“ A STUDY ON

QUALITY OF WORKLIFE OF EMPLOYEES

WITH SPECIAL REFERENCE TO KSFE,
THRISSUR ”
 1

ABSTRACT

The research is on basis of ‘a study QUALITY OF WORKLIFE OF EMPLOYEES

WITH SPECIAL REFERENCE TO KERALA STATE FINANCIAL ENTERPRISE LTD
(KSFE), THRISSUR’. Quality of work life refers to the favorableness or UN – favorableness of
a total job environment of the people. The basic purpose is to develop jobs and working
conditions that are excellent for people as well as for the economic health of the organization.
The purpose of this study was to explore to this study was to explore to experience of workers
towards their quality of work life and their work environment in terms stress, perception of
employees, relationship between co-workers, work load, time pressure and work-balance etc. the
aim of the study includes the following factors towards the quality work life. They are such as
poor working condition environment, resident aggression, balance of work and family, work
load, inability to deliver quality of care preferred, shift timing, lack of involvement in work
process and decision – making, poor relationship between supervisor/team leader, role conflict,
lack of recognitions and lack of opportunity to learn new skills
Work Life has become one of the most important issues these days in every
organization. Employees are the force that is behind every successful organization. No
organization can become successful with technology only because for the use of technology
also, organizations need to have strong work force. Work Life was the term actually introduced
in the late 1960's. From that period till now the ten-n is gaining more and more importance
everywhere, at every work place. Initially quality of work life was focusing on the effects of
employment on the general well being and the health of the workers. But now its focus has been
changed. Every organization needs to give good environment to their workers including all
financial and non financial incentives so that they can retain their employees for the longer
period and for the achievement of the organization goals. At the end we can say that a happy
and healthy employee will give better turnover, make good decisions and positively contribute
to the organization goal.
The primary data needed for the study has been collected from the employees
through questionnaire and through direct interview. Analysis and interpretation has been done by using
the statistical tools like percentage analysis, chi-square test, correlation, ANOVA and data’ are presented
through tables and charts
 CHAPTER 1
1.1 INTRODUCTION

Quality is generally defined as "Conformance to requirements". Quality is "as fitness for

purpose". The concept of quality is not apply to all goods and services created by human beings,
but also for workplace where he employees were employed.

Quality in the workplace comes from understanding and then fully meeting, the needs of
all your internal and external customers, now and into the future and doing so with continual
improvement in efficiency and effectiveness.

Quality of work life refers to the favorableness or un-favorableness of a total job

environment of the people. The basic purpose is to develop jobs and working conditions that are
excellent for people as well as for the economic health of the organization. Quality of work life
provides a more humanized work environment. It attempts to serve the higher – order needs of
workers as well as their more basic needs. It seeks to employ the higher skills of workers and to
provide an environment that encourages improving their skills.

Q - Quest for excellence

U - Understanding
A - Action
L - Leadership
I - Involvement of the people
T - Team spirit
Y - Yardstick to measure progress

The above said are very essential things to improve the work life of employees in the
organisation.

THEORETICAL REVIEW:
1.1.1 DEFINITION

Quality of work life means “the degree to which members of a work organization are able
to satisfy important personal needs through their experience in the organization"
Quality of work life could be defined as "the Quality of the relationship between the man and
ask.

1.1.2 MEANING

Quality of work life has gained deserved prominence in the Organizational Behavior as
an indicator of the overall of human experience in the work place. It expresses a special way of
thinking about people their work, and the organizational in which careers are fulfilled.

Quality of work life refers to the relationship between a worker and his environment,
adding the human dimension to tie technical and economic dimensions within which the work is
normally viewed and designed. Quality of work life focus on the problem of creating a human
working environment where employees work co - operatively and achieve results collectively. It
also includes.

 The programme seeks to promote human dignity and growth

 Employees work collaboratively They determine work change participate
 The programmes assume compatibility of people and organization

Quality of work life refers to the level of satisfaction, motivation, involvement and
commitment individuals experience with respect to their line at work Quality of work life is the
degree of excellence brought about work and working conditions which contribute to the overall
satisfaction and performance primarily at the individual level but finally at the organizational
level.

CONCEPT

Quality of work life is a prescriptive concept, it attempts to design work environments so

as to maximize concern for human welfare. Quality of work life acts in two dimensions.

 Goal
 Process
Quality of work life acts as goal by
 Creation of more involving
 satisfying and effective jobs
 Work environment for people at all levels of the organization
Quality of work life acts as process by

 Make efforts to realize this goal through active participation

The whole essence of Quality of work life may be stated thus, the Quality of work life is
co-operative rather than authoritarian; evolutionary and open rather static and rigid; informal
rather than mechanistic; mutual respect and trust than hatred against each other.

Objectives of QUALITY OF WORK LIFE

The major three main objectives for the Quality of work life are
 Improve employees satisfaction strengthen workplace learning, and
 Better manage on – going chance and transition

1.1.3 MAJOR FACTORS AFFECTING THE QUALITY OF WORK LIFE

Quality of work life means having good supervision, good working conditions, good pay
and benefits an interesting and challenging, and a rewarding job. The major factors that affect the
Quality of work life may be stated thus.

PAY

Quality of work life is basically built around the concept of equitable pay. In the days
ahead, employees may want to participate in the profits of the firm as will. Employees must be
paid their due share in the progress and prosperity of the firm.

BENEFITS

Workers throughout the globe have raises their expectations over the years and now feel
entitled to benefits that were once considered a part of the bargaining process.
 JOB SECURITY

Employees want stability of employment. They do not like to be the victims of whimsical
personal policies and stay at the mercy of employers.
Alternative Work Schedules

Employees demand more freedom at the workplace, especially in scheduling their work.
Among the alterative work schedules capable of enhancing the Quality of work life for some
employees are:
i. Flexi time: A system of flexible working hours,
ii. Staggered hours: Here groups of employees begin and end work at different intervals.
iii. Compressed workweek: It involves more hours of work per day for fever days, per
week.
iv. Job enrichment: It attempts to increase a person's level of output by providing that
persons with exciting, interesting, stimulating or challenging work.
v. Autonomous work groups (AWGS): Here a group of workers will be given some
control of decision-making and have responsibility for a task area without day-to-day
supervision, and with authority to influence and control both group members and
their behavior.

Occupational Stress

Occupational mental-health programmes dealing with stress are beginning to emerge as a

new and important aspect of Quality of work life programmes. Obviously, and individual
suffering from an uncomfortable amount of job-related stress cannot enjoy a high quality of
work life."

Worker Participation

Employees have a genuine hunger for participation in organizational issues affecting their
lives. Naturally they demand far more participation in the decision making process at the
workplace.
Social Integration

The work environment should provide opportunities for preserving an employee's

personal identify and self-esteem through freedom from prejudice, a sense of community,
interpersonal openness and the absence of stratification in the organization.

Work and total life space

A person's work should not overbalance his life. Ideally speaking, work schedules, career
demands and other job requirements should not take up too much of a person's leisure time and
family life.

1.1.4 WAYS TO CREATE HIGH QUALITY OF WORK LIFE

Quality of work life deals with the relationship between every employee and his or her
work organization. This relationship is formal in sometimes less formal. This contract is
psychological: contract. "Psychological contract is the set of expectations held be the individual
specifying what the individual and the organization expect to give and receive from each other in
the course of their working relationship". This contract represents the expected exchange of
values that encourages the individual to work for the organization and motivates the organization
to employ that person, (i.e.) Contribution and Inducements.

Contributions
(Service need of organisation)
Effortskillsloyalty
Creativity knowledge time, etc

(Gives) INDIVIDUALS (Gives) ORGANISATION

(Gets) (Gets)

Inducement
(Service need of organisation) Paystatus security Career benefits praise, etc

A healthy psychological contract means that inducements and contributions are balance.
INDUCEMENTS = CONTRIBUTIONS
(Organization to employees) = (employee to organization)
This is the way for organization to create healthy psychological contract and Jobs
satisfaction for their members is to provide them with High Quality of work life environment.

ASPECTS OF HIGH QUALITY OF WORK LIFE

Quality of work life is highlighted by the following Benchmarks of managerial

excellence.
 Participation: -Involving people from all levels of responsibility in decision-making
 Trust: -Reside signing jobs systems and structures to give people more freedom at work.
 Reinforcement: - Creating reward systems that are fair, relevant and contingent on work
performance
 Responsiveness: - Making the work setting more pleasant and able to serve individual
Needs.

1.1.5 QUALITY OF WORK LIFE PROGRAMMES

Quality of work life programmes concentrate on creating a working environment that is
Conductive to the satisfaction of worker needs. This program assumes that a job and the work
environment should be structured to meet as many of the workers needs as possible.
Richard Walton has organized into eight categories. These should be integrated,
coordinated and properly managed.

 Adequate & Fair Compensation

 Safe & Health Work Environment
 Development of Human
 Growth & Security
 Social Integration
 Constitutionalism
 Social Relevance
 Total life space
These programmes are helped to avoid some pitfalls like
 Quality of work life program must be implemented with the co-operation of management
and labour.
 Action plans must be carried to completion.
 Care must be taken to concentrate the focus on the joint objectives of improving the
Quality of work life.

1.1.6 RESULTS OF HIGH QUALITY OF WORK LIFE

 High Productivity
 Increase organizational effectiveness
 High employee satisfaction
 High morale.
 Reduce the absenteeism and labour turn over
 Increase the quality of life of employees
 High employee involvement
 Peaceful industrial relation

1.1.7 MEASUREMENT:

A recent statistical analysis of a new measure, the Work-Related Quality of Life scale
(WRQOWL), indicates that this assessment device should prove to be a useful instrument. The
WRQOWL measure uses six core factors to explain most of the variation in an individual’s
quality of working life:

 Job and Career Satisfaction;

 Working Conditions;
 General Well-Being;
 Home-Work Interface;
 Stress at Work and
 Control at Work.

The Job & Career Satisfaction (JCS) scale of the Work-Related Quality of Life scale
(WRQOWL) is said to reflect an employee's feelings about, or evaluation of, their satisfaction or
contentment with their job and career and the training they receive to do it. Within the
WRQOWL measure, Job &Career Satisfaction scale is reflected by questions asking how
satisfied people feel about their work. It has been proposed that this Positive Job Satisfaction
factor is influenced by various issues including clarity of goals and role ambiguity, appraisal,
recognition and reward, personal development career benefits and enhancement and training
needs.

The General well-being (GWB) scale of the Work-Related Quality of Life scale
(WRQOWL), aims to assess the extent to which an individual feels good or content in
themselves, in a way which may be independent of their work situation. It is suggested that
general well-being both influences, and is influenced by work. Mental health problems,
predominantly depression and anxiety disorders, are common, and may have a major impact on
the general well-being of the population. The WRQOWL General Well Being factor assesses
issues of mood, depression and anxiety, life satisfaction, general quality of life, optimism and
happiness.

The WRQOL Stress at Work sub-scale (SAW) reflects the extent to which an individual
perceives they have excessive pressures, and feel stressed at work. The WRQOWL Stress At
Work factor is assessed through items dealing with demand and perception of stress and actual
demand overload. Whilst it is possible to be pressured at work and not be stressed at work, in
general, high stress is associated with high pressure.

The Control at Work (CAW) subscale of the WRQ0WL scale addresses how much
employees feel they can control their work through the freedom to express their opinions and
being involved in decisions at work. Perceived control at work as measured by the Work-Related
Quality of Life scale (WRQ0WL) is recognized as a central concept in the understanding of
relationships between stressful experiences, behaviour and health. Control at work, within the
theoretical model underpinning the WRQOWL, is influenced by issues of communication at
work, decision making and decision control.

The WRQOWL Home-Work Interface scale (HWI) measures the extent to which an
employer is perceived to support the family and home life of employees. This factor explores the
interrelationship between home and work life domains. Issues that appear to influence employee
Home-Work Interface include adequate facilities at work, flexible working hours and the
understanding of managers.
The Working Conditions scale of the WRQOWL assesses the extent to which the employee
is satisfied with the fundamental resources, working conditions and security necessary to do their
job effectively. Physical working conditions influence employee health and safety and thus
employee Quality of working life. This scale also taps into satisfaction with the resources
provided to help people do their jobs.

QUALITY OF WORK LIFE THROUGH EMPLOYEE INVOLVEMENT:

One of the most common methods used to create QWL is employee involvement.
Employee involvement (EI) consists of a variety of systematic methods that empower employees
to participate in the decisions that affect them and their relationship with the organization.
Through (Employee Involvement), employees feel a sense of responsibility, even "ownership" of
decisions in which they participate. To be successful, however, El must be more than just a
systematic approach; it must become part of the organization's culture by being part of
management's philosophy. Some companies have had this philosophy ingrained in their
corporate structure for decades; Hewlett-Packard, IBM, General Motors, Ford, etc.

1.1.7 QUALITY OF WORK LIFE AS HR STARTEGY – AN ANALYSIS

Today's workforce consists of literate workers who expect more than just money from
their work.
In the modern scenario, QWL as a strategy of Human Resource Management is being recognized
as the ultimate key for development among all the work systems, not merely as a concession.
This is integral to any organization towards its wholesome growth. This is attempted on par with
strategies of Customer Relation Management.

Strategy and Tactics

Over the years, since industrial revolution, much experimentation has gone into
exploiting potential of human capital in work areas either explicitly or implicitly. Thanks to the
revolution in advanced technology, the imperative need to look into QWL in a new perspective is
felt and deliberated upon. Major companies are tirelessly implementing this paradigm in Human
Resources Development. Globalization has lowered national boundaries, creating a knowledge-
based economy that spins and spans the world. Major economies are converging technologically
and economically, and are highly connected at present moment. The new global workplace
demands certain prerequisites such as higher order of thinking skills like abstraction system
thinking and experimental inquiry, problem solving and team work. The needs are greater in the
new systems, which are participative ventures involving workers managed by so-called fictional
proprietors.

Money Matters:

For good QWL, cash is not the only answer. Today, the workers are aware of the job
requirements of job as also the fact that the performance of the same is measured against the
basic goals and objectives of the organization and more importantl y, wages are paid according
to the larger picture specific to the industry and the employer's place in the same. The increased
share of workers in wages and benefits through legislation as well as competitive interplay of
superior managements in various fields of industry and business on extensive levels has reshaped
the worker's idea of quality of work life. Moreover, other things being equal, the employers are
increasingly vying with their rivals in providing better working conditions and emoluments.
Doubtlessly, the increased tendency of recruiting knowledge bases is giving the modern
managements payoffs in myriad ways. Some of them are intended potentials for product
innovations and cost cuttings. Talking of product, it may appear far-fetched to some that product
is being assessed in the market for its quality and price by the environment created in the areas
where workers and customers are dealt and transact, like ambience in facilities / amenities as also
the company's pay scales. This goes to prove that Quality of Work Life of manufacturer / service
provider is synonymous with the quality of product.

Non economic – 'Job Security':

The changing workforce consists of literate workers who expect more than just money
from their work life. Their idea of salvation lies in the respect they obtain in the work
environment, like how they are individually dealt and communicated with by other members in
the team as well as the employer, what kind of work he is entrusted with, etc. Some of these non-
economic aspect are: Self respect, satisfaction, recognition, merit compensation in job allocation,
incompatibility of work conditions affecting health, bullying by older peers and boss, physical
constraints like distance to work, lack of flexible working hours, work-life imbalances, invasion
of privacy in case of certain cultural groups and gender discrimination and drug addiction. One
or more of the problems like above can cast a 'job-insecurity" question, for no direct and visible
fault of the employer.

Yet, the employer has to identify the source of workers problems and try to mitigate the
conditions and take supportive steps in the organisation so that the workers will be easily
retained and motivated and earn ROI. The loss of man hours to the national income due to the
above factors is simply overwhelming. Employer should instill in the worker the feeling of trust
and confidence by creating appropriate channels and systems to alleviate the above shortcomings
so that the workers use their best mental faculties on the achievement of goals and objectives of
the employer.

To cite some examples, employers in certain software companies have provided

infrastructure to train the children of workers in vocational activities including computer
education, so that the workers need not engage their attention on this aspect. Employee care
initiatives taken by certain companies include creation of Hobby clubs, Fun and Leisure Clubs
for the physical and psychological well-beingness of workers and their families. After all, the
workers are inexorably linked to the welfare of their families, as it is their primary concern. Dual
income workers, meaning both spouses working are the order of the day. The work life balance
differs in this category and greater understanding and flexibility are required with respect to
leave, compensation and working hours in the larger framework.

Teamwork:

Teamwork is the new mantra of modern day people's excellence strategy. Today's teams
are self-propelled ones. The modern manager has to strive at the group coherence for common
cause of the project. The ideal team has wider discretion and sense of responsibility than before
as how best to go about with its business. Here, each member can find a new sense of belonging
to each other in the unit and concentrate on the group's new responsibility towards employer's
goals. This will boost the coziness and morale of members in the positive environment created
by each other's trust. Positive energies, free of workplace anxiety. Will garner better working
results. Involvement in teamwork deters deserters and employer need not bother himself over the
detention exercises and save money on motivation and campaigns.
All said and done, the workers are considered as the invisible branch ambassadors and
internal customers in certain industries. It is evident that most of the managements are
increasingly realizing that quality alone stands to gain in the ultimate analysis. Restructuring the
industrial relations in work area is the key for improving the quality of product and the price of
the stock. Without creating supportive environment in restructured environment, higher quality
of work cannot be extracted.

1.1.9 Elements in Quality of Work Life

1. Open communication
2. Equitable reward system
3. A concern for employee job security
4. Participation in job design – job enrichment & organisational design
5. Employee skill development
6. Reduction of occupational stress
7. Good employer-employee relations
8. A challenging job
9. More opportunity for growth
10. Encouraging creativity and innovation in employees
11. Alternate work schedule
12. Workers participation in management
13. Supportive leadership

1.2 STATEMENT OF THE PROBLEM:

The aim of the study includes the following factors towards the quality of Work life.
They are such as poor working condition environments, resident aggression, balance of work and
family, work load, inability to deliver quality of care preferred, shift timing, lack of involvement
in work process and decision –making, Poor relationship between supervisor/ Team Leader, role
conflict, lack of recognitions and lack of opportunity to learn new skills.

Training is an important area was the workers can utilize for their self development and
updating of their work knowledge. Ultimately every effort that the management takes for the
worker and perseverance of the worker on their physical and the mental well being inside the
organization that help in maintaining their motivation and satisfaction level which is important
for effective performance of any worker. Thus the present study is an attempt describing their
factors as a tool to access the Quality of work life of the employees

1.3 INDUSTRIAL PROFILE

A financial institution (FI) is a company engaged in the business of dealing with financial
and monetary transactions such as deposits, loans, investments, and currency exchange.
Financial institutions encompass a broad range of business operations within the financial
services sector including banks, trust companies, insurance companies, brokerage firms, and
investment dealers. Virtually everyone living in a developed economy has an ongoing or at least
periodic need for the services of financial institutions.

Financial institutions serve most people in some way, as financial operations are a critical
part of any economy, with individuals and companies relying on financial institutions for
transactions and investing. Governments consider it imperative to oversee and regulate
banks and financial institutions because they do play such an integral part of the economy.
Historically, bankruptcies of financial institutions can create panic.

Financial institutions encompass a broad range of business operations within the

financial services sector including banks, trust companies, insurance companies, brokerage firms,
and investment dealers. Financial institutions can vary by size, scope, and geography. Financial
institutions offer a wide range of products and services for individual and commercial clients.
The specific services offered vary widely between different types of financial institutions.

Banks and similar business entities, such as thrifts or credit unions, offer the most
commonly recognized and frequently used financial services: checking and saving accounts,
certificates of deposit, home mortgages and other types of loans for retail and commercial
customers. Through means such as credit cards, wire transfers, letter of credit and currency
exchange, banks act as payment agents, facilitating financial transactions between consumer and
businesses or between companies

Investment banks specialize in providing services designed to facilitate business

operations, such as capital expenditure financing and equity offerings. They also commonly offer
brokerage services for investors act as market makers for trading exchanges and manage
mergers, acquisitions and other corporate restructurings.
Among the most familiar non- bank financial institutions are insurance companies and finance
partners like KSFE. They provide banking services without meeting the legal definition of a
bank without neither holding banking license. Generally, these institutions cannot hold or accept
deposits from public but trustworthy institutions like KSFE have a permission to do business
with public fund.

Types of financial institution

Financial institutions offer a wide range of products and services for individual and commercial
clients. The specific services offered vary widely between different types of financial
institutions.

Commercial Banks

A commercial bank is a type of financial institution that accepts deposits, offers checking
account services, makes business, personal, and mortgage loans, and offers basic financial
products like certificates of deposit (CDs) and savings accounts to individuals and small
businesses. A commercial bank is where most people do their banking, as opposed to an
investment bank. Banks and similar business entities, such as thrifts or credit unions, offer the
most commonly recognized and frequently used financial services: checking and savings
accounts, home mortgages, and other types of loans for retail and commercial customers. Banks
also act as payment agents via credit cards, wire transfers, and currency exchange.

Investment Banks

Investment banks specialize in providing services designed to facilitate business operations, such
as capital expenditure financing and equity offerings, including initial public offerings (IPOs).
They also commonly offer brokerage services for investors, act as market makers for trading
exchanges, and manage mergers, acquisitions, and other corporate restructurings.

Insurance Companies

Among the most familiar non-bank financial institutions are insurance companies. Providing
insurance, whether for individuals or corporations, is one of the oldest financial services.
Protection of assets and protection against financial risk, secured through insurance products, is
an essential service that facilitates individual and corporate investments that fuel economic
growth.

Brokerage Firms

Investment companies and brokerages, such as mutual fund and exchange-traded fund (ETF)
provider Fidelity Investments, specialize in providing investment services that include wealth
management and financial advisory services. They also provide access to investment products
that may range from stocks and bonds all the way to lesser-known alternative investments, such
as hedge funds and private equity investments.

1.4 COMPANY PROFILE

1.4.1 ABOUT KSFE

During the year 1967 government of Kerala took a policy decision to the effect that
chits/kuris should be conducted under state auspices. Then the finance minister in his budget
speech for financial year 1967-68 made the following announcement on the floor of the
assembly.

"I VIEW THIS DECISION AS A BOLD STEP FOREWARD ALONG THE PATH TOWARDS
SOCIALISM, AIMED ACT BRINGING BANKS ANID OTHER FINANCIAL
INSTITUTIONS UNDER SOCIAL CONTROL"

The chit/kuris business being what it is, there exited ample scope for exploitation of the
ignorance, indifference and gullibility of the needy people by unscrupulous promoters, who
organized financial instructions in the name of chit/kuris fund in order to mobilize fluid
resources in their own interest and appropriate for themselves substantial profit accrued out of
such organizations.

Government wanted to introduce a cheque on the unbridled growth of such financial

institutions with a view to safeguard the interest of the general public and at the same time to
channelize the savings so consolidated for productive purpose. With these objectives,
government appointed a special officer in the year 1967 to prepare a comprehensive scheme for
starting chits and kuris under government control. The special officer presented his report on 7 th
October 1967 analyzing all aspects involved in the proposal and recommending strongly the
entry of government in the field of chits and kuris.

Through the recommendation was for conducting the business as an adjunct of the
registration department, government, however took a different view and decided to bring within
the preview of government control not only chits/kuris but also some other financial transactions
for which socialization was felt necessary. Hire purchase financing and insurance were the new
areas suggested for inclusion within the ambit of the proposal organization.

Accordingly, government decided to organize a public sector undertaking with the name
THE KERALA STATE FINANCIAL ENTERPRISES LIMITED for the purpose of conducting
chit, hire purchase and insurance business under government control. The Kerala state financial
enterprises limited is fully owned by the government of Kerala and is the first public sector
company to conduct chit business in the whole of India.

It was incorporated on 6th November 1969 with its registered office at Thrissur. It has an
authorized capital of Rs.25lakhs divided into 25000 equity shares of Rs.100 each and paid up
capital of Rs.2lakhs as initial contribution from government of Kerala. The share capital
contribution of government was progressively increased from Rs.5lakhs to Rs.7lakhs in the year
197071, to Rs.12lakhs in the year 1972-73, to Rs.20.51lakhs in the year 1973-74, to Rs.27lakhs
in the year 1974 75, to Rs.28lakhs in the year 1976-77 and to Rs.38lakhs in the year 1977-88,
The authorized capital was raised to Rs.50lakhs in the year 1974-75 and to Rs.100lakhs in the
year 1989-90.

The management of the company is vested in the board of directors constituted by

governor from time to time. The number of directors shall not be less than 2 and shall not be
more than 9. The maximum number has been subsequently raised to 15. The directors shall hold
office during the pleasure of the governor. The governor may from time to time, appoint 2
directors other than the managing director as chairman and vice chairman of the board.

The first board was constituted as per government order NO.GO. (RI) 4876/69/Fin. Dated
26th November 1969 and they assumed charge on 28th November 1969. The managing directors
is appointed by the governor on such terms and remuneration as he may think fit from among the
directors for the conduct and management of the business of the company subject to the control
and supervision of the board of directors. General body representing the shareholders shall be the
supreme governing body of the company.

The Kerala State Financial Enterprise, popularly known as KSFE, is a Miscellaneous

Non- Banking Company, which IN fully owned by the Government of Kerala. KSFE was
founded by Kerala Government on 6th November 1969. It is one of the most profit-making
public sector undertakings of the state It was created by the Government of Kerala with the
objective of providing an alternative to the private chit promoters in order to bring in social
control over the chit fund business, so as to save the public from the clutches of unscrupulous
fly-by night chit fund operators. KSIT limited has been registering impressive profits every year,
without tad since its inception.

A striking point is that all the funds mobilized by KSFE through its various deposit
schemes and chitties are advanced wholly to the public in Kerala itself: whereas other financial
institutions and banks channel their deposits collected in Kerala for advances outside the state.

KSFE pays to the Government of Kerala cores of rupees every year by way of:

 Guarantee commission service charges

 Service charges
 Dividend

Up to 31.03.2012 an amount of Rs.367 crores has been paid on the above head of
accounts. I here for, financially and service wise, KSFE contributes immensely towards the
Kerala economy.
KSFE provides job opportunities to more than 5267 employees in the 427 branches with
more than 29 lakh customers. KSFE was started by Kerala Government as an alternative to the
private chit promoters and as an asset for the common man.
EVOLUTION OF KSFE

 KSFF was created by the government of Kerala on 6lh November 1969

 The paid up capital then was Rs.2 lakhs
 Total number of employees at the start was 45.
 Number of branches KSFE : began with was 10
 I he head office of KSFE: is placed in Thrissur, the hub of chitty business in Kerala.
PRESENT SCENARIO OF KSFE
 Paid up Capital is Rs.20 crores.
 Total number of employees is more than 5267.
 The number of branches is 427.
 Annual Business is Rs.16451 crores (As on 31.03.2012)

1.4.2 VISION
To become a significant player in the financial services sector by
 providing a whole range of quality services and products
 adopting technology and benchmark standards in a customer service and performance
 spreading our wings beyond the borders of Kerala, on a global level
 Retaining the pre eminent role in chitty business.
 Continuing focus on extending resources to the Govt. of Kerala
 Sustaining commitment to the weaker sections of society, as the neighborhood institution
for support, trust and security.

1.4.3 MISSION

The Kerala Chitties act 1975 was brought onto force with the effect from 25 th August
1975 in supervision of the existing legislation and with a view to introduce a unified procedure
to regulate the conduct of chit and chit Rinds in Kerala, KSFE aimed to socialize the business
and to encourage safety. Security and better services to the public paying good returns and
lending money at lesser rate of interest have become the service philosophy of KSFE.

1.4.4 HISTORY OF KSFE LIMITED

During the year 1967, Government of Kerala took a policy decision to the effect that
Chitties/kuries should be conducted under state auspices. The chitty / kuri business being what it
is, there existed ample scope tor exploitation of the ignorance, indifference and gullibility of the
needy people by unscrupulous promoters, who organized financial institutions in the name of
chitty/kuri fund in order to mobilize fluid resources in their own interest and appropriate for
themselves substantial profit accrued out of such organizations.

Government wanted to introduce check on the unbridled growth of such financial

institutions with a view to safeguard the interest of the general public and at the same time to
channelize the savings so consolidated for productive purposes. With these objectives,
Government appointed a special officer in the year 1967 to prepare a comprehensive scheme for
starting chitties and kuries under Government control. The special officer presented his report on
7th October 1967 analyzing all aspects involved in the proposal and recommending strongly the
entry of Government in the field of chitties and kuries.

Though the recommendation was for a different view and decided to bring within the
purview" of Government control not only chitties/kuries but also some other financial
transactions for which Socialization was felt necessary. Hire purchase financing and insurance
were the new areas suggested for inclusion within the ambit of the proposed organization.
Accordingly, government decided to organize a public sector undertaking with the name ' The
Kerala state Financial Enterprise Limited for the purpose of conducting (/him. Hire Purchase and
insurance business under Government control.

SHARE CAPITAL

The Kerala State Financial Enterprise Limited was incorporated with a capital of Rs.25
lakhs divided into 25.000 equity shares of Rs.100 each and a paid up capital of Rs. 2 lakhs as
initial contribution from Government of Kerala. I he present share contribution from the
government is 20 crores. I he entire paid up capital and advance towards, share capital was
subscribed MANAGEMENT OF KSFE LIMITED The Management of the company is vested in
the Board of Directors constituted by governor from time to time.

The number of Directors shall not be less than 2 and shall not no more than 9. The
maximum number has been subsequently raised to 15. The directors shall hold office during the
pleasure of the Governor. The governor may, from time to time, appoint 2 directors other than
the managing director as chairman and vice chairman of the board I he first board was
constituted as per Government order N.G.O. (Rt) 4876/69/Fin. Dated 26" November and they
assumed charge on 28th November 1969. The managing Director is appointed by the Governor
on such terms and remuneration as he may think fit from among the Directors for the conduct
and Management of the business of the company subject to the control and supervision of the
Board of Directors. General Body representing the shareholders shall be the supreme governing
body of the company.

ORGANISATION SETUP

The Kerala State Financial Enterprises Limited is a composite organization where

different bases of grouping the activities are used. The general administration of the organization
and control of business development were initially centralized. But with the expansion of
business and multiplication of branches throughout the state, the need for a greater measure of
decentralization was felt and in consequence Regions came into existence in charge of regional
Managers.

The organizational set up is by and large a three-tier system with the head office as a top
controlling and coordinating body, the Regions constituting the intermediary level coordinating
and controlling all the activities of the various units under them and the units at the base level as
profit generating centers. These units are engaged in chitty business and different loan schemes
as their main products and acceptance of deposits from public as a parallel product. In the head
office the activities are grouped on functional as well as product basis under the control and
supervision of the Managing Director who is the Chief Executive.

HEAD OFFICE

The different departments of the head office are the following:

1. BUSINESS DEPARTMENT
This is headed by general Manager (Business) who is responsible for all business
activities of the company.

2. FINANCE DEPARTMENT
This department is headed by the general Manager (Finance). The main functions of this
department are planning, budgeting and control, compilation of accounts, reconciliation and
preparation of annual accounts, and controlling deposit Schemes of the Company etc.
 3. ADMINISTRATION DEPARTMENT
This is headed by the administrative officer to be in charge of personnel administration,
Salary, industrial relations, man power planning, etc.

4. SECRETARIAL DEPARTMENT
This department is headed in the company secretary who is responsible for the functions
conferred on him by the company's Act, 1956.

5. GENERAL ADMINISTRATION DEPARTMENT

This department is headed by one of the senior officers of the company who will be
responsible for the general administration including purchase, printing etc.

6. LEGAL DEPARTMENT
This department is headed in the law officer who is responsible for all day to day legal
matters.

7. INTERNAL AUDIT DEPARTMENT

This department is headed by the internal Audit Officer assisted by seventeen audit teams
to exercise internal check and control. All the above department heads report directly to the
managing Director.

8. REGIONS
The activities of the Regional managers are grouped functionally as well as scheme wise.
They are mainly responsible for the proper and healthy functioning of the Branches and to be in
charge of the overall growth and development of the Branches under their jurisdiction. The
Regional managers report directly to the General manager Business and the General Manager
Finance for the respective functions and to the Managing director relating to the other functions
UNITS

At the base level the units are graded into three categories

1. Major Branches having a chitty sale of 70 lakhs and above

2. All previously known Loans units treated as a Major Branches
3. Medium Branches having a chitty sales Rs 40 lakhs and above
 4. Small Branches having a chitty sale of below Rs lakhs

Each unit is headed by a Unit I lead .the manager and its activities are grouped under
Assistant manager Deputy Manager the unit Heads report directly to the Region :). Managers
concerned and to the Departmental heads In the Head office on matters pertaining to the
departments concerned, in exceptional circumstances the unit I leads can report directly to the
General manager (Business) General Manager (Finance) and Managing Director.

1.4.5 PRODUCTS AND SERVICES OF KSFE LIMITED

A. CHITTY

B. LOANS AND ADVANCES

1. Passbook loan
2. Chitty loan
3. Gold loan
4. Reliable customer loan
5. Customer vehicle loan.
6. Special car loan
7. New housing finances scheme
8. Flexi trade loan
9. Tax planning loan scheme
10. FD Loan scheme
11. SugamaAkshaya Overdraft Scheme
12. Trade finance
13. Kanakadhara loan
C. DEPOSIT SCHEME

1. Fixed deposit
2. Short term deposit
3. Sugama deposit scheme
4. Deposit in trust scheme
5. Sugama security scheme
 D. SAFE DEPOSIT LOCKER

E. FEE BASED SERVICES

1. Western union
2. Corporate agency of LIC of India
3. Corporate agency of National Insurance company Ltd.
Of the above products the most important ones are explained in brief below.

Chitty
Chitty is intended to provide a measure of savings for people who aspire to save for the future by
setting apart a portion of their income. Chitty is a unique scheme where the savings aspect is
blended together. The rules and regulation of Kerala chitties act 1975 are applicable to KSFE
chitties.

New chitty loan

New chitty loan is introduced to bridge the gap between the real need of the subscriber and the
uncertain point of time in future, when the tickets are priced. Loan amount is fixed to a
maximum of 50% of the chitty salary.

Hire purchase
The company, under its hire purchase scheme, advances for the purchase of all durable article. It
conducts the business through various branches. Normally the company advances 75% of the
cost of articles. The advances shall be for a period of 36 month or less. A fixed rate of interest
shall be collected from the customer as finance charges.

Gold loan scheme

This was launched by the company on 16-10-1979. Under this scheme short term loans are
provided on the security of gold ornaments. Gold coin bullion, etc will not be accepted by the
company for granting loan. The rules of the company for the time being relating to the pledge of
ornaments shall be binding on the borrower.
Sugama deposit
This scheme envisages periodical remittance of any amount and withdrawal from the account
maintained with the company by persons or association f persons. The scheme helps the
customer in following manner
 The customer can transfer the monthly installment to this account.
 Any amount of other savings can be deposit to this account.
 Interest on fixed deposit can be transferred to this account.

Reliable customer loan

This scheme is intended to provide easy credit facility to the customers. All the customers of
KSFE, regardless of the scheme in which he/ she is a client, whether employed or not, can be
considered for reliable customer loan. He should not be a defaulter at time of applying for the
loan. The period of loan extends from 12 month to 36 month.

New housing finance scheme

This scheme is intended to provide loans to individuals
 For the purpose of purchase of dwelling site.
 For the purchase of dwelling house other than flats.
 For construction of dwelling house.
 For reservation of existing house.
 For extension/additional construction of existing house.

Trade finance
Trade finance scheme is arrived at providing financial assistance to small and medium term
traders, businessmen, lottery agents and the like. Those repaying period extends from 12 month
to 60 months.
Bhadratha social security scheme
The bhadratha social security scheme is a deposit scheme of government of Kerala introduced
with effect from 1-11-1977. This scheme has been launched with the dual purpose of mobilizing
savings from public on a very large scale and providing benefit to the subscribers of the scheme
in the form of pension, lump sum amount or both. The scheme has been designed more or less on
the lines of the post office cumulative time deposit scheme. The intension of the government in
introducing the scheme was to pool the funds raised through subscription and invest them in
productive projects within the state. The company has to deposit the fund so collected into
treasury. There are 4 basic plans under the scheme providing deposits for 10,15,20 and 25 years.

1.5 SCOPE OF THE STUDY

Quality of work life is a concept which talks about the overall focus on employee as a
person rather than just the work done by him/her. Quality of Work Life is becoming an
increasingly popular concept in recent times. It basically talks about the methods in which an
organization can ensure the holistic well-being of an employee instead of just focusing on work-
related aspects.
Quality of work life (QWL) 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. A
good work life balance is also what motivates an employee the most to perform well at his or job
and also spend quality time with the family. Therefore, organizations have started to focus on the
overall development and happiness of the employee for their motivation and reducing his/her
stress levels without jeopardizing the economic health of the company.

1.6 IMPORTANCE OF THE STUDY

The importance of the study is to understand the quality of work life of the employees of
KSFE.
Work-Life Quality defined, as the balance between an employee's work demands and
outside interests or pressures-is a long-standing but ever- evolving area of corporate social
responsibility. Some organizations view QWL as important, but do not formally link it to their
strategic or business plans. Many companies find that paying attention to the needs of employees
can benefit the company in terms of productivity, employee loyalty and company reputation.
Quality of work life is the quality of relationship between employees and total working
environment.
‘’ A Great Place to work is where-You Trust the people you work for, have pride in what you do,
and enjoy the people you work with.’’
1.7 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

 To understand the quality of work life among the staff of KSFE

SECONDARY OBJECTIVES

 To know about the work-life balance of the employees in the KSFE, Thrissur.
 To find out the impact of quality of work life of employees on the organization
 To evaluate the level of performance of employees
 To analysis the employees working conditions in the organisation
 To evaluate the employee superior relationship among the organisation
 CHAPTER 2
REVIEW OF LITERATURE

2.1 CONCEPTUAL REVIEW

Quality of Work Life has always been up in studying organizational behavior. It is

evident from the history that direct studies on Quality of Work Life started pouring-in after the
first paper presentation by Davis in 1972 at Arden House, US and thereafter, there was a greater
pressure on Quality of Work Life studies as organizations increasingly adopting the philosophy
of making the man happy at work for enhancing their motivation and will to work. In present
scenario of high technology world, it has become a great concern for management as well as
employees.
Quality of working life is the most substantial work related behavioral phenomenon
which has positive impact on production, work culture and effectiveness of the organization.
Though lot of work has been done on Quality of Work Life in different areas, but unfortunately a
bit attention has been made to variables pertaining to the current research endeavor. Therefore,
special attentions of researcher especially have been made on this point

PUGALENDHI ET AL (2011) in a study of Quality of Work Life: Perception of college

teachers revealed a significant relationship between Quality of Work Life total and Quality of
Life in teaching environment total. They also found that quality of college teachers is low in its
working level and stated that Quality of Work Life is an essential concept of favorable situation
in a working environment

GUNA ET AL. (2008) in a study entitled “Constructs of Quality of Work Life: A

Perspective of Information and Technology Professionals” concluded that IT industries in many
developing countries are experiencing tremendous challenges in meeting the employment market
demand. A good human resource practice would encourage IT professionals to be more
productive while enjoying their work. Therefore, Quality of Work Life is becoming an important
human resource issue in IT organizations. Effective strategic human resource policies and
procedures are essential to govern and provide excellent Quality of Work Life among IT
professionals. Conversely, poor human resource strategic measures that are unable to address
these issues can effectively distort the Quality of Work Life, which will eventually fail the
organizations’ vision of becoming competitive globally.
DARGAHI ET AL. (2007) conducted a study to provide the processes used to
investigate and implement a pathway for improving of Quality of Work Life as an approach
model. The results from the survey showed that the perceived strongest areas among 12
categories developed by Quality of Work Life Strategic Planning Committee that employees
agreed to improve on their Quality of Work Life were Organizational Commitment, trust,
support, monetary compensation, non-monetary compensation, leadership, attendance
management, communication between managers and employees, Communication between
managers and managers, overall communication, respect and recognition. This committee
evaluated the outcomes of Quality of Work Life managers and employees teams to improve the
employees’ Quality of Work Life. The Quality of Work Life Strategic Planning Committee also
recommend a new approach model to suggest the ways which impressive on the employees'
improving Quality of Work Life

RADUAN ET AL. (2006) in a study to determine the level and relationship between
qualities of work life (Quality of Work Life) with career-related variables revealed that the three
exogenous variables are significant such as career satisfaction, career achievement and career
balance with 63% of the variance in Quality of Work Life. The respondents appeared to be
satisfied in respect to the level of Quality of Work Life (49.5%), career achievement (70.3%),
career satisfaction (63.8%), but less so for career balance (36.6%). These findings contribute to
an understanding of ways by top management in attempts to attain a career fit between the needs
of the employees and the needs of the organization.

MORIN AND AUDEBRAND (2003) indicated that one major issue in the development
of Quality of Work Life practices is the primacy of financial growth to the detriment of values
such as health and social welfare. They also viewed that organizational performance is assessed
with two or three financial indicators such as return on investment, profit per share, and net
revenues. Although these indicators are essential to profitable organizations but they do not give
a complete picture of the firm’s performance.

Moreover, they are the tangible results of added value from the personnel’s creativity
and their effective use of the technologies in their work environment. Common sense dictates
that healthy employees can be dedicated to their work and can exercise their skills and their
imagination to achieve their work goals and to constantly improve their work processes. The
opposite is also sensible that unhealthy employees cannot exert their strengths to add value to
their work. Consequently, in the short term, the overemphasis on financial indicators could pay
off for the managers. But in the long term, it could lead to the shrinkage of financial performance

SIRGY ET AL. (2002) developed a new measure of Quality of Work Life based on need
satisfaction and spillover theories. The measure was designed to capture the extent to which the
work environment, job requirement, supervisory behaviour, and ancillary programmes in an
organization are perceived to meet the needs of employees. Seven major needs were identified,
each having several dimensions. There are:

 Health and safety needs

 Economic and family needs
 Social needs,
 Esteem needs
 Self-actualization needs,
 Knowledge needs
 Aesthetic needs.

The measures convergent and discrimination validities were tested and the data
provided support to construct validity of Quality of Work Life measuring. Further the
measure homological predictive validity was tested by hypothesis deduced from spill over
theory.

CHAN, ET A1. (2000) compared the experiences of work stress, work satisfaction and
mental health on 2,589 managers and workers from six different professions and para-
professions, namely; general practitioners, lawyers, engineers, teachers, nurses. and life
insurance personals. Results showed that performance pressures and work family conflicts were
perceived to be the most stressful aspects of work. Two of the stressors contributed to the overall
work stress. Further, stress arising due to work, family conflicts, performance pressure and poor
job prospect was negatively associated with level of work satisfaction. These findings were
discussed in contexts of increasing professionalization, and de professionalization and growing
emphasis on productivity and efficiency in a quickly developing economy
 EDEN ET AL. (2000) described the importance of different factors in relation to quality
of working life among individuals (aged 25-29 years) granted early retirement due to disorders of
the musculoskeletal system. Explanatory variables concerning poor quality of life were
established among disability pensioners with musculoskeletal disorders and a control group. In
both groups, health status, leisure time activities, and social network were important for quality
of life. Among the retirees immigration, employment before retirement, and a negative attitude to
the disability pension were related to poor quality of life.

Donaldson, et al. (1999), studied a major incentive for work-site. Health promotion
activities promised increase of company's profitability. Although employee sleep patterns
predicted health care utilization and psychological well-being, for most of the employee-health
behaviours were not strong predictors of proximal organizational effectiveness factors. However,
Quality of Work Life factors significantly predicted Organizational Commitment, absenteeism,
and tardiness frequency. Findings suggested the value of improving the system of work in which
employee are embedded as part of comprehensive work-site health promotion efforts.

LAN AND MAY (1998), examined how perceived image of a company’s Quality of
Work Life will affect its market and financial performance growth. Profitability of two groups of
company was compared, based on sales growth, assets growth, return on equity, and return to
assets. Results indicated companies with increased Quality of Work Life can also enjoy
exceptional growth and profitability.

ROBERT (1997) presented a summary of determined tests of the assumption that

success rates are so low in Organizational Commitment that doubt or cynicism constitutes the
appropriate mind-sets. This opinion continues to appear in the literature, both scientific and
popular, despite the existence of several large data sets that could either reinforce the doubt or
cynicism, or require variously nuanced caveats about them. 16 major data sets are reviewed in
effect to sketch some confidence intervals concerning reasonable estimates of success rates in
varieties of planned change commonly labeled as Quality of Work Life, organizational
development and Organizational Commitment

NASREEN AND ANSARI (1997) conducted a study on supervisors and middle level
managers and reported that socio-psycho personality variables failed to influence Quality of
Work Life perceptions. Barkat and Ansari (1997) found significant influence of job tenure and
number of promotions earned on perceived Quality of Work Life. The above two studies did not
include job involvement but are important to highlight relationship of biographical and psycho-
social personality variable in relation to Quality of Work Life. Job involvement is a phenomenon
which is outcome of perception of increase Quality of Work Life in which aspects like
identification with work, organization, as well as incumbent conductive conditions. Most
appropriate to work and working environment as above all variables combined together
determine level of job involvement

VENKATACHALAM ET. AL (1997) studied that production increased with change

adapted by increased Quality of Work Life. Perception of employees, several other factors like
security, autonomy, equity of pay and rewards help to increase Quality of work life, satisfaction,
involvement, work environment and so on. Some finding showed significant positive
relationship between quality work life and organizational commitment.

SRIVASTAVA (1996) pointed out that organizational climate and higher order needs
(self-esteem, autonomy and self-actualization) are positively related to job involvement. This
study has not denoted variables which had been undertaken for study as term Quality of Work
Life but also organizational climate, higher order needs and all other bio-social needs which are
determinants of Quality of Work Life. Therefore, it is not always necessary to use the term
Quality of Work Life but the variables are attributed to the aspect referring to Quality of Work
Life.
KARRIER AND KHURANA (1996) examined the relationships among Quality of
Work Life and six background variables viz., age, educational qualification, experience,
native/migrant, number of dependents and income level and three motivational variables viz.,
satisfaction, job involvement and work involvement of 491 managers from the public, private
and cooperative sector industries. The findings of the study indicate that managers with higher
motivation have higher Quality of Work Life perception. Moreover, the results also advocate that
educational qualification of managers, size of the organization, job involvement and job
satisfaction are significant predictors of Quality of Work Life. Karrier and Khurana (1996),
found managers with increased job satisfaction and more job involvement had perception of
increased Quality of Work Life.
 HAVLOVIC (1991) studied the influence of Quality of Work Life initiatives on HR
outcomes. Data was collected by unionized Midwestern heavy manufacturing firm for period
during 1976-1986. Results indicated that Quality of Work Life initiatives significance reduce
absenteeism, minor or accidents, grievances and quits.

AHMAD (1991) investigated perceived Quality of Work Life in relation to

organizational role stress among 156 middle level managers of public and private undertakings.
Results revealed that all the four dimensions of perceived Quality of Work Life viz., perceived
influence at work, perceived amenities at work, perceived nature of job and perceived nature of
supervisory behaviour were significantly but negatively related to most of 10 dimensions of
organizational role stress. It was further observed that age and tenure were significantly
correlated with perceived influence at work and perceived amenities at work.

SHARMA (1989) on the basis of her investigation highlighted the importance of Quality
of Work Life and organization design as significant dimensions of organizational functioning.
Mee Lin and Bain (1990) have studies relationship between Quality of Work Life programmes
and organizational performance measures through a review of 27 studies on unionized firms.
Impact of Quality of Work Life on· organizational effectiveness (performance of labour
management relations and economic and non- economic performance of the firms) was
measured in these studies at 3 levels:

(i) Industrial
(ii) Group division/ store
(iii) Plant/ store of industry.

All studies found favorable attitude of workers towards Quality of Work Life programmes and 7
of 10 studies at division level and at job 10 macro level studies found positive effect of Quality
of Work Life programmes on productivity. At 3 levels employee participation measures and job
redesign were the approaches of Quality of Work Life programmers were most commonly
implemented by both union and management. Mixed impact of Quality of Work Life
programmes on absenteeism, grievances, turnover, discipline, and labour relations

CHAKRABORTY (1989) suggested that quality of domestic life transmits its inevitable
effect on quality of home life so as to reduce the intensity of stress experience in context of work
life. According to one forecast, by the end of 1990, 50% of American children will belong to
single parent or no parent category, is used by author in constructing major emerging scenario of
stress. He warned Indians to restrain from uncalled problems of socio-cultural changes. There
exist reinforcing cycle of stressors both at home and in workplace.

GARY (1988), tested the specific hypothesis regarding apprenticeship socialization

strategy, using sample of new insurance company employees. He found that perceived quality of
intern-assignment managers work relationship to have important direct and moderating effect on
intern work outcomes. Quality of work relationship was significantly positively related to intern
met expectations, role clarity, Organizational Commitment, and performance.

DHILLON AND DANDONA (1988) conducted a study on “Quality of Work Life and
Job Involvement: A comparative study of managers of public and private banks”. The study
found significant difference in Quality of Work Life variable related to job involvement in public
and private sector banks.

ACCORDING TO GUPTA AND KHANDELWAL (1988) positive significant

relationship was found between Quality of Work Life and role efficacy. The findings also
revealed that supervisory behaviour is the most important dimension of Quality of Work Life,
contributing 21% of the variance in the employees’ role efficacy. Supervisory role include
general satisfaction with supervisor’s day-to-day behavior, amount of communication and
listening, and appreciation of good work.

MEHTA (1987) conducted a study on the sample of senior central government officials
and middle level officials serving in four states. The results indicate that greater the proximity to
the development, the lower was the perceived Quality of Work Life. The findings also revealed
that remotest the officials from developmental work, the more satisfied they were with their
Quality of Work Life. An interesting feature of the finding of this study was that departmental
posting was also associated with perception of lower Quality of Work Life than the Secretariat
posting. The perceived quality of work amenities which include housing, education for children,
drinking water facilities and salary etc., gradually declined as one moved closer to development
work.
 KELLER (1987) studied relative contribution of work and non-work variables on
Quality of Work Life among different ethics groups. 127 White, 30 Hispanic, 33 American
Banker and 121 Mexicans were taken as the subjects. Results showed no significant relationship
between ethics’ groups and Quality of Work Life. Home life and family network variables
accounted for increased variance in Quality of Work Life than did work variables like jobs, job-
stress and job level.

SINHA (1986) enumerated that modern workers demand jobs that satisfy their inner
needs. In the light of the content and process theories of motivation, it is postulated that the
popular way of determining Quality of Work Life is to measure the attitude that constitutes job
satisfaction. Moreover, it is also suggested that the prospects of better Quality of Work Life in
India have to take sociological, psychological and related context into account.

CHAKRABORTY (1986) found out that there are many organizational situations which
indicate hidden realities of Quality of Work Life. Researchers are required to examine Quality of
Work Life in light of new paradigm based on study of Indian psycho-philosophy offered from a
strict problem-solving point of view and may have relevance to educate predicting managers.
SENGUPTA AND SEKARAN (1985), studied bank employees and found, Quality of
Work Life in bank is not high and he gave reasons for the same. External environment
(government and union interference) facing the banks are seen as impendent to take effective
actions by banks. Findings showed that government formulating broad policies, leave it to banks
to attain goal by whichever means they think, greater decentralization, more autonomy and
power will facilitate banks to recruit right people, design job as per requirements, rewards
employee differentially on the basis of performance and enhance Quality of Work Life and offer
quality service to people

GRAHAM (1985), investigated worker’s support and rejection attitude towards Quality
of Work Life programmes on the sample of shop floor workers. Results indicated that attitude
towards Quality of Work Life leads to four generalization (i) When workers experience
increased influence and organizations in their relation with management they likely support
Quality of Work Life (ii) When this greater influence enable them to obtain changes in both job
procedure and working conditions, they are likely to continue their participation (iii) If Quality
of Work Life increased cooperation among workers, they will support it, but if it increased
competition they will likely reject their programme (iv) Worker’s support for a Quality of Work
Life programme is likely to be maintained only if the power of union in bargaining is not
hindered. When Quality of Work Life programmes have such positive effects on these four sets
of relations, workers ability to obtain changes in workplace to which they see as significant, is
increased and their support for increased cooperative relation with management is most likely to
be developed and then maintained.

BRAUN (1985) presented a paper at annual meeting of rural sociological society in

which he propounded some important suggestions regarding Quality of Work Life programmes
and industrial justice. According to him currently, Quality of Work Life programmes exists only
to increase physical productivity, never to decrease it for the benefit of increased workers
happiness. To properly judge true productivity based on industrial justice, there must be a great
societal and worker's voice on how productivity is defined. Small benefits to the company at
great cost to worker’s and to society at large are to be avoided. Such costs include speed up
discrimination, reduction in work freedom through increased setting of standards, lack of
flexibility in setting up and enforcing standards, pseudo-careerism, and defining out of existence
of unskilled workers that had served as a social buffer to provide jobs for anyone, no matter what
is his experience, Industrial justice requires that workers be allowed to produce with an average
rather than an extra-ordinary amount of effort, and that they have right to demand sympathy on
occasions

RICE (1984-85), found out the relationship between work satisfaction and quality of life.
Work experience and outcomes can affect person's general quality of life both directly or
indirectly through their effects on family interaction, leisure activities and levels of health and
energy. Modification in workplace can have their effect by changing environment or changing
worker's own class and they can affect his quality and family life.

HARTENSTEIN AND HUDDLESTON (1984) enumerated that for Quality of Work

Life measures to be successful, management and labour must have shared values, without such
values, managers are often authoritarian and deny workers sense of involvement, responsibility
and autonomy, resulting in the Levine, et al. (1984), made an attempt to develop a definition and
measure of Quality of Work Life. In a specific case setting, 64 employees engaged from large
insurance company Delphi Panel constituted in defining Quality of Work Life. A 34 item Quality
of Work Life questionnaire was developed from that definition. Tested on 450 employees of
company, results showed 7 predictors of Quality of Work Life, which extended beyond job
content.7 predictors, were

 Organization to which supervisors show respect and have confidence in employee’s

abilities.
 Variety in a daily work routine
 Work challenge
 Organization to which present work leads to good future opportunities
 Self-esteem
 Extent to which life outside work affects work
 Extent to which work contributes to society workers lack of commitment and low
productivity.

KONTBLUH (1984) suggested that the contribution, of increased worker's participation in

decision-making is appearing more often on labour-management agenda as a strategy to
increased employee's Quality of Work Life. The reason for management interest include need for

 Increased probability positive quality

 Improving Quality of Work Life for the new workers who are educated and have good
work ethics, but are alienated and unmotivated under current management practices and
 Meeting foreign competition

SINGHAL (1983), emphasized on the job quality of life where it is pointed out that quality
of working life (Quality of Work Life) will be meaningful if the people working in organization
live a happy life in society. Economic, family and health related aspects to which employees are
exposed as member of larger significant-society are significant factors that influence their quality
of working life (Quality of Work Life) experience. He also made a point that Quality of Work
Life is a time and situation bound concept that requires constant revisions and modifications as
psycho-socio and organizational contents change over time.

AMBROSINI (1983) while reviewing the literature on Quality of Work Life found the
decline of work centered approach and the growth of interest in the relationship between work
and non-work sphere. The prime perspective adopted during 1960 and 1970 are summarized,
citing the emphasis on organizational and socio-technical studies of post Taylorist labour
transformation. The emergence of the concept of Subjective work experience than documented
stressing the importance of the time dimensions and work flexibility as determinant of Quality of
Work Life. Singh (1983) made an attempt to improve Quality of Work Life by recognizing work
and eliminating split-up goals and thereby, made work satisfying and productive.

SAYEED AND SINHA (1981) examined the relationship between Quality of Work Life
dimensions, job satisfaction and performance measures on the two groups of sample working in
high Quality of Work Life and low Quality of Work Life organizations. The result revealed that
Quality of Work Life dimensions are related to job satisfaction in both the types of organizations.
A comparison between high and low Quality of Work Life organization further indicated
systematic variation in the correlation pattern i.e. organization with low Quality of Work Life
tended to yield comparatively better relationship between Quality of Work Life dimensions and
performance measures than the organization with high Quality of Work Life.

KUMAR AND BOHRA (1978), studied relationship of workers job satisfaction with
their perception about existing organizational climate. Results revealed that perceived
organizational climate effects workers job satisfaction significantly. Workers perceiving
organizational climate as democratic had increase in job satisfaction as compared to those who
perceived organizational climate as autocratic or undecided.

TAYLOR (1977) suggested usefulness of job satisfaction measures in assessing job

characteristics in improving Quality of Work Life is problematic. Paradoxically the high and
stable levels of job satisfaction cannot explain the frustration and alienation in the organization.
This leads to the notion that employees’ participation in the action researches on Quality of
Work Life may itself reduce their frustration and feeling of alienation.

BALKRISHNAN (1976) examined the relational importance of physical, social,

financial, security, achievement, responsibility, recognition, and growth factors of industrial
employees. Results indicated that financial and physical factors were very important as
compared to other factors. Workers were found to be above physical and safety needs and were
somewhere between social and ego needs.

COSTELLO AND SANG (1974), reported that majority of job incumbents of publicly
owned utility firms were satisfied with security and social needs but, were different in the
fulfillment of Increasing order needs self-esteem, autonomy and self-actualization. study
conducted by Rhillehard et al(1969) on managers, compared managers in government agencies
with those from business and industries. They found that perceived deficiency in need
fulfillment likely to increase successively at lower level which was almost similar to the findings
of Johnson and Marcrum (1968). Their study also revealed that increased dissatisfaction was
found among managers of government agencies as compared to managers of business and
industries.

PESTONJEE (1973) reported that supportive organizations are truly related to workers
morale and job-satisfaction. Similarly in a study conducted by Schnider and Snyder (1975), it
was found that climate and satisfaction are positively correlated and almost the same result was
found in a study of Lafollette and Sims (1975), as they found organizational climate and
organizational practice correlated to jobs. Rajappa (1978) found that organizations with
achievement oriented climate were highly productive.

PAYNE AND PHEYSEY (1971) in the light of an interesting study conducted on

organizational climate came to conclusion that job satisfaction is an indicative of positive
Quality of Work Life. This was to highlight qualities of employee’s work life. Job satisfaction is
an indicative of positive quality of working life. Hence, whatever studies will be put forth on job
satisfaction would be determining relationship of some variable as its important determinants.
 CHAPTER 3
RESEARCH METHODOLOGY

Research means search for knowledge. It aims at discovering the truth. It is an essential and
powerful tool in leading mean towards progress. It is the search for knowledge. It is
undertaken to discover answers to questions by applying scientific method of finding solution
to problems. Therefore research is a process of systematic and in depth study or search of any
particular topic, subject or area of investigation backed by collection, computation,
presentation and interpretation of relevant data.

According to Clifford Woody " Research comprises of defining and redefining problems,
formulating hypothesis, collecting, organizing and evaluating data, making deduction and
research conclusions and at last carefully testing conclusion to determine whether they fit the
formulating of hypothesis"

Research is necessary to examine the extent of validity of old conclusions or to find out
some new facts and generating new ideas in connection with the existing ones. The very
purpose of research is to unfold the truth by systematic methods. It may involves the
manipulation of concepts in order to connect-of verify-the existing knowledge. As a result it
may establish new empirical generalizations and falsify the old ones.

A research need not lead to an ideal solution. Instead, research findings may give rise to new
problems- which may require further research. So a research leads to another research. In other
words a research is not an end problem since every research giving birth to a new question
Research is carried on both for discovering new facts and verification of old ones.

The objective of every science is the discovery of new facts, new relationship and new laws
governing the phenomena. There may be improvement in the technique of research and so it is
necessary to test the old concepts by this improved technique. Again the phenomena under
study might have undergone a change and it may be required to test the validity of old concepts
in the changed circumstance.

This chapter address the methodology adopted in this study .1t provides an explanation of the
research design, details regarding the sample, chosen measurement instruments, means of data
collection, and tools of data analysis.

3.1 RESEARCH DESIGN

The research design is the conceptual structure within which research is conduct; it
constitutes the blueprint for the collection, measurement and analysing of data. It is
arrangement of the collection and analysing of data in the manner that aims to combine the
relevance to the research purpose with economic in procedure.

The design of the present studies is descriptive design. In descriptive research,

researcher must able to design clearly what he wants to measure and must find adequate
methods for measuring it along with clear cut definition of population it may direct towards
discoing what happening and what can be done about, as the study mainly consist of studying
the QUALITY OF WORKLIFE of KSFE, THRISSUR

3.2 SAMPLE DESIGN

It is the method of selecting the sample, in other words is a definite plan pre-determined
before any data are actually collected for obtaining a sample from a given sample from a given
sample frame.

The sample includes all the stuffs in the organisation. The respondents are basically
employees for whom a questionnaire has been prepared. The sample size is 120 from the
population of around 150 the sample technique that has been used is simple random sampling
3.3 SAMPLE SIZE
The questionnaire was distributed to 120 respondents. So, the sample size of the study was 120
employees of KSFE, THRISSUR

POPULATION

The population of the study is the employees of the KSFE, THRISSUR. The total number of
employees under different grades is around 150.
SAMPLING TECHNIQUE
A sample technique is a definite plan for obtaining a sample from a given population. It
refers to the procedure adopted by the researcher for selecting the items for sample. The
technique used for determining-the sample was Convenience sampling. It is a specific type of
non probability sampling method that relies on data collection from population members who
are conveniently available to participate in study. Each employee is chosen randomly and
entirely by convenience, such that each employee has the same probability of being chosen
during the sampling process. This sampling method involves getting participants wherever we
can find them and typically wherever is convenient.

SAMPLE UNIT

It is basic unit containing the elements of target population. The sampling unit for the
study is the employees of KSFE, THRISSUR

SAMPLE AREA

Sample area of the study is the Thrissur district, in the KSFE head office Thrissur
3.4 SOURCE OF DATA COLLECTION

Data collection is an integral part of research design. It is the basic factor which gives the
information about the problem or subject under the study. It is the unprocessed information
which a researcher gets through various data collection methods such as interview, schedule,
Questionnaire and observation. In this study, both primary and secondary data have been used.

3.4.1 PRIMARY DATA

Primary data are those are those collected by the investigator himself for the first time
for specific purpose and thus they are original in character. Advantages of primary data are
that they are truthful and further suit the purpose. But they have disadvantages also. The
collection of primary data is very expensive and time consuming.

Questionnaire is the method used for primary data collection. Questionnaire were
distributes among the employees from department. The questionnaire consists of two parts.
First part is includes the personal details of employees, the second part consists of statements
showing behaviors and attitudes towards work life balance of employees.

3.4.2 SECONDARY DATA:

For this study, the secondary data is collected from various sources such as books, journals,
articles and various websites. The detail regarding the organization is collected from
organization's websites, office manuals and other documents related to the company.
3.5 STATISTICAL TOOLS
A questionnaire is used to collect the primary data. The questionnaire consists of the
personal details and the statements showing behavior and attitudes towards work life balancing
of employees.
3.5.1 TOOLS FOR DATA ANALYSIS

The tool or techniques used for the data analysis include following :-

 PERCENTAGE METHOD

The percentage method is used for analyzing the response towards various statements relating
to work lie balancing. Different diagrams are used for representing the response towards the
statements. E.g. pie diagrams, bar diagrams etc.

Percentage of Respondent = No. Of Respondents * 100

Total No. Of Respondent

 CHI-SQUARE TEST

Chi- Square test is any statistical hypothesis test in which the sampling distribution of the test
statistic is a chi-squared distribution when the null hypothesis is true. The chi square statistic
may be used to test the hypothesis of no association between two or more groups, populations,
or criteria.

A chi-square test (also chi-square or x2) is an statistical test in which the test statistics has a
chi square distribution when the null hypothesis is true or any in which the probability
distribution of the test statistic (assuming the null hypothesis .is true) can be made to
approximate a chi-square distribution as closely by making size large enough.

The chi-square test is one of the simplest and most commonly used non-parametric tests in
statistical work. The Greek letter x2 is used to denote this test the quantity x2 describe the
magnitude of discrepancy between the observed and expected frequencies.

CHI-SQUARE TEST (x2) = Σ (Oi-Ei)2/Ei

DEGREE OF FREEDOM (D.O.F) = (r-1) (c-1)
O= Observed frequency
E = Expected
frequency R= Number
of rows
C= Number of columns
  CORRELATION

A type of correlation coefficient is that represents the relationship between two variables
that are measured on the same interval or ratio scale. Numerically, the Pearson coefficient is
represented the same way as a correlation coefficient that is used in linear regression; ranging
from -1 to +1. A value of +1 is the result of a perfect positive relationship between two or
more variable. Conversely, a value of -1 represents a present negative relationship. It has
been shown that the Pearson coefficient can be deceptively small when it is used with a non-
linear equation.

r=
 ANOVA

ANOVA is useful in the field of economic biology education, psychology sociology and
business industry. It is assumed that the universe from which the different samples are drawn
for study is normally distributed.
F = MST
MSE

F = ANOVA CO EFFICIENT
MST = MAIN SUM CF SQUARE UE TO ERROR
MST = SST/P 1
SST = SUM N(X – X)2

3.6 LIMITATION OF THE STUDY

 Accuracy of data depends upon the information provided by the respondents.
 Data is collected randomly from different categories of employees.
 The results obtained from the study cannot be generalized.
 Employees were reluctant to disclose all information
 To create good image, respondents may give responses vary from the facts
 CHAPTER 4
ANALYSIS & INTERPRETATION
4.1 PERCENTAGE ANALYSIS
TABLE 1- DISTRIBUTION OF RESPONDANTS SHOWING AGE OF THE
EMPLOYEES

AGE NUMBER OF PERCENTAGE

RESPONDENT
S
19-22 36 30
22-30 48 40
30-35 18 15
Above 36 18 15
TOTAL 120 100

CHART NO: 1- AGE OF RESPONDENTS

PERCENTAGE
45
40
35
30
25
20
15
10 PERCENTAGE
5
0

19-2222-3030-35Above 36

INTERPRETATION:
The above table shows that 40% of the employees come under the age group 22-30, 30% of
employees come under the age group of 19-22, 15% of the employees comes under the age
group of 30-35 and 15% of employees comes under above 36.
 TABLE NO: 2 – DISTRIBUTION OF RESPONDANTS SHOWING GENDER OF
RESPONDENTS

GENDER NUMBER OF PERCENTAG

RESPONDENTS E
MALE 78 65
FEMALE 42 35
TOTAL 120 100

CHART NO: 2 – GENDER OF RESPONDENTS

PERCENTAGE
00

35

MALE FEMALE

65

INTERPRETATION:

The above table shows that 65% are male and 35% are female
 TABLE NO: 3 -DISTRIBUTION OF RESPONDANTS SHOWING EXPERIENCE OF
EMPLOYEES

YEARS OF NUMBER OF PERCENTAGE

EXPERIENCE
RESPONDENTS
0-5 YEARS 66 55
5-10 YEARS 24 20
10-15 YEARS 18 15
ABOVE 15 YEARS 12 10
TOTAL 120 100

CHART NO: 3- EXPERIENCE OF EMPLOYEES

PERCENTAGE
60 55

50

40

30
PERCENTAGE
20
20 15
10
10

0
0-5 YEARS 5-10 YEARS 10-15 YEARSABOVE 15 YEARS

INTERPRETATION
From the above table shows it can be interpreted that 55% of the respondent are in this
organisation since 0-5 years.20% of said that they are in this organisation 5-10 years, 15% of
said that they are in this organisation 10-15 years. 10% of said that they are in this organisation
morethan15years.
 TABLE NO: 4- DISTRIBUTION OF RESPONDANTS SHOWING OPINION ABOUT
PHYSICAL CONDITION IN THE ORGANISATION

PARTICULA NUMBER OF PERCENTAGE

R
RESPONDENTS
VERY GOOD 66 55
GOOD 30 25
AVERAGE 12 13
POOR 6 5
VERY POOR 6 5
Total 120 100

CHART NO: 4- PHYSICAL CONDITION IN THE ORGANISATION

60 55

50

40

30 25
20 PERCENTAGE
13
10
5
0 5
VERY
GOODGOOD AVERAGE
POOR
very poor

INTERPRETATION
From the above table shows 55% of the respondent opined that the physical condition in the
organisation is very good.25% of respondents claimed that it is good.13%are claimed that it is
average. Only 10% 0f the respondents said that the physical condition in the organisation is poor
and very poor
 TABLE NO: 5 – DISTRIBUTION OF RESPONDANTS SHOWING SATISFACTORY
LEVEL WITH REGARDS TO COMMUNICATION AND INFORMATION FLOW
BETWEEN THE DEPARTMENTS

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
YES 36 30
NO 60 50
Neutral 24 20
TOTAL 120 100

CHART NO: 5 -COMMUNICATION AND INFORMATION FLOW BETWEEN THE

DEPARTMENTS

PERCENTAGE
0

20
30
YES NO
Neutral

50

INTERPRETATION
From the above table and diagram we can interpret that 50% of the respondents have said that
they not satisfied with the communication and information channel between department and
their employees. Only 30% respondents are satisfied balance 20% are neutral
 TABLE NO: 6 – DISTRIBUTION OF RESPONDANTS SHOWING WHETHER THE
EMPLOYEES SHARE THEIR EXPERIENCE TO HELP EACH OTHER

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
YES 66 55
NO 36 30
Neutral 18 15
TOTAL 120 100

CHART NO: 6- EMPLOYEES SHARE THEIR EXPERIENCE TO HELP EACH OTHER

PERCENTAGE
0

25

YES
NO
55
Neutral

30

INTERPRETATION
From the above table shows 55% of the respondents have opined that they share their experience
to help each other.30% said that they do not share their experience.15% of the respondents are
havingneutralopinion
 TABLE NO: 7 – DISTRIBUTION OF RESPONDANTS SHOWING WHETHER THE
COMPANY IS PROVIDING TRAINING FOR ENRICHING THE SKILLS OF
EMPLOYEE

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
YES 60 50
NO 42 35
Neutral 18 15
TOTAL 120 100

CHART NO: 7- COMPANY IS PROVIDING TRAINING FOR ENRICHING THE

SKILLS OF EMPLOYEE

PERCENTAGE
0

15

YES
NO
50
Neutral
35

INTERPRETATION
From the above table shows it is clear from the collected data 50% of the respondents are of the
opinion that the company is providing training for enriching the skills of employees.35% has
disagreed with thestatement.15% of the respondents have neutral opinion
 TABLE NO: 8 – DISTRIBUTION OF RESPONDANTS SHOWING WHETHER
PROPER TRAINING IMPROVES THE PRODUCTIVITY OF COMPANY
AND EMPLOYEES

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
YES 66 55
NO 30 25
Neutral 24 20
TOTAL 120 100

CHART NO: 8- PROPER TRAINING IMPROVES THE PRODUCTIVITY

PERCENTAGE
0

20

YES
NO
Neutral
55
25

INTERPRETATION

From the above table shows 55% of the respondents are agreed that proper training improves the
productivity of the company and employees. 25%^ respondents opined that training doesn’t help
toincreaseproductivityintheorganisation
TABLE NO: 9 – DISTRIBUTION OF RESPONDANTS SHOWING THERE ARE GOOD
CAREER PROSPECTS IN THE ORGANISATION

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
YES 72 60
NO 30 25
Neutral 18 15
TOTAL 120 100

CHART NO: 9- GOOD CAREER PROSPECTS IN THE ORGANISATION

PERCENTAGE
0

15

YES
NO
Neutral
25
60

INTERPRETATION
From the above table shows 60% of respondents agreed that there are good career prospects in
the organisation. 25% of the respondents disagreed with the statement. 15% has a neutral opinion
about the statement that there are good career prospects in the organisation
TABLE NO: 10 – DISTRIBUTION OF RESPONDANTS SHOWING WHETHER THERE
IS FREEDOM TO PERFORM THE DUTIES

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
YES 60 50
NO 18 15
Neutral 42 35
TOTAL 120 100

CHART NO: 10- FREEDOM TO PERFORM THE DUTIES

PERCENTAGE
0

35
YES
NO
50
Neutral

15

INTERPRETATION

From the above table shows 50% of the respondents conveyed that they have freedom to perform
their tasks. Delegation of authority and decentralization is done in the organisation effectively.
15% has disagreed and 35% has neutral opinion with this statement.
 TABLE NO: 11 – DISTRIBUTION OF RESPONDANTS SHOWING OPINI0N ABOUT
THE WORKING ENVIRONMENT

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
Participative 48 40
Autonomy 42 35
Whimsical 18 15
Red tapism 12 10
Total 120 100

CHART NO: 11-THE WORKING ENVIRONMENT

45
40
40
35
35

30

25
PERCENTAGE
20
15
15
10
10

0
ParticipativeAutonomyWhimsicalRed tapism

INTERPRETATION
From the above table shows 40% of the respondents said that working environment is
participative.35% opined that working environment is autonomy. 15% said that it is whimsical
and 8% said that there is red tapism
 TABLE NO: 12 – DISTRIBUTION OF RESPONDANTS SHOWING RATE OF
SATISFACTION LEVEL WITH REGARD TO WORKING HOURS OF THE
ORGANISATION

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
Highly 42 35
satisfactory
Satisfactory 54 45
Neutral 6 5
Dissatisfactory 12 10
Highly dissatisfactory 6 5
Total 120 100

CHART NO: 12- WORKING HOURS OF THE ORGANISATION

PERCENTAGE
50 45

40 35

30

20 PERCENTAGE
10
10 5 5

0
Highly satisfactory Satisfactory Neutral DissatisfactoryHighly
dissatisfactory

INTERPRETATION
From gathered data it can be interpreted that 35% of the respondents are highly satisfied with
working hour.45% have expressed their opinion as satisfactory with regard to the statement .5%
are neutral. 10% are dissatisfied and 5% are highly dissatisfied
 TABLE NO: 13 – DISTRIBUTION OF RESPONDANTS SHOWING WHETHER THE
COMPANY TAKE CARE OF THE EMPLOYEES WORKING CONDITIONS

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
YES 60 50
NO 12 10
Neutral 48 40
TOTAL 120 100

CHART NO: 13- COMPANY TAKE CARE OF THE EMPLOYEES WORKING

CONDITIONS

PERCENTAGE

40 YES
NO
50
Neutral

10

INTERPRETATION
From the above table shows 50% has agreed with the statement that the company takes care of
the employees working conditions. 10% has disagreed and 40% expressed a neutral opinion to
this statement.
 TABLE NO: 14 – DISTRIBUTION OF RESPONDANTS SHOWING WHETHER
WORKING IN THE ORGANISATION GIVES YOU A FEELING OF SECURITY
AND IMPROVES YOUR PRODUCTIVITY

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
YES 66 55
NO 24 20
Neutral 30 25
TOTAL 120 100

CHART NO: 14- FEELING OF SECURITY AND IMPROVES YOUR PRODUCTIVITY

PERCENTAGE

25

YES
NO
Neutral
55

20

INTERPRETATION
From the above table and diagram it is clear that 55% of the respondents are agreeing with the
statement.20% of the respondents are disagreeing that working in the organisation gives them
feeling of security and improves their productivity
 TABLE NO: 15 – DISTRIBUTION OF RESPONDANTS SHOWING WHETHER THE
ORGANISATION PROVIDES SATISFACTORY SALARY ACCORDING TO THE
WORK.

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
YES 66 55
NO 30 25
Neutral 24 20
TOTAL 120 100

CHART NO: 15- ORGANISATION PROVIDES SATISFACTORY SALARY

ACCORDING TO THE WORK.

PERCENTAGE
0

20

YES
NO
Neutral
55
25

.
INTERPRETATION

From the above table shows 55% 0f the respondents said that the organisation provides
satisfactory salary according to the work.25% has disagreed with this statement.20% of the
respondents have a neutral stand with regards to the same
 TABLE NO: 16 – DISTRIBUTION OF RESPONDANTS SHOWING WHETHER
THE GOALS AND TASK ARE CLEARLY DEFINED FOR INCREASING
PRODUCTIVITY

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
YES 72 60
NO 15 15
Neutral 30 25
TOTAL 120 100

CHART NO: 16- GOALS AND TASK ARE CLEARLY DEFINED FOR INCREASING
PRODUCTIVITY

PERCENTAGE

25
YES
NO

60 Neutral
15

INTERPRETATION

From the above table shows 60% of the respondents said they are agreeing with the statement
that the goals and task are clearly defined for increasing productivity.15% has claimed that they
disagreeing with this statement.25% have neutral opinion.
 TABLE NO: 17 – DISTRIBUTION OF RESPONDANTS SHOWING OPINION ON
WHETHER THE TOP MANAGEMENT INVOLVES EMPLOYEES IN THE
MANAGEMENT’S DECISIONS

RESPONSE NUMBER OF PERCENTAGE

RESPONDENTS
YES 84 70
NO 30 25
Neutral 6 5
TOTAL 120 100

CHART NO: 17- THE TOP MANAGEMENT INVOLVES EMPLOYEES IN

THE MANAGEMENT’S DECISIONS

PERCENTAGE
5

25
YES NO
Neutral

70

INTERPRETATION
From the above table shows It has to be highlighted that 70% has agreed with this statement
which shows that there is highly participative environment in the organisation. Only 25% has
disagreed with this statement.5% has taken a neutral opinion.
 TABLE NO: 18 – DISTRIBUTION OF RESPONDANTS SHOWING OPINION ON
WHETHER FACILITIES PROVIDED BY THE ORGANISATION MOTIVATE
YOU TO IMPROVE PRODUCTIVITY.

RESPONSE NUMBER OF PERCENTAGE

RESPONDENTS
YES 60 50
NO 112 10
Neutral 48 40
TOTAL 120 100

CHART NO: 18- FACILITIES PROVIDED BY THE ORGANISATION MOTIVATE

YOU TO IMPROVE PRODUCTIVITY.

PERCENTAGE

40
YES NO
Neutral
50

10

INTERPRETATION
From the above table shows Majority of the respondents opined that the facility provided by the
organisation motivates them to improve the productivity. 40% has expressed a neutral opinion
and 10% has disagreed with the statement.
 TABLE NO: 19 – DISTRIBUTION OF RESPONDANTS SHOWING THE MOST
MOTIVATING FACTORS

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
Salary increase 60 50
Promotion 12 10
Leave 24 20
Motivational tack 6 5
recognition 18 15
Total 120 100

CHART NO: 19- MOTIVATING FACTORS

PERCENTAGE
60
50
50

40

30
20 PERCENTAGE
20 15
10
10 5

0
Salary increasePromotion Leave Motivationalrecognition tack
.

INTERPRETATION
From the above table shows It can be interpreted from the collected data that 50% are of the
opinion that salary increase is the most motivating factor. 20% has felt that the allowed leaves
are motivating them the most. 10%and 15% of the respondents have opined that promotion and
recognition respectively motivates them 5% has an opinion that motivational talks can boost up
their level of motivation.
 TABLE NO: 20 – DISTRIBUTION OF RESPONDANTS SHOWING WHETHER THE
DEPARTMENTS IN THE ORGANISATION HAVE CORPORATION

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
YES 96 80
NO 6 5
Neutral 18 15
TOTAL 120 100

CHART NO: 20- DEPARTMENTS IN THE ORGANISATION HAVE CORPORATION

PERCENTAGE

15

5
YES NO
Neutral

80

INTERPRETATION

From the above table shows Most of the respondents 80% have claimed that the department in
the organisation have co-operation. 15% has taken a neutral stand 5% has disagreed to this
statement.
 65

TABLE NO: 21 – DISTRIBUTION OF RESPONDANTS SHOWING OPINION ON

WHETHER THE QUALITY OF WORK LIFE OF THE ORGANISATION HELPS
TO IMPROVE THE PRODUCTIVITY

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
YES 96 80
NO 6 5
Neutral 18 15
TOTAL 120 100

CHART NO: 21- QUALITY OF WORK LIFE OF THE ORGANISATION HELPS

TO IMPROVE THE PRODUCTIVITY

PERCENTAGE
15

5
YES
NO
Neutral

80

INTERPRETATION
From the above table shows 80% of the respondents have agreed that quality of work life of the
organisation helps to improve the productivity. 15% has disagreed and 5% has a neutral opinion
with regards to this statement.
 TABLE NO: 22- DISTRIBUTION OF RESPONDANTS SHOWING OPINION ON
WHETHER PERSONAL LIFE ADVERSELY AFFECTED BECAUSE OF WORK

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
Strongly Agree 6 5
Agree 18 15
Neutral 30 25
Disagree 42 35
Strongly Disagree 24 20
Total 120 100

CHART NO: 22- WHETHER PERSONAL LIFE ADVERSELY AFFECTED BECAUSE

OF WORK

PERCENTAGE
35

35
30
25 25
20
20 15
15 PERCENTAGE

10 5
5
0

Strongly Agree Agree Neutral DisagreeStrongly Disagree

INTERPRETATION:
The above table shows that 5% strongly agrees.15% of them is agreed, 25% neutral opinion,
35% disagrees with this and 20% strongly disagrees with the statement.
 TABLE NO: 23 – DISTRIBUTION OF RESPONDANTS SHOWING OPINION ON
WHETHER JOB MAKES PERSONAL LIFE DIFFICULT DUE TO JOB
RELATED STRESS.

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
Strongly Agree 6 5
Agree 12 10
Neutral 24 20
Disagree 48 40
Strongly Disagree 30 25
Total 120 100

CHART NO: 23- JOB MAKES PERSONAL LIFE DIFFICULT DUE TO JOB RELATED
STRESS.

PERCENTAGE
40
45
40
35
30
25 25
20
20
PERCENTAGE
15
10
10
5
5
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:
The above table shows that 5% strongly agree, 10% of them are agree, 20% have neutral
opinion, 40% disagree with this and 25% strongly disagree with this statement.
 TABLE NO: 24 – DISTRIBUTION OF RESPONDANTS SHOWING OPINION ON
WHETHER THE EMPLOYEES SACRIFICE THEIR PERSONAL LIFE WHILE
MEETING THE JOB EXIGENCIES.

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
Strongly Agrees 12 10
Agrees 18 15
Neutral 24 20
Disagree 42 35
Strongly Disagree 24 20
Total 120 100

CHART NO: 24- EMPLOYEES SACRIFICE THEIR PERSONAL LIFE WHILE

MEETING THE JOB EXIGENCIES.

PERCENTAGE
35
40
35
30
25
20 20
20
15 PERCENTAGE
15
10
10
5
0

Strongly AgreesAgreesNeutralDisagreeStrongly
Disagree

INTERPRETATION:
The above table shows that 10% strongly agrees, 15% of them are agrees, 20% have neutral
opinion, 35% disagree with this and 20% strongly disagree with the statement.
 TABLE NO: 25 - DISTRIBUTION OF RESPONDANTS SHOWING OPINION ON
WHETHER THE EMPLOYEES NORMALLY PUT OF THEIR PERSONAL
COMMITMENTS TO GIVE PRIORITY TO WORK.

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
Strongly Agree 24 20
Agree 12 10
Neutral 18 15
Disagree 42 35
Strongly Disagree 24 20
Total 120 100

CHART NO: 25- EMPLOYEES NORMALLY PUT OF THEIR PERSONAL

COMMITMENTS TO GIVE PRIORITY TO WORK.

PERCENTAGE
35
40
35
30
25 20 20
20
15 15
PERCENTAGE
10 10
5
0

Strongly AgreeAgreeNeutralDisagreeStrongly
Disagree

INTERPRETATION:

The above table shows that 20% strongly agrees, 10% of them are agrees, 15% have neutral
opinion, 35% disagree with this and 15% strongly disagree with the statement.
 TABLE NO: 26 – DISTRIBUTION OF RESPONDANTS SHOWING OPINION ON
WHETHER THE EMPLOYEES MISS PERSONAL ACTIVITIES BECAUSE OF
WORK.

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
Strongly Agree 12 10
Agree 18 15
Neutral 30 25
Disagree 40 40
Strongly Disagree 10 10
Total 120 100

CHART NO: 26- EMPLOYEES MISS PERSONAL ACTIVITIES BECAUSE OF WORK.

PERCENTAGE
40
45
40
35
30
25 25

20 15 PERCENTAGE
15
10 10
10
5
0
Strongly AgreeAgreeNeutralDisagreeStrongly
Disagree

INTERPRETATION:

The above table shows that 10% strongly agrees, 15% of them are agrees, 25% have neutral
opinion, 40% disagree with this and 10% strongly disagree with the statement.
 TABLE NO: 27 – DISTRIBUTION OF RESPONDANTS SHOWING OPINION ON
WHETHER THE EMPLOYEES STRUGGLE TO JUGGLE WITH WORK AND
OFF WORK ACTIVITIES.

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
Strongly Agree 6 5
Agree 18 15
Neutral 30 25
Disagree 42 35
Strongly Disagree 24 20
Total 120 100

CHART NO: 27- EMPLOYEES STRUGGLE TO JUGGLE WITH WORK AND

OFF WORK ACTIVITIES.

PERCENTAGE
35
40
35
30
25
25
20
15 20
10
15 PERCENTAGE
5
0
5

Strongly AgreeAgreeNeutralDisagreeStrongly
Disagree

INTERPRETATION:

The above table shows that 5% strongly agrees, 15% of them are agrees, 25% have neutral
opinion, 35% disagree with this and 20% strongly disagree with the statement.
 TABLE NO: 28 – DISTRIBUTION OF RESPONDANTS SHOWING OPINION ON
WHETHER THE EMPLOYEES ARE NOT HAPPY WITH THE AMOUNT OF TIME
AVAILABLE FOR PERSONAL LIFE.

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
Strongly Agree 6 5
Agree 12 10
Neutral 24 20
Disagree 30 25
Strongly Disagree 48 40
Total 120 100

CHART NO: 28- EMPLOYEES ARE NOT HAPPY WITH THE AMOUNT OF TIME
AVAILABLE FOR PERSONAL LIFE.

PERCENTAGE
45 40
40
35
30 25
25 20
20
PERCENTAGE
15 10
10 5
5
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

The above table shows that 5% strongly agrees, 10% of them are agrees, 20% have neutral
opinion, 25% disagree with this and 40% strongly disagree with the statement.
TABLE NO: 29 – DISTRIBUTION OF RESPONDANTS SHOWING OPINION ON THE
STRESS IN PERSONAL LIFE ADVERSELY AFFECTED IN THE WORK.

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
Strongly Agree 24 20
Agree 18 15
Neutral 42 35
Disagree 18 15
Strongly Disagree 18 15
Total 120 100

CHART NO: 29- STRESS IN PERSONAL LIFE ADVERSELY AFFECTED IN THE

WORK.

PERCENTAGE
40
35
35

30

25 20
20
15 15 15 PERCENTAGE
15

10

0 Strongly AgreeAgree Neutral Disagree Strongly Disagree

INTERPRETATION:
The above table shows that 20% strongly agrees, 15% of them are agrees, 35% have neutral
opinion, 15% disagree with this and 15% strongly disagree with the statement.
 TABLE NO: 30 – DISTRIBUTION OF RESPONDANTS SHOWING OPINION ON
WHETHER THE EMPLOYEES OFTEN FEEL TOO TIRED TO BE EFFECTIVE AT
WORK.

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
Strongly Agree 6 5
Agree 18 15
Neutral 42 35
Disagree 30 25
Strongly Disagree 12 10
Total 120 100

CHART NO: 30- EMPLOYEES OFTEN FEEL TOO TIRED TO BE EFFECTIVE AT

WORK.

PERCENTAGE
35
40
35
30
25 25

20
15
15 PERCENTAGE
10
10
5
5
0
Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

The above table shows that 5% strongly agrees, 15% of them are agrees, 35% have neutral
opinion, 25% disagree with this and 10% strongly disagree with the statement.
 TABLE NO: 31 – DISTRIBUTION OF RESPONDANTS SHOWING OPINION ON
HARD TO WORK BECAUSE OF PERSONAL MATTERS.

PARTICULAR NUMBER OF PERCENTAG

E
RESPONDENT
S
Strongly Agree 12 10
Agree 24 20
Neutral 36 30
Disagree 14 20
Strongly Disagree 24 20
Total 120 100

CHART NO: 31- HARD TO WORK BECAUSE OF PERSONAL MATTERS.

PERCENTAGE
35
30
30

25
20 20 20
20
PERCENTAGE
15
10
10

0 Strongly Agree Agree Neutral Disagree Strongly Disagree

INTERPRETATION:

The above table shows that 10% strongly agrees, 20% of them are agrees, 30% have neutral
opinion, 20% disagree with this and 20% strongly disagree with the statement.
CORRELATIONS

TABLE NO: 32 - Table representing the relationship between lack of management

support and lack of management respect to work-life balance.

Null hypothesis: There is no significant relationship between lack of management support

and lack of management respect to work-life balance.
Alternate hypothesis: There is a significant relationship between lack of management
support and lack of management respect to work-life balance.

Correlations

lack of lack of
managem managemen
e nt t respect to
support work-life
balance.
Pearson 1 .944**
Correlation
lack of management Sig. (2-tailed) .000
support
N 120 120

lack of management Pearson .944** 1

respect to work- Correlation
life balance. Sig. (2-tailed) .000

N 120 120

INTERPRETATION
From the output table the significant value is 0.000 which is less than 0.05. So null hypothesis is
rejected and alternate hypothesis is accepted at 95% confidence level. Hence, it is concluded that
there is a significant relationship between lack of management support and lack of management
respect to work-life balance. The correlation coefficient of 0.944 shows that there is a high
positive correlation between two variables.
ANOVA

TABLE NO: 33 – Relationship between stress in personal life and flexible working hours

Null hypothesis: There is no significant relationship between stress in personal life and
flexible working hours

Alternate hypothesis: There is a significant relationship between stress in personal life and
flexible working hours

ANOVA

Sum df Mean Square F Sig.

of
Squar
e
s
Between 158.606 4 39.652 162.71 .000
Groups 5
Within Groups 23.394 96 .244
Total 182.000 100

INTERPRETATION:

From the output table the significant value is 0.000 which is less than 0.05. So null hypothesis
is rejected and alternate hypothesis is accepted at 95% confidence level. Hence, it is concluded
that there is a significant relationship between stress in personal life and flexible working
hours
CHI-SQUARE

TABLE NO: 34 – Table representing the relationship between management

communication with employees and bad interpersonal relations in the place.

Null hypothesis: There is no significant relationship between management communication

with employees and bad interpersonal relations in the place.

Alternate hypothesis: There is a significant relationship between management

communication with employees and bad interpersonal relations in the place.

Chi-Square Tests

Value df Asymp. Sig.

(2-sided)
Pearson Chi-Square 352.575a 16 .000
Likelihood Ratio 258.918 16 .000
Linear-by-Linear
94.770 1 .000
Association
N of Valid Cases 120

INTERPRETATION

From the output table the significant value is 0.000 which is less than 0.05. So null hypothesis
is rejected and alternate hypothesis is accepted at 95% confidence level. Hence, it is concluded
that there is a significant relationship between management communication with employees
and bad interpersonal relations in the place.
 CHAPTER 5
FINDINGS, SUGGETIONS AND CONCLUSION

5.1 FINDINGS:

 The majority of the responded are age between 22-30 years.

 65% of responded are male in the organization.
 55% of responded are having 0-5 years of experience.
 Majority of the responded opinion about physical condition in the organization are very
good.
 50% of responded are not agree with satisfactory level regards to communication and
information flow between the departments.
 Majority of the responded are agree with the employee share their experience to help each
other.
 50% 0f responded are agree with company is providing training for enriching the skills of
employees.
 55% of responded are agree with proper training improves the productivity of the
company and employees.
 Majority of the responded are good at career prospect in the organization.
 Majority of the responded are agree that there is freedom to perform the duties.
 40% of responded opinion about the working environment is participative.
 45% of responded are satisfied with the working hours of the organizations.
 Majority of the responded are agree with company take care the employees working
condition.
 Majority of the responded are agree with working in the organization gives a feeling to
security and improves the productivity.
 Majority of the responded are agree with organization provide satisfactory salary
according to the work.
 60% of responded are agree with goals and task are clearly defined for increasing
productivity.
 70% of employees are agree with top management involves employees in the management
decision.
  Majority of the responded are agree with facilities provided by the organization motivate
to improve the productivity.
 50% of responded opinion about the motivation factor is salary increase.
 Majority of the responded are agree with the department in the organization have
corporation.
 80% of responded are agree with quality of work of work life of the organization helps to
improve the productivity.
 35% of responded are disagree with personal life is adversely affected because of work.
 40% of responded are disagree with job makes personal life difficult due to job related
stress.
 35% of responded are disagree with employee sacrifice their personal life while meeting
the job exigencies.
 Majority of the responded are disagree with employee normally put of their personal
commitments to give priority to work.
 Majority of the responded are disagree with employee miss personal activities because of
work.
 Majority of the responded are disagree with employee struggle to juggle with work and off
work activities.
 40% of responded are strongly disagree with employee are not happy with the amount of
time available for personal life.
 35%of responded are neutral with stress in personal life adversely affected in the work.
 Majority of the responded are neutral with employee often feel too tired to be effective at
work.
 Majority of the responded are neutral with hard to work because of personal matters.

CORRELATION

 There is a significant relationship between personal life is adversely effected because of

work and personal life difficult due to job related stress

ANOVA

 There is a significant relationship between facility provided by the organization motivate

the employee productivity and factors motivate the employee most
CHI-SQUARE
 There is a significant relationship between organization care about the employee working
condition and working condition of organization feel secured and improve the employee
productivity.

5.2 SUGGESTION

Based on the detailed study conducted, some suggestion were given to the company
to improve the quality of work life

• Salary increment given to the employees who do their job very well motivates them
and it is beneficial to the organisation.

• Overall compensation package may be improved so that the employees are

satisfied with the organisation

• Majority of the employees are satisfied with their jobs. Management may devise
more programs like job enrichment and job rotation for further improvement of
satisfaction level

• Working environment may be improved in according with the industry standards

• Organization should conduct stress relieving programs like yoga and meditation for
employees regularly in order to reduce the stress level.

• Organizations to ensure work life balance management must constantly provide

feedback to staff concern on work life balance.

• Issues affecting work life balance should always be communicated with employees by
management to ensure work life balance.
• Improvement in rewarding and awarding policies.
• Introduction of Promotion policy at operation level
• Improving good relationship with employees and providing friendly environment in the
organization.
• The Company may establish career development systems.
 • Employees may be given high motivation from the top management of the Company.
• All employees may be given more compensation, in the form of incentives from the
Company as a token of recognition of high achievers.
• Employees may be given special training from the Company related to their job during
working period.
• The Company has to measure the quality of work life periodically.

5.3 CONCLUSION
In the study, nine criteria relating to the organisation from the workers point of view were
assessed. These area need to be maintained in order to make the quality of work life good. The
core areas are job satisfaction, work life balance, compensation, safety, promotion policies,
training, team work, management’s concern etc. it is clear that productivity depends on quality of
work life. In order to maintain high quality of work life, the management should take at most
care in these core areas Based on findings, it can be concluded that quality of work life in Kerala
State Financial Enterprises is satisfactory.

The Quality Mission should include not only the quality of products; but also the quality
of work life of the employees. Quality of work life can be improved upon by having good
supervision, good working conditions, good pay and benefits, an interesting and challenging, and
a rewarding job, more positive the Industrial relations processes, the greater the possibility of
improved Quality of Work Life. Positive Industrial Relations should ensure better wages,
flexible hours of work, conducive work environment, employment benefits, career prospects, job
satisfaction, and meaningful employee involvement in decision making etc. ultimately leads to
better Quality of Work Life. Since the employees are the backbone of the company, the company
should satisfy them in order to improve the business in higher competitive market of the
liberalized economy considering the above mentioned factors.
APPENDICES:

QUESTIONAIRE
Name :
Address :
Age : 19-22
23-30 30-35 36 above

Sex : Male Female

Education : 10th

+2 Degree

1. Since how many years have you been working with this organization?
a) 0-5 Years
b) 5-10 Years
c) 10 to 15 Years
d) More than 15 Years

2. How is the physical working condition in the Company?

a) very Good
b) good
c) average
d) poor
e) very Poor

3. Do you think Communication and information flow between the departments is satisfactory?
a) Yes
b) No
c) Neutral

4. Do the employees share experiences to help each other?

a. Yes
b. No
c. Neutral
5. Does the company provide training for enriching the skills of employees?
a. Yes
b. No
c. neutral

6. Do you think proper training improves the productivity of the company and employees?
a. Yes
b. No
c. neutral

7. Do you think there are good career prospect in your organization?

a. Yes
b. No
c. neutral

8. Are you free to perform your duties?

a. Yes
b. No
c. neutral

9. How is the working Environment?

a. Participative
b. Autonomy
c. Whimsical
d. Red Tapism

10. How are the working hours of the organization?

a. Highly Satisfactory
b. Satisfactory
c. Neutral
d. dissatisfactory
e. Dissatisfactory

11. Does the company takes care of the employees working conditions?
a. Yes
b. No
c. neutral
12. Does working in the organization give you a feeling of security and improves your
productivity?
a. Yes
b. No
c. neutral

13. Does the organization provide satisfactory Salary according to your Work?
a. Yes
b. No
c. neutral

14. Does the goals and task are clearly defined for increasing productivity?
a. Yes
b. No
c. neutral

15. Does the top management involve employees in the management decisions?
a. Yes
b. No
c. neutral

16. Do the facilities provided by the organization motivate you to improve your productivity?
a. Yes
b. No
c. neutral

17. Which factor motivates you the most?

a. Salary increase
b. Promotion
c. Leave
d. Motivational talk
e. Recognition

18. Do you think departments in the organization have cooperation?

a. Yes
b. No
c. neutral
 19. Do you think quality of work life of the organization helps to improve your productivity?
a. Yes
b. No
c. neutral

Q. Questi Stro Agr Neutr Disagr Stron

N ons ngly ee al ee gly
O agree Disag
ree
20 My personal life is adversely affected

because of work.
21 My job makes personal life difficult

due to job related stress.

22 Often I sacrifices my personal life

while meeting the job exigencies.

23 Normally I put off personal

commitments to give priority to work.

24 I miss my personal activities because of
work.
25 I struggle to juggle with work and off
work

activities.
26 I am not happy with the amount of time

available for my personal life.

27 The stress in my personal life adversely

affected my work.
28 Often feel too tired to be effective at
work.
29 Hard to work because of personal
matters.
REFERENCE:
BIBLIOGRAPHY

1. K. Aswathappa (1997), "Human Resources and Personal Management" Tata Mcgraw-

Hill Publishing Company Limited, New Delhi- 110 001.
2. John M. Ivancevich (2003), "Human Resources and Personal Management" Tata
Mcgraw-Hill Publishing Company Limited, New Delhi- 110 001.
3. C. R. Kothari (2001) "Research Methodology" of Wishwa Prakashan Publishing.
Chennai – 17, Edition
4. C. B. Mamoria and S. V. Gankar (2001), "Personnel Management Text & Cases",
Himalaya Publishing house Mumbai, XXI Edition.
5. Biswaject pałtanayak (2001), "Human Resources and Personal Management" Prentice
Hall of India Pvt., Ltd. New Delhi.
6. "Quality of Work Life", Lee M. Ozley and Judith S. Ball, HUMAN RESGURCES
MANAGEMENT AND DEVELOPMENT HANDBOOK, edited by William R. Tracey,
Ed. D., AMACOM, 1985.
7. Wozner, Y. (1982). Assessing the quality of internal life. Human Relations, vol. 35 (11):
1059-1072.
8. Lau, R.S.M., and B.E. May. "A Win-Win Paradigm for Quality of Work Life and
Business Performance." Human Resource Development Quarterly 9. по. 3 (1998): 211-
226.
9. Cole, J. "Building Heart and Soul: Increased Employer Concern for Employees." HR
Focus, September 1998, 9.

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