with employee productivity, performance and
job satisfaction. Where there is proper balance between work and life, employees tend to
put in their best efforts at work, because their family is happy. Most research studies
have shown that when there are happy homes, work places automatically become
conflict free and enjoyable places to be. Increasing attrition rates and increasing demand
for work-life balance have forced organizations to look beyond run of the mill Human
Resources interventions. As a result, initiatives such as flexible working hours,
alternative work arrangements, leave policies and benefits in lieu of family care
responsibilities and employee assistance programs have become a significant part of
most of the company benefit programs and compensation packages.

25
Factors affecting quality of life

Factors that affect a person‘s quality of work life may be physical or emotional. While
these factors are important for everyone, it is especially important that care workers
ensure that certain factors are present for individuals in their care. These include:
Physical factors, Intellectual factors, Emotional factors

Physical factors:

These include:

 Physical comfort
 Safety & Hygiene
 Pain relief

 Physical comfort

Physical comfort means the provision of a suitable environment which meets an

individual‘s needs, i.e. not too hot, not too cold, comfortable beds/chairs, the right
amount of stimulation, not too noisy. Ensuring physical comfort includes providing the
care required maintaining comfort, such as allowing proper space to work, having the
correct height furniture etc

 Safety & Hygiene

Individuals may be at risk from a number of things: their own carelessness, problems
caused by age or disability, incorrect use of equipment or ill treatment from others. An
individual‘s quality of work life can be improved by preventing the risk of injury, harm
and infection.

26
This can be achieved by:

• Staff training, e.g. safe lifting techniques

• Safety locks/buzzers on external doors
• Staff reporting methods.

‗Hygiene‘ refers to cleanliness and to the use of precautions to guard against infection
and prevent unnecessary disease or illness. We use the term ‗hygiene‘ to refer to
cleanliness within care settings as well as personal hygiene and food hygiene standards.
Individuals who are clean and wear clean clothing generally feel better in them and may
have a wider circle of friends.

 Pain relief

‗Pain relief‘ refers to the provision of a number of ways to ensure individuals are
free from pain. Some people experience pain on a regular basis and sometimes
continuously, usually as the result of a health condition such as arthritis or cancer. If this
pain is not controlled it can have a negative effect on a person‘s quality of work life. Pain
relief may be given by the use of prescribed pain-relieving medication at the prescribed
time. Other pain relieving technique includes massage.

Emotional life quality factors

These include:

 Privacy
 Dignity
 Psychological security
 Autonomy
 Privacy

27
 All individuals have a right to privacy. This means they should be allowed opportunities
to be unobserved or undisturbed as they wish. If they wish to speak to someone
confidentially or if they just want some time to themselves away from others. Lack of
privacy may make a person feel devalued.

 Dignity

Dignity can be provided by treating people with respect. By not demeaning an individual
in any way, we can ensure their self-esteem remains positive. Dignity can be provided in
all care settings. Individuals should be addressed as they wish to be addressed.
Respecting someone‘s dignity involves asking for compliance (not giving orders) and
observing an individual‘s wishes.

 Approval

Approval means showing affection or praise for someone‘s actions. This helps
individuals maintain a positive self-esteem and a feeling of achievement and value for
their actions.

 Psychological security

We use the term ‗psychological security ‗when individuals are not afraid or anxious
about any aspect of their life. Individuals experience times of worry or stress – such as
worrying about treatment they may receive, family or financial problems - which may
make them feel insecure. Reassurance and effective communication can help avoid fears.

 Autonomy

Autonomy refers to a person‘s ability to have control over their own life and the
opportunity to make decisions without coercion from others. Autonomy is difficult to
achieve in many care settings as individuals receive a lot of care from others. However,

28
people can become more autonomous if they are encouraged to assert themselves and
gain confidence.

Social life quality factors

These include:

 Social contact
 Social support

Social contact

This means opportunities to be with other people. Without social contact individuals may
become isolated and this can lead to depression this can have an adverse effect on quality
of work life. Social contact can be provided by belonging to a range of social groups,
depending on age, abilities and interests within the organization.

Social support

Social support differs from social contact as it is more personal. Individuals receive social
support from people they trust, usually family or friends mostly within the organization.
Social support provides individuals with emotional security as they can discuss problems
and get the help they need to solve them. They may need physical support, i.e. help with
a practical activity, or psychological support, e.g. having someone to talk to who knows
and understands them.

29
 CHAPTER 3

PROFILE OF COIR INDUSTRY AND

DUROFLEX PVT LTD

30
3.1 Industry Profile

Coir industry occupies a unique place among the rural traditional cottage industries in
India. The total world coir production is 259000 tones. India mainly the coastal region of
Kerala produces 60% of the total world supply of white coir fibre. The state Kerala is
known as the 'land of coconuts‘. It is the largest producer of Coir in India. It accounts for
more than 75% of the total production. The preparation of Coir is a lengthy process. The
coconut husk is immersed in water for Rubberized about a month. Later softened husk is
beaten to separate the fibre from the husk, This then woven in to coir.

Mattress Industry across the Globe

The world market for mattresses is heavily dominated by North America and Europe.
Replacement sales make up the largest chunk of the total new mattress sales. The
mattress industry has literally been on a high since the past 5 to 6 years and least, with the
wholesale market recording a momentous growth of about 42% from the year 2000.

The mattresses industry has metamorphosed over the years from a dull, predictable
and slow growth market into an aggressive, dynamic and lucrative market place. The
profit margins and levels of competition and extremely high and there is no stopping in
the furious pace at which the market is expanding. There is spectacular show of strength
with mattress manufactures, retailers and even consumers joining together in unison to
create bedding history. Never before has the mattress industry so active and buzzing with
activity, where the traditional and slow growth segments are being eased out by the faster
moving markets. Today, there is something for everyone and literally so, with general-
purpose and specialized products; high priced/ luxury bedding and economical products
all flooding the market place.

Global mattresses market is projected to cross $27 billion by 2015. The united
sates represent the largest market for mattresses. Asia- pacific represents the fastest

31
growing mattresses market, exhibiting double- digit compounded annual growth over the
period 2006-2015. Traditional innerspring mattresses market represents the largest
product segment non innerspring (specialty) mattresses market, outsmarting the
traditional market in terms of growth, is projected to register a steady growth over the
period 2006-2015. Decline in sales of a fashion comforters and sluggish growth in duvet
covers and quilts segments obstructed the growth of the overall mattresses market 2007,
while bedding sets, over lets, and bedspreads remind strong in the total market. However,
economic uncertainty, coupled with price volatility prevailing in the energy market, is
expected to slash down the sales of mattresses market, worldwide. Though the market is
projected to rebound after the waves of uncertainty move back, the recoil is forecast to
take place only after 2009 and at a sluggish rate. Mattress retailers are compelled to stick
on their basic business and prop up promotion. Delay of replacement cycle and restricted
purchases are expected plunge down the sales.

One of the most important trends sweeping across the mattresses market is the
growing demand for full-sized beds for children for decades, twin sized mattresses where
considered the normal choice for parents with small children but now the full sized
mattresses are being looked upon us long term bedding investment, parents seem
reluctant to bear the cost of replacing smaller sized mattresses, which had witnessed
eroding market share in the past

Mattress industry in India

The mattress market of India is dominated by small and unorganized players. These
players specialize in coir, cotton and foam mattresses, which cater to almost 90% of the
country‘s requirement for mattresses. The spring mattress area is still in its nascent stages
in the country and is evolving. A major growth driver for the mattress market in India is
the growing urban population who is ready to spend considerable amounts for their
luxury and comfort. This trend is attracting major global players to invest in mattress
industry of India.

32
 The major players such as Tempur, Snoozer, and King Koil have now set up
manufacturing facilities in India. India accounted for over 18% share in Asia, with
revenues reported as USD ~ million in 2008. The revenues intensified to USD ~ million
by the year 2013, thereby registering a noticeable CAGR of over 1.5% during the review
period. It is estimated that India sold nearly ~ mattresses in the year 2013.

Coir mattresses are considered as environmental friendly, durable, supportive and

good for health. These mattresses hold a majority share in the sales of mattresses in India.
Coir mattresses recorded sales of USD ~ million in 2013, plummeting at an annualized
rate of ~% from USD ~ million in 2008. The average selling price of each coir mattresses
was USD ~ for the year 2013. The percentage contribution of spring mattresses was ~%
in 2013, leveraging from 10% in 2008. Foam mattress withheld a revenue contribution of
~% in the year 2013. The unorganized market includes the local Indian brands and small
manufactures, which constitute a majority share in the Indian mattress market. The
unorganized players had a revenue contribution of ~% in 2013 declining from ~% in
2008. South India is considered as a production hub of coir mattresses particularly
rubberized coir mattresses. The major market of mattresses prevails in urban settlement
areas in cities. Rural areas have accounted for only ~% sales of branded mattresses in
organized segment in 2013

In the Longman‘s dictionary of contemporary English the word ‗mattress‘ is

described as follows: top part of a bed consisting of a strong cloth cover filled with
solid soft material. But a more general and clear definition of mattress is ‗products
providing a surface sleep or rest upon that are fit for use by human beings for a long
period of time, consisting of a strong cloth cover filled with materials and that can be
placed on an existing support bed structure‘. According to the definition of mattress, the
following three elements are included:

 It can be placed on a bed (removable/replaceable )

 It is fit for resting and sleeping upon
 It has a lifetime of several years.

33
 A mattress is a large pad that supports the recycling body, used as or on a bed. It
usually consist of a heavy cloth case that is filled with air, straw, cotton, foam, rubber, etc
and sometimes and ‗place where something is thrown‘ or ‗mat, cushion‘. Historically,
mattresses have been filled with a variety of natural materials, including straw and
feathers. Modern mattresses usually contain either an inner core or materials such as
latex, viscous-elastic or other polyurethane-type foams. Mattresses may also be filled
with air or water or a variety of natural fibers, such as in futons. Most mattresses have a
thickness from six to eighteen inches.

History of Mattress

 NEOLITHIC PERIOD: the mattress and bed are invented. The first mattress
probably consists of a pile of leaves, grass, or possibly straw with animal skins
over it.
 3600B.C: beds made of goatskins filled with water are used in Persia.
 200 B.C: mattresses in ancient Rome consist of bags of cloth stuffed with reeds,
hay, or wool; the wealthy use feather stuffing.
 15 CENTURY: during the renaissance, mattresses are made of pea shucks, straw,
or sometimes feathers, stuffed in to coarse ticks, and covered with velvets or
silks.
 EARLY 18 CENTURY: mattresses are stuffed with cotton or wool.
 MID 18 CENTURY: mattress covers begin to be made of quality linen or cotton.
 1930s: Inner spring mattresses and upholstered foundations become widely used,
and artificial fillers become common.
 1950s: Foam rubber mattresses and pillows are available for purchase.

General Composition of Mattress

In general mattress consists of the following parts:

 THE CORE: The core provides for the support of the mattress. The main
materials which are being used as core are steel springs, polythene foam and

34
 latex foam. According to a mattress test horse hair and coconut fibre are also
used as core materials, e.g. For baby mattresses
 THE SHELL/ PADDING: The shell or padding consists of a layer around the
core. The purpose of this shell is to equalize the pressure on the human body. All
mattresses with a spring interior and some of the mattresses with other core
materials contain a shell. Often mattress shells are composite structure. The
materials mainly used are:
 Polyether foam( polyurethane or PUP foam)
 Latex foam
 Horse hair and camel hair(both sometimes rubberized)
 Coconut fibbers (sometimes rubberized)
 Polyester (PET or Poly-ethylene-terephthalate)
 Cotton
 Wool
 Linen
 Wool
 Felt
 Jute
 Cisal
 The production method of the shell depends of course on the materials used. In
general the materials used are glued and/pr sewed to each other and on the core.
Also staples are being used to fix the material together.
 THICK/TICKING: The outer cover of the mattress is called the tick or ticking. It
provides a comfortable top layer. The main woven materials for the tick of
mattresses are:
 Cotton
 Silk
 Polypropylene
 Nylon(polyamide)
 Wool
 Viscose

35
 According to a tick manufacture, ticks based on polyester are mainly used in the
southern European countries, whereas in the northern Europe countries cotton based
ticks are preferred. The tick can be fixed to the mattress (tufting). Sometimes the tick is
not fixed, but can be removed from the mattress by the customer.

Uses of Mattress

Generally speaking the function of a mattress is to provide a comfortable surface to

rest or sleep upon. This function can basically be fulfilled by different products, ranging
from straw beach mats to very soft mattresses. There are mainly two types of customers
for mattresses. They are:

 Institutional customers (hospitals, hotels, railway, army recreational institutions,

etc.)
 Private customers(private individuals)
 Institutional consumers are not very likely to buy their mattresses in shops in
contrary to private consumers; they usually get them from wholesalers or directly
from the producers. The mattresses bought by institutional consumers often serve
specific purpose. These special purpose products are not fully competing with
mattresses for private consumers. For mattresses institutional use, extra
requirements often apply as compared to mattresses for household use. So there
seem to be two relevant differences between private and institutional consumers
that have their effect on what can be considered compacting products:
 Functional requirements
 Distribution system/availability
 Specific consumer demands have resulted in different types mattresses that are
available in the shops. Such specific consumer demands may include for
example:
 Size
 Price
 Conformity(sufficient and overall support for all parts of the body)

36
  Durability(expected life time)
 Damp permeability
 Firmness/softness
 Insulation value of the mattresses(some people like a warm mattresses or a
mattresses with a winter and summer side)
 Adjustability(suitable for an adjustable bed)
 Fire resistance
 Absence of odour (some mattresses smell, even after having been used for
sometime)

Mattress in Indian Scenario

The mattress market of India is dominated by small and unorganized players. These
players specialize in coir, cotton and foam mattresses, which cater to almost 90% of the
country‘s requirement for mattresses. The spring mattress area is still in its nascent
stages in the country and is evolving. A major growth driver for the mattress market in
India is the growing urban population who is ready to spend considerable amounts for
their luxury and comfort. This trend is attracting major global players to invest in
mattress industry of India. The major players such as Tempur, Snoozer, and King Koil
have now set up manufacturing facilities in India. India accounted for over 18% share in
Asia, with revenues reported as USD ~ million in 2008. The revenues intensified to
USD ~ million by the year 2013, thereby registering a noticeable CAGR of over 1.5%
during the review period. It is estimated that India sold nearly ~ mattresses in the year
2013.

Coir mattresses are considered as environmental friendly, durable, supportive and

good for health. These mattresses hold a majority share in the sales of mattresses in India.
Coir mattresses recorded sales of USD ~ million in 2013, plummeting at an annualized
rate of ~% from USD ~ million in 2008. The average selling price of each coir mattresses
was USD ~ for the year 2013. The percentage contribution of spring mattresses was ~%
in 2013, leveraging from 10% in 2008. Foam mattress withheld a revenue contribution of

37
~% in the year 2013. The unorganized market includes the local Indian brands and small
manufactures, which constitute a majority share in the Indian mattress market. The
unorganized players had a revenue contribution of ~% in 2013 declining from ~% in
2008. South India is considered as a production hub of coir mattresses particularly
rubberized coir mattresses. The major market of mattresses prevails in urban settlement
areas in cities. Rural areas have accounted for only ~% sales of branded mattresses in
organized segment in 2013.

Different types of Mattress

Here are some of the most common categories of mattresses available in the market:

No Mattress Type Advantages Disadvantages

1 PU Foam Soft, very light, Hot, expensive,

foldable tendency to sag

2 Latex rubber Not as soft as foam, Expensive

comfortable

3 Spring mattress No sagging, long life, Very expensive, could

supports the back get noisy as the mattress
ages

4 Rubberized coir Firm, reasonable Tendency to sag, not

priced foldable

5 Cotton mattress Cheap, foldable, any Forms lumps and hence

size possible not uniform

38
The Indian mattress market is firmly in the grip of the unorganized sector, led by the
street-side shop and the local ginner. Coarse cotton, the filter for these mattresses, is the
cheapest of the many options that are now available and thus, the choice of masses. No
estimate is available for the turnover in this market but it‘s safe to assume that they
could run into several hundreds of core. The organized segment, on the other hand, is
beginning to develop and currently has a market estimated at Rs. 980 crore (US$ 204.20
million). As in several other segments in India, the pecking order is determined by costs.
Coir is the overwhelming leader with a value share of Rs. 876 crore (US$ 175.20
million) and a volume share that could exceed 98% (source: market data). The balance is
divided unequally between spring and foam fillers.

The former controls Rs. 70 crore (US$ 14 million) while foam makes up the
balance Rs. 34 crore (US$ 6.80 million) (source: market estimates). There are few
national players, but for a market this small competition is surprisingly intense. It is
estimated that over 150 regional brands and several scores of clones operate here,
offering rock bottom prices compensated by modest quality. Kurlon is the category
leader notching up sales of Rs. 380 crore (US$ 79.20 million) translating into a share of
nearly 39% of the organized market. While sales happen year long they are subjected to
spikes during the festive and marriage seasons. There is also an established correlation
between housing development and the sale of mattresses.

The recent downturn in the housing sector had an adverse impact on the
mattresses market. But this minor hiccup notwithstanding the organized market has
grown 20% year-on year. Much of this is almost certainly attributed to improving life
style and consumer discounts and the high incentives offered by regional players.

Segmental Analysis

1. Rubberized coir mattress

Rubberized coir mattress is highly competitive. This segment having more than 50%
of the market share in the mattress industry has more than 45 odd brands over 200

39
different models. The major players in this segment are Kurlon, Surflex, Durofluex,
Rubco etc.

2. Spring mattress

This mattress segment comes second place after rubberized coir mattress. This segment
having a market share of 6-8%. This industry mainly targets customers belonging to
middle income group

3. Foam mattress

This segment mainly targets customers belonging to upper income and upper middle
income group. The industry having a market share of 12-15%.

4. Cotton mattress

The cotton mattress industry mainly targets lower income group. This segmented
mattress price are comparatively low. The cotton mattress industry has a market share of
50%.

Current Scenario

Duroflex private limited is the leading manufacturer of rubberized coir mattress in

India. The company has a reliable good record of past performance this might be
achieved from the team spirit and morale from the part of management and the
employees.

The Duroflex group of companies started as a partnership firm in 1963 by late Mr.
P C Mathew in 1981 the firm registered as private limited company according to the
Indian companies Act 1956 Duroflex rubberized coir manufactured using eco friendly
materials like coconut fibre and 100% natural rubber latex form.

40
 Duroflex adopted methods that encourage minimal waste with maximum
recycling. Duroflex products are known for consistent and standard quality and the
company gives priority to apply strict quality control in its operations. These are applied
to procurement and processing of raw materials and overall functioning of the company.

3.2 Profile of Duroflex Private Limited

Duroflex private limited is the leading manufacturer of rubberized coir mattress in

India. The company has a reliable good record of past performance this might be
achieved from the team spirit and morale from the part of management and the
employees.

The Duroflex group of companies started as a partnership firm in 1963 by late Mr.
P C Mathew in 1981 the firm registered as private limited company according to the
Indian companies Act 1956 Duroflex rubberized coir manufactured using eco friendly
materials like coconut fibre and 100% natural rubber latex form.

Duroflex adopted methods that encourage minimal waste with maximum recycling.
Duroflex products are known for consistent and standard quality and the company gives
priority to apply strict quality control in its operations. These are applied to procurement
and processing of raw materials and overall functioning of the company.

Objectives of the company

• To attain the major market share.

• To offer high quality products for the customers.

• Ensure cost effective products.

• To create satisfied customer.

41
• Be a major part of the socio-economic development of the society.

• Create good relation with the dealers as well as the customers.

• Increase the profitability of the company to attain consistent development.

Corporate Punch line

Bring romantic in you

Corporate Vision

• Market return and customer complaints together not to exceed 0.4% of the sales.

• On-time delivery to distributors/ dealers as per commitments.

• Continual improvement in product and quality control processes with to reduce

costs.

• Accidents free work by exercising established safety practices.

42
Management of the company

• No invitation is issued to the public subscribe for any share or debenture of the
company.

• The number of members of the company (exclusive of the person who are in the
company and of the persons who were the members of the company while in the
employment and have continued to be the members after ceasing to be in the
employment of the company) is limited to fifty provided that when two or more
persons jointly hold more than one shares of the company they are treated as
single member.

Board of Directors

 Mr. GEORGE MATHEW BA.BL – is currently the managing director of

Duroflex Pvt. Ltd. He is also a director with Duroflex Exports Pvt. Ltd. He is also
promoter director of Coco Latex Exports Pvt. Ltd, a 100% export oriented unit.
 LT. COL. MOHAN ANDREWS (RETD) - has joined the company as the general
manger in 1998.
 MR. SHAJI JOSEPH BSC, FCA- is the director with Duroflex Pvt. Ltd. And also
director of Coco Latex Exports Pvt. Ltd.
 MR. RAJU JACOB- is the Managing Director with M/s Chackson Chemicals Pvt.
Ltd.
 CAPT.JOJO CHANDY (RETD.)- is the managing director of M/s Sahyadri Rular
(India) Pvt. Ltd.
 LT. COL. S.J GHOSH (RETD.)- joined the company in 2004 as general manager
after his tenure with the army.
 MR. FIRDOSH SHOLARPURWALA- is the managing director of M/s
Comfortek Pvt. Ltd. And proprietor of M/s Hormuzdji & Sons Pvt. Ltd.,
manufacturers of special equipment for the Indian defense forces and other
private customers.

43
Duties and Powers of Board of Directors

1. Unless and the company in general meeting otherwise decides, the number of
directors is not to be less than two and more than ten.

2. The board of directors of the Duroflex Private Limited is the family members itself.

3. Currently the board of directors of the company constitutes seven members.

4. The board of directors have the power to appoint any one or more persons as special
or technical or commercial or executive directors or directors for such time and on
delegates any of its body as it thinks fit and any committee so formed can in the exercise
of the powers so delegated confirm to any regulations that may from time to time be
imposed upon it or them by the board.

5. The board of directors has the power to co-operate one or more persons to be the
director so that the number is not to exceed ten. The board has the power to appoint
alternate directors in the manner mentioned in section 313 of the Act.

6. Subjected to the provisions of the section 314 of the Act, with regards to an office of
place of profit a director may hold any other office under the company, except that of an
auditor. In co-junction with the office of directors on such terms as to remuneration and
otherwise as the board of directors may arrange.

7. Subject to the provision Act, the director may from time to time raise or borrow any
sum of money for and behalf of the company from the members and other persons,
companies, any financial institution or banks or any of the directors may himself
advance money to the company on such interest as may be approved by the directors..
The board may delegate such borrowing power to any one or more of the directors
including the Managing Director.

44
8. Subject to compliance with section 297 of the Act, a director or his relative, a firm in
which such director or relative is a partner, any other partner in such firms or private
company of which the director is a member of the director is capable of entering into
contract with the company for the sale purchase or supply of any goods, material pr
services or underwriting the company‘s shares or debentures.

General Manager

The day to day business of the company is entrusted and under the control of the
general manger. He is the one who is responsible for all the ups and downs of the
company. In Duroflex Pvt. Ltd., the marketing department and the human resource
department is directly handled by the general manger.

Company Secretary

The company secretary is responsible for the company‘s compliance with the various
provisions under the company Act, 1956.

Departmental Managers

Each department of the organisation is headed by the respective managers. Each of

them does their best to attain the departmental objectives and there by accomplish the
goal of the organisation. Each manager is accountable for the activities of their
respective departments.

Achievements & Milestones

Duroflex is an ISO-9001:2000 certified company. This certification has been

administrated for Duroflex by the American quality assessors (AQA). Duroflex Pvt. Ltd.
is also a member of the International Sleep Production Association (ISPA) and therefore
updated on the latest developments in quality and technology in the category. Duroflex
Pvt. Ltd. is the only mattress manufacturer in India to win the coveted ISO 9002

45
certification. The company exports its products to cover 25 countries with 45 years of
rich experience.

Duroflex Group Profile

Duroflex group of companies are:

1) Duroflex Private Limited

2) Coco Latex Private Limited

3) Alleppey Latex

4) Unisun Technologies Private Limited

Duroflex Private Limited

Duroflex Private Limited began as a small plant in Alleppey; Kerala is now a leading
Indian and International brand. Over the years, Duroflex has evolved from a mattress
manufacturing plant to a sleep products company with a wide range that includes
pillows, cushions, spring mattresses, polyurethane foam and high-tech comforts system
with products used extensively in homes and in the hospitality and health care industries.
A member of the international sleep products association (ISPA), Duroflex had 8
factories across Kerala, Tamil Nadu and Andhra Pradesh which are ISO 9001:2000
certified by the American quality Association (AQA). Duroflex has 60 stockiest and
over 3000 distributers across India.

46
Alleppey Latex

Established in 1994, Alleppey latex is a group concern and deal with centrifuged
latex production. Alleppey sources natural latex from its own organic plantations as well
as others and has its crumb Rubber factory at Pala. A major share of the production of
Alleppey latex is consumed by Duroflex and coco latex. Centrifuged latex is the raw
material for the manufacture of rubber based products like foam rubber, elastic thread,
balloons, etc. Alleppey latex is also in the process of putting up a natural rubber gloves
factory at Pala to cater to both the domestic and international markets. Plants are also a
foot to export processed latex. Alleppey latex is in the process of obtaining organic
centrifugation by one of Germany‘s leading certifying organization.

Unisun Technologies Private Limited

Unisun technologies, a Duroflex group concern, strive to promote technically and

commercially viable clean energy products and services worldwide. Founded in 2000,
Unisun has the potential to become a lead player in the group tomorrow. Unisun has a
range of products across the solar (thermal and photovoltaic), bio-fuel, bio-mass, waste-
to-energy, and small hydro and wild energy spectrum. Based in Bangalore, unison has
Clients in the domestic, corporate and industrial segments. Towards furthering the need
to concentrate on sustainable energy sources, unison has also organized two
international events in Bangalore with participants from India and abroad.

Corporate Address

1) Duroflex Private Limited

Registered head office and Factory-1

P.B No 3808, Chungom,Allepey- 688010

2) Duroflex Private Limited

47
Factory-2,No. 7, First Floor

Kodava Smaja Building Main, Vasanthnagar

Bangalore- 560052, India

3) Duroflex Private Limited

No. 6 Komaranappally village, Hosur Anekal Road

Betugondappally P.O,Hosur-635125

4) Duroflex Private Limited

P 4/6 Industrial Development Area

Nachram, Hyderabad- 501507

48
 Organization Chart.

BOARD OF
DIRECTORS

GENERAL
MANAGER

FINANCE FACTORY COMPANY QC

MANAGER MANAGER SECRETARY MANAGER

ACCOUNTANT PURCHASE ADMIN CLERKS LAB

IN CHARGE MANAGER TECHNICIANS

OFFICE
SUPERVISORS CLERKS ASSISTANTS
ACCOUNTS MANAGER
ASSISTANTS

WORKERS

Figure 3.1 Organization Chart

49
Product Profile

Duroflex Private Limited deals with various kinds of sleep comforts, in which mattress is
the main product that they comply with. Company is manufacturing different kinds of
mattress in different verities. Their products are highly durable and its price is affordable
to all classes of people. The quality of their product is the main reason for their
recognition and goodwill that they possess all over India and also abroad. Following are
the range of mattress available for Duroflex;

 Duroflex Rubberized Coir Mattress

Rubberized coir mattress is the combination of natural materials like coconut fiber
and rubber. The combination creates a sheet that provides natural comfort, firm
support, allows for air circulation and non-absorbent.

 Duroflex Spring Mattresses

Spring mattress, is now synonymous with luxury. It is to cater to this customer
who demands greater comfort that Duroflex manufactures Springtek mattresses
are manufactured with latest technology especially imported springs of German
technologies and the very latest Italian CNC quilting machines.

 Duroflex Polyurethane Foam

The DuroGold PUF range of products offers pure flexible PUF, which ensures
that the product retains its shape and provides comfort and support for years,
unlike regular foam. Machines are especially designed to meet specific customer
requirements.

50
  Duroflex Pillows and Cushions
Duroflex offer comfortable and healthy range of pillows and cushions. The pillow
needs to be designed scientifically as it need to provide the right cushioning for
head and neck. It is essential that pillow hold neck and spine in a neutral position.

Rubberized Coir Sheets

It is made from coir and natural rubber latex blended with anti-oxidant for long life.

Density 60 to 150 g/m3

Thickness 20 to 200
Size (mm) 2000(L)*2000(B)
Application Fully made up mattresses
Sheets and pads for mattresses
Furniture
Carpet underlay
Filters

Natural Latex Foam

Natural rubber is eco-friendly bio degradable and renewable with an elasticity that
cannot be achieved by any other materials. It comes in pin core and cavity sheets

Density 80 to 90 kg/m3
Thickness 25/30/50/100/150
Size (mm) 2000(L)*1200(B)
Application Mattresses
Cushioning
Furniture

51
Latex Foam Pillows
These are pillows made with 100% natural rubber.

Fully Made-Up Mattresses

European technology meets Indian coir to give the world the finest in sleep products.
Export brands: Bodyline, Quilt, Coir And Spring, Sandwich Combo, Comfortek . Other
brands are Bliss, Crown, Seasons, Premium SDL and Standard DM.

52
.

CHAPTER 4
ANALYSIS AND INTERPRETATION OF
DATA

53
4.1 Introduction
For the purpose of analysis 60 respondents were taken as sample and a structured
questionnaire was used for collecting data. The questionnaire contained the demographic
details of the respondents and perception of respondents regarding Quality of Work life
and factors affecting QWL. The data analysis was done using descriptive as well as
inferential statistical methods

1. Age
Table 4.1-Age of Respondents

Age Group No. Of Respondent Percentage

Below 30 years 15 25%

31-40 30 50%
41-50 13 21.6%
ABOVE 60 2 3.4%
TOTAL 60 100
Source: Primary data

Figure 4.1

Age

Above 50 Years

41-50 Years

31-40 Years

Below 30 Years

0% 10% 20% 30% 40% 50% 60%

INTERPRETATION:
The figure represents that 25% of respondents belongs to age group of below 30 years,
50% belongs to 31-40 , 21.6% belongs to 41-50 and 3.4% belongs to above 60 years

54
2.Gender
Table 4.2-Gender of Respondents

Gender No of respondent Percentage

Male 40 66.6%
Female 20 33.4%
Total 60 100
Source: Primary data

Figure 4.2

Gender

Male
Female

INTERPRETATION:
Out of 60 respondents 66.6% are male employees and 33.4% are female employees

55
 3. No of Dependents
Table 4.3- No of Dependents of Respondents
No of Dependents No of respondent Percentage
0-1 10 16.6%
1-2 20 33.4%
2-3 16 26.6%
More than 3 14 23.4%
Total 60 100
Source: Primary data

Figure 4.3

No of Dependents
35%

30%

25%

20%

15%

10%

5%

0%
0->1 1->2 2->3 More than 3

INTERPRETATION:

Out of the data from respondents 16.6% are having 0-1 dependents,33.4% are having 1-2
dependents, 26.6% having 2-3 dependents and 23.4% having more than 3 dependents

56
4.Educational Qualification
Table 4.4- Educational Qualification of Respondents

Qualification No of respondent Percentage

10 th 4 6.6%
Diploma 26 43.4%
Graduation 21 35%
Post Graduation 9 15%
Total 60 100
Source: Primary data

Figure 4.4
45 Educational Qualification
40
35
30
25
20
15
10
5
0
10 th Diploma Degree Post
Graduation

INTERPRETATION:
Out of 60 respondents 6.6% are Matriculated (10th), 43.4% are of diploma holders, 35%
are of degree(Graduation) and 15% qualified as post graduate.

57
5. Experience
Table 4.5- Experience of Respondents

Experience No of respondent Percentage

Less than 5 years 5 8.3%
5-10 years 22 36.7%
10-15 years 24 40%
Above 15 years 9 15%
Total 60 100
Source: Primary data

Figure 4.5

Experience
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Less than 5 Years 5-10 Years 10-15 Years Above 15 Years

INTERPRETATION
The above figure represents 8.3% of employees has less than 5 years experience. 36.7%
employees have 5-10 years experience. 40% employees have 10-15 years experience.
15% employees have above 15 years experience.

58
6. Physical Working Condition
Table 4.6- Physical Working Condition of Respondents

Physical Working No of respondent Percentage

Condition
Highly Satisfied 13 21.6%
Satisfied 17 28.4%
Neither satisfied nor 21 35%
dissatisfied
Dissatisfied 6 10%
Highly dissatisfied 3 5%
Total 60
Source: Primary data

Figure 4.6

Physical Working Condition

35%
30%
25%
20%
15%
10%
5%
0%
Highly Satisfied Satisfied Neither Dissatisfied Highly
satisfied nor dissatisfied
dissatisfied

INTERPRETATION:
The above figure shows that 21.6% of the respondents are Highly Satisfied with the
Physical Working Condition, 28.4% of them are satisfied, 35% of them are in neutral
state (Neither satisfied nor dissatisfied), 10% of them are dissatisfied with it and the
balance 5% of them are highly dissatisfied with the Physical working condition

59
7. Workload in the Organisation
Table 4.7-Workload of Respondents

Workload in the No of respondent Percentage

Organisation
Highly Satisfied 4 6.6%
Satisfied 28 46.6%
Neither satisfied nor 13 21.8%
dissatisfied
Dissatisfied 10 16.6%
Highly dissatisfied 5 8.4%
Total 60 100
Source: Primary data

Figure 4.7

Workload in the Organisation

50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Highly Satisfied Satisfied Neither Dissatisfied Highly
satisfied nor dissatisfied
dissatisfied

INTERPRETATION:
The above figure shows that 6.6% of the respondents are Highly Satisfied, 46.6% of them
are satisfied, 21.8% of them are in neutral state (Neither satisfied nor dissatisfied), 16.6%
of them are dissatisfied with it and the balance 8.4% of them are highly dissatisfied with
the Workload in the organisation

60
8. Information flow
Table 4.8

Information flow No of respondent Percentage

Highly Satisfied 9 15%
Satisfied 26 43.3%
Neither satisfied nor 9 15%
dissatisfied
Dissatisfied 9 15%
Highly dissatisfied 7 11.7%
Total 60 100
Source: Primary data

Figure 4.8

Information Flow

Highly dissatisfied

Dissatisfied

Neither satisfied nor dissatisfied

Satisfied

Highly Satisfied

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%

INTERPRETATION:
The above figure shows that 15% of the respondents are Highly Satisfied, 43.3% of them
are satisfied, 15% of them are in neutral state (Neither satisfied nor dissatisfied), 15% of
them are dissatisfied with it and the balance 11.7% of them are highly dissatisfied with
the information flow in the organisation

61
9. Training
Table 4.9

Training No of respondent Percentage

Highly Satisfied 7 11.6%
Satisfied 9 15%
Neither satisfied nor 16 26.8%
dissatisfied
Dissatisfied 24 40%
Highly dissatisfied 4 6.6%
Total 60 100
Source: Primary data

Figure 4.9

Training

Highly dissatisfied

Dissatisfied

Neither satisfied nor

dissatisfied

Satisfied

Highly Satisfied

0% 10% 20% 30% 40% 50%

INTERPRETATION:
The above figure shows that 11.6% of the respondents are Highly Satisfied, 15% of
them are satisfied, 26.8% of them are in neutral state (Neither satisfied nor dissatisfied),
40% of them are dissatisfied with it and the balance 6.6% of them are highly dissatisfied
with the training in the organisation

62
10. Career Prospects
Table 4.10

Career Prospects No of respondent Percentage

Highly Satisfied 10 16.6%

Satisfied 9 15%
Neither satisfied nor 14 23.4%
dissatisfied
Dissatisfied 21 35%
Highly dissatisfied 6 10%
Total 60 100
Source: Primary data

Figure 4.10

Career Prospects

Highly dissatisfied

Dissatisfied

Neither satisfied nor dissatisfied

Satisfied

Highly Satisfied

0% 10% 20% 30% 40%

INTERPRETATION:
The above figure shows that 16.6% of the respondents are Highly Satisfied, 15% of them
are satisfied, 23.4% of them are in neutral state (Neither satisfied nor dissatisfied), 35%
of them are dissatisfied with it and the balance 10% of them are highly dissatisfied with
the career prospects in the organisation

63
11. Freedom to perform duties
Table 4.11

Free to perform duties No of respondent Percentage

Highly Satisfied 12 20%
Satisfied 31 51.6%
Neither satisfied nor 9 15%
dissatisfied
Dissatisfied 5 8.4%
Highly dissatisfied 3 5%
Total 60 100
Source: Primary data

Figure 4.11

Freedom to perform the works

Highly dissatisfied

Dissatisfied

Neither satisfied nor dissatisfied

Satisfied

Highly Satisfied

0% 10% 20% 30% 40% 50% 60%

INTERPRETATION:
The above figure shows that 20% of the respondents are Highly Satisfied, 51.6% of them
are satisfied, 15% of them are in neutral state (Neither satisfied nor dissatisfied), 8.4% of
them are dissatisfied with it and the balance 5% of them are highly dissatisfied with the
freeness of performing works in the organisation

64
12. Working Hours
Table 4.12

Working Hours No of respondent Percentage

Highly Satisfied 18 30%

Satisfied 26 43.3%
Neither satisfied nor 7 11.6%
dissatisfied
Dissatisfied 5 8.4%
Highly dissatisfied 4 6.7%
Total 60 100
Source: Primary data

Figure 4.12

Working Hours
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Highly Satisfied Satisfied Neither satisfied Dissatisfied Highly dissatisfied
nor dissatisfied

INTERPRETATION:
The above figure shows that 30% of the respondents are Highly Satisfied, 43.3% of them
are satisfied, 11.6% of them are in neutral state (Neither satisfied nor dissatisfied), 8.4%
of them are dissatisfied with it and the balance 6.7% of them are highly dissatisfied with
the working hours in the organisation

65
13 Working Overnight

Table 4.13

Working Overnight No of respondent Percentage

Highly Satisfied 12 20%
Satisfied 33 55%
Neither satisfied nor 10 16.6%
dissatisfied
Dissatisfied 3 5%
Highly dissatisfied 2 3.4%
Total 60 100
Source: Primary data

Figure 4.13

Working overnight
60%

50%

40%

30%

20%

10%

0%
Highly Satisfied Satisfied Neither satisfied Dissatisfied Highly dissatisfied
nor dissatisfied

INTERPRETATION:
The above figure shows that 20% of the respondents are Highly Satisfied, 55% of them
are satisfied, 16.6% of them are in neutral state (Neither satisfied nor dissatisfied), 5% of
them are dissatisfied with it and the balance 3.4% of them are highly dissatisfied with the
working environment in the organisation

66
14 Feeling of Security
Table 4.14

Feeling of Security No of respondent Percentage

Highly Satisfied 15 25%
Satisfied 24 40%
Neither satisfied nor 6 10%
dissatisfied
Dissatisfied 3 5%
Highly dissatisfied 12 20%
Total 60 100
Source: Primary data

Figure 4.14

Feeling of Security

40%
35%
30%
25%
20%
15%
10%
5%
0%
Highly Satisfied Satisfied Neither Dissatisfied Highly
satisfied nor dissatisfied
dissatisfied

INTERPRETATION:
The above figure shows that 25% of the respondents are Highly Satisfied, 40% of them
are satisfied, 10% of them are in neutral state (Neither satisfied nor dissatisfied), 5% of
them are dissatisfied with it and the balance 20% of them are highly dissatisfied with the
feel of security in the organisation

67
15 Salary
Table 4.15

Salary No of respondent Percentage

Highly Satisfied 12 20%
Satisfied 18 30%
Neither satisfied nor 21 35%
dissatisfied
Dissatisfied 4 6.6%
Highly dissatisfied 5 8.4%
Total 60 100
Source: Primary data

Figure 4.15

Salary

35%
30%
25%
20%
15%
10%
5%
0%
Highly Satisfied Satisfied Neither Dissatisfied Highly
satisfied nor dissatisfied
dissatisfied

INTERPRETATION:
The above figure shows that 20% of the respondents are Highly Satisfied, 30% of them
are satisfied, 35% of them are in neutral state (Neither satisfied nor dissatisfied), 6.6% of
them are dissatisfied with it and the balance 8.4% of them are highly dissatisfied with the
salary in the organisation

68
16 Involvements in Management Decisions
Table 4.16

Involvement in No of respondent Percentage

Management
Decisions
Highly Satisfied 5 8.4%
Satisfied 20 33.4%
Neither satisfied nor 19 31.6%
dissatisfied
Dissatisfied 9 15%
Highly dissatisfied 7 11.6%
Total 60 100
Source: Primary data

Figure 4.16

Involvements in Management Decisions

35%
30%
25%
20%
15%
10%
5%
0%
Highly Satisfied Satisfied Neither Dissatisfied Highly
satisfied nor dissatisfied
dissatisfied

INTERPRETATION:
The above figure shows that 8.4% of the respondents are Highly Satisfied, 33.4% of them
are satisfied, 31.6% of them are in neutral state (Neither satisfied nor dissatisfied), 15%
of them are dissatisfied with it and the balance 11.6% of them are highly dissatisfied with
the involvements in the management decisions in the organisation

69
17. QWL’s influence in productivity
Table 4.17

QWL’s influence in No of respondent Percentage

productivity
Highly Satisfied 12 20%
Satisfied 31 51.6%
Neither satisfied nor 7 11.6%
dissatisfied
Dissatisfied 8 13.4%
Highly dissatisfied 2 3.4%
Total 60 100
Source: Primary data

Figure 4.17

QWL's Influence in productivity

60%

50%

40%

30%

20%

10%

0%
Highly Satisfied Satisfied Neither satisfied Dissatisfied Highly dissatisfied
nor dissatisfied

INTERPRETATION:
The above figure shows that 20% of the respondents are Highly Satisfied, 51.6% of them
are satisfied, 11.6% of them are in neutral state (Neither satisfied nor dissatisfied), 13.4%
of them are dissatisfied with it and the balance 3.4% of them are highly dissatisfied with
the QWL‘s influence of productivity in the organisation

70
18. Physical Comfort
Table 4.18

Physical Comfort No of respondent Percentage

Highly Satisfied 18 30%
Satisfied 25 41.8%
Neither satisfied nor 10 16.6%
dissatisfied
Dissatisfied 3 5%
Highly dissatisfied 4 6.6%
Total 60 100
Source: Primary data

Figure 4.18

Physical Comfort

45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Highly Satisfied Satisfied Neither Dissatisfied Highly
satisfied nor dissatisfied
dissatisfied

INTERPRETATION:
The above figure shows that 30% of the respondents are Highly Satisfied, 41.8% of them
are satisfied, 16.6% of them are in neutral state (Neither satisfied nor dissatisfied), 5% of
them are dissatisfied with it and the balance 6.6% of them are highly dissatisfied with the
Physical comfort in the organisation

71
19. Safety & Hygiene

Table 4.19

Safety & Hygiene No of respondent Percentage

Highly Satisfied 14 23.4%
Satisfied 28 46.6%
Neither satisfied nor 10 16.6%
dissatisfied
Dissatisfied 6 10%
Highly dissatisfied 2 3.4%
Total 60 100
Source: Primary data

Figure 4.19

Safety & Hygiene

50%
45%
40%
35%
30%
25%
20% Safety & Hygiene
15%
10%
5%
0%

INTERPRETATION:
The above figure shows that 23.4% of the respondents are Highly Satisfied, 46.6% of
them are satisfied, 16.6% of them are in neutral state (Neither satisfied nor dissatisfied),
10% of them are dissatisfied with it and the balance 3.4% of them are highly dissatisfied
with the QWL‘s influence of Safety & hygiene in the organisation

72
20. Pain Relief

Table 4.20

Pain Relief No of respondent Percentage

Highly Satisfied 9 15%
Satisfied 17 28.3%
Neither satisfied nor 22 36.7%
dissatisfied
Dissatisfied 9 15%
Highly dissatisfied 3 5%
Total 60 100

Figure 4.20

Pain Relief

40%
35%
30%
25%
20%
15%
10%
5%
0%
Highly Satisfied Satisfied Neither Dissatisfied Highly
satisfied nor dissatisfied
dissatisfied

INTERPRETATION:
The above figure shows that 15% of the respondents are Highly Satisfied, 28.3% of them
are satisfied, 36.7% of them are in neutral state (Neither satisfied nor dissatisfied), 15%
of them are dissatisfied with it and the balance 5% of them are highly dissatisfied with
the Pain Relief in the organisation

73
21. Engaging Activities

Table 4.21

Engaging Activities No of respondent Percentage

Highly Satisfied 4 6.6%
Satisfied 31 51.6%
Neither satisfied nor 5 8.4%
dissatisfied
Dissatisfied 11 18.4%
Highly dissatisfied 9 15%
Total 60 100
Source: Primary data

Figure 4.21

Engaging Activities
60%

50%

40%

30%

20%

10%

0%
Highly Satisfied Satisfied Neither satisfied Dissatisfied Highly dissatisfied
nor dissatisfied

INTERPRETATION:
The above figure shows that 6.6% of the respondents are Highly Satisfied, 51.6% of them
are satisfied, 8.4% of them are in neutral state (Neither satisfied nor dissatisfied), 18.4%
of them are dissatisfied with it and the balance 15% of them are highly dissatisfied with
Engaging activities in the organisation

74
22. Privacy

Table 4.22

Privacy No of respondent Percentage

Highly Satisfied 16 26.6%
Satisfied 26 43.4%
Neither satisfied nor 8 13.4%
dissatisfied
Dissatisfied 6 10%
Highly dissatisfied 4 6.6%
Total 60 100
Source: Primary data

Figure 4.22

Privacy
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Highly Satisfied Satisfied Neither satisfied Dissatisfied Highly dissatisfied
nor dissatisfied

INTERPRETATION:
The above figure shows that 15% of the respondents are Highly Satisfied, 28.3% of them
are satisfied, 36.7% of them are in neutral state (Neither satisfied nor dissatisfied), 15%
of them are dissatisfied with it and the balance 5% of them are highly dissatisfied with
the Privacy in the organisation

75
23. Dignity

Table 4.23

Dignity No of respondent Percentage

Highly Satisfied 13 21.6%
Satisfied 30 50%
Neither satisfied nor 12 20%
dissatisfied
Dissatisfied 3 5%
Highly dissatisfied 2 3.4%
Total 60 100
Source: Primary data

Figure 4.23

Dignity

Highly dissatisfied

Dissatisfied

Neither satisfied nor dissatisfied

Satisfied

Highly Satisfied

0% 10% 20% 30% 40% 50% 60%

INTERPRETATION:
The above figure shows that 21.6% of the respondents are Highly Satisfied, 50% of them
are satisfied, 20% of them are in neutral state (Neither satisfied nor dissatisfied), 5% of
them are dissatisfied with it and the balance 3.4% of them are highly dissatisfied with the
Dignity in the organisation

76
24. Psychological Security

Table 4.24

Psychological Security No of respondent Percentage

Highly Satisfied 15 25%
Satisfied 29 48.3%
Neither satisfied nor 6 10%
dissatisfied
Dissatisfied 6 10%
Highly dissatisfied 4 6.7%
Total 60 100
Source: Primary data

Figure 4.24

Psychological Security

Highly dissatisfied

Dissatisfied

Neither satisfied
nor dissatisfied

Satisfied

Highly Satisfied

0% 10% 20% 30% 40% 50% 60%

INTERPRETATION:
The above figure shows that 25% of the respondents are Highly Satisfied, 48.3% of them
are satisfied, 10% of them are in neutral state (Neither satisfied nor dissatisfied), 10% of
them are dissatisfied with it and the balance 6.7% of them are highly dissatisfied with the
Psychological security in the organisation

77
25. Autonomy
Table 4.25

Autonomy No of respondent Percentage

Highly Satisfied 8 13.3%
Satisfied 26 43.4%
Neither satisfied nor 14 23.3%
dissatisfied
Dissatisfied 6 10%
Highly dissatisfied 6 10%
Total 60 100
Source: Primary data

Figure 4.25

Autonomy

45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Highly Satisfied Satisfied Neither Dissatisfied Highly
satisfied nor dissatisfied
dissatisfied

INTERPRETATION:
The above figure shows that 13.3% of the respondents are Highly Satisfied, 43.4% of
them are satisfied, 23.3% of them are in neutral state (Neither satisfied nor dissatisfied),
10% of them are dissatisfied with it and the balance 10% of them are highly dissatisfied
with the Autonomy in the organisation

78
26. Social Contact & Support
Table 4.26

Social Contact & No of respondent Percentage

Support
Highly Satisfied 24 40%
Satisfied 18 30%
Neither satisfied nor 6 10%
dissatisfied
Dissatisfied 8 13.3%
Highly dissatisfied 4 6.7%
Total 60 100
Source: Primary data

Figure 4.26

Social Contact & Support

40%
35%
30%
25%
20%
15%
10%
5%
0%
Highly Satisfied Satisfied Neither Dissatisfied Highly
satisfied nor dissatisfied
dissatisfied

INTERPRETATION:
The above figure shows that 40% of the respondents are Highly Satisfied, 30% of them
are satisfied, 10% of them are in neutral state (Neither satisfied nor dissatisfied), 13.3%
of them are dissatisfied with it and the balance 6.7% of them are highly dissatisfied with
the Social contact & support in the organisation

79
4.1.2 Relationship between Quality of Work life & Factors affecting
Quality of Work life
Karl Pearson coefficient analysis is done to analyze the relationship between
Quality of Work Life and factors affecting quality of work life

Factors affecting Q.W.L are,

a) Physical Comfort

b) Safety and Hygiene

c) Pain Relief

d) Engaging in activities

e)Privacy

f)Dignity

g)Psychological Security

h)Autonomy

i) Social Contact and Support

As per the objective the hypothesis formulated is H01 was ‘There is no

significant relationship between Quality of Work Life and factors affecting Quality
of Work Life’

Table 4.27 Correlation between Physical comfort and Quality of worklife

Quality of work life

r .955**
Physical Comfort p .000
N 60

**Correlation is significant at the 0.01 level (2-tailed)

The table shows the values of r, p & N. it is found that the positive
relationship exist between physical condition and Quality of work life. Here the value of
p is less than .01 and hence the relationship is genuine

80
Table 4.28 Correlation between Safety & Hygiene and Quality of work life

Quality of work life

r .960**
Safety and hygiene p .000
N 60

**Correlation is significant at the 0.01 level (2-tailed)

The table shows the values of r, p & N. it is found that a positive relationship
exist between physical condition and Quality of work life. Here the value of p is .000 it is
less than .01 and hence the relationship is genuine

Table 4.29 Correlation between pain relief and Quality of worklife

Quality of work life

r .948**
Pain relief p .000
N 60

**Correlation is significant at the 0.01 level (2-tailed)

The table shows the values of r, p & N. it is found that the positive relationship
exist between physical condition and Quality of work life. Here the value of p is less than .01 and
hence the relationship is genuine

Table 4.30 Correlation between Engaging activities and Quality of worklife

Quality of work life

r .925**
Engaging activities p .000
N 60

**Correlation is significant at the 0.01 level (2-tailed)

The table shows the values of r, p & N. it is found that the positive relationship exist
between physical condition and Quality of work life. Here the value of p is .000 it is less than .01
and hence the relationship is genuine

81
Table 4.31 Correlation between Privacy and Quality of worklife

Quality of work life

r .962**
Privacy p .000
N 60

**Correlation is significant at the 0.01 level (2-tailed)

The table shows the values of r, p & N. it is found that the positive relationship exist
between physical condition and Quality of work life. Here the value of p is less than .01 and
hence the relationship is genuine

Table 4.32 Correlation between Dignity and Quality of worklife

Quality of work life

r .951**
Dignity p .000
N 60

**Correlation is significant at the 0.01 level (2-tailed)

The table shows the values of r, p & N. it is found that the positive relationship exist
between physical condition and Quality of work life. Here the value of p is .000 it is less than .01
and hence the relationship is genuine

Table 4.33 Correlation between Psychological security and Quality of worklife

Quality of work life

r .959**
Psychological Security p .000
N 60

**Correlation is significant at the 0.01 level (2-tailed)

The table shows the values of r, p & N. it is

found that the positive relationship exist between physical condition and Quality of work
life. Here the value of p is .000. it is less than .01 and hence the relationship is genuine

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Table 4.34 Correlation between Autonomy and Quality of worklife

Quality of work life

r .960**
Autonomy p .000
N 60

**Correlation is significant at the 0.01 level (2-tailed)

The table shows the values of r, p & N. it is found that the positive relationship exist
between physical condition and Quality of work life. Here the value of p is .000 it is less
than .01 and hence the relationship is genuine

Table 4.35 Correlation between Autonomy and Quality of worklife

Quality of work life

r .945**
Social Contact & Support p .000
N 60

**Correlation is significant at the 0.01 level (2-tailed)

The table shows the values of r, p & N. it is found that the positive relationship exist
between physical condition and Quality of work life. Here the value of p is less than .01
and hence the relationship is genuine

It is found that all the variables of factors that affecting the QWL is positively related to
QWL. Hence the null hypothesis ‘There is no significant relationship between
Quality of Work Life and factors affecting Quality of Work Life’ is rejected and the
alternative hypothesis ‘There is a significant relationship between Quality of Work
Life and factors affecting Quality of Work Life’ is accepted

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 CHAPTER 5
SUMMARY OF FINDINGS, CONCLUSION AND
SUGGESTIONS

84
5.1 SUMMARY OF FINDINGS:
 Majority of the respondents belongs to the age group of 31-40 years
 Majority of the respondents (66.6%) are Male employees.
 Majority of employees having 1-2 dependents
 Majority of the employees(43.4%) are diploma holders
 Majority of the employees having experience of 10-15 years with Duroflex
 From the analysis about the physical working condition majority (46.6%) of
the employees are of the category of neutral(Neither satisfied nor dissatisfied)
with the work load in the organisation
 Majority of the respondents are satisfied with the information flow between
the departments
 40%(majority) of the employees are dissatisfied with the training facilities
given by the organisation
 Majority of the respondents (35%) are dissatisfied with the career prospects
provided by the organisation
 More than half of the (51.6%) respondents are satisfied with the freeness to
perform their duties in the organisation
 It is found that 43.3% of the employees are satisfied with the working hours
given by the organisation
 55% of employees are satisfied with the overnight work environment
 Majority of the employees(40%) are satisfied with the feeling of security with
the organisation
 From the study most of the (35%) of the employees are in a neutral state(
Neither satisfied nor dissatisfied) about the salary given by the organisation
 33.4% of the employees are satisfied with the rate of involvements in
management decisions
 51.6% satisfied with the QWL‘s influences in improving their productivity
 Most of the respondents (41.8%) are satisfied with the physical comfort in the
organisation
 Majority of the employees are satisfied with the safety & hygiene
 28.3% of the respondents are satisfied with the pain reliefing activities
 Majority of the employees(51.6%)are satisfied with engaging activities
 It is found that 43.4% respondents are satisfied with the privacy in the
organisation
 50% of the respondents are satisfied with dignity in the organisation
 Majority (48.3%) of respondents are satisfied with the psychological security
 Most of the (43.4%) of respondents are satisfied with the autonomy
 There is a significant relationship between Quality of Work Life and factors
affecting Quality of Work Life

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5.2 Conclusion
Qualities of work life play a vital role in the development of the
organization. Happy and healthy employee provide better turnover, make good
decisions and positively contribute to the organizational goal. An assurance of good
quality of work life will not only attract young and new talent but also helps to retain
the experienced talents. Thus the study has arrived with the conclusion that
DUROFLEX PVT LTD, ALAPPUZHA maintaining a good quality of work life and
it is found that ‗There is a significant relationship between Quality of Work Life and
factors affecting Quality of Work Life‘

Quality of work life induces the employees to contribute to the

organization. Training and motivation program adds more advantage to the company.
Therefore, it is required to adopt a strategy that endeavour to improve the employee‘s
quality of work life (QWL) to satisfy both the organizational objectives and employee
needs

5.3 Suggestions
 Management must ready to give more training and development facilities because
it directly help to increase the productivity and stability of the entire organisation
 The organisation must try to improve the career prospects of employees inside the
organisation it will help to increase the dedication level of the every individual
employees towards the organisation
 Management can provide special incentives for achievements by the employees. It
will directly create a motivation to them and help to make dedicated to their
respective tasks.

86
BIBLIOGRAPHY

87
Reference Books

Biswajeet pattanayak ‗Human Resource Management‘ 3rd Edition (pp 274-279).

P.N Arora and S Arora, ‗Statistics for management‘, S chand and company Limited
(p 100-103)

C.B Guptha And Vijay Guptha ‗An introduction to statistical Methods‘, Vikas
Publishing house pvt ltd, 22nd revised edition (pp 155-158)

Websites

http://www.duroflexworld.com

http://www.worldbook.org

http://www.wikipedia.com

http://www.wikianswers.com

http://www.irel.org

http://www.keralamvd.gov.in

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APPENDIX

89